As
matter of fact, despite promises from the Paris Donor
Conference held in May 2000, international assistance
has not resumed, which aggravated the consequences related
to the shrinking of coffee prices and deficit in the national
production.
In
this context of economic stagnation, and as predicted,
the Central Bank further tightened its main instruments
of monetary policy, i.e. the credit and exchange, in reducing
the individual bank refinancing ceilings, and restricting
the list of import products admitted to the exchange.
In
this adverse environment, and following strategies defined
in the accounting period 2000, the Bank strengthened its
management, especially risk management for the overall
activities, and the pursuit of the best service level
to its clientele. The Bank also has continued its proximity
policy in creating three new branches.
The
process was underpinned by the absolute need to initiate
and conduct changes, with a will to stick on new events,
develop our flexibility and question our defensiveness.
Strengthening
the Risk Control
In
face of the adverse economic context, the Bank raised
a vital concern regard to strengthening the risk control
through palliative, corrective and compensatory measures,
as well as actions to reduce the probability or consequences
of the possible incident beforehand.
Within
the Bank, this awareness resulted into new rating of credits
into four categories, and outlining of appropriate actions
according to the type of classification, as well as the
organisation of sensitising actions for the staff in the
sector of operational and administrative risks.
Regarding
the outside world, besides targeted actions conducted
for some categories of debtors, meetings were organised
with many customers to further adjust their activities
with regard to the present difficulties.
Refitting
of our "Bank Shop"
We
have just mentioned our constant worry with regard to
the increased level of service to our customers.
Apart
from actions to simplify and formalise the methods, the
operator modes, procedures and circuits, as well as their
updating and conformity, this seeking of best levels of
service to customers was also achieved through continuously
improved reception conditions.
Thus,
the headquarters central hall at Avenue de l'Industrie
was completely reconfigured, and has today a better ergonomic
aspect with more confidential and user-friendly access
to cashiers and support services.
In
the same category, the Ngozi branch services were relocated
in a new installation with the same architectural identity
as the overall network. As a matter of fact, we are of
the opinion that the best design and optimal planning
of offices are the prime characteristic of good customer
reception.
.
The
Distribution Network
The
sole reception conditions would be incomplete without
the existence of a wide and efficient distribution network.
Hence,
the Bank pursued its geographic extension policy with
three new installations, with particular emphasis on the
supervision of our branches for better efficiency.
With
regard to the supervision of our branches, the 2001 accounting
period introduced a monitoring system for Bujumbura branches
by four staff executives, who are the privileged interlocutors
of the Branch Directors for all aspects concerning good
operation of their entities.
Similarly,
the Bank opened a new department in charge of operation
revision and branch administration management. The department
is headed by an executive with long and experienced banking
know-how.
Concerning
the network extension, Muyinga branch was inaugurated
on may 12, 2001, and it is the 9th link of distribution
chain, as well as a loop whose function is to complete
and strengthen the existing synergies between trades and
other activities carried out by the northern area business
centres and the central, eastern and western ones.
Three
months later, i.e. on August 31, 2001, Muyinga was followed
by the creation of Buyenzi branch, which is the most vivacious
suburb of the capital city. The suburb accommodates a
lot of trade, small-scale technical activities as well
as semi-industrial activities.
The
branch is the tenth site of exploitation preceding the
INTERBANK BURUNDI decade; thus the Buyenzi branch is the
peak of the proximity policy initiated in 1996.
The
geographical extension that had started in 1996 with the
Ngozi branch continued during the three following accounting
periods, i.e. 1997, 1998 and 1999, with the installation
of the Kirundo, Quartier Asiatique and Bujumbura central
market branches, respectively.
The
extension policy was substantially consolidated during
the 2000 accounting period with the installation of 2
new branches in Bujumbura, Place de l'Indépendance,
as well as in Gitega.
 |
M. Walter H. Kansteiner,
US Assistant Secretary of State for African Affairs
visiting one of our Bujumbura branches and accompanied
by the Managing Director. |
The
proximity policy option and optimal covering of vivacious
areas have proved to be successful approaches, and have
therefore to be continued in 2002.
The
Jabe branch, whose installation had started in 2001, is
now operational since January 15, 2002.
Further
installation will continue on prospected sites.
Our
objective remains that of bringing together production
and distribution through denser networking in order to
serve the customer in his own working site and according
to his own availability.
PROSPECTS
The
year 2000 will be the INTERBANK BURUNDI decade year. The
Bank has therefore reached a period when it must confirm
its positioning within the Burundian bank industry.
With
regard to innovation, we are well in advance of other
banks regarding working hours extension, proximity policy
as well as customer caring.
These
are assets that will form the basis of our strategic development
in the next ten years.
For
the 2002 accounting period - which is starting with better
political auspices (creation of the first transitional
institutions) and economic auspices (reiterated promise
from the December 2001 Geneva Donor Conference to resume
co-operation) - we wish to place this year under the "management
consolidation" symbol.
The
management must be absolutely operational, with a focus
on information systems, personal management as well as
change management.
The
new management vision, that should be inclusive and cooperative,
will focus on the following strengths:
