Deputy Chairman of Sberbank — on the meaning of optimization of the regional structure
Photo: press service of JSC “Sberbank”
Today, Sberbank announced that in the framework of optimization of regional structure of the number of regional banks reduced from 14 to 12: the Northern and Western-Ural banks of the savings Bank will cease to exist.
About why the largest Bank of Russia needed to reduce the number of subsidiaries in the regions, whether to continue this process and how such changes affect its clients and employees, in an exclusive interview with “Izvestia” said the Deputy Chairman of Sberbank Oleg Ganeev.
— How to fit the enlargement of the structural units of the Bank by reducing the number of regional banks to Sberbank’s development Strategy until 2018, as well as its longer term development plans?
— The question is logical, the consolidation strategy does not. The fact that the service and business models are constantly changing, they are not ossified. This, in essence, is the art of effective management of any organization, not just banking. Once the number of regional banks was almost equal to the number of subjects of the Federation. That was logical at a certain stage of development, but now it is clear that the real need for banking services in different subjects may differ, as well as the population or, say, the level of economic activity.
— That is, the closure of the North and West of the Ural territorial banks due to insufficient demand for banking services in these regions?
In the context of this question, I would say still not about closure, but about the ongoing changes. After all, the offices of Sberbank in these areas worked and will work. Just organizationally we perevodchikam other territorial banks of the North-Western, Central Russian and Volga-Vyatka. And the demand for banking services is not exactly declining. The reason for our decision in the other. Now, if I may say so, we are at a new stage of evolution. In recent years we have seen major technological breakthrough in the banking industry. At the household level, there is an active implementation of e-banking systems — for example, Internet banking, mobile applications, ubiquitous plastic cards. It really is just the tip of the iceberg. The underlying processes associated with the technology decision-making within organizations, the alignment of managerial and business processes in companies.
One of the main trends — a significant portion of the mass of the standard operations of banks centralized. More efficient management within the specialized functional units of Central subordination (PCP). The savings Bank is a commercial Bank, it needs to remain competitive, quality service to customers and bring profits to the shareholders. For this we need to be flexible and mobile. So, you want to bring the business model into line with the demands of the market. That is, if you used one of the criteria need to have a separate broad regional infrastructure could be a number of corporate clients in the region, now, when everywhere use the Internet banking, this factor has largely lost its meaning. This is exactly what is happening now: changing the model, decrease management costs, increase the speed of decision-making.
— What changes for customers?
— For the Bank’s customers nothing will change: all points of service, product range, all of our services, the number of business units — all preserved for all categories and groups of customers. Will remain the same managers that served them, the same experts. All will continue for clients that only quality service will constantly improve.
On the basis of what criteria were taken or will be taken to reform the regional banks?
— Structural changes for us — not an end in itself. We all come to a decision carefully and extremely carefully: studied the demand of customers and the most effective services in the various sales channels, evaluating the risk factors.
We have regional banks, the scope of which covers 9-10 regions, there are those who serve 2-3 in the region. But we look at the actual number of customers at each regional Bank, the specifics of these customers, the demand of certain products of the Bank, the transport component. And, consequently, on the necessity of concentrating in a specific region of the necessary number of specialists with specific skills. If the preconditions for more effective work, we have to react actively. Also important is the comparability of the volumes business, economies of scale and strategic capacity of territories.
I am sure that the territorial component will be to develop and to evolve, for example due to the opening of PCP — divisions of the Central submission. For example, when centralization is possible to focus the entire analysis of credit risks in the region. Why do it in Moscow, where office rent and staff costs higher?!
But if you reduce management levels, and employees are released? You are going to employ them including in generated in the regions of the divisions, as you say, under the Central government. Enough of their skill level, are there training programs?
— The question in point. Of course, we understand that not all employees when the change of the functional units can quickly retrain. For this Bank there are programs of training, retraining staff.
However, today in Russia there is a shortage of professionals — at least the level that meets the requirements of the savings Bank. Sometimes there is serious competition for individual professionals, between units within the Bank. In addition, the Bank has a special support program, allowing specialists to comfortably move on to new positions in other regions.
In this case, implementing a complex of measures in the following areas: employment within the region to other units, relocation in the system of Sberbank, the transition to the newly opened one.
And I hope that the vast majority of staff will remain to work in the Sberbank Group.