Cititrust Holdings Plc Strategy

1. MANAGEMENT RETREAT
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2. GROUP CORPORATE STRUCTURE,
BUSINESS AND OPERATION STRATEGY
The Africa dream
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Prepared by:
Yemi Adefisan
Group Chief Executive
29 September, 2018

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Vision, Mission & Values

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CITITRUST Group Plc and its subsidiaries (the Group) each function as
separate and distinct operating companies with separate Boards of
Directors and executives. The history of CITITRUST Group Plc’s roots date
back to 2007, with the establishment of CITITRUST FINANCIAL SERVICES
LIMITED.
CITITRUST FINANCIAL SERVICES LIMITED (100% Beneficial Ownership)
The company, the flagship of the Group, is a Financial Services Holding
Company, employs about 50 staff, and has approximately 160 customers
and 4 branches. The company is a parent company to seven (both
operating and non operating) Subsidiaries operating in the Microfinance,
Assets Management, Mortgage Finance, Insurance Brokerage, Pension,
BDC, Broker/Dealer/Trustees. Each of which provides different financial
services to both Private, Public, Commercial, Individual and Corporate
Organizations.
MAPPLEFIELD ENERGY RESOURCES LIMITED (100% Beneficial Ownership)
MAPPLEFIELD ENERGY RESOURCES LIMITED is a Petroleum marketing and Oil
Servicing company supplying over 25 filling stations in Lagos and Ogun
state various refined petroleum products.
HISTORY OF THE COMPANYHISTORY OF THE COMPANY

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EM TOWERS LIMITED (100% Beneficial Ownership)
EM TOWERS Limited is a Telecommunication Infrastructure Company
providing Built to Suite Towers and Co location for the Four (4) Mobile Network
Operators and Seven (7) Internet Services Providers amongst whom are MTN,
Airtel, Glo, Smile, Spectranet, Swift etc.
CITITRUST CONTRACTING LIMITED (100% Beneficial Ownership)
CITITRUST CONTRACTING LIMITED is to be leading indigenous Engineering,
Procurement and Construction Company that will be currently undertaking
projects for Private, Individual, Public and Corporate.
FIRST GUARANTY HEALTHCARE PLC (80% Beneficial Ownership)
CITITRUST Group acquire the majority stake in First Guaranty Healthcare Plc, a
Healthcare Company refocusing the operations in Health Management
Organisation, Medical Centre, Diagnostics, and Pharmacy. The Company
intends to consolidate four Medical centre in its first year of restructured
Operation and current acquired a State License from National Health
Insurance Scheme. In the nearest future, it will include Food Production and
Manufacturing with a focus on Bottling
HISTORY OF THE COMPANY (Contd.)HISTORY OF THE COMPANY (Contd.)

7. A HISTORY OF SUCCESSFUL BUSINESS ACQUISITIONS AND
MERGERS
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CITITRUST Group focuses its internal growth efforts on Business Transactions,
Mergers and acquisitions and the strategic thinking i driven by the desire to
reach or enhance critical mass in key geographic markets.

8. CITITRUST GROUP TODAY
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Cititrust Group today is becoming a
major player in the Financial Services,
Telecoms, Energy, Construction and
Healthcare industries with a
consolidated portfolio of above
N1billion and about 10 business offices
that cuts across Nigeria, Ghana and
CIV.
The Group employs around 70 people
and has an extensive portfolio of assets
under management of $1million. Shares
of the parent company – CITITRUST
GROUP – are to be quoted on the
Stock Exchange .

9. Foundational Reforms to Support our
Growth Strategies
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Overhaul
Governa
nce
 Limit GROUP CHIEF EXECUTIVE to a Single term of Ten Years
 Establish performance evaluation system for Executive Directors
 Abolish Board Advisory system
 Set up Board governance review, Audit, Remuneration and
Nomination, Investment and Strategy Committee.
Review
managem
ent
structure
 Constitute Group Executive Council
 Reform Senior Management Committee
Institute
headquart
ers
reforms
 Reinforce investor and shareholder relations by establishing
Strategy, Investment and Investor relation unit
 Headquarters functional enhancement in Finance and Risk
Reinforc
e global
governa
nce
 Have headquarters Finance/accounting department manage
financial affairs of all subsidiaries and transactions exceeding
certain amounts
 Review criteria for appointing accounting firms of group and
subsidiaries
 Strengthen enterprise risk, control and compliance by creating a
global risk team structure

10. Governance Model
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11. SWOT analysisSWOT analysis
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Strengths Weaknesses
Opportunities Threats
Growth opportunities in the diversified
markets
Collaborative internal business
partnerships for revenue generation
Enhancement of cross border business
Increasing number of customers
in key segments
Reputable (Recognised) brand
Conglomerate and diversified
investment
Possible non-compliance due to complex
regulatory environment
Competition in the traditional markets
Threat of new entrants into reserved
business areas
Infrastructure demands
Business agility
High Pre Operational costs
SWOT
Analysis
O
pportunities
W
eaknesses
Threats
Strengths

12. THE PLAN
OUR FOCUS…..
Efficient sustainable
business that is well defined
and well communicated
Invest in people, take them
along and build capacity for
the future
Align business operations to
customer’s needs,
shareholder priorities
Review internal policies to
foster good governance,
streamline processes and
enhance efficient decision
making
Renew and design a
physical network for the
future
…AND KEY PROGRAMS…
Automation
Improve communication
Cost optimisation
Technology infrastructure
Enterprise knowledge Mgt
Multi-channel Deployment
Improve control
environment
Process Optimisation
Revenue Generation
Policy Development
Marketing
Standardisation
Customer Relationship Mgt
Human Capital Capacity
building
…TO CREATE THE FUTURE.
A sustainable business
providing economic
opportunity to all
A great place to work
A partner of choice for
businesses
Delighted customers
Products and services
meeting customer needs
A competitive, high
performance culture
Meeting the
shareholder’s mandate

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CITITRUST’S Strategic Goals
Goal 1 -
Maintain good
corporate
governance
principles to
continuously
improve as a
trusted
corporate
citizen
Goal 2 –
Remain
customer
centric by
providing
quality
services
Goal 3 – Invest
in our people
by building
capacity and
implementing
transformation
programs
Goal 4 –
Attain
financial
sustainability
while
delivering on
shareholders’
mandate
Goal 5 – Provide affordable
services that meet the needs
of our customers
Goal 7 – Provide a secure
efficient and integrated
infrastructure for better
responsiveness to our
stakeholders.

14. Executing Strategies
CITITRUST STRATEGIC
THEME:
Review internal policies to
foster good governance,
streamline processes and
enhance efficient decision
making.
CITITRUST STRATEGIC
GOAL:
Maintain good corporate
governance principle to
ensure that we continuously
improve as a trusted
corporate citizen
CITITRUST STRATEGIC
OBJECTIVE
Compliance Assurance

15. Critical Success Factors
People Process Systems
Implementation of an effective
Performance Management and
Monitoring system
Alignment of the Delegation
of Authority and Significance
Framework with business
deliverables.
Integration of systems of
business intelligence in
decision making and in
implementing /improving
business objectives.
Appropriate skills mix to drive the
strategic intent
Process integration to increase
delivery/value.
Institutionalise knowledge
management.
Reward and recognition
Succession Planning
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BUSINESS STRATEGY
We will focus investment on attractive sector of strength
CORE TIER 1
INVESTMENT BANKING
DOWNSTREAM SECTOR
(OIL & GAS)
TELCO TOWERS
OWNERSHIP
HEALTH MANAGEMENT
PROVIDERS (HMO)
ENGINEERING &
CONSTRUCTION
CORE TIER 2
MICROFINANCE BANKING
POWER PROVIDERS
PROVISION OF INTERNET
SERVICES & INFRASTRUCTURE
MEDICAL FACILITIES, DRIVE
PRODUCTION AND MARKETING
REAL ESTATE & PROPERTY
DEVELOPMENT
NON-CORE
•INSURANCE SERVICES
•OIL COMPANY
SERVICING
•NON-OIL EXPORT
BUSINESS
•AGRIBUSINESS
•BOTTLING &
MANUFACTURING
ACTIONS
IMPROVING FUNDING (LOCAL & FOREIGN)
MERGERS AND ACQUISITIONS
EXPANSION ACROSS AFRICA AND BEYOND

17. OPERATIONAL & FINANCIAL STRATEGY
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ENHANCED AND RESILIENT EARNINGS
Strong EPS progression will support share price growth
Capacity to pay Dividends
Lower cost will create capacity for strategic investment
Focus on less capital intensive activities for local funding and capital intensive
activities on foreign and wholesale funding.
Operating within the new risk appetite to drive volatile earnings
LISTING PRIORITIES AND STRATEGY
•Listing on NASD OTC – FY2018
•Delist on NASD OTC – FY 2021
•List on NSE 2021
•List on JSE 2025
IMPROVING THE FUNDING PROFILE FURTHER
•Lower wholesale funding requirements
•Lower debt to equity
•Focus on retail commercial funding
•Increase Foreign Direct Investment Drive

18. SIMPLIFICATION WILL DELIVER & INCREASE
RUNRATE IN EACH YEAR
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4 KEY WORKSTREAMS
Operations and Processes
Implement workflow, automate, improve IT landscape,
establish centres of excellence
Sourcing
Improve demand management, simplify specification,
strengthen supplier relationships
Organisation
Flatten organisational structure, consolidate/rationalise
international business
Distribution and Channels
Continue to innovate, reduce product variants,
increase pricing flexibility

19. Operational & Financial Strategy – Human
Capital Development
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 Strong control and co-ordination
 Rigorous planning and milestone tracking
 Accountable Executives already in place and in
progress, high-level plans developed for key
initiatives, and quick wins started
 Detailed planning and building delivery teams
WE WILL LEVERAGE OUR EXPERIENCE WITH INTEGRATION TO DELIVER THE
BEST SERVICES TO ALL STAKEHOLDERS

20. SIMPLIFY THE GROUP
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ACTIONS
OPERATIONS & PROCESSES – Implement
workflow, automate IT landscape, establish
centres of excellence
SOURCING – Improve demand management,
simplify specification, strengthen supplier
relationships
ORGANISATION – Flatten organisational
structure, bringing top team closer to
customers and front-line staff
DISTRIBUTIONS & CHANNELS – Continue to
innovate, reduce product variants, increase
pricing flexibility.

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