Reflecting on 2025: Customer experience, digital growth, and our broader commitments

As we conclude yet another successful year, we are pleased to sit down with our Board Member for Retail, Ms. Iliriana Toçi, to reflect on what shaped 2025. Here are her insights.

As we approach the end of a dynamic year for the bank, setting aside the financial performance for a moment, how would you describe 2025 from your perspective, and which developments stood out to you the most?

Indeed, it was a dynamic year, and there is much to reflect on. As in the past few years, 2025 was shaped by several strategic priorities. Digital transformation remained a central focus, bringing with it a wide range of initiatives - from enhancing our digital banking journeys to evolving the way we interact with customers, and supporting them as they navigate an increasingly digital world.

At the same time, several other areas also defined the year, including our continued investment in financial literacy - an effort which truly sets us apart in the market - as well as our growing commitment to sustainable practices and initiatives. So, beyond the core financial services we provide, these efforts reflect a broader sense of responsibility in the way we operate. Overall, I believe there is much to be proud of as we look back on the year we are about to leave behind.

Digitalization has clearly been a key topic this year. How is the bank using technology to make banking easier and more intuitive for customers?

Perhaps you remember that in a discussion we had a couple of years ago, I mentioned that our aim is to build a digital bank with a human touch. That remains true today, and I believe we can be pleased with the progress we have made toward this goal. These efforts are essential to meeting the evolving needs of our customers, who are increasingly choosing to bank online rather than through traditional channels.

To this end, we have significantly improved our mobile app, which now serves as a one-stop shop for all banking needs. We have added a long list of features that make the customer experience safer and more satisfying, such as Save the Change and Save the Goal, which help customers build healthier saving habits, as well as practical options like paying electricity bills, mobile top-ups, and many other everyday services. The mobile app has truly been at the center of our efforts in the last couple of years, and we are really starting to see the impact, with more customers relying on it every year.

Likewise, just recently, we have also increased the limit for online personal loans to €35,000 — accessible through a fully digital process. From application to contract signing via digital signature, everything can now be completed securely and conveniently. It is worth mentioning that w e have also expanded digital services for businesses, and the process of opening an account for SMEs is now fully digital through our SMEOn platform, using the digital signature, while the SME Loan product allows businesses to apply for loans entirely online as well. At the same time, we continue to focus on younger generations as future customers. Through our VIBE package, aimed at young people aged 16 to 27, we offer a free bank account with a fully digital, 100% online onboarding.

We have also made strong progress in adopting artificial intelligence, becoming the first bank in the country to introduce an AI-powered virtual assistant, RAIA. At the same time, we have invested effort in helping our customers better understand and navigate these digital products, making sure that the transition to online services feels both simple and supported. In this regard, our advanced CRM system plays an important role, enabling more personal and timely communication with customers across different channels.

So, overall, I would say that these developments reflect our commitment to making bankingsmarter and more convenient for everyone.

You’ve often emphasized the importance of keeping the “human touch” in our services, and you brought it up again just now. How is the bank making sure this remains central to the customer experience?

Just recently, I completed a tour across all regions of Kosova to meet businesses and explore new opportunities for growth, while gaining a clearer understanding of their needs and expectations. These meetings primarily targeted manufacturing businesses, a major contributor to the country’s economy, and also touched on opportunities for sustainable growth, including access to funds that support green investments and improve efficiency. I only mention this because it reflects our strong commitment to being close to our customers wherever they are.

While we continue to expand our digital banking capabilities, we still maintain a large branch network, which has been essential from day one in ensuring that we remain present and accessible to our customers. So, in many ways, a lot has changed in how we interact with our customers, yet, at the same time, much has remained the same.

This principle is put into practice through dedicated platforms and systems that allow us to listen to the customer’s voice in a structured and continuous way at every point of contact with the bank. Every comment, suggestion, or complaint is analyzed systematically and serves as a direct input for improving our processes and products. We have also established a clear mechanism for managing customer feedback in real time, ensuring that no voice goes unheard and no need remains unaddressed.

You also mentioned the efforts in financial literacy as something the bank can be proud of…

Correct. You see, we were one of the first banks in the country at a time when Kosova’s economy was taking its first steps after the war in 1999. So, alongside building a resilient and competitive banking sector, our aim has always been to help the public better understand the complexities of the formal economy, which can be challenging at times. This commitment has continued to this day.

For instance, this year we continued our support and active contribution to a series of workshops organized with businesses to strengthen key aspects of financial literacy. I was particularly pleased that, in addition to the numerous sessions held last year, we placed an even stronger focus this year on women entrepreneurs. We made sure to bring high-quality experts to these sessions, including from within our bank.

Also, together with our partners, we organized several webinars that brought together experts from the bank and other institutions to provide practical guidance across important areas such as green investments, digitalization opportunities and skills, and cybersecurity awareness, all crucial for running a successful business today.

I think it is also worth mentioning our efforts to provide financial literacy opportunities for younger generations. The Minecraft-based game we introduced has become a favorite among children at the events where we have used it, making learning both engaging and fun. It’s part of our holistic approach to financial education — and it’s something we genuinely enjoy doing.

And last, but certainly not least, the health and well-being programs. You sponsor these initiatives within the bank, and this
year they’ve grown even further…

Over the past three years, we have organized #FeelGoodOctober, a comprehensive program aimed at promoting a healthier lifestyle among our employees. It is an initiative that has been warmly welcomed not only by our colleagues but has also gained recognition across the banking sector in Kosova. In May this year, we expanded this commitment even further by launching the HealthyYouMay program, which, similar to #FeelGoodOctober, brings together activities designed to help us balance work with our well-being.

Alongside the sports activities we encourage throughout the year, these two programs — which I am personally very proud of — have enabled us to support our staff in achieving a healthier and more sustainable work–life balance. More and more companies today are recognizing the importance of such initiatives, and we are glad to have played a leading role in promoting this culture both within our bank and across Kosova’s private sector landscape.

This article was originally published in December 2025 as part of the 5th edition of our newsletter, RaiMagazine.