Productivity of Branches Home Credit Bank

1.

Productivity of Branches
applications CL
01
02
03
04
05
06
07
08
09
10
11
12
2012 year
1 830
2 368
3 167
3 353
3 524
3 571
3 955
4 287
3 968
4 427
3 843
4 555
42 848
2013 year
2 711
2 412
2 869
4 814
5 513
5 118
5 500
6 314
6 669
7 521
6 325
10 794
66 560
2014 year
6 773
7 591
9 595
7 682
5 392
6 608
8 283
8 032
6 890
6 928
6 509
8 702
88 985
2015 year
3 928
5 585
5 752
7 364
7 615
7 674
7 519
7 843
7 950
8 386
9 105
10 820
89 540
02
03
04
05
06
07
08
09
10
11
12
contracts CL
01
Общий итог
2012 year
1 031
1 605
2 110
2 216
2 256
2 299
2 476
2 586
2 325
2 646
2 165
2 539
26 254
2013 year
1 421
1 076
1 363
2 832
3 411
3 194
3 341
3 771
4 043
4 314
3 679
6 533
38 978
2014 year
3 610
4 041
4 824
3 944
2 770
3 087
3 489
3 523
3 611
3 379
3 100
3 965
43 343
2015 year
1 482
2 138
2 373
2 753
2 847
2 869
2 811
2 932
2 972
3 135
3 404
4 046
33 764
amount CL,
mln.
2012 year
01
02
03
04
05
06
07
08
09
10
11
12
Общий
итог
4 784
8 420
12 855
14 136
14 905
16 282
18 455
19 755
18 704
21 788
17 867
23 651
191 601
2013 year
12 943
9 776
11 291
26 113
34 145
31 895
34 662
38 993
43 885
47 148
39 377
85 698
415 927
2014 year
46 225
51 968
68 410
61 429
53 013
58 079
64 833
65 064
72 816
66 191
67 627
98 292
773 947
2015 year
20 783
38 367
43 963
61 148
65 428
68 700
70 761
75 714
77 986
83 445
91 789
110 147
808 231
AVG number of applications per
year
AVG number of contracts per year
AVG volume for the year
4 000
80 000
6 000
3 000
60 000
4 000
2 000
40 000
2 000
1 000
20 000
8 000
Общий итог
0
0
2012
2013
2014
2015
2012
2013
2014
2015
0
2012
2013
2014
2015

2. Productivity of Branches (2)

Productivity
per 1 Branch 01 02 03 04 05 06 07
specialist (CL)
08
09
10
11
2012 year
14 17 23 25 26 26 27 28
25
27
21
24
24
2013 year
15 14 17 29 33 28 33 36
38
42
30
49
31
2014 year
30 33 38 30 20 23 29 29
24
25
24
33
28
2015 year
15 23 27 45 49 51 50 54
55
58
80
75
44
Productivity
per 1 Branch 01
specialist (CL)
02 03 04 05 06 07
08
09
10
11
12
8
12 15 16 16 17 17 17 15
16
12
14
14
2013 year
8
6
8 17 20 18 20 22 23
24
18
29
18
2014 year
16 17 19 15 10 11 12 13 13
12
11
15
14
2015 year
6
22
30
28
17
Productivity
per 1 Branch 01
specialist (CL)
11 17 18 19 19 20 21
02 03 04 05 06 07 08
09
10
11
12
0
01
03
04
2012 year
05
06
07
2013 year
08
09
10
2014 year
11
12
2015 year
CL productivity (contracts)
10
0
01
02
03
2012 year
36 61 93 104 108 117 128 131 117 131 98 127
106
400
2013 year
73 55 66 159 203 175 205 225 248 266 188 386
192
200
2014 year 205 225 269 240 193 202 226 232 257 235 250 371
242
0
2015 year
399
04
05
06
2013 year
07
08
09
10
2014 year
11
12
2015 year
CL productivity (Sales volume)
AVG year
1 000
productivity
per 1 Branch 800
specialist
600
2012 year
80 157 209 373 425 455 469 526 542 579 805 765
02
AVG year
productivity 40
per 1 Branch 30
specialist
20
2012 year
9
CL productivity (applications)
AVG year
productivity 100
12
per 1 Branch
specialist
50
01
02
2012 year
03
04
05
06
2013 year
07
08
09
2014 year
10
11
12
2015 year

3. Status of Branches closing

№ Branch
1
2
3
4
5
6
7
8
9
10
507
603
403
404
703
108
503
506
605
106
City
Molodechno
Krichev
Slonim
Grodno
Minsk
Bereza
Sluck
Borisov
Bobruisk
Kobrin
Number Number
Branches Branches
(now)
(after)
2
1
1
3
6
1
1
2
2
1
3 Branches already closed
2 Branches – will be closed in April
3 Branches – will be closed in May
1 Branches – will be closed in June
1 Branches – will be closed in August
1
0
0
2
5
0
0
1
1
0
March
April
May
June
August
closed
30.apr
27.apr
closed
closed
11.may
18.may
25.may
03.jun
01.jun

4. Action plan to increase productivity at Branches

Change chart with coefficients in bonuses of Branch specialists – since April 2015
Regular monitoring of Ratings (report) of Branches and specialists – since March
2015
Optimization of work processes with activities to attract client (setting goals and
monitoring) – since May 2015
Introduction of a system of mentoring – since June 2015
Development of project «Service standards». Cultivation in the minds of people that
«Standards = additional sales». Adoption of standards by all employees of the
Branches – in 2-3 quarter 2015
Closure of 10 Branches – till August 2015
Relocation of 6 Branches to better placement
Advertising promotion of products – hole 2015 year

5. POS

POS Applications
40 000
30 000
2012 year
20 000
2013 year
2014 year
10 000
2015 year
0
01
02
03
04
05
06
07
08
09
10
11
12
POS Contracts
40 000
30 000
2012 year
20 000
2013 year
10 000
2014 year
0
2015 year
01
02
03
04
05
06
07
08
09
POS Sales volume, mln. BYR
10
11
12
200 000
150 000
2012 year
2013 year
100 000
2014 year
50 000
2015 year
5
01
02
The title of the presentation
03
04
05
06
07
08
09
10
11
12

6. NNC

2012 year
2013 year
2014 year
2015 year
contracts NNC
2012 year
2013 year
2014 year
2015 year
amounts NNC,
mln.
2012 year
2013 year
2014 year
2015 year
290
2 319
1 456
404
2 781
1 843
637
3 405
2 232
1 203
3 064
2 709
1 050
1 562
3 195
977
1 745
3 456
990
1 811
3 567
1 430
2 027
4 573
1 729
1 166
4 946
2 479
1 722
5 350
2 388
1 961
5 786
95
95
4 341 17 918
2 716 26 279
6 543 45 654
01
02
03
04
05
06
07
08
09
10
11
12
Общий
итог
143
1 039
541
179
1 188
745
276
1 324
912
601
1 248
1 092
523
633
1 288
466
574
1 393
491
592
1 437
636
667
1 843
758
528
1 993
1 122
792
2 156
1 146
786
2 332
59
59
2 554
8 895
1 025 10 396
2 637 18 368
01
02
03
04
05
06
07
08
09
10
11
12
Общий
итог
441
441
985 1 154 1 658 3 673 3 579 3 255 3 720 4 580 5 361 8 893 9 089 22 008 67 956
9 462 10 730 12 151 12 899 7 513 7 139 7 750 8 668 6 678 11 679 12 537 18 293 125 498
6 168 8 620 10 461 19 029 22 831 25 118 26 374 34 286 37 715 41 486 45 635 52 480 330 203
6
planned number of conracts and sales
volume in 2015
The title of the presentation

7. NNC

NNC Applications
7000
6000
5000
4000
3000
2000
1000
0
2012 year
2013 year
2014 year
2015 year
1
2
3
4
5
6
7
8
NNC Contracts
9
10
11
12
3000
2500
2000
2012 year
1500
2013 year
1000
2014 year
500
2015 year
0
01
02
03
04
05
06 volume,
07
08
NNC
Sales
mln.
BYR09
10
11
12
60000
50000
40000
2012 year
30000
2013 year
20000
2014 year
7
10000
2015 year
The title of the presentation
0
01
02
03
04
05
06
07
08
09
10
11
12

8. Actions to increase productivity

The introduction of ratings for SA and group VA - launch of the project in May 2015
(in progress)
Continuation of the project in April to replace the top 10 administrators at the AP at
the 10 worst administrators at the AP, the pilot started in Vitebsk and Gomel. (Acting
administrators)
Permanent employment at AP with big sales as extra motivation administrators. (In
work).
Opening new AP due to the transfer of unprofitable AP.
Replacement SA unable to cope with the plans of sales. (Due to the administrators
Delta Bank)
Development of the project "Service Standards". Adoption workers thought
"Standards = additional sales."
Carrying out the "first wave" began in February
2015 and will end in June 2015. It is planned two waves per year.
8
Since April planned permanent attraction at the expense of the borrower bonus
offers from third parties (cosmetics stores - IVRoshe, DNK, food Euroopt).

9. Deposit portfolio

Term of
deposit, BBYR
<30 days
30 - 60 days
90 days –
1 year
Total
01.12.
08.12.
15.12.
22.12.
29.12.
05.01.
12.01.
19.01.
26.01.
02.02.
09.02.
16.02.
2014
2014
2014
2014
2014
2015
2015
2015
2015
2015
2015
2015
138 737 187 275 208 168 341 861 321 116 309 431 312 605 299 439 297 139 312 219 251 028 214 429
102 837 85 886 50 762 35 311 130 942 127 795 125 260 118 745 84 426
8 631 29 095 94 761
605 532 575 082 588 281 395 467 306 786 292 112 288 321 285 213 329 681 414 456 456 068 482 269
847 106 848 242 847 210 772 639 758 844 729 338 726 186 703 397 711 246 735 306 736 191 791 459
Structure of deposit portfolio
900 000
800 000
700 000
600 000
500 000
400 000
300 000
200 000
100 000
-
90 days –
30 - 60 days
9
16.02.2015
09.02.2015
02.02.2015
26.01.2015
19.01.2015
12.01.2015
05.01.2015
29.12.2014
22.12.2014
15.12.2014
08.12.2014
01.12.2014
<30 days

10. Deposit portfolio

Term of deposit,
BBYR
<30 days
30 - 60 days
16.02.2015
23.02.2015 02.03.2015 09.03.2015 16.03.2015 23.03.2015 30.03.2015 06.04.2015 13.04.2015
214 429
147 824
127 133
100 552
93 578
90 234
90 903
108 091
107 567
94 761
174 388
203 332
274 478
235 813
205 835
225 329
216 064
209 085
2 213
3 887
5 122
10 955
14 771
16 376
<90 days
90 days –
1 year
Total
482 269
497 340
523 117
567 744
577 687
583 961
654 032
703 168
725 240
791 459
819 552
853 582
944 987
910 965
885 152
981 219
1 042 094
1 058 268
1 200 000
1 000 000
800 000
90 days –
600 000
<90 days
400 000
30 - 60 days
<30 days
200 000
0
10
offset the
deposit
portfolio
towards longterm deposits

11. Short-term deposit strategy

Tasks:
1.To stop deposits outflow. To manage portfolio for optimal volume
to be self-funded with optimal cost of funds - Done
2.To make branches self-funded
3.To change structure of deposits portfolio. To move short-term
deposits (less 30 days) to mid-term deposits (90, 180 max) - Done
4.To decrease dependency of “speculated deposit players”, mostly
located in Minsk:
•To start activities for clients attraction with more stable behavior
May 2015 – Advertising in Underground and Internet
•To increase share of non-Minsk branches in deposit portfolio – in
progress
To launch Card Saving Account - May 2015
11
The title of the presentation

12. Deposits of individuals. Action plan

1.To make analysis of each region/branch by the following aspects: portfolio structure dynamic,
customer profile, profitability incl.deposit portfolio, potential of branch location – 13.02.2015. done
2.To develop deposit portfolio plan for each region/branch - 20.02.2015 – in progress
3.To make changes in motivation system (to include bonus dependence from the deposits
portfolio plan fulfillment) – 2.03.2015 - in progress
4.To develop action plan for deposit’s products and bank image promotion as sustainable and
reliable (to do in most effective promotion channels – internet, transport, etc.) – in Plan May 2015
– Slide 7
5.To develop action plan for each branch (clients and deposits attraction at the local level) –
2.03.2015 - in progress
6.To redesign sales logic and scripts, training course for deposit sale – 2.03.2015 – in progress
7.To make SMS campaign for existing deposit and salary clients (who have relatively high
regular balance on their accounts) – 2.03.2015 - in progress
8.To redevelop deposits products to achieve key targets (increase portfolio and increase share of
longer terms deposits, decrease of interest rate, promotion to more stable clients) – 2.03.2015 Done. Slide 3 - offset the deposit portfolio towards long-term deposits
9. to avoid mistakes of past years with the introduction of the Deposit product for a long time
under a big bet
To launch Card Saving Account - May 2015
The title of the presentation
12

13. Deposit portfolio Analysis (Deposit Sum)

Size of the
deposit, mln
to 5
from 5 to 10
from 10 to 50
from 50 to 100
from 100 to 500
from 500 to 1000
16.02.2015
23.02.2015
5 588
15 771
120 727
108 239
328 530
113 789
6 101
16 997
129 276
113 907
347 256
121 617
6 367
17 671
134 586
118 303
355 856
133 777
7 098
19 012
146 037
128 815
394 762
152 475
6 407
17 725
137 317
121 488
370 339
150 290
5 733
17 202
132 654
116 767
360 829
149 920
5 636
17 348
137 694
120 584
388 070
168 529
5 423
17 054
141 890
126 030
413 650
174 794
5 230
16 885
140 812
126 957
419 072
176 291
98 815
84 399
87 023
96 790
107 402
102 047
143 360
163 257
173 022
791 459
819 554
853 583
944 988
910 967
885 153
981 221
1 042 097
1 058 270
from 1000
Total
02.03.2015 09.03.2015 16.03.2015 23.03.2015 30.03.2015 06.04.2015 13.04.2015
1 200 000
1 000 000
800 000
from 1000
from 500 to 1000
600 000
400 000
200 000
from 100 to 500
from 50 to 100
from 10 to 50
from 5 to 10
-
to 5
13

14.

Deposit products and
bank image promotion
Underground
Адресная программа
Период размещения
Я. Коласа
Октябрьская
Купаловская
01.05.2015 - 31.05.2015
Каменная горка
Пушкинская
Internet
Адресная программа
Период размещения
Google AdWords (контекст)
01.05.2015 - 31.05.2015
Yandex Direct (контекст)
14
The title of the presentation

15. Main competitors Card saving Account

Name
IR
"Сберегательный“ from 500 000 - 35%
Fransabank
from 3 000 000 - 1,5%
from 3 000 000 to 15 000 000 -37%
"Супер карта" Idea
from 15 000 000 to 30 000 000 - 38%
bank
from 30 000 000 to 50 000 000 - 39%
from 50 000 000 - 40%
to 800 000 - 0,01%
"Супер карта лайт" from 800 000 to 3 000 000 -36%
Idea bank
from 3 000 000 to 15 000 000 - 36,5%
from 15 000 000 to 200 000 000 - 38,5%
"Супер- карта to 50 000 - 0,01%
капуста" Idea bank from 50 000 до 20 000 000 - 35%
41%
"Потенциал роста"
Idea bank
to 10 000 000 - 30%
Сберегательная
from 10 000 001 to 100 000 000 - 33%
карта Tehnobank
from 100 000 001 - 35%
to 9 999 999 - 28%+ 6%
MTBank (Халва from 10 000 000 to 99 999 999 -37%+6%
Плюс)
from 100 000 000 to 199 999 999 - 36%+6%
from 200 000 000 - 26%+6%
from 500 000 to 2 000 000 - 10%
MTBank(сберегаел from 2 000 000 to 5 000 000 -12%
from 5 000 000 to 50 000 000 - 33%
ьная карта)
from 50 000 000 to 200 000 000 - 37%
от
Minimum balance BYR
Fee for maintenance / issue /
reissue cards BYR
-/-/25 000
MC Standart - 800 000
Maestro - 100 000
Withdrawal comm.
2% in the Bank
3% in other banks
30 000 - 100 000 release reissues 0,9%-2% in other banks
of basic and additional cards
MC Standart - 800 000
Maestro - 100 000
30 000 - 100 000 release reissues 0,9%-2% in other banks
of basic and additional cards
50 000
15000 release reissues of basic
and additional cards
-
0,9%-2% in other banks
Minimum balance can be
100000 release reissues of basic 0,9%-2% in other banks
chosen by the client from
and additional cards
100 mln to 1 bln, if the summ
is less then MB, IR 20%
Insurance deposit 900 000 30%
-/80 000/80 000
2% in other banks
-
99 000 yearly /-/-
2,5% in other banks
-
-/150 000/55 000
2,5% in other banks

16. Interesting competitors products

Deposit card «Халва Плюс»
to 9 999 999 - 28% + 6%
► from 10 000 000 to 99 999 999 -37%+6%
► from 100 000 000 to 199 999 999 - 36%+6%
► from 200 000 000 - 26%+6%
► Deposit card with loyalty program in
partners shops. To get bonus points the
client should pay for goods using the
card to get till 3% bonus points. Than the
client could use the bonus points to
purchase for the goods in partners shops.
16

17. Card Saving Account. New Product.

On the basis of Card Account
Parameters:
till 100 000 – 0,01%
► from 100 000 till 9 999 999 - 26%
► from 10 000 000 till 99 999 999 - 32%
► from 100 000 000 till 199 999 999 - 30%
► from 200 000 000 и более - 26%
Distribution – Bank Offices
17
The title of the presentation

18. Key CRM initiatives on 2015 The results of the visit Mr. Ludek Mraz (progress)

Project/Task
Start date Finish date
TeleSales project (project will be led by
Project Office). Goal is to start in mid March 25.11.201
31.05.2015
(with soft testing of Homer TS aplication since
4
February).
Responsible
person
E.Prybylskaya
Status
In progress
Pilot projects for full-scope teleSales process
with complete application to be filled in during
from
conf call (with online request to banking
01.05.201 31.05.2015
register) with courier pickup of customer
5.
document and photo (pilot has been agreed
with Karel from Risk).
A.Drebenchuk
In progress
Copy-paste point 3 with online application,
with same process of BKI and courier
from
services for docs-photo. Also agreed with 01.05.201 31.05.2015
Risk. Timing – start of Pilot at the same time 5.
as TeleSales project is implemented (Point 1)
A.Drebenchuk
In progress
from
Xsell on PPF Insurance database; Xsell of PPF
01.06.201 30.06.2015
Insurance product on HC database.
5.
A.Drebenchuk
In progress
Fulfillm
ent in %
Comment
Project was open 25.11.14
Done:
- 11.02.15 - Office for telemarketing is equipped
- 16.03.15 - Recruitment of Head of TLM
- Recruitment and placement of staff (10 specialists)
- Training of staff
- Start of outgoing calls - 31.03.15
- First application (in TLM-department) - 02.04.15
- 08.04.15 - end of testing of a new module Telemarketing
85% - 09.04.15 - Recruitment and placement of staff (additional 10 spec.)
- Development of employee motivation
Plan:
- 22.04.15 - Release
- beginning of incoming calls in TLM (after x-sell mailings) - 22.04.15-04.15.15
- Business trip in the call center in Obninsk (Head of TLM and coach) - May 15
- Online applications 11.05.15
- POS by phone - 25.05.15
- Sales of NNC with delivery by courier (NNC online) - 04.05.15
- Refinansing - 20.05.15
Will be realized within NNC-online project
In progress:
50% description of the process
plan:
definition of logistics cards (including delivery to the client)
Will be realized within NNC-online project
In progress:
50% description of the process
plan:
definition of logistics cards (including delivery to the client)
50%
Negotiations were completed. The item that allows us to send DM, SMS, E-mail etc. was added
in insurance contract (02.02.2015)
The 1st pilot of x-selling is planned from 01.06.2015
Others projects with low priority
Project/Task
Start date Finish date
To help BY CRM team to include into analysis
and compaigns generation process usage of
1Q 2015
data of client’s contacts history (datamarts).
TBD.
31.05.2015
Responsible
person
J.Sklenicka
Status
In progress
Fulfillm
ent in %
0%
Comment
CRM have restored the table with the contacts. It will be loaded after the april release.
18

19. Key CRM initiatives on 2015 The results of the visit Mr. Ludek Mraz (progress)

Start date Finish date
Responsibl
Fulfillment in
Status
e person
%
from
01.05.201 31.05.2015
5
A.Drebench
Delayed
uk
0%
The analysis was prepared. After april releas, crm
must prepare request.
2016
2016
A.Drebench
Delayed
uk
0%
After april releas, crm must prepare request. All
modifications of Web Client will be possible not
earlier than 2016.
CBU (offices) process to be created to
identify customers eligible for Xsell offer (also
those who goes to Cash-desk only).
Responsibility – BY CRM+ BY Sales
-
A.Drebench
Closed
uk D.Dronov
0%
The task was closed due to lack of budget (as a lot of
money spent on the BelCard project ) and no
possibility (limitation of legislation) to install
additional software in cash desk.
CRM analyst is leaving. Agreement done to
replace by external more experienced person
(RU, CZ, UA, KZ) sice April as Jan Tabacek
is leaving. Possible issue if Risk will insist on
Tabacek replacement by CZ person (as
quota is 10 person for entire BY HC)
-
Closed
0%
There is no possible candidate
When requirements to Internet Bank and
Mobile Bank will be preparing to include into 2016
them x-sell requirements.
2016
D.Dronov
Delayed
0%
plenty of them, will not mention, but BY CRM
will prepare in 4 weeks the (quarterly based) 4Q 2014 09.03.2015
plan for entire 2015
D.Dronov
Done
100%
Draft of the work plan for 2015 was prepared
move of CRM unit from Marketing directly
under Dmitriy Dronov to reflect the
from
growing demand for Xsell activities as
01.03.201 01.04.2015
well as enlarging the scope of CRM
5.
„radar-screen“. Timing is on Sergei to
decide
D.Dronov
Done
100%
Done from 01.03.15
J.Sklenicka Done
100%
CRM have restored the table with the contacts. It will
be loaded after the april release.
Project/Task
Contact policy analysis+cleanup (HCI)
followed up by full redesing (BY CRM with
HCI).
Entry data cleaning process (phone(s) +
addreess + email + social networks) on each
contact point to be included in the soonest IT
release. Responsibility for business rules –
BY CRM (in coordination with BY Risk),
implementation on IT
Prepare the table with the contacts
2014
Q4 2014
Comment
The possibility of improvements will discuss in 2016
because lack of budget (as a lot of money spent on
the BelCard project).
19

20. The development plan of subdivision Telemarketing

MARCH
APRIL
16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31.
10. 11. 12. 13. 14. 15. 16. 17.
3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 1.4 2.4 3.4 4.4 5.4 6.4 7.4 8.4 9.4 4 4 4 4 4 4 4 4
DONE
Recruitment of Head of
Х
Telemarketing division
Recruitment of operators
Recruitment of senior operators
primary training
Training 'Telephone Sales'
study of the script
Calls according the call lists
Number of working operators
number of the application (filled by
operators)
Recruitment of coach
Business trip in the Vitebsk call
center (Head of TLM and senior
specialist)
Business trip in the Vitebsk call
center (coach)
8
Х Х
1
1
Х Х Х Х Х
Х Х
1
4
Х
5
Х
Х Х Х Х Х
Х Х
Х Х
215 481 420 440 398 684 670 706 825 681 295
6 7 5 4 4 6 6 7 7 6 3
0 3 2 2 0 1 6 4 2 0 2
Х
Х Х
Х Х Х
APRIL
PLAN
MAY
22. 23. 24. 25. 26. 27. 28. 29. 30.
10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24
4 4 4 4 4 4 4 4 4 1.52.53.54.55.56.57.58.59.5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 .5
Business trip in the call center in Obninsk (Head of TLM
and coach) - May
Incoming calls to the number 229 89 99
Incoming calls to the number 229 89 77
Х
Х
Incoming calls to the numbers 229 89 71-76,78
Online applications
POS by phone
Х
Sales of NNC with delivery by courier (NNC online)
Refinansing
Х
Х
Х
20

21. Telemarketing results

900
800
700
7
7
6
6
6
7
6
6
5
600
4
500
5
4
3
825
400
684
300
481
200
100
8
7
420
440
706
670
681
4
3
2
398
295
215
Number of TLM call
0
Number of TLM employees
1
0
1-Apr
2-Apr
3-Apr
4-Apr
5-Apr
6-Apr
CL number of applications
18
16
14
12
10
8
6
4
2
0
7-Apr
8-Apr
9-Apr
10-Apr
11-Apr
Results from 01.04.15 till 13.04.15:
5815 calls
22 CL-applications (filled by TLM operator by phone)
1.34%- Response rate (78 appl. by all products)
0.67 % - Conversion rate ( 39 appl. by all products)
458 M BYR - New volume (all products)
Number of loans (filled not TLM)
Number of loans (filled TLM)
21

22. Bonus scheme for administrators 1/2

Bonus = (P1 + P2 + P3 + P4 +P5 + P6) – P7 - 2 * (P8 + P9)
P1 bonus for new volume in POS
P1 = new volume POS * bonus for 1 mln * V
for 1 mln POS loans
for 1 mln Rassrochka
12 000
6 000
BYR
BYR
12 000
BYR
8 000
3 000 BYR
3 000
BYR
P2 - bonus for new volume in NNC
P2 = new volume NNC * bonus for 1 mln * V
for 1 mln
P3- bonus for new volume in Leasing
P3 = new volume Leasing* bonus for 1 mln * V
for 1 mln
P4 - bonus for new volume in RL
P4 = new volume RL * bonus for 1 mln * V
for 1 mln
V - plan realization index
22

23. Bonus scheme for administrators 2/2

V - plan realization index
Plan for SA Group
0-49%
50-59% 60-69% 70-79% 80-89% 90-99% 100-109% 110-119%
120129%
130139%
более
140%
Administrator's individual plan
less than
50%
0
0
0
0
0
0
0
0
0
0
0
50-59%
0,3
0,5
0,5
0,5
0,5
0,5
0,5
0,3
0,3
0,3
0,3
60-69%
0,5
0,6
0,6
0,6
0,6
0,6
0,6
0,5
0,4
0,4
0,4
70-79%
0,6
0,7
0,7
0,7
0,7
0,7
0,7
0,7
0,7
0,5
0,5
80-89%
0,7
0,8
0,8
0,8
0,9
0,9
0,9
0,8
0,8
0,7
0,6
90-99%
0,8
0,9
0,9
1
1
1
1
0,9
0,9
0,9
0,9
100-109%
1
1
1,1
1,1
1,2
1,2
1,4
1
1
0,9
0,9
110-119%
1,1
1,1
1,2
1,2
1,4
1,4
1,6
1,6
1,4
1
1
120-129%
1,2
1,2
1,4
1,4
1,6
1,6
1,8
1,8
1,8
1,5
1,5
130-139%
1,4
1,4
1,6
1,6
1,8
1,8
2
2
2
2,2
2,2
more than
140%
1,6
1,7
1,8
1,9
2
2,1
2,2
2,3
2,4
2,5
2,5
23

24. Bonus scheme for administrators 3/2

P5 - bonus for insurances quantity
P5 = insurance agreements quantity * bonus for 1 insurance agreement * R
for 1 insurance agreement
R - insurance penetration =
insurance penetration
less than 60%
60 -79%
80 - 89%
90% and more
P6 - bonus for Financial Protection quantity
P5 = Financial Protection quantity * bonus for 1 FP * F
for 1 Financial Protection (Kanikuly)
for 1 Financial Protection (Perezagruzka)
for 1 Financial Protection (2 in 1)
F -Financial Protection penetration index
Financial Protection penetration
less than 25%
25 - 50%
50% and more
P7 - penalties for errors in the credit documentation processing
P7 = (P1 + P2 + P3 + P4 + P5 + P6)*K
К - errors index - according to the errors table in the local legal regulation
P8 - bonus got for POS credit agreements that were located into FSPD30 *2
P9- bonus got for NNC credit agreements that were located into FSPD30 *2
10 000
BYR
R
0
1,0
1,3
1,5
20 000
20 000
50 000
F
0
1,0
1,5
BYR
BYR
BYR

25. Bonus scheme for OKR 1/3

Bonus = (P1 + P2 + P3 + P4 + P5+ P6 + P7 + P8 + P9) - Кошибок - P10
P1 - bonus for new volume in CL the 1st block
P2 - bonus for new volume in CL the 2nd block
P1 = (new volume the 1st block_CL * bonus for 1 mln) * V
P2 = (new volume the 2nd block _CL* bonus for 1 mln) * V
Bonus for CL for every block
for 1 mln (1st block) Branch
4 000 BYR
for 1 mln (2st block Branch) after 1st block TLM
2 000 BYR
4 000 BYR
for 1 mln (2st block) Branch
V - Plan realization index
Plan for Branches
Teller
cashier's
individual
plan
<50%
50-59%
60-69%
70-79%
80-89%
90-99%
100-109%
110-119%
120-129%
130-139%
>140%
0-49%
50-59%
60-69%
70-79%
80-89%
0
0,3
0,5
0,6
0,7
0,8
1
1,1
1,2
1,4
1,6
0
0,5
0,6
0,7
0,8
0,9
1
1,1
1,2
1,4
1,7
0
0,5
0,6
0,7
0,8
0,9
1,1
1,2
1,4
1,6
1,8
0
0,5
0,6
0,7
0,8
1
1,1
1,2
1,4
1,6
1,9
0
0,5
0,6
0,7
0,9
1
1,2
1,4
1,6
1,8
2
90-99% 100-109% 110-119% 120-129% 130-139% > 140%
0
0,5
0,6
0,7
0,9
1
1,2
1,4
1,6
1,8
2,1
0
0,5
0,6
0,7
0,9
1
1,4
1,6
1,8
2
2,2
0
0,3
0,5
0,7
0,8
0,9
1
1,6
1,8
2
2,3
0
0,3
0,4
0,7
0,8
0,9
1
1,4
1,8
2
2,4
0
0,3
0,4
0,5
0,7
0,9
0,9
1
1,5
2,2
2,5
0
0,3
0,4
0,5
0,6
0,9
0,9
1
1,5
2,2
2,5

26. Bonus scheme for OKR 2/3

P3 - bonus for insurances quantity
P3 = (insurance agreements quantity * bonus for 1 insurance agreement) * R
Bonus for 1 insurance agreement:
for 1 insurance agreement
R - insurance penetration index:
10 000
Insurance penetration
Insurance penetration
index
less than 60%
60-79%
80-89%
90% and more
0
1,0
1,5
2,0
P4 -bonus for new volume in RL Street
P5 - bonus for new volume in payroll service
P4 = (new volume RL_street * bonus for 1 mln) * V
P5 = (new volume PL_SP * bonus for 1 mln) * V
Bonus for 1 mln in RL и SP (Salary project)
for 1 mln (RL)
for 1 mln (RL SP)
V - Plan realization index
P6 - bonus for teller transactions quantity
P6 = teller transactions quantity * bonus for 1 teller transaction
Bonus for 1 teller transaction
for 1 teller transaction
1 000 BYR
1 000 BYR
2 000 BYR
BYR
3 000 BYR
3 000 BYR

27. Bonus scheme for OKR 3/3

P7 - bonus for new volume in POS and Leasing
P7 = new volume_POS* Bonus for 1 mln
for 1 mln POS
for 1 mln Leasing
P8 - Bonus for Financial Protection quantity
P8 = (Financial Protection quantity * Bonus for 1 FP) * F
for 1 Financial Protection (Kanikuly)
for 1 Financial Protection (Perezagruzka)
for 1 Financial Protection (2 in 1)
F - Financial Protection penetration index
Financial Protection penetration
less than 25%
25 - 50%
50% and more
P9 - bonus for property and legal liability insurance
12 000
5 000
BYR
BYR
20 000
20 000
50 000
BYR
BYR
BYR
F
0
1,0
1,5
P9 = property and legal liability insurance quantity * bonus for 1 property and legal liability insurance quantity
bonus for 1 property and legal liability insurance quantity
1 Economical (apartment)
1 Standard (apartment)
1 Premium (apartment)
1 Economical (private house)
1 Standard (private house)
1 Premium (private house)
8 700
17 400
34 800
BYR
BYR
BYR
11 300
33 800
67 500
BYR
BYR
BYR
errors index - according to the errors table in the local legal regulation
P10 - bonus got for CL credit agreements in the 2nd block that were located into FSPD30 *2