Download Venture Magazine

Total Page:16

File Type:pdf, Size:1020Kb

Download Venture Magazine TRENDS INTEL INDUSTRY REGION PURSUITS URBAN REGENERATION HEALTH ICT EAST AFRICA TRAVEL GEMS NOT FOR SALE NOT Corporate Magazine | April-June, 2020 The Digital Decade World Economy Disrupted what Covid-19 means for your business continuity planning Regulated2 by| the Central Bank of Kenya 42 Tech boom taking hold of Rwanda: Artificial Intelligence and Big Data are giving telecommunication providers like MTN Rwanda more insights in understanding 18 their customers’ needs and behaviours Two decades of unimaginable growth: How the internet opened up an entirely new universe to a generation of Kenyans eager to explore new opportunities 28 Credit scoring in the digital age: Leveraging on mobile money infrastructure like KCB Mobi, to offer financial services to those 10 who were previously excluded from the formal credit market World economy disrupted: 50 According to the UN Economic Commission for Africa, Rise of the platform the Coronavirus pandemic could translate into a 1.4 economy: percentage decline in Africa’s economic growth for This seemingly simple idea 2020 is a complex phenomenon, and it is significantly disrupting the general concept of ‘normal jobs’ 54 Where the Angels stopped to admire the view | 3 WORDFROM TRENDS INTEL INDUSTRY REGION PURSUITS FLORICULTURE HEALTH ICT EAST AFRICA TRAVEL GEMS THEEDITOR FOR SALE NOT Corporate Magazine | January - March, 2020 Living in a digital age Corporate Magazine | April - May, 2020 he last couple of weeks have been unprecedented in the challenges that the global economy has faced as a result of the Corona Virus that has caused numerous deaths and a global lockdown. Trade World Economy Disrupted T and travel disruptions have been the order of The magazine’s main What this means for your business continuity planning the day, while the health systems, even in the focus in on the digital more developed countries, have been stretched to the limit and decade and how it is their vulnerabilities exposed. shaping the way we KCB Group Head of Corporate and It is a testament to interconnectedness of the global economy, interact, and how to Regulatory Affairs Judith Sidi Odhiambo and more so, in this day and age of air travel, how quickly it is for cope with the rapid a disease to be transmitted across the world. It has shown us how changes taking place Director Marketing and vulnerable our health systems are and the need for decisive action in this ever shifting Communications Angela Mwirigi to deal with this novel virus. sand dune and what That aside, your favourite magazine has once again paid special the future holds in Brand Manager Marketing and attention to the digital age, the fuel that is driving the global this sector. Communications economy. Linda Mwangi The magazine’s main focus in on the digital decade and how it Editor and KCB Bank Corporate is shaping the way we interact, and how to cope with the rapid Communications Manager changes taking place in this ever shifting sand dune and what the Peter Mwaura future holds in this sector. Project Editor We have looked at what some of the subsidiaries Anne Mathenge are doing in their countries as part of bridging the Production Editors: Esther Karuru, technology gap and easing the lives of people. In Mutave Mutemi, John Ngirachu Burundi for instance, we have focused on the leading telecommunications company there – Econet Leo – Contributing writers: Josephine Mosongo, Donald Kogai, Ivy Mutahi, and what it is doing to increase mobile penetration John Ngirachu, Cosmas Butunyi in the country through its innovative and cutting edge products. Art Director: Dennis Makori We looked to South Sudan and focused on how MTN KCB Group Corporate and Regulatory is managing to operate in a post conflict Affairs, Kencom House, Nairobi environment, rolling out services against all Tel:0711087000 or odds. 0732187000 / 0711012199 www.kcbgroup.com In this issue, we also traveled to Rwanda Facebook: KCB Group and looked at the technology boom in this Twitter: @KCBGroup land locked country that is fast becoming Instagram: @KCBGroup a country of many firsts in the region. WhatsApp contact 0711 087 087 You will also read about credit Give us your feedback at: scoring in a digital age. This is a very [email protected] enlightening piece, especially in KCB Venture is published for KCB this age of multiple lenders – both Group by Oxygène MCL traditional and digital – that has made [email protected] tracking the quality of loans, and the www.oxygene.co.ke borrowers, difficult without the aid of KCB Venture is available at all corporate technology. branches and at select hotels and In the pursuit section, you will find businesses in Nairobi. activities that can keep you away from the ©2019 No part of the contents may be hustle and bustle of our lives, and give reproduced without prior permission you a much needed breath of fresh air. from the publishers. All advertisements Enjoy the read, and stay safe. and non-commissioned texts are taken in good faith. While every care is taken to ensure accuracy in preparing the magazine, the publisher and KCB Venture assume no responsibility for effects arising therefrom. Editor-in-Chief 4 | Reimagining the Corporate Bank of the Future Peter Kathanga or years, corporate banking has been putting the Customer first, with leading value accused of being less agile and slow to propositions; Driving a Step change in efficiency innovate. Compared to retail banking and productivity; Being the Digital Leader and F that has embraced technology and Digital to the Core, and Building Scale to achieve has become the prime enabler of regional relevance. These thrusts will enable us to Without the digital economy, commercial banking is still deliver the three-year strategy. playing catch up globally. doubt, data One essential part of the transformation The verdict has always been that corporate and analytics journey for corporate banking is the adoption banks need to evolve not only to win new is the secret and full rollout of business intelligence, artificial businesses but to also retain the existing sauce that intelligence, and advanced predictive analytics to customers, to accelerate growth and become agile underpins boost our engagements with customers, optimize and digital-focused. the growth and extend business processes. Without doubt, data This wave of digitization in banking continues of corporate and analytics is the secret sauce that underpins the to exert pressure on corporate customers. bank of 2020, growth of corporate bank of 2020, and beyond. Increasingly customers are realizing that banks and beyond. These will provide unprecedented opportunities need to do more to empower them to be in charge for us to change and improve how we manage risk of their finances, support their businesses and and provide financial services including offering the facilitate trade. Overall, they demand for a better ability to provide customers with seamless real- experience, akin to the service level they get when time, and multichannel digital interactions. transacting on their personal accounts. Beyond risk selection and management skills, we This disconnect in service level offerings aspire to distinguish ourselves through superior between consumer banking and corporate cross-selling capabilities, loan-pricing skills, and banking is set to change in 2020. At the cost-efficiency. global level, corporate bankers are embracing In pursuing these objectives, we are increasingly technology and greater customer-centricity to adopting technology to increase efficiencies and drive the business. serve customers better. We have deliberate efforts to Embracing these new developments offers strengthen client relationships with differentiated forward-looking banks the best chance to realize multichannel coverage. a new competitive edge in a cut-throat market The global outbreak of COVID-19, has forced and a tough operating environment. us to immediately transition into online market The customer-centric approach is places that conform to social distancing central to improving the lifetime value measures. There is also a need to minimize of the customer through a design lead physical cash handling and we are focusing on to product development, delivery giving our clients solutions premised around and pricing whilst maintaining what is now the new normal through our personalized relationships. robust online banking platforms. At KCB Group, our new three- As a department, this year, we are focusing year strategy— Beyond Banking— on strengthening client relationships, digitizing that seeks to deliver the very our processes, redefining our product offerings, best in customer experience while and embracing technology. We are confident driving a digital future puts the of our transformation journey to becoming customer at the center of all that the corporate bank of the future. we do. Beyond Banking is anchored The writer is the Director, Corporate on four strategic thrusts include Banking at KCB Bank Kenya Beyond Banking is anchored on four strategic thrusts include putting the Customer first, with leading value propositions; Driving a Step change in efficiency and productivity; Being the Digital Leader and Digital to the Core, and Building Scale to achieve regional relevance. | 5 TRENDS&INTEL A city in transition To stay afloat, Mombasa is banking on the creation of a special economic zone and the city revitalization plan which authorities hope will spur tourism he creation of a Special upheld. taken over the city’s landscape, to offices Economic Zone at Dongo The study stated that Mombasa is at for clearing and forwarding agents, and Kundu and a plan to ‘economic decay point’ because with the the container freight stations that dotted revitalize the city could be job losses at the CFSs, there would be a the island, the city had grown around the T critical in securing the knock-on effect on the businesses that port, benefitting from the inefficiencies future of Mombasa. depend on the economic activity they that had made clearance from the port The downfall of the historical coastal used to generate.
Recommended publications
  • It Runs in the Family
    TRENDS INTEL INDUSTRY REGION PURSUITS SUSTAINABLE BANKING STAWI PENSION EAST AFRICA TRAVEL GEMS NOT FOR SALE NOT Corporate Magazine | October2020 - January, 2021 A society in business It runs in Making Mulleys the Family Things cannot Secrets of building a great just fall family business into place Also in this issue, updates on the COVID 19 vaccine and how Biden will approach Africa The Ultimate Trade Finance Solutions 18 How Biden will approach Africa Biden has promised to “bring Our services include: to the presidency decades of • Pre-Shipment Finance/Pre-Export Finance foreign policy experience and a • LPO Financing/Supply Chain Financing demonstarted committment to Africa.” • Bills/Invoice Discounting Facilities • Stock Financing Facilities • Documentary Collections • Bank Guarantees/Bonds • Post-Import Finance 6 • Letters of Credit KCB bags major green finance deal CONTACT US TODAY: The bank is the first lender in Kenya and private sector entity Call: 0711 087 000 or 0732 187 000 to receive this accreditation Email: [email protected] cementing the sustainability Web: www.kcbgroup.com thought leadership efforts within the Group 44 Side-stepping the common pitfalls of family businesses The challenges of family businesses can be summed up to governance and succession 10 First annuity road paves way for more The road construction contract 12 was awarded to Intex Raf Construction Company at a cost Will Africa get the short end of the vaccine stick again? of KShs8 billion and financed by Kenya among countries in which trials
    [Show full text]
  • Hy 2020 Results
    HY 2020 RESULTS 1 CUSTOMERS 24.6 MILLION OUR REGIONAL PRESENCE 359 BRANCHES 1,082 ATMS, Banking Businesses: 23,192 AGENTS & MERCHANTS •KCB Bank Kenya •KCB Bank Tanzania STAFF •KCB Bank South Sudan 7,814 •KCB Bank Rwanda •KCB Bank Uganda •KCB Bank Burundi KCB BANK KENYA (ETHIOPIA •National Bank of Kenya KCB BANK REPRESENTATIVE •Ethiopia Rep. Office SOUTH SUDAN OFFICE ) KCB BANK KENYA Other Investments: KCB BANK NATIONAL BANK OF KENYA UGANDA • KCB Capital Limited KCB INSURANCE AGENCY KCB FOUNDATION • KCB Insurance Agency KCB CAPITAL KCB BANK • KCB Foundation RWANDA • Kencom House Limited KCB BANK KCB BANK BURUNDI TANZANIA 2 OUR FOOTPRINT Branches 12 Ethiopia South ATMs 3 Sudan Agents 42 (Representative Office Staff 118 with 1 staff) Touch Points: Branches 15 Uganda ATMs 18 Agents 530 Branches 300 Staff 271 ATMs 357 Kenya Agents 13,412 Branches 12 Staff 6,774 ATMs 25 Rwanda Agents 415 Staff 249 Branches 14 ATMs 15 Branches 6 Tanzania Agents 172 ATMs 7 Staff 274 Burundi Agents 185 Staff 127 3 CREDIT RATINGS RATING AGENCY SOVEREIGN KCB BANK KENYA Credit Ratings at par with the Sovereign Rating B2 (Negative) B2 (Negative) B+/B B+/B (Negative) (Negative) 4 KCB 2JIAJIRI 2JIAJIRI BENEFICIARIES AGRIBUSINESS PROGRAMME 19,080 PER SECTOR BUILDING AND HIGHLIGHTS CONSTRUCTION BEAUTY AND 9,910 PERSONAL CARE AUTOMOTIVE 3,480 ENGINEERING 2,083 FUTURE OF 2JIAJIRI DOMESTIC Catalyze job and wealth SERVICES creation for at least 1,638 36,706 2,000,000 ICT youth engaged in the informal BENEFICIARIES TO 515 DATE sector within Eastern Africa 5-year investment of over KShs 50 billion Male : Female Ratio to nurture and grow youthful and Kenya 35,949 SME entrepreneurs Tanzania ‘Young Africa Works’ 54:46 357 Rwanda KShs 10 billion funding 300 from the MasterCard Foundation Uganda to scale up the Bank’s 2jiajiri job 100 creation programme 5 KCB FOUNDATION Peter Kanyi, Owner, D-DEKX Autocare, Nairobi CASE STUDIES • Studied mechanical and electrical engineering at Eastlands College of Technology under 2jiajiri.
    [Show full text]
  • Table of Contents
    Weekly report - Week 35 Market Perfomance P revious T oday %Change Market Summary Shares traded 125,158,500 358,870,700 186.7% It was a mixed bag for the NSE Last week. After a very tumultuous week in the banking industry that Equity Turnover (KES) 2,670,283,939 6,726,668,014 151.9% saw banking stocks lose over 40bn on the market, Banks bounced back mainly due to investors who Market Cap (KES Bill) 1,944 1,931 -0.7% were keen to take advantage of the low entry levels for banks stocks. Most activity was seen on Market Cap (USD Mil) 19 19 -0.6% Safaricom where investors were rushing to lock in the ordinary and special dividend before book NSE-20 Share Index 3,217 3,188 -0.9% closure. Other counters that registered elevated activity were KCB Group, Equity bank and Co- NSE All Share Index 135 134 -0.7% 3,552 3,485 operative bank that witnessed activity mostly from investors that were taking advantage of the low NSE 25 Share Index -1.9% 91-day Treasury Bills 8.607 8.258 -4.1% banking valuations as well as investors fleeing to value. 182-day Treasury Bills 11.182 11.125 -0.5% All the main indices closed the week in the red.The Alsi, NSE 20 and NSE 25 shed 0.67%, 0.89% and 364-day Treasury Bills 11.982 11.502 -4.0% 1.87% respectively to close at 134.6, 3,187.87 and 3,485.42. Top Gainers & Losers Top gainers W eek Close w-o-w % Shares Traded Gainers Following news that Kuramo Capital had agreed to acquire about 25% percent of Transcentury’s Trans-Century Ltd 6.6 45.6% 52,500 Housing Finance Group Ltd 16.7 19.4% 312,300 shareholding in exchange for 2.0bn cash injection (a big premium on the price of Kes 4.50), NIC Bank Ltd 27.8 15.6% 486,900 Transcentury’s share prices soared 45.5% to close the week at Kes 6.60 from Kes 4.50 the previous Eveready East Africa Ltd 2.2 13.2% 14,200 Barclays Bank of Kenya Ltd 9.7 12.9% 5,925,700 Friday.
    [Show full text]
  • KCB Group Plc – Q1'2021
    KCB Group Plc – Q1’2021 28th May, 2021 Below is a summary of KCB Group’s Q1’2021 performance: Balance Sheet Items Q1'2020 Q1'2021 y/y change Net Loans and Advances 553.9 597.1 7.8% Government Securities 202.6 212.1 4.7% Total Assets 947.1 977.5 3.2% Customer Deposits 740.4 749.4 1.2% Total Liabilities 811.5 830.0 2.3% Shareholders’ Funds 135.5 147.5 8.8% Balance Sheet Ratios Q1'2020 Q1'2021 % point change Loan to Deposit Ratio 74.8% 79.7% 4.9% Return on average equity 20.1% 13.9% (6.2%) Return on average assets 3.1% 2.0% (1.1%) Income Statement Q1'2020 Q1'2021 y/y change Net Interest Income 15.1 16.7 11.1% Net non-Interest Income 7.9 6.3 (20.0%) Total Operating income 23.0 23.0 0.4% Loan Loss provision (2.90) (2.86) (1.3%) Total Operating expenses (14.0) (13.9) (0.8%) Profit before tax 8.9 9.1 2.2% Profit after tax 6.3 6.4 1.8% Core EPS 1.95 1.98 1.8% Income Statement Ratios Q1'2020 Q1'2021 %point change Yield from interest-earning assets 10.8% 10.9% 0.1% Cost of funding 2.8% 2.6% (0.2%) Net Interest Spread 8.0% 8.3% 0.3% Net Interest Margin 8.1% 8.4% 0.3% Cost of Risk 12.6% 12.4% (0.2%) Net Interest Income as % of operating income 65.6% 72.6% 7.0% Non-Funded Income as a % of operating income 34.4% 27.4% (7.0%) Cost to Income Ratio 61.1% 60.4% (0.7%) Capital Adequacy Ratios Q1'2020 Q1'2021 Core Capital/Total Liabilities 17.1% 19.2% Minimum Statutory ratio 8.0% 8.0% Excess 9.1% 11.2% Core Capital/Total Risk Weighted Assets 17.1% 18.2% Minimum Statutory ratio 10.5% 10.5% Excess 6.6% 7.7% Total Capital/Total Risk Weighted Assets 19.0% 21.8% Minimum Statutory ratio 14.5% 14.5% Excess 4.5% 7.3% Liquidity Ratio 40.1% 37.3% Minimum Statutory ratio 20.0% 20.0% Excess 20.1% 17.3% Adjusted core capital/ total deposit liabilities 17.5% 19.4% Adjusted core capital/ total risk weighted assets 17.5% 18.3% Adjusted total capital/ total risk weighted assets 19.4% 21.9% Key Highlights Q1’2021 1 KCB Group Plc – Q1’2021 28th May, 2021 KCB Group’s restructured loan book stands at Kshs 102.5 bn, representing 18.8% of its loan book which stood at Kshs 597.1 bn as at Q1’2021.
    [Show full text]
  • Integrated Report & Financial Statements
    INTEGRATED REPORT & 2019 FINANCIAL STATEMENTS Regulated by the Central Bank of Kenya 2 2019 Integrated Report & Financial Statements INTEGRATED REPORT & 2019 FINANCIAL STATEMENTS About this report he KCB Group Plc. Integrated Report and Financial Statement 2019 provides a balanced and Tcomprehensive view of the Group’s performance as part of our continuous efforts to enhance disclosure and keep our stakeholders well informed. The Report has been prepared for the period of January 1, 2019 to December 31, 2019 and covers the business activities of the KCB Group. Framework The report has been prepared in compliance with global best practice and prudent accounting frameworks for existing and prospective investors. It is aligned to the provisions of the Companies Act, 2015, Capital Markets Authority (CMA) guidelines, the Nairobi Securities Exchange (NSE) Listings Manual, and Central Bank of Kenya (CBK) Prudential Guidelines. This report is also in compliance with the International Integrated Reporting Council (IIRC) Guidelines. The Group’s Annual Financial Statements were prepared in accordance with the International Financial Reporting Standards (IFRS). The report is part of our commitment to be transparent and accountable to our stakeholders. Assurance The Annual Financial Statements for the Group, KCB Bank Kenya, KCB Bank South Sudan, KCB Bank Rwanda and KCB Bank Burundi were audited by KPMG. KCB Bank Tanzania was audited by PwC while KCB Bank Uganda was audited by EY. The Annual Financial Statements of National Bank of Kenya were audited
    [Show full text]
  • Cytonn Report a Product of Cytonn Technologies
    Public-Private Partnerships (PPPs) in the Real Estate Industry in Kenya, & Cytonn Weekly #19/2021 Equities Markets Performance During the week, the equities market recorded mixed performance, with NSE 20 recording a marginal gain of 0.04% respectively, while NASI and NSE 25 declined by 3.1% and 3.7%. This week’s performance took their YTD performance to gains of 9.0% and 5.2%, for NASI and NSE 25, respectively, and a loss of 0.5% for NSE 20. The equities market performance was driven by gains recorded by stocks such as DTB-K and BAT which gained by 1.2% and 0.7%, respectively. The gains were however weighed down by losses recorded by stocks such as Safaricom and Co-operative Bank which declined by 3.4% and 1.2%, respectively. Equities turnover increased by 14.7% to USD 28.6 mn, from USD 24.9 mn recorded the previous week, taking the YTD turnover to USD 433.5 mn. Foreign investors turned net sellers during the week, with a net selling position of USD 5.4 mn, from a net buying position of USD 6.8 mn recorded the previous week, taking the YTD net selling position to USD 7.9 mn. The market is currently trading at a price to earnings ratio (P/E) of 12.7x, which is 1.5% below the historical average of 12.9x, and a dividend yield of 3.6%, 0.5% points below the historical average of 4.1%. Key to note, NASI’s PEG ratio currently stands at 1.4x, an indication that the market is trading at a premium to its future earnings growth.
    [Show full text]
  • KCB Group Plc Q3 2020 Results
    KCB Group Plc Q3 2020 Results Q3 2020 RESULTS Group Macro Economic Channel Financial Overview Highlights Performance Performance KCB Group Plc Q3 2020 Results 2020 Plc Q3 Group KCB Overview Group Group 2 3 KCB Group Plc Q3 2020 Results Our Regional Presence 22.9 MILLION KCB BANK KENYA (ETHIOPIA Banking Businesses: CUSTOMERS REPRESENTATIVE •KCB Bank Kenya OFFICE ) •KCB Bank Tanzania •KCB Bank South Sudan •KCB Bank Rwanda 360 BRANCHES KCB BANK •KCB Bank Uganda SOUTH SUDAN 1,090 ATMS •KCB Bank Burundi KCB BANK KENYA •National Bank of Kenya 23,230 AGENTS & NATIONAL BANK OF KENYA •Ethiopia Rep. Office KCB BANK UGANDA KCB INSURANCE AGENCY MERCHANTS KCB FOUNDATION KCB CAPITAL Other Investments: KENCOM HOUSE LIMITED • KCB Capital Limited KCB BANK RWANDA STAFF • KCB Insurance Agency KCB BANK BURUNDI • KCB Foundation 7,644 • Kencom House Limited KCB BANK TANZANIA 4 KCB Group Plc Q3 2020 Results Our Footprint Touch Points: Branches 12 Branches 15 ATMs 3 ATMs 18 Agents 45 Agents 465 Staff 115 Staff 254 Branches 13 Branches 6 ATMs 26 ATMs 7 Agents 431 Agents 98 Staff 247 Staff 125 Branches 300 Branches 14 ATMs 488 ATMs 15 Agents 14,195 Agents 200 Staff 6,616 Staff 276 1 Staff 5 KCB Group Plc Q3 2020 Results Operating Environment Highlights RESTRUCTURED LOANS Kenya Banking Sector Total restructured loans, 38% of the total banking KShs1.12T sector loan book. Kenya’s banking sector continues to remain stable and LIQUIDITY resilient in the face Liquidity availed by the lowering of CRR advanced of the pandemic with strong liquidity 92% to customers, KShs.
    [Show full text]
  • Africa Digest Vol. 2020-14
    Vol. 2020 – 14 Contents Trends in Financial Services in Africa ........................................................................ 2 Trends in Retail in Africa ............................................................................................ 5 Southeast Asia in Africa ............................................................................................. 8 Trends in the Telecoms Industry in Africa ................................................................ 11 Trends for Western Companies in Africa .................................................................. 14 1 Vol. 2020 – 14 Trends in Financial Services in Africa The financial services sector in Africa exhibits several recent trends. In some countries, an increasing number of banks have pan-African ambitions, while in others we see steady consolidation as larger banks relentlessly acquire smaller ones. The events below reveal some interesting trends. BANK ACQUISITIONS IN AFRICA The banking scene in Africa continues to experience a number of mergers and acquisitions. In Kenya in October 2019, the Central Bank of Kenya approved the acquisition of the Transnational Bank by Nigeria’s Access Bank as part of a strategy to consolidate Kenya’s banking industry. Transnational Bank is one of Kenya’s tier-4 banks. In 2018, its non-performing loans increased by 58% from 2017, while it also registered a loss of US$694,000. Access Bank will acquire 93.57% of the assets of Transnational Bank. It is reportedly interested in capitalising on the interests of Transnational
    [Show full text]
  • H1 2021 Investor Presentation 19 August 2021 2
    1 H1 2021 INVESTOR PRESENTATION 19 AUGUST 2021 2 Group Overview KCB’s Beyond Banking Strategy 3 Our Strategic Our 2023 Thrusts Aspirations CES Customer first, <15% Total assets with leading value Strategy Vision KES 1.5Tr NPS propositions 55+ Step change in CIR efficiency & productivity The very best 42% in customer experience, driving NFI Digital leader & digital a digital future 40% to the core PBT from subsidiaries 20% Scale to achieve regional relevance LARGEST FOOTPRINT IN THE REGION 4 26.8 M Customers 7,573 Staff 354 Branches 1,103 ATMs 26,394 Agents & POS / Merchants Kenya Bank National Bank of KCB Bank KCB Bank KCB Bank KCB Bank KCB Bank Ethiopia Rep Kenya Kenya Tanzania Burundi Rwanda Uganda South Sudan Office Branches 201 Branches and agencies 94 Branches 14 Branches 6 Branches 13 Branches 13 Branches 13 1 Staff ATMs 397 ATMs 105 ATMs 15 ATMs 8 ATMs 26 ATMs 15 ATMs 4 Agents 15,273 Agents 443 Agents 263 Agents 195 Agents 492 Agents 420 Agents 43 Staff 4,827 Staff 1,680 Staff 291 Staff 134 Staff 239 Staff 269 Staff 132 Other investments: KCB Insurance Agency, KCB Foundation, KCB Capital OUR ORGANISATION STRUCTURE 5 Board HR & AUDIT & RISK OVERSIGHT STRATEGY & IT NOMINATIONS GOVERNANCE Group CEO & MD Reporting to the Board & executing delegated powers Executive Committee General Management Assets & Liabilities Group Operational Risk & Management Credit Committee Management Committee Compliance Committee Risk Committee RATINGS 6 KCB BANK KENYA 2019 2020 2021 Credit ratings at par with the sovereign Rating B2 B2 B2 rating. Outlook Stable Negative Negative Credit rating affirmed KCB’s: • Solid profitability metrics • Stable deposit-based funding structure, and; • Strong capital buffers AWARDS 7 ❖ Best Bank in Kenya by: The Banker ❖ Global Finance World’s Best Bank Awards.
    [Show full text]
  • 2013 Sustainability Report
    KCB Group Sustainability Report 1 Contents Introduction 2 Report Boundary 3 Chairman’s Report 4 CEO’s Statement 6 Key Highlights of our Performance 8 About KCB 10 Key Highlights from our Regional Operations 10 KCB Sustainability Vision 2013 12 Key Achievements in 2013: 12 Our 10 Point Action Plan 13 Our Customers 14 KCB Micro Banking for Innovative Minds 14 Customer Satisfaction 14 Aligning to the New Regulatory Environment 15 Financial Stability 16 Reducing Risk by Embracing Centralised System 16 Risk 17 KCB Revenues and Costs 18 Economic Sustainability KCB Foundation: Up-Skilling Small Business 19 Economic Sustainability 20 Increasing Access through Agency Banking 20 Contributions to Society 20 Staff Numbers 20 Staff Training 21 Staff Gender Balance 21 Staff Recruitment 22 Staff Separations 22 Banking the Unbanked 23 Social Sustainability 24 Reaching out to Rural Entrepreneurs 24 Procurement Policy 24 Making Secondary Education Affordable 25 Environmental Sustainability 26 Investing in the Sun 26 KCB’s Carbon Footprint 26 Helping Communities to Benefit from Re-afforestation 27 Our Progressive Performance 28 Financial 28 People and Values 28 Environment 30 Additional Notes/ Assumptions for Environmental Data 30 GRI Indicator Tabletor Table 31 2 Report Boundary since 2007 since 2006 Uganda South Sudan permanent permanent 336employees 408employees 16 ATMs 14 Branches 27ATMs 21Branches since 2008 since 1896 Rwanda Kenya permanent permanent 316employees 4011employees 19ATMs 11Branches 877ATMs 177Branches since 2012 since 1997 Burundi Tanzania permanent permanent 54 employees 250employees 2ATMs 1Branch 14ATMs 12Branches Figure 1: KCB Key Facts and Operating Regions The boundary of this report includes all KCB operations for the 2011, 2012 and 2013 years.
    [Show full text]
  • Nimai Africa Financial Services Fund
    NIMAI AFRICA FINANCIAL SERVICES FUND NEWSLETTER – MAY’20 KEY HIGHLIGHTS NIMAI NEWSLETTER COVID has emerged as one of the biggest Nimai Capital believes the short-term impact of challenges globally & investment manager COVID & downgrade of Kenya by Moody’s will be expects situation to stabilize & improve in severe on Financial Services Companies in East FYH20 Africa, higher NPLs & lower liquidity but higher demand for credit Nimai Africa Fund is progressing well with its Nimai Capital sees an opportunity to invest in Fund raise & has raised $25 Mn in hard & soft healthy Banks, NBFIs & Fintechs as they come out commitments from investors globally to raise capital to shore up their Balance Sheets & capture market vacated by weaker players Nimai Africa Fund is targeting First Close at Manish Parmar, Director Business Development, $35-40 Mn from Investors in Africa, Middle Victoria Commercial Bank & Sam Wanjohi, CEO & East & India between September – Founder, Popote Pay have also shared their views December’20 on the current situation of FS space in East Africa East Africa has been active from Fund raising for Nimai Capital sees faster adoption of digital Funds & New deal activities between Sept’19 & modes for Financial services globally & expects May’20. 5 Funds raised capital from international significant opportunities & demand for Fintech LPs & 9 Companies raised capital from several Companies local & global Funds. Fintechs raised $125 Mn across 6 deals Nimai’s Investment Team represented the Listed Kenyan Banks, Insurance & Financial Fund on speaking sessions held in Kenya, Saudi Services Companies performed better than global Arabia & Sri Lanka on Fund raising in times on peers, average 20% correction see in Banking Covid & Private Equity simplified stocks compared to 30-35% corrections across other emerging markets We are pleased to share with you that we have initiated a knowledge series where we will invite industry participants to share their views on various aspect of Private Equity & Venture Capital Industry.
    [Show full text]
  • KCB Group Stock Rating Target Price Closing Price Buy KES62.8 KES37.6
    27 November 2020 KCB Group Stock Rating Target Price Closing Price Buy KES62.8 KES37.6 Equity the beneficiary as KCB chases yet more What's Changed From To underproductive assets Company Update Banks. Kenya Rating: $RECO $ Target Price $ISO $$TP$ Potential acquisition of ABC Tanzania and BRP Rwanda KCB Group’s press release yesterday morning indicates that the bank is in discussions with the Atlas Mara Group to potentially acquire: i) a 62.06% stake in Banque Populaire Du Rwanda (BPR); and ii) a 96.6% stake in African Banking Corporation Tanzania Limited (ABCT). In addition, assuming that the BPR deal is successful, the bank intends to acquire the minority shareholders’ stake (37.94%) at the same acquisition multiple. Based on our calculations, we estimate the size of the transaction could be c.KES3.5bn-KES5.5bn (depending on whether the bank will be able to acquire BRP’s minority shareholders’ stake). We believe this will be another poor acquisition, if completed After sinking in KES6.2bn to acquire NBK (NPL ratio of +50%, CAR of 10.3%, and negligible ROE as of 9M20) less than twelve months ago, we think this could be yet another poor transaction by KCB, as: i) the inorganic growth as a result of the acquisition (+4.4% increase in loans and +6.7% increase in deposits) is not sufficient to offset the subsequent management distraction, especially as this growth could have been achieved organically (KCB Group’s 9M20 loans and deposits are up 7.9% and 12.5% YTD, respectively); ii) the underlying assets have low profitability, in both absolute
    [Show full text]