Banks have a special position in terms of value and profitability
According to the financial news report, citing the public relations of Sanat Va Madan Bank, in this conference, which was held in the presence of the CEO, members of the board of directors and executive board and headquarters and provincial managers in Kalardasht cultural and sports complex, Hossein Askari, a member of the board of directors of this bank While appreciating the performance of all bank employees in realizing the goals and plans, he said: financial and banking system is the soft infrastructure of economic development; Our country ranks 41st economically in the world; Based on the value of natural resources, Iran ranks fifth and in terms of intelligence, Iranian people are ranked fourth in the world, but why haven’t we been able to properly use the natural resources and human capital that we have? The answer should be found in things like management structure, productivity system and work culture, laws and regulations, or maybe administrative bureaucracy or people’s thinking structure.
He went on to talk about the impact of the financial industry, especially the banking network, on the economy and pointed out: The financial industry is one of the most important soft infrastructures of the economy, which, by allocating resources, moves small savings, applies financial supervision and corporate controls. Facilitating trade and investment and facilitating risk management causes economic growth and banks are among the top economic enterprises in the world and have a high market share and have a special position in terms of value and profitability.
Hossein Askari spoke about the important and influential trends in the world’s development banking and their effective methods and presented statistics on the ranking of the world’s development banks based on assets and said: the important and influential trends in Iran’s banking system, including balance sheet reforms especially correction of disparity in resources and expenditures, disparity in incomes and expenses and disparity in the cost price of money and the interest rate of granted facilities), equipping cheap resources, reducing credit risk including determining the assignment of toxic assets and reducing NPL, sanctions and interaction With the world’s banks, digital transformation is how to interact with the government, improve profitability for sustainable activity, interact with the capital market and change the operation of branches.
A member of the bank’s board of directors stated: In the era of rapid changes, we must be able to manage the organization in a different way that the quality of work and the effectiveness of the bank’s processes are continuously improved, involving employees in improving the quality of affairs, reducing the time of processes, modifying processes and diversifying banking services. It includes explaining the duties of employees by providing models and concrete examples and strengthening the spirit of self-control and self-evaluation in employees, which in this case will facilitate the manager’s evaluation of the group and make the work results more effective.
He pointed out that every organization has its own strategy and a specific time should be spent for the implementation of plans and strategies. On the other hand, high trust in the organization cannot replace a good strategy, but lack of trust can make a good strategy ineffective.
Amirhosheng Asarzadeh, another member of the board of directors of Sanat and Mine Bank, who was also present at this conference, said: In the previous conference, we said that the collection of claims, especially foreign currency claims, is an important issue, and the imbalance of resources and expenses was another serious issue that should be addressed. Of course, they still have a high degree of importance; Fortunately, we have had an acceptable performance in these 6 months, and in terms of the liquidity challenge, relatively good management has been done, and even though a more acute situation was predicted, it did not happen with the efforts and efforts of the different units of the bank, and the overdraft process from the Central Bank was controlled and stoped.
He added: “We had a problem at the beginning of the year regarding the violation of the growth limit of the balance sheet, but since the end of September, the situation of the bank’s balance sheet has been improved and this problem has also been resolved.”
Assarzadeh stated: Liquidity management should not lead to non-payment of facilities, but we should seek to strengthen the bank’s ability to provide facilities and equip stable resources, and this requires correct policies and we should go in the direction of strengthening the bank’s planning system and in the field of acquisition And the work of the bank, we must have clear policies and qualitatively and quantitatively evaluate the important indicators of the bank and set clear targets.
He emphasized: We are in a situation where our resources and expenses need accurate and coherent planning and we must focus deeply on our planning system.
Referring to the necessity of redefining the relations and interactions between the bank and the bank headquarters, Asarzadeh stated: Bank planning should be done in the effective interaction between the bank and the headquarters so that it is precisely determined what the duties of the bank and the headquarters are for the implementation of plans and strategies. The headquarters should be the policy maker and executive tasks should be entrusted to the branches as much as possible.
Bijan Esadi, a member of the board of directors of this bank, also pointed to the existence of the bank’s dissatisfaction and efforts to separate business lines and reduce the adverse effects of the lack of resources, and emphasized: despite the good performance of the branches in granting Rial facilities, due to the default of foreign exchange claims and finance obligations, the deficit Resources have been created in the bank, and it is necessary to make temporary changes in the business, although these changes should not lead to the loss of old customers.
Bijan Esadi stated: The executive affairs of the plans should be left to the branches and the headquarters should not enter into the executive work and there should be a policy that the branches have an effective and continuous presence in the stages of customer identification, payment and collection, and the headquarters work in monitoring and consulting. and appear in the role of a politician.
He said: executive units must be active in planning; Branches should give detailed opinions and by identifying obstacles and problems, take action to provide solutions, and the affairs of branches should provide authority and space for action for provincial and branch managers, and in the queue section, managers should go after their defined and specialized tasks.
He said about the bank’s digital transformation and new services: In a competitive market, it is necessary to have new tools to provide services to customers, and the bank’s new services are being implemented with the participation of the bank’s vice-president of information and communication technology affairs and the follow-up of the digital transformation team.
Asadi added: For this purpose, 5 ARTs have been created to implement digital transformation, we have established Iran Exico as a bank technology company, and in order to create corporate banking, we have the necessary infrastructure, including electronic signature, digital promissory note, and then the contract process. The contract is being followed up and acted on in person, and the integration of communication with customers is also being done in the management of public relations and customer affairs.
The renewal of the Niko system contract is underway with the view of reducing dependence on the mentioned company, and regarding the full implementation of the digital transformation in the bank, we need the cooperation of the support units, security management, information and communication technology management.
In the end, while thanking the colleagues of the digital transformation team, he also appreciated the cooperation of the branch colleagues and business management.
It should be noted that at the end of this conference, the good performance of the managers and employees of Betrat Sanat, J Isfahan, Sanandaj, Ilam and Bushehr branches was appreciated and a certificate of appreciation was presented to them by the CEO of this bank.