June 12, 2013 at 9:00
NUR.KZ
In the continuation of the conversation, Chairman of the Board of JSC "Nurbank" Oreynbaev Kantor Bekaralovich spoke about the bank's development plans, management challenges, and an unexpected career.
Kantor Bekaralovich, could you share your vision for the strategic development of "Nurbank"? Should clients expect any innovations?
Since the arrival of a new shareholder in 2010, the bank has been assessing its state, opportunities, and portfolio quality, streamlining business processes. Provisions were created — we are one of the most provisioned banks. We disposed of bad loans. There have been two stages of transfer — selling problematic loans to collection agencies. But now is a different time, a time for active growth. We will become more aggressive in our operations. This is a historical moment — we are ready for it. The most noticeable change for clients will be the development of retail business. "Nurbank" has traditionally been corporate, and retail was not given due attention. Last year, our retail portfolio was about 13%. Now we are actively moving into retail. We have already increased our retail portfolio and plan to reach 28% by the end of the year. Our pilot project — we launched our points for issuing consumer loans in the "Sulpak" network. This is our first project, but we will not stop there. We will move into other retail chains that sell white goods, furniture stores, and auto loans. We will also develop the card business. But the flagship will be consumer loans. We will have a wide presence in retail outlets.
In your high and responsible position as Chairman of the Board, can you tell us about the strengths, benefits, and challenges of management at this level? What is your management and work style?
It seems that Stalin said, "Personnel decide everything." I believe everything starts with a team. But these days, you can say it's not just about the team, but also technology. To paraphrase, "In the modern world, everything is determined by advanced technologies and a strong team." A strong team, because having strong personnel is just half the job. They need to be united into a cohesive team with a common idea. Just a team of stars alone solves nothing. It's not a day's work, not even a year's work. This is something you need to keep working on. And I hope I can achieve this in "Nurbank." I believe one must love their work. If they love their work, they can bring more value than any certified specialist. But if someone treats work coldly, comes to it out of obligation, the output from such a person will be little. You can't buy enthusiasm. Achieving that working atmosphere, where everyone seeks to create and sees they can make a difference, is the big challenge I face. I have to find people focused on results and give them the opportunity to realize their ideas. So they feel comfortable and valued in this team.
So they feel their work is in demand and important...
Regarding the work style, I see my main role in this. A company leader can't handle specific products. Essentially, they steer things by others' hands. And, the role of technology is hard to overestimate nowadays. Especially in a competitive environment, and banking is one of the most competitive.
How convenient will your services be for clients, for example, instant payments?
This also depends on technology. The bank needs to process all this, and as the number of operations rises, so does the load on equipment. We're moving into retail — this means the number of our operations will increase manifold. I think any bank, if their operations increase manifold, may find their system stalled. That's why we're working on and preparing for this. Another important point is the Internet. Many people now prefer to work online, and this number will only grow. We accept this challenge and are organizing client service in cyberspace. Regarding management challenges, I think it's no harder than in any other organization. The key is for a person to be in the right place. It's harder to work above or below one's competence. It would probably be difficult for me to work as a President of a country or as a plumber, as these roles fall outside my knowledge and skills. In this position (Chairman of the Board — ed.), I feel comfortable. I enjoy my work. It's nice to be in demand. Honestly, when I started in 1993, I didn't dare dream I'd become a bank chairman. I thought the maximum I could hope for as a workhorse was reaching deputy level. That was it. I believed you needed influential relatives for that, but I never had any.
Did you aim higher over time?
Yes. It's nice to have the opportunity to realize oneself and be useful.
Should we expect a rebranding of "Nurbank"?
I understand your expectations; shareholders and management have changed. People are right to expect a rebranding. We've thought about it. Weighing the pros and cons, potential expenses... we've concluded — no. So, we don't plan such a rebranding in the near future. Of course, we will be more active in advertising but using the old brand.
If you can change clients' perceptions with the old brand, perhaps it is a more commendable achievement than taking the easy route and starting from scratch with a new "badge"...
Rebranding is a big question. Are the costs justified? From forms and other materials — everything changes across the country. I think success relies more on how a product is sold, how good it is. If we improve the content, clients will appreciate it.
You can read the first part of the exclusive interview with the Chairman of the Board of JSC "Nurbank" Oreynbaev Kantor Bekaralovich here.
Alibek Tuleuov
"Finance NUR.KZ"