CaixaBank receives 28 requests for credit for new real estate developments in the Region in 2015

28 requests for credit for new real estate developments in its territorial branch of the Valencian Community so far this year, something that “had not happened in the last five years”, in the words of its general director, Juan Antonio Alcaraz, who has remarked that “the demand for credit continues to be met” and “would like there to be more”.

This was indicated this Tuesday at a luncheon of the Spanish Association of Managers, of which he is vice president, to questions during the colloquium about what has to happen so that the business credit flows and stops being granted “with dropper”.

Alcaraz, that in his initial intervention has defended that the banks always want to give credit although “another thing is that they can not because there is not enough solvent demand” or “liquidity, in some cases”, has remarked that the credits are the sales of the sector and try “every day to give all the credit” possible.

“Capital and liquidity we have it in abundance”, he added, and hence, that his daily objective is “to give credit”, although with the “problem” that “solvent credit demand there is the one”.

According to Alcaraz, “the one that is there is not only attended, but because there is little solvent demand, or that there is, and many competitors that want to meet it”, it turns to the “dangerous process” of which the entities fight to attract it and provoke a decrease in prices.

In addition, he pointed out that “demand for refinancing during the crisis has been a lot” and now there is “little investment in growth projects that do not have to do with refinancing”, to then emphasize that “even in a sector that has suffered more than any other such restrictions, such as real estate, there is a certain demand that is obviously met to the extent that the projects meet all the characteristics “required.


Integration of valencia bank

Regarding the integration of Banco de Valencia, he stressed that it led to an “increase in positions” in the Comunitat and increased its market share in this autonomy from 13.3 to 18.5 percent in clients from 2012 to 2013, from 6.3 to 11.8 percent in deposits and from 6.4 to 10.5 percent in loans.

Asked about the reasons for maintaining that commercial brand in Valencia, Alcaraz has ensured that his analysis of this issue “goes beyond Banco de Valencia”. Thus, he cited the case of Banca Cívica, in which they opted to recover the brands of the entities of origin due to their greater link with the territories, and pointed out that, with Banco de Valencia, they applied “the same criteria”.

In this sense, it has highlighted that being a brand that “has value”, is “rooted” and is “historical”, they decided to keep it in the province of Valencia and in Murcia, to recover Banco de Murcia.

At the end of 2014, its share in the Comunitat was 18.3 percent in clients, 17.5 percent in payrolls, 9.9 percent in pensions, 25.6 percent in self-employed, 10.6 percent in credits and 12.3 percent in deposits. 1,900 people employed in this autonomy, where it has 434 offices, eight banking centers, three private banking companies and 1.46 million clients, and in which its Welfare Projects invests 25 million a year.

In his lecture on the restructuring of the financial system, he has reviewed the “prodigious decade of growth” based on the real estate sector, in which entities borrowed to finance this growth, from 1996 to 2006, until the “stop” for the ” whirlwind “generated by the subprime mortgage crisis.

Return to offices and employees of 1996

Since then, the sector has reduced its installed capacity “in offices just over 30 percent and in number of employees by 26 percent”, with “71,000 employees of banking and cash that has been carried out the restructuring”, until approaching to the figures of branches and personnel of 1996, previous to the “bonanza”.

According to Alcaraz, also “there has been a loss, a deterioration, of almost 20 percent of the value of all the assets”, in a process in which the banks have “adjusted” and are already “close to what would be prudent : I lend money from my clients but I am not going to borrow to give loans “. “The entities are much healthier and stronger,” he has ruled.

It has also affected the high levels of regulation and capital requirements implemented by the European authorities, which “make it difficult for entities to grow again”, and has blamed their intention to complicate this business to avoid another “financial crisis that could jeopardize the public debt. “

In another order of things, asked during the colloquium for the possibility of opening in the afternoon, has stated that there is “certain morbid” about it in the sector, but “this debate does not respond to the relationship with customers and employees”, that “by agreement and pact” already opens one afternoon a week and, in addition, reached an agreement whereby part of its staff has “flexible hours”.