Business
LEADERSHIP AND FIRSTBANK’S SUCCESSFUL TRANSITIONING TO ‘CLICK’ BANKING
LEADERSHIP AND FIRSTBANK’S SUCCESSFUL TRANSITIONING TO ‘CLICK’ BANKING
In December 2015, the share price of First Bank of Nigeria Limited was trading around N4.8 band. About seven years later, precisely last December, the value held tightly to N15, growing by over threefold amid general asset and economic doldrums.
The steep rise in the valuation of the financial institution deviates remarkably from the average performance of FUGAZ, an acronym describing the top five Nigerian banks by market capitalisation. In the past seven years, the share prices of the leading banks appreciated by an average of 90 per cent as against over 200 per cent growth seen in FirstBank.
Deflated by the bank’s exceptional performance, Access Holdings, GTCO, UBA and Zenith stocks posted about 60 per cent growth. The performance of the entire banking sector also flattens out when compared with FirstBank, which raises questions about the fundamentals of the bank and its growth trajectory.
In terms of inflation-adjusted return on investment, FirstBank shareholders are among the investors that emerged from the turbulent years with a positive real rate of return. Was it a stroke of luck? Does the market reward poor performance?
Of course, stocks sometimes thrive on mere greater fool theory, thus triggering an asset bubble. But the positive share movement of the premier bank is but only one of the many high growth indicators.
In first quarter of 2023, the bank’s non-performing loan (NPL) ratio came down far below the five per cent regulatory threshold, which means so much difference when placed in a historical context. As at December 2015, its NPL ratio was over 45 per cent, a telling reflection of the level of effort that went into cleaning its books in the intervening years. For analysts, the cleanup, which was done without raising fresh capital, explains what disciplined, focused and forthright leadership could achieve.
On cleanup process, the Bank CEO, Dr. Adesola Kazeem Adeduntan, said the institution was “its self-created AMCON”, referring to the Asset Management Corporation of Nigeria set up in the aftermath of the 2008 financial crisis to buy up the threatening toxic assets of Nigerian banks.
Indeed, what the management of the bank has done in the past seven years is not remarkably different from the role of AMCON, since its creation in 2011, except that the former raised fresh capital for its humongous responsibility whereas the bank did not. Also, the FirstBank experience was internal; and it did face a tougher task in terms of the proportion of its assets that had gone bad.
At the height of the financial crisis in 2008/2009, the NPL ratio rose to 37.3 per cent, from 9.9 per cent on record in 2007. On the other hand, the premier bank was carrying over 45 per cent NPL on its book as at January when Adeduntan took the reins of its leadership as the managing director.
All through the process, the bank did not raise fresh capital for the housecleaning programme, meaning the shareholders’ value was not diluted in the process.
Investors may have also kept in view other impressive qualitative metrics such as pre-tax return on equity (RoE), a measure of net income in proportion to shareholders’ equity, which moved from 0.6 to 17.3 per cent at the end of last year’s financial cycle. Also, pre-tax Return on Asset (RoA) climbed from 0.1 to 1.6 per cent while the cost of risk was also down to 1.7 per cent last year, from 10 per cent recorded in its 2015 financial.
At the end of this month, Adeduntan would have spent 7.5 years in office and he would be 30 months short of the tenure limit requirement. Already, he is the longest-serving chief executive of the institution, which is known for its short-term leadership tradition. Casual observers consider him as fortunate, but deep analysts think differently – the bank has been fortunate to have had him.
The lender, which predated ‘Nigeria’, and played the most active financial role in the structuring of the country’s pre- and post-Independence economy, may have just got its groove back under the current management. The books are clean and the NPL is trending downward, faster than the industry average. But beyond, its top and bottom lines are all out of the woods and climbing.
Its total assets, for instance, have increased by 167 per cent in the past seven years, meaning that its asset size has almost tripled, which also outperformed the industry growth. In terms of liquid asset to total asset ratio, it is also ahead of most of its peers. This suggests that while the quality of its assets has increased remarkably, with the NPL ratio falling by 88 per cent in less than a decade, the bank’s asset growth has not stalled, which speaks volumes about the quality of its risk management approach.
Currently, FirstBank had in its portfolio of about 41 million customer accounts, an extraordinary 276 per cent lift from its 2015 record. The figure is about 30 per cent of total bank accounts held by Nigerian banks. Customer depositors also jumped by as much as 153 per cent to 10.6 trillion.
The growth seen is also robbing off on the bottom line with the profit before tax (PAT) increasing by N137 billion in the period. That translates to over 1300 per cent, probably contributing majorly to the sudden spike in the share of the bank.
Perhaps, owing to its long history dating back to when banks were mostly associated with corporate and public sector financial infrastructure, FirstBank was mostly seen as a go-to for savers and borrowers. But that seems to have changed with its many smart digital channels. For its management, that is deliberate.
“Our goal is to transform the bank from lending-based to a transaction-based financial institution,” the chief executive pointed out.
Yes, its transformation is no longer a dream. From zero share of corporate e-bill payments, it has shoved its competitors behind to take hold of 42 per cent of the market. The bank, in the words of its managing director, has pivoted from brick and mortar to “brick and click”, making payment seamless and a click away for individuals, corporate as well as public entities.
“We have built a very formidable trade and cash management platform that we call FirstDirect, which allows corporate banking customers, from the comfort of their home, to initiate a trade transaction and complete it. You have a single view, giving you an interface where you can add your different accounts and transact,” Adeduntan explained.
FirstMobile, a standalone digital bank, has also emerged as a household name in the financial technology ecosystem. In 2015, when the platform was still at its teething age, its users were about 60,000 a number that soared to over six million (a growth of over 10,000 per cent). That has contributed immensely to the changing tradition of banking with FirstBank, as about 85 per cent of its transactions are now initiated via digital windows.
FirstMobile appears to have hit the bull’s eye in the bank’s reinvention drive and effort to appeal to younger demographics. But the platform itself is merely one of the potpourris of telecommunication-driven initiatives it has taken on to get the young depositors on board. FirstOnline users have also grown from about 90,000 to over one million within the timeframe just as its USSD, which targets feature phone users, is even more successful with users increasing by close to 3,000 per cent in seven years to 14.7 million.
Overall, its digital banking has evolved in both volume and public impression. Ease, convenience and reliability have moved the customer base from its tiny 0.6 million to 22 million.
Indeed, FirstBank is transmuting into a transaction-led institution. Last year, the volume of transactions hit 17 million, 8.5 times what it was in 2015 when it experienced some corporate turbulence. But the growth is not only in volume terms, as its non-interest income ratio hit 40.6 per cent for the first time last year, which aligns with the strategic direction of the current management in weaning the group from excessive credit risk exposure.
Over the years, most Nigerian banks have consolidated their global outlook. FirstBank has led the pack with its 40-year United Kingdom subsidiary, which is bigger than some of its competitor wholesale operations back home. But some of the pro-offshore Nigerian banks had been accused of extroversion and ego-seeking as most of the outposts were nothing but cost centres.
In the past few years, the assumption has been deflated; and the performance of the African subsidiaries of FirstBank is among what could be changing the tide. Before the 2015 change of the guard, the subsidiaries’ operations left had created a gaping hole in the PBT of the consolidated account. Last year, they contributed a combined 21.3 per cent to the group’s pre-tax profit.
But that was not because there was no risk out there. In the heat of the Ghanaian government debt crisis, Adeduntan revealed, FirstBank took the least impairment among Nigerian banks that were exposed to the crisis “not because we saw it coming but because we have consistently done the right thing and adopted best risk management practice”.
There is also a humane side to his management approach. Today, FirstBank is among the highest-paying Nigerian banks and offers the most attractive conditions of service, including training, accelerated career growth and many more. In 2021, its efforts were compensated with the Great Place to Work Award. Today, the once-touted conservative bank is attracting young and upwardly mobile professionals with the average age of its employees estimated at 39 years.
Being the longest-serving managing director of the pre-colonial financial behemoth, Adeduntan has the leverage of time and experience to enforce its transformational agenda. But he had also prepared for the job. At KPMG where he co-pioneered the firms’ financial risk management advisory services, he trained in almost all areas of human endeavors – presentation, people management, business writing and all sorts. On assumption of office, he was bold and firm in his decision to headhunt, institute new work culture, clear career growth blockages and challenged the status quo.
His courageous outing in the past seven and half years has transformed an institution once considered one of least prepared for the age of “brick and click” banking into the Usain Bolt of the emerging financial technology space.
Culled from Guardian Newspaper
The Izuogu Z-600: Africa’s Lost Automotive Revolution.
By George Omagbemi Sylvester
In 1997, a remarkable feat of African innovation unfolded in the heart of Imo State, Nigeria. Dr. Ezekiel Izuogu, a brilliant electrical engineer and senior lecturer at the Federal Polytechnic Nekede, unveiled what would become Africa’s first indigenous automobile: the Izuogu Z-600. It was more than a car, it was a symbol of African ingenuity, resilience and ambition. Aptly described by the BBC as the “African dream machine” the Z-600 was designed with 90% of its parts sourced locally. Its estimated retail price of just $2,000 had the potential to revolutionize transportation and economic empowerment across the continent.
A Vision Beyond Engineering
Dr. Izuogu’s dream went beyond building a car. His vision was to catalyze an industrial revolution in Nigeria, particularly in Igboland. The Z-600 was equipped with a self-made 1.8L four-cylinder engine, delivering 18 miles per gallon and reaching top speeds of 140 km/h. Front-wheel drive (FWD) was selected over rear-wheel drive (RWD) to reduce production costs, demonstrating a keen understanding of localized engineering solutions. The car was a marvel not just of machinery, but of determination in the face of overwhelming odds.
According to Dr. Izuogu, “If this car gets to mass production, Nigeria and Africa will no longer be the dumping ground for foreign cars.”
Initial Government Support and the Abandonment
Recognizing the car’s potential, the late General Sani Abacha’s administration constituted a 12-member panel of engineering experts to assess the Z-600’s roadworthiness. The committee gave the car a clean bill of health, recommending only minor cosmetic refinements. At the high-profile unveiling attended by over 20 foreign diplomats, the Nigerian government, represented by General Oladipo Diya, pledged a ₦235 million grant to support mass production.
However, like many well-meaning promises in Nigerian politics, this pledge remained unfulfilled. Not a single naira was released to Dr. Izuogu. Despite having passed official assessments and earning international interest, the Z-600 project was left to languish.
Dr. Izuogu lamented, “This was an opportunity for Nigeria to rise industrially, but it was squandered.”
Economic and Technological Loss
In 2006, a tragedy that seemed almost conspiratorial struck the Izuogu Motors factory in Naze, Imo State. At about 2:00 a.m. on March 11, twelve armed men invaded the facility, making away with vital components: the design history notebook, the Z-MASS design file for mass production, engine molds, crankshafts, pistons, camshafts and flywheels. Over ten years of research and development, worth over ₦1 billion, was effectively erased overnight.
“It seems that the target of this robbery is to stop the efforts we are making to mass-produce the first ever locally made car in Africa,” Dr. Izuogu said.
This was not just a loss to a single man, but a national economic tragedy. The theft of intellectual property on such a scale is rare and the fact that no serious investigation followed speaks volumes about the apathy toward indigenous innovation.
South African Opportunity and Another Betrayal
In 2005, a glimmer of hope emerged. The South African government, after seeing presentations of the Z-600, invited Dr. Izuogu to pitch the vehicle to a panel of top engineers. Enthralled by the innovation, South Africa offered to help set up a plant for mass production. Though flattered, Dr. Izuogu hesitated. His dream was for Nigeria to be the birthplace of an African industrial revolution not merely an exporter of talent.
Nevertheless, facing continuous neglect at home, he reluctantly began exploring the opportunity. Sadly, the robbery of 2006 dealt a final blow to this dream.
The Broader African Context
The story of the Z-600 is emblematic of a broader African malaise: the systemic failure to support indigenous innovation. According to Dr. Peter Eneh, a development economist, “Africa’s greatest tragedy is not poverty but the consistent sabotage of local ideas and talents by political inertia.”
In India, the Tata Nano was developed and rolled out in 2008, five years after Nigeria had the opportunity to lead the cheap car revolution. While the Indian government supported Tata Group with infrastructure and policy backing, Nigeria allowed politics and indifference to kill its golden goose.
As Prof. Ndubuisi Ekekwe, founder of the African Institution of Technology, noted, “Innovation dies not from lack of talent in Africa, but from institutional hostility.”
Lessons for Africa
The Izuogu Z-600 should be taught in engineering schools and policymaking institutions across Africa. It is a case study in potential wasted due to governance failure, insecurity and lack of strategic investment. The car could have generated thousands of jobs, stimulated related industries and positioned Nigeria as a pioneer in low-cost automobile manufacturing.
Instead, we mourn a lost opportunity. Dr. Izuogu’s death in 2020 closed the chapter on what might have been Africa’s most transformative technological breakthrough.
Lessons from a Forgotten Dream
Africa must learn from this colossal failure, innovation must be protected. Talent must be supported. Local entrepreneurs must be seen as national assets not nuisances.
Dr. Izuogu once said, “Our problem is not brains; our problem is the environment.” That statement still rings painfully true today.
The Tragedy of Unfulfilled Innovation
The Z-600 was not just a car but a movement, it was hope and proof that Africans can dream, design and deliver; but then dreams need nurturing. Ideas need investment. Hope needs a system that works.
Let the Z-600 remind us that the future is not given, it is made. And Africa, despite its challenges, still holds the power to create.
As the Nigerian-American businesswoman Ndidi Nwuneli puts it, “If Africa is to rise, it must learn to trust and invest in its own people.”
Let us never again allow another Z-600 to die.
Business
Global Trailblazers to Be Honoured as Expatriates Business Awards 2025 Unveils Grand Celebration in Lagos
Global Trailblazers to Be Honoured as Expatriates Business Awards 2025 Unveils Grand Celebration in Lagos
The stage is set for the 2025 Expatriates Business Awards (EBA), a prestigious celebration of global enterprise and diversity shaping Nigeria’s economic landscape. Scheduled for Sunday, July 6th, 2025, at the Grand Ballroom of the Oriental Hotel, Victoria Island, Lagos, the event promises to be a night of elegance, culture, and recognition of foreign excellence driving local growth.
Speaking at the unveiling, Miss Odunola Abayomi, Director of Awards, highlighted the event’s bold vision: to honour the transformative contributions of expatriates, foreign businesses, and migrant communities in Nigeria.
“Today, we celebrate a vision that transcends borders,” she said. “This award is a heartfelt ‘thank you’ to those who have invested, innovated, and contributed immensely to Nigeria’s economy.”
Now in its fifth year, the Expatriates Business Awards—originally launched in 2020 as The Ethnic Business Awards (TEBA)—has evolved into a premier platform spotlighting global entrepreneurship within Nigeria’s borders. Past editions have featured high-profile hosts like media personality Daddy Freeze and Ghanaian actress Ella Mensah, setting a benchmark for excellence and inclusivity.
This year’s ceremony will feature a vibrant mix of exhibitions, music, comedy, and cultural performances, fostering cross-cultural dialogue and celebrating shared economic progress. The selection process is already underway, combining public nominations, opinion polls, and independent research to ensure transparent, merit-based recognition.
Powered by Pun Communications Ltd. and presented under the TEBA Foundation for Humanity, the event continues to uphold values of integrity, excellence, and impact.
“Nigeria is not just a destination; it’s a global opportunity hub,” Miss Abayomi added. “We invite the media, diplomatic corps, business leaders, and the international community to join us in celebrating the global heartbeat of Nigerian enterprise.”
For sponsorships, media inquiries, or ticket information, visit: www.theethnicbusinessawards.com
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