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Objectives for 2010 and beyond
Staff
- Accelerate transformation to improve the overall transformation of the bank to enhance the dti Code score and meet stretch employment equity targets (maintain the status of being the most transformed bank).
- Reduce staff turnover rates particularly pertaining to African and Coloured staff. Staff turnover across all demographics to be less than the industry norm.
- Embed talent management, thereby enhancing the employment value proposition and raising the ‘stay factor’ in engagement.
- Ensure that employees learn and grow to enable superior service delivery to clients and facilitate career advancement.
- Reduce group entropy (energy wasted on unproductive activities) further (towards below 10) and increase additional matches between current and ideal culture values.
- Further embed, expand and develop an integrated culture.
- Review group values and associated behaviour to build a high-performing culture and support enablement of our strategy.
- Align total-reward strategy to support talent and transformation focus areas.
- Enable human resources (HR) capability and excellence (and deliver on HR 2010 programme).
Clients
- Transform retail banking, become the leader in business banking and the public sector bank of choice, and maintain being a top-two wholesale bank.
- Grow our primary-client base and transactional income streams.
- Enhance the client experience by further improving service levels to worldclass standards.
- Deliver on our bancassurance strategy and synergies from the Imperial Bank acquisition.
- Selectively expand into Africa and leverage the Ecobank alliance.
- Continue building the Nedbank brand to be relevant for all South Africans.
Shareholder value creation
- Refine the vision of the bank
- Manage the bank conservatively but profitably through continued economic uncertainty, while exploiting opportunities as they arise.
- Continue to focus on liability growth and innovation for our strong depositor franchise.
- Focus on high-quality, appropriately priced loans, accounting for risk and increased cost of funding.
- Fix the economics of negative- economic-profit businesses.
- Grow the bank’s non-interest revenue income streams, with a focus on transactional income.
- Cross-sell into our existing client base.
- Exercise vigilance and focus on proactively managing capital and liquidity as new regulations evolve.
- Enhance productivity, efficiency and execution, and continue smart cost management.
Regulators
- Exercise vigilance and focus on proactively managing capital and liquidity.
- Continually monitor and refine credit and risk parameters as appropriate.
- Further embed and leverage worldclass risk practices.
- Implement business intelligence and data management strategy.
- Maintain good relationships with all regulators.
Communities
- Continue to lead as a corporate citizen in our efforts to ensure that we remain South Africa’s leading green and caring bank, thereby building a sustainable business that is relevant in South Africa.
- Continue with a step change focus to integrate sustainability initiatives and considerations more fully and holistically in all business activities, thereby maximising the synergies that exist between economic, cultural, social and environmental sustainability.
- Continue with carbon awareness, measurement and reduction and deliver on our carbon neutrality commitment as part of our climate change leadership journey.
- Address climate adaptation issues, taking water scarcity and quality considerations into account.
- Deliver on our transformation targets and become a truly SA bank.
| This page was updated on 29 March, 2010 |  Return to top |
