Row
|
Strategic Priorities
|
quantitative objective
s
|
Strategic measures
already taken
|
1
|
Developing wealth creation for the
country
|
-
Increasing percentage of export finance to total
finance
-
Increasing the ratio of
earning
assets
(
assets generating income) to
total assets
-
Decreasing ratio of NPL to Total loans
-
Increasing the volume of international money transfers in export sector
-
Increasing
the volume of nostro and vostro accounts in foreign currencies
-
Defining
new banking products for branches & subsidiaries abroad with an aim to
grow their activities & income
-
Increasing absorption of funds from the National Development Fund
-
Innovating new banking products
-
Clearing receivables from the government
-
sale of surplus property
-
Handing over surplus companies
-
Giving priority to supplying the production units with working capital
|
Giving
priority to export sector in banking services,
converting
non-earning assets to
earning
assets, designing and establishing an integrated risk management system, collecting outstanding claims, activating international
network based on Strategic Plan, interaction with National Development Fund
to attract fund sources, creating a Research Council, interacting with the
government to reduce receivables from the public sector, designing a system to
manage the Bank's fixed assets, designing and establishing an asset & liability
portfolio management system, enforcing and monitoring Bank's credit policy in
working capital financing
|
2
|
Sustainable financing of
public
sector and minimizing
government's dependency on oil revenues
|
-
Improving profitability of the Bank
-
Improving
the Bank's Return on
Assets ratio
-
Improving
the Bank's Return on Equity ratio
-
Reducing
Cost of money
-
Increasing
effective deposits
-
Increasing
the Bank's share of deposits in total deposit market
|
Designing and
establishing
an
integrated risk management system,
designing and
establishing a comprehensive marketing
system,
increasing commission income, increasing the ratio of low-cost
deposits to total deposits, designing and implementing development plans / product improving
|
3
|
participating
Actively and effectively
in policy-making
and
legislation affairs
|
-
Effective
participation
in improving laws and regulations ( Usury- Free Banking Law, Monetary and Banking
Act, etc.)
-
Increase
engaging and cooperating with policy-makers and the Legislative Branch
|
Cooperating with
the
Economic Affairs Committee
of the
government and the Parliament
and
interacting
with the country's policy-makers
and the Legislative Branch
|
4
|
strengthening financial and administrative transparency, organizational health
and discipline
|
-
Improving Capital Adequacy Ratio
(CAR)
-
Improving
financial and administrative
discipline
-
Systematic supervision of branch operation
s
-
Reducing overdrafts with Central Bank of the Islamic
Republic of Iran
|
Designing and
implementing an integrated risk
management system,
designing and
establishing an assets and liabilities portfolio management
system, increasing the capital, establishing
Risk Management Committee (for credit, liquidity,
operational and market risks), upgrading a systematic monitoring system
|
5
|
Developing inter-organizational and cross-organizational cooperation
|
-
Effecting letters of understanding with various organizations
-
Developing syndicated loans
|
Marketing interactions
with organizations and other credit and financial
institutions and effecting letters of understanding with them , designing and
establishing an assets and liabilities
portfolio management system
|
6
|
Integrating management and operational data
|
-
Accomplishing core banking
systems
-
Annual
growth
of the ratio of electronic transactions total transactions
|
Centralizing and Integrating current banking systems (
in local and foreign currencies), establishing a
framework for service management , integrating all services rendered in branches, establishing and effectively managing the data bases, establishing a data security management system and
developing
electronic banking services
|
7
|
Target-oriented development of organizational and
human capital
|
-
Increasing
per capita income
to total
branches
-
Increasing
per capita
operating income
-
Increasing the
ratio of operating income
to operating costs
-
Developing
participative management
-
Increasing customer satisfaction
|
Through upgrading the branches
network, designing and establishing a comprehensive marketing system, designing
and establishing development plans/ product improving plans , designing and establishing an integrated
risk management system, increasing commission income for the Bank , changing deposit
compositions with an aim to decrease costs, developing a system to receive effective suggestions,
designing and establishing customer satisfaction monitoring system (standard
questionnaire),
designing and establishing Customer
Relationship Management System (CRM)
|
Independent
proceedings
|
Dissemination of
strategic priorities of the Ministry of Economic Affairs and Finance and quantitative objectives,
holding state c
onferences
, Creating a new section for strategic management in BMI's
website (www.bmi.ir), holding meetings
and evaluating the performance of the Bank based on BMI Strategic Plan , enumerating
those missions of the Strategic Plan accomplished in BMI's internal bulletin or
publishing a separate monthly bulletin concerning the same , budgeting for quantitative
objectives and strategic measures, designing a performance- reward system, activating an Administrative
Evolution Council and/or establishing
a Strategic Evolution Council , implementing a strategic suggestion system, publishing
the
Strategic
Plan of BMI in BMI's internal bulletin
, making some
specific units of BMI responsible for objectives and strategic measures , measuring level of knowledge and compliance of all BMI units with
regards to Strategic Plan , organizing press conferences
|