First Bank of Nigeria 2010 Annual Report and Accounts

1. TRANSFORMATION
FIRST BANK OF NIGERIA PLC ANNUAL REPORT & ACCOUNTS 2010
N I G E R I A | L O N D O N | J O H A N N E S B U R G | PA R I S | B E I J I N G

2. About FirstbAnk
FirstBank has its headquarters in Lagos, Nigeria and an international presence
in London, United Kingdom; Paris, France; Johannesburg, South Africa; and
Beijing, China.
Drawing from our experience, spanning 117 years, we continue to consolidate our footprint in Nigeria, diversify and transform our bank
and build scale internationally. The Bank enjoys natural premium respect and first-mention privilege in the market (an excellent corporate
governance structure underpinned by strong institutional processes, systems and controls, a history of seamless leadership succession, a sound
risk management framework, several globally recognised awards and experienced management).
The FirstBank Group is well diversified with contribution to national economic development through subsidiaries involved in capital
market operations, insurance services, asset management and investment banking, private equity/venture capital, pension fund custodian
management, registrar services, trusteeship, mortgage and microfinance banking. Within the Bank, we are structured along corporate, public,
retail, institutional and private banking customer segments, giving us the ability to drive deeper product penetration and develop sector
expertise with relationship management based on a deep understanding of customer needs.
With a primary listing on the Nigerian Stock Exchange, about 32.6 billion issued shares and one of the highest shareholders’ funds in
the Nigerian landscape, FirstBank is owned by over 1.3 million shareholders across the globe and has an unlisted Global Depositary
Receipt (GDR) programme.
The Bank continues to enjoy strong ratings from Standard & Poor’s, Fitch, Global Credit Rating and Agusto & Co. During the year, FirstBank
attained ISO/IEC 27001: 2005 Information Security Management Systems (ISMS) certification from the British Standards Institution (BSI)
indicating its strictest adherence to the security and protection of the information of its over five million customers in over 600 locations
in Nigeria.
Visit our online report at
www.firstbanknigeria.com/ir/
financialinformation/2010
• Quick and easy navigation
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• ‘Compare to last year’ function
Visit our investor relations website at
www.firstbanknigeria.com/ir/
Financial calendar
www.firstbanknigeria.com/ir/financialcalendar
Credit ratings
www.firstbanknigeria.com/ir/ratingreports

3. www.firstbanknigeria.com/annualreport/2010/ First Bank of Nigeria Plc Annual Report & Accounts 2010 1
CONTeNTs
INTRODUCTION FINANCIAL sTATeMeNTs
Overview 2 statement of significant accounting policies 138
INTRODUCTION
Financial highlights 4 Balance sheet 143
Chairman’s statement 6 Profit and loss account 144
Former Chairman’s statement 7 Cash flow statement 145
Quick read Notes to the financial statements 146
Growth 10 Financial risk analysis 177
Service delivery and operational excellence 12 Group statement of value added 185
Performance management 14 Bank statement of value added 186
Talent management 16 Group five-year financial summary 187
BUsINess ReVIeW
Leadership and governance 18 Bank five-year financial summary 188
Awards 22
COMPANY INFORMATION
BUsINess ReVIeW
Group and department heads 190
Group Managing Director/ subsidiary MDs and Audit Committee 192
Chief executive Officer’s review 24 Contact information 193
Operating environment and outlook 29 Branch network 194
strategy and performance
Our approach 32
RIsK MANAGeMeNT
AND GOVeRNANCe
Group strategy 33 sHAReHOLDeR INFORMATION
Bank strategy 37 shareholder information
Bank operating structure 46 Global depositary receipts (GDR) programme 214
Key Performance Indicators 57 Share statistics 214
Key risk summary 62 Dividend history 214
Financial review 67 Financial calendar 215
Corporate social responsibility 84 Share capitalisation history 216
Notice of Annual General Meeting
RIsK MANAGeMeNT AND GOVeRNANCe Proxy form
sTATeMeNTs
M-access
FINANCIAL
Chief Risk Officer’s report 90 shareholder online access registration form
Risk management framework e-share notifier subscription form
Our approach 92 stockbroker e-lodgement activation form
Governance 94
Internal control 96
Risk management disclosure Glossary of ratios
Credit risk 99 Abbreviations
INFORMATION
Market risk 105
COMPANY
Liquidity risk 109
Operational risk 112
Information security risk 116
Compliance risk 119
Legal risk 121
Directors’ report 122
Corporate governance report 127
sHAReHOLDeR
INFORMATION
Accountability and audit
Responsibility statement 132
Report of the External Consultant
on the Board Appraisal 133
Report of the Independent Joint Auditors 134
Audit Committee statement 135
Directors and advisers 136

4. 2 INTRODUCTION First Bank of Nigeria Plc Annual Report & Accounts 2010
OVeRVIeW OF FIRsTBANK
Group structure
FBN BANK (UK)
FIRsTBANK LIMITeD The FirstBank Group comprises 10 subsidiaries, spanning
asset management, investment banking, capital markets,
insurance, microfinance, private equity, mortgage and
FBN BANK (UK) LIMITeD pension fund custodian services – making it one of the
PARIs BRANCH most diversified financial conglomerates on the continent.
FIRsT FIRsT FBN LIFe FIRsT FIRsT FBN FIRsT FBN FBN FBN FIRsTBANK FIRsTBANK
ReGIsTRARs INsURANCe AssURANCe FUNDs TRUsTees MORTGAGes PeNsION CAPITAL BUReAU De MICROFINANCe South Africa China
BROKeRs CUsTODIAN CHANGe BANK (Rep. Office) (Rep. Office)
FBN
seCURITIes
Geographical presence
Products and services
BeIJING As a full-spectrum financial services provider our
LONDON product/service mix has been designed to cater to
PARIs the needs of our diverse client base. Increasingly
strong on services delivered via various electronic
platforms, our primary concern is to improve
customer transaction convenience and ease of
access to our services, as well as strengthen
transaction security.
LAGOs
MARKeT
JOHANNesBURG CAPITALIsATION
N448.04 billion
strategic approach
VISION
Be THe CLeAR LeADeR
AND NIGeRIA’s BANK OF FIRsT CHOICe
MISSION
TO ReMAIN TRUe TO OUR NAMe BY PROVIDING THe BesT FINANCIAL seRVICes POssIBLe
GROUP STRATEGIC PRIORITIES
Business line expansion International expansion Restructuring for growth Sequencing growth
Focusing core banking Continuing modest expansion Restructuring the Group’s systematically
on profitable growth and in the deployment of operating model to optimally Structurally and efficiently
the Group on strong international representative drive its strategy with precise sequencing growth initiatives
growth businesses. offices to major strategic management oversight and priorities over the
finance/trade hubs. and governance. planning horizon.
BANK STRATEGIC PRIORITIES
Growth Service excellence Performance management Talent management
Attaining full benefits of scale Driving unparalleled service Delivering unmatched results Becoming a hub for the best
and scope by accelerating levels by developing world- by creating a performance industry talent; cultivating a
growth and diversification of class institutional processes, culture with clear individual highly motivated, capable and
assets, revenues and profit. systems and capabilities. accountability at all levels. entrepreneurial workforce.

5. www.firstbanknigeria.com/annualreport/2010/ First Bank of Nigeria Plc Annual Report & Accounts 2010 3
Credit ratings
INTRODUCTION
Report National International Outlook
date LONG TeRM sHORT TeRM LONG TeRM sHORT TeRM
standard & Poor’s1 August 2010 ngA ngA-1 B+ B Negative
Fitch1
October 2010 A+ F1 B+ B Stable
GCR1 August 2010 AA- A1+ -
Agusto & Co2 October 2010 A+ Stable
1 This is a Group and Bank rating.
BUsINess ReVIeW
2 This is a Bank only rating.
strategic Business Units
In its quest to become the ‘clear leader and Nigeria’s bank of first choice’, the Bank has identified a need to move away from
the generalist/geographic market orientation to more competitive customer-centric market-facing business units focused on specific
market segments.
This strategy will enable us to gain deeper insights into our customers’ specific needs and deliver the right products to the right types
of customers at the expected levels of service. The strategy should give us a greater share of the client’s mind and wallet, and ensure
we remain leaders in our very dynamic market.
RIsK MANAGeMeNT
AND GOVeRNANCe
For more detailed information about our new structure, which commenced in October 2010, see pages 46 to 56.
BUsINess NeT1, 2 % OF DePOsIT2 % OF LAD3 NUMBeR OF
ACTIVITY ReVeNUe ACCOUNTs
N’mn AT THe eND
OF 2010
Corporate Midsize and large 15,818 Over
Banking corporate clients 3,600
with key man risk
see page 48
sTATeMeNTs
FINANCIAL
Public Federal and State 15,905 Over
sector establishments 1,500 North
Banking Over
see page 50 2,000 South
North South North South
Retail Mass retail as well 70,826 Over
Banking as small businesses 1.4 mn North
see page 52 Over
INFORMATION
4 mn South
COMPANY
North South North South
Institutional Multinationals and 24,036 Over
large corporate
Banking
clients
1,900
see page 56
Treasury Treasury and 34,894 NA NA NA
corporate related
sHAReHOLDeR
INFORMATION
activities
Private High net worth Not operational NA4 NA4 NA4
Banking individuals
see page 54
1 Net revenue = net interest income + net fee and commission income + other income.
2 Based on data generated in the last quarter of 2010.
3 Loans and advances.
4 Newly created business unit, officially commenced in October 2010.

6. 4 INTRODUCTION First Bank of Nigeria Plc Annual Report & Accounts 2010
FINANCIAL HIGHLIGHTs
FOR THE yEAR ENDED 31 DECEMBER 2010
GROUP BANK
TOTAL ASSETS (N‘bn)
2,305
GROUP
2,174
2,010
N2,305 billion (USD15,506 million)
1,957
2010:
1,772
1,667
2009: N2,174 billion (USD14,729 million)
1,528
1,165
BANK
911
763
2010: N1,957 billion (USD13,165 million)
2009: N1,772 billion (USD12,009 million)
Mar 07 Mar 08 Mar 09 Dec 09 Dec 10
GROSS EARNINGS (N‘bn)
231
GROUP
218
208
N231 billion (USD1,551 million)
194
2010:
185
175
2009: N194 billion (USD1,314 million)
156
131
BANK
91
79
2010: N208 billion (USD1,396 million)
2009: N175 billion (USD1,188 million)
Mar 07 Mar 08 Mar 09 Dec 09 Dec 10
DEPOSIT LIABILITIES (N‘bn)
1,451
GROUP
1,347
1,331
1,244
N1,451 billion (USD9,757 million)
1,194
2010:
1,072
2009: N1,347 billion (USD9,123 million)
700
662
BANK
600
582
2010: N1,331 billion (USD8,951 million)
2009: N1,244 billion (USD8,428 million)
Mar 07 Mar 08 Mar 09 Dec 09 Dec 10
PROFIT BEFORE TAXATION (N‘bn)
GROUP
84
2010: N43 billion (USD290 million)
2009: N13 billion (USD90 million)
46
46
43
BANK
38
34
N34 billion (USD226 million)
28
2010:
13
22
8
2009: N8 billion (USD52 million)
Mar 07 Mar 08 Mar 09 Dec 09 Dec 10
Note: Exchange rate as at December 2010: 1 US Dollar (USD) = 148.67 Nigerian Naira (December 2009: 1 US Dollar (USD) = 147.6 Nigerian Naira).

7. www.firstbanknigeria.com/annualreport/2010/ First Bank of Nigeria Plc Annual Report & Accounts 2010 5
The Group The Bank
INTRODUCTION
12 months to Dec 2010 9 months to Dec 2009 12 months to 9 months to
Dec 2010 Dec 2009
MAJOR BALANCe sHeeT ITeMs N million UsD million N million UsD million N million N million
Total assets and contingencies 3,328,208 22,387 3,146,659 21,319 2,291,384 2,203,772
Total assets 2,305,258 15,506 2,174,058 14,729 1,957,258 1,772,456
Loans and advances 1,143,614 7,692 1,078,452 7,307 1,017,411 1,022,486
Deposit liabilities 1,450,567 9,757 1,346,573 9,123 1,330,771 1,244,030
BUsINess ReVIeW
Share capital 16,316 110 14,504 98 16,316 14,504
Shareholders’ funds 340,626 2,291 311,270 2,109 340,735 317,488
MAJOR PROFIT AND LOss
ACCOUNT ITeMs N million UsD million N million UsD million N million N million
Gross earnings 230,606 1,551 193,966 1,314 207,524 175,390
Charge for doubtful accounts (21,590) (145) (40,624) (275) (22,596) (41,462)
Profit before exceptional item
and taxation 41,299 278 13,297 90 31,491 7,689
Exceptional item 1,889 13 - - 2,046 -
RIsK MANAGeMeNT
AND GOVeRNANCe
Profit after exceptional item
before taxation 43,188 290 13,297 90 33,537 7,689
Taxation (9,777) (66) (8,396) (57) (6,601) (6,414)
Profit after taxation 33,411 225 4,901 33 26,936 1,275
DIVIDeND N million UsD million N million
Declared 2,900 20 2,900
INFORMATION PeR 50K
sTATeMeNTs
ORDINARY sHARe
FINANCIAL
eARNINGs (BAsIC) N N N N
Basic 1.02 0.17 0.83 0.04
Adjusted 1.02 0.17 0.83 0.04
Net assets 10.44 10.73 10.44 10.94
Total assets
– actual 70.64 74.95 59.98 61.10
INFORMATION
– adjusted - - - -
COMPANY
Stock Exchange quotation 13.73 14.05
RATIOs % % % %
Cost to income 65.5 59.20 66.50 58.80
Return on average assets 1.49 0.23 1.44 0.07
Return on shareholders’ funds 9.81 1.57 7.9 0.40
Capital adequacy 20.35 15.80 27.57 21.33
sHAReHOLDeR
INFORMATION
Number of branches/agencies
and subsidiaries 652 610 611 570
Number of staff 8,154 8,757 7,603 8,221
Number of shares in issue (million) 32,632 29,008 32,632 29,008

8. 6 INTRODUCTION First Bank of Nigeria Plc Annual Report & Accounts 2010
CHAIRMAN’s sTATeMeNT
Fellow shareholders, invited guests, gentlemen of the
press, distinguished ladies and gentlemen, I am pleased
to welcome you to the 42nd Annual General Meeting of
First Bank of Nigeria Plc. I feel especially honoured by the
decision of the Board of Directors of FirstBank to confer
on me the responsibility of chairing the Board of this
venerable institution.
Tasking though this assignment is bound to be, in the
increasingly competitive landscape that the financial
services industry in Nigeria has become, I am confident of
my ability to lead the Board to meet emerging challenges
head on.
In a sense, I have had a very robust engagement with our
Bank’s governance structures. And I cannot but thank the
immediate former Chairman, Dr Oba Otudeko, primarily,
for the rigour of his work ethics, and the sheer breadth and
depth of his vision; and then, for his willingness to share
these with his colleagues on the Board.
“I feel especially honoured by the decision of
As one who was until recently, a Non-Executive Director on
the Board of Directors of FirstBank to confer on the Board, I make bold to say that the new team shall be
me the responsibility of chairing the Board of this proceeding within the strategic markers which the Board
venerable institution.” has committed to. The task ahead will require all the
capacity available to the Bank, including that which the
body of shareholders has been noted for giving.
While counting on your support, I wish to assure you, on
behalf of the Board of Directors, management, and staff of
our Bank, of our commitment to grow shareholder value.
Thank you
yours sincerely
Prince Ajibola Afonja
Chairman
April 2011

9. www.firstbanknigeria.com/annualreport/2010/ First Bank of Nigeria Plc Annual Report & Accounts 2010 7
FORMeR CHAIRMAN’s sTATeMeNT
Twelve months ago, I enunciated my vision for the Bank to
you; and I am delighted to report that over the last financial
year, we have had this vision validated by all the main
INTRODUCTION
assessment indices. On the whole, the period for which
I report witnessed a generally positive trend in industry
numbers. The Central Bank of Nigeria (CBN) similarly
made appreciable progress in its efforts at reforming and
repairing the banking sector of the economy, as part of
a process of reinvigorating the financial intermediation
function, and improving the resilience of the domestic
economy to potential shocks.
One of the more important reforms embarked upon by
the apex bank was the decision to enforce the provision
BUsINess ReVIeW
of the Code of Corporate Governance for Banks, which
limits the tenure of Non-Executive Directors. Consistent
with the provisions of this code, and consonant with our
long-standing commitment to best-of-breed corporate
governance practice, especially our commitment to
continuity and a constant rejuvenation of the Board of “Undoubtedly, further policy changes over the
Directors, we undertook changes to the Board in the medium term, including the prospects of enhanced
reporting period. In consequence of these changes,
effective 31 December 2010, I voluntarily retired from the
competition, either from a consolidation of industry
Board of FirstBank. operators or from the entrance of foreign players,
would challenge our resources. However, the goal
RIsK MANAGeMeNT
AND GOVeRNANCe
As you welcome the new members of the Board, I am
sure that you will accord them the unstinting support, remains to be the bank of first choice for the domestic
which the Board has always enjoyed from its shareholders. market, and indeed the rest of Africa.”
I should also thank you, at this point, for everything.
Strong though FirstBank’s corporate governance practice
is: the external environment within which the Board had Favourable external conditions, helped in large part by
to work was just as important for our success. I cannot continued growth in China’s demand for basic resources,
ignore your contribution to this salutary environment. played to the advantage of the domestic economy.
On this understanding, your support to the incoming Nonetheless, local sources, including agriculture and the
Board is especially necessary, as the industry’s regulatory wholesale and retail trade sector, were the main motors
environment and its structure continue to change in of domestic output growth. Although concerns remained
over the sluggish domestic market for credit, the financial
sTATeMeNTs
response to recent global events. In the constitution of
FINANCIAL
the new Board, we have ensured a mix of competence services industry began to show signs of recovery in
consistent with our understanding of the challenges that the review period, with most banks expected to turn in
we will face in the short to medium term. We have also positive profitability figures this year. While recognising
balanced the need to rejuvenate the Board, with a strong the invaluable role played by the intervention of the Asset
bias for continuity. In the person of the new Chairman, Management Company of Nigeria (AMCON) in trying to
Prince Ajibola Afonja, this mix of continuity and change is sanitise the domestic industry’s portfolio of non-performing
embodied. His previous stint as a Non-Executive Director loans, further reforms by the CBN to the industry will be
of the Bank ensures he has a proper handle on our needed to consolidate the current growth spurt.
INFORMATION
strategic growth opportunities and the themes that back Other regulators in the financial services space also
COMPANY
these. As the new Chairman, he brings to his new office undertook broad repairs in their industries. These efforts
almost 50 years of varied experience in both the private ranged from reducing the cost of bond issuance and
and public sectors and invariably reaching the top of his improving corporate governance practices (Securities and
chosen career in all of these assignments. I have no doubt Exchange Commission and the Nigerian Stock Exchange),
that he will use these competences to the full benefit of recapitalisation of industry operations (National Insurance
the Bank, and I enjoin your unalloyed support for him and Commission), and new asset allocation standards (Pension
his team. Commission of Nigeria). In recognition of the rapidly
The fortunes of the global economy were ambivalent eroding boundaries between sub-sectors in the financial
in the review period, with emerging market economies, services industry, these different regulators increased
sHAReHOLDeR
INFORMATION
especially China and India, dominating growth. Tepid coordination in the review period.
growth in the advanced economies remained a cause for
concern. Anxieties over a possible contraction of global
growth were exacerbated by an uncritical recourse to CONSOLIDATING OUR ChANGE
fiscal consolidation in a number of globally important AGENDA
economies, and fear of competitive currency devaluations, The review period represented the tail end of one of
as countries tried to address their current account the most temperamental risk cycles that the financial
imbalances. In both the Euro area and the UK the banking services industry in this country has been through. For
industry came under additional pressure with authorities most industry players, 2010 represented an opportunity
in both jurisdictions proposing a tax on bank profits. to consolidate following the unprecedented levels of loan

10. 8 INTRODUCTION | FORMER CHAIRMAN’S STATEMENT First Bank of Nigeria Plc Annual Report & Accounts 2010
loss provisions in 2009; and a number of banks made Automated processes, customisable/interactive customer
considerable headway in the pursuit of bad debts. The interfaces, including ATMs and the internet, all provide
markets responded to the general credit squeeze through the scale and modular features that today’s market needs.
a heightened influx of credit applications to the Bank. We These functionalities are most cost-effective when they are
responded to this by keeping our exposure to the public built around a public infrastructure base. Otherwise, they
sector unchanged within our internal portfolio limit, while portend enormous cost outlays for the industry looking
focusing on growth to the real sector. Consequently, the ahead. We must acknowledge in this regard, the effort of
adverse impact of the cost of cleaning up our loan books the CBN to get the industry to share a lot more resources,
and improving the quality of our risk assets on our profit both as a solution to potential hikes in operating expenses,
figures was more muted in the review period than was and as a process through which industry operatives are
the case last year. We ended the year in full compliance able to ease and improve service delivery options.
with regulatory requirements for managing our portfolio.
Consequently, as part of the process of transforming the
Leveraging the many lessons of the last couple of years,
service delivery experience in the review period, we:
we strengthened our monitoring capabilities in order
to ensure the integrity of our risk assets portfolio and • mplemented a framework that enables collection,
i
mitigate the possibility of a recurrence, going forward. resolution and future prevention of various customer
issues;
The capacity for early recognition should improve our
ability to deploy remedial action ahead of the classification • mplemented a mobile banking solution designed to
i
of risk assets. By increasing the weights attached to address the issues raised by financial exclusion and
performing accounts in the assessment of our relationship mainstreaming the large unbanked segments of the
management personnel, we are assured of a proactive and domestic population;
more profitable management of our loan book. • ptimised branch operations by centralising non-
o
At another level, the relative successes notched up in customer-facing/transactional processes and
the review period happened within the broad strategic redesigning/automating the remaining processes with
context laid out in my address to our branches;
you last year. In the review period,
“...we reaped further gains • ransformed the branch experience by ensuring all
t
we reaped further gains from the elements are in line with service delivery expectations;
from the ongoing ongoing optimisation of our Group
structure. We were convinced of the • ptimised our manning structure, empowering staff
o
optimisation of our Group and aligning our front-line personnel with our service
cost savings and synergies obtainable
governance structure... the from combining previously discrete delivery mandate; and
but conceptually related subsidiaries • ptimised costs and increased customer satisfaction by
o
holding company structure under one roof. At the Group level, the ensuring alternative channels work.
remains our preference holding company structure remains
Human resource issues remained at the centre of the
our preference in complying with the
in complying with the CBN’s CBN’s requirements associated with
change effort in the review period. Evidence from the
uneventful take-off of our new operating model attest to
requirements associated the repeal of the universal banking
the correctness of the many initiatives we undertook in
structure. Accordingly, the Bank
with the repeal of decided on obtaining an international
respect of our staff in the review period. Among others,
these included:
the universal banking banking licence from the CBN, while
simultaneously creating a holding • staff rejuvenation and corporate workforce renewal;
structure...” company, which will be the only • he selection and design of training interventions in
t
Former Chairman listed entity in what was previously support of the Bank’s strategic aspirations;
the FirstBank Group. We have since
submitted our compliance plan to the CBN and are awaiting • edesign of our incentive structure to take cognisance
r
its response. However, there are a number of concerns with of the changes to our operating structure, and to
this option, including the resolution of double taxation, incentivise the different performance levels needed for
which our tax consultants are currently working on. staff to excel both in the front office roles and support
functions; and
The commitment to inorganically grow our domestic and
international footprints was strengthened in the review • ommencement of in-house e-learning courses
c
period, as we made considerable advances with respect to focused on product, banking, information technology
a couple of potential acquisitions. While we look forward and credit administration.
to more concrete developments regarding our strategic These changes would reinforce both our medium-
growth opportunity prospects in the coming quarters, it term goals and our success trajectory. Undoubtedly,
is worth noting that our representative offices generated further policy changes over the medium term, including
new business opportunities/referrals in the review period. the prospects of enhanced competition, either from a
The Bank also pursued changes to its operating structure consolidation of industry operators or from the entrance
that were necessary in order to realise its new vision. A of foreign players, would challenge the Bank’s resources.
much more customer-centric front office, and back- However, the goal remains to be the bank of first choice
end processes that can be reconfigured according to for the domestic market, and indeed for the rest of Africa.
the front office’s definition of what should be done in
order to better serve the market are the non-negotiable
deliverables expected from these process changes. As OUR PERFORMANCE
change becomes a permanent feature of the financial Our Performance Constraints in our operating
services industry’s landscape, the service challenge goes environment, which have been on since the global
beyond anticipating and meeting rapidly changing recession set in and which seem to have evolved yearly,
customer tastes. Even the way we are structured as a reflected on our performance through a 19% drop in
business is increasingly susceptible to sharp inflections in interest income. On account of this, despite a 33%
the customer fashion trajectory. increase in non-interest income, group gross earnings,

11. www.firstbanknigeria.com/annualreport/2010/ First Bank of Nigeria Plc Annual Report & Accounts 2010 9
when compared to annualised figures for 2009, declined (b) Also, at its meeting of 29 December 2010, the Board
by 11% from N194 billion recorded in the nine months appointed Mallam Ibrahim Waziri, Mrs Khadijah
to December 2009, to N231 billion in the 12 months to Alao-Straub, Mr Obafemi Otudeko and Mr Tunde
December 2010. Hassan-Odukale as Non-Executive Directors to fill
the casual vacancies occasioned by the resignation
Relative to last year, we were able to increase Group profit
of four Non-Executive Directors, while Mallam Bello
before tax from N13.3 billion (revised) in the nine months
Maccido was appointed as Executive Director to fill
to end December 2009 to N43.2 billion after charging
the vacancy created by the resignation of Dr yerima
the 1% general loan loss provision of N11.4 billion in the
Ngama from the Board. The appointments took
review period. After tax Group profit rose by 411% from
INTRODUCTION
effect from 1 January 2011.
N4.9 billion (revised) in the nine months to December
2009 to N33.4 billion in the 12 months to December (c) Consequent upon the resignation as a Non-
2010. The Bank’s profit rose by 1,484% to N26.9 billion, Executive Director and Chairman of the Bank,
from N1.2 billion over the same period. the Board at its meeting of 29 December 2010
appointed Prince Ajibola Afonja as the Chairman of
Red flags were raised in the review period, as declining
the Bank with effect from 1 January 2011.
yields on loan books drove a significant decline in interest
income. Average yields on our loan book may remain
3 Retirement by rotation
subdued as structural impediments of a macroeconomic
variety may continue to restrict growth in private demand In accordance with the Company’s Articles of Association,
the following Directors, Mr Bisi Onasanya, Mrs Remi
BUsINess ReVIeW
for credit. Although we were able to drive all interest
expenses down through a shift in our deposit mix, Odunlami and Alhaji Mahey Rasheed, OFR would retire
anticipated increases in rates across the board in response by rotation and, being eligible, offer themselves for re-
to the apex bank’s tightening of monetary conditions may election. Mr Ambrose Feese, Mrs Ibukun Awosika, Mr
further complicate the recovery in credit markets. Ebenezer Jolaoso, Alhaji Lawal Ibrahim, Mallam Ibrahim
Waziri, Mrs Khadijah Alao-Straub, Mr Obafemi Otudeko
The effect of lower yields and rising costs showed up in
and Mr Tunde Hassan-Odukale, Directors appointed since
worsening cost-to-income ratio, which deteriorated from
the last Annual General Meeting, would offer themselves
59.2% to 65.5%. The Group and the Bank achieved a
for election as Non-Executive Directors. Mallam Bello
total capital adequacy ratio of 20.35% and 27.57%
Maccido, an Executive Director who was appointed since
respectively in the period under review, well in excess
the last Annual General Meeting, would also offer himself
of the regulatory minimum of 10%. Clear evidence of
RIsK MANAGeMeNT
for election as a Director.
AND GOVeRNANCe
improvements in our Key Performance Indicators confirms
our commitment to return value to shareholders on a
sustainable basis.
APPRECIATION
In conjunction with earlier outlined growth initiatives, I am
As I come to the end of a most educative and interesting
convinced that FirstBank will continue to deliver value for
tenure on the Board of Directors of one of Nigeria’s flagship
money in the long run.
quoted companies, I wish to express my heartfelt gratitude
to you, distinguished shareholders of FirstBank. It has been
a long association, first as a Non-Executive Director, and
BOARD ChANGES then as Chairman. For the most part, this association has
The following changes took place on the Board during the traversed key points of inflection in the modern history
financial year ended 31 December 2010: of the financial services industry; and some of these were
sTATeMeNTs
FINANCIAL
particularly trying times. I can assure you that none of the
1 Resignations many achievements that we boast of today could have
(a) Mrs Bola Adesola, Mr Oladele Oyelola, Dr Abdu been achieved without your understanding and support.
Abubakar, all Executive Directors, resigned their I wish also to thank the Board of Directors, management
appointments from the Board with effect from and staff for the broad perspectives they brought to bear
Thursday 15 July 2010. on the debates that informed our policy choices, and the
Dr yerima Ngama, also an Executive Director, single-minded zeal with which implementation of these
resigned from the Board effective Friday choices were pursued once we had agreed on the different
INFORMATION
31 December 2010. dimensions of what we had to do.
COMPANY
(b) In compliance with the Central Bank of Nigeria I have no doubt that the structures we have put in place
(CBN) Code of Corporate Governance, which are more than adequate for the challenges ahead of the
stipulates a maximum of 12 years as the tenure of Bank. I also believe that our Bank has the resources and
Non-Executive Directors on the Board of banks, the the will to implement the needed initiatives.
following Non-Executive Directors resigned their
appointments from the Board with effect from
yours sincerely
Friday 31 December 2010:
(i) Dr Oba Otudeko, OFR;
sHAReHOLDeR
INFORMATION
(ii) Alhaji Abdullahi Mahmoud;
(iii) Lt General Garba Duba (Rtd); and
(iv) Mr Oye Hassan-Odukale, MFR.
2 Appointments
Dr Oba Otudeko, OFR
(a) The Board’s meeting of 28 October 2010 appointed Former Chairman
Mr Ambrose Feese, Mrs Ibukun Awosika,
April 2011
Mr Ebenezer Jolaoso and Alhaji Lawal Ibrahim as
Non-Executive Directors.

12. 10 INTRODUCTION First Bank of Nigeria Plc Annual Report & Accounts 2010
BANK STRATEGIC PRIORITIES
QUICK READ
GROWTH
Relationship to strategy strategic priority areas
Fundamental to our vision
of being the lender and To maintain our position as the leading bank,
bank of first choice. we continue to push on all fronts including p38
organic and inorganic growth in our core
business as well as international expansion.
Rapid development of the
Our growth agenda is nonetheless structured
Nigerian financial services
with shifting emphases over time and with a
market creates a ‘grow
view to sustainable earnings growth.
or become irrelevant’
imperative.
Organic growth
Scale confers significant
benefits (cost efficiencies, Organic growth remains our core means of ensuring sustainable
deal flow, convenience growth. The focus of our growth strategy is around six cross-cutting
themes – key segment penetration, cross-selling, value proposition
to customers, etc.) in
enhancement, price optimisation, stimulating customer usage and
commercial banking. channel optimisation.
Achievements
Growth emphasis to shift • eorganised commercial division around market segments (Corporate,
R
from balance sheet to Public Sector, Retail, Institutional and Private Banking) and in process
enhanced profitability. of value proposition overhaul
• ade significant headway in priority industries and segments
M
(e.g., landmark telecoms transactions, structured lending)
p32 • e-priced deposit liabilities leading to significant reduction in cost
R
Read more about our strategy of funds
• treamlined product portfolio on the heels of detailed consumer
S
insights work
• ade significant headway with respect to future use of alternate channels
M
to generate revenue (e.g., mobile money offering planning/development)
• eveloped aligned go-to-market approach for wealth management
D
offerings between the Bank, its UK subsidiary and its investment
banking arm.
2011 priorities
• rive execution of the new Strategic Business Unit strategies
D
• nstitutionalise cross-selling initiatives across our network supported by
I
appropriate transfer pricing/incentives mechanisms
• trengthen our franchise in priority industry and market segments
S
(e.g., affluent and SME segments in retail)
• mplement updated risk-based pricing framework across Strategic
I
Business Units
• apidly deploy and grow mobile money.
R

13. www.firstbanknigeria.com/annualreport/2010/ First Bank of Nigeria Plc Annual Report & Accounts 2010 11
Growth remains a fundamental priority. This will be achieved either inorganically
at the right price, where a strong case for synergy creates value to shareholders,
by accelerating our sustainable (organic) growth initiatives or via a combination
of both.
INTRODUCTION
BUsINess ReVIeW
Objectives
Our broad objective is to achieve growth
and transformation, while defending
Inorganic growth
our leadership position and extending
We continue to believe that opportunities exist within the Nigerian it across key dimensions (customers,
financial services landscape for further consolidation. We are brand, service, etc.) to deliver superior/
committed to exploring opportunities that will create significant sustainable financial results.
value for our shareholders via a complementary combination, on
RIsK MANAGeMeNT
AND GOVeRNANCe
the right terms. shareholder value creation remains our paramount
consideration in any transaction.
“...strategic growth opportunities
International expansion
identified will depend on
As the largest private sector financial institution in sub-saharan Africa
(ssA) (ex-south Africa), we believe we are optimally poised to lead
being able to deliver what the
financial services growth in key ssA markets and in relevant markets customers want, when they want
beyond. Our initial focus has been the expansion of locations outside
Africa that complement our existing business in Nigeria – particularly it, where they want it, in the right
supporting trade finance and cross-border lending and investments.
Increasingly, we will focus on a select number of ssA markets that
quantities and the right quality,
sTATeMeNTs
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we believe to be of disproportionate importance. while keeping cost competitive...”
Achievements
• eveloped framework for international expansion with detailed analysis
D Bisi Onasanya
of target countries, entry strategy, roll-out requirements and prioritisation Group Managing Director/
• aunched the FirstBank Beijing representative office, significantly boosting
L Chief Executive Officer
access to cross-border trade and investment flows for the Bank.
Priorities (medium/long term)
• stablish representative office in United Arab Emirates
E
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COMPANY
• ake initial foray into Sub-Saharan Africa (outside Nigeria) in line with
M
articulated strategy and balanced against competing funding priorities
(e.g., domestic (Mergers & Acquisitions)).
sHAReHOLDeR
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14. 12 INTRODUCTION First Bank of Nigeria Plc Annual Report & Accounts 2010
BANK STRATEGIC PRIORITIES
QUICK READ
seRVICe DeLIVeRY
AND OPeRATIONAL
eXCeLLeNCe
Relationship to strategy Initiatives for transforming service delivery
Enabler to drive profitable
growth (scale up efficiently). We are pursuing five key initiatives to transform
our service delivery based on customer feedback p40
and our competitive environment.
Lever for improving
profitability (cost efficiency).
Customer experience/issue resolution
Be the ‘clear leader’ and
Bank of ‘first choice’ Continuously identify and resolve customer issues, monitor
(increase number of customer experience, and prioritise improvements based on
customer feedback.
customers, deepen existing
relationships).
Centralised processing and branch process re-engineering
p32 Centralise transactional processes and optimise branch processes
to drive standardisation, reduce transaction processing times and
Read more about our strategy decongest the branches.
Brand optimisation
Operational excellence drivers Improve our branch ambience, increase awareness of our
products and services, and encourage customer migration to
alternative channels.
Manning/frontline transformation
service
delivery
Optimise our manning structure and levels, empower staff and ensure
our service objectives are translated through our front-line staff.
Cost Process Channel optimisation and migration
optimisation excellence
Optimise channels (performance and functionality) and migrate
customers to the appropriate channel (based on segment needs
and requirements).
90%
ATM uptime,
increased from 52%

15. www.firstbanknigeria.com/annualreport/2010/ First Bank of Nigeria Plc Annual Report & Accounts 2010 13
Our push for growth is underpinned by an intensive focus to provide excellent
service in an efficient manner to our customers. To achieve this, our service
delivery and operational excellence transformation is focused on three interlinked
themes – service quality, cost optimisation and process excellence – with service
INTRODUCTION
quality being the primary lens, in order to ensure all initiatives drive impact at the
front line.
BUsINess ReVIeW
Initiatives for operational excellence Objectives
Increase our service quality by focusing on
We are streamlining our operations and optimising what is most important to customers and
our costs by focusing on the four biggest p41 delivering it in an efficient and effective
opportunity areas – quick-wins, manning, expense manner (e.g., shorter processing times,
control and depreciation/maintenance spend. increased convenience).
Increase efficiency and effectiveness by
RIsK MANAGeMeNT
Quick-wins
AND GOVeRNANCe
continuous root-cause identification and
Analyse quick-win cost optimisation opportunities and estimate elimination of waste and income leakages.
expected impact from successful implementation.
Enable continuous improvement and
Manning structure increase enterprise ability to respond to
changing requirements (both internal
Align manning levels and manning approach at both the branch and and external) through ongoing end-to-
head office levels to ongoing structural changes, and identify ways end business process re-engineering.
to improve our operating efficiency and provide more satisfying
jobs for our staff.
sTATeMeNTs
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expense control
Review current expense control policies and procedures, and identify
opportunities for improvement, especially for controllable costs.
Developing, monitoring and tracking tools to ensure compliance
and provide new expense policy framework recommendations.
INFORMATION
Depreciation/maintenance
COMPANY
Review ‘big-ticket’ maintenance items and identify areas where we
can eliminate and/or optimise our maintenance spend.
Drive further efficiencies in our procurement process, policies
and guidelines.
sHAReHOLDeR
INFORMATION
78% 85%
reduction in account ATM migration rate for
opening time when ‘re-branded branches’,
using the centralised increased from 62%
processing centre*
*It now takes approximately 10 minutes to have an account opened.

16. 14 INTRODUCTION First Bank of Nigeria Plc Annual Report & Accounts 2010
BANK STRATEGIC PRIORITIES
QUICK READ
PeRFORMANCe
MANAGeMeNT
Relationship to strategy Initiatives for performance management/
productivity improvement
Based on the Bank’s
aspirations with respect Creating a work environment in which
to performance, ‘Deliver employees are productive is essential for p42
unmatched results by organisational success. It is against this
creating a performance backdrop that our performance management/productivity
culture with clear individual improvement initiatives were established. Our key focus was
accountability at all on motivation and providing an enabling environment to
levels’, our performance improve performance and quality of life. Some of the major
management framework is milestones achieved include:
focused on the provision of
support drivers to create a
Pay for Performance and Pay for Role
healthy performance-driven
environment that ensures Pay for Performance is a payout incentive to reward higher
that staff are appropriately performance. Pay for Role is a payment incentive for back
measured, evaluated and office function.
rewarded.
Adjustment of notches/special notches
p32 Adjustment to higher amounts of notches on base pay to serve as
Read more about our strategy a motivator when staff are not promoted.
Automation/standardisation of Human Capital Management
Development (HCMD) processes
established systems and IT driven processes through the People
First Management system (PFMs).
N1.2 billion 1,638 staff
was expended as Pay for were promoted in 2009,
Performance to incentivise out of 7,735 appraised,
contribution and retain as against 1,645 staff
superior performers – this promoted out of 7,754
incentive contribution appraised in 2008/2009,
commenced in 2010 an average of about 21%
in both years

17. www.firstbanknigeria.com/annualreport/2010/ First Bank of Nigeria Plc Annual Report & Accounts 2010 15
In 2010, we sought to establish meaningful performance standards and
excellence, while ensuring that staff were appropriately measured and
evaluated. In essence, we worked towards establishing an environment where
there is no place to hide poor performers. In this regard, we instituted initiatives
INTRODUCTION
to drive performance, details of which will be given in subsequent sections.
In addition, we worked towards developing employee potentials which
will serve to systematically attract and retain core talent in alignment with
corporate strategy.
BUsINess ReVIeW
Objectives
To ensure an appropriate performance
management system that will actualise
employee health and wellbeing
the organisation’s strategy and shared
established a framework to raise consciousness of health issues values to reinforce the Bank’s stance
particularly with the shift in emphasis from curative medicine to as a performance and merit-driven
preventive health. organisation.
RIsK MANAGeMeNT
AND GOVeRNANCe
Remedial management To ensure that human resources initiatives
embarked upon will encourage optimal
established a periodic review framework of our appraisal system to performance of employees.
achieve and maintain a high-performing workforce.
Review and establishment of new scorecards
“As the labour market becomes
Reviewed the scorecards of various functions Bank-wide with
a view to ensuring that each unit in the Bank has objective and
more dynamic, employees’
measurable Key Performance Indicators (KPIs). awareness of their rights is
sTATeMeNTs
FINANCIAL
increasing. Therefore, we regularly
Quarterly performance evaluation
refine our HR practices with respect
Designed to give feedback on staff’s performance on a quarterly basis.
to performance management and
employee development.”
Ayodele Jaiyesimi
INFORMATION
Head, Human Capital Management
COMPANY
& Development
N75,500
was the average
sHAReHOLDeR
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medical spend per
staff member in 2010
as against N68,431
in 2009

18. 16 INTRODUCTION First Bank of Nigeria Plc Annual Report & Accounts 2010
BANK STRATEGIC PRIORITIES
QUICK READ
TALeNT
MANAGeMeNT
Relationship to strategy Initiatives for people transformation and
talent management
The crafting of the talent
management framework In line with the Bank’s strategic intent, while
is predicated on the Bank’s drilling down to the Strategic Business Units’ p44
overall strategy, which objectives, effective talent management
within two reviews still re- practices are a top priority for HCMD to enable the Bank to
echoes the need to become maintain a competitive advantage and optimise returns on
a hub for the best industry human assets. As a result we identified the need for broader
talent, cultivating a highly skills, strong leadership capabilities, role models and business
motivated, capable and needs that require innovative and entrepreneurial skills.
entrepreneurial workforce. With this in mind, we embarked on a number of initiatives to
Essentially our talent achieve these objectives.
management initiatives are
geared towards enabling
FirstLearn
a quality workforce to
maintain competitive An online platform conceived to encourage self-learning
advantage, meet business and development.
demands and deliver on
strategic aspirations.
Capacity building
Training intervention based on job competency requirements,
p32 business needs and evolving business opportunities.
Read more about our strategy
Management development programmes
Training intervention targeted at management staff to equip them
for the challenges of current and future roles.
1,200 staff 703
enrolled for information programmes
security courses were run in 2010
as against 602
programmes run
in 2009, a 16.78%
increase

19. www.firstbanknigeria.com/annualreport/2010/ First Bank of Nigeria Plc Annual Report & Accounts 2010 17
Fundamental to FirstBank’s success as the ‘Bank of first choice’ will be its ability
to attract, develop and retain a cadre of the best-performing industry talent
available in the regions in which FirstBank operates. The Bank seeks to deploy
mechanisms that would continually elevate and equip the best performers, and
INTRODUCTION
attract new pockets of specialised expertise, where required. Several initiatives
are underway on people/talent management.
BUsINess ReVIeW
Objectives
To ensure that the right calibre of staff are
recruited, trained, motivated and retained.
Cross-posting
Framework established to achieve well-rounded staff. To ensure that there are clearly defined
policies and procedures to guide talent
Development of competency framework management framework and initiatives.
RIsK MANAGeMeNT
AND GOVeRNANCe
To ensure a clear process of equipping people with the required To make the Bank’s human capital
competencies for job roles, training and succession planning. a sustainable source of competitive
advantage.
self-development campaign
To ensure staff have self-development plans to augment what the
7,506 staff
Bank provides for capacity building.
FirstAcademy were trained representing
98.6% of core staff while
sTATeMeNTs
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Developed to provide the appropriate framework for implementing
a competency-based learning and development system.
in 2009, 7,650 (93.05%)
staff were trained
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