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Changing a century’s heritage to the future of Absa Group

Changing a century's heritage to the future of Absa Group

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By Marie Jamieson, Head of Marketing and Corporate Relations for ARO (Absa Regional Operations)

In 2016, when Barclays PLC announced it was reducing its ownership of Barclays Africa Group Limited to a minority shareholding, the opportunity arose for an organisational re-set, allowing the Bank to take control of its own destiny and look to a whole new future in Africa, says Marie Jamieson, Head of Marketing and Corporate Relations for ARO (Absa Regional Operations).

Two years later in 2018 we launched our new identity for Absa Bank South Africa, and for the Absa Group overall. This marked the official start of a new era for us; an era characterised by even greater commitment to being an important part of the African growth story.

Our separation from Barclays gave us the opportunity to roll out a whole new brand; one which reflects our uniquely African identity, and unites all our entities across the continent behind a single brand and purpose.

Our rebranding was an extensive and consultative journey executed over the period of more than a year. We didn’t automatically start from a place that assumed we would simply roll out the Absa brand across all other countries in Africa. Instead we kept a very open mind. We undertook a substantial research and had more than 130 000 conversations with customers, shareholders and other stakeholders in all our markets. We also spoke to more than 4 400 colleagues across all our countries so that they actively played a role in the co-creation of our new brand. The result was that we elected to go with the Absa brand. But importantly it would be a refreshed, re energised, and a totally new Absa brand.

At the same time, this journey allowed us to redefine what we stand for. Our colleagues were also instrumental in defining our new organisational purpose ‘to bring possibility to life’; plus our new values. In the past, these had been decided by a small group of people in a board room in London.

Our new brand reflects our unique African identity. Our logo was inspired by rich insights from across our continent.  While our primary colour is a passion red, our brand embraces a full spectrum of colours, all reflective of the African land and skies, as we go through the day into sunset.

For our brand marketing campaign, we invented a new word, Africanacity. For us, this epitomises the uniquely African ability to always find a way to get things done, no matter what. We see this trait everywhere across the continent. We love it. It inspires us to always find a way to help people get things done; to realise their goals and ambitions, whatever they might be.

What was so fantastic was to see how each of our countries embraced our new brand and all its distinctive assets; but also how each market translated it in their own way, injected their own local insights, unique voice and flair into it. So yes, definite consistency, but so richly diverse and locally nuanced.  Which again is the epitome of our African continent.

Importantly, a brand change isn’t just about marketing campaigns. This was about changing every single touchpoint that makes up the brand… our new branch design, our new ATMs, our new uniforms, our news cards, everything is fresh and modern. Every step of the way we were looking for innovation. For example, our new cards are vertical, rather than the age-old horizontal format that was built for an era when a card was placed on a little gadget for a paper based imprint. Nowadays, you insert your card vertically into a POS machine or an ATM, yet that old convention of horizontal format persists. Another way we broke with convention was by embracing our spectrum of vibrant colours across our card estate, infusing some fresh personality rather than the conventional expected metallics.

But while we were all excited about what we were going to change into, one of the biggest marketing challenges we faced was how to transfer the equity from 100-years of the Barclays brand into this new Absa brand.

Strategically, even before we officially changed our name, we leveraged the Absa Group brand to allow the Barclays’ countries to become familiar with the Absa name and identity. We started linking the two brands in all campaigns from the end of 2018. We launched a campaign in every country, showcasing the credentials of the Absa Group, but which signed off by saying ‘Proudly serving you as Barclays’. At the same time, all our Barclays work carried an endorsement line ‘Part of the Absa family’. This way we were not only able to create awareness ahead of time, but also to reassure and instil confidence.

We knew we also had to build emotional connection, and so one by one, we converted all our big sponsorship properties to Absa even before we had officially launched in each country. The English Premier League, the Magical Kenya Open, the Zambian Cup, the Maputo Marathon, to name a few, they all helped us connect with people’s passion points and build  brand affinity ahead of launch.

I’m often asked what were the main factors contributing to the successful implementation of our Brand and name change programme. The biggest positive was that we had a new brand that everyone was proud of and passionate about,  and the biggest challenge was managing the level of complexity. We had 220 projects across 10 countries, so military-precision planning was the order of the day. With so many opportunities for things to go awry, relentless tracking across every single component, in every single project, across every single country was key. But the real killer app was the Absa teamwork. We called it Absa Africa United. The desire to get things done, and done right, meant that everyone was not only invested, but totally passionate about their delivery. This meant that people were always quick to respond, agile in their solutioning and absolutely always prepared to go the extra mile. Without this we could never have delivered as seamlessly as we did.

When the big launch day came we were ready. And we rolled out to customer support and market positivity that, three years before, we could only have dreamed of. We knew that this was just the beginning. That we still had a long journey ahead of us but we had a meticulous plan. Then, what felt like two minutes later (it was actually a few weeks later), Covid 19 hit.

As we all know, a brand lives in the now. It lives in the minds and hearts of people. It has to be agile, responsive and always relevant. In an environment where a roll of toilet paper suddenly costs more than a barrel of oil, where lives and livelihoods become a balancing act, the best laid plans fall by the wayside. Guided by our purpose, our one north star, we had to ask ourselves “what do people need us to be right now?” And then we had to adapt accordingly.

Our role in society is more important than just selling products and services. When a brand behaves well, the numbers will follow. We immediately set about focusing our efforts on being part of the prevention messaging; to help spread the word and empower people to protect themselves, their families and our communities. And as hygiene becomes a new differentiator; we quickly re-engineered our branch protocol to include all relevant safety measures, e.g. social distancing, regular cleaning, sanitising, masks, etc.

And of course, we have accelerated our digital agenda. It was always front and centre for us, but now it takes on even more importance because it’s not just for us, it’s for the safety of our societies.

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COVID-19 impact on foreign currency risk management

COVID-19 impact on foreign currency risk management

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By Bulelwa Soyamba, Head: FX Options Sales, Absa CIB

As one of the most liquid foreign exchange markets in the world and the gateway to the African continent, South African businesses need to understand developments in the global foreign exchange (FX) markets to plan for the future.

South African corporates felt the unforgiving effects of the Coronavirus several weeks prior to the official lockdown on 26 March ‘20, as disruptions in business activity emerged worldwide at the onset of global markets lockdown. At a time when the market had all eyes on US-China trade war, COVID-19 lockdown restrictions were enforced setting off global supply-chain disruptions.

Global supply chain disruptions in the form of shipment delays, logistics hurdles, and an unquenchable demand for resources necessary to complete certain production cycles had dire effects on revenue and growth for corporates.

The price action in the wake of COVID-19 saw the oil price plunge to historical lows, with the US Crude Oil Benchmark trading below zero.

Emerging market equities and FX markets felt the worst sting as global investors flocked to safe haven assets as trade shocks took hold. The Rand plunged to new historical levels against the dollar to only find some solace around R19.35/$ from opening the year around R13.93.

Source: Absa Research

Winners and losers

Given this backdrop, most corporates have been stuck in-between a rock and hard place as the initial wave of COVID-19 triggered liquidity constraints and the ability to raise short-term funding has become a serious hurdle. Predicting and managing cash flows efficiently has become nearly impossible for treasurers due to shipment delays and disruptions in the production cycle.

It goes without saying that businesses or sectors that are classified as providing essential goods and services, would have performed better.

According to Absa research, top performing sectors where productivity levels have been slightly up included the agriculture, communication and water. Mining, manufacturing, construction, retail and tourism have been hit the hardest.

The shift to alternative hedging instruments

In an effort to manage FX exposure, local importers seem to have shifted their focus away from longer term hedging instruments to trading mostly in the spot market. The accelerated pace at which the Rand initially plunged made it impossible for corporates to formulate a strong medium-long term view on the direction of the currency.
Following the South African Reserve Bank’s (SARB) decision to increase dynamic FX hedging tenor from 6 months to 12 months, a large number of importers were seen taking advantage of the new regulation amendment and were able to lock-in attractive forward rates towards the end of 2019.

While the importer hedges in place may have attracted significantly positive mark to market as the Rand weakened, most corporates were unable to fully utilize the contracts due to shipment delays during the global lockdown.

Importers who had entered into medium-long term FX contracts prior to lockdown at fairly attractive rates have faced a number of operational challenges and some had to close-out at prevailing market rates, taking profit and boosted cash-flows because of the inability to utilize the contracts due to shipment delays. This may provide short-term relief but as lockdown restrictions begin to loosen up and activity picks up, the corporates have had to purchase currency at prevailing [expensive] market exchange rates.

Where clients did not close-out unutilised maturing contracts, they entered into expensive FX swaps which allowed them to extend the contract to a later date. Traditionally, where corporates encountered shipment delays, exchange control regulations permit for funds to be kept in a customer foreign currency (CFC) account for only up to 30 days in order to preserve the value of the funds without encouraging foreign currency hoarding.

Our extensive knowledge of these markets has proven invaluable to Absa clients over this period.

Macro policy response

In response to the COVID-19 pandemic, a number of economic initiatives have been implemented across the globe by Central banks, financial institutions and other regulatory bodies. In South Africa, the government injected a R500 billion stimulus package with R200 billion of this package allocated as a loan guarantee scheme to assist businesses remain afloat.

On the back of this, local banks were able to offer loan repayment holidays to struggling businesses. The SARB so far has cut interest rates by 275bps to historical lows in order to support growth and give some relief to consumers from interest loan repayments. In addition to this, the SARB embarked on a Government Bond Purchasing program via the secondary market in order to reduce excessive volatility. Across the African continent, Central Banks have illustrated a strong commitment and are doing as much as possible through tax relief and growth incentives.

So what has worked well?

COVID-19 has changed the way that the world works and highlighted the importance of adopting technology in order for business to survive.

What worked well when it came to seamless FX execution and cash flow management was Absa’s cutting edge technological system called Absa Access and “Docusign”, a secure digital app that makes it possible for clients to sign and approve documents anywhere.

Digital trade execution and payment platforms like Absa Access will continue to be relevant and complementary to our clients’ businesses.

In terms of future themes, I expect the global economic environment to remain relatively weak for some time and businesses funded mostly in foreign currency denominated debt to remain vulnerable to currency fluctuations. Managing cash flows will take precedence more than ever as global supply chain disruptions and uncertainty continue to dominate

In conclusion, I think as the world economy sails through this clouded period, corporates will look for FX hedging instruments that offer guaranteed protection against adverse movements in the currency while giving them the flexibility to take advantage and participate in favorable market movements.

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African Rainbow And Absa Launch A Renewable Energy Investment Platform

African Rainbow And Absa Launch A Renewable Energy Investment Platform

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African Rainbow Energy and Power (AREP) and Absa today launched a new entity called African Rainbow Energy as an African-led, world-class, renewable energy investment platform.

AREP will make an initial investment of assets covering wind, solar photovoltaic and biomass projects with an installed capacity of more than 700 megawatts of renewable energy. Absa will make an initial investment of R500 million in cash, and transfer R5 billion of its existing renewable energy assets to African Rainbow Energy. This will result in African Rainbow Energy having approximately R6.5 billion of gross assets, covering 31 renewable assets, making it one of the largest and most diverse independently owned energy businesses in South Africa.

The establishment of African Rainbow Energy expands the pool of funding available for renewable energy developments in South Africa, at a time when the country is accelerating its plans to expand and diversify its energy base through the Renewable Energy Independent Power Producer Programme (REIPPP). The private sector is simultaneously expanding its energy supply. This is an important step for the South African economy, which aims to source reliable and cost-effective renewable energy to drive growth and employment.

This collaboration supports AREP’s objectives to utilise modern and renewable energy technologies to provide affordable electricity in South Africa and on the African continent. Absa is uniquely positioned given its key role in the African continent’s economy and its commitment to the development of renewable energy and the green economy. Absa is a leading funder in the renewable energy market and this transaction expands its participation in this important sector.

“Renewables have been one of the most successful asset classes globally, offering a unique mix of attractive long-term, inflation-linked returns and growth providing significant scope to deploy further funds. African Rainbow Energy is engaging with other investors to increase its equity base and fund further growth with the aim of listing on the JSE in future,” said Brian Dames, African Rainbow Energy Chief Executive Officer. “African Rainbow Energy is uniquely positioned to access these investment opportunities given its track record for competence and delivery, its unique network of entrepreneurs and its partnership with entities that have a history of empowering women, youth, rural and urban communities.”

African Rainbow Energy will invest in renewable technologies including solar, wind, and battery energy storage solutions. It has already secured a deep investment pipeline and has partnered on a number of bids into Round 5 of South Africa’s highly successful REIPPP.

African Rainbow Energy will also invest in the private power sector and is working with several companies on bespoke energy solutions.

“Our participation in African Rainbow Energy underscores Absa’s commitment to support renewable energy development and enhance the green economy, as part of our sustainability agenda,” said Jason Quinn, Absa interim Group Chief Executive. “Renewables are an important part of Absa’s sustainability strategy and we target financing or arranging more than R100 billion for environment, social and governance-related projects by 2025.”

Absa not only brings capital to the initiative but also expertise and experience in renewable energy financing. It is at the forefront of financing renewable energy in South Africa, having funded 33 projects to date, representing approximately 3 gigawatts, which amounts to 46% of the total projects closed to date in South Africa. Absa’s renewable energy loans amounted to R20 billion at 31 December 2020.

Dr. Patrice Motsepe said “approximately 15 years ago, we set out to create a world-class African energy company that would provide investors with predictable and growing returns from a clean energy portfolio of environmentally responsible assets. This energy company would also contribute to the growth of the South African economy and the economies on the rest of the African continent while improving the living conditions of the poor, unemployed and marginalised. Absa is a like-minded partner that shares our vision of building this initiative at scale in Africa.”

AREP’s holding company, Ubuntu-Botho Energy Holdings Proprietary Limited, was founded by Dr. Patrice Motsepe and is the only African company that is a partner in the Breakthrough Energy Ventures which was started by Bill Gates and includes several globally respected leaders including Jeff Bezos, Richard Branson, Jack Ma, Mukesh Ambani and others. Breakthrough Energy Ventures is an investor-led fund that is building new, cutting-edge companies that aim to provide energy with zero emissions.

“Our investment in African Rainbow Energy creates an opportunity for Absa to increase our role in the much-needed expansion of the renewable energy sector,” said Quinn.

“The fund will provide investors with exposure to utility-scale, commercial and industrial sector clean-energy investments, building a platform of scale in South Africa, and will seek selected, bankable projects in Africa,” said Dames.

The effective date of the fund is subject to the fulfillment of certain conditions precedent, which are expected to be concluded in the fourth quarter of 2021.

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Absa predicts reduced demand for oil and oil products

Absa predicts reduced demand for oil and oil products

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By Shirley Webber, Head of Natural Resources and Energy, CIB

Absa Corporate and Investment Banking (CIB) Head of Natural Resources Shirley Webber has predicted that the current reduced demand for oil and refined products as a result of national lockdowns in South Africa and across sub-Sahara Africa could last at least six months.

Webber says national shutdowns have affected and reduced demand for both fuel and refined products, primarily because of less traffic on the roads, and no passenger flights being allowed following the closure of many international borders. Oil companies have not been able to make up for this reduced demand by selling to customers operating in essential services as large sectors of economies were shut down because of the lockdowns.

“We expect that this reduced demand scenario will persist for some time with pre-covid consumption levels being reached at the back end of 2021 . How oil companies and traders will survive during this period will largely depend on their operating models,” Webber says.

She says the cash-flow of oil companies has, as a result, been affected by reduced capacity at refineries because people have been buying less fuel and oil products due to restrictions on travel in many countries. In response, the oil majors have had to reduce their refinery capacity to save costs and preserve cash-flow by between 25% and 40%. Some had also slashed their capital expenditure budgets by as much as 30%.

Webber says one of the key learning lessons of the COVID-19 induced shutdowns for oil and mining companies is the importance of risk management, especially when it comes to hedging strategies to protect their balance sheets against currency and commodity price volatility.

“For example, we have seen the oil sector hedging their production at between US$60-US$90 a barrel in some instances. Had they not done that, they would have been in serious trouble with the current price which has fallen significantly and unlikely to recover for a while based on current trends and developments,” she says.

Webber says another important lesson is to ensure access to adequate liquidity facilities on the right commercial terms, such as tenor. Absa has been engaging with its clients to understand their liquidity requirements and how they are managing under the current stressed economic conditions. She says reduced demand can put pressure on cash-flows and balance sheets, which emphasises the importance of a company having ready access to a standing facility which can be used during times of trouble.

“What is important is that the terms of such facilities have to be favourable and not too onerous on the business because there is balance you need to strike in order to preserve both the business and your ability to operate under stressed scenarios such as these we are witnessing globally,” she says.

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#ThisIsUs: Let’s Show The World Who We Are

#ThisIsUs: Let's Show The World Who We Are

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  • Joining forces to rally behind the launch of a social movement to condemn the events of the past week and show the world that we are not giving in to hatred.
  • Calling on all South Africans to share their stories of hope and reconciliation and unity.
  • Use #ThisIsUs to show the world who we are.

Over the past week, we have watched in anguish as some parts of our country experienced extreme levels of lawlessness. It’s a scary time in South Africa. For us all. We are all angry, we are all scared, we are all heartbroken and we are all feeling helpless. Almost numb. At a loss for words.

Our ideal cannot end here.

#ThisIsNotUs

As we commemorated our beloved Madiba’s birthday this past weekend, it is a time for all of us to reflect on his legacy and to help our country get through this difficult challenge we are facing by recommitting ourselves to the ideals of our democracy.

Corporate South Africa, a host of media partners and organisations representing business interests are joining forces to rally behind the launch of a social movement to condemn the events of the past week and show the world that we are not giving in to hatred.

That we cannot be plagued by fear, raged by anger, and gripped by violence.

“You will note #ThisIsNotUs and #ThisIsUs is not Absa-branded, but an effort to rally ordinary South Africans and other corporate and business partners to join the movement, to take a stand against the violence and hatred of the past week and share our stories of hope and reconciliation and unity,” says David Wingfield, Head of Marketing of the Absa Group.

Using #ThisIsNotUs and #ThisIsUs, we are calling on all South Africans to show the world that hate cannot be replaced with hate and that retaliation will not put an end to violence.

“While the situation seems dire, we dare not lose hope. The idea of starting this movement was born from a conversation we had earlier this week with our advertising agency, Grid Worldwide. We agreed that something had to be done. This is the spirit of Africanacity, our commitment to helping people find a way to get things done,” notes Wingfield.

“As an organisation that is part of the fabric of our society, and which cares deeply for our collective future, we are standing up and uniting with many of our peers in saying #ThisIsNotUs. Today we begin another long walk to rebuild our country, and all South Africans have a role to play to bring an end to this hatred, violence and chaos.”

The month of July, and Mandela Day this Sunday, is a time to observe the legacy of Madiba, who never forgot the importance of serving and helping others to “create a better world for all who live in it.

All South Africans are called upon to join the movement and use #ThisIsNotUs to show the world that we condemn the ugliness, the hatred, the fear. It is not who we are.

In addition, South Africans are also called upon to use #ThisIsUs to get behind the growing number of communities and brave individuals who are stepping up, who are making a difference, who are reaching out, and getting involved in a positive way.

“During the past week we have seen scores of volunteer groups who have set up cleaning efforts in looted shopping malls and communities, and donations in the form of money, transport and food to those affected. Let’s get those stories out there, use #ThisIsUs when you witness acts to rebuild our country in your community,” Wingfield explains.

“We need you to get the message out there, and the social media collateral was created for all South Africans to use and share.”

For more information on the movement, click here.

The seasonally adjusted Absa Purchasing Managers’ Index (PMI) edged down slightly to 57.4 index points in June 2021 from 57.8 in May 2021. All 5 of the headline PMI’s major sub-components were above the neutral 50-point mark in June. Furthermore, the average reading of both the headline PMI as well as the business activity index during the second quarter was higher than recorded in the first quarter of 2021. This suggests that the sector’s output recovery was maintained in the second quarter, with another quarterly expansion likely. A significant annual expansion is effectively guaranteed given the extremely low base set in the second quarter of 2020.

However, the move to adjusted alert level 4 lockdown restrictions at the end of June, especially if sustained for longer than the initial two-week period, could stall the broader economy’s quarterly growth momentum at the start of the third quarter. This could result in a possible slowdown in the demand for selected manufactured goods and production as a result. Indeed, amid concerns about the magnitude of the third wave of COVID-19 infections and South Africa’s move from level 2 to level 3 in mid-June, purchasing managers’ assessment of expected business conditions already turned less positive in June. The index tracking expected business conditions in 6 months’ time declined for a second month to 59.3, signalling an anticipated improvement in business conditions, just less so than before. The move to level 4 is likely to have soured expectations further, specifically for those businesses with close ties to the hospitality industry. On the positive side, the outlook for manufacturers targeting the European and US export markets remains very bright, with recent international PMI readings remaining at or near record-high levels.

The June PMI results suggest that while growth in new sales orders and business activity slowed somewhat, both remained very strong. Indeed, on the demand front in particular, after dipping somewhat in May, export sales also returned to positive terrain. Overall, the business activity index dipped to 56.2 index points from 58.8 in May, while sales orders declined to 57.3 from 60.5 the month before. Another positive development was the return of the employment index to above the neutral 50-point mark. However, even if this means that job losses in the sector have now stopped, the factory sector has a long way to go to regain its pre-COVID level of employment.

The purchasing price index moved lower for a third consecutive month and is now back in line with February’s level. Another diesel price increase expected next week could put renewed pressure on costs, which remain high. In all likelihood, the decline in the index merely signals a slowdown in the pace of increases. The index declined to 83.6, down from March’s recent high of 89 points, but still about 10 points above the level recorded in June 2020.  

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Absa And Daily Maverick Launch Partnership To Tackle Climate Crisis

Absa And Daily Maverick Launch Partnership To Tackle Climate Crisis

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Absa announced the launch of a partnership with Daily Maverick to make the risks of the global climate crisis a bigger focus of everyday life – with practical approaches on how to address them.

Spurred by the threat of Day Zero – when it was forecast Cape Town would run out of potable water – Daily Maverick decided to tackle the climate crisis head-on. What was originally intended to be an intermittent series called Our Burning Planet has become a fully-fledged unit in the Daily Maverick editorial team, concentrating on the catastrophes that happen when bad governance and climate change collide.

From travelling to rural areas to see how weather changes have transformed food production and livelihoods, to speaking to scientists and uncovering corrupt business deals that threaten healthy ecosystems, the path was clear: help South Africans understand that we are in a climate crisis, how it affects them and how we can address the key risks for the region.

Already achieving massive impact with its investigations and reporting, the Daily Maverick team has received support from Absa, who have helped fund independent research into the key climate risks for the SADC region in 2020. The relationship with Absa has grown into greater support of the Our Burning Planet effort through an annual sponsorship and grant funding.

The response to the climate crisis is everyone’s responsibility and Daily Maverick is stepping up its response with impactful investigative journalism. Partnering with corporate South Africa is essential in supporting these initiatives that stand to make a real difference to the future of the country – and planet – for us all.

“The COVID-19 pandemic has reminded us that global challenges require global coordination and brave action.  At Absa we recognise Africa’s vulnerability to climate change, and together with like-minded media partners such as Daily Maverick and their team of dedicated journalists, we hope to stimulate public debate, shift policy and contribute to creating sustainable and value-creating solutions to some of Africa’s greatest environmental challenges,” says David Wingfield, Head of Brand at Absa Group. “We are really proud to be a media sponsor of Our Burning Planet project, to bring readers the hard-hitting, impactful journalism that Daily Maverick is known for.”

“We’re excited that our vision for reporting on the climate crisis aligns with Absa’s strategic focus. We’ll be able to invest more into our already impactful editorial efforts and help showcase Absa’s support for the cause,” says Daily Maverick CEO Styli Charalambous. Of highest priority for the Daily Maverick team is getting as many South Africans as possible to fully participate in efforts to slow down and minimise the impact of climate change. “The journalism we produce will be freely available for other publishers to use because this is bigger than any one organisation’s ambition in the space,” Charalambous adds.

The partnership with Absa is built on, and with, Daily Maverick’s well-established reputation for journalism of the highest quality that maintains editorial integrity and independence in conducting all investigations. “Editorial independence is sacrosanct in all that Daily Maverick does. We are proud to enter into a relationship with a company that recognises the value of a free and independent press and one that supports our editorial vision,” says Daily Maverick Managing Editor Jillian Green.

To stay up to date with the latest investigations, reporting and developments around the crisis, readers are invited to subscribe to the Our Burning Planet newsletter, and encouraged to be part of the conversation that shapes the future of climate crisis response in the Southern African region.

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CDC Group Provides Risk Sharing Facility To Absa To Support Small Businesses

CDC Group Provides Risk Sharing Facility To Absa To Support Small Businesses

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CDC Group provides $50m risk sharing facility to Absa to support lending to small businesses and households through Microfinance and Non-Bank Financial Institutions in Africa 

  • CDC Group’s first risk sharing facility supporting local currency medium and longer-term lending to MFIs and NBFI
  • Boosts systemic liquidity in a highly credit-constrained environment and offers financial support to small businesses and households in hard-to-reach markets.

CDC Group, the UK’s Development Finance Institution (DFI) and impact investor, today announces a new $50m risk-sharing facility with Absa Bank Limited. The commitment increases Absa’s capacity to offer financing solutions to Micro, small businesses  and households across Sub-Saharan Africa through Microfinance Institutions and Non-Bank Financial Institutions (MFI & NBFIs).

This MFI and NBFI risk sharing facility is the first of its kind for CDC – supporting lending to these institutions (through credit risk mitigation) and allowing them to better serve households and small businesses across Africa. The facility will enable Absa to deploy significant sums of capital and provide vital assistance to businesses and households in need of finance, helping them remain resilient and emerge from the crisis. Moreover, the investment forms part of CDC’s COVID-19 response and boosts systemic liquidity at a critical time when commercial lending is limited due to the economic challenges brought on by the pandemic.

This investment bolsters Absa’s strategy to promote responsible lending practices among MFIs and NBFIs in its portfolio and highlights opportunities within the financial inclusion segment – sending a positive signal to commercial banks to increase their lending to this segment of the economy where considerable funding needs remain unmet.

CDC has a long relationship with Absa, Sub-Saharan Africa’s third-largest bank, and this latest investment reinforces the partnership between both institutions. This facility builds on the existing trade finance partnership, helping to enhance access to funds in the markets, facilitate increased trading of goods and services, and deepen financial inclusion among underserved communities and individuals across Africa’s markets.

Stephen Priestley, Managing Director, Head of Financial Services, at CDC Group, said: “We are thrilled to once again partner with Absa.  This is CDC’s first risk-sharing facility that provides a local currency solution to small businesses and local households. We are confident that CDC’s counter-cyclical funding will provide much needed support to local financial institutions by diversifying their funding base and enhancing their ability to provide smaller loans to local businesses and hard-to-reach communities. CDC remains committed to ensuring that businesses and people have greater access to the financial support needed to enable them to grow and remain resilient throughout the crisis.”

Anand Naidoo, Managing Executive: Client Coverage, Absa Corporate and Investment Banking said: “We are proud to have built this partnership with CDC, which does not only bring value to the relationship, but is also aligned to our overall business strategy. This facility is another proof point in the execution of our shared growth strategy which focuses on providing finance and assisting clients to achieve sustainable economic growth in the markets where we operate. 

“The framework details the use of proceeds, the process for project evaluation and selection, the ongoing management of proceeds as well as the reporting and transparency. There is a definite trend from global investors to invest in more socially responsible projects and companies because they want to see that their funds are being invested in activities that promote sustainable economic growth.” 

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Absa Hosts Debut Solo Art Exhibition By A Senior Executive Of The Bank

Absa Hosts Debut Solo Art Exhibition By A Senior Executive Of The Bank

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Absa hosted a virtual dialogue on their Art Hotspot platform to launch the debut solo exhibition by talented amateur artist and senior Absa executive, Karin Mathebula.

Mathebula, who heads Product, Sales and Service Enablement at Absa Relationship Banking, finds her inspiration in the South African landscape. Her exhibition, entitled  “Fusion of Hues”, is a collection that walks viewers through the landscapes of her youth, showcasing nature’s most brilliant and vivid colours. Juggling a challenging corporate career, Mathebula spent just over two years completing the 17 canvasses of her first art exhibition.

With this exhibition, Mathebula explored the themes of still life, beach and mountains. “I am inspired by the environment where I grew up, the sites and smells of the Underberg region of the southern Drakenberg. Even in the most barren landscape lies beauty. If you look closely, you will always find colour and  texture, and that is the beauty of life. Sometimes there are patterns that are not recognisable, but if you look closely, you will see beauty,” she said.  

During the virtual dialogue, hosted by Absa Senior Specialist Art Curator Dr Paul Bayliss, Mathebula shared her excitement about the new journey and mentioned that it has been a life-long dream of hers to be recognised as an artist. “I have been painting all my life. It’s a place I go to for refuge, to express myself and to see things in perspective,” she said.    

Absa is committed to bringing possibility to life by celebrating visual artists of all levels and backgrounds from across the African continent. “With this exhibition, we are now also bringing Karin’s possibility to life, by recognising and celebrating her unique style and skill,” stated Bayliss.

He was introduced to Mathebula in 2019 by Arrie Rautenbach, who heads the bank’s Retail and Business banking division, whilst attending Absa’s annual Champagne Festival. Bayliss immediately recognised the potential in her work and after paying a visit to her home studio,  suggested the possibility of staging a solo exhibition.   

“I was suitably impressed. The themes that run through Karin’s artwork capture the beauty and essence of the South African landscape. Karin has a very keen eye and her distinct use of colour, texture and shapes, bring her work to life,” he said.  Despite challenges brought about by the COVID-19 pandemic, Bayliss and his team worked alongside Mathebula to curate her exhibition and realise her dream.

With the pandemic altering our lives irreversibly, the so-called “passion economy”, where people monetize individuality and creativity, is fast gaining momentum across the globe. “Whether it’s playing video games, running online yoga classes, or selling niche fashion items, people are increasingly making a living by doing the things they love. Reinvent yourself, even if it means switching to a career path that gives you what you need. It’s never too late,” stated Mathebula. 

“Absa is a purpose-led organisation and it is our wish that everyone who experiences her art will come to understand what “following your passion” is all about,” concluded Bayliss.

The virtual exhibition runs until 25 August 2021.

To visit the Absa Art Hot Spot platform, click here.

To view Mathebula’s collection on the Absa Art Hot Spot, click here.

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Media release

Absa Group AGM Speech

Absa Group AGM Speech

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The thirty-fifth Annual General Meeting (AGM) of ordinary shareholder held as a virtual meeting via live webcast on Friday, 4 June 2021 at 10:00.