Group ORANGE Sunyll Bhima Mohammad Nazir Takeshwarnath Reesaul Geetanjali Seewoosurrun Kaviraj Sukon In 2008
(SCB,2009) Formed in 1969 through a merger of The Standard Bank of British South Africa founded in 1863 & The Chartered Bank of India, Australia and China, founded in 1853. Network of over 1,750 b outle ranches and ts in more tha a n 70 countrie cross the Asia s Pacific Regio Asia, the n, South Middle East, A and frica, Europe the Americas.
75,000 employees, representing 115 nationalities
Listed on London a Stock E nd Hong K xchange in ong top 25 of c FTSE 100 SCB in Mauritius: 2002 ompanies (SCB,2009) The Board of Directors… John Peace Acting Chairman The committees… Executive Directors Audit & Risk
Steve Bertamini Peter Sands Richard Meddings Gareth Bullock Group ED Group CE Group FD Group ED Consumer Banking Africa, Middle East, Europe Board & the Americas Non-Executive Directors Nomination
Board Remuneration Jamie Dundas Val Gooding Rudy Markham Ruth Markland NE Director NE Director NE Director NE Director
Sustainability & Responsibility
Sunil Mittal John Paynter Paul Skinner Oliver Stocken NE Director NE Director NE Director NE Director Business Model
Building a sustainable business to deliver value to customers and shareholders whilst helping to address the significant social, economic and environmental issues the world is facing.
(SCB,2009) Exhibit 1: The four pillars of SCB Sustainable Business (SCB,2009) Business Model (continued…)
Exhibit 2: SCB Business and Strategies (SCB,2009) 1. Creating opportunities for new 4. Strong liquidity position solutions, services and ways to (Resources) grow the business in markets with the greatest social and environmental risks. 5. High A/D Ratio (Ratio of customer loans to 2. Focus in Asia, the Middle East customer deposits) and Africa (very limited indirect In 2007: 86% exposure to US subprime assets) 6. Asset backed securities 3. Diversified Revenues and collateralised debt (Revenues are spread over obligations different geographic markets - protection from economic cycles in 7. Highly competent staff one market) (Capabilities) (SCB, 2009) Business Model (continued…) (Orange Group,2009)
Communication Excel Banking Call Phone Feedback & Distribution Branches ATMs E-Statements Centres Centre Banking and Queries Channels Customers Employees Communities Investors Regulators Relationships Investment in Exemplary with Equal Opportunities , Community Issues governance and Responsible & One Stop Stakeholders Career Growth& A such as ethical Supportive Gateway Great Place to Work Environment & Standards Health Care Values Responsive Trustworthy Creative International Courageous The Nature of Banking
• Intangibility - No physical Attribute to touch, feel or sense any service.
• Inseparability - Cannot be separated from Creator-Seller of the Services.
• Inventory/Perishability - Cannot be stored, saved and then used later .
• Inconsistency/Variability - Different customers may get different levels of services (Pezullo, M 1993) Driving Forces of the Banking Sector • Service Differentiation • High customer loyalty through effective customer care • Use of state-of-the art technology • Recruitment and development of staff & talent management • Maintaining reputation and brand image (Zineldine,1996 ) Exhibit 3: SCB SWOT Analysis Capabilities &