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In the light of the above scenario UBA will
continue to pursue its three-tier strategic
intent of:
1. Being the dominant & clear leader in
the FSI in Nigeria
2. Being a leading African Bank (shift
from expansion to business consolida
tion phase)
3. Establishing a Global Presence (full le
verage of our global footprint for end-
to-end business coverage)
Similarly, Corporate Targets for the finan-
cial year will revolve around the follow-
ings;
MARKET FOCUS
Superior Market Focus is the first of the
Building Blocks for High Performance. The
Bank’s market focus in all our operating ju-
risdictions will therefore be in tandem with
the key sectors expected to drive growth of
the African economies in which we oper-
ate including:
• Agriculture
• Infrastructure
• Power
• Telecommunication
• Aviation/ Transportation
•
• Embassies, Missions &
Development Organizations
• Hospitality and Tourism
• Food & Beverages e.t.c.
To achieve high performance in each of
our operating market, responsible busi-
ness managers are expected to identify
the specific sectors among those listed
pursue the key players in these for maxi-
mum profitability.
REQUIRED DISTINCTIVE CAPABILITIES
Specific capabilities are required to deliver
high performance in all these identified
key sectors. The priority capabilities to be
enhanced within the Group to achieve our
business objectives were identified as fol-
lows:
• The Bank’s entire credit process,
which is being reviewed for improved
credit delivery to our customers
and credit management to en-
hance turnaround time and over-
all asset book quality. This include
the strengthening of the Bank’s
credit delivery capabilities, effi-
cient monitoring and collections,
improved credit utilization, excel-
lent and complete documentation
and improved pricing on earning
assets
• Enhancement and institutionaliza-
tion of our relationship manage-
ment approaches to improve our
share of wallet of target customers
• Enhancement of our corporate fi-
nance and cash management ca-
pabilities to deeply penetrate the
corporate banking space across all
our operating jurisdictions
• Capabilities to rapidly react to in-
terest rate movements and main-
tain a very efficient balance sheet
to take advantage of the operating
environment
• Optimization of our branch and
geographic networks as well as
our unique e-banking platforms
to serve the commercial and retail
banking space
• Enhancement of the Bank’s Group
Shared Services platform for more
effective support to our marketing
teams
• Optimization of the Bank’s e-Bank-
ing capabilities in readiness for the
“cash-lite banking” initiative of the
CBN to ensure the Bank does not
only safe-guard its market share in
Nigeria, but also dominate in the
new market opportunities that the
initiative will create
Every area of our organization has a
role to play in building, delivering and
maintaining these capabilities, from the
direct operators to the other units that
function as enablers.
RE-ENERGIZING OUR WORKFORCE
Talent is the third and probably the
most important building block for a
high performance organization. “People
Happiness” is a major objective of our Bank
in 2012. The Bank will therefore take care-
fully laid-out steps in improving our ap-
proaches in the selection, management,
development and retention of our people
To this end, the Bank will address all the
people issues including ensuring that the
Bank’s reward system is highly competi-
tive, achieving clarity of career paths e.t.c.
In addition, the Bank’s performance man-
agement system will be improved with
the objective of achieving clarity and sim-
plicity of performance targets, ensuring
full alignment with the Bank’s Corporate
Objectives, and improved objectivity of
performance evaluation e.t.c.
The Bank’s organization structure will also
be reviewed to ensure alignment with the
Bank’s strategic priorities going forward,
and support ease of decision-making and
accountabilities.
However, by extension, “People Happi-
ness” must be the responsibility of all.
Business Managers and Functional Heads
are primarily responsible for maintaining
a highly motivated and performance-
driven team. A key objective for us should
be how to ensure all the required compe-
tences for high performance are available
in our team and our team members are
able and willing to fully apply these com-
petences for the benefit of the Bank. In re-
turn, Business Managers and Functional
Heads must ensure that all team mem-
bers are duly recognized and celebrated
for their contributions to the success of the
team. This way, the team will be able to
continuously deliver High Performance
again and again.
CONCLUSION
It is needless to say that a high level of
pragmatism is required for us to collec-
tively achieve our Corporate Objectives.
All hands must be on deck. The Group
Performance Targets have been cascad-
ed to all operating units within the Group.
All Business Managers and Functional
Heads are therefore enjoined to ensure
that their team members are fully aware
and understand their targets, ensure that
all the required capabilities to deliver are
in place and strive to maintain a fully mo-
tivated and highly competent team for
High Performance Delivery.
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