Gunay Khanum, 2021 became memorable for both the banking sector and for YELO Bank. What goals did Yelo Bank put last year and what did you manage to reach?
The banking sector, including Yelo Bank, began last year, armed in some sense with positive experience gained during the pandemic period. As a result of this experience, the demand of customers for remote service increased, and the activities of banks in this direction accelerated. Thanks to the timely accepted targeted steps, we managed to complete the past year with the results that were much surpassed our expectations. Thanks to the embedded digital solutions and innovations, we tried to submit to our customers the benefits of bright banking in the most difficult moments for them.
I can say that last year was successful for Yelo Bank. We completed a year with a profit of about 12 million. The total volume of the loan portfolio, which exceeded 430 million manat. In short, we completed 2021 with high financial indicators and were able to achieve many goals with excess. I am sure that 2022 will be even brighter for our bank.
Yelo Bank recently announced the transition to the “Agile” system. How did this innovation affect the bank’s activities, making decisions and what innovations it brought?
Over time, the requirements and customer expectations are changing to banks. Traditional management methods are ineffective for prompt response to this change and creating solutions in accordance with the wishes of customers. That is why in 2021 we began to apply Agile’s methodology. If earlier the creation of a service or product was a multi-step, chain process, now with Agile it is possible to test the product during the preparation period, flexibly adapt to changes, instantly notice and avoid risky moments. Thanks to this methodology, we have created a number of digital innovations for a very short period of time. In less than 3 months, we have completed 4 new product / service ditigital and one new project. Agile-transformation not only increases the efficiency of processes within the company, but also changes the culture and image of thinking. Employees of various structural units work on a specific product or project as part of a single team, which directly affects the operational and qualitative performance of all work.