When, in September 2008, commissioners from VEB came to rescue Sviaz-Bank, they found a bleak picture. Alla Aleshkina's management team lost "management of the bank and related companies," and its predecessors, the team of Gennady Meshcheryakov, allowed "excess of authority" and organized business "through offshore and Russian technical companies," VEB believes.
Anti-crisis rescuers from VEB first evaluated " hidden loss” from operations with securities worth 30 billion rubles: like another victim of the crisis - KIT Finance, Svyaz-Bank invested a lot in securities, repaid them, invested again, etc. But it quickly became clear that the scale of the disaster was much more: according to the results of the pre-crisis year 2007, 60% of the bank's client loans were unsecured - almost 55 billion rubles. (figures from IFRS of the bank).
Moreover, this swelling of the loan portfolio happened quite recently. "From November 2007 to February 2008, the loan portfolio of corporate clients increased significantly by about 36 billion rubles, and exclusively due to long-term loans for a period of more than one year," the bank's statements for the II quarter of 2009 say. period coincides with the time when all the newspapers began to discuss the replacement for Aleshkin (the chairman of the board of Sberbank Andrey Kazmin was appointed to the Russian Post, and Aleshkina was his first deputy - who, if not her, should head the supporting bank of the Russian Post?). And the end - in fact, with the long-awaited replacement of Meshcheryakov by Alyoshkina (February 11). During this period, according to Interfax-CEA, Sviaz-Bank's loan portfolio grew more than in the three previous quarters taken together.
“As in March, we figured out where we came, Alyoshkina fell ill. But in April - July, she mostly worked, and in August she went on vacation and never actually returned to management, ”says one of her team members. “When Meshcheryakov left, there were no complaints against him, the board of directors even expressed gratitude for a successful year for the bank in 2007,” retorts one of his team members.
Ashmarina learned the “unpleasant story” about the wealth that had fallen on her in 2008 from people who introduced themselves as Svyaz-Bank security officers: “They began to call with questions about what I had to do with it, but quickly fell behind.” And last year, she was summoned to the police station on Novoslobodskaya (the Main Investigation Department under the Moscow Main Internal Affairs Directorate (GSU) is located on this street). “When they called me the figure of 6 billion rubles, I was shocked. I was generally not aware of all these events ", I didn't sign any documents, and I didn't have anything to do with Sviaz-Bank. I didn't even know where it was. As far as I understand, someone just used my passport data, although I didn't lose my passport," says Ashmarina.
Ashmarina was a millionaire for just a day. Already on December 21, Newhome Investments sold its subsidiaries with all assets to the structures of the developer Don-stroy for $288 million. Neither the bank, nor even Ashmarina saw this money. For the bank, this is all the more offensive, because he was not only the beneficiary of Newhome Investments, but also its creditor: the plot in Moscow was bought just with his money. And he was the creditor of Don-Stroy - the developer bought assets from Newhome Investments with his three-year unsecured loans. As a result, Sviaz-Bank was left without land and money, but with two debtors - Don-Stroy and Newhome Investments.
This story was told to Vedomosti by a former co-owner of Svyaz-Bank and confirmed by several of its former leaders.
However, two of them offer a different ending. According to them, Sviaz-Bank financed Newhome Investments, which bought the land. And then Don-Stroy bought the assets with a $288 million loan from Sviaz-Bank; most of this amount was returned to the bank in a roundabout way - its expenses on Newhome were reimbursed, and a smaller one - about $ 100 million - went to the authors of the scheme (discuss this story with Meshcheryakov and his former first deputy Mikhail Chagin, who, according to all sources at the bank, supervised the Cypriot offshore companies, Vedomosti did not succeed). That is, as a result, Sviaz-Bank was left without land, but with a reliable borrower - Don-Stroy.
The assets of Don-Stroy are now going for debts to VTB and Sberbank, and VEB has already bought out the rights of claim on three Svyaz-Bank loans to the developer (including the one in question), paying 10 billion rubles. from the funds of the Central Bank - now they are "in the process of preparing for restructuring," VEB said.
According to Mikhail Gets, Managing Director of Praedium Oncor International, in December 2007, a plot in 5th Donskoy proezd with permits for development cost $120 million. But even the figure of $288 million does not surprise him: that prices will continue to rise for a very long time.”
Sviaz-Bank, in its response to Vedomosti, says that Newhome Investments closed all accounts with it in December 2007, and “the amount of debt of this company<...>is currently zero. True, Sviaz-Bank generally claims there that it never had any subsidiaries “outside the borders of the Russian Federation”. And when asked whether it turns out that he himself financed the operation to withdraw his own assets, he answers: “We do not have information.” Don-Stroy did not respond to Vedomosti's request. A source in the GSU claims that there is no criminal case in connection with Newhome now.
Eclipse Aviation Corporation is an American company that was created in 1998 with the money of Microsoft owner Bill Gates by his top manager, it was the first to start producing ultralight passenger jet aircraft under the Eclipse 500 brand. Russian Daniel Bolotin, who are known for their innovative projects on the transfer of Sochi transport to hydrogen fuel for the 2014 Olympics and on the extraction of coal in Irkutsk for processing into gasoline. Piper-Bolotin promoted their ideas under the European Technology and Investment Research Center (ETIRC) brand.
Among the many ETIRC companies of Piper-Bolotin was ETIRC Aviation, which had exclusive rights to supply and service the Eclipse 500 in Eastern Europe, Russia, the CIS countries and Turkey. ETIRC Aviation wanted to build a factory in Russia to manufacture the Eclipse 500, the world's first assembly-line aircraft manufacturing facility in Ulyanovsk. In February 2008 Chairman Accounts Chamber Sergey Stepashin personally laid the first stone in the foundation of the Ulyanovsk plant. He promised to take this project under his personal control. "It's a modern innovative project! - Stepashin was quoted by Industrial Weekly. "This is know-how made by Gates' colleagues - our current American and Dutch partners." On September 15, 2008, the VEB Supervisory Board decided to allocate $205 million for the construction of the Ulyanovsk aircraft plant.
["Expert Volga", 03/10/2010, "Irritated buyers": Back in 2006, Vnesheconombank, Eclipse Aviation Eastern Europe (one of the structures of ETIRC) and the Russian representative office of the company signed a memorandum of cooperation, according to which the bank undertook to invest in the project for the development and implementation of the Eclipse 500 in Eastern Europe and the CIS countries. At first, it was planned to place the production of the aircraft at the Voronezh Joint-Stock Aircraft Building Company (VASO), then it was about the site of the Ulyanovsk plant Aviastar-SP.
The Ulyanovsk project is also cautiously commented on by Evgeny Andrachnikov, head of the Dexter air taxi project at AviaManagement Group. He draws attention to the fact that the creation of a plant for the production of "Eclipses" began in the United States in 1996, and the first certified aircraft was produced there only in mid-2007? This despite the fact that 1.6 billion dollars of investors, including Bill Gates, were spent on this project, he emphasizes, calling into question the Ulyanovsk prospects for a similar project. - Inset K.ru]
And all this became possible only because Sviaz-Bank about a year earlier, in December 2007, issued a $150 million loan to ETIRC Aviation. At least, the Accounts Chamber thinks so. “In January 2008, at the height of the US financial crisis, financially struggling Eclipse Aviation received profitable proposition from<...>ETIRC Aviation to buy out a stake for a large amount - more than $100 million<...>- she told Vedomosti. - Piper as a specialist in IT business<...>could easily enter Svyaz-bank as a bank for the “development of communications and informatics”<...>It was after Svyaz-Bank financed the purchase of a stake in Eclipse Aviation that the prospect of launching an assembly plant in Ulyanovsk became real.” True, the same Accounts Chamber writes that Bolotin was involved in attracting a loan from Svyaz-Bank. “In a sense, Bolotin was responsible for Piper's business in Russia,” Stepashin's department notes.
A $150 million loan was issued and ETIRC Aviation took control of Eclipse Aviation, which Pieper soon took over. Sviaz-Bank gave a loan, one might say, to its own. The registry of the Grand Duchy of Luxembourg indicates that Piper-Bolotin at that time owned 42.7% of ETIRC Aviation, and their junior partner was the Cypriot Martilio Holdings Ltd. (14.6%). Martilio is one of the technical companies of Svyaz-Bank, three sources in the former and current management of the bank told Vedomosti.
And in November 2008, Eclipse Aviation declared bankruptcy: its debts exceeded $1 billion, and its assets were estimated at $100-500 million. restructure debts. The court agreed. The settlement deadline was set for January 30, 2009. VEB should provide the buyout money, Pieper claims. By that time, VEB had already taken over Svyaz-bank, and in his reply to Vedomosti, Pieper does not share them, and writes: “VEB / Svyaz-bank.”
But VEB did not give money. The September decision of the Supervisory Board to allocate $ 205 million was made "taking into account additional legal development of documents for the transaction," the bank explains in its response to Vedomosti. “According to the results of the study of documents” in March 2009, it was decided to abandon Eclipse “due to significant market risks and negative credit history project initiators”, concludes VEB.
Svyaz-Bank also financed other structures of Piper-Bolotin: at the time of Meshcheryakov's resignation, their total debt exceeded 7 billion rubles, one of the former heads of Svyaz-Bank said. The largest loans are the mentioned $150 million to ETIRC Aviation and 40 million euros to the Swiss MyGuide Holding GmbH (a manufacturer of navigation devices, also a Pieper project, has already, according to him, been liquidated). All interviewed heads of Sviaz-Bank say that these two loans were issued without collateral. Sviaz-Bank told Vedomosti that 100% reserves have been set up for a $150 million loan.
Now the police are looking into the ETIRC loan. According to the investigator of the State Investigation Department Alexander Baryaev, on the basis of materials from the audit of Svyaz-Bank conducted by the Central Bank, on October 15, 2008, the State Investigative Directorate opened a criminal case under Article 201 (abuse of authority) on the fact of non-repayment of a loan in the amount of more than $150 million received by ETIRC for the purchase of shares American manufacturer of business jets Eclipse. True, despite the fact that the investigation has been going on for almost two years, there are no accused or suspects in the case, Baryaev admits.
The CEO of the consulting company Infomost, Boris Rybak, looks at the Eclipse Aviation project very critically: "It was a great innovative scam." According to him, the Eclipse 500 was promoted as the first affordable jet aircraft for $1 million (although it couldn't be cheaper than $2.5 million, that's how much it cost later). And the "fat financiers" who wanted to drive on planes, and not on cars, pecked - Eclipse collected a huge number of orders, for which it borrowed money from banks. They never launched conveyor assembly (it does not happen at all in the aircraft industry), in 2007 they were already behind schedule (they produced 104 aircraft instead of 500), cancellations of orders and staff reductions at the aircraft factory began, Rybak continues. At the beginning of 2008, control in Eclipse could be bought not only for $150 million, but for $1, he concludes. The joint venture of Industrial Investors and Kaskola bought out in April 2008 in the USA a similar company - Adam Aircraft Industries, which was preparing to start mass production of Very Light Jets class aircraft (that is, lagged behind Eclipse by a year) for $ 10 million, recalls Fisherman.
Borodino Group of Companies is a diversified holding, but more than 60% of the group's revenue in 2007 was provided by the construction business. Svyaz-bank issued loans mainly for the implementation of construction investment projects - on bail land plots, real estate.
[Vedomosti, 23.07.2009, Repo-Bank: Last Friday, Svyaz-Bank, being rehabilitated by Vnesheconombank, filed 20 lawsuits at once against the companies Parsec Capital Management, CJSC Severo-Zapadnaya leasing company”, Bastion Invest LLC, Technocom LLC, Medium Hold LLC and Elitinvest CJSC on total amount more than 22 billion rubles. […]
Until June 2008, 39.35% of the shares of Svyaz-Bank belonged to the Borodino group of companies. In September 2008, the shares of Sviaz-Bank, which stopped operations due to the crisis in the interbank market, were bought by VEB for 5,000 rubles. from "RTK-Leasing", "Spetsresurs" and UK "Dostoyanie" (trustee).
VEB-appointed Chairman of the Board of Svyaz-Bank Alexander Zhitnik in a February interview with Vedomosti said that accounts receivable bank exceeds 20 billion rubles. He described the scheme of its appearance as follows: “Loans were provided [to companies] with installments: first papers were bought, and after a month or two payment was made. That is, you bought securities, gave them to repo, received money, and you buy securities again with them. […]
According to the Unified State Register of Legal Entities as of January 2009, Parsec Capital Management was the management company for the remaining five. […] This group of companies was associated not only with the bank itself, but also with its then shareholders. For example, "Elitinvest" belongs to the management company "Strateg", largest owner which, according to SPARK as of June 30, 2008, was Insurance Company Elkos, part of the Borodino group of companies. - Inset K.ru]
So far, the group has paid off only one claim - so that because of a debt of 111 million rubles. not to lose a business center in Moscow with an area of more than 15,000 sq. m. Sviaz-Bank's claims for the remaining debts correspond to 80% of Borodino Group's forecast revenue for the first half of the year (13 billion rubles). Borodino's main hope now is Sberbank, with which the group is negotiating a multi-billion dollar loan secured by its key assets. But the decision whether to lend or not, Sberbank will take no earlier than a month - independent evaluation it is planned to complete the proposed provision only by the end of July.
Sviaz-Bank told Vedomosti that it was "taking all necessary steps" to settle these debts.
Another heavyweight among the largest problem debtors of Sviaz-Bank is Management Company"Oboronpromstroy" under the leadership of Armen Haykazyan, owned by the defense industry complex "Oboronprom" (part of the state corporation "Russian Technologies"). Oboronpromstroy is a longtime partner of Borodino. They had common construction projects in the Moscow region, Moscow and the Kaluga region. Haykazyan and Nersisyan are even co-owners of the Moscow-based food trading company TK Sozvezdie LLC.
In the Moscow Arbitration Court, Svyaz-Bank is demanding more than 5 billion rubles from Oboronpromstroy and its structures. The loans were secured by land plots and shares in Oboronpromstroy companies.
“As a result of the 2008 global financial crisis, Oboronpromstroy Management Company CJSC faced difficulties in further financing and, accordingly, completing projects,” admits a representative of its owner, Oboronprom. Therefore, several projects were sold to the Borodino development division along with debts to Svyaz-Bank: loans for 1.5 billion, 950 million and 450 million rubles. (total - 2.9 billion rubles).
Borodino did not comment on these data. But we can assume that we are talking about a project that is being implemented by Infinstrast (construction of a hotel and business complex for 43,700 square meters in the area of the Paveletskaya metro station on Bolshaya Pionerskaya Street). The group's managers told Vedomosti that they had taken over the share of Oboronpromstroy in this project, along with debts. In Infinstrast, Borodino and Oboronpromstroy had 30 and 70%, respectively, now Borodino has everything. The amount of Sviaz-Bank's claims, in which Infinstrast appears as a defendant, is in the region of 2.8 billion rubles.
It can hardly be expected that Oboronpromstroy will soon pay off: a representative of Oboronprom admits that “the lack of financial resources” “affected the ability to fully make settlements with employees” of “Oboronpromstroy”.
According to Interfax-CEA, Sviaz-Bank had a negative balance in the interbank lending market - about 4 billion rubles. as of January 1, 2008 (borrowed more than he lent). And the loan portfolio for the specified period increased by 36 billion rubles. That is, deposits should be recognized as the main source of funds.
the largest corporate clients Svyazinvest and Federal State Unitary Enterprise Russian Post were Svyaz-bank, it is specified in IFRS of bank for 2008. (46% of all current account balances). For 2007 there are no such data in the statements. But former managers Sviaz-Bank say that Svyazinvest and Russian Post were the largest clients even then.
There was also another contributor. Alisher Usmanov's structures kept deposits in Sviaz-Bank for about $700 million, former bank managers say. It was money from a loan from Sberbank, which they received shortly before Alyoshkina left there to buy out a stake in MegaFon. The funds were accumulated for settlements with the shareholders of Telecominvest, which owned the shares of MegaFon.
“Usmanov's $700 million deposit came to Sviaz-Bank at the end of 2007 and was the main source of money wasted, mainly through loans,” confirms a banker from Alyoshkina's team. Usmanov slowly began withdrawing the deposit back in the fall of 2008, and was able to fully withdraw the money only a year later. A request sent to Usmanov's office remained unanswered.
Organization of business by the previous management of Sviaz-bank (G. Meshcheryakova) through offshore and Russian technical companies did not allow the management of A. Aleshkina in mid-2008 to quickly control and manage positions. This further complicated the task of identifying multi-stage cross-border transactions for the VEB team and law enforcement agencies in 2008-2009. Offshore companies were not directly controlled by Sviaz-Bank, management was carried out through proxies, a significant amount of documents on offshore companies was not restored after the change of control.
Transactions between Russian and offshore companies made it possible, among other things, to open positions in securities with leverage, which made it possible to earn on the growth of the market, but at the same time carried a significant credit, market and operational risk for Svyaz-Bank. In the fall stock market the impossibility of timely fulfillment of obligations under pseudo-client repo transactions led to loss fixation for technical companies and, ultimately, for Svyaz-bank. In order to facilitate the return of Svyaz-Bank's assets and the safety of the funds allocated for its financial recovery, Vnesheconombank applied to the General Prosecutor's Office of the Russian Federation and proposed, in accordance with the competence of the prosecutor's office, to give a legal assessment of the actions of the management bodies of a number of companies that evade the fulfillment of financial obligations to OJSC AKB "Svyaz-bank", in terms of their implementation of the legislation of the Russian Federation, if there are grounds to take measures of the prosecutor's response.
At the same time, JSCB Svyaz-Bank also independently applied to law enforcement agencies with a number of statements regarding persistent non-payers.
Criminal cases have been initiated and are being investigated against individual debtors of the bank.
In the near future, the concrete results of this work of law enforcement agencies will be assessed in the courts.<...>
In our opinion, there are signs of abuse of authority in the activities of management until the beginning of 2008. As for the activities of the management in the period from February-March to October 2008, in our opinion, there are no grounds for filing criminal claims. What happened during this period can rather be characterized as a mismanagement.
In the banking community, Meshcheryakov is called the "Petersburg banker." But he was born in Moscow in 1971, graduated from the Financial Institute (now - an academy under the government). Then, in 1993-2002, he worked in St. Petersburg - in the audit company Arthur Andersen, specialized in the audit of financial market organizations (last position - partner, head of the financial markets department). In May - October 2002 - Deputy Chairman of the Board of Gazprombank, supervised the financial unit. In October 2002 - March 2004 - Vice President - Financial Director of the International Bank of St. Petersburg. former owner Meshcheryakov called this bank Sergey Bazhanov his "teacher".
In an interview, Meshcheryakov did not hide his joy that the bank, which closed the fourth hundred, moved to the top twenty: assets grew from 3 billion to 80 billion rubles. Meshcheryakov dreamed of making a universal bank based on Russian Post. He wrote several articles on the development of the postal banking service in Russia: “Now I am finishing my doctoral dissertation on this topic.”
480 rub. | 150 UAH | $7.5 ", MOUSEOFF, FGCOLOR, "#FFFFCC",BGCOLOR, "#393939");" onMouseOut="return nd();"> Thesis - 480 rubles, shipping 10 minutes 24 hours a day, seven days a week and holidays
Meshcheryakov, Gennady Yurievich. Postal banking services as a promising direction of development retail business in the Russian Federation: dissertation... doctor economic sciences: 08.00.10 / Meshcheryakov Gennady Yurievich; [Place of protection: St. Petersburg. state. University of Economics and Finance].- St. Petersburg, 2010.- 283 p.: ill. RSL OD, 71 11-8/179
Introduction
Chapter 1. Integration of banking and postal services in the retail business system ... 14
1.1. The importance of retail banking for the national economy and banking system 14
1.2. Current state, trends and development prospects banking service population 26
1.3. Post and postal services in Russia 45
Chapter 2 World experience in organizing postal banking services 79
2.1. Models of postal banking services and trends in their development 79
2.2. Foreign experience of integration of mail and bank 83
2.3. New development strategies 130
Chapter 3 Cooperation of mail and banks in modern conditions 144
3.1. Organizational and economic aspect of postal banking services as the basis for interaction between mail and banks 144
3.2. Risks and benefits of cooperation between the Russian Post and commercial banks on present stage 176
3.3. Potential of interaction between post office and banks with the Pension Fund of the Russian Federation 182
Chapter 4 The concept of integration of postal and banking services in the Russian Federation 203
4.1. Possible options integration of postal and banking services 203
4.2. The concept of the creation of the Postal Bank 227
4.3. Legal basis formation of the Postal Bank 236
4.4. Prospects for the development of the postal banking business in Russia 245
Conclusion 251
References 263
Applications 278
Introduction to work
The relevance of the dissertation research topic. The processes of globalization and integration taking place today in the world economy contribute to cardinal transformations of financial and monetary systems. At the same time, the emergence of financial innovations significantly transforms financial and credit institutions, including banking. Accelerating the pace economic development, declining bank revenues and advances in technology are stimulating commercial banks to look for new concepts and specific ways to retain existing and attract new customers.
Banking services are a powerful tool for socio-economic development. For the Russian economy, at present, a significant factor in further growth is the retail banking business, whose potential in terms of providing the banking system with a long-term sustainable resource, creating opportunities for accelerating capital turnover, as well as meeting the population's demand for expensive goods through lending remains very high. However, the main obstacle to achieving the main goal of the retail business is to ensure mass sales with minimum level costs - today there is a high cost of expanding the network of banking services.
The low level of accessibility of banking services for the population is one of the urgent problems of the Russian banking system. Effective demand, economic growth rates, the well-being of the population and even the social climate in society depend on the availability of banking services. Increasing the availability of banking products is a necessary condition for the transition to developed market relations, to a modern post-industrial economy, a democratic society. Increasing the availability of banking services, the state lays a reliable socio-economic basis for the progressive development of the country.
At the same time, the rapidly growing demand for banking services in the Russian economy is still far from being saturated. About 60 million Russians (42% of the country's population) are deprived of permanent access to banking services, only a quarter of Russians have bank accounts, and only less than 10% of the population uses bank cards. In Europe, almost every adult citizen has 2-3 bank cards for various purposes. In our country, the number of such citizens does not exceed 5% of the adult population. The main reason is the lack of supply in Russia of inexpensive and high-quality banking services. As with any product, the availability of banking services is determined by the sufficiency of their supply and price parameters. The determining condition for increasing the availability of banking services for the population of Russia is also the expansion of the sales network of banking services in the regions.
In order to strengthen the regional component of the banking system and increase the availability of banking services, the task was set to use the unique infrastructure capabilities of the Russian post. There are more than 40 thousand post offices in Russia, the use of which by banks for conducting banking operations is able to bring banks closer to the population, strengthen the banking system, thus ensuring the availability of banking services throughout the Russian Federation.
The need for further development of the retail banking business and the importance of solving the problem of increasing the availability of banking services for the population through the integration of the post office and the bank, along with insufficient knowledge of this area, determine the relevance of this study.
The degree of development of a scientific problem. There are practically no domestic studies developing a theoretical and methodological basis for integrating postal and banking services and expanding the retail banking business on this basis. From time to time, articles on this topic appear in periodicals by such authors as: S. Beliss, A. Ivanov, V. Soshina, N. Logvinova, T. Martynova, L. Milevskaya, S. Petrova, A. Chavtur
Considerable attention is paid to the study of general theoretical and practical issues of innovative processes in the field of finance and banking, including in the development of retail banking business, in the works of both domestic scientists: B.V. Ananyich, G.N. Beloglazova, M.A. Vakhrushin, A.G. Gryaznova, N.V. Ivanov, S.D. Ilyenkova, L.P. Krolivetskaya, O.I. Lavrushin, V.E. Leontiev, M.V. Lychagin, G.S. Panova, A.I. Prigogine, N.P. Radkovskaya, M.V. Romanovsky, A.M. Tavasiev, V.M. Usoskin, V.A. Chernenko, A.D. Sheremet, E.B. Shirinskaya and others, and foreign ones: K. Bosse D. Graddy E. Deming, E.J. Dolan, H.D. Doodler R. Kaplan, F. Kotler, D. Norton, E. Reid, D. Ricciardo, P. Rose, J.F. Jr. Sinki, A. Smith, A. Spencer, J. Forside, N. Shamro, J. Schumpeter and others. At the same time, research abroad is focused on transforming the existing system of postal banking services, while Russian economists today are faced with the task of developing a concept their development.
Thus, both in Russia and abroad, the degree of development of this area is insufficient. This, to an even greater extent, determines the relevance and necessity of the study.
The author believes that in modern Russian conditions, the issues of integration of postal banking services are an independent theoretical and practical problem, the significance and specificity of which confirm the need for additional scientific research in this area.
The purpose of the dissertation research was the development of theoretical provisions that reveal the content of postal banking services, the development of a concept for the integration of postal and banking services in the Russian Federation and the rationale for practical recommendations for the creation of a Postal Bank. Realization of the set goal necessitates the solution of the following tasks:
identify trends and prospects for the development of retail banking;
consider the features of the retail business of a commercial bank, its importance for the economy and the banking system of the country;
assess the level of accessibility of banking services for the population;
to analyze the current state and development trends of postal services in our country;
assess the theoretical and practical approaches to the formation and possible results of the integration of postal and banking institutions;
define postal banking services;
identify problems and identify factors that determine the insufficient development of postal banking services in Russia, analyze the domestic infrastructure for the provision of postal banking services, its shortcomings and opportunities;
based on the study foreign experience explore models and methods for integrating mail and banking, as well as organizational issues for the provision of postal and banking services;
assess the potential for interaction between the post office and banks with the Pension Fund of the Russian Federation, as well as opportunities to improve its efficiency;
develop a concept for the integration of postal banking services, including:
formulate directions and prospects for the development of postal banking integration;
to analyze the regulatory framework for the organization of postal banking services in our country and give suggestions for its improvement;
on the basis of Russian and foreign experience, propose for implementation an improved list of postal and banking services;
Object of study are postal banking organizations and services as a relatively independent segment of the retail banking business
Subject of research- organizational - economic relations arising from the integration of the postal and banking business.
Theoretical basis dissertation research served as fundamental and applied scientific work leading domestic and foreign researchers on the theory of banking, banking management, innovation management.
Methodological basis dissertation research was served by systemic and institutional approaches, such principles of scientific research as the principle of objectivity, which requires a comprehensive consideration of factors and adequate research approaches; taking into account the continuous development of the elements under study and highlighting the main elements that affect the results of the study; the integrity of the approach to the study of phenomena; analysis and synthesis; modeling; abstraction and others.
Information base of the study served as legislative and regulations Russian Federation, Central Bank Russian Federation, internal organizational and financial documents of Svyaz-Bank OJSC, Federal State Unitary Enterprise Russian Post, Internet information resources, periodical press materials for the period 2004-2010, scientific and methodological literature and materials of scientific conferences.
Scientific novelty research results is to develop and theoretically substantiate the concept of creating an integrated postal banking institution and recommendations for its practical implementation. Thus, for the first time, a major national economic problem, which is of fundamental importance both for the banking sector and the entire Russian economy, has been scientifically solved. The following are defended: the most significant research results obtained personally by the author, which have scientific novelty:
The content and features of the retail banking, its value for modern economy and banking system; the definition of the retail banking business is given, which, in the author's opinion, should include, along with the provision of services to individuals, services to legal entities and private entrepreneurs, the features of which are a single technology, standardization of business processes and a method of in-line sales.
The factors influencing the development of the market of retail banking products and services are systematized and evaluated, including such as the level of economic development of the country, the level of real incomes and public confidence in the banking system, the development of technologies, as well as the level of accessibility of banking services; at the same time, the availability of banking services is positioned as a decisive condition for increasing the stability and efficiency of the banking system.
Restrictions on the availability of banking services in Russia for the population of regions and subjects of small, medium and micro businesses have been identified; substantiated proposals for the modernization of the banking system in terms of the transformation of its institutional structure and the creation of a new segment - banks of a social orientation, ensuring the formation in Russia of an institutionally differentiated public financial system; increasing accessibility financial services for the population and business entities, which should contribute to the development of the economy and the growth of the standard of living of the population;
The main problems of retail business development are identified, in particular, high level costs, the need for significant one-time investments, dependence on the level of achieved social stability, differentiation of demand by region, high level of competition in megacities; the expediency is substantiated and the prerequisites for integrating the banking business with the Russian Post, which has a wide network of post offices, is urgently needed to improve management efficiency and additional investments in the development of the technological base for the provision of services;
Based on the study of Western experience and the work of Russian economists, the principles of integration of the postal and banking business are concretized and generalized, its main elements are singled out and recommendations are given for organizing interaction between the post office and the banking institution; models of integration are identified, trends in the development of the postal banking business are determined; substantiated recommendations for choosing a model for integrating mail and banking in Russia
The characteristic and definition of postal banking services are given and their fundamental differences from traditional banking and postal operations are highlighted, based on the analysis Russian proposal postal banking services and world experience developed a product range of postal banking services for the Russian market;
A general concept for the creation of a Postal Bank in Russia has been developed, including the main stages and principles of organizing a Postal Bank, an analysis of the possibilities of applying retail strategies for its development, the basics of forming a product range and tariff policy, as well as the rationale for the proposal for the participation of the Postal Bank in the management of the funds of the Pension Fund of Russia
A methodology has been developed for the effective organization of the sale of postal banking services through a network of standardized offices, which contributes to the implementation of a strategy for increasing the availability of banking services to the population, based on the allocation of five levels (types) of postal banking offices;
Suggestions for legal regulation activities of the Postal Bank and the introduction of appropriate amendments to the current legislative acts and regulations.
Theoretical and practical significance of the dissertation research consist in the fact that the main theoretical and scientific provisions and conclusions of the dissertation are brought to the level of specific proposals that can be used in the formation of the concept of integration of the postal and banking business in Russia. The theoretical provisions of the dissertation work can be used in the educational process when conducting classes in the disciplines "Organization of the activities of a commercial bank", "Financial management".
The following provisions of the dissertation are of practical importance, in particular:
The methodology for creating a network of postal and banking branches can be used by Russian banks to improve the efficiency of retail outlets;
The developed postal banking services can be integrated into the product range of a commercial bank in order to increase its efficiency;
Recommendations for overcoming the problems that stand in the way of the development of the Russian market of postal banking services can be used government bodies to regulate this market and develop a policy aimed at its development;
The concept of creating a Postal Bank can be used at the stage of formation of such an institution;
The draft federal law on the “Post Bank of Russia” will make it possible to integrate a new banking institution into the existing legal field /
Approbation of the research results. The main provisions, conclusions and recommendations were reported, discussed and approved at the XV International Banking Congress in St. Petersburg (06/09/2006), at the VII Moscow International Banking Forum (November 26, 2006) at the XVI International Banking Congress "Banks: capitalization, stability, competitiveness "(06/08/2007), at the VIII International Strategic Forum-Exhibition "Post Troika" (07/03/2007), at the international scientific and practical symposium "Economic Policy of Modern Russia" (XIII Assembly of Young Scientists of St. Petersburg) (2010).
Thesis structure. The dissertation consists of an introduction, three chapters, a conclusion, an appendix and a list of references.
The introduction provides a rationale for the relevance of the topic, defines the subject, object, goals and objectives of the study, scientific novelty and practical significance of the work.
The first chapter "Integration of banking and postal services in the retail business system" considers the significance, features, trends and prospects for the development of retail banking, its significance for the banking system and the country's economy. This chapter gives the author's assessment of the level of accessibility of banking services in Russia and substantiates the need to increase it in order to expand the financial services market for the population and business entities, increase GDP and improve the living standards of the population. It also analyzes postal financial services as a type of retail activity, highlights the problems and prospects for their development.
In the second chapter "World experience in organizing postal banking services", the author studied various schemes for organizing interaction and models for integrating mail and banks on the basis of experience foreign countries, the analysis of strategies for the development of the postal banking business was carried out and the conclusion was made about the possibility of forming a market for postal banking services in Russia as an independent direction for the development of the retail banking business.
In the third chapter "Cooperation between mail and banks in modern conditions", the organizational and economic aspect of the interaction between mail and banks is highlighted, the advantages and disadvantages of cooperation between the Russian Post and commercial banks are analyzed, and the author's assessment of the potential for interaction between mail and banks with the Pension Fund of the Russian Federation is given.
In the fourth chapter "The concept of integration of postal and banking services in the Russian Federation" approaches to the formation of a mechanism for integrating the Post and the bank in Russia are proposed, measures and recommendations are substantiated that contribute to solving integration problems. This chapter proposes the author's methodological developments on the formation of a network of postal banking offices.
The household deposit market in the last months of 2008 and the first months of 2009 was characterized by high devaluation expectations and threats of loss of confidence in the banking system. Despite a 100% increase insurance compensation up to 700 thousand rubles depositors in certain periods either withdrew money from their accounts altogether, or transferred them to state banks, mainly in Sberbank. In order to prevent an uncontrolled outflow of deposits and attract additional funds from the population, banks that are faced with a shortage of liquidity embarked on the path of increasing interest rates. The increase in the cost of funding pushed up the rates on loan debt, which objectively contributed, on the one hand, to the contraction of the loan offer and the expansion of the circle of unscrupulous borrowers, on the other. The circumstance that the increase in rates worsened the already difficult financial situation of banks was also of significant importance. Attracting funds from the population at any cost, in conditions where the majority of them are fully insured by the state, increased the risk of dishonest behavior. Interbank competition in the market of deposits of the population increasingly acquired a non-market character. All this could not but cause justified concern of the Bank of Russia, which since August last year introduced a de facto ban on attracting household deposits at rates above 18% per annum and announced its intention to more actively apply such a mechanism as reducing refinancing limits for the most aggressive market participants. Such regulation was previously widely used by the Bank of Russia to limit the speculative activity of banks in the foreign exchange market.
Curiously, the increase in rates had virtually no effect on the structure of household deposits. The share of deposits with a term of more than 1 year remained almost unchanged - 65%, while the share of deposits from 31 days to 1 year slightly increased due to deposits with a term of up to 30 days. This gives some reason to argue that the increase in deposit rates, although it increased their attractiveness for the population, did not increase its optimism in the medium term.
More noticeable changes occurred in the currency structure of deposits. After rapidly growing currency deposits in late 2008 and early 2009, when their share jumped from 13% (as of July 1, 2008) to 33% (as of April 1, 2009), there was a trend towards a decrease in the population's preferences for organized savings in foreign currency. As of July 1, the share of foreign currency deposits fell to 30%. From this, of course, it is still too early to draw conclusions about the beginning of devaluation, but it is quite obvious that the actions of the Bank of Russia, which kept the ruble during its “soft” depreciation within the technical corridor (no higher than 41 rubles to the dual-currency basket), helped to reduce the devaluation expectations of citizens . Next, we will analyze the payment card market as an indicator of the problems of the retail banking business during the period economic instability in Russia.
Between 2001 and 2010, the average annual growth rate in the number of payment cards issued in Russia was about 50%, which cannot but impress. Compiled from: Bulletin of Banking Statistics, website www.cbr.ru As of January 1, 2009, Russian banks issued 119.2 million cards, of which 119 million were issued. (99.8%) - cards individuals, 133.3 - as of 01.06.10. Thus, we can state the fact that this element of retail suffered little from the crisis.
Speaking about the structure of the Russian market, one should note the ever-increasing presence of Visa int. and MasterCard int. Their share is more than 85.5%, while at the beginning of 2003 the shares of cards of Russian and international systems in the total volume of emission amounted to 51.7% and 48.3%, respectively. An important characteristic domestic market local payment systems is their regional orientation.
A deeper analysis of the Russian emission market shows the inefficiency of its structure in terms of the development of retail banking services. In conditions when more than 90% of cards in the country are issued within the framework of payroll projects, 10% of retail cards generate for banks an average of 30% of the commission income of the card business. At the same time, among the holders of bank cards who do not pay for their purchases, the share of holders salary cards is 77.7%. In 2010, the share of transactions for payment for goods and services in the total turnover with cards increased to 10%. Note that the payment infrastructure is concentrated (61%), as well as the acquiring business (81%), mainly in Moscow and the Moscow region (almost 45%).
In addition, in 2009 the positive growth rate of household deposits in commercial banks and the development of plastic cards issuance is superimposed by a positive forecast of inflationary expectations, see Figure 1.2.4.
It should be noted that within the framework of the CyberMoney project, FSUE Russian Post provides services for collecting Money about the population and carries out transfers of funds of individuals with their further transfer to the address of various legal entities. The service "CyberMoney" is quite technologically advanced and interesting, first of all, to banks involved in consumer lending, trade organizations, payment systems, however, not having sufficient promotion, it is not sufficiently demanded by the market.
The undoubted advantage is that CyberMoney is the only money transfer system that allows in Russia to make money transfers between legal entities and individuals.
The service "Cybermoney" also extends to near and far abroad. Ukraine, Kazakhstan, Belarus became the first foreign partners of mail. Later, agreements on the exchange of electronic money transfers were concluded with Azerbaijan, Armenia and Kyrgyzstan. With the above countries, the exchange of transfers is carried out electronically, the transfer time is about 2 days. With all other countries, postal money transfers are carried out on paper, on average, delivery and payment of transfers takes about 2 weeks.
The amount of the money transfer ranges from 10,000 rubles. up to 150,000 rubles. in connection with the internal legislation of the receiving party, but the number of transfers themselves to the same recipient is not limited.
To increase the share of the Russian postal operator in the market of international money transfers, the Russian Post approved a special program for the development of international postal money transfers. Within the framework of this program, a complete transition to the electronic exchange of international postal money orders with all countries with which there are agreements on postal and electronic money transfers (all CIS and Baltic countries), an increase in the geographic coverage of countries with which the exchange of money transfers is possible (Germany, Israel, France, UAE, USA, etc.).
Along with money transfers, within the framework of the CyberMoney project, it is planned to introduce many other relevant financial services. Thus, for banks interested in organizing a convenient system of loan repayment, there is an opportunity to expand the geography of their lending activities, offering the population to make payments on credit transactions through the offices of the Russian Post at low rates. For trading holdings that provide consumer loans to clients, Goods by Mail companies, periodic subscription publications, the use of the CyberDeny and system will provide the population with a whole range of services.
In hard-to-reach areas of the country, hybrid technologies are used (a combination of electronic and traditional means of delivery). Implementation of the technology of applying barcodes on postal order forms containing all the information about the transfer makes it possible to reduce the service time for one client.
FSUE Russian Post has also implemented a tariff-free postal transfer project for individuals making postal orders to legal entities (corporate clients). The cost of postal services for the implementation of such transfers is paid by themselves legal entities who have entered into an appropriate agreement with the Russian Post.
In January 2006, FSUE Russian Post entered into an agreement with LLC NKO Western Union DP Vostok, a subsidiary of Western Union, to provide money transfer services. and rural population Western Union services for money transfers to non-CIS countries became available.
In 2004-2005, a pilot project of the Tariff-Free Postal Transfer service was launched with a corporate client, Citibank CJSC. The service "postal transfer without tariff" for individuals who will make postal transfers to Citibank's address is provided free of charge. All data on the number and amount of received mail orders to Citibank are consolidated in the Center for Automated Operational and Technical Control of Communications (CAOTUS). At the end of the month, on the basis of the issued invoice, ZAO Citibank will have to compensate for the entire tariff.
2. The next financial service offered by the Russian Post is the possibility of repaying consumer loans at the country's post offices. Thanks to the introduction of new technical solutions(applying special barcodes to translation forms) in post offices, the procedure for servicing customers wishing to repay a loan is accelerated, however, as we have already noted above, the quality of service in post offices leaves much to be desired. The transfer fee for the repayment of a consumer loan is charged to the recipient of the transfer. There are special rates for the transfer of payments on loans, which are lower than the rates for ordinary postal orders.
As we have already noted, Russian commercial banks and the Russian Post are now taking the first joint steps towards large-scale integration in order to develop the retail market segment.
Determining the main prerequisites for cooperation between the post office and banks, it is necessary to note that during the long and difficult period of the formation of market relations in Russia, the question arose more than once why the post office in our country does not provide banking services to the population, while abroad it is very common. During the Soviet era, when social functions were strictly distributed, everything was clear: the post office provided landline services, the State Bank served enterprises, Sberbank provided services to the population. Then the market began to actively develop, first of all, monetary relations. Banking services to enterprises and emerging in large numbers commercial organizations began to provide newly created commercial banks.
At first, the Savings Bank continued to provide banking services to the population, which later more and more began to crowd out commercial banks. In general, when entering the market, banks continued to engage in financial services for their intended purpose, and mail remained with letters and parcels, which began to be sent less and less during this difficult period for the country. And even postal money orders did not save the situation: little money was sent through the mail, preferring to carry and transfer cash.
The world experience analyzed in the previous chapters shows that the Post can maintain a wide network of branches only by developing financial services based on accounts for individuals. In Russia, the share of mail in the delivery of pensions is declining, while at the same time, the demand for postal orders - they account for about 60% of all transfers within the country, the market for international transfers, including to the CIS countries, is still only 2%.
Since at present commercial banks are actively trying to find ways to increase the volume of banking services provided to the population, as we have already noted, they need to create a wide network of distribution points for these services - branches, representative offices, additional offices. At the same time, commercial banks are aware of the objective need to enter the regional markets. In large cities such as Moscow and St. Petersburg, the concentration of financial services is high, which increases competition. At the same time, the development and offer of a new product to bank customers gives the latter only a short-term advantage, since today technologies and business processes can be easily copied by competitors. Thus, today the basis of competition is the conditions for the provision of banking products and the size of the network of points of sale.
At the same time, the profitability of the banking business is significantly lower compared to the industrial sectors of the Russian economy. Banks are interested in increasing the number of customers in order to reduce fixed costs in order to achieve cost savings. In this regard, the entry of banks into regional markets through post offices and the offer of banking services can be a way to increase the profitability of banks.
One of the popular, used today by most commercial banks, ways to distribute services is to move service points outside bank office. "Bank window" with a loan offer today can be found in almost every car dealership or home appliance store. In mini-offices located in large shopping malls, banks provide the most common services: issue credit cards, accept money transfers, carry out operations on deposits, currency exchange.
Terminals for accepting payments by bank carts and ATMs have become familiar attributes of city life. The Internet has opened the possibility of remote access to banking services. And, finally, mobile-banking technologies have expanded the possibilities of financial management. Unfortunately, all of the above options can be implemented only in large cities where there is an appropriate infrastructure for this and where, in fact, the problem of access to banking services is not so acute.
At the same time, commercial banks have long been faced with the fact that regional expansion is sometimes more expensive than the profit received from newly opened offices. Opening a branch and branches in small towns is "not within the power" of most commercial banks due to significant costs and low profitability. Regardless of the form of ownership, banks are aimed at making a profit, and it is unprofitable for them to work in economically depressed regions. Last but not least, it is unprofitable because, with lower turnover, bank branches in these regions are subject to the same high requirements for equipment and security as in a big city.
According to various estimates, opening an additional office today costs from $100,000 to $500,000, and a branch - from $500,000. up to 1 million dollars. The price of real estate today is growing not only in Moscow - now it is very difficult to find a suitable office at an affordable price in any large city, not to mention regional centers. Only large, well-capitalized banks can afford to expand their branch network in the country's regions without problems. Other commercial banks prefer to open their branches in Moscow, Sanki-Petersburg, where banking services are much more in demand. This is precisely one of the reasons why in some regions there are sometimes only two or three banks, competition between which practically does not exist, and, consequently, the cost of their services for customers remains high, and the level of service is often quite low.
So, the Russian Post is the largest retail network covering all regions of the country, including remote ones, where the offers of banks are either extremely limited or completely absent. The density of location of post offices and the factor of public confidence in them are an advantage that allows using mail as a unique channel for promoting the banking business.
At present, “the total coverage of post offices in Russia providing postal banking services is about 14% and is carried out in six thousand post offices, with a potential infrastructure of forty thousand points of sale” ... The total capacity of the postal banking market in Russia in terms of attracted resources exceeds 161 billion rubles, which is equivalent to 6% national market banking services".
Using the potential of the postal network will ensure the availability of obtaining and repaying bank loans, the possibility of placing bank deposits, receipt and transfer of cash, payment for services by bank cards And so on.
There are three potential scenarios for the further development of the postal banking business: - formation of a market as a result of the activation of competitive access mechanisms; - transformation of the sectoral bank and the formation of conditions for its dominance; - preservation of several operators with differentiation of business conditions depending on a number of factors, including the degree of affiliation to the post. By decision of the Council of Vnesheconombank, which approved the development strategy of Sviaz-bank, which contains the task of full-scale integration with the Russian Post, the postal banking business in Russia begins its development from creation of a specialized postal bank. It should be noted that the branch network of Sviaz-Bank is quite wide and covers mainly remote regions of Russia. (See Appendix 2) At the same time, it must be remembered that in Russian practice at the post office in today's conditions: - the variety of banking services is rather limited; - there is a great difference in the capabilities and needs of customers of a traditional commercial bank and a postal bank; - in the development of postal banking services, emphasis is placed on working with consumers in the periphery. The potential infrastructure of points of sale for postal banking services (the postal network itself) is quite heterogeneous from an economic point of view. Due to a number of social and territorial factors, only a part of post offices are able to sell a large volume of sales of banking services. Does this mean that the postal banking business should be concentrated only in the most profitable segment? A differentiated approach to the distribution of postal banking services is expedient only if the bank makes direct investments in each point of sale. When using money transfer technology, this approach is not justified. In this case, gross sales and network coverage are prioritized. In contrast to classical banking, the specificity of postal banking services is that the share of operating costs in their prime cost prevails, and the share of functional (non-operating) costs is minimal. Standardization of the cost mechanism does not meet the interests of regional postal structures and can only become possible after the completion of the reform of the postal industry and its real centralization. financial policy. , It is obvious that the creation of a single postal banking institution removes this problem, however, questions of a compensatory nature remain in relation to the problem of using a wide network of post offices passing to the postal bank, by others commercial banks. Thus, the priorities of the strategic development of the postal banking business should be: - active territorial expansion; - mass sales; - complementarity of postal banking and traditional services; - maintaining competitive advantages in the long term. In turn, the criteria for the systemic expansion of the postal banking business should include: - orientation towards undeveloped markets for banking services; - affordability and standardization of services; - low specific investment per point of sale; - universality and adaptability of technologies. In conclusion, the analysis of cooperation between commercial banks and post in Russia, we can conclude that the current level of development of the domestic postal banking business can be characterized as an active phase of its formation. The study revealed several key principles for the functioning of the postal banking business. 1. In domestic conditions, it is necessary to carry out the development of an elementary range of postal banking services, and the development of approaches to the introduction of foreign practice of full-featured services. 2. The retail basis of the postal banking business should be the “home” clientele of a typical post office, indifferent to the parameters of the financial infrastructure. 3. The domestic postal and banking business can be most in demand and effective mainly in the periphery, outside of large cities.
Obviously, a wide network of regional offices is a clear competitive advantage postal banking business, which may cause opposition from large retail banks with a developed branch network. The main consumers of postal bank services should be clients of a typical post office, who are not sensitive to the parameters of the financial infrastructure due to socio-economic and territorial factors.
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29.05.2007 11:30 7538
To lead a bank owned by communications workers, the career path does not have to lie through St. Petersburg, Gennady MESCHERYAKOV, president of Sviaz-bank, assures. Although in his case it was exactly like this: a native of Moscow in the mid-1990s headed the St. Petersburg practice of the international audit company Arthur Andersen and defended his Ph.D. thesis at the St. Petersburg Institute of Finance and Economics. One of the most valuable assets brought from the banks of the Neva, MESCHERYAKOV calls "the experience gained from the teacher" - the owner of the International Bank of St. Petersburg, Sergei BAZHANOV, with whom he worked in the early 2000s. a year ago, MESCHERYAKOV described it as “appearing once every 100 years,” the capital’s connections have already helped - he keeps secret who exactly invited him.
During the three years that the financier heads Sviaz-Bank, his assets have grown from 3 billion to 80 billion rubles, and the share of telecom operators has almost halved to 50%. In an interview with Vedomosti, Meshcheryakov calls the long-standing project of industry lobbyists to create a universal bank based on Russian Post irrelevant - apparently because he, in fact, has already occupied this niche himself.
- How did you end up at the head of Sviaz-Bank?
There was a tempting offer. Firstly, I followed a certain three-year development strategy for the bank, which, by the way, was completed in two years. Secondly, it was interesting for me to come to Moscow from St. Petersburg and try my hand here.
What was done? When you were appointed, you spoke about a unique chance to lead a bank that would enter the top 30 within a year.
The bank entered the top thirty largest in the second half of last year. But most importantly, a team has been created that has already proven its worth and retained its potential. We started with assets of just over 3 billion rubles. [in 2004], by the end of last year net assets were about 56 billion rubles, and now they are already more than 80 billion rubles. We have reached a new technological level, introduced virtually all the main new modules of the automated banking system, and created a powerful processing company. And we updated the image of the bank both by promoting services in the regions and in the capital market.
At the next stage, one of the priorities will be the development of the retail business. For almost half a year, the strategy was developed together with consultants. It is designed for three years, according to the results of which we want to enter the top ten universal banks with highly developed retail. According to our estimates, confirmed by consultants, the bank's assets will exceed RUB 100 bn by the end of this year. This requires additional capital growth. Towards the end of last year, an additional issue of shares took place, apparently, another one will soon follow.
- Due to what assets grow in the first place - do you borrow a lot?
We use all sources. We have carried out syndication, we are developing a promissory note program, and we have implemented a bond loan. They began to work more actively to attract funds from the population. We have a strong interbank block, after receiving an international rating, the limits on the bank were increased. The universal bank strategy has paid off. Today, we have less than 50% of the resources in the bank attracted from the communications industry, although a few years ago this share was almost twice as high. Also, now no more than 35% of assets are associated with the telecommunications industry. Still, this is quite a lot, so our benchmark is 25%.
- What corporate clients outside the communications industry do you work with?
We serve construction, food, oil industries economy. Recently, we have been actively working with the aircraft industry - the plant. Tupolev, "Aviastar". A number of structures of "Rosoboronexport" we have a comprehensive service.
"There is no need to rush to sell the bank"
- How do you plan to replenish capital?
This year, taking into account the results of the first quarter, the capital should be at least 10-12 billion rubles, while today it is 6 billion rubles. Discussions are currently underway with shareholders on the timing and amount of the share issue. It is possible to attract subordinated loans. I hope that profits will grow just as significantly.
- It turns out that the increase in capital will occur at the expense of existing shareholders?
This year, yes.
- They do not plan to expand the number of partners?
As far as I know, this year the capital will be increased by the former shareholders. In the future, perhaps, questions of attracting strategic investors will be raised, but so far this topic has not been discussed.
- The main shareholders poured in money and continue to pour in. When and what return do they expect?
Today there is no question of selling the bank. All the programs I'm talking about are designed for capitalization. Therefore, there is no need to rush to sell the bank.
- Are there many offers for sale now?
Many, very many.
- Aren't you afraid that one fine day the shareholders will say that they are selling the bank?
I have nothing to fear here. I resolve issues defined by my contract. And there are issues that shareholders decide.
Does the strategy not provide that such a good management team can become co-owners in the future?
We are discussing with the board of directors the launch of an options program. But a possible share - say, 5% - will not allow dictating anything.
"A real post office with a full range of banking services"
Now a significant share of the bank's business is tied to the communications industry, while at the same time there is talk from time to time about a possible upcoming privatization of Svyazinvest. How will the fact of privatization affect the bank?
- "Svyazinvest", "Post of Russia" and other communication companies today are, of course, strategic partners for us. But in the normal, market understanding of this partnership. We have been adjusting our banking technologies for this industry for 15 years. And we provide companies with what many banks just can't do it right now.
- Are the new shareholders of the bank that have appeared under you in any way connected with RTK-Leasing?
You need to try hard to somehow connect them with RTK-Leasing. It has long been known what kind of people stand behind the Borodino group of companies (Tigran Nersisyan and Viktor Lapkin. - Vedomosti). There are no secrets about the owners of Sibirsky agricultural holding, "Sakho" (the main owner is Pavel Skurikhin. - "Vedomosti") Both of these companies have been served by the bank for a long time, they have gone a certain way with it.
- That is, it turns out that the bank's management brought the shareholders?
Management played a bridging role.
- Are there any changes in the composition of shareholders and the board of directors?
A radical change in the ownership structure should not be expected, but updates to the board after the appearance of new shareholders and an increase in their shares should happen.
Although "RTK-Leasing" is the leading leasing company in Russia, to independently finance the dynamic development of such big bank it's difficult for her. Today, our authorized capital has already reached 5 billion rubles. In order to significantly increase it, the leasing company must become an investment company, and this is not included in its plans. But all shareholders have an understanding that the increase in the capital of the bank is the most important factor in the future development of the bank.
- This year, the main shareholder can reduce the share below the control?
I think yes.
You announced the development of retail. But until recently, as you could read on the bank's website, almost the only type of consumer loan you had was financing the purchase of yachts.
This is a three year old story. We made this product exclusive for one of our clients. But, by the way, it turned out to be quite effective in terms of profitability and risk control.
- What other retail products are you interested in?
Today we are quite active in the consumer credit market. This is where industry specifics matter. Today, more than 400,000 people work at the post office, and more than 350,000 people work at Svyazinvest. There are also members of their families. In total, we have a large base - more than 1 million people - with which we need to intensify work.
- Why is there no Svyaz-Bank consultant or bank ATM in every post office?
We do not have such a goal. Today, in terms of costs, no bank can afford it - to hire more than 40,000 people at once. We intend to start with the simplest. According to the most conservative estimates, by the end of this year, our bank alone can attract about 1.5 billion rubles through the network of post offices. into deposits. Moreover, together with the Russian Post, a program is being implemented to make banking services accessible to the population. So that a person can go to the post office - and more and more of them work 24 hours a day - and calmly get access to basic banking services, for example, withdraw money using a plastic card And very soon - not only to withdraw, but also to replenish the account with this card.
This service is also interesting from the point of view of the future development of pension programs. After all, people who are used to getting paid according to plastic cards, retiring, will not give up this advantage. If the post office does not provide pensioners with a normal service for receiving pensions through a card in the very near future, then the post office will lose this market.
- Is mail a sales channel for you?
We have different options for cooperation with post offices. The main thing is that we are jointly creating such a unique product as a real post office with a full range of banking services. For us, of course, this is the sale of the product. For mail, this is an additional commission. In general, this solves the problem of accessibility of banking services to the population of the country.
"The train left already in the mid-1990s"
- Is it possible to sell loans through the mail?
I think it's quite real. You can start at least with the collection of applications. But here it is very important that the scoring system be clearly worked out, the deadlines must be met, taking into account the specifics of the region and locality. Credit is a risky product. And here it is very difficult to communicate through an agent.
Will the bank's branch network development strategy be based solely on the Russian Post offices?
No, not only, we already have a network of our own branches in 36 regions. It takes time to understand the correctness of the chosen strategy. If the pilot projects are successful, then we will probably decide to accelerate development through the postal network. If we see that everything is not going as fast as we would like, we will focus on the development of our own additional offices. But we are also interested in their creation, including on the basis of post offices, because the location of post offices is quite favorable for the population.
- No plans to become Post-bank?
In my opinion, the train left already in the mid-1990s, when it could still be done. Not anymore.
- In terms of money transfers, do you have to compete with your partner - Russian Post?
There is nothing wrong with that. However, if we are located at the post offices, of course, offer a service such as remittance we never will. But in a team with Elena Shirinskaya and Igor Klyuchnikov (Vice-Presidents of Svyaz-Bank, well-known specialists in correspondent relations in the banking market. - Vedomosti) the bank cannot afford not to develop a direction that brings a stable commission income. We cannot afford the Blizko system. We actually created last year.And we expect 5% of the market for transfers in the CIS.I, as the head of the bank, cannot afford to refuse $10-20 million a year in commission income that we can receive.
- What plans can not refuse yet?
Today, in a number of regions, the bank is implementing projects to introduce a social card, which should help improve the efficiency of payments of both social benefits and pensions. Through the Diversified Processing Company - a subsidiary of the bank - we participate in projects for the installation of payment kiosks. The payment kiosk allows you to pay utility bills, mobile communications, and repay a loan. The service is in demand today, and the bank is implementing these projects with the Russian Post, Svyazinvest and other companies that are interested in optimizing the process of collecting payments from the public. We are actively working on a number of projects in Internet and mobile banking.
- Are the post and telecom operators also the main clients for investment banking services?
Debut placements were not easy, but in 2006 we entered the 15 largest organizing banks. And by the end of this year, they aim to enter the top ten. While 60-70% of participation in placements will not be associated with the communications industry.
In addition, for large organizations with a branched structure, we have a number of unique products, such as the "Customer Clearing Center". This product allows them to effectively manage their current liquidity based on information received from the bank. This system has already been installed, in particular, in a number of mail branches, which allows the treasury of this structure to optimize cash flows in real time, reduce the cost of cash collection, earn additional interest on the placement of free balances. The system also greatly facilitates document flow and information exchange between Russian Post and pension fund on pension payments.
- Doesn't the arrival of foreigners with cheaper resources and those ready for aggressive purchases bother you?
The process has been activated recent years three, but the fundamental changes are not so great. For a client, paying 10% or 8% is not the No. 1 issue when obtaining a loan; nevertheless, the issue of promptness of decision-making, the level of service, Additional services. If it had not been possible to defend the ban on WTO accession foreign banks opening branches here would be really difficult.
- What is the role of Russian market do you take foreigners?
I do not think that foreigners will control more than 30% of banking assets in the next five years.
ABOUT COMPANY
Sviaz-Bank was founded in 1991. The largest shareholders are the RTK-Leasing group (50% of the shares), the Borodino group (39.5%), the Khimtek company (8%). According to Interfax-CEA as of April 1, 2007, the assets of Sviaz-Bank amounted to 64.1 billion rubles (31st place among Russian banks), capital - 5.1 billion rubles (49th), the volume of attracted deposits - 3.2 billion rub (97th). Net profit according to the results of 2006 - 503 million rubles.
BIOGRAPHY
Gennady Yurievich Meshcheryakov was born on February 26, 1971 in Moscow. In 1993 he graduated from the Financial Academy under the Government of the Russian Federation. Candidate of Economic Sciences. In 1993-2002 worked in the audit company Arthur Andersen, specialized in the audit of financial market organizations (last position - partner, head of the financial markets department). In May - October 2002 - Deputy Chairman of the Board of Gazprombank, supervised the financial unit. In October 2002 - March 2004 - Vice President - Financial Director of the International Bank of St. Petersburg. Since April 2004 - President - Chairman of the Board of Svyaz-Bank.
Rustam SAIDMURSALOV, Vasily KUDINOV
The ex-head of Sviaz-Bank Gennady Meshcheryakov got into an ugly story. On the eve of the revocation of the license from PV-Bank, 38 million rubles were withdrawn from it - under the guise of issuing bonuses to employees. Meshcheryakov was among those who received the largest payments (3.35 million rubles). The bank's chairman Konstantin Saprykin was awarded 4.1 million, deputy chairman Larisa Samoilyuchenko earned more than 1 million. Izvestia was told about this at the Deposit Insurance Agency (DIA).
In this regard, the agency sent a statement to the Ministry of Internal Affairs regarding the theft of funds from the PV-bank (part 4 of article 160 of the Criminal Code “Assignment or embezzlement”). The maximum possible punishment is imprisonment for up to 10 years with a fine of up to 1 million rubles.
Prior to the revocation of the license (April 13, 2012), PV-Bank was the largest credit institution in the Ulyanovsk Region. In the 1990s, it was a subsidiary of Vneshtorgbank.
Equal stakes in PV-bank - 15.95% each - were owned by the ex-president of Svyaz-bank Gennady Meshcheryakov, the former chairman of the board of directors of the Interregional Investment Bank, deprived of a license in 2009, Mikhail Surkov (formerly head of the Accounts Chamber), as well as Igor Kruglyakov, who was a member of the IIB Board of Directors. Other shareholders of the bank (also owned 15.9% each) included Shamil Idrisov, head of the Ulyanovsk Region government office, Mikhail Mostovoy, general director of the Iskra company, and Andrey Sevagin, director of the Ekko-Ros company. The remaining shares were owned by small shareholders.
In 2012, PV-Bank faced a massive outflow of deposits and was unable to fulfill its obligations. Therefore, the Central Bank was forced to revoke the credit institution's license. On June 6, 2012, by decision of the Arbitration Court of the Ulyanovsk Region, the bank was declared bankrupt.
But on the eve of the revocation of the license from PV-Bank, on April 12, 2012, the employees of the credit institution were awarded bonuses in the amount of the same 38 million rubles (based on the minutes of the meeting of the board of directors of the bank and the order of the acting Chairman of the Board of the credit institution Konstantin Saprykin).
Currently, a pre-investigation check is being carried out on the application of the DIA. In addition, the agency filed claims with the Arbitration Court of the Ulyanovsk region to declare the payment of bonuses to Saprykin, Meshcheryakov and Samoilyuchenko invalid. The first two claims were satisfied by the court, consideration of the third one was postponed.
Of the three possible defendants in the criminal case, the most famous is Gennady Meshcheryakov, who from 2004 to 2008 was the president of Svyaz-Bank. During the crisis of 2008, this credit institution was on the verge of bankruptcy and was taken over by VEB for reorganization. Then Meshcheryakov managed to avoid reputational losses. The financial recovery process was completed in 2011. It was not possible to contact Gennady Meshcheryakov.
The transactions in question are 100% voidable on the basis of Art. 61.2 of the bankruptcy law - “Suspicious transactions”, that is, committed with the intent to cause harm property rights creditors, in connection with which their challenge by the DIA in the framework of the bankruptcy case of PV-bank - in the Arbitration Court of the Ulyanovsk Region - is completely natural, - says Svetlana Tarnopolskaya, a lawyer for Yukov and Partners.
According to her, if the deal is declared invalid, the DIA will be able to recover the money received in the form of bonuses from former executives.
To what extent will this be possible in practice?
If the defendants do not have either this money or property, a real replenishment of the bankruptcy estate will be impossible, - Tarnopolskaya notes.
But landing with a high degree of probability can be. As Tarnopolskaya emphasized, the likelihood of initiating a criminal case is high, since the funds were withdrawn the day before the license was revoked by the Central Bank.
Ksenia Gagaeva, a lawyer for the Moscow office of AstapovLawyers, agrees with her colleague. She believes that the violation of the rights of creditors can be judged by the one-time action to pay the premium and its size.
But Akhmat Glashev, adviser to the criminal law practice of the Egorov Puginsky Afanasiev & Partners Law Office, is not sure about the prospects of the criminal case.
It is premature to talk about the possibility of initiating a criminal case. According to articles 129, 135, 191 of the Labor Code, the bonus is a way to encourage employees, and its payment does not depend on the presence or absence of losses by the organization, debts on taxes and fees, on payment wages personnel, excess of accounts payable over accounts receivable, compliance or non-compliance with banking legislation.
Therefore, in itself, the payment of large bonuses to individual bank employees does not have a criminal background.
However, under certain circumstances, the question of the real purpose of such payments - the suspicion of the transaction, causing damage to the credit institution - may well be raised. We are talking about cases where the purposes of such payments were other than incentives for work. Theoretically, such actions can be challenged, Glashev says.
A similar story happened a couple of years ago with the Nash Bank credit organization, recalls Elvira Gadelshina, a lawyer at Khrenov and Partners. The day before the license was revoked, the bank paid bonuses to some employees under a new staffing, which increased the monthly payroll by 7.4 times.
The reaction of the DIA was an appeal to the UBEP, - says Elvira Gadelshina. - According to available information, it was not possible to initiate criminal prosecution against the management of Our Bank.
As the lawyer notes, it is very difficult to prove that the bank's management tried to withdraw assets, and did not really try to encourage employees.
Yury Fedorov, partner at Olevinsky, Buyukyan & Partners, believes that a more serious punishment for bankers could be disqualification followed by inability to hold leadership positions for a certain period of time.
The capital of PV-bank as of March 1, 2012 was 670.5 million rubles. The capital adequacy ratio reached 11.38%, while its minimum value set by the Central Bank was 10%. Loan portfolio by March 1, it reached 3.9 billion rubles, the volume of deposits of individuals - 1.4 billion. The net loss as of March 1 was equal to 2 million rubles, while as of February 1, the bank showed a profit of 29.8 million rubles. For two months of 2012, the outflow of deposits from citizens amounted to 268 million rubles, as a result of which their volume decreased by 16%. As of March 1, assets amounted to 5.5 billion rubles.
Before the license was revoked, PV-Bank was accompanied by scandals: the ex-owner of the bank, former Senator of the Federation Council from the Republic of Kalmykia, Igor Provkin, was tried in 2010 for raping two girls. In April 2011, the bank suspended the opening of new and replenishment of existing deposits. The Zamoskvoretsky court of the capital sentenced Provkin to 3.5 years in prison, but then considered it possible to replace it with a four-year suspended sentence, since the accused fully admitted his guilt and repented.
