« In line with its strategic objectives and despite the health crisis of Covid-19 and the restrictions it brought in 2020, the Group has pursued its efforts aimed at establishing a modern system for the development and retention of its human capital; the vision is to be a reference employer in all its operating markets. »
Chief Executive Officer of Orabank Group
Human Capital Strategic Roadmap
  • Definition of a new road map for the Human Capital
  • 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
  • Deploy auditable information systems and reporting tools by subsidiary
  • 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»
  • 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)