Achieving a top ten ranking will require the bank to meet the most stringent commerical, technological, financial and human capital-planning standards.
Regional Banking group with a controlling shareholder block
Operations in CAEMC and WEAMU countries
Growing banking group whose potential makes it attractive
Pool of talented young people
Committed and motivated staff
Strong brand as an employer
Effort to harmonise procedures and policies
Training and tools relating to international standards
High-quality electronic payments system
Strong presence in the construction and civil engineering sector
Existence of an operational risk map
Good understanding of risk in the different countries.
The Orabank group continues to consolidate its place in the banking landscape of West and Central Africa, while bolstering its organisation, updating its procedures and further improving the quality of its banking services. Our main key growth figures demonstrate that our companies’ strategy of closeness, listening, receptiveness and responsiveness to their customers is sound. Opportunities for growth will soon come through the diversification of our offerings of products and services, as well as through organic growth in some countries with potential. The trends towards digital banking offer significant growth opportunities.
At every level, we have set out performance-measurement indicators, for monitoring achievement of our goals. To ensure the proper predictability of our goals, we are paying great attention to managing performance, to bring earnings in line with budgets through prudent administration (adequate provisioning policy).
Securing a 50% increase in our market share and the group ranking in the top five best-performing banks in countries where we operate
Ensuring significant NII growth
Having an operating ratio of below 60%.
A strong strategic ambition
To build a leading banking group that plays a part in financing the sustainable development of an emerging Africa.
The Orabank group is planning to be a civic-minded and responsible economic agent over the coming years, with a view to playing an important role in increasing access to banking and financing in the economies of sub-Saharan Africa. Orabank’s strategic ambition is to build a profitable and efficient group that is a good place to work, and has motivated and well-trained staff who serve customers for whom it strives to find innovative solutions, including those on lower incomes. The aim is to position Orabank as an agile bank in the coming years.
The Orabank group is basing its strategy on four great strategic challenges:
Building an integrated that shares a common vision and values
Investing in strong growth, while keeping expenditures under control
Enhancing risk management
Mobilising sufficient resources at competitive costs and buttressing the group’s financial solidity.
As part of convergence with international standards, new prudential rules were introduced in the WAMU area on 1 January 2018, with gradual implementation to enable total alignment with international standards by 2022. The new supervisory framework rests on the following three pillars:
- Minimum equity-capital requirements, taking account of three risk classes (credit risk, operational risk and market risk)
- The enhanced supervision process
- The establishment of true market discipline
This supervisory framework has introduced major innovations, including:
- Extension of the supervisory framework’s scope to financial companies
- The introduction of new solvency ratios
- The introduction of new capital buffers (capital conservation buffer and countercyclical buffer)
- The incorporation of techniques for alleviating credit risk
- Equity-capital requirements in respect of other risk components (operational risk and market risk)
- The introduction of the leverage ratio
- The incorporation of the supervision process
- The requirement for information to be published on the market
- Reduction in the standard for risk-distribution ratios.
The Orabank group took the appropriate steps to ensure compliance with the regulatory reforms, implementing the following initiatives:
- The upgrading of its information system through the successful implementation of the revised Bank Accounting Plan (PCB), coming into force on 1 January 2018, and the overhaul of supervisory reporting on 30 April 2018
- The reorganisation of the Risk Division, recruiting an Operational Risk Officer and a Market-Risk Officer
- The entry into force of operational risk and market-risk manuals
- Capacity-building for all employees whose work is affected by the reform, by means of the training events running on all sites from 2/10/17 to 5/1/18; likewise, high-level training was carried out in November 2017, targeting all directors at subsidiary and group level.