Employee KPI





executive employees



employees with permanent labour contract


6.5 years

of average length of service



employees had an annual interview



top-rated employees are loyal



staff turnover rate



employees took their annual leave



subsidiaries have an OHSC



of absenteeism rate


Social report

Our key social indicators.
Staff and turnover
As at 31 December 2019, the Orabank Group had 2,015 employees, of whom 1,776 were on indeterminate contracts compared to 1,647 in 2018, and 239 on fixed-term contracts compared with 210 in 2018. Among the 2,015 employees, there are 852 persons in “Executive” status compared to 747 in 2018 and 1,163 persons in “Non-Executive” status compared to 1,110. The Group’s workforce thus grew by 8.5% (compared to 2018) compared to 2.54% in 2018 compared to 2017 and 6.28% in 2017 compared to 2016.
Over the whole of 2019, 276 employees were recruited, an increase of approximately 25% compared to last year (221 entries in 2018). Of the 276 entries in 2019, 109 were incorporated into DTAs and 167 were in DDAs.

Social dialog

Social dialog with social partners
Orabank is committed to maintaining an open and constructive social dialog. Staff delegates are in place in all banks and have mandates of 1 to 3 years according to legislation. Overall, the social dialog with the social partners remains cordial and the exchanges are sustained and constructive.
The demands are mainly on salaries (salaries, benefits, staff loans…) and working conditions (space problem in the premises, team organization, internal communication…). In 2019, the mandate of the delegates was renewed in Oragroup and Guinea Conakry, and further office renewals for the staff delegates are planned for 2020.

Working framework

Working environment and remuneration

Social compliance

Orabank is committed to the principles set out in the core conventions of the International Labor Organization (ILO). The Group aims to respect the principles set out in the core conventions of the International Labor Organization (ILO), including the conventions on forced labor, the minimum age at work, the abolition of child labor, discrimination in employment and occupation, equal pay, respect for freedom of association and the right to organize and negotiate.

Compensation Framework

Orabank is committed to being in the first quartile of banks offering the best working and compensation frameworks in our markets. We aim to propose motivating working conditions, development plans, possible progress. Recognizing the importance of the integration phase in the success of employees within the institution, Orabank Group is committed to providing the most effective integration path possible.
Orabank sets up a Human Resources and Compensation Committee in all its subsidiaries. The management culture approach initiated by the group allows the detection and support of our talents within the subsidiaries. We have all succession plans for all CODIRs. Loyalty, especially for core functions, is an indicator of good climate and a source of productivity.
Internal mobility allows the most efficient and equivalent employees to be kept on track. An individualized performance policy based on collective results allows everyone to participate in the company’s results. In line with previous years, in 2019, various human capital management and development tools were implemented. The payroll for 2019 increased by 5.88% to 30,510,893,271 FCFA.
It was 28,816,080,919 FCFA as of 31/12/2018 compared to 23,927,152,050 FCFA in 2017. It should be noted that this payroll does not take account of employer expenses and includes gross salaries, including premiums received by all employees of subsidiaries and branches and holding companies. 100% of staff is eligible for an annual premium based on the performance of each entity and according to the Group’s policy.

Pension benefits

All Group entities contribute to the basic retirement of their employees (100% of staff), in accordance with the social legislation in force in each country. These contributions are made to the Funds or Institutes of Security or Social Security of each country. In addition to this basic retirement, the Group’s entities also subscribe to a supplementary pension for all their staff (100%) under contract.
Contributions for supplementary retirement are made to specialized agencies or insurance companies.

Benefits of financial assistance

In 2019, there were 1,397 staff credits for a total of 9,145 M CFA, with a decrease of 18% compared to 2018. Real estate and equipment credits represent 92.51% of the total. In 2019, the Group financed social works for a cumulative amount of 745 M FCFA (2.44% of the payroll).
Many countries also operate with social funds (or mutual funds) in which each employee contributes so that they can carry out social actions as needed. In addition, there are mutual funds that operate through a periodic staff assessment to finance certain social actions.

SST Policy

Occupational Health and Safety System
The health check-up system (the obligation to validate medical certificates by the company doctor) works well at the level of the different entities of the group. Orabank is committed to providing a model of quality of life at work and balance with personal life. The Orabank Group deploys policies and processes to promote and maintain the health and safety and well-being of employees by limiting and reducing occupational risks in their working environment.
Sports activities (fitness, football, walking, etc.) are offered to promote a better physical condition of employees and to combat fatigue and stress. A physiotherapist offers massages at work. Particular emphasis is placed on the regular holding of CSST meetings and the implementation and follow-up of the recommendations resulting from those meetings.
The awareness-raising activities, the monitoring activities of the Compliance Directorate, the Audit Directorate and the Department of Operational Risk Management at the entity level also make it possible to supplement and make more effective the existing system to ensure the establishment and maintenance of good health and safety conditions for staff.


Health coverage
Occupational Health and Safety Committees (OHSCs) are established in all subsidiaries with the objective of holding quarterly meetings of these committees. All subsidiary PVs are transmitted to the holding company in order to contribute to improving working conditions and to preserving the health of the staff. CSST missions may depend on local regulations but generally include the following:
  • Contribute to the protection of health and safety and to the improvement of working conditions
  • Ensure compliance with legislative and regulatory requirements on occupational health, health and safety
  • Participate in the prevention of occupational risks through awareness-raising actions
  • Analyze the circumstances and causes of work accidents and occupational diseases.

Health costs

Health costs
Health costs are covered at least 80% in the Group. Since 2018, Orabank Côte d’Ivoire has paid 90% of the costs and Guinea and the holding company are 95% (in accordance with the Collective Convention in force in that country) and 100% respectively. The holding company provides 100% support. All health insurance contracts of the group are carried by a broker, with local insurers that serve as a relay in each country.

SST Training

Occupational Health and Safety Training
During the installation of CSSTs, training is organized for members on occupational health and safety. Information and awareness-raising sessions on various aspects of occupational health and safety are also being initiated for staff from different entities.


Health promotion
Under social works, all the entities of the group now have solutions to subsidize meals and/or equipped refectories, including for the lunch of staff. For the most part, the entities have chosen a ticket book solution, worth between 1,500 and 3,000 CFA francs per unit, depending on the country. Each entity partially subsidizes the purchase of these tickets by staff.
100% of countries with meal allowances and/or equipped refectories.


Prevention of stress-related personnel
In addition to the prevention actions initiated by CSSTs and corporate doctors at the entity level, the Group has made available to all staff on its digital campus training modules and educational content for the effective management of activities, teams and client relationships, in order to minimize the various risks inherent in banking activities.


The Group’s absenteeism rate was 3% in 2019 compared to 2.83% in 2018 and 2.11% in 2017. The main reasons for absences in 2019 are maternity leave, grounds for sickness or accidents, and then personal and conventional absences (marriage, birth, death, etc.).
In 2019, there were 8 cases of accidents, 7 of which were traveling and 1 in the workplace (compared to 3 in 2018 and 11 in 2017). As a result of these accidents, the number of days of work stoppage in 2019 is 91 days compared to 152 days in 2018 and 116 days in 2017. There is a decrease in the number of days of absence from these accidents.