Academic literature on the topic 'Banks and banking – Namibia'

Purpose This paper aims to examine whether the African commercial banks selected as the best African banks by Global Finance Magazine really are the best. Design/methodology/approach Panel data envelopment analysis (DEA) was used, as well as the Malmquist total factor productivity index, to distinguish productive banks from unproductive banks. Nineteen commercial banks were selected from the 30 best African banks as identified by the Global Finance Magazine. Findings Of the 19 banks, five were found to be unproductive. Bank productivity was attributed mainly to technological change, and different methods marked different results, for example, the regional winner bank (Standard Bank of South Africa) selected by Global Finance Magazine ranked ninth in this study, whereas the Bank Windhoek Limited, Namibia, ranked first. Practical implications The study confirms the applicability of DEA for the banking industry. The model shows variability among the banks’ efficiency and productivity and provides different results to the Global Finance Magazine’s best bank selection. For example, the Standard Bank of South Africa, which is selected as the regional winner, is now ranked ninth under the DEA Malmquist’s total factor productivity. Originality/value The study shows that the DEA model can be applied not only for analysing the firm’s efficiency but also for objective rating, ranking and selecting best banks.

Foreign diversification offers prospective market opportunities which afford firms prospects for greater growth and penetration of global markets. This study investigated the effect of foreign diversification on performance of quoted deposit money banks in selected Sub-Sahara African countries; Botswana, Ghana, Kenya, Malawi, Mauritius, Namibia, Nigeria, South Africa, Uganda, Zimbabwe and Zambia. The study employs secondary data collected and computed from sampled deposit money banks annual audited financial statements. Employing the use of descriptive statistics, correlation analysis, panel unit root analysis, co-integration test, multivariate panel data analysis and the system- GMM for a period of 2007 – 2017, the data were estimated with the aid of Eviews 9.0 econometric statistical package. Using dependent variables (Net interest margin and Tobin Q), explanatory variables of foreign diversification, bank’s size and bank’s age respectively. The findings revealed that foreign diversifications have negative and significant effect on all the performance indicators (NIM and TOBIN Q) used in the study. The explanatory variable (foreign diversification) was significant at 1% significance level. The findings from robustness check showed that the coefficients of foreign diversification are also largely negative for most of the banks. This study therefore recommends, amongst others, banks should consider diversification as a long run strategy for promoting growth and other forms of expansions. This can be achieved by promoting more regional banking integration within the sub-region. Given that formalities are already on the ground to facilitate entry and establishment within economies in the regional blocs, diversification in this direction will involve less institutional obstacles

The business environment is dynamic and faces frequent changes driven by macro and micro factors. Due to these changes, businesses are forced to either evolve or exit. Those that evolve choose the path of advancement and are determined to sustain their competitive positions. The financial services sector is one sector that is particularly undergoing changes and banks particularly in this sector face changes from all front. All segments in which banks operate from payment transfers to home loans are under serious pressures due to FinTechs and technology. The banking sector in Namibia is no exception. Hence, adopting a qualitative research approach with content analysis, primary data gathered by questionnaires from Standard Bank employees, the study aims to investigate employees' outlook regarding quality and CRM nexus for enriched competitive strategy in an ever-changing and competitive environment. The findings reveal that quality and customer relationship management processes do influence customers' experiences, satisfaction levels, and loyalty.

The recent global financial crisis has renewed the focus on the resistance of Islamic banks in order to confront the crisis. While several empirical studies show that Islamic banks have no resist from the crisis. thus, Islamic banks run their business side by side with their counterpart and play the game under the same umbrella and the rules of game. In case of Indonesia, which implement dual banking system, Islamic banks have potential to be effected by the variables of conventional banks. Which mean, this condition led the Islamic banks have the vulnerable spot in economic life. This paper aim to examine the stability of Islamic banks and to discern dynamic behavior of Islamic banks to the macroeconomic variables such as GDP, inflation rate, exchange rate and interest rate. the measure of stability of Islamic banks formulated as z-score. Then, We use VAR/VECM analysis in order to see the dynamic behavior and the vulnerability of Islamic banks. the paper found several findings, first, during the global financial crisis, Islamic banks more stable than the conventional banks, while after the global financial crisis conventional banks tend to be more stable than Islamic banks. Second, From the IRF test display that Islamic banks react sensitively to the shock of interest rate. however, Islamic banks prohibit the practice of interest rate. even though, in practical reason, Islamic bank use interest rate as benchmarking to determine the price. This condition put the Islamic Banks in vulnerable condition. Third, the FEVD test showed that the stability of Islamic banks mostly contribute by its own stability then followed by GDP, interest rate, exchange rate and Inflation. At the seventh period the stability of Islamic banks mostly contribute by its stability then followed by Inflation rate, GDP, exchange rate and interest rate.

AbstractUnlike business models of private banks based on profit maximization and shareholder-oriented governance, alternative banks (such as cooperative banks, government savings banks, and special purpose banks) share business models based on sustainable returns with longer time horizons, corporate missions that include social and public policy goals, and stakeholder-oriented governance. Strong evidence from recent research suggests that alternative banks often equal or outperform joint-stock banks in terms of efficiency, profitability, and risk management. This counters core ideas in contemporary banking theory and expectations of regulators about the superiority of private ownership and market-based banking. Concepts and theories from banking studies help explain how alternative banks outperform private banks in core functions such as creating and managing liquidity, pooling deposits, and reducing information asymmetries and agency costs. However, heterodox theories of the firm and institutional approaches to competitive advantage broaden the scope of analysis to explain further historical, social, and organizational advantages (and risks) in alternative banking. Alternative banks therefore require, and may inspire, alternative theories of banking and new approaches to bank regulation.

Today, commercial banks of the most environmentally affected countries invest voluntarily in social and environmental activities that targets socially-responsive business in the form of green banking. However, state-owned banks often encounter challenges in doing so since they operate in centralized manner and often lack in resources, government support and client base compared to commercial banks. Moreover, green banking initiates major changes in working environment and alters the provision of banking services for bankers in developing countries like Bangladesh. Given such challenges, it is important to examine the attitude of bankers working in state-owned banks towards the adoption of green banking. Findings claim that central bank regulations, followed by facilitating conditions and environmental concerns, are some of the factors that influence bankers' overall perceptions. Results indicate that bankers are fairly pragmatic in developing general attitudes towards the use of green banking as part of their work activities in all state-owned banks.

Commercial banks play a very important role in the economy of any country. They constitute the most useful intermediary in the financial markets, who have a vital role in ensuring the efficacy of all monetary and fiscal measures. Their continued good health and sustained viability are therefore of immense significance for any economy. Measures to ensure their well-being are of paramount importance in order to maintain a high level of investor confidence. In India, financial liberalization has opened up new vistas for the commercial banks and they can now operate as universal banks offering, under one roof, all kinds of financial services including project financing and leasing. Besides, banks are allowed to go in for investment in securities also. However, the guidelines for direct lending have not been touched so far. Consequently, there are restrictions on the ways in which banks in India can deploy their available resources. In this article, an analysis has been carried out to show how such structural restrictions translate into what is often termed as interest rate rigidities for banks. How the loan losses impact on their interest spread as well as the urgent need to improve the framework for recovery of banks' NPAs has also been gone into. Moreover, the scope for moral hazards in banks, which are limited liability entities, has been explored and need for efficient risk management as well as effective risk-based supervision for ensuring their sustained viability has been analyzed and commented upon. A cut-off risk for bankable projects has also been worked out. The findings are interesting because the analysis takes into account the real life constraints faced by the banking sector and the results reflect the realities of this sector.

ENGLISH ABSTRACT: This study seeks to analyse the financial sector’s (commercial banks and the Bank of Namibia) policy interventions towards creating an inclusive financial system. To achieve this the objective of this study is in three folds, firstly to examine the level and extent of financial inclusiveness in Namibia, secondly to evaluate financial sector (commercial banks and the Bank of Namibia) policies to ascertain their effectiveness in promoting access to finance in Namibia, and thirdly to review international experiences to provide key learning lessons for Namibia’s financial system improvement. It is important that the problems associated with the high level of financial exclusion are understood. Through an analysis of the theoretical information and empirical results it is possible to establish how to improve financial inclusion which is critical for development and economic growth. Financial Inclusion (FI) has become a key pillar of development policy in a number of countries around the world on account of the fact that exclusive development is not sustainable. The paper explored the role of Mobile Money Services (MMS) in enhancing financial inclusion. The study was motivated by the proliferation of mobile phones amongst low income earners, the prepaid billing system sensitive to users’ incomes, adoption of ICT by government and the private sector that has enhanced e-commerce readiness of Uganda, as well as the launch of three Mobile Money Services in the country. A qualitative analysis of the web content of the three MMS providers was undertaken and focused on issues related to services provided; transaction charges; number of registered customers; number and volume of transactions; stakeholders; user interfaces and security; institutional relationships; policy and regulation; as well as appropriateness of the current business model(s). The findings indicate that while the MMS have enormous potential to enhance FI, it would require an open business model that involves all stakeholders to establish a truly national solution. Furthermore, the initial contribution of MMS to FI is in improving money transfer by lowering the transaction costs for small volumes. As a way forward, the regulatory authorities need to establish a legal framework that does not stifle innovation but ensures safety for customers’ savings. From the literature it becomes clear that there are various advantages associated with inclusive financial system. Various studies have demonstrated the positive correlation between financial inclusion and economic growth and poverty alleviation. Most of the data used in the study were collected by means of desk review for secondary data. Various articles and annual reports of commercial banks and regulators were analysed to provide an overview of the current state of financial inclusion in Namibia. However, primary data were also used to analyse the current initiatives of the commercial banks. The study finds that there are policy interventions that are in place and are being pursued by various players aimed at improving the public access to financial services. Results of the recently published FinMark2011 Survey report also indicate that 51 percent of adults are now included in the financial system compared to 31 percent recorded during the 2007 survey. Finally the study’s recommendations highlight various initiatives and activities which different stakeholders should undertake to improve the level of financial inclusion in the economy.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007.
ENGLISH ABSTRACT: This report presents a structured approach to design and implement a shared services model for Capricorn Investment Holdings (CIH), Namibia. Shared services are tactical by nature and aim to support the organisation's strategy. Shared services are the consolidation of support activities into a business unit which operates on business principles and focuses on value creation, and the leverage of the skills and knowledge in an organisation. The successful transformation to a shared services business unit requires the transformation of the employees (people), business processes, and technology. Without the required transformation shared services will remain "faddish-, and the organisation will not gain the full benefits associated with shared services. The banking operations under the CIH group, similar to the other banks in Namibia are under ever increasing pressure to reduce costs, improve service, develop and deliver high quality banking products. These issues are important to increase market share and profits in order to position themselves as leaders against both traditional and non-traditional competition. CIH group now has a perfect opportunity, with business in Botswana, Zambia and Namibia to build a shared services model suitable to its needs and also to support the group strategy to expand throughout Africa. Although geographically dispersed operations or transaction centres will not go the way of the dinosaur, companies must design and manage each support function according to the integrated and, when possible, standardised model. This framework should allow for necessary geographic, regulatory or cultural variations, while ensuring maximum control and management. It must also achieve economies of scale and leverage employee expertise. That is why CIH firstly started off, with the process blueprint project, which caters for standard processes, and will be rolled out to the rest of the banking business. Secondly, after completion of the process blueprint project, CIH is going to follow a component business approach in order to make the transition to a shared services model much easier. Component business models offer a proven approach to driving a specialised focus, both internally and externally. With this exercise, CIH will be in a position to identify both the core and non-core components of its banking business. This will enable the group to take an informed decision on which components to share and which should remain in the different business units. Thirdly, the group is going to redesign the supply chain. Especially with the shared services model, a much closer, deeper relationship with intermediaries and service companies should be built to ensure that the group move in a customer centricity way. The optimum relationship would be long-term cooperation, joint planning of sales strategy and operations, and shared knowledge in order to optimise business, develop innovative initiatives and continuously improve to consolidate market position. Further to this study, CIH is going to re-evaluate its value chain where the support activities in a single organisation are extended across organisations, multiple companies, divisions or business units to cater for its expansion strategy. Lastly CIH, with its approach to firstly sharing the IT structure, then business processes, still have a few critical decisions to make. The shared services centre involves finding and assessing service providers, determining geographies from which to source the services, like will it be Botswana, Zambia, Windhoek or South Africa? Other critical issues are developing contracts, defining service levels and a myriad of other tasks. Whichever road CIH chooses, successful implementation demands considerable front-end investment and cultural transformation. To clear these initial hurdles, the group, especially senior management, must be fully committed to significant change. Key to successful implementation is distinguishing between the types of services to share, developing service contracts, choosing shared services staff carefully, benchmarking the service against outside vendors, establishing a governance board and designing an implementation approach unique to the specific needs of the group. It is very important to ensure successful transformation of the shared services model, existing of all the projects currently running within the group. In order to do that the executive team should know that implementing shared services is not a simple process. The rollout and implementation will take time, at least one to two years. Finally, building a shared services model requires focusing on the internal clients. The solution is not a simple, quick fix, but calls for careful consideration and implementation of all the points made throughout the course of this research report, from strategy and design to governance and transparent metrics.
AFRIKAANSE OPSOMMING: Hierdie verslag stel 'n gestruktueerde benadering voor tot die ontwikkeling en implimentering van 'n gedeeldedienste-model vir Capricorn Investment Holding groep (CIH) Namibie. Gedeeldedienste is takties van aard en het ten doel om organisasie- struktuur te ondersteun. Die beginsel van gedeeldedienste impliseer die samevoeging van Ondersteuningsaktiwiteite en fokus op waarde ontsluiting en die hefboom van kennis en vaardighede binne die organisasie. Die sukses van transformasie na gedeeldedienste is afhanklik van die transformasie van die mense, prosesse en tegnologie in die organisasie. Sonder hierdie transformasie sal gedeeldedienste onsamehangend gelewer word en sal die organisasie nie die volle voordele daarvan geniet nie. Bankdienste binne die CIH groep, soos ook die geval is met ander handelsbanke in Namibie,is geduring onder toenemende druk om kostes te verlaag, dienslewering- standaarde te verhoog en bankprodukte van kwaliteit te voorsien. Hierdie aangeleenthede is belangrik om markaandeel te verhoog en wins te verseker, maar ook om die CIH groep te posisioneer as markleiers onder beide tradisionele en minder tradisionele rolspelers. Die CIH-groep is nou in 'n gunstige posisie met besigheid in Botswana, Zambie en Namibia, om 'n gedeeldedienstemodel daar te stel wat die groep se strategie vir uitbreiding in Afrika kan ondersteun. Alhoewel geografies wydverspreide operasies of dienspunte nie sal verdwyn nie, moet die onderskeie maatskapye ondersteuningsdienste ontwerp en bestuur volgens 'n geintegreerde en, waar moontlik, 'n gestandaardiseerde model. Hierdie raamwerk moet ruimte laat vir geografiese, wetlike en kulturele verskille terwyl dit effektiewe kontrole en bestuur moet verseker. Dit moet ook aan die beginsel van skaalekonomiee voldoen en moet die optimale benutting van vaardighede van personeel verseker. Om hierdie rede het CIH 'n projek geloots, Proses Witskrif, wat die standaard prosesse verval. Hierdie projek sal uiteindelik ook die res van die prosesse in die bank se besigheid insluit. Na voltooiing van die Proses Witskrif projek sal CIH 'n benadering volg van besigheid in komponente om sodoende die transformasie na 'n gedeeldedienste-model te vergemaklik. Die model van besigheid in komponente bied 'n beproefde benadering tot die implimentering van 'n gespesialiseerde fokus, beide intern en ekstern. CIH sal met die implimentering van hierdie projek beide kern en nie-kern komponente van die bank se besigheid kan identifiseer. Dit sal die groep in staat stel om ingeligte besluite te neem oor watter komponente gedeel behoort te word, en oor watter komponente in die verskillende besigheidseenhede moet bly. Hierna kan die groep die verskaffingsketting herontwerp. Om te verseker dat die groep sake doen in 'n klientgesentreerde manier, veral met die gesentreerdedienste-model moet hegter verhoudings met tussengangers en diensverskaffers gesmee word. Die ideale verhouding is een van langtermyn samewerking, gesamentlike beplanning van verkoopstrategiee, die implementeering van operasies, en 'n gedeelde poel van kennis om sodoende operasies, ontwikkeling van innoverende voorstelle en deurlopende verbetering van markaandeel te bewerkstellig. Vervolgens gaan CIH sy waardeketting herevalueer waar ondersteuningsaktiwiteite in die groep oor die grense van organisasie, maatskappye, afdelings of besigheids- eenhede strek om sodoende te beantwoord aan sy uitbreidingstrategie. Laastens sal CIH met 'n benadering van gedeelde tegnologiese platvorms en besigheidprosesse nog 'n paar kritieke besluite moet neem. Die gedeeldedienste-sentrum moet geskikte diens- verskaffers identifiseer en beoordeel, of dit in Botswana, Zambia, Namibie of Suid Afrika moet wees. Verdere uitdagings is die ontwikkeling van kontrakte en definiering van diensleweringstandaarde asook ander aspekte. Afgesien van watter rigting die groep mag inslaan, sal suksesvolle implementering 'n relatiewe hoe aanvanklike beleggings- en kulturele-transformasie verg. Ten einde hierdie aanvanklike hindernisse te oorkom, moet die groep, veral senior bestuur, ten volle toegewyd wees aan groot verandering. Die sleutel van suksesvolle implementering le in die vermoe om te bepaal watter dienste gedeel moet word, watter standaarde van diensleweringooreenkomste te ontwikkel, personeel wat gedeelde dienste moet lewer noukeuring te kies, dienslewering te meet aan standaarde van eksterne verskaffers, 'n beheerliggqaam te vestig en 'n benadering tot implementering te ontwerp wat die spesifieke behoeftes van die groep kan vervul. Dit is belangrik om te verseker dat suksesvolle transformasie van die gedeeldedienste-model alle bestaande projekte kan akkomodeer. Die kompleksiteit hiervan moet nie deur senior bestuur onderskat word nie. Die ontwerp en implimentering kan een tot twee jaar neem. Dit verg verder 'n deurlopende benadering van fokus op interne kliente. 'n Oplossing verg deeglike oorweging en implimentering van alle aspekte wat tydens die navorsing na vore gekom het. Dit sluit strategie en ontwerp in om sodoende deursigtige beheer te verseker.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
ENGLISH ABSTRACT: Since the early 1990’s shortly after Namibia gained independence, the Namibian financial industry has gone through substantial changes. New bank legislation and regulatory requirements were introduced and the market broadened to include blacks who were excluded from the formal banking services. Customers gained more bargaining power, competition intensified, international scrutiny intensified and customers now demand more sophisticated products and quality service. The Namibian banking and financial industry is relatively well developed in terms of service institutions and instruments. Like most developing countries, the financial and banking industry is made up of formal and informal sectors. The formal sector consists of the central bank, commercial banks, development financial institutions (Development Bank of Namibia), insurance companies and the stock exchange, while the informal sector comprises mainly of micro lenders. The Namibian banking industry comprises of four commercial banking groups of which FNB Namibia is the market leader, as can be seen in this paper. The BEE (Black Economic Empowerment) partnership has also enabled FNB to venture into areas that were previously unbanked or under banked. The focus has shifted from urban centres to rural areas. The financial services industry has prospects to grow given the economic, political and environmental stability in Namibia. However, the Namibian economy is not immune to the external forces responsible for the global economic slowdown. This economic slowdown affects food, oil and energy prices, which in turn affect the performance and profitability of FNB Namibia. In addition to this, an entry of two commercial banks (ABSA and PHB Bank) is underway, which will erode FNB’s profits and reduce market share. The purpose of this research was to analyse and assess the alignment of the strategic planning and budgeting process within FNB Namibia. It further intends to establish how best this management model is able to cope with the fast changing environmental and business landscape. The research also explores an alternative strategic planning and budgeting approach that will promise to create and improve shareholder value. The research focuses on the experience of FNB Namibia Holdings Limited, which operates in the banking and financial industry. The FNB Group was traditionally a banking institution with its primary focus on retail banking and asset financing in the higher end of the market. The strategic goals of the Group are based on three pillars, i.e. People, Customer and Efficiencies. The Group seeks to achieve its mandate based on these pillars and through innovation and value adding partnerships. An overview of the banking industry as well as the governing structures of FNB and the entire banking industry is provided. The external and internal business environment has an impact on the operations of FNB, both negative and positive. Therefore an environmental analysis on the basis of the political, economic, social, technological and environmental aspects was done. A detailed historical perspective was provided, which also provided the context of the transformation that took place in the discipline of strategic planning and budgeting. The Beyond Budgeting management model that is based on devolved leadership was explored and recommended as an alternative to the traditional command and control model. The devolved leadership principles empower the frontline managers and allow decision making to be made at customer contact. The move from the traditional strategic planning and budgeting model to Beyond Budgeting will require a systems transformation and not only a change in some part. To understand FNB’s management model, the Biomatrix systems thinking approach is recommended to analyse the underlying processes in accordance with the seven perspectives of organisation, i.e. ethos, environment, aims, structure, process, resources and governance. The analysis of FNB along these seven perspectives will ensure that strengths and weaknesses are identified in the whole system (company) and that the people in the company are well prepared for change. The Balanced Scorecard was also explored and recommended as a tool to improve strategy implementation and a tool to communicate the strategy to the rest of the company. Conclusions were drawn from the research and some recommendations were made for the transformation of the FNB management model and the implementation thereof.
AFRIKAANSE OPSOMMING: Sedert die vroeë 1990’s en kort nadat Namibië onafhanklikheid verkry het, het die Namibiese finansiële bedryf aansienlike veranderinge beleef. Nuwe bankwetgewing en reguleringsvereistes is ingestel en die mark het breër geword om swart mense in te sluit, nadat hulle voorheen van die formele bankdienste uitgesluit was. Kliënte het groter onderhandelingsmag verkry, mededinging het intensiewer geword, die internasionale soeklig het feller geword en kliënte vereis nou meer gesofistikeerde produkte en gehaltediens. Die Namibiese bank- en finansiële bedryf is relatief goed ontwikkel ten opsigte van diensinstellings en –instrumente. Soos in die meeste ontwikkelende lande bestaan die finansiële en bankindustrie uit formele en informele sektore. Die formele sektor bevat die sentrale bank, handelsbanke, ontwikkelings-finansiële instellings (Ontwikkelingsbank van Namibië), versekeringsmaatskappye en die aandelebeurs, terwyl die informele sektor hoofsaaklik uit mikroleners bestaan. Die Namibiese bankwese omvat vier handelsbankgroepe waarvan FNB Namibia die markleier is, soos uit hierdie navorsing afgelei kan word. Die SEB-vennootskap (Swart Ekonomiese Bemagtiging) het FNB ook in staat gestel om toegang te verkry tot areas waar daar voorheen geen of te min bankbedrywighede was. Die fokus het van stedelike na landelike gebiede verskuif. Die finansiëledienstebedryf het groeivooruitsigte gegewe die ekonomiese, politieke en omgewingstabiliteit in Namibië. Die Namibiese ekonomie is egter nie immuun teen die eksterne magte wat verantwoordelik is vir die wêreldwye ekonomiese verlangsaming nie. Hierdie ekonomiese verlangsaming het ‘n uitwerking op die prys van voedsel, olie en energie, wat op hulle beurt die prestasie en winsgewendheid van FNB Namibia beïnvloed. Daarbenewens word die toetrede van twee ander handelsbanke (ABSA en PHB Bank) verwag, wat FNB se wins verder sal inkort en sy markaandeel sal verminder. Die doel van hierdie navorsing is om te ontleed en te beoordeel of die strategiese beplannings- en die begrotingsproses binne FNB Namibia met mekaar belyn is. Dit het verder ten doel om te bepaal hoe hierdie bestuursmodel die vinnig veranderende omgewings- en sakelandskap ten beste kan hanteer. Die navorsing ondersoek ook ‘n alternatiewe benadering tot strategiese beplanning en begroting met die oog op die skepping en verbetering van aandeelhouerswaarde. Die navorsing fokus op die ondervinding van FNB Namibia Holdings Ltd, wat in die bank- en finansiële nywerheid bedryf word. Die FNB Groep was tradisioneel ‘n bankinstelling met sy primêre fokus op kleinhandelbankwese en batefinansiering in die hoër gedeelte van die mark. Die strategiese doelwitte van die Groep is gebaseer op drie pilare, nl. Mense, Kliënt en Vaardighede. Die Groep wil sy mandaat bereik gebaseer op hierdie pilare en deur innovering en waardetoevoegende vennootskappe. ‘n Oorsig van die bankwese asook die bestuurstrukture van FNB en die totale bankindustrie word voorsien. Die eksterne en interne sakeomgewing het ‘n impak op die bedryf van FNB, beide negatief en positief. Daar is dus ‘n omgewingsontleding op die basis van die politieke, ekonomiese, sosiale, tegnologiese en omgewingsaspekte uitgevoer. ‘n Gedetailleerde historiese perspektief word gegee, wat ook die konteks voorsien vir die transformasie wat plaasgevind het in die dissiplines van strategiese beplanning en begroting. Die Beyond Budgeting-bestuursmodel, gebaseer op die afgewentelde leierskap is ondersoek en word aanbeveel as ‘n alternatief tot die tradisionele bevels- en beheermodel. Die beginsels van afgewentelde leierskap bemagtig die bestuurders in die kantore waar kliënteskakeling plaasvind, om besluite te neem. Die verskuiwing van die tradisionele model van strategiese beplanning en begroting na Beyond Budgeting, vereis ‘n stelseltransformasie en nie net ‘n gedeeltelike verandering nie. Ten einde die FNB se bestuursmodel te begryp, word die Biomatrix-benadering van stelseldenke aanbeveel om die onderliggende prosesse te ontleed ooreenkomstig die sewe perspektiewe van organisasie, naamlik etos, omgewing, doelwitte, strukture, proses, hulpbronne en bestuur. Die ontleding van FNB op grond van hierdie sewe perspektiewe verseker dat die sterk en swak punte in die hele stelsel (maatskappy) geïdentifiseer word en dat die mense in die maatskappy goed voorberei word op verandering. Die Balanced Scorecard is ook ondersoek en word aanbeveel as ‘n instrument om die implementering van strategie te verbeter en die strategie aan die res van die maatskappy te kommunikeer. Gevolgtrekkings is uit die navorsing gemaak en ‘n paar aanbevelings word gedoen vir die transformasie van die FNB-bestuursmodel en die implementering daarvan.

Thesis (MDF)--Stellenbosch University, 2012.
This study assessed the developments in financial intermediation services provided by Namibia’s commercial banking sector during 1995 to 2008. The study used two measurements of financial deepening in order to ascertain whether the role of the banking sector has become more important in the economy or not. These methods are the credit extension to non-finance private sector and the financial intermediation to GDP ratio. Unlike previous studies, which found that financial intermediation has not deepened before or after independence (Shiimi & Kadhikwa, 1999; Kavari, 2003), this study found some evidence of financial deepening in Namibia as indicated by the increasing credit extension and financial intermediation as shares of GDP. However, the banking sector did not perform well in terms of improving efficiency as banks continued to operate with high interest margins and became more dependent on fee income as opposed to deriving more of their income from intermediation activities. The largest chunk of bank credit was in the form of mortgage funding, allowing individuals, real estate and the business sector to be the major recipients of bank credit during the review period. The study took cognisance of recent measures aimed at enhancing the sector’s relevance and contribution to the economy. These include amendments to the statutes to allow entry of unincorporated bank branches in order to increase competition as well as requiring banks to reduce interest margins, amongst other measures. The study therefore recommends a vigorous implementation of these measures and that the regulator should extend its monitoring oversight to cover actual lending and deposit rates of interest in addition to base rates such as the prime rate and the mortgage base rate that it currently monitors. This is necessary due to weak linkages between the base rates and actual interest rates. The study further recommends a concerted national effort that seeks to ensure availability and affordability of credit on one hand, and to prepare bank clients, particularly the SME sector to be ready to take up finance on business terms on the other hand. This requires incentivising SMEs to become formal businesses and providing them with necessary training and mentoring services in order to improve their risk profiles.

Thesis (MBA)--Stellenbosch University, 2014.
Research on strategy has been focusing at organisational level, mostly on practices such as strategic planning, strategy workshops and consultancy practices. With the emergence of strategy-as-practice, the focus has been redirected to explore beneath organisational-level processes and bring to the fore the role that people play in the practice of strategy. This research project looked at the practice of strategy within the Namibia Financial Institutions Supervisory Authority (NAMFISA), the financial regulator in Namibia. Strategy is seen within this research project as something that is ‘done’ by actors who are referred to as ‘practitioners’ of strategy. Strategy-as-practice research is a relatively new field of strategy research. This assignment has aimed to add to the fast growing body of knowledge in the strategy-as-practice research field and it forms part of a collaborative between the University of Stellenbosch Business School (USB) and The Narrative Lab. The researcher explored how strategy is practised within NAMFISA, as the case study company. The assignment points out the strategy actors, the practices and processes they follow as well as the tools they use to plan and execute the NAMFISA strategy. The researcher took an activity-based view and paid special attention to practitioners, practices and praxis (Jarzabkowski, 2005) involved in strategising as well as the manner in which NAMFISA ‘does’ strategy. The system aspects of Biomatrix theory, namely environment, ethos, aims, processes, structure, governance and matter, energy and information (Mei), as described by Dostal, Cloete and Járos (2005), were also integrated into the research wherever they were deemed to affect the practice of strategy at NAMFISA. The above-mentioned aspects, in conjunction with the elements of the activity-based view and the strategising matrix (Jarzabkowski, 2005), shaped the basis for the analysis which was done using the ATLAS.ti tool. After the first analysis, a second analysis was performed using SenseMakerTM Explorer, another qualitative analysis tool which helped in gaining an in-depth understanding of the findings obtained using the ATLAS.ti tool. During the second analysis exercise, the respondents were requested to self-index their own narratives about the strategy activities at NAMFISA. Practices were found to be dominated by planning and discussions and praxis occurred predominantly at the meso level within NAMFISA. As the practice of strategy is entrenched, procedural strategising was found to be the most dominant of the strategising matrix, followed by interactive. No element of preactive strategising was observed. Planning was done by the executive and middle managers, mostly at annual strategic retreats. The use of external consultants was minimal. The research concluded with recommendations for further studies on strategy-as-practice research in Southern Africa.

This thesis is composed of three empirical chapters each of which examines separate segments of Turkish banking system from different perspectives. First empirical chapter investigates regional loan distribution of development banks. The findings in this chapter suggest that political connection has played a significant role in development lending. There is also geographical bias which leads to higher volumes of loans in the regions close to the capital city. Second empirical chapter examines Islamic banks and compares them with conventional banks in terms of profitability and competition grounds. The results reveal that Islamic banks earn more returns with respect to conventional banks. The results also suggest that the regulatory changes of the last decade improve market power of these banks. The last empirical chapter investigates micro structure of Repo and Reverse Repo Market of Turkey in which only commercial banks can transact. This chapter initially presents the network topologies of this market that helps one to understand the characteristics of complex network in this market. This chapter then computes a connectivity measure and investigates the drivers of connectivity out of domestic and external factors. Although results provide very rich insights, external factors dominate the behaviour of network in this market.

This is an exploratory qualitative case study of the state of sustainability programs within a set of 12 mid-sized U.S. banks compared among themselves and then compared to a set of 12 global banks. This research was designed in two phases. Phase One presented the current state of sustainability within mid-sized U.S. banks and global banks based upon each bank’s public data as organized into three sections: a bank profile, major strategic initiatives, and bank sustainability initiatives and programs. Phase Two data were analyzed from 24 interviews with key executives within each bank. A structured interview format was used, and the interviews were conducted in-person, by phone, or via email depending on the respondent’s preference.

The research found that the majority of mid-sized U.S. banks had, from a regulatory view point, achieved the broader aspects of sustainability. Mid-sized U.S. banks had not seized the spirit of sustainability by organizing and communicating their efforts in the context of a voluntary formal reporting mechanism. Mid-sized banks generally relied on government compliance reports to communicate their efforts. By relying on compliance reporting, mid-sized U.S. banks are missing an opportunity to enhance their image and improve reputational and risk management efforts. It was found that the global banks demonstrated a willingness to embrace the spirit of sustainability past any regulatory requirements, but found their efforts were still in the process of integration within their many business units. It was also found that there is a need for one globally accepted reporting mechanism for sustainability performance. At present, there appear to be many competing requirements for reporting on sustainability efforts, which are beginning to tax internal departments of global banks in an effort to meet the information needs of all their stakeholders.

Using thematic analysis, five key contributions resulted: The first contribution is an understanding of the key components of mid-sized U.S. banks and global bank sustainability programs. The second contribution is identification of the motivators for mid-sized U.S. banks and global banks to establish a sustainability program. Third, a set of criteria was identified to help determine the success of a bank’s sustainability program that can be used by mid-sized U.S. banks and global banks (criteria for success). The fourth contribution is the presenting of the current state of sustainability programs for the set of banks used in the study. The fifth contribution is a set of guiding elements and impact benefits that can be used by any size bank executives to improve business results through implementation of a sustainability initiative.

Thesis (Ph. D.)--University of Sydney, 2004.
Title from title screen (viewed 8 May 2008). Submitted in fulfilment of the requirements for the degree of Doctor of Philosophy to the Discipline of Work and Organisational Studies, School of Business, Faculty of Economics and Business. Includes bibliographical references. Also available in print form.

AbstractThis chapter develops further the role of a central bank and its interplay with commercial banks. Together, the two ensure the provision of liquidity to the economy, such that the real sectors are shielded from flows of funds originating from household and investors. We also disaggregate the banking system into two banks to represent deposit flows between banks and their impact on the central bank’s balance sheet, and to distinguish between what we call “relative” and “absolute” central bank intermediation. We then integrate deposit money creation by commercial banks into our system of financial accounts, and revisit some old debates, such as the limits of bank money creation and the role of related parameters that the central bank can set (not only the reserve requirement ratio, but also the collateral framework). Finally, we explain the concepts of “plain money” and “full reserve banking” within the financial accounts, and also discuss in this framework the recent proposals regarding central bank digital currency (CBDC).

In this paper, I consider the Turkish Banking Industry, which is dominated by a few large banks. Using a conjectural variation approach, I estimate a structural model to examine the market conduct of the largest banks for the period 1988-2009. Estimation results suggest that the Turkish banks colluded in the loan market during the sample period where the average mark-up is estimated to be in the range of 44% to 86% depending on the empirical specification. This evidence demonstrates a conflict between market concentration and competition in the Turkish banking industry. Thus, regulatory agencies should be cautious against attempts to increase concentration in the banking industry.

Banking activities exhibit highly dynamic and evolving feature in recent years. Healthy financial position of the banks therefore gains importance in assuring well-being of all economic agents in a country. Because of banks’ key role in financial markets and real economy, banking failures or inefficient performances may have profound effects on the whole economy. For this reason, it is important to monitor the bank ratios as a strength indicator. Therefore, this paper aims to investigate financial position of the banks in Turkey. To this end, we select particular 29 ratios of the present day banks which are matching the ratios of previously failed banks between the period 1997-2003. Therefore, we construct a data set by which the banks can be categorized into two groups, namely failed and non-failed banks. Data covering the period 1996-2014 extracted from Banking Regulation and Supervision Agency. In the first place, we perform ANOVA test to evaluate the most relevant ratios for bank failure. The ANOVA test results reveal that 13 of 29 ratios are not significant. The remaining ratios are used to implement factor analysis in order to categorize ratios and calculate factor scores. Lastly, we estimate a Probit regression model to determine conditional probability of failure for a given bank. Our results show that financial position of the banks exhibits substantial variations in Turkey. Furthermore, given the data set and methods employed, most of the banks have a robust financial position and are unlikely to fail.

Bank soundness is crucially important for the stability of the whole financial system. The goal of the paper is to reveal the contributing factors to bank soundness in the Latvian banking market. Multifactor regression analysis was applied as a core research method. Bank soundness was proxied by Risk index calculated for Latvian banks. Profitability, liquidity and asset quality ratios of individual banks extracted from BankScope data warehouse were used as explanatory variables. Research period covers 2007–2014. The regression model was created, based on financials of Latvian banks as for 2013. The reliability of the model was tested, using the financials from 2014 reports.

1.1 Macroeconomic summary Economic recovery has consistently outperformed the technical staff’s expectations following a steep decline in activity in the second quarter of 2020. At the same time, total and core inflation rates have fallen and remain at low levels, suggesting that a significant element of the reactivation of Colombia’s economy has been related to recovery in potential GDP. This would support the technical staff’s diagnosis of weak aggregate demand and ample excess capacity. The most recently available data on 2020 growth suggests a contraction in economic activity of 6.8%, lower than estimates from January’s Monetary Policy Report (-7.2%). High-frequency indicators suggest that economic performance was significantly more dynamic than expected in January, despite mobility restrictions and quarantine measures. This has also come amid declines in total and core inflation, the latter of which was below January projections if controlling for certain relative price changes. This suggests that the unexpected strength of recent growth contains elements of demand, and that excess capacity, while significant, could be lower than previously estimated. Nevertheless, uncertainty over the measurement of excess capacity continues to be unusually high and marked both by variations in the way different economic sectors and spending components have been affected by the pandemic, and by uneven price behavior. The size of excess capacity, and in particular the evolution of the pandemic in forthcoming quarters, constitute substantial risks to the macroeconomic forecast presented in this report. Despite the unexpected strength of the recovery, the technical staff continues to project ample excess capacity that is expected to remain on the forecast horizon, alongside core inflation that will likely remain below the target. Domestic demand remains below 2019 levels amid unusually significant uncertainty over the size of excess capacity in the economy. High national unemployment (14.6% for February 2021) reflects a loose labor market, while observed total and core inflation continue to be below 2%. Inflationary pressures from the exchange rate are expected to continue to be low, with relatively little pass-through on inflation. This would be compatible with a negative output gap. Excess productive capacity and the expectation of core inflation below the 3% target on the forecast horizon provide a basis for an expansive monetary policy posture. The technical staff’s assessment of certain shocks and their expected effects on the economy, as well as the presence of several sources of uncertainty and related assumptions about their potential macroeconomic impacts, remain a feature of this report. The coronavirus pandemic, in particular, continues to affect the public health environment, and the reopening of Colombia’s economy remains incomplete. The technical staff’s assessment is that the COVID-19 shock has affected both aggregate demand and supply, but that the impact on demand has been deeper and more persistent. Given this persistence, the central forecast accounts for a gradual tightening of the output gap in the absence of new waves of contagion, and as vaccination campaigns progress. The central forecast continues to include an expected increase of total and core inflation rates in the second quarter of 2021, alongside the lapse of the temporary price relief measures put in place in 2020. Additional COVID-19 outbreaks (of uncertain duration and intensity) represent a significant risk factor that could affect these projections. Additionally, the forecast continues to include an upward trend in sovereign risk premiums, reflected by higher levels of public debt that in the wake of the pandemic are likely to persist on the forecast horizon, even in the context of a fiscal adjustment. At the same time, the projection accounts for the shortterm effects on private domestic demand from a fiscal adjustment along the lines of the one currently being proposed by the national government. This would be compatible with a gradual recovery of private domestic demand in 2022. The size and characteristics of the fiscal adjustment that is ultimately implemented, as well as the corresponding market response, represent another source of forecast uncertainty. Newly available information offers evidence of the potential for significant changes to the macroeconomic scenario, though without altering the general diagnosis described above. The most recent data on inflation, growth, fiscal policy, and international financial conditions suggests a more dynamic economy than previously expected. However, a third wave of the pandemic has delayed the re-opening of Colombia’s economy and brought with it a deceleration in economic activity. Detailed descriptions of these considerations and subsequent changes to the macroeconomic forecast are presented below. The expected annual decline in GDP (-0.3%) in the first quarter of 2021 appears to have been less pronounced than projected in January (-4.8%). Partial closures in January to address a second wave of COVID-19 appear to have had a less significant negative impact on the economy than previously estimated. This is reflected in figures related to mobility, energy demand, industry and retail sales, foreign trade, commercial transactions from selected banks, and the national statistics agency’s (DANE) economic tracking indicator (ISE). Output is now expected to have declined annually in the first quarter by 0.3%. Private consumption likely continued to recover, registering levels somewhat above those from the previous year, while public consumption likely increased significantly. While a recovery in investment in both housing and in other buildings and structures is expected, overall investment levels in this case likely continued to be low, and gross fixed capital formation is expected to continue to show significant annual declines. Imports likely recovered to again outpace exports, though both are expected to register significant annual declines. Economic activity that outpaced projections, an increase in oil prices and other export products, and an expected increase in public spending this year account for the upward revision to the 2021 growth forecast (from 4.6% with a range between 2% and 6% in January, to 6.0% with a range between 3% and 7% in April). As a result, the output gap is expected to be smaller and to tighten more rapidly than projected in the previous report, though it is still expected to remain in negative territory on the forecast horizon. Wide forecast intervals reflect the fact that the future evolution of the COVID-19 pandemic remains a significant source of uncertainty on these projections. The delay in the recovery of economic activity as a result of the resurgence of COVID-19 in the first quarter appears to have been less significant than projected in the January report. The central forecast scenario expects this improved performance to continue in 2021 alongside increased consumer and business confidence. Low real interest rates and an active credit supply would also support this dynamic, and the overall conditions would be expected to spur a recovery in consumption and investment. Increased growth in public spending and public works based on the national government’s spending plan (Plan Financiero del Gobierno) are other factors to consider. Additionally, an expected recovery in global demand and higher projected prices for oil and coffee would further contribute to improved external revenues and would favor investment, in particular in the oil sector. Given the above, the technical staff’s 2021 growth forecast has been revised upward from 4.6% in January (range from 2% to 6%) to 6.0% in April (range from 3% to 7%). These projections account for the potential for the third wave of COVID-19 to have a larger and more persistent effect on the economy than the previous wave, while also supposing that there will not be any additional significant waves of the pandemic and that mobility restrictions will be relaxed as a result. Economic growth in 2022 is expected to be 3%, with a range between 1% and 5%. This figure would be lower than projected in the January report (3.6% with a range between 2% and 6%), due to a higher base of comparison given the upward revision to expected GDP in 2021. This forecast also takes into account the likely effects on private demand of a fiscal adjustment of the size currently being proposed by the national government, and which would come into effect in 2022. Excess in productive capacity is now expected to be lower than estimated in January but continues to be significant and affected by high levels of uncertainty, as reflected in the wide forecast intervals. The possibility of new waves of the virus (of uncertain intensity and duration) represents a significant downward risk to projected GDP growth, and is signaled by the lower limits of the ranges provided in this report. Inflation (1.51%) and inflation excluding food and regulated items (0.94%) declined in March compared to December, continuing below the 3% target. The decline in inflation in this period was below projections, explained in large part by unanticipated increases in the costs of certain foods (3.92%) and regulated items (1.52%). An increase in international food and shipping prices, increased foreign demand for beef, and specific upward pressures on perishable food supplies appear to explain a lower-than-expected deceleration in the consumer price index (CPI) for foods. An unexpected increase in regulated items prices came amid unanticipated increases in international fuel prices, on some utilities rates, and for regulated education prices. The decline in annual inflation excluding food and regulated items between December and March was in line with projections from January, though this included downward pressure from a significant reduction in telecommunications rates due to the imminent entry of a new operator. When controlling for the effects of this relative price change, inflation excluding food and regulated items exceeds levels forecast in the previous report. Within this indicator of core inflation, the CPI for goods (1.05%) accelerated due to a reversion of the effects of the VAT-free day in November, which was largely accounted for in February, and possibly by the transmission of a recent depreciation of the peso on domestic prices for certain items (electric and household appliances). For their part, services prices decelerated and showed the lowest rate of annual growth (0.89%) among the large consumer baskets in the CPI. Within the services basket, the annual change in rental prices continued to decline, while those services that continue to experience the most significant restrictions on returning to normal operations (tourism, cinemas, nightlife, etc.) continued to register significant price declines. As previously mentioned, telephone rates also fell significantly due to increased competition in the market. Total inflation is expected to continue to be affected by ample excesses in productive capacity for the remainder of 2021 and 2022, though less so than projected in January. As a result, convergence to the inflation target is now expected to be somewhat faster than estimated in the previous report, assuming the absence of significant additional outbreaks of COVID-19. The technical staff’s year-end inflation projections for 2021 and 2022 have increased, suggesting figures around 3% due largely to variation in food and regulated items prices. The projection for inflation excluding food and regulated items also increased, but remains below 3%. Price relief measures on indirect taxes implemented in 2020 are expected to lapse in the second quarter of 2021, generating a one-off effect on prices and temporarily affecting inflation excluding food and regulated items. However, indexation to low levels of past inflation, weak demand, and ample excess productive capacity are expected to keep core inflation below the target, near 2.3% at the end of 2021 (previously 2.1%). The reversion in 2021 of the effects of some price relief measures on utility rates from 2020 should lead to an increase in the CPI for regulated items in the second half of this year. Annual price changes are now expected to be higher than estimated in the January report due to an increased expected path for fuel prices and unanticipated increases in regulated education prices. The projection for the CPI for foods has increased compared to the previous report, taking into account certain factors that were not anticipated in January (a less favorable agricultural cycle, increased pressure from international prices, and transport costs). Given the above, year-end annual inflation for 2021 and 2022 is now expected to be 3% and 2.8%, respectively, which would be above projections from January (2.3% and 2,7%). For its part, expected inflation based on analyst surveys suggests year-end inflation in 2021 and 2022 of 2.8% and 3.1%, respectively. There remains significant uncertainty surrounding the inflation forecasts included in this report due to several factors: 1) the evolution of the pandemic; 2) the difficulty in evaluating the size and persistence of excess productive capacity; 3) the timing and manner in which price relief measures will lapse; and 4) the future behavior of food prices. Projected 2021 growth in foreign demand (4.4% to 5.2%) and the supposed average oil price (USD 53 to USD 61 per Brent benchmark barrel) were both revised upward. An increase in long-term international interest rates has been reflected in a depreciation of the peso and could result in relatively tighter external financial conditions for emerging market economies, including Colombia. Average growth among Colombia’s trade partners was greater than expected in the fourth quarter of 2020. This, together with a sizable fiscal stimulus approved in the United States and the onset of a massive global vaccination campaign, largely explains the projected increase in foreign demand growth in 2021. The resilience of the goods market in the face of global crisis and an expected normalization in international trade are additional factors. These considerations and the expected continuation of a gradual reduction of mobility restrictions abroad suggest that Colombia’s trade partners could grow on average by 5.2% in 2021 and around 3.4% in 2022. The improved prospects for global economic growth have led to an increase in current and expected oil prices. Production interruptions due to a heavy winter, reduced inventories, and increased supply restrictions instituted by producing countries have also contributed to the increase. Meanwhile, market forecasts and recent Federal Reserve pronouncements suggest that the benchmark interest rate in the U.S. will remain stable for the next two years. Nevertheless, a significant increase in public spending in the country has fostered expectations for greater growth and inflation, as well as increased uncertainty over the moment in which a normalization of monetary policy might begin. This has been reflected in an increase in long-term interest rates. In this context, emerging market economies in the region, including Colombia, have registered increases in sovereign risk premiums and long-term domestic interest rates, and a depreciation of local currencies against the dollar. Recent outbreaks of COVID-19 in several of these economies; limits on vaccine supply and the slow pace of immunization campaigns in some countries; a significant increase in public debt; and tensions between the United States and China, among other factors, all add to a high level of uncertainty surrounding interest rate spreads, external financing conditions, and the future performance of risk premiums. The impact that this environment could have on the exchange rate and on domestic financing conditions represent risks to the macroeconomic and monetary policy forecasts. Domestic financial conditions continue to favor recovery in economic activity. The transmission of reductions to the policy interest rate on credit rates has been significant. The banking portfolio continues to recover amid circumstances that have affected both the supply and demand for loans, and in which some credit risks have materialized. Preferential and ordinary commercial interest rates have fallen to a similar degree as the benchmark interest rate. As is generally the case, this transmission has come at a slower pace for consumer credit rates, and has been further delayed in the case of mortgage rates. Commercial credit levels stabilized above pre-pandemic levels in March, following an increase resulting from significant liquidity requirements for businesses in the second quarter of 2020. The consumer credit portfolio continued to recover and has now surpassed February 2020 levels, though overall growth in the portfolio remains low. At the same time, portfolio projections and default indicators have increased, and credit establishment earnings have come down. Despite this, credit disbursements continue to recover and solvency indicators remain well above regulatory minimums. 1.2 Monetary policy decision In its meetings in March and April the BDBR left the benchmark interest rate unchanged at 1.75%.