Articles

ESG can open up new funding opportunities, but it does not automatically mean cheaper finance. For banks, the bigger question is how environmental, social and governance factors affect risk and portfolio decisions. We explore why reporting alone is not enough, where banks can start integrating ESG into credit processes, and how better data can support business strategy.

An updated forecast tells a bank what to expect, but not necessarily what to do next. Drawing on a discussion among banking finance and risk leaders, we explore when budgets and strategies need revisiting, how to translate risks into financial consequences and what it takes to make timely decisions, particularly during a crisis.

AI can speed up financial processes and reduce repetitive work, but it does not always lower costs. Drawing on examples from Kcell, Freedom Life and EA Group Holding, we explore how to assess the impact of AI implementation, address data quality challenges and determine which decisions should remain under human control.

Banks are strengthening security across their digital channels, yet fraudsters are increasingly targeting customers rather than banking systems. Drawing on insights from Gökhan Dumrul, Head of Fraud Risk Management at QNB Türkiye, we examine how fraud schemes are evolving, why traditional transaction monitoring is no longer enough, and how banks can strengthen security without compromising the customer experience.

KPIs can help banks execute their strategy — or encourage employees to perform exceptionally well at tasks that contribute little to strategic objectives. The difference lies in how performance indicators are linked to budgets, projects, departmental accountability and employee incentives. Viktor Shpringel examines how banks can build these connections and the most common mistakes made when implementing KPI frameworks.

Can an investment project with attractive financial returns face closure because its partners do not share the same values? Madina Ayukhanova, CFO of EA Group Holding, examines a real case from the holding company's experience in which a project passed its financial stress tests but still encountered a management crisis. What risks lie beyond the financial model, and what else should CFOs consider when making investment decisions?

Economic growth and currency appreciation do not necessarily translate into a more predictable business environment. Dmitry Dolgin examines the forces shaping Armenia, Azerbaijan, Kazakhstan, and Uzbekistan, the vulnerabilities that remain, and what companies should consider when assessing their regional exposure and business plans. В статье - прогнозы на 2026–2027 годы и вопросы для проверки рабочих планов.

When Treasury and business units use different assumptions about the cost of funds, product profitability becomes difficult to measure and accountability less clear. Eskhata Bank's redesigned Funds Transfer Pricing framework provides a consistent approach to internal funding costs, risk allocation and liquidity management, offering practical lessons for banks operating in markets with limited financial data.

Why does liquidity become a test of governance during prolonged instability? Selcan Özen (FRM), Head of ALM within Market Risk at Yapı Kredi Bank, shows how liquidity flexibility is built before a crisis through procedures, scenarios, escalation rules and the habit of operating as one decision-making system. Her experience also highlights what must change when the external environment moves faster than normal management cycles.

A P&L statement shows what a bank has already earned. CLTV looks ahead: which customers are likely to create value in the future, and what behaviour will drive it? Bereke Bank’s experience shows why banks need to move beyond the idea of an “average customer”, how they can work with incomplete data and where CLTV can sharpen decisions on acquisition, retention and customer development.

A factory can install robots, deploy MES and collect real-time data without becoming genuinely smart. Gulshan Kumar of Samsung Electronics India explains where Smart Factory programmes tend to stall and what manufacturers need to move from isolated automation to an integrated production system.

Digital fraud is increasingly more than an isolated incident. It is often the first stage in a longer chain designed to move and launder illicit funds. For banks and fintech companies, this changes the approach to risk management: anti-fraud, AML, cybersecurity and customer operations need to work as an interconnected system.