BANKING in AFRICA : Financing Transformation Amid Uncertainty
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Journal of Law & Commerce Vol. 36, No. 1 (2017) ● ISSN: 2164-7984 (online) DOI 10.5195/jlc.2017.130 ● http://jlc.law.pitt.edu WHAT IS TO BE DONE ABOUT RESOURCE NATIONALISM?: THE CASE OF OYU TOLGOI Batkhuu Dashnyam This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 United States License. This site is published by the University Library System of the University of Pittsburgh as part of its D-Scribe Digital Publishing Program, and is cosponsored by the University of Pittsburgh Press. WHAT IS TO BE DONE ABOUT RESOURCE NATIONALISM?: THE CASE OF OYU TOLGOI Batkhuu Dashnyam* Foreign mining is as important now as ever. As the global population has continued to increase, so has the demand for natural resources. Developing countries richly endowed with natural resources have begun to realize that harnessing them presents a rare opportunity to fuel broader socioeconomic change and may, potentially, catalyze wholesale transformation.1 In this vein, countries have begun to increase their taxes and royalties on mining;2 and, to a greater extent, a “more indirect or insidious form of government intervention referred to as ‘creeping expropriation’”3 has begun to appear, whereby a “foreign investor is substantially deprived of the use or benefit of their investment even though formal title may continue to vest.”4 This emerging tension is encapsulated in what is known as “resource nationalism.” In essence, resource nationalism broadly refers to governmental “dissatisfaction about the distribution of revenues from mining between company shareholders and the host nation.”5 Even after agreeing with foreign investors about the rights, royalties, taxes, and terms for a mining project, governments subsequently will attempt to renegotiate or even possibly breach their bargain in an effort to extract more control and * Batkhuu Dashnyam is a member of the Class of 2018, at the University of Pittsburgh School of Law. -
Ecobank Group Annual Report 2018 Building
BUILDING AFRICA’S FINANCIAL FUTURE ECOBANK GROUP ANNUAL REPORT 2018 BUILDING AFRICA’S FINANCIAL FUTURE ECOBANK GROUP ANNUAL REPORT 2018 ECOBANK GROUP ANNUAL REPORT CONTENTS 05 Performance Highlights 08 Ecobank is the leading Pan-African Banking Institution 09 Business Segments 10 Our Pan-African Footprint 15 Board and Management Reports 16 Group Chairman’s Statement 22 Group Chief Executive’s Review 32 Consumer Bank 36 Commercial Bank 40 Corporate and Investment Bank 45 Corporate Governance 46 Board of Directors 48 Directors’ Biographies 53 Directors’ Report 56 Group Executive Committee 58 Corporate Governance Report 78 Sustainability Report 94 People Report 101 Risk Management 141 Business and Financial Review 163 Financial Statements 164 Statement of Directors’ Responsibilities 165 Auditors’ Report 173 Consolidated Financial Statements 178 Notes to Consolidated Financial Statements 298 Five-year Summary Financials 299 Parent Company’s Financial Statements 305 Corporate Information 3 ECOBANK GROUP ANNUAL REPORT 3 PERFORMANCE HIGHLIGHTS 5 ECOBANK GROUP ANNUAL REPORT PERFORMANCE HIGHLIGHTS For the year ended 31 December (in millions of US dollars, except per share and ratio data) 2018 2017 Selected income statement data Operating income (net revenue) 1,825 1,831 Operating expenses 1,123 1,132 Operating profit before impairment losses & taxation 702 700 Impairment losses on financial assets 264 411 Profit before tax 436 288 Profit for the year 329 229 Profit attributable to ETI shareholders 262 179 Profit attributable per share ($): Basic -
Sidian Bank Limited Annual Report and Financial
SIDIAN BANK LIMITED ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2017 Sidian Bank Limited Financial Statements For the year ended 31 December 2017 Contents Page Corporate information 1 - 2 Report of the Directors 3 Business review 4 - 6 Statement on corporate governance 7 - 9 Statement of Directors’ responsibilities 10 Report of the independent auditor 11 - 13 Financial statements: Statement of profit or loss and other comprehensive income 14 Statement of financial position 15 Statement of changes in equity 16 Statement of cash flows 17 Notes to the financial statements 18 - 69 Sidian Bank Limited Corporate Information For the year ended 31 December 2017 Directors Executive Chege Thumbi (Appointed 22 August 2017) Titus Karanja* (Resigned 31 July 2017) Non-executive James Mworia (Chairman) Mary Ann Musangi Kimanthi Mutua Tom Kariuki Independent Catherine Mturi-Wairi Independent Donald B Kipkorir** Independent (Resigned 26 July 2017) Oscar Kang’oro Independent (Appointed 5 January 2018) Board Committees Audit and Risk Committee Catherine Mturi-Wairi - Chairperson Kimanthi Mutua Tom Kariuki Mary Ann Musangi Oscar Kangoro Asset and Liability Committee Kimanthi Mutua - Chairperson Catherine Mturi-Wairi Chege Thumbi Mary Anne Musangi Oscar Kangoro Credit Committee Tom Kariuki - Chairperson Kimanthi Mutua Chege Thumbi Oscar Kangoro Nominations and Governance Committee Mary Ann Musangi - Chairperson Catherine Mturi-Wairi Chege Thumbi Tom Kariuki * Mr. Titus Karanja continued in the Bank as a consultant until 31 December 2017. ** Following the resignation of Mr. Donald B Kipkorir, all Committees were reconstituted as search for a new Director began. *** Details of the Brand Committee and the ICT and Operations Committee are included in the Statement on Corporate Governance. -
CBL Annual Report 2019
Central Bank of Liberia Annual Report 2019 Central Bank of Liberia Annual Report January 1 to December 31, 2019 © Central Bank of Liberia 2019 This Annual Report is in line with part XI Section 49 (1) of the Central Bank of Liberia (CBL) Act of 1999. The contents include: (a) report on the Bank’s operations and affairs during the year; and (b) report on the state of the economy, which includes information on the financial sector, the growth of monetary aggregates, financial markets developments, and balance of payments performance. i | P a g e Central Bank of Liberia Annual Report 2019 CENTRAL BANK OF LIBERIA Office of the Executive Governor January 27, 2020 His Excellency Dr. George Manneh Weah PRESIDENT Republic of Liberia Executive Mansion Capitol Hill Monrovia, Liberia Dear President Weah: In accordance with part XI Section 49(1) of the Central Bank of Liberia (CBL) Act of 1999, I have the honor on behalf of the Board of Governors and Management of the Bank to submit, herewith, the Annual Report of the CBL to the Government of Liberia for the period January 1 to December 31, 2019. Please accept, Mr. President, the assurances of my highest esteem. Respectfully yours, J. Aloysius Tarlue, Jr. EXECUTIVE GOVERNOR P.O. BOX 2048, LYNCH & ASHMUN STREETS, MONROVIA, LIBERIA Tel.: (231) 555 960 556 Website: www.cbl.org.lr ii | P a g e Central Bank of Liberia Annual Report 2019 Table of Contents ACRONYMS ............................................................................................................................. ix FORWARD ..................................................................................................................................1 The Central Bank of Liberia’s Vision, Mission and Objectives, Function and Autonomy ……4 EXECUTIVE SUMMARY………………………………………………..……….………………6 HIGHLIGHTS ......................................................................................................................... -
The Impact of Forensic Accounting Services in Fraud Detection and Prevention Among Commercial
THE IMPACT OF FORENSIC ACCOUNTING SERVICES ON FRAUD DETECTION AND PREVENTION AMONG COMMERCIAL BANKS IN KENYA BY OMONDI ERICK OYIER A MANAGEMENT RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION (MBA), SCHOOL OF BUSINESS, UNIVERSITY OF NAIROBI NOVEMBER, 2013 DECLARATION This management research project is my original work and has not been submitted for the award of a degree in any other university. Name: Omondi Erick Oyier Reg. No. D61/64646/2011 Sign …………………… Date ………………….... This management research project has been submitted for examination with my approval as a university supervisor Dr. Josiah O. Aduda Signed …………………………. Date ……………………………. ii ACKNOWLEDGEMENT I would like to thank all those who assisted me, encouraged and supported me when doing this project; My supervisor Dr. Josiah O. Aduda, who was very patient with me and gave me good guidance on how to undertake this project. I am very grateful to the employees of the banking sector who gave me their support while collecting data for the project. I also appreciate my family and friends who supported and assisted me in not only my class work but also during the research period. I am very grateful to the University of Nairobi for the knowledge imparted to me throughout the study period Finally Special thanks to almighty God for his guidance and everything that He has done to me. Because of Him, completion of this project was possible. iii DEDICATION This project is dedicated to my Mother Mrs Oyier who saw to it that I got the best education in my life and encouraged me to do my best. -
Page 1 of 9 22Nd May 2020 VALLIS REPORT RESOURCE NATIONALISM in AFRICA CASE STUDY EXAMPLES: DEMOCRATIC REPUBLIC of CONGO, ZAMBIA
22nd May 2020 VALLIS REPORT RESOURCE NATIONALISM IN AFRICA CASE STUDY EXAMPLES: DEMOCRATIC REPUBLIC OF CONGO, ZAMBIA AND TANZANIA Page 1 of 9 Vallis Group Limited, Vallis House, 57 Vallis Road, Frome, Somerset, BA11 3EG, England +44-(0)-1373-453-970 Incorporated in England: Company Registration No. 04524501 | www.vallis-group.com | [email protected] WHAT IS RESOURCE NATIONALISM? The previous errors made by some governments is that they have continued to offer excessively “Resource nationalism is the tendency of people generous terms to companies believing that such and governments to assert control over natural incentives are necessary to attract Foreign Direct resources located on their territory.”1 Investments (FDI). It is an economic policy that relies on state Therefore when governments abruptly or ownership or control of natural resources located unilaterally revise existing agreements or break on national territory to advance political, social or with established conventions, complaints by industrial objectives. affected foreign companies will be inevitable and legitimate. This policy states that resources belong to the people and that state employment are the best TRANSPARENCY WITHIN RESOURCE managers of resources against privatization. NATIONALISM Consequently, resource nationalism conflicts with the interests of multinational corporations. The Extractive Industries Transparency Initiative (EITI) is the global standard to promote WHY WOULD COUNTRIES TURN TO the open and accountable management of oil, gas RESOURCE NATIONALISM? and mineral resources. “Resource nationalism tends to peak exceptionally The initiative is guided by the belief that a country’s when there is a perception that commodity prices natural resources belong to its citizens and they are high and countries feel they are not getting the have established a global standard to promote the benefit,” said Claude Baissac, the head of open and accountable management of oil, gas and Johannesburg-based risk consultancy Eunomix mineral resources. -
Southeast Asia's Nuclear Energy Future
Southeast Asia’s Nuclear Energy Future: Promises and Perils Prashanth Parameswaran Southeast Asian nations are embarking on a pursuit for The twin drivers of growing energy demand and climbing nuclear energy. While this promises to help satisfy the energy prices will push Southeast Asian nations toward region’s growing energy thirst in a more cost-efficient and nuclear energy in the future. Increasing energy prices, climate-friendly way, nuclear power also has its perils. The according to the Asia Pacific Energy Research Center (APERC), specter of proliferation looms large and the potential for are sustained by at least three structural factors: first, nuclear accidents remains high in a region prone to natural growing energy demand in most economies despite price disasters and averse to strong institutional safeguards and increases; second, the unwillingness of major players to export controls. Policymakers will have to be vigilant in expand production and export capacity coupled with mitigating these threats in order to ensure the region’s safe intensifying resource nationalism in oil and natural gas passage through its nuclear future. producing economies; and, third, a worsening geopolitical situation in the Middle East.3 Despite price decreases in the Electricity in Southeast Asia is primarily sourced from coal, oil, short run, all three factors are unlikely to ebb in the long run, natural gas, and hydro-power.1 While the region is awash and energy prices will thus continue to increase. And if the with energy resources, rising demand has placed a strain on prices of conventional energy resources continue their them. Southeast Asia has been a net oil importer for some upward turn, the demand for alternatives like nuclear energy years, and significant natural gas reserves are often located will rise. -
Covert Capital the Kabila Family’S Secret Investment Bank
Covert Capital The Kabila Family’s Secret Investment Bank May 2019 Cover photo: The Sentry. The Sentry • TheSentry.org Covert Capital: The Kabila Family’s Secret Investment Bank May 2019 Executive Summary It would have been hard to understand the significance of Kwanza Capital just by looking at the company’s headquarters in a commercial garage in Kinshasa’s business district. No sign marked its presence. There was nothing to indicate the company was shuffling over one hundred million dollars through accounts held at a bank linked to the family of Joseph Kabila, who served as president of the Democratic Republic of Congo (Congo) from 2001 to January 2019. Nor would onlookers have had reason to suspect that the company was controlled by members of Congo’s former first family and its close allies. Individuals with knowledge of the company’s activities told The Sentry it maintained a low profile by design and the individuals behind Kwanza Capital apparently sought to minimize their public association with the company. Kwanza Capital, which is now reportedly under liquidation, gained only fleeting public notice as it made unusual maneuvers in the country’s banking sector, but its story is more expansive than the public record would suggest. An investigation by The Sentry into Kwanza Capital’s activities provides a new glimpse into how members of Kabila’s family and inner circle have done business. The Sentry examined the firm’s operations, finances, apparent beneficiaries, business partners, and relationships with government agencies and officials. In addition to maintaining extensive links to a bank run by members of Kabila’s family, Kwanza Capital participated in multiple acquisition attempts in the Congolese banking sector. -
Financial Inclusion Policy
AN INCLUSIVE FINANCIAL SECTOR FOR ALL Draft for consultation AN INCLUSIVE FINANCIAL SECTOR FOR ALL Draft for consultation To obtain additional copies of this document, please contact: Communications Directorate, National Treasury, Private Bag X115 Pretoria, 0001, South Africa Tel: +27 12 315 5757 | Fax: +27 12 406 9055 The document is also available on the internet at: www.treasury.gov.za AN INCLUSIVE FINANCIAL SECTOR FOR ALL Draft for consultation TABLE OF CONTENTS LIST OF ACRONYMS, FIGURES, AND TABLES ........... vii 3.1.3. Treating customers fairly (TCF) EXECUTIVE SUMMARY ................................................ 1 framework ................................................................... 31 1 INTRODUCTION ..................................................... 8 3.1.4. Financial Sector Regulation Act ..................... 31 1.1. What is financial inclusion 3.1.5. Parliamentary enquiry into and why is it important? ........................................................8 transformation of the financial sector ....... 32 1.2. Policy objectives and scope ............................................. 12 3.1.6. The Financial Intelligence Centre Act ........ 33 1.2.1. Objectives .................................................................... 12 3.1.7. Insurance Act ............................................................ 33 1.2.2. Scope ............................................................................. 12 3.1.8. Review of banking and payment methods in distributing social grants ........ 34 2 SOUTH AFRICA’S -
Annual Report 2019 East African Development Bank
Your partner in development ANNUAL REPORT 2019 EAST AFRICAN DEVELOPMENT BANK 2 2019 ANNUAL REPORT EAST AFRICAN DEVELOPMENT BANK EAST AFRICAN DEVELOPMENT BANK EAST AFRICAN DEVELOPMENT BANK ANNUAL REPORT 2019 3 2019 ANNUAL REPORT EAST AFRICAN DEVELOPMENT BANK CORPORATE PROFILE OF EADB Uganda (Headquarters) Plot 4 Nile Avenue EADB Building P. O. Box 7128 Kampala, Uganda Kenya Country office, Kenya 7th Floor, The Oval Office, Ring Road, Rwanda REGISTERED Parklands Westland Ground Floor, OFFICE AND P.O. Box 47685, Glory House Kacyiru PRINCIPAL PLACE Nairobi P.O. Box 6225, OF BUSINESS Kigali Rwanda Tanzania 349 Lugalo/ Urambo Street Upanga P.O. Box 9401 Dar es Salaam, Tanzania BANKERS Uganda (Headquarters) Standard Chartered –London Standard Chartered – New York Standard Chartered - Frankfurt Citibank – London Citibank – New York AUDITOR Standard Chartered – Kampala PricewaterhouseCoopers Stanbic – Kampala Certified Public Accountants, Citibank – Kampala 10th Floor Communications House, 1 Colville Street, Kenya P.O. Box 882 Standard Chartered Kampala, Uganda Rwanda Bank of Kigali Tanzania Standard Chartered 4 2019 ANNUAL REPORT EAST AFRICAN DEVELOPMENT BANK EAST AFRICAN DEVELOPMENT BANK ESTABLISHMENT The East African Development Bank (EADB) was established in 1967 SHAREHOLDING The shareholders of the EADB are Kenya, Uganda, Tanzania and Rwanda. Other shareholders include the African Development Bank (AfDB), the Netherlands Development Finance Company (FMO), German Investment and Development Company (DEG), SBIC-Africa Holdings, NCBA Bank Kenya, Nordea Bank of Sweden, Standard Chartered Bank, London, Barclays Bank Plc., London and Consortium of former Yugoslav Institutions. MISSION VISION OUR CORE To promote sustain- To be the partner of VALUES able socio-economic choice in promoting development in East sustainable socio-eco- Africa by providing nomic development. -
Absa Bank 22
Uganda Bankers’ Association Annual Report 2020 Promoting Partnerships Transforming Banking Uganda Bankers’ Association Annual Report 3 Content About Uganda 6 Bankers' Association UBA Structure and 9 Governance UBA Member 10 Bank CEOs 15 UBA Executive Committee 2020 16 UBA Secretariat Management Team UBA Committee 17 Representatives 2020 Content Message from the 20 UBA Chairman Message from the 40 Executive Director UBA Activities 42 2020 CSR & UBA Member 62 Bank Activities Financial Statements for the Year Ended 31 70 December 2020 5 About Uganda Bankers' Association Commercial 25 banks Development 02 Banks Tier 2 & 3 Financial 09 Institutions ganda Bankers’ Association (UBA) is a membership based organization for financial institutions licensed and supervised by Bank of Uganda. Established in 1981, UBA is currently made up of 25 commercial banks, 2 development Banks (Uganda Development Bank and East African Development Bank) and 9 Tier 2 & Tier 3 Financial Institutions (FINCA, Pride Microfinance Limited, Post Bank, Top Finance , Yako Microfinance, UGAFODE, UEFC, Brac Uganda Bank and Mercantile Credit Bank). 6 • Promote and represent the interests of the The UBA’s member banks, • Develop and maintain a code of ethics and best banking practices among its mandate membership. • Encourage & undertake high quality policy is to; development initiatives and research on the banking sector, including trends, key issues & drivers impacting on or influencing the industry and national development processes therein through partnerships in banking & finance, in collaboration with other agencies (local, regional, international including academia) and research networks to generate new and original policy insights. • Develop and deliver advocacy strategies to influence relevant stakeholders and achieve policy changes at industry and national level. -
Financial Market Headlines
| CASABLANCA | 08/31/2021 FINANCIAL MARKET HEADLINES | MOROCCO | ATTIJARIWAFA BANK | NBI up 0.7% in H1 2021 In H1 2021, Attijariwafa bank's NBI recorded an increase of 0.7% to MAD 12.5 Bn compared to MAD 12.4 Bn during the same pe- riod of the previous year. | MOROCCO | BANK OF AFRICA | NBI up 2% in H1 2021 In Q2 2021, Bank Of Africa's NBI recorded a decline of 4% to MAD 3.7 Bn. In H1 2021, Bank Of Africa’s NBI stood at MAD 7.2 Bn, up 2.4%. | MOROCCO | BMCI | A sharp increase of NIGS in H1 2021 Indicators (MAD Mn) H1 2020 H1 2021 Change NBI 1 554 1 514 -2,6% Gross Operating Income 638 544 -14,7% GOI margin 41,0% 35,9% -5,1 pts Cost of risk 494 225 -54,5% NIGS 61 254 313,2% Net margin 4,0% 16,8% +12,8 pts | MOROCCO | CIH BANK | Consolidated NBI up 7% in H1 2021 In H1 2021, CIH Bank's consolidated Net Banking Income amounted to MAD 1,500.6 Mn compared to MAD 1,402.8 Mn in H1 2020, i.e. an increase of 7.0%. | MOROCCO | COSUMAR | Consolidated revenue up 3% in H1 2021 At the end of Q2 2021, Cosumar's consolidated revenue stood at MAD 2,408 Mn, up 9.1% year-on-year. In this context, the opera- tor's consolidated revenue in H1 2021 shows an increase of 2.9% to MAD 4,382 Mn. | MOROCCO | TOTALENERGIES MARKETING MAROC | Sales volume up 17% in H1 2021 In H1 2021, TotalEnergies Marketing Maroc's sales volume increased by 17% to 871 KT against 747 KT a year earlier.