As a top-level economic agent, Orabank is aware of its share of the responsibility for current and future challenges. We are committed to an approach to social responsibility that enables us to play a role in the sustainable economic development of the countries where we operate, while ensuring Orabank’s overall performance.
In everyone’s best interests
We take on board the interests of our key stakeholders and, at the same time, adopt a pragmatic approach to our business. The quality of the service that the Orabank group offers its customers depends on the women and men whom it employs, the commitment of the suppliers with which it works and, lastly, confidence in the offering of products and services made available to its customers, investors or other beneficiaries.
Our stakeholder map
Orabank’s business ecosystem includes a number of economic agents that contribute directly or indirectly to the company’s overall performance.
Our stakeholders’ expectations
Listening to our stakeholders
For years, the group has been nurturing relationships with its ecosystem of stakeholders. The experience of that dialogue makes it possible, in particular, to better identify challenges, and social, environmental or economic risk. Continued observation of the changing expectations, needs and constraints of civil society actually fosters better mutual understanding. The benefits derived from this are better risk and conflict prevention; adaptation of the group’s guidelines to a world that is evolving, in social, technological and institutional terms; and the development of value-creation opportunities in these areas.
Our business depends on a supply chain that reflects our values. We have identified 86 suppliers, 46 of which are African. Of those 86 suppliers, six are for Risk, seven for Human Capital, 14 for Information Services (10 of which are foreign), 18 for Communication (14 of which are foreign, excluding Togo), 17 for Finance and Administration, 18 for property-related matters (branches, brokers, etc.), five for Digital Banking (four foreign) and one for Audit. On average, we pay within 15 business days, with an upper range of 24 days.
Identification and prioritisation of challenges
In May 2017, Orabank produced a materiality analysis with the aid of an outside firm specialising in such studies. To draw up the map of CSR issues, the group followed the Global Reporting Initiative (GRI) guidelines. A seminar was held for the Communication Directors from all 12 countries as part of a forecasting project. The CEO set out the key development challenges that the group faces
Consultation of stakeholders
stakeholders invited to give their views
Orabank asked 2,300 key stakeholders – internal or external partners – to answer an on-line questionnaire. That enquiry shed some light on the company’s strategic focus. The stakeholders expressed their views on the 25 most relevant issues. The materiality matrix gives an insight into stakeholders’ key expectations and the issues on which strategy should be based. A survey of stakeholders highlighted that 45% of them consider the Orabank group’s level of social responsibility “pioneering” or “committed”.
Consultation of stakeholders
Orabank asked 2,300 key stakeholders – internal or external partners – to answer an on-line questionnaire. That enquiry shed some light on the company’s strategic focus. The stakeholders expressed their views on the 25 most relevant issues. The materiality matrix gives an insight into stakeholders’ key expectations and the issues on which strategy should be based.