RISK MANAGEMENT AT
THE HEART OF CORPORATE
GOVERNANCE
The governance and organization
of risk management
systematically specify and apply
the management principles laid
down by the bank’s governing
bodies. The responsibilities of
the key players have been clearly
established to better coordinate
joint actions. These players are
the Board of Directors, General
Management, the Decision-
Making Committees and the
Global Risk Management
unit. Supporting the Board of
Directors and chaired by the
Chairman and Chief Executive
Off icer, the Risk Committee
examines and authorizes major
transactions in which the
Group makes commitments
(loans, collections, investments,
purchases, etc.). The Committee
monitors trends in risk
indicators and sets guidelines
for risk management.
IDENTIFYING RISKS TO
MANAGE THEM MORE
EFFECTIVELY
In 2022, the Group has continued
the specif ic efforts it put in place
since March 2020 to design and
continuously update economic
scenarios and incorporate
them into the various exercises
carried out internally, notably
the risk appetite framework,
the budgeting process strategic
planning and regulatory
exercises Internal Crisis
Recovery Plan ICRP and
Internal Capital Adequacy
Assessment Process ICAAP
Indicators and risk appetite
levels are continually updated to
take into account changes in the
macroeconomy and risks
CONTINUALLY ADAPTING
THE INTERNAL RATING
SYSTEM
Internal rating is a decision-
making aid as well as a risk
monitoring tool. It is one of the
ways in which risk deterioration
or improvement is identif ied
during periodic portfolio reviews.
As in every year, in 2022 the
internal rating model for
companies was calibrated for
the portfolio rating. It served as
the basis for the requirements
of the new IFRS 9. In addition
to f inancial elements, the
new model takes into account
qualitative and behavioral
elements. It covers most of
the bank’s commitments. It is
based on a proven statistical
approach and on feedback from
risk managers. As a result,
its predictive power has been
enhanced.
FURTHER PROMOTING A
RISK CULTURE
A number of workshops and
webinars have been organized
between the Risk Department
and the business lines to keep
abreast of developments in the
various sectors of the national
economy, and to reinforce
customer proximity and support,
particularly for those customers
struggling in the wake of the
Covid-19 crisis.
STRENGTHENING THE
GROUPS OPERATIONAL
EFFICIENCY
For the Attijariwafa bank group
operational performance is a
major lever in enabling it to
pursue its growth under the best
possible conditions
Optimizing growth means
constantly enhancing the
customer experience, improving
competitiveness and regularly
reviewing processes.
Several Group entities, notably
those in charge of information
systems, purchasing and data,
are working hard to meet these
challenges. They are committed
to putting technology at the
heart of the Group’s business
model, improving its operational
methods and continuing the
transformation process already
underway.
As part of its new @mbitions
2025 strategic plan, the Group
intends to increase the use of
technology in all its businesses
to improve operational eff iciency.
A RIGOROUS
ENVIRONMENTAL AND
SOCIAL RISK MANAGEMENT
SYSTEM
To more effectively take into
account the environmental and
social risks of its f inancing,
in 2018 the Group launched
an upgrading process along
these lines with the planned
implementation of an ESRMS
(Environmental and Social
Risk Management System).
This system, integrated into
the overall risk assessment,
will enable the Group to meet
the needs of its customers
while ensuring that their
Environmental Social and
Governance ESG impacts are
kept to a minimum Initially the
system will cover all corporate
investment loans in Morocco
and largescale projects in
Africa with a particular focus on
sensitive business sectors and
largescale projects
Pour en savoir plus sur la Politique de la Gestion des Risques du Groupe
