The Board of Directors
The Board of Directors determines the strategic orientations of the bank's activities and ensures their implementation. It exercises these powers within the limits of the corporate purpose, subject to those powers expressly assigned by law to shareholders' meetings and within the limits of the role assigned to it by legislation and banking regulations.
Its role is also to ensure the long-term viability of the organization by promoting the development of entrepreneurial leadership and ensuring the quality of day-to-day management, the measurement and control of risks related to the bank's businesses, and compliance with the principles of good operational governance.
The composition of the Board of Directors
M. Mazhar RAWJI
M. Mustafa RAWJI : Directeur Général
M. Antoine KIALA : Directeur de la Trésorerie
The Executive Committee
Le comité exécutif constitue l’organe qui assure l’application effective des orientations stratégiques définies par le Conseil d’administration.
Composé du Directeur Général, des Directeurs Généraux Adjoints, du Directeur de la Trésorerie, et de quelques invités permanents actifs dans l’encadrement directionnel,
le Comité exécutif donne le soutien et les conseils nécessaires, au comité de direction, pour l’exécution de ses responsabilités opérationnelles.
The Management Committee
The Management Committee is the operational body under the responsibility of the Chief Executive Officer, who is assisted by the directors who are members of the Management Committee. Its role is to propose to the Board of Directors the broad lines of the bank's strategy, to execute this strategy in accordance with the decisions taken by the Board of Directors and to ensure the organization of all day-to-day management tasks, and to report regularly to the Board of Directors.
The specific committees attached to the Executive Committee, in agreement with the Board of Directors, define the organization, objectives, and operating procedures. Their purpose is to ensure that all of the bank's services and departments operate in an optimal manner, with a view to quality and security. These committees meet regularly, each according to a pre-established schedule. The bank has about 20 of them.
The Management Committee's composition
Governance is described in several charters that govern the functioning of the Board of Directors and the Management Committee.
These governance standards comply with the instructions of the Central Bank of Congo (instructions 15, 17, and 22) and meet internationally recognized banking management criteria.
Board of Directors Standards:
- the Memorandum of Good Governance
- the Board of Directors' Charter
- the Audit Committee Charter
- the Risk Committee Charter
- the Ethics and Compliance Committee Charter
- the Appointments and Remuneration Committee Charter
Executive Committee standards:
- the Executive Management Charter
- the Code of Ethics
- the Compliance Charter
- the Internal Control Charter
- the Internal Audit Charter
- the Social and Environmental Risk Management Policy
Internal Control is a coherent and global system comprising a set of human and technical resources whose objectives are:
- the security of operations, goods, and people
- the efficiency and quality of services
- compliance with legal and regulatory provisions, as well as professional and ethical standards and practices
- the promotion of a strong culture of control and ethics
- the production and dissemination of reliable, high-quality, and rapidly available information
- compliance with the objectives, rules, and limits set by management
Internal control is organized at three levels.
The first level: immediate, systematic and permanent control. This aims to guarantee the regularity, security, and validity of all banking operations, as well as compliance with measures related to the monitoring of the risks associated with these operations. It is carried out in each area of operational management (cash operations, transfers, foreign exchange, credit, etc.) and functional management (human resources, delegation, accounting, IT). It is carried out by the agent in charge of the operation and is then validated by the line manager.
The second level: a systematic, permanent, informed control, but with an adapted regularity and operations grouped according to their nature. Its objective is to verify the regularity and conformity of operations and to monitor specific risks.
The third level: consists of periodic, ad hoc, or unannounced controls carried out by management and Internal Audit. The latter's mission is to examine and evaluate the effectiveness of the first and second level control systems, and in particular their appropriateness to the nature of the risks associated with operations.
The Compliance function focuses on seven specific points:
- To integrate the rules of the Congolese legislation as well as the international standards on the fight against money laundering and terrorism financing in the procedures and instructions of the bank
- Examine applications to open accounts and submit them to the Compliance Committee for decision
- Ensure the regularization of account opening files
- Monitor transactions to detect suspicious transactions
- Provide compliance training to staff
- Monitoring the compliance of the bank's personnel
- Centralize staff communications on suspicious transactions and file suspicious transaction reports with the Central Bank of Congo