We stay big and strong with cohesion and fast-paced integration

According to the Iran Economist, quoting the Sepah Bank information base; Dr. Ayatollah Ebrahimi in the national meeting of senior managers of Sepah Bank, which was held with the slogan of “organizational integration and integration with a strategic transformation approach” in the conference hall of the bank, said: The efforts and struggles of the employees and the responsibility and courage of the managers are in the ranks and staff, and by strengthening the performance indicators of Sepah Bank, it should be the flagship of the largest bank in the country forever.

* Use the capacity of merger banks
Dr. Ebrahimi, referring to the performance of Sepah Bank in the main and important indicators, stressed the need for comprehensive efforts of the bank to strengthen the indicators, especially attracting cheap resources, collecting overdue receivables and paying targeted and profitable facilities to focus on the market and customers.
While emphasizing the need to use the bank’s capacities, especially merger banks, he said: to maintain and increase Sepah Bank’s market share in the country’s money market, all available capacities should be used and by the end of this year, all Sepah Bank branches, especially merger banks, should be at least equivalent to growth. Increase the country’s liquidity in attracting resources.
Dr. Ebrahimi stated: Improving the performance indicators of Sepah Bank by using the existing capacities in the bank, especially merger banks, should be at the top of the operational plans of the queue and headquarters, and in this regard, we should not neglect the implementation of incentive plans.
He added: “Due to the nature of the bank’s activity as an economic enterprise, it is expected that each branch and each region will be managed and accounted according to the principles and rules of an independent economic enterprise.”

* Increase profitability commensurate with the size of the bank
The CEO of Sepah Bank considered profitability as one of the important issues of this bank in proportion to its size and added: reduction of non-operating expenses in relation to resources, cost of money, non-current receivables and management of frozen assets should be at the top of the bank’s plans.
A member of the board of directors of Sepah Bank pointed out the importance of increasing the bank’s revenues from paid and non-shared services and said: “Currently, only 9.5% of the bank’s revenues are from paid services, and this amount should grow significantly with calculated and effective planning.”

* Development of foreign exchange activities
He continued: to improve the performance indicators, foreign exchange activities are followed with new approaches and methods, and according to the plan, by allocating 350 branches and mobilizing capacities, the total foreign exchange activities of Sepah Bank should be multiplied by the current amount.

* Fast passage of integration
While emphasizing the importance of accelerating the implementation processes of the merger plan, the CEO of Sepah Bank stated: The implementation of this difficult, large and complex national plan must be completed within the set timeframe.
He added that coordination between the provinces, the creation of land management and the rapid assignment of issues such as the organization of manpower and surplus property will help complete the integration process quickly.

* Redesigning the organizational structure of the bank
Dr. Ebrahimi considered the current structure of Sepah Bank, which is based on the government’s view, to be redesigned and strengthened, and specified: The organizational structure of Sepah Bank should be changed in the direction of business professions and in accordance with comprehensive banking.

* Manpower is the most vital issue of the bank
The CEO of Sepah Bank mentioned the solution of challenges in the field of manpower as one of the most vital and important issues of the bank and noted: This bank is in the best historical and unrepeatable chapter in the field of manpower with its young, committed and specialized staff and to use this advantage And the great opportunity is to identify and address the challenges in this area as soon as possible.
He announced the process of equalization of salaries and wages of Sepah Bank and merger banks as one of the important programs of this bank and added: This year, this will be important.

* Provide conditions for ideas to flourish
The member of the board of directors of Sepah Bank stated: “Thank God, Sepah Bank has managers and expert bodies who are proficient in the current issues of the banking industry in various fields, and today the senior managers of the bank must provide the necessary space for young and specialized forces to flourish by reforming the organizational structure.”
He said: Sepah Bank is in a historical and unrepeatable point in terms of having a young and efficient manpower. With the optimal use of this huge capital, Sepah Bank is ready to record a leap, a big leap.

* Observance of justice and fairness in appointments
Referring to the importance of growth and promotion of employees and managers, Dr. Ebrahimi said: “Managers must provide fair conditions and environment for the emergence and emergence of employees’ talents for succession growth.”
He specified: The senior managers of Sepah Bank should consult with knowledgeable people in handing over their responsibilities, and considering the great managerial potential and human resources of the bank, appointments should be made without regard to external recommendations and only on the basis of meritocracy principles.
The board member pointed to the need to increase job knowledge and develop staff capabilities, and called on district managers to use all their capacities to fill training gaps, especially the support of Sepah Bank senior managers. Dr. Ebrahimi added: “Board members use all their authority to support the promotion of staff knowledge and provide training space at the highest possible level and support this movement, and training gaps in the regions should be filled as soon as possible with coherent planning.” .
The CEO of Sepah Bank continued: “Currently, appointments are made with high consensus and sensitivity, and my colleagues all over the country are confident that they will act fairly and without any tendency in entrusting responsibility to the colleagues of the bank’s senior managers.” The CEO of Sepah Bank stated: The managers of the bank in all categories should make decisions on the important issues and issues of Sepah Bank with the approach of strategic transformation of the bank with responsibility and courage and of course collective wisdom.

* The need for succession breeding
Dr. Ebrahimi, while emphasizing the need for succession at all levels of the bank’s organization, stated: Identify at least three competent and capable people in each organizational position and train them in the path of promotion.

* Effective communication with customers
He stated that continuous interaction with customers is one of the effective factors in the success of branches and said: “The growth of the bank should not necessarily be done by deviating from regulations. Regional managers and heads of branches In actions, they can improve their performance indicators.

* Honoring your veterans
Emphasizing the important position of retirees in the new management approach of the bank, he said: “Retirees of the bank are precious capital of the bank and a full-fledged mirror of employed colleagues. It is necessary to honor and constructively interact with bank retirees. Use the excellence of Sepah Bank.
In the end, the CEO of Sepah Bank stated: The plan for the next four years of Sepah Bank will be formulated in March of this year with the participation and consensus of managers and employees of all bank units across the country and the share of each region will be determined to help promote the bank.