Nedbank Group’s vision of building Africa’s most admired bank by our staff, clients, shareholders, regulators and communities continues to be supported by its long-term objectives, which are referred to internally as Deep Green aspirations.
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We continued to make good progress in delivering on our strategic focus areas, supported by strong capital and liquidity. The 2012 annual results were again driven by the strength of the Nedbank franchise together with the momentum built in implementing our strategy.ntegrated Report.
We have developed business-specific strategic initiatives aimed at delivering a choice of distinctive client-centred banking experiences consistently and seamlessly across and within clients’ channels of choice (physical and digital). Our integrated-channels strategy, leveraging digital innovation, is a key enabler to delivering this experience at an optimal cost and mix of presence within each micro market. We expect the overall client experience to be evidenced by improved Net Promoter scores across the various businesses and continued increases in our digitally enabled client base.
Sustainable revenues depend on sustainable communities. As highlighted in our Chairman’s State-ment last year, ‘Changing business practices both locally and internationally lead us to believe that the age of accountability has dawned as business starts to face its responsibilities to society and the environment.’ In considering our role in the future of SA, we have realised that we need to get more involved in protecting the society, which provides the basis for our performance, and that we need to get involved through doing what we do best and most efficiently, which is lending capital to drive economic activity. Given the immense influence that banks have in directing flows of capital, we have considered deeply our ability to leverage change.
During 2012 we adopted a board-approved long-term vision that takes a position on SA attaining good economic, social and environmental outcomes. This is expressed in terms of eight goals relating to job creation, access to energy services, water and sanitation, savings and investment levels, education and health as well as managing our carbon and water risk exposure. We contribute to these goals through four levers: core business, own operations, corporate social investment and advocacy. The goals are externally referenced, informed by science and by widely accepted societal aspirations as reflected in the SA government’s National Development Plan 2030.
This framework is currently being embedded in the group, with each business cluster identifying new products, services and systems aligned with meeting the eight goals. We see the long-term vision and our response thereto, namely Fair Share 2030, as critical to becoming Africa’s most admired bank. The initiative is underpinned by a firm belief that our long-term success is inextricably linked to our ability to fulfil our social purpose by delivering better outcomes for society. We will be engaging with our stakeholders as we progress our thinking.
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