Nedbank Group has identified a range of banking sector and
company-specific criteria that an investor should consider when
evaluating a potential investment.
is focused on southern Africa
- The South African banking system has remained structurally
- The group is positioned as a bank for all South Africans.
- Opportunity for growth exists within the Southern African
Development Community (SADC) region, which currently
generates approximately 65% to 75% of the financial
services’ economic profit in Africa. Of the financial services
economic profit pool in Africa, Nedbank only has an estimated
12% to 14% share, showing the potential for growth.
- Alliance with EcoBank enables Nedbank to offer clients access
to 30 countries in Africa without having to embark on a risky
or expensive acquisition strategy.
Strong retail and wholesale
- Deposit franchises maintained amid adverse conditions.
Predominantly a wholesale bank
- Nedbank has a large advances base and a strong deposit base with a smaller transactional banking market share. However, good client relationships and new systems should enable Nedbank to grow its transactional banking market share off a low base. The group has made pleasing gains in government transactional banking in recent years and there is scope to grow this business further.
- The bank is a leader in commercial and industrial property financing, allowing it to be more selective in its asset acquisition strategy, thereby reducing the risk in its portfolio.
Ability to manage costs
- Demonstrated ability to manage costs while investing for
- Improved efficiency ratio from 71,8% in 2004 to 51,1% in 2008.
Significant opportunities to grow non-interest revenue
- The group has implemented strategies to grow non-interest revenue off a relatively small market share position. This will also indirectly help other areas such as deposits and trading income on the back of increased client flows. It has been assisted by:
- rationalising brands and investing in retail distribution networks;
- positioning the group as being the most price-competitive, particularly for
entry-level and mid-income clients;
- upgrading wholesale transactional banking systems;
- focusing on client service, which is currently being evidenced in client
satisfaction surveys and through Nedbank's leadership position;
- focusing specifically on public sector business and seeing resultant growth off a zero base; and
- developing a unique culture, with client service and staff satisfaction as
A focused strategy to grow in the business banking market
- Nedbank is well-postioned to grow in this key sector.
- Business banking provides high growth and high returns in a market where
clients are mostly single-banked.
- The bank can outperform in business banking through a decentralised decisionmaking process.
Worldclass capital management and risk processes
- Basel II implemented as a
catalyst to ensure worldclass capital management and risk processes.
- Capital management and risk process integrated in all bank processes.
- Capital adequacy ratios maintained above both regulatory requirements and historic internal targets.
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Culture of governance and compliance
- Governance and compliance processes are integrated in
- Nedbank Group is substantially compliant with the King ll code.
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Leaders in sustainability
- Acknowledged as a leader in sustainability, Nedbank Group has qualified for the JSE Socially Responsible Investment (SRI) Index for five years and the Dow Jones World Sustainability Index for five years.
- Recognised as the Emerging Markets Sustainable Bank of the Year for Middle East and Africa for the second consecutive year.
A track record of innovation
- Innovation has been demonstrated through:
- cost-effective solutions to increase the retail distribution network (eg
banking outlets within retailers, mobile banking branches and cashback at
- system solutions for clients (eg NetBank within Retail and Business Banking); and
- worldclass service initiatives such as AskOnce. Where a client query is not answered on first request it incurs a cash penalty in the form of a donation to a selected charity on behalf of the client.
leaders in transformation
- Transformation allows the group to be well-positioned for growing its business and attracting staff in the South
African environment. This is demonstrated by having one of the best transformation scorecards among the larger banks in South
- Level-three black economic empowerment contributor in terms of the
department of trade and industry (dti) codes.
Nedbank has created an organisational capability to succeed in a tough environment
- Organisational learning
and experience gained from the Nedbank turnaround in 2004 continues to stand
the group in good stead during challenging times. many examples of how this
organisational capability contributed to key cultural shifts are evident. a
few are listed alongside.
- There has been a significant shift in staff morale and culture towards a high-performing organisation.
- Service has improved to number one among South African banks.
- A cost-conscious culture has developed with accountability as the number one value being observed.