Stability and reliability of the bank. financial analysis of the bank otp bank
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Brief description of OTP Bank (history, founders, branches, authorized capital)
The history of the Russian OTP Bank begins with the creation in March 1994 of the Hermes savings bank, which at that time was part of the concern of the same name. Later, the bank was transformed into JSCB "Bank of Investments and Savings" (abbreviated as Investsberbank). In February 2005, the merger of Investsberbank with the capital's Russian General Bank was completed at the initiative of the latter's shareholders. It was believed that Investsberbank had a more popular brand in the private deposit market, so the merger of banks took place on its basis, and the RSL license was revoked. The size of the deal was then estimated at $800 thousand. In August 2006, the bank also acquired Omskpromstroybank and Promfinservicebank. In October 2006, the Hungarian OTP Bank completed the acquisition of a 96.4% stake in Investsberbank for $477 million. In 2008, Investsberbank switched to the parent brand and was renamed OTP Bank.
Now the Hungarian OTP Bank controls 97.81% of the shares of the Russian credit institution, and another 1.2% stake is owned by the Hungarian investment and property management company MFB Invest. The remaining shares (less than 1%) are distributed among other shareholders.
OTP Bank provides customer service through its own network, consisting of 175 offices, including 9 branches, 166 branches (of which 35 branches are in Moscow), 51 cash desks and 225 ATMs.
Rice. 1 Geography of presence on the Russian market
Clients are offered a standard set of banking products and services (money transfers, rental of safes, plastic cards, cash management services, remote banking services, trade financing, conversion transactions, securities transactions, deposits and deposits, as well as commercial, consumer, mortgage lending, etc. .). The activities of OTP Bank cover 70 regions of Russia, while the POS network includes more than 17,500 retail outlets, 95 credit and cash offices of the Bank, is represented in 7 of 8 federal districts, and is actively operating in all cities with a population exceeding 1 million people. . The largest regions of the Bank's presence are Moscow, St. Petersburg, Samara, Novosibirsk, Omsk and Rostov regions, and the Urals. In total, OTP Bank is present in more than 2,700 settlements in Russia.
At the end of 2012, the bank's balance sheet currency indicator increased by 22%. In the passive part, there was a noticeable increase in the volume of deposits of individuals and enterprises; in the assets, newly raised funds were mainly distributed into the loan portfolio, and also invested in securities.
The resource base is dominated by deposits and current accounts of individuals - 32% of liabilities, the bank's own funds account for 24%. 15% falls on accounts and deposits of legal entities, 6% is attracted from the parent organization. Turnovers on customer accounts within a month amount to 90-150 billion rubles.
Of the assets, 80% is occupied by the loan portfolio; in the portfolio, almost all loans issued are to individuals (97%). The organization has significantly increased the volume of loans to private clients. Delinquency is shown at 15% according to RAS (as of January 2012, this figure was 9%, growing dynamically). 12% of net assets are invested in securities, 2% of which are government securities; placement with banks (issued interbank loans) also accounts for 12%. In the domestic interbank market, the financial institution works in both directions, acting as a net lender and also attracting the missing amounts of funds. The organization actively conducts operations in the foreign exchange market, as well as in the debt securities market, including in the format of repo transactions.
At the end of 2012, OTP Bank received a net profit of about 6.5 billion rubles, according to financial statements under RAS (in 2011, the same figure was 5.2 billion). As of December 1, 2013, the bank earned 775 million rubles.
Advicedirectors: Istvan Chametz (chairman), Ildiko Tax, Zoltan Schenk, Peter Forrai, Miroslav Vichev, Akos Monoshtori, Georgiy Chesakov.
Governing body: Georgy Chesakov (chairman, president), Sergey Kapustin, Valery Stepanov, Yulia Oreshkina.
Organizational structure of OTP Bank
Organizationalstructure-- a set of ways by which the labor process is first divided into individual work tasks, and then coordination of actions to solve problems is achieved. Essentially, the organizational structure determines the distribution of responsibilities and powers within the organization. As a rule, it is displayed in the form of an organigram - a graphic diagram, the elements of which are hierarchically ordered organizational units (divisions, job positions).
Organizational management structure
The Supreme Management Body of the Bank is the General Meeting of Shareholders. Regular General Meetings of Shareholders are convened once a year (Annual General Meeting) and are held before the expiration of four months, but not earlier than two months, after the end of each financial year. At the annual General Meeting, members of the Supervisory Board and the Auditor are elected, and the Auditor is approved.
The general management of the Bank's activities is carried out by the Supervisory Board, which makes decisions on all issues except for those that fall within the competence of the General Meeting of Shareholders, or issues the resolution of which is entrusted to the Board of the Bank and the Chairman of the Board in accordance with this Charter or decisions of the Supervisory Board.
The Board of the Bank is a collegial executive body of the Bank and consists of no more than eight members of the Board, one of whom is the Chairman of the Board. The Supervisory Board appoints the Chairman and other members of the Management Board, including deputy chairmen, and has the right to terminate their powers early. The Chairman or, in his absence, the Deputy Chairman, presides over meetings of the Board. The Management Board organizes its work in accordance with the Rules of the Management Board, submitted by the Supervisory Board for approval by the General Meeting of Shareholders, which establish the timing and procedure for convening and holding meetings of the Management Board, as well as the procedure for making decisions. The detailed distribution of responsibilities between members of the Management Board is determined by the relevant decisions of the Supervisory Board of the Bank.
The Chairman of the Board is the sole executive body of the Bank, its highest official responsible for pursuing the Bank's policies and carrying out its operations. The Chairman of the Board acts on behalf of the Bank without a power of attorney.
Rice. 1 Organizational structure of OTP Bank
Analysis of the credit policy of OJSC "OTP-Bank"
The credit policy of OJSC "OTP-Bank" is built not only taking into account compliance with the generally accepted basic principles of lending: urgency, payment, repayment, security, but also such as:
1. Forms of providing loans. The main form is an urgent commercial loan. Special types of lending include loans provided in the form of a line of credit and loans in the form of an overdraft. Lending in the form of opening a credit line, lending in the form of an overdraft is possible if there is constant stable cash flow in the Bank.
2. Concentration of loan debt for one borrower - is calculated depending on the amount of the Bank’s capital in order to comply with standards for determining the amount of credit resources provided to one borrower.
3. Intended use - loans are issued with a mandatory indication in the text of the loan agreement of the intended purpose of the loan being issued, over which constant monitoring is established.
4. Setting interest rates - pricing of loans is carried out depending on such basic provisions as: current refinancing rates of the Central Bank of the Russian Federation and interbank loans, the degree of credit risk for a specific loan project, the liquidity of the borrower’s balance sheet, the availability of existing deposits in the Bank, the cost of monitoring the loan on the part of the Bank, the presence of a positive credit history and stable cash flows in the Bank, the cost of attracted resources.
5. Loan term - justified by feasibility studies and business plans of borrowers, but, as a rule, short-term loans are provided for a period of no more than 6 months, medium-term loans up to 1 year, long-term loans - no more than 3 years. Longer terms (over 3 years) can be established for projects of individual clients who have complex interaction with the Bank on various operations.
6. Sources of repayment - loans are issued only if there is a real primary source of repayment of the loan provided, as well as taking into account the form of security for repayment of the loan proposed by the borrower (secondary source of repayment in the form of collateral, mortgage of property).
7. Credit information - loan agreements necessarily provide for the actual exercise by the Bank of control over the state of the financial and economic activities of borrowers and the state of collateral, with the right to request the necessary accounting, financial or business documents throughout the term of the loan agreement.
8. Syndicated lending - The Bank allows participation in joint loan projects (with the participation of other commercial banks) for lending to borrowers with mandatory compliance with the necessary conditions of such lending.
9. Priority right to receive a loan - the priority right to receive a loan has enterprises and organizations that are serviced by the Bank and are its regular customers or shareholders, as well as other enterprises and organizations that have sufficient turnover on accounts with the Bank.
10. Interrelation of credit and deposit relationships - clients who have deposits with the Bank also have priority when considering issues of granting loans.
All of the above principles of lending play an important role in the further prosperity and financial stability of the bank, which, in turn, offers a huge range of services to the population, including: term loans; credit lines; loans through TUSRIF (USA-Russia Investment Fund); overdrafts on current account; leasing financing; bank guarantees; loans from the European Bank for Reconstruction and Development; documentary operations; bill lending.
Obtaining a loan from OJSC OTP-Bank is possible after carrying out a number of procedures, consisting of analyzing the financial indicators achieved by the potential borrower and the company’s business plan (in some cases, a feasibility study for obtaining a loan), and analyzing the sufficiency of collateral.
The loan can be issued for the following purposes: acquisition of assets (buildings, equipment, vehicles, ships, etc.) to expand production; to replenish working capital; payment for services; acquisition of raw materials and supplies for production; purchasing goods for resale, that is, for commercial purposes; other goals.
To plan specific actions to solve the client’s problems, banking analytical services conduct business diagnostics of the client, with the help of which the client’s current position in the market, its potential capabilities, and the degree of rationality of its activities are clarified.
Consideration of the issue of granting a loan to OJSC OTP-Bank involves, first of all, assessing the solvency of the borrower who applied to the bank.
When a client applies to OJSC OTP-Bank for a loan, an authorized employee of the lending department (loan inspector) finds out from the client the purpose for which the loan is requested, explains to him the conditions and procedure for granting the loan, and introduces him to the list of documents required to obtain the loan. The borrower fills out a questionnaire according to the form of OJSC OTP-Bank (Appendix 1).
The period for consideration of the issue of granting a loan depends on the type of loan and its amount, but should not exceed 15 calendar days from the moment the full package of documents is provided until the decision is made - for loans for urgent needs and 1 month - for loans for the purchase of real estate.
The client's application is recorded by the credit inspector in the application journal; The registration date and registration number are indicated on the application.
Photocopies are made of the passport (identity card) and other documents to be returned to the client. Copies made by the loan inspector or verified by him with original documents are marked “Copy is correct” signed by the inspector.
On the reverse side of the application or on a separate sheet, the credit inspector compiles a list of accepted documents and copies.
When checking the information, the credit inspector uses a single database to find out the Borrower’s credit history and the amount of debt on previously received loans; sends requests to institutions that previously provided loans to him.
The lending division sends a package of documents to the legal and security services of OJSC OTP-Bank.
The legal service analyzes the submitted documents from the point of view of correctness of execution and compliance with current legislation.
The security service checks the Borrower's passport data (identity card data), place of residence, place of work and information specified in the application form.
Based on the results of checking and analyzing documents, the legal and security services draw up written opinions that are transmitted to the lending department.
If real estate, vehicles and other property are accepted as collateral, the lending division engages a Bank real estate specialist or a subsidiary to establish the appraised value of this property. Based on the assessment results, a specialist (enterprise expert) draws up an expert opinion, which is transferred to the lending department.
The credit inspector determines the Borrower's solvency based on a certificate from the employer about income and the amount of deduction, as well as questionnaire data.
When calculating solvency, all obligatory payments specified in the certificate and questionnaire are deducted from income (personal income tax, contributions, alimony, compensation for damage, repayment of debt and payment of interest on other loans, the amount of obligations under provided guarantees, payments to repay the cost of goods purchased in installments, etc. .). For this purpose, each obligation under the provided guarantee is accepted in the amount of 50% of the average monthly payment for the corresponding principal obligation.
A loan in rubles is issued in accordance with the terms of the loan agreement, both in cash and by bank transfer.
A loan in foreign currency is issued only by non-cash transfer to the Borrower's demand deposit account or plastic card account, which must be provided for in the loan agreement.
The loan agreement must indicate the deposit account number or plastic card account number and the institution where this account is opened. Loans are not issued by crediting to accounts opened with other commercial banks.
A loan for the construction or reconstruction of real estate is issued in two or more installments within two years from the date of the first transaction on the loan account. It is recommended to determine the size of the first part of the loan in the range from 20% to 50% of the amount under the loan agreement. Each subsequent amount is issued only after the Borrower submits a report on the use of the previous one.
After two years, the loan is terminated. In this case, the contract amount is reduced to the amount actually issued.
When issuing a loan in cash or by paying the bills of organizations, transferring to the accounts of citizen entrepreneurs, the Borrower must receive the first part of the loan within one month from the date of conclusion of the loan agreement. If the Borrower fails to appear within a month, OJSC OTP-Bank terminates the agreement unilaterally. The loan officer makes adjustments to the information in the database.
The date of repayment of the loan debt (payment of interest, penalties) is considered to be the date of receipt of funds at the cash desk or to the correspondent account of the Bank (issuing the loan) or the date of debiting funds from the client’s deposit account, if the deposit is opened with the Bank that issued the loan.
The countdown of the period for calculating interest for using a loan starts from the date of debt formation on the loan account (inclusive) and ends with the date of repayment of the debt on it (not including this date). Accordingly, for interim payments, the date of interest payment is not included in the period for which this payment is made.
During the period of validity of the loan agreement, the loan officer monitors the borrower’s compliance with the terms of the agreement; carries out verification of reports on the expenditure of funds and other documents provided for in the contract, as well as on-site verification; takes measures to repay overdue debts; draws up changes in the terms of credit and other agreements; enters the necessary information into the database of individual borrowers; carries out operations to form a reserve for possible loan losses.
The credit process is a set of actions and activities that need to be taken by Bank specialists to determine the possibility of providing the Applicant with a loan, organizing the issuance and repayment of the loan.
At the first stage, the Credit Expert conducts a personal consultation - an interview with a potential Borrower, which consists of a number of questions of greatest interest to the Bank, after which the solvency of the Applicant is determined.
Based on the results of the analysis of the Applicant’s creditworthiness, the credit expert determined the maximum loan amount that the Applicant can receive and the loan term.
Second stage: Acceptance of the Loan Application.
The documents required to obtain a loan are a passport, application form and salary certificate.
After checking the correctness of filling out the questionnaire and certificate, the presence of seals and the necessary signatures, the credit expert fills out the loan application in electronic form and sends it via electronic communication channels for consideration by the credit committee.
After receiving a loan application, security service and credit committee specialists check the accuracy of the information and make a decision on issuance. The loan officer informs the client about the decision made, makes an appropriate note in the application log and on the client’s application, and places a package of documents in the loan refusal file.
If the decision is positive, the credit expert notifies the Applicant about the decision made and formalizes the transaction.
The reason for the refusal is indicated on the client’s application or in the conclusion of the loan officer.
The above stages of providing a loan are basic for determining the borrower’s solvency, and depending on the type of loan, they are supplemented with nuances.
Loan agreement in two copies, repayment schedule in two copies, which indicates the amount of the principal debt, interest, commission and total amount of the monthly payment, order for opening accounts, life insurance of the borrower for the loan term, cash receipts and debit orders, insurance policy. The remaining documents listed above are filed in the loan file.
Closing of the Loan Transaction is carried out after full repayment of the Loan. In this case, the closed Credit Case is handed over to the archive by the Credit Expert.
The main goal of the credit policy of OJSC OTP-Bank is the formation of a loan portfolio that allows maintaining the quality of assets at an acceptable level, ensuring the target level of profitability, aimed at minimizing credit risks.
Loan products of OTP Bank (for individuals and legal entities)
Main areas of business OJSC "OTP Bank" is a universal credit organization with a wide product line for both corporate and retail clients. With the aggressive development of its retail business, OTP Bank Russia strives to remain universal, offering its clients the full range of banking services. The Bank also conducts active operations in financial markets using algorithmic trading technologies, being the leader in the volume of conversion transactions in Euros on the MICEX. Currently, the list of the Bank's counterparties includes more than 300 Russian and foreign financial organizations. The Bank also conducts its own transactions with debt securities and repo transactions with various financial instruments.
Since the beginning of 2010, the bank's total loan portfolio has grown by 15% and amounted to 73.5 billion rubles, mainly due to retail lending: more than 50% growth in 2010 compared to 2009 and an increase of more than double times since the 1st quarter of 2008. Corporate portfolio in the amount of 12 billion rubles. accounts for about 16% of the total loan portfolio in the 4th quarter of 2010. Corporate business is developing taking into account a conservative approach to risk, as well as the current and forecast market situation. A key area of corporate business development is lending to large clients.
The bank provides the following products to its retail clients:
* POS loans (point of sale loans)
* Bank cards
* Cash loans (unsecured loans)
These products are the highest priority areas for the Bank's business development. In addition, OTP Bank provides mortgage loans, car loans and loans for small businesses, has a wide range of deposits, offers money transfer services, rental of bank safes and foreign exchange transactions.
In addition to lending, the Bank provides the following services to its corporate clients:
* Trade and project finance
* Documentary operations
* Opening correspondent accounts
* Treasury operations
* Settlement and cash services
* Placement of free funds
* Brokerage services
*Depository services
* Service (Salary projects, acquiring, etc.).
Key products of the Bank
LoansForphysicalpersons:
· Consumercredit
OTP Standard
Loan amount (min.): 76,000 rub.
Loan amount (max.): RUB 500,000.
Loan term (min.): 6 months.
Loan term (max.): 4 years
Annual rate (min.): 23.9%
Annual rate (max): 45.9%
Requirements:
· Age: from 21 to 65 years
· Experience: at least 3 months at last place of work
· Registration: Citizenship of the Russian Federation
· Commissions: none
· Car loans
· Mortgagecredit
· Creditcards
Creditmap
Loan amount (min.): 1,000 rub.
Loan amount (max.): RUB 200,000.
Annual rate (min.): 24%
Annual rate (max): 29.9%
Grace period: 55 days
Add. commissions:
· 1st year of service 600 rub.
· 2nd year 600 rub.
Requirements:
· Age:
o from 21-60 (for men)
o from 21-55 (for women)
· Experience: minimum 3 months
· Proof of income:
o certificate 2-NDFL
o certificate according to the bank form
LoansForlegalpersons:
· Collateralcredit
· Overdraft
· Credit line
· Factoring
· Unsecuredcredit
· OTPBank
· Business people
· Size loan(min.): 15,000 rub.
· Sizeloan(Max.): 200,000 rub.
· Termloan(min.): 6 months
· Termloan.(Max.): 3 years
· Annualbid(min.): 27.9%
· Annualbid(Max.): 35.9%
INthe presenttimeOTPBankaccreditedonthe followingtradingplatforms:
· OJSC "MICEX-RTS"
· CJSC "MICEX Stock Exchange"
· NP "RTS Stock Exchange"
JSC "SPVB"
Currently, OTP Bank is one of the leaders in the point-of-sale lending market. It is worth noting the fact that before the crisis the Bank was not among the top three market leaders: in the third quarter of 2008, the three largest players were Russian Standard banks with 24.9% of the market, HKF Bank (22.1%) and Renaissance Credit . However, already in 2009 the Bank reached 2nd place in issuing POS loans, and this allowed the Bank to quickly capture market share from competitors who were experiencing financial difficulties (Renaissance Credit currently ranks 9th and about 1% of the market) . At the end of 2009, the Bank's market share in this segment was 13% (4th place), at the end of 2010 - 18% (2nd place). At the beginning of 2010, the Bank maintained its market share at 18%, since, being one of the market leaders, the Bank focused on other niche products that were a priority. Thus, the growth of the retail loan portfolio across the market was 7% as of the 3rd quarter of 2010 (Frank Research Group), while the growth of the Bank’s loan portfolio was more than 50% in the credit card and cash loan segments. On the other hand, the Bank's management is now again focused on increasing the Bank's market share in the POS segment: the portfolio grew by 57% over the last two quarters of 2010 from RUB 17.9 billion. up to 28.1 billion rubles. The main competitive advantages of the Bank in the POS lending segment are the rapid adoption of credit decisions and issuance of loans, as well as wide network coverage: more than 17,500 retail outlets in almost all regions of Russia. The largest partners of OTP Bank are: electronics stores “Bely Veter Digital”, “Euroset”, ION, “Svyaznoy”, as well as the Federal network of computer centers “Polaris”, the trading network “Tekhnosila” and many other networks.
It is also worth noting that the rapid growth of market share does not come at the expense of the quality of the loan portfolio: starting from the 2nd quarter of 2010, the share of overdue debt has been decreasing. In the 4th quarter of 2010, the minimum level of overdue debt for two years was achieved at 10.3% due to the overall growth of the portfolio and improvement of the risk management system.
Credit cards
During 2010, the credit card market became one of the highest priority areas of development. Thus, at the beginning of the year, the Bank’s market share was 3.8% (6th place), but by the end of the year the Bank increased its market share to 5.6%, overtaking Citibank and Alfa Bank (Frank Research Group). The Bank's loan portfolio in the 4th quarter of 2010 amounted to about 13.6 billion rubles, with an annual increase of 72%, which is the fastest growth of the portfolio since the launch of the product. The main growth drivers were active marketing campaigns, as well as a new product design developed in August 2009. In addition, the card portfolio brought rapid growth.
The bank received high profits not only due to high interest margins, but also due to commission income - the growth of total commission income in 2010 was 105% compared to 2009, and the growth in the 4th quarter of 2010 compared to the same period of the previous year - about 174%.
The main advantages of credit cards provided by OTP Bank are the use of mobile technologies (Internet banking, SMS notifications, information through an interactive telephone service), innovative technological solutions (the Golden Channel project - a logistics solution for sending cards with a high limit), and traditional means: discount and incentive programs, low cost of service and grace periods for lending. As with POS loans, portfolio growth is not accompanied by a further deterioration in portfolio quality. In 2010, the share of overdue debt decreased and by the end of the year amounted to 17.52%. The main reasons for the decrease in overdue debt were the outsourcing of debt to collection agencies, the use of credit bureau information, and improved statistical methods for calculating a client's credit limit.
Cash loans
In 2013, the Company's management made great efforts to ensure the growth of the cash loan portfolio, choosing it as one of the priority areas of development. The offered lending conditions were improved and large-scale marketing campaigns were carried out, as a result of which the portfolio grew more than 2 times (to 6.8 billion rubles), becoming the leader in growth rates among the Bank's product portfolios. The decrease in the portfolio volume, starting from the 3rd quarter of 2011 to the 4th quarter of 2012 (the minimum value was 3.8 billion rubles), was caused by the Bank's conservative policy aimed at minimizing credit risks during the period of unfavorable macroeconomic conditions. The main advantages of the product are some of the most attractive rates on the market and the absence of early repayment fees.
The quality of the loan portfolio is gradually improving. Since the end of 2012, the level of overdue debt has decreased from 30.43% to 9.18% in the 4th quarter of 2013. The experience of risk management of POS loans was successfully transferred to the cash lending segment: processes were automated, new systems for assessing the borrower and rules for checking documents were introduced. All this made it possible to both reduce the share of overdue debts and reduce reserves.
Dynamics of the liability structure
Despite the outflow of customer deposits in the 1-2 quarters of 2009, over the next 2 quarters the volume of deposits was restored and even exceeded the pre-crisis level. The OTP Bank brand is becoming increasingly visible in Russia, which is confirmed by the steady growth of the Bank’s deposit base. This became possible thanks to an active policy to attract household deposits and diversify the Bank’s funding base. Changes are taking place in the structure of liabilities: the volume of foreign currency attractions from the parent bank is decreasing, the volume of attracting ruble deposits is growing, the funding base for foreign currency deposits is diversifying, liabilities in euros, pounds, and Swiss francs are growing. The Bank plans to borrow from the ruble bond market during 2011 to replace foreign currency sources of liquidity with ruble ones.
asset liability credit bank
OTP Bank implements a wide program of lending to legal entities. Loans are issued for the implementation of projects aimed at expanding existing and creating new production, modernizing technologies and equipment. The advantages of lending at OTP Bank Russia are flexible and convenient lending schemes and approaches to the selection of collateral, as well as individual conditions for the largest clients. Collateral for loans can be highly liquid securities, real estate, equipment and special equipment, promissory notes of OTP Bank and guarantee deposits placed with the bank, as well as various inventory items. As of the end of 2010, the share of secured loans in the corporate portfolio was 92.4%, unsecured - 7.6%. Real estate is the most preferred means of securing the fulfillment of obligations. The bank plans to gradually increase the size of its corporate portfolio with deeper diversification by industry. The default of the Tekhnosila group affected the quality of the corporate portfolio, increasing the level of debt overdue by more than 90 days to 18.1% as of the end of 2010. Reserves to cover the Tekhnosila default were created in the first half of 2010 and by the end of June 2010 amounted to 89% in ruble terms. A further increase in provisions, taking into account the collateral received, is not expected, and the level of provisions in general for overdue loans in the corporate portfolio fully covers overdue debt.
Treasury operations
Treasury's trading activity is currently focused on the money market, including reverse repurchase transactions, foreign exchange transactions and algorithmic trading. In accordance with the OTP Group regional treasury development plan, the volume of active operations is expected to increase this year. Securities portfolios are used solely for asset and liability management purposes. The repo portfolio is about 1 billion rubles. The Bank sets the following restrictions when carrying out repo transactions - the size of the discount (haircut), which depends on the volatility of the securities accepted as collateral, the size of the total limit on the repo portfolio, the selection of the most reliable counterparties, and the establishment of limits on issuers of securities accepted as collateral for repo transactions.
Treasury's foreign exchange operations include customer-facing foreign exchange transactions as well as algorithmic arbitrage trading. Conversion transactions for clients are a commission product for the Bank with income in the form of margin or commission; algorithmic trading in the foreign exchange market is intraday in nature. The Bank uses the following system of main restrictions on conversion operations: limits on open currency positions, time limits on open positions (algorithmic trading), stop limits to limit potential losses. The Bank's activity in the money market allows it to occupy a leading position in terms of turnover among the leading operators of the foreign currency currency market on the MICEX. The use of modern approaches to trading in financial markets allows the Bank to show sustainable positive results with a low level of risk inherent in automated trading strategies.
Profitability and efficiency analysis
The high margin of POS loans and credit cards, which are the flagships of the OTP Bank product line, led to an increase in the net interest margin (NIM) to 15.1% at the end of 2010. CIR has been steadily declining since the 1st quarter of 2012 - The Bank implements a strict policy of control over operating costs. Thus, during 2012, the number of employees in the departments was optimized, which made it possible to reduce costs and increase employee productivity (operating costs increased by 10.7% in 2012 compared to 2011, with a general consumer inflation index of 8.8% in 2012 according to Rosstat). Strict control over costs in 2012 and an increase in the share of high-margin retail products in the Bank's portfolio allowed us to achieve a record net profit of 3,032 million rubles at the end of 2012, which is 6 times higher than the previous year. A seasonal increase in sales of retail loan products in the 4th quarter of 2012 also contributed to the Bank’s strong profit performance in 2012.
Financial statements of OTP Bank
Balance sheet for 2013 OTP Bank
Management of risks
Operational risks
Operational risks include the risks of loss resulting from inadequate or faulty internal processes, employee actions, or external events. Currently, the share of losses attributable to operational risks in the total volume of financial losses in Russian credit institutions is at a relatively low level compared to Western banks. It is expected that in the medium term the share of operational risks will grow due to the development of mass banking operations, including retail lending. A significant increase in the volume of retail lending, as well as the introduction of new products in order to strengthen competitive positions, may cause an increase in the operational risks of OTP Bank. In order to minimize these risks, the Bank has implemented a multi-level decentralized operational risk management system. Responsibility for operational events is assigned to the competence centers whose area of responsibility lies in managing this risk.
The bank has implemented the following methods of control and management of operational risk: collection of information on losses and key risk indicators, monitoring, consolidation and data management, reporting on events, losses, key risk indicators, control self-assessment and construction of a risk map.
Since April 2010, OTP Bank has implemented SAS OpRisk Monitor software, which is a unified database of operational losses for all subsidiary banks of the OTP Group with a level of detail that complies with the recommendations of the Basel Committee on Banking Supervision (Basel II). In 2011, the Bank plans to introduce a Basic Indicative Approach for calculating operational risk and prepare existing regulatory documentation for the subsequent transition to a more advanced Standardized Approach. The expected period for accumulating data on operational losses for the implementation of the Standardized Approach is the end of 2011.
OTP Bank has developed and approved Business Continuity and Recovery Plans, which were tested during 2010. In addition, as part of information security procedures, the Bank performs regular backups and duplication of information.
Market risks
Market risks mean the risks of loss due to unfavorable changes in the market value of financial instruments, interest rates or exchange rates. Interest rate risk OTP Bank is exposed to the risk of unbalanced changes in interest rates, which could have a significant impact on its financial position.
To measure the level of interest rate risk, OTP Bank uses gap analysis, which complies with both regulatory standards and the standards of the OTP group. In 2010, the Bank introduced a new internal transfer pricing system, which made it possible to more accurately calculate the required level of interest margin. Interest rate risk management is based on analyzing the sensitivity of instruments to changes in interest rates, optimizing the structure of assets and liabilities by maturity and rates, as well as monitoring the interest margin.
Currency risk
The risk of changes in currency exchange rates implies the risk of losses due to unfavorable changes in the rates of foreign currencies and (or) precious metals on positions opened by a credit institution in foreign currencies and (or) precious metals. The bank's exposure to this risk is determined by the size of open foreign exchange positions and the volatility of exchange rates.
Currently, OTP Bank is trying to avoid significant currency imbalances in the term structure of the balance sheet, using various tools to manage these risks (borrowing from the parent Bank, using derivative instruments). The Bank's activity in the foreign exchange market is small and is mainly limited to intraday transactions on behalf of clients, and algorithmic arbitrage operations that do not create long-term open positions.
The Bank exercises daily control over the open currency position in order to maintain the level of currency risk within the limits established by the collegial bodies of the Bank and the restrictions imposed by the Central Bank of the Russian Federation. An increase in the bank's activity in the foreign exchange market, or the emergence of significant currency imbalances in the structure of OTP Bank's balance sheet may lead to an increase in currency risk.
Price risk
Price risk refers to the risk of changes in the value of a financial instrument as a result of adverse changes in market conditions, whether those changes are caused by factors specific to an individual security or its issuer or by fundamental factors affecting the entire market. OTP Bank is exposed to price risk due to the influence of general and specific market factors on the value of its assets. The Bank regularly assesses the potential losses that may be incurred as a result of adverse changes in market prices and sets limits on investments in specific issuer instruments, allowable losses, and margin and collateral requirements. OTP Bank's internal control service constantly monitors compliance with established limits on instruments in the trading and investment portfolios.
Liquidity risks
Liquidity risks imply the risks of losses due to the inability of the issuing credit institution to ensure the fulfillment of its obligations in full, as a result of an imbalance of the Bank's financial assets and financial liabilities in terms of terms. Increased uncertainty in global financial markets, a possible massive outflow of individual deposits in a crisis situation, and an outflow of funds from the current accounts of legal entities may cause the bank to experience liquidity difficulties. OTP Bank has developed its own policy of maintaining sufficient liquidity in order to timely and fully fulfill its obligations, taking into account the recommendations of the parent bank. The assessment of excess/deficit of funds is carried out using regular analysis of the gaps between assets and liabilities by demand/repayment periods (GAP analysis). Also, forecasting of excess/deficit of funds is carried out by time period based on data received from the Bank's divisions and taking into account the planned inflow/outflow of resources taking into account the actual excess/deficit of funds. Options for using excess liquidity or ways to cover the resulting gap in the repayment terms of claims and obligations are proposed. Planned liquidity is adjusted taking into account liquidity ratios established by the Central Bank of the Russian Federation, as well as internal liquidity limits. Liquidity risk is monitored on an ongoing (daily) basis by an independent division of the Bank responsible for assessing and monitoring the level of accepted risk. The monitoring results are reviewed by the Bank's Assets and Liabilities Management Committee. Current liquidity management is carried out by an independent division of the Bank responsible for asset and liability management, which conducts operations in the money markets to maintain current liquidity and optimize cash flows, based on tasks and decisions approved by the Bank's Asset and Liability Management Committee.
OTP Bank has also developed an action plan aimed at minimizing the negative consequences of crisis situations and providing for a set of measures to eliminate the outflow of liquidity or its excess. In the event of unfavorable events, OTP Bank can also count on support from its parent bank.
Credit risks
Credit risk refers to the risks inherent in all financial institutions and represents the likelihood that the bank will suffer losses due to non-fulfillment, untimely or incomplete fulfillment by the counterparty of its obligations in accordance with the terms of credit agreements, loan agreements and other obligations. Lending operations are the main source of credit risk for the bank. The Bank's debt investments are also subject to credit risk. OTP Bank has implemented the following methods of control and management of credit risks: risk assessment, limiting (volume limits limiting the credit risks of individual credit products and their portfolios; term limits; rate limits; authority limits; concentration limits limiting the Bank’s investments in certain industries and regions ), monitoring of loans issued in accordance with the requirements of the Central Bank and internal documents, work with problem debt, portfolio analysis, which, within the framework of lending to individuals, can be carried out on a daily basis. OTP Bank is focused on continuous improvement of risk management methods and retail lending processes (implementation of new projects and their testing, transition from expert assessment to automated decision making). As a result of effective management of retail risks in 2010, the bank managed to significantly reduce the volume of overdue loans. Plans to further maintain leadership in the POS lending segment, increase the portfolio of credit cards and cash loans, along with improving the risk management system (including modernization of decision-making procedures) allow the Bank to maintain an acceptable level of credit risks in the face of increased competition in the market. The basis for building an effective system for managing the credit risk of corporate borrowers is: an objective and accurate assessment of the financial situation of borrowers and the prospects for the development of their business; regular monitoring of the financial position and quality of debt servicing throughout the entire lending period, as well as a cautious and balanced approach to loan portfolio management.
The basic principles of credit risk management in the corporate business segment are:
1) the principle of selectivity and increased requirements for the financial condition of borrowers when attracting new clients; 2) the principle of diversification of the loan portfolio; 3) the principle of selectivity in financing sectors of the economy depending on the main indicators of the state of the industry; 4) increasing the efficiency of monitoring; 5) managing the process of early identification and reduction of problem debt; 6) the principle of minimizing possible loan losses by accepting credit transactions guaranteed by the most liquid and reliable collateral; 7) optimization of the risk/return ratio.
Mandatory standards of the Central Bank
The Bank of Russia sets standards that every credit institution in our country must comply with. In case of non-compliance with the standards, the regulator may collect a fine from the credit institution, impose a ban on its carrying out certain banking operations (for example, accepting deposits from the public, appoint a temporary administration at the bank), and in some cases even revoke the bank’s license. However, sometimes the Central Bank accommodates a credit institution and, on an individual basis, can change the standards for the “at fault” bank for a period of up to six months.
In total, the Central Bank requires compliance with 9 standards. The main ones are considered to be the capital adequacy standard N1 (minimum 10%) and liquidity standards N2 (minimum 15%), N3 (minimum 50%), N4 (maximum 120%). In addition, banks must comply with the following standards:
N6 (maximum 25%) - the maximum amount of risk per borrower and group of related borrowers;
H7 (maximum 800%) - maximum size of large credit risks;
N9.1 (maximum 50%) - the maximum amount of loans, bank guarantees and guarantees provided by the bank to its participants (shareholders);
N10.1 (maximum 3%) - the total amount of risk for bank insiders;
N12 (maximum 25%) - the standard for the use of the bank’s own funds (capital) for the acquisition of shares (stakes) of other legal entities
Assessment of the solvency of individual borrowers
To provide a loan to a borrower, the bank must first determine the level of creditworthiness of the borrower. Therefore, the bank asks the borrower to provide the following documents to the bank:
1. Application form;
2. Passport or other document identifying the borrower, and, if necessary, the guarantors (identity document of the guarantor or pledgor);
3. Documents confirming the amount of income and the amount of deductions made by the borrower and his guarantor for the last 6 months;
For employees: certificates from the enterprise where the borrower and his guarantors work. Such a certificate must contain the following information:
The full name of the enterprise that issued the certificate, as well as its postal code, telephone number and details of the bank in which the enterprise has an account(s);
The duration of permanent work of the borrower (guarantors) at this enterprise is indicated;
Current position of the borrower (guarantor);
Data on the borrower’s average monthly income for the last 6 months;
Data on average monthly deductions from the borrower's salary for the last 6 months.
For pensioners: pension certificate and certificate from state social protection authorities. If a pensioner receives his pension through a bank, then a certificate from state public protection authorities is not required.
Based on the full package of documents previously listed, the bank analyzes the borrower’s solvency. To determine the payment and creditworthiness of the borrower, the bank studies the monthly income and expenses of the borrower. Income includes: wages, bonuses, income in the form of commissions, dividends on shares, interest on deposits, and pension payments. The main expenses of the borrower include: payment for housing (rent), utility bills, payments of income and other forms of taxes, alimony, monthly payments on previously received loans, goods purchased in installments, payments for life and property insurance.
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By bank reliability we mean a set of factors under which the bank is able to fulfill its obligations, have a sufficient margin of safety in crisis situations, and not violate the standards and laws established by the Bank of Russia.
It should be borne in mind that it is impossible to accurately determine the degree of reliability of a bank solely on the basis of reporting, therefore the study below is indicative in nature.
Bank stability is the ability to withstand any external influences. Dynamics over a certain period may show stability (either improvement or deterioration) of various indicators, which may also indicate the stability of the bank.
Joint Stock Company "OTP Bank" is large Russian bank and among them ranks 44th in terms of net assets.
As of the reporting date (November 1, 2019), the net assets of OTP BANK amounted to 168.86 billion rubles. In a year assets increased by 11.10%. Net asset growth negative influenced the return on assets ROI indicator (data as of the nearest quarterly date October 1, 2019): over the year, net return on assets fell from 2.71% to 1.73% .
In terms of services provided, the bank mainly attracts client money, and these funds are sufficient diversified(between legal entities and individuals), and invests funds mainly in loans, and more in loans individuals(i.e. it is a retail credit).
OTP BANK - subsidiary foreign bank.
OTP BANK - has the right to work with the Pension Fund of the Russian Federation
and can attract its funds into trust management, into deposits and savings for housing provision for military personnel; has the right to work with non-state pension funds that provide compulsory pension insurance
, and can attract pension savings and savings for housing for military personnel; has the right to open accounts and deposits in accordance with Law 213-FZ of July 21, 2014.
, i.e. organizations of strategic importance for the military-industrial complex and security of the Russian Federation; to a credit institution authorized representatives of the Bank of Russia have been appointed.
Liquidity and reliability
A bank's liquid assets are those bank funds that can be quickly converted into cash to be returned to their depositor clients. To assess liquidity, consider a period of approximately 30 days, during which the bank will be able (or not be able) to fulfill part of its financial obligations (since no bank can return all obligations within 30 days). This "portion" is called the "estimated outflow". Liquidity can be considered an important component of the concept of bank reliability.
Brief structure highly liquid assets Let's present it in table form:
Indicator name | November 01, 2018, thousand rubles | November 01, 2019, thousand rubles | ||
---|---|---|---|---|
funds in the cash register | 1 775 128 | (8.01%) | 1 923 229 | (6.78%) |
funds in accounts with the Bank of Russia | 5 020 667 | (22.65%) | 3 236 600 | (11.41%) |
NOSTRO correspondent accounts in banks (net) | 181 177 | (0.82%) | 158 158 | (0.56%) |
interbank loans placed for up to 30 days | 9 573 491 | (43.18%) | 16 520 109 | (58.26%) |
highly liquid securities of the Russian Federation | 5 618 213 | (25.34%) | 6 489 710 | (22.89%) |
highly liquid securities of banks and states | (0.00%) | (0.00%) | ||
highly liquid assets taking into account discounts and adjustments (based on Directive No. 3269-U dated May 31, 2014) | 22 168 676 | (100.00%) | 28 355 665 | (100.00%) |
From the table of liquid assets we see that the amounts of funds on hand, NOSTRO correspondent accounts in banks (net), highly liquid securities of the Russian Federation, highly liquid securities of banks and states have changed slightly, the amounts of interbank loans placed for a period of up to 30 days have greatly increased, and have decreased significantly the amount of funds in accounts with the Bank of Russia, while the volume of highly liquid assets taking into account discounts and adjustments (based on Directive No. 3269-U dated May 31, 2014) increased over the year from 22.17 to 28.36 billion rubles.
Structure current liabilities is given in the following table:
Indicator name | November 01, 2018, thousand rubles | November 01, 2019, thousand rubles | ||
---|---|---|---|---|
deposits of individuals with a maturity of over a year | 22 896 455 | (26.04%) | 9 656 033 | (10.03%) |
other deposits of individuals (including individual entrepreneurs) (for a period of up to 1 year) | 39 866 563 | (45.34%) | 54 198 975 | (56.30%) |
deposits and other funds of legal entities (for a period of up to 1 year) | 20 745 358 | (23.59%) | 25 217 100 | (26.20%) |
incl. current funds of legal entities (without individual entrepreneurs) | 13 522 336 | (15.38%) | 15 040 236 | (15.62%) |
correspondent accounts of LORO banks | 401 218 | (0.46%) | 549 533 | (0.57%) |
interbank loans received for a period of up to 30 days | 1 174 801 | (1.34%) | 2 809 367 | (2.92%) |
own securities | 6 483 | (0.01%) | 1 081 | (0.00%) |
obligations to pay interest, arrears, accounts payable and other debts | 2 840 506 | (3.23%) | 3 827 770 | (3.98%) |
expected cash outflow | 17 852 630 | (20.30%) | 23 177 290 | (24.08%) |
current liabilities | 87 931 384 | (100.00%) | 96 259 859 | (100.00%) |
During the period under review, what happened to the resource base was that the amounts changed slightly, incl. current funds of legal entities (without individual entrepreneurs), the amounts of other deposits of individuals (including individual entrepreneurs) (for a period of up to 1 year), deposits and other funds of legal entities (for a period of up to 1 year), correspondent accounts of LORO banks increased, obligations to pay interest, arrears, accounts payable and other debts, the amount of interbank loans received for a period of up to 30 days has increased significantly, the amount of deposits of individuals with a maturity of more than a year, own securities has significantly decreased, while the expected outflow of funds has increased over the year With 17.85 to 23.18 billion rubles.
At the moment under consideration, the ratio of highly liquid assets (funds that are easily available to the bank within the next month) and the expected outflow of current liabilities gives us the value 122.34% what does it say good safety margin to overcome the possible outflow of funds from bank clients.
In correlation with this, it is important to consider the instant (N2) and current (N3) liquidity standards, the minimum values of which are set at 15% and 50%, respectively. Here we see that the standards H2 and H3 are now at sufficient level.
Now let's track the dynamics of change liquidity indicators during a year:
Using the median method (discarding sharp peaks): the amount of the current liquidity ratio N3 and the expert reliability of the bank during of the year tends to significant growth, however, for the last half year tends to decrease, and the amount of the instant liquidity ratio N2 during of the year tends to increase, but in recent times half year tends to fall slightly.
Other ratios for assessing the liquidity of the bank OTP BANK JSC can be seen at this link.
Structure and dynamics of balance
The volume of assets generating income for the bank is 90.29% in total assets, and the volume of interest liabilities is 66.38% in total liabilities. However, the volume of income-generating assets above average indicator for large Russian banks (84%).
Structure income-generating assets currently and a year ago:
Indicator name | November 01, 2018, thousand rubles | November 01, 2019, thousand rubles | ||
---|---|---|---|---|
Interbank loans | 30 873 491 | (22.80%) | 39 190 109 | (25.70%) |
Loans to legal entities | 17 488 436 | (12.92%) | 18 456 992 | (12.11%) |
Loans to individuals | 74 215 013 | (54.81%) | 84 034 567 | (55.12%) |
Bills of exchange | (0.00%) | (0.00%) | ||
Investments in leasing operations and acquired rights of claim | 3 807 391 | (2.81%) | 3 900 595 | (2.56%) |
Investments in securities | 6 086 766 | (4.50%) | 8 963 769 | (5.88%) |
Other income loans | (0.00%) | 177 456 | (0.12%) | |
Income assets | 135 397 129 | (100.00%) | 152 469 834 | (100.00%) |
We see that the amounts of Loans to legal entities, Loans to individuals, Bills of exchange, Investments in leasing operations and acquired rights of claim have changed slightly, the amounts of Interbank loans, Investments in securities, and the total amount of income-generating assets have increased increased by 12.6% from 135.40 to 152.47 billion rubles.
Analytics by degree of security issued loans, as well as their structure:
Indicator name | November 01, 2018, thousand rubles | November 01, 2019, thousand rubles | ||
---|---|---|---|---|
Securities accepted as collateral for loans issued | 7 512 088 | (6.37%) | 5 746 890 | (4.53%) |
Property accepted as security | 18 902 180 | (16.04%) | 18 649 487 | (14.69%) |
Precious metals accepted as collateral | (0.00%) | (0.00%) | ||
Received guarantees and warranties | 78 254 462 | (66.41%) | 81 694 579 | (64.37%) |
Loan portfolio amount | 117 843 001 | (100.00%) | 126 916 405 | (100.00%) |
- incl. loans to legal entities | 11 759 536 | (9.98%) | 12 581 384 | (9.91%) |
- incl. personal loans persons | 74 215 013 | (62.98%) | 84 034 567 | (66.21%) |
- incl. loans to banks | 22 332 161 | (18.95%) | 22 890 109 | (18.04%) |
Analysis of the table suggests that the bank focuses on lending to individuals, the form of security of which is mixed types of security. General level of loan security insufficient to repay possible losses associated with possible non-repayment of loans.
Brief structure interest obligations(i.e. for which the bank usually pays interest to the client):
Indicator name | November 01, 2018, thousand rubles | November 01, 2019, thousand rubles | ||
---|---|---|---|---|
Bank funds (interbank lending and correspondent accounts) | 1 576 019 | (1.60%) | 3 358 900 | (3.00%) |
Legal funds persons | 32 496 332 | (33.01%) | 40 565 587 | (36.19%) |
- incl. current legal funds persons | 14 143 963 | (14.37%) | 15 171 037 | (13.53%) |
Deposits from individuals persons | 62 141 391 | (63.12%) | 63 724 207 | (56.85%) |
Other interest-bearing liabilities | 2 240 293 | (2.28%) | 4 445 054 | (3.97%) |
- incl. loans from the Bank of Russia | (0.00%) | (0.00%) | ||
Interest obligations | 98 454 035 | (100.00%) | 112 093 748 | (100.00%) |
We see that the amounts of Individual Deposits have changed slightly. persons, the amounts of legal funds increased. persons, the amounts of funds from banks (interbank loans and correspondent accounts) increased significantly, and the total amount of interest obligations increased by 13.9% from 98.45 to 112.09 billion rubles.
You can consider the structure of assets and liabilities of OTP BANK JSC in more detail.
Profitability
Profitability of sources of own funds (calculated from balance sheet data) decreased over the year from 9.98% to 5.11%. At the same time, return on equity ROE (calculated using forms 102 and 134) decreased over the year from 12.93% to 8.74%(here and below the data are given in percentage per annum as of the nearest quarterly date).
Net interest margin decreased over the year from 13.07% to 10.15%. The profitability of loan operations decreased over the year from 18.87% to 15.40%. The cost of funds raised has increased over the year from 4.80% to 4.98%. The cost of funds of the population (individuals) changed slightly over the year With
2.1 Characteristics of OJSC "OTP Bank"
The full name of the bank is Open Joint Stock Company "OTP Bank".
Abbreviated name of the bank - OJSC "OTP Bank"
The full name of the bank in English is Open Joint Stock Company "OTPBank".
The abbreviated name of the bank in English is OJSC "OTP Bank".
OTP Bank - until February 2008 Investsberbank - was founded in 1994.
OJSC OTP Bank is a subsidiary bank of the OTP Group, which is one of the largest banking groups in Central and Eastern Europe. The Group's parent bank, OTP Bank Plc., owns 95.9% of the shares of OJSC OTP Bank. OTP Group considers the Russian market one of its strategic priorities.
OTP Bank is a universal bank. At the same time, retail lending is the main business direction of OTP Bank, which includes:
· point-of-sale lending (POS lending). The bank ranks 2nd in this market segment. Lending at retail outlets allows the Bank to diversify geographic risks and provide services to clients throughout Russia;
· credit cards - 4th place in the market. Credit cards are offered to the highest quality POS lending borrowers.
· cash loans. The Bank resumed active lending in this area in 2010.
OTP Bank provides customer service through its own network, which currently consists of more than 200 customer service points of various formats in 71 regions of the Russian Federation, as well as a large-scale network located throughout Russia and numbering more than 10 thousand retail outlets of partner companies for issuing consumer loans. More than 2.6 million clients use OTP Bank's services.
The bank continues its sustainable and dynamic development, its financial position is strengthening, all the main indicators characterizing the bank’s condition are growing steadily.
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Ministry of Education and Science of the Russian Federation
Federal State Budgetary Educational Institution
higher professional education
"Perm National Research
politechnical University"
Faculty of Humanities
Coursework in the discipline
"Management"
Work theme
“Analysis of the personnel management system of OTP Bank”
Performed by Elena Koryagina
Vladimirovna gr.FK 13-B
Checked by Podbelsky N.V.
Ph.D., Associate Professor
Introduction
Part 1. Theoretical aspects of the organization's personnel management system
3 The process of effective management and its main stages
Part 2. Analysis of the organization of personnel management in OJSC OTP Bank
2 Analysis of personnel movement and quality
Part 3. Improving the organization of personnel management at OJSC OTP Bank
Conclusion
Bibliography
Introduction
The creation of a competitive enterprise is always associated with the people who work at the enterprise. The organization of the company's capabilities lies in new management methods and depends on specific people, knowledge, competence, qualifications, discipline, motivation, ability to solve problems, and receptivity to learning. This explains the relevance of this topic.
In order to survive and prosper, an organization needs to have and regularly receive an appropriate number of employees with the appropriate level of skills. The personnel of an enterprise are highly qualified workers who have certain production skills and, as a rule, a high level of skill in their chosen field of activity, who have permanent long-term relationships with the workforce, are of interest to the employer and are not prone to violation of labor discipline or potential turnover, possibly shareholders of the enterprise. In modern conditions, only those firms that carry out strategic planning can “survive”. And this to a large extent concerns the personnel policy of the organization.
The purpose of this work is to develop proposals to improve the efficiency of the personnel management system at OJSC OTP Bank.
To achieve this goal, it is necessary to solve the following tasks:
Consider the theoretical aspect of effective personnel management;
Study the composition of personnel;
Study the professionalism and survivability of personnel;
analyze the personnel management system;
develop proposals to improve the efficiency of the personnel management system at OJSC OTP Bank.
The object of the study is the personnel management system at OJSC OTP Bank.
The subject of the study is to improve the efficiency of the personnel management system at OTP Bank LLC.
The first chapter of the work is devoted to the consideration of theoretical aspects of enterprise personnel management. It examines the concepts and essence of building a personnel management system, its organizational structure, and types of efficiency.
In the second chapter - an analysis of the organization of personnel management in OJSC "OTP Bank"
Part 1. Theoretical aspects of the organization's personnel management system
1 Concept, essence and goals of the personnel management system
The basis of the concept of personnel management currently consists of the increasing role of the employee’s personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the enterprise. Changes in the economic and political system in our country simultaneously bring both great opportunities and serious threats to each individual, the sustainability of his existence, and introduce a significant degree of uncertainty into the life of almost every person (1; p. 46).
Personnel management in such a situation acquires special significance, since it allows us to implement and generalize a wide range of issues of adapting an individual to external conditions, taking into account the personal factor, in building an enterprise personnel management system. In summary, three factors can be identified that influence people working in an organization.
The first is the hierarchical structure of the enterprise, where the main means of influence is the relationship of power - subordination, pressure on a person from above, through coercion, control over the distribution of material goods.
The second is culture, that is, shared values, social norms, and behavioral guidelines developed by a society, an enterprise, or a group of people that regulate the actions of an individual and force the individual to behave one way and not another without visible coercion.
The third is the market - a network of equal relations based on the purchase and sale of products and services, property relations, and the balance of interests of the seller and buyer.
These influencing factors are quite complex concepts and in practice are rarely implemented separately. Which of them is given priority, such is the appearance of the economic situation at the enterprise (2; p. 97).
Personnel management is a functional area of activity, the task of which is to provide the enterprise with personnel at the right time in the required quantity and required quality, their correct placement and stimulation. The goal of personnel management is the formation of efficient teams in which employees act taking into account their own interests and for the benefit of the organization as a whole.
The system of goals for personnel management, on the one hand, must answer the question of what are the specific needs of employees, the satisfaction of which they have the right to demand from the administration, and on the other hand, what goals for the use of personnel does the administration of the organization set for itself and what conditions does it seek for this? create. Only then can we talk about the effectiveness of management at an enterprise if these groups of goals are consistent.
Enterprise personnel management pursues the following goals:
helping the company achieve common goals;
effective use of skills and capabilities of employees;
providing the enterprise with highly qualified and motivated employees;
the desire for the most complete satisfaction of employees with their work, for their fullest self-expression, which makes work at this enterprise desirable.
The main goal - the profit of the enterprise in the personnel management system - is achieved through the satisfaction of human social needs.
Personnel management has two directions: strategic and tactical. As part of the first, it is designed to help ensure conditions for competitiveness and long-term development of the organization based on regulating relations between the organization and employees within the framework of business strategy. Within the framework of the second, current personnel work is carried out: the status and planning of personnel requirements; development of staffing schedules; personnel assessment and selection; planning upcoming personnel movements, layoffs; advanced training, retraining, etc.
2 Organizational structure of the personnel management system
The organizational structure of the personnel management system is a set of interrelated units of the personnel management system and officials.
A number of organizations are creating personnel management services that unite under a single leadership all divisions related to work with personnel (labor safety department, personnel department, professional training department, labor and wages department, social and labor relations department).
The new tasks of personnel management services are to implement personnel policies and coordinate labor management activities in the organization, to change the consciousness of workers, to move from thoughtless execution to social norms based on common economic sense and consumer-oriented products. In this regard, personnel management services begin to expand the range of their functions and move from purely personnel issues to the development of systems for stimulating work activity, managing professional advancement, preventing conflicts, and studying the labor market (3; p. 8).
An organization's personnel management system is a system in which personnel management functions are implemented.
The organization's personnel management system includes a line management subsystem that manages the organization as a whole, as well as the following functional and supporting subsystems:
personnel planning and marketing subsystem;
recruitment management and personnel accounting subsystem;
labor relations management subsystem;
subsystem for ensuring normal working conditions;
personnel development management subsystem;
subsystem for managing staff behavior motivation;
social development management subsystem;
subsystem for the development of organizational management structure;
legal support subsystem; personnel management system;
subsystem of information support of the personnel management system;
technical support subsystem of the personnel management system.
The personnel management system includes the following main elements:
a group of management staff specialists;
complex of technical means of the control system;
information base for personnel management;
a set of methods and techniques for organizing labor and personnel management;
legal framework;
a set of programs for managing information processes for solving personnel management problems.
1.3 The process of effective management and its main stages
Fig. No. 1. The process of enterprise personnel management
Personnel planning
Personnel planning is a system of actions that involves certification, evaluation of personnel performance, competition, continuous training and improvement of personnel, and their succession. Planning is based on the optimal composition of the workforce and the creation of conditions for the successful realization of the personal potential of employees, the use of their skills, experience, and qualifications.
An important stage in personnel planning is determining the need for it, based on the fact that the number and quality of personnel must ensure the long-term fulfillment of the organization’s objectives. The need for personnel depends on many factors, the most important of which are the following: the objectives of the organization, the number of products produced and sold per unit of time, the production technologies used, the organizational structure, individual performance indicators, the volume of work and the structure of working time.
Personnel planning presupposes the unity of strategic, tactical and operational planning. These types of planning are interrelated, but differ not only in terms, but also in tasks.
Personnel selection
Effective personnel selection is based on pre-developed criteria, which most often include data on the required education, experience of the candidate, physical, medical and psychological characteristics of the individual.
There are internal and external sources of recruitment. Internal sources are people already working in the organization, external sources are people outside the organization. These sources must be skillfully combined.
Recruitment, in turn, is divided into four stages: description of the requirements for the candidate, search for a candidate, selection, and the person’s entry to work.
Selection and recruitment are procedures that require financial costs. Costs are determined by such characteristics as cost, time and quality of implementation of all necessary procedures.
Currently, the most common form of contractual hiring of personnel. Contracts with employees can be concluded in the form of employment contracts, in the form of civil contracts and include five elements: labor function, subject of the contract, parties to the contract, terms of work under the contract and terms of payment. When concluding labor contracts, it is assumed that wage issues are regulated, as a rule, in a collective agreement.
Selection and recruitment of personnel is not a one-time campaign, but an ongoing, systematic process. An important factor ensuring such continuity is the procedure for forming a personnel reserve, which represents part of the personnel undergoing systematic training to occupy related jobs of higher qualifications.
Motivation and remuneration of personnel.
In any management activity to improve the production process, the theory of motivation should be used. This is due to the fact that motivation influences the behavior of an individual, in particular his goal-directed behavior. The main reason for the differences in employee behavior is their different needs and goals. Social, cultural, hereditary and work factors influence motivation. In order to understand the motivation system, managers need to find out the needs of their subordinates.
Theories of motivation can be divided into substantive and process theories. Content theories focus on the internal factors of the individual (i.e. needs, goals, motives) that give impetus, direct, support or change his behavior. According to A. Maslow's theory, people have a need for growth and development. The practical implication here is that a motivation program has a greater chance of success if shortages at higher levels of need are reduced. However, the theory of the hierarchy of needs does not satisfy the strict rules of scientific testing and it turns out that an adequately satisfied need can no longer serve as a tool for managers to stimulate employee performance.
K. Alderfer proposed a three-level hierarchy of needs: existence, relatedness and growth. In addition to A. Maslow's idea of a progressive process of need satisfaction, C. Alderfer argued that there is also a regressive process of need dissatisfaction, which plays one of the most important roles of motivation.
Motivation theories are of great importance in motivating staff in the workplace. They require managers to organize work in such a way that it is holistic, that is, leads to a certain result, is assessed by employees as important and deserves to be done, enables the employee to make decisions necessary to complete it, provides feedback to the employee, is evaluated depending on from the efficiency of his work, brought compensation that was fair from the employee’s point of view.
Personel assessment.
The key to effective management is personnel assessment. The main task of personnel assessment is to improve the performance of both individual performers and departments, divisions, and the organization as a whole. Evaluation is carried out by comparing specified performance standards and actual performance. If significant discrepancies between these parameters occur, corrective action is required.
There are three stages of personnel assessment: clarification of job responsibilities, performance assessment and feedback that ensures corrective actions.
A central part of the assessment is the conduct of an assessment interview.
There are three types of interviews: “satisfactory - with promotion”, “satisfactory - without promotion”, “unsatisfactory-corrected”, each of which involves the development of recommendations for the employee being certified. Conducting an interview requires careful preparation and consideration of possible employee resistance to the interview and assessment.
The personnel assessment procedure ends with the preparation of a report, which must include an assessment of the employee’s performance of his job duties in accordance with accepted criteria for the quality of work performed and contain recommendations for eliminating deficiencies and improving qualifications.
Personnel adaptation, professional suitability.
Managing the performance of an organization's employees is impossible without taking into account objective factors that help or hinder the work of personnel. One of the most important factors that significantly increases the productivity of employees in the workplace is professional suitability. It determines the degree of predisposition and readiness of a person for special types of professional activity and consists of the individual psychological characteristics of the individual and the degree of coincidence of the person’s qualities and the requirements imposed by the workplace on the ideal performer.
Individual psychological characteristics of a person are partly laid down from birth, and partly formed in the process of human life. When a person’s psychological characteristics are as close as possible to the specific requirements of the profession, he has more objective prerequisites for high-quality and successful work.
Staff development and training.
Modern organizations must pay a lot of attention to maintaining the performance of their employees, allocating appropriate funds for these purposes. The lack of a system of regular professional development and training for employees leads to obsolescence and wear and tear of the workforce. This means that the existing workforce, due to poor professional training, begins to lag behind modern technologies and is no longer able to work on the latest equipment. This can lead to loss of competitive advantage and even liquidation of the organization.
Advanced training is carried out using various tools and varies in duration and depth of mastering the material. The density of required advanced training varies across industries. In knowledge-intensive industries, engineers and specialists must undergo advanced training at least once every six months. In less intensively developing industries, employee training may be carried out less frequently.
Career planning.
The concept of quarry has many meanings. A career is, first of all, successful advancement in the field of social, official, scientific and other activities. A career involves a progressive change in the skills, abilities and professional opportunities associated with the individual’s activities.
Career planning and development is reflected in the construction of employee career movement maps. There are four main models of career development, which are called career geometry: “springboard”, “ladder”, “snake” and “crossroads”. Career models reflect key patterns of employee advancement within an organization.
The use of various forms of career planning makes it possible to solve many important management problems. The main ones are: reducing staff turnover; education of unique specialists; preparation of a promising reserve for nomination; increasing employee satisfaction with their work, stimulating initiative, team building; improving organizational culture and improving the psychological atmosphere.
Formation of a reserve of managers and specialists.
The personnel reserve system consists of three main stages: planning, formation of the reserve and work with reservists, at each of which certain work is carried out in order to develop qualified managers from internal personnel reserves and then, when a vacant position becomes vacant, appoint reservists who are most successful have been trained and meet the requirements of the vacant position.
Nomination of employees to the reserve is carried out on the basis of a clear set of criteria. This takes into account not only the employee’s readiness for a new role, but also the results of his previous activities, commitment to the interests of the organization, authority in the team and, finally, the desire of the employee himself.
There are three main forms of training for reservists:
individual training under the guidance of a mentor;
internship in a position at your own or another enterprise;
advanced training depending on the planned position.
Part 2. Analysis of the organization of personnel management in OJSC OTP Bank
1 Characteristics of OJSC "OTP Bank"
The full name of the bank is Open Joint Stock Company "OTP Bank".
Abbreviated name of the bank - OJSC "OTP Bank"
The full name of the bank in English is Open Joint Stock Company "OTPBank".
The abbreviated name of the bank in English is OJSC "OTP Bank".
OTP Bank - until February 2008 Investsberbank - was founded in 1994.
OJSC OTP Bank is a subsidiary bank of the OTP Group, which is one of the largest banking groups in Central and Eastern Europe. The Group's parent bank, OTP Bank Plc., owns 95.9% of the shares of OJSC OTP Bank. OTP Group considers the Russian market one of its strategic priorities.
OTP Bank is a universal bank. At the same time, retail lending is the main business direction of OTP Bank, which includes:
· point-of-sale lending (POS lending). The bank ranks 2nd in this market segment. Lending at retail outlets allows the Bank to diversify geographic risks and provide services to clients throughout Russia;
· credit cards - 4th place in the market. Credit cards are offered to the highest quality POS lending borrowers.
· cash loans. The Bank resumed active lending in this area in 2010.
OTP Bank provides customer service through its own network, which currently consists of more than 200 customer service points of various formats in 71 regions of the Russian Federation, as well as a large-scale network located throughout Russia and numbering more than 10 thousand retail outlets of partner companies for issuing consumer loans. More than 2.6 million clients use OTP Bank's services.
The bank continues its sustainable and dynamic development, its financial position is strengthening, all the main indicators characterizing the bank’s condition are growing steadily.
2. Analysis of personnel movement and quality
In this section, we will analyze the composition of employees by personnel category and illustrate the dynamics of the number of employees. To do this, fill out Table 1, according to the studied documents of the enterprise. We will take all the data for the three previous years, namely 2011, 2012, 2013. After that, we will calculate the coefficients characterizing productivity and the use of labor resources, as well as wages. management personnel personnel
Rational use of enterprise personnel is an indispensable condition for ensuring the uninterrupted production process and the successful implementation of production plans. This largely depends on the correct selection of personnel. After all, it is necessary to take into account many factors in order to obtain a full-fledged cell called a labor collective.
It is the employees who are responsible for communicating with clients, finding the best financial solution, and opening new branches and branches. Thanks to a competent motivation system, a high corporate culture based on modern international standards, today OTP Bank employees are one of the key assets.
The bank's personnel policy was aimed at ensuring the achievement of business goals, staff retention and the creation of a cohesive team of professionals during the bank's reorganization, as well as recruitment of employees in connection with the expansion of the regional network and the active development of new products and services. The number of employees during the year more than doubled - from 5,474 to 12,949 people, which is evidence of the active development of the bank (Fig. 2).
A significant increase in the number of personnel, as well as a clear focus on the strategic goals of OTP Bank, required a significant restructuring and optimization of all personnel management processes.
One of the priority areas in 2012 was working with the bank’s regional network. Network units of various formats (branches, representative offices, credit and cash offices) were provided with comprehensive support in the selection, adaptation, training, assessment and motivation of personnel. Attention was focused on the formation of long-term foundations for optimal cooperation, which is based on a common understanding of strategic development objectives, the use of modern information technologies, effective management, and executive discipline.
Fig. No. 2 - Dynamics of the number of personnel in 2013, people.
The increase in the number of personnel and the need to work with regions led to changes in HR and personnel management technologies, the basis of which was the automation and standardization of internal processes.
Table No. 1
Dynamics of personnel numbers 2011-2013
Indicators Units of measurement 2011201220131. Total number of employees, total people 4974549012965 Including: men 251729715116 women 2457251978722. Number of employees by age groups: people under 18 years 00018-30 years 456150731214831-40 years 258 25956441-50 years 14114223751-59 years 67860 years and more88851-54 years (women)51051-59 years (men) 16855 years and more (women) 55460 years and more (men) 3343. Number of core personnel, total people 4962547412949 Including: men 251729715116 of which: managers 8269841792 specialist workers 7278651498 operational workers 5576241095 trainees 40 8498733women245725197872of which: managers8268272859specialist workers7267261963operational325
The results of the analysis show that the composition of employees by personnel category at OTR Bank OJSC has changed significantly.
As can be seen from the table, the number of personnel in 2012. compared to 2011 increased and amounted to 110.4%, which in absolute terms amounted to 516 people more. And in 2013 the number of employees more than doubled, namely by 7,475 people.
It can also be noted that the proportion of female and male workers is equal. This can be argued by the fact that the organization places great emphasis on the psychological climate of the staff. Thus, the management of the enterprise does not divide the staff into men and women.
In the socio-demographic analysis of the composition of employees, the number of employees aged 18 to 30 years is noticeably higher than other groups, this means that this age range is the most productive, and OJSC OTP Bank sets big goals for young specialists.
Due to the socio-psychological characteristics of young people (life optimism and increased mobility), as well as self-confidence, the loss of a job at an enterprise for such groups is not as significant as for older and less educated workers. The fear of losing a job helps to increase the level of satisfaction with almost all elements of the production situation, in particular, it leads to greater satisfaction with the volume of work performed, living and working conditions in the enterprise as a whole.
For young workers, along with such values as health, personal life, and good leisure, career growth becomes important.
The lack of support staff is due to the fact that all the premises in the Russian Federation in which bank branches are located are rented, and these employees are not the staff of the organization.
Table No. 2
Qualification and professional structure
Indicators Number of people 201120122013 Number, total Including those with work experience in their specialty: more than 10 years of which women/men have passed qualification certification Demand number of workers with experience in their specialty of more than 10 years Qualification coefficient from 3 to 10 years of which women/men have passed qualification certification In demand The number of workers with experience in the specialty of 3 to 10 years of qualification of less than 3 years of them women/men who have passed the qualification certification a demanded number of workers with experience in a specialty up to 3 years of qualification4974 1004 704/300 260 1477 0.7 1477 821/656 711 1720 0.9 0.9 0.9 2481 1520/961 820 931 1.05490 1124 805/319 411 1560 0.7 1968 1210/855 1620 2724 0.7 2020 1167/853 682 916 1.012965 2650 1 400/1250 1000 3050 0.8 3998 1928/2080 2460 4250 0.9 6317 4528/1789 3124 3502 1.0Total qualification coefficient0.70.70.8
From this table 2 it can be seen that the qualifications of workers are quite high and over the course of three years the qualification coefficient has not changed significantly. Due to the fact that the organization constantly conducts training and retraining of specialists, both in universities and within the organization. Throughout the working year, training and educational courses are conducted by the training department.
Table No. 3
Increasing professional education
Indicators Number of people 2011201220131. Total number of operating employees, total Including: with general secondary education with primary vocational education (vocational school, lyceum) with secondary vocational education (technical school, college) with general higher education (bachelor) with special higher education (specialist) 2 .Total number of employees (managers and administrative workers), total Including: with general secondary education with primary vocational education (vocational school, lyceum) with secondary vocational education (technical school, college) with general higher education (bachelor) with special higher education ( specialist) with a registered degree of them: 1. masters (and among them masters of business/public administration) 2. candidates of science (and among them doctors of business/public administration) 3. doctors of science4974 407 481 2361 1088 637 1965 60 102 524 794 351 134 9 12 45490 510 591 2442 1289 658 2058 75 126 536 814 365 142 9 12 412965 2652 3288 4238 1964 823 5965 198 563 1670 23 89 677 468 10 14 7
Judging by the data given in Table 3, the level of education of workers at OJSC OTP Bank has remained virtually unchanged over the three analyzed years.
A large proportion are employees with secondary vocational and general higher education. There is a relationship between education and staff turnover. As the level of higher education increases, the motives for staff turnover change.
Fig. No. 3-Structure by level of education
Table No. 4
Training and advanced training of personnel
Indicators Number of people 2006200720081. Training of new workers and retraining (including training for second and combined professions) Method of training and retraining, total: individual training corporate Payment, total: Including: at your own expense at the expense of the organization Who trained, total: Including including: organization specialists external specialists357 290 90 200 357 10 300 357 320 37450 364 104 260 450 50 500 450 450 120950 750 385 365 950 350 600 950 680 270 2.Advanced training Method: individual training corporate How is training paid for, only at your own expense The organization of the organization who conducted the training of everything, including: specialists of the organization external specialists512 431 512 431 512 81 431620 482 138 620 482 138 620 138 4821250 295 955 295 955 1250 955 295 295
From this table it can be seen that the training of new employees in the organization occurs through corporate training. And advanced training occurs individually, at the request of the employee, at his own expense.
In connection with changes in the structure of additional offices and priorities for the development of retail lending, the retail sales directorate set the task of training operational and cash personnel and specialists from the sales departments of additional offices, which was successfully implemented in practice. Distance learning has developed significantly, both the number of electronic training courses and the number of employees who have the opportunity to undergo training remotely have increased significantly, the majority of whom work in the regional network.
The bank has successfully implemented a large-scale project to introduce a system for assessing the implementation of key performance indicators (KPIs) among employees of the head office and branches. Over the past period, approximately 1,900 employees took part in the assessment. As part of the KPI assessment, a study of satisfaction with the work of structural divisions (“Service Code”) was conducted; its results are a resource for increasing internal customer focus.
OTP Bank paid great attention to improving the process of adaptation of new employees, which is one of the most important elements of personnel policy in any modern business unit.
During the year, clear support for the adaptation process was established: training new employees in basic courses, introducing a new tool - an adaptation training seminar.
With the support of the bank's management, the mentoring system received a new impetus for development, which has become popular in many international companies.
Work has begun on creating a competency assessment system for employees of front departments, which will contribute to the formation of an effective personnel training program and the adoption of consolidated personnel decisions.
The management of OTP Bank pays great attention to social protection and support of its employees. Provides employees with social protection at the level of generally accepted international standards.
In order to develop corporate culture, as well as increase trust and awareness among employees, OTP Bank publishes a corporate newspaper “Our Contribution”. In 2007, in addition to the printed version, an electronic one appeared - now the regional network has the opportunity to timely receive up-to-date and comprehensive information about the current life of the bank.
From the data in Table 5 it is clear that the general situation at the enterprise in 2008 has improved very well compared to previous years. If in 2006 737 people were accepted, and in 2007 1007 people, then in 2008 this number increased to 7575 people. This suggests that, even despite the economic crisis in the country, the organization is gaining momentum. Namely, it is expanding the network of its representative offices.
Table No. 5
Movement and turnover
Indicators Number of people 2011201220131. Employed workers, total Including: by free agency in the target area: universities colleges lyceums in the direction of the employment service upon application to recruiting agencies 737 554 173 69 - - 65 391007 625 382 212 51 - 75 447575 5237 2338 1167 681 - 290 2002 .Employees left, total Including: dismissed for violations of labor discipline due to staff reduction at their own request 728 0 330 398491 0 200 291100 0 0 1003. Of those who left voluntarily, total Including: uninteresting work low salary reason not specified 398 45 55 298 291 15 87 194 100 0 0 100
Analyzing the reasons for the turnover of workers at OTP Bank, it can be noted that a large number of them leave the enterprise due to unsatisfactory wages. In 2012, 32 more people quit for this reason than in 2011.
However, there are also positive aspects. Thus, there were 30 fewer layoffs due to uninteresting work in 2012 than in 2011.
Table No. 6
Frame movement coefficients
Name of indicators Number of personnel 2011 2012 2013 Turnover coefficient for admission0.03970.03430.09 Turnover coefficient for retirement0.05320.04420.08 Staff turnover rate0.01950.01780.05 Staff constancy rate1.0051.0041.45
The management of the enterprise and the personnel training bureau of OJSC OTP should strive to reduce the turnover rate. To do this, it is necessary to increase the level of education of personnel and the degree of their qualifications. It is also possible to improve the system of recruitment and selection of personnel, career guidance and adaptation.
Part 3. Improving the organization of personnel management at OJSC OTP Bank
An analysis of the existing personnel management system at OJSC OTP Bank showed that the existing remuneration system needs to be improved, and attention must be paid to the preparation of a personnel reserve.
An effective remuneration system will be a system that:
carefully developed taking into account the needs of the organization and its employees;
implies responsibility at all levels among managers and ordinary employees;
developed, established and maintained with the participation of employee representatives.
But the remuneration system will stimulate staff motivation if it is perceived by the organization’s personnel as fair. When it comes to pay, fairness means paying employees fairly. Injustice in any form can lead to problems in the moral climate. If employees feel they are not being paid fairly for their work, they may quit. Employees who do not leave but are slowing down the organization's efforts can cause even greater harm to the business. In any case, the results of the organization's activities as a whole are damaged.
The first step in organizing work on training a personnel reserve is the development of regulations on the preparation of a personnel reserve.
Working with reserves involves:
analysis of reserve requirements;
formation and compilation of a reserve list;
candidate preparation;
Analysis of the need for a reserve consists of the need to determine the current and future need for a reserve and the optimal size of the personnel reserve. Further work consists of creating a reserve list.
Formation and compilation of a reserve list includes:
creating a list of candidates for the reserve;
creating a reserve for specific positions
In the process of forming a reserve, it is necessary to determine
who can and should be included in the lists of candidates for the reserve;
who from those included in the lists must undergo training;
To form a reserve, as a rule, it is not enough to select employees capable of promotion - it is important to properly prepare them for the position and organize promotion. Professional training can take place under the guidance of a superior manager, in the form of an internship in a position, in advanced training courses, etc. An individual training program must be drawn up for each candidate, including theoretical and practical training, as well as tasks to improve the level of knowledge, skills and abilities.
The personnel reservation system will solve the following tasks:
will provide the service with the necessary composition of managers and specialists;
staff motivation;
achieving greater flexibility in the use of personnel;
improving human resources;
ensuring process continuity;
ensuring personnel career management.
Conclusion
As a result of the study, it was revealed that OJSC OTP Bank successfully carries out its activities.
The organization's staff is young, proactive and ready to constantly learn. Despite their youth, the employees are quite competent in their field of activity. All conditions have been created for employees to expand their horizons of knowledge.
The staff turnover rate is 5%. The coefficient is within the norm of natural staff turnover.
From the beginning of 2015, it is planned to recruit personnel in connection with the opening of 6 new credit and cash centers.
The main problem at the enterprise is staff dissatisfaction with the level of wages and the lack of a personnel reserve. The main factor in wage growth at an enterprise is the inflation rate. The enterprise needs to develop a new remuneration system that will ensure a decent standard of living for employees and members of their families, and will also help increase employee productivity. The team at the bank is young and most of the employees have small children and study part-time at higher educational institutions, which is the prerequisite for creating a personnel reserve.
In such a situation, when the capabilities of modern personnel management are significantly expanding, the employees themselves are changing. Along with the increasing level of professionalism, they begin to be more selective in their choice of place of work. There is a desire for greater self-expression, advanced training, and predictable professional and career growth. Taking these trends into account and using them correctly is the main task of the enterprise personnel management system.
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Annual reports of OJSC "OTP Bank" for 2011,2012,2013.
Peresvetov Yu.V., Karpycheva M.V., Ivanova E.A. Management. Lecture course. -M: MIIT, 2010. - 176 s.
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The organizational structure of OJSC "OTP Bank" is presented in Appendix 11.
The Board of Directors of the Bank includes:
Istvan Hamecz, Chairman of the Board of Directors. Since 2008 he has been a member of the Board of Directors of the Bank, and since 2010 he has been its chairman. Since 2007, he has been President of OTP Fund Management Co., the investment arm of OTP Group and one of the largest asset management companies in Hungary. Before joining OTP Fund Management Co. Istvan Chametz served as Director of Economic and Monetary Policy at the Central Bank of Hungary.
Alexey Korovin, Member of the Board of Directors. Since August 2007, he has also been President and Chairman of the Management Board. Before joining OTP Bank OJSC, Alexey Korovin held the position of First Deputy Chairman of the Board of ImpexBank OJSC. He is a Member of the ARB Council, as well as a Member of the FAS Expert Council. More than 18 years in the banking industry.
Dr. Frigyes Harshegyi, Member of the Board of Directors. Since 2010, he has been the Chief Advisor to the Chairman of the Board of Directors, Managing Director of OJSC OTP Bank. Since 2007, he has held the position of Chief Advisor to the Chairman of the Board of Directors and Managing Director at OTP Bank Nyrt Budapest and Chairman of the Board of Directors of OTP banka Srbija. Until 2007, he headed the Romanian OTP Bank Romania S.A. He has a Doctor of Law degree from the University of Szeged, Hungary.
Peter Brown Member of the Board of Directors. Since 2007, he has been a member of the board of directors of OJSC OTP Bank. Since 2001, he has also held the position of member of the Board of Directors at the parent bank of the OTP Group - OTP Bank Plc.
Dr. Ildiko Taksz, Member of the Board of Directors. Since 2003, he has held the position of Managing Director of OTP Bank Plc. Until 2003, he held various positions at the consulting company McKinsey & Co. He holds a Doctor of Politics degree from Oxford University.
Zoltan Illes, Member of the Board of Directors. Since 2006, he has also been Managing Director of the Retail Banking Directorate of OTP Bank Plc. Currently he also holds the position of head of the supervisory board of OTP Bank Slovakia and is a member of the OTP Board of Directors of OTP Mortgage Bank. Until 2006, he was Director of Quality Management at the Hungarian ERSTE Bank Hungary Plc.
Tamas Schenk, Member of the Board of Directors. Currently he also heads the Strategy, Planning and Control Directorate of OTP Bank Plc as Managing Director. Before joining OTP Bank Plc. Tamás Schenk has held various positions at McKinsey&Co and Concorde Securities Limited.
Robert Barlai Member of the Board of Directors. Currently he also holds the positions of a member of the Board of Directors of the Budapest Stock Exchange, as well as Managing Director of the Regional Treasury Directorate of OTP Bank Plc. Previously held various positions in the Erste Bank Group, HYPO Securities Hungaria Rt. and Percent Hungaria Investment Rt.
The Board of the Bank consists of:
- 1. Kamarasi Tamas
- 2. Korovin Alexey Alexandrovich
- 3. Semere David
- 4. Stepanov Valery Nikolaevich
- 5. Subanov Bulad Sergeevich
Having examined the organizational structure and board of the bank, we see that the bank has an extensive management structure and a highly qualified staff of bank employees who have the skills to conduct a variety of operations. It also ensures the feasibility and rationality of managing the entire complex of banking activities, improving the quality of services provided to bank clients, the productivity of bank employees, and ensuring the profitability of the bank.
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