Corporate Governance

Total Page:16

File Type:pdf, Size:1020Kb

Corporate Governance OTP Bank Annual Report Corporate Governance 2017 275 Senior management and executive members of the Board of Directors1 of OTP Bank Dr. Sándor Csányi László Bencsik Tibor András Johancsik Chairman & CEO Chief Strategy and Finance Officer Deputy CEO Strategy and Finance Division IT and Bank Operations Division Dr. Sándor Csányi graduated from In 1996, Mr. László Bencsik gradu- Mr. Tibor András Johancsik gradu- the College of Finance and Account- ated from the Faculty of Business ated from the Budapest Technical ancy in 1974 with a bachelor’s degree Administration at the Budapest Uni- University with a degree in electri- in business administration and in versity of Economic Sciences, and cal engineering in 1988, and then 1980 from the Karl Marx University in 1999 he obtained a Master’s in in 1993 earned a further degree in of Economic Sciences with a degree Business Administration (MBA) foreign trade business adminis- in economics. He is an economist from INSEAD Business School in tration from the College of Foreign with a specialisation in finance, and France. Between 1996 and 2000 he Trade. He began his professional a certified auditor. After graduation worked as a consultant at Andersen career at as a researcher in the he worked at the Revenue Directorate Consulting (now Accenture). field of industrial automation at the and then at the Secretariat of the From 2000 to 2003 he was a Hungarian Academy of Sciences Ministry of Finance, after which, project manager at consulting firm Institute for Computer Science and between 1983 and 1986, he was a McKinsey & Company. He joined Control (MTA SZTAKI). From 1994 departmental head at the Ministry OTP Bank in 2003, when he became onwards he held management po- of Agriculture and Food Industry. managing director of the Bank sitions at the Hungarian subsidiar- From 1986 to 1989 he worked as a Operations Management Directorate, ies of international IT development head of department at Magyar Hitel and the manager with overall companies (ICL, Unisys, Cap Gemini). Bank. He was deputy CEO of K&H Bank responsibility for controlling and From 2001 he worked as an advisor from 1989 to 1992. He has been planning. He has been deputy CEO in the fields of IT and organisational Chairman & CEO of OTP Bank Plc. of OTP Bank, and head of the development, then from 2003, as since 1992. He is a member of Strategy and Finance Division, since managing director of JET-SOL Kft., the European Advisory Board of August 2009. Since 13 March 2012 he participated in the development Mastercard, one of the world’s lead- he has been Chairman of the of numerous systems in Hungary ing payment card companies, and is Supervisory Board of DSK Bank. and abroad. Since 24 February Deputy Chairman of the Board of As of 31 December 2017 she held 2016 he has been Deputy CEO in Directors of MOL Plc., Co-Chairman 34,961 ordinary OTP shares. charge of OTP Bank’s IT and Bank of the National Association of Entre- Operations Division. preneurs and Employers (VOSZ), As of 31 December 2017 she held and Co-Chairman of the Chinese- 4,510 ordinary OTP shares. Hungarian Business Council. He has been Chairman of the Hungarian Football Association (MLSZ) since July 2010, and a member of the UEFA Executive Committee since March 2015. Since April 2017 he has been a member of the FIFA Council. As of 31 December 2017 he held 605,097 ordinary OTP shares (while the total number of OTP shares held by him directly and indirectly was 2,405,097). 1 The members of the Board of Directors are elected by the General Meeting for a term of five years. 276 OTP Bank Annual Report 2017 György Kiss-Haypál Antal György Kovács László Wolf Deputy CEO Deputy CEO Deputy CEO Credit Approval and Risk Retail Division Commercial Banking Division Management Division György Kiss-Haypál is a qualified Antal György Kovács graduated from László Wolf graduated from the economist. He graduated from the the Karl Marx University of Economic Karl Marx University of Economic Budapest University of Economic Sciences with a degree in economics. Sciences in 1983. After graduation, Sciences in 1996. He started his He began his professional career he worked at the Bank Relations career as a project finance analyst in 1990 at the Nagyatád branch of Department of the National Bank for Budapest Bank Plc., and by K&H Bank, where he worked as a of Hungary for 8 years, and then 2007 he had been appointed head branch manager between 1993 served as head of Treasury at of the bank’s risk management and 1995. He has been working at BNP-KH-Dresdner Bank between department. Between 2002 and OTP Bank Plc. since 1995, first as a 1991 and 1993. From April 1993 he 2006 he also worked in Ireland county director and from 1998 as was managing director of OTP Bank’s as corporate credit risk portfolio the managing director of OTP Bank’s Treasury Directorate, and since manager for GE Consumer Finance, South Transdanubian Region. 1994 he has been Deputy CEO of and in Austria as GE Money Bank’s Since 1 July 2007 he has served as the Commercial Banking Division. consumer loans portfolio manager. OTP Bank’s Deputy CEO. He has Member of DSK Bank’s Supervisory From 2015 he was deputy head received additional training at the Board. He has been Chairman of the of the Credit Approval and Risk International Training Centre for Board of Directors of OTP banka Management Division of OTP Bank Bankers and on various courses Srbija since 10 December 2010. Plc., and was then appointed acting held by the World Trade Institute. He is Chairman of the Supervisory head of the Division. Since 3 May Between April 2007 and April 2012 Board of OTP Real Estate Ltd. 2017, he has been deputy CEO he was Chairman of the Super- He has been a member of OTP Bank’s of the Credit Approval and Risk visory Board of OTP banka Hrvatska Board of Directors since 15 April Management Division. He has been d.d. He has been Chairman of the 2016. chairman of the Board of Directors Supervisory Board of OTP Bank As of 31 December 2017 she held at OTP Factoring Ltd. since Romania SA since 12 December 597,164 ordinary OTP shares. 1 September 2017. 2012. He has been Chairman of the As of 31 December 2017 he held Board of Directors of OTP Mortgage 6,935 ordinary OTP shares. Bank Ltd. and OTP Building Society Ltd. since 24 April 2014. He is Chairman of the Supervisory Board of OTP Fund Management and OTP Mobile Kft. From 2004 to 14 April 2016 he was a member of OTP Bank’s Supervisory Board. He has been a member of OTP Bank’s Board of Directors since 15 April 2016. As of 31 December 2017 she held 23,728 ordinary OTP shares. Corporate governance 277 Non-executive members of the Board of Directors of OTP Bank Mihály Baumstark Dr. Tibor Bíró Tamás Erdei BSc Agricultural Business College Associate Professor BSc Business Administration Administration, MSc Economics Mihály Baumstark graduated with Dr. Tibor Bíró graduated with a Tamás Erdei graduated in 1978 with a degree in agricultural business bachelor’s degree in business a degree from the College of Finance administration at Gödöllő University administration from the College of and Accounting. He began his pro- of Agriculture (1973), and went on Finance and Accountancy (1974) fessional career at OTP, in a variety to do a masters in economics at the and received a further degree from of administrative roles (his last po- Karl Marx University of Economic the Karl Marx University of Eco- sition was branch manager), before Science (1981). He was employed nomics (1978). He has been a certi- going on to work at the Ministry of by the Ministry of Agriculture and fied auditor and chartered account- Finance in the area of bank super- Food Industry between 1978 and ant since 1986. He was the Head vision. Since 1983 he has been 1989. When he left the Ministry he of the Financial Department of the employed by the Hungarian Foreign was deputy head of the Investment City Council of Tatabánya from 1978 Trade Bank (today MKB), where he Policy Department. After this he was to 1982. From 1982, he was a gradually worked his way up through managing director of Hubertus Bt., professor at the College of Finance the ranks. In 1985 he became man- and from 1999 to 2012 he was dep- and Accounting, and between 1990 aging director, in 1990 he was uty CEO and then Chairman & CEO and 2013 head of department at the appointed deputy CEO, then in 1994 of Villányi Winery Ltd. (now Csányi Budapest Business School. Since he was made CEO, and from 1997 Winery Ltd.). He is currently retired. his retirement in 2015, he has been until the end of March 2012 he was He was a member of OTP Bank’s a visiting lecturer, and working Chairman & CEO. Between 1997 and Supervisory Board from 1992 to actively in his auditing and 2008, and between 2009 and 2011, 1999, and has been a non-executive consulting company. From 2000 he was the elected president of the member of OTP Bank’s Board of onwards, for a period of ten years, Hungarian Banking Association. He Directors since 1999. He has been he was a member of the Presidium is the chairman of the Supervisory Chairman of OTP Bank’s Ethics of the Budapest branch of the Board of the International Children’s Committee since 2010, as well as a Chamber of Hungarian Auditors, Safety Service.
Recommended publications
  • SWIFT Gpi Delivering the Future of Cross-Border Payments, Today SWIFT Gpi SWIFT Gpi
    SWIFT gpi Delivering the future of cross-border payments, today SWIFT gpi SWIFT gpi SWIFT gpi 4 SWIFT is an innovative The Concept 8 technology company. As an industry cooperative, we listen The Tracker 10 Delivering and respond to the evolving The Observer 12 needs of our Community. The Directory 14 Part of our core mission is to Market infrastructures 16 the future of bring the financial community The Roadmap 18 together to work collaboratively to shape market practice, Enable digital transformation 22 define standards and debate Explore new technology 24 cross-border issues of mutual interest. payments, Innovation is an ongoing process, and through our R&D programmes and initiatives such as SWIFTLab, Innotribe, today and the SWIFT Institute, SWIFT is ideally placed to offer insights into the future of global financial technology and work with our Community to make real world change really happen. 2 3 SWIFT gpi SWIFT gpi SWIFT gpi SWIFT global payments innovation (gpi) In its first phase, SWIFT gpi focuses on business-to-business At Citi, we welcome the launch of As an early member of SWIFT dramatically improves the customer payments. It is designed to help corporates grow their international SWIFT gpi – we see this as a key gpi, Bank of China successfully experience in cross-border payments business, improve supplier initiative in evolving how cross- completed the gpi pilot and by increasing the speed, transparency relationships, and achieve greater border payments are transacted. was one of the first banks to treasury efficiencies. Thanks to SWIFT The time is right for the industry to go live.
    [Show full text]
  • SWIFT GPI: One Year Along the Road, Status Update for Romanian Community
    SWIFT GPI: one year along the road, status update for Romanian community Janssen Marianna, SWIFT Payments specialist EMEA 7th of November 2018, Bucharest SWIFT gpi_Romanian BF_November 2018_Confidentiality restricted 1 Current gpi adoption: status update SWIFT gpi_Romanian BF_November 2018_Confidentiality restricted 2 Unparalleled growth in adoption, traffic and corridors Very large community 300~ 200+ 80+% including the 1st bank in Romania: countries covered SWIFT cross-border payments Banca Transilvania represented Millions live payments 85 700+ 100+Mio 30+% banks live country corridors payments sent as gpi since go live - cross-border MT103 35 top 50 banks 500K payments/day sent as gpi . Over 50% of SWIFT gpi payments are credited to end beneficiaries Delivering within 30 minutes real value . More than 100 billion USD are being sent daily via gpi . Banks are saving costs thanks to quicker investigations handling and a significantly reduced number of payment enquiries SWIFT gpi_Romanian BF_November. 2018_ConfidentialityPositive restricted reactions from corporates 3 85 banks are live, with more than 180 banks in the implementation phase 85 gpi banks live Nordea Bank Toronto–Dominion Bank Danske Bank Alfa-Bank State Savings Bank of Ukraine Vietinbank DNB Bank Royal Bank of Canada SEB E.SUN Commercial Bank ICICI Bank Bank of Nanjing Scotiabank Ebury Kapital Bank Shanghai Rural Commercial Bank ING Barclays China Guangfa Bank BIDV Canadian Imperial Bank of Commerce Rabobank China Minsheng Bank Shanghai Pudong ABN AMRO Bank China Merchants
    [Show full text]
  • Banking Automation Bulletin | Media Pack 2021
    Banking Automation BULLETIN Media Pack 2021 Reaching and staying in touch with your commercial targets is more important than ever Curated news, opinions and intelligence on Editorial overview banking and cash automation, self-service and digital banking, cards and payments since 1979 Banking Automation Bulletin is a subscription newsletter Independent and authoritative insights from focused on key issues in banking and cash automation, industry experts, including proprietary global self-service and digital banking, cards and payments. research by RBR The Bulletin is published monthly by RBR and draws 4,000 named subscribers of digital and printed extensively on the firm’s proprietary industry research. editions with total, monthly readership of 12,000 The Bulletin is valued by its readership for providing independent and insightful news, opinions and 88% of readership are senior decision makers information on issues of core interest. representing more than 1,000 banks across 106 countries worldwide Regular topics covered by the Bulletin include: Strong social media presence through focused LinkedIn discussion group with 8,500+ members • Artificial intelligence and machine learning and Twitter @RBRLondon • Biometric authentication 12 issues per year with bonus distribution at key • Blockchain and cryptocurrency industry events around the world • Branch and digital transformation Unique opportunity to reach high-quality • Cash usage and automation readership via impactful adverts and advertorials • Deposit automation and recycling • Digital banking and payments Who should advertise? • Financial inclusion and accessibility • Fintech innovation Banking Automation Bulletin is a unique and powerful • IP video and behavioural analytics advertising medium for organisations providing • Logical, cyber and physical bank security solutions to retail banks.
    [Show full text]
  • World Bank Document
    hvPS g / POLICY RESEARCH WORKING PAPER 3114 Public Disclosure Authorized The Dynamics of Foreign Bank Ownership Public Disclosure Authorized Evidence from Hungary Giovanni Majnoni Rashmi Shankar Eva Vdrhegyi Public Disclosure Authorized The World Bank Public Disclosure Authorized Financial Sector Operations and Policy Department August 2003 POLIcy RESEARCH WORKING PAPER 3114 Abstract The early start of the process of bank restructuring and investment)-or by the management style adopted after privatization in Hungary provides a longer and richer the acquisition. The authors supplement previous results amount of evidence than that available for any other on the effects of foreign bank ownership in three ways. transition economy. Majnoni, Shankar, and Varhegyi First, they explicitly consider the time span required for analyze the dynamics of bank restructuring in Hungary the change of ownership to affect bank performance. with a focus on the role played by foreign ownership. Second, the authors explore how important the chosen They explore the performance over time of foreign- acquisition strategy is for the success of an acquisition. owned Hungarian banks and study the extent to which And third, they study how relevant the adopted efficiency gains are affected by the chosen acquisition management style is to this end, as proxied by the degree strategy-strategic acquisition in contrast with of reliance on foreign management. investment in a newly established bank (greenfield This paper-a product of the Financial Sector Network-is part of a larger effort to study the effects of financial liberalization. Copies of the paper are available free from the World Bank, 1818 H Street NW, Washington, DC 20433.
    [Show full text]
  • 81-125 Peter Vass.Indd
    DOI: 10.33908/EF.2019.1.5 MEMBER BANKS OF THE HUNGARIAN BANKING ASSOCIATION 81 MEMBER BANKS OF THE HUNGARIAN BANKING ASSOCIATION Péter Vass ABSTRACT In its 30 years of existence, the Hungarian Banking Association has witnessed an extraordinary evolution in the banking sector.1 During this period, a total of 93 banks were registered in Hungary (in the form of companies limited by shares or branches), typically 40 to 50 operating at the same time. It was only for special reasons that the number of banks exceeded that upper limit, while it fell below 40 only during the transformation spurt aft er the introduction of the two-tier banking system, during the post-transition bank foundation fever up until 1991, and – seemingly – by surprise, during the bank sector boom in the early 2000s. Th e development and the continuous change of the institutional background has been driven by domestic processes in the fi eld of banking, economy and regulation alike, by the consequences of international structural developments (mergers, strategic partnerships and their dissolution) at the level of Hungarian subsidiary banks as well as by the individual development paths of certain banks. Th e length of this paper does not allow for a comprehensive in-depth analysis of all these motivators, but we consider that presenting the development of each member bank of the Banking Association within a common framework, focussing mainly on current members, would be informative. JEL codes: G21, N94 Keywords: history of the banking sector, banking history, banking sector entries and exits, bank mergers, competition 1 For the purposes of this article, banks and specialised credit institutions under Act CXII of 1996 on Credit Institutions and Financial Enterprises are regarded as part of the banking sector, not including KELER, which performs non-banking activities.
    [Show full text]
  • Independent Auditors' Report to the Shareholder Of
    KPMG Hungária Kft. Tel.: +36 (1) 887 71 00 Váci út 31. Fax: +36 (1) 887 71 01 H-1134 Budapest E-mail: [email protected] Hungary Internet: kpmg.hu Independent Auditors’ Report To the shareholder of Budapest Hitel- és Fejlesztési Bank Zrt. Opinion We have audited the 2016 consolidated annual financial statements of Budapest Hitel- és Fejlesztési Bank Zrt. and its subsidiaries (hereinafter referred to as “the Group”), which comprise the consolidated balance sheet as at 31 December 2016, which shows total assets of MHUF 999,201 and retained profit for the year of MHUF 11,991, and the consolidated income statement for the year then ended, and consolidated supplementary notes, comprising significant accounting policies and other explanatory information. In our opinion, the accompanying consolidated annual financial statements give a true and fair view of the consolidated financial position of the Group as at 31 December 2016, and of its consolidated financial performance for the year then ended in accordance with Act C of 2000 on Accounting in force in Hungary (hereinafter referred to as “the Act on Accounting”). Basis for Opinion We conducted our audit in accordance with Hungarian National Standards on Auditing and applicable laws and regulations in Hungary. Our responsibilities under those standards are further described in the Auditors’ Responsibilities for the Audit of the Consolidated Annual Financial Statements section of our report. We are independent of the Group in accordance with the ethical requirements that are relevant to our audit of the consolidated annual financial statements in Hungary, and we have fulfilled our other ethical responsibilities in accordance with these requirements.
    [Show full text]
  • On Banks and Privatisation
    Organisation for Economic Co-operation and Development Organisation de Coopération et de Développement Économiques in co-operation with the Italian Treasury Eleventh Plenary Session of the OECD Advisory Group on Privatisation (AGP) on Banks and Privatisation THE HUNGARIAN BANKING SYSTEM by Dr. Arpad Kovacs Rome, 18 and 19 September 1997 Banks and Privatisation Rome, 18 and 19 September 1997 THE HUNGARIAN BANKING SYSTEM* by Dr. Arpad Kovacs** 1. The development of the Hungarian banking system 1.1. 1987-1991 The introduction of the two-tiered banking system The Hungarian two-tiered banking system was reborn ten years ago, on 1st January 1987. Since then, the legal framework of banking has been established and finalised. The preparations for the introduction of a commercial banking system took about two years. As a result, Hungary became the first of the former socialist countries to establish a banking system similar to that of market economies. This was a significant step in the development of Hungary's financial institutions. Between 1987 and 1989 banking was the most market-oriented sector of Hungary's centralised economy. Three large banks, the Hungarian Credit Bank (MHB), the National Commercial and Credit Bank (OKHB) and the Budapest Bank (BB), were established from the credit department of the National Bank of Hungary (MNB) in 1987, although banking was still one of the leading sectors of the economy. Financial institutions were very profitable as there was no external competition. It soon became evident that such extensive development was a mistake. However, the number of banks and financial institutions increased fast. *. Paper presented at the OECD Symposium on "Banks and Privatisation", Rome, 18-19 September 1997.
    [Show full text]
  • Pénzintézetek Térbelisége Magyarországon
    VINKÓCZI TAMÁS Pénzintézetek térbelisége Magyarországon Geography of financial institutions in Hungary Absztrakt A tanulmány a pénzügyi földrajz egy új tudományterületével foglalkozik, melynek egy részterülete lehetőséget teremt a pénzügyi intézmények stratégiai döntéseinek vizs- gálatára. A kutatás Magyarország példáján keresztül tárja fel a regionális elemzések pénzügyi aspektusának a jelentőségét, mivel a tercier szektor szereplői által alkalmazott telephelyválasztási módszertan eltér a termelővállalatokétól. Az elemzés célja, hogy a pénzintézeti fiókhálózatok – gazdaságos működéséhez szükséges – területi átrende- ződései mentén bemutassa azok kiterjedtségét, illetve a takarékszövetkezeti integráció következményeit. Az eredmények egyrészt a pénzintézetek honlapján elérhető források, másrészt a Magyar Nemzeti Bank és az Országos Területfejlesztési és Területrendezési Információs Rendszer adatbázisainak alapján kerülnek bemutatásra. Kulcsszavak: integráció, kereskedelmi bank, pénzügyi földrajz, takarékszövetkezet Abstract Geography of finance is a new field of science which has a research field provides oppor- tunities to examine the effects of financial institutions’ strategic decisions. The paper illustrates the rising importance of this topic through the Hungarian example, because the site selection strategies of the market players of the tertiary sector are different from the production companies. The objective of this research is to represent the expansiv- ity of the financial branches by the right of the territorial realignment
    [Show full text]
  • CEE Banking M&A Study 2019
    CEE banking consolidation perking up Dealmakers with agenda on both sides November 2019 Contents Foreword 1 Number of M&A deals in the CEE Region 2 CEE macroeconomic overview 4 Banking trends in CEE 5 Banking M&A dynamics in CEE 12 Digital transformation, FinTech 18 Poland 22 Czech Republic 26 Slovakia 30 Hungary 34 Romania 38 Slovenia 42 Croatia 46 Bulgaria 50 Serbia 54 Ukraine 58 Bosnia and Herzegovina 64 Albania 68 Baltic region (Estonia, Latvia, Lithuania) 72 List of abbreviations 83 Disclaimer 83 Contacts 84 For more details behind the study, use the QR scenner on the last page 2 Foreword remained solid with an average over 20% therefore with no efficient economies of in the 15 countries, NPL ratios and volumes scale. The expected economic softening gravitated further to the south, while might also put more pressure on less profitability rose to historically high levels efficient banks. Consolidation seems to in several countries with an average ROE be perking up with an increasing number around 11% and no loss making banking of deals. We have seen many recent Leveraging on the success of our NPL sectors. These positive dynamics were deals from the inside, therefore we see study series which provides an overview backed by stable economic expansion with that agenda is there on both sides of the on non-performing loan markets in 15 an average real GDP growth of 3.9% in deals, and acquirers have solid financial countries across CEE and the Baltics, 2018, improving labour market conditions firepower to perform acquisitions. as a leading advisor not only in loan and intense lending activity in the region.
    [Show full text]
  • 1 Corporate Governance Report Introduction OTP Bank Plc
    Corporate Governance Report Introduction OTP Bank Plc. (hereinafter: OTP Bank, Bank or Company) regards the development and maintenance of an advanced corporate governance system that conforms to local and international standards as being of primary importance. A reliable governance system, accurate financial planning, responsible management and the appropriate control mechanisms provide a stable basis for efficient and profitable operation. To this end, the Bank is continuously reviewing and developing its corporate governance practices. Our corporate governance practice is an important means of ensuring the fulfilment of our strategic objectives. Accordingly, within the effective statutory frameworks, we have developed a corporate governance system that simultaneously ensures the confidence and satisfaction of our customers, growth in shareholder value, and our socially responsible corporate conduct. There is no perfect, universally applicable corporate governance solution through which every goal can be achieved as efficiently as possible. For this reason we continuously monitor our governance practices, identifying any deficiencies arising as the result of external and internal changes, and effect those modifications that best serve the fulfilment of our objectives. The resulting governance structure, optimised to suit our objectives, takes into account the special characteristics of our operations as well as the statutory, supervisory and stock-market requirements that apply to the Bank, while also endeavouring to comply with the
    [Show full text]
  • BANK AWARDS Show Your Excellence—Grow Your Business
    CALL FOR ENTRIES WORLD’S BEST INTERNET BANK AWARDS Show Your Excellence—Grow Your Business Enter Global Finance’s 2014 World’s Best Internet Bank Awards today. Get the recognition your organization deserves, and the rewards that come with it. Global Finance’s Internet Bank Awards are the undisputed authority on the world’s leading online banking services providers. Now in their 15th year, these awards have become the most prestigious honor in the industry, and winners gain a strong advantage and marketing edge over their competition. The distinction of being among Global Finance’s Best Internet Banks allows honorees to stand out within their own organizations, leading to improved staff recruiting/retention and personal recognition. New Sub-Categories Added for 2014! • Best Mobile Banking App • Best SMS/Text Banking Entry Deadline: April 25, 2014 GFMag.com The Fifteenth Annual World’s Best Internet Bank Awards OFFICIAL JUDGING PANEL: Winners will be announced in the September 2014 issue when the country and sub-category regional winners are named. Remaining regional and global winners will be announced at an Award Dinner in New York in November and profiled in the December issue. The most successful and innovative online banks will be recognized within categories by country, regionally and globally. Entries will be analyzed by a team of Internet and banking experts at Infosys, a leading provider of next-generation consulting and technology solutions. The editors of Global Finance will make all award selections. Only banks that enter the competition will be considered for awards, and awards will only be given in the regions, countries and categories in which there are entries.
    [Show full text]
  • Senior Management and Executive Members of the Board of Directors1 of OTP Bank
    Senior management and executive members of the Board of Directors1 of OTP Bank Dr. Sándor Csányi Dr. Zsolt Barna László Bencsik Chairman & CEO General Deputy CEO until 20 July 2020 Deputy CEO Group Governance and Operations Strategy and Finance Division Division Dr. Sándor Csányi graduated from the Dr. Zsolt Barna started his professional In 1996, Mr. László Bencsik graduated from College of Finance and Accountancy in career at the State Financial and Capital the Faculty of Business Administration at 1974 with a bachelor’s degree in business Market Supervisory Commission, and the Budapest University of Economic administration and in 1980 from the Karl rising through the ranks he became Sciences, and in 1999 he obtained a Marx University of Economic Sciences managing director of the Financial and Masters in Business Administration (MBA) with a degree in economics. He is an Capital Market Supervisory Directorate in from INSEAD Business School in France. economist with a specialisation in finance, 2006. In this position, he was responsible Between 1996 and 2000 he worked as and a certified auditor. After graduation for the supervision of banks and banking a consultant at Andersen Consulting he worked at the Revenue Directorate groups. Between 2006 and 2010, he was (now Accenture). From 2000 to 2003 he and then at the Secretariat of the Ministry a member and permanent invitee to the was a project manager at consulting of Finance, after which, between 1983 CESR’s, CEBS’s management bodies and firm McKinsey & Company. He joined and 1986, he was a departmental head professional committees. From 2008 to OTP Bank in 2003, when he became at the Ministry of Agriculture and Food 2009 he was one of the decisive figures managing director of the Bank Operations Industry.
    [Show full text]