Sector: Banks and Insurances

 

STRATEGY

If we had to qualify, in one word, the enormous undertaking that we have been going through for almost 10 years, “breakthrough” would be most appropriate. Why “break through”? This would be due to the fact that we decided to stand up and stop the archaic business practices and etiquettes that have kept us far from our clients for so long.

Market economies have imposed challenges such as the opening of banks to private capital, new partnerships with Europe, the globalisation of the economy all of which constitute motives for us to open these advantages to our partners and to ourselves.

To do this we have developed projects to keep BADR on top of new developments in: technologies and information systems, teletransmissions, computer systems and support and new communication systems.

BADRs ACTIVITIES



The savings accounts have markedly increased from 23,668 million DA in 1998 to 28,667 million DA in 1999. The ressources at sight amount to 116,615 million DA. This rubric indicates an increase of 8,924 million DA, in comparison with the previous financial year, i.e. relative volume of +8.29%

The items forming this ruberic are characterised by substantial increases. Thus, the current accounts have increased from 70,322 million DA to 77,293 million DA in 1999, i.e. an increase by 6,971 million DA or + 9.91%.

The Check Accounts have also indicated an increase by 3,225 million DA increasing from 17,010 million DA in 1998 to 20,235 million DA in 1999, i.e. +18.96%.

The level of time deposits, mainly in foreign currencies and Dinar fixed deposits accounts have reached 29,137 million DA, an increase of +36.52% from 1998.

The ressources composed by securities amount to 13,710 million DA increasing in comparison with the previous year by 106 million DA or a growth of 0.78%.

CUSTOMER EMPLOYMENTS



The facilities in dinars and foreign currencies to customers as of December 31st, 1999 amount to 113,817 million DA against 107,504 million DA in 1998.

This important credit account is represented by the following types of of facilities (in millions of DA):

Trade receivable: 540 million DA

Other trade receivable: 32.251 million DA

Returned credits: 15.127 million DA

Other customers credits: 49.299 million DA

Ordinary Debit Accounts: 7.493 million DA

Claims in suspension: 5.609 million DA

Fixed claims: 2.371 million DA

Non-applied values: 1.127 million DA

TOTAL: 113.817 million DA

COMPUTER ASPECT

The 1999 financial year has been characterised by the continuation of the efforts invested in the taking over of the requirements of both central and regional structures (branches and agencies), basically centered on the acquisition of efficient equipment and the development of new program in order to facilitate the management of different modules.

The 1999 financial year, has known the passage to 2000 and the beginning of the start up of the “SYBU” new version as well as the start in real time of the central data base.

The aspects which clearly appear are as follows:

DATA BASE DEVELOPMENTS

• Development of the complementary parts of the balance sheet.
• Computerised management of salaries, management of careers, budgets and statistics.
• Computerised processing of consultations and reclassing of the balance sheet by the financial analysis.

CENTRAL IMPLEMENTATIONS

• Adoption of softwares for the new equipment
• Taking in charge of the archives operation by the data transfer
• Creation of standard patterns of statements and documents to publish in matter of contents and form.

MAINTENANCE

• Improvement of the quality and the performance of the interventions.
• Compliance with maintaining specifications

HUMAN RESSOURCES

In consideration of its degree of specificity, the banking profession has been taken in charge with a peculiar attention in matter of valorization and continuous update.

An action plan aiming at affording the human capital the adequate means to excercise the tasks incumbent to our profession, has been developed by the concerned structure. This one comes within this logic and aims at realizing objectives goals of which the principles are:

• Improvement of the human ressources management in matter of forecasting, computerization of the individual and collective ards and of the control of the decisions drawn up.
• Drawing up and following the investment program in human ressources started up whether by the specific internal means of BADR or by external domestic or foreign means.

This program aims at:

• Improving the training of graduating classes.
• Identifying training objectives for precise activities.
• To widen training sessions so that they include all offices and departments of BADR.
• To retrain BADR staff already in place to improve their knowledge so that they maybe up-to-date with BADR activities both internally and externally