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almost negative. However, although the increase in 2013. Our aim is to make it consistent.
our capital and quick increase in our equity with high
profitability prevents us from reaching high ROE Do you think the recognizability of NurolBank in the sector
numbers, we will continue to fight regardless. is sufficient? What is your objective?
Are there any areas of differences you specifically Both our works and efficiency in the visual press have recently
make as NurolBank with products and services you increased our recognizability in the sector. We have aimed to
provide in the highly-competitive banking sector and move that forward.
if yes, what are they?
NurolBank provides services to our Nurol Group companies
We make a difference by managing the risk very well as well. What are the points to observe in the distribution
and making quick decisions, entering investment inside and outside the group?
banking transactions that many banks would not want
to conduct. We provide services to the Group within a specific framework
and under financial rules and banking practices. At this
Do you have any plans for abroad? Can you explain point, the rules and practices of our guide BRSA and
briefly? the requirements of international creditors specify the
fundamental service level.
We are only trying to improve our relationships with Of course, the internal practices that we have established
abroad at the moment. We are quickly strafing away to audit ourselves play an important role in specifying the
from the image of being a bank within its own shell. service content level. In short, we have a structure that can
Today, while there is a hesitation to bring long- audit itself. Considering the fact that banking relies on trust,
term funds to Turkey, it is an important success for it is important for the auto control systems to create an
NurolBank to receive a loan from OPIC, which will in environment of trust.
turn enhance or recognizability and reliability abroad.
What are the strengths and improvement points of the
How is the growth of the bank compared to the sector bank? What is being done and/or planned in this regard?
average?
Our primary objective is a healthy growth. We do not want
NurolBank has grown above the sector average since to be adventurous while growing. We try to implement our
policies by conducting a good risk analysis within the current
conditions.
What do you want to say to our readers in terms of
investment and economy?
Finally, I would like to state that the relevant committees
and organs work in harmony in the bank and we make
the decisions with a shared wisdom. We make criticisms
without breaking hearts and make the best decision, which
empowers us and grants us the ability to see the cases from
each perspective. It is not possible to make robust decisions
in environments without free thinking.
I would like to thank everyone with the patience to read this
interview to the end.
Best regards.
We would like to thank our Chairman of the Board for
providing valuable information.
Interview: Meral SARI CEYLAN
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