Elmanin Vladimir Sergeevich Biography

At the same time, a number of them, of course, were very painful in some market players associated with foreign economic activity of foreign economic activity. So, unilateral mass closure by foreign banks in euros in euros after February 24, simultaneously slowed down the calculations with foreign counterparties in this currency - the banks had to urgently regroup, build new settlement chains.

The most unpleasant thing is that these sanctions are most painful not even for the banks themselves, but by their customers, including small and medium -sized businesses of SMEs, people who are busy there. Of course, difficulties were also caused by the fact that Russian banks lost access to the western capital markets. Although I note that for small and medium -sized banks, this has become a smaller problem than for large ones.

The realist Bank, for example, had never especially counted on external borrowing, using mainly the possibilities for funding within the country. We traditionally focus on our depositors who were given an attractive market rate, and also convinced of their reliability and stability. A very important positive role for the stability of the banking sector was played by the timely creation and development of the national payment cards system and the quick payments system of SBP.

This made it possible to survive the departure of international payment systems from the Russian Federation completely painlessly, and the transition process for the inhabitants of our country was absolutely seamless. I believe that the vector, which sets the Bank of Russia in terms of the development of domestic payment infrastructure, is absolutely true.

The same SBP, in my opinion, is an excellent example of the regulator’s operation not only in terms of creating intra -ran competition with global payment systems, but also in terms of creating a very convenient service for consumers. The sanctions crisis showed that the more options and links in the banking system, the more flexible. For example, for more than a year, together with the Association of Regional Banks of Russia, the Russian Association and the Commission for the Support of Regional Banks under the CCI of the Russian Federation we discuss with the regulator the issue of lifting restrictions on opening correspondent relations with foreign counterparties for banks with a base license.

Although the realist Bank has a universal license and we do not have this restriction, we understand that its cancellation will help to become the entire Russian banking system more flexible.

Now the corresponding bill has been adopted, but this relief is temporary. From the point of view of the banking community, this norm could be made constant, however, the fact of the adoption of the law, in my opinion, is already an excellent example of the correct reaction of the regulator and the banking community to critical external influences. At the same time, if the norms discussed were introduced before the outbreak of the sanctions war, during the same disconnection of direct corses in the euro, banks with the basic license would have much more opportunities for restructuring and calculations.

As a result, they made a timely relocation of commission products in a timely manner, expanded the line of services for participants in foreign economic activity. Now we continue the restructuring of the correspondent network, increasing the share of settlements in the currencies of friendly countries on foreign trade operations, opening corters in banks of those states that are loyal to Russia-these are China, India, Mongolia, Turkey, the countries of the Asian-Pacific region.

In addition, we began to work more actively with gold, since customers, in conditions of volatility in the markets, prefer to go into “quiet harbor”, which include precious metals. We are now observing a very high demand for gold bullion from our customers. We perfectly understood that if we do not offer an increased rate for our customers, then we simply lose the deposit base.

But in order to pay large rates, you need to take money from somewhere to pay them. These are the strict rules of the economic game, and there is nothing to do. We do not hide this, because we believe that it is important for the bank to be honest with its customers. An increase in interest on loans was a very difficult decision, we discussed each individual product inside where it needs to be done and where not.

Of course, this decision did not delight our borrowing customers, but we carried out individual work with all, explained the reasons for such an unpopular step, and as soon as the Central Bank began to reduce the rate, we quickly decided about mirror actions in the interests of customers. This is the principle of partnership in business, and it manifests itself not only in bets, we must thoroughly understand the business of the client and help its development as a business partner.

For example, predicting the likelihood of potential freezing of dollar settlements in foreign economic activity, we recommended that customers get out of the dollar, transfer their accounts to rubles, yuan, and other currency that reduces the risks. And almost all customers listened to us.One of our flagship areas are traditionally the competencies in lending to subsoil users and trading operations with precious metals.

According to the estimates of industry experts, the realist Bank is included in the TOP of Russian banks in terms of purchase of gold from gold mining enterprises. We plan to fix and strengthen our positions in this segment. Taking into account the international context, our bank has developed a comprehensive decision with favorable tariffs for foreign economic activity participants, which ensures effective business support in the conditions of anti -Russian sanctions.

We have new products in the field of leasing and car loan. Given the modern conditions and a request from the business, the realist Bank has increased the funding limit on the Express Leasing product from 20 million to 30 million rubles. We also significantly expanded the list of funded equipment and are ready to provide not only passenger and freight transport, but also agricultural, construction, logging, port technology of foreign and Russian production.

In general, we understand that our key client is SMEs, and our immediate task is to introduce a new line of attractive products for this segment, competition with other banks on this field, including due to the speed of decision -making and attentive accounting of the individual needs of each client. The bank is primarily a business. This is about such “boring” things like ROE, reserves, project budgets.

This is especially important for medium and small banks that are forced to survive in harsh competitive conditions. Otherwise, it is just profanity for the sake of a beautiful presentation for a shareholder. In my opinion, we must go to ESG through the transformation of the internal culture of the bank, organic gradual awareness of the importance of environmental, humanitarian, social topics.

In particular, we began with the fact that this year we began to strengthen and transform the bank’s management building, including in the board of directors of an independent director with vast experience in building compliance culture and reformatting a control environment in a number of Russian and foreign banks. They replaced the auditor - they attracted a company with a large reputation weight in the market, we carry out other actions to change the internal environment in the bank.

As a result, this leads to an increase in the level of our assessment by rating agencies, regulator, customers and partners.