There are FOUR major assets that make a positive contribution to RAWBANK’s development:
- A network strategy tailored to the emergence of the national economy,
- A commercial organisation tailored to a business strategy in line with an updated market segmentation,
- Leading-edge products,
- An efficient, customer-focused organisation.
RAWBANK has developed a significant network of branches in recent years, significantly increasing its presence in the major urban centres of Kinshasa and Lubumbashi and continuing to expand its presence in the economic centres of several provinces.
The 2014 – 2016 strategic plan aims to increase the number of bank branches to about 80 to cover all the needs of the market throughout the country.
A commercial organisation responsive to customers’ needs
The bank is fine tuning and gradually strengthening its commercial organisation by customer market in accordance with the standards redefined in 2013, so that they match the current reality of the local market and the growth in the customer portfolio.
- THE CORPORATE & INSTITUTIONAL BANKING MARKET
covers the corporate customers and institutions operating in the DRC. Further details
- THE COMMERCIAL BANKING MARKET,
which has been set up recently, covers medium and small enterprises and institutions based on new criteria and new working methods, headed by a national manager appointed in 2014.
- THE PRIVATE BANKING MARKET
has been simplified, and covers the “Elite” and “VIP” segments, for whom an improved valued-added service package is in the final stages of production.
- THE RETAIL BANKING MARKET
has structured its commercial organisation by fine tuning its segmentation, which now accurately targets individual customers, who constitute the new emerging middle class. Further details
Innovation has been in our DNA since the bank was established in 2002. Often copied, but never equalled, RAWBANK continues to pursue this increasingly successful approach to serving all its customers. The 2014 – 2016 strategic plan attaches great importance to it, primarily in terms of optimising the quality of its banking services.
- Current accounts, investment and savings accounts, young people’s accounts,
- Consumer credit,
- Investment loans and bank guarantees,
- A full range of electronic, Internet banking and mobile banking services,
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An efficient organisation
IT, Resources, Operations, Treasury, Risks… so many departments which, more than ever, are stakeholders in the strategic development of the bank.
- Resource Management covers five departments and provides all the management teams of the bank with everything, both tangible and intangible, to enable them to function efficiently in a coordinated way:
– The development of the network infrastructure,
– The general services responsible for all aspects of logistics,
– The organisation as the developer and manager of banking procedures and documentation,
– Project management with a remit to manage or support the bank’s development initiatives,
– Human Resources.
- Operations Management has two key priorities:
– To fully automate the processing of transactions,
– To centralise records to avoid duplication of similar tasks in the network while reducing processing times as much as possible.
- Two benefits have been clearly identified: the optimisation of customer service and control of transaction processing costs.
- IT aims to continually optimise the quality of customer service. As the IT manager says, “We don’t regard ourselves as a department but as selling services to the business.” (Taken from the 2013 annual report)
- The Treasury, the bank’s financial nerve centre, ensures that the branches have the liquidity they require, processes customers’ exchange transactions in close connection with the correspondence banks and manages the bank’s bond portfolio.
- Risk Management is responsible for managing and controlling the various risks associated with the banking profession, namely credit risks, balancing the budget, liquidity risk, market risk and operational risk.