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Awash International Bank Reviews Semi-Annual Business Performance

 Awash International Bank S.C reviewed its Semi-Annual Business Performances for the period which runs from July 1, December 30, 2016.

The Semi-Annual Business performance of the Bank was reviewed by the Bank's Semi-Annual Management Meeting held on January 28, 2017 at Inter Continental Hotel, here in Addis Ababa. 

While presenting the overall report on operational major performances of the Bank for the period under review, Ato Tsehay Shiferaw, Chief Executive Officer (CEO) of the Bank said that the Bank has amazingly ended the period by maintaining its leading position in all operational areas among the private Banks in the country.

According to the report of the chief Executive Officer, the total outstanding deposit of the Bank including margins held on letter of credit grew to Birr 27.3 Billion at December 30, 2016 reflecting the growth of Birr 6 Billion or 29% compared to last year the same period.

Moreover, loans and advances for the period under review was considered as the most exciting operational areas that surpassed its plan target. Hence, the Bank's outstanding loans and advance has reached Birr 20 Billion showing a growth of 37 % compared to last year the same period and surpassed its target plan by five percent. 

The CEO finally summarized his report by listing the following core activities that need management attention in the remaining six months of the financial year of 2016/17.

  1. The newly established relevant organs are expected to fully start activities that can bring tangible changes on the Bank as per the new Business and Operating Models.
  2. The Six Strategy Implementation Teams formed at the head office level are expected to prepare their activity plans and commence their activities accordingly.
  3. Activities previously launched based on the Bank's Business and Operating Model supported by modern technology is to be finalized and technologically enabled products would be introduced in line with the Bank's strategy.
  4. The Bank's Strategy Implementation Steering Committee is to review challenges that occurred in the past and come up with best solutions and make regular follow-ups to check whether planned activities are performed within the time table.
  5. The re- established Resource Mobilization Committee is to develop new strategies taking into an account the experiences gained in the past. Hence, every organ should be on alert to implement these strategies.
  6. Agendas tabled for the meeting included, Progress Report on the implementation of Transforming AIB: Vision2025, Performance Review of AIB During the 1st half of 2016/17, Review of Major Control and Risk related issues, and Report on Resource Mobilization.
  7. Comprehensive reports were presented on the meeting on major operational and non operational activities by respective directorates and due discussions were also held on the meeting.

The Progress report presented by the Bank’s Resource Mobilization Team highlighted that the Bank’s existing resource Mobilization Strategy and Evaluation Criteria were reviewed in line with the organizational structure of the Bank.

Moreover, the progress report presented jointly by the strategy Implementation and Marketing and communication Directorates of the Bank indicated that based on the recommendations of the project study with regard to activities on Human Resource Management, Risk Management, and Change Management, re-branding, Credit Process, Fund Transfer, Customer Inquiry /Complaints Handling and Account Transaction  were rigorously reviewed for immediate implementation.

 Present on the meeting were; Chief Executive Officer of the Bank, Chief Officers, Deputy Chief Officers, Directors, Regional Managers, City and outlying branch Managers, Division Managers, Relationship Managers and other concerned staff of the Bank.

                     Kicking Off the Ball: 

The Vision 2025 Project Implementation Updates

Awash Bank, in response to both external and internal factors, aims to transform from a leading Ethiopian Bank into an East African financial powerhouse and one of the Top Ten East African private banks by the end of 2025.

Consequently, AIB conducted a review of its business and operating model and developed an overall strategy blueprint and transformation roadmap. Hence, it is high time to implement the smart strategic initiatives written in transformation roadmap. The implementation phase requires utmost efforts from all functional units of the Bank as it embraces key areas of business and operating model transformation.

Accordingly, four of the six redesigned processes have been put to pilot implementation by KPMG and Bank’s internal resources since the beginning of October 2016. The consultant has submitted impact assessment report on the four processes, namely Customer Enquiry and Complaint handling, Customer Account Transaction processes, Credit Process and Fund Transfer Process. All the piloting reports and rollout plans have been presented to the relevant organs to create understanding on the findings of the piloting, required resources and time for bank-wide rollout implementation.

 On the other hand, the corporate Re-branding initiative which was taken up by the Brand Integrated Consulting is well underway. The major activities carried out with the Re-Branding initiatives comprise: 

  • Brand Promise of the Bank has been developed.
  • Registration of new logo of the Bank with the concerned authority is still underway.
  • Brand engagement workshops for staffs are being conducted.

Henceforth, change interventions have to be aligned with overall strategy of the Bank to transform particularly at ensuring that staff are ready, willing and able to perform as required so that the desired transformation outcomes are realized.

Therefore, to address behavioral and soft issues during the implementation and roll-out of transformation initiatives an effective change management strategy should be put in place. To this end, the Bank requires charismatic Change Agents who support, champion and communicate the change.

It typically comprises all organizational levels involved in varying levels of decision-making to support effective change management. The various teams of supervisors/management such as Accountants, Business Development Managers, Customer Service Managers, Supervisors, Branch Managers, Division Managers, Regional Managers, Directors and the like are at the center of managing changes going within the Bank. As a result, their important roles shall be:

  • Facilitating understanding and adoption of transformation initiatives
  • Building support and commitment to change
  • Helping reduce resistance to change by allaying fears of change targets and responding to enquiries
  • Training colleagues
  • Championing knowledge and provide first level escalation

 Regional Offices Commenced their Operations

The Bank’s newly established Regional Offices based on the new organizational structure of the Bank has already commenced their operations.

It is to be recalled that in pursuit of implementing the Bank’s new business and operating model, the Bank has officially declared the establishment of ten regional offices.

The establishment of Regional Offices is believed to enhance and strength the efficiency of the respective branches beneath each Regional Offices through providing necessary managerial supports.

Consequently, the following city and outlying regional offices were established and eight of them have commenced their operations during half of the financial year 2016/17.

 City Regional Offices

  1. West Addis Ababa
  2. East Addis Ababa
  3. North Addis Ababa
  4. South Addis Ababa

Outlying Regional Offices

  1. West Region (Nekemte)
  2. South Region (Hawasa)
  3. North Region (Mekele)
  4. Adama Region (Adama)
  5. East Region (Dire Dawa)
  6. North West Region (Bahir Dar)

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