The Coming Years Will Mark a Transition from Individual Accessibility Solutions to Comprehensive Accessibility in the Financial Service Ecosystem

An interview by the Interfax-Ukraine news agency with Anton Tiutiun, Deputy Chairman of the Management Board of Oschadbank.

– Accessibility is being discussed ever more frequently in Ukraine. Financial institutions are among the most visited and in-demand by consumers. Therefore, it makes perfect sense for banks to drive the implementation of accessible spaces. How would you describe Oschadbank's policy and what insights could you share?

– I would probably emphasize that we have a comprehensive accessibility policy. In addition to physical accessibility, we’ve decided to focus on digital and informational accessibility. Surely, information about services must be understandable to anyone, regardless of age or level of digital literacy. That’s why, for example, wherever possible, we’re adapting our branches: adding Braille, voice guidance, and developing a special version of our website.

When it comes to infrastructure development, we have undoubtedly become a leader in the financial sector. Currently, nearly 750 of the Bank's branches (71%) meet the state building standards for physical accessibility. In addition, we have established 38 inclusive branches designed in-house with enhanced accessibility requirements. There are also 14 mobile units in operation. They provide services in frontline and hard-to-reach communities where brick-and-mortar branches either do not operate or have been destroyed. Despite the growth of mobile banking, the need for a physical bank presence still exists in these areas, at least for basic services like withdrawing cash or depositing money.

Another key focus is economic and social adaptation. Our MSME business line has developed a comprehensive “BUSINESS 4.5.0” program for veterans and their families. It is a holistic ecosystem that combines preferential financing, ready-made solutions for starting from scratch, such as purchasing franchises or loans for agribusiness, as well as special rate packages. Oschadbank is apparently the only bank that offers such a comprehensive solution and finances veterans’ businesses at the early stages. Since April 2024, when the project was launched, veterans have opened more than 1,900 accounts with us and received 127 loans totaling UAH 210.5 million.

– In your opinion, to what extent is accessibility a real competitive advantage in today’s market?

– In general, accessibility is already the norm, and the demand for it in our society is very high. As a result of profound social changes, it is rapidly ceasing to be merely an “advantage” or an element of social responsibility and is becoming a fundamental condition for business survival. Furthermore, this demand has increased due to the war, intensifying the changes that had already occurred long before the war began. We have thousands of veterans and civilians with severe injuries who are undergoing rehabilitation and need to be completely integrated into civilian life. Overall, there are at least 3 million people with disabilities in Ukraine, along with a huge number of internally displaced persons (IDPs). Businesses that fail to recognize this will find themselves on the sidelines. It’s like digitalization: mobile banking used to be a perk; now, no company can exist without it. The same will be true for accessibility.

– What is the Bank’s experience as an employer in promoting accessibility?

– We’ve taken a two-pronged approach here. On the one hand, more than 800 of our employees (5% of our workforce) are people with disabilities. To be sure, I believe that all of them have the opportunity to thrive on an equal footing with others, without any restrictions, prejudices, or barriers. In addition, we have reintegration programs for colleagues returning from the front lines, and our staff includes psychologists who provide free support to veterans.

On the other hand, we regularly train our employees in barrier-free interactions with customers, or what’s known as accessible communication. Over the past year and a half, the vast majority of Oschadbank employees have undergone “School of Inclusivity” online training, and more than 1,200 have participated in two-day in-person “Inclusively Welcoming” workshops. Incidentally, we decided to share this experience with other institutions that work with people on a daily basis, such as local communities, Administrative Service Centers (ASCs), and municipal authorities. We are pleased that over 400 employees of local government agencies, state-owned and municipal enterprises in 13 regions have already undergone our training course on proper communication.

– What was the purpose of conducting an internal survey on employees’ attitudes toward accessibility? To what extent have you been able to achieve it?

– It was important for us to understand whether accessibility had truly become part of the Bank’s internal culture, and whether changes were taking place within the system rather than just on the surface. To be honest, the survey gave us grounds to speak specifically about profound changes. I personally found the survey results far more meaningful than any presentation on transformation. The survey reached 68% of our team. I was truly pleased to see that 91% of our colleagues consider accessibility to be part of their daily routine, rather than a legal requirement enforced by higher-ups - only 1% expressed that opinion.

But what struck me most was another figure: nearly 98% of employees assured us that, in an unusual situation, they are willing to deviate from standard procedures to help a customer. Anyone in the management of a large government agency, where people have been strictly following instructions for years, would say that this is a significant shift.

At the same time, the survey also identified clear areas for growth. 87% of employees seek additional knowledge to better communicate with people with disabilities. To date, approximately 8% of respondents view accessibility through the lens of disability, even though the concept is much broader. Furthermore, nearly a third use outdated and incorrect terminology. This is also an important signal, because the worst thing that could happen to any transformation is a sense of completion.

Indeed, over the 12 years we’ve been working on accessibility, we’ve managed to build an entire ecosystem of solutions and make accessibility a genuine core value. We’ve learned to understand our customers’ individual needs more deeply, which prevents unintentional discrimination, and we provide assistance exactly the way each person is comfortable receiving it. But let’s be clear - this is a long-term process, and we certainly don’t feel like we’ve “already done everything.”

– Can you tell us which countries’ experiences you drew upon?

– We didn’t copy the experience of any single country. When Oschadbank began systematic work on accessibility, we drew on the best international practices and universally recognized principles of accessibility used by the world’s leading financial institutions. It wasn’t about copying individual solutions mechanically, but about adapting global experience to Ukrainian realities. We studied international standards, service practices, and architectural solutions; analyzed recommendations from relevant organizations; and gradually developed our own approach based on our customers’ needs. Today, we are confident in saying that Oschadbank did not create a copy of someone else’s model, but rather its own accessibility system, combining the best global experience with the Ukrainian context.

– What are the greatest challenges in implementing accessibility?

– The most difficult part is changing people’s mindsets, breaking down stereotypes and prejudices. Rebuilding a ramp or adapting a website is much easier than teaching thousands of bank employees and society at large to think differently. However, I am inspired by the fact that these changes are inevitable.

– How much money has the Bank already invested in accessibility projects?

– It’s difficult to estimate the exact final amount down to the last hryvnia. Moreover, measuring effectiveness solely by budgets isn’t entirely accurate. Obviously, a major renovation of a flagship branch and training by a communication coach are completely different in cost. But in terms of their impact on the customer, these steps are absolutely equivalent. This is systematic, day-to-day work, not a one-time PR stunt.

- During the massive shelling of Kyiv, russia damaged the Bank’s accessible branch, which your employees called the first of its kind in Ukraine and Eastern Europe. Will you restore it to its pre-damage state, or has the technology become obsolete, making it worthwhile to implement new solutions?

– Fortunately, the damage did not affect the branch’s accessible infrastructure. As a result of the shelling, the specially designed facade windows were shattered, and minor damage was observed inside the premises, particularly to the ceiling. All restoration work will be completed as quickly as possible.

Unfortunately, this is not the first time during this full-scale war that we’ve had to repair this particular branch, restore the facade, and install new windows following russian attacks. At the same time, we consider restoration not only as returning to the original state but also as an opportunity for further development.

Accessibility is constantly evolving area, with new technologies and solutions emerging that make banking services even more accessible to various categories of customers. Therefore, as part of the restoration, we will explore the possibility of implementing new, cutting-edge accessibility features. As usual, we test such solutions in pilot projects, and it’s possible that this very branch will be one of the first locations for their implementation. For us, it’s important not just to restore what the enemy damaged, but to make it even better than it was before.

– Which is more important, after all: creating a physically accessible branch or making the service as clear and accessible as possible?

– Trying to divide these things is a path to so-called positive discrimination, whereas accessibility, by its very nature, should eliminate any restrictions. Physical accessibility is critically important for people with musculoskeletal disorders, parents with strollers, or older adults who have difficulty getting around. But an understandable and simple service is a universal need. Everyone needs it: those recovering from injuries or trauma, older adults, and “newcomers” encountering digital services for the first time. Therefore, there is no such thing as more or less important here.

– In your view, what will a truly accessible banking system look like in 5–10 years?

– It’s an ecosystem where customers don’t need to ask for “special conditions” or extra help at all. The products and servicing channels themselves should be designed from the outset to accommodate as wide a range of people as possible. The bank should be convenient for everyone -whether it’s a veteran, a mother with a child, an older adult, or a digital-only customer.

The next stage is deep personalization enabled by technology. For example, future systems should automatically recognize that a customer with hearing impairments shouldn’t be contacted by phone, and that sending standard text messages isn’t appropriate for someone with visual impairments. We’re building exactly this kind of model - one that’s technology-driven but respectful of each person’s individual needs.

By Nina Yavorska https://interfax.com.ua/news/interview/1181576.html