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2017 financial year were due to the collaborative and pas-  an additional sum not exceeding USD 500,000,000.00 (Five
               sionate work culture of all our employees.  We will continue   Hundred million United States Dollars) to the existing USD
               to improve their collective buy-in into the Bank’s strategic   1,000,000,000 (One billion US Dollars) programme and will
               vision whilst rewarding them for their contributions.   be issued in tranches as may be required. I therefore urge
                                                              shareholders to  approve  the  necessary  resolutions  to be
               2018-2022 Strategy                             presented at this meeting in this regard.

               In 2013, the Bank set a bold goal to attain top three position   LOOKING FORWARD
               in key metrics in its chosen market by 2017. I am delight-
               ed to report that this goal was reasonably achieved by the   An eventful year has passed and a new one has begun. Even
               end of 2017 in spite of daunting challenges. However, there   though elements in the global and domestic economic en-
               are  significant  lessons  learnt  given  our  macro-economic   vironment and prospects now seem more favourable, the
               and regulatory environment, which will prove invaluable for   financial markets still face uncertainties created by struc-
               the next 5 years.  Following the end of the 2013-2017 plan   turally lower economic growth over a prolonged period and
               period, our Bank has embarked on an ambitious journey to   an uncertain political outlook in some of the geographies
               become Africa’s Gateway to the World within the next five   we operate.
               years.
                                                              As we move on to the next phase of our growth story, the
               In the pursuit of our strategic growth objectives, the Board   Board is positive that we will achieve our growth aspirations
               is committed to strengthening the Bank’s funding and   through a sustained and sharp focus on our strategic pri-
               capital base as well as profitability through a robust capital   orities. Operating efficiency will remain at the heart of our
               structure. This need is underscored by the growing scale   decisions and we will continue to focus on effective execu-
               of regulatory headwinds and economic realities which have   tion of our strategy and on delivering value to shareholders.
               put demands on liquidity and capital. In furtherance of this,
               the Board deems it necessary to further bolster the Bank’s   I would like to thank our customers and shareholders for
               capital and funding base through the issuance of debt se-  their support during 2017, and above all our great people
               curities including non-convertible loans, notes, bonds, and   for their hard work and relentless commitment to Access
               or any other instruments that are considered appropriate   Bank.
               for the Bank to meet its growth objectives.  This will be for















                                                   We will continue to improve
                                                    the collective buy-in of all
                                                   employees into the Bank’s
                                                   strategic vision whilst rewarding
                                                   them for their contributions.


                                                   -MOSUN BELO-OLUSOGA,
                                                   CHAIRMAN











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