The Lion King | 13
Ask the Executive
Olympics, and the World Cup.
Skilled Resource Gap
In some of our countries, we find signif-
icant talent and skilled person’s gap.
Though, we mitigate this by extensive
local hiring, training, and capacity
building, it is still a challenge. This has
been quite difficult in some countries
like Tanzania, Zambia, DRC, Congo,
Tchad, Liberia, Sierra Leone, Benin and
Mozambique. Retention of employees
is also a challenge as there is high job
mobility in some countries. We therefore
constantly strive to be competitive and
initiate creative ways to hire, and keep
our team members energised, motivat-
ed, and result-oriented.
Political Risk
This has ebbed as countries with interne-
cine conflicts have reduced, over time.
More countries now have functional
democratic structures, with periodic
elections, and peaceful governmental
changes, and are building institutions
of governance. Since the return of mul-
ti-party democracy over two decades
ago, Ghana has had several elections,
and has elected leaders from oppos-
ing parties, and the country has been
peaceful and stable.
Nonetheless, concerns remain. Con-
flicts and emerging security threats with
the Boko Haram insurgency in Nigeria;
Al Shabab in East Africa, conflicts in
Democratic Republic of Congo (DRC),
Central Africa Republic (RCA), South
Sudan and Mali negatively impact
living conditions and curtail econom-
ic activities. One is hopeful that the
ceasefire agreement with Boko Haram
will lead to the restoration of normal-
cy in northeast Nigeria. Despite these
conflicts, African economies continue
to grow.
EBOLA
EBOLA is the current scourge the world
has to confront. With its epicentre in
Liberia, Sierra Leone and Guinea, three
countries where UBA has operations, its
spread must be contained to prevent
a global hazard, as its disruptive so-
cio-economic impact is significant. Al-
ready, it has been projected that it will
have an economic impact of $36.2 by
the end of 2015 in the affected coun-
tries.UBA has responded quickly and
taken several specific and contingency
measures to protect and support UBA
staff, customers, and our operational
activities.
Which sectors are the major drivers of
the economy of Africa? How well is UBA
playing in these sectors?
The sectors include Agriculture, Oil &
Gas, Mining, Energy, Services, FMCG,
and Manufacturing. UBA is very active
in all these sectors. Our economies in
Africa are heterogeneous and diverse.
A one-cap-fit-all strategy will not work.
So, in UBA Africa, we focus on the key
sectors in each market. Simply put,
we strive to focus on what the country
focuses on.
How have technological advance-
ments made a difference to the opera-
tions of UBA across the continent?
Clearly, this has facilitated
our operations in Africa. For
instance, our core banking
application runs on-line
real time Group-wide. This
means that financial and
operational information is
current and available at all
times. Also, technology has
enabled us operationalise
the GSS Centres, in Nigeria
and Cameroon. That way,
certain operational activities
are centralised and undertaken
more efficiently. Our major
strides in e-Banking,
deployment of
cards, ATMs,
POS, cards,
U-Direct, and
other pay-
ment and
collection
solutions,
remittanc-
es, all utilize
platforms
anchored
on robust
leading
edge
technol-
ogy.
Several banking services have been
made free in some African countries.
What strategies has the bank put in
place to reduce its possible negative
impact on revenues?
This is the reality and nature of the
banking business terrain. Governments
intervene in the pricing of banking
products to promote financial inclusion
with the expectation that reduced
costs and entry barriers will lead to
greater participation in the
financial services sector
by their citizenry. That
is the role of govern-
ment.
Recently, BCEAO,
the regional
Central Bank in
the UEMOA zone,
eliminated certain
bank charges like
account statement
fees; cheque clear-
