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Maria Ramos
Group Chief Executive Officer
Barclays Africa Group Ltd
14 March 2017
We are a pan-African bank
JSE listed with a market capitalization of R143bn
25% SA shareholders
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Our business is driven by a philosophy of Shared Growth which informs our
approach to transformation
Shared Growth
Using our core assets (financial, expertise and infrastructure) to develop solutions that enable our
communities to participate in the economy in a meaningful and sustainable manner
1 2 3
Education & Skills Enterprise development Financial inclusion
Focus on skilling young people and Helping SMEs access markets and Digital delivery of financial and
creating access to education finance non-financial products and services
and consumer literacy
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R1.4bn committed to education and skills
10,521 School
R26m invested in
Governing Body
University strategic
members trained in
support i.e. Research,
2,725 schools
Chairs
Successful partnership with the
Successful partnerships R80m spent in
Department of Education,
established support of 1,785* expanding in 2017
missing middle
students at 15
universities
* Pending outstanding applications from Eastern Cape universities for 2016 fees from missing middle applicants
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Enterprise and supplier development
We believe that establishing successful and sustainable SMEs require both financial and non-financial support. We are doing this through:
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Access to financial services
We are constantly innovating how we can increase access of financial products and services to customers whilst reducing the accompanying
costs
Largest ATM network Cash accepting ATMs gives Cash send gives Absa customers
in South Africa with customers the option of depositing the option of sending cash to
8 885 ATMs cash at an ATM rather than branch anybody who has a mobile phone
ATMs offer 8 Free electronic banking Free data for mobile banking
language options
Mobile Banking app offers MegaU First free youth PEP partnership provides an
prepaid electricity banking account additional 1800 access points
for basic banking and money
transfers
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Our scorecard reflects our focus on transformation and the progress we have
made to date
Maximum YoY
Key indicators points 2012 2013 2014 2015 2016 trend
Ownership 14.00 7.87 6.62 8.73 8.66 9.94
Management control 8.00 6.06 3.04 3.24 3.63 4.96
Employment equity 15.00 8.56 9.70 9.87 10.22 11.72
Skills development 10.00 12.30 9.07 9.12 9.68 10.00
Preferential procurement 16.00 17.98 14.92 15.28 16.00 16.00
Empowerment financing 15.00 n/a 13.91 14.80 15.00 15.00
Enterprise development 5.00 15.00 5.00 5.00 5.00 5.00
Socio-economic development 3.00 5.00 3.00 3.00 3.00 3.00
Access to financial services 14.00 n/a 9.90 10.40 10.00 12.94
Total 100.00 72.78 75.16 79.44 81.19 88.56
BBBEE contributor level status Level 4 Level 3 Level 3 Level 3 Level 2
Our BBBEE contribution status improved from Level 3 (2015) to Level 2 (2016)
In 2004, we were the first of the major banks to allocate 10% ownership to black partners through the Batho Bonke empowerment
consortium. The deal was unwound partly in 2009 and fully in 2012, after the consortium sold their equity.
We intend to conclude another BEE transaction to which Barclays PLC has already committed about 1.5% of Barclays Africa market
capitalization (ca. R2.1bn as at 31 Dec 2016)
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Management control
Our Board is a reflection of our international shareholding
Board composition (%)
and pan-African footprint
12.5
Black Male 25%
31.3
12.5 We need to do more to increase representation at a Board
black
Black Female and top management level:
White
The Barclays divestment is likely to result in changes to
Non-SA 43.8 our Board that will increase local diversity
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Employment equity
We are making steady progress in all tiers of management
however more needs to be done
80.0% % black representation at different management tiers
We have devoted significant resources on local and
70.0% international leadership programs to build our own pipeline
60.0%
50.0% A total of R975m was spent on skills development of
40.0% black employees since 2012
30.0%
Training expenditure on black employees has increased
20.0% from 63% of total training spend in 2012 to 73% in
10.0% 2016
0.0%
Top management Senior Middle Junior 88% of new hires are black
management mangement management
2012 2013 2014 2015 2016 83% of new promotions are black
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Concluding comments
We are committed to transformation and the reduction of poverty, unemployment & inequality.
Our business is grounded in the philosophy of Shared Growth and our efforts in education and
skills development will help beneficiaries find employment.
Improvements in our FSC scorecard shows our determination to transform however we
acknowledge that much more needs to be done.
At Barclays Africa transformation goes beyond compliance with the scorecard. Our task is to
create a truly transformed organization where we empower our people to fulfill their purpose.
The intention of our major shareholder Barclays PLC to sell-down its shareholding in Barclays
Africa gives black South Africans an opportunity to increase their direct and indirect
shareholding in the Group.
Much progress has been made building a strong pipeline of black talent that, together with our
focus on promotions and recruitment, will help us close the employment equity gaps at top
and senior management levels.
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