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African Bank provides unsecured credit that is affordable, convenient and responsible allowing the formally-employed emerging market to improve the quality of their lives using flexible, innovative and individually-priced product offerings. Serving the formally-employed emerging market card credit processing service

African Bank also offers a service that is particularly relevant to all of South Africa s employers. In other words, if you re an employer, then the formally-employed emerging market we serve makes up part of your organisation. center credit service union

Black Economic Empowerment Financial sector charter BEE scorecard ABIL s response ABIL s BEE report Black equity ownership programme start of share stuff end of share stuff Terms and conditions | Disclaimer | Privacy and Security | Access to information credit security service union

Introduction The 2006 financial year was one in which ABIL took significant strides towards achieving the group s long-term strategic goals set in 2005, whilst at the same time maintaining a track record of delivering on its short and medium-term financial objectives, albeit in an environment that has been conducive to credit. A Reflection On Abil s Journey As this financial year closes, the group stands on the verge of an exciting new chapter in the evolution of the credit market in South Africa. However, before we look to what the future holds, we would like to reflect on the journey that has brought ABIL to its current position as a leader in the development of the unsecured credit market. credit report service

The ABIL group has had its roots in the pioneering and development of the unsecured credit market within South Africa. In the early 1990s, this was a market in which the vast majority of South Africans had little or no access to credit from the formal financial services sector. During its early years, the group focused on unlocking access to credit, by developing models and products that allowed the risks and dynamics of the market to emerge. As with all pioneering industries and technologies, the initial models were disparate, lacked critical mass, and needed to be priced high for the uncertainty of the risks still to emerge. As the business model started to show promise new entrants emerged, and accordingly during the late 1990s, the unsecured credit market grew exponentially. Unfortunately, these early years were not without failure and turbulence. A number of the early entrants failed from 2000 to 2002, as they did not understand the risks within this market environment - Saambou and Unifer, being the larger of these. blogspot com christian

Since 2002, the market in which ABIL operates has grown steadily and has enjoyed a period of sustained buoyancy. South African consumers, especially those within the formally employed, middle to lower income groups, have enjoyed the fruits of a growing economy and the early benefits of the transformation process taking place within our economy. The ABIL group has gained from this tailwind, and this, together with a number of strategic initiatives have ensured that the group has met all of its financial objectives, and delivered a steady growth in shareholder value over the last four years. christian counseling credit

During the same period, the government embarked on a process to address the regulatory regime governing the credit market and the imbalances that had embedded themselves as a result of the disparate nature of the existing laws. credit federal service union

At the heart of these debates was the attempt to find the right balance between: credit monitoring service

• Promoting a regime that would unlock greater access to credit to South African consumers whilst on the other hand, protecting those same consumers from being exploited by credit providers and/or suffering financial damage as a result of taking on more credit than they could reasonably afford. In particular, mechanisms have been put in place to ensure high levels of transparency and disclosure as well as to sanction credit providers who are found to be reckless in their lending practices. credit division service

• Protecting the rights of credit providers against clients who default on their debt obligations and on the other hand, addressing the negative impact on society resulting from a large number of defaulting clients who are effectively closed out of the credit system. In particular, mechanisms are being developed to try and promote the voluntary rehabilitation of clients in financial difficulty, rather than merely resorting to the legal system and blacklisting clients on credit bureaus. card credit online service

ABIL is appreciative of the extensive process of consultation undertaken by the Department of Trade and Industry and government, and the fact that it has been able to play an active role in this regard. consumer counseling credit inc

The regulatory review of the credit market culminated in the promulgation of the National Credit Act (NCA) in May 2006, with most of the substantive provisions due for implementation in July 2007. While there are challenges to be met in implementing the NCA, ABIL is satisfied with the outcome, and believes that the NCA will facilitate the extension of the credit market, better checks and balances and greater competition - all of which are favourable to the consumer. card credit fleet service

2.2 The 2014 thresholds will be set as part of the process of the 2009 review outlined in 4.3 of the charter. 3. Interim Rating The 2004 equivalent of the rating bands in 2008 (reflected in paragraph 1.2 above) will be established before the effective date. The rating bands for each of the intervening years will be a linear progression from the 2004 ratings to the 2008 ratings. 4. card consolidation credit

For the purposes of paragraph 10.2 of the charter, if within 3 months of a reporting date an institution ceases to comply with the provisions of paragraph 11.1 for reasons beyond its control, but re-establishes compliance by the time the report is due, it will be deemed to have complied at the reporting date. Core component of BEE Indicators Target 2008 credit free online report

2014 Financial institution annual target Threshold Points Institu- tion s annual score Section 1 - (Paragraph 5 of the charter) Human Resource Development 20 1.1 Employment equity Industry Mean at 31/12/2003 15 1.1.1 Senior manage- ment black people as a % of senior manage- Min 20% -25% 4 (3 at 20% + 1 at 25%) women Min 4% 33% of black 1 1.1.2 Middle manage- of middle manage- Min 30% 4 Min 10% credit federal first service

1.1.3 Junior manage- of junior manage- Min 40% -50% 4 - (2.5 @ 40%, 0.75 @ 4 5% 0.75 @ 50%) Min 15% 1.2 Skills development 5 1.2.1 Skills spend percen- tage of total 1.5% 0% 3 1.2.2 Learnership program learner- ships as % of total 4.5% 2 Section 2 - (Paragraphs 6 7 of the charter) Procurement and enterprise development 70% Procurement 10% Procure- ment from black influenced companies, consumer credit service

companies rated D in terms of a charter Targeted procure- ment from those companies as a percen- tage of total procure- ment - Scored at 50% of Rand spend ment from companies rated C in terms of a charter at 75% of Rand empowered companies, companies rated B in at 100% of Procurement from black SMEs, black companies, black women-empowered enterprises compa- nies rated A in terms of a center credit family service

charter at 125% of Enterprise Development: paragraphs 7.1.1 7.1.2 of charter Enterprise development: black influenced companies Rand spend - Scored at 50% of Rand spend Enterprise develop- ment: black empowered companies Rand spend- Scored at 100% of Rand spend black SMEs, black companies black women- empowered enterprises 125% of Rand spend Section 3 - (Paragraph 8 of the charter) credit reporting service

Access to financial services 18 3.1 Transac - tions saving products and services Effective access for LSM 1-5 (%) 80% 80% 3.2 Bank savings products and services 4 3.3 Life assurance products and services tbf 12 3.4 Collec - tive investments products 1%, plus 250, 000 Tbd 3.5 Short-term risk insurance products 6% 3.6 Origination Origination of home loans (R) 10% of Origination of agriculture loans (R) cca credit division service

Origination of black SME 3.7 Consu-mer education % of post tax operating profits spend pa Min 0.2% Section 4 - (Paragraph 9 of the charter)Empower- Financing 22 4.1 Targe- ted invest- ments Institution s target for Targeted Invest- 17 Institution s annual investment in transforma- tional infrastruc- ture (R) in low- income housing (R) Institution s annual agricultural develop- ment (R) in black credit free report service

SMEs 4.2 BEE transaction financing including JVs, debt financing, equity investments in BEE companies that are not black SMEs BEE transaction financing Section 5 - (Para- graphs 10 and 11 of charter) Ownership and Control 5.1 Ownership 25% by 2010 14 5.1.1 Direct ownership Max of 4 Bonus points scored: 0.5 when direct ownership at 13.75%, 0.5 at 17.5%, 1.5 at 21.25% and 1.5 at 25% Listed companies: card credit customer discover

standard valuation as % of market capitalisa- tion Non-listed companies: standard valuation Min 10% by 2010 - 2.5% 12 + 4 bonus 5.1.2 Direct or indirect in excess of 10% Ditto 15% by 2010 0.5 points at: 13.75%, 17.5%, 21.25%, 25% 5.2 Control 8 5.2.1 Board as a % of board of directors 33% 20% Min of 11% 5.2.2 Executive Executive manage- Min 25% 2003 Section 6 - (Paragraph 12) credit repair report service

Corporate Social Investment Corporate Social Investment % of post tax operating profit directed pa to CSI 0.5% top Terms and conditions | Disclaimer | Privacy and Security | Access to information African Bank Ltd. is an Authorised Financial Services Provider credit legal repair service

On 16 May 2005, Abil announced that it is proposing a black equity ownership programme. Click on the links below to find out more about this initiative. Black Equity Ownership Programme Format Size Black Equity Ownership Programme Circular and Notice of General Meeting 335 KB Notice of General Meeting Salient dates 74 KB Black Equity Ownership Programme 3.9 MB cic credit monitoring service

MEMBERS OF THE ABIL BOARD Ashley Sefako Mabogoane (48) Independent non-executive chairman Date appointed: 01/12/1999 Qualifications: Diploma in Business Management (EE) Directorships: Ashley Mabogoane is the chief executive officer of New Seasons Investments (Pty) Limited. He is the former CEO of FABCOS Investments Holdings (Pty) Limited and was responsible for driving the commercialisation of the FABCOS Group and its transformation from being a donor driven organisation to a fully fledged commercially driven investment holding company. ccs credit division service

He serves as non-executive chairman of African Bank Limited and also chairman of Fidelity Springbok Security Services. He is a director of the following companies: Eyomhlaba Investment Holdings Limited, New Seasons Investments Holdings Limited, New Seasons Auto Holdings, New Seasons ICT, New Seasons Strategic Investments (Proprietary) Limited, Roadgrass Investments (Proprietary) Limited, Pono Investments (Proprietary) Limited, Rand Merchant Bank Structured Insurance (RMB SI), Owl Bridge Investments, Timespan Investments and Triffic Investments. credit service union worker

01/07/1995 Directorships: Executive director of African Bank Limited Leonidas Kirkinis (47) Chief executive officer Date appointed: 01/07/1997 Qualifications: BComm, BAcc CA(SA) Directorships: Managing director of African Bank Limited 1st credit service union

21/10/2003 Qualifications: BComm Directorships: Executive director of African Bank Limited Bahle Dawn Goba (44) Independent non-executive director Date appointed: 06/06/2003 Qualifications: BSc Business Administration, MBA card chase credit customer

Non-executive director of African Bank Limited, Nokusa Consulting and Nokusa Packaging, Rorisang Basadi Investment Holdings, Multimatics (Proprietary) Limited David Braidwood Gibbon (64) Date appointed: 01/06/2003 Qualifications: CA(SA) Directorships: Non-executive director of African Bank Limited and other group subsidiary companies, The Spar Group Limite, ; Steinway Trustees (Pty) Limited card chase credit service

Financial Objectives African Bank Home | Investor Zone | Financial Objectives Looking ahead ABIL is confident that it will achieve its stated financial objectives for the 2007 financial year, but more importantly, will continue to use the high return on equity currently being achieved to strengthen the competitive position and growth prospects of the group for subsequent financial periods through further risk discovery and price reductions on its products. citi credit monitoring service

ABIL s Odd-Lot Offer African Bank Home | Investor Zone | ABIL s Odd-Lot Offer Abil made and odd-lot offer to shareholders holding fewer than 100 shares in 2006. credit plus service union

150 KB SENS Announcement 81 KB Implementation and results of the odd-lot offer 56 KB Terms and conditions | Disclaimer | Privacy and Security | Access to information African Bank Ltd. is an Authorised Financial Services Provider credit farm service

Preference Shares African Bank Home | Investor Zone | Preference Shares Abil has 5 million preference shares in issue which are listed on the JSE. 1st credit federal service

Specialist Securities Preference Shares JSE Code: ABLP Reuters Code: ABLPp.J Dividend: 69% of South African prime rate Dividend dates: June + December Placement document 164 KB Terms announcement 56 KB Media Announcement regarding possible changes to dividend rate 14 KB credit paychex service tax

4 392 1 December 2006 11 December 2006 2006 3 361 2 June 2006 12 June 2006 2005 2 361 2 December 2005 12 December 2005 2005 1 169 3 June 2005 20 June 2005 Terms and conditions | Disclaimer | Privacy and Security | Access to information credit service tax

Share Trading African Bank Home | Investor Zone | Share Trading African Bank does not have in-house stock brokers and as a result we do not offer a share trading facility. However, there are a few institutions that offer online share trading. aeon credit service

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Strategic Review African Bank Home | Investor Zone | Strategic Review The company s strategies are significantly informed by the opportunities and risks it identifies in the market. These opportunities and risks arise as a result of changes to the environment, to the regulatory framework within which the industry operates and to the behaviour of clients and competitors. In this review we outline the main features of our strategy and test it against the opportunities and risks that are emerging within ABIL s target market. bad cell credit phone service

Sustainability at ABIL African Bank Home | Investor Zone | Sustainability at ABIL Sustainable development for Abil is about promoting cultural diversity and equity in the workplace. It is about providing a valued and responsible service to our clients and providing opportunities for social and economic development through our core business activities. And it is about proactively minimizing any adverse environmental impacts. Most of all, it is about being responsive to the expectations of our various stakeholders, identifying and responding to their concerns and interests. In this report we describe the various activities we have undertaken on each of these fronts, focusing on those issues that we believe are of material relevance and interest to our different stakeholder groups. counseling credit debt service

Transition to IFRS African Bank Home | Investor Zone | Transition to IFRS African Bank Investments Limited (ABIL) made the transition to International Financial Reporting Standards (IFRS) for the financial year ending 30 September 2006. card credit payment service

Credit Ratings African Bank Home | Investor Zone | Credit Ratings MOODY S ASSIGNS A2.za/Prime-1.za NATIONAL SCALE ISSUER RATINGS TO AFRICAN BANK LIMITED OF SOUTH AFRICA card credit merchant

Limassol, May 21, 2004 - Moody s Investors Service has assigned national scale issuer ratings to African Bank Limited at A2.za/Prime-1.za for long- and short-term, respectively. According to Moody s, the ratings reflect the bank s good creditworthiness and strong capacity to meet local currency obligations. All ratings carry stable outlooks. Moody s comments that although African Bank operates in a relatively high-risk market sector, providing unsecured lending to moderate-to-low income earners, it has a successful business model supported by good risk management processes and efficient debt collection. According to the rating agency, African Bank s ratings are further supported by its strong financial profile and performance, with an impressive earning power and ample capitalisation. The bank s efforts to further strengthen its funding profile and control operating costs are well perceived by the rating agency. Moody s notes that the bank has a large pool of non-performing loans, but that these have adequate levels of provisions set against them. Moody s concludes that any possible reductions in African Bank s profit margins or possible escalations in loan repayment losses could be comfortably absorbed given the bank s current condition and strengths. counseling credit family

Moody s national scale ratings are not globally comparable, but address credit risk among debt issues or issuers within a country, enabling participants to better differentiate relative risks. Moody s issuer ratings are assigned to issuers rather than to specific debt issues. Specific debt issues of the issuer may be rated differently, and are considered unrated unless individually rated by Moody s. annual credit report request

4.6.6 Qualifications in respect of retirement funds If a retirement fund has less than 50 staff members, it will be exempt from all the provisions of the charter other than paragraphs 9 and 12. If a retirement fund has more than 50 staff members, it will be exempt from all the provisions of the charter other than paragraphs 5, 11.3 and 11.4, and paragraphs 9 and 12. 4.7 All financial institutions claiming exemptions in terms of this paragraph must submit a return to the Charter Council providing motivation and evidence supporting the exemption. area bay credit service

4.8 The participation of DFIs in certain aspects of the charter is required in order to give full effect to the intent of the charter. 4.9 If a financial institution is a member of a group, it will be measured and reported on as part of the South African group unless - atlanta consumer counseling

• the financial institution is a listed company; or account card credit merchant

• the financial institution opts in. aspire card credit customer

4.10 Notwithstanding the provisions of paragraph 4.9 above, the boards of directors of all financial institutions will ensure that transformation plans are rolled out through all the divisions and subsidiaries of the group, and that measurement mechanisms are put in place, responsibility given and performance evaluated at all levels and in all areas. card counseling credit service

4.11 The parties to this charter agree that the public and private sectors, when sourcing products and services from the financial sector, should apply the charter and its scorecard. Accordingly - 4.11.1 the financial institutions specifically agree that, when competing for business, they will use their charter rating to explain their BEE contribution; 4.11.2 in adjudicating tenders for the provision of financial services, all tiers of Government will base their adjudication of BEE contribution on the charter rating which has been accorded in terms of this charter; and card credit online processing

4.11.3 the parties to this charter agree that the private sector should base its evaluation of the BEE contribution of members of the financial sector on the charter rating which has been accorded in terms of this charter. 5 Human resource development 5.1 Disparities in the South African workplace resulting from past discriminatory practices and laws are not only unjust, but also have direct negative implications for economic efficiency, competitiveness and productivity. It is therefore in the country s long-term national interests that a broad-based and diverse pool of skills is developed for the sector to unleash the potential of all South Africans. consolidated counseling credit

5.2 Consequently, each financial institution undertakes to: 5.2.1 promote a non-racial, non-sexist environment and to enhance cultural diversity and gender sensitivity within the sector; 5.2.2 invest in human resource development across the full spectrum of skills, with special emphasis on increasing the participation of black people in skilled, strategic and operational leadership in the sector; 5.2.3 check credit service

invest in and equip current and future leadership incumbents in the sector with the appropriate knowledge and capacity to enable them to play a central role in driving the transformation programme. 5.3 In addition to the obligations of the financial sector in terms of Employment Equity and Skills Development legislation, and - 5.3.1 based on an estimated ratio of 10% for 2002, each financial institution will have a minimum target of 20% to 25% black people at senior management level by 2008; card credit online payment

5.3.2 based on an estimated ratio of 1.6% for 2002, each financial institution will have a target of a minimum of 4% black women at senior management level by 2008; 5.3.3 based on an estimated ratio of 17% for 2002, each financial institution will have a target of a minimum of 30% black people at middle management level by 2008; 5.3.4 based on an estimated ratio of 5% for 2002, each financial institution will have a target minimum of 10% black women at middle management level by 2008; civil credit ontario service

5.3.5 based on an estimated ratio of 28% for 2002, each financial institution will have a minimum target of 40% to 50% black people at junior management level by 2008; and 5.3.6 based on an estimated ratio of 12% for 2002, each financial institution will have a target of a minimum of 15% black women at junior management level by 2008. 5.4 In recognition of the low starting points and targets, and the need for higher levels of black women representation at all three levels and at executive level, a 2014 target of 33% of the relevant total black representation target has been set for black women representation at all four levels. The financial sector commits, before 2008 and through a mechanism established by the Charter Council, to establish the other 2014 targets for all management levels and at executive level (dealt with in paragraphs 11.3 and 11.4). antonio credit san security

5.5 Over and above any skills levies payable by a financial institution, each financial institution will, from the effective date of the charter to 2008, spend 1.5% of total basic payroll per annum on training of black employees. 5.6 This skills development initiative shall be directed at skills programmers that promote black skills in the sector in line with a skills audit for each sub-sector. These skills audits may be undertaken by the financial institution, the sub-sectors or by the respective SETAs and the programmers shall be formalised and commenced by 1 July 2005. card cardmember chase credit

5.7 The financial sector undertakes to implement a Learnership Programme in terms of which, over one learning cycle of three intakes, each financial institution will employ up to 4.5% of its total staff in the form of black matriculates, or the NQF Level Four equivalent, in registered learnerships. Direct spending in excess of that recovered from the SETAs or Government will form part of the skills development targets in 5.5. The sector commits to review its matriculant learnership programme after the first cycle in consultation with the Department of Labour, with a view to implementing a second cycle. This commitment is subject to satisfactory resolution of the principles and funding of matriculant learnerships with Government and the relevant SETAs. clean credit repair service

5.8 Each financial institution undertakes to develop and report on the following programmes: 5.8.1 career pathing through the provision of the necessary support to black people at all levels to facilitate progress in their agreed careers; 5.8.2 the implementation of appropriate mentorship programmes within companies in the sector to assist in the rapid development of black professionals; 5.8.3 targeted recruitment to expand the base of potential recruits; credit management service

5.8.4 cultural diversity and gender sensitivity programmes at various levels of management in the financial institution, with the intention of promoting a vibrant, enabling and diverse institutional culture; and 5.8.5 where possible, in conjunction with institutions of higher learning, introduce training programmes in line with the NQF requirements and establish undergraduate and postgraduate diplomas and degrees in financial services. colorado credit public service

6. Procurement Policies 6.1 Financial institutions will implement a targeted procurement strategy to enhance BEE. Provided there are charters in the information and communications technology ( ICT ), the advertising and the automotive and building sectors, and that international suppliers are subject to those charters, the target will be 50% of the value of all procurement from BEE accredited companies by 2008 and 70% by 2014. consolidation counseling

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Loan Bond Finance Personal Finance Personal Loan Apply Your African Bank Personal Loan Online (3040201) / Credit Guides And Credit Services > > CLICK HERE VISIT NOW < < Apply now for your personal loan online! In order to satisfy the requirements of the clients, we offer a range of products in a range of values. > > CLICK HERE VISIT NOW < < Financials Financial results Annual reports Financial highlights Financial archives Financial history Transition to IFRS About ABIL Our history Objectives Stategic review Our clients Board of directors credit pacific service union Corporate governance Credit ratings Charters Our sustainability tr> Investments

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