Agribank CEO outlines his plan for the bank
ELLANIE SMIT
WINDHOEK
Agribank’s newly appointed CEO, Dr Raphael Karuaihe, will present a road map to the bank’s board at the end of his first 100 days in office.
This will detail his plan and vision for the bank during his tenure as CEO.
Karuaihe announced the plan in his first staff address on 14 January.
Before detailing his plan, Karuaihe said he was cognisant of the harsh realities in the country, which include extreme drought, floods and other calamities hurting farmers, therefore necessitating urgent and timely customer service.
Engagement
For this reason, Karuaihe has prioritised stakeholder engagements during his first 100 days, as he wants to listen to farmers, clients, the shareholder, and other key stakeholders to understand their perspectives and expectations.
“This will assist me in developing the roadmap towards the fulfilment of the institutional mandate,” he said.
Improvement of operational efficiencies is another area of focus during this period.
This is inclusive of cost containment measures and enhancement of customer service at the bank, ensuring that clients are served with excellence, since this has an impact on Agribank as a brand.
Karuaihe said building on the good business model already established at the bank was another action item during his first 100 days in office.
“In this area, I must say, I found a very well-run institution, and there is no need for a crisis management. I will, however, strive to improve on what I found.”
Karuaihe also aims to promote research and development to ensure that data on the bank’s impact in the country is analysed for efficient planning and execution purposes.
Addressing staff retention is another objective during this period, with the aim of ensuring business continuity.
WINDHOEK
Agribank’s newly appointed CEO, Dr Raphael Karuaihe, will present a road map to the bank’s board at the end of his first 100 days in office.
This will detail his plan and vision for the bank during his tenure as CEO.
Karuaihe announced the plan in his first staff address on 14 January.
Before detailing his plan, Karuaihe said he was cognisant of the harsh realities in the country, which include extreme drought, floods and other calamities hurting farmers, therefore necessitating urgent and timely customer service.
Engagement
For this reason, Karuaihe has prioritised stakeholder engagements during his first 100 days, as he wants to listen to farmers, clients, the shareholder, and other key stakeholders to understand their perspectives and expectations.
“This will assist me in developing the roadmap towards the fulfilment of the institutional mandate,” he said.
Improvement of operational efficiencies is another area of focus during this period.
This is inclusive of cost containment measures and enhancement of customer service at the bank, ensuring that clients are served with excellence, since this has an impact on Agribank as a brand.
Karuaihe said building on the good business model already established at the bank was another action item during his first 100 days in office.
“In this area, I must say, I found a very well-run institution, and there is no need for a crisis management. I will, however, strive to improve on what I found.”
Karuaihe also aims to promote research and development to ensure that data on the bank’s impact in the country is analysed for efficient planning and execution purposes.
Addressing staff retention is another objective during this period, with the aim of ensuring business continuity.
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