DOCSLIB.ORG

Integrated Report for the Year Ended 30 June 2019 Sasfin Holdings Limited

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Integrated Report for the Year Ended 30 June 2019 Sasfin Holdings Limited Integrated Report for the year ended 30 June 2019 Sasfin Holdings Limited Sasfin Holdings At Sasfin we contribute to society by going beyond a bank to enable growth in the businesses and global wealth of our clients. Integrated Report 2019 Report Integrated Table of contents The 2019 Integrated Report compilation 2 An overview of Sasfin 5 Leadership reviews 16 Pillar performance reviews 30 Human capital performance review 44 Information and technology performance 50 review Social and ethics committee report 54 SOCIAL AND ETHICS Sasfin’s responsible approach to doing business strengthens our long-term sustainability, supports positive contributions to society and minimises Building stakeholder relationships 56 environmental impacts. Risk management and overview 60 OPERATING CONTEXT Sasfin adapts a stakeholder-inclusive approach and has an integrated risk management process that ensures that key risks are managed effectively within Governance practices and outcomes 66 acceptable parameters. GOVERNANCE Sasfin has a mature governance structure and we How performance is rewarded 88 are focused on ensuring accountability of senior management so that the Board can adopt a strategic oversight role. We appointed experienced Appendices executives last year which strengthened the first, • King IV™ application summary 104 second and third lines of defence in our combined • Consolidated Financial Statements 106 assurance framework. They focused on building their • Notes to the financial statements 110 teams, reviewing priorities and introducing • Glossary 115 innovative monitoring tools. • Offices 117 HOW PERFORMANCE IS REWARDED • Corporate details 118 The new performance incentive scheme focuses on the Group achieving sustainable growth in return on Feedback equity (ROE). The scheme combines short- and We welcome feedback that helps us provide long-term components and improves transparency meaningful and relevant information in our reports. for participants. The scheme rewards performance at Please contact us at [email protected]. a Group, Pillar/business unit and individual level. Report overview SASFIN OVERVIEW Sasfin Holdings Limited (the Group or Sasfin) is a bank-controlling company that listed on the JSE in 1987. Sasfin and its subsidiaries provide a comprehensive range of specialist financial products and services focused on the needs of asset suppliers, small and medium businesses, and institutional and private clients. Sasfin contributes to society by going beyond a bank to enable growth in the businesses and global wealth of our clients. Our business comprises three Pillars – Banking, Wealth and Capital. REPORT COMPILATION This Integrated Report covers Sasfin’s activities for the financial year to 30 June 2019. The report’s content was selected to meet the needs of stakeholders and reflect the Group’s material matters. There were no restatements of previously disclosed information. Sasfin adopted IFRS 9 retrospectively without restating comparatives. The Board of Directors (Board) approved the report on 10 October 2019. LEADERSHIP REVIEWS Within the challenging South African macroeconomic environment, we focused on bedding down the solid foundation established in 2018 and concentrated on fine-tuning the fundamentals of our business. The Board focused on governance, credit, capital management, distribution and information technology. Total income (including income from associates) grew 2.21% to R1.246 billion, total assets grew 1.97% to R14.601 billion, and gross loans and advances decreased by 0.18%. Credit quality improved markedly as evidenced by the better credit loss ratio of 102bps (2018: 197bps). The Group’s investment in our emerging businesses as well as the enhancement of our corporate governance and technology contributed to an increase in the cost-to-income ratio to 76.59%. Our established businesses have a combined cost-to-income ratio of 66.89%. Given the embedded nature of much of the cost structure associated with being a highly regulated banking group, revenue growth remains our core focus and we refined our strategy to improve distribution in Sasfin’s primary client segments. For a detailed financial review please refer to page 20. PILLAR PERFORMANCE The Banking Pillar provides asset finance and business banking services to asset suppliers and small and medium businesses. Headline earnings increased by 95.51%, primarily due to an 8.87% growth in income and a 39.60% improvement in impairment charges. We continue to see growth in the number of our clients using B\\YOND®, our digital banking platform, and we launched the Hello Paisa banking capability in May 2019. We increased our focus on the asset finance business, the significant contributor to the earnings of the Banking Pillar. Sasfin Wealth grows the global wealth of our private and institutional clients. Headline earnings increased 28.80% to R40.351 million and assets under management and advice increased by 3.67% to R41.119 billion. We launched the Sasfin umbrella fund; our Flexible Income Fund won two Raging Bull awards; and Sasfin Asset Managers (Proprietary) Limited (SAM) achieved a level 1 Broad-Based Black Economic Empowerment (B-BBEE) rating. Sasfin Wealth saw meaningful growth in associate income from its investments in SCM DMA (Proprietary) Limited, formerly Saxo Capital Markets SA (Proprietary) Limited (DMA) and Efficient Group Limited (Efficient Group). Sasfin Capital provides bespoke investment banking and financing solutions to mid-market businesses. The Capital Pillar delivered disappointing headline earnings for the year of R4.813 million, primarily due to lower corporate finance revenues and private equity valuations. The Pillar increased its focus on specialised debt solutions to medium-sized corporates, where Sasfin has a competitive edge and can achieve consistent and better quality earnings. HUMAN CAPITAL The Human Capital Department supports the Group strategy by attracting, developing and retaining Sasfin’s human capital. We implemented the new performance incentive scheme, which includes key risk and value indicators, to incentivise appropriately. We invested R9.5 million in skills development initiatives. Employee turnover increased to 21.7%, partly due to decreased headcount in asset finance following the Absa Technology Finance Services (Proprietary) Limited (ATFS) acquisition in 2018. The Group also conducted an employee engagement survey. INFORMATION TECHNOLOGY (IT) IT is a key enabler in achieving the Group strategy and driving Sasfin’s client-centric model. We established the structures necessary to bring IT and business closer together to effectively execute IT projects and measure their returns. We implemented a new asset finance system and a new foreign exchange solution. We made good progress on the risk data aggregation and risk reporting (RDARR) system implementation. Sasfin Holdings Limited Integrated Report for the year ended 30 June 2019 | Page 1 THE 2019 INTEGRATED REPORT COMPILATION Report objectives This Integrated Report provides information regarding Sasfin’s activities for the period 1 July 2018 to 30 June 2019 and is the primary report in our reporting suite. It provides our key stakeholders (page 56) with an overview of our strategy (page 23), business model (page 12), performance for the year and short- and medium-term outlook. The report includes relevant financial and non-financial information, with an emphasis on Sasfin’s material matters (page 8). These are defined as matters that have the most potential to materially affect the Group’s ability to remain commercially viable in the short-, medium- and long-term. In determining these matters, we also consider matters that could significantly influence our stakeholders’ assessments and related decisions regarding our long-term sustainability. Scope and boundary This report covers the activities and prospects of Sasfin The cumulative impact of adopting IFRS 9 was applied and its subsidiaries, excluding our associated companies retrospectively with an adjustment to the Group’s and investments. The Group’s interests in subsidiaries, opening 1 July 2018 reserves. structured entities and associates are disclosed in In preparing this report and other reports in our reporting note 39 to the Consolidated and Separate Annual suite, we were guided by several local and international Financial Statements. frameworks and guidelines. These include, but are not There were no significant changes to the size, structure limited to, the: or ownership of the Group since the 2018 Integrated • International Integrated Reporting Council’s (IIRC) Report, other than the increase of Sasfin’s holding in Integrated Reporting <IR> Framework Efficient Group which resulted in the Group accounting • Companies Act of South Africa, No 71 of 2008, as for it as an associate. Refer to page 35 for more amended (Companies Act) information. No previously disclosed information was • Banks Act, No 94 of 1990 and Regulations relating to restated. Banks (Banks Act) • IFRS International Financial Reporting Standard (IFRS) 9 • King Report on Corporate Governance™ for South Financial Instruments, became effective from 1 July 2018. Africa, 2016 (King IV™)* The Group has, as permitted by IFRS 9, elected not to • Broad-Based Black Economic Empowerment (B-BBEE), restate its comparative financial information. Therefore, Act, No 46 of 2013 (B-BBEE Act) the comparative financial information was prepared on • Basel III an International Accounting Standard (IAS) 39 Financial • JSE Listings Requirements
Load more

Recommended publications
  • Healthbytes Dec &
    HealthBytes December & January We’re about you Cross border payments 1 Emergency rescue services 2 Fraud, waste and abuse 3 Cutomer feedback 4 Intra - Uterine devices 4 World Aids Day 5 Tips to stay healthy over the festive season 6 B2B message 8 Seasons greetings 8 Table of contents Table E & OE. (errors and omissions excepted). Whilst every care has been taken to ensure that the information in this document is correct, errors and omissions Fraud hotline – Confidential may occur and the Fund cannot be held accountable for any reliance placed Tel: 0800 647 000 on the information contained herein. The Fund’s Client Services may be Disclaimer Email: [email protected] contacted to confirm any information contained in this document. Diamond Arrow Award Highest rated medical aid in Namibia: 2010 - 2019 Highest rated institution conducting business in the most ethical way: 2017 – 2019 Administered by Cross border payments Banking sector regulations (International FATF16 rules and Due to payments to the non-participating banks through EFT regulations) require that cross border messages are to be being rejected, they were effected manually through SWIFT. enriched with additional information to comply with certain This process resulted in Namibian banks charging additional requirements as from 23 September 2019 onwards. fees of NAD177.50 per transaction and furthermore resulted in a one week delay for the funds to reflect in the recipient’s bank Unfortunately, some banks in South Africa have decided not account. to make the required system changes and therefore will no longer be able to receive EFT transactions from Namibian To avoid any future delays in payments and high bank charg- Banks.
    [Show full text]
  • Integrated Report for the Year Ended 30 June 2020
    Integrated Report for the year ended 30 June 2020 Sasfin Holdings Limited Sasfin Holdings At Sasfin we contribute to society by going beyond a bank to enable growth in the businesses and global wealth of our clients. Integrated Report 2020 Report Integrated TABLE OF CONTENTS 01. 02. 04. 08. 17. Supporting our An overview of The 2020 Integrated An overview Sasfin’s material employees and clients the 2020 report Report compilation of Sasfin matters during Covid-19 43. 57. 26. Pillar performance reviews Human capital performance review Leadership reviews 63. 70. Information and technology Social and Ethics Committee performance review report 75. 80. Building stakeholder Risk management and relationships overview 88. Governance practices and outcomes 111. How performance is rewarded 126. Appendices Supporting our employees and clients during Covid-19 01 SUPPORTING OUR EMPLOYEES AND CLIENTS DURING COVID-19 The Group seamlessly moved to a remote working environment The support we provide to our clients will help to safeguard our employees. We are facilitate economic recovery and growth which proud of the resilience our teams aligns with our purpose to contribute to have demonstrated. society by enabling growth in the businesses and the global wealth of our clients. Alert levels 5 and 4: We remained available to our We granted payment holidays and other clients throughout the lockdown. assistance to clients to the value of Our B\\YOND® chat function has 95% R986.71 million (totalling approximately allowed clients to engage with us of employees worked from home 14% of our loan book). at any time of the day or night.
    [Show full text]
  • The National Payment System Framework and Strategy Vision 2025
    The National Payment System Framework and Strategy Vision 2025 © South African Reserve Bank All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without fully acknowledging The National Payment System Framework and Strategy: Vision 2025 of the South African Reserve Bank as the source. The contents of this publication are intended for general information only and do not serve as financial or other advice. While every precaution is taken to ensure the accuracy of information, the South African Reserve Bank shall not be liable to any person for inaccurate information and/ or the opinions contained in this publication. Comments and enquiries relating to this publication should be addressed to: Head: National Payment System Department South African Reserve Bank P O Box 427 Pretoria 0001 Tel. no.: +27 12 313 3442 Email: [email protected] ISBN (print): 978-1-920556-19-8 http://www.resbank.co.za ISBN (online): 978-1-920556-20-4 National Payment System Framework and Strategy • Vision 2025 Contents Foreword by the Governor ................................................................................. 1 Introduction ....................................................................................................... 2 Overarching vision ............................................................................................. 3 Goals and strategies: achieving Vision 2025 .....................................................
    [Show full text]
  • South African Banking Survey 2005
    Strategic and Emerging Issues in South African Banking 2005 Edition Contents Foreword 1 Executive summary 3 Market environment 9 Emerging issues 25 Performance 35 Competition and positioning 41 Ongoing issues in banking 49 Peer review 61 Appendices 69 • Methodology • Bank groups • Participants • Background comments on participants • Quarterly DI 900 Analysis of South African Banks – December 2004 • National Treasury media statement on the proposed Barclays/ABSA transition Partners in success – About PricewaterhouseCoopers 85 Contacts for banking services 93 PricewaterhouseCoopers has taken all reasonable steps to ensure that the information contained herein has been obtained from reliable sources and that this publication is accurate and authoritative in all respects. However, this publication is not intended to give legal, tax, accounting or other professional advice. No reader should act on the basis of any information contained in this publication without considering and, if necessary, taking appropriate advice upon their own particular circumstances. If such advice or other expert assistance is required, the services of a competent professional person should be sought. This brochure is printed on Magno Satin Made from Elementally Sustainable Chlorine Forests Free Foreword This is the ninth PricewaterhouseCoopers Findings of particular interest in this year’s survey on banking in South Africa. As in survey include observations on: the previous four surveys, we have once again decided to continue our survey on • foreign bank interest in the Big Four ‘Strategic and Emerging Issues in South banks; African Banking’. • the implementation of the Financial Sector Charter; and This survey has been developed by • progress made by the banks on Basel II.
    [Show full text]
  • Shaping the Bank of the Future South African Banking Survey 2013
    Shaping the bank of the future South African banking survey 2013 www.pwc.co.za/banking Contents Foreword 4 Executive summary 6 Introduction 12 Evaluating trends shaping the industry and banks’ responses 16 1 External developments 16 2 Macro trends 34 3 Internal responses 44 4 Stakeholder expectations 58 5 Level of preparedness 66 Appendix 1: Peer analysis 76 Appendix 2: Additional survey results 84 Appendix 3: Research methodology 88 Appendix 4: BA 900 data 90 Contacts 98 PwC | 3 Foreword 4 | Shaping the Bank of the Future We are pleased to launch the 13th edition of the PwC survey on banking in South Africa – Shaping the bank of the future. The banking industry is dynamic and has evolved significantly since our last survey in 2011 as banking chief executives have adapted their strategies in response to regulatory changes and global economic pressures. Our aim is to highlight the challenges and opportunities faced by CEOs as they position their banks to succeed in the future. We also explore industry trends to provide perspectives on how banking in South Africa may evolve over the next three years. We have grouped these challenges and opportunities faced by banks into four broad themes, namely external developments, macro trends, internal responses and stakeholder expectations. Central to all themes is how CEOs are planning to maintain asolid return on equity given the challenges they are facing. Our foremost findings include: • External developments: Regulatory reform coupled with an uncertain economic environment remains the most pressing issue facing CEOs; • Macro trends: The rise and interconnectivity of emerging markets is a significant opportunity for our banks; • Internal responses: Cost containment, leveraging technology in all aspects of banking and a renewed focus on being client centric are some of the internal tactics CEOs are using to stay on top; and • Stakeholder expectations: Although CEOs are positive about their ability to adapt, ROE levels will be lower than in the past.
    [Show full text]
  • To Download the Newsletter
    Q1 2019 NewsletterGLOBAL WEALTH IN THIS EDITION 2019: Reversal of fortunes? Sasfin Wealth launches SWIP South African Budget Day 2019 A State of Inertia – Is Silence Golden? BACK TO CONTENTS PAGE 01 Contents 23 South African Budget 2019 – tough position but no real surprises. 03 Letter from the Editor 13 National Treasury – 28 A State of Inertia – Shaping South Africa’s Is silence golden? 04 A message from the CEO retirement future 29 Infrastructure: The 06 News in brief: 15 Growing in omni- building blocks of your • Sasfin Asset Managers channel investing: portfolio unearths high-yielding Sasfin Wealth launches opportunities SWIP 32 Begin with the end • Roland Sassoon retires in mind • SA Cricket Legends 17 The sun rises in the East showcase young talent and sets in the West 34 Book reviews at Sasfin Cape Town 21 Q&A with Philip Bradford Sixes • Sasfin Asset Managers 23 South Africa Budget achieves B-BBEE Day - 2019 Level 1 status 24 South African Budget 09 2019: Reversal of 2019 – tough position fortunes? but no real surprises @Sasf in Sasf in BACK TO CONTENTS PAGE 02 LETTER FROM THE EDITOR Bryan Silke - Investor Relations and Board Liaison Manager, Sasfin Holdings The Dark before the Dawn? ith the local General not staying invested, even in tough We are grateful to all those readers Elections fast market conditions. When investors who entered our competition W approaching, professional sell in downturns, they are potentially in the last newsletter to win and lay investors alike are under selling at a lower price and could 1 of 3 Rocketbook notebooks.
    [Show full text]
  • Financial Sector Program
    FINANCIAL SECTOR PROGRAM ANNUAL WORKPLAN OCTOBER 2012 – MAY 2013 September 2012 This publication was produced for review by the United States Agency for International Development. It was prepared by Chemonics International Inc. ii FSP FINAL WORKPLAN 2013 FINANCIAL SECTOR PROGRAM FINAL WORKPLAN OCTOBER 2012 – MAY 2012 Contract No. 674-M-00-08-00043-00 The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government. iv FSP FINAL WORKPLAN 2013 CONTENTS EXECUTIVE SUMMARY ........................................................................................... 1 SECTION I: INTRODUCTION TO THE FINANCIAL SECTOR PROGRAM ......... 3 SECTION II: WORKPLAN BY TECHNICAL COMPONENT .................................. 8 A. Project Intermediate Result (PIR) 1: Financial Intermediaries’ Capacity to Serve SME Market Improved .............................................................. 8 KRA 1.1 Financial products improved to respond to SME needs ................ 9 KRA 1.2 Financial sector professional knowledge, skills and/or practices enhanced to deliver SME financial services .................................. 14 KRA: 1.3: Use of loan guarantees/special funds programs expanded ... 15 B. PIR 2: Bankability of SMEs Enhanced .................................................. 19 KRA 2.1 Quality of BDS related to finance improved .................................. 21 KRA 2.2 SME financial literacy enhanced ....................................................
    [Show full text]
  • T2IB02053 Sasfin Ar 09.Indd
    ANNUAL REPORT 2009 CONTENTSCONTENTS 2 Glossary 3 Sasfi n Group’s Mission, Markets and Values 4 The Sasfi n Group 5 The Board of Directors 6 Executive Committee 7 Business Banking 8 Capital 9 Wealth Management 10 Treasury 11 Logistics and Risk Management 12 Corporate Services 13 Group Salient Features 16 Group Structure 19 Chairman’s Report 23 Chief Executive Offi cer’s Report 28 Risk Management Report 30 Compliance Report 31 Corporate Governance Report 36 Sustainability Report 39 Directors’ Responsibility Statement 39 Company Secretary’s Certifi cate 40 Report of the Independent Auditors 40 Audit Committee Report 41 Directors’ Report 44 Consolidated Statement of Financial Position 45 Consolidated Income Statement 46 Consolidated Statement of Comprehensive Income 47 Statement of Changes in Equity 48 Cash Flow Statements 49 Notes to the Consolidated Financial Statements 110 Company Financial Statements 113 Notes to the Company Financial Statements 120 Shareholder and Administrative Information 122 Notice of Annual General Meeting Insert Form of Proxy IBC Sasfi n Group Contact Information 1 GLOSSARY ABI Accredited Business Introducer Basel II Basel II Capital Accord BEE Black Economic Empowerment ERM Enterprise Risk Management FIC Financial Intelligence Centre FSB Financial Services Board FSC Financial Sector Charter HR Human Resources IFRS International Financial Reporting Standards InnoVent InnoVent Investment Holdings (Pty) Limited InnoVent Rentals InnoVent Rental and Asset Management (Pty) Limited NCA National Credit Act Premier Premier Freight
    [Show full text]
  • South African Overview Selected Announcements Expected
    Friday | 20 March 2020 [email protected] https://www.sasfin.com/wealth/ +27 11 809 7500 South African Overview JSE All Share Index | 2019 v 2020 JSE All Share Index | Intraday 65000 42000 60000 55000 40000 50000 45000 38000 40000 35000 36000 01 Jan 01 Feb 01 Mar 01 Apr 01 May 01 Jun 01 Jul 01 Aug 01 Sep 01 Oct 01 Nov 01 Dec 09:00 11:00 13:00 15:00 09:00 11:00 13:05 15:05 2019 2020 Corporate Releases Equity Headlines Key Local Indices Selected Announcements The JSE All-Share index closed 1.66% softer on Thursday, after another day with Index Last Previous 1d % 1m % ytd % EOH: The listed IT company, released a trading statement for the six months increased volatility. Emerging markets remain out of favour as investors avoid risky All Share 37963 38605 -1,7 -34,5 -33,5 ending January 2020. The group expects its total loss per share will improve by at assets during these turbulent times. As the number of coronavirus cases increase, Top 40 34239 34716 -1,4 -34,3 -32,6 least 64% and Head Line Loss per share (HLPS) will improve by 47%. EOH many South Africans are starting to experience what many in China, Europe and Resource 10 27787 29158 -4,7 -44,0 -43,6 US have been facing for some time. The increased uneasiness and concern is provided an operational overview: “The group is approximately 12 months into a Industrial 25 56210 54930 2,3 -23,6 -18,9 evident in the market as local pundits sit on their hands and monitor the large turnaround plan that is expected to take at least two years.
    [Show full text]
  • The Code of Banking Practice
    The Code of Banking Practice (V5 of March 2018) 1. TABLE OF CONTENTS 1. TABLE OF CONTENTS ............................................................................................................. 1 2. DOCUMENT CHANGE CONTROL ............................................................................................ 4 3. PREAMBLE ............................................................................................................................ 5 4. OBJECTIVES........................................................................................................................... 5 5. CUSTOMER ENTITLEMENTS AND RESPONSIBILITIES IN TERMS OF THE CODE .......................... 6 5.1 YOUR ENTITLEMENTS ........................................................................................................................................................ 6 5.2 YOUR RESPONSIBILITIES .................................................................................................................................................. 7 6. OUR KEY COMMITMENTS ..................................................................................................... 8 7. ACCESS TO BANKING SERVICES ............................................................................................. 9 8. PRINCIPLES OF CONDUCT ..................................................................................................... 10 8.1 CONFIDENTIALITY AND PRIVACY ..............................................................................................................................
    [Show full text]
  • What Is Soft Power?
    Why your brand and your reputation is important #BetterDirectors #WebinarWednesdays #BB@9 Calculating Brand Strength and Brand Value Strong 1 Brand 2 brand 3 4 Investment Brand Equity Brand Performance Weak brand Brand Strength Index Brand Impact Forecast Revenues Brand Valuation (BSI) (Royalty Rate) Implication: Maintain and improve brand Maximise the impact of brand Use your brand to help build Identify value created, value attributes relative to strength within the core revenue growth, and potential and value at risk from competitors. business, and where it understand where brand drives changes to brand strategy. influences most. income. Industry ISO 20671 : 2019 ISO 10668 : 2010 ISO 10668 : 2010 ISO 10668 : 2010 Standard: #BetterDirectors #WebinarWednesdays #BB@9 Brand Strength Index Effective BSI Source Description Weighting Attributes Widely recognised factors deployed by Marketers to create brand loyalty and Brand X% Product (e.g. CAPEX) market share. We therefore benchmark brands against relevant input Investment X% Place (e.g. SEO) measures by sector against each of these factors. X% Inputs Price (Value for Money) X% Promotion (Marketing Spend) 25% X% Familiarity X% Customer Consideration / Familiarity X% X% Preference / Consideration X% (or internal data) Recommendation Brand X% Equity Staff X% X% Employee Score Brand equity accounts for 50% to reflect the importance of stakeholder 50% Financial perceptions to behaviour X% Credit Rating X% X% Analyst Recommendation External Environment Score X% Brand Equity is important to all stakeholder groups with customers being Community Score X% X% the most important x% Governance Score Reputation Brand Strength Index Strength Brand Brand X% Outputs Performance X% Loyalty X% Current Revenue 25% X% X% Current Margin Quantitative market, market share and financial measures resulting from the strength of the brand.
    [Show full text]
  • Anti-Money Laundering Conference Returns Compliments Amongst High Demand from Last Year’S Delegates
    Attend the no. 1 conference on anti-money laundering in Africa and get acquainted with the latest trends, chal- lenges and opportunities in financial crime and compliance Anti-Money Laundering Southern Africa Conference 2021 This event 4 & 5 August 2021 | Indaba Hotel | Fourways will also be live streamed Financial crime prevention experts presenting at this year’s event: • Louis de Koker, Prof of Law, La Trobe University, Melbourne, (Australia) • Pieter Smit, Executive Manager: Legal & Policy, Financial Intelligence Centre, South Africa • Francois Combrinck, AML/CFT Technology Specialist, FrameAML • Yurika Pistorius, Executive Head Group Legal and Compliance (Group Compliance Officer), Clientèle • Chris Hughes, Chief Product Officer, Rely Comply • Graham Pampel, Manager: Risk Advisory, Deloitte • Natalie Scott, Director, Werksmans Attorneys • Sean Stander, Chief Operating Officer, Group Anti Financial Crime, Standard Bank • Willem Janse van Rensburg, Specialist in Anti-Corruption and Bribery • Vilho Nkandi, Head: AML & Inspection, NAMFISA (Namibia Financial Institutions Supervisory Authority) • Pieter Rossouw, Specialist Head: Anti-Money Laundering, FNB South Africa • Richard Chellan, Senior Researcher, Institute for Security Studies • Michele Fourie, Manager FICA Supervision Unit, Conduct Of Business Division, Financial Sector Conduct Authority • Nishal Robb, Associate Researcher, and Centre for Competition, Regulation and Economic Development (CCRED), University of Johannesburg • Willie Hofmeyer, retired head of the Asset Forfeiture
    [Show full text]