Our Business model is anchored on deploying our resources optimally to create sustainable value for our stakeholders.
Feedback and active engagement with our stakeholders further help us to evaluate the value creation process and the effectiveness of our business model in that value creation.
The business model takes into account the need to balance short term, medium term and long-term goals since what is of short-term benefit may not be in the long term sustainable.
You may also see the impact on our Non-Financial KPIs and Non-Financial Activities on the link below:
Financial services business is inherently risky due to inherent varied term of assets and liabilities, a full discussion of which is made in our Risk Management Report in our latest Annual Report. This is further exacerbated by the interplay of various intravenous and extraneous factors.
Through rigorous and ongoing assessment of risk, we at uab bank, continuously identify the changing trends and assess how they impact our business model and opportunities they present. Early identification of risk provides window of opportunities to proactively address the risk and exploit the opportunities.
1. COVID and the political crisis impact
2. Mobile Wallets
3. Increased Competition
Emerging from the recovery of COVID-19 and stabilising of the political crisis is the competition from over 40 banks in the market.
Understanding that the emerging threats are challenging particularly with an environment that is volatile both internationally and locally, the various Management Committees and Board of Directors are ensuring that surveillance is heightened and so that the Bank will adequately respond to all threats.