“We will make a leap in microcredits” 

Şekerbank’s target is to obtain the 2007 performance this year again. Saying they will increase microcredit aspect, Hasan Basri Göktan states they will become a leader also in agricultural banking.

Banking is the sector which was affected most by 2001 crisis and the ensuing trend of setting up partnerships with foreigners. But it is difficult to say that every partnership has suited Turkish banks. Has Şekerbank achieved its aims in its partnership with Kazakh Turan Alem Group? 

When we begin our journey in accordance with the plan we have made, we set our target as “strategic partnership.” Anyway, we have reached that target… As Şekerbank we have never thought as “let’s sell our shares and leave this sector.” We have aimed to set up a strategic partnership and wanted our partner to provide monetary support to us together with prestige in the international arena. Since we knew the conditions and dynamics in our country, it was necessary for us to have the last say in management. As a result, we have entered a partnership which contains all our targets. 

What have changed at Şekerbank after the partnership? 

Above all, finding a strategic partner that is compatible with our targets has proved a great source of motivation for us. Şekerbank has found its place in the globalizing markets with this partnership. It has shown that it did not lag behind in the race and that it is ready for the new system. On the other hand, its fiscal data has changed… It made an issue of capital by securing cash flow. A new business plan was formed in accordance with all these transformations; the perspective on world was changed. Our new business plan has included a claim to grow in the sector. We have set ourselves the target, “to become one of the 10 leading banks in Turkey by 2010.” We have operated within an aggressive growth plan. We can talk of the bank’s 2007 indicators as the reflections of aggressive growth plan. Our current position is the result of our; having adapted to the globalizing markets, having set up a strong partnership, having made a new business plan and having increased our capital by 220%. 

You have been holding the positions of Chairman of the Board and General Manager at Şekerbank simultaneously for 14 years. You devolved the General Manager’s position to Meriç Uluşahin in this month. What kind of results do you expect from this duty sharing? 

A Chairman of the Board who stands for Şekerbank’s core values and tradition and a General Manager who stands for youth, dynamism and novelty will create a great synergy together. This novelty has a very different and special meaning for us, too: Şekerbank which is about to celebrate its 55^th anniversary has appointed a general manager from within its structure for the first time. It is a result of the “career” approach of our human resources department. It is utterly important in having everyone perceived more clearly that Şekerbank has a well-educated, young and dynamic staff. The average age at the bank is 34-35; we have an active staff behind us consisting of employees each being specialized in his/her field. We have made such a decision thinking this potential will be further activated by a general manager who has come from inside. I believe this decision will bring out very brilliant results. 

Terms like Anatolian banking and agriculture-oriented banking are mentioned often by Şekerbank…  

By Anatolian banking we mean reaching out to regions and people who cannot receive banking services; going to places that have not received banking service and catering for the customers there. When we were making our business plan for 2007-2010, we focused on this understanding in our new branch openings. On the other hand, we have decided to lend credit support to small enterprises and small traders through the structure we call as “microcredit.” Our purpose here is; to promote production. All these steps are a reflection of our traditions I mentioned before and of our emotional ties with customers. Şekerbank was established by sugar beet producers. So, it has been involved in agriculture since its establishment. In the past, there were credits we lent to sugar beet producers. Now we have begun to serve not only to sugar beet producers but to agricultural producers in general by expanding the scope. We will continue to grow increasing the agricultural credits in our portfolio. I think we will assume the duty to be the leader in agriculture-oriented banking. 

Such factors as globalizing markets and the increase in the influence of foreign investors have brought the idea of corporate governance to an upper level. Can we learn about Şekerbank’s perspective on corporate governance and its efforts in this field? 

Corporate governance is transparency and accountability, above all. Şekerbank does belong neither to a person nor to a family; it belongs to the society. The reason for its establishment and its targets are apparent. Corporate governance has always been a measure for us: Having an independent member on the board, openly declaring the balance sheets, going public, declaring the salary of employees, complying with some principles and educating the personnel… We take utmost care about the points I mentioned and about even more than these. We have moved our corporate governance efforts to advanced stages and initiated preparations to get a quality certificate in this field. We will soon apply for getting a quality certificate in corporate governance. 

What are Şekerbank’s plans and targets for 2008? 

Our target is to catch the level of performance we did in 2007. We made our business plan and budget according to these volumes. We plan to grow at least by 50% in credits, total assets and profitability by the end of 2008. We will increase the number of our branches which is 232 currently, to 270 at year-end. This year we will make the real leap in microcredits (credits to small traders). We think of devoting 10% of our credit volume to this field. Our microcredit volume which amounted to 15 million YTL in 2007 will reach 150 million YTL at the end of 2008. We offer this service in 20 branches currently; by the end of 2008 microcredit will be given in 100 branches. Soon we will sign a 20 million-euro credit agreement with KfW (German Development Bank) for the finance of microcredits. 

Could we learn about your views on BORYAD which is the first nongovernmental organization ever in Turkey that represent stock market investors?

 Everywhere we utter the vision of turning Istanbul into a finance center. However, it is impossible for Istanbul to become a finance center without developing the money markets. And nongovernmental organizations like BORYAD have an important function in developing the markets, too. Education of investors, bringing them in markets and protection of their rights must be considered as a whole. Nongovernmental organizations should not only be the protectors of investors but be also their educators and guides.