Menadžer prodaje -Poslovni profil

Menadžer prodaje -Poslovni
profil
Proaktivna prodaja 30%
– Poziv/Sastanak postojećim klijentima
– Poziv/Sastanak novim klijentima
Reaktivna prodaja 50%
20%
25%
– Servis & Klijenti koji
dolaze u filijalu
– Administracija
5%
50%
Who we are?
Introduction
Mission Statement
Vision Statement
Bank that offers a broad portfolio o traditional banking services
(including different type of loans, guarantees, deposits and savings...)
but also performs a large number of primarily non-banking activities
Support development of the RS and B&H economy
and the entire society
in order to achieve joint, long term growth and development
To be continually reliable, secure, available and profitable bank,
which will be of use to its clients, shareholders
and the entire society
STRATEGIC GOALS:
Ranked No 1 in Republika Srpska
Assurance of permanent growth, having respected principles of security and safety in business
Increase profitability through improving cost management system and optimizing business process
Brach network development
Full commitment to quality of products and services as well as sales increase
Development of human potentials and intellectual capital
Who we are?

Name change to Nova Banka AD
Bijeljina

Major capitalization by a number of
new investors increasing the capital
more than five-fold



Acquisition of Agroprom
Banka AD Banja Luka,
enabling
the
establishment in Banja
Luka, the region offering
the
highest
growth
potential (still today)
Name change to Nova
Banka AD Banja Luka
and
change
of
registered address

2003-2005
Establishment of broker
operations
through
Broker Nova
License granted for
national
payments
operations
The first bank in B&H to
obtain OQS certificate
related to Management
of
Quality
in
accordance with ISO
standards

Improved
corporate
governance
and
social
responsibility

New Management Team
with deep knowledge on
local market
Bank
reorganization
and
optimization
2006-2009

Further development
Bank network
Capital
increase
dedicated to IFC




Listing on the Banja Luka
Stock Exchange
1999-2002

Poteza acquires a 41%
stake through a capital
increase, doubling Nova
Banka’s capital (stake
later diluted to 37% by a
subsequent
capital
increase in 2007)

Construction of a new
headquarter in Banja
Luka in line with
decision to further
penetrate
the
wealthiest region of RS

Capital
increase
through
subordinated
bonds
2010-2015

Increase in number
and volume of
banking business

Ranked No 1 in
Republika Srpske
per assets
of
Who we are?
12 bank branches and 52 additional points of sale
1

Leading distribution network
2

Upside potential in Banja Luka and
Federation of B&H
3

Management team with deep knowledge
of the local market
4

Strong customer relationships

Balanced sector exposure and diverse
customer base

Well respected bank with state-of-the-art
payment systems platform
Brčko
Bijeljina
Doboj
Banja Luka
Tuzla
Zvornik
Sarajevo
East Sarajevo
Foča
Ljubuški
5
Republika Srpska
Federation of Bosnia & Herzegovina
Bank branches
6
Trebinje
Other points of sale

Key awards
Deutsche Bank
STP excellence in
international
payments
2002-2015
Chamber of
Commerce of RS
Most successful
company in the
financial sector 2006,
2008, 2009, 2012,
2013
7
Golden BAM
First B&H bank to
export banking
knowledge and
technology abroad
2004
Ranked No 84 Bank of Southeast Europe
8

Flexible organization structure enabling swift
decision making and superior customer
service
Implemented
standards
corporate
governance
Organisational structure
Supervisory Board
Audit Committee
Bank Secretary
Internal Audit
Credit Committee
Board of Management
General Manager and
CEO
ALCO
Deputy General
Manager
Steering Committee
Purchase Committee
Executive Director for
Markets
(Corporate&Retail)
Accounting
and Finance
Division
Treasury
Division
Risk
Management
Division
Corporate
Division
Executive Director for
Finance and Treasury
Retail and
Network
Division
Legal Affairs
Division
Executive Director for
Back Office Functions
Back Office
Division
Payment
Systems
Division
Flexible organisational structure enabling swift decision-making and superior customer services
Tangible Assets
Committee
Restructuring
and Payment
Division
IT Division
Who we are?
Shareholders Structure

Shareholders Structure: next steps
Key shareholders include Adriatic Fund B.V. and the group of local
investors which gave the Bank character of the mainly local Bank.
Adriatic Fund
Goran Avlijaš
 Existing shareholders structure is stabile and in next
four years Bank does not expect any significant
changes in its shareholders structure
 Having completed the first stage of growth, key
shareholders are looking for an investor to acquire a
minimum stake of 80% in Nova Banka to take it to the
next phase of its development
15%
Radanović Slobodan
7%
Corporate Governance & CSR
Interpromet Novi Grad
5%
58%
4%
5%
5%
Invest nova Bijeljina
Milan Radović
Euro line Banja Luka
3%
Other shareholders and
free float
* Data on 31 December 2015


Bank is truly dedicated to continuous improvement of
corporate governance principles and creating the
environment in which all stakeholders have adequate
rights and obligations and tools which will enable
them to perform it.
The Nova bank orientation through corporate social
responsibility so far has been more reactive than
proactive, with a focus on social giving. The Bank helps
the community in which it operates, primarily through
grants to vulnerable groups (children with special
needs, poor) and young talents (developments in
science, sport, education).
Where do we fit into the economy?
•Data on 31 December 2014
Where do we fit into the
Republika Srpska economy?
•In the Capital Position is included subordinated debt in the amount of 38.083 thousand KM which is presented in Liabilites Side of Balance,
•Data on 30 June 2015
Where do we fit into the
Republika Srpska economy?
•Data on 30 June 2015
Where do we fit into the
Republika Srpska economy?
•Data on 30 June 2015
Financials: Retail
Retail deposit evolution (in 000 KM)
Number of clients

150 293
116 667
156 801
137 772
Significant potential
are accounts package
which has growth for
22,36% in 2015.
742 770
A vista deposits
464 445
231 823
31.12.2012. 31.12.2013. 31.12.2014. 31.12.2015.
Short-term deposits
668 384,00
Long-term deposits
352 960
Total deposits
Products & services
31.12.2011. 31.12.2012. 31.12.2013. 31.12.2014. 31.12.2015.
BANKING PRODUCTS & SERVICES
Retail loan evolution (in 000 KM)
Loans
 Mortgages
 Cash advances
 Payment cards
 Overdraft
 Consumer
loans
 Custody services
(Treasury)
Accounts
 Current
 Domestic
currency, FX
 Student
accounts
 Retiree
accounts
Deposits
 Sight
 Short-term,
long- term
 Savings
Payments
 Domestic &
international
 Payment cards
(Visa,
Maestro,
Master)
 Money
transfers
NON-BANKING PRODUCTS & SERVICES  Remittances
 Brokerage
(Broker Nova)
388 669
433 605
334 843
173 932
31.12.2011.
211 526
31.12.2012
31.12.2013.
31.12.2014.
31.12.2015.
Significant cross-selling potential together with the Bank’s
leading distribution network offers
an ideal platform for further growth
Bank offers different type of card: VISA Gold, VISA Classic, VISA Classic Instalment, MasterCard, Maesto, Dinners, VISA &Master
Business .
Financials: SME
SME loans and deposit evolution (in 000 KM)
Number of clients

10 703
12 629
13 642
14 708
31.12.2012. 31.12.2013. 31.12.2014. 31.12.2015.
Despite the fact that
majority of SME
clients faced with
problems, Bank’s SME
client base
continuously
262 768
31.12.2011.
31.12.2012.
106 770
Products & services
BANKING PRODUCTS & SERVICES
Loans
 Mortgages
 Cash advances
 Payment cards
 Overdraft
 Consumer
loans
 Custody services
(Treasury)
Accounts
 Current
 Domestic
currency, FX
 Student
accounts
 Retiree
accounts
Deposits
 Sight
 Short-term,
long- term
 Savings
Payments
 Domestic &
international
 Payment cards
(Visa,
Maestro,
Master)
 Money
transfers
NON-BANKING PRODUCTS & SERVICES  Remittances
 Brokerage
(Broker Nova)
38 604
Loans
Guarantees
32 932
31.12.2013.
31.12.2014.
73 838
31.12.2015.
Term
deposits
A vista
depozits
Total
deposits
Development of SME business relationship is Bank focus and
therefore Bank is developing new products for this clients
segment.
Also, Bank has passed the evaluation process for Credit Line
which would be implemented with USAID&SIDA .
Financials: Corporate
Corporate placements evolution (Public Corporate Clients)
Number of clients

905
1036
997
1091
Bank has very
attractive corporate
client base and
planning to further
develop it
31.12.2011.
31.12.2012.
277 173 604
31 075 533
31.12.2013.
14 637 780
31.12.2014.
31.12.2012. 31.12.2013. 31.12.2014. 31.12.2015.
Loans
Products & services
Accounts
 Current
 Domestic
currency, FX
Deposits
 Sight
 Short-term,
long-term
 Savings
Guarantees
 Letters of
credit
 Bid bonds
 Performanc
e bonds
 Payment
guarantees
Payments
 Domestic &
internationall
 Payment
cards (Visa,
Master)
 Money
transfers
31.12.2011.
31.12.2012.
344 589 349
31.12.2013.
172 459 639
Loans
Guarantees
31.12.2014.
19 229 872
31.12.2015.
Ovedrafts
Corporate deposit evolution (in 000 KM)
NON-BANKING PRODUCTS & SERVICES
 Factoring, forfeiting
 Custody services
 Purchase receivables
31.12.2015
Guarantees
Corporate placements evolution (Private Corporate Clienst)
BANKING PRODUCTS & SERVICES
Loans
Investments
Working
capital
Factoring
 Brokerage
(Broker Nova)
Solid and long-standing relations with the Bank’s targeted
Corporate client base have enabled
Nova Banka to become a leader in this segment
258 011
31.12.2011.
358 646
31.12.2012.
464 388
421 818
402 683
31.12.2013.
31.12.2014.
31.12.2015.
Payment systems
Activities
Business partners
Number of payment cards
Payment
cards
37985
24731
39764
38399
41272
28343
32574
National
payments
25591
5494
International
payments
Master Card
Visa
13063
31.12.2011 31.12.2012 31.12.2013 31.12.2014. 31.12.2015.
Market share: domestic payment
ATMs: transaction number
Transaction number 2010
Transaction number 2012
Transaction number 2014
Transaction number 2011
Transaction number 2013
Transaction number 2015
130000
110000
10 452 660
12 080 827
13 649 721
14 666 075
15 770 353
90000
70000
50000
31.12.2011.
31.12.2012.
Maestro
31.12.2013.
31.12.2014.
31.12.2015.
30000
The Bank’s state-of-the art payment system platform is a key competitive strength
Financial Data
Bank is perceived as trustworthy local, domestic Bank
Selected Income Statement Financials
Selected Balance Sheet Financials
000 KM
Profit and loss
’000 KM
2010
2012
2014
2015
Net interest income
23.303
34.817
41.656
45.688
Net fee income
Other operating
income
Total income
19.389
22.481
29.173
29.241
1.507
1.798
2.059
3.162
44.199
59.096
72.888
78.091
11.871
16.409
18.753
20.164
16.343
20.565
25.608
26.381
391
2.497
4.269
7.269
5.690
7.944
10.903
10.319
34.295
47.415
59.533
64.133
Profit before tax
9.904
11.681
13.355
13.958
Tax
1.297
1.628
1.929
1.931
Profit after tax
8.607
10.053
11.426
12.027
Personnel expenses
Administrative
expenses
Other expenses
Adjustment
Total expenses
Cash and balances with
other banks
Loans and leasing
receivables
Fixed assets
Other assets
Provisions
Total Assets
Liabilities
Subordinated Debt
Equity
Total Capital of the
Bank
Total Equity and
Liabilities
2010
2012
2014
2015
248.253
256.045
277.661
250.486
575.016
913.387
1.233.357
1.297.588
26.946
31.650
45.949
52.225
20.106
50.486
95.954
95.928
(30.539)
(40.707)
(58.172)
(67.898)
839.782
1.210.861
1.594.749
1.628.329
752.170
1.086.595
1.432.296
1.454.983
997
18.740
38.083
37.954
86.615
105.526
124.370
135.392
87.612
124.266
162.453
173.346
839.782
1.210.861
1.594.749
1.628.329
Quality of Credit Portfolio
NPL
8,97
8,48
7,56
Credit Risk
8,01
7,04
7,25
31.12.2010 31.12.2011. 31.12.2012. 31.12.2013. 31.12.2014. 31.12.2015
Bank put additional efforts in developing risk
management nd collection functions. In that terms
Bank:
 Bank did additional analysis of credit portfolio by PwC
which has showed that quality of credit portfolio do not
need additional provisions
Establish Early Collection and Work Out Departments
 Adopted conservative Risk Appetite Decision
 Introduce the early warning signs and organized
trainings for Bank employees
 Adopted principle of not four but “six” eyes
 Establish Call Centre for small NPL cusotmers
Provisions movement
8,00
7,00
6,00
Retail
5,00
SME
4,00
Corporate
3,00
Public Sector
2,00
1,00
0,00
Bank
Quality of Credit Portfolio
Customer loans (000 KM)
Level of concentration
Retail
Loans by industry
Corporate
16%
2%
1%
5%
52,11%
91
%
59,97%
2010
42
%
2%
4%
1%
13%
33
%
50,86%
71,85%
28,15%
10
%
54,32%
60,99%
17%
2%
2%
18
%
45,68%
49,14%
3% 4%
36%
47,89%
39,01% 40,03%
2011
2012
Retail
2013
2014
Corporate
2015
Energy
Trade
Transport and Logistic
Other
Top 5
Top 5
Real Estate
Next 06-10
Next 06-10
Mining and Industry
Construction
Next 11-50
Next 11-50
Services and Tourism
Finance
Remaining exposures
Administration
Remaining exposures
Despite strong growth the loan book is well diversified
•Data on 31 December 2015
Agriculture
Financial Data
Bank is perceived as trustworthy local, domestic Bank
Financial Data
Bank is perceived as trustworthy local, domestic Bank
Financial Data
Bank is perceived as trustworthy local, domestic Bank
Strategy of Nova Banka
GOAL: Become the most profitabile bank in Bosnia and Herzegovina offering the high quality products and services
Leverage on existing operations and further development of the distribution network
Focus on high-growth quality SME and retail segment
Maximise cross-selling opportunities
New product offering and adaptation of existing products to client demands
Further development of distribution E-channels for payments, consumer lending and
payment card business
Continue grow-with-your-customer philosophy
Re-alignment of organisation to support business development and achieve maximum
efficiency and superior cost-income levels
Concentration on the “other” source of funding, instead of own sources
Specific goal is 40% other and 60% own sources
Continuous capital strengthening
Final words
Significant crossselling opportunities
Capital Adequacy
Ration above the
regulatory limits
Paymen
ts
System
State of
the Art
Extensive
Distribution
Network
3,34%
interest
margin
Good client base
Developed
Corporate
Governance
Standards
Conservati
ve Risk
Appetite
Decision
Manageme
nt
Team with
Good
Knowledge
Grow-with-your customer
philosophy
16,48% ROE
Implemented
Basel II
principles