The Board of Directors

Strategic goal

Orabank is committed to reforming the group’s governance to ensure the creation of more synergies, better performance management, regulatory compliance and the achievement of sustainable development commitments.

Corporate governance is at the heart of corporate responsibility and overall performance. The Orabank group’s governance system ensures the separation of powers and guarantees that the shareholders play an effective role in safeguarding the independence of the decisions of the Board of Directors. On the basis of legislation and standards requiring the utmost transparency, our Board of Directors upholds, through the governance principles and systems that it has put in place, the interests of the stakeholders. The Board of Directors sets out the strategic guidelines for the group’s operations and oversees their implementation by the executives. This overarching task is set out in those terms by the Governance Charter of our banking group.

Board meeting attendance
2018 100%
2017 100%
2016 100%
2015 100%
2014 100%

Make-up of the Board of Directors

Board of Directors observers

  • Benoit LAGENTE, Representative of PROPARCO

  • Amissa KEIL, Representative of DEG, (Deutsche Investitions und Entwicklungsgesellschaft mbH)

  • Laetitia COUNYE, Representative of BIO, (Belgian Investment Company for Developing Countries SA/NV)

Workings of the Board of Directors

The Board of Directors is governed by the Rules of Procedure. It takes up, within the limitations of the objects of the company, any issue pertinent to the smooth running of the group and makes decisions on matters of concern, subject to the powers expressly conferred in law on the General Meeting and CEO.

Committees of the Board of Directors

Without prejudice to the legislation and regulations in force, the group has set up specialised committees responsible for helping the company’s Board of Directors with the specific issues dealt with in the shareholders’ agreement about the company.

  • Investment and Strategy Committee
  • Audit and Compliance Committee
  • Human-Resources and Remuneration Committee

Other committees cover compliance and ethical issues.

  • Risk Committee
    Ethics and Good
  • Corporate Governance Committee

Directors’ ethical values

Directors must act with complete integrity in relation to the company. They must demonstrate courage, transparency, probity and good judgement. They must, at all times, behave in a manner commensurate with their role. They must make themselves available and play an active role in performing the tasks and duties entrusted to them. An Ethics and Good Governance Committee has been set up, which tackles and deals with subjects relating to ethics, professional conduct and governance. It is one of the most active committees of the Orabank group’s Board of Directors, adopting the Governance Charter in 2015, applicable to all group employees and executives, along with the Rules of Procedure of the Board of Directors.

The Orabank group’s organisation chart

Evaluation of the workings of the Board of Directors

Every year, the Board of Directors evaluates its workings, with a view to setting out governance measures, to pinpoint the directors’ skills and experience, and to identify their training needs. In 2015, the directors conducted a self-assessment led by the Board’s Ethics and Good Corporate Governance Committee. Since 2017, this has been combined with an evaluation carried out by an outside firm. In parallel, targeted training on good governance standards and issues is organised. Furthermore, a significant aspect of the system for evaluating our directors concerns ethics and professional conduct issues.


The CEO is Binta Touré Ndoye

Targets set in the 2016-2018 three-year strategy

In the context of an in-house analysis of areas of strength and areas for improvement in Orabank’s governance, measures have been adopted and implemented:
1. Produce a clear, transparent and effective organisation chart, showing the holding company and subsidiaries
2. Formalise the various group procedures
3. Make the holding company more organised, by creating or bolstering key functions for supporting the subsidiaries
4. Set up executive committees
5. Reform the credit-approval process by making decisions more collegiate
6. Adapt the system for delegating powers
7. Achieve regulatory compliance ahead of time and come into line with Basel II and III from 2017.

Medium-term strategic vision (ORASMART 2016-2018)

The next stage in Oragroup’s ongoing external growth operations consists of consolidating all the group’s companies and making them profitable. This goal, in tandem with the challenges that the Orabank group faces in the countries where it operates, has led Oragroup to set out a medium-term strategic vision (ORASMART 2016-2018), which consists of building a leading banking group that plays a part in financing Africa’s sustainable development.
Its core mission will be to provide our customers with bespoke banking products and financial services that meet the highest international standards and enable them to bring their projects to fruition under the best possible conditions. To realise these strategic goals, 47 projects have been identified, divided into three implementation waves. At this stage, we know the overall progress of 57% of the whole ORASMART programme, taking all waves together. To date, the Wave 1 projects are 78% complete. March 2018 marks the launch of Wave 2, which will be customer-focused. Several projects from that wave are being carried out in parallel with the Wave 1 projects and they work out at 53% complete. The launch of Wave 3 is slated for July 2018.

This strategic vision breaks down into the following five headings, with well-defined goals:

  • Human capital heading: The goal is to be an attractive group that retains the best talent and is recognised as being in the top 25% of banks in our markets for offering the best working conditions and remuneration.
  • Commercial heading: The goal is a 50% increase in market share, and at least a 5% increase in bank capital and employees over five years.
  • Efficiency heading: The goal is to have an operating ratio of below 60% and to being one of the five best-performing banks in every country where it operates.
  • Financial heading: The target is a solvency ratio greater than 12%, an ROE in excess of 20%, and ROA of more than 2% per subsidiary and an ROE of over 15% for the holding company.
  • Governance and compliance heading: The goal is to reform the group’s governance to ensure the creation of more synergies, better performance management, regulatory compliance and the achievement of sustainable development commitments.