CSR Report 2015 - Banque Populaire

A Corporate Citizen
CSR Report 2015
Corporate Social Responsibility
HIS MAJESTY KING MOHAMMED VI, MAY GOD GLORIFY HIM
CONTENTS
2 > 11
GROUP PROFILE
CSR AT THE HEART OF STRATEGY AND OPERATIONS
THE CORPORATE RESPONSIBILITY INITIATIVE
A FULLY-FLEDGED MODEL OF GOVERNANCE
ENSURING COMPLIANCE
ACTING AS A
COMMITTED
EMPLOYER
12 > 25
A BANK
COMMITTED TO
ENVIRONMENTAL
RESPECT
26 > 33
THE
NATIONAL
AND
REGIONAL
ECONOMIC
BOOM
34 > 57
A BANK
WITH A FIRM
FOOTHOLD
IN ITS
COMMUNITIES
58 > 67
PERSPECTIVES
AND
ANNEXES
68 > 71
GROUP PROFILE
A GROUP FOUNDED ON VALUES OF SOLIDARITY AND RECIPROCITY
Made up of the Banque Centrale Populaire (BCP), the
Group’s central body, Banques Populaires Régionales
(BPRs), banks in Europe and Africa, insurance
companies, foundations and representations abroad, the
Groupe Banque Populaire (GBP) draws its strength from its
values of solidarity and reciprocity.
With longstanding commitment to the development
of crafts and SMEs/SMIs, it has continued to evolve
throughout its history, to become a universal financial
group providing a range of solutions adapted to the needs
of all its customers : private individuals, professionals, and
companies of all sizes.
It develops its activities around four major axes :
- consolidation of acquired positioning ;
- socially responsible banking ;
- improvement of performances ;
- conquest of new territories and external growth.
VALUES OF COOPERATION AND RECIPROCITY
THE Groupe Banque Populaire’S VALUES OF SOLIDARITY, PROXIMITY, CITIZENSHIP AND
PERFORMANCE SPRING FROM ITS RECIPROCAL COOPERATIVE MODEL, AFFIRMING ITS IDENTITY,
REFLECTING ITS CULTURE AND UPHOLDING ITS VISION.
SHARED BY ALL THE GROUP’S ENTITIES – BANQUE CENTRALE POPULAIRE, BANQUES POPULAIRES
RÉGIONALES, ITS NETWORK OF BRANCHES IN MOROCCO AND ABROAD, AND ITS SUBSIDIARIES
AND FOUNDATIONS – THEY SERVE TO STRENGTHEN COHESION AS THE BASIS FOR THE GROUP’S
COLLECTIVE COMMITMENT TO THE KINGDOM’S ECONOMIC AND SOCIAL DEVELOPMENT.
KEY FIGURES
The Moroccan banking system’s
leading savings collector
Leading bank for repatriation of
savings held by Moroccans residing
abroad
14,000 employees
48% of whom are women
Over
FOUNDATIONS
1 400
70
60
branches
at 31/12/2015
New branches
opened in 2015
planned for 2016
BANQUES POPULAIRES
RÉGIONALES
Fondation Banque Populaire
Banque Populaire du Centre Sud
Fondation Création d’Entreprises
Banque Populaire d’El Jadida-Safi
Fondation Attawfiq Micro-Finance
Banque Populaire de Fès-Taza
Banque Populaire de Laâyoune
Banque Populaire de Marrakech-Béni Mellal
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Banque Populaire de Meknès
2
5,2
million clients
including
420 000
Banque Populaire de Nador-Al Hoceima
Banque Populaire d’Oujda
new in 2015
Banque Populaire de Rabat-Kénitra
Banque Populaire de Tanger-Tétouan
SHAREHOLDERS
A DIVERSIFIED GROUP
OF INTERNATIONAL SHAREHOLDERS
PROOF OF ITS DETERMINATION TO BRING ITS GOVERNANCE
AND CSR PRACTICES IN LINE WITH INTERNATIONAL
STANDARDS, IN 2012 THE Groupe Banque Populaire
OPENED ITS CAPITAL TO THE INTERNATIONAL FINANCE
CORPORATION, A SUBSIDIARY OF THE WORLD BANK, WHICH
NOW HOLDS 4.7% OF THE CAPITAL, TO THE TUNE OF 1.8
BILLION MAD, AS WELL AS TO THE BPCE, WHICH HOLDS 4.51%
51,07 %
BPR
27,76 %
VARIOUS (*)
5,98 %
PERSONNEL
4,70 %
SFI Group
4,51 %
BPCE
4,37 %
MCMA
5,98 % of capital held by Group employees at
(*) VARIOUS including floating stock
31/12/2015
CRÉDIT POPULAIRE DU MAROC
Finance company
STEERING COMMITTEE
Insurance and assistance
Funds and Merchant banks
Other
BANQUE CENTRALE POPULAIRE
SPECIALISED ACTIVITIES
INTERNATIONAL SUBSIDIARIES
BP SHORE GROUP
VIVALIS
ABI
BPMC
BP REM
MAROC LEASING
BABF
BPMG
BP SHORE BACK-OFFICE
DAR ADDAMANE
BABN
CHAABI BANK
CHAABI DOC NET
CHAABI LLD
BACI
AMIFA (MOROCCAN HOLDING CO)
PAYMENT CENTER FOR AFRICA
MAI
BAML
AMIFA CI
MAROC TRAITEMENT DE
TRANSACTIONS (M2T)
ATTA’MINE CHAABI
BANE
AMIFA MALI
CIB OFFSHORE
BASN
UPLINE GROUP
BATG
MÉDIA FINANCE
AA CI IARDT
CHAABI CAPITAL INV
AA CI VIE
BANK AL AMAL
GTA-C2A IARDT
GTA-C2A VIE
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OUTSOURCING AND
SUBCONTRACTING
3
C S R AT T H E H E A R T O F T H E G R O U P ’ S S T R AT E G Y
Founded upon values of reciprocity and solidarity, the
Groupe Banque Populaire naturally carries the principles
of corporate responsibility in its genes. Consequently,
all its strategies and actions result from a pre-eminently
socially responsible approach, whether in Morocco itself
or the other countries where it is active.
In 2011, the Group’s corporate responsibility initiative
was reinforced by setup of an Environmental and Social
Risk Management System (ESRMS), which incorporates
environmental and social risks into analyses preceding
project financing, along with a universalised CSR policy
extending to all our activities. The initiative testifies to
our determination to achieve the highest international
standards, enabling us to anticipate regulatory
developments and meet stakeholders’ changing
expectations.
This document is the Groupe Banque Populaire’s first
report on its CSR initiative. It presents our policies along
with concrete actions carried out over the last few years.
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It demonstrates our firm belief that a Bank’s social
responsibility is above all based on governance founded
on transparency, regulatory compliance, ethics and
deontology. It also shows how much the Group is
committed to respecting the environment, seeking ways
to reduce its own environmental footprint as well as
positioning itself as a leading actor in the financing of the
energy transition.
4
Well aware that our employees are our lifeblood and that
our success is only made possible by their good offices,
our main concern is to act as a committed employer,
providing them with a day-to-day work environment
propitious to their development and ensuring active
management of their career paths.
We are also convinced that a Bank’s social responsibility
resides in its role as intermediary and facilitator of the
real economy, to the benefit of companies, professionals
and private individuals alike. Determined to participate
fully in the ongoing development of Moroccan society,
the Group is actively engaged in programmes designed
to increase availability of banking facilities and support
the regionalisation process. Beyond Morocco’s borders,
the Group is active in sub-Saharan Africa, where it
participates in the financing of major development
projects, so contributing to the continent’s financial and
economic integration.
Finally, the Group has always involved itself in the
life of its communities, in particular through the
Banque Populaire Foundation, which has come to be
acknowledged as a leading actor in education and culture
across Morocco.
This first CSR report will acquaint you with all the
initiatives and programmes implemented by the Group
with a view to behaving in an ever more responsible
manner with each passing day.
Mohamed BENCHAABOUN
President, Groupe Banque Populaire
C S R AT T H E H E A R T O F O U R O P E R AT I O N S
Laïdi El Wardi
Managing Director, Retail Banking
The Groupe Banque Populaire has always made banking inclusion
and support for the real economy and small enterprises central
to its various missions. These longstanding commitments rely on
our ability to meet the challenges with which Africa’s retail banks
are faced : deploying multiple distribution channels and designing
banking products and services for all segments, low-income
clients, emerging middle classes and VSMEs alike.
Managing Director, Financial, Investment and
International Banking
Mohamed Karim Mounir
Lending support to major projects in Morocco and across the
African continent, being an active partner in Africa’s economic
and financial development, and doing so in full respect of the
environment and human concerns is how the Banque Populaire
works on behalf of sustainable financing. Often taking on the
role of this or that State’s leading funding partner, we are also
very much involved in the financing of the energy transition, in
particular through development of the wind-power sector.
Managing Director, Risks Group
Since 2011, we have been working to implement an efficient
tool for incorporation of social and environmental risks into
overall analysis of credit risk, the Environmental and Social Risk
Management System (ESRMS), enabling us to anticipate our
markets’ and partners’ increasingly imperative requirements.
The banking sector can only properly carry out its vital role as a
financer of enterprises and major projects by mastering potential
impacts on the planet and its peoples.
All of us at the Banque Populaire are aware of our responsibilities
and intend to make every effort to assume them to the full.
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Hassan El Basri
5
THE GROUPE BANQUE POPULAIRE’S CORPORATE
RESPONSIBILITY INITIATIVE
SUPPORTING MOROCCO’S
STRATEGY OF EMERGENCE
The Groupe Banque Populaire has
positioned itself as the Kingdom’s partner
in implementation of the national strategy
for emergence, which comprises three
focuses : improving citizens’ living
environment, strengthening sustainable
management of natural resources, and
promoting environmentally respectful
economic activities.
The Group’s strategy and its corporate
responsibility initiative are fully in line with
the national strategy.
THE FINANCIAL
SECTOR’S ROLES AND
RESPONSIBILITIES
THE GROUP’S CSR
FOCUSES
The banking and financial sector
plays an essential role in emerging
nations’ economic, social and
societal development. By financing
enterprises, it helps make them the
main driving force of economic growth,
leading to job creation, improvement
of incomes, living standards, exports,
and so on. In order to play its role as
partner to economic development to
the full, the Group is concentrating
on minimising credit risks and
exercising its role as influencer of its
borrowers’ environmental and social
performance.
BEING A RESPONSIBLE
EMPLOYER
The diagram below shows all the
sustainable development issues and
themes the Group deems relevant to
its activities.
ACTING FOR
THE ENVIRONMENT
• Work conditions favourable to
employees’ health and self-fulfilment
• Reductions of the Group’s own
environmental footprint
• Development of skills and motivating
careers
• Education on the environment
• Gender diversity in management posts
• Financing of renewable energies
• Knowledge transfer to younger
generations
• Environmental and social impact
of financing
• Remuneration of performance
• Retention of talents
MEETING ALL OUR
CLIENTS’ EXPECTATIONS
• Business ethics
• Client protection and satisfaction
• Financial inclusion of regions and
disadvantaged communities
• Support to development
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• Universal access to innovations
6
• Product quality and security
• Responsible product offer
GOVERNANCE
&
COMPLIANCE
ENSURING SOLIDARITY
WITH OUR COMMUNITIES
• Access to education
• Social action on behalf of
disadvantaged communities
• Cultural patronage and sponsoring
• Responsibility vis-à-vis suppliers
THE INITIATIVE IN RESPONSE TO THE
ISSUES IN QUESTION
The Groupe Banque Populaire’s CSR initiative is rooted
in each of its original components : its collegial mode of
governance, its unswerving commitment to the Kingdom’s
economic and social development, and its regional banks’
proximity and cooperative organisation. The Bank draws
on this model in order to help universalise access to
banking facilities, run its high social-impact Foundations
and develop an ethical approach to its clientele, members,
suppliers, human capital and other partners, while acting in
full respect of the environment.
In 2011, the Group formalised its Social and Environmental
Responsibility Policy, initially implemented via the
Environmental Risk Management System (ERMS)
(see pages 32-33).
It is based on the following principles :
- setup of environmental and social risk management
systems likely to contribute to improving the Group’s
performances ;
-dissemination of the environmental and social
policy among employees and other stakeholders via
training and awareness-raising activities with a view
to making them fully cognisant of their obligations ;
- in its in-house operations, commitment to adoption
of best practices in environmental management and
management of human resources ;
- reliance on suppliers that respect environmental and
social norms, and taking account of sustainability
questions in purchasing in-house goods and services.
The Group’s CSR Directorate is now attached to its
Compliance Division. It draws on a dedicated team at Group
level and on a network of contributors and facilitators at
Banques Populaires Régionales and subsidiaries.
- responsible management of environmental products
and services ;
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- compliance with national and international regulations
and recognised practices and standards ;
7
A FULLY-FLEDGED MODEL OF GOVERNANCE
Crédit Populaire du Maroc (CPM) is a Banking Group made up of the Banque Centrale Populaire (BCP) and
Banques Populaires Régionales (BPRs). Strictly speaking, it is the Groupe Banque Populaire ’s banking entity
alongside the Group’s subsidiaries and foundations. BPRs stand out from the crowd and draw strength from their
cooperative model : clients are also members. They accompany, participate in and support their bank’s development.
CRÉDIT POPULAIRE DU MAROC :
COOPERATIVE COLLEGIAL GOVERNANCE
The Group’s values of reciprocity and solidarity make
it an ideal regional development project partner. The
CPM’s collegial management and the BPRs’ cooperative
model enable local strengths to come to the fore, spurred
on by close proximity and exemplary transparency.
Representativeness and equity are priority concerns at all
levels of governance.
The Banque Centrale Populaire is responsible for
financial management of the cooperative group
It plays a dual role, as the CPM’s credit institution and
central banking entity. As such, it coordinates the Group’s
financial policy, oversees refinancing of BPRs and manages
their cash surpluses as well as services of common interest
on behalf of its various component bodies.
With their corporate governance, the 10 Banques
Populaires Régionales are at the service of the
Kingdom’s regions
BPRs are organised as cooperative entities with variable
capital and their clients are also their members, holding
48% of their capital in the form of ordinary shares,
remunerated in accordance with a rate set by the Steering
Committee and voted on at Ordinary General Assemblies.
Its member clients have a say in their Bank’s life and the
directions it is taking, via their Supervisory Boards and the
various specialised committees emanating from them
(audit, risks, etc.), exchanging viewpoints and ruling on the
Bank’s performances and future.
Management of the strategy is entrusted to two central
bodies working in synergy :
•the Directorate, composed of 5 members, is the
executive power, making decisions and assuming
responsibilities in collegial fashion ;
•the Supervisory Board, made up of members’
representatives, sets the Bank’s major strategic
guidelines, monitors the Directorate’s decisions
and reports on its findings to all members at
Ordinary Assemblies. As a cooperative entity, it is
representative of all activity sectors in its region.
This form of cooperative governance was introduced in
2000 in order to provide greater transparency. It improves
performance and attracts increasing numbers of members
every year.
THE STEERING COMMITTEE : GUARANTOR
OF BCP/BPR DECISIONAL BALANCE
The Steering Committee is the CPM’s highest authority
and as such approves all general strategic guidelines. It also
acts as guarantor of the good financial, administrative and
technical management of the CPM’s component bodies,
and defines and monitors compliance with common
operational rules. It is made up of five BCP members
(administrators appointed by the Board of Directors and
representing the BPRs sitting on its board of directors) and
five representatives of BPR Supervisory Boards (elected by
all the Chairs of the 10 BPRs’ Supervisory Boards).
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87 %
8
average participation rate
(5 meetings in 2015)
THE GROUPE BANQUE POPULAIRE :
GOVERNANCE BODIES
Three bodies are responsible for the Group’s governance, dividing up missions among themselves as follows :
THE BCP’S BOARD OF DIRECTORS : MANAGEMENT AND IMPLEMENTATION
Its 12 members are appointed by the Ordinary General Assembly for a period of six years. Very much involved and highly
trained, they carry out their assigned mission to the full, with the aid of three specialised committees in particular :
• the Audit Committee supervises and assesses
implementation of the Bank’s in-house control systems as
well as conduct of auditing activities.
• the Risks Committee (set up in December 2014 following
the BAM directive on internal control) studies and advises
on risks run by the BCP. It monitors compliance with risk
management strategy and general policies, and with
regulations bearing on risk.
• the Nomination and Compensation Committee (set up
in 2013) is tasked with monitoring the design and good
management of the pay system, and deals with proposals
for nominations and renewals of members (Board of
Directors, the Bank’s Senior Management – Managing
Directors and Assistant Managing Directors).
Training administrators
A pioneer in the field, the GBP set
up five (10-day) training modules in
partnership with Rabat International
University, covering rules for good
governance, finance, strategy and risk
management, and involving all the
Group’s administrators in Morocco and
sub-Saharan Africa.
CSR has featured on the agendas of the Board of Directors’
meetings since 2011, with adoption of an Environmental and
Social Management System (ESMS). Its results, along with those of the overall CSR policy, were presented to the Board
of Directors in 2015 and are shared with all the Group’s stakeholders – in particular via this first Groupe Banque Populaire
CSR report.
Administrators /
members
12 administrators,
2 of whom are
independent,
and 9 permanent
representatives of
shareholding entities
Nominations and
Compensation
Committee
Audit Committee
Risks Committee
3 members, 1 of
whom is independent:
the Chair
3 administrators (none 3 members, 1 of
of them independent) whom is independent
Term of office
6 years (legal max.)
Term of office linked with administrator’s term of office
Number of meetings
in 2015
5 meetings
4 meetings
Assessment of the
Board of Directors’
operation
Methods for annual assessment of the BD’s operation have not yet been ratified, but should
comply with the recommendations contained in Bank Al-Maghrib directive 1/W/2014 – i.e. selfor external assessment.
4 meetings
3 meetings
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Board of Directors
9
BPR SUPERVISORY BOARDS AND
DIRECTORATES : DEVELOPING LOCAL
STRENGTHS AND STRATEGIES
CPM includes 10 Banques Populaires Régionales, each
of which is subject to a dual form of governance with a
Supervisory Board and a Directorate.
BPR Supervisory Boards are tasked with management
control as well as with taking part in setting the Bank’s
strategic guidelines in line with the Group’s overall
strategy and exercising a number of special powers
provided for in the Articles of Association.
It reviews its observations on the Directorate’s report
and accounts for the fiscal year, and presents them to
the annual Ordinary General Assembly.
BPR management is carried out by a Directorate
collegially responsible for the Bank’s achievements
and performances.
SHAREHOLDERS’ GENERAL
ASSEMBLIES : HANDING OVER THE
FLOOR TO MEMBERS
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The Banque Centrale Populaire’s Ordinary General
Assembly and Extraordinary General Assembly were
held on 21 May 2015 and 13 October 2015 respectively:
most shareholders voted, with participation rates (in
% of shares) of 66% and 65% respectively. At BPR
level, the Ordinary General Assembly was held on 20
May 2015 and the Extraordinary General Assembly
on 8 October 2015: most shareholders voted, with
participation rates of 33% and 50% respectively.
10
ENSURING COMPLIANCE
The full compliance of all Groupe Banque Populaire activities is essential to its ongoing development, actively
contributing to improvement of its activities’ security, maintenance of its image and good name, and good in-house
governance.
The GBP prioritises regulatory compliance, deontology and ethics, control of governance, combating money
laundering and the financing of terrorism, protection of consumers and protection of its stakeholders’ personal
data.
ANTICIPATING REGULATORY CHANGES
The Group’s rapid expansion at regional and international level alike makes regulatory anticipation of and compliance with
regulatory changes major axes of development, increasing the security of its management operations and activities.
The Groupe Banque Populaire has always ensured its activities compliance with the laws and regulations in force and with
best practices through compliance with the regulatory system, assistance, and advice on careers. By way of example,
regulatory compliance encompasses compliance with Law 31-08 bearing on consumer protection, Law 09-08 bearing on
the protection of private individuals with regard to processing of personal data, and Law 06-99 on freedom of pricing and
competition. In addition, the Group’s deontological code, along with the various complementary professional deontological
codes, provides for protection of clients’ and employees’ private lives.
DEONTOLOGY AND ETHICS
The Group’s deontological and ethical values are the focus of awareness-raising and training among employees throughout
the year, including in its African subsidiaries. The Deontological and Ethical Code provides the basis for the various sectoral
deontological codes (trading rooms, private banking, merchant banking, etc.).
Apart from the intrinsic fundamental values contained in the Code (integrity, loyalty, professionalism, quality, transparency
and solidarity), preserving professional secrets, combating corruption, combating sexual harassment, and preventing
conflicts of interest and insider trading are all part and parcel of an operating system control of which is carried out by
entities promoting compliance within all Group companies.
An ethics committee advises on any ethical and deontological questions put to it by CPM bodies and Group subsidiaries and
foundations, and sets the Group’s deontological strategy.
COMBATING MONEY LAUNDERING AND THE FINANCING OF TERRORISM (LAB/FT)
The LAB/FT scheme is central to security and control. It draws on the recommendations of the Financial Actions Group
(GAFI) and Basel Committee standards (“Know Your Customer”) and keeps pace with ongoing changes in national and
international laws and standards. Main changes and actions in 2015 bore on :
•strengthening and updating the Group’s in-house reference system encompassing the LAB/FT activity (LAB policy,
circulars and procedures, etc.) ;
•continued development of the LAB/FT information system, with acquisition of new solutions (Filtering, Profiling,
dematerialisation of exchanges with the UTRF, etc.) ;
• lending support to departments responsible for LAB/FT activities within BPRs, subsidiaries and Foundations ;
• helping the Group’s various entities achieve their development plans in compliance with the rules of financial security ;
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• promotion of the culture of financial security within the Group through training and awareness-raising actions.
11
ACTING AS A COMMITTED EMPLOYER
2015 saw a woman, Asma Lebbar,
appointed to head the Human Capital
Division – a first in the Groupe
Banque Populaire’s history.
2015 saw Banques Populaires Régionales
and sub-Saharan banks taking part in the
Group Committee’s half-yearly meeting via
videoconference.
2015 saw the launch of the project
for total overhaul of the HR Information
System around a centralised data centre
in Casablanca, to ensure more efficient
and secure operations to the benefit of
all personnel.
2015 saw startup of operations
stemming from the Elan 2020 strategic
plan, including two projects in the HR
field : integrated talent management and
company culture.
2015 saw the Banque Populaire
obtaining the definitive “Tobacco-free
Company” label
THE GROUP’S HUMAN PROFILE
At
31
December
2015,
the
Groupe Banque Populaire numbered
over 14,000 employees, 48% of them
women.
over
14,000 GBP employees
Division of workforce by status (CPM)
Paid strength at 31.12
2013
2014
2015
5 629 (1 738)
5 900 (1 826)
6 218 (1 659)
Officers
1 689
1 605
1 543
Employees
1 043
1 175
1 176
Total
8 361
8 680
8 937
Executives (incl. managers)
The management-to-staff ratio remained stable over the three years.
8,937 CPM employees, 70 % of them in managerial
positions
Age Pyramid 2015 (CPM)
ans
Women
2%
55 +
Man
6%
55
8%
15 %
45
6%
8%
35
22 %
18 %
25
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9%
14
%
25
5%
%
20
15
10
Average CPM workforce age is 37.
5
0
0
5
10
15
20
25
Personnel under 30 years of age account for 32% of the workforce, the majority holding positions at front
office level (branches and business centres), where the rate is to the tune of 88%.
32 % of the
workforce is under
30
Seniority Pyramid 2015 (CPM)
years
Women
10 %
Men
20 %
20
16
4%
5%
12
8
16 %
%
25
4
10 %
7%
20
15
10
15 %
6%
6%
0
5
0
0
5
10
%
15
20
25
Average seniority is 12 years.
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68 % of personnel have over 5 years’ seniority
12 years’ average seniority
15
DIVERSITY
When recruiting and all career long, the Groupe Banque Populaire accords major importance to diversity in all its forms,
whether it’s a question of gender diversity or of employing young people and older applicants. The Group prioritises the
integration and self-fulfilment of all its employees, in an environment conducive to progress and performance.
GENDER DIVERSITY : RESULTS IN PROGRESS
Women account for over half of the Bank’s current recruitments and 48% of its present workforce. Although their careers
tend to develop less quickly than their male counterparts, owing to different professional life/family life balances, they are
being appointed to key positions with increasing frequency. There are now four women at BPR Directorates or on their
Supervisory Boards, five women division directors and members of the Executive Committee, and several department
supervisors and directors.
Percentage of women in the workforce (CPM)
% of women
Executives (incl. managers)
44% (11%)
Officers
57%
Employees
54%
48 % of the workforce are women
65% of whom are in executive positions
and 11% managers
The Month Of March : The Group’s Women In The Spotlight
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IN 2015, EACH OF THE Groupe Banque Populaire’S 6,700 WOMEN WAS PRESENTED WITH A
NECKLACE ADORNED WITH A BEAUTIFULLY DESIGNED PENDANT. AS USUAL, CELEBRATIONS
WERE HELD AT THE VARIOUS BPRS ACROSS THE KINGDOM. THE GIFTS WERE ACCOMPANIED BY
A BEST WISHES MESSAGE FROM GROUP PRESIDENT MOHAMED BENCHAABOUN.
16
A REINFORCED RECRUITMENT POLICY
There has been a 7% increase in
the CPM workforce over the last
three years. The recruitment policy
implemented focused on ensuring
a stronger presence at the various
employment-opportunity
events
(exhibitions, fairs, forums, etc.)
organised at national and international
level, aided by close relations with
the Grandes Écoles. The policy has
added strength to one of the pillars of
Plan Élan 2020, seeking to provide the
Group with the expertise required to
carry out its strategic plan successfully.
Action also focused on scouting,
identification,
recruitment
and
support
of
sub-Saharan
skills
for Banque Atlantique network
subsidiaries.
88 expatriate employees enable
dissemination of the values, culture,
methods and procedures originating
in Morocco, where the Group’s
geographical roots lie. Wherever it
locates, the Group puts local strengths
to good use. Since 2013, it has been
recruiting graduates from Moroccan
Grandes Écoles who come from the
various sub-Saharan African countries
where it is active. After spending one
or two years working in Morocco, such
recruits are in a position to disseminate
the knowhow they have acquired
across their native countries, and adapt
it to local specificities.
Evolution of CPM recruitments by type of contract: 2013, 2014 & 2015
2013
2014
2015
Permanent Contract (CDI)
139
173
138
ANAPEC contract
459
515
464
TOTAL
598
688
602
The great majority of new staff are recruited under permanent contracts, with almost 99% on CDIs and ANAPEC contracts
(all ANAPEC contracts are converted into CPIs when they come
to an end).The significant upswing in recruitments after a falloff in
2013 should also be noted ; it was largely due to the opening of
74 new branches in 2014 and 70 in 2015.
ACCOMPANIMENT AND INTEGRATION OF YOUNG
PEOPLE
C SR R EPO RT 20 15
In 2015, newly recruited staff under 25 years of age accounted for
60% of all recruitments. The younger generations represent the
Group’s future and their involvement in its growth has become a
major priority.
As regards integration, special programmes designed for young
recruits have been introduced, focusing on aspects of personal
development and provision of basic professional training.
17
The BCP’s latest recruits received by the
Human Resources Department
New recruits were taken to the National
Training Centre (CNF) to meet the
Banque Populaire’s top Human Capital
professionals. Among other things, the
meeting was designed to acquaint its
young participants with the Group’s
integration policy, training strategy,
career management, and social benefits.
The event bore witness to the concrete
implementation of the new process of
integration within the Group.
CAPITALISING ON SENIOR STAFF’S EXPERIENCE
With one of the highest seniority rates in the sector, the GBP
keeps its employees by providing them with career paths in which
knowledge and competences accumulate and complement each
other: an individual employee’s career path usually includes more
than one professional speciality. In the future, the Group hopes to
capitalise on its senior staff’s knowledge, which constitutes nothing
less than its collective memory, by inviting them to train new teams
before they retire.
A SEMINAR FOR FUTURE RETIREES
THE HUMAN RESOURCES DEPARTMENT ORGANISED A SEMINAR FOR STAFF SET TO RETIRE
BY 2017. THE 36 EMPLOYEES WHO ATTENDED WERE TREATED TO PRESENTATIONS OF THE
SERVICES PROVIDED BY THE CNSS (NATIONAL SOCIAL SECURITY FUND) AND
CIMR (MOROCCAN INTERPROFESSIONAL RETIREMENT FUND).
Departures (CPM)
370 people left the Bank in 2015, 196 of whom were due to retire. The number of departures excluding retirees represents
2.2% of the total workforce, attesting to highly satisfactory employment stability.
C SR R EPO RT 20 15
53 %
18
of departures were due to
retirement
Departures other than retirees represented
2.2% of the workforce
196
Employees with an
average of 32 years’
seniority retired in
2015
DEVELOPING SKILLS
The Plan Élan 2020 roadmap provides
for extension of the Group’s network
of branches, an ambition that puts the
GBP’s human capital at the heart of
its development strategy. Well aware
of the importance of integrating and
accompanying its young recruits, as
well as the need for diversification and
consolidation of expertise, the Group
is committed to training its employees,
implementing targeted programmes,
meeting professional requirements,
and adopting an innovative approach
to diversification of training methods
and aids.
CPM provides for major annual
investment in training. Almost 40,600
workdays of training were completed
in 2015.
Training in figures (2015)
40 600
workdays
of training
+8,3 %
58 %
evolution in the training
budget (compared
with 2012)
of courses focus on
commercial aspects
CAREER-LONG PROFESSIONAL ACCOMPANIMENT FROM RECRUITMENT ONWARDS
Crédit Populaire du Maroc has introduced three major types of training courses. They are addressed both to employees with
several years’ experience and new arrivals, with a view to facilitating their integration and assimilation of best practices.
Basic banking & professional courses : generic courses and professionalising courses (Audit, Comex, Accounting, etc.)
designed to improve the professional skills of participants whose career paths are already set.
1000 employees attended
53 generic course sessions
70 employees attended specialised
professional training courses
Refresher courses and courses designed to accompany
evolutions in professions and processes, with the aim of
maintaining required levels of competence.
20 000 attendances and
19 000 workdays for refresher
Crosscutting courses focusing on development of
managerial skills and personal development.
1000 attendances and
1900 workdays for development courses
C SR R EPO RT 20 15
courses
19
A POOL OF TRAINERS : THE
SPEARHEAD OF THE IN-HOUSE
TRAINING INITIATIVE
THE BANK PREFERS TO USE IN-HOUSE
SECTOR-ACTIVITY EXPERTS TO FACILITATE
BANKING AND REFRESHER TRAINING
SESSIONS. OUR IN-HOUSE TRAINERS ARE
PROVIDED WITH SUPPORT IN THE FORM
OF PROGRAMMES DESIGNED TO DEVELOP
COURSE FACILITATION SKILLS AND
DESIGN OF TEACHING AIDS ADAPTED TO
ATTENDEES’ ACQUIRED EXPERIENCE. IN 2015,
50 PARTICIPANTS ATTENDED 160 WORKING
HOURS OF TEACHER TRAINING.
Qualifying and certifying training courses as
springboards to success
Shared banking courses leading to qualification of participants
are 100% financed by the Bank, for employees fulfilling eligibility
conditions.
300 employees benefit from shared banking courses every
year
In addition, qualifying courses (Master’s, MBA, and others) are
dispensed as required by developments in and requirements of
employees’ areas of activity or career paths.
Complementing this offer, certifying programmes in a variety
of fields are also open to personnel. Forty or more employees
received training in project management in 2014 in preparation for the Project Management Institute’s PMP certification,
and 75 employees have enrolled for 2016. In addition, almost 100 employees have followed or are following the ESSEC
certifying training course, and finally, 10 auditors are currently preparing for Certified Internal Auditor (CIA) certification.
Constant innovation in dissemination systems
Inter-Group synergy
As part of the 2013-2016 master plan for training, the Bank
has become increasingly committed to diversification of
ways and means of disseminating training.
Employees in the Group’s various subsidiaries have a
choice of special skills development programmes designed
for new recruits and more experienced staff alike. Such
programmes are dispensed at subsidiaries in Morocco and
sub-Saharan Africa alike, with pedagogical content taking
full account of local specificities. Business-activity experts
are made available to facilitate them.
C SR R EPO RT 20 15
Its determination in this area is evidenced by the setup
of new channels:
20
- integration of new technologies into the dissemination
system: use of video training and eLearning ;
- setup of Open Access courses making it possible for
employees who so wish to follow training modules
outside working hours ;
- integration of new ways of learning based on images
and video capsules.
EFFECTIVE TOOLS FOR BETTER
CAREER MANAGEMENT
A WORD FROM ASMA LEBBAR,
DIRECTOR OF THE HUMAN CAPITAL DEVELOPMENT DIVISION
The Banque Populaire is currently
restructuring its Employment
and Expertise Plan (EEP / GPEC)
with a view to making it more
“accessible”, in other words
more intelligible, practical and
motivating, and fully adapted to
our employees’ expectations and
needs. Main focuses for 2015/2016
include involving young people
by giving them a clearer idea of
their development opportunities,
detecting promising potential and
ensuring it is given a chance to
blossom, and providing special
support for the commercial branch
(the network). And it’s here that the
EEP should really come into its own,
with introduction of key measures
that we at Human Capital are the
authors and driving forces of.
Encouraging career development
and mobility. In order to this,
better-defined job descriptions had
to be drawn up and development
plans introduced that enabled staff
to identify and request the training
required for mobility to other posts.
We also plan to consolidate the inhouse Mobility Grant: it has existed
since the 1990s and received 208
candidacy applications in 2015 for
59 job vacancies, 36 of which were
filled as a result.
Supporting promotion through
performance assessment. This is a
matter of measuring performances
via a new assessment system
based on achievement of
collective and individual goals, and
rewarding the best through career
development opportunities and/or
increases in salary. Such objectives,
formalised, quantified and shared
with employees, foster a spirit of
solidarity, help increase employees’
awareness of their progress and
where they stand at any given
time while continuing to respect
colleagues, the team as a whole,
and the rules in force. Division of
branches and business centres into
three levels (A, B, and C) based
on amount of turnover has made
awareness of advances in career
paths more immediate and palpable.
Detecting young management
staff with high potential. The
Group has introduced a succession
plan and talent detection now plays
a major role in career management
plans and mobility. In-house mobility
and promotion are other tools allying
employee expectations and the
organisation’s needs.
C SR R EPO RT 20 15
In the context of Plan Élan 2020,
we aim to start on a new cycle of
growth. And that won’t be possible
without all-round mobilisation and
sustained development of all our
competences.
21
SALARIES AND SOCIAL ADVANTAGES
2014 and 2015 saw a variety of developments, including
setup of the Salary Committee, standardisation of
remuneration elements for new recruits depending on
study levels and qualifications, improvement of the
salary grid and introduction of variable compensation
depending on performance.
REMUNERATION
Salaries evolve in line with employees’ performance and
seniority. In the event of nomination, there may be added
compensation connected with the new position concerned.
In addition, increases may be accorded to all personnel over
and above bonuses rewarding performance. In general
terms, bonuses’ share in the wage bill increased by 0.5
points between 2013 and 2015.
the CPM’s Supplementary Provident Scheme. The Group
wished to go further and provide a yet wider spectrum of
advantages :
-Children. Help with financing studies (annual
allowance for younger children and special aid for
higher education in Morocco or abroad), advantageous
conditions for holidays (holiday centres in Agadir,
Marrakech, M’dieq, Ifrane, Saidia and Bouznika, and
holiday camps for children from 8 to 13 years old of
employees and Marocains du Monde (MDM) clients.
-Health. Full coverage of serious illnesses, a
death support fund, very advantageous terms for
subscription to the Group’s private health insurance
subsidiary (Mutuelle de la Banque Populaire) providing
Share of bonuses in the wage bill
2013
2014
2015
9,7 %
10 %
10,2 %
Profit-sharing by employee shareholders: In 2008, the
Groupe Banque Populaire began opening its capital
to its employees. In 2015, for the third year running,
eligible staff benefited from an increase in reserved
capital, bringing employees’ share in BCP capital up to
5.98%. The same year and for the second time, CPM
staff benefited from dividends stemming from their
subscription to BPR members’ shares in 2013. These
operations aimed to :
- Strengthen the culture of membership within a
cooperative Group ;
supplementary health insurance up to 1 million MAD
per person, spouses and children.
- Associate staff with the BPRs’ growth and results ;
-Other. The pilgrimage to Mecca, paid by the Group
for a number of employees aged 45 and over. Sports
and cultural centres are available to employees
throughout the Kingdom.
-Consolidate the sense of belonging to the
Groupe Banque Populaire.
C SR R EPO RT 20 15
SOCIAL ADVANTAGES
22
As its employees’ wellbeing is one of its major concerns,
the GBP has developed a full range of social advantages
designed to accompany them during the successive stages
of their lives. In addition to compulsory subscription to the
Caisse Nationale de Sécurité Sociale (CNSS) and Caisse
Interprofessionnelle Marocaine de Retraite (CIMR), the
CPM’s staff regulations provide for further conditions and
advantages, including their own private health insurance,
complementary health insurance, death insurance and
As regards the budget, 5% of the Bank’s net income is
devotes to social works (aside from healthcare, provident
schemes and retirements), with schooling expenses
allowances, financial help at Aid Al Adha and sports and
cultural actions at the top of the list. The rest of the budget
is allocated to sponsorship of collective restoration, holiday
camps, the pilgrimage and other aids.
COMPANY CULTURE
SOCIAL DIALOGUE
IN-HOUSE COMMUNICATION
Three unions were represented at the most recent elections
of CPM staff representatives on 3 June 2015, with 73%
for CDT (Confédération Démocratique du Travail), 16%
for SAS (Sans Appartenance Syndicale) and 11% for UMT
(Union Marocaine du Travail).
Group life is a matter for all our staff. Motivating and uniting
our community of employees around their concerns,
progress and achievements is essential.
In 2014, discussions led to introduction of a bonus for 40
years of seniority at the CPM as well as bonuses rewarding
20, 25 and 30 years of seniority. Further discussions
in 2015 resulted in the signature of a Memorandum of
Understanding in 2016.
N° 2 242
N° 3 246
Le Groupe :
Résultats semestriels :
le Groupe Banque Populaire
confirme sa bonne santé
p. 6
N° 4 247
Le Groupe :
La Banque Populaire signe
trois conventions en Chine
p. 6
Flash Info :
Relance de la campagne
institutionnelle « Je suis
Populaire »
p. 12
ème
Flash Info :
Changement à la tête
de la BP Rabat-Kénitra
p. 14
ème
La Banque Populaire :
meilleure banque de détail
du continent africain
Chaabi Bank réorganise
son réseau en France
p. 7
p. 10
ème
A whole range of resources and supports is devoted to
doing so, including the in-house quarterly magazine “BP
News”, “GBP Online” information flashes (a daily email),
the Tawassol intranet, in-house posting, and the “Info
Presse” press review (a daily email relayed by intranet).
N° 2 245
trimestre 2013
Le Groupe :
La Banque Populaire élue
Meilleure Banque d’Afrique
du Nord
p. 7
Zoom :
Fondation Banque
Populaire, un acteur
socioculturel de référence
p. 36
Flash Info :
Banque Populaire Proparco : convention
pour une ligne de crédit
p. 15
ème
trimestre 2014
Zoom :
ICF Al Wassit :
la bourse à la portée
du grand public
p. 42
N° 1 244
trimestre 2014
Le Groupe :
Le Groupe BP signe plusieurs
conventions de partenariats
en Afrique subsaharienne
p. 10
Zoom :
La Banque Populaire
commémore la Journée
Nationale du migrant
p. 34
Flash Info :
Changement à la tête de
la Fondation Attawfiq
Micro-Finance
p. 14
er
trimestre 2014
Zoom :
MAI, une filiale stratégique
et dynamique du Groupe
Banque Populaire
p. 44
trimestre 2014
N° 3 243
Zoom :
Chaabi LLD : Une filiale
dynamique dans un marché
en pleine croissance
p. 34
Le Groupe :
Réunion de l’état-major de
la CIBP à Fès
Socio-culturel :
Les colonies de vacances
BP fêtent leurs 40 ans
p. 10
p. 36
ème
&4
ème
trimestre 2013
Zoom :
Maroc Leasing, un atout
majeur pour le Groupe Banque
Populaire
p. 42
The Groupe Banque Populaire’s values
The Groupe Banque Populaire’s mutualist roots have nourished a system of strong
values anchored in its employees’ behaviour each and every day. The Group’s entities
subscribe to them with pride and bear witness to them on a daily basis.
Rooted
in
the Group’s history and
constituting one of its
fundamental values, solidarity
is expressed through the
missions assigned to the
GBP: providing support for the
governments’ major projects
and initiatives, universalising
access to banking facilities,
combating
banking
and
financial
exclusion,
and
maintaining ties between
Moroccans residents abroad
and their families in Morocco.
The support fund reflects the
financial solidarity among the
various Banques Régionales.
It is also expressed though its
employees’ and Foundations’
commitment to a wide range
of actions and a range of
sharing schemes with high
social value.
Proximity. A legacy of
the local mutualist model,
it shortens reporting lines,
simplifies exchanges, and
brings both management
and staff and advisors and
clients
closer
together:
a value that has become
an acknowledge strength
throughout the network Over
1,400 branches embody
this close-knittedness and
local strength. The Group’s
regional
structure,
the
density of its network and
its well-balanced presence
across the Kingdom have
enabled it to stay in touch
with local realities and
specificities and contribute
to mobilisation of savings
and their use in the regions
in which they are collected,
as well as to promotion of
banking activities.
Citizenship. The Groupe
Banque
Populaire
is
committed to an overall
sustainable
development
initiative.
Its
corporate
citizenship
is
expressed
through two Foundations:
“Fondation Banque Populaire”
and “Attawfiq Microfinance”.
The former promotes culture
and education and encourages
the entrepreneurial spirit
in its local clientele and
“Marocains Du Monde” alike,
while the latter contributes
to banking and financial
inclusion by supporting microentrepreneurs.
And finally, Performance.
Thanks to its commitments
to its clients and partners,
the Groupe Banque Populaire
ensures
promotion
of
the culture of efficiency,
professionalism,
client
satisfaction and innovation
through regular investment
in optimising and rationalising
the ways it operates and
in improving its individual
and collective operational
effectiveness.
C SR R EPO RT 20 15
Solidarity.
23
HEALTH AND WELLBEING AT WORK
Health, safety and wellbeing at work are subjects on which the GBP has always taken a proactive stance going
well beyond regulatory standards The Group’s various occupational medicine facilities are in full compliance with
current legislation. Rigorous application of Moroccan Labour Law’s provisions bearing on health in the workplace
is a fundamental and inalienable rule.
PREVENTION OF WORK ACCIDENTS
Although risk levels are low in the banking sector as far as work accidents are concerned, the GBP has taken good care to
set up a full range of equipment and schemes to ensure employees’ and service-providers’ safety, including:
- Sophisticated technological methods and equipment for supervision and monitoring in all areas of safety: fire detection,
intruder alarm, access control, video protection, intervention upon alarm, etc. ;
- close proximity to emergency authorities and services ;
- regular awareness-raising campaigns targeting employees ;
- a Business Continuity Plan (BCP) drawn up and tested with all service-providers.
1%
Work accident frequency
rate 1
0,2 %
Work accident
severity rate 2
ACTIVE DISEASE PREVENTION SINCE 1997
In 2015, it concerned :
- screening for cardiovascular diseases for employees 40 years of age and above (39% of staff are over 40), prostate
cancer for men of 50 and over, and breast and cervix cancer for women ;
- the Banque Populaire “Tobacco-free Company” initiative (since 2009) with the
Lalla Salma Foundation for Cancer Prevention and Treatment ; The project combats
nicotine addiction: prevention (in particular among young people), help with giving up
smoking, combating passive smoking, etc. The Banque Populaire was awarded the
Label d’Or for five years running, starting in 2011, to become an official “Tobacco-free
Company” in 2015 ;
-
Flu vaccination is the
subject
of
an
annual
communication campaign.
Immunisation coverage rates
among Group employees
stand between 50 and 60%
as against barely 2% at
national level ;
176
C SR R EPO RT 20 15
5 000
24
flu vaccines in
2015.
1
Number of accidents with lost time over or equal to one day per million hours worked.
2
Number of days off work per thousand hours worked.
Employees quit smoking
since startup of the
“Tobacco-free Company”
programme
- blood donations are encouraged every year
with regional Blood Donor Centres.
33th
BCP blood donation
campaign
2 400 DH/employee invested in
preventive medicine
EVERYONE CANS SAVE LIVES
IN 2004, IN ADDITION TO THE BCP’S OCCUPATIONAL MEDICINE DEPARTMENT (SEVEN PEOPLE),
WHICH COORDINATES THE CPM’S 25 DOCTORS AND NURSES, THE GROUP STARTED TRAINING
EMERGENCY WORKERS (IN COLLABORATION WITH THE MOROCCAN RED CRESCENT) AND
FIRST-AID TEAMS ON ALL ITS SITES.
HEALTH COVER : THE GROUP’S PROVIDENT
SOCIETY
The MPBP in figures (2015)
As the wellbeing of its active and inactive staff and members
of their families is one of its priority concerns, the Groupe
Banque Populaire has its own provident society with two
schemes on offer :
37 600
beneficiaries
-a supplementary retirement scheme, which was
introduced on 1 May 1987 ;
10,5%
Supplementary health insurance to a maximum of 1 million
dirhams per beneficiary, takes over above and beyond the
35,000 MAD covered by the MPBP.
The scheme is rounded off by social aid financed by the
social fund and covering five families of families of serious
diseases.
99 %
15
of the taxable base
(1/3 employee,
2/3 employer) is
devoted to MPBP
membership
of claims
reimbursed
days for
reimbursement
C SR R EPO RT 20 15
- a basic scheme covering sickness and maternity to a
maximum of 35,000 dirhams per beneficiary, which
was introduced on 1 July 1988 ;
25
A BANK COMMITTED TO THE
ENVIRONMENT
In 2015, a pilot project on remote
branch management was launched.
In 2015, Data Centres’ electricity
and air-conditioning systems were
optimised.
In late 2015, the FBP was rewarded on
several occasions by the Mohammed VI
Foundation for the Environment for its
action on behalf of beach ecosystems.
In 2015, the Environmental and Social
Risk Management System (ESRMS)
was implemented at the
Banque Centrale Populaire.
REDUCING OUR OWN ENVIRONMENTAL
FOOTPRINT
Continuing collective efforts and the launch of new projects are enabling the Group to progressively control its
environmental impacts. Such efforts are concentrated on three major areas.
OPTIMISATION OF FOOTPRINTS OF BUILDINGS AND FURNITURE
Environmental criteria at all stages of a building’s life
The Group has been combating energy wastage in its buildings for many years now. Centralised technical management of
major sites enables automatic control of lighting and adaptation of air-conditioning.
Since 2010, best practices have been implemented for all new construction and branch renovation with a view to integrating
energy efficiency criteria into choice of air-conditioning and lighting equipment. Results have been positive : the new
agencies built in 2015 consume 30% less energy than older ones.
New contracts with maintenance and cleaning service-providers incorporate such environment-linked criteria as choice of
ecological refrigerant gas, systematic use of LED bulbs as replacements, biodegradability of sanitary products and daily
monitoring of water and electricity consumption.
Rigorous selection of furniture
ABDELLAH SAFIR,
MULTITECHNICAL MAINTENANCE
MANAGER, TAKES THE FLOOR
A RANGE OF MEASURES HAS BEEN TAKEN WITH
A VIEW TO PROGRESSIVELY IMPROVING BCP
SITES’ AND BRANCHES’ ENERGY EFFICIENCY,
INCLUDING :
* COMPLIANCE WITH THE DIRECTIVES OF
THE ISO 50001 “ENERGY PERFORMANCE
MANAGEMENT” STANDARD ;
* LAUNCH IN 2014 OF A PROJECT FOR REMOTE
MANAGEMENT OF TECHNICAL EQUIPMENT AT A
PILOT BRANCH ;
* AWARENESS-RAISING MISSIONS CARRIED
OUT IN 2013 AT A SAMPLE 23 BRANCHES
IN CASABLANCA, LEADING TO A 6 TO 12%
REDUCTION IN ENERGY CONSUMPTION.
WE ARE COMMITTED TO UNIVERSALIZATION OF
SOLAR PANELS FOR PRODUCTION OF DOMESTIC
HOT WATER AT ALL HOLIDAY CENTRES, AND ARE
ALSO WORKING ON INCREASING AWARENESSRAISING ON ECO-HABITS AMONG THEIR USERS.
C SR R EPO RT 20 15
WE’VE SET OURSELVES AN AMBITIOUS GOAL : WE
AIM TO REDUCE ELECTRICITY CONSUMPTION
AT MAJOR SITES BY 8 TO 10% BY THE END OF 2017
AND HOPE TO OBTAIN ISO 50001 CERTIFICATION
28
Calls for tender for the purchase of furniture insist
on standards respecting ergonomy and environment.
Manufacturers must supply certificates and documents
on the life cycles of their products, all of which must
have the “NF Environment” label.
MORE ENERGY-EFFICIENT IT
EQUIPMENT
How do you carry out a major activity using less
energy? That’s the challenge the Group has to meet.
And three areas have become the focus of special
efforts in order to do so :
-Data Centres : their air-conditioning and
electricity systems have been optimised,
reducing consumption by 6 or 7%, and a project
is underway for setup of a more economical newgeneration Data Centre ;
-IT equipment : constructors selected, all top
international names, are committed to a green
innovation initiative. The Mainframe platform
was replaced in 2014 to provide a better power/
energy ratio ;
-Virtualisation : 660 servers have now been
virtualised via a private Cloud for the whole of
the Group. With optimisation of spaces and heat
emission and pooled maintenance, the GBP is
getting very positive results.
95 %
of servers virtualised
DEMATERIALISATION TO SAVE PAPER
Many in-house documents have been digitised
(including payslips, daybooks and reports). As regards
our clientele, non-urgent mail is grouped together and
posted every five days, while documents for clients
abroad are printed onsite to cut down on transport.
A more ambitious project is currently being finalised
bearing on virtualisation of credit report processing.
Almost
100 million sheets
saved between
2006 and 2015
THE GBP : PIONEER AND LEADER* IN
THE REALM OF REMOTE BANKING
The gbp is several steps ahead of the
crowd in its implementation of electronic
administration systems, in particular as
regards the goals of the egov programme.
Chaabi net (free online management, from
entry-level packs upwards) has some 630,000
subscribers, sms chaabi mobile (banking
information by sms) 1.6 Million subscribers, the
mobile banking application 20,000 subscribers,
and the electronic estatement service 600,000
subscribers.
With universalisation underway, a single
platform for exchanges between the bank and
its company clients covers a wide range of
functions. In continual development over the
past three years, it has provided an esignature
service since may 2015.
* in volume
600 000 clients have signed up for estatements (compared with 2013)
Priority given to recycling
REDUCING FUEL CONSUMPTION
Paper is recovered and recycled by an external
service-provider contractually obliged to ensure that
sorting instructions are complied with and make
sure that waste is disposed of in dedicated centres
in compliance with accepted standards of hygiene,
environmental protection and confidentiality.
The main focus here is optimisation of CIT journeys,
which were reduced by 30% between end 2013 and
2015 (on a like-for-like basis).
the Al Jisr association, which repairs them or takes
them apart and sends the resulting raw materials to
Managem, the Kingdom’s leading mining company.
BPRs will soon be involved in a similar initiative.
100 %
of meeting rooms
with videoconference
equipment
C SR R EPO RT 20 15
Computers at the end of their lives are taken over by
As for professional travel, the 13 new videoconferencing
systems cut down on business trips, in particularly by
employees at our African subsidiaries. For example,
press conferences announcing results and Group
Committee meetings are followed remotely right
across Morocco and at our sub-Saharan subsidiaries.
29
A WORD FROM ABDELLATIF ZAKHBAT :
THE BANQUE POPULAIRE FOUNDATION’S
ENVIRONMENTAL ACTIONS
Respect for the environment is a value that has always set the
FBP’s actions apart. Among other things, it is expressed by
committed action in favour of education on preservation of the
environment through the national “Clean Beaches” project and
the “Eco-School” programme.
Abdellatif Zakhbat, Secretary General of the Fondation
Banque Populaire and the Fondation Création d’Entreprises,
recaps its commitments.
The “Clean Beaches” project
was launched in 2001 : what
results have you obtained after
15 years?
C SR R EPO RT 20 15
The FBP has been a partner of
the Mohammed VI Foundation
for the Environment since
2001, taking responsibility for
the upgrading of four seaside
sites. The work carried out
and investments made have
transformed their respective
ecosystems, enabling us to hoist
the internationally renowned
“Blue Flag” on three beaches.
An eco - label attesting to
the quality of bathing waters,
investments in compliance with
international standards, and the
quality of awareness-raising,
educational and environmental
preservation actions carried out
by beach sponsors. By the end
of 2015, the Banque Populaire
Foundation had amassed
30
a whole collection of trophies,
the latest of which, the “Lalla
Hasnaa Sustainable Coastline
Trophy”, rewarded its work
on Haouzia beach, where a
composting station was set
up with a view to introducing
summer visitors to waste
sorting, composting of organic
waste and the benefits of the
soil-enriching agents obtained
thereby. These latter enabled
fertilisation of soils in areas and
gardens neighbouring the beach.
Let’s talk about “Eco-Schools”
: what exactly are they?
Developed under the patronage of
the Foundation for Environmental
Education (FEE) in over 31
countries, the Eco - School
programme was launched in
Morocco by the Mohammed VI
Foundation for the Protection of
the Environment. As members
of the programme, the Banque
Populaire Foundation’s two
schools prioritise ecological
issues : used oil is recycled into
soap through saponification,
used tyres are recycled to create
decorative items, rainwater is
collected, gardeningand upkeep
of gardens is a subject in its own
right, pupils are made aware of
the water cycle, and so on –
there is an ongoing relationship
with nature. Such practices
have led to the two schools
being awarded the Green Label
in 2009.
Along the same lines, the Agadir
school made a name for itself
on the fringes of the 7th World
Environmental Education Congress
(WEEC) with its EcoPolis project
: a model of an ecological city
harmoniously integrating all
human activities. Designed
by the pupils, the model won
the school the regional EcoCitizenship Prize.
In October 2014, the Tangier
school was honoured by a visit
from the German Minister
of Economic Cooperation in
the context of the Eco-School
programme.
And tomorrow?
The projected merger with
the “Création d’Entreprises”
Foundation augurs well for
innovative entrepreneurial
projects bearing on the
environment.
FINANCING THE ENERGY TRANSITION
Reducing Morocco’s energy dependence is of key national importance, in order to minimise exposure
to the volatility of world fuel prices and better control environmental impacts. Between 2002 and end
2014, Morocco reduced its energy dependence from 96.8% to 94.6%. Continuation of such reduction will
largely depend on renewable energies, with the goal of 52% of installed power in 2030.
This ambitious objective is supported by such partners as the Banque Populaire, which, with over 10
billion MAD of commitments in the energy sector, takes an active part in financing major projects and
in sector investment.
FINANCING RENEWABLE ENERGIES
Of all the large-scale projects the Banque Populaire’s Banque Corporate
et Investment Banking (BCIB) is involved in, wind power has the greatest
development potential.
The BCIB participated in the financing of the Tarfaya wind farm as well as
those developed by Morocco’s wind-power companies : Foum El Oued
in the south, Haouma in the north, and Akhfennir (at which an extension
project implemented in 2015 increased power from 200 MW to 300 MW
for a total cost of 570 million MAD). A financing project managed by
various consortiums is also underway, bearing on five wind farms (850
MW of power in all), via an ONEE call for tenders.
10 billion
in energy commitments
including
4 billion
for financing wind
farms
MINIMISING THE IMPACT OF ENERGY PRODUCTION PROJECTS USING FOSSIL FUELS
Filtration of emissions, solid and liquid waste management, rigorous reporting – requirements are high and areas for vigilance
many during financing of fossil energies, projects classified as category A by the ESRMS (see below).
Extension of the Jorf Lasfar Energy Company 5&6 coal-fired power plant (owned by TAQA Morocco), 40% financed by the
BCP for a total of 1.6 billion dollars over 16 years, is an illustration of the level of excellence sought by the Group. Treatment of
liquid waste and fumes (over 200 million dollars invested), continuous rigorous monitoring of chimney emissions, filtration of
particulate emissions, ash landfills and closed-cycle water, air and waste management are just a few of the many exemplary
measures and innovations implemented.
ENERGY TRANSITION : THE BP AND THE SIE JOIN FORCES
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On 4 november 2014, the Banque Centrale Populaire and the Societe d’Investissements
Énergetiques (sie) signed a partnership convention aiming to facilitate the energy
transition and accompaniment of morocco’s energy sector . It provides for adapted
financing solutions, support for vsmes and encouragement of large companies to act
as driving forces.
31
FINANCING OF PROJECTS IN LINE WITH
ENVIRONMENTAL AND SOCIAL REQUIREMENTS
Tools, reference systems and standards have been introduced over the past few years designed to
encourage the banking sector to assess, measure and reduce the impacts and environmental, social and
societal risks of its activities and project financing.
Such safeguards are essential to enabling financial institutions to properly and impartially carry out
their vital role as enterprise financers, in particular in emerging markets, and driving forces of economic
growth. The notion of sustainable financing has been brought to bear in order to ensure more meaningful
investment with better controlled risks.
ALL THE GROUP’S FINANCING ACTIVITIES
FILTERED THROUGH THE ESRMS
The Environmental and Social Risk Management System
(ESRMS) is integrated into the overall risk assessment
procedure before loans are granted to companies as well
as during the monitoring of such loans. Consequently, each
stage must take full account of projects’ environmental and
social impacts and related risks.
This continuous progress initiative stems directly from
the Group’s values and DNA and ensures security of
activities, promotion of healthier development and more
favourable fundraising conditions as well as meeting
the expectations of partners and markets with strict
requirements in these fields (financing partnership with
AFD subsidiary Proparco and the IFC’s acquisition of
shares in the Banque Centrale Populaire).
The ESRMS enables the Group to keep pace with
international practices (IFC standards) while anticipating
future changes in national regulations.
Initiated in 2011, the operational launch of the ESRMS at
BCP level took place in early 2014 and is set to be extended
to Banques Populaires Régionales early in 2016.
EXTENSION OF THE ESRMS TO MOROCCAN
AND AFRICAN SUBSIDIARIES
The ESRMS has been implemented at the Group’s financial
subsidiaries since 2014, taking full account of each
subsidiary’s specificities. Subsidiaries implementing the
ESRMS at end 2015 are as follows :
Moroccan subsidiaries :
• CIB (Chaabi International Bank Offshore) ;
• Maroc Leasing ;
• Chaabi LLD ;
• Upline Alternative Investments.
African subsidiaries :
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• ABI Group and its 7 subsidiaries (Ivory Coast, Senegal,
Benin, Mali, Burkina Faso, Niger and Togo) ;
32
• Banque Populaire Maroco – Central African Republic ;
• Banque Populaire Maroco – Guinea.
A RIGOROUS 4-STAGE PROCEDURE
1. selection : exclusion list and classification
An IFC exclusion list is applied without exception to
sensitive sectors and activities and those whose financing
is prohibited. It excludes any financing of projects deemed
“unethical” in accordance with the following criteria :
illegal activities, arms, alcohol, games of chance & casinos,
radioactive materials, goods containing asbestos fibre,
certain deep-sea fishing activities, activities in primary
tropical rainforests, wood or forestry products not coming
from sustainably managed forests, and activities using
forced or child labour.
Classification into four categories according to type of
impact generated by the project to be financed (not its
cost) : Cat.A (significant impact), Cat.B (limited impact),
Cat.C (minimal or no impact, services) and Cat.FI (Financial
Intermediation).
2. Assessment : audit and “checklist”, then over
to the Credit Committee
For Category A, projects, an environmental and social
impact study (ESIS) is carried out by a specialised office.
It identifies risks, proposes action plans, and determines
their authorisation by the public authorities and financing by
the Bank. A number of action plans for wind farm projects
have been able to draw on past experience : informing
nomadic peoples in the area, avoiding paths of migratory
birds and taking account of the biodiversity in route layouts.
For other categories, a project manager analyses the
E&S risks relating to each project financing request using
a checklist adapted to the national context and each
category, enabling drafting of a social and environmental
performance diagnosis of the project by activity sector.
Conclusions are then presented to the Credit Committee
in the form of a summary link sheet.
3. Contractualisation : corrective action plan and
contractual clauses
On the basis of the assessment and before any financing is
authorised, corrective actions are defined for all identified
unmanaged environmental and/or social risks. The client is
asked to provide a response to each such risk in accordance
with previously negotiated deadlines. Such corrective
actions are then included in contractual clauses.
Stage
02
A progress report is drawn up each year, summarising
advancement of the action plan. Periodic visits are
organised for category A and B projects.
SELECTION
01
Stage
4. Control and monitoring
Exclusion List
ASSESSMENT
Categorisation
Independent audit for category
A projects
Checklist assessment for other categories
Credit Committee
Corrective Action Plan with Deadlines
Stage
03
Stage
04
Contractual clauses
CONTRACTUALISATION
Compliance with regulations
CONTROL AND MONITORING
Periodic visits (Cats. A and B)
Progress Report
The CPM makes use of a computer application dedicated to
the ESRMS, streamlining procedures and identifying nodes
(exclusion list, Category A, etc.) before files are processed
by the Credit Committee, while also facilitating reporting.
At national level, the GBP participates in work carried out by
the Professional Association of Moroccan Banks (GBPM),
with the help of Bank Al Maghrib and the Economic,
Social and Environmental Council (ESEC), to promote an
initiative in the eyes of the Moroccan government that
seeks to make environmental and social assessment
of projects statutory. This is an economic as well as an
environmental and social issue, and timing is opportune as
Morocco is set to host the COP22 in 2016.
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CONTINUING IMPLEMENTATION OF THE ESRMS AND PARTICIPATION IN SECTORAL
REFLECTIONS
33
THE NATIONAL AND REGIONAL
ECONOMIC BOOM
2015 saw the signature of a VSE sector
assistance convention with the IFC.
2015 was decreed “SME Year” with
an offer of advantageous rates for
accompaniment of SME investment
projects.
In November 2015, the
Banque Populaire inaugurated its
representative office in Washington.
In June and July 2015, ecosystem
conventions in favour of industrial SMEs
were signed with AMITH and AMICA.
In May 2015, the Attawfiq
Microfinance Foundation received the
Banking Inclusion Prize awarded by
African Banker.
In March 2015, 10% additional shares
in the capital of Banque Atlantique,
currently 75% owned, were bought up.
A MODEL AT THE SERVICE OF REGIONALISATION
Morocco’s Groupe Banque Populaire maintains the regional vocation that is part of its genetic makeup and a key
factor of its success Banques Populaires Regionales also play a major role in the model developed by the Group in
the service of regionalisation
PRESENCE IN EVEN THE MOST REMOTE AREAS
As part of its proactive strategy of regional coverage, the GBP opens an average of 100 branches a year, 65% of them in
the various regions’ more out-of-the-way locations, testifying to its pioneering commitment to regionalisation and banking
inclusion throughout the country.
BPRS, FULLY COMMITTED TO REGIONAL ECONOMIC DEVELOPMENT
The Group’s strategic vision of efficient regional development finds concrete expression in its providing Banques Populaires
Régionales with all the attributions of a Bank, enabling them to act locally and autonomously in the service of local economic
development. 90% of loans granted are decided upon locally without
referring to the Group’s central body.
By mobilising resources in favour of development of the regions in
which they are collected, BPRs strengthen the Group’s regional foothold
and take an active part in the regionalisation process, in particular by
increasing access to banking facilities and accompanying the local
economic fabric.
90 % of loans granted locally
without consulting the
central body
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ACCOMPANIMENT OF REGIONAL VSES/SMES
36
Informing and accompanying VSEs and SMEs
Dynamising the local business sector
The first step in assisting small-sized enterprises is to
provide them with relevant information on existing schemes
designed to dynamise their development - schemes on offer
from the State or from the Bank itself. To do so, BPRs and
the Group organise local information / training sessions,
lectures, forums and awareness caravans bringing in
bodies promoting company support schemes. Since 2008,
such information / awareness-raising initiatives, held four
or five times a year, have met with resounding success
among target companies.
Company
networking
initiatives
are
regularly
organised in partnership with the CGEM, Chambers of
Commerce, the Banque Atlantique and European banks.
Objective : to create additional activity opportunities for
regional enterprises by, for example, fostering encounters
with companies in Greater Casablanca.
BANQUE POPULAIRE LAÂYOUNE,
THE SOUTHERN PROVINCES’ LEADING BANK
THE REGION’S LONGSTANDING LEADER AND MAJOR FINANCER
The first bank to locate in the southern provinces (1976), Banque Populaire Laâyoune is now the region’s leading bank
with over 90,000 clients, including 17,200 members, a market share of 68% in the realm of financing and 54% in terms of
deposits. It has also developed the region’s densest network of branches, with 26 banks located across its soil.
Banque Populaire Laâyoune also plays a key role in the economic development of the three regions it covers : Laâyoune
Boujdour Sakia Al Hamra, Oued Eddahab Lagouira, and Guelmim Smara.
BP LAÂYOUNE’S NEW HEAD OFFICE, SHOWCASE FOR A NEW DYNAMIC
Inaugurated in May 2014, BP Laâyoune’s new head office embodies the ambitions it has for the southern regions. With
this new facility to its credit, it is set to accompany the economic rise of the southern provinces and the city of Laâyoune,
particularly at town-planning level.
The head office is also intended to strengthen proximity with clients, with a modern design incorporating (among much else)
reception facilities, business centres and highly sophisticated technological resources. The building promotes the region’s
image as a dynamic and rapidly developing area. The presence of BP Laâyoune’s head office in the city is a guarantee of
confidence that sends a strong signal to investors.
The new head office serves as a showcase for
a wider dynamic. BP Laâyoune is set to make an active
contribution to extending access to banking facilities
across the region, with the aim of doubling such access in
three years to reach 60% in 2017. Other current projects
are designed to enable the southern regions to fulfil
their role as an economic platform for Moroccan-African
relations. Construction of a border branch in Bir Gandouz,
Lgargarat, 700 km from Laâyoune, is underway.
BP LAÂYOUNE, PROACTIVE PARTNER OF THE FORUM FOR INVESTMENT IN THE
SOUTHERN PROVINCES
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On the occasion of the forum, which was held on 28 march 2015, bp laâyoune brought in its
company clientele located in northern regions for “business encounters” with southern
operators. Objective : to boost their development in the sahara and provide southern
regions with fresh opportunities. This initiative, promoted in partnership with the cgem
and supported by the state, met with great success among the companies involved and led
to the signature of a convention between the cgem and the banque populaire, bearing on
financing of projects under particularly advantages conditions.
37
ACCESS TO BANKING SERVICES
Financial inclusion encompasses all schemes designed to combat banking and financial exclusion. Institutionalised
in Morocco by the Banking Law of February 2006, the “right to an account” aims to bring about universal proficiency
in the use of banking tools.
The Banque Populaire has always been active in this field, making particular use of :
- its extensive network, which affords it a presence in even the most remote rural areas ;
- the non-existence of obstacles to opening an account and a pricing policy within reach of all sectors of the
population.
AN EXTENSIVE NETWORK ENSURING MAXIMUM PROXIMITY
TO ALL INHABITANTS
At 31 December 2015, the Banque Populaire had 1,400 branches across 11 regions,
the largest banking network on Moroccan soil.
The Banque Populaire also ranks second in terms of numbers of branches in rural
areas, the most remote in particular. It also provides “Souk Bank” mobile branches
servicing commercial rural localities and areas, and “banking services caravans”
(caravanes de bancarisation) travelling to meet the Kingdom’s most isolated
inhabitants.
The Group plans to continue extending its network across the whole country ; to
this end, it implements an active policy that has led to the opening of an average
100 branches a year over the last six years.
PROVIDING ADAPTED, ACCESSIBLE PRODUCTS
The Banque Populaire develops banking products and solutions adapted to the
Kingdom’s most vulnerable inhabitants.
Low-income brackets
In 2009, the Bank introduced an offer designed for low-income bracket clients, with suitably
adapted pricing and distribution methods. Distribution essentially relies on the Attawfiq
Foundation’s 400 branches (see pages 42 to 45) and on Souk Bank mobile branches. The
Bank is progressively extending distribution of the offers to other third-party networks, with
ongoing determination to make it accessible to maximum numbers of prospective clients.
Women
370 000
clients benefit from
the offer targeting
low incomes
In 2009, the Banque Populaire personalised its relationship with its women clients with the
launch of the “Ailes” offer, which, in addition to the basic banking pack, includes a whole range of non-banking advantages via
use of the bank card.
« BOX MY LIFE », A MULTISERVICE OFFER FOR YOUNG WORKERS
“BOX MY LIFE” provides young workers with a wide range of attractively priced banking
services designed to facilitate management of their day-to-day expenditure and
achievement of their investment projects, including :
C SR R EPO RT 20 15
› a bank account giving unlimited free access to all banking operations and the right to
an overdraft ;
38
› a payment card, a credit card, and latest-generation e-banking and mobile banking services;
› highly attractive financing formulas covering personal needs and real-estate projects.
Young people
Two offers, “1825” and “1217”, are designed specifically
for young people. They include banking and extra-banking
services (“bons plans du moment”, special partnerships,
etc.) and are marketed at purely symbolic rates. Their main
objective is to ensure financial inclusion of young people.
Retirees
The Banque Populaire markets two offers developed with
the CMR and CIMR retirement funds. These products
have enabled extension of banking facilities to thousands
of retirees.
Subscription to the “BP & CMR Retirement Pack”, which
was launched in 2015 and only costs 5 MAD excluding
tax a month, provides Caisse Marocaine des Retraites
pensioners with a bank account and bank card for making payments and ATM withdrawals.
The “Rahati” card, introduced in 2009, is a bank card intended for Caisse Interprofessionnelle Marocaine de Retraites retirees.
It enables electronic payment of pensions whether holders have a bank account or not.
INSURANCE PRODUCTS FOR EVERYONE
The new subsidiary atta’mine chaabi, which now manages all “ma retraite” and “avenir mes
enfants” savings and capitalisation products, has launched a range of new provident
products. Its missions also include increasing life insurance penetration rates to cover
maximum numbers of clients. As regards health insurance, a number of projects are underway
designed to provide real responses to the needs of various sectors of the population.
FACILITATING LOW-INCOME CLIENTS’ ACCESS TO REAL ESTATE
1
Although the main indicators show a slowdown in growth
of the real-estate sector, the Banque Populaire is keeping its
head well above water in this field, with a market share up
one point in terms of volume and value of FOGARIM1 fund
applications. It stood at 31% in August 2015.
Guarantee fund for housing loans granted to clients with low or irregular incomes. It is managed by the Caisse Centrale de Garantie.
C SR R EPO RT 20 15
Keeping faith with its commitment to the public authorities
to foster access to housing on the part of people with low
or irregular incomes, the Banque Populaire has maintained
its positioning as leader in the financing of social housing,
relying on a widespread network that ensures its presence
near low-cost real-estate sites throughout the Kingdom,
as well as on a highly qualified sales force.
39
PROTECTION OF INDIVIDUAL CLIENTS
PREVENTION OF OVER-INDEBTEDNESS
Special attention paid to granting loans to private individuals
The Banque Populaire has incorporated a range of
checks and controls into its procedures for processing
loan applications from private individuals, giving the
go-ahead or otherwise to the granting of a consumer
loan or mortgage to a private client.
These preliminary checks aim to prevent overindebtedness and lead to systematic rejection of any
loan applications categorized as risky, essentially in
the client’s interest but also in the Bank’s.
The Bank has a number of decision-making tools
available to it in this respect :
- the Credit Bureau is systematically consulted
and provides information on (among other
things) any loans the client may already have
contracted with other local banks ;
- A client’s rating is set using a combination of
several quantitative and qualitative criteria.
Such rules and control procedures applied prior to a
loan being granted have been bearing fruit. Numbers
of outstanding debts relating to mortgage categories
supported by the State have fallen.
C SR R EPO RT 20 15
Transparent communication for consumer protection
40
The Banque Populaire takes great care to ensure full
compliance with regulations and has progressively
adopted a range of measures, particularly with regard
to communication and advertising, since enactment of
Law 31-08 on consumer protection :
- Withdrawal of leaflets on consumer loans and
mortgages, regarded as non-compliant ;
- removal of promissory note guarantees, as
stipulated by the said law ;
- Transparent clarification of the Bank’s and loan
beneficiaries’ rights and obligations in consumer
credit and mortgage contracts.
All information on credit conditions is therefore clearly
displayed (interest rates, annual percentage rate
(APR), amount of insurance, processing fees, payment
instalments, loan duration, etc.) and contracts incorporate
information on various aspects of the loan concerned,
including conditions governing early repayment and
conditions for application of penalties in the event of
non-payment.
A DEMANDING QUALITY INITIATIVE
Its clients are the Banque Populaire’s central concern, whether they are private individuals or companies.
It has therefore set up a quality management system aimed at improving client satisfaction through adoption of an
effective approach designed to provide products and services matching their client’s expectations and in compliance
with current legal and regulatory requirements. Further to this, the Bank has obtained ISO 9001 certification in the
fields of e-banking and international trade.
Processing clients’ complaints
Technology at the service of
client relations quality
Quality certification
complaints, the Banque Populaire’s
Direct contact with clients and
certified for e-banking since 2005
Quality Charter ensures that
traditional contact by mail are
and for international trade (Remdoc
all complaints are processed
still the most usual means of
and Credoc) since 2006. A project
expeditiously and in a professional
communication. Nonetheless, in
for certification of trading-room
manner, so developing its clients’
order to meet (and even anticipate)
activities was launched in 2015. The
trust. A number of improvements
its clientele’s various expectations,
Quality Directorate also oversees
have been introduced, including a
the Banque Populaire is making
support for ISO 9001 certification of
new client complaint management
best use of its cutting-edge
a number of subsidiaries, including
procedure and overhaul of
technology and information system
Maroc Assistance and CTN-Flux
the information system for
performance : website, new
(Cheques and SBEs).
management of such complaints.
desktop-publishing possibilities,
As regards processing of clients’
The Bank has been ISO 9001
Arabic in bank statements with
clientele targeting, automation of
assistance contract publication, etc.
ISO
900
1
BCP, THE ONLY PCI-DSS CERTIFIED BANK IN MOROCCO’S BANKING SECTOR
May 2014 saw renewal of the Banque Centrale Populaire’s PCI-DSS (Payment Card Industry - Data
Security Standard) certification, awarded by visa international in 2013.
The standard, imposed by international systems (visa, mastercard, american express, jcb and
discover), is subject to 12 security requirements that aim to guarantee clients maximum
levels of bank-card data security.
C SR R EPO RT 20 15
The BCP remains the only banking institution in morocco to have obtained this label
of reliability, assurance and security of e-banking supports, in full compliance with
international standards.
41
ACCOMPANYING DISADVANTAGED
CITIZENS THROUGH MICROCREDIT
AND MICROFINANCE
THE ATTAWFIQ FOUNDATION : MICROCREDIT TO ESCAPE FROM POVERTY
Set up by the Groupe Banque Populaire in 2000, the Attawfiq Microfinance Foundation seeks to take an active part in
combating poverty and unemployment. As the GBP’s sword arm in the fight, its activities have two major focuses :
- distributing microcredits enabling people in difficult economic situations to create or develop an income-generating
activity (IGA) ;
- accompanying clients in the projects they have taken out loans to develop : training, advice and technical assistance.
Strong principles lie behind the Foundation’s action in favour of the more disadvantaged sectors of the population :
- profits are 100% reinvested in development of the Foundation’s activity ;
- loans target development of microenterprises and access to housing for private individuals, but may in no case
finance consumption ;
- its governance meets the standards required by banking institutions, guaranteeing its sturdiness in a fragile and
highly volatile sector.
Attawfiq Microfinance’s impact
on the real economy in figures
$
$$$$$$
254 000 active clients in 2015,
i.e. 1.4 million people directly or
indirectly impacted
2
tanding
billion MAD outs
ll
ents in a
illion cli
Over 1 m
The Attawfiq Foundation was given Fitch Ratings’ blessing in 2013, with a score of “A- with stable prospects”, and obtained
C SR R EPO RT 20 15
the Banking Inclusion Trophy, awarded by African Banker, in May 2015.
42
In addition, 23 of the Foundation’s client 23 entrepreneurs were “Prix National du Microentrepreneur” and “Prix CDG/
JAIDA” prize-winners for innovative activities.
FINANCIAL INCLUSION ASSISTED BY
CONCRETE EXPERT ACCOMPANIMENT
Right next-door to targeted citizens
The Attawfiq Foundation boasts almost 400 sales
outlets across Moroccan soil, with nine regional
directorates and 29 mobile units tasked with servicing
the inhabitants of the Kingdom’s most remote areas.
Its organisation and outlet locations are designed to ensure close
proximity to its target population sector : people not included in the
traditional banking system – women, young people, the inhabitants of
rural areas, the illiterate, and so on – and over 90% of its clients now
have bank accounts, testimony to its active promotion of banking
inclusion. Account managers in its main branches are specifically
tasked with developing banking inclusion rates among microcredit
clientele.
Attawfiq Microfinance clientele, key figures
Training, assistance with marketing, and
protection of clients
Much more than a simple microcredit, the Attawfiq
Foundation provides its clients with assistance
to ensure their successful integration into the
economy. A field visit takes place before the loan
is granted and, since its setup in 2014, a range
of training courses has been on offer at each
branch, with focuses including knowledge of the
activity sector, company management, financial
management, sales, savings, over-indebtedness,
and education on using banking services.
18%
Rural clients
18%
18- to 30
-year-olds
57%
Women
A “Client Guide” in simple Arabic explains the
microcredit programme and informs clients of their
rights and obligations, and best practices.
91,000 “Client Guides” have been distributed since
July 2013 and a new version with added content
has been finalised with distribution underway
(80,000 copies).
In order to assist its clients in marketing their
products, the Foundation organises fairs and exhibitions on their behalf, through which they can keep track of changes in
the market and develop their networks : suppliers, customers, distributors, etc.
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In 2015, over 120 clients benefited from these opportunities to market and exhibit their products to the public.
43
Client protection is a major component in assistance with banking inclusion. Well aware of this, Attawfiq Microfinance
ensures that :
- a close watch is kept on over-indebtedness, with awareness-raising programmes designed to prevent it ;
- its pricing policy is both responsible and transparent ;
- its clients are treated fairly and with respect ;
- clients’ and consumers’ personal data is protected ;
- complaint management procedures are strictly adhered to.
In addition, the Foundation has given thought to and taken the first steps towards obtainment of SMART CAMPAIGN/Client
Protection certification for 2016.
FINANCIAL INCLUSION VIA AN ADAPTED OFFER
Attawfiq Microfinance’s offer covers two main forms of microcredit : solidarity and individual. It is therefore adapted to
a wide variety of expressed needs and enables development of
funding modes throughout a company’s economic life.
With solidarity credit, two to four entrepreneurs, each with their
own project, contract a common credit and act as each other’s
guarantors. Microcredit offers are targeted to meet the needs of
the population sectors concerned : startup of small-scale activities,
development, and consequent larger investments.
Individual credit is intended for microenterprises approaching the
size of a VSE and whose needs are consequently greater.
Some offers (individual and solidarity alike) target specific sectors
such as the rural milieu, small-scale fishing, cooperatives or
acquisition of a three- or four-wheel vehicle.
In 2014, the Attawfiq Microfinance Foundation also introduced
“Islah Assakan”, microcredits dedicated to responsible housing,
in order to lend support to the public authorities in their efforts to
eradicate substandard housing and contribute to improvement of
living conditions of citizens targeted by microfinance.
Two new products were launched in September 2015 : “Islah”, with a 20,000-MAD ceiling, and “Islah Partenariat”, with a
ceiling of 50,000 MAD. The two products replace earlier versions in order to better meet the needs of clients and non-clients
alike, public- and private-sector employees in particular.
In a single quarter, the Foundation granted a full 70 loan applications for a total of 809,100 Dh.
CFROM MICROCREDIT TO MICROFINANCE
Well aware that microcredit alone is not enough to relieve the poverty and vulnerability experienced by low-income sectors
of the population, the Foundation decided to diversify its products and introduce a new microinsurance offer adapted to its
clientele’s needs.
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In July 2015, the Attawfiq Microfinance Foundation put a new product on the market entitled “Injad Attawfiq”, developed
in partnership with the Group subsidiary Maroc Assistance Internationale. It covers medical assistance and assistance in
the event of death for microcredit subscribers. In exchange for a minimal subscription (98 MAD or 110 MAD), the service
provides impoverished clients with access to healthcare and financial cover in the event of severe illness or death.
44
At end December 2015, the number of contracts taken out stood at 92, 478 – over 36% of active clients.
2015 also saw the launch of a savings product : by opening a savings account at any Banque Populaire branch, the client can
make withdrawals and deposits while generating interest, and with no obligation as to duration.
AWARENESS-RAISING ON CSR
The Attawfiq Microfinance Foundation is committed to a range of ongoing initiatives to ensure that full account is taken of
the issues involved in sustainable development in the exercise of its activities. This commitment is expressed in concrete
form by the design of tools for awareness-raising on eco-habits to adopt at work and dissemination of a training module on
Social and Environmental Responsibility. The Foundation has implemented a range of measures intended to strengthen its
role in its clients’ social and human development in order to help ensure them better living conditions.
A boost thanks to funding by the Millennium Challenge Corporation
The “Millennium Challenge Account” (MCA) managed by the Millennium Challenge Corporation is a bilateral development
fund set up by the US Government in January 2004 with the aim of combating terrorism through promotion of growth and
eradication of poverty. Beneficiaries are selected on economic, social and good governance criteria.
Morocco’s microfinance sector was targeted by the PPA (Partnership for Progress Agency), which was responsible for MCA
management in 2011. A wide range of projects submitted by Attawfiq Microfinance were funded in 2013, including :
- the switch from microcredit to microfinance through the launch of two market studies : microinsurance and
microsavings (see above) and development of a mobile banking offer;
- improvement of network accessibility : branch visibility, direct ground-floor accessibility, coherence of visual
identity throughout the country, increase in numbers of mobile units servicing remote areas, etc. ;
- improvement of in-house procedures, including automation of debt recovery, risk mapping, automation of the
rating system and overhaul of the HR system.
PROJECTS FOR THE FUTURE
Thanks to the financial assistance it obtained from the International Financial Corporation (IFC), the Foundation plans to
widen its activities to include funding of VSEs, given that many of them are served neither by the traditional banking system
nor by microcredit schemes. With the IFC’s support, this new market will be identified in detail along with products and
services to be developed.
Attawfiq Microfinance takes an active part in deliberations on regulation of Morocco’s microcredit sector. The final objective
is to enable the Foundation’s transformation into a microcredit Bank, so providing it with wider margins for manoeuvre in its
financing activities with a view to increasing their maximum loan, which now has a 50,000-MAD ceiling, and diversifying its
offer of products and services.
EXTENSION OF THE PROGRAMME TO SUB-SAHARAN AFRICA VIA
ATLANTIC MICROFINANCE FOR AFRICA (AMIFA)
in 2014, the Banque Populaire set up “atlantic microfinance for africa” (amifa) to manage
its microfinance programme in africa. the holding company is tasked with mobilising
(alone or in partnership with organisations pursuing the sam social and societal goals)
the financial, material and non-material resources required for setup of the african
programme.
by virtue of these agreements, the banque populaire is committed to creation of a
microfinance institution (mfi) in each of these countries, in compliance with local laws
and regulations in force.
by mid-2015, five mfis had already been cet up in mali, Ivory Coast, gabon, burkina faso and
guinea. in december 2015, amifa inaugurated its first branch in abidjan.
C SR R EPO RT 20 15
through the holding company, the group puts its acknowledged experience in the
field of microfinance at the service of african countries. initial commitments were
made in early 2015, with group president mohamed benchaaboun’s signature of several
conventions for development of microfinance in Ivory Coast, gabon, guinea and mali.
45
Fostering company culture
A LONGSTANDING MISSION: GIVING MOROCCAN YOUTH BACK ITS MOMENTUM
Set up in 1991, the “Création d’Entreprises” Foundation
(FCE), a pioneer in its field, was designed to support
the Moroccan State’s policy focuses between 1983 and
actifs en 2014
1990, when the Kingdom’s economy was undergoing
rsonnes a particularly acute crisis. For 25 years, its mission has
rectement been to promote creation of sustainable businesses.
The FCE is attached to the Banque Populaire and provides
entrepreneurs with personalised accompaniment via
its expert professionals, each specialising in a particular
activity sector and equipped with tried and tested skills
in spheres including (but by no means limited to) finance,
management and law.
The “Création d’Entreprises” Foundation in figures (2005 to 2015):
2057
enterprises economically created
9855
jobs created, an average of 5 per enterprise
1,2
billion dirhams in total investment: an average of 605,731 Dh per enterprise
47%
of investments financed by bank loans
A PROACTIVE REGIONAL APPROACH
Between 2000 and 2004, inspired by the creation of the FCE,
a whole range of new operators appeared on the scene (CRI,
ANPME, AFEM, the Maroc Entreprendre network, CJD,
FPME, etc.). The Foundation has developed partnerships
with them enabling project promoters to enjoy optimal
accompaniment combining the various entities’ different
areas of expertise.
Statistics on creation of enterprises
by Region in 2015
Tangier
Oujda
Rabat
In parallel, the Foundation has widened its field of action,
initially centred on Casablanca, to locate regionally in
agreement with Banques Populaires Régionales.
Casablanca
Settat
C SR R EPO RT 20 15
46
In
2015
75 %
of enterprises accompanied
tgnées by the Foundation were
service companies entreprises
de service
Fez
Meknes
Beni Mellal
Marrakech
In 2005, a national call for projects led to selection of 450
project promoters in all the Kingdom’s regions. 200 of
them succeeded in establishing sustainable businesses,
largely thanks to two-year-long pre- and post-creation
accompaniment.
In the years to come, fully in step with Morocco’s advanced
regionalisation programme, the Foundation plans to provide
project promoters with yet better assistance, by identifying
each region’s sectors of excellence and strengthening
synergies with Banques Populaires Régionales.
Nador
Number of enterprises
created
Number of
jobs created
Casa-Settat
17
Fez
06
62
Marrakech
17
46
Oujda
13
41
Rabat
06
22
Beni Mellal
15
56
Nador
04
17
Meknes
08
29
Tangier
17
186
104
PROMOTING SELF-EMPLOYMENT
The Foundation’s vocation implies its presence alongside all those involved in setting up businesses, including in the most
remote areas and in aid of companies in difficulty.
The Foundation’s strategy seeks to promote all forms of entrepreneurship, and it was consequently very much involved
in the drafting of legislation enabling creation of the status of “self-entrepreneur”, which has recently been enacted in
Morocco.
STRONG TIES WITH THE DIASPORA
The Banque Populaire is implementing its “Maghrib Entrepreneurs”
programme under the aegis of the Ministry for Moroccans Residing Abroad
(MCMRE) and with the support of the French Development Agency (AFD).
The programme seeks to raise awareness among over 250 potential
entrepreneurs with the aim of lending assistance to 100 Franco-Moroccan
project promoters over a 2-year period. The first edition
of the Forum took place in May 2015 and attracted a
large number of participant entrepreneurs
along with numerous project promoters, some thirty of
whom are currently benefiting from assistance provided
by the FCE’s regional offices. The second edition was
held in October 2015 and was a success on all levels,
economic, cultural and human alike. Overall, the
entrepreneurial spirit is clearly at work in all Diaspora
project promoters, a third of whom are women.
Accompaniment of MDMs in figures
(between 2011 and 2015) :
228
enterprises created
by MDMs
France as number
1er provider
pourvoyeur
262
million dh in
total investment,
i.e. 1.2
million on average
per enterprise
1,152
jobs created,
i.e. 5
on average
per enterprise
70 %
self-financing
MASTERCLASSES HELPING TALENT
ACT AT INTERNATIONAL LEVEL
As participants in “mediterranean diaspora”
(diamed) project activities, the “création
d’entreprises” foundation and anima
investment network organised the “young
entrepreneur masterclasses”, held in
december in casablanca and rabat.
Intended
for
high-potential
entrepreneurs under the age of 35 who
are in the process of setting up a business
or who have set one up within the past
five years and now wish to develop
internationally, the classes led to 30 of
them benefiting from assistance with
their projects and contacts with local
diaspora coaches and talents.
YOUTH, INNOVATION AND GREEN ECONOMY
By taking part in the 1st “Ibdaa Chabab” National Youth Creativity
Fair, the Foundation strengthened its positioning as a pioneer and
leader with regard to stimulation and encouragement of innovation
and creativity among the Kingdom’s youth. The Fair, which
was organised on the initiative of the Moroccan Association for
Research & Development, was held from 26 to 28 November 2015
and provided the FCE with an opportunity to put its expertise to
good use in promoting creativity among young people under 21
years old from various of the Kingdom’s schools.
The Foundation also plans to invest in innovative startups in the years to come.
Finally, the planned merger between the “Création d’Entreprise” Foundation and the Banque Populaire Foundation will give fresh
impetus to accompanying creation of green economy businesses, which are vehicles for innovation and environmental progress.
C SR R EPO RT 20 15
The FCE was also involved in the National Forum of University Entrepreneurship (2nd and 3rd editions) and regularly takes part in
the annual “Doctoriales du Maroc”: gatherings of doctoral students from all the country’s universities, encouraging them to draft
professional projects of their own before completing their theses.
47
ACCOMPANYING VSEs
There are currently some 1.7 million VSEs (companies with turnovers of less than 3 million MAD1) in Morocco.
It is estimated that close to 47,000 new VSEs are created every year, accounting for 46% of jobs created.
The Banque Populaire is a longstanding partner of such enterprises, which make up the major part of Morocco’s
economic fabric and represent tremendous development potential for the country as a whole.
DEDICATED ADVISORS AND PRODUCTS
COMPETITIVE FUNDING
In 2012, the GBP set up a network of account managers
dedicated to VSEs and the liberal professions. They are
tasked with accompanying entrepreneurs in the field and
providing them with financial and non-financial advice and
services. As the informal nature of much of Morocco’s
economic fabric is still a major obstacle to access to
financial services, advisors also accompany businesses in
the formalisation of their activities.
The Group makes every effort to provide highly competitive
interest rates and is active in raising funds from international
financial backers to enable it to increasing funding of VSEs.
In November 2014, for example, the BCP contracted
a funding line with the BERD to the tune of 100 million
euros, to provide sustainable support to VSME growth.
The Group’s presence in the field is also evidenced by its
official partnership of the International Forum of VSEs in
five of the Kingdom’s cities.
First marketed in 2013, the dedicated range of “Mountij”
packs have been expanded to include financing solutions
to operational and investment needs. The packs also
include Central Guarantee Fund (CCG) products.
The Banque Populaire is the first bank to facilitate VSME
access to credit via CCG counter-guarantees.
1
Official definition provided by the Regional Investment Centre (CRI), the Moroccan Office for Industrial and Commercial Property (OMPIC), the General Directorate for Taxes (DGI)
and the State.
C SR R EPO RT 20 15
THE GBP, A STAKEHOLDER IN VSE AND SME SUPPORT PROGRAMMES
48
the gbp participates in the “giz” programme
run by the german minister of economic
cooperation and development, to support
vses and smes over the 2013-2015 period.
it is also a stakeholder in the national
strategy for development of vses.
the gbp makes active contributions to
“maroc pme” and ccg programmes, in
particular by training their staff and
setting objectives.
target businesses
are kept proactively informed and
optimisations
required
to
ensure
programme
success
are
regularly
proposed to state bodies. its efforts have
been crowned with success as the group
is ranked in first place with regard to
number and volume of enterprises selected
to participate in the imtiaz programme of
ACCOMPANYING SMEs
The SME segment comprises all structured businesses with turnovers of less than 200 million MAD. The GBP’s
action in favour of SMEs seeks to respond to the major problem they are faced with : finding the financing and
accompaniment they require in order to develop successfully. It is estimated that half of Morocco’s SMEs are selffinanced.
HELPING SMES IN DIFFICULTY
La mise à niveau et la restructuration
In July 2014, the Banque Populaire introduced a credit
offer via the Fonds de la Très Petite et Moyenne Entreprise
(FTPME), a fund provisioned by the Banks and managed
by Bank Al-Maghrib. Among other things, the offer helps
counter the harmful effects of late payments, and provides
support to businesses experiencing such economic
difficulties as unforeseen drops in orders.
to obtain at very short notice VAT totals deductible by
reason of their export activities or investments, so avoiding
cash-flow problems ; such sums can sometimes represent
20 or 30% of their turnover.
The loan is borne 40% by the Bank and 60% by the
FTPME and is granted for a maximum period of ten years.
It consolidates arrears in payment and gives businesses
back the margins for manoeuvre required for possible new
investments.
At 31 December 2015, 34% of FTPME loan applications
(40% in terms of total sums) approved by the CCG were
borne by the Banque Populaire, ranking it among the
leading banks committed to the programme. Businesses
concerned are mostly located in the Casablanca region,
although major work has also been carried out with
companies in the Agadir and Fez regions.
Support for cash management
investment. the group also participated
in design of the “istitmar croissance”
investment grant programme designed
for vses and launched in 2015. the
banque populaire also recorded very
satisfactory performances on the ccg’s
ilayki, product designed for women
company heads and for which it again
ranks top of the bill on morocco’s
banking landscape.
in
the
context
of
morocco’s
industrialisation programme, the group
is lending its support to deployment of six
textile ecosystems aiming at development
of a better integrated moroccan sector.
the group is acting as a channel for
funding prior to release of state funds.
C SR R EPO RT 20 15
In 2015, the Banque Populaire rounded out its industrial
SME accompaniment offer with a dedicated scheme
incorporating VAT credit advances. With this solution to
hand, industrial companies are able, subject to conditions,
49
TOOLS AIDING DEVELOPMENT OF SMES
Encouraging investment
Every year, the Groupe Banque Populaire takes part in the running of the IMTIAZ programme. As
well as informing SMEs on investment grants and encouraging them to apply for one, the Group’s
account managers help them to draft their applications.
Donnez une nouvelle dimension
à votre PME
Since 2014, investment encouragement campaigns have been accompanied by funding offers at
particularly advantageous rates. Proclaiming 2015 as “SME Year”, the Banque Populaire introduced
a loan offer at a medium-term (2 to 7 years) rate of 5.25% excluding tax, designed to encourage
investment on the part of SMEs (excepting companies active in property development) with an
annual turnover of less than 200 million dirhams.
Access to information
The Simulator Online was inaugurated in 2013,
providing special access at low cost to regulatory,
fiscal, legal, customs and other information, along
with printouts and simulations, in order to facilitate
VSMEs’ daily lives.
Partenaire du
Pacte National pour
l’Émergence Industrielle
GROWTH THROUGH GOING PUBLIC
As a financial institution, the bank possesses all the necessary information on companies,
their situations, stability and financial health. Given its expertise with regard to
assessment of wealth-creating projects, put to good use by its subsidiaries specialising in
corporate finance, the banque populaire is in a position to guide companies wishing to
open their capital on the stock market.
By providing companies assistance with all procedures preceding and succeeding their
initial public offering, the bank takes an active part in the growth of the casablanca
stock market.
C SR R EPO RT 20 15
It also participates indirectly in such growth by directing a percentage of savings collected
to the stock market, through management of shares by its specialised subsidiary upline
capital management, as well as by investing a percentage of insurance savings products on
the stock market.
50
Finally, the bank takes an active part in furthering the ambitions of the future casa
finance city (cfc) – first of all by accompanying local and international businesses
wishing to develop on the african continent and secondly by forming partnerships with
international operators wishing to benefit from the many advantages on offer from the
cfc with a view to developing on the african continent.
INTERVIEW WITH MOUNIA SENTISSI,
SALES DIRECTOR, COPELIT
COPELIT was founded by
Mr SENTISSI EL IDRISSI
HASSAN, one of the pioneers of
the Moroccan fisheries industry.
The company started with a fish
meal and oil production unit with
outlets on a local poultry feed
market. We turned to export
in order to remedy cash-flow
problems and finally decided to
operate solely via irrevocable
letters of credit. COPELIT’s main
export markets are Europe,
Turkey, Russia and the United
Kingdom, and we’ll soon be
adding the United States to the
list. These days, our activities
are diversified, with production
of sardine oil for the cosmetics
and food supplements sectors
(Omega 3) as well as frozen and
tinned pelagic fish.
What part did the
Banque Populaire play in
your development and
reorientation?
We were “taken up” by the
Bank Populaire right at the start.
The Bank has always responded
rapidly to our needs, which is
essential in a sector like ours,
where we work with a highly
perishable product.
When we decided to go in our
new direction, we really knew
very little about exporting. It was
the Banque Populaire’s advisors
who really introduced us to
export procedures by sharing
their expertise with us. The Bank
has always been an invaluable
partner in times of crisis and
for investments. In 2000, for
example, when our sector
was in crisis, we were granted
overdraft facilities, advances
against merchandise and export
prefinancing.
It was largely through such
support that COPELIT Maroc
has seen its turnover grow from
50 to more than 490 million
dirhams in 25 years. Today, we’re
proud to employ 1,400 people in
Morocco’s Southern provinces.
What is it that keeps you loyal
to the Banque Populaire?
The excellent rapport we have,
of course, but proximity and
responsiveness too. I really feel
that the Banque Populaire has
invested alongside us to ensure
the Group’s success.
Can you cite any of your CSR
initiative’s key actions?
Quality is our central focus.
We’ve obtained a dozen
international certifications
including ISO 14001, which
covers the environmental
management system, and we
comply with the BSCI (Business
Social Compliance Initiative) code
of conduct on suppliers’ social
performance.
At societal level, the SENTISSI
Group organises functional
literacy programmes, the first
of their kind anywhere in the
Moroccan South.
C SR R EPO RT 20 15
Could you present COPELIT, its
activity and its history?
51
Accompanying smes’ export projects
B TO B IN AFRICA, A NEW CONCEPT FOR ACCOMPANYING SMES IN AFRICA
Following the success of the first edition of “B to B in Africa”,
held in Benin, Senegal and Ivory Coast in June 2014, the
Banque Populaire repeated the operation in May 2015 in
partnership with Maroc Export. Some hundred Moroccan
export companies, all of them Banque Atlantique clients, were
accompanied to Mali, Burkina Faso and Senegal.
The scheme seeks to help participating companies, Moroccan
and sub-Saharan alike, to position themselves on markets
generating growth by providing them with support for their
development, commercial activities and funding. It draws on
Maroc Exports’ expertise and logistical knowhow as well as on
the synergy between Banque Populaire and Banque Atlantique.
“B to B in africa” in figures (2015 edition)
95 Participating enterprises, 40% of them primarily export companies
2,533 B to B meetings between moroccan companies and their counterparts in
the countries visited
8 Activity sectors represented, with the agrifood and bpw sectors
predominating.
It provides an ideal opportunity for :
• taking advantage of preapproved appointment books to conclude business partnerships ;
• getting to know about major infrastructure projects through planned visits to sites ;
• getting acquainted with each country’s business climate and current incentive measures ;
• benefiting from the Group’s funding offers.
Still in the context of “B to B in Africa”, reciprocal visits were organised, with sub-Saharan enterprises being hosted in
Morocco and put in touch with Moroccan operators in the same sectors. June 2015 saw a week of B to B meetings and
visits to Moroccan companies, organised for a delegation of 40 Togolese operators.
SUB-SAHARAN COMPANIES INVITED TO EXPLORE MOROCCAN MARKETS
African SMEs are regularly invited to explore Moroccan
markets. A few examples :
-Banque Atlantique company clients from five
WAEMU countries were invited to take part in
sectoral trade fairs and meet with BPR company
clients ;
C SR R EPO RT 20 15
- B to B meetings were arranged for some hundred
Guinean companies in the context of the MoroccoGuinea Forum organised by the CGEM.
52
BENIN - BURKINA FASO - CENTRAL AFRICAN REPUBLIC - IVORY COAST - GUINEA
MALI - MAURITANIA - MOROCCO - NIGER - SENGAL - TOGO
C SR R EPO RT 20 15
MAP OF AFRICAN LOCATIONS
53
financing development projects in
africa
Long present on the African continent, the Banque Populaire has been active in the Central African Republic,
Guinea and Mauritania1 since 1990. It extended its presence significantly in 2012 by taking control of the
Banque Atlantique, a group of seven Banks located in seven West African countries : Benin, Burkina Faso, Ivory
Coast, Mali, Niger, Senegal and Togo. Bringing its expertise as a retail bank to bear, the BP has progressively turned
the Banque Atlantique (which originally focused on a “large company” clientele) into a universal bank.
The Banque Populaire is therefore ideally positioned to accompany Africa’s major development projects. For the
Group, it is naturally partly a question of developing African markets as the essential relays of growth that they are,
but above all, as a responsible Bank, it is a matter of being an energetic actor in the African Continent’s economic
and financial integration.
BANQUE ATLANTIQUE, A BANK AT THE SERVICE OF THE AFRICAN DYNAMIC
Proof of its vivacity and the efforts it makes to accompany africa’s economic emergence,
the banque atlantique recorded a 16% increase in sums of loans granted between 2014
and 2015.
ACCOMPANYING STATES IN THEIR
DEVELOPMENT
Committed to accompanying the socioeconomic
development of the countries where it is located, the
Banque Populaire acts alongside African States in funding
major projects and infrastructures, often as lead partner.
The Banque Populaire is one of the top State funding
partners in Senegal, the Central African Republic and
Guinea.
250
billion CFA francs mobilised
in favour of Senegal
C SR R EPO RT 20 15
In February 2014, Banque Atlantique Sénégal, Atlantique
Finance and the Upline Group, all Groupe Banque Populaire
subsidiaries, raised a loan of 250 billion CFA francs (500
million US dollars) in favour of the State of Senegal. The
loan is being used to fund structuring projects, mainly in
the fields of road, rail and airport infrastructures, as well
as in the energy and agriculture sectors. The operation – a
first for the region both in terms of the way it was mounted
(a combination of CFA francs and euros) and the size of
the sum involved – testifies to the Group’s commitment to
accompanying the Senegalese State in implementation of
its ambitious economic and social development projects.
54
1
Minority participation
CONVENTIONS SIGNED IN THE
CONTEXT OF THE ROYAL TOUR
The banque populaire took an active part in
the royal tour to Mali, Ivory Coast, Guinea
and Gabon in the first quarter of 2014 by
signing 11 bilateral agreements on economic
and social projects in the countries where
it is located.
The following royal tour in mai 2015 led to
signature of a convention between the gbp
and the senegalese state to raise funds on
the waemu financial market to the tune of
30 billion cfa francs.
THE BANQUE POPULAIRE MOBILISED FOR DEVELOPMENT OF SUB-SAHARAN
COUNTRIES : THE EXAMPLE OF IVORY COAST
The BACI, a key player in increasing access to
banking facilities and a mainstay of the Ivorian
economy
In 2014, Ivory Coast was in the spotlight at the Pollutec
exhibition, with FFPSU representatives taking an active
part in discussion of waste management problems.
The Banque Atlantique Ivory Coast is a particularly
dynamic institution with a continuing series of noteworthy
performances to its credit. It has recruited over 15,000
clients a year since 2012, and consumer credit allocations
increased almost sixfold between 2012 and 2014 in sums
granted - four times more than (and therefore little to do
with) the increase in numbers of clients over the same
period. The BACI has also doubled its credit market share,
which increased from 5.3% in 2012 to 10.5% in 2014.
A wide range of agreements on funding future
projects
2014 saw major funding released for infrastructure and
healthcare projects.
The BACI granted sums to the tune of 5 and 43 million
CFA francs respectively to the Road Management Agency
(AGEROUTE) and the Road Maintenance Fund (FER)
under the aegis of Ivory Coast’s Ministry of Economic
Infrastructures. AGEROUTE is responsible for delegated
project management while the FER is responsible for
financing services relating to studies and current and
periodical maintenance work on the road network, and
contracting and managing road maintenance studies and
management.
The Fund for Financing Urban Environmental Sanitation
Programmes (FFPSU), under the aegis of the Ministry
of the Environment, Urban Environmental Sanitation and
Sustainable Development, was also granted 5 million CFA
francs. The fund finances urban environmental sanitation
programmes, investments in equipment and infrastructures
for treatment and elimination of waste, and local authority
support programmes.
- The GBP’s financing, via the BACI, of 5,500 classrooms
for the Ministry of National Education and Technical
Education, for a total investment of 90 billion CFA
francs (about 1.5 billion MAD) ;
- a convention with the Ivorian Women’s Support Fund
(FAFCI) bearing on 500 million CFA francs (8.5 million
MAD) of additional financing for the programme on
facilitating Ivorian women’s access to microcredit ;
- the loan of 60 million US dollars (500 million MAD)
granted by the Japanese Banking Group Sumitomo
Mitsui Banking Corporation (SMBC) and the line
granted by the IFC to a maximum of 50 million
US dollars (over 400 million MAD) to help support
international trade operations on behalf of the Group’s
African subsidiaries’ clients.
During the 2015 Morocco-Ivory Coast Economic Forum,
the Bank signed numerous public/private partnership
agreements with the State of Ivory Coast along with
conventions bearing on accompaniment of Moroccan
enterprises wishing to invest and transfer their expertise
there.
C SR R EPO RT 20 15
Structuring projects funded in 2014 and 2015
Five conventions, totalling 2.5 billion MAD for financing
economic and social projects in Ivory Coast, were signed
on the occasion of the Morocco-Ivory Coast Economic
Forum held during the Royal visit. In addition to setup of
a microfinance institution in Ivory Coast, based on the
Attawfiq Micro-Finance Foundation’s successful model
(see page 45), the agreements bear on:
55
Acting as preferred partner of the
marocains du monde
THE LEADING BANK FOR MAROCAINS DU MONDE (MDMS – MOROCCANS LIVING ABROAD)
The Banque Populaire’s history is closely connected to that of Moroccan emigration.
The latter really began in the early 1960s. In 1968, the Banque Populaire launched a pilot operation designed to increase
use of banking services among Moroccan migrants
and encourage them to transfer savings back to their
homeland – a response to the public authorities’ desire
to facilitate repatriation of savings made on their
incomes by the first generation of Moroccans working
º``dÉ`©`dG áHQÉ`¨`e ø`e ∫hC’G π`«`é`dG
abroad.
º`«`≤`dG ¢ù`Ø`f º°SÉ`≤`à`f ,áæ°S 50 òæe
Marocains du Monde de la première génération
depuis 50 ans nous partageons les mêmes valeurs.
,
,
And today, the Banque Populaire is still the benchmark
actor with regard to this particular clientele, with
a market share of over 50% with regard to MDMs’
bank deposits in Morocco and capturing over a third of
transfers to the country.
Une agence Banque Populaire des années soixante.
ACCOMPANYING A PLAN OF KEY IMPORTANCE TO THE ECONOMY
The first, second and third generations of MDMs account for almost 5 million people in all and play a major part in the
Moroccan economy. Transfers of money to the country by the Moroccan diaspora in 2015 were to the tune of 61.7 billion
MAD, 7% of the GDP and are the Kingdom’s main source of foreign currency. Transfers are mainly intended to finance
consumption needs of families back in Morocco, with over 20% of Moroccan households benefiting from such aid. MDMs’
keep much of what is left in savings accounts opened with Moroccan banks : at end 2015, MDM bank deposits came to
over 163 billion MAD, almost 20% of all bank deposits in Morocco. Such deposits play a major role in local financing of loans
at very competitive rates. Finally, although to a lesser extent, MDMs make direct investments, in particular to the benefit of
their native, often remote regions (Souss, Nador, Oriental, Nord, etc.).
These days, MDMs also account for much of the Kingdom’s tourism. In 2015, the MDM segment represented over 40% of
overall arrivals – a total of some 3.9 million travellers. The Banque Populaire was the first bank to inaugurate a summertime
campaign welcoming and assisting MDMs on their arrival back in Morocco.
The banque populaire and the
tourist office promote morocco as
a tourist destination
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At the end of 2014, the two institutions
signed a three-year framework agreement
mutually committing them to pool
their resources and skills to increase
promotion of tourism in morocco to
the mdm community. The onmt will take
advantage of the proximity services
already set up by the gbp for moroccans
living aboard in undertaking shared
actions to promote morocco as a
destination.
56
The first action, in july 2015, was the
inauguration of the “bladi f'bali” offer, a
loyalty programme aimed at the bank’s mdm
clients.
ACCOMPANYING A POPULATION WITH EVER-GROWING EXPECTATIONS
The Group’s MDM clientele is becoming increasingly
heterogeneous. These days it includes more women, is
more qualified, and destinations are more varied, taking
in North America and the Gulf countries among others.
Such heterogeneity is expressed by diversification of
ways of making use of banking services, which has led the
Banque Populaire itself to evolve and continue to make
additions to its products and services designed for this
clientele.
Recent initiatives undertaken by the Bank to meet these
new needs include :
- the launch of “Bladi Assil” in 2014, on the occasion
of the fiftieth anniversary of the first migratory
movements to Europe, has enabled accompaniment
of MDMs over the age of sixty wishing to open bank
accounts for their families, as well as provision of legal
assistance, in particular with regard to inheritance
operations ;
-the “Bladi Invest” scheme, which accompanies
MDMs, 2nd and 3rd generations in particular, who
wish to invest in Morocco ;
- Chaabi Bank’s Islamic Finance offer in Europe, which
has met with great success ;
-the launch of new innovative offers facilitating
and simplifying money transfers, so meeting the
requirements of younger generations ;
-accompaniment of Africans living abroad through
Chaabi Bank’s and Banque Atlantique’s networks.
CHAABI BANK LOCATIONS ACROSS THE WORLD
1
5
4
3
20
6
The Banque Centrale Populaire inaugurated its representative office in Washington in 2015 – a first for the Moroccan banking sector.
Among other things, the office is tasked with facilitating the Moroccan community’s business contacts with its Bank in Morocco, and providing
information on products and services available in Morocco ;
The Banque Populaire is already present in Montreal, and this new representation strengthens its presence in North America
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4
57
A BANK WITH A FIRM
FOOTHOLD IN ITS
COMMUNITIES
2015 saw implementation of the “A
Banque Populaire branch, a school
upgraded” pilot project.
2015 saw implementation of the first
phase of the project for equipping public
Grandes Ecoles preparatory classes with
computers.
2015 saw support provided to the
Casamémoire association to finance
a documentary film on Casablanca’s
architectural heritage, for inclusion in
the city’s candidacy submission for
inscription on the UNESCO World
Heritage List.
2015 saw financial support to the
Western High Atlas Museum.
Acting responsibly towards our suppliers
Transparency, fairness and stringency have always guided the Groupe Banque Populaire’s relations with its
suppliers. A well-founded trust that has led to longstanding partnerships with many of them.
A RIGOROUS SELECTION PROCEDURE
The GBP applies the principles of competitiveness and
launches calls for tenders for the great majority of supplier
contracts.
A “Calls for Tender” Committee ensures that best
practices are complied with ; these are listed in an in-house
memorandum issued by the GBP to guide its teams in all
procurement procedures, detailing conditions, selection
criteria and the decision-making bodies involved in each
stage of the contract’s duration. Modelled on a State
decree, the memorandum is yet more stringent in its
requirements. Clear, detailed specifications vary depending
on type of purchase in order to meet specific requirements,
such as inclusion of environmental clauses in contracts for
purchase of IT equipment and furniture.
Once a supplier is selected, further controls may be
carried out, in particular to check on work processes and/
or environments.
SUPPLIERS FROM THE LOCAL BUSINESS
FABRIC
As a neighbourhood bank par excellence, accompanying
local development has always been one of the Group’s
priorities, and its purchasing choices are of key
importance in this regard. The Group’s purchasing policy
prioritises local and national companies of equal merit, for
Banque Centrale Populaire purchases (IT equipment,
furniture, office supplies, etc.) and the less onerous needs
of BPRs.
The Groupe Banque Populaire puts its trust in the expertise
of young and/or small-scale companies, which are more
fragile than larger groups : most of its suppliers are local
SMEs with proven knowhow. For example, the new HR
information system was designed and implemented and
is managed by a Moroccan SME, while inauguration of
Mobile Banking and development of eBanking Entreprise,
both highly strategic projects, were entrusted to two young
Moroccan startups. One of today’s leading companies in
the realm of electronic banking got it very first contract
with the BCP – further proof that the Group acts as a
springboard to success!
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15 days on average before settlement
60
THE BANQUE POPULAIRE FOUNDATION, A
MAJOR ACTOR IN EDUCATION AND CULTURE
IN MOROCCO
The Banque Populaire Foundation (FBP) is the oldest foundation set up by
a Moroccan bank dedicated to the exercise of citizenship. One of the first NGOs
recognised as being of public utility, it has distinguished itself for over 30 years in
the support of local and national development policies. These days, its activities
have five priority focuses: education, social development, heritage, culture and
environment
EDUCATION
Education as its initial project
The Banque Populaire Foundation was set up in 1984 to
underpin the civic vocation of a banking institution that puts
the individual at the heart of its concerns. It was initially
intended as a response to the wishes of a large section
of its clientele, the MDMs, who wanted to ensure that
their children received an education rooted in the identity,
values and realities of their homeland. The trust evidenced
by its expatriate clients enabled the GBP to set up its first
Foundation and inaugurate a first boarding school in Agadir.
With this initial success to its credit, the FBP opened
a second school in Tangier in 1997. The two schools are
not only open to MDMs’ children, they also take local
children selected on the basis of entrance tests, along
with pupils from “SOS Children’s Villages” and the most
disadvantaged sectors of society. They provide optimal
conditions for a first-rate education, with no fees for the
poorest pupils.
140
dedicated
employees
Ensuring the excellence of the education it provides has
always guided the FBP’s activities. In its earliest days,
it formed a partnership with the Ministry of National
Education (MEN) and, when the Tangier school was being
set up, developed a pedagogical approach designed to
enable Berber-speaking pupils and/or those living in nonFrancophone countries to integrate progressively into the
Moroccan education system based on Arabic and French.
The two schools’ results are currently among the best in
their regions. Apart from both schools’ 100% pass rate
in 2014-2015 for transition from primary to secondary
schooling and from lower to upper secondary education,
their pupils are regular winners of prizes and accolades :
the Mathematics Olympics (organised by the MEN and
the Severo Ochoa Spanish Institute) and the “Pleasure
of Reading” competition (held alongside Tangier’s
International Book and Art Fair), along with a range of
sporting and arts competitions have seen pupils from both
schools distinguish themselves by being awarded first
prizes.
Over
1 400
C SR R EPO RT 20 15
pupils in all,
MDMs’ and
local children
alike
61
FOSTERING EDUCATION AMONG THE MOST DISADVANTAGED
School dropout is a real problem in Morocco, where four out of ten children leave primary school prematurely. Consequently,
thousands of young people end up with little prospect of socio-professional integration.
Developing education in rural areas
The FBP is committed to developing the education system throughout Moroccan soil. Its support of the Zakoura Foundation’s
Integrated Development of Douars (DID) programme, underway since 2008, has enabled construction of four houses in
rural areas in the regions of Azilal, Taroudant, Bouarfa and Doukkala ; integrated houses in each Douar dispense post-literacy
courses along with awareness-raising programmes on hygiene and health, preschool education and programmes designed
to improve the competences of local associations.
Through its “A Banque Populaire branch, a school
upgraded” project, implemented in collaboration with
Regional Education and Training Authorities (AREFs),
Abdelhafid Rerhrhaye and the Najah Association, the
FBP works to improve pupils’ schooling conditions and
teachers’ working environment. It rehabilitates remote
schools’ infrastructures and provides them with a monthly
subsidy to help with their operating expenses.
The Oriental and Taza Azilal regions hosted pilot projects.
The number of schools upgraded will eventually match the
number of CPM constituent bodies’ branches.
In the same spirit of rural development and proximity
advocated by the Group, the FBP scored a first in 2015
with “Kan Ya Makan” a travelling library attached to the
“Souk Bank” initiative, which criss-crosses the most
remote regions giving schoolchildren easier access to the
pleasures of reading.
Art as a vector of progress
The FBP takes an active part in the “Mazaya” programme developed by the Ténor Foundation for Culture. The programme
brings together some forty disadvantaged and/or out-of-school children between the ages of 8 and 14 in classes combining
regular education with an in-depth music programme training them to become professional musicians.
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The FBP also supports the Oum Keltoum Sociocultural Complex, which, among other things, provides art courses for young
people from disadvantaged families in Casablanca.
62
PREPARATORY CLASSES : A HELPING HAND TO EXCELLENCE INTERVIEW WITH
ABDELAHAFID RERHRHAYE
Tell us something about your
action in favour of preparatory
classes
I’ve always done my best to see
that pupils study under the best
conditions, but structured action
only came with the setup of the
collective in 2007. It brings together
school associations (X, Ponts et
Chaussées, Centraliens and Anciens
des Classes Prépas), company
foundations and a number of
personally involved stakeholders,
creating real synergy and
networks… Two voluntary workers
in particular support me here :
Fatema Nasrouni from the Moulay
Youssef CPGE, Foundation, which
helps brilliant but impoverished
pupils via company donations, and
Françoise Agoumi from the Ministry,
who works on the pedagogical
component. The Collective decides
on an action, and the institution that
co-implements and finances it takes
it over.
What is the Banque Populaire
Foundation’s role in these
actions?
Geographic division of Morocco’s
CPGE Public Centres
Tangier
Together, we’ve implemented three
initiatives with the Foundation. In
2010, publication of the Preparatory
Class Annals, which weren’t
previously available and are sold at
a very low price. Accompaniment
of the Public Speaking competition
since its 2nd edition in 2012. The
competition seeks to improve
levels of English and prepare pupils
for Grandes Ecoles competitive
exams. Levels this year are excellent
according to a teacher on the
jury. And at the moment, we’re
Dakhla
1
collaborating with the Management
of the CNIPE1 and the Moulay
Youssef Foundation to equip
Morocco’s 25 CPEG centres with
computer equipment and Internet,
with 3 years’ subscription paid.
Acting on behalf of these classes is
all the more satisfying in that 50% of
pupils are girls, whose education will
ensure that of future generations.
National Centre for Pedagogical Innovation and Experimentation
Mohammadia
Casablanca
Kenitra
Salé
Rabat
El Jadida
Safi
Nador
Oujda
Fez
Meknès
Taza
Khourbga
Settat
Beni Mellal
Errachidia
Marrakech
Agadir
Guelmim
State of progress regarding
installation of computers :
Laâyoune
Installations in 2014
Installations in 2015
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A confirmed altruist and an
emblematic figure in Morocco’s
voluntary sector, Abdelhafid
Rerhrhaye brings energies – those
of companies in particular – to
bear on the community projects
he promotes. Combating cancer
and, assisting people with Down’s
syndrome are just two of his
focuses. He is also one of the active
founders of the CPGE collective :
Preparatory Classes for “Grandes
Ecoles”.
63
SOCIAL AND SOCIETAL ACTION
In addition to education, the FBP acts on behalf of children in the widest sense, as well women and people in difficulty …
Accompanying NGOs and voluntary organisations
The Banque Populaire is committed to aiding many NGOs and
voluntary organisations responsible for people in difficulty. Every
year, over a hundred such associations and NGOs benefit from its
financial and/or human support.
The FBP acts on behalf of children with such bodies and initiatives as :
- the National Observatory for Children’s Rights ;
- the Academia Foundation ;
- the Mazaya project (see page 62) ;
- the Oum Keltoum sociocultural complex, which welcomes any
and all projects promoting youth, aid to children in difficulty and
human development ;
-the AMESIP (Moroccan Association for Assistance to
Children in Precarious Situations), responsible for setting up
the “Shems’y” National Circus School, which has become a
benchmark in terms of training quality ;
A PUPIL FROM TANGIER AT THE
CHILDREN’S PARLIAMENT
A pupil in the first year of tangier’s
lower secondary school had his
name added to the national list for
the 2014-2016 children’s parliament.
A great achievement! The parliament,
which was set up in 1999 under the
presidency of hrh princess lalla
meryem, stems from the national
observatory for children’s rights and
enables young people to develop their
civic spirit and get to know how the
kingdom’s legislative institutions
operate.
- Sponsoring the Children’s Parliament since 2011.
The Foundation is involved in promotion of women’s rights through
its support of the National Union of Moroccan Women (UNFM). It
also lends its assistance to population sectors with special needs, for
example, by accompanying the Moroccan Association for Assistance
and Support of People with Down’s Syndrome (AMSAT).
A PORTAL DEDICATED TO MOROCCANNESS: WWW.DIMABLADNA.MA
The Foundation has onlined a portal for the Group’s expatriate clientele, the Marocains du Monde, designed to strengthen
their ties with their homeland. The website includes culture, news, spotlights on social changes in the Kingdom and a platform
for exchanges. Ranked as the best of 15 similar portals by the public’s online vote,
the website seeks to be a melting-pot of experiences and a random-access memory
of Morocco. Popular among all MDMs, it has over 150, 000 individual visitors a year.
2,500 articles, dossiers, debates and national
encounters published on the website in 2015
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Over
64
CULTURE
The Banque Populaire Foundation has always been committed to sponsoring young Moroccan artists ; whether they live in
Morocco or abroad. Over time, it has become much more than simply a philanthropic patron of the arts, and is now nothing
less than an incubator for new talent. Its acknowledged determination to promote art and culture make it a special partner
of Moroccan creativity. An overview of its action in the realm of culture and heritage.
Supporting talent
The Foundation supports talent in three artistic fields :
- Visual arts. As an arts patron, the FBP finances the creation,
exhibition and promotion of visual works by young artists. It
also supports such events as the International Conference
on the Creative Economy in Africa, Asilah’s International
Symposium of Contemporary Art and, abroad, the Venice Art
and Architecture Biennales.
- Theatre. The FBP enables professional and amateur theatre
companies to perform in Morocco and abroad. It also sponsors
almost all such drama festivals as “Théâtre et Cultures”,
organised by the Foundation for the Performing Arts, as well
as university theatrical events.
- Literature. The FBP is an official partner of the Book Fair
organised by the Ministry of Culture, and of the International
Fair organised by the Tangier Region Cultural Action
association. It takes responsibility for funding and overseeing
publication of such works as “Un demi-siècle de photographie
au Maroc par Flandrin 1907/1957”, “l’Histoire du Port de
Casablanca, Photographies 1913/2013” and the Arabic version
of the catalogue for the “Medieval Morocco” exhibition held
at the Louvre Museum and the Mohammed VI Museum of
Contemporary Art in 2014 and 2015.
Sponsoring and other actions
- Music. The FBP is a longstanding partner of the Fez World
Sacred Music Festival, Oujda’s Rai Music Festival, the Jawhara
Festival in El Jadida and the Mawazine Rhythms of the World
Festival.
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- Cinema. The FBP has been official sponsor of the Marrakech
International Film Festival since its first edition in 2001, and
also sponsors Khouribga’s African Film Festival, Tetouan’s
International Festival of Mediterranean Cinema, the
International Festival of Cinema and Common Memory in
Nador, Salé’s International Festival of Women’s Films and the
Festival of Mediterranean Short Films in Tangier.
65
HERITAGE
Heritage is a key part of our civilisations’ culture and history : preserving, rehabilitating and sharing it is a natural basic
investment in which the Foundation takes an active part. It implemented or extended a number of projects in 2014 :
- its commitment to rehabilitation of Casablanca’s Old Medina alongside the Casablanca Carrières Centrales association’s
supervising body, and publication of a book on the city’s history ;
- promotion of a photo library unparalleled in Morocco (Flandrin Collection, see inset) ;
-financial support of the Casamémoire association’s documentary film on Casablanca’s architectural heritage,
intended for inclusion in the city’s candidacy submission for inscription on UNESCO’s World Heritage List, as well
as of organisation of Heritage Days, with each edition including an exhibition of photographs of Casablanca from the
“Marcelin Flandrin” private collection ;
- financial support of creation of the Museum of the Western High Atlas, whose 22 galleries aim to acquaint visitors
with the geology, nature and history of this part of Morocco.
Casablanca : Villa Violetta in the 1930s
Casablanca : Villa Violetta in 2015
THE FLANDRIN COLLECTION : CASABLANCA’S PHOTOGRAPHIC MEMORY
In 1994, the duty of memory and of preserving its country’s tangible and intangible
heritage led the foundation to acquire a collection of some 40,000 photographs
documenting the history of morocco from 1907 to 1957 : the flandrin collection.
Marcelin flandrin was a french army photographer who first came to morocco in
1901 and started his military service there in 1912. Demobilised after the first world
war, during which he distinguished himself as an aerial photographer, he settled in
casablanca and set about immortalising the white city’s art-deco architecture, still
unaffected by the burgeoning urban-planning schemes that were soon to threaten its
existence. Fascinated by the city’s unrelenting energy, surrounded by artists, architects,
businessmen and intellectuals, he captured scenes of everyday life, including folklore,
portraits and architecture.
C SR R EPO RT 20 15
This national treasure is the pride of the foundation, and as it must be conserved and
shared with all those who wish to consult it, the photographs it contains are made
available to researchers and historians. They have been made good use of in a number of
works on moroccan history, including “un demi-siecle de photographie au maroc par
flandrin 1907/1957” and “l’histoire du port de casablanca, photographies 1913/2013”.
66
This invaluable photo library has been the subject of years of meticulous archiving
and conservation work (digitisation, storage in rigorous hygrometric and hermetic
conditions, etc.).
FLANDRIN COLLECTION PHOTOGRAPHS
Sefrou in 1920 : A grocer’s serving as a post
office
Casablanca : Bd. Mohammed V – Central Market
Casablanca : A traditional front door
Casablanca : Boulevard de Paris
Casablanca : Clock tower - Place de France
Casablanca : A square in the old medina
Banque Populaire Foundation Private Collection, Legal Deposit
1984/1134 2012GB 0011
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Casablanca : Maarif - Avenue de Mazagan
67
PERSPECTIVES AND ANNEXES
csr perspectives for the group and the sector
A word from Mohammed Jaouad AMRI,
Director of Control, Compliance and Deontology, responsible
for CSR
In your opinion, what is the next
major challenge the Banks will
have to take up?
and take advantage of new
opportunities in such fields as clean
technologies and financial inclusion.
The Groupe Banque Populaire has
positioned itself as a partner of the
National Strategy on Sustainable
Development, adopted on the
impetus of His Majesty King
Mohammed VI, which led to the
drafting of the National Charter for
the Environment and Sustainable
Development in 2010. In this
context, and as a leading financial
institution, we have not been lax
in assuming our role as a driving
force among economic operators
in development of an economy
with greater respect for the human
element and the environment.
Financial institutions’ commitment
to sustainable finance is sometimes
in answer to new regulations, but
it may also be voluntary in the
context of professional groups or
at institutional level. At the Banque
Populaire, we try as far as possible
to anticipate regulatory changes by
adopting proactive initiatives such
as the Environmental and Social
Risk Management System set up
in 2014.
Alongside its peers and in close
collaboration with all stakeholders
concerned, the Groupe
Banque Populaire is determined
to participate in the drafting of a
sustainable finance strategy adding
impetus to the financial sector’s
contribution to construction of a
sustainable and inclusive economy.
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The challenge facing us now - I mean
the GBP and all financial institutions is to ensure the triumph of
sustainable finance. In other
words, align financial systems on
sustainable development. Although
it is of course of major interest
to the Government, supervisory
authorities and professional
associations, sustainable finance is
above all the financial community’s
responsibility. It must not be seen
as a constraint or obstacle to its
development, as it will enable
banking institutions to control their
credit portfolios better
Today, it’s a question of the entire
financial sector getting in step with
the actions already committed to
by Bank Al-Maghrib, the United
Nations Development Programme’s
Financial Initiative and the
International Finance Corporation
in favour of financial inclusion and
education, promotion of VSMEs,
consumer protection, and so on.
69
TABLE OF CORRESPONDENCE
WITH THE ISO 26000 STANDARD
Central questions and fields of action of
the ISO 26000 standard
Related subjects covered in this report
Corresponding pages
Governance of the organisation
CSR initiative and Issues, Governance
6 to 10
Human Rights
Duty of vigilance
Deontology, ESRMS, Purchases
11 ; 32 and 33 ; 60
Situations presenting a risk to Human
Rights
ESRMS, Purchases
32 and 33 ; 60
Prevention of complicity
ESRMS, Purchases
32 and 33 ; 60
Remedying violations of Human Rights
Not covered
-
Discrimination and vulnerable groups
Diversity, Micro-entrepreneurs, Education/
social
14 to 18 ; 42 to 45 ; 61 to 64
Civil and political rights
Social dialogue
23
Economic, social and cultural rights
Health and safety, Access to banking
services, Micro-entrepreneurs,
Entrepreneurs, Education/social, Culture
24 and 25 ; 38 and 39 ; 42
to 47 ; 61 to 67
Fundamental principles and rights at work
Deontology, Diversity, Training, Career
management, Remuneration, Social
dialogue, Purchases
11 ; 14 to 23 ; 60
Work relations and conditions
Jobs and employer/employee relations
Job stability, Equal treatment, Departures,
Recruitment, Skills development, Career
14 to 23 ; 60
management, Company culture and inhouse communication, Purchases
Work conditions and social protection
Departures, Remuneration and social
advantages, Health and safety
18 ; 22 ; 24 and 25
Social dialogue
Social dialogue
23
Health and safety in the workplace
Health and safety, Environment
24 and 25 ; 28 and 29
Development of human capital
Skills development, Career management,
Social advantages
19 to 22
Prevention of pollution
Environmental footprint, Eco-schools
écoles
28 to 30
Sustainable use of resources
Environmental footprint, Eco-schools
28 to 30
Mitigation of climate changes and
adaptation
Environmental footprint, ESRMS, Energy
transition
28 and 29 ; 31 to 33
Protection of the environment, biodiversity
and rehabilitation of natural habitats
Environmental footprint, Preservation of
the coastline, ESRMS, Purchases
28 to 30 ; 32 and 33 ; 60
Combating corruption
Regulatory compliance and deontology
11
Responsible political commitment
Contribution to government programmes
gouvernementaux
48 and 49
Fair competition
Regulatory compliance
11
Promotion of social responsibility in the
value chain
ESRMS, Purchases
32 and 33 ; 60
Respect of proprietary rights
NA
The environment
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Fair practices
70
Central questions and fields of action of
the ISO 26000 standard
Related subjects covered in this report
Corresponding pages
Access to banking services, Protection of
clients
38 to 40
Questions relating to consumers
Fair practices with regard to marketing,
information and contracts
Protection of consumers’ health and safety Protection of clients
40
Dematerialisation and distance banking,
Protection of clients
29 ; 40
Quality
41
Regulatory compliance
11
Access to essential services
Funding of African infrastructure projects,
Education
54 and 55 ; 61 to 63
Education and awareness-raising
Protection of clients, Microentrepreneurs, Entrepreneurs, VSEs
40 ; 42 to 48
Involvement in community life
Development of regions, Microcredit
Foundation, Création d’Entreprise
Foundation, Funding of African
infrastructure projects, Marocains du
Monde, Education & Culture Foundation
36 and 37 ; 42 to 47 ; 54 to
57 ;
61 to 67
Education and culture
Microcredit Foundation, Education &
Culture Foundation
42 to 45 ; 61 to 67
Job creation and skills development
Recruitment and integration of young
people, Skills development,
17 to 20 ; 42 to 47
Development of and access to
technologies
Dematerialisation and distance banking,
Partnerships with “grandes écoles” and
universities
29 ; 47
Creation of wealth and income
Financing of microenterprises, Support for
company startups, Support for VSEs and
42 to 53 ; 60
SMEs, Development of local suppliers
Health
Health and wellbeing, Rehabilitation of
remote schools and awareness raising on
hygiene
24 and 25 ; 62
Investment in society
Microcredit Foundation, Création
d’Entreprise Foundation, Education &
Culture Foundation
42 to 47 ; 61 to 67
Sustainable consumption
After-sales service, assistance and
resolution of complaints and disputes for
consumers
Protection of consumers’ data and private
lives
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Communities and local development
71
www.gbp.ma