is the corporate body with the widest powers for managing the bank, and for producing its financial, organisational and sales strategy to achieve its corporate purpose. Without prejudice to its legal remit, its role is to keep an eye on the long-term future of the organisation by promoting the rapid development of an entrepreneurial leadership while at the same time ensuring the quality of its day-to-day management, the measurement and monitoring of the risks associated with the bank’s activities and regard for the principles of good operational governance as communicated to members of staff and management since 2003. The Board of Directors appoints the Chairman and the members of the Executive Committee.
Thierry TAEYMANS, managing director
Mutuale MUKADI MPAKA
Non Executive Directors
Michel DECUYPERE, chairman of the audit committee
Michel NOTEBAERT, member of the audit committee
Alain BOUCHER, member of the audit committee
The Audit Committee,
chaired by an independent director, reports directly to the Board of Directors. It supports the Board of Directors with regard to oversight and is involved in the following: finalising the accounts, managing and monitoring risks, the system for internal control of compliance, and external and internal auditing activities.
The Executive Committee
is the operational body responsible to the Managing Director plus the five managers who report to him. Its role is to recommend the bank’s major strategic lines of development to the Board of Directors, to implement this strategy in accordance with the options taken by the Board of Directors, to be responsible for the organisation of all day-to-day management activities and to report on them to the Board of Directors on a regular basis.
Several specific committees report to the Executive Committee which, by agreement with the Board of Directors, defines the organisation, the objectives and how they function. Their purpose is to ensure that all services and departments of the bank operate with maximum efficiency, quality and security. These committees meet on a regular basis, each having its own predetermined schedule. The bank has approximately 20 of these committees.
Composition of the Executive Committee
Thierry Taeymans est ingénieur commercial diplômé de l’Institut Supérieur de Commerce St Louis à Bruxelles. Son expérience bancaire débute en 1982 à la banque Belgolaise à Bruxelles où il évolue dans diverses fonctions au sein du département des crédits. Il effectue plusieurs missions en Afrique et rejoint en 1994 la Banque Commerciale Zaïroise (BCZ aujourd’hui BCDC). Retour à Bruxelles en 1999. En 2001, Mazhar Rawji l’appelle pour participer à la création de RAWBANK dont il devient administrateur délégué. Vice-président de l’Association congolaise des banques en 2008, Thierry Taeymans est secrétaire de la Chambre de Commerce belgo-congolaise et administrateur de la Fédération des Entreprises du Congo (FEC).
Directeur général adjoint
Kinois de naissance, Mustafa Rawji effectue ses études secondaires à Londres et acquiert une maîtrise en finances à Boston. Il accompagne la création de RAWBANK en 2002. Deux ans plus tard, il prend l’initiative d’acquérir une expérience bancaire internationale et entre au service de HSBC à Dubaï où il exerce durant 5 ans des fonctions de cadre commercial au département Corporate Banking. En septembre 2009, il rejoint RAWBANK au titre de secrétaire général adjoint. Il préside le comité des crédits, dirige le département Marketing & Communication et préside le comité Qualité. Fin 2013, il est nommé directeur du développement stratégique.
Nadeem Akhtar holds a Masters degree in Finance & Audit, which he obtained in New Delhi. He has 13 years experience in the banking sector, initially as Credit Officer at an Indian bank in New Delhi. He joined RAWBANK in 2004 as Loans Manager and joined the Executive Committee in 2007 to take on the wider role of Risk Manager.
Christian Kamanzi Muhindo holds a BA in Applied Economics and is an independent auditor; he has a Diploma from FUCAM in Mons (Belgium). His first professional experience was as a junior auditor at DRT-Cabinet Michel Vaes in Brussels (now Deloitte & Touche.) In 1993 he moved to Kinshasa where he was a Treasury assistant at Citibank. In 1996, he became Vice-Chairman at the Banque de Commerce et de Développement in Kinshasa with responsibility for Operations and Sales. He returned to Citibank in 2002 and was appointed Treasury Manager until 2004 when he became General Manager of the Union des Banques Congolaises. He joined RAWBANK in 2007 as a manager and a member of the Executive Committee.
Chief technology officer
With a Post Graduate Diploma in Computer Applications, Arvind Kumar also studied computer science and engineering in Mumbai. He began his career in 1994 as a computer programmer and then became a systems analyst, specialising in banking solutions. A little later on, he was appointed team manager at Infrasoft Technology Ltd., and consultant for the Central Bank of India on the automation of the banking system. He was recruited by RAWBANK in 2004 as a result of this experience. He has been a member of the Executive Committee since March 2012.
Jean-Pierre Mutuale has a BA in Commerce and Finance from the University of Kinshasa. He joined the Banque Commerciale Zaïroise (BCZ, now BCDC) in 1973 where he held the posts of Branch Manager, Central Administration Departments Manager and Head of Management (Organisation & IT). He has played an active part in the various stages of the establishment of RAWBANK since 2001, becoming a member of the Executive Committee initially responsible for Organisation, IT and Human Resources. He has been Secretary-General since the end of 2009 and in addition since 2012 manager with responsibility for controlling operational risks (internal control).
Chief Financial Officer
Balaji PRABAKAR was awarded a degree by the Institute of Chartered Accountants of India, New Delhi, in 1993 and is a Chartered Accountant. He also has the degree of Bachelor of Commerce from the University of Chennai, India. After 8 years experience in various sectors (construction, audit, consulting, the hotel industry), he came to the DRC in December 2001 as an accountant for Beltexco. He joined RAWBANK in 2004 as Deputy Accounting Manager. He was appointed Management Auditor in 2008 and Chief Financial Officer in January 2013.
Didier Tilman rejoint RAWBANK en septembre 2009 après une carrière internationale au sein du groupe Fortis, entre autres à la banque Belgolaise. Entré en 1990 à la Générale de Banque (devenue ensuite Fortis Banque) en tant que stagiaire universitaire, il y exerce ensuite des activités commerciales puis assume des responsabilités au département des crédits. Son parcours professionnel le conduit 3 ans au Nigeria, 3 ans en Espagne et 3 ans à Hong Kong. Entre-temps il aura assouvi sa passion de globe-trotter en parcourant le monde à pieds entre 1994 et 1997. Banquier international, il prend en main les destinées de la banque au Katanga fin 2009 et rejoint le siège de la banque à Kinshasa au début de 2014.
Is the holder of a master's degree in business administration from ICHEC/Entreprises Belgium and a degree in commercial and financial science from ISC/Gombe.
He began his banking experience in 1977 at the Banque Commerciale du Congo (BCDC), where he worked successfully in various departments: Clientele, Transactions and Financial Department and the Foreign Exchange Team. In 2001, he actively took part in the creation of RAWBANK in the capacity of Treasury Manager. He underwent training courses and internships on banking, treasury operations and trading, particularly in London, Brussels, Johannesburg, Paris and Kinshasa. In 2016, he became a director and a member of the Executive Committee. Antoine Kiala now has the functions of Deputy Company Secretary and General Treasury Manager.
Standards of Governance
Governance is described in several charters that determine how the Board of Directors and the Executive Committee work.
These standards of governance comply with the instructions of the Central Bank of Congo (instructions 15, 17 and 22) and satisfy internationally recognised banking management criteria.
In terms of the Board of Directors:
- The memorandum of good governance
- The charter of the Board of Directors
- The charter of the Audit Committee
In terms of the Executive Committee:
- The executive management charter
- The charter of professional conduct
- The compliance charter
- The internal control charter
- The internal audit charter
- The social and environmental risk management policy
Internal control is defined by RAWBANK as a consistent, comprehensive system comprising a set of human and technical resources whose objectives are:
- The security of operations, assets and people,
- The effectiveness and excellence of services,
- The observance of legislative and regulatory provisions and of professional and ethical standards and practices,
- The promotion of a strong culture of control and ethics,
- The production and distribution of reliable and quickly available information of a high standard,
- The observance of the objectives, rules and limits set by the management.
There are three levels of internal control.
The first level is immediate, systematic and continuous control. It is intended to ensure the regularity, security and validity of all bank transactions, as well as observance of the measures connected with oversight of the risks associated with these transactions. It is carried out in every area of operations management (cash transactions, transfers, foreign exchange, documentary credit, etc.) and of functional management (human resources, office supplies, accounting, IT, etc.). It is carried out by the person responsible for the transaction and then validated by his line manager.
The second level is systematic post-monitoring of transactions grouped by type, which is of a permanent nature but is undertaken with an appropriate frequency. Its purpose is to check the regularity and compliance of transactions and to monitor certain specific types of risks.
The third level consists of periodic, ad-hoc or unexpected controls carried out by departmental staff and Internal Audit. Internal Audit is also tasked with examining and assessing the effectiveness of the level 1 and 2 control mechanisms, in particular how appropriate they are for the type of risks associated with the transactions.
Compliance deals with 7 points in particular:
- Incorporating Congolese legislation and international norms concerning the fight against money laundering and the financing of terrorism into the bank’s procedures and instructions ;
- Checking requests to open an account and submitting them to the Compliance Committee for a decision ;
- Being responsible for ensuring that applications to open an account are in order ;
- Monitoring transactions to spot any that are dubious ;
- Providing staff training in compliance ;
- Checking that directives are observed by bank staff ;
- Acting as the focal point for communications by staff about dubious transactions and declaring these to the Central Bank of Congo.