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Atlas Mara Introduction Presentation September 16, 2014 Important Information

IMPORTANT INFORMATION

This presentation has been prepared by Atlas Mara Co-Nvest Limited (the “Company”) for information purposes only in relation to the proposed conditional acquisition of a minority stake of Union Bank of Nigeria PLC (“UBN”). By attending the meeting where this presentation is made, or by reading this document, you agree to be bound by the following conditions.

THIS PRESENTATION DOES NOT, AND IS NOT INTENDED TO, CONSTITUTE OR FORM PART OF ANY OFFER OR INVITATION TO SELL, ISSUE, PURCHASE OR SUBSCRIBE FOR (OR ANY SOLICITATION OF ANY OFFER TO PURCHASE OR SUBSCRIBE FOR) ANY SECURITIES OF THE COMPANY (THE “SECURITIES”) IN ANY JURISDICTION.

The distribution of this document and the offering of the securities in certain jurisdictions may be restricted by law or regulation. No action has been taken by the Company or any of its affiliates that would permit an offering of its securities or possession or distribution of this document or any other offering or publicity material relating to such securities in any jurisdiction where action for that purpose is required. Persons into whose possession this document comes are required by the Company to inform themselves about and to observe such restrictions. This document is not intended for distribution to, or use by any person or entity in any jurisdiction or country where such distribution or use would be contrary to local law or regulation.

In particular, this presentation does not constitute or form a part of any offer or solicitation to purchase or subscribe for Securities in the United States of America. The Securities discussed in this presentation have not been, and will not be, registered under the United States Securities Act of 1933, as amended (the “Securities Act”), or qualified for sale under the law of any state or other jurisdiction of the United States of America and may not be offered or sold in the United States of America except pursuant to an exemption from, or in a transaction not subject to, the registration requirements of the Securities Act. The Company is not and does not intend to become an “investment company” within the meaning of the U.S. Investment Company Act of 1940, as amended (the “U.S. Investment Company Act”), and is not engaged and does not propose to engage in the business of investing, reinvesting, owning, holding or trading in securities. Accordingly, the Company is not and will not be registered under the U.S. Investment Company Act and Investors will not be entitled to the benefits of that Act. Neither the United States Securities and Exchange Commission nor any securities regulatory body of any state or other jurisdiction of the United States of America, nor any securities regulatory body of any other country or political subdivision thereof, has approved or disapproved of this presentation or the Securities discussed herein or passed on the accuracy or adequacy of the contents of this presentation. Any representation to the contrary is a criminal offence in the United States of America.

No representation or warranty, express or implied, is given by or on behalf of the Company or any of the Company’s directors, officers or employees or any other person as to the fairness, accuracy or completeness of the information or opinions contained in this document and no liability is accepted whatsoever for any loss howsoever arising from any use of this presentation or its contents otherwise arising in connection therewith is accepted by any such person in relation to such information or opinions. There is no obligation on any person to update this presentation.

No information included in this presentation is intended to be a profit forecast or a financial projection or prediction. No representations or warranties, express or implied, are given as to the achievement or reasonableness of, and no reliance should be placed on, statements pertaining to financial performance, including (but not limited to) any estimates, forecasts or targets contained herein. The achievability of the Company’s proposed strategy set out in this presentation and the delivery of any increase in shareholder value cannot be guaranteed.

Please note that in this presentation, the Company may discuss events or results that have not yet occurred or been realised, commonly referred to as forward-looking statements. Such discussion and statements will often contain words as expect, anticipate, believe, intend, plan and estimate. Such forward-looking statements include statements regarding (i) the expected closing of the Transaction, (ii) Union Bank’s future financial and operational performance, (ii) expectations regarding the Company’s future operations and (iv) estimates regarding Union Bank’s market positions and strategic initiatives. These projections and statements are based on management's estimates and assumptions with respect to future events and future financial and operational performance. Actual results could differ materially from those expressed or implied by the forward- looking statements as a result of various factors, including (i) the ability and willingness of all parties to the definitive agreements entered into in connection with the Transaction to meet the closing conditions set forth in such agreements and (ii) economic conditions, competition and other risks that may affect Union Bank’s or future performance. We undertake no obligation to update any forward-looking statement, whether as a result of new information, future events or otherwise.

| 2 Fastest Growing Region in the World Africa is an exciting frontier market with an extremely attractive growth profile supported by a healthy demographic and macro dynamics

Africa: a Giant … … with Unparalleled Growth Prospects Population (bn) Real GDP Growth CAGR Real GDP per Capita Growth

1.1 6.5% 5.2% USA Africa 1.5 Africa Africa 2.4 7.2% 4.9%

1.3 7.5% India 4.7% EU India 1.4 Dev. Asia Dev. Asia 1.7 5.0% 5.5% Japan 1.4 5.4% 3.5% China 1.4 ME ME 1.3 4.8% 3.4% China 0.7 4.0% 3.4% Europe 0.7 LatAm LatAm 3.0% 0.7 3.9% UK 0.3 4.7% 3.6% Brazil CIS CIS US 0.3 4.0% 0.4 3.3% 0.6 3.0% 4.0% CEE LatAm 0.7 2013 CEE 3.1% 0.8 2025 3.0% 2010-2020 2010-2020 • Diversified Growth = over the past decade, the services sector has 2050 2020-2050 2020-2050 contributed over 50% of Africa’s GDP growth Source: Population Bureau. Source: CIRA. Source: CIRA. • Large Urban Centers = 52 cities with populations of 1 million or more, comparable to Western Europe Africa is expected to have the fastest growing population and GDP in the world, along with a strong GDP per Capita growth • Rapid Urbanization = proportion of people living in cities is higher than in India and will be 50% by 2030 Share of World Real GDP (%) • Expanding Middle Class = larger than India’s; 50% of Africa will have discretionary spending power by 2020 Increasing • Agricultural Potential = 60% of the world's uncultivated arable land relevance in 2010 2050 the global • Enhanced Regional Cooperation = Intra-African trade represents Africa Africa economy c.11% of total African trade, with significant room for growth 4% 12%

Sources: Harvard Business Review, CIRA. Source: CIRA. | 33 Africa Provides the BETA, We Provide the ALPHA

BETA ALPHA The African Opportunity The Team

Fastest Growing Permanent Capital and Region in the World Enhanced Liquidity + + Clear Financial Well-Defined Services Growth Acquisition Strategy Opportunity

+ + GOAL

Clearly Identified Significant CREATE THE Levers for Value = Opportunities Creation LEADING SUB- + + SAHARAN AFRICAN + Extensive Network to High Profitability at a Source Deals and FINANCIAL Reasonable Value Talent SERVICES + + INSTITUTION Capital, Liquidity, Disaggregated Markets Funding, Talent, Technology + + Demonstrated Track Population of 1 billion Record of Value Creation

Underpinned by Strong Corporate Governance

| 4 Atlas Mara: The Optimal Model

“US prepares investment push into Africa…‘There "Is Atlas Mara start of institutional is clearly a sense of opportunity in Africa and investor stampede?...Atlas Mara is a the US government is embracing that’ ” breakthrough venture for Africa” Financial Times, May 28, 2014 African Banker, February 2014

“Initial investor response to Atlas Mara’s plans was “Bob Diamond’s decision to hire enthusiastic…‘If this new bank takes a different John Vitalo from the Dubai office of approach, it could unleash a whole new life for his former alma mater Barclays small businesses in Africa. I can’t wait!’” seems an obvious choice” Cornelie Ferguson in The Wall Street Journal, April 2, 2014 Financial Times, April 8, 2014

“Atlas Mara has secured a foothold in the "BRD is an opportunity for Atlas Mara to create a Southern African Development privately run financial services group in Community (SADC) through BancABC” Rwanda…That will be a boost to plans to build a Financial Times, April 8, 2014 financial industry for the region based in Rwanda.” Reuters, April 6, 2014

Source: Recent press articles following Atlas Mara public announcements | 5 Atlas Mara Footprint: Establishing Presence in 3 Major Trading Blocs

Atlas Mara in Africa Valuation within Blocs in Sub-Saharan Africa Key Facts

BRD ECOWAS: valuation: 1.0x Kenyan Sector ECOWAS • Through UBN, Atlas Mara will be pursuing an valuation(1): entry strategy into Nigeria and the broader 2.6x GDP $675.9bn ECOWAS region 2013 GDP Growth 6.0% Countries 15 • UBN will represent a significant ownership stake in a major banking platform Population 327m

SADC: SADC • BancABC transaction provides Atlas Mara a GDP $647.8bn multi-country, multi-product platform in high 2013 GDP Growth 4.84%(3) growth markets in Southern Africa UBN transaction Countries 15 (4) • Opportunity to drive RoE via operational valuation : 1.0x Nigerian Sector Population 294m optimization, in-fill acquisitions, and enhanced valuation(1): 1.4x access to capital EAC EAC: GDP $108.9bn • The acquisition of the commercial arm of the 2013 GDP Growth 5.3% Development Bank of Rwanda (“BRD”) will give Atlas Mara an entry platform to develop Countries 5 BancABC operations in the EAC Valuation: 1.3x Population 153m South Africa • BRD will present an opportunity to play a key Sector (1) role in transforming Rwanda into a financial valuation : 2.2x services hub Atlas Mara(2) operations

Economic Community of West East African Community Southern African Development African States (ECOWAS) (EAC) Community (SADC)

Source: Capital IQ, September 2014. World Bank data, 2013 Note: (1) 1.4x represents average valuation for Tier 1 Nigerian banks, 2.6x represents average valuation for top Kenyan banks (Equity Bank, Kenya Commercial Bank, Co-operative Bank of Kenya), and 2.2x represents average valuation for top South African banks (Standard Bank, Barclays Africa, FirstRand). (2) Subject to the closing of BRD and UBN transaction. (3) SADC GDP growth excluding South Africa of | 6 4.84%; SADC GDP growth including South Africa of 4.64%; South Africa GDP growth of 1.9%. (4) For minority stake Transaction Snapshot: BancABC

Transaction • On March 31, 2014, Atlas Mara Co-Nvest Limited (“Atlas Mara”) announced that it had reached agreements to acquire a Overview majority stake in ABC Holdings Limited (“BancABC”). The transaction closed on August 21, 2014 • BancABC is a multi-country bank holding company with operations in 5 countries across the Southern Africa Development Community (“SADC”). Atlas Mara secured required regulatory approvals in 5 countries in an impressive timeframe of under 5 months

Transaction On March 31, 2014, the acquisition of BancABC was achieved via: Highlights • 1 >50.1% stake of BancABC acquired directly through cash and shares; • 2 Offer for ADC African Development Corporation AG (“ADC”) for shares, bringing total ownership in BancABC up to ~88%(1)(2); and • 3 Subsequent mandatory offer for the remaining ~12%(1)(2) stake in BancABC in cash or shares

(1) (2) 1 50.1% (from BancABC) 2 100%(2) + 38%(2) 2 (from ADC) + Private Equity and Other 12% (1) 3 Holdings (Float) = BancABC Valuation P/B (2013): 1.28x (1) Total: 100% P/E (2013): 9.2x Discount to Peers(3): 34%

Notes (1) As of 15 September 2014 total ownership of BancABC is ~96% and ~4% remains in free float. (2) As of 15 September 2014, the acquisition of BancABC shares from BancABC stands at 58.09%, the total percentage of ADC secured is 95.17% (3) Peer valuation defined as average P/Book valuation of Barclays Africa, Standard Bank, and GT Bank. | 7 & Overview

BancABC: Strong Brand with History Dating back to 1956… ADC: Diversified Holding Company with Large BancABC Stake

• Fast-growing (42% average Investment Summary annual growth in loans since Tanzania 2009) banking group focused on Zambia Southern Africa ⁻ 37.7% shareholding in a leading banking brand in Southern Africa

• Led by a highly-regarded Mozambique ⁻ BancABC is poised to benefit from rising trade flows and utilization management team who have of financial services in the SADC region worked together for over a decade

• Capable of offering a range of banking products including: ⁻ 9.1% indirect shareholding in Union Bank of Nigeria (UBN) corporate banking, treasury ⁻ Equity held in private equity consortium controlling 65% of Bank services, retail and SME banking, asset management and stock ⁻ UBN is a strong recovery play in Nigeria’s banking sector Botswana Zimbabwe broking

• Expansion to date has been Banking operations strong, but limited by capital constraints 73 branches, 1,501 staff and +300,000 customers ⁻ 88.5% shareholding in a major facilitator of payments transactions between Banks in Rwanda BancABC Key Market Data ⁻ Significant in-country growth potential and scalability across Southern / Eastern Africa Botswana Mozambique Tanzania Zambia Zimbabwe

GDP 4.2% 7.4% 6.9% 7.3% 4.4% Growth ⁻ 49.0% shareholding in an electronic payment solutions and services provider in South Africa Population 2.0m 25.2m 47.8m 14.1m 13.7m ⁻ Possibility for scale enhancement and market share development

% Banked1 30% 40% 17% 21% 40%

⁻ 38.7% shareholding in a health insurance provider in Kenya Market RoE1 34.8% 25.0% 19.9% 25.8% 26.0% ⁻ Already expanding into Tanzania, Uganda and South Sudan Contribution to BancABC 33% 15% 7% 14% 30% Assets 18.1% shareholding in a Zimbabwean investment firm primarily ABC Market ⁻ Position #5 #7 #14 #10 #2 investing in the financial, mining, energy, hospitality and real estate sectors Significant organic opportunities in unbanked population Market share growth integral part of Atlas Mara strategy for BancABC Source: ADC research based on Bankscope, Bureau van Dijk Electronic Publishing GmbH, 2012 data and local Central Bank reports. World Bank data, 2012. Notes: (1) Defined as % of population over 15 years old with a bank account at a formal financial institution. | 8 Transaction Snapshot: Development Bank of Rwanda (BRD)

Transaction Structure

Current Structure Post Transaction

Sellers Minority Sellers Minority shareholders shareholders

77% 23% 77% 23% 100% Development Bank of Rwanda Development Bank of Rwanda BRD Commercial Bank

BRD will become 2 entities – A Development Bank and A Commercial Bank

Development Bank Commercial Bank

. The Development Bank will continue to remain a . The new Commercial Bank entity will be a deposit Description of development finance institution dedicated to being the taking institution that is run as a commercial bank new entity Government of Rwanda’s investment arm that finances which can engage in transactions that a DFI the nation’s development objectives with a focus on the institution would ordinarily be restricted from given its priority sectors of the economy charter

. Financing priority sectors in Rwanda such as export . To be the leading retail bank in Rwanda with related sectors, agriculture, services, energy, SMEs and technology led products and customer centric Key activities housing oriented model . Provide long-term financing, equity, and co-financing . Commercial banking products, insurance, asset . Benchmarked using a DFI regulatory structure management

| 9 Transaction Snapshot: Union Bank of Nigeria

Transaction • On September 5, 2014, Atlas Mara Co-Nvest Limited (“Atlas Mara”) announced the exercise of an option to acquire an Overview additional 20.9% in the Union Bank of Nigeria (UBN) • Union Bank of Nigeria is one of the strongest banks in Nigeria with a history that dates back to 1917. It is also the 11th largest bank in terms of assets

Transaction • The 20.9% stake will bring Atlas Mara’s holding in UBN to 29.9% Highlights • Union Bank is in the midst of a significant turnaround that is already yielding results. Transacting at 1.0x P/B was very attractive • Atlas Mara is well-positioned as a banking operations-focused partner in the UGPL consortium to assist in driving the growth strategy and transformation of UBN Pro Forma Ownership Structure

UGPL/ADC 29.9% Atlas Mara 9.1% Pro Forma Stake

AMCON 20.9% UGPL (Others) 55.9%

Others (Float) 14.2%(2)

Union Global Partners Limited (“UGPL”) is a consortium of investors that recapitalized Union Bank of Nigeria in FY2012 for 65% of the shares in the bank(1) 1 20.9% + 2 9.0% = 29.9% Through acquisition of ADC African Development Corporation AG (“ADC”), Atlas Mara holds an indirect stake in Union Bank of Nigeria of 9.05%

Asset Management Corporation of Nigeria (“AMCON”) established to stabilize the financial system, acquired the 20.9% stake through the capitalization of UBN and the Atlas Mara’s long-term strategic focus is to be a Tier 1 acquisition of non-performing loans

Bank in Nigeria Includes publicly traded shares on the Nigerian Stock Exchange

Note: (1) UGPL owns 61.39% in UBN and controls 65.0% when including a 3.61% vote pooling agreement. (2) AMCON will retain a small stake | 10 Overview

Large Scale Platform with Significant Growth Opportunities Steady Historical Loan Growth $ billion • Incorporated in 1917 and listed on the 55.7% Nigerian Stock Exchange in 1971, UBN is a respected and recognized financial 48.1% institution

• Robust commercial and retail banking franchise with stable customer deposit 30.9% base 1.7 • Strong Board and Executive 1.5 Management team joined in 2012 to drive the business 1.0

• Sizable balance sheet (assets: $6.3bn, loans: $1.7bn, deposits: $3.1bn, equity: $1.3bn) as at 1H 2014 2012 2013 1H 2014

Loans LDR

Pan-Nigerian footprint of nearly 340 branches Low Loan-to-deposit ratio leaving ample room to grow loan book

Well-Defined Strategy with Clear Transformation Priorities Well-Capitalized and Liquid Relative to Selected Peers

Corporate and Expand the SME and retail segments 74% Retail Banking Launch new value-added products to diversify revenue 68%

People and Hire key executives to focus on rebuilding the brand and restructuring 53% Culture Focus on staff upgrade and optimization to define new culture 47%

Risk Develop risk management platform to redesign the credit, market and operational manuals; thereby bringing down NPLs and improving asset recovery mechanisms 20.0% 17.6% 17.0% 14.6% Finance Effectively use MIS to track and monitor the transformation, reduce costs and rationalize branch operations; thereby improving profitability

Marketing Maintain the legacy brand value and reestablish market position UBN FBN Diamond Sterling Deploy new marketing campaigns and distribution channels for client acquisitions Liquidity Ratio CAR

Source: 1H 2014 company public filings Note: Liquidity ratio is computed as liquid assets/customer deposits; of which liquid assets comprise of cash and balances, interbank placements and investment securities | 1111 1USD = 155.33NGN 100-Day Plan For Acquisitions

Re-Focus Optimize Scale • Conduct detailed assessment • Design human capital plan to • Target bolt-on expansion to of operational cost structure enhance governance and diversify product offerings with aim to bring down near operations at all levels within existing markets term efficiency ratios

• Build country-by-country plan • Invest in and deploy mobile • Address legacy portfolio and to take a leading position (Top technologies to boost both strengthen risk management 5) in all markets of operation efficiency (target Cost/Income policies ratio of 50% across operations) and market reach • Designate specific resources into new customer segments • Engage strategic clients in towards identifying and each market, explore and extracting Group synergies invest in how the revamped Bank can best meet their • Focus on securing low-cost needs Tier 2 funding and support • Inject further equity capital to from Development Financial support growth agenda Institutions

Reposition Business Shift Resources towards Growth

Focused on Strategically Building into a Pan-African Banking Platform

| 12 DFIs: Opportunity in Financing, Development & Grants Programs

WHAT DEVELOPMENTAL FINANCE INSTITUTIONS (DFIs) PROVIDE

POLITICAL RISK COVERAGE PATIENT RISK CAPITAL DEBT CAPACITY PRODUCT INNOVATION

• Atlas Mara team has over 40 years worth of combined experience working with DFIs globally • Currently DFIs have committed over $135bn globally and $15bn in Africa • Atlas Mara is uniquely positioned to tap low-cost debt financing from US and African DFIs • DFIs deploy subsidized funding for product innovation in servicing SMEs, trade finance, and mobile banking

North America Africa / Asia

Total ~$70bn of which ~$10bn committed to (1) Total ~$45bn of which ~$4bn is committed (1) Commitments Africa Commitments to Africa

International Finance Corporation African Development Bank Overseas Private Investment DFIs Corporation DFIs Multilateral Investment Guarantee Japan Bank for International Agency Cooperation

European Union

Total ~$20bn of which more than $1bn is (1) Commitments committed to Africa

Commonwealth Development Corporation

DFIs Netherlands Development Finance Company German Development Bank

ATLAS MARA CONTINUES TO FOCUS ON CONNECTING THE WORLD TO AFRICA. DFIs ARE A KEY ELEMENT OF THIS STRATEGY

(1) Total commitments include investments, loans, and guarantees. Commitment data is the most recent available from DFI websites and annual reports. OPIC commitment to Africa only includes $1.5bn committed to the Power Africa Initiative | 13 Atlas Mara Team: Board of Directors

Arnold Ekpe Bob Diamond Ashish J. Thakkar Tonye Cole Rachel Robbins Name Chairman Founder Founder Independent Senior Independent Role Non-Executive Director Non-Executive Director Non-Executive Director

Affiliations(1)

Career ▪ 30+ years of African and ▪ Previously CEO of ▪ 4th generation African and ▪ Co-founder and Group ▪ Previously, Vice President, international banking Barclays founder of the leading Executive Director of General Counsel of IFC experience ‒ Developed Barclays Pan-African enterprise Sahara Group, an energy and a member of IFC's ▪ Previously Group CEO Capital into an Mara Group, a multi-sector conglomerate with Management Group and Director of Ecobank integrated global conglomerate with operations spanning the between 2008 and 2012 between 2005-2012 investment bank investments/assets entire energy chain in ▪ 30 years of experience in operating across 19 Nigeria to neighboring legal and financial ▪ Ecobank recognized as ▪ Launched pan-African (2) countries in Africa and West African countries and services, serving as the “African Bank of the corporate and investment employing 8,000+(3) beyond Year” by the African bank, ABSA Capital General Counsel for New Banker in 2012 ▪ Member of the World ‒ The Group operates in York Stock Exchange and ▪ ABSA recognized as the Economic Forum’s Global 14 countries around its parent, NYSE Euronext, ▪ Honored with the “Lifetime “most innovative bank” in Agenda Council on Africa the world with over 500 JP Morgan, Citigroup Achievement Award” by Africa in 2009 by the and recognized as Young employees and annual International the African Banker in 2012 African Banker Global Leader turnover of $10.6bn

African Experience

Notes: (1) Current and former (2) African presence of Mara ISON Technologies. (3) Employees of Mara Group’s various investments / projects. | 14 Atlas Mara Team

John Vitalo, CEO Atlas Mara Team Executive Committee • John is a seasoned banking executive with a decade of on-the-ground experience in Africa, including serving under Bob Diamond at Barclays where he was CEO of ABSA Capital in Africa • Up until his appointment, he was the Chief Executive Officer of Barclays in the Middle East and North Africa, comprising Corporate & Investment Banking, Wealth & Investment Management and the Retail & Business Bank

John Vitalo Jyrki Koskelo • John served as CEO of ABSA Capital from 2005 to 2009 CEO M&A and Corporate Development • Significantly diversified business mix thus improving quality of franchise Experience in • Enhanced risk management capabilities Sub-Saharan • Transformed human capital across the business with a focus on Africa productivity and diversity - ABSA Capital revenue and PBT in $m During John’s John has a solid 537 tenure, Absa Arina McDonald Brad Gibbs CAGR: track record of Capital became CFO (as of Nov ‘14) Executive Committee Member Performance 45%+ one of the highest building business 299 under 241 ranked investment Regional Heads in Sub-Saharan 140 banks in Africa John’s Africa leadership Revenue and PBT CAGR of 49% and 2006 2008 46% respectively, from 2006 to 2008 Revenues

Additional • Served as COO for Barclays’ Rates business from 2003 to 2005 Background Douglas Munatsi Konde Bugingo To be • Prior to Barclays, John held several senior positions including Director of e- - CEO of BancABC CEO of appointed commerce for Emerging Markets at Credit Suisse First Boston in New York High quality BRD Commercial international • John is a graduate of Georgetown University, and a veteran of the US Marine Corps SADC region EAC region (1) ECOWAS region (1982 – 1986) experience M&A and Corporate Development Kenroy Dowers Kojo Dufu Barbara Iyayi Chuma Ajene Gautam Ganguli Notes: (1) Effective from closing of BRD acquisition. Konde is not on the Executive Committee | 15 Delivering On The Africa Promise

Accomplishments Promises Kept

Transaction Within One Year 

Attractive Entry Valuation 

Capacity to Combine Global Expertise and Local Management 

Capacity to Bring Best-In-Class Governance and Risk Management 

Capacity to Broaden Geographic Footprint 

Capacity to Broaden Product Offering for Strong Existing Client Base 

Capacity to Leverage New Technologies for Operational Efficiencies 

Capacity to Bring Long Term Capital to Sub-Saharan Africa 

| 16 Significant Milestones Achieved with Sights Set on Further Expansion

August 27: Relisted on the London Stock Exchange with approx. $500 mm in cash, $200 mm in committed debt(1), and a July 3: Launched strong and growing franchise $300 mm private placement

December 17: Raised $325 mm in IPO September 8: Appointment of Arina McDonald as CFO April 8: Announcement of appointment of John Vitalo as Atlas Mara CEO

2014 2015 September 5: Announcement of the March 31: exercise of an option to Announcement of acquire Union Bank of BancABC & ADC Nigeria (UBN) stake Transaction

August 21: Announcement of May 23: BancABC/ADC Announcement of BRD transactions closing & Transaction in Rwanda readmission prospectus issued

Atlas Mara is well-positioned to become the premier financial institution in Sub-Saharan Africa

Notes: (1) The terms and conditions of the facility are to be agreed upon at the time the Company requests borrowing under the facility | 17