“In 2017, we completed a number of projects included in the Human-Resources Division’s roadmap. Those projects are in line with our strategic focus on human capital, set out in the group’s comprehensive strategy and in the new ‘2018 vision’, to enable the speeding-up of projects of great benefit to the group and to all of our staff.”

Alfred MENOUGNA, Human-Capital Director Tweet
employees recruited in 2017
1 %
managerial level employees
interns trained
1 %
of countries have an OHSC

Indicators as at 31/12/2017

Compliance with employment law and conventions

The group has set itself the target of respecting the principles laid down by the key International Labour Organisation (ILO) conventions, not least the Forced Labour Convention, the Minimum Age Conventions, the Worst Forms of Child Labour Convention, the Discrimination (Employment and Occupation) Convention, the Equal Remuneration Convention, the Freedom of Association and Protection of the Right to Organise Convention, and the Right to Organise and Collective Bargaining Convention.

Our commitments to our human capital

  • To respect employment law
  • To ensure a healthy working environment suitable for developing professional skills, and professional and personal fulfilment
  • To take any appropriate steps in relation to employees’ benefits and their safety in the workplace
  • To strive to protect employees’ work/life balance
  • To create a constructive working environment that enables the maintenance of cordial relations
Permanent employees
2017 91%
2016 87%
2016 85%
average length of service

Human capital strategic roadmap


Definition-out of a new roadmap for the Human Capital Division


Consolidation of Human Capital’s management and organisational structure


  • Competency dictionary for talent and internal mobility management
  • Digital training on banking ethics


  • Changes to the performance-appraisal system
  • Creation of the Orabank academy

2017 highlights

Overall, the major event in 2017 was the consolidation of Human Capital’s management and organisational structure:


  • Completion of group- and subsidiary-level job-mapping
  • Performance management
  • Performance-based pay system
  • Completion of project to set out values
  • Move to unified payroll program for the whole group, using the Sage X3 solution, which enables online leave management
  • Continuation of training programmes at country and at group level
  • Clarification of a succession plan for all executive positions
  • Approval of the Equal Opportunities Charter
  • Setting-up of the Talent and Careers Review Committee
  • In February 2017, for the first time, a Board of Directors meeting specially dedicated to human capital was held in Cotonou, Benin. The human-capital strategy was reviewed for signing-off of its priorities.
  • There were five people managing human capital for the holding company, plus one manager and one assistant per country. There are a total of 29 human-capital managers in the group.

Working conditions and remuneration

Strategic goal

Orabank is committed to being in the top 25% of banks in our markets in terms of which offer the best working environment and remuneration.

Recruitment and retention

We aim to offer attractive working conditions, development plans and possible progression. Aware of the importance of the onboarding period for employees’ success within the institution, the Orabank group is committed to offering the most effective route possible towards integration.

Performance management

In 2017, performance management was enhanced by the establishment of two fundamental processes: calibration meetings and performance-improvement plans.

Identifying and developing talent within the group

The approach to management culture adopted by the group makes it possible to identify and support talented individuals within the subsidiaries. Staff identified on the basis of clear and objective criteria will be offered training more specific to their needs, and internal mobility proposals. In 2017, the Talent and Careers Review Committee was set up and career plans were put in place. The first test reviews were conducted on the members of the subsidiary and branch executive committees. As at 31/12/2017, we have succession plans in place for all executive-committee members (subsidiary and branch).


Encouraging internal mobility

Internal mobility makes it possible to retain the best-performing staff; where skills are identical, internal candidates must be prioritised. Where a post is vacant, the internal search for candidates will be prioritised.

In 2016, the first Talent-HEC programme was launched, in partnership with the business school HEC Paris. It has been given a new format for 2018.


Orabank is setting up a Human Resources Committee and a Remuneration Committee in each of its subsidiaries.

Following a 360° evaluation and annual appraisals, 16 people have been selected from the executive committees.

Our interns policy is intended to ensure that their work is high quality and checked by someone more senior.

Quality of working life and work/life balance

Strategic goal

Orabank is committed to offering a .quality of working life and work/life balance model.

Company-union dialogue

There are staff delegates in every one of the banks, serving terms of one to three years, depending on local legislation. On the whole, company-union dialogue remains cordial, and conducted through sustained and constructive exchanges. Demands relate essentially to remuneration (wages, benefits, staff loans, etc.) and working conditions (space issues on premises, team organisation, etc.).

Employees’ health and well-being

The Orabank group is rolling out policies and processes that encourage staff to be and stay fit, and protect their safety and well-being, by limiting and reducing occupational risk in their working environment. Orabank covers 80% of health-care costs for all the banks, and 95% in Guinea, in accordance with the collective bargaining agreement. Our high staff-retention level, especially for core functions, shows that we have a good working environment, and boosts productivity.

Maintaining an absenteeism rate < 3.5%

The group absenteeism rate remains stable and we have not noticed any particular deterioration; we work with company doctors to carry out checks, which seems to have been showing good results over a sustained period. The main reasons for absence are illness, personal matters and the conventional authorised absences (marriage, birth, bereavement, etc.).

Fringe benefits

Staff enjoy preferential loan rates. In 2017, we 1,189 loans, all told, totalling CFA F7,302,291,099.

2.11 %

Occupational health and safety committees (OHSCs)

flag bénin

Since 2011, the OHSC has been working on four programmes: hiring a sports teacher, violence in the workplace, a fire-response plan and vaccine coverage.

Flag togo

In 2016, the OHSC worked on improving working conditions by expanding head office and all the renovations essential for reorganising offices.


The OHSC’s programmes are based on steps to improve working condition and workspaces (refurbishment of the toilets, the canteen, etc.), and on care by a company doctor.


In Burkina Faso, in 2016, an application was made to the national occupational health authority to create its in-house OHSC.