Full integrated annual report - African Bank - Investoreports

The rollout of this additional distribution remains a substantial opportunity from which the group will
continue to benefi t over the medium term. In addition to driving revenue at low cost while optimising
footprint, these kiosks continue to attract substantial new customers into EHL stores, which provides
opportunities for cross selling and marketing.
The development of an optimal value model between the Retail and Banking units continues in an effort
to ensure that it drives the correct behaviour and that efforts and risk are equitably compensated. As the
realities of the new business model take shape, the value share model will be reviewed and revised to best
match ABIL’s strategic focus at a point in time.
S5. Expanding our accountability horizons
The group is committed to continue and intensify its efforts in a variety of aspects for increasing and
improving our role in society. These include transformation, preferential procurement, reducing our
environmental impact, strengthening our sustainability structures and corporate social responsibility.
As discussed in the letter to stakeholders, while some progress was made this year, it remains a journey
with much left to do.
For further information refer to the letter to stakeholders on pages 22 – 29 and the web-based
sustainability report at http://africanbank.investoreports.com/africanbank_ar_2011/sustainability/
The ABIL integrated strategy scorecard
We have developed an integrated strategy model to anchor our strategy execution and measure our progress
in serving our stakeholders. We use a conceptual model to guide our thinking, and are now working on linking
all our performance scorecards with this conceptual model and targets.
In putting our integrated strategy model to work, we have developed a performance management system
which aligns our vision, values, operating model and objectives. The ABIL strategic dashboard monitors our
performance in the areas of fi nancial, human capital, customers, environment, community, regulators, African
Bank operations and EHL operations.
This ABIL strategic dashboard has been cascaded into two separate scorecards: one for African Bank and
one for EHL. These strategic dashboards are populated on a monthly basis, presented and discussed at the
executive committees, with appropriate action steps taken as and when required.
We expect to share some of the results of these scorecards with stakeholders in the next fi nancial year,
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