This year holds particular significance: we celebrate the 35th anniversary of the establishment of the National Bank of Moldova. It is, on the one hand, a moment to reflect on the path we have taken and, on the other hand, to reaffirm the sense of responsibility that guides our work.

Over the years, the National Bank of Moldova has undergone significant transformations, with every challenge ultimately becoming a source of learning and strengthening. In a changing world, the ability to adapt becomes a form of institutional responsibility.

Today, the financial system stands at the crossroads of modernisation and innovation processes shaped by technological transformation, transition towards a sustainable economy, the redefinition of risks, and the ways in which they are managed. In this context, a proactive approach is becoming a priority, enabling us to anticipate developments, deepen our understanding of emerging challenges, and develop clear and effective measures.

The National Bank of Moldova has demonstrated resilience and consistency in fulfilling its mandate, adapting to the challenges of an ever-changing environment. We have maintained financial stability, strengthened confidence in the financial system, and continued to modernise it.

Aligning with the best European and international practices has become a defining choice for us. It reflects how we position ourselves within a framework of rigour, transparency and accountability. This direction requires us to continue with the same discipline and ambition.

In a constantly changing environment, progress is built on clarity. Thus, the launch of the new Strategic Plan “NBM 2030” is more than just a strategic planning tool – it reflects our institutional identity and commitment to the strategic directions adopted.

The new strategy combines continuity with transformation. The fundamental pillars remain the same – monetary policy, financial markets, financial stability, supervision, payment systems and national currency. However, the approach to strengthening and advancing these areas is evolving, with an increased focus on innovation, digitalisation and the integration of European standards.

At the same time, the transversal objectives of the strategy serve as a genuine unifying force across the institution – the point at which the efforts of each team come together and gain coherence.

The strategy is built around five key directions:

1. aligning the institutional and regulatory framework with European Union standards;
2. strengthening analysis, research, innovation and digitalisation;
3. promoting financial education and inclusion;
4. strengthening governance, social and environmental responsibility;
5. cultivating diversity, equity and organisational inclusion.

These objectives establish a common framework for action, in which everyone’s contribution supports the development of a shared direction. In this context, the integration of emerging technologies is becoming a catalyst for progress. Yet beyond technology, the ability to think critically, make responsible decisions and maintain a balance between innovation and prudence remains fundamental.

The strategy marks a phase of institutional recalibration, aimed at enhancing agility, strengthening our capacity for anticipation, and leveraging the opportunities offered by new technologies. A key role in this process is played by our team, which, through professionalism, responsibility and a spirit of collaboration, will translate strategic objectives into tangible results.

Anca-Dana Dragu
Governorr

The fundamental elements of the National Bank’s Strategic Plan reflect the institution’s primary objective and development direction, and establish its institutional values, providing a common framework for guiding the institution’s activities, a clear vision of its future, and motivation for its employees in carrying out their duties. They also outline how the National Bank will conduct its activities in the coming years to maintain and strengthen public confidence.

Values

 

NBM's values represent the fundamental principles that guide the institution’s activities and ensure that its decisions are aligned with them. These values are shared and assumed by each employee. The values provide a common frame of reference for organizational behaviour, favouring coherence and consistency in the implementation of the strategy.

 

 

 

Team spirit

unity and consistency in values and actions, commitment, care, support, and mutual respect.

 

Professionalism

competency, efficiency, ethics, integrity, accountability, and continuous improvement.

 

Independence

autonomy in exercising the duties established by law, impartiality, and objectivity, without interference from other authorities or individuals.

 

Responsibility

an ongoing commitment to considering the economic, social, and environmental impact of the work performed and the decisions made.

 

Flexibility

openness to change, innovative capacity, and agility.

 

Credibility

policies, reforms, communication, and conduct that inspire trust and confidence among the public and the markets through the application of transparency principles.

 

 

Resilience

human resources, internal procedures, and information technologies that are resilient to external shocks and ensure the safe and diligent operation of the institution.

 

 

The NBM's core areas of activity, established for the next five years, reflect the NBM's mission and serve as its core pillars. The strategic objectives are derived from these core areas of activity (the first 5 areas). In addition, the institution’s internal support functions and governance will be strengthened: