« In line with the actions undertaken in previous years, the Group’s 2021-2025 strategic plan includes a human capital component. The main purpose of this area is to develop and retain human capital. For 2021, the implementation of this strategic plan has resulted in a series of projects aimed at modernizing the Group’s human capital management and achieving the objective of making Orabank an employer of reference in all its markets. »
Chief Executive Officer of Orabank Group

Human Capital Strategic Roadmap

Human Capital Strategic Roadmap
  • Consolidating the management of Human Capital and its organizational structure
  • Finalization of job mapping
  • Performance-based compensation system
  • Pay Software (Sage X3)
  • Succession plan for all management positions
  • Charter of professional equality
  • Establishment of a talent and career review committee
  • Continue strengthening of control system
  • Operationalize management manuals
  • Comply with Basel 2 and 3
  • Reduce the overall portfolio degradation rate to less than 12% in 2018
  • Inculcate Culture Compliance
  • Inculcating the Risk Culture
  • Develop the culture of control and self-control
  • Improve portfolio quality
  • Ensure enhanced legal protection of the bank
  • Evolution of the organizational structure of the holding and subsidiaries
  • Updating of the Charter of the Human Resources and Compensation Committee
  • Design and implementation of new training modules and a “Sales Academy” on the Group’s digital campus
  • Design and validation of a program for the development of young managers (program for the N-1 members of the entities’CODIR)
  • Implementation of a first round of assessments for candidates for various positions (for recruitment processes)
  • Training of Directors and Leaders on the theme « The Board in Crisis Prevention and Management »
  • Deployment of new modules on the digital campus
  • The preparation and launch of a satisfaction and engagement survey with employees throughout the Group
  • The deployment of the young managers’ development program
  • The participation of subsidiaries/branches in Senegal, Burkina Faso, Gabon, Guinea and Côte d’Ivoire in compensation surveys
  • Improving the conditions of loans to staff
  • Updating the Group’s human resources policies and procedures manual
  • The deployment of new modules and educational content at the digital campus level
  • Conduct of a staff engagement survey on all Group entities
  • Finalization of the Group’s job and skills repository
  • Deployment of the “Performance Management module” of our SAGE HRIS
  • The deployment of the young managers development program
  • The conduct of salary surveys and salary reviews at the level of certain entities of the Group (Senegal, Burkina Faso, Côte d’Ivoire, Benin, Togo in particular)