About OTP Bank in Russia. Sandor Chani: “OTP Group is looking for a bank that is capable of generating business About OTP Bank”

Sandor Csani

Chairman of the Board of Directors of OTP Bank Plc.

Sandor Chani graduated from the College of Finance and accounting in 1974, University of Budapest economic sciences in 1980, and completed his graduate studies there. He is a certified auditor and a qualified pricing specialist.

After completing his education, he worked in the Financial Administration and then in the Secretariat of the Ministry of Finance of Hungary. From 1983 to 1986 he headed a department of the Ministry Agriculture and food industry. In 1986 he moved to work in the banking sector: he became the head of the Hungarian credit bank. From 1989 to 1992 he worked as deputy head of K&H Bank.

Since 1992, he has served as Chairman of the Board of Directors of OTP Bank Plc. Responsible for the strategy and operational activities of the bank.

He is a member of the European Board of Directors of MasterCard, vice-president of the Board of Directors of the oil and gas holding MOL Group, co-chairman of the Hungarian National Association of Entrepreneurs and Employers. Until April 2011, he served as a member of the Board of Directors of the Hungarian Banking Association. Since July 2010, he has headed the Hungarian Football Association.

Zoltan Major

Chairman of the Board of Directors of OTP Bank

Zoltan Major

Chairman of the Board of Directors
OTP Bank

Zoltan Major was born in 1966. He graduated from the Technical University of Cluj-Napoca (Romania) in 1990, receiving a master's degree in electronics and telecommunications. In 1994 he completed his studies at the Budapest University of Economic Sciences with a Master's degree. international economy and finance." He continued his education at the Weatherhead School of Management at Case Western Reserve University (Cleveland, Ohio, USA) and received an MBA degree in 2002 with a specialization in marketing.

Between 1992 and 2006 he held various positions V KPMG companies, Citibank, ABN AMRO/K&H Bank, GE Capital International Services (GECIS)/Genpact. From 2006 to 2007, he worked at the Fund as General Manager responsible for financing the country's healthcare sector. health insurance Hungary. Later he joined the Board of UniCredit Tiriac Bank (Romania), where until 2010 he was responsible for retail banking business(segments of individuals and SMEs). In 2011, he joined UniCredit Bank Austria, where he headed the consumer lending central European divisions. From 2013 to 2015, he worked on the Board of the Austrian bank Hypo Alpe Adria Bank as the bank’s chief director for Bosnia and Herzegovina.

In 2015, he accepted an offer to take the position of Managing Director, Head of the Digital Technologies Department of OTP Group, and also to head the Board of Directors of OTP Bank JSC.

Zoltan Mayor is a member of the Advisory Board of the Bucharest Branch of the Maastricht School of Management (Bucharest, Romania). Teaches in mentoring programs and workshops on banking for students of Corvinus University (formerly Budapest University of Economic Sciences and Public Administration).

Borrowers of the Hungarian bank considered the return of loans to it to undermine Russia's security

Hungarian working in Russia OTP-bank who has serious balance problems, working capital and liquidity and who did not want to regulate relations with foreign currency borrowers, faced a new unexpected misfortune. OTP Bank borrowers, who collectively have to pay the bank significant sums, seem to have found legal way not paying your bills. As several reported mass media, borrowers of banks with foreign participation, including the Hungarian OTP Bank, en masse turn to law enforcement agencies with similar statements with the following content: “I, so-and-so, took out a loan from the bank, but then I did not know that the bank’s founders were foreign companies, whose head offices are located in NATO member countries. I am not against repaying the loan, but I can’t, since these actions fall under Article 275 of the Criminal Code of the Russian Federation, namely, providing financial assistance foreign country, international or foreign organization or their representatives in activities directed against the security of the Russian Federation.”

And indeed: Hungary, where the head office of OTP-group is located, has been a full member of the NATO bloc since 1999, which, as is known, Lately is pursuing a particularly unfriendly policy towards our country. In addition, Hungary is a member of the European Union, which continually imposes all sorts of restrictive sanctions on Russia and Russians. Besides, financial policy OTP Bank is structured in such a way that Russian money at the bank’s disposal is sent to European accounts. And from them the owner of OTP Bank Sandor Chani pays taxes, which go, among other things, to finance the European bureaucracy and increase the defense power of the North Atlantic bloc. In addition, the branch of OTP Bank operating in Ukraine in Last year has clearly turned from a commercial to a political project. Thus, according to the management of the Ukrainian branch, last year credit organisation on Nezalezhnaya ended with an impressive loss, but this did not lead to the closure of OTP Bank in Ukraine. Although, for example, according to the same Sandor Chani, he immediately abandoned activities in Azerbaijan due to commercial risks. This may mean that in Ukraine the owner of OTP Bank performs special tasks through his banking network that are in no way related to making money. One can only guess what these tasks are. But it is obvious that they probably do not meet the interests of Russia, and most likely, sharply contradict them.

Therefore, the collective decision of Russian borrowers of OTP Bank to refuse payments to this bank has a basis. In addition, as it recently became known, Sandor Chani decided to make extra money from temporary difficulties Russian economy, giving it to your daughter banking structure in Russia " financial assistance» as much as 18 percent per annum. It is obvious that due to these circumstances Russian branch OTP Bank undertook to work off the loan for full program, shamelessly shifting their obligations to “Papa Sandor” onto Russian clients. Such a predatory approach to Russia cannot be regarded other than as a hostile action that has nothing to do with the principles of mutually beneficial cooperation on which the banking business of the Hungarian Sándor Csányi gained registration in the Russian banking market several years ago.

Meanwhile, the situation in and around the Russian OTP Bank is getting worse day by day. As is known, from the second half of 2014 the bank began to experience serious problems with foreign currency borrowers, which negatively affected the balance sheet credit institution. The situation was aggravated by non-returns consumer loans, which were generously distributed by OTP Bank. In addition, against the backdrop of a general deterioration of the situation in banking sector OTP Bank did not escape the raid of depositors who decided to withdraw their savings from deposits just in case. However, the volume of household deposits in OTP Bank still remains significant. This means that, given the current situation of this bank, the risk that its clients will join the army of defrauded depositors increases many times over. The fact that the situation is moving towards such an outcome is evidenced by the Central Bank sending its representative to OTP Bank, who checks every operation of the credit institution. However, even such work under control, indicating the growing mistrust of the regulator in OTP Bank, does not at all guarantee that one fine day in 2015 this bank will not suddenly collapse. Anxiety and panic grip not only depositors, but also employees of OTP Bank, who understand that things are reaching a dead end.

Oleg Romanov.

16.06.2011 12:00 6198

Sandor Csanyi visits Russia quite often, mainly on business with the Hungarian Gazprom - the MOL company, of which he is a member of the board of directors. However, it is difficult to meet him here, so I had to go to his native Budapest. His office is located in one of the bank branches in the old part of the city. It's quiet here and no one is in a hurry. Money, apparently, loves this silence very much - after the interview, I found out that I was talking with the richest man in Hungary: according to the newspaper Napi Gazdaság, translated into rubles, his fortune is 23.6 billion. Doing business in Russia, as can be understood from the words of Csanyi , not very easy - MOL barely won back its shares from Surgutneftegaz, and OTP Bank was never able to collect the debt from Tekhnosila. Therefore, Chani, like many foreigners, considers people to be Russia’s main asset. He told Vedomosti how it works in Russia, where the group is going to buy banks, and why he is not concerned about the criminal records of the President of Ukraine Viktor Yanukovych.

- Is it difficult to be a foreign investor in Russia?

Investing in Russia is not particularly difficult - you need to have a strong team of local managers, a team of professional experts, otherwise you can make a mistake with the investment. For a business to be effective, managers must speak the same language with clients. I was convinced from my own experience. I think that in Russia we have this. I myself travel to Russia three times a year, partly because I am on the board of directors of MOL.

- One of your business partners, Megdet Rakhimkulov, also, in general, came from the energy sector.

He is only an investor and has never been among the company's leaders. He and his family members hold a small stake in the bank, but he recently reduced it from 10.2 to 9%.

Many foreign banks were forced to resort to government assistance or attract new shareholders. In this regard, how did the group look during the crisis and how are things going now?

I have experienced more than one crisis: in 1989, then in 1992. We have always been very conservative in terms of capital and reserves, and this strategy has proven to be correct. And besides this, we tried to increase capitalization. For example, they did not pay dividends to shareholders, reduced lending in all countries to maintain liquidity at the proper level, and introduced stricter risk management. In my opinion, we overcame the crisis successfully, maintaining efficiency, profitability and profitability. And we did not need to attract additional capital either from the state or from the market. The state, however, provided us with a loan in four currencies at a rate of LIBOR + 3-4%, which we repaid within a year. Taking into account the fact that we did not use this money, and the rate was market, it cost us quite a lot. But we still took them, because until very recently it was not clear where the crisis would turn, and an additional reserve of money has never bothered anyone.

Given how the price of banking assets has fallen, are you perhaps considering purchasing new assets for the group?

In Russia, Bulgaria, Ukraine and Montenegro, where subsidiary banks have a good market share, we strive to maintain and increase our position. But in Romania, Serbia, Croatia and Slovakia, where our market share is small, we are constantly considering opportunities for new acquisitions.

- Why didn’t you end up buying a bank in Azerbaijan?

We were already at an advanced stage of negotiations to acquire the bank, but retreated due to the crisis, because the importance of creating reserves and maintaining liquidity came to the fore. We are currently conducting research into what other markets may be of interest to the group. These are countries former USSR, Asia. These include Kazakhstan and Turkmenistan as possible targets. A significant market share of at least 10% and an adequate deposit base are especially important to us.

- Is the Hungarian government limiting the expansion of banks?

We are a privately held public company. The state does not in any way influence our work in terms of entering new foreign markets. But the regulator, naturally, will not allow transactions that will negatively affect the amount of capital. They won’t let us buy Sberbank! (Laughs.)

How do you assess the measures taken by the governments of the countries where your subsidiary banks are located? Particularly in your home market, you now have to pay special tax…

After the elections, the Hungarian authorities were unable to cope with the budget deficit without restrictions. The country's new leadership tried to get permission from the European Commission to increase the deficit, but Brussels did not agree to this, and they had to introduce a special tax. In addition to banks, retailers, telecoms, and energy companies also pay it. Of course, no one is happy. But we have headquarters in Hungary, and the stability of the country is important to us, as is the opportunity to make our external debt less. We adopted this tax as a temporary measure. Although without it our financial result would have been 20% higher. And in general, it did not have the best effect on banks - a negative increase in loans issued in 2010. Although this is not the only reason for this. To those European banks that received state support, were prescribed prerequisites The European Union or the governments of these countries on liquidity and capital adequacy. Because of this, several banks had to cut funding to their subsidiaries. The primary consideration for liquidity and capital allocation is payback. Global players with subsidiary banks in almost 20 countries directed assistance primarily to those “subsidiaries” that needed it most. In Hungary the crisis was not that deep. The OTR group mainly supported the Ukrainian bank, since the situation in Ukraine was much more complicated. GDP fell by 15%, the hryvnia depreciated by 60%. Clients with foreign currency loans suffered greatly, and the Ukrainian OTP-Bank suffered losses. Fortunately, the situation changed in 2010 and the bank became profitable again.

- Many foreign players then wanted to sell their business in Ukraine. Surely you too?

In the fall of 2008, we had such thoughts, but then we abandoned this idea. And we still believe that this is a large market, we know this market and its specifics and not only do not want to leave, but we also want to increase our presence there. The Ukrainian bank is one of our strategic investments for many years to come, we have a good customer base and excellent management in Ukraine. It also plays a role here that we bought the bank from the Raiffeisen group, which placed special emphasis on attracting high-quality, reliable clients. And this made it possible to deal with difficult situations appropriately. Time has shown that we made the right decision, because today the situation has stabilized. I believe that our Ukrainian bank will become one of the most profitable in the group. Russian investors share this point of view; one of them approached us with an offer to acquire our Ukrainian bank, but we rejected it. And it is unlikely that he will now be able to buy a bank in Ukraine.

Are you not embarrassed by the political risk of a country where President Viktor Yanukovych has two convictions - for robbery and brawl?

I didn't know about it, but it doesn't bother me much. There are positive trends. An agreement has been reached with the International Monetary Fund, the economy is growing, the energy situation has stabilized, new investors are coming to Ukraine, and the population is not demonstrating.

- How did your Ukrainian bank become profitable in 2010?

The decline in the loan portfolio stopped, and we started lending again, reduced the costs of risks and the formation of reserves, and received good interest income. In addition, it works well with problem debt. Last but not least, thanks to Russian investors, the financial results of our corporate business in Ukraine have improved. For example, Russian investors acquired one of our borrowers - a metallurgical plant, and this improved the quality of our loan portfolio (last year in Ukraine there were two transactions for the sale of metallurgical assets: with Zaporizhstal, the investor is still unknown, and with the largest steel company "Industrial Union of Donbass", it was acquired by the former co-owner of Evrazholding factories Alexander Katunin - Vedomosti).

Share Russian bank in the profit of the OTP group in 2010 (nine months) increased significantly: the Russian bank provides 12.7% of net profit and 14.4% of net interest income groups. How has the Russian bank been able to increase profits now?

Of the foreign subsidiary banks, we are most satisfied with our Russian and Bulgarian banks. They helped us maintain profitability; we did not have any problems with their liquidity. Profitability is tied to portfolio growth, and the unsecured loan portfolio grew by 61% in 2010, while costs increased by only 18%. The cost-to-income ratio decreased from 61 to 49%. This is a good result for a bank that has such an extensive network and active retail lending. Loans overdue by more than 90 days account for 12.3% of the portfolio by international standards. At the end of last year, the Russian bank's capital adequacy was 17%; by the end of 2011, according to our forecasts, this figure will reach 19.2%. We expect that the share of the Russian bank in the group's structure will continue to grow.

About 40% of the reserves created by the Russian OTP-Bank in 2010 are related to the Tekhnosile loan. How do you assess the situation that has developed around this borrower and the pool of lenders?

We sold our claims, so the Russian bank no longer has claims against Tekhnosila.

Foreign banks spoke quite harshly about working with large Russian borrowers due to their low level of payment discipline. You also say that you don’t concentrate on them. Is this somehow related?

We had a negative experience with a large Russian company, but not in Russia. In principle, the larger the client, the more subordinate the bank is to him. And some examples from our work show that this is true. There was a client on whom we lost more than we earned. Although we were talking about a large borrower with an understandable business and a wide sales network.

- Investment attractiveness banking business is falling. Do you agree with this?

It is clearly visible that it is really becoming more difficult in terms of competition: the number of banks has grown significantly, at the same time, under the influence of the crisis, responsible participants are working much more carefully.

Do you also have own investments in real estate in Russia. For example, a stake in the Trigranit company. By the way, what is he like? “Trigranit” was going to invest 5 billion euros in real estate together with Gazprombank. How have your plans changed due to the crisis? How much was invested during this time and in what?

It must be admitted that the crisis affected the real estate segment more, and its impact there was more pronounced than in other areas. And this made adjustments to our plans. But Trigranit is still operating in Russia and is even planning new investments. I do not participate in the management of the company, my share is insignificant and amounts to about 10%.

- Did you become foreign investor more secure in Russia compared to, for example, the 90s?

We did not work in Russia in the 90s, and therefore we do not have such experience. Since we came out Russian market, we had no problems. The regulatory authorities here are very demanding; we received a number of instructions when purchasing the bank, which we fully complied with. We do not believe that our investments in Russia are in danger. As a negative example, I can only complain about a case when it was difficult to get the debt back. But this is not the fault of the state.

Biography

Born in 1953. Graduated from the College of Finance and Accounting in 1974, and from the University of Economic Sciences in Budapest in 1980. After that he worked at financial management and the secretariat of the Hungarian Ministry of Finance

1983 - Minister of Agriculture and Food Industry of Hungary
1986 - went into banking business, heading the department of Magyar Hitel Bank
1992 - became president of OTP Bank, the largest bank in Hungary

$8.6 million

how much does the package cost (0.096%) of Sandora Chani at OTP Bank

Sandor Chani and Russia

“Many of my friends who studied in the Soviet Union brought jeans there from Hungary. Compared to that time, Russia has changed beyond recognition. And if we have already reached our own bank in Russia, then this in itself is great progress, right? What impresses me most is how large cities are developing, perhaps because I don’t know most of Russia. And the development of business infrastructure is increasingly conducive to doing business. What is very important for me personally is that people in Russia are cordial and if you have found a friend here, then it will be a real friend, and this means something completely different, more than in many other countries, for example in England. In Russia I have friends in all areas - bankers, businessmen and even just hunters.”

OTP Bank

Commercial Bank. Assets - 971.5 billion rubles. Capital - 158 billion rubles. Net profit - 5.4 billion rubles. Major shareholders: Hungarian MOL - 8.7%, Family of Megdet Rakhimkulov - 9.01%, Groupama - 8.43%. Capitalization - 1.65 trillion forints ($9.16 billion).

Overcome state banks

“The toughest competition in Russia is in the mortgage market, where state banks hold very low rate, admits Chani. - We cannot lend on their terms - otherwise we will receive a loss. We are trying to negotiate financing with AHML.” This will help the bank gain access to a source that will give it a more competitive rate, he believes.

Tatiana VORONOVA

OTP Bank does not look like an aggressively developing bank, but it retains its risk appetite. The expected deal with Prominvestbank never materialized, but the bank is actively looking for a bank to purchase. Chairman of the Board of Directors and CEO of OTP Bank Sandor Csany told FinClub journalist Victoria Rudenko (Ukrainian) about what the Hungarian OTP group wants to do in the Ukrainian banking market.

– Director of the Department for Relations with Investors and Capital Markets of OTP Group Sandor Pataki announced the group’s plans to occupy at least 5% of the market in all countries of presence. OTP Bank occupies 2% of the market by assets. When do you plan to increase your share to 5%?

– In fact, our plans include achieving a market share of at least 10% in all nine markets where we are present. Even if this moment we don't see such a possibility. We are trying to increase our share in both ways: both through organic growth and through acquisitions, of course, if we see a suitable target for acquisition.

Last year we bought AXA Bank Europe's portfolio in Hungary. In Croatia we bought Splitska banka, which is larger than the one we already owned (OTP Bank Croatia). We also bought banks in Serbia (Vojvodjanska banka) and Romania (Banca Romaneasca). If there are more opportunities, we will take advantage of them.

In Ukraine, we suffered significant losses primarily due to exchange rate changes. We lost our branches located in Crimea and the loans issued there. We found ourselves in a similar situation in the eastern regions of Ukraine. Nevertheless, we are ready for growth and believe that the favorable trends in Ukraine that began last year will continue. In Ukraine this year, for example, we bought two branches of another bank, in fact, along with their business.

- OTR Group was considering the possibility of purchasing Prominvestbank. Why did the deal fall through?

It didn’t work out with Prominvestbank because it didn’t fit our portfolio. We are looking, first of all, for a bank that is capable of generating business, that is, a bank that provides not only infrastructure or a portfolio, because this is a short-term effect: the portfolio will end, and there is no need to buy infrastructure, because we already have it.

- What requirements do you put forward for a “good asset” for acquisition?

We ourselves generate several hundred million dollars of business annually and are looking for a bank that can generate business in segments in which we are not present. We don't want to buy a bank that's in a lethargic state, that has branches with people in it, but that has a corporate loan book full of bad assets. We need a bank that is actively working, it has clients who actively use the bank’s services and are ready to complement our activity.

OTP Bank is the only subsidiary of OTP Group that has corporate portfolio much higher than retail, its share is 69%. Are you planning to rebalance your portfolio?

The current situation does not bother us. In fact, it developed historically. When we bought the bank from Raiffeisen, its loan portfolio was mainly corporate. Our task is to develop both directions: retail and corporate. If we talk about retail, we believe that our services good quality, we have a good one product line, the number of credit cards is increasing. I think we are on the right track in this direction too. While banks in Ukraine, including OTP Bank, are forced to deal with problem loans, they cannot fully engage in development. But we are pleased with the growth of our Ukrainian subsidiary both in corporate and retail. The leasing segment is also growing well. We are ahead of planned growth.

The SME sector is actively developing in Hungary. Do you plan to introduce successful Hungarian products in Ukraine? In what perspective is this possible? After all, the share of SMEs in OTP Bank’s portfolio is still small: 1.87% in the loan portfolio and 3.73% in the deposit portfolio.

There are several Hungarian products that we have already introduced in Ukraine. But our Ukrainian specialists are quite successfully developing their own products, adapted to the characteristics and needs of Ukrainian companies. And I believe that Ukrainian SMEs receive service no worse than their Hungarian colleagues. At the same time, there are several areas where we plan to adopt the Hungarian experience if certain changes are adopted in Ukrainian legislation. This applies to electronic digital signatures and online identification. For example, we were unable to launch a product in Ukraine in which you do not need to personally come to the branch for identification, but an account can be opened online. This is possible in Hungary.

In Hungary, after the 2008 crisis, banks quickly resolved the issue of distressed assets. What from the Hungarian experience would you advise Ukraine to adopt?

The resolution of the situation in Hungary was facilitated by the fact that problem loans could be written off and completely excluded from the tax base. The fact that the Hungarian banking sector is now very active in both retail and corporate banking indicates that the balance sheet has finally been cleared of problem loans, and the freed funds were used to increase lending volumes. It helped us a lot that we didn't have to sell problem loans to external collection or factoring companies. Everything was resolved using our own factoring company. As a result, the bank concentrated only on the new loan portfolio. From point of view tax legislation it made no difference to whom to sell the problematic loan portfolio - an external company or “our own”. What can be learned is the experience of regulation banking sector and tax changes. In addition, I consider Hungarian legislation on bankruptcy and liquidation issues, as well as the protection of creditors’ rights, to be quite effective. This is a weak point in Ukraine. Although I would like to note that we have learned a lot from our Ukrainian colleagues regarding collection issues.

You have a factoring company in Ukraine. Do you plan to buy assets of bankrupt banks from the Individual Deposit Guarantee Fund?

Now ours the main task– resolve the issue of problem loans in our bank.

In Hungary, the OTP group includes about 20 companies: from tour operators to real estate leasing and health insurance. Do you plan to expand the group in Ukraine in these directions?

In those market segments where our presence is necessary and advisable, we are already present in Ukraine - these are the companies OTP Leasing, OTP Capital, OTP Factoring. We see no point in creating new legal entities just for the sake of increasing the number of companies in the group.

- Do you plan to expand the geography of the group?

If we look at Europe, the greatest growth potential is precisely in the part where we are present. If in this region you can earn 16% return on investment, then why go to countries where it is less than 10%. Moreover, this region has more potential economic growth, which means the potential for the banking market is also higher. That is, there is no point in going to Western Europe. Of course, if we find some kind of digital solution that will allow us to break into Western European banking market With small investments, we will, of course, take advantage of the opportunity. The situation is different in Asia. There we are actively searching for an investment property. We have already opened a representative office in China and received permission this year. But our goal is not China itself, but other Asian countries.

- What countries are you interested in in Asia?

For example, Vietnam. In the future, we want to enter China. But there are very strict requirements. The representative office must have existed for at least two years to be eligible to apply for business expansion.

- OTR is a patient investor. Have you ever wanted to leave some market?

Leaving the market means losing. In all conflicts, I took the position that we had to wait.

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 acronym 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:

Mission and Vision

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

• increase the number regular customers up 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 customers is ensured by favorable conditions for loans and deposits, a wide choice banking products, 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:

Financial indicators

"OTP Bank" for the last reporting period(03.2018) improved my financial indicators. 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:

Clients and partners

The main contingent served by the bank 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. For them there are settlement transactions, placing funds into 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 profitable terms in Russia, which will be optimal for different segments of the population.