Africa Digest Vol. 2019-04
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Full Year 2020 Results Presentation to Investors and Analysts
FULL YEAR 2020 RESULTS PRESENTATION TO INVESTORS AND ANALYSTS Disclaimer The information presented herein is based on sources which Access Bank The information should not be interpreted as advice to customers on the Plc. (the “Bank”) regards dependable. This presentation may contain purchase or sale of specific financial instruments. Access Bank Plc. bears no forward looking statements. These statements concern or may affect future responsibility in any instance for loss which may result from reliance on the matters, such as the Bank’s economic results, business plans and information. strategies, and are based upon the current expectations of the directors. Access Bank Plc. holds copyright to the information, unless expressly They are subject to a number of risks and uncertainties that might cause indicated otherwise or this is self-evident from its nature. Written permission actual results and events to differ materially from the expectations from Access Bank Plc. is required to republish the information on Access expressed in or implied by such forward looking statements. Factors that Bank or to distribute or copy such information. This shall apply regardless of could cause or contribute to differences in current expectations include, but the purpose for which it is to be republished, copied or distributed. Access are not limited to, regulatory developments, competitive conditions, Bank Plc.'s customers may, however, retain the information for their private technological developments and general economic conditions. The Bank use. assumes no responsibility to update any of the forward looking statements contained in this presentation. Transactions with financial instruments by their very nature involve high risk. -
Personal Banking
2019 ANNUAL REPORT & ACCOUNTS ACCESS BANK PLC 1 access more 2019 ANNUAL REPORT & ACCOUNTS 2 ACCESS BANK PLC MERGING CAPABILITIES FOR SUSTAINABLE GROWTH 2019 ANNUAL REPORT & ACCOUNTS ACCESS BANK PLC 3 1 OVERVIEWS .............08 10 • Business and Financial Highlights 12 • Locations and Offices 14 • Chairman’s Statement CONTENTS// 18 • Chief Executive Officer's Review 2 BUSINESS REVIEW.............22 24 • Corporate Philosophy 25 • Reports of the External Consultant 26 • Commercial Banking 30 • Business Banking 34 • Personal Banking 40 • Corporate and Investment Banking 44 • Transaction Services, Settlement Banking and IT 46 • Digital Banking 50 • Our People, Culture and Diversity 54 • Sustainability Report 74 • Risk Management Report 3 GOVERNANCE .............92 94 • The Board 106 • Directors, Officers & Professional Advisors 107 • Management Team 108 • Directors’ Report 116 • Corporate Governance Report 136 • Statement of Directors’ Responsibilities 138 • Report of the Statutory Audit Committee 140 • Customers’ Complaints & Feedback 144 • Whistleblowing Report 4 FINANCIAL STATEMENTS ............148 150 • Independent Auditor’s Report 156 • Consolidated Statement of Comprehensive Income 157 • Consolidated Statement of Financial Position 158 • Consolidated Statement of Changes in Equity 162 • Consolidated Statement of Cash Flows 164 • Notes to the Consolidated Financial Statements 203 • Other National Disclosures SHAREHOLDER 5 INFORMATION ............404 406 • Shareholder Engagement 408 • Notice of Annual General Meeting 412 • Explanatory -
FY-2020-Results-Announcement.Pdf
LAGOS, NIGERIA 1 April 2021 Group Audited Results for the Full Year ended 31 December 2020 Access Bank delivered solid and resilient top-line figures despite a challenging economic and regulatory landscape. This is an attestation to our long history of resilience, scale, dedicated people and sustainable business model. Our resilient business model ensured that the Group adapted to accommodate the resultant macro-economic downturn and headwinds of the COVID-19 pandemic. The Group recorded gross earnings of ₦764.7bn (+15% y/y), arising from a 112% y/y growth in non- interest income to ₦275.5bn, which is testimonial to the effectiveness of our strategy and capacity to generate sustainable revenue. Profit Before Tax stood at ₦125.9bn despite the high cost of operating the enlarged franchise and the increase in net impairment charge of near ₦43bn arising principally (~50% of net impairment) from a Structured Trade Finance (“STF”) portfolio in the Access Bank UK. The STF impairment is one-off/COVID related and recoverable over the next 12-18 months against insurance cover from world class insurers. We also recorded consistent growth in our retail banking business, leading to a 5.8mn growth in customer sign-on during the year via our financial inclusion drive and retail revenue of ₦177.2bn (FY 2019: ₦107.8bn). Customer deposits grew by 31% to ₦5.59trn in Dec 2020 (Dec 2019: ₦4.26trn) with savings account deposits of ₦1.31trn. Similarly, net loans and advances grew by 18% to ₦3.61trn (Dec 2019: ₦3.06trn). Our asset quality also continued to improve as guided to 4.3% (Dec. -
Media Release 06 August 2020 Access Bank Zambia and Cavmont
Media Release 06 August 2020 Access Bank Zambia and Cavmont Capital Holdings Zambia sign agreement to merge Cavmont Bank with Access Bank Zambia Complementary transaction that combines Access Bank’s wholesale finance capabilities with Cavmont Bank’s retail and commercial banking operations Lusaka – Access Bank Zambia Ltd and Cavmont Capital Holdings Zambia Plc (“CCHZ”) announce that they have signed a definitive agreement regarding a proposed merger of Access Bank Zambia and Cavmont Bank, a subsidiary of CCHZ. Once implemented, the combined bank is expected to boast a strong capital base, in excess of ZMW600 million, significantly exceeding the capital requirement for foreign owned banks under the regulations of the Bank of Zambia. This robust capital structure will not only ensure the banks’ customer deposit base benefits from the greater security but also form the foundation for sustainable banking operations and future growth. The transaction is expected to close during the fourth quarter of 2020 subject to the meeting of various conditions precedent which, amongst others, include CCHZ shareholder approval, relevant regulatory approvals and the local and regional competition commission authorities. The key highlights of the proposed transaction are as follows: A complementary transaction that combines Access Bank Zambia’s wholesale and trade finance capabilities with Cavmont Bank’s retail and commercial banking operations. Access Bank Zambia and Cavmont Bank customers to benefit from greater security offered by one of the most capitalised banks in the country, a more sophisticated product and service offering and a broader geographical network. Following the legal merger of the two banks, the enlarged entity will be a majority owned subsidiary of Access Bank Plc. -
Development Impact Report 2014
IFC ADVISORY ServiceS IN SUB-SAHARAN AFRICA DEVELOPMENT IMPACT REPORT 2014 Working Together to Accelerate Development IN PARTNERSHIP WITH IFC Advisory Services in Sub-Saharan Africa: Development Impact Report 2014 1 Foreword Charles Muheria, of Gatanga Province in Kenya, was born to farm coffee. The one-hectare plantation he cultivates was originally owned by his grandfather. Charles has taken over the family business with tireless dedication. “If you don’t work hard, you will go hungry,” he says. The Muheria farm produces more than 12 tonnes of coffee beans a year, which Charles sells to the Gatanga cooperative. The earnings have helped him and his wife, Jacqueline, put three children through school. But the farming life has not always been kind to Charles. Five years ago, Kenya’s coffee-growing The Muheria family industry was in decline. Growers were harvesting only half of what they had reliably produced 10 years Ethiopia’s fruit-processing capacity. While IFC before, and the quality of the coffee beans had fallen, Investment Services focuses on the financial terms of reducing income. the project, IFC Advisory Services works to ensure that Today, the country produces almost as much coffee as small-scale farmers are included in the expanded out- it did in 1989. Despite declining coffee prices in the grower program, and that the project is run responsibly world market, Kenya’s income from coffee sales is on in terms of social and environmental commitments. the rise. The World Bank Group has formalized this joint This remarkable turnaround -
Access Bank Plc Annual Report and Accounts 2013 Contents
ACCESS BANK PLC ANNUAL REPORT AND ACCOUNTS 2013 CONTENTS Welcome 1 3. GOVERNANCE Speed, Service and Security 2 The Board 68 Directors, Officers and Professional Advisors 74 1. OVERVIEW Management Team 75 Business and Financial Highlights 10 Directors’ Report 78 At a Glance 12 Corporate Governance 83 Locations and Offices 14 Directors’ Responsibilities 92 Chairman’s Statement 14 Customer Complaints Feedback 94 Chief Executive’s Review 16 4. FINANCIAL STATEMENTS 2. BUSINESS REVIEW Statement of Financial Position 96 Corporate Philosophy 22 Statement of Comprehensive Income 97 Reports of the External Consultant 23 Consolidated Statement of Changes in Equity 98 Commercial Banking 24 Consolidated Statement of Cash Flows 102 Business Banking 26 Notes to the Financial Statements 104 Personal Banking 28 Corporate and Investment Banking 30 5. SHAREHOLDER INFORMATION Transaction Services and Settlement Banking 34 Shareholder Engagement 222 Retail Operations Group 35 Notice of AGM 223 IT Services 36 Explanatory Notes to the Proposed Resolutions 224 Our People, Culture and Diversity 37 Capital Formation 226 Sustainability Report 38 e-dividend Mandate Form 227 Risk-Management 41 Shareholder Information Update Form 229 Proxy Form 231 6. CORPORATE INFORMATION Head Office Address 238 Branch Distribution 238 ATM Locations 244 Subscribers’ Addresses 249 WELCOME We are making progress in our journey towards becoming the world’s most respected African bank. The journey has been exciting and has elicited more commitment to delivering our brand promise – to serve our customers with Speed, Service and Security. Accordingly, we are transforming the Bank operationally and culturally, with a view to making banking with Access Bank as convenient as possible for every one of our customers. -
Middle-Income Countries Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized
Public Disclosure Authorized Report of the Task Force on the World Bank Group and the Middle-Income Countries Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized The World Bank REPORT OF THE TASK FORCE ON THE WORLD BANK GROUP AND THE MIDDLE-INCOME COUNTRIES ACRONYMS AfDB African Development Bank AsDB Asian Development Bank CAS Country Assistance Strategy CDF Comprehensive Development Framework DEC Development Economics DPR Development Policy Review EBRD European Bank for Reconstruction and Development EIB European Investment Bank ESW Economic and Sector Work FY Fiscal Year GDP Gross Domestic Product GNP Gross National Product HIPC Heavily Indebted Poor Countries (Initiative) IBRD International Bank for Reconstruction and Development IDA International Development Association IDB Inter-American Development Bank IFC International Finance Corporation IMF International Monetary Fund LIBOR London InterBank Offer Rate MDB Multilateral Development Bank MIGA Multilateral Investment Guarantee Agency OECD Organization for Economic Co-operation and Development OED Operations Evaluation Department PRSP Poverty Reduction Strategy Paper QAG Quality Assurance Group SAL Structural Adjustment Loan SECAL Sectoral Adjustment Loan SMEs Small and Medium Enterprises SSAL Special Structural Adjustment Loan REPORT OF THE TASK FORCE ON THE WORLD BANK GROUP AND THE MIDDLE-INCOME COUNTRIES Contents Page Foreword..........................................................................................................................iv -
Press Release
Press Release Access Bank finalizes the acquisition of BancABC Access Bank Mozambique completed on 17 May 2021, the acquisition of BancABC Mozambique, thus starting a new phase in its history in Mozambique. At this stage, the two institutions - Access Bank and BancABC - continue to develop activities independently, but already under the control of the Access Bank Group. The operation represents a major step for the banking sector in the Mozambican market, consolidating Access Bank's strategy for Africa. Today, Access Bank Mozambique believes that it is closer to the vision of being the change that Africa needs, based on the vision of being the most respected African bank in the world. Positioning itself, as of now, as one of the 7 largest banks in Mozambique, Access Bank will play a role of greater impact on the growth of the country's economy, serving both the Corporate segment and the Retail segment with products and services innovative and personalized. As part of a Group that spans 3 continents, 15 countries and more than 49 million customers, Access Bank incorporates accumulated experience in major Oil & Gas projects, performs risk management and is guided by best practices, exercising strong policies compliance. Access Bank started operating in Mozambique at the end of 2020. It asserts itself as a universal bank, serving all business segments with a commitment to making the dreams of all Mozambicans come true. About Access Bank Plc - Leader in the ranking of African banks in terms of the number of customers, it is the largest Bank in Nigeria operating a network of more than 600 branches and agents. -
World Bank Group Support to Electricity Access, FY2000-2014
World Bank Group Support to Electricity Access, FY2000-2014 AN INDEPENDENT EVALUATION World Bank Group Support to Electricity Access, FY2000–FY2014 An Independent Evaluation . Table of Contents ABBREVIATIONS ................................................................................................................................. IX ACKNOWLEDGMENTS ........................................................................................................................ XI OVERVIEW .......................................................................................................................................... XIII MANAGEMENT RESPONSE ............................................................................................................. XXI MANAGEMENT ACTION RECORD ................................................................................................ XXVII REPORT TO THE BOARD FROM THE COMMITTEE ON DEVELOPMENT EFFECTIVENESS SUB- COMMITTEE ............................................................................................................................. XXXV 1. EVALUATION CONTEXT, SCOPE, AND APPROACH ................................................................... 1 Dimensions of the Access Challenge ........................................................................................................................ 1 The World Bank Group’s Evolving Strategy for Electricity Access ............................................................................ 7 Evaluation Questions and Methodology -
Synergistic Effect of Recent Mergers and Acquisitions in Nigerian Banking Industry
Developing Country Studies www.iiste.org ISSN 2224-607X (Paper) ISSN 2225-0565 (Online) Vol.4, No.8, 2014 Synergistic Effect of Recent Mergers and Acquisitions in Nigerian Banking Industry Adaramola Anthony Olugbenga* 1, Oluwagbuyi Luke Olusola 2 1. Department of Banking and Finance, Faculty of Management Sciences, Ekiti State University, Ado Ekiti, Nigeria *Email address of corresponding author: [email protected] 2. Department of Accounting, School of Business Studies, Federal Polytechnic, Ado Ekiti, Nigeria Abstract Precisely in 2010 in Nigeria, Intercontinental Bank; Oceanic Bank; Finbank and Equitorial Trust Bank were acquired by Access Bank; Ecobank; First City Monument Bank and Sterling Bank respectively as the only option against distress. The unpalatable experience that greeted the industry after the most notable consolidation of 2005 through mergers and acquisitions has become a course for concern for researchers in this area. In the light of the above, this study is aimed at investigating into the synergistic effect of the recent mergers and further confirming the position of economic theory which cites synergy as one the many possible reasons why mergers might occur. Using Enyi model and technique, the study analysed the pre and post-merger financial statements of three (3)of the four (4) merger groups whose data were available between 2006 and 2012. Our results showed that of the three merger groups only one showed evidence of synergy in the growth of shareholders funds while none of the groups achieved synergy in the growth of total assets. Suffice to say that not all mergers and acquisitions in Nigeria result into true financial synergy Keywords : Synergy; Acquisition; Merger; Performance; 1.0 Introduction Banking Sector Reform in Nigeria was introduced in 2004. -
Citi Worldlink Payment Services
Citi WorldLink Payment Services This Reference Booklet provides information for payments via the following May 2014 communication methods: • CitiDirect • File Transmission • SWIFT The material contained in this Reference Book is for informational purposes only, and is provided solely as a courtesy by WorldLink. Although WorldLink believes this information to be reliable, WorldLink makes no representation or warranty with respect to its accuracy or completeness. The information in this Reference Book does not constitute a recommendation to take or refrain from taking any action, and WorldLink is not providing any tax, legal or other advice. Citigroup and its affiliates accept no liability whatsoever for any use of this material or any action taken based on or arising from anything contained herein. The information in this Reference Book is subject to change at any time according to changes in local law. WorldLink is not obligated to inform you of changes to local law. Citibank Europe plc may, at its discretion, reasonably modify or amend this Reference Booklet from time to time, which modification or amendment will become binding when your organization receives a copy of it. These materials are confidential and proprietary to Citigroup or its affiliates and no part of these materials should be reproduced, published in any form by any means, electronic or mechanical including photocopy or any information storage or retrieval system nor should the materials be disclosed to third parties without our express written authorization. The authoritative and official text of this Reference Booklet—a part of the User Manual—shall be in the English language as used in the United States of America. -
2016-2019 Strategic Plan Launched
www.boz.zm March 2017 A BANK OF ZAMBIA JOURNAL ZAMBIA WINS CYFI COUNTRY AWARD 2016-2019 STRATEGIC PLAN LAUNCHED NATIONAL DEVELOPMENT THROUGH PRODUCTIVE DECENT WORK Kankasa Mabula joins the world Bank advisory council on Gender and development page 4 News in Brief ISLAMIC 2016-2019 Strategic Plan Launched page 5 BOZ confers with MPs page 6 Staff appointments page 7 BANKING Ng’andu urges SADC central Banks to unite page 8 By Zambanker Reporter BOZ to host the GBA - All Star Africa Academy page 9 or some time now, there has been much Stanbic Bank launches Anakazi Banking page 10 contemplation about introducing Islamic The 7 Principles of Financial Prosperity page 11 Banking in Zambia. A lot of people have Mwanakatwe inspires learners page 13 F asked “why Islamic nance in Zambia?” Not all CRB objectives met but.. page 14 The place of feedback in performance management The answer to this question lies in page 15 acknowledging that the existing information World Consumer Rights Day page 17 A delegation from the Bank of Botswana and capacity gaps with relation to Islamic Practice Financial discipline - governance implores comprising Dr M Bakwena, Board nance found in the nancial market and real employees page 18 member, Mr Andrew Motsomi, Deputy sector in Zambia impose major impediments to National Development through productive decent Governor, Ms Ewetse T Rakhudu the provision and uptake of Islamic nancial work page 19 General Manager and Mr Ralesedi Know and plan your finances to live a better life Somolekae, Director Human Resources products. page 21 visited the Bank of Zambia on a Photo Focus page 24 benchmarking exercise on Female staff tutored on managing personal finances remuneration practices.