Case study: How Orabank Group promotes a culture of responsible banking among its employees

Stakeholder identification and consultation

Please describe which stakeholders (or groups/ types of stakeholders) you have identified, consulted, engaged, collaborated or partnered with for the purpose of implementing the Principles and improving your bank’s impacts. This should include a high-level overview of how your bank has identified relevant stakeholders, what issues were addressed/results achieved and how they fed into the action planning process.

In line with its commitment to corporate social responsibility, Orabank Group has conducted a thorough process to identify and map its stakeholders, in accordance with Principle #1 of the ISO 26000 standard. Orabank Group’s approach is grounded in GRI standards, ensuring a rigorous and standardized methodology. The process started with a review of relevant documents and a benchmarking of international and sector-specific practices, followed by an assessment of how Orabank Group engages with its stakeholders. This enabled Orabank Group to categorize its stakeholders into homogeneous groups and sub-groups, allowing for a deeper understanding of their expectations and priorities.

After completing the stakeholder mapping, the results were presented to the Steering Committee, composed of the Communications Departments from the countries where Oragroup operates. A collaborative exercise followed to assess the criticality of each stakeholder group and to validate their prioritization. This process enabled Orabank Group to concentrate its efforts on the most influential and relevant stakeholders for its sustainability initiatives.

Recognizing its role as a significant economic player, Orabank Group is committed to a proactive corporate social responsibility approach. This strategy not only helps Orabank Group contribute to the sustainable economic development of the countries where it operates but also supports the overall performance of the Group. Orabank Group incorporates the key interests of its stakeholders while adopting a pragmatic and realistic perspective on the specific challenges faced in each region and business sector.

Ultimately, the quality of service provided by Oragroup depends on several factors: the dedication of its employees, collaboration with its suppliers and partners, and the trust Orabank Group establishes with its customers, investors, and other stakeholders. Orabank Group’s business model is built on these strong relationships, which ensure the sustainability of its activities and satisfy the expectations of its stakeholders.

How does Orabank Group promote a culture of responsible banking among its employees?

In its 2024 PRB Reporting and Self-Assessment Template Orabank Group reports that it took the following actions to promote a culture of responsible banking among its employees:

Orabank Group has undertaken various initiatives to foster a culture of responsible banking among its staff. Since 2014, the Group has launched an online Corporate Social Responsibility (CSR) training program designed to raise employees’ awareness of sustainable development issues and help them integrate these principles into daily operations. This training is accessible to all staff members, with special modules tailored for customer-facing employees, focusing on incorporating ESG (Environmental, Social, and Governance) criteria into their roles. By June 2023, over 1,700 employees had completed the program, strengthening Oragroup’s collective commitment to responsible banking practices.

Meanwhile, Orabank Group has actively involved its management and leaders in promoting the CSR vision by organizing seminars and workshops aimed at clarifying strategic goals and spreading the bank’s core values. Communicating sustainability issues is a fundamental aspect of the internal management approach, helping to strengthen the teams’ dedication to the Group’s principles.

Finally, CSR is incorporated into employee performance management at Oragroup. The Group ties certain performance metrics to sustainability objectives, motivating employees to embed these principles into their everyday activities. While the specifics of compensation structures are not explicitly outlined, it is evident that integrating CSR into performance goals fosters a culture of responsible banking. Collectively, these efforts contribute to establishing Orabank Group as a proactive institution dedicated to promoting more inclusive and sustainable finance across Africa.

UN Principles for Responsible Banking: Accelerating a positive global transition for people and the planet

With over 300 signatory banks representing almost half of the global banking industry, the Principles for Responsible Banking are the world’s foremost sustainable banking framework. Through these Principles, the banking community takes action to align core strategies, decision-making, lending and investment with the UN Sustainable Development Goals and international agreements such as the Paris Climate Agreement.

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The combination of all the above empowers FBRH to provide first class Principles for Responsible Banking (PRB) assurance services.

References:

This case study is based on published information by Orabank Group, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.orabank-reporting.fr/wp-content/uploads/2025/05/PRB-Reporting-and-Self-Assessment-ORAGROUP-ENG.pdf

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