NIGERIAFACTSHEET January 2015
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CBN Economic Report for First Quarter 2020
CENTRAL BANK OF NIGERIA ECONOMIC REPORT FIRST QUARTER 2020 Economic Report First Quarter 2020 The Central Bank of Nigeria Quarterly Economic Report is designed for the dissemination of financial and economic information on the Nigerian economy on current basis. The Report analyses developments in the financial, fiscal, real and external sectors of the economy, as well as international economic issues of interest. The Report is directed at a wide spectrum of readers including economists and financial analysts in government and the private sector, as well as general readers. Subscription to the Quarterly Economic Report is available without charge to institutions, corporations, embassies and development agencies. Individuals, on written request, can obtain any particular issue without a charge. Please direct all inquiries on the publication to the Director of Research, Central Bank of Nigeria, P.M.B. 187, Garki, Abuja, Nigeria. The Quarterly Reports can also be freely downloaded from the CBN website: www.cbn.gov.ng C e n t r a l Bank of Nigeria Page ii Economic Report First Quarter 2020 Contents 1.0 Summary ............................................................................................................................................ 1 2.0 Financial Sector Developments .................................................................................................... 3 2.1 Monetary and Credit Developments ........................................................................................... 3 2.2 Currency-in-circulation -
Fbnbank DRC Ltd 2015 Annual Report
RICH HERITAGE BRIGHT FUTURE FBNBank DRC S.A. Annual Report and Accounts 2015 INTRODUCTION BUSINESS REVIEW GOVERNANCE RISK FACTORS FINANCIAL STATEMENTS IN THIS REPORT INTRODUCTION • RISK FACTORS OVERVIEW 4 INTRODUCTION 43 PERFORMANCE HIGHLIGHTS 6 RISK MANAGEMENT FRAMEWORK 44 CHAIRMAN’S STATEMENT 7 LEADERSHIP AND GOVERNANCE 8 • FINANCIAL STATEMENTS STATUTORY AUDITOR’S REPORT ON ANNUAL ACCOUNTS 53 • BUSINESS REVIEW DIRECTORS AND ADVISERS 54 CEO’S REVIEW 12 INCOME STATEMENT 55 OPERATING ENVIRONMENT 15 STATEMENT OF FINANCIAL POSITION 56 STRATEGY AND PERFORMANCE 16 STATEMENT OF CHANGES IN EQUITY 58 FINANCIAL REVIEW 19 STATEMENT OF CASH FLOWS 59 NOTES TO THE FINANCIAL STATEMENTS 60 • GOVERNANCE INTRODUCTION 23 CONTACT INFORMATION 68 LEADERSHIP 24 GLOSSARY OF RATIOS 69 EFFECTIVENESS 33 ABBREVIATIONS 71 ACCOUNTABILITY 35 ENGAGEMENT 37 DIRECTORS’ REPORT 39 REPORT OF THE EXTERNAL CONSULTANT ON THE APPRAISAL OF THE BOARD OF DIRECTORS 41 The term ‘FBN Holdings Plc’ or the ‘Group’ means FBNHoldings together with its Unless otherwise stated, the income statement analysis compares the 12 months subsidiaries, which include FBNBank DRC Limited. FBN Holdings Plc is a financial to December 2015 to the corresponding 12 months of 2014, and the balance holding company incorporated in Nigeria on 14 October 2010. The Company sheet comparison relates to the corresponding position at 31 December 2014. was listed on the Nigerian Stock Exchange under the ‘Other financial services’ Unless otherwise stated, all disclosed figures relate to continuing operations. sector on 26 November 2012 and has issued and fully paid-up share capital as Relevant terms that are used in this document but are not defined under applicable 35,895,292,792 ordinary shares of 50 kobo each (N17,947,646,396). -
First Bank of Nigeria Plc Head Office: 35, Samuel Asabia House, Marina, Lagos First Bank of Nigeria Plc | Annual Report & Accounts 2009
First Bank of Nigeria Plc Head Office: 35, Samuel Asabia House, Marina, Lagos www.firstbanknigeria.com First Bank of Nigeria Plc | Annual Report & Accounts 2009 Registration No. RC6290 First Bank of Nigeria Plc | Annual Report & Accounts 2009 ABBREVIATIONS ALCO – Assets & Liabilities Management Committee KRI – Key Risk Indicator ATM – Automated Teller Machine LAD – Loans and Advances BARAC – Board Audit and Risk Assessment Committee LASACS – Large Scale Agricultural Credit Scheme BDO – Business Development Office mbd – million barrels a day ANNUAL CAGR – Cumulative Annual Growth Rate MDAs – Ministries, Departments and Agencies CAM – Classified Assets Management Dept MFBs – Microfinance Banks CAP – Credit Analysis & Processing Dept MFR – Member of the Order of the Federal Republic CBN – Central Bank of Nigeria mni – Member National Institute CCO – Chief Compliance Officer MPA – Mortgage Plan Account CON – Commander of the Order of the Niger MPC – Monetary Policy Committee REPORT CPFA – Close Pension Fund Administrator MPR – Monetary Policy Rate CRM – Credit Risk Management N – Naira CRO – Chief Risk Officer NSE – Nigerian Stock Exchange CSA – Children Savings Account OFR – Officer of the Federal Republic CSCS – Central Securities Clearing System OPL – Open Position Limit CSR – Corporate Social Responsibility ORM – Operational Risk Management Division ACCOUNTSIntroduction 2 Business Review 23 & EAR – Earnings At Risk OTC – Over The Counter Financial Highlights 2 Operating Environment 24 Chairman’s Statement 4 Industry Review and Outlook -
The Standard Bank of South Africa
The Standard Bank of South Africa Annual report 2013 About Standard Bank Contents About this report 3 Established in 1862, the Standard Bank of South Africa (SBSA or Standard Bank) is one of South Africa’s oldest Our business companies. The bank’s original vision was to understand its How we make money 4 customers better, have people with strong knowledge of local How we create socioeconomic value 6 business conditions and to connect borrowers with lenders. This vision created the platform for the kind of bank it has Our performance become and the qualities on which its customers and clients Chief executive’s review 8 rely. Over its history, Standard Bank has grown and extended Executive committee 12 its roots deep into the fabric of South African society. Finance review 14 We have evolved and adapted along with our customers and Seven-year review 24 clients, growing a rich heritage while nurturing and protecting Sustainability report 28 our reputation. We uphold high standards of corporate Risk and capital management report 46 governance, are committed to advancing the principles and practices of sustainable development, and are inspired to Governance and transparency advance national development objectives. Our success and Corporate governance report 101 growth over the long term is built on making a difference in Our board of directors 103 the communities in which we operate. Annual financial statements Directors’ responsibility for financial reporting 122 Group secretary’s certification 122 Report of the audit committee 123 Salient -
Brown Brothers Harriman Global Custody Network Listing
BROWN BROTHERS HARRIMAN GLOBAL CUSTODY NETWORK LISTING Brown Brothers Harriman (Luxembourg) S.C.A. has delegated safekeeping duties to each of the entities listed below in the specified markets by appointing them as local correspondents. The below list includes multiple subcustodians/correspondents in certain markets. Confirmation of which subcustodian/correspondent is holding assets in each of those markets with respect to a client is available upon request. The list does not include prime brokers, third party collateral agents or other third parties who may be appointed from time to time as a delegate pursuant to the request of one or more clients (subject to BBH's approval). Confirmations of such appointments are also available upon request. COUNTRY SUBCUSTODIAN ARGENTINA CITIBANK, N.A. BUENOS AIRES BRANCH AUSTRALIA CITIGROUP PTY LIMITED FOR CITIBANK, N.A AUSTRALIA HSBC BANK AUSTRALIA LIMITED FOR THE HONGKONG AND SHANGHAI BANKING CORPORATION LIMITED (HSBC) AUSTRIA DEUTSCHE BANK AG AUSTRIA UNICREDIT BANK AUSTRIA AG BAHRAIN* HSBC BANK MIDDLE EAST LIMITED, BAHRAIN BRANCH FOR THE HONGKONG AND SHANGHAI BANKING CORPORATION LIMITED (HSBC) BANGLADESH* STANDARD CHARTERED BANK, BANGLADESH BRANCH BELGIUM BNP PARIBAS SECURITIES SERVICES BELGIUM DEUTSCHE BANK AG, AMSTERDAM BRANCH BERMUDA* HSBC BANK BERMUDA LIMITED FOR THE HONGKONG AND SHANGHAI BANKING CORPORATION LIMITED (HSBC) BOSNIA* UNICREDIT BANK D.D. FOR UNICREDIT BANK AUSTRIA AG BOTSWANA* STANDARD CHARTERED BANK BOTSWANA LIMITED FOR STANDARD CHARTERED BANK BRAZIL* CITIBANK, N.A. SÃO PAULO BRAZIL* ITAÚ UNIBANCO S.A. BULGARIA* CITIBANK EUROPE PLC, BULGARIA BRANCH FOR CITIBANK N.A. CANADA CIBC MELLON TRUST COMPANY FOR CIBC MELLON TRUST COMPANY, CANADIAN IMPERIAL BANK OF COMMERCE AND BANK OF NEW YORK MELLON CANADA RBC INVESTOR SERVICES TRUST FOR ROYAL BANK OF CANADA (RBC) CHILE* BANCO DE CHILE FOR CITIBANK, N.A. -
Leadership Training at First Bank of Nigeria: a Case Study
Journal of Education and Learning; Vol. 5, No. 2; 2016 ISSN 1927-5250 E-ISSN 1927-5269 Published by Canadian Center of Science and Education Leadership Training at First Bank of Nigeria: A Case Study Fatai Lawal1, Randall Thompson1 & Elizabeth Thompson1 1 University of Phoenix, Phoenix, Arizona, USA Correspondence: Randall Thompson, University of Phoenix, Phoenix, Arizona, USA. E-mail: [email protected] Received: January 14, 2016 Accepted: January 26, 2016 Online Published: February 23, 2016 doi:10.5539/jel.v5n2p9 URL: http://dx.doi.org/10.5539/jel.v5n2p9 Abstract The purpose of this qualitative exploratory case study was to identify components of an exemplary leadership development program that might serve as a framework for training leaders for banking organizations in Nigeria. We recruited 30 managers, supervisors, and officers with at least 10 years of banking experience to explore leadership development at First Bank of Nigeria’s headquarters in Lagos, Nigeria. Face-to-face interviews focused on exploring what type of corporate leadership training strategies worked for First Bank of Nigeria. Four major leadership development strategies that worked best for First Bank emerged from analysis of the qualitative data obtained: (a) classroom, online, and on-the-job training; (b) mentoring; (c) coaching by a shadow manager; and (d) personal development and work-life balance. First Academy, the training arm at First Bank of Nigeria, has made valuable contributions to developing leaders in the fast-paced Nigerian banking industry. Other banking organizations in Nigeria may want to incorporate leadership training strategies used by First Bank of Nigeria. Keywords: bank, mentoring, nigeria, leadership, shadow, training, coaching, First Bank of Nigeria, work balance 1. -
First Bank of Nigeria Ltd 2013 Annual Report
Connected. First Bank of Nigeria Limited | Annual Report and Accounts 2013 2 CORPORATE FINANCIAL INTRODUCTION BUSINESS REVIEW RISK FACTORS GOVERNANCE STATEMENTS Connected. Growth through connected solutions As a Group, we are exploiting synergies and optimising cross-selling between our subsidiary businesses to become more effective and increase value for our shareholders. Being more ‘connected’ as a Group means we can create an improved service for all our customers. By listening to them and understanding their diverse needs, we can provide innovative products and solutions that better connect us to them. It is this sort of forward thinking that has helped us evolve to become one of the leading financial services in Sub-Saharan Africa. FIRST BANK OF NIGERIA LIMITED | ANNUAL REPORT AND ACCOUNTS 2013 3 CORPORATE FINANCIAL INTRODUCTION BUSINESS REVIEW RISK FACTORS GOVERNANCE STATEMENTS USING THIS INTERACTIVE PDF At the top of each page Using links in the report click on the symbols to: y The contents list on the next page Jump back includes links to each of the report to contents sections as well as to specific chapters within these sections. Move back one page y The report text also includes related links to other relevant areas of the document, as well as external Move forward one page websites and email addresses. y To follow a link, simply move your Print this report or cursor over the section or chapter individual pages you would like to view and click. Search the text in y You can also click on the titles along this report the top of each page to jump to the start of a section. -
Standard Chartered Bank Zambia Annual Report 2017
New valued behaviours REPORT STRATEGIC 1. Do the right thing 2. Never settle 3. Better together Directors’ report Contents 02 Chairman’s statement 04 Chief Executive Officer’s statement 06 Retail banking 08 Commercial banking 10 Corporate and Institutional banking statements Financials 12 Wealth management 14 Board of Directors 16 Executive Management Team 18 Directors’ report 22 Corporate governance 26 Sustainability 29 Directors’ responsibilities in respect of the preparation of consolidated and separate financial statements 30 Independent auditor’s report 34 Consolidated and separate statement of profit or loss Supplementary information and other comprehensive income 35 Consolidated and separate statement of financial position 36 Consolidated and separate statement of changes in equity 39 Consolidated and separate statement of cash flows 40 Notes to the consolidated and separate financial statements 100 Appendix – Five year summary 101 Principal Addresses 102 Branch Network 103 Dividend 104 Notice of 47th Annual General Meeting Agenda 105 Form of Proxy 1 STRATEGIC REPORT Chairman’s statement Chairman’s statement Annual Report 2018 Earnings per share stemming over 110 years. The potential Risk and Governance to grow the business remains huge, positioning the Bank to grow its strategic Risk continues to be at the forefront Z M W 0.171 footprint across different client profiles. It of every aspect of our business. It 2016: 0.208 is clear from the interaction I have had so is imperative that we continue to be far with both clients and employees that vigilant so that we stay ahead and they appreciate the value of our brand. It mitigate possible economic and social is therefore, our responsibility to ensure headwinds. -
Standard Chartered
Standard Chartered standard Chartered PLC (LSE: STAN, SEHK: 2888, OTCBB: SCBFF, NSE: STAN) is a multinational financial services company headquartered in London, United Kingdom with operations in more than seventy countries. It operates a network of over 1,700 branches and outlets (including subsidiaries, associates and joint ventures) and employs around 80,000 people. It is a universal bank and has operations in consumer, corporate and institutional banking and treasury services. Despite its British base around 90% of its profits come from Africa, Asia and the Middle East. Standard Chartered has its primary listing on the London Stock Exchange and is a constituent of the FTSE 100 Index. It has secondary listings on theHong Kong Stock Exchange and the Indian Stock Exchanges. Its largest shareholder is Temasek Holdings.[2] History The name Standard Chartered comes from the two original banks from which it was founded and which merged in 1969 ± The Chartered Bank of India, Australia and China, and The Standard Bank of British South Africa.[3] [edit]Chartered Bank Main article: Chartered Bank of India, Australia and China The Chartered Bank was founded by Scotsman James Wilson following the grant of a Royal Charter by Queen Victoria in 1853. Chartered opened its first branches in Mumbai, Kolkata and Shanghai in 1858, followed by Hong Kong and Singapore in 1859.[3] The Bank started issuing banknotes of the Hong Kong dollar in 1862. With the opening of the Suez Canal in 1869 and the extension of the telegraph to China in 1871, Chartered was -
Banking on Africa Standard Chartered’S Social and Economic Impact
Banking on Africa Standard Chartered’s social and economic impact A report by Dr René Kim and Professor Ethan B Kapstein Contents 1 Introduction 4 1.1 Methodology 4 About the authors 1.2 Non-quantifiable impact 5 1.3 Scope 5 René Kim is founding Ethan B Kapstein is 2 Africa’s growth story 6 partner of Steward currently a Visiting Fellow 2.1 Reduced reliance on resources 8 Redqueen. He has worked at the Centre for Global 2.2 Economic fundamentals 8 with many multinational Development in Washington 2.3 Urbanisation, productivity and the growing middle class 9 companies and private DC. Previously he was the 2.4 The growing importance of trade 9 2.5 Remaining challenges 10 equity funds in both Chair of Political Economics 2.6 The role of the financial sector 10 developed and emerging at INSEAD and held positions markets. Previously, he at Georgetown University, 3 Standard Chartered in Africa 12 worked for the Boston Harvard University, the 3.1 Strong growth in Africa 13 3.2 Wholesale banking 13 Consulting Group in University of Minnesota, 3.3 Consumer banking 13 Amsterdam and as an and the Organisation for 3.4 Helping small businesses 13 academic at the Economic Cooperation and 3.5 Deep local knowledge 13 Massachusetts Institute Development. A former 3.6 Leveraging international knowledge and finance 14 of Technology. He holds a international banker and 3.7 Spurring innovation 15 cum laude PhD in Hydrology naval officer, Professor 3.8 Acting responsibly 15 3.9 Opportunities for the future 15 and Meteorology and is the Kapstein serves as an author of many academic economic and strategy 4 Standard Chartered’s quantitative impact 16 articles. -
Participant List
Participant List 10/20/2019 8:45:44 AM Category First Name Last Name Position Organization Nationality CSO Jillian Abballe UN Advocacy Officer and Anglican Communion United States Head of Office Ramil Abbasov Chariman of the Managing Spektr Socio-Economic Azerbaijan Board Researches and Development Public Union Babak Abbaszadeh President and Chief Toronto Centre for Global Canada Executive Officer Leadership in Financial Supervision Amr Abdallah Director, Gulf Programs Educaiton for Employment - United States EFE HAGAR ABDELRAHM African affairs & SDGs Unit Maat for Peace, Development Egypt AN Manager and Human Rights Abukar Abdi CEO Juba Foundation Kenya Nabil Abdo MENA Senior Policy Oxfam International Lebanon Advisor Mala Abdulaziz Executive director Swift Relief Foundation Nigeria Maryati Abdullah Director/National Publish What You Pay Indonesia Coordinator Indonesia Yussuf Abdullahi Regional Team Lead Pact Kenya Abdulahi Abdulraheem Executive Director Initiative for Sound Education Nigeria Relationship & Health Muttaqa Abdulra'uf Research Fellow International Trade Union Nigeria Confederation (ITUC) Kehinde Abdulsalam Interfaith Minister Strength in Diversity Nigeria Development Centre, Nigeria Kassim Abdulsalam Zonal Coordinator/Field Strength in Diversity Nigeria Executive Development Centre, Nigeria and Farmers Advocacy and Support Initiative in Nig Shahlo Abdunabizoda Director Jahon Tajikistan Shontaye Abegaz Executive Director International Insitute for Human United States Security Subhashini Abeysinghe Research Director Verite -
STANLIB Eswatini
STANLIB Eswatini 01 About STANLIB STANLIB Eswatini 03 Standard Bank Eswatini Money Market Fund 04 Standard Bank Eswatini Managed Fund 05 General information Multi-specialist investment backed by 1 230* years of collective investment experience. stanlib.com/eswatini *As at 07 March 2019 About STANLIB We are a Pan-African multi-specialist investment company, active in eight African countries. We have business partners in North America, the United Kingdom, Europe, the Middle East, and Asia. STANLIB manages and administers R600 billion (USD42 billion) (as at 31 December 2018) assets for more than 500,000 retail and institutional clients. STANLIB was founded in 2002 when Standard Bank Asset Managementand Liberty Asset Management joined forces. STANLIB is fully owned by Liberty Holdings Limited and is a subsidiary of the Standard Bank Group. Our largest client is our parent company, Liberty Holdings. Such large scale, long-term investment ensures we are strongly supported and well resourced. At the same time, being a separate registered company gives us the freedom to manage our clients’ assets according to our philosophy. We’ve built our business on the same foundation as our parent companies Standard Bank and Liberty Holdings – focusing on today while always preparing for tomorrow. This allows us to continually meet our clients’ needs no matter how they evolve. Our head office is in Johannesburg, with regional offices in other major urban centres around South Africa and in seven other African countries, with further expansion plans afoot. This gives us the knowledge that can only come from on-the- ground presence on the continent.