Attractive and motivating working conditions

"In line with the human capital strategy defined in the Group's overall strategy and the new 2018 vision enabling the acceleration of high value-added projects for the Group and for all employees, the year 2018 was marked by organizational changes and the implementation of various tools for developing our human capital."

Alfred MENOUGNA, Human-Capital Director​ Tweet
1
Employees
1 %
Rotation
1 %
Managerial level employees
1 ans
Average length of service
80 %
Permanent employees
80 %
Employees who had an annual interview
2
Absenteeism
80 %
Employees having taken their annual leave
80 %
Of countries have an OHSC
80 %
Employees retained among the top rated

Human capital strategic roadmap

2016

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

2017

  • Consolidation of Human Capital’s management and organisational structure

  • Mapping of posts Performance-based
  • Compensation System Payroll software (Sage X3)
  • Succession plan for all management positions
  • Charter of professional equality
  • Creation of a talent and career review committee.

2018

  • Competency dictionary for talent and internal mobility management

  • Implementation of various tools in terms of HR development and management of talents and careers

  • Organizational changes
    Digital training on banking ethics

2019

  • Changes to the performance-appraisal system
  • Establishment of an E-learning platform for the Group

  • Creation of the Orabank academy

 
Compliance with employment law and conventions

Orabank s’engage à respecter les principes établis par les conventions fondamentales de l’Organisation Internationale du Travail (OIT).

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.

Working conditions and remuneration

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.

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. The approach to management culture adopted by the group makes it possible to identify and support talented individuals within the subsidiaries. 

we have succession plans in place for all executive-committee members (subsidiary and branch).

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 2018 Orabank implemented salary grids and a bonus policy taking into account individual and collective performance.

Orabank is setting up a Human Resources Committee and a Remuneration Committee in each of its subsidiaries.
In 2018, an evaluation of the new positions was carried out in the JEM (Job Evaluation Manager) database as well as a reassessment of certain positions in the context of the Group’s evolution.
Retention, especially for central functions, is an indicator of good climate and a source of productivity.

 

The wage bill rose by 20.4% to 29,006,705,832 FCFA at 31/12/2018.
Quality of working life and work/life balance​

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

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.). In 2018, the mandate of the delegates was renewed in Orabank Mali. Most other entities will do so in 2019.

Staff enjoy preferential loan rates.

Wellbeing at the workplace

Orabank is committed to providing fulfilling working conditions

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. Our high staff-retention level, especially for core functions, shows that we have a good working environment, and boosts productivity.

Sports activities (fitness, football, walking, etc.) are proposed to promote a better physical form of employees and fight against fatigue and stress. In addition, a physiotherapist offers massages at the workplace. The absenteeism rate of the group remains stable.

Occupational Health and Safety Committees (CSST) are established in all subsidiaries with the objective of holding meetings of these committees once a quarter. All VPs of subsidiaries will be sent to the holding company for follow-up actions.
100% of countries have meal allowance solutions and/or equipped mess rooms available to staff. The majority of entities have opted for a restaurant voucher solution and are partially subsidizing the purchase of these vouchers by staff.
Health expenses are covered at least 80% in the Group. Orabank Côte d’Ivoire covers 90% of the costs and Guinea and the holding are respectively 95% (in accordance with the Collective Agreement in force in this country) and 100%.

 

In 2018, the Group financed social services for a cumulative amount of CFAF 824 456 957 (or 2.84% of payroll). Many countries also operate with social funds (or shared funds) in which each employee contributes in order to carry out social actions according to needs.