Our operating model drives our business forward and helps create opportunity for Africa.

Description

We are continually evaluating expansion through the acquisition of selected sub-Saharan African financial services assets. These will range in scale from multi-national operations to smaller “bolt-on” purchases. This is intended to secure a more extensive geographic footprint to drive growth, bring benefits of scale, provide synergies and enable diversification of risk. We are, however, disciplined buyers, so we are not conducting a “ag planting” exercise.

When screening opportunities, we are looking for:

  • countries exhibiting relative political stability, the rule of law and institutional frameworks in which we can operate to our standards of ethics and governance
  • markets with strong prospects for sustainable growth
  • fragmented markets that could benefit from consolidation
  • institutions where we believe we can add value
  • potential synergies and the cost savings from achieving them
  • consistency with our overall strategy

Our transactions need to add shareholder value and deliver returns in excess of our cost of capital.

KPIs


Market position by assets, loans and/or deposits

Why it is important

We believe that profit pools are bifurcated in many of the markets in which we operate – a strong market position enables more competitive costs of funding and thus, competitive pricing of risk.

Target

Top five.


Execution of identified synergies

Why it is important

Our transactions need to make sense strategically and be accretive to shareholders, and we need to demonstrate successful integration.

Target

Realised synergies to equal identified synergies.


Return on capital employed

Why it is important

We are prudent stewards of shareholder capital. We expect to earn a return in excess of cost of our capital.

Target

Return on capital deployed to exceed the cost of capital.


Book value per share and earnings per share

Why it is important

We recognise that there will likely be an integration/enhancement period, but are focused on generating tangible value for shareholders.

Target

Acquisitions should be accretive within three years.

Description

Our acquired businesses need to be “fit for growth”. The first part of this process is implementing a detailed action plan with a view to generating value in the short to medium term for our shareholders through operational improvements.

Then, before deploying “growth” capital, we:

  • enhance corporate governance and compliance
  • improve credit processes
  • drive operational efficiencies
  • identify and strengthen key relationships with customers, partners and the regulators in the markets in which we operate
  • revitalise and optimise branch networks
  • provide liquidity and capital support to safeguard the platform

KPIs


Cost to income ratio

Why it is important

We are focused on creating efficient, scalable platforms.

Target

60-65% in the medium term.


Non-performing loans ("NPLs") to total loans

Why it is important

We are focused on creating efficient, scalable platforms.

Target

Less than 4% across the platform.


Capital adequacy ratios across the Group

Why it is important

Compliance with regulatory frameworks and appropriate capital buffers to absorb shocks are fundamental aspects of ensuring sustainable growth.

Target

Compliance with relevant capital hurdles with appropriate margins.

Description

Once the platform has been strengthened, we focus on driving growth.

This includes:

  • encouraging innovation across the value chain – most notably with respect to enhancing the customer experience at the point of contact and driving efficiencies/enhancing automation in the back-office
  • extracting identified synergies and efficiencies
  • seeking opportunities to enhance liquidity and funding costs by leveraging relationships with DFIs
  • injecting capital to support growth
  • executing “bolt-on” acquisitions to enhance market position or diversify product offerings

KPIs


Increase in countries of operation, customers and employees

Why it is important

We intend to continue broadening our platform and, while not engaging in “flag planting”, are focused on enhancing our geographic footprint to participate in and contribute to the growth of financial services across sub-Saharan Africa.

Target

We expect to be in 10+ countries in the medium term. 


Loan and deposit growth relative to GDP and peers

Why it is important

In connection with our strategy of achieving a top five position in the markets in which we operate, above-market loan and deposit growth will be required.

Target

Loan and deposit growth greater than 1.5x GDP growth.


Return on average equity

Why it is important

This represents a measure of capital efficiency upon which we are highly focused.

Target

Ca.20% in the medium term.


Return on average assets

Why it is important

This represents a measure of balance sheet efficiency and, when analysing return on equity in parallel, the impact of leverage on earnings.

Target

Ca.2% in the medium term.