CBE Vision Mishion and Values

CBE’s Vision
To Become a world class commercial bank

financially driving Ethiopia’s future.
CBE’s Mission
“We are committed to

realizing stakeholder’s value through
enhanced financial intermediation globally,
deploying highly motivated and skilled
employees.”
CBE’s values
Integrity
 We are committed to the highest ideals of honour and integrity.
 We are committed to act in an honest and trustworthy manner.
 We are committed to firmly adhere.
 To ethical principles and standards.
Innovative organization
We anticipate and respond to internal and external changes through constant
improvement and adjustment.
Service excellence
 We are committed to maintain the highest operating standards.

 We are committed to offer the highest quality service to our customers.
 We are committed to be preferred brand in service quality in the minds of
customers and the general public.
 We strive to build long lasting relationships with our customers.
 We are committed to promote efficient and effective services and ensure
maximum value for money.
Teamwork
 We respect one another and co-operate in our work.
 We recognize the importance of teamwork for our success.
 We collaborate and support one another to ensure process integration and minimize
external business challenges.
Professionalism
 We take ownership and personal responsibility for all what we do.

 We are professional in conduct and treat customers with utmost respect.
 We are responsive to the needs and interests of our customers.
 We maintain confidentiality and privacy of all customers.
 We continually develop ourselves to maintain leading-edge capabilities.
Respect for diversity
 We are sensitive to cultural, ethical, religious or other values of employee and

customers.
 We value diversity of ideas and viewpoints of our employees.
 We foster an environment of inclusiveness, where all people, regardless of their
sex, age, belief, etc., can exercise their maximum potential.
 We are committed to address the needs of our customers, regardless of their sex,
age, education etc.
We are committed to listen to one another
Empowerment
 We distinguish employees as valuable organizational resources.
 We promote decentralization and delegation of duties and responsibilities.
 We maintain an atmosphere that inspires confidence and take ownership.
 We encourage employee to take responsibility and support to each other and customers in a
courteous and respectful manner.
 We recognize our employees for their best achievements.
 We apply our knowledge and competence to our competitive advantage.
Corporate citizenship
 We value the importance of our role in national development endeavour and stand up for this
commitment.
 We abide by the laws of Ethiopia and other countries in which we do business.
 We care about society’s welfare and the environment.
 We believe that the sustainability of our business depends on our ability to maintain and build
public confidence.
 We apply our knowledge and competence to our competitive advantage.

Strategic Pillar & Imperatives
A. Secure and Risk Conscious Bank= Improve risk management through well-
defined risk taxonomy and risk appetite, and updated risk management policies
Redesign E2E credit value chain (underwriting, monitoring and collections)
B. Customer centric Bank with differentiated CVP= Define clear retail,
wholesale and IFB customer segments and deliver differentiated CVPs and
superior customer experience
Enhance sales force effectiveness to drive cross-sell and customer coverage
C. Digital leader scaling mobile money and digital innovation= Expand mobile money
footprint by growing share in digital payments (e.g., P2G and G2P payments) and scaling agent
and merchant networks
Drive digital innovation and expand digital channel functionalities and products (e.g., micro
lending, micro-saving)
D. Cost efficient bank= Streamline, digitize and centralize/automate branch and back-office
functions (e.g. procurement)
Drive branch transformation by optimizing branch footprint, simplifying the branch operating
model and migrating transactions to self-service channels
Strategic Enablers & Imperatives
1. Strengthen cyber-security and IT architecture driven by data, modern technology

(e.g., cyber security systems, decoupled, layered API-based architecture) and
Advanced Analytics to deliver priority use cases (e.g. cross-up sell, credit risk,
pre-approved lending)
Build a digital delivery operating model by setting up a digital factory and
2. Update organization structure to ensure customer-centricity (i.e., structure by
customer segments) and establish clear talent management culture (i.e.,
performance management, recruiting, coaching and feedback) based on
accountability and collaboration
Strengthen governance mechanisms by clarifying decision-making, BOD and EMC performance
tracking, and improved cadence (i.e., reduced interactions

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CBE’s Vision

To Become a world class commercial bank

“We are committed to

 We are committed to maintain the highest operating standards.

 We take ownership and personal responsibility for all what we do.

 We are sensitive to cultural, ethical, religious or other values of employee and

We are committed to listen to one another

 We distinguish employees as valuable organizational resources.

 We promote decentralization and delegation of duties and responsibilities.

 We maintain an atmosphere that inspires confidence and take ownership.

 We recognize our employees for their best achievements.

 We apply our knowledge and competence to our competitive advantage.

 We abide by the laws of Ethiopia and other countries in which we do business.

 We care about society’s welfare and the environment.

 We apply our knowledge and competence to our competitive advantage.

Enhance sales force effectiveness to drive cross-sell and customer coverage

Strategic Enablers & Imperatives

1. Strengthen cyber-security and IT architecture driven by data, modern technology

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