The functionality of a bank branch manager is very extensive. Our job description for a bank branch manager contains the widest possible range of responsibilities, from which you can choose those that are necessary to regulate the activities of the branch manager of your particular bank.

Job description bank branch manager

I APPROVED
CEO
Last name I.O. ________________
"________"_____________ ____ G.

1. General Provisions

1.1. The manager of a bank branch belongs to the category of managers.
1.2. Appointment to the position of bank branch manager and dismissal from it is made by order general director jar.
1.3. The manager of a bank branch reports directly to the Board of Directors of the bank (Board of the Bank).
1.4. During the absence of the bank branch manager, his duties are performed by a deputy, who acquires the corresponding rights and is responsible for the proper performance of the duties assigned to him.
1.5. A person with a higher professional education in the field of work and at least 3 years of experience in financial banking or similar work in managerial positions is appointed to the position of manager of a bank branch.
1.6. A bank branch manager must know:
- laws, other regulatory legal acts Russian Federation related to the activities of the bank;
- orders, departmental instructions and regulatory documents relating to the work of a bank branch, including accounting;
- fundamentals of economics, scientific organization of labor;
- prospects for the development of the financial and banking system and strategic directions of the bank’s activities;
- basics of labor legislation;
- internal labor regulations;
- labor protection and fire safety rules.
1.7. The manager of a bank branch is guided in his activities by:
- legislative acts RF;
- The company’s charter, internal labor regulations, and other regulations of the company;
- orders and instructions from management;
- this job description.

2. Functional responsibilities of a bank branch manager

The bank branch manager performs the following job responsibilities:

2.1. Provides general management and ensures stable, efficient operation of the bank branch and its structural divisions.
2.2. In accordance with the bank's economic policy determines the strategy of the bank branch and organizes its work based on long-term and current work plans.
2.3. Distributes responsibilities among his deputies and determines the degree of responsibility for the areas of activity assigned to them.
2.4. Carries out a systematic analysis of the activities of structural units and, on this basis, makes decisions aimed at fulfilling the functional tasks assigned to the unit.
2.5. Provides organization of services to the population and expansion of the scope of services, carrying out the necessary mass explanatory and advertising and information work.
2.6. Develops and carries out activities aimed at improving banking, non-cash payments, transactions with securities, currency, as well as ensuring effective credit policy, reducing cash flow, obtaining maximum profit.
2.7. Organizes the introduction of progressive technologies, programs and methods into the work of the bank branch, taking into account forecasting the development of the bank.
2.8. Takes measures to strengthen and develop the material and technical base of the bank branch.
2.9. Reviews and approves in the prescribed manner design and estimate documentation for the construction and repair of office buildings.
2.10. Ensures legal and appropriate use Money and property of the bank branch, the manager of which he is.
2.11. Concludes business and other agreements with legal and individuals in accordance with the established procedure, if necessary, makes claims and lawsuits against these persons.
2.12. Approves acts for writing off from the balance sheet of the department property and equipment that have become unusable, as well as losses that are hopeless for recovery, within the limits established by the bank right
2.13. Carries out work aimed at preventing incidents of damage to the bank branch.
2.14. Ensures the safety of entrusted funds, valuables and documents.
2.15. Bears personal responsibility for ensuring the safety of valuables located in a special storage room (storeroom) of the bank branch.
2.16. Organizes collection of money and valuables.
2.17. Provides accounting and statistical accounting and reporting, providing reliable information about the activities of the bank branch.
2.18. Manages the staff of the bank branch, ensures the necessary conditions labor for its employees.
2.19. Performs representative functions outside the bank branch and ensures interaction with various structural divisions of the bank.
2.20. Ensures the preservation of the bank's commercial secrets.
2.21. Provides consideration of letters, applications and complaints from citizens.

3. Rights of the bank branch manager

The manager of a bank branch has the right:

3.1. Get acquainted with the draft decisions of the bank's Board of Directors (bank's board), the Bank's Chairman, concerning the activities of the bank's branch.
3.2. Participate in discussions of issues related to the duties performed by him.
3.3. Sign and endorse documents within your competence.

4. Responsibility of the bank branch manager

The bank branch manager is responsible for:

4.1. Improper performance or failure to fulfill one's job duties as provided for in this job description - within the limits determined by the current labor legislation of the Russian Federation.
4.2. Offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.
4.3. Causing material damage - within the limits determined by the current labor and civil legislation of the Russian Federation.

Job description of bank branch manager

1. General provisions

1.1 This job description defines functional responsibilities, rights and responsibilities of a bank branch manager.

1.2 The manager of a bank branch belongs to the category of managers.

1.3 The bank branch manager is appointed to the position and dismissed from the position in the manner established by the current labor legislation by order of the bank director.

1.4 Relationships by position:

1.4.1	Direct subordination	To the bank director
1.4.2.	Additional Subordination	‑‑‑
1.4.3	Gives orders	Bank branch employees
1.4.4	The employee is replaced	Deputy bank branch manager
1.4.5	The employee replaces	‑‑‑

1. Qualification requirements for bank branch manager:

2.1	education	Higher professional education
2.2	experience	At least 3 years
2.3	knowledge	Laws and other regulatory legal acts of Ukraine related to the activities of the bank. Orders, departmental instructions and regulatory documents relating to the work of a bank branch, including accounting. Fundamentals of economics, scientific organization of labor. Prospects for the development of the financial and banking system and strategic directions of the bank’s activities. Rules and regulations of labor protection, safety and fire protection.
2.4	skills	work in specialty
2.5	Additional requirements	---

1. Documents regulating the activities of a bank branch manager

3.1 External documents:

Legislative and regulatory acts relating to the work performed.

3.2 Internal documents:

Charter of the bank, Orders and instructions of the bank director; Regulations on the bank branch, Job description of the bank branch manager, Internal labor regulations.

1. Job responsibilities bank branch manager

Bank branch manager:

4.1. Provides general management and ensures stable, efficient operation of the bank branch and its structural divisions in accordance with the Bank’s Charter, intradepartmental regulatory documents and instructions within the framework of current legislation.

4.2. In accordance with the economic policy pursued by the bank, it determines the strategy of the bank branch and organizes its work on the basis of long-term and current work plans.

4.3. Distributes responsibilities among his deputies and determines the degree of responsibility for the areas of activity assigned to them.

4.4. Reviews and approves regulations on the structural divisions of the bank branch and job descriptions of employees in accordance with the staffing table.

4.5. Carries out a systematic analysis of the activities of structural units and, on this basis, makes decisions aimed at fulfilling the functional tasks assigned to the unit.

4.6. Provides organization of services to the population and expansion of the scope of services, carrying out the necessary mass explanatory and advertising and information work.

4.7. Develops and carries out activities aimed at improving banking, non-cash payments, transactions with securities, currency, as well as ensuring an effective credit policy, reducing cash turnover, and obtaining maximum profits.

4.8. Ensures proper placement, storage and management of deposit bonds of the Ministry of Finance of Ukraine.

4.9. Organizes the introduction of progressive technologies, programs and methods into the work of the bank branch, taking into account forecasting the development of the bank.

4.10. Takes measures to strengthen and develop the material and technical base of the bank branch.

4.11. Reviews and approves, in accordance with the established procedure, design and estimate documentation for the construction and repair of office buildings.

4.12. Ensures the legal and appropriate use of funds and property of the bank branch, the manager of which he is.

4.13. Concludes business and other agreements with legal entities and individuals in the prescribed manner, and, if necessary, makes claims and claims against these individuals.

4.14. Approves acts for writing off from the balance sheet of the department property and inventory that have become unusable, as well as losses that are hopeless for collection, within the limits of the rights established by the bank.

4.15. Carries out work aimed at preventing incidents of damage to the bank branch.

4.16. If necessary, takes measures to recover it and bring the perpetrators to justice.

4.17. Ensures the safety of entrusted funds, valuables and documents.

4.18. Bears personal responsibility for ensuring the safety of valuables located in a special storage room (storeroom) of the bank branch.

4.19. Takes measures to equip bank branch premises with security and fire alarms.

4.20. Organizes collection of money and valuables.

4.21. Provides accounting and statistical accounting and reporting, providing reliable information about the activities of the bank branch.

4.22. Manages the staff of the bank branch and provides the necessary working conditions for its employees.

4.23. Performs representative functions outside the bank branch and ensures interaction with various structural divisions of the bank.

4.24. Organizes office work using modern means of communication and information transfer, ensures the preservation of the bank's commercial secrets.

4.25. Provides consideration of letters, applications and complaints from citizens.

1. Rights of a bank branch manager

The manager of a bank branch has the right to:

5.1. Get acquainted with the draft decisions of the bank's Board of Directors (bank's board), the Bank's Chairman, concerning the activities of the bank's branch.

5.2. Participate in discussions of issues related to the duties performed by him.

5.3. Sign and endorse documents within your competence.

1. Responsibility of the bank branch manager

The bank branch manager is responsible for:

6.1. Behind improper execution or failure to fulfill their job duties as provided for in this job description - within the limits determined by the current labor legislation of Ukraine.

6.2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of Ukraine.

6.3. For causing material damage - within the limits determined by the current labor and civil legislation of Ukraine.

1. Working conditions for a bank branch manager

7.1. The working hours of the bank branch manager are determined in accordance with the internal labor regulations established by the bank.

7.2. Due to production needs, the manager of a bank branch may be sent to business trips(including local significance).

7.3. To resolve operational issues, the manager of a bank branch may be allocated official vehicles.

1. Terms of payment

The terms of remuneration for the manager of a bank branch are determined in accordance with the Regulations on remuneration of personnel.

9 Final provisions

9.1 This Job Description is drawn up in two copies, one of which is kept by the Bank, the other by the employee.

9.2 Tasks, Responsibilities, Rights and Responsibilities can be clarified in accordance with changes in the Structure, Tasks and Functions of the structural unit and workplace.

9.3 Changes and additions to this Job Description are made by order of the bank director.

Head of structural unit
		(signature)	(last name, initials)
AGREED:
Head of the legal department
(signature)	(last name, initials)
00.00.0000
I have read the instructions:
		(signature)	(last name, initials)
		00.00.00

What does a branch manager do?

Before answering this question, let's try to assess what professional skills a manager should have. A bank branch consists of 10 to 30 people, including cashiers, tellers, personal managers, etc. Coordinating the efforts of staff to implement the tasks assigned to the department is the responsibility of the manager. The branch manager must be a good human resource manager.

The main task of the manager is to maintain the team's working tone and motivate employees to work to achieve their plans.

The branch manager is the link between the company and a separate unit such as an additional office or branch. Life in the department follows its own laws and routine.

In the abstract, it is a closed world, a reconnaissance ship located at the forefront. There must always be a connection between him and his base, the bank itself. Not only in a technical and operational sense, but also in terms of corporate values, corporate culture, corporate norms and standards.

Ensuring this connection is one of the most important tasks of a manager.

The manager conveys to his employees the tasks that the corporation sets for them, sets guidelines for determining what is considered acceptable and what is not, and explains why events occur in one way or another. In order for the interpretation of corporate values ​​at the department level to occur in the desired manner, it is necessary to involve managers in corporate life as much as possible, to involve them in solving the company’s strategic tasks.

An inevitable consequence of the isolation of the department is the significant influence of the human qualities and personal problems of each individual employee working in the department team. The impact on the management team is especially pronounced.

15-30 people working together day after day with minimal external participation from the head office are very sensitive to the presence of a problem with their colleague, and even more so with their manager. Managing internal conflict in such a situation becomes a particularly pressing topic.

A manager is first and foremost a tactician. He must decide every day how to technically achieve the goals set for him. He lives in an impersonal world of numbers and procedures: sell so much, attract so much, issue so much. His immediate circle is the team entrusted to him. A task worthy of a psychiatric hospital ward: how, having such an instrument as a team of living people, can we ensure that the planned and actual figures in the head office tables finally coincide?

But this is not the most paradoxical thing in the current structure of the bank branch. Despite the fact that the main function of the department is consulting and service, in most banks the head of the additional office is evaluated and receives additional financial remuneration solely for sales results.

The service component is difficult and expensive to evaluate. Therefore, most financial institutions do not even take on this task. This may be why service in banks tends to suffer and remains one of the most frequently criticized areas by customers.

As is known, in banking sector 90% of revenue comes from 10% of customers. These are clients who are usually assigned a personal manager. They don’t care in which branch their manager is located. Either the personal manager will travel to the client, or the client himself will be able to drive up to any conveniently located place. The activities of managing personal managers are not tied to the work of the department; The only connection between personal managers and the additional office is that all transactions are processed at the branch office. At the same time, additional remuneration for branch managers is related specifically to sales results.

As a result, the manager sometimes becomes a hostage to his own salespeople. If a conflict arises with one of the best sellers, the manager may be faced with a choice: lose an employee and for a long time not meet acceptable sales figures, which means not receive additional remuneration, or be held hostage by this employee, which may disrupt the system effective management department. Much in resolving such conflicts depends on the manager’s managerial skills.

A seller is, first of all, an individualist who must show the best results in comparison with other sellers. He lives in a state of constant competition. His personal income and the assessment of the success of him personally and the department in which he works depends on his personal indicators.

Managing a team of salespeople has its own specifics, different from the routine work of a manager. additional office. Sales management is not tied to a location; it can take place both at the branch and at the base central office. Two components are fundamentally important for sales management.

Firstly, it is an infrastructure that allows you to objectively assess the results of an employee’s work and carry out ongoing monitoring of his activities. Depending on the maturity of the team, control can either be carried out at the level of assessing and discussing results and ways to achieve better performance, or go down to the level of planning and organizing the daily activities of employees.

Secondly, an adequate system for motivating sellers must be created. Typically, the most formalized system is the system of financial motivation for sales, but depending on the situation, it can be used in combination with other motivational events (awards, competitions, etc.) or not used at all.

Sales motivation

I know two banking networks that sell mutual funds through their outlets investment funds. One banking institution widely uses financial incentives for sales, regularly paying bonuses based on performance. Another practically does not pay sellers extra for working with mutual funds, leaving point-of-sale work to the discretion of product managers. Paradoxically, the sales volumes of shares of these banking institutions are comparable. Without calling for saving on remuneration for sales managers, I would like to note that under certain conditions it is possible to use other levers of influence and sales stimulation.

Motivational theories distinguish three types of motivation: financial, social and moral.

Social motivation is influenced by corporate culture. If a company maintains strong sales results, everyone possible ways highlighting effective salespeople, and at the same time, although he reprimands, does not punish for the failure of these same employees to fulfill other duties, this motivates the creation of a certain model of behavior. The branch manager can effectively use social motivation, since he is the bearer and interpreter of corporate norms.

Moral motivation concerns the norms accepted in society as a whole and determines what is good and what is bad to do. Any motivation, if used correctly, can have a profound impact on a team.

The most pronounced consequences are for financial motivation. Once you start using financial motivation, it is no longer possible to abandon it without the emergence of new risks. The removal of financial incentives for sellers may lead to an outflow of qualified employees from the company. As a consequence of this, a drop in sales and a significant increase in costs.

During the normal functioning of a financial institution, remuneration principles are prescribed at the company level and apply to all sellers of a certain category.Typically, the manager has little influence on determining the amount of financial compensation for employees. This deprives the manager of one of the strongest levers of influence on the entrusted team, but allows him to avoid subjectivity and ambiguity in assessments.

When assessing the effectiveness of a particular remuneration scheme, it is necessary to compare it with the requirements that are presented to the managers themselves. At the very least, it is difficult to expect large sales from the manager and the department entrusted to him of a product that is not included in the incentive scheme for sellers. Even if the manager is a highly conscious person, forcing the team to sell a product for which there is no financial reward for the sale is akin to trying to redirect an impending tsunami.

If there is a clearly defined system of monetary incentives for sales, it is necessary to strictly ensure that all links in the hierarchy from the seller to the manager and to the sales manager are rewarded in the same way.

The quality of the customer experience could suffer significantly if all products offered financial institution, are rewarded differently. What will be sold is not those products that best meet the customer's needs, but those that bring the most income to the seller. And even if the company declares that sales are carried out according to the client’s needs and this is regularly stated to client managers at trainings, the client is simply not given a complete list of products available to him. A client manager is not interested in wasting time selling a product in which he is not interested. This can be revealed by assessing what those same salespeople are offering to their family members or other loved ones compared to what they are offering to the customer.

It is also necessary to pay attention to what exactly the motivation system encourages - transactions or the volume of funds under management.

For a brokerage company whose income comes from commissions on individual transactions, motivation based on the number of individual transactions is more appropriate.

For a bank, on the contrary, the total amount of funds under management is important. If individual transactions are encouraged, the volume of funds under management will not grow quickly enough, and the turnover of money within the client portfolio will increase. In extreme cases, the so-called “churning” (shifting of funds), regular rebalancing of the client’s portfolio, which makes no economic sense other than receiving an additional commission for the seller, will flourish.

_________________________________________

Daria Plyplina

Head of Sales, Private Banking, Raiffeisenbank

1. The manager of a bank branch belongs to the category of managers.
2. A person with a higher professional education in the field of work and at least 3 years of experience in financial banking or similar work in managerial positions is appointed to the position of manager of a bank branch.
3. The bank branch manager must know:
3.1. Laws and other regulatory legal acts of the Russian Federation related to the activities of the bank.
3.2. Orders, departmental instructions and regulatory documents relating to the work of a bank branch, including accounting.
3.3. Fundamentals of economics, scientific organization of labor.
3.4. Prospects for the development of the financial and banking system and strategic directions of the bank’s activities.
3.5. Rules and regulations of labor protection, safety and fire protection.
4. During the absence of the bank branch manager (business trip, vacation, illness, etc.), his duties are performed by a deputy, who acquires the corresponding rights and is responsible for the proper performance of the duties assigned to him.

2. Job responsibilities

Bank branch manager:
1. Provides general management and ensures stable, efficient operation of the bank branch and its structural divisions in accordance with the Bank’s Charter, internal regulatory documents and instructions within the framework of current legislation.
2. In accordance with the economic policy pursued by the bank, determines the strategy of the bank branch and organizes its work on the basis of long-term and current work plans.
3. Distributes responsibilities among his deputies and determines the degree of responsibility for the areas of activity assigned to them.
4. Reviews and approves regulations on the structural divisions of the bank branch and job descriptions of employees in accordance with the staffing table.
5. Carries out a systematic analysis of the activities of structural units and, on this basis, makes decisions aimed at fulfilling the functional tasks assigned to the unit.
6. Ensures the organization of services to the population and the expansion of the scope of services, carrying out the necessary mass explanatory and advertising and information work.
7. Develops and carries out activities aimed at improving banking, non-cash payments, transactions with securities, currency, as well as ensuring an effective credit policy, reducing cash turnover, and obtaining maximum profits.
8. Ensures the correct placement, storage and management of deposit bonds of the Ministry of Finance of the Russian Federation.
9. Organizes the introduction of progressive technologies, programs and methods into the work of the bank branch, taking into account forecasting the development of the bank.
10. Takes measures to strengthen and develop the material and technical base of the bank branch.
11. Reviews and approves, in accordance with the established procedure, design and estimate documentation for the construction and repair of office buildings.
12. Ensures the legal and appropriate use of funds and property of the bank branch, the manager of which he is.
13. Concludes business and other agreements with legal entities and individuals in the prescribed manner, and, if necessary, makes claims and claims against these persons.
14. Approves acts for writing off from the balance sheet of the department property and inventory that have become unusable, as well as losses that are hopeless for collection, within the limits of the rights established by the bank.
15. Carries out work aimed at preventing cases of damage to the bank branch.
16. If necessary, takes measures to recover it and bring the perpetrators to justice.
17. Ensures the safety of entrusted funds, valuables and documents.
18. Bears personal responsibility for ensuring the safety of valuables located in a special storage room (pantry) of the bank branch.
19. Takes measures to equip the premises of the bank branch with security and fire alarms.
20. Organizes collection of money and valuables.
21. Provides accounting and statistical accounting and reporting, providing reliable information about the activities of the bank branch.
22. Manages the staff of the bank branch and provides the necessary working conditions for its employees.
23. Performs representative functions outside the bank branch and ensures interaction with various structural divisions of the bank.
24. Organizes office work using modern means of communication and information transmission, ensures the preservation of the bank’s commercial secrets.
25. Provides consideration of letters, applications and complaints from citizens.

3. Rights

The manager of a bank branch has the right:
1. Get acquainted with the draft decisions of the Board of Directors of the bank (board of the bank), the Chairman of the bank concerning the activities of the bank branch.
2. Participate in the discussion of issues related to his official duties.
3. Sign and endorse documents within your competence.

4. Responsibility

The bank branch manager is responsible for:
1. For improper performance or failure to fulfill one’s job duties provided for in this job description - within the limits determined by the current labor legislation of the Russian Federation.
2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.

3. For causing material damage - within the limits determined by the current labor and civil legislation of the Russian Federation.

Job description of bank branch manager

I. General provisions

1. The manager of a bank branch belongs to the category of managers.

2. A person with a higher professional education in the field of work and at least 3 years of experience in financial banking or similar work in managerial positions is appointed to the position of manager of a bank branch.

3. The bank branch manager must know:

3.1. Laws and other regulatory legal acts of the Russian Federation related to the activities of the bank.

3.2. Orders, departmental instructions and regulatory documents relating to the work of a bank branch, including accounting.

3.3. Fundamentals of economics, scientific organization of labor.

3.4. Prospects for the development of the financial and banking system and strategic directions of the bank’s activities.

3.5. Rules and regulations of labor protection, safety and fire protection.

4. The bank branch manager reports directly to

5. During the absence of the bank branch manager (business trip, vacation, illness, etc.), his duties are performed by a deputy, who acquires the corresponding rights and is responsible for the proper performance of the duties assigned to him.

II. Job responsibilities

Bank branch manager:

1. Provides general management and ensures stable, efficient operation of the bank branch and its structural divisions in accordance with the Bank’s Charter, internal regulatory documents and instructions within the framework of current legislation.

2. In accordance with the economic policy pursued by the bank, determines the strategy of the bank branch and organizes its work on the basis of long-term and current work plans.

3. Distributes responsibilities among his deputies and determines the degree of responsibility for the areas of activity assigned to them.

4. Reviews and approves regulations on the structural divisions of the bank branch and job descriptions of employees in accordance with the staffing table.

5. Carries out a systematic analysis of the activities of structural units and, on this basis, makes decisions aimed at fulfilling the functional tasks assigned to the unit.

6. Ensures the organization of services to the population and the expansion of the scope of services, carrying out the necessary mass explanatory and advertising and information work.

7. Develops and carries out activities aimed at improving banking, non-cash payments, transactions with securities, currency, as well as ensuring an effective credit policy, reducing cash turnover, and obtaining maximum profits.

8. Ensures the correct placement, storage and management of deposit bonds of the Ministry of Finance of the Russian Federation.

9. Organizes the introduction of progressive technologies, programs and methods into the work of the bank branch, taking into account forecasting the development of the bank.

10. Takes measures to strengthen and develop the material and technical base of the bank branch.

11. Reviews and approves, in accordance with the established procedure, design and estimate documentation for the construction and repair of office buildings.

12. Ensures the legal and appropriate use of funds and property of the bank branch, the manager of which he is.

13. Concludes business and other agreements with legal entities and individuals in the prescribed manner, and, if necessary, makes claims and claims against these persons.

14. Approves acts for writing off from the balance sheet of the department property and inventory that have become unusable, as well as losses that are hopeless for collection, within the limits of the rights established by the bank.

15. Carries out work aimed at preventing cases of damage to the bank branch.

16. If necessary, takes measures to recover it and bring the perpetrators to justice.

17. Ensures the safety of entrusted funds, valuables and documents.

18. Bears personal responsibility for ensuring the safety of valuables located in a special storage room (pantry) of the bank branch.

19. Takes measures to equip the premises of the bank branch with security and fire alarms.

20. Organizes collection of money and valuables.

21. Provides accounting and statistical accounting and reporting, providing reliable information about the activities of the bank branch.

22. Manages the staff of the bank branch and provides the necessary working conditions for its employees.

23. Performs representative functions outside the bank branch and ensures interaction with various structural divisions of the bank.

24. Organizes office work using modern means of communication and information transmission, ensures the preservation of the bank’s commercial secrets.

25. Provides consideration of letters, applications and complaints from citizens.

III. Rights

The manager of a bank branch has the right:

1. Get acquainted with the draft decisions of the Board of Directors of the bank (board of the bank), the Chairman of the bank concerning the activities of the bank branch.

2. Participate in the discussion of issues related to his official duties.

3. Sign and endorse documents within your competence.

IV. Responsibility

The bank branch manager is responsible for:

1. For improper performance or failure to fulfill one’s job duties provided for in this job description - within the limits determined by the current labor legislation of the Russian Federation.

2. For offenses committed in the course of carrying out their activities - within the limits determined by the current administrative, criminal and civil legislation of the Russian Federation.

3. For causing material damage - within the limits determined by the current labor and civil legislation of the Russian Federation.

I have read this job description: Date. Signature.