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    • OUR APPROACH TO INTEGRATED THINKING
    • WHO WE ARE
    • OUR OPERATING CONTEXT
    • OUR GROUP STRATEGY
    • OUR VALUE CREATION MODEL
    • MEASURING OUR STRATEGIC PROGRESS
    • WHY INVEST IN US
  • Our performance
    • CHAIRMAN’S STATEMENT
    • GROUP CHIEF EXECUTIVE’S REPORT
    • OUR STRATEGIC VALUE DRIVERS
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    • OUR REPORTING SUITE
    • ABOUT THIS REPORT
    • GOVERNANCE OVERVIEW
    • REMUNERATION OVERVIEW
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  • ASSESSING OUR PROGRESS: CIB

    CIB STRATEGY

    CIB serves the banking, finance, trading, transactional, investment and advisory needs of a wide range of multinational companies, local and regional businesses, financial institutions, governments and parastatals.

    AFRICA REGIONS

    SOUTH AFRICA

    1. Ghana
    2. Nigeria
    3. Uganda
    4. Kenya
    5. Tanzania
    6. Mauritius
    7. Malawi
    8. Zambia
    9. Angola
    10. Namibia
    11. Botswana
    12. Zimbabwe
    13. Mozambique
    14. eSwatini
    15. Lesotho
    16. South Africa
    17. Côte d’Ivoire
    18. Ethiopia
    19. South Sudan
    20. Democratic Republic of the Congo

    21. INTERNATIONAL OFFICES

    22. London
    23. New York
    24. São Paulo
    25. Dubai
    26. Beijing

    Our extensive market knowledge, gained through our on-theground presence in 20 sub-Saharan African countries, and a deep understanding of our clients' businesses, enables us to serve multinationals operating in Africa and offshore. These attributes also help us to respond appropriately to changes in our operating context and leverage our sector diversity by purposefully allocating resources to opportunities that sustain revenue growth — within the parameters of carefully considered risk-taking.

    PURPOSE
    We dream of Africa realising her potential.
    VISION
    Aspire to be the leading corporate and investment banking business in, for and across Africa, with a focus on sectors driving Africa's growth.
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    WHAT OUR CLIENTS WANT
    • Understand their business and the challenges and opportunities they have.
    • Develop a proactive partnership
    • Deliver solutions that meet their business needs.
    • Make it easy for them to access the bank
    • Deliver consistent, reliable service.
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    HOW WE RESPOND
    CLIENT CENTRICITY
    • Partner our clients on their growth journeys.
    • Drive collaboration and connectivity within CIB and the group.
    • Acknowledge clients as real people.
    • Purposefully allocate resources to support client needs and priorities.
    BUSINESS OPERATIONS
    • Do the right business the right way.
    • Fulfil our promises to our clients through an efficient, effective and consistent operating model.
    • Deliver basics brilliantly, front to back.
    • Promote an environment of proactivity, responsiveness and reliability.
    • Allocate financial resources efficiently.
    PEOPLE AND CULTURE
    • Enable employees to deliver consistently excellent client experiences.
    • Provide relevant development opportunities.
    • Recognise employees’ contribution and provide competitive, performancebased remuneration.
    • Promote a culture of highperformance, accountability and collaboration.
    • Embed clear mandates and accountabilities, while simplifying everything we do.
    • Embrace diversity and inclusion.
    • Fulfil our social and ethical responsibilities.

    OUR OPERATING CONTEXT IN BRIEF

    • Continued lower-growth environment across sub-Saharan Africa.
    • Commodity prices and emerging market currencies remained under pressure due to trade tensions between the US and China.
    • Political uncertainty and upcoming elections in South Africa and Nigeria delayed project investment.
    • Interest rate volatility and declining margins in Africa Regions.

    PERFORMANCE AGAINST STRATEGY

    • Stable client franchise reflected in 8% client revenue growth and 1% increase in total revenues.
    • Strong client activity, particularly in Africa Regions, driven by multinationals and large domestic corporates.
    • Matured our client service team model to provide comprehensive client solutions.
    • Successfully tested and launched a digital, real-time account opening solution for clients.
    • Continued to adjust risk appetite to reflect changes in clients’ operating environments and were selective in exposures to avoid concentration in certain sectors.
    • Completed several landmark transactions across our markets, which included an increase in energy and infrastructure-related deals.

    Looking forward

    We will continue to service leading multinational corporations and operations in Africa, and large domestic African corporations conducting business on the continent and offshore, deepening existing relationships and acquiring new clients in key sectors using our extensive market knowledge and on-the-ground presence. Our priorities will include:

    • Integrating service platforms to improve client experience.
    • Revising and improving client service team model to roll out to other value-creating functions.
    • Continuing focus on delivering products and solutions that meet clients’ evolving needs.
    • Allocating resources to growth opportunities, within risk appetite, aligned to clear sector focus.
    • Maintaining disciplined cost management, including structural changes to cost base.
    • Responding to emerging opportunities in key sectors such as those expected to come from the restructuring of Nigerian oil sector, positive regulatory changes in South African mining sector and Mozambican gas sector.
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    8.0
    CSI
    2017: 7.8 | 2016: 7.8
    icon04
    +14
    eNPS
    2017: +7 | 2016: N/A
    6.5%
    VOLUNTARY TURNOVER
    2017: 7.4 | 2016: 7.4
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    Ongoing involvement in and
    monitoring of complex credit and
    deal decisions.

    Vigilant management of risks and
    proactively addressed issues
    through relevant governance
    frameworks.
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    R37.0bn
    REVENUE
    2017: 36.7 | 2016: 35.4
    R11.2bn
    HEADLINE EARNINGS
    2017: 11.4 | 2016: 10.3
    19.3%
    ROE
    2017: 22.2 | 2016: 19.5
    54.0%
    CTI
    2017: 51.9 | 2016: 54.5
    0.16%
    CLR
    2017: 0.34 | 2016: 0.31
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    Financing two desalination plants in Cape Town to improve water security.