17, Bd Colonel Amirouche
Algiers, Algeria
Tel: 213-2-743273/743900
Fax: 213-2-743367

BADR

Bank of Agriculture and Rural Development

The Internal forces of BADR

1.    Market Penetration: if BADR is, as per its statutes, a bank destined for the promotion of agriculture and rural development, this has not prevented it from being present in all sectors of the economy. It is also a universal bank, undertaking without exclusivity all banking transactions and financing both for functioning and investment. Such a presence gives it a comfortable capital at technical and relational levels.

2.    A huge network: It is by far the largest banking network in the country (270 agencies and 32 branches). This dimension, its value and operational capacity, enables the bank to take advantage of its proximity to its customers.

3.    Advanced information system: BADR’s information system infrastructure has been substantially developed. It already covers all agency transactions that enables it to consider such further serious and rapid advances as the implementation of a sophisticated database system for management, control and studies in general.

4.    Processing of transactions in real time: the largest northern agencies and all southern ones, i.e. 140 agencies representing 80% of the network’s activity, are equipped with a D-Z PACK link, which enables BADR to offer services in real time:
    - A universal character and a huge cover of the
economic field.
    - A large national network.
    - A clearly advanced information system.

These assets give BADR a physical dimension and possibilities of qualitative breakthroughs.

These are, meanwhile, basic factors whose performance is
subject to the success of the present institutional plan which concerns:
a-    The recovery of accounting information: BADR has managed to reduce the publishing of its annual accounts to an acceptable time scale.
b-    The implementation, in the short term, of a management control system where crisis management is replaced by management forecasting guided by clearly stated objectives and a very well developed system of vigilance.
c-    A performing internal control system based upon powerful checking, error correction, operational auto-security, and improvement of ongoing procedures. The elaboration of new working standards and of a better definition of human and technical resources. The recent launching of internal audit and organizational structures perfectly respond to these objectives.
d-    The training of human capital: ambitious training courses, which are actually developed by BADR (more than 1/3 of the personnel go through annually) will be carried out with perseverance as it is vital to improve performances continuously.