For the purposes of implementing the corporate governance principles and obligations and in application of Paragraph 1 of Article 2 of Directive on Obligations Governing Corporate Governance in Credit Institutions and also implementing the Corporate Governance Document of the Middle East Bank, the present document, titled Five-Year Strategic Framework Document, hereinafter Document, has been drawn up for goal-setting and determining business strategies for the Bank as well as overseeing them.
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Value creation for all stakeholders, including shareholders, customers and society, so as to be integrated into the corporate, environmental and social governance through empowering skillful, knowledgeable and responsible staff by applying cutting-edge technologies in a transparent, accountable and law-abiding ecosystem.
- Ensuring employment of the best human capitals at the expected levels in light of requirements of each level, growing these capitals and preparing them for future responsibilities in the pre-designed career path.
- Regular monitoring of human capital merits based on performance excellence models and uncompromising attitude vis-à-vis mediocrity at any level.
Accountability and Transparency
- Respecting the principle of transparency in all of the Bank processes and submitting all necessary information required by regulatory and legal bodies within the framework of the rules and regulations governing the Bank’s activity.
- Holding the entire Bank staff, at any level whatsoever, answerable to the Bank’s internal and external regulatory organs within the framework of the rules and regulations governing the Bank’s activity.
- Prioritizing results orientation through transparent definition and regular monitoring of objectives.
- Creativity in presenting practical solutions with a view to responding to the stakeholders’ needs within the framework of compliance with rules and regulations.
- Prioritizing the Bank’s responsibility towards shareholders, customers, society and the environment, and considering the stakeholders’ best interests in decisions and operations.
- Constant improvement of the staff in order to enable them to comprehend the business environment and preserve professional skills. This aims at ensuring that the best method of action in promoting professional trustworthiness in interaction with stakeholders is recognized.
- Constant improvement of processes with a view to guaranteeing the reflection of updated commercial and legal obligations therein for the purpose of designing and preserving a structure wherein the proper performance of the Bank and its staff would be possible, guaranteed and subject to monitoring within the framework of compliance with rules and regulations and based on the stakeholders’ best interests under any circumstances.
- Regular monitoring of the healthy performance of all staff at any level as well as the designed processes and zero tolerance vis-à-vis any harm to healthy performance.
- Awareness of the status of compliance, conformity with rules and regulations and focusing on commitment thereto and abidance thereby under all circumstances and without compromise.
Full and transparent cooperation with regulatory organs.
- Close and regular relationship with customers for the purpose of understanding their business and supporting them under various circumstances.
- Responsibility and fostering correct judgement and decision-making capacity to empower stakeholders.
- Forming services based on the customers’ needs and foresight of future needs.
- Constant improvement of processes and organizational innovation.
- Knowledge of technological developments and commitment to proper utilization of said developments to streamline processes and provide modern services to customers.
- Foresight to anticipate the stakeholders’ needs against the backdrop of technological developments.
Social and Environmental Sustainability and Responsibility
- Alignment of decisions with the country's principle of sustainable development.
- Awareness of the impacts of decisions and correct goal-setting with regard to social and environmental aspects.
- Applying the sustainable development criteria to stakeholders for effective participation in sustainable development with local approach.
- Transparency in structures, decisions, performance and monitoring of performance.
Strategic Focus Areas
The Bank’s strategic focus areas during the next five years are as follows:
- Organic growth through increasing the profitability of operations, optimizing the structure of expenses and expanding banking operations through designing new products, broadening the service-providing channels and reaching new resources within the framework set for ensuring compliance with rules and regulations and effective risk management.
- Improving the current products and stabilizing the Bank’s position in the competitive environment of these products, particularly in the areas of corporate banking, multinational customers and international affairs.
- Organizational restructuring with a view to upgrading corporate governance, documentation system, transparency of processes and institutionalizing resulting in scalability, enhanced productivity, competitiveness and acquisition of performance excellence models for keeping pace with international developments and facilitating entry into global markets
- Monitoring and application of modern technologies in line with the Bank’s vision and mission as well as digital transition to obtain assurance about the integrated management of data and information with a view to preparation for using the potentialities of artificial intelligence, integrated risk management, quantification of locations, contribution to comprehensive, transparent and responsible decision-making.
- Establishing a social and environmental governance regime to take in to account social and environmental responsibilities in operational, credit and market-related decisions as well as management and monitoring of the Bank’s efficacy and performance in this domain. Is "Engage something in something" grammatically prevalent?
- Selection, recruitment, retention and training of human capitals with a succession planning approach in light of the principle of non-reliance on individuals and individual and professional development of peers with a view to developing suitable alternatives to assume strategic responsibilities.
The fundamental elements of the Middle East Bank’s strategic framework are illustrated in the following diagram: