Finance
Diamond Bank
By Omoh Gabriel,Business Editor
Like most banks that went through the con-solidation of the banking industry in a peculiar way, 2006 represented for Diamond Bank an opportunity to settle down fully to business. But the bank also happened to be among those that immediately began to reap the benefits of synergy arising from the exercise. For completeness of information, it should be noted that Diamond Bank effectively acquired Lion Bank through the Exchange of its seven new shares for 25 shares of Lion Bank on 31st October, 2005. The share exchange which gave rise to additional 840 million units created a goodwill of N4.64 billion in the books of the bank. According to the Managing Director’s testimony on the acquisition, “Lion Bank came as a strategic fit into our focus on retail banking.” Hence the acquisition was not necessarily only justified by the need to meet regulatory requirements but made a lot of commercial sense. Firstly, the target company was particularly active in the retail market of the Middle Belt region where Diamond Bank needed to penetrate. With this acquisition, the bank’s total personal accounts was reported to have grown 228 per cent in 2006 alone from
106,265 to 346,505. Interestingly, Lion Bank acquisition accounted for 136,426 of the total accounts or 56 per cent of the growth. Certainly, the bank began immediately to reap the benefits inherent in the N4.64 billion goodwill booked in this acquisition. This success in the retail market emboldened the bank to expand the scope of its retail business through the establishment of customer service outlets known as Diamond Minis as a channel of support to the major branches. The Diamond Minis are more like self-service outlets with complements of ATMs and interest points fashioned out for he convenience of customers. Other innovative products introduced during the period include DiamondXpress Account, Diamond Advance, Diamond Lease, Diamond Online, Any Time Money and Diamond Mobile. With these array of innovative produces and services, Diamond Bank is in no doubt all about the need for a robust IT platform for efficient delivery of these services.
Recently,, it launched a Universal Banking Application – the latest version of flexcube software. Apart from the capacity of this software to reduce cost and improve quality, it is particularly effective in data backup and recovery. The Bank went live with the application in January 2007 with strong promise of quality service delivery, integrity in financial reporting and quick decision-making cycle.
The launch of the latest version of this application is not surprising to industry watchers. It should be noted that in the 90’s, the bank did score first in Technology with its popular Diamond Integrated Banking System (DIBS).
This is all in the company’s desire to assure customers’ satisfaction at all times. It is also because of this that it instituted a unique “Mystery Shopper” within an elaborate feedback mechanism. This has improved responsiveness to customer requirements.
But the bank does not only respond to the needs of customers, it also regularly attends to the needs of other stakeholders. Accordingly, staff issues are taken seriously with questions of motivation and training always on top of the agenda. While a remuneration package that compares favourably with the best in the industry has since been adopted, management also implements a training policy of a minimum of 40-man hours per staff per year. This has naturally translated to high staff productivity.
To the wider community, Diamond Bank takes its corporate social responsibility issues serious with strategic focus to the areas of eye care, university sports and reduction in road accidents. Collectively, the bank spent about N75 million in such projects
GT Bank Plc
GTBank places a lot of premium on its customers. The customer is the heart of its business and it spares no opportunity to show it. From the moment one steps into any of its branches to the time he leaves, he is not left in doubt that the bank works for him. From the beginning, GTBank made transactions easy, allowing customers to effect transactions as quickly as possible. This was because they embraced Computerisation – a factor that many banks only began to wake up to in the last few years.
GTBank’s dedication to being customer friendly sometimes sounds like it belongs in a dream. The Managing Director of the bank is known to sometimes trade the comfort of his exquisite office for the banking hall to serve customers. Their interest is the customers’ satisfaction. This standard example of Customer Relations Management has gained attention at home and abroad. Professor Louis Nzegwu of the International Business Resource Centre, University of Wisconsin-Platteville, USA, who is a facilitator at the Lagos Business School, regularly cites GTBank as a Nigerian organisation where CRM has excellently been put into effect. GT Bank remains the first Nigerian bank to receive the highest rating from a global agency. Fitch, a top international rating agency, recently awarded the bank a ‘double A minus’ (AA-) while in Nigeria, it clinched a ‘triple A’ rating from (AAA) Agusto & Co.
GTBank friendliness takes root in its very character – from the ambience of the banking halls, ease of transactions, communication of charges to customers, and accessibility to its top officials.
Finance
Afreximbank successfully closed its second Samurai Bond transactions, raising JPY 81.8bn or $527m
African Export-Import Bank said it has successfully closed its second Samurai bond transaction, securing a total of JPY 81.8 billion (approx. USD 527 million) through Regular and Retail Samurai Bonds offerings.
The execution surpasses the Bank’s 2024 debut issuance size, attracting orders from more than 100 institutional and retail investors, marking a renewed demonstration of strong Japanese investor confidence in the Bank’s credit and its growing presence in the yen capital markets.
On 18 November, Afreximbank priced a JPY 45.8 billion 3-year tranche in the Regular Samurai market following a comprehensive sequence of investor engagement activities leveraging Tokyo International Conference on African Development (TICAD9), including Non-Deal Roadshows (NDRs) in Tokyo, Kanazawa, Kyoto, Shiga and Osaka, a Global Investor Call, and a two-day soft-sounding process which tested investor appetite across 2.5-, 3-, 5-, 7-, and 10-year maturities.
With market expectations of a Bank of Japan interest rate increase, investor demand concentrated in shorter tenors, resulting in a focused 3-year tranche during official marketing.
The tranche attracted strong participation from asset managers (22.3%), life insurers (15.3%), regional corporates, and high-net-worth investors (39.7%).
Concurrently, Afreximbank priced its second Retail Samurai bond on 18 November, a JPY 36.0 billion 3-year tranche, more than double the inaugural JPY 14.1 billion Retail Samurai issuance completed in November 2024.
The 2025 Retail Samurai bond also marks the first Retail Samurai bond issued in Japan in 2025.
Following the amendment to Afreximbank’s shelf registration on 7 November 2025, SMBC Nikko conducted an extensive seven-business-day demand survey through its nationwide branch network, followed by a six-business-day bond offering period.
The offering benefited from strong visibility supported by Afreximbank’s investor engagement across the country, including the Bank’s participation at TICAD9, where Afreximbank hosted the Africa Finance Seminar to introduce Multinational Development Bank’s mandate in Africa and its credit profile to key Japanese institutional investors.
MBC Nikko Securities Inc. acted as Sole Lead Manager and Bookrunner for both the Regular and Retail Samurai transactions. Chandi Mwenebungu, Afreximbank’s Managing Director, Treasury & Markets and Group Treasurer, commented:
“We are pleased with the successful completion of our second Samurai bond transactions, which marked a significant increase from our inaugural Retail Samurai bond in 2024, and which reflect the growing depth of our relationship with Japanese investors.
The strong demand, both in the Regular and Retail offerings, demonstrates sustained confidence in Afreximbank’s credit and mandate.
We remain committed to deepening our engagement in the Samurai market through regular investor activities and continued collaboration with our Japanese partners.”
Finance
Ecobank unveils SME bazaar: a festive marketplace for local entrepreneurs
Ecobank Nigeria, a member of Africa’s leading pan-African banking group, has announced the launch of the Ecobank SME Bazaar—a two-weekend festive marketplace designed to celebrate local creativity, empower entrepreneurs, and give Lagos residents a premium shopping experience this Detty December. The Bazaar will hold on 29–30 November and 6–7 December at the Ecobank Pan African Centre (EPAC), Ozumba Mbadiwe Road, Victoria Island, Lagos. Speaking ahead of the event, Omoboye Odu, Head of SMEs, Ecobank Nigeria, reaffirmed the bank’s commitment to supporting small and medium-sized businesses, describing them as the heartbeat of Nigeria’s economy. She explained that the Ecobank SME Bazaar was created to enhance visibility for entrepreneurs, expand market access, and support sustainable business growth.
According to her, “This isn’t just a market—it’s a vibrant hub of culture, commerce, and connection. From fresh farm produce to trendy fashion, handcrafted pieces, lifestyle products, and delicious food and drinks, the Ecobank SME Bazaar promises an unforgettable experience for both shoppers and participating SMEs. Whether you’re shopping for festive gifts, hunting for unique finds, or soaking in the Detty December energy, this is the place to be.” Ms. Odu added that participating businesses will enjoy increased brand exposure, deeper customer engagement, and meaningful networking opportunities—making the Bazaar a strong platform for both festive-season sales and long-term business growth. The event is powered by Ecobank in partnership with TKD Farms, Eko Marche, Leyyow, and other SME-focused organisations committed to building sustainable enterprises.
Finance
16 banks have recapitalised before deadline—CBN
The Central Bank of Nigeria (CBN) has said that16 banks have so far met the new capital requirements for their various licences, some four months before the March 31, 2026 deadline. The apex bank also indicated that 27 other banks have raised capital through various methods in one of the most extensive financial sector reforms since 2004. Addressing journalists at the end of the Monetary Policy Committee (MPC) meeting in Abuja, CBN Governor Mr Olayemi Cardoso said the banking recapitalisation was going on orderly, consistent with the regulator’s expectations. He said, “We are monitoring developments, and indications show the process is moving in the right direction.” Nigeria has 44 deposit-taking banks, including seven commercial banks with international authorisation, 15 with national authorisation, four with regional authorisation, four non-interest banks, six merchant banks, seven financial holding companies and one representative office.
Cardoso explained that eight commercial banks had met the N500 billion capital requirement as of July 22, 2024, rising to 14 by September of the same year. The number has now increased to 16 as the industry continues to race toward full compliance. He said that the reforms would reinforce the resilience of Nigerian banks both within the country and across the continent. “We are building a financial system that will be fit for purpose for the years ahead. Many Nigerian banks now operate across Africa and have been innovative across different markets. These new buffers will better equip them to manage risks in the multiple jurisdictions where they operate,” Cardoso said. According to him, the reforms would strengthen the financial sector’s capability to support households and businesses. He said, “Ultimately, this benefits Nigerians—our traders, our businesses and our citizens—who operate across those regions. “It should give everyone comfort to know that Nigerian banks with deep local understanding are present to support them. Commercial banks are also creating their own buffers through the ongoing recapitalisation.”
He added that the apex bank considered several factors in determining the new capital thresholds, including prevailing macroeconomic conditions, stress test results and the need for stronger risk buffers. He reassured on the regulator’s commitment to strict oversight as the consolidation progresses. “We will rigorously enforce our ‘fit and proper’ criteria for prospective new shareholders, senior management, and board members of banks, and proactively monitor the integrity of financial statements, adequacy of financial resources, and fair valuation of banks’ post-merger balance sheets,” Cardoso said. He said the CBN remained confident that the banking system would emerge stronger at the conclusion of the recapitalization exercise, with institutions better prepared to support Nigeria’s economic transformation Banks have up till March 31, 2026 to beef up their minimum capital base to the new standard set by the apex bank. Under the new minimum capital base, CBN uses a distinctive definition of the new minimum capital base for each category of banks as the addition of share capital and share premium, as against the previous use of shareholders’ funds.
While most banks have shareholders’ funds in excess of the new minimum capital base, their share premium and share capital significantly fall short of the new minimum definition. The CBN had in March 2024 released its circular on review of minimum capital requirement for commercial, merchant and non-interest banks. The apex bank increased the new minimum capital for commercial banks with international affiliations, otherwise known as mega banks, to N500 billion; commercial banks with national authorisation, N200 billion and commercial banks with regional license, N50 billion. Others included merchant banks, N50 billion; non-interest banks with national license, N20 billion and non-interest banks with regional license will now have N10 billion minimum capital. The 24-month timeline for compliance ends on March 31, 2026. Under the guidelines for the recapitalisation exercise, banks are expected to subject their new equity funds to capital verification before the clearance of the allotment proposal and release of the funds to the bank for onwards completion of the offer process and addition of the new capital to its capital base. The CBN is the final signatory in a tripartite capital verification committee that included the Securities and Exchange Commission (SEC) and the Nigeria Deposit Insurance Corporation (NDIC). The committee is saddled with scrutinising new funds being raised by banks under the ongoing banking sector recapitalisation exercise.
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