The document provides an overview of Cititrust Group Plc, a diversified financial services group operating in Nigeria, Ghana, and Cote d'Ivoire. It summarizes the group's corporate structure, history dating back to 2007, subsidiaries operating in microfinance, asset management, insurance, healthcare, energy, and construction. It outlines the group's vision, strategic goals around governance, customers, people, finance, and infrastructure. Key strategies discussed include focusing investments in sectors of strength, pursuing mergers and acquisitions, expanding across Africa. Operational strategies center on simplifying processes, improving sourcing, flattening organizational structure, and innovating distribution channels.
This is the Statement of Credentials put forward by Aurum Equity Partners LLP. This document was last updated on February 2017. For inquiries, visit http://www.aurumequity.com
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Venture capitalists influenced significantly the information and industrial technology revolution of the twentieth century. If we want to make up for lost time in Africa, it would be perhaps time to solicit the creation and access of funds from Capital Risks.
ProFormance Capital is a boutique investment bank dedicated to providing its clients the required services necessary to raise capital, develop and execute their business plan, achieve professional objectives and determine the optimal exit strategy.
Launched in 2002, ProFormance has successfully built a team composed of driven, team oriented, and relationship-based professionals with a cumulative background that covers a breadth of industries and specialties.
The ProFormance Team was specifically designed to offer comprehensive consulting that offers results for both the investment seeking client, and just as importantly, the investor. This effort has enabled ProFormance to secure relationships with Middle East and Asian private/institutional investors flush with U.S. dollars.
Navigating the issues of trust, culture, language, and global logistics, ProFormance now has multiple sources of capital in the Middle East, Asia, and Europe that are mandating capital reserves to deploy into companies and projects, within the United States.
This is the Statement of Credentials put forward by Aurum Equity Partners LLP. This document was last updated on February 2017. For inquiries, visit http://www.aurumequity.com
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Venture capitalists influenced significantly the information and industrial technology revolution of the twentieth century. If we want to make up for lost time in Africa, it would be perhaps time to solicit the creation and access of funds from Capital Risks.
ProFormance Capital is a boutique investment bank dedicated to providing its clients the required services necessary to raise capital, develop and execute their business plan, achieve professional objectives and determine the optimal exit strategy.
Launched in 2002, ProFormance has successfully built a team composed of driven, team oriented, and relationship-based professionals with a cumulative background that covers a breadth of industries and specialties.
The ProFormance Team was specifically designed to offer comprehensive consulting that offers results for both the investment seeking client, and just as importantly, the investor. This effort has enabled ProFormance to secure relationships with Middle East and Asian private/institutional investors flush with U.S. dollars.
Navigating the issues of trust, culture, language, and global logistics, ProFormance now has multiple sources of capital in the Middle East, Asia, and Europe that are mandating capital reserves to deploy into companies and projects, within the United States.
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Aurum DealCurry CXO Dialogues
We are very honored to be able to invite the Senior Managing Director of FTI Consulting (FCN US, MV $1.5bn), a billion-dollar NYSE-listed global forensic consulting firm, as a guest speaker in our SMU classes to share his knowledge and wisdom with the students in the Accounting Fraud in Asia course in Week 6, the week of 9th February. Over the years in the Asian capital jungles, the FTI people are amongst the few professionals whom I respect for their on-the-field expertise and thought leadership in the area of fraud and forensic investigation. I am sure that the talk will definitely make an impact for our SMU students who will learn not only invaluable lessons from the speaker’s knowledge and wisdom but also about FTI Consulting as their future career choice.
Private Equity in Africa – thoughts and comparisons from the Middle East…Ben Sims
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I promise my friends at BLP to introduce it to my network.
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We are very honored to be able to invite the Senior Managing Director of FTI Consulting (FCN US, MV $1.5bn), a billion-dollar NYSE-listed global forensic consulting firm, as a guest speaker in our SMU classes to share his knowledge and wisdom with the students in the Accounting Fraud in Asia course in Week 6, the week of 9th February. Over the years in the Asian capital jungles, the FTI people are amongst the few professionals whom I respect for their on-the-field expertise and thought leadership in the area of fraud and forensic investigation. I am sure that the talk will definitely make an impact for our SMU students who will learn not only invaluable lessons from the speaker’s knowledge and wisdom but also about FTI Consulting as their future career choice.
Growing investor interest in the Indian CRAMS / CDMO industry - Aurum and Dea...Aurum Equity Partners LLP
The fast growing Indian Contract Development and Manufacturing Operations (CDMO or CRAMS as popularly known in India) industry is attracting Investor interest.
The 70 bn USD global CDMO industry is growing at 10%pa‚ driven by increasing generic utilisation‚ and need to enhance R&D productivity and reduce costs. Many Pharmaceutical companies have stated their desire to enhance outsourcing levels as they build drug pipelines and rationalise existing manufacturing/R&D assets.
Aurum DealCurry CXO Dialogues
We are very honored to be able to invite the Senior Managing Director of FTI Consulting (FCN US, MV $1.5bn), a billion-dollar NYSE-listed global forensic consulting firm, as a guest speaker in our SMU classes to share his knowledge and wisdom with the students in the Accounting Fraud in Asia course in Week 6, the week of 9th February. Over the years in the Asian capital jungles, the FTI people are amongst the few professionals whom I respect for their on-the-field expertise and thought leadership in the area of fraud and forensic investigation. I am sure that the talk will definitely make an impact for our SMU students who will learn not only invaluable lessons from the speaker’s knowledge and wisdom but also about FTI Consulting as their future career choice.
Private Equity in Africa – thoughts and comparisons from the Middle East…Ben Sims
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Listing equity in London A quick guide : by Berwin Leighton Paisner LLPDavid Solomon
Very good quick guide for Listing equity in London.
I promise my friends at BLP to introduce it to my network.
David Solomon
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www.solomon-capital.com
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Ease-of-Doing Business Authority of Pakistan is need of the hour. Experts from SMEDA, SECP, Competition Commission of Pakistan, TDAP, FPCCI, Diplomat Business Club and telecos must be inducted to permanently remove bottlenecks for fair and sustainable business growth. (Sajid Imtiaz)
Document Security Systems (DSS) is a multinational company operating businesses focused
on brand protection technology, blockchain security, direct marketing, healthcare, real estate,
and securitized digital assets. Its business model is based on a distribution sharing system in
which shareholders will receive shares in its subsidiaries as DSS strategically spins them out
into IPOs. Its historic business revolves around counterfeit deterrent and authentication
technologies, smart packaging, and consumer product engagement. DSS is led by its seasoned
leaders with decades of industry experience.
DSS Inc. (NYSE American: DSS) is a multinational company operating business segments in blockchain security, direct marketing, healthcare, consumer packaging, real estate, renewable energy, and securitized digital assets. Its business model is based on a distribution sharing system in which shareholders will receive shares in its subsidiaries as DSS strategically spins them out into IPOs. DSS is led by its seasoned leaders with decades of industry experience.
Back Ground Information Brief History Kuwait Ce.docxjasoninnes20
Back Ground Information
Brief History
Kuwait Cement Company is a Kuwait Based company established in November
1968. The establishment of the company was done by experienced economists, due
to the need of such company in mist of the rising of modern construction of
buildings and houses at that time. Since then the company has been a major supplier
in the construction industry. The State of Kuwait has definitely supported and
encouraged this type of investment and establishment and any establishment that
would have an impact of reducing the crucial reliance on oil.
Objectives
Their objectives since establishment as stated by the chairman Rashed Abdulaziz
AlRashed on their website are as follows:
1- “Preserve the quality of its products.”
2- “Stabilize the cement prices in the local market.”
3- “Implement its ambitious plans of building an advanced and integrated industry that would serve
the country and its citizens.”
Organizational Structure
(The company follows a hierarchy structure, which is a traditional organizational
structure. Creating many levels of management and authority, lacking flexibility in
decision making and increasing time and duration of any decisions and information
to travel from entry level up to senior management.)
The Corporation major shareholders are three large investors in Kuwait, the first
one is Kuwait Investment Authority owning 29.363% of the shares. Kuwait
investment authority or KIA is a very successful and powerful company is the
finance and investment industry in Kuwait. it currently amongst its many
investment activities, manage the General Reserve Fund and the Future Generations
Fund. The second major shareholder is the National Industries Group (NIG) owning
26.121% shares, “NIG manages several and manifold activities in investment and shares, in
Building Materials, Petrochemicals, Oil & Gas Services, Mechanical Industries, Utilities, Real estate
Infrastructure, and Financial Services. Through the asset management expertise in managing
financial portfolios, equity shares, and direct investment has brought home creditable and laudable
profits to its shareholders…” (About, National Industries Group). The third major shareholder is Al-
Rashid Trading Contracting Company with 7.459% Shares. Al-Rashid Trading has representatives on
the board of directors.
Board Of Directors
The Executive Management
Chairman: Rashid
Abdulaziz Al-Rashid
Dr. abdulaziz Rashid
alrashid
Basil saad alrashid
Tamadir ahmad
alhouti
Jamal yousef
albabtain
Khalid Abdullah
alrabiah
Rasha abdulrahman
al mulhim
Abdullah
mohammad saad
Yacoub mohammad
alsagir
Yousef bader
alkharafi
CEO-
Abdulmutalib
esmael
behbehani
Debuty CEO -
Mishaal abdul
muhsin alrashid
COO- Rajesh
kumar sinj
Debuty COO-
Saad yousif
alsuwaidan.
Subsidiaries
KCC did expand and build or create three subsidiaries, all operate in the
constructi ...
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5. 5
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
6. 6
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
7
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
8
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
9
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
11. SWOT analysisSWOT analysis
11
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
13. 13
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
15
16. 16
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
17
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
18
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
19
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
20
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.