WORKFORCE

Employee KPI

2,263

employees

2 263 in 2021
2,092 in 2020
2,015 in 2019
+8%

47%

executive employees

47% in 2021
46% in 2020
42% in 2019
+12%

91%

employees with permanent labour contract

91% in 2021
94% in 2020
88% in 2019
+5%

8.2 years

of average length of service

8,2 ans in 2021
6 years in 2020
6.5 years in 2019
+37%

96%

employees had an annual interview

96% in 2021
100% in 2020
100% in 2019
-4%

96%

top-rated employees are loyal

96% in 2021
94.5% in 2020
95% in 2019
=

11%

staff turnover rate

11% in 2021
7% in 2020
11% in 2019
+57%

68%

employees took their annual leave

68% in 2021
91% in 2020
100% in 2019
-25%

100%

subsidiaries have an OHSC

100% in 2021
100% in 2020
100% in 2019
=

3.2%

of absenteeism rate

3,2% in 2021
2.45% in 2020
3% in 2019
+29%

Social report

Our key social indicators.
Publications
Staff and turnover
As of 31 December 2021, the Orabank Group has 2,263 employees, including 2,063 on permanent contracts, compared to 1,959 in 2020 and 200 on fixed-term contracts, compared to 133 in 2019, which translates several passages from CDD to CDI. Among the 2,263 employees in 2021, there are 1,070 ‘managers’ compared to 955 in 2020 and 1,193 employees in ‘non-managers’ status compared to 1,137 in 2020. The number of managers has therefore increased by 12% compared to 2020.
In 2021 as a whole, 316 employees were recruited compared to 186 in 2020, an increase of 70% in recruitment compared to the previous year. This increase in recruitment is to be attributed to the development of the business and the network of agencies. Of the 316 entries, 143 employees received a permanent contract and 173 received a fixed-term contract.

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. At the Group level, we have a total of 98 staff representatives, including 21 women. 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…).

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.
A Human Resources and Remuneration Committee (one of the specialized committees of the Board of Directors) is established in all the entities of the Group, to address major issues related to human capital management. A succession plan for CODIR is also in place in the various entities to ensure effective forecasting of key positions, including CODIR positions. In 2021, and despite the impact of the Covid-19 health crisis, the Group continued the process of implementing human capital management and development tools at each of its entities.

Compensation Framework

Orabank is committed to being in the first quartile of banks offering the best working and remuneration frameworks in its presence markets. Within this framework, the Group continues its efforts to progressively improve internal equity and external competitiveness in staff compensation. The compensation system in place not only promotes collective performance but also rewards individual efforts.
The annual salary bill provides a numerical account of the actual implementation of the Group’s remuneration policy. In 2021, the wage bill increased by 11.67% to 37,430,299,751 FCFA.
It was 33,517,815,142 CFA francs in 2020, compared to 31,529,719,079 CFA francs in 2019. It should be noted that this wage bill does not take into account employer costs. We limited ourselves to gross salaries including bonuses received by all employees of subsidiaries and branches and the holding company.

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 2021, there were 1,658 credits granted to staff for a total amount of FCFA 16,869,336,796. This amount was 1,780 credits for a total amount of FCFA 12,922,079,585 in 2020 and FCFA 9,145,343,162 for 1,397 credits in 2019. The amount of credits granted therefore increased by 31% of the FCFA 16,869,336,796 loans in 2021, loans for house purchases (FCFA 7,067,214,038) and equipment loans (FCFA 8,666,687,945) together account for 73%.
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.

Social benefits

Social benefits
As in previous years, 2021 saw the Group invest in social works, despite the context of the health crisis that continued to plague. Social actions shall be carried out taking into account the contractual obligations and the policy in force within each entity. For example, for these works, all the Group’s entities still have solutions for subsidizing meals and/or equipped canteens, especially for staff lunches. For the most part, the entities have chosen a tickbook solution, which varies in value from CFA 1,500 to CFA 3,000 per unit, depending on the country. Each entity partially subsidizes the purchase of these tickets by staff.
For the year 2021, the Group financed compulsory and conventional social works amounting to FCFA 106 383 707 against FCFA 116 966 087 in 2020 and FCFA 129,464,629 in 2019. These compulsory social works mainly concern endowments for family events (marriages, deaths …), medals for work and certain related bonuses Non-compulsory social works cost a total of FCFA 655,425,314 in 2021 compared to FCFA 422,268,158 in 2020 and FCFA 615,794,721 in 2019. These works relate in particular to the end of year celebrations, staff celebrations, gifts to the children of the staff, the day of 8 March, the restoration grant. In 2021, the Group financed social works for a cumulative amount of FCFA 761,809,021 (2.04% of the wage bill).

SST Policy

Occupational Health and Safety System
The health monitoring system in place (with mandatory validation of 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 Group implements policies and processes to promote and maintain the health, safety and well-being of employees by limiting and reducing occupational risks in the work environment.
Occupational Health and Safety Committees (OHSCs) are established in all subsidiaries with the objective of holding meetings of these committees once a quarter. All minutes of meeting of the subsidiaries are transmitted to the holding company in order to contribute to the improvement of working conditions and the preservation of the health of the staff. OHSCs’ missions sometimes 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.
The Group supports the work of the Occupational Health and Safety Committees (OHSCs) in each of its entities and adapts the working environment to the physical and psychological needs of its employees. Sports or relaxation activities (fitness, football, walking, massage sessions, etc.) are offered in all or part of the entities, to promote a better physical fitness of the employees and combat fatigue and stress. Particular emphasis is placed on the regular holding of OHSCs meetings and the implementation and follow-up of recommendations.
The awareness-raising activities and monitoring activities of the Compliance Directorate, the Audit Directorate and the Department for Operational Risk Management at the entity level also make it possible to supplement and make more effective the system in place to ensure that the health and safety conditions of staff are established and maintained. With the worldwide Covid19 health crisis, the CSST at Group level recommended in 2020 a series of measures to limit the risks of contamination. In 2021, the Committee met again to recommend the Group’s official position on Covid vaccination.19 The Group urged its employees to be vaccinated to avoid developing severe forms of the disease in the event of infection.

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 costs

Health costs
Health costs are covered at least 80% in the Group. Since 2018, Orabank Côte d’ivoire has borne 90% of the costs. The Guinean subsidiary and the holding company are respectively 95% (in accordance with the Collective Agreement in force in that country) and 100%. In general, all the Group’s health insurance contracts are borne by one and the same broker, with local insurers acting as a relay in each country.
For 2021, the amount of health costs incurred is FCFA 1,974,258,977 for the Group as a whole, compared to FCFA 1,656,704,674 in 2020, an increase of 19% in health costs. In 2019, this expenditure amounted to 1,509,240,570 CFA francs. There is therefore a steady increase in these expenses, with a significant increase in 2021, due not only to the change in staff numbers and the family situation of staff over the years (marriages, births at home) but also due to the context of the Covid health crisis19.

Prevention

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.

Absenteeism

Diseases
The Group’s absenteeism rate at the end of December 2021 is 3.17%, compared to 2.45% in 2020 and 3% in 2019. This rate has increased, which is explained in particular by the medical rest following Covid19 positive cases in 2021. As of 31/12/2021, the Group recorded a total of 410 employees who tested positive for Covid19. More generally, it should be noted that the main reasons for absences recorded in 2021 are reasons of illness or accidents, maternity leave and then personal reasons and authorized conventional absences (marriage, birth, death, etc.).
In 2021, 3 accidents were reported, including 2 commuting accidents and 1 accident in the workplace (1 case in Togo and 2 cases in Chad). As a reminder, there were 4 accidents in the workplace in 2020, but there was a significant decrease in the number of days off work following these accidents. Indeed, the number of days off work in 2021 was 8 days compared to 366 days in 2020.