Middle East Bank’s Strategy

استراتژی بانک

The Middle East Bank Strategy is among the key upstream documents of the Bank. The Board of Directors, through this document, designs and envisions the MEB destination, the way to reach such destination, the guidance light to make the journey, and the values of the organization to head in this direction.


We will continue to be the most trustworthy bank of Iran.


The mission of the Middle East Bank is to create value for all stakeholders, including shareholders, customers, and the society, inseparable from the corporate governance and environmental and social systems, through empowering highly skilled, knowledgeable, and responsible colleagues, using new technologies in a transparent, accountable and law-abiding structure.


In Middle East Bank, we have defined seven core values: meritocracy, accountability and transparency, pragmatism, trust, reliability, innovation and stability, and social and environmental responsibility, to achieve our objectives and vision and to accomplish our missions.

  • To ensure employing the best human capital at the expected levels, with respect to the needs of each level, training such assets and preparing them to accept future responsibilities in the designed career path.
  • Constantly monitoring the human capital merits, taking into account the exemplary performance and dissatisfaction with being ordinary at any level.
Accountability and Transparency
  • Applying the principle of transparency in all of the Bank’s processes and procedures and providing any information requested by the regulatory and supervisory bodies within the framework of regulations governing the banking operations.
  • Holding all the staff, at any level, accountable to the supervisory bodies, within or out of the Bank, in accordance with the regulations governing the banking operations.
  • Giving priority to result orienteers by providing a clear definition of the objectives and constantly monitoring them.
  • Innovation in offering practical solutions with the purpose of meeting the needs of stakeholders, in compliance with rules and regulations.
  • Putting on top of the agenda, the responsibilities of the bank against shareholders, customers, society, and environment and seeking in their decisions the good and benefit of stakeholders.
  • Continuous performance improvement of the employees to master the business environment and maintain professional conduct in order to ensure identification and adoption of the best measures and gain professional trust in interactions with beneficiaries.
  • Continuous process improvement, design and maintenance of the structure are monitored to ensure and reflect the latest commercial and legal requirements, and the proper conduct of the bank and all staff in compliance with the laws and regulations. Furthermore, this will guarantee the best interest of the beneficiaries in all conditions.
  • Continuous inspection of the proper conduct of all colleagues at all levels as well as of the designed processes, with zero tolerance towards any misconduct.
  • Compliance awareness, adherence to laws and regulations, giving high priority to trustworthiness, and abiding by them in all conditions with no compromise.
  • Full and transparent cooperation with supervisory/regulatory bodies.
  • A close and lasting relationship with the customers for better understanding their businesses and accompanying them in various conditions.
  • Accepting responsibility, enhancing good judgment capabilities, and making the right decisions to empower the stakeholders.
  • Re-shaping service provision, based on the customers’ needs and forecasting future needs.
  • Continuous process improvement and organizational innovation.
  • Mastering technological developments and committing to use such developments to streamline processes and offer new services to customers.
  • Envisaging stakeholders’ needs concerning technological changes.
Stability and Social and Environmental Responsibility
  • Taking decisions aligned with the principle of sustainable development goals of the country.
  • Awareness of the consequences of decisions and setting accurate goals with due attention to their social and environmental impacts
  • Encouraging stakeholders to contribute effectively to the goals of sustainability along with the support of local businesses.
  • Transparency in structures, decisions, performance, and performance monitoring.

Strategic Concentration Fields

The following (subjects) are the MEB strategic concentration for the 5 coming years:

  • Endogenous growth through increasing performance profitability, optimizing cost structure, and expanding banking operations by designing new products, spreading service provision channels, and getting access to new financial resources within the defined framework, to ensure compliance with rules and regulations and abiding by effective risk management.
  • Improving existing products and preserving the Bank’s standing in the competitive market of such products, particularly in the corporate banking fields and for multinational customers and international affairs.
  • Redesign of the organization’s architecture with the purpose to enhance corporate governance, document-orientation, transparency of processes, and building institutions, which lead to scalability, enhanced productivity, competitiveness, and achieving exemplary performance models to catch up with international advancements and ease of joining the world market.
  • To monitor and employ new technologies, in line with the Bank’s mission and vision, going through digital evolution and make certain integrated data and information management in place, to get prepared to use artificial intelligence capacities, integrated risk management, quantification of situations and assisting accountable, clear and inclusive decision making.
  • Establishment of social and environmental governance, to consider in response to the social and environmental responsibilities when taking decisions on performance, credit or market-related issues as well as management and monitoring the effectiveness and performance of the Bank in such areas.
  • Selection, recruitment, and maintaining human capital, with succession planning approach and due regard to non-dependency on individuals, and enhancing the personal and professional development of colleagues in order to train qualified successors to accept strategic responsibilities.

Strategic Principles

The main pillars of the Middle East Bank’s strategy are displayed here :

Strategic Principles