ATLANTICO
AN EXPERIENCE OF EXCELLENCE
The focus on the development of People, the Bank’s greatest asset, is a cornerstone of ATLANTICO. In the strategic vision for 2024, this cornerstone is strengthened by ATLANTICO’s ambition to be an organisation that continues to recognise and to empower its Talents providing an experience of excellence. A pool of well-prepared and motivated Talents will be a guarantee of delivery of greater value, one of the critical success factors for ATLANTICO, also making it a Bank that provides an excellent Customer experience.
USING TECHNOLOGY TO BETTER SERVE
ATLANTICO’s focus on the development of innovative and digital solutions and the use of information enabled it to significantly improve Customer experience.
SCALABLE BUSINESS MODEL
ATLANTICO is committed to a scalable business model that allows to provide its Clients with an excellent banking experience. Its business model is based on the following basic principles:
PARTNERSHIP’S ECOSYSTEM
ATLANTICO is positioned as a reference partner in investment from and to Angola, seeking to develop a partnerships’ ecosystem to continue supporting Angola's affirmation in the world and the diversification of the Angolan economy, consolidating its universal character and strengthening its position as one of the largest private banks in financing Angolan Companies. In 2022, ATLANTICO's correspondent network was optimized and currently has 133 correspondent banks, maintaining active relationships with 26 banks.
ESG (ENVIRONMENTAL,
SOCIAL AND GOVERNANCE)
ENVIRONMENTAL SUSTAINABILITY
The Bank believes that excellent environmental performance is a differentiating factor and a key condition for sustainable development. The commitment to sustainability, based on digital transformation and in a culture of efficiency, has allowed to reach important milestones in the optimisation of consumption, resulting in significant economic gains, sustainability and productivity.
SOCIAL TRANSFORMATION
Social transformation is a foundational pillar of ATLANTICO, with the sharing of the results of its activity with the Community in which it operates in its DNA, leaving a relevant mark on society. Its Founders have created an Institution based on the creation of Values for Life. An Institution that generates values for its Customers, Shareholders, People and, above all, Communities
ATLANTICO strategy for social transformation
In 2022, within the scope of the Volunteer Programme "Partilhamos Valores para a Vida" (“We Share Values for Life”) more than 6,600 hours were dedicated to social investment, with the involvement of around 760 Employees and the promotion of several activities with an impact on communities. Actions have also been developed to support institutions, selected in line with ATLANTICO’s social transformation strategy, with a focus on knowledge and entrepreneurship.
PARTNERS
Foster the development of families in rural areas through initiatives with economic and social impact, supporting and following the principles of the Sustainable Development Goals (SDG) as a measurement and barometer of the impact generated.
Promote the construction of the Knowledge Society as a criterion and pillar for sustainable social and economic development.
Lar de Nazaré
Help orphaned children in extreme poverty, aged 3 to 14, and outside the education system, by providing better living and learning conditions
PROJECTS
ENTREPRENEURSHIP
OBJECTIVES
•
Enhance models of inclusive development based on rural property
•
Supporting rural households through training programmes
•
Technical assistance and agricultural Management
•
Promoting production and the rural community in the formal market
•
Attracting young Angolans to the primary sectors
SCOPE OF ACTION
•
Rural households in Dombe Grande Commune, Benguela province
•
The aim is to replicate the model to other regions of the country
IMPACT
(including 281 farmers directly)
KNOWLEDGE
IMPACT
conhecimento
OBJECTIVES
1. Teachers:
train teachers so they can provide quality teaching that contributes to the integral development of each student
2. School Managers:
train school managers to promote the efficient management of resources
3. Infrastructures:
help improve and maintain key infrastructures for the proper functioning of the schools involved in the project
4. Students:
promotion of Student-centred learning, supporting the training of students as agents of transformation towards global citizenship
SCOPE OF ACTION
IMPACT
ENTREPRENEURSHIP
OBJECTIVES
•
Contribute to the development of the Angolan business system, supporting companies to incorporate sustainability and impact criteria into their mission
•
Be a source of funding for startups and SMEs
•
Create impact with financial, social and environmental return
SCOPE OF ACTION
•
Affordable housing
•
Agriculture
•
Logistics
•
Financial services
•
Industry
•
Energy & Utilities
•
Health care
•
Education
IMPACT
AOA
3.1 billion
under management
Objective:
AOA
10 billion
10
years
Fund Maturity
5-year investment period
AOA
AOA
30 million – 600 million
Investment per project
GOVERNANCE MODEL
EXECUTIVE COMMISSION
Board
Office
Standalone Unit
Alternation
* The replacement order presented should only be applied in cases where the absent/prevented Board Member has not had the opportunity to directly appoint his replacement, with due caution regarding potential conflict of interest situations. The CEO and the Deputy Chairman may adjust the appropriate division of areas of responsibility among themselves whenever one of them is absent/prevented from performing duties.
** Hierarchical reporting, with functional reporting to the Chairman of the Audit and Internal Control Committee for Compliance Office and Internal Audit, and to the Chairman of the Risk Committee for Risk Office