Strength and resilience Annual Report 2020 The Access Bank UK Limited Annual Report 2020 3 lighthouse noun
1 A tower or other structure containing a beacon light to warn or guide ships at sea. The main objective of The Access Bank UK
2 The lighthouses that stand sentinel on the shoreline Limited (the Bank) is to grow the international of the British Isles to warn of danger have saved the lives of countless sailors, ships and cargoes since Roman times, 2,000 years ago. business of Access Bank Plc and the Group
3 In guiding the unwary away from hazards, they remain as vital now (our parent), using a combination of exemplary as they were all those centuries ago and, in withstanding the customer service; innovative solutions elements, are themselves enduring symbols of strength and resilience. across our core Strategic Business Units of Trade Finance, Commercial Banking, Asset Management and Dubai; and strict adherence to corporate governance that exceeds internationally recognised standards. As we start the fourth year of our current five-year strategic plan, we remain committed to delivering value and sustainable growth to our parent and principal stakeholders.
Contents
2020 Highlights 3 Strategic Business Units Overview 4 Our Values 7 Our Business Model 8 Our Vision 8 Our Mission 8 Our Milestones 11 Chairman’s Statement 12 Chief Executive’s Review 13 Operational Review 16 Corporate Social Responsibility 18 Risk Management 20 Board of Directors 22 Five-Year Record 24 4 The Access Bank UK Limited Annual Report 2020 The Access Bank UK Limited Annual Report 2020 5
2020 Highlights
The $100m income milestone is reached for the first time in the Bank’s history, with 18% year-on-year growth to $100.8m.
Costs fell 10.4% year-on-year to $25.1m.
Trade finance income increased by 28% year-on-year to $51.5m.
Commercial Banking customer deposits totalled $876m, up 12% year-on-year.
Assets under management grew to $223m, a 69% increase on 2019.
Income from Dubai, our fourth Strategic Business Unit, grew by 35% to $10.1m.
100.8
85.2 We are authorised by the Prudential Regulation We focus on building long-term relationships, and Operating Income ($m) Operating Costs ($m) Authority (PRA), and regulated by the Financial working collaboratively with our customers, to 71.0 Conduct Authority (FCA) and the Prudential better understand their goals and develop strategies Regulation Authority, which puts us in a strong that are specifically tailored to meet their needs. $100.8m $25.1m position to support opportunities in the Organisation 46.6 for Economic Co-operation of Development We provide our employees with ongoing support 33.9 (OECD) markets for Access Bank Plc and the Group and development opportunities, which reflects in 30.2 26.9 28.0 customers. As the parent’s OECD operational hub, their dedication and professionalism, and we are 25.1 we support the flow of investment into markets in proud to have been awarded Platinum Status by 17.0 17.0 18.2 Nigeria, Sub-Saharan and West Africa. Investors in People (IIP).
We are also authorised by the Dubai Financial The Bank is led by a team of experienced individuals 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Services Authority (DFSA) to run our Dubai committed to the delivery of superior financial operation – located in the Dubai International solutions to businesses and individuals. Our staff Finance Centre (DIFC) – which enables us to assist have worked in the Sub-Saharan, West African, with trade and investment requirements between MENA and international marketplaces, and are Pre-Tax Profits ($m) Post-Tax Profits ($m) Sub-Saharan Africa and the MENA region. able to deliver a wealth of knowledge and in-depth experience. 57.2 The Bank is a wholly owned subsidiary of $16.8m $13.5m
Access Bank Plc, a company listed on the In common with our parent, the Bank is committed 44.0 44.3 Nigerian Stock Exchange. to developing a sustainable business model for the 34.8 environment in which it operates. This is apparent 28.4 in our moderate appetite for risk, a passion for 22.9 16.9 16.8 customer service and a commitment to working in 13.1 13.4 13.5 10.6 close partnership with our customers to forge long- term relationships with them. 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 We play a key role in the vision of Access Bank Plc and the Group “To be the world’s most respected African bank”. As such, we refuse to chase unsustainable yields as a route to growth, but instead focus on the strength of our customer relationships to develop the business in a measured, structured and sustainable way. We continued to grow the income of the Bank year-on-year based on our strong relationships with our customers despite the headwinds that we and our customers faced by the impact of COVID-19. 6 The Access Bank UK Limited Annual Report 2020 The Access Bank UK Limited Annual Report 2020 7
Strategic Business Units Overview Commercial Banking
Relationship-based service for corporate and individual customers encompassing bank accounts, international The Bank offers clients Trade Finance, Commercial Banking and Asset transfers, foreign exchange transactions and a range of Dollar, Sterling and Euro deposit-based products. Management services in their dealings with OECD markets and supports Bespoke trade finance solutions to facilitate the import of goods into Nigeria, other Sub-Saharan Africa countries companies exporting to Sub-Saharan Africa and MENA markets. and the MENA region.
Offers Retail Savings Bonds 1, 2 & 3 year with fixed rates for UK nationals. We are authorised by the Prudential Regulation Authority (PRA) and regulated by the Offers both investment and owner-occupied loans secured on UK properties. UK’s Prudential Regulation Authority (PRA) and Financial Conduct Authority (FCA). Our operation in Dubai is regulated by the Dubai Financial Service Authority (DFSA). Commercial Banking Income Customer Deposits Nigerian Corporates The Bank’s IT systems are independent, wholly located in the UK and adhere to these authorities’ standards of data collection and management. maintained$30.6 atm +12%$876 yoy m +12%$11 yoym Our operations comprise the following Strategic Business Units (SBUs): 2019 levels Trade Finance, Commercial Banking, Asset Management and Dubai. Asset Management
Trade Finance Relationship-based service dedicated to developing a clear understanding of our clients’ changing requirements.
Provides bespoke discretionary portfolio management services, fixed interest and execution-only portfolios, OECD trade finance hub for Access Bank Plc and the Group. bringing worldwide investment products to high-net-worth customers, primarily in Nigeria and Ghana.
Confirming bank for customers of Access Bank Plc and the Group and exporters to markets in Sub-Saharan Africa Lending services through portfolio and other asset instruments. and MENA.
Correspondent bank to institutions in Nigeria and other countries in Sub-Saharan Africa. Asset Management Income Assets Under Management Approved correspondent and trade finance bank for the Central Bank of Nigeria (CBN).
Issues Letters of Credit on behalf of the Nigerian government and Nigerian National Petroleum Company (NNPC). Accredited by International Finance Corporation IFC (World Banking Commercial Arm). +27%$3.3 yoym +69%$223 yoy m
Trade Finance Income Correspondent Banking Income Discounting Services Income Dubai $51.5m $24.9m $11.8m +28% yoy +100% yoy maintained at Linking Sub-Saharan Africa and Europe to the MENA region. 2019 levels Bespoke trade finance solutions to facilitate the import and export of goods between these regions.
Dubai Income
+35%$10.1 yoy m 8 The Access Bank UK Limited Annual Report 2020 The Access Bank UK Limited Annual Report 2020 9
A guiding Our Values
light Six core values are at the heart of our business and The values that define us as a bank are at the drive everything that we do. These are shared with very heart of what we do and guide us in every aspect of our operations. our parent:
Excellence Innovation Professionalism Surpassing ordinary standards to be the Identifying new market needs and Putting our best foot forward in everything best in all that we do. opportunities. we do, especially in high-pressure situations.
Setting the standard for what it means to Creativity, invention, inspiration, exploration. Consistently bringing the best of our be exceptional. knowledge and expertise to the table in all Pioneering new ways of doing things, new interactions with stakeholders. Never losing sight of our commitment to products and services, new approaches to excellence, even when the going gets tough. customers. Setting the highest standards in our work ethic, behaviour and activities in the way Remembering that excellence requires Being first, testing the waters, pushing we treat our customers and – just as dedication and commitment. boundaries. importantly – each other.
Our approach is not that of excellence at all Progressing from concept to reality. Putting our customers’ needs ahead of costs – it is excellence on all fronts – so that our own. we deliver outcomes that are economically, Anticipating and responding quickly to environmentally and socially responsible. market needs with the right technology, Always maintaining composure and clear products and services to achieve our thinking. customers’ objectives. Ensuring continuous learning through growth and career development.
Passion for customers Empowered employees Leadership We live to serve our customers. Recruiting and retaining the right people and Leading by example, leading with guts. teams, based on shared values and vision. As well as delivering excellent customer Being first, being the best, sometimes being service, we focus on our corporate Developing our people to become world- the only. responsibilities, supporting growth and class professionals. opportunity in Africa and elsewhere. Courage to be the change we want to see. Encouraging a sense of ownership at individual level, while fostering team spirit Setting the standard. Challenging the status and loyalty to a shared vision. quo. Market-making.
Promoting a sense of belonging and Self-awareness in being able to maintain a community. balanced assessment of externalities and costs incurred in the pursuit of leadership. Facilitating continuous learning by providing the training, tools and coaching to help our people grow.
Helping our people to take care of their health.
Pursuing a positive work/life balance for increased productivity and improved employee satisfaction.
Encouraging a diverse workforce, and respecting and appreciating differences in ethnicity, gender, age, national origin, disability and religion. 10 The Access Bank UK Limited Annual Report 2020 The Access Bank UK Limited Annual Report 2020 11 Firm Our Business Model foundations
The robustness of our business model Summary has helped us face the challenges The strong relationships that we have developed with our customers from which we have emerged with customer relationships underpin the Bank’s success and help us to better understand and even stronger, the lifeblood anticipate our customers’ individual needs. of our success.
It is an approach that has been validated with several key milestones in the Bank’s development (please see page 11).
Developing our business model The Bank’s relationship-based philosophy has consistently driven year-on-year growth throughout our current five-year strategic plan.
We are confident that, by continuing to nurture these already strong relationships, we will build on the Bank’s achievements to date, notwithstanding the challenges from the global pandemic and other headwinds.
Our Vision
To be the world’s most respected African bank.
Our Mission
Setting standards for sustainable business practices that unleash the talents of our employees, deliver superior value to our customers and provide innovative solutions for the markets and communities we serve. 12 The Access Bank UK Limited Annual Report 2020 The Access Bank UK Limited Annual Report 2020 13
A sustainable Our Milestones 2020 Strong core performance Strong income growth of approach 18% over 2019, passing the $100m level for the first time Our Platinum accreditation for Investors in People is and a reduction in costs perhaps the best example of the many milestones year-on-year. we have reached, since it exemplifies our commitment to good people management that underpins our strong culture. Winning awards 2019 We won the Best African Trade Finance Bank – UK 2020 award Continued expansion from International Finance for We continued the expansion the third consecutive year. of our correspondent banking services across Africa with For the fifth consecutive year, significant progress made in we were awarded Best African respect of Kenya, Tanzania Trade Finance Bank by Capital and Angola. This enables us to Finance International. expand our reach and provide our services to an ever- Platinum people power 2018 growing marketplace. We were awarded Platinum status by Investors in People (IIP), Direct membership of the UK Working capital syndication demonstrating our commitment clearing system We successfully launched our to high performance through We successfully completed the first working capital syndication good people management and transition to becoming direct for the Bank, raising $100m a strong company culture. members of the UK clearing which was oversubscribed system and are now direct by 180%. This is a positive members of Faster Payments, reflection of the reputation BACS and C&CCC. we enjoy in the banking sector.
This will enable us to enhance Awards recognition the level of service we offer We were pleased to receive 2017 our customers and provide external recognition for us with a platform for the our efforts by winning the Winning awards further development of our International Finance Award We were awarded Best Africa retail offering. 2019 for Best African Trade Trade Finance Bank 2017 by Finance Bank for the second Capital Finance International Expanding our product range year running, the GTR Leaders for the second consecutive We further enhanced our in Trade 2019 Award for Best year. This award recognises Private Bank offering with Trade Finance Bank in West our progress towards realising the addition of execution- Africa and Capital Finance our vision of being the world’s only portfolios to provide International Award 2019 for most respected African bank. our customers with a more Best Africa Trade Finance Bank diversified product range to for the fourth year running. Investing in staff suit their requirements. We were delighted to be awarded IIP Gold Standard Winning awards Status, a reflection of our focus We were awarded Best Africa on investing in, and developing, Trade Finance Bank 2018 by the skills and abilities of Capital Finance International our people. for the third year running.
Expanding our product range We were also proud to win the We further enhanced our International Finance Award for Private Bank offering with 2018 for the Best African Trade the addition of fixed interest Finance Bank and the Finance portfolios for customers Monthly CEO Award for 2018. wishing to diversify their risk profile. 14 The Access Bank UK Limited Annual Report 2020 The Access Bank UK Limited Annual Report 2020 15
Chairman’s Statement Chief Executive’s Review
I am pleased to report that the Bank achieved A defining year for the Bank, one in which we adapted a strong core performance in 2020. This is at speed to ensure that we could meet the challenges noteworthy because the considerable challenges created by COVID-19 and emerge with a strong as a consequence of COVID-19 could have delayed underlying financial performance, thanks in large or damaged the strategic direction of the Bank, measure to our robust business model, underlying which has not proven to be the case. cultural strength and all-round resilience.
Over the years, we have set great store by Finally, the Board offers it heartfelt thanks Those three core pillars have underpinned Secondly, we have always prioritised the sustainability of our business model, to all staff, whose efforts to keep the Bank our strategy and defined our approach investment in people, systems and in which staff are encouraged to flourish fully operational were greatly appreciated. Herbert Wigwe from the very beginning. They helped technology to deliver our operational Jamie Simmonds and grow. It is a simple premise. Staff who They showed extraordinary dedication, Chairman and Non-Executive Director us navigate a year which nobody had model, and to ensure that our core Chief Executive Officer/ feel valued stay with us and that, in turn, in supporting our customers when they anticipated and proved to be very operating system is constantly updated to Managing Director goes hand-in-hand with building the long- needed it most and in staying true to challenging for us and our customers alike. provide an agile system. All these factors lasting customer relationships that are key our values. came into play during a year in which we to our success. However, we did not allow ourselves to be were ready and able to face the challenges I have no doubt that, despite this most forced into short-term, reactive moves, ahead of us. Customers stay with us, not only because challenging of years, their contribution or compromise our strategy in any way. of this continuity, but because they was pivotal in maintaining our upward We had confidence in a proven business Our ability to act decisively, before the know our staff offer the creativity and trajectory. model and have been able to further build depth of COVID-19 impacted, put us in a innovation that comes from experience on this in 2020. strong position to maintain support for our and which sets us apart from most of I expect to see the start of a return to Our staff showed correspondent banks seamlessly. our competitors. It is an approach that some degree of normality during 2021. extraordinary dedication, In fact, as we started the year, earlier continues to stand us in good stead, We will once again gather momentum decisions concerning our strategic People development, and an insistence on particularly during this past year, and as we resume our ambitious plans. We in supporting our direction gave us some distinct ‘growing our own’, has long been a focus leaves us well set to quickly recover the will do so with our newly-won experience customers when they advantages. and underpins the Bank’s culture. That equilibrium of earlier years. to take on whatever business and social investment paid off as we progressed challenges await us in this new future. needed it most.” As early as January, we were holding through the year. The choice of a lighthouse for the cover of regular business continuity planning As early as January, our Annual Report and Statutory Accounts meetings on what was emerging in While the external validation of the we were holding regular this year is deliberate. It is intended as relation to COVID-19. Platinum Award for Investors in People a metaphor for the resilience we have was welcome, it was the way the team business continuity shown against extreme conditions, and We continued to strengthen our IT responded to events as they unfolded that planning meetings on a bastion of hope for our customers and Herbert Wigwe perimeter, and our operational resilience was even more significant. While you can staff. We are steadfast and will support Chairman and Non-Executive Director as February progressed, so we were thus have a proactive approach to planning, what was emerging in them for the duration, whatever the able to move to remote working in London you require skilled and committed staff to relation to COVID-19.” circumstances. ahead of the Government requirement. make it effective.
The fact that our centre of operational By engaging with, and involving, the excellence is centred in Northwich, in the workforce in key strategic decisions from north of England, provided a further boost the outset, I believe we achieved that. to our operational continuity with staff not reliant on public transport to access Clear and unambiguous communication these premises. played an important part here. We gave assurances that no one would be made redundant, and that there would be no furloughing or reduction in working hours. 16 The Access Bank UK Limited Annual Report 2020 The Access Bank UK Limited Annual Report 2020 17
Chief Executive’s Review continued
We also identified those members of staff with underlying health issues, shielding them immediately and giving them assurances As we move into 2021, our two most that they would remain shielded until it was safe for them to important components – staff welfare return to the workplace. and relationship management – are The same approach extended to staff with childcare issues, even stronger. There will be fresh particularly those with children attending school, with assurances that they would not have to compromise between work and challenges, but we are well placed domestic challenges. to maintain the energy and momentum of 2020.
We identified those members of So, when Nigeria moved into recession, for example, we took a deliberate and proactive strategic decision to continue lending staff with underlying health issues, support to our participating correspondent banks. shielding them immediately and We achieved this on the basis that the Bank had strong liquidity giving them assurances that they so, by reducing the amount of free liquidity on the balance sheet, would remain shielded until it we could manage the Bank’s margin and simultaneously offer was safe for them to return to welcome support to our correspondent banks. the workplace. Above all, we will remember 2020 for prioritising staff health and safety; the resilience, energy and commitment of our staff; staying true to our customers; and weathering a storm that posed unimaginable threats to our business. The introduction of staggered starts to the working day; We proved ourselves sure-footed and well-positioned to temperature monitoring and control at the main entrance; capitalise on opportunities. restrictions on movement from one floor to another in our operational centre; and changing cleaning shifts, were among As we move into 2021, our two most important components – some of the small but, ultimately, important decisions we took. staff welfare and relationship management – are even stronger. There will be fresh challenges, but we are well placed to maintain We also launched a Life Works initiative, a personalised the energy and momentum of 2020. programme with confidential 24/7 helpline, for people experiencing mental health challenges and issues to access at The year tested our resilience, culture and the robustness of our will. Furthermore, we extended welfare-focused workshops to business model as never before, but I believe we came through it immediate family and friends. exceptionally well. With such a major focus on pastoral care and welfare, staff have felt valued and supported. This boosted morale and fostered a strong team spirit in the delivery of customer service.
Demonstrating resilience Our relationship-based model – how we interact with our customers – is founded on a combination of factors: relevant and Jamie Simmonds competitive products; staff continuity; uncompromising support, Chief Executive Officer/Managing Director whatever the prevailing economic headwinds; proven experience; and a strong, on the ground presence. Passing As we entered 2020, we already enjoyed a depth of relationship with our customers that was ingrained in our operational the test culture and thus could be readily maintained, irrespective of external forces. The year tested us as never before but, by putting staff welfare at the forefront and staying true and supporting our customers, we emerged intact from a crisis that posed very real threats. 18 The Access Bank UK Limited Annual Report 2020 The Access Bank UK Limited Annual Report 2020 19
Operational Review
Net yield in 2020 improved – a remarkable performance considering the headwinds that we faced. Following one of the most challenging years in living memory, we were still able to grow income year-on-year by 18% to $100.8m, passing the $100m income milestone for the first time in the Bank’s history.
As a result of the proactive steps we took, costs – including Despite this setback, our relationship model worked well. The Investors in People Operations development exceptional costs – fell 9% year-on-year to $25.1m, resulting in nature of the support we provide in the MENA region puts us in a Our staff are key to the strong customer relationships which are We invest in the latest technology to ensure that our an overall trading performance that grew pre-provision by 22%. strong position and contributed to a 35% year-on-year increase a pillar of the Bank’s business culture and critical to its ongoing infrastructure adheres to industry standards, while providing in income, to $10.1m. development. Most of our frontline team have been with us for essential operational resilience and future-proofing. This meant we were able to absorb estimated credit losses, which 10 years or more, while most of our middle and senior managers we have never had before, yet remain profitable for the year. We anticipate further challenges in 2021, but we are better joined us as juniors and have since developed their careers with Cybercrime and fraud awareness is also high on our agenda. We positioned to manage our way through these, having not us. Our staff turnover is notable for being well below the average continue to invest in state-of-the-art security systems that are We also witnessed that our SBUs do not move in unison, a compromised customer relationships and done everything for the banking sector. subject to regular, external penetration testing. reflection of our strategy that anticipates the counter-cyclical in our power to support our customers through a period of nature of those businesses, particularly in Commercial Banking unprecedented difficulty. The global pandemic of 2020 put our human capital under stress, Risk Management and Compliance and Dubai, and tangible evidence that the strategy is effective. but we are proud that there were no redundancies, no member The implementation of new and increasingly complex regulatory What was really pleasing, however, was the performance of Trade of staff was furloughed nor forced to work reduced hours or go demands, covering risk management, compliance and data The levelling out in Commercial Banking profitability was, Finance and Asset Management. Trade Finance enjoyed its most part-time. protection, places significant responsibilities on today’s therefore, not unexpected, given the nature of the business, and successful year to date, with income up 28% year-on-year, to international banking industry. we experienced a cyclical impact on our Commercial Banking $51.5m, and a 100% increase in correspondent banking income We continued to invest heavily in staff training and professional operation and Dubai, which was also not immune to issues. to $24.9m. Asset Management also had its most successful year, development, with the objective of giving everybody the We have seamlessly implemented the new requirements in with a 69% annual increase in assets under management opportunity to progress, and actively encourage them to respect of MiFID II (Markets in Financial Instruments Directive With some exposure to commodity trading, and the pandemic to $223m. Treasury also performed strongly. acquire additional specialist professional qualifications. II), the PSD2 (Payments Service Directive 2) regulations and massively impacting normal trading patterns, the resulting drag GDPR (General Data Protection Regulation), the EU’s latest data on Dubai’s performance meant that we had to take provisioning Our retail products continued to attract interest, with £212m The Bank was the first Nigerian bank to achieve IIP accreditation protection directive, within the required timelines and on budget. measures for the first time ever. flowing into our 1,2 and 3-year bonds during the year and and we are proud to have been awarded Platinum status, placing providing us with greater liquidity resilience. us among the UK’s top companies.
We also work in close partnership with BPP, an organisation which helps build careers through education and the Chartered Institute of Personnel and Development (CIPD).
On 12 October 2020 The Access Bank UK Limited was awarded Investors in People Platinum by Investors in People (IIP), demonstrating the Bank’s commitment to high performance through good people management and strong company culture. 20 The Access Bank UK Limited Annual Report 2020 The Access Bank UK Limited Annual Report 2020 21
Corporate Social Responsibility
trainers, supplying educational materials How we balance our economic, environmental and other essentials. The project has and social impact, with growing our business and so far benefited more than 800 children enhancing our reputation, is a key area for us. throughout Nigeria.. Global Transaction Banking At our heart, we believe in maintaining – Orile Agege Primary Health Centre close, long-term relationships with our The Global Transaction Banking Group customers and developing products and adopted the Orile Agege Primary Health services that meet their changing needs. Centre during the year, with a focus on Similarly, we provide our employees reducing the effect of disrupted power with the leadership and resources to supplies on public health, particularly Adopt A School Initiative (Employee volunteering) enable their continuous professional during the COVID-19 pandemic. The development and are proud to have Group deployed the installation of Retail Operations been accredited Investors in People (IIP) In addition, Project L.E.A.D. adopted public renewable energy solutions, using quality – Adopt A School Initiative Platinum Standard. secondary schools in five geopolitical solar systems which positively impacted The Retail Operations Group adopted zones (South-West, South-East, South- more than 20,000 people. Community High School, Akodo, Ibeju As a business, the sustainability of our South, North-East, North-Central) in the Lekki during the year, to improve the model underpins our active support for country and provided more than 18,000 Customer Experience quality of children’s education in selected growth and opportunity in Nigeria, Sub- students with knowledge on values and – Aiyetoro Primary Health Centre in communities. The initiative entailed Saharan and West Africa and the MENA morality, time management, goal setting Yaba, Lagos State the adoption of an identified school region. Our commitment to behaving and financial literacy. The Customer Experience Group for renovation, equipping it with study responsibly is embodied in the values that embarked on the refurbishment and materials and getting involved in students’ inform our corporate activities and which Group HR & EO Partnership with upgrading of the Aiyetoro Primary Health counselling and their career development. we share with the Group as a whole. Bethesda Child Support Agency Centre in Yaba, providing essential medical The Group Human Resources & Executive equipment, power generating sets and The Lord Mayor William Russell and Mayoress at the City Giving Day 2020 Classrooms were built or renovated The Lord Mayor’s Appeal Office has partnered with Bethesda furniture to enhance the Centre’s medical and equipped with furniture and books – City Giving Day 2020 Child Support Agency to provide for the services, laboratory and pharmacy. to promote a reading culture among We are proud to have supported the Lord He said: “City Giving Day shows the education of under-privileged children. Additionally, we also supported the Mother the children. More than 400 students Mayor’s Appeal through the City Giving philanthropic side of the City. We know The project involves mentoring, providing Louisa Charity Home, Enugu State, with benefited from the mentorship Day 2020 initiative which forms part of our that so much good work goes on in the educational scholars, remunerating operational expenses. programme where staff provided support, corporate social responsibility activities Square Mile, and it’s been a delight to take and supplied materials and packs for the in the UK and is one of our flagship part in the fundraising by City businesses reading club. CSR activities. today. Being able to see so much great work in action – online and offline – makes Retail Banking – Project L.E.A.D. Every year, The Lord Mayor’s Appeal and me so immensely proud of the city that I The Retail Banking Division embarked on its supporters celebrate the value of the live and work in.” Project L.E.A.D. (Leadership Enterprise City to society and show how businesses Academic Development) in partnership can make a difference. The Appeal The Appeal aims to transform people’s with Project REVAMP Africa (Reviving champions activities – whether corporate lives by bringing together businesses, The City of London Ambassadors at the Educational Values and Maximising social responsibility, philanthropy, or neighbouring communities, employees City Giving Day 2020 Potentials). The project aims to instil volunteering initiatives – that companies and charities to identify solutions to some leadership and moral skills in children and Project L.E.A.D. (Employee volunteering) Orile Agege Primary Health Centre undertake as part of their commitment to of London’s most pressing societal issues. The partnership with OnSide Youth Zones equip them with the right skills to thrive (Employee volunteering) supporting charity, society, the community is helping to build state-of-the-art Youth and achieve academic excellence. and the environment in which they work. This year’s Appeal raised money for Zones in areas of high deprivation, while charities such as Place2Be, OnSide the association with the Samaritans is The Group contributed towards the In accordance with tradition, proceedings Youth Zones and the Samaritans. The aiming to develop a revolutionary online total wellbeing of the children by instilling began when Lord Mayor William Russell collaboration with Place2Be delivers a wellbeing programme for employees in the requisite knowledge and upgrading opened the London Stock Exchange – transformational programme equipping London and beyond. school facilities. but virtually this year. school leaders with the skills to support their pupils’ emotional and mental health.
Partnership with Bethesda Child Support Aiyetoro Primary Health Centre in Yaba Agency (Employee volunteering) (Employee volunteering) 22 The Access Bank UK Limited Annual Report 2020 The Access Bank UK Limited Annual Report 2020 23
Risk Management
The Bank continues to adopt a Risk Control Strategy Risk Control Strategy Risk Control Strategy Reputational Risk The Bank is wholly owned by a single Cyber Risk The Bank has a robust IT security Counter-party Risk Credit limits are monitored by the moderate appetite for risk, which The risk of loss resulting from shareholder, with which the Bank Cybercrime is any electronic strategy, involving multiple security The Counter-party exposure limit credit risk and finance department. damage to a firm’s reputation, has close and transparent relations. activity which defrauds consumers controls, to reduce the impact of a refers to the maximum transaction Limits are publicised to the Treasury is formalised in our published Risk such as a decline in stakeholder A particular focus on Know Your or businesses, or compromises direct attack on its IT systems and exposure the Bank can have to a team to ensure compliance and confidence, value lost in respect Customer (KYC) / Anti-Money computers or networks. It includes customer data. Staff are fully trained counterparty, a requirement to adherence, with online and real time Appetite Statement and covers all of the brand name and costs Laundering (AML), together with financial theft, data theft, denial and regularly reminded of their perform ongoing due diligence systems used to support adherence incurred following an actual or the UK Bribery Act, supports this of service, takeover fraud and responsibilities in terms of security on trading counterparties and to to these limits. The Bank employs areas of credit, liquidity, operational potential breach of a socially, or relationship. reputational compromise. and safe handling of emails. determine the risk on complex highly qualified treasury personnel, and market risk. It is fully aligned with professionally, accepted code transactions. who fall under the supervision of the of conduct. We conduct careful due diligence of Personal security procedures, CEO/MD. our current five-year plan and defines prospective clients, suppliers and including tight password and access financial counterparties. A robust security which are consistent with Operational Resilience (including We have an active Business Continuity our development of new products approval process requires our industry practices, are observed. Business Continuity Risk) Plan and Disaster Recovery provision Executive Committee management Internal Internet firewalls are Operational disruption can impact and a well-established suite of and services. team to review and approve all employed to protect our systems financial stability, threaten our policies, and embedded procedures, high-risk category clients, and to from rogue attacks. Our external and viability and the financial market supporting the operational resilience have oversight of counter-party internal security is tested annually by infrastructures in the financial of our systems and processes. Our risk management structure includes established teams relationships and new markets. the penetration test. system. Disruption can be anything dealing with operational, credit, compliance and anti-money from the loss of a staff member’s We maintain a map of the key Documentation Risk Our strategy incorporates Regulatory Risk Regulation requirements are PC, to the collapse of a key third- component systems, processes and laundering risk, plus key risk indicators that provide an early Documentation risk covers four clear policies and procedures Impact of new regulation; documented in the Compliance party supplier, impacting our ability third parties which support our critical warning system for our top 10 risks. We have embedded enhanced areas: breach of data handling rules and document maker checker regulatory returns; Senior Policy and Anti-Money Laundering/ to provide a critical service to our services. It performs assessments, on risk management tools across our business and increased the according to the General Data requirements. We have established Managers’ Regime; licensing and Combatting the Financing of Terrorism customers. It includes people, an ongoing basis, of the resilience of leveraging of investment in our IT infrastructure. Protection Regulation (GDPR); systemic record retention authorisation; and compliance Policy. All new and existing employees systems, or infrastructure failures. these component parts to ensure that PRA and FCA record keeping procedures to ensure that records with laws and regulations; capital must review these requirements they are robust and, where necessary, rules; accuracy; and archiving are retained for all systemic adequacy; financial reporting; regularly and, on joining the Bank, contingency back-up provisions are We operate in strict accordance with the requirements of and recovery. activity. We have strict policies and information security; automatic identify new rules and regulations to in place. regulators in the UK and Dubai. In respect of the UK, capital and procedures to ensure compliance exchange of information, FATCA, ensure that we maintain the highest liquidity requirements are managed through detailed planning with the General Data Protection CDOT & CRS, Immigration Act standards in this critical area. Key Person Risk Senior roles and positions are and stress assumptions contained within the Internal Capital Regulation. 2014, PEP/ high risk accounts, The risk covers the need supported by deputy appointments, Adequacy Assessment Process (ICAAP) and Internal Liquidity FSCS single customer view file. Senior management is updated for succession planning and so the loss of one individual is unlikely These include system controls and monthly on all new regulatory professional indemnity insurance. to cause disruption. The payback Adequacy Assessment Process (ILAAP) documents. These are safeguards that restrict the misuse changes. The process of Senior from the Bank’s growing investment regularly updated and overseen by the Bank’s executives and an of data. Documents are subject to Manager authorisation is robust and The primary reason for business in formal training and qualifications is established committee structure. compliance, and senior manager detailed, ensuring that all staff are fit succession planning is to that staff are now better able to cover review and oversight. Data is held and proper for their roles. minimise business risk and focus roles and have increased their skills A detailed Recovery Plan and Resolution Pack is in place, with securely on systems and is backed on identifying specific back-up and knowledge set. Personal skills up in secure and remote locations to Liquidity Risk The Bank has a high level of liabilities, candidates for given key senior development plans ensure that all appropriate triggers to ensure management action can be taken ensure that records can be recovered Liquidity risk is the risk that the above the required regulatory management positions. staff benefit from those that are most at an early stage, if stresses to the Bank’s moderate risk appetite in the event of loss. Enhanced and Bank is unable to meet its payment standards, and is not highly leveraged. relevant to them. in our business plan were to occur. We operate a ‘three lines of ongoing due diligence is undertaken obligations when they fall due and The Finance Director monitors the defence’ risk management model: we provide controls through on all third-party suppliers to ensure to replace funds when they are Bank’s position according to the Internal The Bank has established good front-line staff, compliance and risk management functions any data held is compliant. withdrawn. There are two forms Liquidity Adequacy Assessment working relations with recruitment of liquidity risk: market liquidity and Process (ILAAP). The Asset and agencies. The response to and additional oversight through auditors (internal and external) Conduct Risk (including We have clear policies and funding liquidity. Liabilities Committee (ALCO) meets recruitment advertisements is and directors. Financial Crime) procedures which define our regularly to review positions. consistently positive and candidates The risk that the Bank’s behaviour approach. We have a governance can be readily identified to provide We support this risk management model with an employee will result in poor outcomes for structure which ensures the culture Credit Risk A risk review is conducted at the replacement cover if required. culture in which our risk strategy is firmly embedded and clearly consumers; internal staff theft is maintained from the Board Credit Risk is a combination of the design stage of each new product/ and false accounting; third-party (including NEDs) down to all areas communicated. The consistent risk management approach following: unauthorised lending; service to identify potential risks. The fraud; management fraud; Bribery of the business, with emphasis on base rate lending changes; country credit risk team analyses the counter- is supported by our policy framework. Risk management is Act 2010. our vision and values. or sovereign risk; concentration party risks to provide an independent, integrated into our operations through the attendance at the risk; new products; collateral and critical analysis of business; financial; Executive Committee, and all sub-committees, of our Risk and We have also established numerous credit default. management; and security risks, in Compliance Director. indicators of conduct risk, including order to formulate a structured view customer complaints, new product on the realistic probability of default design and conflicts of interest. of the counterparty. It is also policy to focus on investment-grade institutions and to Our ‘three lines’ defence strategy deal only with those banks that are generally considered to be operates to minimise the risk of loss The credit risk team monitors the both stable and systemically important. As part of our ongoing and fraud at any level. value of ongoing security. The risk risk management strategy, we continue to monitor the 10 assessment process requires that most significant risks to our business, which we have identified each credit proposition is reviewed and recommended by the credit as follows: function before approval is sought through the Bank’s Committee structure. 24 The Access Bank UK Limited Annual Report 2020 The Access Bank UK Limited Annual Report 2020 25
Board of Directors
Herbert Wigwe Stephen Clark David Charters Roosevelt Ogbonna Jamie Simmonds Sean McLaughlin Chairman and Non-Executive Director Independent Non-Executive Director Independent Non-Executive Director Non-Executive Director Chief Executive Officer/Managing Finance Director Herbert Wigwe started his professional career Independent Non-Executive Director Stephen David Charters was appointed Non-Executive Non-Executive Director Roosevelt Ogbonna Director Sean McLaughlin is a chartered accountant with Coopers and Lybrand Associates, the Clark was formally appointed Non-Executive Director in March 2019. was appointed Group Deputy Managing Jamie Simmonds was appointed founding with excellent financial and operational international accountancy firm. Director at The Access Bank UK Limited in Director of Access Bank Plc in April 2017. CEO/MD in January 2008. He is an alumnus management skills. November 2016. He was formerly CEO of His vast experience of leadership and advisory Before this appointment, he served as the of Harvard Business School Executive He spent more than 10 years at Guaranty Trust VTB Bank, where he was responsible for the roles in finance, security/intelligence and Executive Director of Access Bank plc’s Management Programme, an Associate of He has experience gained in senior positions Bank where he managed several portfolios leadership and transition of the commercial legal services comes from previous roles as a wholesale banking division. the Chartered Institute of Bankers, a member with international investment banking including financial institutions, corporates bank to investment bank status. Before this, he Director at SG Warburg Securities, Managing of the Association of Foreign Bankers and a institutions. He qualified with Deloitte, where and multinationals. He left Guaranty Trust served as CEO of Gerrard Ltd, a subsidiary of Director of Deutsche Bank, Partner at He has a wealth of experience in the banking certified financial advisor. he worked as a senior manager specialising as an Executive Director to co-lead the Old Mutual Plc. He also served as partner and Barchester Group and Chairman of Trinity industry, spanning the various areas of treasury, in the auditing of complex banking and transformation of Access Bank Plc in March co-CEO of CIBC Oppenheimer International. Investment Partners. commercial, corporate and investment He has a wealth of financial services experience, securities firms. 2002 as Deputy Managing Director. He was banking. Before joining Access Bank Plc in having held several director roles at National appointed Group Managing Director/CEO in He has a wealth of financial and corporate He graduated with first-class honours in 2002, he managed the largest business team Westminster Bank, Coutts, Royal Bank of He spent 10 years as Finance Director at January 2014. In March 2019, Access Bank Plc finance experience, with a career spanning Modern and Medieval Languages, from in the Institutional Banking Group of Guaranty Scotland, Gerrards and Close Brothers. He Credit Lyonnais Securities, where he had merged with Diamond Bank to form the largest 27 years with NatWest Bank Plc, where he Fitzwilliam College, Cambridge. Trust Bank Plc. has a proven track record in the start-up and responsibility for the settlements and middle bank in Africa, by customer numbers. became Managing Director and Group Finance turnaround of financial service businesses, office departments. He spent five years as Chief Director of County NatWest, the international He holds a master’s degree in Business delivering sustainable benefits for all Operating Officer at Robert W Baird Limited, the He is an alumnus of Harvard Business School investment bank. He is currently a Non- Administration from the Institute of stakeholders. He has extensive knowledge UK subsidiary of the US investment bank, where Executive Management Programme. He holds Executive Director of Nutmeg Saving and Management Development (IMD), an Executive of corporate, retail and private banking. he was responsible for all operational functions. a master’s degree in Banking and International Investment Limited, Chairman of Medway NHS master’s degree in Business Administration Before joining The Access Bank UK Limited in Finance from the University College of North Trust and is a Senior Advisor and Chairman of from Cheung Kong Graduate School of 2008, he spent two years with an internet start- Wales, a master’s degree in Financial Economics the Disciplinary Panel for the Chartered Institute Business and a BSC in Banking and Finance up developing a property trading exchange from the University of London and a BSC degree for Securities & Investment (CISI). from the University of Nigeria, Nsukka. dealing with small institutions and investors. in Accounting from the University of Nigeria, Nsukka. He is also a fellow of the Institute of He is an honours graduate in financial services He is a fellow of the Institute of Chartered Chartered Accountants of Nigeria (ICAN). from University of Manchester Institute Accountants of Nigeria and also sits on the of Science and Technology (UMIST) and a Board of Access Bank Zambia Limited, Africa He is also Chairman of The Access Bank UK qualified banker. Finance Corporation and Central Securities Limited and Non-Executive Director of Nigerian Clearing System Plc. Mortgage Refinance Company Plc. He is an alumnus of the Harvard Business School (HBS) and the Institute of Management Development (IMD). 26 The Access Bank UK Limited Annual Report 2020
Five-Year Record Advisors Offices 31 December 31 December 31 December 31 December 31 December 2016 2017 2018 2019 2020 Statement of financial position $ $ $ $ $ Deloitte The Access Bank UK Limited 4 Royal Court Assets Hill House 1 Little New Street Gadbrook Way Placements and Cash at bank 664,983,860 875,130,083 915,630,503 520,798,447 166,785,771 London Gadbrook Park Loans and advances to banks 339,159,913 459,277,079 529,718,931 674,309,238 943,688,846 EC4A 3TR Northwich Cheshire Loans and advances to customers 292,153,405 365,905,771 592,886,436 874,086,599 890,496,159 Internal Auditors CW9 7UT Investment Securities 75,230,771 179,950,519 396,372,949 417,122,556 356,657,172 Grant Thornton UK LLP Other assets 7,115,503 12,370,351 10,453,612 13,282,577 39,924,492 30 Finsbury Square The Access Bank UK Limited London 1 Cornhill Total assets 1,378,643,452 1,892,633,803 2,445,062,431 2,499,599,417 2,397,552,440 EC2P 2YU London EC3V 3ND Liabilities External Auditors PricewaterhouseCoopers LLP The Access Bank UK Limited Deposits from banks 843,676,406 1,091,975,656 1,552,609,709 1,357,610,779 1,150,355,865 7 More London Riverside Representative Office Deposits from customers 384,755,139 574,029,212 616,624,548 780,959,773 876,497,010 London No. 7, 6th Street SE1 2RT Osborne Foreshore Estate Other liabilities 9,767,043 16,583,847 22,908,961 34,070,476 30,478,103 Ikoyi Total liabilities 1,238,198,588 1,682,588,715 2,192,143,218 2,172,641,028 2,057,330,978 Retained Lawyers Lagos Shareholders’ funds 140,444,864 210,045,088 252,919,213 326,958,389 340,221,462 CMS Cameron McKenna LLP Nigeria Mitre House Total liabilities and equity 1,378,643,452 1,892,633,803 2,445,062,431 2,499,599,417 2,397,552,440 160 Aldersgate Street The Access Bank UK Limited London – Dubai Branch EC1A 4DD Level 15, Gate Building Dubai International Financial Centre Employment Lawyers Dubai, 121208 Squire Sanders United Arab Emirates 7 Devonshire Square London EC2M 4YH
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The Access Bank UK Limited 4 Royal Court Gadbrook Way Gadbrook Park Northwich Cheshire CW9 7UT www.theaccessbankukltd.co.uk
The Access Bank UK Limited is registered in England & Wales, Company Number 6365062. Registered Office: 4 Royal Court, Gadbrook Way, Gadbrook Park, Northwich, Cheshire, CW9 7UT. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority. FCA & PRA Registration Number 478415. The Access Bank UK Limited – DIFC Branch is regulated by the DFSA.