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Analysis

Zenith Bank: Taking banking service in Nigeria to new heights

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By Omoh Gabriel

Zenith Bank plc has continued to demonstrate to the investing public that it is here to stay and ready to provide the best of service at all times. The bank has shown that it has the management capacity to wither any storm and pilot investors money to safety and deliver superior value. In the last three years, despite the difficulties the banking industry in Nigeria has been facing, the bank has continued to excel in most performance indices. In its 22 years of operation, Zenith Bank Plc. has grown to become one of the biggest and most profitable banks in Nigeria. After going public in June 17, 2004, the bank was listed on the Nigerian Stock Exchange on October 21, 2004 following a highly successful initial public offer (IPO). The bank currently has a shareholder base of over one million and shareholder funds of N402.713 billion ($2.55bn) as at the end of second quarter of 2012 from the N394.268 billion in December 2011.

This is far above the minimum required for banks of its status in Nigeria. The bank’s total Asset hit N2.478 trillion in June 2012 as against the figure of N2.326 trillion it recorded in its full year result in December last year. The bank grew its total earnings from N123.192 billion as at June 2011 to N151.103 billion in June 2012. Profit before tax rose from N36.794 billion in June last year to N50.163 billion in June this year. The bank’s earning per share inched up from 101kobo to 135 kobo in June 2012. Percentage of non performing loans to total loans portfolio of the bank dropped from 3.9 per cent in June 2011 to 3.3 per cent in June 2012. The bank’s operating expenses, however, rose from N59.454 billion in June 2011 to N61.898 billion in June 2012.

The operating results of the bank, since it went public in 2004, indicate an impressive performance in all its measurement parameters. Total assets grew from $1.25billion in 2004 to $15.48billion in second quarter of 2012, representing a growth of 1,138.4 per cent. Within the same period, total deposits went up by 1,174 per cent from $845million to $10.77billion, as at June 2012. The result is evidence of increasing market share for Zenith Bank and popular acceptance by the Nigerian banking public.

Zenith Bank by its tradition places high premium on the pivotal role of exceptional service delivery in its drive to consistently exceed customer expectations. Thus, the bank has put in place a well articulated strategy to meet and surpass customer expectations and constantly ensures that plans and strategies are fine-tuned to address the changing taste and sophistication of the customer. The underlying philosophy is for the bank to remain at all times, a customer-focused institution with a clear understanding of its market and environment. The bank’s commitment to customer satisfaction has at various times led to assigning critical and pervasive roles to Total Quality Management (TQM), Customer Service Ambassadors, Operation Service Excellence Teams, among others. Thus, at all times, all structures and processes are fashioned to drive consistent improvement in the quality of service delivery.

Zenith Bank laid the foundation of its structures and processes on cutting-edge Information and Communications Technology (ICT) infrastructure. This ensures that every transaction is carried out via a medium that makes for speed, flexibility, accuracy and convenience for the customer. At Zenith Bank, all activities are anchored on the e-platform, ensuring service delivery through the electronic media to all customers irrespective of place, time and distance. This disposition puts Zenith Bank ahead and well prepared for the cashlite policy of the CBN which berthed in April, 2012

As the leading institution in ICT-enabled banking in Nigeria, Zenith Bank has leveraged on its deep understanding of the local business environment and global financial market to develop unique e-solutions to meet varied and specific customer needs. The bank’s range of e-products covers virtually all services and fall into three broad categories:
The bank’s management team is made up of seasoned professionals headed by Godwin Emefiele, the Group Managing Director and CEO, who is a pioneering staff member and has been on the board for more than a decade. He took over the reins from the founding CEO, Jim Ovia, in August 2010. The bank’s exceptional performance is built on its experienced leadership, professionalism and vision of the management and staff. Its Corporate Social Investment (CSI) initiatives are driven by a clear understanding of our environment and a strong knowledge of the resource gaps and pressing needs of communities and people within and beyond our areas of operations. The primary reason is the willingness and desire to give back to the people and communities that have been an encouragement in our pursuit of enterprise as well as a conviction that partnering with the public sector to address some areas of need is a healthy investment on our present and future.

As the Bank gets more global, the focus and scope of its CSI policy will be fine-tuned and remodeled to reflect our status as a global brand. Our CSI policy therefore, reflects our commitment to global best practices, including Principles and Conventions of the United Nations on Sustainable Development, Environment, Human Rights, among others. We are also committed to Workplace Principles and Professional Ethics of the International Labour Organization (ILO) and other global institutions dedicated to the enhancement of the common good. In January 2012, Zenith Bank was recognized as one of the 30 outstanding global brands that are making sustainable impact on their operating environments in the area of Corporate Social Responsibility. The recognition was a prelude to the United Nations Development Programme’s (UNDP) Conference on Sustainable Development (‘Road to Rio’), held in Brazil in May 2012. Zenith Bank was honoured along with 30 other global brands which included Airbus, France; ConocoPhillips, USA; Credit Suisse, Switzerland; KLM, Netherlands; South Korea; Olam International, Singapore; Unilever, Netherlands; Verizon, USA; Kia Motors, South Korea; among others.

Ratings and corporate governance
Zenith Bank has consistently recorded good ratings from both the international (Fitch Ratings, Standard & Poor’s) and local (Agusto & Co.) rating agencies. The ratings on Zenith Bank Plc are supported by its leading market position in all key performance indices. Zenith Bank has consistently put in place a robust system of corporate governance, bearing in mind the key elements of honesty, trust, integrity, openness and accountability as well as commitment to the organisation’s goals. To uphold strong corporate governance and transparency, the bank adopts a robust public disclosure policy. This is to forestall incidences of abuse, such as insider trading. The impressive growth pattern and performance over the years have earned the bank excellent ratings and recognition from local and international agencies. From a 2012 survey conducted by The Banker, an authoritative publication of the Financial Times of London, Zenith was adjudged the largest bank in Nigeria and the seventh largest in Africa on the basis of Tier-1 capital. Also, in July 2012, Forbes ranked Zenith the largest listed bank in Nigeria and the third largest listed company in West Africa. Forbes employed market capitalization, turnover, and net profit and assets criteria to arrive at its ranking. In 2011, Standard & Poor’s reaffirmed Zenith Bank’s rating at B+/stable/B – the highest rating awarded to any Nigerian bank and in line with the country’s risk rating. In 2012, World Finance, voted the bank as Best Nigerian Bank in Corporate Governance. In the end, Zenith’s value and competitive edge come down to a wining combination of people, talent, propriety, knowledge, equity, leadership, integrity and excellent relationship management.

Over the years, Zenith Bank has redefined customer service standards and created diverse service delivery channels through a strategic deployment of its people, Information Communication Technology (ICT) and world-class service. The group’s main delivery channel is its over 357 (Three hundred and fifty seven) local and foreign subsidiaries and business offices, branches and cash offices. These business offices are spread across the states of the federation and Abuja and are easily accessible to the Central Bank of Nigeria’s (CBN) clearing zones all over the country. Under Jim Ovin leadership, Zenith created strong foundations with a broad shareholder base, high levels of capitalization and very strong corporate governance. Godwin Emefiele and his team have continued to build on these foundations.

In 2009, the Central Bank of Nigeria (CBN) conducted a special audit to ascertain the stability of the banking sector in the country. Zenith Bank was one of the 14 banks that passed the audit. The result of the audit led to the quasi-nationalisation of 10 banks representing about 50 percent of system assets. Zenith Bank has consistently put in place a robust system of corporate governance, bearing in mind the key elements of honesty, trust, integrity, openness and accountability as well as commitment to the organisation’s goals. To uphold strong corporate governance and transparency, the bank adopts a robust public disclosure policy. This is to forestall incidences of abuse, such as insider trading. All financial information, as well as exceptional and extraordinary events capable of influencing the public decision concerning the bank, are approved for dissemination by the board and then related through authorised means to the public at the same time. The release of such information is done speedily and as often as stipulated by the regulatory bodies.

Ratings and corporate governance
Zenith Bank has consistently recorded good ratings from both the international (Fitch Ratings, Standard & Poor’s) and local (Agusto & Co.) rating agencies. The ratings on Zenith Bank Plc are supported by its leading market position in all key performance indices. The bank has won several local and international awards as evidence of its high standard and quality of service to the banking public. It won the Best Performing Ai 40 Company award hosted by Africa investor annual Index Series Summit. The awards are given to profile African capital market success stories. The Africa investor Index Series Summit brings together decision makers from stock markets, listed companies, fund managers, stockbrokers and analysts in Africa and others who have an interest and follow the performance of African equities.
The impressive growth pattern and performance over the years have earned the bank excellent ratings and recognition from local and international agencies. From a 2012 survey conducted by The Banker, an authoritative publication of the Financial Times of London, Zenith was adjudged the largest bank in Nigeria and the seventh largest in Africa on the basis of Tier-1 capital. Also, in July 2012, Forbes ranked Zenith the largest listed bank in Nigeria and the third largest listed company in West Africa. Forbes employed market capitalization, turnover, and net profit and assets criteria to arrive at its ranking. In 2011, Standard & Poor’s reaffirmed Zenith Bank’s rating at B+/stable/B – the highest rating awarded to any Nigerian bank and in line with the country’s risk rating. In 2012, World Finance, voted the bank as Best Nigerian Bank in Corporate Governance. In the end, Zenith’s value and competitive edge come down to a wining combination of people, talent, propriety, knowledge, equity, leadership, integrity and excellent relationship management.

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Analysis

As EU plans Russian Gas exit, Ministers to convene in Paris to chart Africa’s export potential

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In the wake of seismic shifts in the European energy landscape, the Invest in African Energy (IAE) 2026 Forum in Paris will host a Ministerial Dialogue on “Unlocking Africa’s Gas Supply for Global Energy Security.” This strategic session will examine how Africa can turn its untapped gas reserves into a reliable and sustainable source of supply. With Europe seeking to diversify away from Russian gas, the dialogue highlights both the continent’s growing role in global energy markets and the opportunity for African producers to attract long-term investment. Recent developments underscore the urgency of Africa’s role in global energy security. Last month, EU countries agreed to phase out their remaining Russian gas imports, with existing contracts benefiting from a transition period: short-term contracts can continue until June 2026, while long-term contracts will run until January 2028. In parallel, the European Commission is pushing to end Russian LNG imports by January 2027 under a broader sanctions package aimed at limiting Moscow’s energy revenues.

Africa’s role in this rebalancing is already gaining momentum. Algeria recently renewed its gas supply agreement with ČEZ Group, ensuring continued deliveries to the Czech Republic. In Libya, the National Oil Corporation (NOC) has approved new compressors at the Bahr Essalam field to boost output and reinforce flows via the Greenstream pipeline to Italy. These developments complement the Structures A&E offshore project – led by Eni and the NOC – which is expected to bring two platforms online by 2026 and produce up to 750 million cubic feet per day, supporting both domestic and European demand. West Africa is pursuing ambitious export routes as well.

Nigeria, Algeria and Niger have revived the Trans-Saharan Gas Pipeline (TSGP), with engineering firm Penspen commissioned earlier this year to revalidate its feasibility. The proposed $25 billion Nigeria–Morocco pipeline is also advancing as a long-term corridor linking West African gas to European markets. Meanwhile, the Greater Tortue Ahmeyim (GTA) project off Mauritania and Senegal came online earlier this year, with its first phase targeting 2.3 million tons of LNG annually. In June, the project delivered its third cargo to Belgium’s Zeebrugge terminal, marking the first African LNG shipment from GTA to Europe. Together, these milestones underscore a strategic convergence: African producers are accelerating efforts to scale up exports just as Europe intensifies its search for reliable alternatives to Russian gas.

Yet, as the ministerial session will explore, unlocking Africa’s gas supply demands sustained investment, regulatory alignment, environmental management and community engagement. For Europe, diversification of supply is a strategic necessity; for African producers, it is an opportunity to accelerate development, build infrastructure and secure long-term capital. At IAE 2026, these shifts will be examined by the officials and stakeholders driving them. The Ministerial Dialogue brings African energy leaders together with European policymakers, industry players and investors in a setting that supports practical, solution-focused discussion on supply, export strategies and future cooperation. As Europe adapts its gas strategy and African producers progress major projects, the Forum provides a direct platform for ministers to outline priorities and for investors to engage with key decision-makers.

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Analysis

Authorities must respond as digital tools used by organized criminals accelerate financial crime—IMF

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International Monetary Fund IMF, has said that criminals are outpacing enforcement by adapting ever faster ways to carry out digital fraud. The INF in a Blog post said the Department of Justice in June announced the largest-ever US crypto seizure: $225 million from crypto scams known as pig butchering, in which organized criminals, often across borders, use advanced technology and social engineering such as romance or investment schemes to manipulate victims. This typically involves using AI-generated profiles, encrypted messaging, and obscured blockchain transactions to hide and move stolen funds. It was a big win. Federal agents collaborated across jurisdictions and used blockchain analysis and machine learning to track thousands of wallets used to scam more than 400 victims. Yet it was also a rare victory that underscored how authorities often must play catch-up in a fast-changing digital world. And the scammers are still out there. They pick the best tools for their schemes, from laundering money through crypto and AI-enabled impersonation to producing deepfake content, encrypted apps, and decentralized exchanges. Authorities confronting anonymous, borderless threats are held back by jurisdiction, process, and legacy systems.
Annual illicit crypto activity growth has averaged about 25 percent in recent years and may have surpassed $51 billion last year, according to Chainalysis, a New York–based blockchain analysis firm specializing in helping criminal investigators trace transactions. Bad actors still depend on cash and traditional finance, and money laundering specifically relies on banks, informal money changers, and cash couriers. But the old ways are being reinforced or supercharged by technologies to thwart detection and disruption.
Encrypted messaging apps help cartels coordinate cross-border transactions. Stablecoins and lightly regulated virtual asset platforms can hide bribes and embezzled funds. Cybercriminals use AI-generated identities and bots to deceive banks and evade outdated controls. Tracking proceeds generated by organized crime is nearly impossible for underresourced agencies. AI lowers barriers to entry. Fraudsters with voice-cloning and fake-document generators bypass the verification protocols many banks and regulators still use. Their innovation is growing as compliance systems lag. Governments recognize the threats, but responses are fragmented and uneven—including in regulation of crypto exchanges. And there are delays implementing the Financial Action Task Force’s (FATF’s) “travel rule” to better identify those sending and receiving money across borders, which most digital proceeds cross.
Meanwhile, international financial flows are increasingly complicated by instant transfers on decentralized platforms and anonymity-enhancing tools. Most payments still go through multiple intermediaries, often layering cross-border transactions through antiquated correspondent banks that obscure and delay transactions while raising costs. This helps criminals exploit oversight gaps, jurisdictional coordination, and technological capacity to operate across borders, often undetected.
Regulators and fintechs should be partners, and sustained multilateral engagement should foster fast, cheap, transparent, and traceable cross-border payments. There’s a parallel narrative. Criminals exploit innovation for secrecy and speed while companies and governments test coordination to reduce vulnerabilities and modernize cross-border infrastructure. At the same time, technological implications remain underexplored with respect to anti–money laundering and countering the financing of terrorism, or AML/CFT. Singapore’s and Thailand’s linked fast payment systems, for example, enable real-time retail transfers using mobile numbers; Indonesia and Malaysia have connected QR codes for cross-border payments. Such innovations offer efficiency and inclusion yet raise new issues regarding identity verification, transaction monitoring, and regulatory coordination.
In India, the Unified payments interface enables seamless transfers across apps and platforms, highlighting the power of interoperable design. More than 18 billion monthly transactions, many across competing platforms, show how openness and standardization drive scale and inclusion. Digital payments in India grew faster when interoperability improved, especially in fragmented markets where switching was costly, IMF research shows These regional innovations and global initiatives reflect a growing understanding that fighting crime and fostering inclusion are interlinked priorities—especially as criminals speed ahead. The FATF echoed this concern, urging countries to design AML/CFT controls that support inclusion and innovation. Moreover, an FATF June recommendation marks a major advance: Requiring originator and beneficiary information for cross-border wire transfers—including those involving virtual assets—will enhance traceability across the fast-evolving digital financial ecosystem.
Efforts like these are important examples of how technology enables criminal advantage, but technology must also be part of the regulatory response.
Modernizing cross-border payment systems and reducing unintended AML/CFT barriers increasingly means focusing on transparency, interoperability, and risk-based regulation. The IMF’s work on “safe payment corridors” supports this by helping countries build trusted, secure channels for legitimate financial flows without undermining new technology. A pilot with Samoa —where de-risking has disrupted remittances—showed how targeted safeguards and collaboration with regulated providers can preserve access while maintaining financial integrity without disrupting the use of new payment platforms.
Several countries, with IMF guidance, are investing in machine learning to detect anomalies in cross-border financial flows, and others are tightening regulation of virtual asset service providers. Governments are investing in their own capacity to trace crypto transfers, and blockchain analytics firms are often employed to do that. IMF analysis of cross-border flows and the updated FATF rules are mutually reinforcing. If implemented cohesively, they can help digital efficiency coexist with financial integrity. For that to happen, legal frameworks must adapt to enable timely access to digital evidence while preserving due process. Supervisory models need to evolve to oversee both banks and nonbank financial institutions offering cross-border services. Regulators and fintechs should be partners, and sustained multilateral engagement should foster fast, cheap, transparent, and traceable cross-border payments—anchored interoperable standards that also respect privacy.
Governments must keep up. That means investing in regulatory technology, such as AI-powered transaction monitoring and blockchain analysis, and giving agencies tools and expertise to detect complex crypto schemes and synthetic identity fraud. Institutions must keep pace with criminals by hiring and retaining expert data scientists and financial crime specialists. Virtual assets must be brought under AML/CFT regulation, public-private partnerships should codevelop tools to spot emerging risks, and global standards from the FATF and the Financial Stability Board must be backed by national investments in effective AML/CFT frameworks.
Consistent and coordinated implementation is important. Fragmented efforts leave openings for criminals. Their growing technological advantage over governments threatens to undermine financial integrity, destabilize economies, weaken already fragile institutions, and erode public trust in systems meant to ensure safety and fairness. As crime rings adopt and adapt emerging technologies to outpace enforcement, the cost is not only fiscal—it is structural and systemic. Governments can’t wait. The criminals won’t.

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Multilateral development banks reaffirm commitment to climate finance, pledge innovative funding for adaptation

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Multilateral development banks have reaffirmed their commitment to climate finance, pledging to scale up innovative funding to boost climate adaptation and resilience. “Financing climate resilience is not a cost, but an investment.” This was the key message from senior MDB officials at the end of a side event organised by the Climate Investment Funds (CIF) on the opening day of the 30th United Nations Climate Conference (COP30) in Belém, Brazil.

The conference runs from 10 to 21 November. During a panel discussion titled “Accelerating large-scale climate change adaptation,” MDB representatives, including the African Development Bank Group, outlined how their institutions are fulfilling Paris Agreement commitments by mobilising substantial and innovative resources for climate adaptation and mitigation. Ilan Goldfajn, President of the Inter-American Development Bank Group, emphasised that “resilience is more than a concern for the future: it is also essential for development today.” He announced that MDBs are tripling their financing for resilience over the next decade, targeting $42 billion by 2030.

“At the Inter-American Development Bank, we are turning preparedness into protection and resilience into opportunity,” Goldfajn added. Tanja Faller, Director of Technical Evaluation and Monitoring at the Council of Europe Development Bank, stressed that climate change “not only creates new threats, but also amplifies existing inequalities. The most socially vulnerable people are the hardest hit and the last to recover. This is how a climate crisis also becomes a social crisis.” Representatives from the Islamic Development Bank, the Asian Infrastructure Investment Bank, the Asian Development Bank, the World Bank Group, the European Bank for Reconstruction and Development,  the European Investment Bank, the New Development Bank and IDB Invest (the private sector arm of the Inter-American Development Bank Group) also shared concrete examples of successful adaptation investments and strategies for mobilising new resources.

Kevin Kariuki, Vice President of the African Development Bank Group in charge of Power, Energy, Climate and Green Growth, presented the Bank’s leadership in advancing climate adaptation and mitigation. “At the African Development Bank, we understand the priorities of our countries: adaptation and mitigation are at the heart of our climate interventions.” He highlighted the creation of the Climate Action Window, a new financing mechanism under the African Development Fund, the Bank Group’s concessional window for low-income countries.

“The African Development Bank is the only multilateral development bank with a portfolio of adaptation projects ready for investment through the Climate Action Window,” Kariuki noted, adding that Germany, the United Kingdom and Switzerland are among key co-financing partners. Kariuki also showcased the Bank’s YouthADAPT programme, which has invested $5.4 million in 41 youth-led enterprises across 20 African countries, generating more than 10,000 jobs — 61 percent of which are led by women, and mobilising an additional $7 million in private and donor funding.

Representatives from Zambia, Mozambique and Jamaica also shared local perspectives on the financing needs of communities most exposed to climate risk. The panel followed the official opening of COP30, marked by a passionate appeal from Brazilian President Luiz Inácio Lula da Silva for greater climate investment to prevent a “tragedy for humanity.”

“Without the Paris Agreement, we would see a 4–5°C increase in global temperatures,” Lula warned. “Our call to action is based on three pillars: honouring commitments; accelerating public action with a roadmap enabling humanity to move away from fossil fuels and deforestation; and placing humanity at the heart of the climate action programme: thousands of people are living in poverty and deprivation as a result of climate change. The climate emergency is a crisis of inequality,” he continued.

“We must build a future that is not doomed to tragedy. We must ensure that we live in a world where we can still dream.” Outgoing COP President Mukhtar Babayevn, Azerbaijan’s Minister of Ecology, urged developed nations to fulfil their promises made at the Baku Conference, including commitments to mobilise $300 billion in climate finance. He called for stronger political will and multilateral cooperation, before handing over the COP presidency to Brazilian diplomat André Corrêa do Lago, who now leads the negotiations.

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