Materiality and stakeholders

The Orabank Group wishes to invest to meeting the expectations of its stakeholders. So, we did a materiality survey in 2017 which allowed us to draw our materiality matrix and then shape our CSR strategy.


The Orabank Group’s commitment is to develop a relationship of trust, both harmonious and lasting, with the various partners with whom we are led to work in the framework of our activities. We wish to provide replies that are adapted to their expectations.
Ndèye Bineta Delphine NDIAYE
Director of Communication


In May 2017, Orabank conducted a materiality analysis with the support of the MATERIALITY-Reporting firm specialized in these studies. In order to map CSR issues, the Group followed GRI standards and international and sectoral benchmarks. A seminar brought together the communications directors of the 12 countries in the framework of a prospective work. The General Management has spoken on the key issues for the development of the Group. This multi-step issue study helped to draw the materiality matrix from which we built our strategic CSR plan.


Our Materiality Matrix


Identification and criticality of our stakeholders
We have carried out an important work in line with principle 1 of the ISO 26000 standard. The stakeholder engagement methodology is based on GRI standards. A literature review with an international and sectoral benchmark, followed by a study of the modes of dialog, enabled the segmentation of stakeholders into homogenous groups and subgroups. This stakeholder mapping was presented to the Steering Committee of the Communication Department of the countries where the company is located. A collaborative exercise was conducted to identify and validate the criticality of stakeholders.


Cartography of our stakeholders


Identification of significant themes
In order to identify the relevant themes, an analysis of the sector’s issues at the African and international levels was carried out on the basis of the most recognized benchmarks. 150 significant topics were considered and this list was reduced to 50 important issues for the banking sector. The steering committee then prioritized and identified 25 important issues for the Orabank Group.

Expectations Study

Stakeholder consultation
Orabank invited 2,300 key stakeholders, internal and external partners to respond to an online consultation. This survey shed light on strategic societal directions. Stakeholders spoke on the 25 most relevant issues. The materiality matrix provides an understanding of key stakeholder expectations and the issues on which the strategy is based.


Definition of CSR Strategic Plan
This prioritization of issues allowed us to determine our new vision in 4 strategic directions and 11 CSR commitments.


Listening to our stakeholders
As a leading economic player, Orabank is aware of its share of responsibility for current and emerging issues. We are committed to a corporate responsibility approach that enables us to participate in the sustainable economic development of the countries in which we are established, while ensuring Orabank’s overall performance.
We integrate the interests of our key stakeholders while having a pragmatic approach to our business. The quality of the service provided by Orabank Group to its customers depends on the men and women it employs, the commitment of the suppliers and partners with which it collaborates, and finally the confidence in the offer of products and services offered to its customers, investors or other beneficiaries.


Notre plan d’implication des parties prenantes


Approach to our involvement
The Group has maintained relationships with its stakeholder ecosystem for many years. The experience of this dialog allows for a better identification of social, environmental or economic issues and risks. The continuous observation of the changing expectations, needs and constraints of civil society promotes a better mutual understanding.
The benefits of this are better prevention of risks and conflicts and adaptation of the Group’s orientations to world, sociological, technological or institutional developments and the development of opportunities for value creation on these topics.