CBE STRATEGIES across all channels of cbe

Cbe strategies of the bank across various channels

1. FUNCTIONAL STRATEGIES (2025/26 to 2029/30)

2. Functional Strategies Deposit Mobilization Strategy FCY Mobilization Strategy Lending Strategyk Revenue Enhancement Strategy Cost Optimization Strategy Investment Strategy Digital Banking Strategy FUNCTIONAL STRATEGIES 2025/26 – 2029/30 IT Strategy HR Strategy Channel Management Strategy Design Product Profiling Customer Feedback Mechanism Institute Customer Loyalty Program Construction Roadmap

3. Deposit Mobilization Strategy Deposit Mobilization Strategy (Conventional & CBE Noor) aims to establish a clear, predictable, and well-coordinated approach to align Deposit Mobilization efforts with its corporate strategy

4. Strategies Customer Account Value Enhancement Money Tracking Referral Marketing Strategic Partnership Customer Base Expansion Customer Retention Differentiate Products and Services Leading Shariah-Compliant and Strengthening Institutional Capacity Optimize and Expand Branch Network

5. FCY Mobilization Strategy is designed to enhance the Bank’s capability to increase foreign currency earnings and boost its share in competitive FX market, thereby strengthening its ability to strategically lead, coordinate, and expand FCY mobilization efforts over the five-year strategic period. FCY Mobilization Strategy

6. Strategies Expand Customer base Strengthen Customer Engagement Drive Collaboration Strategic Partnership Incentive-Based Strategy Referral Marketing

7. Lending/financing Strategy is designed to diversify its portfolio, manage credit risk , generate revenue and maintain financial stability. Additionally, it enhances market competitiveness, enables targeted customer engagement, and ensures efficient capital utilization under regulatory frameworks. Lending/Financing Strategy

8. Strategies Credit Portfolio Diversification Differentiated Credit / Financing Product Offerings Prudent lending Sustainable Credit and Finance Process Efficiency and Effectiveness

9. Revenue Enhancement Strategy is designed to accelerate the ability to generate more income from diversified sources such as fees, commissions, and new financial products beyond interest income. Revenue Enhancement Strategy

10. Strategies Competitive (Market-Based) Dynamic Pricing; IB Product & service Diversification; Monetization of digital Banking channels & transaction; Reorient Branch services so as to generate other income; Promote non-traditional revenue sources.

11. Cost Optimization Strategy enables CBE to improve operational efficiency by reducing unnecessary expenses. Strategies Promote Cost -efficient Digital Transformation & Automation Operational Efficiency Promote Strategic Sourcing Leverage Outsourcing Optimize acquisitions and disposals Cost Optimization Strategy

12. Investment Strategy is designed to enhance international presence and strategic domestic investments, improve subsidiary performance, explore opportunities in Ethiopia’s capital markets, and use data-driven approaches for dynamic asset management—all underpinned by strong governance and regulatory compliance. Investment Strategy

13. Strategies Strengthen CBE’s regional footprint and enhance cross-border banking operations Expand and diversify into domestic markets Strengthen the existing CBE foreign subsidiary and enhance return Strengthen the existing CBE, domestic subsidiary and enhance return Expand and diversify into domestic capital markets Adopt a dynamic, data-driven portfolio management Improve Risk Management and Compliance

14. Digital Banking Strategy aims to increase digital adoption, enhance customer experience, and drive financial inclusion . . Digital Banking Strategy

15. Strategies Establish Strategic Partnerships and Fintech Deliver Seamless Digital Banking User Experience Develop a diverse range of innovative digital banking products and services Agent-driven banking Profitable Merchant network Automate reconciliation and dispute management process Implement Shria compliant incentive and loyalty program Establish a comprehensive and competitive Sharia-compliant digital finance ecosystem.

16. IT Strategy aims to modernize CBE’s core infrastructure and digital capabilities to ensure scalable, secure, and efficient service delivery IT Strategy

17. Strategies Strengthen Value Realization Enablers - Enhance IS governance, cybersecurity, and compliance ; Modernize Core Infrastructure & Apps - Upgrade applications, infrastructure, and architecture for scalability ; Drive Business Growth with Technology - Accelerate innovation, improve customer experience, and enable data-driven decisions ; Develop a High-Performing IS Workforce - Foster skilled IT talent to support strategic goals ;

18. Human Resource Strategy designed to ensure the alignment of HR strategic initiatives with the revised corporate-level strategic plan and further enhance alignment and integration of HR practices. Human Resource Strategy

19. Strategies Institutionalize an Agile HR Function Aligned with Business Priority Strengthen Customer Engagement Promote a High-Performance Culture Foster and implement continuous feedback and coaching culture Build Employee and Leadership Competency Promote Employee Engagement, Satisfaction, and Retention Promote Knowledge Management Foster Knowledge Sharing Culture Promote Employee Experience and Organizational Culture Build a Capable HR Team Transform HR Operations Through Digitalization

20. Channel Management Strategy optimizes customer interactions by ensuring the right products are delivered through the most effective channels which enhances customer satisfaction and loyalty, driving increased engagement and sales Channel Management Strategy

21. Strategies Channel Optimization and Accessibility Promote Segment-Based Channel Management Transform the call center into a contact center Promote the RM channel

22. Product profiling helps the bank understand customer preferences and behaviors categorizing products based on features, pricing, and target demographics, the bank can effectively segment the market and identify opportunities for growth. Product Profiling

23. 2 Product profiling helps the bank understand customer preferences and behaviors categorizing products based on features, pricing, and target demographics, the bank can effectively segment the market and identify opportunities for growth. Inconsistent product information Limited product profiling system Ineffective communication channels Dependence on static formats FUNCTIONAL STRATEGIES 2025/26 – 2029/30 Major Findings Enhance product visibility and accessibility,; Provide a structured approach to product management; Enable data-driven decision-making, Create efficiencies in product updates and marketing efforts; and Drive value through fostering stronger customer relationship. Objective The major objective of the product profiling is to create a comprehensive product profiling system to align with market demand. To enhance awareness and understanding of stakeholders about available offerings; To drive adoption of products and services through targeted training and communications. To improve customer engagement; and Projected Impact

24. Customer Feedback Mechanism

25. 2 Customer Feedback Mechanism deploys an integrated feedback solution that consolidates inputs from all customer touch points including branches, digital platforms, ATMs, contact center, and social media into a single platform for real‑time analytics. Fragmented data collection across multiple channels Reliance on manual processes increasing the risk of errors and delays. Inconsistent integration and analytics limiting our ability to quickly identify and resolve emerging issues. FUNCTIONAL STRATEGIES 2025/26 – 2029/30 Major Findings Improve collection, analysis, and utilization of customer insights; Improve overall customer satisfaction Improve average complaint resolution time Enhance real-time customer feedback and analytics dashboards Increase employee engagement in customer feedback management Enhance personalization and segmentation in feedback management Objective To Creates a mechanism to consolidates inputs from all customer touch points including branches, digital platforms, ATMs, contact center, and social media into a single platform for real‑time analytics. Projected Impact

26. Customer Loyalty Program FUNCTIONAL STRATEGIES 2025/26 – 2029/30

27. 2 Customer Loyalty Program shall design and implement a comprehensive, structured programs that recognize and reward and thus reinforces a customer’s desirable behaviour Fragmented data collection across multiple channels Reliance on manual processes increasing the risk of errors and delays. Inconsistent integration and analytics limiting our ability to quickly identify and resolve emerging issues. FUNCTIONAL STRATEGIES 2025/26 – 2029/30 Major Findings Data Insights : Provides valuable data on customer preferences and behaviors for better decision-making. Competitive Advantage : Differentiates the bank from competitors, attracting and retaining more customers. Increased Customer Retention :. Enhanced Customer Engagement ; Higher Transaction Volume : Objective Build long-term relationships with customers by offering meaningful rewards and incentives; Creates behaviourally brand loyal customer base; Enhance customer engagement by rewarding customer banking habits, digital platform usage, cross-selling, and upselling; and Enhance revenue generation and resource mobilization across all customer touch points; Projected Impact

28. Construction Management Roadmap aligns construction projects with broader strategic objectives by enabling the Bank to plan for future growth Construction Management Roadmap

29. 2 Projected Impact Improve centralized management and support future growth; Maximize land use and generate rental income Avoid capital waste, maximize return from existing investments; Enhance space efficiency, improve operational quality and image; Boost brand reputation and fulfill public service goals; Reduce cost and time overruns, improve contractor performance. Strategies Avoid the construction of new branch offices and complete those under construction; Construct standardized District, Regional offices and Service Centers in major cities; Focus on high-rise multi-purpose commercial and office buildings at prime locations; Construct Head Office, IS Infrastructure & Facilities services buildings; Engage in the construction of buildings for CSR; Adopt joint-venture ownership modality; Adopt alternative sourcing strategy (Design-Build, Design Bid Build and Own Force construction.) Construction Management Roadmap Contd … FUNCTIONAL STRATEGIES 2025/26 – 2029/30

30. Thank you!

31. Construction Management Roadmap FUNCTIONAL STRATEGIES 2025/26 – 2029/30