ANTI-CRISIS BANKING MANAGEMENT IN EMERGENCY SITUATIONS

Abstract

The article examines the concept of anti-crisis banking management, assesses the anti-crisis measures used in domestic banking practice during emergency situations, suggests directions for further work of anti-crisis management to prevent the consequences of the banking crisis at the current stage. It has been established that the banking crisis can be studied as a crisis of an individual banking institution or as a crisis of the entire banking system. The causes of crises have been clarified, the classification of which has been supplemented by a separate group of emergency factors, as they require a more detailed study and the development of appropriate anti-crisis measures to overcome their consequences. It was determined that anti-crisis management is carried out at different stages and with different goals: in normal conditions of banks' functioning - in order to prevent a crisis, in crisis conditions - in order to overcome its negative consequences.

The study was carried out on the example of three recent banking crises, which were caused by various reasons of an extraordinary nature: the political crisis of 2013-2014; the crisis caused by the COVID-19 pandemic; the current crisis caused by Russia's full-scale war against Ukraine. All crisis phenomena made significant adjustments to the banking system and required the adoption of adequate measures to overcome them. It has been proven that the consequences of the first crisis, which led to unprecedented losses in the banking sector during 2014-2017, were the most destructive. As a result of the major banking reform, the system was cleaned and recapitalized, and then prerequisites were created for the further sustainable development of the banking sector in accordance with the best European and global practices. . It was investigated that during the corona crisis, the National Bank of Ukraine developed and published a plan of anti-crisis measures, which made it possible to prevent significant negative consequences. Emphasis is placed on a very important moment of this period - the maximum transition to remote banking, which made it possible for banks to continue working even when the branches were temporarily closed, and also became the basis for ensuring the work of the banking sector in the future, when the war began. An evaluation of measures during the period of martial law, which became a continuation of the anti-crisis program implemented during the corona crisis, was carried out. The special working conditions of banks in the conditions of massive Russian missile attacks on the energy infrastructure in Ukraine and the creation of the POWER Banking program, which allowed banks to work smoothly even in conditions of power and communication blackouts, were emphasized. Directions for improving anti-crisis banking management are proposed, which should be applied at different levels of management: at the state level, the organization of the banking system in critical conditions should be intensified; provide countermeasures against inflation; maintain the liquidity of the banking system; stimulate the capitalization of banks. At the bank level, it will be appropriate to ensure informational and physical access of clients to bank branches; formation of an anti-crisis team of managers; restructuring of accounts payable; creation of a crisis prevention system.