When it comes to which business is best to open, you should focus on those areas that will never be left without customers.

In this regard, credit services are in particular demand - people always need money, but it is not always possible to borrow a fairly large amount from friends or acquaintances. You can, of course, apply for a loan from a bank, but there is a high probability that the loan will be refused, and it is not a fact that the whole procedure will go quickly. And cases when a certain amount is needed urgently are very frequent. Therefore, opening a business such as a credit institution can bring very good income, but for this you need to first draw up a business plan, which involves many nuances. They must be taken into account - only then will success come.

Before drawing up a business plan for a credit institution, you should decide on the services it will provide.

In most cases, the organization issuing small and medium loans takes a car and jewelry as collateral. If we are talking about issuing larger sums, you can take real estate as collateral.

Search for premises and registration of a credit organization

When drawing up a business plan for a credit institution, the first thing you need to do is find a suitable location. In this regard, you need to pay special attention to the location of the premises, since the number of clients will largely depend on this. Renting an office in the city center in prestigious business complexes is hardly advisable - firstly, it is very expensive, and secondly, there are many banks and other credit institutions here, and it will be very difficult for a start-up company to compete with them. Therefore, the best option is to rent premises in a large residential area of ​​the city. When choosing a premises, you should definitely find out whether there is a company providing such services nearby, and if there is, then it is better to refuse such a place for the reasons stated above. You can rent a room furnished and renovated, or you can carry out all the repair work yourself and buy furniture.

In order to register a credit organization, you must collect a certain number of documents. It should be noted that this process is not quick, so it is recommended, in order not to waste time, to entrust the collection of documents to specialists - there are many companies on the market that provide similar services.

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Search and selection of personnel

In order for a credit institution to function successfully, the qualifications of its personnel are very important. Therefore, you need to be very careful in the selection of personnel and it is best to give preference to specialists who have relevant work experience. Managers who work in such a company must be able to work with the relevant documents.

In addition to managers, you should definitely hire professional appraisers, whose responsibilities will include assessing the property that is pledged. It is necessary to take into account the fact that the services of a qualified property appraiser are not cheap, therefore not all organizations can immediately hire such a specialist on staff. In this regard, at first you can work as follows - enter into an agreement with a property valuation company and contact them if necessary.

When planning is carried out, it should be borne in mind that such a business has many nuances. To begin with, you need to be very careful about the property that is left as collateral. If you leave a car as collateral, you need to take models up to a certain year of manufacture, clearly identifying the market value at the moment.

It should be noted that credit business specialists rarely sit without work for a long time (if they, of course, have a sufficient degree of qualifications). Therefore, in order to recruit staff, it is recommended to contact a recruiting agency, which will search for the necessary employees. It should be taken into account that such a process can last more than one week, so you need to start searching for employees at the stage when documents are collected. As for the remuneration system, it is necessary to set a small base salary and pay interest to employees. In this case, the company will not incur large losses when there are few clients, and this will also be a very good incentive to improve the quality of service.

In addition to managers and property appraisers, you should hire a chief accountant and an office manager. Finding an office manager with suitable qualifications is not at all difficult.

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Advertising company

When drawing up a plan for such an organization, you should keep in mind that there is a lot of competition in this area of ​​business. Therefore, a credit institution that is just starting its activities should devote a significant portion of its funds to conducting an advertising campaign. What needs to be taken into account? First of all, you need to know that credit services should not be advertised in all places; you need to focus on the target audience. The first step is to hang colorful banners and distribute leaflets in large shopping centers. Various promotions are often held when during the day you can purchase goods at a significantly reduced price. However, there is not always enough money, so people will be happy to take out a loan on favorable terms in order to buy the thing they like at a reasonable price.

Another place where you can find clients is banks. It is no secret that banks often refuse to receive a loan or do not issue them for too long, and therefore advertising materials can be placed next to the bank, which state that the credit institution issues loans on very favorable terms. There is no doubt that a large number of people who have been refused a loan by the bank will turn to such a company.

Considering the fact that there is very tough competition in this area, you need to initially offer your clients conditions that compare favorably with those offered by competitors. That is, you need to take a smaller percentage. Of course, this will have a negative impact on profits, but the credit business is an area where only those who know how to wait and do not chase quick profits achieve success.

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Introduction

1. Business planning as a mechanism for implementing strategic management in a credit institution

1.1 Strategic planning: goals, objectives

1.2 The concept of a business plan, its place and role in the strategic planning of a credit institution

1.3 Business planning as a factor in the internal development of the banking sector

2. Development of a business plan by a credit institution

2.1 Principles and main stages of business planning in a credit institution

2.2 Methods for developing a bank business plan

2.3 Main sections of a credit institution’s business plan

3. Assessment of business planning of credit institutions in the region

3.1 Characteristics of the activities of LLC KB "Region"

3.2 Business plan of CB Region LLC, its assessment

3.3 Directions for improving business planning in credit institutions

Conclusion

Literature

Introduction

The economic situation in Russia and the world is constantly changing. The situation on the banking products market is also developing very dynamically. There is a redistribution of shares of this market between participants, their number and composition changes, the level of requirements from clients increases significantly, new services and methods of providing them enter the market, the state periodically improves policies in the field of regulation of market relations. Any credit institution, if it is going to continue its activities, must adequately respond to changes. And if, in addition to survival, the bank faces the tasks of development and achieving a leading position in the market, then in addition to promptly responding to the economic situation, it is necessary to constantly forecast changes and plan appropriate measures to achieve its goals.

The Strategy for the Development of the Banking Sector of the Russian Federation for the period until 2008, adopted by the Government of the Russian Federation and the Central Bank of the Russian Federation in April 2005, noted that the development of the banking sector is constrained by a number of circumstances, both internal and external, one of which is undeveloped control systems, poor level of business planning, the unsatisfactory level of management in some banks, their focus on providing dubious services and conducting unfair commercial practices, the fictitious nature of a significant part of the capital of some banks.

In this regard, the study of the processes of strategic and business planning of a credit institution’s activities is of particular relevance. High-quality planning of activities allows you to achieve greater economic results, actively develop your business, and be attractive to investors, partners, and clients than without systematic planning.

Most credit institutions are faced with the problem of choosing and clarifying a business development strategy in changing macroeconomic and political conditions. This primarily concerns regional banks, the structure of assets and liabilities of which, as well as the amount of capital, indicate increased risks in their activities. The universalization of banks, the expansion of the range of services offered, and the increasing speed of changes occurring in the external environment lead to an increase in risks in the activities of a credit institution, which cannot be completely eliminated. But when planning your activities, they can be taken into account and predicted in order to minimize possible losses. Practice shows that in a competitive market, the winners are the banks that most successfully develop and implement a targeted strategy. They continually focus on implementing a carefully developed strategic management and planning process.

Regional credit organizations, in most cases, are only now beginning to realize the importance and necessity of developing a targeted strategy using modern approaches. This is facilitated by increasing competition in the financial market from large banks with a developed branch network. The level of capitalization of the regional banking sector does not allow it to compete with branches of large Moscow banks. At the same time, the presence of competition is pushing regional credit organizations to develop modern technologies. Small and medium-sized banks have their advantages: they are more maneuverable, they have more opportunities to implement a flexible tariff policy, provide high-quality service and an individual approach to clients. Their main task - This is a conscious choice of further development path. In this regard, it is necessary to clearly understand and formulate goals and objectives, develop strategies and tactics for further development that would allow the regional bank to more accurately compare its capabilities with reality and understand the existing limitations.

The purpose of this work is to determine the place and role of business planning in developing a bank's strategy, studying the process of developing a business plan for a credit institution and its evaluation.

As part of writing the work, the following tasks were identified to achieve this goal:

1. Consider business planning of a credit organization as a mechanism for implementing strategic management; the goals and objectives of strategic planning are defined, the concept of a business plan, its place in the system of strategic planning and management is given.

2. Consider the technology for developing a business plan for a credit organization, highlighting the main stages of business planning in a bank, methods for developing a business plan, and identifying its main sections.

3. An assessment of the level of business planning in credit institutions was carried out using the example of reviewing the business plan of CB Region LLC, current problems of business planning in credit institutions were identified, and directions for improving business planning in credit institutions were identified.

Object of study is OOO KB "Region".

Subject of research is the business plan of LLC KB "Region"

Information sources . When writing this work, we used regulatory documents of the Bank of Russia, certain conceptual provisions on strategic management set out in the works of domestic and foreign scientists, practitioners, other scientific and educational literature, periodical materials, and the business plan of CB Region LLC.

Volume and structure of course work. The course work is written on 74 sheets of typewritten text and contains 11 tables, 2 figures, 3 appendices.

The introduction reflects the relevance of the topic, goals and objectives of the course work, the object and subject of the study, as well as the literature used, the structure and content of the course work.

The first chapter, “Business planning as a mechanism for implementing strategic management in a credit organization,” examines theoretical approaches to the planning process as a mechanism for implementing strategic management, defines the concept of a business plan and its place in the system of strategic planning and management. The business planning process as a factor in the internal development of the banking sector is also considered.

The second chapter, “Development of a business plan by a credit organization,” discusses the technology for drawing up a business plan for a credit organization: the main stages of business planning, methods for drawing up a business plan and its main sections.

In the third chapter, “Assessment of business planning of the activities of credit institutions in the region,” the characteristics of the activities of CB Region LLC are given, the business planning of the prospects for the activities of CB Region LLC is assessed, and the shortcomings of business planning inherent in this regional bank are identified. Based on the analysis, directions for improving business planning in credit institutions were identified.

The conclusion contains the main conclusions and proposals of the course work.

The bibliography consists of 20 sources.

1. Business planning as a mechanism for implementing strategic management in a credit institution

1.1 Strategic planning: goals, objectives

In a competitive environment, a modern Bank is forced to fight for its clients and their resources, to offer new banking products and services that would provide it and its clients with the necessary increase in their value, while ensuring its reliability, stability and ability to respond very quickly to unexpected changes in market conditions . Large volumes and a significant variety of operations carried out, the need to coordinate them to optimize the resulting final profit, place strict demands on the quality of management.

Modern Bank management is a universal process that performs several interrelated functions: planning, control, regulation, motivation and coordination aimed at achieving goals in accordance with the approved strategy of the Bank. The generalized diagram of the management process of the Bank as a regulated system includes three main phases: planning, regulation, control, which form a closed management cycle (see Fig. 1).

Developed and approved strategy- This is the prerogative of shareholders and senior management of the Bank; the Bank's strategy is determined for the long term. At this level, general goals are determined, i.e. general or agreed upon value perceptions of shareholders and senior management, as well as their specification in the form of strategic objectives of the organization.

Approved strategy is the starting point for planning, since it is designed to determine those markets for banking services, the range of clients, and types of activities that are preferred by the founders of the Bank.

Rice. 1. Generalized management scheme of the Bank

Planning - solves the problem of specifying and implementing strategic goals and objectives in a quantitative assessment at various levels of detail and time periods of the Bank’s activities.

The scheme of interaction of information flows that arise at all stages of planning and management of a bank, the implementation of which is necessary to ensure the high quality of management decisions made, is presented in Appendix 1 to this course work.

Due to the fact that the approved strategy is the starting point for planning, it is necessary to consider in more detail the very concept of “strategy”, the goals and objectives of the strategy, as well as the place of strategy in the bank management system.

The concept of “strategy” is of Greek origin. Initially it had a military meaning and meant the “art of a general” to find the right ways to achieve victory. A strategy provides for a goal and a way to achieve it.

At the present stage of development of strategic approaches, in most definitions of the concept “strategy” the main focus is on the concept of competitive advantage and competitiveness. Thus, a bank’s strategy can be defined as a program of actions aimed at creating and maintaining competitive advantages in target markets.

Competitive bank - it is a commercial organization with a clear understanding of its strategic goals, a vision for the future, competent personnel, mature business processes and dynamic adaptation to customer requirements and the conditions of the modern world.

The purpose of strategic planning is to identify, develop, implement and develop priority guidelines for banking activities and banking products that would ensure an increase in the volume of bank operations, its income and, as a result, an increase in the market value of the credit institution.

The following key tasks are solved in the strategic planning process: Pomorina M.A. Planning as the basis for managing bank activities - M.: Finance and Statistics, 2002:

1. Managers at all levels must have a common strategic vision of the bank, in a relationship:

objectives put forward by its founders, and qualitative and quantitative indicators that the bank must achieve at the end of the planning period;

a marketing strategy that ensures the achievement of a stable competitive advantage in various segments of financial markets;

development of target programs and main activities of the organization;

linking the volumes of planned types of banking activities with the existing internal potential of the credit institution;

restrictions on the planned structure of the bank’s operations in accordance with external (requirements of the Central Bank of the Russian Federation) and internal guidelines in the field of banking risk management.

2. The bank must identify profitability centers and cost centers that are responsible for the implementation of specific programs or for conducting certain types of banking business. Specific tasks must be set for the development and implementation of new banking products, for penetration into new sectors of markets, the planned profitability indicators of their activities, the resources at the expense of which these activities will be carried out, the restrictions that they must adhere to in order to ensure a balanced and risk-protected bank development.

3. A management mechanism must be developed that coordinates the activities of profitability centers, ensuring control over the compliance of the current situation with the planned targets and feedback that allows for the correction of emerging negative aspects. It is also necessary to determine the requirements for the number and qualifications of personnel who would be able to solve the tasks assigned to the bank.

4. The plan must clearly define the sources of funds from which the bank intends to implement its development programs.

5. The plan should provide for options for the behavior of the bank as a whole and its individual divisions in unfavorable force majeure circumstances, including the development of scenarios for curtailing activities in certain market segments and the preparation of alternative tools for allocating released resources.

In general, the strategic planning process is focused on the long term, from 3 to 5 years.

Strategy development requires consideration of a wide range of industry structures, the basis for gaining competitive advantage, and high levels of environmental uncertainty.

The following main stages of strategic planning are distinguished:

1. Formulation of the Mission and Vision of the bank;

2. Strategic analysis, consisting of: external and internal analysis: (determining the quality of internal processes, internal capabilities). Analysis tools used: SWOT analysis, organizational diagnostics, etc.

3. Determination of strategic goals (financial, market, technology implementation, personnel development);

4. Formulation of strategic alternatives;

5. Criteria for assessing and comparing strategic alternatives, limitations and assumptions;

6. Selection of the most rational strategy, its approval.

In the future, the work will examine in detail the process of business planning, which arises at the final stage of strategy development, since the business plan provides a quantitative justification for the selected strategic goals and alternatives, checks the possibilities and effectiveness of their implementation, calculates the expected financial effect, and formulates proposals for choice. one or another strategic initiative (Fig. 2).

Rice. 2. Stages of strategy development

At the end of the consideration of the concept of “strategy”, its goals and objectives, stages of development, we can highlight the qualitative criteria for the success of a bank’s strategy:

Feasibility, i.e. feasibility of the strategy, taking into account the resources available to the bank and the interest of all personnel;

- consistency and harmony, i.e. consistency in organizational actions, adaptation to external conditions;

- the ability to create and maintain competitive advantages that will ensure the creation of new value for the bank.

1.2 The concept of a business plan, its place in the strategic planning system of a credit organization

Business planning is related to the bank's future activities. The business plan must cover all areas of work and all divisions of the bank. At the same time, for individual projects (opening a bank branch, purchasing a building, introducing complex technical systems, ATMs, etc.), separate business plans are developed, often in abbreviated form, in which the economic efficiency of the bank's planned projects is calculated.

Business planning is intended to justify and determine specific ways to solve strategic problems; a bank’s business plan should in fact be a document justifying the choice of several strategic alternatives, containing a financial model of the bank in the form of a forecast of cash flows linking the inflows and outflows of money in the bank.

Business planning of the Bank’s activities involves studying the financial and economic results of activities, identifying factors, trends and proportions of economic processes, and justified directions for development.

Business planning- this is a process that determines local and general prospects for the development of the bank, the scope, scale and results of its activities in proportion to sources and costs. Business planning coordinates the goals and strategies determined at the first stage with the internal capabilities of the bank and the requirements of the external environment.

An integral part of business planning is marketing planning, aimed at determining the competitive position of the bank, its strengths and weaknesses and developing products and services that would allow it to strengthen this position and conquer new markets and new customers.

As part of business planning, personnel planning is carried out , necessary to determine the need for labor resources and their characteristics.

The financial plan completes business planning and must be worked out in such a way as to determine how its implementation will affect the final financial results, taxes and the receipt and use of the bank's profits, as well as its balance sheet and compliance with mandatory economic standards and internal bank limits. Part of the financial planning process is the preparation of cost estimates necessary to justify the marketing plan, personnel plan, bank equipment plan, project plan, etc.

Thus, bank business plan:

Ш is a document that convincingly demonstrates the success of the business and its sufficient profitability, attractiveness for those who could potentially become an investor or partner;

Ш is a document justifying the choice of one or another strategic alternative;

Ш is a document that sets out a brief, precise and clear description of its goals, objectives, the results of a study of the market and the bank’s capabilities, the development directions are formed and justified, clients, partners and competitors are analyzed, the quality of the products and services offered is assessed, risks are assessed and proposals are made. measures to reduce them, cash flow calculations were made, forecast financial statements were calculated, financial ratios were calculated, business performance indicators were determined and calculated;

It is one of the end products of what is called a company's corporate culture.

The above definitions of a business plan allow us to distinguish two types of business plans: a strategic business plan, necessary to justify the strategic development of the company, and a business plan for a separate project aimed at implementing the company’s strategy.

It is the problems of developing and using a strategic business plan as an internal document that justifies the choice of a long-term development plan and focused on effective management that is most relevant for the Russian banking sector at present.

The main purpose of a business plan as an internal document is to justify the implementation of the chosen direction of development, the chosen strategy. The justification must be both qualitative (for example, a SWOT analysis is an integral part of the business plan) and quantitative - by calculating the cash flows of the company's income and costs and calculating the effectiveness of the action plan in question.

The factors that determine the volume, composition and structure of the business plan and the degree of its detail include the following: the specifics and scale of the activity; goals for drawing up a business plan; the Bank's general strategy and development prospects; market size, presence of competitors. The architectural structure of the business plan development process and the tasks of its main participants are given in Appendix 2 to this work.

The larger the credit organization, the more complex its functional activities, the more complete and justified the development of a business plan. The business plan of a small bank is simpler in composition, structure and scope. The larger the sales market, the greater the number of its segments that must be taken into account, and the presence of significant competition requires a more detailed study of the largest competitors, which requires a more complex structure of the business plan.

A bank’s business plan, in principle, should not differ from the company’s business plan, like any business.

The strategic alternative adopted and approved by the owners and top managers of the bank is implemented through a numerical justification, which is the business plan. In fact, the business plan formulates, records and justifies the bank's strategy. Thus, business planning is a way of integrating the strategy and tactics of a bank.

It is impossible to develop a bank business plan without having a strategy; it is possible to formulate strategic alternatives without writing a business plan.

Thus, the difference between a business plan and strategic alternatives is that a business plan makes a quantitative assessment of the modeled strategic alternatives, checks the possibility of their implementation, calculates the expected financial effect - an increase in business value, and formulates proposals for choosing a specific strategic alternative.

The objectives of the business plan, as part of the justification of the strategic alternative, are the following:

1) study the prospects for the development of the future market for banking services in order to provide what can be sold, and not sell what can be provided;

2) estimate the costs that will be necessary to develop, implement and sell the services needed by the market, and compare them with the prices at which it can be sold in order to determine the potential profitability of the business;

3) discover all sorts of “pitfalls”;

4) determine criteria and indicators by which it will be possible to regularly monitor whether business is on the rise or falling apart.

The business plan should make it possible to clarify the strategic plan obtained at the first stage and, on this basis, to develop a specific financial project for its implementation within the current stage of strategic planning (usually within 1-2 years). A business plan is a detailed statement of the bank's strategy, tactics and budget. It aims to provide a general understanding of the organization's objectives and to determine the quantity, quality and distribution of resources allocated or available to carry out those objectives.

This approach allows us to distinguish between these two processes, although they are very closely related to each other: when developing a business plan, the strategic goals of the organization and its marketing objectives are necessarily clarified; the strategic plan, in turn, can be revised depending on the results of the analysis and forecast of the internal state of the bank and the state of the external environment obtained in the process of business planning.

Business planning is designed to determine specific ways to solve strategic problems, introduce promising banking services and structural restrictions on the bank's operations, which allow it to achieve optimal financial results while limiting the bank's overall risk level.

The initial stages of business planning essentially repeat the stages of drawing up a strategic plan. The final stages are aimed at developing tactics and obtaining a financial plan, the basis of which is the planned balance sheet, a plan for income, expenses and the formation of the bank’s profit.

Business planning of a bank’s activities involves studying the financial and economic results of activities, identifying factors, trends and proportions of economic processes, and justified directions for development.

The business plan contains the proposed program of action of the credit institution, including parameters (indicators), expected performance results, and allows you to evaluate:

The ability of a credit institution to ensure financial stability, comply with prudential standards of activity and mandatory reserve requirements, follow the norms of legislation to ensure the interests of creditors and depositors;

The ability of the credit institution to exist long-term as a profitable commercial organization;

Adequacy of the credit institution's management system to the risks assumed.

A business plan is the result of research and organizational work, the purpose of which is to study a specific direction of the bank’s activities in a specific market in the current organizational and economic conditions. It is not a document drawn up once and for all. It must be monitored and refined (adjusted) in accordance with changing conditions. The business plan is based on the general concept of the bank’s development and is one of the documents defining the bank’s development strategy. The peculiarity of a business plan as a strategic document is its balance in setting objectives, taking into account the real financial capabilities of the bank. Developing a business plan largely allows you to determine the potential of the bank, set new goals and objectives, develop the most rational management decisions, coordinate the actions of departments, identify the strengths and weaknesses of personnel and the entire credit organization.

Russian legislation does not directly establish the obligation for banks to develop a business plan.

In the Federal Law of December 2, 1990 No. 395-1 “On Banks and Banking Activities,” the requirement to provide a business plan applies in cases of state registration of a credit organization and obtaining a license to carry out banking operations.

According to the Directive of the Bank of Russia dated July 5, 2002 No. 1176-U “On business plans of credit institutions” (hereinafter referred to as Directive No. 1176-U), a business plan is developed and submitted to the Central Bank in the following cases: when creating a credit institution; when expanding the activities of a credit institution by obtaining additional licenses for banking operations; when changing the type of credit institution; during reorganization in the form of merger, separation, division, transformation; during the reorganization of credit institutions in the form of merger, Directive of the Bank of Russia dated July 5, 2002 No. 1176-U “On business plans of credit institutions.”

That is, not all banks develop and submit a business plan to the Central Bank and not every year.

At the same time, the Regulation of the Bank of Russia dated December 16, 2003 No. 242-P “On the organization of internal control in credit institutions and banking groups” talks about bank development programs, strategies and tactics, current and promising areas of activity of credit institutions, which in their economic essentially and are components of a business plan. The inclusion of a business plan in the list of documents required for state registration of a credit organization and obtaining a license to carry out banking operations allows the Bank of Russia to refuse state registration of a credit organization and the issuance of a license to carry out banking operations in the event of inconsistency of these documents, including the business plan credit institution, established requirements of federal laws and regulations of the Bank of Russia adopted in accordance with them.

The presence of a business plan allows the Bank of Russia to assess: the ability of a credit institution to ensure financial stability, comply with prudential standards of activity and mandatory reserve requirements, comply with legal requirements to ensure the interests of creditors and depositors; the ability of a credit institution to exist long-term as a profitable commercial organization; adequacy of the risk management system.

Thus, the business plan aims to provide a general understanding of the Bank's objectives arising from the chosen strategic alternative, as well as determining the quantity, quality and distribution of resources allocated or available to carry out these objectives. Particular attention of the Bank of Russia in the business plan is directed to the ability of a credit institution to assess its future in a constantly changing market environment, to the availability of financial, personnel, technological and other internal capabilities for effective operation in a competitive environment.

Thus, the business plan aims to provide a general understanding of the bank's objectives arising from the chosen strategic alternative, as well as identifying the quantity, quality and distribution of resources allocated or available to carry out these objectives. Particular attention of the Bank of Russia in the business plan is directed to the ability of a credit institution to assess its future in a constantly changing market environment, the amount of risks assumed and the ability to manage them, the availability of financial, personnel, technological and other internal capabilities for effective operation in a competitive environment .

1.3 Business planning as a factor in the internal development of the banking sector

As already noted, a rather weak level of business planning in credit institutions is a limiting internal factor in the development of the Russian banking sector. Most banks have poorly developed skills in selecting key areas of activity and developing strategies. As a rule, there is inconsistency in the actions of management, there is no clear concept and clearly formulated strategic vision of the bank. There is also a lack of a systematic approach to the process of strategic management and planning.

Despite the fact that even with a conscientiously developed strategy, the bank may fail as a result of miscalculations in the actions for its implementation, organization, motivation and control, planning can bring considerable, and often significant, benefits to the bank.

Planning in a broad sense can be defined as the process of making and organizing the implementation of management decisions related to future events, including monitoring and analysis of the results of the implementation of previously adopted plans, assessment of the current market situation, studying the needs of real and potential bank clients, focused on the implementation of strategic objectives that the founders put before the banking organization.

Mandatory characteristics of the bank's planning system should be:

flexibility, those. the ability to quickly adjust the plan in case of unexpected changes in the market situation

carefully thought out and organized control process for the implementation of planned indicators, which is aimed not only at recording the fact of non-fulfillment of the plan, but also at identifying the real reasons for non-fulfillment and unused potential opportunities;

alternativeness planning: drawing up a multi-option plan to quickly respond to changes in the market situation;

embeddedness planning systems into the organizational structure bank, which involves participation in drawing up the plan and monitoring the implementation of the plan by managers at all levels of management;

orientation development strategy and individual plans for increasing the bank’s value;

internal compatibility strategic plan with operational plans of structural units.

Overall, planning creates the following important benefits:

· makes it possible to prepare for the use of future favorable conditions, for sudden changes in the market situation (increases the speed of adaptability);

· clarifies emerging problems;

· encourages managers to engage in development prospects and implement their decisions in future work;

· improves coordination of actions in the bank to achieve its goals;

· clearly demonstrates the duties and responsibilities of all bank managers;

· creates the prerequisites for increasing the level of education of managers;

· increases opportunities to provide the bank with the necessary information;

· establishes bank performance indicators necessary for subsequent control;

· promotes a more rational distribution of resources;

Many Russian banks still tend to underestimate the role of internal bank planning in general and the preparation of a sound business plan in particular. In doing so, they rely on their own intuition and experience, established informal connections in business circles, seemingly good market prospects and other circumstances. Preparing and drawing up a detailed business plan turns into a very difficult responsibility for them, which still must be fulfilled. At the same time, the expansion of the range of banking services offered, the increasing speed of changes occurring in the external environment, and increasing competition from year to year, lead to an increase in risks in the activities of a credit institution. It is impossible to completely eliminate the risks inherent in banking activities. But by planning your activities, they can be predicted in order to minimize possible losses.

As banking develops, the use of business planning systems by credit institutions will increasingly become one of the main success factors. Strategic choices and determination of directions for the bank's development will not be of much importance if they do not lead to practical results. Business planning of a bank’s activities involves studying the financial and economic results of activities, identifying factors, trends and proportions of economic processes, and justified directions for development.

Thus, the viability of a bank in changing market conditions is impossible without serious planning of its activities, studying the market situation, and customer needs. A properly organized strategic planning process allows a credit organization to achieve consistent and stable growth, realize its opportunities and avoid the dangers that lie along this path.

The goal of strategic management and business planning is to systematically develop the activities of a credit institution, introduce new directions and banking products so that they contribute to an increase in income and market value of shares while observing the principle of sustainability.

2. Development of a credit business planorganization

2.1 Principles and main stages of business planning in a credit institutionAnd

When drawing up a business plan for a credit institution, you must adhere to the following principles:

1. When forming a business plan, you need to take into account the real capabilities of the bank.

2. The business plan is formed with a mandatory positive financial result. When forming a planned unprofitable result, a financial rehabilitation plan for the bank is required.

3. The structure of assets and liabilities must be balanced.

4. When forming a plan, it is necessary to strive to increase the positive difference between the weighted average placement and attraction rates by optimizing the structure of attraction and placement.

As mentioned above, a business plan should make it possible to clarify the strategic plan and, on this basis, to develop a specific financial project for its implementation within the current stage of strategic planning (usually within a year). A business plan is a detailed statement of the bank's strategy, tactics and budget. It aims to provide a general understanding of the objectives of the institution and to determine the quantity, quality and distribution of resources allocated or available to carry out those objectives.

The initial stages of business planning essentially repeat the stages of drawing up a strategic plan. The final stages are aimed at developing tactics and obtaining a financial plan, the basis of which is the planned balance sheet and a plan for income, expenses and profit generation of the bank (Appendix 3 to this work).

Based on the above, the algorithm for developing a business plan is as follows:

Stage 1- SWOT- Aanalysis

Strategic analysis (SWOT analysis) is the basis of any planning process and should be based on regular monitoring of the external environment and internal state of the bank.

At stage 2- due to the constant change in the market situation and operating conditions of the bank, strategic goals are being clarified based on fresh SWOT analysis data. It is necessary, based on fresh data from strategic analysis, to evaluate the adequacy and effectiveness of the developed bank development strategies in all areas of management activity: marketing, resource and risk management, personnel management. The refined strategies should then influence the action plan, eliminating from it tasks that are no longer relevant and adding the necessary new ones. However, the resulting action plan cannot be considered final. Its adjustment will also be carried out at the stage of financial planning if the bank’s potential turns out to be insufficient to fulfill the assigned tasks.

Stage 3- Quantitative assessment of the costs required to solve the Bank’s problems and their payback periods

This stage of drawing up a business plan has a decisive impact on the reality of the resulting program of action. Unless all costs that will be incurred in implementing an action plan are estimated in advance, a lack of resources may prevent the plan from being implemented.

Initially, this stage begins with planning the Bank's cash flows - forecast inflows and outflows of funds from both operating and investment activities of the Bank. Accordingly, the results (income and expenses) of existing (at the time of calculations) operations in the Bank to achieve planned goals and objectives and the results from the implementation of planned investment projects are predicted, taking into account the corresponding risk. Namely, a model of the functioning of the Bank as a commercial enterprise is created, using a forecast of cash flows, profit and loss statements, balance sheets, and on this basis assessing risks, taking into account the system of mandatory standards, requirements for reserves, liquidity, etc.

Often, already at the stage of financial planning, it becomes clear that some strategic objectives, completely correctly formulated in terms of the main directions of development of the Bank, cannot be solved at this stage due to the lack of necessary sources of financing, then the action plan can be revised and other alternatives found development.

Cost estimates are carried out by the Bank's divisions in accordance with the strategic objectives assigned to them, reflected in the action plan. The methodology is no different from the usual procedure for assessing investment projects, which, in essence, are the bank’s development programs.

It should be noted that for projects related to the development of the Bank, it is also important to assess the moment from which the invested money will begin to bring real returns, that is, take into account the emergence of new resources and an increase in the volume of active operations associated with them in the planned balance sheet, as well as reflect those arising from This includes income and expenses in terms of profit generation. Thus, it is important that all financial flows arising during the implementation of banking projects are reflected in the process of assessing the volume of investments necessary to implement the bank’s strategic objectives and their payback periods.

In addition to the costs associated with introducing new activities, the strategic plan may also require new expenses aimed at improving current operations. Capital costs in this case can be assessed according to the same scheme as projects for the introduction of new services. But besides this, the development of the Bank may impose completely different requirements on the composition and qualifications of personnel. Therefore, the Bank's personnel development plan is a necessary section of any business plan. The personnel development plan must provide for and describe the following points: changes in the organizational structure of the bank related to the development of the bank; changes in the number and structure of the Bank's personnel, recruitment or reduction of personnel in some divisions and recruitment in others; plan for retraining and advanced training of Bank employees; system of labor incentives for bank employees.

In the process of developing a personnel development plan, it is necessary not only to qualitatively describe the desired areas of change, but also to estimate the associated costs.

All personnel costs, along with the costs associated with specific development projects, must be reflected in the bank's profit and overhead budget, which will determine the amount of sufficient profit. Based on this, specific financial plan options will be selected.

Stage 4- Clarification of the system of limits and determination of their values ​​during the planning period

At this stage, based on the indicators calculated during the situational analysis, the permissible volumes of transactions with various clients and the maximum positional gaps between assets and liabilities in terms of liquidity level, terms, currencies (system of limits) are determined. Limits for individual risk groups are set so that their amount is limited by the total limit on the total volume of risks of the bank (the maximum volume of losses should in no case exceed the amount of the bank’s own funds or capital).

Stage 5- Development of a financial plan

The final stage of business planning is crucial for determining the possibilities for implementing the set strategic objectives and the proposed action plan. At this stage, quantitative characteristics of the Bank’s activities are planned (primarily the volume of operations, structures of active and passive operations), which would allow it to earn the profit necessary to implement development programs and pay dividends to the Bank’s shareholders. If practical development options that give the required financial result cannot be found, the bank revises the previously developed strategies and action plan, focusing on the existing internal potential of the organization. The result of financial planning is the planned balance sheet and plan of income, expenses and profit of the Bank, as well as the planned calculation of the components of cash flows.

2.2 Methodsbusiness plan development banka

The main tools for substantiating the feasibility of strategic goals, which make it possible to understand whether one’s own and attracted resources are sufficient to achieve them, are highlighted in Directive No. 1176-U as SWOT analysis, balance sheet, planned statement of income and expenses, and also, due to strict regulation and supervision of activities of banks on the part of the Bank of Russia, forecast of compliance with mandatory standards and mandatory reserve requirements.

It seems appropriate to consider in more detail the methodology for conducting a SWOT analysis and drawing up a financial plan.

SWOT- Aanalysis gives the most complete picture of the initial conditions for the development of the bank, determines the opportunities and threats emanating from the bank’s external environment, and also assesses the strengths and weaknesses of the bank, which generally determine the key success factors and key competencies of the bank. The basis for SWOT analysis is an analysis of the state of the environment in which the bank operates (external analysis) and an analysis of the internal potential of the organization (internal analysis.

External analysis involves studying the state and dynamics of external factors affecting the bank in the present time or in the future and affecting the organization of work and its financial condition, products sold and services provided, its clients, information systems, personnel, etc.

Internal analysis- study of the state and dynamics of development of the bank itself, i.e. types, volumes and structure of products and services, client base and their changes over time, development of technologies (business processes) of the bank, improvement of personnel activities, improvement of bank management, innovations, promising projects, technical equipment of the bank, etc.

When conducting external analysis are carried out sequentially:

* development of scenarios for changes in the economic situation and forecasting the dynamics of external factors characterizing them;

* identifying key external factors, changes in which can significantly affect the bank’s performance;

* analysis of the current competitive position of the bank and its changes under the influence of key external factors;

* market segmentation in order to identify potential opportunities that can be used to attack competitors.

Market characteristics are identified that allow one to assess the market in which the bank intends to operate:

o market characteristics- With with their help, you can assess the state of the market (historical growth rates and probable growth rates), its main trends and the main characteristics of clients (requirements for banking services, frequency of purchasing services, determining the degree of client concentration, studying client concentration trends)

o service indicators- these indicators allow you to get an idea of ​​banking products, as well as correlate them with the basic requirements placed on them by consumers. In addition, the study of the characteristics of bank services should provide answers to questions related to determining the main priorities in their development.

o competition indicators- a group of these indicators is important from the point of view of assessing the bank’s competitiveness in the current market conditions where the bank operates or intends to operate. In this case, it is necessary to: identify the main competitors and the market sectors they serve (including non-banking institutions), assess changes in the number of competitors, determine the degree of concentration of competitors, study trends in the division of spheres of influence, determine the relative market share served by the bank

o environmental characteristics- the list of market characteristics includes macroeconomic indicators and their impact on the bank: economic, political, technological, demographic, cultural trends.

The analysis of characteristics is considered in dynamics. Groups of interrelated indicators are identified, their influence on the income received by the bank from certain types of banking activities (work with the population, securities transactions, lending, operations for servicing foreign trade activities, project financing, etc.) and on the volume of corresponding operations is determined.

Internal analysis of a bank is carried out in order to determine its competitive strengths, competitive advantages that allow the bank to develop successfully, as well as weaknesses that hinder the development of the bank or are a threat to it associated with the loss of customers and income. When conducting internal analysis The following indicators are assessed:

1. Indicators of the conquered market - assessed quantitatively and qualitatively.

Quantitative analysis can be carried out according to the following criteria: dynamics of the total number of bank clients; dynamics of the number of clients consuming a specific banking product; average number of banking products per bank client; number of open and closed customer accounts over time.

Qualitative indicator of the conquered market - determining the opinions of clients about the quality of the bank’s services, the image of the bank in various groups of the population, government authorities and regulatory bodies, carried out using questionnaires.

2. Analysis of the bank's financial condition is the main indicator under consideration, which gives an idea of ​​the presence or absence of opportunities to implement the selected strategy options. Its main stages are:

· Analysis of the bank's assets and liabilities and their balance - the sources and directions of investment of funds and the associated risks, the dynamics of the total volume of bank operations are studied, the sufficiency of the growth rate of assets, the structure of active and passive operations are assessed, the share of working assets is determined

· Analysis of the efficiency of the bank's activities - assessment of the return on assets and the cost of raised funds for the groups identified during the analysis of the structure of assets and liabilities. Comparing the return on assets and the cost of borrowed funds allows us to determine the effectiveness of individual areas of the bank’s work.

· Analysis of banking risks - during this stage of analysis of the financial condition of the bank, the risks that the bank has assumed, their implementation in everyday activities, methods of insuring against them (hedging) and their limitations (using a system of limits) are identified. The findings are the basis for developing the bank's risk management strategy.

· Bank capital analysis - The capital structure, the share in the total capital, as well as the ratio of fixed and additional capital are determined. In international practice, the share of fixed capital must be at least 50% of the bank’s capital. The bank's capital adequacy is assessed by comparing the amount of capital with the size of risk-weighted assets

3. Adequacy of the bank’s organizational structure for the tasks it solves and ensuring the dynamism of development, the interaction of its individual divisions.

4. Adequate level of qualifications of banking personnel -the final stage of internal analysis, assessing the bank’s personnel based on the adequacy/redundancy of the number of employees, compliance of their qualification level with the functions performed, and staff motivation.

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Advantages of using planning. Business plan as a form of planning. Functions, purpose and principles of planning. Structure and characteristics of drawing up a business plan. Features of business planning in Russia and abroad. Business ideas and their sources.

When drawing up a business plan for a credit institution, you must adhere to the following principles:

1. When forming a business plan, you need to take into account the real capabilities of the bank.

2. The business plan is formed with a mandatory positive financial result. When forming a planned unprofitable result, a financial rehabilitation plan for the bank is required.

3. The structure of assets and liabilities must be balanced.

4. When forming a plan, it is necessary to strive to increase the positive difference between the weighted average placement and attraction rates by optimizing the structure of attraction and placement.

As mentioned above, a business plan should make it possible to clarify the strategic plan and, on this basis, to develop a specific financial project for its implementation within the current stage of strategic planning (usually within a year). A business plan is a detailed statement of the bank's strategy, tactics and budget. It aims to provide a general understanding of the objectives of the institution and to determine the quantity, quality and distribution of resources allocated or available to carry out those objectives.

The initial stages of business planning essentially repeat the stages of drawing up a strategic plan. The final stages are aimed at developing tactics and obtaining a financial plan, the basis of which is the planned balance sheet and a plan for income, expenses and profit generation of the bank (Appendix 3 to this work).

Based on the above, the algorithm for developing a business plan is as follows:

Stage 1-SWOT analysis

Strategic analysis (SWOT analysis) is the basis of any planning process and should be based on regular monitoring of the external environment and internal state of the bank.

At stage 2- due to the constant change in the market situation and operating conditions of the bank, strategic goals are being clarified based on fresh SWOT analysis data. It is necessary, based on fresh data from strategic analysis, to evaluate the adequacy and effectiveness of the developed bank development strategies in all areas of management activity: marketing, resource and risk management, personnel management. The refined strategies should then influence the action plan, eliminating from it tasks that are no longer relevant and adding the necessary new ones. However, the resulting action plan cannot be considered final. Its adjustment will also be carried out at the stage of financial planning if the bank’s potential turns out to be insufficient to fulfill the assigned tasks.

Stage 3-Quantitative assessment of the costs required to solve the Bank’s problems and their payback periods

This stage of drawing up a business plan has a decisive impact on the reality of the resulting program of action. Unless all costs that will be incurred in implementing an action plan are estimated in advance, a lack of resources may prevent the plan from being implemented.

Initially, this stage begins with planning the Bank's cash flows - forecast inflows and outflows of funds from both operating and investment activities of the Bank. Accordingly, the results (income and expenses) of existing (at the time of calculations) operations in the Bank to achieve planned goals and objectives and the results from the implementation of planned investment projects are predicted, taking into account the corresponding risk. Namely, a model of the functioning of the Bank as a commercial enterprise is created, using a forecast of cash flows, profit and loss statements, balance sheets, and on this basis assessing risks, taking into account the system of mandatory standards, requirements for reserves, liquidity, etc.

Often, already at the stage of financial planning, it becomes clear that some strategic objectives, completely correctly formulated in terms of the main directions of development of the Bank, cannot be solved at this stage due to the lack of necessary sources of financing, then the action plan can be revised and other alternatives found development.

Cost estimates are carried out by the Bank's divisions in accordance with the strategic objectives assigned to them, reflected in the action plan. The methodology is no different from the usual procedure for assessing investment projects, which, in essence, are the bank’s development programs.

It should be noted that for projects related to the development of the Bank, it is also important to assess the moment from which the invested money will begin to bring real returns, that is, take into account the emergence of new resources and an increase in the volume of active operations associated with them in the planned balance sheet, as well as reflect those arising from This includes income and expenses in terms of profit generation. Thus, it is important that all financial flows arising during the implementation of banking projects are reflected in the process of assessing the volume of investments necessary to implement the bank’s strategic objectives and their payback periods.

In addition to the costs associated with introducing new activities, the strategic plan may also require new expenses aimed at improving current operations. Capital costs in this case can be assessed according to the same scheme as projects for the introduction of new services. But besides this, the development of the Bank may impose completely different requirements on the composition and qualifications of personnel. Therefore, the Bank's personnel development plan is a necessary section of any business plan. The personnel development plan must provide for and describe the following points: changes in the organizational structure of the bank related to the development of the bank; changes in the number and structure of the Bank's personnel, recruitment or reduction of personnel in some divisions and recruitment in others; plan for retraining and advanced training of Bank employees; system of labor incentives for bank employees.

In the process of developing a personnel development plan, it is necessary not only to qualitatively describe the desired areas of change, but also to estimate the associated costs.

All personnel costs, along with the costs associated with specific development projects, must be reflected in the bank's profit and overhead budget, which will determine the amount of sufficient profit. Based on this, specific financial plan options will be selected.

Stage 4-Clarification of the system of limits and determination of their values ​​during the planning period

At this stage, based on the indicators calculated during the situational analysis, the permissible volumes of transactions with various clients and the maximum positional gaps between assets and liabilities in terms of liquidity level, terms, currencies (system of limits) are determined. Limits for individual risk groups are set so that their amount is limited by the total limit on the total volume of risks of the bank (the maximum volume of losses should in no case exceed the amount of the bank’s own funds or capital).

Stage 5-Development of a financial plan

The final stage of business planning is crucial for determining the possibilities for implementing the set strategic objectives and the proposed action plan. At this stage, quantitative characteristics of the Bank’s activities are planned (primarily the volume of operations, structures of active and passive operations), which would allow it to earn the profit necessary to implement development programs and pay dividends to the Bank’s shareholders. If practical development options that give the required financial result cannot be found, the bank revises the previously developed strategies and action plan, focusing on the existing internal potential of the organization. The result of financial planning is the planned balance sheet and plan of income, expenses and profit of the Bank, as well as the planned calculation of the components of cash flows.

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Credit institution management system;

Founders (participants) of a credit organization and group of persons;

Ensuring the activities of a credit institution;

Other significant indicators that, in the opinion of the credit institution, are necessary to disclose the main goals of the business plan.

The business plan of an operating credit institution must reflect the impact of the basis that necessitated its submission to the Bank of Russia (in accordance with clause 2 of this Directive) on the implementation of the tasks defined in clause 1.1 of this Directive.

Note. An operating credit organization is a credit organization that has a license from the Bank of Russia to carry out banking operations.

3.2. The business plan of a credit institution must meet the following requirements for its design and content of applications:

Information about the approval of the business plan (the date and number of the corresponding minutes of the meeting of founders (participants) that approved the business plan are given on the title page of the business plan (Appendix 5 to this Directive);

General information about the credit institution is provided on the first (next to the title) page of the business plan (Appendix 6 to this Directive);

The settlement balance with a breakdown of its individual items is presented in the form of Appendices 1 and 1.1 to this Directive;

The plan of income, expenses and profit with a breakdown of its individual articles is presented in the form of Appendices 2 and 2.1 to this Directive;

The forecast for the implementation of certain mandatory standards is presented in the form of Appendix 3 to this Directive;

The forecast for meeting mandatory reserve requirements is presented taking into account the relevant indicators of Appendices 1.1 and 4 to this Directive;

Assumptions adopted in the business plan are presented in the form of Appendix 4 to this Directive.

When presenting the information required by the requirements for the content of a business plan defined by this Directive, it is recommended to adhere to the standard structure of a business plan (Appendix 7 to this Directive).

3.3. The information contained in the business plan must necessarily disclose the content of the following aspects relating to the activities of the credit institution. Disclosure of these aspects should include the results of a SWOT analysis, which allows us to identify and structure the strengths and weaknesses of the credit organization, as well as potential opportunities and threats.

3.3.1. Goals, objectives and market policy of a credit institution.

When defining goals and objectives, a credit institution must reflect a long-term vision of its role and place in the banking services market, the specific features of its positioning in the market environment, as well as the most essential principles of commercial activity.

Principles of commercial activity:

In relation to commercial activities (target orientation by segments of the banking and financial services market, determination of the market specialization of the credit institution, regional aspect of the commercial activity of the credit institution);

In relation to the client (target orientation in relation to the client base, a brief and clear description of what needs of which clients and how the credit institution is going to provide);

In relation to managers and employees (target orientation in relation to the business culture of the credit organization);

In relation to the founders (participants) (description of what interests the founders (participants) arising from the goals (tasks) they set for the credit institution, and how the credit institution intends to satisfy it);

In relation to banking technologies (target orientation regarding the use and improvement of banking technologies).

The market policy of a credit organization must contain a description of the range of its banking operations and transactions (the planned change in the range compared to the actual state - for existing credit organizations, acquiring credit organizations, credit organizations created as a result of transformation; the planned range - for credit organizations created as a result of other forms of reorganization, as well as newly created credit institutions).

3.3.2. The influence of economic and legal conditions in the country and regions on the activities of a credit institution.

The credit institution must outline its assessment of the impact of the dynamics of development of economic indicators and indicators characterizing financial markets (including indicators given in Appendix 4 to this Directive) on the main areas of commercial activity, taking into account, among other things, product orientation and prospects for the development of business activity in the region , including:

Results of marketing research (types of services that have effective demand, main clients and their preferences, potential competitors, advantages of a given credit institution, measures to conquer a niche in the banking services market (conducted activities, opportunities and limitations to expand the niche and range of banking operations - for existing credit institutions; opportunities and limitations in conquering a niche - for newly created credit institutions);

Actual distribution of business volumes of a credit institution by region (opportunities and limitations for the development of existing branches, representative offices, internal structural divisions and exchange offices - for existing credit institutions (including those changing the type of credit institution), acquiring credit institutions, credit institutions created as a result of transformation , credit institutions created as a result of other forms of reorganization).

3.3.3. A description of the main parameters of active and passive operations and expected financial results should include:

Analysis of active transactions (performed in terms of types of transactions, liquidity, profitability, degree of risk, timing of placement) based on Appendices 1 and 1.1 to this Directive;

Analysis of passive transactions (carried out by types of transactions, terms of attraction, cost of attracted resources, counterparties) on the basis of Appendices 1 and 1.1 to this Directive;

Analysis of the state and dynamics of own funds (capital), calculated in accordance with the Regulations of the Bank of Russia dated November 26, 2001 N 159-P “On the methodology for calculating own funds (capital) of credit institutions” (based on the results of each year of activity), justification of the indicators of the section “Own funds" liabilities of the current balance (Appendix 1 to this Directive);

The law is simple: Due to the loss of force of the Regulations on the methodology for calculating own funds (capital) of credit institutions, approved. Central Bank of the Russian Federation November 26, 2001 N 159-P, one should be guided by the Regulation on the methodology for determining the own funds (capital) of credit institutions, adopted instead. Central Bank of the Russian Federation 10.02.2003 N 215-P

Analysis of the volume and structure of income, expenses and profit (based on Appendices 2 and 2.1 to this Directive), justification of indicators.

Note. For existing credit institutions, when determining the structure of the planned settlement balance at the end of the first year of activity, data for the last reporting period is taken as a basis.

3.3.4. Risk management of a credit organization (credit risk, liquidity risk, currency risk, market risks, operational and other risks).

The credit institution must disclose internal risk management principles and measures to prevent financial difficulties.

3.3.5. Assessment of compliance with mandatory standards and mandatory reserve requirements:

Calculation of prudential standards of activity that have a quantitative assessment, justification and assessment of the compliance of planned indicators with established criteria (as of the beginning of each year of activity) based on Appendix 3 to this Directive;

Calculation of contributions to required reserves (as of the beginning of each year of activity) based on the indicators of Appendix 1.1 ("Decoding of individual items of the balance sheet", "Structure of assets and liabilities of a credit organization") and Appendix 4 to this Directive.

3.3.6. Status, opportunities and limitations for the development of the client base, including:

The actual state of the client base, the planned change in comparison with the actual state - for existing credit institutions (including those changing the type of credit institution), acquiring credit institutions, credit institutions created as a result of transformation;

The planned client base is for credit institutions created as a result of other forms of reorganization, as well as newly created credit institutions.

3.3.7. Possibilities and limitations for the development of a network of branches, representative offices, separate structural divisions and exchange offices in the regions where the credit institution intends to extend its influence.

3.3.8. Participation in banking groups and bank holding companies: list of participants in banking groups and/or bank holding companies (corporate (full official) name indicating the organizational and legal form, location, scope of activity of the legal entity) indicating the parent credit organization of the banking group and/or parent organizations of a bank holding company (management company of a bank holding company), which the specified credit organization is a member of and/or intends to join.

3.3.9. Information about the control system, which includes a description of the following elements:

Management scheme of the credit organization, principles of distribution of management functions between the management bodies of the credit organization and powers between the managers of the credit organization, including the subordination and functions of structural divisions and committees (indicating their names and the planned number of personnel of structural divisions);

Development of the management system of the credit organization, including the organizational structure, improvement of banking technologies, development of the internal control system, management accounting system, transition to accounting in accordance with international accounting and financial reporting standards);

Internal control system - description of the internal control system in a credit institution (in accordance with the requirements of Bank of Russia Regulation No. 509 dated August 28, 1997 “On the organization of internal control in banks” (with amendments and additions)), incl. quantitative and personal composition of the internal control service (for operating credit institutions - the results achieved by the internal control service), a description of the internal bank system for combating legalization (laundering) of proceeds from crime (description of the effectiveness of the system - for existing credit institutions);

Documents regulating the implementation of banking operations (by the time banking operations and transactions begin, internal documents defining the procedure for their implementation must come into force), the procedure for their approval.

3.3.10. List of founders (participants) and groups of persons:

Founders (participants) of a credit organization who individually own (acquire) more than 5 percent of shares (shares) of a credit organization;

Founders (participants) of a credit institution owning (acquiring) more than 5 percent of shares (shares) of a credit institution as part of a group of persons;

Persons who have the opportunity to directly or indirectly (through a third party) have a significant influence on decisions made by the management bodies of a credit institution, including as part of a group that is not a banking group or a banking holding company, due to significant influence on the credit institution representing the business - plan.

This list must contain the following information:

Information about the founders (participants) of the credit organization - passport data of an individual, corporate (full official) name indicating the organizational and legal form, location and scope of activity of the legal entity;

The nature of the connections between the founders (participants), including: the structure of the group of persons who have the ability to exert significant influence (in the sense of Article 4 of the Federal Law “On Banks and Banking Activities”) on decisions made by the management bodies of the credit institution; the basis by which a person is included in a group of persons (a diagram of how these persons exert significant influence on decisions taken by the management bodies of a credit institution should be provided, indicating the methods of possible influence: participation in capital, participation in management bodies, conclusion of contracts, the presence of family ties between individuals as a result of the acquisition, in accordance with the procedure established by law, of shares (shares) of a credit institution);

Information on the financial position and economic activities of the founders (participants) - legal entities: main indicators characterizing the economic activities and financial position of the founder (participant) acquiring (owning) more than 20 percent(s) of shares (shares) of a credit organization or being a member of a group of persons acquiring (owning) more than 20 percent (s) of shares (shares) of a credit institution; this information is included in the business plan in accordance with the information provided by the founders (participants) as of the last reporting date preceding the date of approval of the business plan (this information is not provided by existing credit institutions if there are no changes in the composition of the founders (participants) and the ratio of shares ( shares) in the authorized capital as of the date of approval of the business plan in comparison with the data of the list of founders (participants) of the credit institution previously submitted to the territorial branch of the Bank of Russia in the manner established by regulations of the Bank of Russia).

At the same time, transparency of the structure of founders (participants) and their groups must be ensured, allowing for unambiguous identification of persons (including those who are not founders (participants) of a credit organization, but who have the ability to directly or indirectly exert a significant influence on decision-making by the management bodies of the credit organization).

3.3.11. Information on supporting the activities of the credit institution, including:

Material and technical base of the credit organization - description of the credit organization's security:

The building (premises) in which the credit institution is (will be located), indicating whether it is owned or used (will be) on the basis of a lease (sublease) agreement indicating the period;

Office equipment and banking equipment;

Vehicles, including special, technical means for creating a security system for employees and banking activities (including software for protecting information from unauthorized access), as well as fire safety systems;

Personnel policy:

Internal documents relating to the corporate culture of the credit organization, prospects for the development of the corporate culture of the credit organization;

Number and qualifications of personnel, dynamics of changes in these parameters in the planned period, basic qualification requirements for middle and lower level managers, requirements for personnel qualifications;

Labor incentive system in a credit institution.

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