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The process continued Sustainability reporting is part of a broader stakeholder engagement strategy. Early engagement with a variety of stakeholders on a range of sustainability issues is vital to the overall business approach. Regulators Civil society Shareholders African Bank Investments Limited 72 Communicating with stakeholders will take many forms: formal engagement based on changes to legislation and the regulatory environment; voluntary and proactive dialogue; a partnership approach where the group works with stakeholders to produce the desired result. Media Employees African Bank Investments Limited Funders Business organisations Suppliers Clients
The progress The corporate social citizenship management rating (CCMR) As the first step in the assessment of its sustainability model, ABIL commissioned African Institute of Corporate Citizenship (AICC) to conduct a study of its current sustainability practices. The analysis focused on the management of corporate citizenship as opposed to output-based measures of social or environmental impact. It considered international best practices and addressed the transformational issues in a South African context. The analysis has four dimensions which are applied across 15 elements of corporate citizenship. The dimensions consider: Practices – Current corporate citizenship activities within the company Formalisation – The extent to which those practices have been formalised Embedding – The way those practices are being embedded across the organisation Integration – The way all elements of corporate citizenship are integrated under one banner. Elements identified as being relevant to corporate citizenship cover a wide spectrum of corporate activities, including company governance, control and management, workplace and employment practices, operational practices, the supply chain, the market and the external environment (including both social and environmental issues). More specifically, 15 elements were identified as relevant, and research (interviews with senior management) was conducted for each of these corporate citizenship elements. Labour/employee relations Human resource and skills development Developmental procurement Supply chain compliance Safety and health Physical environment Social impact of operations HIV/Aids Product stewardship and brand ethics Corporate governance Employment equity Black ownership and control Corporate social investment Human rights Leadership in corporate citizenship The analysis looked at what activities are carried out, and how these are implemented within the group. The focus is on inputs required to achieve social and environmental responsibility, rather than on actual social and environmental impact, or perceptions. The composite rating for each corporate citizenship element and dimension enables a footprint of corporate citizenship management performance for the company. This footprint can be used in a number of ways: – Areas of underperformance can be identified, per element or by comparison between each dimension. An action plan can be developed to address areas of acknowledged weakness. – The performance of the company can be tracked over time. By updating the ratings in a year or two, the company can identify and highlight areas of improvement. – The overall rating of the company can be used to demonstrate responsible corporate citizenship behaviour and planning, both internally and externally. – Once the overall sample is sufficiently large, the company can benchmark its own scores against an aggregated total of other large South African companies. The framework will enable the group to assess its current performance, to develop a plan of improvement and implementation of management systems, to set out reporting schedules and objectives, and to begin the process of ingraining corporate citizenship as a way of doing business. Extract from the corporate citizenship management rating survey “Good practices, fairly well embedded African Bank fares adequately against the CCMR. However, there is scope for improvement in certain areas. In terms of the four dimensions referred to above, African Bank performs best on practices and embedment, indicating that it is making a concerted effort, in most areas, to progress its corporate citizenship practices. African Bank scores highly in terms of the extent to which certain elements have been formalised, but poorly in other areas.” “Integrated management lacking in many areas As with most organisations using the CCMR model, African Bank fares less well when considering all 15 elements as an integrated approach to being a good corporate citizen. Although African Bank displays strong leadership in the adoption of corporate citizenship as a business philosophy, responsibility for formalising and co-ordinating citizenship activities is not yet sufficiently centralised within the organisation. The lower integration score therefore implies that better synergies could be established between the different elements of corporate citizenship. It is evident that African Bank is cognisant of its responsibility to be a good corporate citizen and is making a concerted effort to further its status. It was clear from the interviews that there is a desire to formalise many of the elements, establishing policies, setting targets and guidelines, reviewing progress and embedding an understanding through awareness programmes and training among staff. Such a process should result in a more holistic management and reporting of corporate citizenship within African Bank.” 73 African Bank Investments Limited
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African Bank Investments Limited AN
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2,5 2,0 1,5 1,0 0,5 0 JSE statistic
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Five-year history Four-year compoun
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Features 35 30 25 20 15 10 5 0 Head
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Focus and strategy The focus of the
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Profile African Bank Investments Li
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1994 Formation of investment trust
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Performance against key objectives
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Short to medium-term objectives OBJ
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African Bank Investments Limited We
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Letter to stakeholders ABIL believe
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Incwadi eya kwabanezabelo iqhutshiw
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Currency adjusted group balance she
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Management discussion Overview Key
Page 39 and 40: 12 months ended 12 months ended 30
Page 41 and 42: Capital adequacy model Non-performi
Page 43 and 44: 8 000 7 000 6 000 5 000 4 000 3 000
Page 45 and 46: Sales analysis - number and average
Page 47 and 48: excluding the Saambou PLB acquisiti
Page 49 and 50: The improved credit conditions are
Page 51 and 52: ook and the written-off book. To th
Page 53 and 54: Statement of average balances Weigh
Page 55 and 56: Divisional reports Operationally, A
Page 57 and 58: collection strike rates, which has
Page 59 and 60: ABIL also expanded its portfolio to
Page 61 and 62: Collections business unit. Its most
Page 63 and 64: Issue arising Corrective action req
Page 65 and 66: Skills and experience of the board
Page 67 and 68: Corporate governance continued regu
Page 69 and 70: from the committee responsible for
Page 71 and 72: that the risk policies and strategi
Page 73: Table 1: Remuneration and fees Serv
Page 76 and 77: Risk review ABIL views risk as an i
Page 79 and 80: Risk review continued Undesirable r
Page 81 and 82: Top ten risks Mitigating factors Ri
Page 83 and 84: Credit risk African Bank Retail Cre
Page 85 and 86: on a regular basis to ensure proper
Page 87 and 88: Social commitment Given the nature
Page 89: Embarking on a journey The process
Page 93 and 94: Shareholders’ information Number
Page 95 and 96: agreements, to ensure that the mate
Page 97 and 98: The interest rate charged is determ
Page 99 and 100: Continued effort and focus will go
Page 101 and 102: services of the best employees. The
Page 103 and 104: The African Bank Foundation accepts
Page 105 and 106: Index to global reporting initiativ
Page 107 and 108: Directors’ responsibility The dir
Page 109 and 110: Directors’ report 30 September 20
Page 111 and 112: INTEREST OF THE DIRECTORS IN THE SH
Page 113 and 114: n4 The strike prices of the share o
Page 115 and 116: Income statement for the year ended
Page 117 and 118: Cash flow statement for the year en
Page 119 and 120: Equity accounted income, which is i
Page 121 and 122: 1.9 Revenue recognition Interest in
Page 123 and 124: Group Company 2003 2002 2003 2002 R
Page 129 and 130: 111 Group 2003 2002 R000 R000 12. L
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One to Four to Beyond Up to one thr
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125 Group 2003 2002 R000 R000 37. O
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Appendix B Investments in associate
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Appendix D Segmental advances and p
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Appendix F Group structure and prof
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3.4.4 ensure that a comprehensive s
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7.4.3 All directors are required to
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6.3 any general payment shall be ma
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13.6 Any repurchases shall comply w
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DIRECTORS’ CURRICULUM VITAES Anto
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6. Isinqumo esejwayelekile esinguno
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12.9.1 kuyokwenziwa ngokulandela uM
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16. Ukuvota nezithunywa Bonke abani
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Form of proxy AFRICAN BANK INVESTME
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Ifomu yokuqoka isithunywa esizokume
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Members of the ABIL board ASHLEY SE
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RAMANI NAIDOO (41) BA LLB Non-execu
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Corporate information COMPANY REGIS
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GRAPHICOR 30006
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