• RESTRUCTURING CMD FUNCTIONS

Objectives

• Implement fair and

• Meet the legitimate effective methods of
motivating overall CMD
needs of the Bank's
employees
customers

• Incorporate the
latest developments • Create consistency in
in knowledge and
the credit process
experience
• Introducti
on
• Enat Bank was founded in 2011 and began operations in 2013, with a focus on providing
financial services to women and promoting business growth and profitability for all
stakeholders. The bank aims to develop and retain talented banking professionals, and has
a management team with a forward-looking vision to attract and retain employees .

• Enat Bank’s credit department plays a critical role in selling quality credit products and protecting
the company’s profits from potential losses in the art of managing credit portfolio risk. Our bank’s
credit department ensures the overall strategic success regardless of our bank’s mission, vision, and
goals.

• The nature of a banking business and its size will determine the structure and staffing of the credit department. Unlike other
banks Enat Bank has underwent a restructuring of the organizational structure in 2020, resulting Bank's growth in various areas.

• Recently, the department was organized in four divisions and one section. Thus, Corporate Credit Analysis & Appraisal
Divisions, SME Analysis & Appraisal Divisions, Portfolio Management & Credit Follow up Division, Credit workout Division,
and credit information section.
Methodology

• Discuss what our bank CMD does • Asses and identify the limitation of our bank credit
department career paths

• Look at other selected commercial banks • Draw a conclusions

credit department career paths
ORGANIZATION OF THE CREDIT OPERATION (ENAT)

• Credit organization • Credit Department • Branch Office

• CMD, Director • Branch Manager

• President

• CCAA Division • Branch Credit Officer

• VP, • • Accountant
SME Division
Operations • PMCF Division • Customer service
• Workout Division Officer
• CMD, Director • Credit information section

• Divisions • Credit Analyst

• Workout Officers
• Follow-up Officers
• Branches • Credit information
Officer
Credit Request Process:

• President

• VP operations

• C • Branch • CMD • Credit

li • Propo Committee
e sal
nt • Credit
• Branch • Risk • SMCC
Analyst
Manager • HOCC /
•Management
Workout
group WFCS
Officer
• Credit Officer • CDCC
• BCC

• Credit
• Credit info.
Analyst
Officer
• PMCF Officer
• ORGANIZATION OF THE CREDIT OPERATION (Other Banks)

• Preside
Corporative Bank of Oromia nt

• VP cooperative and • VP corporate • VP Retail & MSMEs Banking

Agricultural banking Banking
Process

• Directo • Director, • Director, • Director, of • Directo • Directo

r, Agricultural corporate Institutiona r of r of
coopera Banking private Banking l Banking Retail MSME
tives CRM Bankin s
CRM g Bankin
• Manager, • Manager, • Manager, • Manag • Credit • Manager, • Manage • Manage
g
Cooperative Agricultural Business ers, Admini Institution r, Retail r,
s CRM Banking CRM Credit consum stration al Banking Bankin MSME
er’s unit g s
credit Bankin
g
 • CEO

• Amhara • CE
• Abay O
• Chief Corporate Bank
Bank Banking Officer
• Chief Banking • Chief Banking
• Director, Credit Analysis, • Director, Customer Business Officer Operations Officer
Workout & Portfolio Relationship Management
Management • Director, Corporate • Director, Credit Analysis
• Manager, Credit • Manager, • Manager, • Corpor • SME • Engin Banking & Portfolio Management
Analysis & Follow-up & Credit ate Customer eering
Workout Division portfolio Information CRM Relationship Divisi • Manager, Customer • Manager, Credit • Manager, Credit
Division Division Division on Relationship
• Job Ladders Analysis & portfolio
Management Appraisal Management
• Credit Analysis & Workout • Customer Relationship Mgt • Credit information • Job Ladders
Division Division
• Credit Analysis • Customer Relationship Mgt • Credit portfolio Management
• Corporate CRM
• Pr. Credit Analyst • Sr. Credit portfolio Management
• Sr. CRM • Sr. Credit information officer • Sr. Credit & Financial
• Sr. Customer Relationship
• Sr. Credit Analyst Analyst officer
• CRM • Credit information officer Officer
• Credit Analyst • Credit & Financial • Credit portfolio Management
• Relationship officer (Branch) • Customer Relationship
Analyst officer
• CEO • Jr. Credit & Financial
Officer
• Jr. Credit portfolio Management
Analyst • Credit Information
• CEOOfficer
• Bunna • Tsedey officer

Bank Bank
• Chief Business Officer • Chief Credit &
International
Banking Officer

• Director, Credit Underwriting & • Director, Customer • Director, Credit • Director, Customer
Portfolio Management Relationship Management Analysis & Portfolio Relationship
Management Management
• Loan
• Manager, Credit • Manager, Credit • Manager, CRM
• Manager, • Manager, • Credit • Manager, • Credit • Manager, Recovery
credit Follow-up & Information Analysis & portfolio Management Division
underwriter portfolio section
Business Administrati consumers Management
Credit on section credit Appraisal
• JobDivision
Ladders Division Division
• Credit analysis & • Loan Recovery
• Job Workout
• Customer Relationship Mgt
Management
Ladders
• Credit underwriter • Customer Relationship Mgt • Credit Administrator • Pr. Credit Analyst • Pr. CRM • Sr. Loan Recovery
• Pr. Credit underwriter • Pr. CRM • Sr. Credit Analyst • Sr. CRM officer
• Sr. Credit underwriter • Sr. CRM • Credit Analyst • CRM • Loan Recovery officer
• Sr. Credit information • CRM • Credit admin officer
officer • Relationship officer
• Credit information officer (Branch)
 • CEO
• President
Nib International Bank
Wegagen Bank • Chief Credit
Officer
• VP • VP
• Director, Credit • Director, Business & • Director, Personal Corporate Banking
Analysis & Portfolio Corporate Relationship & SME Banking Operation
Management Management Relationship s Officer
Management
• Manag • Mana • Director, • Director, • Credit • Retail &
• Manager, • Manag
er, ger, • Manager, • Manager, Corporate Credit Portfolio SME
Personal & er,
Credit Follo Corporat Business Banking Appraisal Management Banking
SME Worko
Apprai w-up e Relationshi Departme & Workout Departme
Relationsh ut
sal & Relation p nt Department nt
ip
portfo ship Manageme
Job Ladders Manageme
lio Manage nt • Manager, • Manager, • Manager, • Manager, • Districts
nt  
• Credit Analyst ment Corporate Credit Portfolio Workout
manager
• Credit Portfolio Manager • Customer Relationship Mgr • Workout Customer Appraisal Managem Division
Relationship Division ent
• Pr. Credit analyst • Pr. CRM Management Division
• Sr. Portfolio management
• Sr. Credit • Sr. CRM • Pr. Workout officer
officer
underwriter • CRM I • Sr. Workout officer
• Portfolio management officer
• Credit analyst I • CRM II • Workout Officer I
I Portfolio management
Note: The analyst
• Credit credit II
information Team under the MIS division that functions
• Customer the credit
Relationship officerinformation exchange
• Workout Officer II
officer II
system
•   to CRM. • Credit Administration officer

• President
Debub Global Bank
• VP
Operation
• Director, Credit
Management
• Large-scale Credit • SME Credit • Credit
Management Management follow up
Conclusions

• Overall, the current credit department organization is facing difficulties in delivering effective and efficient service due to the
bank's size and portfolios growth. And we hope, the studying group will examining the following issues and address these
challenges.
• considering the Bank’s huge physical growth such as number of branches from 1 to nearly 117 and since our loan profiles
exceeds more than of 1500, a man power limitation is considered.
• limitations, such as unused job grades and lack of link between Head office and branch positions. Pulse, lack of motivation for
instance a Credit officers at branch level and Credit analysts at HO have the same job grade but different responsibilities and
risk levels.
• The current salary scheme and benefits offered by our bank are not competitive with those offered by other banks in the
market. As a result, we are having difficulty recruiting highly qualified professionals to fill open positions
• In the our bank, the biggest challenge is understanding and meeting customer's demands and expectations. Banks should focus
on maintaining long-term good relationships with customers through CRM system to understand their needs and offer tailored
banking and financial services.
• SMEs, including micro and women entrepreneurs, are a vital segment for financial institutions, representing potential revenue
growth in the banking ecosystem. However, our bank's products and services for SMEs, specifically for women entrepreneurs,
have traditionally lagged behind those of other commercial banks and other customer segments. This is partly due to the varied
credit quality in the SME portfolio.