employees received training within the year

44% in 2021
86% in 2020
80% in 2019


of successful results at graduate banking training

83% in 2021
84% in 2020
85% in 2019


of the payroll is dedicated to training

3,2% in 2021
4.5% in 2020
4% in 2019


matching rate between profiles and positions

90% in 2021
95% in 2020
90% in 2019


welcome trainees in internship

989 in 2021
652 in 2020
1,073 in 2021


Career Management
Aware of the challenges facing banks in an increasingly competitive and risky environment, the Orabank Group places particular emphasis on developing and strengthening its human capital. Thanks to the implementation of the training actions initiated by the holding and by the subsidiaries, 1,003 employees were trained in 2021 compared to 756 in 2020, an average rate of 44.32% of the total number of trained persons.
Orabank is committed to developing the employability of employees through a continuous process of skills acquisition. The total amount of training expenditure in 2021 (including expenses related to the digital campus) is FCFA 964 597 555 against FCFA 445 075 451 in 2020, i.e. a consumption rate of 79.77% of the 2021 training budget. The 2021 budget was 1 209 173 535 FCFA against 1 589 415 095 FCFA in 20 20. For the 2021 account, the training budget thus represented 3.23% of the payroll against a target of 5% set by the Group. Training expenditure accounted for 2.58% of the total wage bill as at 31/12/2021, compared to 1.39% in 2020. Training expenses include not only training initiated and deployed by the Group on all or part of the entities, but also training directly managed by each entity for its staff. The selected training programs must meet individual and collective needs while remaining in line with the Group’s strategy and customer expectations. The Group is committed to reviewing training plans, streamlining associated budgets and aligning with the needs of its development strategy implementation.
Graduate training courses are made available to all staff of subsidiaries. The majority of the requirements covered are operational or technical training, but they are increasingly moving towards cross-cutting areas: management and leadership, risk management and culture, regulatory, legal and governance and CSR-related developments or personal development issues.

Training programs

Development Programs and Strategic Partnerships

Talent Programs

In 2018, the new Talents program format was launched to develop and maintain a powerful pool of competent, capable senior managers in DG & DGA branch/branch positions and functional positions in Holding. 11 people from 9 subsidiaries of the group have joined this program, which aims to develop and maintain a powerful pool of competent senior managers, able to access in the short or medium term, the positions of DG & DGA subsidiaries/branches and functional positions at the Holding.
In 2018, several training sessions were held in Lomé with ESSEC Paris and Paris. The new format continued in 2019, with a last training session with ESSEC Paris (partner school in this program) and the implementation of the components “Transversal development / situational and practical demonstrations” and “coaching (provided by the N+1)”. In 2020, the “Coaching” component of this program continued, as well as the definition of the practical implementation of the “Mentoring”.
A “Young Manager Development Program” was also designed in 2020 to support young managers in the transition from their technical role to their new role as team supervisors. This program was attended by 18 young managers from the different entities of the Group. This This important program is now part of the Group’s “Talents” programs. The “young managers” program is intended for the N-1 members of CODIR. It comprises several phases: an immersion phase at the holding, a series of training sessions with an external provider and a mentoring phase. For 2021, the first two phases were implemented. The final phase will be implemented in 2022.

Major Schools Programs and internship policy

The Orabank Group has set up a program for the High Schools (partnerships with the African Center for Higher Studies in Management, the Catholic University of Central Africa, the African Business Club in particular). This program aims to improve the employability of high-potential graduates while providing a pool of young talent to meet the human capital needs of subsidiaries. These partnerships are reflected, among other things, in school actions. The school actions consist in organizing an event in partnership with a reference school to raise awareness of the group, its products and services, to raise awareness of the bank’s positions among students and young graduates, as well as the group’s human resources needs and to present the mechanism set up by the Group to promote the professional integration of young graduates. In 2019, the Group sponsored the CESAG Master’s Finance Career Day. The school action planned in 2020 with UCAC was finally postponed to 2021 due to the health crisis of Covid19.
As part of the implementation of its partnerships with these schools, the Group has set up a specific internship policy, in order to welcome the best students from partner schools to its entities for internships. After 2020, when there was a significant drop in the number of interns due to the Covid crisis19 , the Group’s entities hired a total of 989 interns in 2021, including professional and pre-employment interns. It should be recalled that the number of trainees had fallen to 750 in 2020 from 1,073 in 2019.

Digital campus project (digital-learning)

In 2019, the Group deployed its digital campus. More specifically, launched in July 2019 and accessible to all Group staff, this platform offers more than thirty training modules and educational content including:
  • a customized module on corporate culture (Orabank brand platform): available since 2019
  • a customized module on combating money laundering and terrorist financing: available since 2019
  • a customized CSR training course: implemented in 2020
  • a customized training course on operational risk management: implemented in 2020
  • a « Sales Academy »: implemented in 2020
  • a « Learning Channel » on Women’s Leadership: implemented in 2020
  • a customized training course on the management of the Compliance function within the Orabank Group: implemented in 2021
Also available on this digital campus are various general educational content related to leadership, time management, performance management, goal setting, team motivation, etc. This digital campus is a powerful tool that aims to empower each employee in the development and strengthening of their capabilities. The expenditure related to the digital campus was FCFA 78,392,000 in 2021 compared to FCFA 93,152,000 in 2020. To improve the use of the digital campus and its contribution to staff development, a marketing and communication plan to promote the available content has been developed in 2021 and its deployment is planned for the course of 2022.

Other training programs deployed

  • Training on the function « ALM » for Group Auditors
  • Training on the « Correspondent Banking & Trading » for Group Auditors
  • Training on the « Sales » function for Group Auditors
  • Training on IFRS and its impact on our business for the Group’s sales teams
  • Training on the theme « Credit activity and consumption of own funds » for the Group’s sales teams
  • Training on the Business Continuity Plan in a bank for the Operational Risk Managers of subsidiaries and staff of the Risk Directorate of Orabank Côte d’Ivoire
  • Training on the theme: « The effective implementation of credit guarantees » for Credit Managers and Officers
  • Training on the theme « The Board of Directors in Crisis Prevention and Management », for Board Directors and Executives of subsidiaries and holding companies
  • LAB/FT compliance training: for members of CODIR and Group Administrators
  • Training on reorganization and liquidation: Training for Risk Managers and Group Recovery Managers
  • A series of training courses for the Permanent Controllers of Group entities (on the control of treasury activities; the control of the activities of the DCH; on the generalities of FODEP; on banking operations)


Performance and Career Review
Alongside the human capital development framework, the Orabank Group is committed to progressively implementing an updated performance management system; a system that ensures that everyone receives a fair assessment of their contribution and that they receive a fair return. The performance management system should also contribute to the identification of capacity-building needs and career management. That is why the Group has set up the calibration sessions and the Career Committees that are held following the annual evaluations in order to gather managers, recommendations relating to the aspirations of employees to take them into account in the proposals for evolution, promotion within the entities or throughout the Group.
Instead of individual career plans, the Group has made the option to give everyone the chance to be the main player in the development of their career. Thus, with the mapping of positions resulting from the (weighting) rating of positions, carried out in 2016 and regularly updated, each employee has a visibility on the possible evolutions (positions located above his current position) in his trade and in the other trades. Through specific training programs, the digital campus, Talents programs, recruitment and internal mobility, the Group provides each employee with the tools necessary to develop and access the desired positions over the years.