понедельник, 18 января 2016 г.

Dmitry Leus: “Risk management is the bank’s most important task”

Dmitry Leus: “Risk management is the bank’s most important task”

Every retail bank operates within its own risks universe. Some banks take less than a few minutes to give credit at incredibly high rates. Others credit at lower rates, but take weeks to scrutinize you. We have spoken to Dmitry Leus, Chairman of Bank , about risk management, the reasons behind the spectacular growth of the Russian mortgage market, and about his Bank’s expansion plans.
- Bank  launched a 500m roubles capital increase in December last year, pushing the Bank’s overall capitalization to 1.5bn roubles as a result. Why did the Bank increase its equity and which opportunities came with growth?
Photo: “Bank ”
- Dmitry Leus: A capital increase is always good news for a bank, as it allows us to better meet the requirements and guidelines set forth by the Central Bank of Russia (CBR). Secondly, it gives us room for expansion. For example, CBR Instruction N139-I regulates the minimum capital adequacy ratio (N1) for banks (10%). If a bank wants to expand and scale up lending volumes it has no choice but to increase its capital. Thus, a bank’s earnings power is proportional to its capitalization.
- However, your N1 ratio of 11.32% is only slightly above the 10% minimum threshold. Could that turn into a problem for the Bank?
- Dmitry Leus: The capital adequacy ratio (CAR) is a measure of a bank’s capital expressed as a percentage of its risk-weighted assets (RWA). These assets are typically the bank’s loan portfolio. Each loan is assigned a percentage number with riskier (unsecured) loans weighing heavier (and thus requiring more capital reserves) than loans which are secured with collateral.
This implies, from a business perspective, that a bank with a capitalization of 1bn roubles has a “working capital” which is tenfold higher. The calculation basis for interest income from its lending business is thus 10bn roubles. By the same token, the bank’s owners can use leverage to earn much more than would otherwise be possible using only the bank’s equity capital. Now, if the bank had 12bn roubles at its disposal, and not only 10bn roubles and, furthermore, if the margin between the bank’s cost of funds and its lending activities was 7%, this would result in an additional 140m roubles in net earnings. This is the main reason why banks are interested in keeping their CAR close to the minimum threshold without, obviously, falling below it. In the wake of the credit crisis of 2008 and the subsequent regulatory crackdown, people tended to forget that a bank, like any other business structure, pursues the objective of creating profits for its stakeholders.
- Are you considering further capital increases in light of your expansion plans?
- Dmitry Leus: Yes, we do. We aim at a capitalization of 3bn roubles, with a long-term objective of 5bn roubles.
- Are you planning to further increase the Bank’s capital by way of an additional issue of shares?
- Dmitry Leus: Yes, either through an additional share issue or through a merger with another bank.
- Let’s speak about your merger plans. What characteristics should the merger candidate have?
- Dmitry Leus: It should be a bank equal to us in size and capitalization. The most important factor for us is the quality of the target’s assets, as the business model will be imposed by us. Our advisers have developed a wheel of opportunity / fit chart for us, which represents a systematic, logical, step-by-step process of choosing among competing investment opportunities.
- Is the business model of the merger candidate a relevant parameter to you? In other words, is the target likely to be a retail bank?
- Dmitry Leus: No, it doesn’t necessarily have to be a retail bank. Even if it is a retail bank, it will have a different business model from ours. However, I think the model of Bank  is currently working very well.
- You mentioned before that a bank’s overall capital is key to the growth of its asset base. Which assets do you have in mind?
- Dmitry Leus: The bank’s credit portfolio, of course.
- Bank ’s recent financial statements feature over 40% of investments in securities, a large part of which are owned through repurchase (or repo) agreements. Are you planning to change this capital structure and reduce your exposure to securities?
- Dmitry Leus: At the present moment, we own securities worth 3.2bn roubles. Of these, 1.2bn are owned through repo agreements. However, we plan to sell the repo agreements due to the currently high rates for such transactions.
- Which issuers are we talking about?
- Dmitry Leus: We own 587m roubles in federal treasury bonds and the rest in securities recommended by CBR. We intend to downsize the share of our securities portfolio to 10 to 15% of the Bank’s overall assets, as a bank always needs to hold liquid positions. This is approximately the percentage recommended by leading consulting firms, including our auditor KPMG.
- Are you planning to engage in corporate lending? At the present moment, your corporate lending portfolio is quite slim.
- Dmitry Leus: Correct. We are not lending to corporate entities.
- Why?
- Dmitry Leus: We believe that our core skills are in private lending. That’s what we are good at. In fact, the Bank’s business model is grounded in a private lending philosophy. We recently asked three consulting firms - Deloitte, KPMG, and Accenture - to analyze our working methodology and potential in the segment of consumer lending. Without planning to exclusively focus on consumer lending, and running the risk of becoming a monolithic bank, we have nevertheless set the objective for our regional offices to actively grow these activities. We continue to engage in mortgage lending (“yesterday’s breadwinner”), albeit not on the same scale as before, in addition to car loans.
Recently, we’ve even developed a new product we market under the term of “private enterprise mortgage”. It allows private entrepreneurs to collateralize their business assets in order to reinvest the resulting credit in their business.
- How far away is “recently”?
- Dmitry Leus: Basically, two weeks ago.
- Why did you design such a product?
- Dmitry Leus: We noticed that we were the first to offer this kind of service. Hence, we wanted to exploit this market gap.
- From 2010 through 2011, the Bank showed an impressive growth rate. In 2011 alone, Bank ’s deposits and credit portfolio grew 5 times, and its assets increased threefold. How do you explain such stellar growth?
- Dmitry Leus: A significant level of invested assets is a normal thing for a retail bank. A bank capitalizing on a margin of 7% above the cost of funds can earn as much as 17.5m roubles per month. In our case, we pay 25m roubles in salaries every year. Put differently, business volume is important to compensate your employees for a well done job.
- However, over the last 2 months the Bank’s assets fell over 19% and customer deposits decreased by 8%.
- Dmitry Leus: Let me explain. This is because we owned a considerably large portfolio of securities through repurchase agreements. As I explained above, we are currently decreasing this exposure due to high transaction costs, which has a negative impact on the Bank’s assets. Whereas in the past we used repo agreements to invest our cash into securities with a higher yield, we now invest this cash into our credit portfolio at an even higher profit margin.
The outflow in customer deposits is due to the elimination of a few expensive deposits on the Bank’s balance sheet. We also observe a certain slow-down in the acquisition of fresh deposits due to falling interest rates.
- Customer deposits constitute a large share of Bank Zapdny’s liabilities. Are you not planning to somewhat diversify your funding mechanism?
- Dmitry Leus: Yes we do. By means of our recent capital increase, for example. In addition, we hope that this year we will be able to place a bond issue of 1.5bn roubles we registered in November last year. In the past, such steps were not possible because of the overall economic trend - the market in general has seen few placements recently. Now it seems that market conditions are more favourable. We intend to open our books for subscriptions this summer.
- Which are the terms of the bond issue? Will you be able to influence them?
- Dmitry Leus: Terms will depend on market forces.
- In which regions do you plan to open new branches this year?
- Dmitry Leus: We plan to open a new branch in St. Petersburg and Novgorod.
- At the moment you own 58.3% of Bank ’s shares. The remaining shares are owned by the Bank’s management team. Are you planning to increase your share in the future?
- Dmitry Leus: I think I will buy back the remaining shares by the end of this summer.
- Let me ask you a question related to the seizure of documents by law enforcement authorities at the end of March this year. What happened exactly?
- Dmitry Leus: In 2010, we opened an account for a company. Exactly 16 days after the account opened we had to close it, as the activities of the company seemed suspicious. At the end of March this year, law enforcement visited the Bank and seized all documents concerning this company.
Let me add that we practically do not have company accounts. We are a retail bank. In 2011, only one client executed foreign trade operations through our Bank. I think he traded in builders’ hardware. Over the entire year, he purchased products worth 700k euros. These were the only foreign trade operations conducted through our Bank. All necessary foreign trade information is regularly transmitted by us to a special accounting department at CBR.
- But the 1.5bn roubles on your balance sheet - are these not company assets?
- Dmitry Leus: These are the accounts of the companies with which we enter into repurchase agreements.
- Didn’t this story about the seizure of documents have a negative impact on the Bank’s day-to-day business and its relationship with clients? Were there some reputational issues?
- Dmitry Leus: No, there were none. The inspectors did their job and that’s where the story ends.
- How do yo deal with the fact that the old story with the Russian Depositary Bank from 2002 bounces back on almost every occasion Bank  is mentioned in the press?
- Dmitry Leus: I always knew that this story would follow me. But I did not entirely expect that the press would comment on every significant event at Bank Zapady with reference to a story which is older than 10 years. I think these references lack any legitimate reason. Bank  has made some brilliant achievements over the last years such as the purchase of “KIT Finance”; it has made several capital increases; it displays a double-digit growth rate... Oscar Wilde once mentioned that “every effect that one produces gives one an enemy”. In other words, you will always find someone who will be making far-fetched conclusions or be trying to distort the true picture. There are different ways to deal with this. I plan to continue my path, work hard, and develop the Bank.
- I see. Let us return to Bank . Where are you giving more credits, in Moscow or in the regions? In general, where do you prefer to work, in the capital or in the periphery?
- Dmitry Leus: The repayment discipline is far greater in the regions than in Moscow. In general, life in small towns is different and people know each other quite closely. On the other hand, in Moscow there exists a large population of borrowers who only seek to get credit and try not to return it. When we set up our current scoring system we had to adjust it several times, as in the meantime fraudsters discovered its weak points and adapted their behaviour. This is a perpetual battle which will never end.
- What is your refusal rate? Do you have statistics?
- Dmitry Leus: This is a very difficult question. Outsiders tend to ignore that there is a hierarchy of complex steps leading up to final credit approval. At the very beginning, a front-office employee meets the borrower directly and prepares the credit documentation. Thereafter, the credit file is being forwarded to the credit sanctioning department which verifies the applicant’s personal information using a set of databases. If the credit sanctioning department approves the new borrower the file is subsequently transferred to our security desk which again enters into direct contact with the borrower for further checks. If the security desk gives a positive feedback the client is handed over to the underwriting department for final approval. Any of these steps may result in a refusal. A reason why we don’t keep records is the significant activity of fraudsters during the first months a product is launched, trying to outwit our scoring system. Such a dynamic tends to distort statistics. In general, risk management is a bank’s most important task, but also the most complex. In addition to our own experience, we draw on the expertise of domestic and international organisations to clearly identify risks at an early stage. This is a subject which is not always openly discussed in today’s banking community, but I see in the variety of risk management models the true distinctive feature between banks - and a major competitive advantage.
- Are you not concerned that a borrower may change his mind and walk away when confronted with all this scrutiny?
- Dmitry Leus: If a client walks away when confronted with the Bank’s legitimate on-boarding and credit sanctioning procedures we must ask ourselves if he is the right client for us in the first place. After all, credits are just another way to look at the savings of our depositors - toward whom we have fiduciary obligations.
- I agree, but a potentially good borrower could be tempted to switch to an institution where the credit process takes less time and is less burdensome.
- Dmitry Leus: The risk of losing business through compliance always exists. However, our business model does simply not allow us to further streamline this process. A more “liberal” client screening presents important risks which will have to be factored into the final pricing of a loan product as a risk premium. Some banks may take less than a few minutes to come to a positive credit decision, but only at the cost of interest rates exceeding 60%. On the other hand, it is precisely our risk averseness that allows us to propose interest rates which are substantially lower than market, even in the segment of consumer lending. Bottom line, if a client wants to profit from our low rates he must be patient.
- Fair enough. However, a borrower may default on a loan despite all your screening efforts. Are you prepared for this?
- Dmitry Leus: For such cases we have our security desk which is active in so called soft collection, sending a series of increasingly urgent letters, usually ten days apart, instructing debtors to pay the amount owed. It is not realistic to engage in consumer lending without operating a soft collection desk. Our soft collectors are experienced specialists who know how to speak with late payers. They are authorized to propose different solutions to address arrears. Bank  has worked over half a year on an internal document laying out the rules according to which our communication with late payers should be structured. These internal rules draw on our own experience, in addition to the experience of other banks, legal practice, and the law. The document was approved by an external consulting firm working with collection services. Put differently, our collectors are acting based on hard rules, not on intuition.
- Bank ’s net profits for 2011 were 58m roubles. What profit margin are you expecting for this year?
- Dmitry Leus: Our first-quarter results show a net profit of 9m roubles. Our expenses have significantly increased following the acquisition of “KIT Finance” and their set of branches, including cost items such as rent, professional equipment, wages, professional training, marketing campaigns, taxes, and so on. We have worked over a year to streamline the collaboration between all our new branches, but only now do we start to see the first results. There is an unprofitable investment period through which every new business venture must go before it breaks even and starts to be profitable. You cannot buy a business and get back your money the next day. And, again, there are always risks involved...
- So what would be a good end year result for 2012?
- Dmitry Leus: Net profits of 300m roubles.
- In general what is your benchmark? Are you a top-200 Russian bank by assets or not?
- Dmitry Leus: You know, we have completely stopped paying attention to these rankings. Size is certainly important but, generally, it is not an indicator of the quality of your business.
- What growth rate are you expecting?
- Dmitry Leus: Our grow rate is directly proportional to our CAR. Wherever the capital adequacy ratio allows us to grow -- we will.
- Are there any concrete plans, for example, growing your credit portfolio?
- Dmitry Leus: When it comes to our credit portfolio we have very ambitious plans. Bottom line, we plan to award high-quality credits ranging around the mark of 1bn roubles every month.
- What is the current level?
- Dmitry Leus: Approximately 300-500m roubles per month.
- And you are planning to double this amount in the next year already...?
- Dmitry Leus: Not in the next year... We are already starting next month!
Source: Banki.ru


Reflected Optimism

Дмитрий Леус


The monthly journal “The Banking Review” and the banking portal Banki.ru have spoken with industry experts and collected their forecasts for 2012. Prudence is the dominant mood, but no one is expecting a crash. There is consensus that the regulator and credit institutions have learned their lessons from the past.

DmitryLeus - Chairman of Bank
For objective reasons, the likelihood of a crisis in Russia is significantly lower than in Europe at present. Our banking system is stronger than before and better prepared to withstand severe shocks to the economy. Overall, the regulator and the banking system are better placed than in 2008 to deal with adverse scenarios.
Banks will certainly be making profits the same way as before. However, the probability of credit defaults and lower margins from securities trading has increased. For 2012, we expect three main risks in the banking sector: 1. an increased probability of default on a bank’s retail loans portfolio, 2. losses linked to exchange rate revaluation, and 3. a further deterioration of the liquidity situation in the market. Dmitry Leus


пятница, 15 января 2016 г.

The Russian mortgage

The Russian mortgage market in 2011

Dmitry Isaakovich Leus


The crisis years of 2008 and 2009 were characterized by a major decline in all types of lending. Most affected was the sector of long-term personal loans, especially mortgage lending. Dmitry IsaakovichLeus

From January to November 2011, the volume of new mortgages reached RUB 536.7bn. These figures even exceeded the pre-crisis level of 2008, as over 392 752 new mortgage loans were issued to the population. Compared with the same period of the previous year - when the authorities began to actively criticize the situation - the number of loans doubled. Dmitry Isaakovich Leus
The number of loans issued over 2011 is thus in line with official forecasts. In addition to being a case of successful government intervention, these indicators give reason to believe that 2011 will surpass 2008 in total mortgage volume.
This situation was heavily criticized by the government, which was trying to find ways of improving the situation. The main issue was the high mortgage rates which became unaffordable for most of the population and resulted in social tensions.
At last, government intervention led to tangible results and banks started to adjust their mortgage policy.
This positive trend is confirmed by the Chairman of Bank , Dmitry IsaakovichLeus. According to Mr. Leus, the number of approved credit applications at Bank  increased 6 times compared with 2010. Such an impressive growth in lending, according to Dmitry Leus, can be traced directly to the government’s successful interest rate policy. Bank ’s current interest rates range between 9.95% and 13.75%, in line with the Russian average of 11.6%.
One of the success factors of the Bank’s lending activities, according to Dmitry Leus, is detailed client information on the full range of mortgage products, in addition to a transparent pricing policy. Transparency may be the main reason why Bank ’s default rate is only 1%, against an all-Russian average of 6.6%.


воскресенье, 10 января 2016 г.

Dmitry Isaakovich Leus: What is a trustworthy bank?

Originally published in: Arguments and Facts
Dmitry Leus

The new law “On Consumer Lending” has passed its first reading in the Russian State Duma. It is expected to make retail banking services more convenient for the general public and is likely to result in an increase in the number of lending requests. It is therefore of paramount importance to rise the level of “financial literacy” among the population. There are currently over 1000 credit institutions in the Russian Federation. But what precisely makes a bank trustworthy? The answer to this question will help millions of borrowers to decide whether to keep their existing banking relationship or to switch to a new one.

Dmitry Leus, Director of the Board of ZAO Bank :

First of all, I would like to attract your attention to the problem of the geographical availability of banking services, in particular in a country as large as Russia. For obvious reasons, most banks prefer to work in big cities. This makes it sometimes difficult for residents of smaller agglomerations to open a bank account and have access to personalized financial advice. We decided to fill this gap.
Last year, we launched a pilot project to establish mini branches in Russia’s small towns. The number of loans issued at these mini branches has already exceeded the number of loans issued at big branches in major cities for the same period of time. Overall, 2012 was a breakthrough year for the Bank, as our retail credit portfolio has more than doubled.
As of today, we operate 45 branches - 9 in the greater Moscow area, and 36 in the Russian regions. Only in the past six months we opened over 22 regional offices - which is some kind of a record. From the point of view of economic development, these branches represent a new resource capacity allowing us to scale up the Bank’s business. From a social point of view, it means new employments in the regions and job security for our staff.
We have already started to work not only in bigger regional centres, but also in small agglomerations with populations over 50 thousand inhabitants.  For example, recently we inaugurated a branch in the small town of Gryazi in the Lipetsk Oblast. Its population does not exceed 46 thousand people, and another 70 thousand live in the nearby villages. It would be unfair to deprive these people of the possibility to open a bank account, make payments, and receive credit.
Let me add that the problem of access to banking services is not only restricted to Russia. The European Union has recently published a proposal to make bank accounts accessible to all European citizens and has spoken of a right to a basic bank account. In its press release, the EU Commission justified the proposal explaining that bank accounts have become essential to participating fully in the economic and social life of a modern society in which the use of cash is decreasing. In fact, studies have shown that over 58 million EU citizens over the age of 15 do not have a payment account.
In this context, a trustworthy bank is a bank which satisfies the right of everyone to a simple bank account irrespective of a person’s place of residence and financial situation. We try to build trust on our general openness and transparency, including the transparency related to the fees we charge.
Returning to Russia and the Russian regions, I would also like to highlight the strong financial discipline of small-town borrowers.  Their positive credit history allows us to award them additional loans at preferential rates. 
A banking product which was until now only rarely available in small towns are pensioner loans. When I started to work with elderly people I immediately noticed that they behaved very responsibly. Put differently, they practically did not delay their loan payments. We have therefore no difficulties in providing them with new lending products best tailored to their needs.
It is very important to us that our clients are not losing their time in long waiting lines. To this effect, we monitor in our branches the very possibility of the emergence of a waiting line, for example through an infrastructure of self-servicing terminals allowing our customers to make interest payments independently.
People entrust the bank with one of their most valuable material assets - their lifelong earnings. Against this emotional background, it is important that when visiting the Bank, customers experience a quality of service matching their expectations. Therefore, a trustworthy bank is a bank whose employees, in their everyday customer dealings, give concrete meaning to the notion of trust. It goes without saying that this also implies an attractive compensation plan for our staff.
By way of digression, our clients were the first to appreciate the benefits of our back office reorganization. We set up a new client service center in Voronezh, thereby successfully integrating our call center, credit research center, IT department, and operations. Streamlining these processes has been instrumental in enhancing the client’s overall service experience.
It is not necessary to have a financial education to understand that a trustworthy bank in the financial sense of the term is a bank with a solid capitalisation. has recently increased its share capital by almost RUB 1bn, thereby improve its creditworthiness before its customers.
Currently, our Board of Directors is considering the issue of another 2.5bn of ordinary shares at RUB 1 each, to be placed on the Moscow Stock Exchange. Once done, anyone can become one of the Bank’s owners. By raising RUB 2.5bn, we expect to increase the Bank’s capital by 127% and the Bank’s total capitalisation will amount to RUB 5.5bn.
With a clear business structure and a flat hierarchy, was able to attract new shareholders in the form of its own regional staff. The bank is also in the process of attracting a number of institutional investors. 
With regard to our development plans, over the next two years, we are planning to reach a return on equity ranging from 35-40%. To achieve this objective, top management has a worked out a clear road map for business development. In addition, a revised long-term strategy of the Bank is in the approval process.  
Let me conclude with some questions which are being asked on a regular basis by our customers themselves: Why should we become your clients? What makes you trustworthy? Why should we not switch to another bank?
My answer is transparency. The growth of our business is obvious. Each month we attract more than ten thousand new customers. These are private individuals, entrepreneurs, representatives of small and medium-sized businesses. By increasing our network of regional branches, we are in the process of doubling our customer base. On a qualitative level, we are observing that the average customer stays with the bank not only longer, but also has recourse to a wider product offering. All this goes hand in hand with increased productivity. Each quarter we see an increase in profit items not related to our lending activities, but rather to our universal banking offering.
All these factors give us self-assurance and confidence. Our shareholders and employees believe in the Bank’s future, and this may be another distinctive feature of a trustworthy bank.

вторник, 29 декабря 2015 г.

Дмитрий Исаакович Леус

Ростелеком лидирующая компания в ряде сегментов: проводной, междугородней связи и интернету в России. Основным акционером в прямом и косвенном владении выступает государство. Не самый лучший собственник, но дающий определенные преференции в ряде вопросов. У компании имеется дочерняя компания по предоставлению услуг сотовой связи – Tele 2, с долей участия 45%. Уставной капитал разбит на два типа акций, обычные и привилегированные.
В конце 2015 года у компании произошло знаковое событие, запуск мобильного оператора Теле 2 на территории Москвы и Московской области, до этого оператор не имел возможности предоставлять свои услуги на данной территории. Это самый крупный регион во всей России с населением более 20 миллионов человек и появления там четвертого игрока, усилит конкуренцию на рынке. Теле 2 предоставляет достаточно бюджетные тарифы потребителям своих услуг, что в условиях кризиса дает возможность занять существенную долю рынка. Этому будет способствовать и то, что переход возможен со своим номер от другого оператора с недавних пор.
В 2013 году у компании сменился президент, новым президентом стал Сергей Калугин, человек амбициозный, целеустремленный, фанатично относящийся к своей работе. По той работе, которую он проводит видно, что из непонятного набора активов под не лучшим гос.управлением, ему удается создать действительно эффективную современную рыночную компанию. Все действия на данном посту его предшественников демонстрировали обратное, что не могло не сказать на стоимости компании.
Ростелеком, Дмитрий Леус
Ростелеком, Дмитрий Леус
Рисунок №1. Котировки акций Ростелеком обычные в 2015 году
В настоящее время компания продолжает осуществлять ряд государственных проектов, по устранению цифрового неравенства, созданию дата-центов на территории России, что дает не только отдачу в виде не плохой прибыли, но и задел на будущее в виде значительной доли участия в выручке этих сегментах. Также Ростелеком продолжает консолидацию дочерних компаний, доводя свое долю до 100% в них.
Стоит также упомянуть, что в результате байбэков и объединений у компании на балансе сформировалось большое количество казначейских акций, 16% обыкновенных и 40% привилегированных от уставного капитала.
В настоящее время котировки акций находятся в близи своих минимальных значениях, напоминая скорее сжатую пружину, способную в один прекрасный момент распрямиться. Сравнивая с конкурентами большой тройки, акции очень сильно недооценены, а факторов которые могут повлиять на стоимость в положительную сторону множество:
— Увеличение количества абонентов сотовой связи в Московском регионе;
— Принятия новой дивидендной политике, распределение существенной части свободного денежного потока между своими акционерам;
— Приватизация гос.пакета акций компании;
— Погашение казначейских акций;
— Завершение капитальных вложений;
— Улучшение корпоративного управления.
Положительных факторов влияющих на увеличение стоимости компании довольно много. Из отрицательных стоит лишь отметить, что доля участия в компании Теле 2 составляет 45%, что не дает возможности отражать как дочернюю компанию в своей отчетности. Все это должно способствовать росту стоимости котировок акции. На рисунке №1 видно, у обыкновенных акциях имеется поддержка на уровне 84,5 рубля от которого и стоит покупать. Для привилегированных поддержкой выступает уровень 58 рублей. В процентном соотношении я бы разделил вложения в обыкновенные и привилегированные акции пропорционально 50% на 50%.

понедельник, 21 декабря 2015 г.

Mortgages - Both Sides of the Medal - Dmitry Leus

Dmitry Leus: “If income allows it, I advise early mortgage repayment”

Buying a property is certainly not a situation when one should “jump in feet first”, in particular when it comes to taking out a mortgage. Which are the main points potential mortgage buyers should keep in mind?
Suppose you decided to improve your housing situation: buy your own flat, move from a two-bedroom flat into a three-bedroom apartment, or move closer to the centre. The decision is taken..., but you cannot afford it. That is the exact moment when the concept of the mortgage comes to mind.
Some view mortgages as a form of modern enslavement but, honestly, saving millions is a difficult task for common mortals. Of course, mortgages have their advantages and disadvantages. There are a lot of small but important details borrowers should know in order to avoid trouble. One thing is clear - on your road to the paradise of home owners, do not stop at the first bank, and do not blindly agree to all conditions.
Take it or leave it
In summer 2011, the mortgage market was very attractive for borrowers - thousands of offers, promotions, discounts, as lenders competed to win over customers.
Then came fears over the possibility of a “second wave” of the crisis. And things on the mortgage market began to change...
Currently, banks have started to raise interest rates on loans, including mortgages. For the moment the increase is still small, not over 1 percent, but that may change...
“In the current macroeconomic environment, new home owners wishing to apply for a mortgage should act quickly”, recommends the Chairman of Dmitry Leus, justifying his position by expert opinion stating that interest rates are not expected to fall in the short to mid-term. Quite the opposite: “in fact, in crisis situations, banks not only tend to increase interest rates, but also to adopt more restrictive mortgage approval processes”, explains the banking specialist. “In other words, client applications run a greater risk of being rejected, as assumptions are tested against a more pessimistic scenario, and documentary evidence requirements with regard to client data such as income history undergo higher scrutiny”, says DmitryLeus.
“Many banks have begun to tighten credit conditions. This is the result of increased costs of credit resources. Better to jump on the bandwagon of low rates right now”, equally confirms Sergei Arzyantsev, Head of Mortgage Lending at Nomos Bank.


воскресенье, 20 декабря 2015 г.

ИнтерЛабСервис

О компании «ИнтерЛабСервис»

ООО «ИнтерЛабСервис» с 2002г. работает на рынке комплексных поставок высокотехнологичной продукции для молекулярной диагностики в России и странах СНГ. На сегодняшний день компания является ведущим дистрибьютором продукции для клинической ПЦР-диагностики и одним из наиболее перспективных поставщиков продукции для научных молекулярно-биологических исследований.
Деятельность компании «ИнтерЛабСервис» направлена на внедрение в широкую практику здравоохранения и науки России и СНГ новых передовых технологий молекулярной диагностики.

Основные направления деятельности

  • Комплексное оснащение клинико-диагностических, ветеринарных и научно-исследовательских лабораторий наиболее современным оборудованием для проведения ПЦР-диагностики и молекулярно-биологических исследований. Инсталляцию и введение в эксплуатацию оборудования на территории Заказчика.
  • Оперативные поставки высококачественных изделий медицинского назначения (наборы реагентов для ПЦР-диагностики инфекций, выявления генетических мутаций), пластиковые расходные материалы) для обеспечения бесперебойной работы лаборатории.
  • Обучение методике проведения ПЦР-исследований в Учебных центрах ФБУН ЦНИИЭ в различных регионах России и СНГ, методическая и информационная поддержкапользователей.
  • Сервисное обслуживание и ремонт оборудования.
  • Продвижение передовых технологий и научного оборудования для молекулярно-биологических исследований.

Наши партнеры

ООО «ИнтерЛабСервис» является официальным дистрибьютором наборов реагентов для ПЦР-диагностики торговой марки АмплиСенс производства ФБУН ЦНИИ эпидемиологии Роспотребнадзора, а также продукции ряда ведущих производителей лабораторного оборудования, реагентов и лабораторного пластика (QIAGEN, Axygen, Xiril, BioSan, Aptaka, Sensovation, Scienion и др.)
«ИнтерЛабСервис» ведет разработки готовых решений для комплексной автоматизации ПЦР-диагностики, включая разработку специализированного программного обеспечения и создание роботизированных аппаратно-программных комплексов.
Компания предлагает весь спектр продукции для различных методов исследований в молекулярной биологии, включая технологии полногеномного секвенирования, а также изготовления и анализа биочипов. 

Наши клиенты

Клиентами ООО «ИнтерЛабСервис» являются клинико-диагностические лаборатории ведущих лечебных учреждений и медицинских центров России и СНГ, ветеринарные лаборатории, Центры гигиены и эпидемиологии, центры по борьбе со СПИД, научно-исследовательские институты и крупные научные центры.

География представительств и дилеров

ООО «ИнтерЛабСервис» имеет штат региональных представителей во всех крупных городах России. В Санкт-Петербурге, Нижнем Новгороде и Ростове-на-Дону работают филиалы компании. «ИнтерЛабСервис» также активно работает на лабораторном рынке стран СНГ: официальные Представительства компании открыты в Киеве (Украина) и Алматы (Центральная Азия: Казахстан, Узбекистан, Киргизия, Таджикистан, Туркмения)
Более 30 дилеров из 18 городов России, 6 дилеров из стран СНГ и 9 дилеров из дальнего зарубежья активно сотрудничают с «ИнтерЛабСервис» в области региональных продаж продукции для молекулярной диагностики и научных исследований.

Штат специалистов

В компании работают 311 человек, среди них высококвалифицированные специалисты в области молекулярной диагностики и молекулярно-биологических исследований, в том числе 31 кандидат наук. Специалисты по продукции и сервисные инженеры регулярно проходят специализированные тренинги у производителей.

Карьера в ИнтерЛабСервис

Штат сотрудников ИнтерЛабСервис стремительно расширяется. Поиск талантливых, энергичных и целеустремленных сотрудников ведется постоянно. Для квалифицированных, компетентных специалистов открываются широкие карьерные и профессиональные возможности роста. Список предложений для соискателей от компании «ИнтерЛабСервис» можно увидеть в разделе «Вакансии».

Складские возможности

Компания имеет достаточные площади для складского хранения товара, в том числе специализированные помещения и оборудование для обеспечения низкотемпературных условий хранения. Общая площадь складских помещений – более 900 м2.