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Intercontinental recovers N 78 billion, explains waivers to debtors

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By Omoh Gabriel, Business Editor
The caretaker of Intercontinental Bank yesterday disclosed that the bank has recovered over N 78 billion out of the N 142.644 billion provisions for loans and other known losses stating that the waiver the bank granted to debtors was in line with the existing policy in the bank to encourage debtors to pay. This fact was disclosed by the bank’s caretaker Managing Director/CEO Mr. Lai Alabi at an interactive session with Business Editors in Lagos. According to him “Under the current debt recovery drive, which has resulted in the recovery of over N 78 billion during the last three months, will be aggressively pursued, while a lot of premium will be placed on balance sheet efficiency. The business transformation process also includes initiatives to strategically manage cost, increase branch profitability and improve the mix and cost of deposits by aggressively growing savings and current accounts, while maintaining its current strengths in public sector.
Meanwhile in his reaction to waivers the bank’s caretaker management, which he is heading, granted
to debtors he said “1st of all, when loans have become bad as they are, when the underlying securities have virtually been totally eroded as we have now, then there is a need to give some concessions in order to encourage such debtors to pay, that is exactly what we did and this is the practice in all banks both in Nigeria and worldwide.
“There existed such policy on waivers before the present management assumed office, this was then presented to the credit committee which refined it and presented it to the board which approved it. But we are contesting with serious issue of moles in the bank, what this people intend to achieve was to malign the bank frustrate the progress we have made for the purpose of serving certain interest.
Most of the figures given out are distorted. For instance, in some cases the amounts they are asked to pay exclude the valves of share the loans where used to purchase. Also in most cases, the waivers took into consideration, wrong debits, penalty charges and other entries in dispute, we need to have in mind that our effort have so far yielded a reward of about N 80 billion since the intervention.
“It should also be noted that waivers are not indefinite, they are time bound and if any customer fails to honour its commitment, the waiver stand withdrawn, we shall not be deterred with this kind of distractions with the aid of some disgruntled insiders, in our task and commitment to reposition this bank as a force to reckon with in the banking industry.
“This management has remained focussed in operating in an open manner with a high degree of integrity and transparency. We are succeeding in introducing a culture of good corporate governance which was entirely lacking in the past. A few disgruntled elements who are not happy with this new direction are working hard underground to frustrate it. We shall not allow them”
According to him ‚ÄúCentral to its cost rationalisation strategy is the re-appraisal of its branch retention and expansion strategy and its staffing requirements. The Bank has embarked on a thorough appraisal of the performance of all its branches as efficient points of sale of its bouquet of products. This is because the nucleus of the Bank’s imposing presence in the market place remains its very customer friendly product range, particularly in electronic and other retail banking products.
The Board of Directors noted that the Intercontinental brand has become a strong national brand. The Board approved sustaining and building the brand, with emphasis on a new business orientation built on the core values of transparency and integrity.
‚ÄúThe Board of Directors of Intercontinental Bank he said has approved the implementation of a comprehensive strategic repositioning exercise tagged ‘PROJECT TRANSFORMATION’. This is in response to the unfolding industry challenges and has as its objective the need to re-establish the Bank as a leading financial services institution in Nigeria.
“The Project, which will be implemented in phases, covers various aspects. The first phase, described as Stabilisation Phase, aims at harnessing the existing strengths of the Bank through measures targeted at instituting a culture of good corporate governance, in addition to other core values such as transparency and integrity. Given that a well driven and motivated staff will remain central to the entire process, a lot of focus is also being directed at building and improving staff morale.
‚ÄúThe second phase, the Re-Building Phase, is generally aimed at business development and growth. The Bank boasts of an array of popular and successful products. The focus here is on retooling the Bank’s products, especially liability generation and e-Banking products in such a way as to enhance customer satisfaction. Emphasis will be on the re-growth of market share, especially in the retail and commercial Banking segments. The Bank has embarked on a total overhaul of its risk management and control mechanisms in order to mitigate and avoid the recurrence of past pitfalls.
‚ÄúThese products will now be delivered with renewed enthusiasm focussing on market satisfaction. During this phase, the Bank will regain its share of markets in the products. Just recently, the Bank clinched the Best e-banking Bank and Best e-banking Team of the year awards organised by Interswitch Nigeria Limited. It was again ranked among the top five banks in the country in a recent Customer Perception Survey carried out by Research and Marketing Services (RMS) last month in recognition of the Bank’s strong e-banking products, excellent customer service and branch network.
“The third phase, the Consolidation Phase, will derive from the significant outcomes of the first two. Successes in the earlier phases are expected to lead to quick return to profitability and reawaken investor interests. This will culminate in a well thought out programme of capital raising and other forms of business amalgamation to further boost and strengthen the asset base of the institution. During this phase, the Bank intends to significantly increase value to its shareholders.
“It will be recalled that Intercontinental Bank was one of the five institutions that received bailout funds following CBN intervention in the Banking industry in August, 2009. A new management led by Mr. Mahmoud Lai Alabi, the Managing Director & Chief Executive, was appointed by the Central Bank of Nigeria to run the institution as a going concern. In October 2009, Yusuf Suleiman, Executive Director (Finance & Subsidiaries), Olusegun Osilowo, Executive Director {Lagos & South) and Abubakar Danlami Sule, Executive Director (FCT & North), assumed duties. The new management comes with solid experience, records of worthy recognition and imbued with a culture of good corporate governance, transparency and integrity.
According to the caretaker Managing Director, the Bank has since stabilised, while the initial liquidity pressures have become a thing of the past. The Bank enjoys significant brand loyalty and boast of an array of banking products, being one of the most diversified financial institutions in Nigeria. Its recovery efforts has led to collection of over N78 billion since the CBN intervention and this is expected to increase to about N100 billion before the end of the year”.

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Afreximbank successfully closed its second Samurai Bond transactions, raising JPY 81.8bn or $527m

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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.”

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Ecobank unveils SME bazaar: a festive marketplace for local entrepreneurs

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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.

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16 banks have recapitalised before deadline—CBN

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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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