Sukhoverkhov Sberbank Biography

In his first interview, he spoke about the personnel permutations, the flagship of the E-Commerce Sberce and the consequences of the Pandemia for business. The team is large, so it is updated constantly. The fluidity at the leadership level is traditionally lower than in units serving customers. There was no and would not be some revolution-a very strong team inherited. I read somewhere that we had some mass permutations.

We laughed. Three out of fifty leaders quit, are there significant permutations per year or not? Extremely insignificant. We have a common covenant: the team to value, raise. A person is either productive or not. If not, we help, it doesn’t work out - we are looking for another application. Often we part, people can’t stand it, but some covenants are not about us. He came there from the Rostov head department, where he was a manager for five years.

And before that he worked in five different commercial banks. The fact that I work today in one place, tomorrow in another, does not mean that I am leading a secretary, driver, deputy, directors of departments and so on with me. Not a single deputy, not a single employee from the Far East moved with me. In principle, I will score such movements are not characteristic. We have a normal rule of regular movements, rotations.

The average head of the head is 5-7 years in one position. After that, you either move in a horizontal plane or in the vertical. What should change, including in relations with clients, are both corporate and private? This is the most serious challenge over the past year. In our strategy up to a year, one of the goals is to enter the TOP-3 in the E-Com E-Commerce market, electronic trade-approx.

And, it seems to me, in Yekaterinburg, Self -Cat and Sbermarket supporters are quite successfully won. At the same time, on the foreseeable horizon, we will remain the main financial partner for both business and the population. Everything is fine with us with numbers: one of the best growths in history in terms of the corporate block, the situation is even better in retail.

The growth rate is leading in the market. How will he be built here and how can you influence him at all? Those goals that the bank set for itself in its strategy for the year, in Yekaterinburg, we plan to fulfill in the year. For this, there are certain conditions: the bank has a good infrastructure, customers perceive us. Yekaterinburg is a point where we will try different models, and more resources will be concentrated here in order to achieve the result before.

What can you do? E-Com always ends with the interaction with the goods. He still should somehow find himself with the client, so the infrastructure is of great importance. These are large warehouses and distribution centers where the goods from all over the country enters, and the network inside the city, in the region. These are quite complex flows and most importantly - constantly changing.

Therefore, the first is delivery. The second is regional manufacturers, they should also fall into the ecosystem, and this should happen quickly and comfortably for them, especially in the grocery retail. The third is perception in the territory, that is, marketing activity. The network is important not only for delivery, but also for sale. But the market is now in the stage of formation, while no one is taking away customers from anyone, there is a huge meadow for each player.

Basically, the indicators in the GMV category are now evaluated. This is the total revenue of the marketplace participants, the number of users, the frequency of sales. But it will not be a giant office on thousands of floors.

Now this block takes half a story. Ecosystem companies operate quite independently of each other, only in such conditions you can develop in the market. In general, Sber is piloting a variety of solutions. Now in the Ural bank there are hundreds of three pilots in a variety of directions. In part of E-Com, we probably have a flagship unit in terms of integrated development.

Someone partner channel pilots more deeply, someone is agent, someone is the interaction between ecosystem companies. Because no one knows the right path: the decisions that worked a year ago today are already leading to the opposite result. And you can move forward only by constant experiments. And it’s easier for us - we have a huge system, we try in different directions, territories, with different approaches, so we have the opportunity to get the best results simply on the basis of more experiments.

Photo: Anton Butsenko, RBC Yekaterinburg “We are not eager to occupy the whole market” - now they talk a lot about the credit bubble and a large number of unreliable borrowers. How has the Credit portfolio of the Ural Bank, overdue debts changed over the past year? The loan portfolio is growing. According to the legal entities by October 1, he reached 8 billion rubles.

Expensible debt is reduced. We are not eager to occupy the entire market, we take only those customers who fall into our business model. In any crisis, we show the best results among other banks, because we are conservative in the adoption of risks. Especially medium and small business.Do you have an idea at the expense of who is growing this very loan portfolio in such a difficult time?

It cannot be compared with the crisis of the year or th. The first - the actions of the state played a huge role. They made it possible for most companies to either survive the consequences of the crisis or delay them. The second - the crisis did not touch the behavior of individuals as much as expected - in the beginning there was just a panic. And a number of events affected that it was difficult to predict, including a significant increase in prices for raw materials and associated goods.

Again, a mortgage. This is a huge incentive for construction, and the construction area is a locomotive for a dozen other industries. Therefore, the economy of the Sverdlovsk region has more than worthy of a crisis period. If we compare us with other regions on gross regional product, industrial production - we look quite good. Of the large industrial enterprises, there are practically no one who would have suffered significantly.

Yes, in the small business there were sectors that suffered very much, first of all it is retail trade and catering. But even there, those who rebuilt in time and went to electronic sales channels, did not lose, but grew up on a crisis. All companies of our ecosystem over the past year have exceeded their indicators many times. Sberbank feels more than confident, based on the same well -being of our customers.

The delay is reduced, loan portfolios are growing. And due to the development of the company, and due to the fact that somewhere we took the portfolios of competitors. And how does the composition change? What has ceased to be a key, maybe unfinished, and what - on the contrary - can now become securing a loan? We do not take a mortgage for most loans now - it is a specific product either without a pledge at all or partially provided with a pledge.

Because the model of the bank’s actions is a risk assessment from the point of view of the financial component. The bail has always been the second or even third most important source of loan repayment. The first is always the financial condition of the company. Relatively speaking, if you take on the security of fixed assets of the company, they have a value exactly as much as this company successfully operates.

As soon as it ceases to be successful, the physical condition of this production fund and the degree of interest in it immediately worsen. The whole construction, as a rule, goes with the key to the rights of the requirements for the built product, that is, we lend it with the key to zero, do not take the previously built building, another house or something else as a deposit.

Loans for replenishment of working capital are issued without collateral. This is a general trend in the banking business of recent years. Photo: Anton Butsenko, RBC Yekaterinburg “do not need to evaluate us only as a bank, let's evaluate as an ecosystem” - you have already said that banking services have now almost completely gone online. I see that you regularly put up offices for sale.

What are your plans for reducing the network? Once it was complicated: the staff was vertically everywhere. With the development of digitalization, everything is very flattened, so we sell areas that were not used for banking business. But we understand our social responsibility for the country, and over the past three years, we certainly have not closed a single office in rural areas, although this is not always beneficial for us directly.

There is no plan. Moreover, we understand that our physical network is our advantage, and it will always be. We have constant optimization of the network of ATMs and self -service devices, but it is associated with the development of the technique itself. Globally, the number of offices decreases, but just as much as the physical flow of customers decreases.