Brief characteristics of OTP Bank (history, founders, branches, authorized capital)

The history of the Russian OTP Bank begins with the creation in March 1994 of the Hermes savings bank, which at that time was part of the concern of the same name. Later, the bank was transformed into JSCB "Bank of Investments and Savings" (abbreviated as Investsberbank). In February 2005, the merger of Investsberbank with the capital Russian Bank was completed General Bank at the initiative of the latter's shareholders. It was believed that Investsberbank had a more popular brand in the private deposit market, so the merger of banks took place on its basis, and the RSL license was revoked. The size of the deal was then estimated at $800 thousand. In August 2006, the bank also acquired Omskpromstroybank and Promfinservicebank. In October 2006, the Hungarian OTP Bank completed the acquisition of 96.4% of Investsberbank shares for $477 million. In 2008, Investsberbank switched to the parent brand and was renamed OTP Bank.

Now the Hungarian OTP Bank controls 97.81% of the shares of the Russian credit organization, another 1.2% stake is owned by the Hungarian investment and property management company MFB Invest. The remaining shares (less than 1%) are distributed among other shareholders.

OTP Bank provides customer service through its own network consisting of 175 offices, including 9 branches, 166 branches (of which 35 branches are in Moscow), 51 operating cash desk and 225 ATMs.

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Clients are offered a standard set banking products and services ( Money transfers, safe rental, plastic cards, settlement and cash services, remote banking, trade finance, conversion transactions, securities transactions, deposits and deposits, as well as commercial, consumer, mortgage lending, etc.). The activities of OTP Bank cover 70 regions of Russia, while the POS network includes more than 17,500 retail outlets, 95 credit and cash offices of the Bank, is represented in 7 of 8 federal districts, and is actively operating in all cities with a population exceeding 1 million people. . The largest regions of the Bank's presence are Moscow, St. Petersburg, Samara, Novosibirsk, Omsk and Rostov regions, and the Urals. In total, OTP Bank is present in more than 2,700 settlements Russia.

At the end of 2012, the bank's balance sheet currency indicator increased by 22%. In the passive part, there was a noticeable increase in the volume of deposits of individuals and enterprises; in the assets, newly raised funds were predominantly distributed in loan portfolio, and also invested in securities.

The resource base is dominated by deposits and current accounts of individuals - 32% of liabilities, at own funds Bank accounts for 24%. 15% falls on accounts and deposits of legal entities, 6% is attracted from the parent organization. Turnovers on customer accounts within a month amount to 90-150 billion rubles.

Of the assets, 80% is occupied by the loan portfolio; in the portfolio, almost all loans issued are to individuals (97%). The organization has significantly increased the volume of loans to private clients. Delinquency is shown at 15% according to RAS (as of January 2012, this figure was 9%, growing dynamically). 12% of net assets are invested in securities, 2% of which are government securities; placement with banks (issued interbank loans) also accounts for 12%. In the domestic interbank market, the financial institution works in both directions, acting as a net lender and also attracting the missing amounts of funds. The organization actively conducts operations on foreign exchange market, as well as in the debt market valuable papers, including in the format of repo transactions.

At the end of 2012, OTP Bank received net profit in the amount of about 6.5 billion rubles, according to financial statements according to RAS (in 2011 the same figure was 5.2 billion). As of December 1, 2013, the bank earned 775 million rubles.

Board of Directors: Istvan Chametz (chairman), Ildiko Tax, Zoltan Schenk, Peter Forrai, Miroslav Vichev, Akos Monoshtori, Georgiy Chesakov.

Governing body: Georgy Chesakov (chairman, president), Sergey Kapustin, Valery Stepanov, Yulia Oreshkina.

20.06.2019

President of OTP Bank Ilya Chizhevsky: “I will ask my child the same question that we ask our clients”

OTP Bank, which is among the 50 largest banks in Russia, and in a number of areas among the market leaders, turned 25 years old this year. Inc. talked with the President of OTP Bank Ilya Chizhevsky and found out how the bank manages to achieve high profitability indicators, what areas it specializes in, as well as how he spends his leisure time and what the president of one of the largest credit organizations teaches his children.

OTP Bank is 25 years old, your Hungarian shareholder is 70. Name some of the most important moments in the history of the bank. What do you remember most?

For us, the starting point of a new life was 2006, when OTP Group acquired Investsberbank. Here I will make a short transition to the history of the Group, because 2008 did not pass us by. There was a difficult situation in Hungary, related primarily to the currency mortgage lending. I must say that the Group handled it very well and in a short time. This made it possible to continue to develop the business both in Hungary and abroad, in subsidiary banks. For us, this meant allocating investments for product development and increasing distribution, which took place in 2012-2013. But, unfortunately, then it started financial crisis. The hardest times were in 2014 and the first half of 2015. Like all banks in our country, this was a time when we made difficult decisions. They concerned costs, a revision of our business approaches, and, to my regret, they also concerned personnel. But I am very glad that this time is behind us; since 2016 we have been very actively developing our business. It is pleasant to note that over the 25-year history of the bank in Russia, the last 2 years have been the best in terms of financial results.

If we talk about the Group, then in 2018-2019. it continued to actively develop and expand its presence in Central and Eastern Europe. During this time, 6 banks were acquired, and further negotiations are currently underway. Currently, OTP Group is present in 10 countries and is the largest and one of the most profitable financial groups in Central and Eastern Europe.

- How does a bank achieve high profitability indicators?

First of all, the interaction between internal departments was completely restructured. If at the time of my arrival at the bank in 2013, my colleagues on the board often interacted in the language of memos, now this is simply unimaginable. I believe that we have built an exemplary collaboration between business, finance and risks, where everyone is responsible for their part of the work with one goal - the development and growth of the bank’s performance. It is this structure and culture that I consider to be the key factor in our overall success. The return on capital of OTP Group's Russian business was 23% at the end of 2018 - this is one of the best results in Russia.

It will also be important to note that when making decisions we adhere to two very important principles.

First, we never prioritize short-term benefits over the long-term priorities of the organization's development. We want to work in the market for a long time and successfully and do not make such compromises.

Second, when making a business decision, we always evaluate it through the prism of numbers and financial analysis. We look at present value, lifetime value, which allow us to very clearly see the drivers and predict the financial effect of a particular decision. The combination of these factors, in addition to the business model itself, allows us to show such results.

- How do you calculate these long-term steps?

As I already said, we do not allow populist decisions to be made for the sake of some place in the ranking, to the detriment of profitability. We have many examples on the market, you don’t have to look far. When times get tough, we see banks that made business decisions that were not properly considered. For some, this resulted in the collapse of either the direction or the entire business as a whole. It is not difficult for us to become a leader in consumer lending. This can be done in 3 months, if we talk about the volume of issues, but the long-term financial consequences of such a decision will be extremely painful for the organization. We decided once and for all not to go this way. From a short-term point of view economic cycles In the market, decisions cannot be made “at random”.

What areas does the bank focus on? Or an emphasis on versatility?

Historically, 77% of an organization’s income is related to lending. As part of the strategy that we have defined for ourselves for the next 3 years, we want to diversify our business model both in terms of sources of income and sources of attracting new customers. There are many prerequisites for such a decision, including the volatility of the country’s economy. Lending is becoming a rather sensitive area, and basing the attraction of new clients solely on it is quite risky.

- What other areas do you plan to develop?

We have 3 million active clients. For most of them, we have not previously offered settlement products related to everyday spending of their own funds.

Another example is working with highly profitable segments, such as affluent and private, which we have not previously actively developed. We want to take a closer look at the opportunities we have in these areas. Our bank works on Russian market 25 years old and is one of the few Western banks that remain active in our market and are considering opportunities to expand and develop their business. This is attractive to many clients.

As we enter new segments, we understand that the processes and products we have require improvements. If you make a high-quality product, convenient for the client, honest towards him, and build optimal processes, then there is no reason for you not to develop in this direction. There is no mystery or secret here.

It is probably difficult to come up with something new in banking - all banks have approximately the same products. What is your advantage over your competitors?

Here you need to understand which segments and which products we are talking about. If we talk about our advantages in consumer lending, then I will, of course, talk about the quality of decisions made and expertise. If we talk about corporate or small businesses, this is, first of all, reliability for our clients and work in an individual “boutique” format, with live dialogue, which is very convenient for our clients.

- We are a publication about small and medium business: Does the bank work with SMEs? What services does it offer to clients?

Historically, small and medium-sized businesses occupied an important place in the development of the bank; another question is that at some point profitability consumer lending prevailed so much that this direction faded into the background in terms of development priorities. But in 2014 we returned to this issue, in 2015 we began to expand our activities in SMEs, formulating a new proposal for cash settlement services, supplementing it with new services, and in 2018 we launched lending, which historically had not been done before.

I saw interesting statistics in terms of opening accounts for legal entities. In our country, the number of legal entities is falling. At the same time, I am familiar with the plans of many banks, which set a goal within 3 years, if not doubling, then significantly increasing the number of legal entities that they service. It's one of two things. Either legal entities will begin to diversify more than now and open accounts in many banks, or many banks will be deceived in their expectations. Understanding this trend, we are looking for our niche and those who may be of interest. Those for whom the reliability of a Western bank, the service we can provide, and above all our flexibility will be an advantage. These are the types of clients we attract.

The bank does not compromise on the quality of the clients it attracts; we have quite strict control. We have obligations both to the bank's existing clients and to shareholders.

- How many legal entities does the bank serve today?

About 17 thousand active clients of small and medium-sized businesses. This figure is growing. We attract quite a lot of clients every month. At the same time, we focus on small and medium-sized businesses, not micro ones.

- What is this connected with?

Firstly, a large number of banks have focused specifically on the micro-segment, there is high competition there, and it is difficult to offer something special.

Secondly, clients who are looking for their service in micro are mainly focused on digital solutions, and there are banks that do this objectively well - again, it is difficult to compete. Thirdly, wages there are quite low.

- What are the advantages of your bank in the SME sector over other credit institutions?

They lie in an individual approach. For example, in lending we do not work on a factory principle; we have a live dialogue with SME clients. In most cases, this helps in terms of decision making.

- What goals and objectives do you set for yourself and the bank’s team for the next few years?

We have an understanding of what we want to do over the next 3 years, and there are 3 key priority areas within which we will develop.

The first is diversification. We are interested in receiving additional sources of income.

We will also launch a new direction or start thinking completely differently about those where we are already represented.

We never set ourselves the task of being pioneers in the field of digitalization. There are a lot of prerequisites for this, including those related to the segment in which we work. But we understand very well that digitalization is an opportunity to significantly optimize our internal processes and make customer interaction with us more convenient. Therefore this is our second priority. By the end of this year, we are completely changing our digital platform within the bank; this is a large-scale and important project for us.

And the third, most important area we identified is improving customer experience. Thanks to the results of work in this direction, we want to receive additional benefits and trust from our existing and potential clients. We have already launched a program that is reviewing both processes and products for interacting with customers. This becomes a key task for management and all bank employees.

- What are these processes and products?

First of all, those for which we have regular feedback from our clients. We also plan to work with focus groups, which will help gain more information about what customers like and what needs changes on our part. Through this dialogue, we will seek a balance between convenience for clients and the business objectives that we set for ourselves.

- What kind of feedback do you receive from clients now?

If you look at customer feedback from banks, for example on the Internet, you will see very few positive examples. This is a human characteristic - we are more willing to speak about negative experiences than about positive experiences, because we perceive positive experiences as the norm, which is natural and fair.

It is impossible to make all 3 million customers absolutely happy throughout the entire interaction, so, of course, there are requests. We restructured the direction of working with customer requests 3 years ago, and now we are pleased to say that 80% of customer requests through any channel are resolved within 5 days.

Working at such a pace, how do you manage to stay in good shape? Are there any ways to recover after work?

One thing that I recently discovered for myself, and I regret not discovering earlier, is that you need to be able to switch. It is necessary to give your head a break from work. If this is not done, efficiency decreases. For me these are 3 main things - music, theater and sports.

Do you organize some kind of leisure time for employees during the working day, so that they also have the opportunity to switch gears for a while?

Certainly. We are now finishing the reorganization of our infrastructure. We are located in the new head office, we moved into it on April 15th. There are a sufficient number of areas where employees can relax during the day. The task was to create a space where employees would feel comfortable, regardless of the time they come here. We have showers and parking for bicycles.

Next door to us there is another of our operational offices, which we refurbished for greater convenience and efficiency of the team’s work, and built an infrastructure there that is comfortable for work and rest.

Also, at the end of 2018, an operational office was built in Tver with an area of ​​5.5 thousand square meters. m. This 3-story building is definitely the best office in Tver, in which the space is organized so that colleagues can spend time at work conveniently and comfortably. By the end of 2019, 600 employees will work there.

All our new offices are equipped with spacious kitchen-dining rooms, comfortable meeting rooms, and collaboration areas. IN central office We installed special telephone booths so that employees could communicate on personal issues without distracting colleagues and without experiencing discomfort themselves.

-Have you often had to make difficult choices in your life?

I had to, of course. At one time I moved from my hometown to Moscow. This was a very difficult decision for me. Friends helped make this happen, and thanks to them I never felt lonely or uncomfortable in Moscow.

- Do you travel often and what places do you usually choose to travel?

I counted that over the last year I have had more than 110 border crossing stamps in my passport; I travel often.

To relax and feel good, I need to go into nature. I'm not a big fan of megacities. I’ve been going to the taiga with a tent for 3 years in a row and spending a week in the wild. These are actually mini-expeditions, and that’s where I really relax.

The topic of financial literacy of the population does not lose its relevance. How do you teach your children about money?

Of course, finances are of great interest to children. My middle daughter last year, she was 9 years old at the time, asked me to tell her in detail how the bank works. I drew several diagrams and explained what it is cash flows. My daughter folded these leaves and took them with her. I think she has some kind of plan.

The main thing I instill in them about money is that money comes from work. This forms a correct and responsible attitude towards money. My children have their own savings, I see how carefully they treat them, and this inspires respect in me.

What is your attitude towards loans, and how will you feel if one of your children wants to take out a loan in the future?

I will ask my child the exact same question we ask our clients. Do they know what they want to spend the money on, do they understand how they will cope with paying off their obligations.

-Have you ever had your own business? Have you ever thought about opening your own business in the future?

Of course there was. At the age of 13, at the Moskovskaya metro station, I very successfully sold ice cream during school holidays. Earned more than total income my parents.

At the moment I am a hired manager, but if I ever thought about business, it would be related to education. Raising three children, you understand the imperfections and limitations of the current system and at the same time see the opportunities that open up modern technologies and alternative approaches in education.

There are several leading banks in Russia, among them OTP Bank. This organization offers products and services to both individuals and legal entities. Favorable service conditions and loyal credit policy attract new clients every day and allow the bank to develop rapidly.

About OTP Bank

The history of the financial organization began in 1994. Initially, OTP was called Investsberbank, but due to radical metamorphoses associated with entering the OTP Group, in February 2008 it became known as OTP Bank.

Group

In 2006, OTP Bank became part of the Hungarian OTP Group, which today is a leading financial institution and a leading supplier banking services in Europe. The group is involved in such areas as banking, insurance, investment, leasing. Its basis is OTP Bank, located in Hungary. It occupies 26% of the national market, and its assets are estimated at 10,978,359 million forints. In addition to Russia, the following countries are included in the group:

1. Ukraine.
2. Bulgaria.
3. Slovakia.
4. Serbia.
5. Montenegro.
6. Croatia.
7. Romania.

The Latin abbreviation OTP stands for Országos Takarékpénztár (National Savings Bank). Over time, it migrated into the Russian language and began to be used to name local branches.

Story

OTP Bank is developing rapidly. Throughout its activities, there has been a constant growth of assets and profits, the introduction of new technologies, and the creation of quality products. Great achievements have been repeatedly noted at various awards. Credit should also be given to the management, who, through their correct decisions, brought the company to a high level.

The history of the development of OTP Bank is presented in the table:

Year	Event
1994	A license to operate was obtained.
2003	The first loan was issued, after which a course was set for the development of consumer lending in Russia.
2004	The opening of 30 branches throughout Russia took place.
2005	There was a merger with Russian General Bank.
2006	The merger of two banks took place.
2007	It was included in the rating of financial organizations that are experiencing dynamic development, according to RBC.Rating.
2008	Took 8th place in the NAFI rankings.
2009	He won two significant awards in the financial sector: “Financial Olympus” and “Brand of the Year”.
2010	In the second, he won the “Brand of the Year” award.
2011	He won the “Financial Olympus”, “Finance” and other awards.
2012	A new president of the company, Z. Illes, has been appointed. Internet banking has been created, allowing transactions to be carried out through Personal Area Online.
2013	The position of president of the company was taken by Georgy Chesakov. Launch mobile application which improved remote maintenance clients.
2014	It took 22nd position in terms of reliability among Russian banks in the Forbes rating.
2015	I. Chizhevsky took the presidential post in the company.
2016	A new Chairman of the Board of Directors of the company, Z. Mayor, was elected.
2017	RAEX assigned a rating at ruA level.

Mission and Vision

OTP Bank strives to win the trust of consumers, and it succeeds. It sells affordable products and services in all regions Russian Federation. Its mission is to increase the level of financial literacy and develop the banking services market. The vision of OTP Bank is to achieve the following long-term goals:

• increase the number of regular customers to 3 million;
• get into the TOP-20 banks of the Russian Federation;
• to become one of the main industries of the OTP Group.

Considering that OTP has stable growth in profits and other indicators, it will be able to implement its plans in the near future. A large flow of clients is ensured by favorable conditions for loans and deposits, a wide selection of banking products, and high-quality service at the European level. Tariffs are calculated for citizens of different social status, including pensioners, beneficiaries, and the unemployed. The requirements that are put forward to potential clients are very loyal.

Management of OTP Bank

During the formation of the company, its management was constantly changing. However, today it looks like this:

Scope of Guidance	Job title	Full name
Governing body	The president	Chizhevsky I.P.
Deputy Chairman of the Management Board, Member of the Management Board	Kapustin S.N. Dremach K.A. Belomytsev I.Yu. Satybaldiev M.M. Vasiliev A.V.
Director of Legal Support Directorate	Oreshkina Yu.S.
Board of Directors	Chairman of the Board of Directors	Z.Major
Member of the Board of Directors	R.Barlai F. Boehle I.P.Chizhevsky P. Chani M. Akosh Sh. Bela A.Sentpeteri Kummer A.Yu.

Financial indicators

"OTP Bank" for the last reporting period(03.2018) improved its financial performance. Indicators from the reporting are shown in the table:

Address and details

The main office of the bank is located in Moscow and has the following legal and actual address: 125171, Moscow, Leningradskoye Shosse, 16A, building 1. However, delivery of postal correspondence is carried out to the address: 127299, Moscow, Klara Zetkin Street, 4A, building 1.

To make transfers, the details of the financial organization are given below:

Name of company	JSC "OTP Bank"
BIC	44525311
TIN	7708001614
checkpoint	774301001
OGRN	1027739176563
Correspondent account	30101810000000000311 in the Main Directorate of the Bank of Russia for the Central Federal District
OKVED	64.19, 66.19
OKPO	29293885

Clients and partners

The main population that the bank serves are individuals. For them he developed a standard set of products, including consumer loans at retail outlets, deposits, credit cards. He also serves corporate clients. Settlement operations are carried out for them, funds are placed on deposit accounts and much more.

The bank has many partners. The most popular of them are the following companies: “Moscow Jewelry Factory”, “Snow Queen”, “Megafon”, “Euroset”. They offer various discounts and bonuses to bank clients. You can also get a loan at partner stores, which is very convenient.

OTP Bank is a leader in financial market in Russia. Therefore, choosing a reliable financial institution to make deposits or apply for a loan, you should pay attention to it first. It offers the most favorable conditions in Russia, which will be optimal for various segments of the population.

The Board of Directors of OTP Bank decided to change the composition of the Management Board and appoint three TOP managers of the bank to the positions of Deputy Chairman of the Management Board, members of the Management Board of the Bank, according to the bank’s website.

Satybaldiev Muslim Makhmutovich

Belomytsev Igor Yurievich, Deputy Chairman of the Board, member of the Board of OTP Bank.

Dremach Kirill Andreevich, Deputy Chairman of the Board, member of the Board of OTP Bank.

Their candidacies were previously agreed upon Central Bank Russian Federation.

Ilya Chizhevsky, President of OTP Bank: “I am pleased to announce that the Board of Directors supported the proposal to appoint new members of the Bank’s Management Board. Kirill, Igor and Muslim have been working at the Bank for a long time, being responsible for key departments in the organization. This appointment is the next logical step, on the one hand, formalizing the level of responsibility of colleagues, and on the other hand, paying tribute to the effectiveness and results of their work in their areas.”

Biographies

Muslim Satybaldiev was born in 1981 in Moscow.

2004 - graduated from the State University “Higher School of Economics”, “Strategic and Corporate Management”.

2003 - 2004 - At the same time, he received his education at the Higher School of Business at the Central School of Paris (ECP) and the European School of Management (ESCP-EAP).

2005 - 2013 CJSC ALFA BANK, where he worked his way up from coordinator of the sales department of credit products to Director of Development and Sales, Vice President, responsible for the development of distribution channels.

2013 - 2016, OTP Bank JSC, Sales Director, Deputy Division Director, responsible for managing operational sales of the classic network and alternative channels.

2016 - 2017, OTP Bank JSC, Director of the Network division.

2017 - present temp., OTP Bank JSC, Deputy Chairman of the Board, Member of the Board,

Responsibility includes the business of the classic branch network and alternative sales channels, work with the VIP segment, micro and small businesses, as well as the development of online commerce.

Igor Belomytsev was born in 1966 in Gorky.

1989 - received a diploma as an economist with a degree in Foreign Economic Relations from the University of Budapest economic sciences named after Karl Marx.

1993 - graduated from the Master's program at the Stockholm University of Economics.

IN banking sector more than 25 years. He began his banking career in 1990 at the Hungarian Mezobank, which was later merged with a large financial group in Central Europe - Erste Bank Group. Igor Yurievich was appointed Director of the Treasury Operations Division and was responsible for the development of ALM and management of the treasury activities of Erste Bank in Hungary, the development and implementation of business strategies in the field of treasury operations, and the initiation of the development of new investment products and strategies.

2001 - moved to Volksbank PJSC (Budapest) and successfully headed the Treasury Division and the investment direction in the Bank.

2007 - joined the team of OTP Bank (Ukraine) as Deputy Chairman of the Board, responsible for Treasury operations and asset and liability management, development of subsidiaries. Under the leadership of Igor Yurievich, the following were created and successfully developed: OTP Factoring, OTP Pension Fund, OTP Management Company and OTP Leasing.

2016 - moved to OTP Bank JSC (Russia), where he took the position of Advisor to the President and was responsible for the development of Corporate business and Treasury operations.

2017 - OTP Bank JSC, appointed Division Director corporate business and treasury operations. Successfully manages the development of strategies and new products in the business areas of these divisions.

2017 - present temp., OTP Bank JSC, Deputy Chairman of the Board, member of the Board appointed Deputy Chairman of the Board

Kirill Dremach was born in 1974 in Moscow.

1996 - graduated from the Moscow Economic and Statistical Institute, “Applied Mathematics”.

1996 - 2009, CJSC CB Citibank, Head of Information Technology Department.

2009 - 2011, Barclays Bank LLC, Director of the Information Technology Department, member of the bank’s board.

2011 - 2012, JSCB Absolut Bank (CJSC), Information Technology Department, Director of Information Technology.

2012 - 2016, JSC Citibank, Operations and Technology Directorate, Head of Operational Banking Technologies in Central and Eastern Europe.

2016 - 2017, OTP Bank JSC, Director of the Operations Management Division.

2017 - present vr., OTP Bank JSC, Deputy Chairman of the Board, member of the Board. His area of ​​responsibility includes the development of the IT department, operational, administrative and economic, purchasing activities, as well as coordinating the work of the department for collecting overdue debts.

Against the background of the decline of the retail market, personnel changes began in the management of monoliner banks. The Chairman of the Board of the Hungarian OTP Bank, Georgy Chesakov, is leaving his post on October 15; the shareholders have not yet found a replacement for him

Photo: Novoderezhkin Anton/TASS

​The fact that Chesakov is leaving OTP Bank was told to RBC by three sources close to the bank, and confirmed by the press service. The letter, which was sent to bank employees on September 22 (available to RBC), says that Chesakov is leaving the post of president of OTP Bank on October 15, 2015. “This decision was made by mutual agreement of the parties; it was caused by differences in the vision of the further development of the bank in Russia. From October 16, 2015, Yulia Oreshkina, a member of the board of OTP Bank, will temporarily serve as acting president,” the letter says.

An RBC source close to the bank says that the decision to resign was unexpected both for Chesakov himself and for the team. “The decision was made spontaneously, bank employees only learned about it on Tuesday, a temporary manager was appointed, but the shareholders have not yet found a real replacement for Chesakov,” says the source, adding that the reason for the departure could be complaints against him from Western shareholders. “They didn’t like that Georgy was unable to join the team, create a strong team, and he also did not do enough to develop the bank in the regions,” notes the source.

Another RBC source cites “insufficient speed of bank optimization and cost reduction during the crisis” as the reason for Chesakov’s departure. The bank has been showing losses since 2014. ​ If at the end of 2012 it earned a profit according to IFRS in the amount of 6.95 billion rubles, then in 2013 it decreased to 607.4 million rubles, at the end of 2014 the bank received a loss of 2.3 billion rubles, and in the first half of 2015 year, the loss has already amounted to 3.4 billion rubles. ​Since the beginning of the year, OTP Bank’s loan portfolio has decreased by 13%, and overdue payments have increased by 44% according to Russian reporting.

Chesakov told RBC that the bank has done a lot over the past year to overcome the effects of the crisis. “As a result, the bank’s results last months significantly better than forecasts made in the spring. Nevertheless, our views with the shareholders on the further development of the bank differed, which led to the adoption of a mutual decision,” he added.

Chesakov headed OTP Bank in the fall of 2013; from 2006 to 2011 he worked in Tinkoff Bank, including in the position of chairman of the board. ​Chesakov’s track record includes work at Russian Standard Bank, McKinsey & Company, BP, and Rust. He studied mechanics and mathematics at Moscow State University, graduating with honors, after which he received a master's degree in computer science at Princeton University, and in the early 1990s he received an evening education in business and economics at the Russian-American Independent University.

Before Russian Standard, he worked for three years at Investsberbank, where he was responsible for the retail lending business. The same year that Chesakov left for Tinkoff Bank, Investsberbank was sold to the Hungarian OTP Bank.

OTP Bank ranks 45th in terms of assets (171 billion rubles), the controlling shareholder of the bank is the Hungarian OTP Bank.

In the first half of 2015, retail banks brought a fifth of the total losses banking system based on the results of the first half of the year. The total loss for the system amounted to 256 billion rubles, and the loss of seven of the ten largest retail banks amounted to 49 billion rubles. The biggest loss among banks specializing in lending individuals, according to the results of the first half of 2015, VTB24 had 12.3 billion rubles. (compared to a profit of 10.5 billion rubles for the same period last year). It was followed by Home Credit with a loss of 9.5 billion rubles. "Svyaznoy" and " Eastern Express"lost 6.3 billion each, Russian Standard - 5.6 billion, Renaissance Credit - 5.1 billion, OTP - 3.4 billion rubles.

The income of retail monoliners is falling for two main reasons: firstly, the Bank of Russia has introduced a rate ceiling consumer loans; secondly, the banks themselves, which are now less actively and more carefully expanding their portfolios, competing for a higher-quality borrower, are forced to reduce rates. At the same time, banks have to pay more for funding, and growth deposit rates undermines the business model of even players with an acceptable level credit losses. Banks are actively cutting branches and staff, reducing the scale of business, but this does not cover the increase in funding costs.