Under the hood

BUILD YOUR IMPACT PLAN

for

WHICH SESSION ARE YOU ATTENDING?

SELECT YOUR TABLE

ENERGY: ACHIEVE MAXIMUM DISCRETIONARY EFFORT

FILL UP THE TANKS

CONTEXT (WHY IS THIS HAPPENING?)

EXPLAIN WHAT IS NOT CHANGING BECAUSE OF The CIB 2020 Refreshed Strategy.

MY LIST

This is your personal list. Add items below to it.

Table List0
Session List1623

Click the refresh screen button below to see your table ideas.

Good

Commitment to product excellence

+ADD THIS TO MY LIST

Core Markets

+ADD THIS TO MY LIST

Injectables will remain a core business Demand for healthcare will continue to grow Healthcare reform will continue Pressure on price Pressure on cost will continue Emerging markets will remain challenging

+ADD THIS TO MY LIST

Flexibility of decisions

+ADD THIS TO MY LIST

30 key markets

+ADD THIS TO MY LIST

Focus on patients

+ADD THIS TO MY LIST

Darwazwh family Ambitions for growth Hard work Competition Fast dynamics Poilitical instability Governance Emphasis on quality

+ADD THIS TO MY LIST

Values People. Are most important asset Hikma name Better health within reach- mission statement Quality commitments Improving community International focus Diversity of people

+ADD THIS TO MY LIST

Diversity

+ADD THIS TO MY LIST

Committed to growth

+ADD THIS TO MY LIST

Quality Investing in people Ethics and values People Humanity Focus on better health our brand message Being global Ambition Drive Family culture and values Being listed Diversity of cultures Diversified portfolio Equal opportunity company Entrepreneur Compliance High standards Independent Survival and resilience Culture of performance Empathy

+ADD THIS TO MY LIST

Clear goals and expectations

+ADD THIS TO MY LIST

Being paid on time

+ADD THIS TO MY LIST

Cairo will always be the best team

+ADD THIS TO MY LIST

Ethics and compliance

+ADD THIS TO MY LIST

Hikma family

+ADD THIS TO MY LIST

Look for internal talent before outside

+ADD THIS TO MY LIST

Focus on customers

+ADD THIS TO MY LIST

Multicultural Workforce

+ADD THIS TO MY LIST

Committed to profitability

+ADD THIS TO MY LIST

Thinking big

+ADD THIS TO MY LIST

Commitment to patients

+ADD THIS TO MY LIST

Caring about our community

+ADD THIS TO MY LIST

Company mission and values

+ADD THIS TO MY LIST

Focus on growth

+ADD THIS TO MY LIST

Open door to top management

+ADD THIS TO MY LIST

Care about education and people development

+ADD THIS TO MY LIST

Social responsibility

+ADD THIS TO MY LIST

Informal structure amongst employees I.e. community feel

+ADD THIS TO MY LIST

Exposure

+ADD THIS TO MY LIST

Focus on developing people

+ADD THIS TO MY LIST

Corporate Name

+ADD THIS TO MY LIST

Values CSR Respect Will be always Hikma Facility and capability Quality Purpose Growth Being Human Legacy

+ADD THIS TO MY LIST

Commitment to complex products

+ADD THIS TO MY LIST

Being in the injectable business and in the US

+ADD THIS TO MY LIST

Legacy and Hikma story will not changed

+ADD THIS TO MY LIST

Family spirit

+ADD THIS TO MY LIST

Accessibility to senior management

+ADD THIS TO MY LIST

Impact on patients

+ADD THIS TO MY LIST

Patient Focus

+ADD THIS TO MY LIST

Trust in people

+ADD THIS TO MY LIST

Always looking for improvement

+ADD THIS TO MY LIST

Strong footprint in MENA

+ADD THIS TO MY LIST

Family legacy

+ADD THIS TO MY LIST

Company heritage

+ADD THIS TO MY LIST

Focus on quality

+ADD THIS TO MY LIST

Values

+ADD THIS TO MY LIST

Ethics and values

+ADD THIS TO MY LIST

Always care about our employees first

+ADD THIS TO MY LIST

Open doors

+ADD THIS TO MY LIST

Strong training of employees, opportunity to grow with Hikma

+ADD THIS TO MY LIST

Quality

+ADD THIS TO MY LIST

Global presence

+ADD THIS TO MY LIST

Focus on people

+ADD THIS TO MY LIST

Continuous development

+ADD THIS TO MY LIST

Socially responsible

+ADD THIS TO MY LIST

Generosity

+ADD THIS TO MY LIST

Caring about the patient

+ADD THIS TO MY LIST

Hikma legacy

+ADD THIS TO MY LIST

Forgiving

+ADD THIS TO MY LIST

Employee loyalty

+ADD THIS TO MY LIST

Pharma company

+ADD THIS TO MY LIST

Continuous learning

+ADD THIS TO MY LIST

Desire to grow

+ADD THIS TO MY LIST

Focus on Quality

+ADD THIS TO MY LIST

Education support

+ADD THIS TO MY LIST

Focus on quality

+ADD THIS TO MY LIST

Commitment to quality

+ADD THIS TO MY LIST

Values (quality,etc)

+ADD THIS TO MY LIST

Open door policy

+ADD THIS TO MY LIST

HQ will always be in Jordan

+ADD THIS TO MY LIST

Entrepreneurial

+ADD THIS TO MY LIST

Our identity

+ADD THIS TO MY LIST

Alignment on message

+ADD THIS TO MY LIST

Our quality standards

+ADD THIS TO MY LIST

Focus on generic and brand pharma products

+ADD THIS TO MY LIST

Caring about our people

+ADD THIS TO MY LIST

Committed to patients

+ADD THIS TO MY LIST

Investing on employees and pro development

+ADD THIS TO MY LIST

Transparency

+ADD THIS TO MY LIST

Being paid on time

+ADD THIS TO MY LIST

Open door policy

+ADD THIS TO MY LIST

Commitment to people

+ADD THIS TO MY LIST

Commitment

+ADD THIS TO MY LIST

Our global approach

+ADD THIS TO MY LIST

Family business

+ADD THIS TO MY LIST

Hikma core values

+ADD THIS TO MY LIST

Respect for employees

+ADD THIS TO MY LIST

Hikma values

+ADD THIS TO MY LIST

Our caring

+ADD THIS TO MY LIST

Accessibility of management

+ADD THIS TO MY LIST

Hikma name not changing

+ADD THIS TO MY LIST

Focus on quality

+ADD THIS TO MY LIST

Accessibility to management

+ADD THIS TO MY LIST

Approachability

+ADD THIS TO MY LIST

Our family values

+ADD THIS TO MY LIST

Commitment to quality

+ADD THIS TO MY LIST

Client focus is not changing

+ADD THIS TO MY LIST

The values of the bank is not changing

+ADD THIS TO MY LIST

Compliance to regulations is not changing

+ADD THIS TO MY LIST

digitisation

+ADD THIS TO MY LIST

the dress code remains

+ADD THIS TO MY LIST

client centricity

+ADD THIS TO MY LIST

Client segment

+ADD THIS TO MY LIST

Core values

+ADD THIS TO MY LIST

Reward Philosophy remains the same

+ADD THIS TO MY LIST

People

+ADD THIS TO MY LIST

The name of the Bank

+ADD THIS TO MY LIST

The strategy is not changing

+ADD THIS TO MY LIST

Our values will not change

+ADD THIS TO MY LIST

Focus on JAWS will not change

+ADD THIS TO MY LIST

We will continue being number 1

+ADD THIS TO MY LIST

Staff will continue to be trained regularlly

+ADD THIS TO MY LIST

Constantly raising the bar in all ramifications

+ADD THIS TO MY LIST

We will continue delivering to shareholders

+ADD THIS TO MY LIST

Growing our people

+ADD THIS TO MY LIST

We will continue respecting each other

+ADD THIS TO MY LIST

Delivering to our shareholders

+ADD THIS TO MY LIST

We will constantly raise the bar

+ADD THIS TO MY LIST

Our people will remain our greatest asset

+ADD THIS TO MY LIST

Leadership remains unchanged

+ADD THIS TO MY LIST

We will remain a UFSO

+ADD THIS TO MY LIST

Our focus on Africa will not change

+ADD THIS TO MY LIST

Our Africa focus will not change

+ADD THIS TO MY LIST

Increased Competition

+ADD THIS TO MY LIST

No change to existing compliance framework

+ADD THIS TO MY LIST

Our competitors will not change

+ADD THIS TO MY LIST

We will continue working in teams

+ADD THIS TO MY LIST

Broad sectors of the bank will not changed

+ADD THIS TO MY LIST

Core value of integrity

+ADD THIS TO MY LIST

The Regulators won't change

+ADD THIS TO MY LIST

Regulator

+ADD THIS TO MY LIST

The Team

+ADD THIS TO MY LIST

We know Africa better than the competition

+ADD THIS TO MY LIST

Sim will still be our leader

+ADD THIS TO MY LIST

Business units will remain

+ADD THIS TO MY LIST

Financial results focus

+ADD THIS TO MY LIST

Same ownership

+ADD THIS TO MY LIST

Africa is still our home

+ADD THIS TO MY LIST

Largely unchanged product offering

+ADD THIS TO MY LIST

Focus on Africa

+ADD THIS TO MY LIST

Office locations

+ADD THIS TO MY LIST

Client focus

+ADD THIS TO MY LIST

Client expectations

+ADD THIS TO MY LIST

International Strategy

+ADD THIS TO MY LIST

Construct of International

+ADD THIS TO MY LIST

Numbers of staff

+ADD THIS TO MY LIST

Head office location

+ADD THIS TO MY LIST

Disruptors

+ADD THIS TO MY LIST

Client centric

+ADD THIS TO MY LIST

Continued to do what right for the client

+ADD THIS TO MY LIST

Location stays the same / HO etc

+ADD THIS TO MY LIST

Remained valued employees

+ADD THIS TO MY LIST

Africa is our purpose

+ADD THIS TO MY LIST

Continue to develop professionally

+ADD THIS TO MY LIST

Digitization

+ADD THIS TO MY LIST

Will always have comfortable office environments

+ADD THIS TO MY LIST

Group Structure remains the same

+ADD THIS TO MY LIST

Our values remains the same

+ADD THIS TO MY LIST

We will continue to focus on our markets in Africa

+ADD THIS TO MY LIST

Organization will continue to train people up

+ADD THIS TO MY LIST

Will always need skilled people in the organization

+ADD THIS TO MY LIST

African focus should not change ...

+ADD THIS TO MY LIST

Transformation is here to stay.

+ADD THIS TO MY LIST

Executive leadership is now hopefully set for the future.

+ADD THIS TO MY LIST

Our quest for growth is front and center

+ADD THIS TO MY LIST

Brands not going to change

+ADD THIS TO MY LIST

Our location

+ADD THIS TO MY LIST

Financials - same growth measurement matrices

+ADD THIS TO MY LIST

Segments remain the same - e.g. same corporate clients

+ADD THIS TO MY LIST

Business principles - e.g Brilliant Basics, remain the same

+ADD THIS TO MY LIST

Core brand assets

+ADD THIS TO MY LIST

Focus on employees

+ADD THIS TO MY LIST

Africa is our home.

+ADD THIS TO MY LIST

Core products remain the same

+ADD THIS TO MY LIST

Client Centricty

+ADD THIS TO MY LIST

you will have a boss

+ADD THIS TO MY LIST

Core technology / systems

+ADD THIS TO MY LIST

Top leadership

+ADD THIS TO MY LIST

Performance metrics

+ADD THIS TO MY LIST

our values

+ADD THIS TO MY LIST

social responsibility and awareness

+ADD THIS TO MY LIST

stratco recognising need for cultural shift

+ADD THIS TO MY LIST

SSA focus

+ADD THIS TO MY LIST

realisation of digital transformation

+ADD THIS TO MY LIST

universal bank

+ADD THIS TO MY LIST

client centricity

+ADD THIS TO MY LIST

our plan / 202 vision

+ADD THIS TO MY LIST

People / relationship business

+ADD THIS TO MY LIST

africa foot print

+ADD THIS TO MY LIST

brand

+ADD THIS TO MY LIST

Stratco accountability

+ADD THIS TO MY LIST

Competitive landscape similar

+ADD THIS TO MY LIST

Core digitisation / effectiveness / efficiency thereof

+ADD THIS TO MY LIST

Right business right way

+ADD THIS TO MY LIST

Structures

+ADD THIS TO MY LIST

Financial plan 2020

+ADD THIS TO MY LIST

Our membership of the Standard Bank Group

+ADD THIS TO MY LIST

Our vision

+ADD THIS TO MY LIST

Credit rating

+ADD THIS TO MY LIST

Heritage

+ADD THIS TO MY LIST

Our strategic focus areas

+ADD THIS TO MY LIST

Our tough macroeconomic environments remain

+ADD THIS TO MY LIST

Our values

+ADD THIS TO MY LIST

Our focus on Africa remains the same

+ADD THIS TO MY LIST

Our identity( logo, name etc)

+ADD THIS TO MY LIST

We maintain our good brand

+ADD THIS TO MY LIST

Our values will not change

+ADD THIS TO MY LIST

Our Target Growth Clients and Focus sectors remain the same

+ADD THIS TO MY LIST

Our vision and mission statement

+ADD THIS TO MY LIST

Our customers rely on us as a bank with integrity

+ADD THIS TO MY LIST

Our values are not going to change

+ADD THIS TO MY LIST

Collaborating with enablers to achieve desired outcomes

+ADD THIS TO MY LIST

Focus on client experience

+ADD THIS TO MY LIST

Africa focus

+ADD THIS TO MY LIST

Client-centricity

+ADD THIS TO MY LIST

Need to be Agile - change is constant in our function to remain relevant

+ADD THIS TO MY LIST

People - to attract and retain the best talent

+ADD THIS TO MY LIST

Aspiration to be the Largest / maintain contributing unit to CIB . Remain to be relevant

+ADD THIS TO MY LIST

Right Business Right Way

+ADD THIS TO MY LIST

Focus on client centricity

+ADD THIS TO MY LIST

Focus on client

+ADD THIS TO MY LIST

Focus on digitisation.

+ADD THIS TO MY LIST

Our focus on Africa

+ADD THIS TO MY LIST

The blue flag.

+ADD THIS TO MY LIST

Diversity in the workplace

+ADD THIS TO MY LIST

Our brand

+ADD THIS TO MY LIST

Continued focus on Digitization/Modernizing

+ADD THIS TO MY LIST

Being client centric has and will always be a core value

+ADD THIS TO MY LIST

Core system remaining the same

+ADD THIS TO MY LIST

Doing business the right way

+ADD THIS TO MY LIST

5. Universal Bank.

+ADD THIS TO MY LIST

Our headquarters are staying in the same location

+ADD THIS TO MY LIST

4. Diversity and Inclusion

+ADD THIS TO MY LIST

3. Employee empowerment;

+ADD THIS TO MY LIST

Our business (product) lines in CIB

+ADD THIS TO MY LIST

2. Values of the Bank;

+ADD THIS TO MY LIST

1. Client Centricity;

+ADD THIS TO MY LIST

The headcount is not reducing

+ADD THIS TO MY LIST

The token of legal as a trusted adviser is not changing

+ADD THIS TO MY LIST

Client Centricity

+ADD THIS TO MY LIST

Fear of failure

+ADD THIS TO MY LIST

Stratco ownership of strategy

+ADD THIS TO MY LIST

Client Centricity

+ADD THIS TO MY LIST

Opportunities in Africa

+ADD THIS TO MY LIST

Human Capital

+ADD THIS TO MY LIST

Regulators/regulations not changing

+ADD THIS TO MY LIST

Collegiate culture

+ADD THIS TO MY LIST

Location not changing

+ADD THIS TO MY LIST

Remain consistently focused on client

+ADD THIS TO MY LIST

Management structures

+ADD THIS TO MY LIST

Geographical focus on Africa

+ADD THIS TO MY LIST

Client Coverage Structure - sectorisation

+ADD THIS TO MY LIST

staying in our world class premises

+ADD THIS TO MY LIST

Client relationships

+ADD THIS TO MY LIST

Client list

+ADD THIS TO MY LIST

Values

+ADD THIS TO MY LIST

Delivery through people

+ADD THIS TO MY LIST

Risk appetite requirement

+ADD THIS TO MY LIST

Digital Focus

+ADD THIS TO MY LIST

Market leader in each country

+ADD THIS TO MY LIST

Passion for Africa

+ADD THIS TO MY LIST

Focus on client centricity

+ADD THIS TO MY LIST

Structure, people, commitment, environment,

+ADD THIS TO MY LIST

People

+ADD THIS TO MY LIST

Collaboration

+ADD THIS TO MY LIST

Focus on the bottom line

+ADD THIS TO MY LIST

Transformation

+ADD THIS TO MY LIST

Africa focus

+ADD THIS TO MY LIST

Group structure Platform Leadership

+ADD THIS TO MY LIST

- Bank structure - Key focus on Africa - Focus on talent - Client centricity - Group Strategy -

+ADD THIS TO MY LIST

1. Brand 2. Core business 3. Financial targets 4. values 5. geographic focus

+ADD THIS TO MY LIST

The ability to be thought leaders in the group

+ADD THIS TO MY LIST

The values of the bank are not changing

+ADD THIS TO MY LIST

Focus on digitisation

+ADD THIS TO MY LIST

Focus on UFSO

+ADD THIS TO MY LIST

The branding of the group

+ADD THIS TO MY LIST

Compliance requirements will become uniform across the group

+ADD THIS TO MY LIST

The purpose of the international business will not change

+ADD THIS TO MY LIST

Kenny will be making changes

+ADD THIS TO MY LIST

International remains strategically important for the group

+ADD THIS TO MY LIST

Ability to connect to our clients internationally

+ADD THIS TO MY LIST

Our commitment to employees

+ADD THIS TO MY LIST

Cost containment will continue to be a focus

+ADD THIS TO MY LIST

Minimal impact to resourcing

+ADD THIS TO MY LIST

The refurbishment to bring people closer together

+ADD THIS TO MY LIST

CIB Stratco Culture workshops outputs

+ADD THIS TO MY LIST

Where the team are located in London

+ADD THIS TO MY LIST

Our top leadership is not changing

+ADD THIS TO MY LIST

Still focused only on Africa

+ADD THIS TO MY LIST

Focus on developing our people

+ADD THIS TO MY LIST

Our international footprint is not changing

+ADD THIS TO MY LIST

Floor space

+ADD THIS TO MY LIST

Our people strategy to grow and develop our staff

+ADD THIS TO MY LIST

Still need good CA's

+ADD THIS TO MY LIST

Continue to recognise our staff - MOE, recognition days

+ADD THIS TO MY LIST

Townhalls will continue

+ADD THIS TO MY LIST

Continue to engage and support our staff

+ADD THIS TO MY LIST

Client centricity

+ADD THIS TO MY LIST

Continue to automate and modernise

+ADD THIS TO MY LIST

We will still need skilled people to solve problems

+ADD THIS TO MY LIST

Continue being Africa focused

+ADD THIS TO MY LIST

Will carry on being customer focused

+ADD THIS TO MY LIST

I am adding my new Idea here

+ADD THIS TO MY LIST

EDIT THIS IDEA

xDELETE THIS IDEA

+ADD THIS TO MY LIST

Our management team and our financials are stable

+ADD THIS TO MY LIST

Africa remains one of the most exciting growth regions globally

+ADD THIS TO MY LIST

Our values are the same

+ADD THIS TO MY LIST

International remains an important part of the business

+ADD THIS TO MY LIST

No change in employee resources

+ADD THIS TO MY LIST

Consistent strategy of focusing on Africa

+ADD THIS TO MY LIST

We will continue to be strong and positive corporate citizens in our environments

+ADD THIS TO MY LIST

Africa remains our home

+ADD THIS TO MY LIST

Clients remain the centre of our focus

+ADD THIS TO MY LIST

Africa is our home

+ADD THIS TO MY LIST

Our CRO remains the same

+ADD THIS TO MY LIST

Values

+ADD THIS TO MY LIST

Remain the blue bank

+ADD THIS TO MY LIST

BS&R will be kept busy

+ADD THIS TO MY LIST

High performance

+ADD THIS TO MY LIST

Competitive environment remains the same

+ADD THIS TO MY LIST

Africa is still our focus

+ADD THIS TO MY LIST

The mandate of Compliance will not change

+ADD THIS TO MY LIST

My boss, our Stratco exec, is not going anywhere

+ADD THIS TO MY LIST

Africa focus

+ADD THIS TO MY LIST

Banking the winners

+ADD THIS TO MY LIST

Leadership

+ADD THIS TO MY LIST

Brand and reputation

+ADD THIS TO MY LIST

Strategy, financial metrics

+ADD THIS TO MY LIST

Purpose and Vision

+ADD THIS TO MY LIST

People will be the differentiator.

+ADD THIS TO MY LIST

Travel will continue to be a way of life for us in the Africa Regions

+ADD THIS TO MY LIST

Focus on Africa

+ADD THIS TO MY LIST

Clear standard identity.

+ADD THIS TO MY LIST

the right business, the right way

+ADD THIS TO MY LIST

Focus on client

+ADD THIS TO MY LIST

Focus on client centricity

+ADD THIS TO MY LIST

We continue to have a client lead strategy.

+ADD THIS TO MY LIST

The CEO is staying in position

+ADD THIS TO MY LIST

That we continue to be the leader in OOH

+ADD THIS TO MY LIST

Cactus strategy

+ADD THIS TO MY LIST

Brand equity

+ADD THIS TO MY LIST

How we sell our products

+ADD THIS TO MY LIST

EOY Conference and sales conference

+ADD THIS TO MY LIST

Team meet and oOh! News

+ADD THIS TO MY LIST

Appetite for acquisition

+ADD THIS TO MY LIST

Continuous learning and training eg, LEAD

+ADD THIS TO MY LIST

Market leaders

+ADD THIS TO MY LIST

Investment in people

+ADD THIS TO MY LIST

Fun place to work

+ADD THIS TO MY LIST

Brand and belief in our vision

+ADD THIS TO MY LIST

Relevance of Quantium and data for clisnts

+ADD THIS TO MY LIST

Focus on content and data insights

+ADD THIS TO MY LIST

Innovation focus

+ADD THIS TO MY LIST

client partnerships division

+ADD THIS TO MY LIST

phil's famous casual fridays

+ADD THIS TO MY LIST

The pace and velocity of our business

+ADD THIS TO MY LIST

Opportunities for talent - we'll continue to look after great employees

+ADD THIS TO MY LIST

Desire for continued growth

+ADD THIS TO MY LIST

Agencies will still be a huge part of our world

+ADD THIS TO MY LIST

agencies will still be our biggest avenue to cash

+ADD THIS TO MY LIST

Investment in people

+ADD THIS TO MY LIST

Our level of investment in our people will remain the same (i.e. training)

+ADD THIS TO MY LIST

We're still going to be busy on "BAU"

+ADD THIS TO MY LIST

Our objective to recruit and develop talent will remain the same

+ADD THIS TO MY LIST

human interaction will still drive sales results

+ADD THIS TO MY LIST

People processes will remain the same (at a fundamental level)

+ADD THIS TO MY LIST

Our data strategy

+ADD THIS TO MY LIST

OTP integration into the business

+ADD THIS TO MY LIST

content strategy doesn't change

+ADD THIS TO MY LIST

sharing stories on workplace

+ADD THIS TO MY LIST

thirst for growth

+ADD THIS TO MY LIST

sean will still take too many holidays at important times

+ADD THIS TO MY LIST

BC as CEO

+ADD THIS TO MY LIST

Investment in people

+ADD THIS TO MY LIST

anniversary champagnes

+ADD THIS TO MY LIST

Our Entrepeurnial spirit

+ADD THIS TO MY LIST

The oOh! Brand identity

+ADD THIS TO MY LIST

programs to support community

+ADD THIS TO MY LIST

Our identity

+ADD THIS TO MY LIST

The social eco-system of our business will remain

+ADD THIS TO MY LIST

Continue to support innovation

+ADD THIS TO MY LIST

couples dressing

+ADD THIS TO MY LIST

OTP remains one of the major focuses

+ADD THIS TO MY LIST

BC will still be our CEO

+ADD THIS TO MY LIST

Still selling the same products

+ADD THIS TO MY LIST

Our CEO

+ADD THIS TO MY LIST

Brendon will still be CEO

+ADD THIS TO MY LIST

The Bar

+ADD THIS TO MY LIST

Our overall business strategy of being in the best in OOH

+ADD THIS TO MY LIST

BC remains CEO

+ADD THIS TO MY LIST

Welcoming culture, sense of belonging for current employees and newbies

+ADD THIS TO MY LIST

Junkee as a standalone brand

+ADD THIS TO MY LIST

Entertaining clients

+ADD THIS TO MY LIST

Annual Conference

+ADD THIS TO MY LIST

Team meet to continue

+ADD THIS TO MY LIST

Staff will continue to be rewarded on overall company performance

+ADD THIS TO MY LIST

everyone will continue to be rewarded for their efforts

+ADD THIS TO MY LIST

continue to fail fast learn quick

+ADD THIS TO MY LIST

Continue to support growth and development of people

+ADD THIS TO MY LIST

continue to develop people and skills

+ADD THIS TO MY LIST

Overarching operating model and structures will stay the same

+ADD THIS TO MY LIST

Still have a growth mindset as an organisation

+ADD THIS TO MY LIST

Being a market leader

+ADD THIS TO MY LIST

We are still the market leader

+ADD THIS TO MY LIST

growth mindset still exists

+ADD THIS TO MY LIST

We will continue to invest in developing people.

+ADD THIS TO MY LIST

Our leadership in content.

+ADD THIS TO MY LIST

Commitment to OTP

+ADD THIS TO MY LIST

Focus on customer

+ADD THIS TO MY LIST

Not going to change our appetite for innovation.

+ADD THIS TO MY LIST

Continue comms on what's not changing

+ADD THIS TO MY LIST

Our values will still be the same.

+ADD THIS TO MY LIST

We're still going to do the same thing.

+ADD THIS TO MY LIST

We're still following the same strategy.

+ADD THIS TO MY LIST

Senior Management is not changing

+ADD THIS TO MY LIST

great people will still and always be at the core of everything we do

+ADD THIS TO MY LIST

all projects and current works continue nothing is on hold!

+ADD THIS TO MY LIST

Rag and Famish is still going to be up the road...

+ADD THIS TO MY LIST

3pm munchies

+ADD THIS TO MY LIST

Strong focus on people

+ADD THIS TO MY LIST

The great people we have and our focus on people

+ADD THIS TO MY LIST

Team meet (Noels platters)

+ADD THIS TO MY LIST

Our core business and capabilities

+ADD THIS TO MY LIST

Brendon still CEO

+ADD THIS TO MY LIST

cookie jar not leaving the kitchen

+ADD THIS TO MY LIST

Our overall strategy

+ADD THIS TO MY LIST

Still investing in OTP

+ADD THIS TO MY LIST

Salaries

+ADD THIS TO MY LIST

Investment in technology / OTP

+ADD THIS TO MY LIST

Still focused on audience

+ADD THIS TO MY LIST

Brendon still CEO

+ADD THIS TO MY LIST

Still going to be investing in new assets

+ADD THIS TO MY LIST

OOH

+ADD THIS TO MY LIST

It is a fun place to work

+ADD THIS TO MY LIST

We care about people

+ADD THIS TO MY LIST

christmas party

+ADD THIS TO MY LIST

Focus on and drive innovation

+ADD THIS TO MY LIST

anniversairies

+ADD THIS TO MY LIST

We connect brands to audiences

+ADD THIS TO MY LIST

People celebration rituals - birthdays

+ADD THIS TO MY LIST

Birthday Celebrations

+ADD THIS TO MY LIST

Traditions - Champagne

+ADD THIS TO MY LIST

Values and camaraderie

+ADD THIS TO MY LIST

Bonus and commission structure

+ADD THIS TO MY LIST

Friday afternoon drinks

+ADD THIS TO MY LIST

Employee brand

+ADD THIS TO MY LIST

Supporting creativity and innovation (Future Thinking program)

+ADD THIS TO MY LIST

Optimism

+ADD THIS TO MY LIST

Digitisation

+ADD THIS TO MY LIST

Sales Conference

+ADD THIS TO MY LIST

Annual Conference

+ADD THIS TO MY LIST

Team Meet

+ADD THIS TO MY LIST

Unmissable positioning

+ADD THIS TO MY LIST

Orange

+ADD THIS TO MY LIST

NGEN

+ADD THIS TO MY LIST

Always curious

+ADD THIS TO MY LIST

Doesnt take itself too seriously

+ADD THIS TO MY LIST

Relationships focussed

+ADD THIS TO MY LIST

Always be fun

+ADD THIS TO MY LIST

Christmas party

+ADD THIS TO MY LIST

Fun

+ADD THIS TO MY LIST

Development of our people

+ADD THIS TO MY LIST

Our focus on client service/excellence

+ADD THIS TO MY LIST

Strategy (the core)

+ADD THIS TO MY LIST

Brendon

+ADD THIS TO MY LIST

Brand

+ADD THIS TO MY LIST

Leading not following

+ADD THIS TO MY LIST

Respect for and focus on people

+ADD THIS TO MY LIST

Innovative

+ADD THIS TO MY LIST

Competitive

+ADD THIS TO MY LIST

OOH Media provider

+ADD THIS TO MY LIST

Commitment to improving culture

+ADD THIS TO MY LIST

Genuine passion

+ADD THIS TO MY LIST

Diversity

+ADD THIS TO MY LIST

We will all still be paid (hopefully)

+ADD THIS TO MY LIST

Conference and christmas party

+ADD THIS TO MY LIST

Improvement of systems and innovation

+ADD THIS TO MY LIST

HC Soco

+ADD THIS TO MY LIST

HC Quarterly updates

+ADD THIS TO MY LIST

Striving for excellence

+ADD THIS TO MY LIST

Partnering with business

+ADD THIS TO MY LIST

partnering with business

+ADD THIS TO MY LIST

Same colleagues

+ADD THIS TO MY LIST

challenge the status quo

+ADD THIS TO MY LIST

strive for excellence

+ADD THIS TO MY LIST

competent people

+ADD THIS TO MY LIST

people still at the centre

+ADD THIS TO MY LIST

clarity of HC strategy and alignment to CIB strategy

+ADD THIS TO MY LIST

client centric

+ADD THIS TO MY LIST

commercially orientated

+ADD THIS TO MY LIST

Work together across functions

+ADD THIS TO MY LIST

stable HC stratco

+ADD THIS TO MY LIST

committed

+ADD THIS TO MY LIST

Resilience & Enthusiasm of people

+ADD THIS TO MY LIST

trusted business partners

+ADD THIS TO MY LIST

Our footprint

+ADD THIS TO MY LIST

Operational responsibilities will remain

+ADD THIS TO MY LIST

Will still work in teams

+ADD THIS TO MY LIST

Importance of HC function

+ADD THIS TO MY LIST

Partnering/relationships with business

+ADD THIS TO MY LIST

Strategy, Focus on teams, Focus on customers, Reward structure, Strategy

+ADD THIS TO MY LIST

HC goals have been communicated to us and we know what we are working toward

+ADD THIS TO MY LIST

Committed people

+ADD THIS TO MY LIST

Skilled and competent colleagues

+ADD THIS TO MY LIST

Partnering business and engaging with business

+ADD THIS TO MY LIST

Our customers still rely on us and trust us

+ADD THIS TO MY LIST

Richard's new idea #1

+ADD THIS TO MY LIST

New Idea from Bear

+ADD THIS TO MY LIST

Testing Counter Function

+ADD THIS TO MY LIST

We will all continue to get free amazing coffee in the break room.

+ADD THIS TO MY LIST

this is my idea

+ADD THIS TO MY LIST

Our core values will always stay the same

+ADD THIS TO MY LIST

Values Knowledgeable people Technical competence Industry focus Geographic focus Performance focus Business consistency Brand Compliance and risk culture Commitment to clients Good client base Resilience Fairness Capacity to change

+ADD THIS TO MY LIST

Client focus Africa Collaboration

+ADD THIS TO MY LIST

Focus on clients Africa Team work Collaboration Making a difference on people Delivering results

+ADD THIS TO MY LIST

We’re a nice place to work A level of job security 30 Baker is good place Sense of social responsibility People have friends at work Passionate about out footrpint

+ADD THIS TO MY LIST

Good Idea

+ADD THIS TO MY LIST

Focus on capability development

+ADD THIS TO MY LIST

PtG philosophy

+ADD THIS TO MY LIST

Flexibility

+ADD THIS TO MY LIST

The HC leadership strengths will be retained

+ADD THIS TO MY LIST

people are staying, low turnover

+ADD THIS TO MY LIST

The high standards set is not going to change

+ADD THIS TO MY LIST

The desire to be thought leaders

+ADD THIS TO MY LIST

clients remain the key focus of the overall strategy... including strong focus on africa

+ADD THIS TO MY LIST

Our pioneering spirit

+ADD THIS TO MY LIST

Our competitive ambition to be the best

+ADD THIS TO MY LIST

supportive culture when times are tough.... when chips r down we ...

+ADD THIS TO MY LIST

raising the bar with any new recruits and bringing good talent into the team

+ADD THIS TO MY LIST

Our core priorities remain the same

+ADD THIS TO MY LIST

Work environment (physical)

+ADD THIS TO MY LIST

1-1 meeting and social catch ups

+ADD THIS TO MY LIST

Trusted seat at the table

+ADD THIS TO MY LIST

Business / trusted partner relationships

+ADD THIS TO MY LIST

The expectation to do your best

+ADD THIS TO MY LIST

commitment to excellence while innovating as well

+ADD THIS TO MY LIST

Will continue to have CIB HC

+ADD THIS TO MY LIST

Still embedded HC team

+ADD THIS TO MY LIST

Our HC products

+ADD THIS TO MY LIST

Continue to recognize and appreciate individual effort

+ADD THIS TO MY LIST

Stable CIB leadership

+ADD THIS TO MY LIST

team events, social , soco

+ADD THIS TO MY LIST

Group and CIB strategy and purpose

+ADD THIS TO MY LIST

confidence from business on our abilities to work with them

+ADD THIS TO MY LIST

Purpose of the work we do

+ADD THIS TO MY LIST

HC's critical role in strategy execution will remain

+ADD THIS TO MY LIST

our values and the way we work

+ADD THIS TO MY LIST

our leadership team

+ADD THIS TO MY LIST

We are fun

+ADD THIS TO MY LIST

Our actual teams

+ADD THIS TO MY LIST

Our Business

+ADD THIS TO MY LIST

Role as the Human Capital - credible partner

+ADD THIS TO MY LIST

cib hc quarterly connects

+ADD THIS TO MY LIST

Need everyone on the team

+ADD THIS TO MY LIST

Leadership team

+ADD THIS TO MY LIST

Working in teams

+ADD THIS TO MY LIST

Our values

+ADD THIS TO MY LIST

good idea #2

+ADD THIS TO MY LIST

good idea #1

+ADD THIS TO MY LIST

This is happening because the old system sucked.

+ADD THIS TO MY LIST

Stan will always use multiple personalities to give his feedback to Bear.

+ADD THIS TO MY LIST

we will always treat customers with respect

+ADD THIS TO MY LIST

New Idea to test JS

+ADD THIS TO MY LIST

explain that everyone will have the same boss

+ADD THIS TO MY LIST

This is a new idea

+ADD THIS TO MY LIST

Another Good

+ADD THIS TO MY LIST

Good Idea

+ADD THIS TO MY LIST

Here is your new idea

+ADD THIS TO MY LIST

This is my new edited idea.

+ADD THIS TO MY LIST

Clear this idea

+ADD THIS TO MY LIST

This is my new idea.

+ADD THIS TO MY LIST

Good Function Edited Again and Again

+ADD THIS TO MY LIST

WHY OH WHY

+ADD THIS TO MY LIST

Append Animate

+ADD THIS TO MY LIST

This Position Top in Revision

+ADD THIS TO MY LIST

Urhhhgjhgkjhvb

+ADD THIS TO MY LIST

Testing Alert

+ADD THIS TO MY LIST

Y chormo

+ADD THIS TO MY LIST

Try this

+ADD THIS TO MY LIST

Good

+ADD THIS TO MY LIST

y - x

+ADD THIS TO MY LIST

Top - 400

+ADD THIS TO MY LIST

Offset Top

+ADD THIS TO MY LIST

Scroll top step

+ADD THIS TO MY LIST

Try this

+ADD THIS TO MY LIST

Ugh

+ADD THIS TO MY LIST

Scroll to the Top

+ADD THIS TO MY LIST

Please Scroll Up

+ADD THIS TO MY LIST

Scroll to the Top

+ADD THIS TO MY LIST

Ok. Try this one

+ADD THIS TO MY LIST

Finally ... YES!!

+ADD THIS TO MY LIST

Please God

+ADD THIS TO MY LIST

I believe

+ADD THIS TO MY LIST

Please work

+ADD THIS TO MY LIST

NEW IDEA Edited

+ADD THIS TO MY LIST

Good Idea

+ADD THIS TO MY LIST

NEW IDEA

+ADD THIS TO MY LIST

EDIT THIS IDEA

xDELETE THIS IDEA

Edited Idea

+ADD THIS TO MY LIST

EDIT THIS IDEA

xDELETE THIS IDEA

NEW IDEA

+ADD THIS TO MY LIST

EDIT THIS IDEA

xDELETE THIS IDEA

NEW IDEA here

+ADD THIS TO MY LIST

EDIT THIS IDEA

xDELETE THIS IDEA

Tough

Regulatory environment

+ADD THIS TO MY LIST

We will still have to travel a lot The budget process will always be there We will always have to work towards goals Limited resources Cost cutting Reporting deadlines Leadership style of your boss Technical Challenges Competition will always be there Communication challenges, like time differences Conflicting priorities will always be there Matrix reporting Customer consolidation, leverage Regulatory requirements will not get easier

+ADD THIS TO MY LIST

Sales Growth rate

+ADD THIS TO MY LIST

Not going to new geographies

+ADD THIS TO MY LIST

Fierce competition

+ADD THIS TO MY LIST

Pull between centralization vs functional control

+ADD THIS TO MY LIST

Need to focus on short term earnings and growth Need to enhance technology Staying current in the industry Recruiting and retaining talent Intense Competition Need for zero tolerance in compliance Government legislation Accurate planning and forecasting Feed the pipeline

+ADD THIS TO MY LIST

We will get sued no matter what

+ADD THIS TO MY LIST

Lack of strong people Different business segments or models Meeting and high focus on financial targets Changing strategy FOrecast visibility Regulatory pressures High or unrealistic expectations Terriorialism

+ADD THIS TO MY LIST

M&A Activity

+ADD THIS TO MY LIST

Geographic challenges

+ADD THIS TO MY LIST

Managing internal and external bureaucracy

+ADD THIS TO MY LIST

Limitations on resources

+ADD THIS TO MY LIST

Lack of communication

+ADD THIS TO MY LIST

Strict regulation of industry

+ADD THIS TO MY LIST

Budget constraints

+ADD THIS TO MY LIST

Making sense of data

+ADD THIS TO MY LIST

Alignment of kpi’s

+ADD THIS TO MY LIST

Complexity

+ADD THIS TO MY LIST

Lack of opportunities - succession planning

+ADD THIS TO MY LIST

We will always have limits to our time and resources

+ADD THIS TO MY LIST

Needing to do more with same or lesser resources

+ADD THIS TO MY LIST

Need to operate efficiently

+ADD THIS TO MY LIST

Strategic planning cascading

+ADD THIS TO MY LIST

Changing patient needs

+ADD THIS TO MY LIST

Silos

+ADD THIS TO MY LIST

Talent acquisition

+ADD THIS TO MY LIST

There will always be people who get paid more than you

+ADD THIS TO MY LIST

Unstable political climate in MENA

+ADD THIS TO MY LIST

Strategy

+ADD THIS TO MY LIST

Supply chain complexity

+ADD THIS TO MY LIST

Company politics

+ADD THIS TO MY LIST

Maximize our resources

+ADD THIS TO MY LIST

Attrition rate and employee / talent retention

+ADD THIS TO MY LIST

Blame

+ADD THIS TO MY LIST

Industry consolidation

+ADD THIS TO MY LIST

Lack of transparency

+ADD THIS TO MY LIST

We will always be asked to do more with less

+ADD THIS TO MY LIST

Cost cautious

+ADD THIS TO MY LIST

Increasing customer leverage

+ADD THIS TO MY LIST

Continually managing costs

+ADD THIS TO MY LIST

Regulations

+ADD THIS TO MY LIST

Opioid product abuse

+ADD THIS TO MY LIST

Continuous change

+ADD THIS TO MY LIST

Compensation policy - Percentage of salary increase

+ADD THIS TO MY LIST

We will lose talent to competitors

+ADD THIS TO MY LIST

Losing good talent

+ADD THIS TO MY LIST

Resource constraints

+ADD THIS TO MY LIST

Competitive landscape changing

+ADD THIS TO MY LIST

Blaming

+ADD THIS TO MY LIST

To complete locally

+ADD THIS TO MY LIST

Stress Deadlines Limited resources Continuous urgent demands Regulations Competitive environment Price erosion Long hours Political instability Currency devaluation Increased compliance requirements Sourcing issues Market disruption Uncertainty Poor forecast accuracy

+ADD THIS TO MY LIST

Challenging financial targets

+ADD THIS TO MY LIST

Gossip

+ADD THIS TO MY LIST

Workload / work life balance

+ADD THIS TO MY LIST

Global complexities across functional teams

+ADD THIS TO MY LIST

Operating in the MENA is tough as is everywhere

+ADD THIS TO MY LIST

Extended time line for innovation

+ADD THIS TO MY LIST

Changing priorities

+ADD THIS TO MY LIST

Politics

+ADD THIS TO MY LIST

Resources

+ADD THIS TO MY LIST

Work life balance

+ADD THIS TO MY LIST

Your manager

+ADD THIS TO MY LIST

We will always be asked to be more productive

+ADD THIS TO MY LIST

Communication challenges across geographical area

+ADD THIS TO MY LIST

Working in silos

+ADD THIS TO MY LIST

Increased regulations

+ADD THIS TO MY LIST

Changes will not stop

+ADD THIS TO MY LIST

Limited resources to accomplish goals

+ADD THIS TO MY LIST

To operate globally

+ADD THIS TO MY LIST

Different business models

+ADD THIS TO MY LIST

Pricing and competitive pressures

+ADD THIS TO MY LIST

Globalization

+ADD THIS TO MY LIST

Competition

+ADD THIS TO MY LIST

Competition is increasing and price is eroding

+ADD THIS TO MY LIST

Adapting to the marketplace

+ADD THIS TO MY LIST

Adaptability of new ways of doing business

+ADD THIS TO MY LIST

Decision making

+ADD THIS TO MY LIST

Complexity

+ADD THIS TO MY LIST

Dynamic industry

+ADD THIS TO MY LIST

We can’t control outside influences

+ADD THIS TO MY LIST

Politics

+ADD THIS TO MY LIST

Job complexity

+ADD THIS TO MY LIST

Improving technology

+ADD THIS TO MY LIST

Strong competition

+ADD THIS TO MY LIST

Keeping ahead of competition

+ADD THIS TO MY LIST

Cleanliness of bathrooms

+ADD THIS TO MY LIST

Different cultures

+ADD THIS TO MY LIST

Limited resources

+ADD THIS TO MY LIST

Price erosion

+ADD THIS TO MY LIST

Silos

+ADD THIS TO MY LIST

Public company pressures

+ADD THIS TO MY LIST

To compete effectively in the digital age

+ADD THIS TO MY LIST

Government challenges

+ADD THIS TO MY LIST

Lack of resources

+ADD THIS TO MY LIST

Unpredictability of market conditions

+ADD THIS TO MY LIST

Bearucracy

+ADD THIS TO MY LIST

Competition Increasing

+ADD THIS TO MY LIST

External factors

+ADD THIS TO MY LIST

Generics market

+ADD THIS TO MY LIST

Risk taking

+ADD THIS TO MY LIST

Competitive environment

+ADD THIS TO MY LIST

Pricing pressures

+ADD THIS TO MY LIST

We will have good times and bad times

+ADD THIS TO MY LIST

Operating in complex markets

+ADD THIS TO MY LIST

Short term perspective

+ADD THIS TO MY LIST

Resource constraints

+ADD THIS TO MY LIST

Focus on financials

+ADD THIS TO MY LIST

head office remains in SA

+ADD THIS TO MY LIST

Regulator

+ADD THIS TO MY LIST

our values remain the same

+ADD THIS TO MY LIST

Decision rights

+ADD THIS TO MY LIST

Credit apetite

+ADD THIS TO MY LIST

Trade system (EE)

+ADD THIS TO MY LIST

The expectation in terms of financial outcome is not changing

+ADD THIS TO MY LIST

compliance policies remain

+ADD THIS TO MY LIST

Decision by committee will not change

+ADD THIS TO MY LIST

The conservatism will not change

+ADD THIS TO MY LIST

Transfer pricing issues will not change

+ADD THIS TO MY LIST

FTP issues will not change

+ADD THIS TO MY LIST

HC will not change.

+ADD THIS TO MY LIST

Our regulatory bias will not change

+ADD THIS TO MY LIST

Too many systems interdependency

+ADD THIS TO MY LIST

Credit appetite will not change

+ADD THIS TO MY LIST

The Client needs will not change and will continue to be demanding

+ADD THIS TO MY LIST

The Risk environment/Compliance

+ADD THIS TO MY LIST

The Bureaucracy will not change

+ADD THIS TO MY LIST

Bureaucracy

+ADD THIS TO MY LIST

Will not have a significant impact on remuneration

+ADD THIS TO MY LIST

Working hours

+ADD THIS TO MY LIST

People politics

+ADD THIS TO MY LIST

Market environment

+ADD THIS TO MY LIST

Clients still want cheapest cost of funding

+ADD THIS TO MY LIST

Client needs

+ADD THIS TO MY LIST

Economic environment/operating terrain

+ADD THIS TO MY LIST

Disruptors

+ADD THIS TO MY LIST

Competitor landscape is becoming more congested

+ADD THIS TO MY LIST

Resourcing challenges to get the right people due to cost constraints to achieve the goals

+ADD THIS TO MY LIST

Cooperative and regulatory

+ADD THIS TO MY LIST

To get things done, policy, process could be hampering

+ADD THIS TO MY LIST

Resource constraints

+ADD THIS TO MY LIST

System stability will continue to a challenge but we are working on it

+ADD THIS TO MY LIST

System challenges

+ADD THIS TO MY LIST

Continued focus on cost efficiency

+ADD THIS TO MY LIST

Marco and political environment uncertainty

+ADD THIS TO MY LIST

We will still be seen as the safe “big blue” bank by the market

+ADD THIS TO MY LIST

Capabilities and expertise requirements wont change

+ADD THIS TO MY LIST

Dislocation between growth aspirations and what is achievable with what we have now...

+ADD THIS TO MY LIST

Things will continue to move slowly

+ADD THIS TO MY LIST

We are product rather than client driven Client engagement approach is inconsistent - Multiple contact points for a client - different views of and from client

+ADD THIS TO MY LIST

Business operate in silos -

+ADD THIS TO MY LIST

Universal model

+ADD THIS TO MY LIST

Macro environment

+ADD THIS TO MY LIST

Financial targets

+ADD THIS TO MY LIST

Procurement processes

+ADD THIS TO MY LIST

Operational Model

+ADD THIS TO MY LIST

how we manage diversity

+ADD THIS TO MY LIST

paint with one brush

+ADD THIS TO MY LIST

PBB vs CIB

+ADD THIS TO MY LIST

matrix structure

+ADD THIS TO MY LIST

too much focus on internal change

+ADD THIS TO MY LIST

inability to feel empowered

+ADD THIS TO MY LIST

hierarchical

+ADD THIS TO MY LIST

product silo mentality

+ADD THIS TO MY LIST

Risk and compliance

+ADD THIS TO MY LIST

Competition

+ADD THIS TO MY LIST

Accountability

+ADD THIS TO MY LIST

Stakeholder engagement and management

+ADD THIS TO MY LIST

Economic cycles

+ADD THIS TO MY LIST

Our regulators CBN, SEC, The NSE etc will not change

+ADD THIS TO MY LIST

Revolving customer expectations

+ADD THIS TO MY LIST

People management

+ADD THIS TO MY LIST

Risk appetite would not change

+ADD THIS TO MY LIST

Competition

+ADD THIS TO MY LIST

Regulatory regime

+ADD THIS TO MY LIST

The opportunities in the economic space are there but fiercely competitive

+ADD THIS TO MY LIST

Our regulatory environment remains the same

+ADD THIS TO MY LIST

Requirement for continuous ethical conduct

+ADD THIS TO MY LIST

Efficient allocation of investment resources

+ADD THIS TO MY LIST

rate of change - Uncertainty in a VUKA world

+ADD THIS TO MY LIST

Empowering teams

+ADD THIS TO MY LIST

Leading from the front

+ADD THIS TO MY LIST

Doing the right business the right way

+ADD THIS TO MY LIST

Market / Political changes and the daily impact on our people

+ADD THIS TO MY LIST

New entrants into the market, impact of Fintech and new technologies

+ADD THIS TO MY LIST

Political instability throughout the continent

+ADD THIS TO MY LIST

keeping costs flat

+ADD THIS TO MY LIST

Macro global growth, slow global growth rtaes

+ADD THIS TO MY LIST

Delivering to shareholder/stakeholder value

+ADD THIS TO MY LIST

Capital constraints throughout the continent

+ADD THIS TO MY LIST

Revenue growth pressures

+ADD THIS TO MY LIST

Cost and Risk Constraints

+ADD THIS TO MY LIST

No additional resourcing to implement refreshed strategy

+ADD THIS TO MY LIST

difficult regulatory environment across developing markets

+ADD THIS TO MY LIST

Legal specialisation

+ADD THIS TO MY LIST

Legal's inability to directly impact the financial results

+ADD THIS TO MY LIST

Difficult economic environment

+ADD THIS TO MY LIST

Clearer understanding and strategic alignment from a legal perspective

+ADD THIS TO MY LIST

5. Increasing revenue in a constrained and competitive environment.

+ADD THIS TO MY LIST

4. Digitisation and the associated risks

+ADD THIS TO MY LIST

3. Influencing employee culture;

+ADD THIS TO MY LIST

Cost containment

+ADD THIS TO MY LIST

2. Growing the business across the African continent;

+ADD THIS TO MY LIST

1. Competitiveness;

+ADD THIS TO MY LIST

Thanks more than 50% growth in the business without additional headcount creates significant challenge

+ADD THIS TO MY LIST

Credit lines not tying up to revenue aspirations

+ADD THIS TO MY LIST

Change the credit mindset

+ADD THIS TO MY LIST

Country risk appetite

+ADD THIS TO MY LIST

Credit structure

+ADD THIS TO MY LIST

TPS urgency

+ADD THIS TO MY LIST

UFSO ???? (Understanding)

+ADD THIS TO MY LIST

Non delivery of BOL chanel

+ADD THIS TO MY LIST

SA Economy

+ADD THIS TO MY LIST

Growth aspirations of 15% (2022 shape)

+ADD THIS TO MY LIST

fear of failure on any level

+ADD THIS TO MY LIST

Ability to adapt and change

+ADD THIS TO MY LIST

Very manual in our process

+ADD THIS TO MY LIST

navigating the matrix

+ADD THIS TO MY LIST

Competition

+ADD THIS TO MY LIST

Stretch target

+ADD THIS TO MY LIST

Sune

+ADD THIS TO MY LIST

Sune

+ADD THIS TO MY LIST

Too much analysis vs. delivering results

+ADD THIS TO MY LIST

Eroding margins

+ADD THIS TO MY LIST

Regulation, fin tech, it infrastructure, TPS, UFSO,

+ADD THIS TO MY LIST

Complexed regulatory environment

+ADD THIS TO MY LIST

Digitization and disruption

+ADD THIS TO MY LIST

Competitive environment

+ADD THIS TO MY LIST

Local operating environments

+ADD THIS TO MY LIST

GM is arranged by product line

+ADD THIS TO MY LIST

Skills sets in some markets

+ADD THIS TO MY LIST

1. Risk appetite 2. macro environment 3. Skills base 4. Competition 5. Travel logistics 6. Culture of safety/ mediocrity

+ADD THIS TO MY LIST

- Remuneration policy - Risk policy - Compliance - Low growth business environment - Facilities management

+ADD THIS TO MY LIST

The new international strategy "First 50" with no new resources

+ADD THIS TO MY LIST

Brexit is still happening

+ADD THIS TO MY LIST

Culture is too comfortable and unable to change

+ADD THIS TO MY LIST

Regulatory requirements will continue to increase

+ADD THIS TO MY LIST

Relationship between the international team and head office "The Centre"

+ADD THIS TO MY LIST

Persistent off sites will continue

+ADD THIS TO MY LIST

Headcount freeze will continue

+ADD THIS TO MY LIST

No new resources

+ADD THIS TO MY LIST

Still have our product lines (or business units)

+ADD THIS TO MY LIST

Holding everyone accountable for strategy implementation

+ADD THIS TO MY LIST

Complex structure remains (Matrix)

+ADD THIS TO MY LIST

System changes to be well aligned to the strategy and therefore certain things like SAP and FMI won't change

+ADD THIS TO MY LIST

Resource constraints (money and capacity) will remain

+ADD THIS TO MY LIST

We are still fragmented between different parts of the organisation

+ADD THIS TO MY LIST

We will still be constrained by the South African macro environment

+ADD THIS TO MY LIST

our Connectivity with SA and regions

+ADD THIS TO MY LIST

We will still be a medium to small bank with limited resources

+ADD THIS TO MY LIST

Achieving an ambitious ROI

+ADD THIS TO MY LIST

Still a competitive environment

+ADD THIS TO MY LIST

Dependence on IT which operates as it's own business, not a service provider

+ADD THIS TO MY LIST

IT capabilities remains complex

+ADD THIS TO MY LIST

South Africa economic reality and environment remains the same

+ADD THIS TO MY LIST

Random risk appetite

+ADD THIS TO MY LIST

The number of meetings....

+ADD THIS TO MY LIST

Recruitment of African employees still a priority

+ADD THIS TO MY LIST

Travelling budgets

+ADD THIS TO MY LIST

Employee composition

+ADD THIS TO MY LIST

People/employee culture

+ADD THIS TO MY LIST

Financial targets

+ADD THIS TO MY LIST

The coffee is still going to be bad

+ADD THIS TO MY LIST

Matrix

+ADD THIS TO MY LIST

Our infrastructure must continually improve to ensure that we improve our client experience.

+ADD THIS TO MY LIST

Hierarchy

+ADD THIS TO MY LIST

Structure and roles not changing

+ADD THIS TO MY LIST

Change will continue to be a constant that we will have to adapt to.

+ADD THIS TO MY LIST

Mobility

+ADD THIS TO MY LIST

Overly consultative

+ADD THIS TO MY LIST

Costs

+ADD THIS TO MY LIST

Sector focus

+ADD THIS TO MY LIST

How Decisions made

+ADD THIS TO MY LIST

UFSO

+ADD THIS TO MY LIST

The matrix structure will continue to be complicated.

+ADD THIS TO MY LIST

Client centricity against product

+ADD THIS TO MY LIST

Mediocrity will not be tolerates

+ADD THIS TO MY LIST

Breaking silos - at CIB, PBB WEALTH

+ADD THIS TO MY LIST

We will face redundancies that's inevitable for Middle Management.

+ADD THIS TO MY LIST

performance reviews

+ADD THIS TO MY LIST

too many committee meetings

+ADD THIS TO MY LIST

Building

+ADD THIS TO MY LIST

same bad coffee down the corridor

+ADD THIS TO MY LIST

Scale creating more difficulty

+ADD THIS TO MY LIST

Turnaround times will be tight

+ADD THIS TO MY LIST

More work than resource

+ADD THIS TO MY LIST

An aggressive market

+ADD THIS TO MY LIST

Multiple biz objectives running in parallel

+ADD THIS TO MY LIST

People asking for information and we don't have anything to tell them

+ADD THIS TO MY LIST

Market asking for information and we can't say anything

+ADD THIS TO MY LIST

On going people pressures / managing culture and people

+ADD THIS TO MY LIST

Transparency - we want to know but sometimes we can't tell

+ADD THIS TO MY LIST

Requirement for all teams to remain focused knowing that "things" could change

+ADD THIS TO MY LIST

Remaining focus and delivery of commitments amid noise in market (on acquisitions, etc)

+ADD THIS TO MY LIST

Adding another silo product into an already siloed business

+ADD THIS TO MY LIST

Market pressures, delivery of budgets, etc

+ADD THIS TO MY LIST

Office locations may not change (i.e. where space is limited)

+ADD THIS TO MY LIST

Reasons/sales collateral to not invest in street furniture still exist in the business

+ADD THIS TO MY LIST

To a degree dictated to by market - share splits, etc

+ADD THIS TO MY LIST

Level of investment in people will be determined by talent

+ADD THIS TO MY LIST

Constant change

+ADD THIS TO MY LIST

Meet and exceed sales targets

+ADD THIS TO MY LIST

A tough competitive environment

+ADD THIS TO MY LIST

lunar budget chasing

+ADD THIS TO MY LIST

The demand for innovation is still going to be there.

+ADD THIS TO MY LIST

remains operating in a competitive landscape

+ADD THIS TO MY LIST

expectations for face time in market still is going to continue

+ADD THIS TO MY LIST

The sales pipelines will continue to be built

+ADD THIS TO MY LIST

Still needing to manage complexity

+ADD THIS TO MY LIST

Language and terminology is different between different businesses, and within businesses.

+ADD THIS TO MY LIST

budgets wont be going away

+ADD THIS TO MY LIST

Lack of transparency around structure and lines of communication.

+ADD THIS TO MY LIST

Integration of systems and processes

+ADD THIS TO MY LIST

We will still be operating in a short market.

+ADD THIS TO MY LIST

The market will still be competitive.

+ADD THIS TO MY LIST

Still going to be inspirational in the amount of things we want to achieve

+ADD THIS TO MY LIST

Our day to day work loads

+ADD THIS TO MY LIST

Sales dynamic does not change whilst market dynamic is

+ADD THIS TO MY LIST

Pressure to keep maintaining market share

+ADD THIS TO MY LIST

Change continues

+ADD THIS TO MY LIST

Not everyone will get on with their manager

+ADD THIS TO MY LIST

Not everyone will be identified as talent

+ADD THIS TO MY LIST

There are limited roles for people to succeed into

+ADD THIS TO MY LIST

We need to continually evolve to be relevant in our industry

+ADD THIS TO MY LIST

We need to balance profit and shareholder value

+ADD THIS TO MY LIST

Change will continue

+ADD THIS TO MY LIST

High expectations

+ADD THIS TO MY LIST

Cultural differences across markets

+ADD THIS TO MY LIST

Flexible working conditions (disparity between offices at the moment particularly sales)

+ADD THIS TO MY LIST

Market scrutiny

+ADD THIS TO MY LIST

Competitive tension

+ADD THIS TO MY LIST

Agency media model

+ADD THIS TO MY LIST

Sales selling multiple products

+ADD THIS TO MY LIST

SMT and Leadership Male Orientation (short term)

+ADD THIS TO MY LIST

SMT Sydney based

+ADD THIS TO MY LIST

Acquisitions

+ADD THIS TO MY LIST

Increasing revenue | decreasing opex

+ADD THIS TO MY LIST

Brisbane and St Kilda

+ADD THIS TO MY LIST

Office locations in North Sydney

+ADD THIS TO MY LIST

Aggresive with vision

+ADD THIS TO MY LIST

There will always be surprises (mergers etc...)

+ADD THIS TO MY LIST

The market will always be challenging and increasingly so

+ADD THIS TO MY LIST

Being told you are shit

+ADD THIS TO MY LIST

Market changes - competitive pressures

+ADD THIS TO MY LIST

ASX listing

+ADD THIS TO MY LIST

Speed and need to adapt quickly

+ADD THIS TO MY LIST

Busy - high workloads

+ADD THIS TO MY LIST

Difference in teams and locations

+ADD THIS TO MY LIST

Control

+ADD THIS TO MY LIST

Silos

+ADD THIS TO MY LIST

Industry needs different things

+ADD THIS TO MY LIST

Pressure on sales

+ADD THIS TO MY LIST

People's roles will change

+ADD THIS TO MY LIST

Acquisition of companies (and continued growth of those companies)

+ADD THIS TO MY LIST

HC Operations team feels they are not considered with meetings that are scheduled in Rosebank and/or SOCO events and e.g. meeting with Deloitte on operating model - they all had to come to Rosebank, yet the team is based in Simmonds

+ADD THIS TO MY LIST

Lack of transparency

+ADD THIS TO MY LIST

matrix structure

+ADD THIS TO MY LIST

matrix structure

+ADD THIS TO MY LIST

We will CIB as different from the rest of the Group, with unique characteristics and needs. Not universal

+ADD THIS TO MY LIST

working in silo's but courage to collaborate more

+ADD THIS TO MY LIST

There doesn't seem to be accountability and drive to change anything in Human Capital

+ADD THIS TO MY LIST

We will be slow, but predictable in this

+ADD THIS TO MY LIST

Anre is open to feedback, but it doesn't seem that her leadership is. How does she keep them accountable?

+ADD THIS TO MY LIST

Staff will become customers of the bank

+ADD THIS TO MY LIST

Doing things on behalf of the business

+ADD THIS TO MY LIST

Lack of Transparency in decision making around HC roles

+ADD THIS TO MY LIST

Event or emergency driven relationships with the business at times

+ADD THIS TO MY LIST

Clinical: so focused on quality that we become too focused on execution because we want to please the business

+ADD THIS TO MY LIST

Not enough learning & development for Human Capital

+ADD THIS TO MY LIST

We don’t celebrate success, don’t take care of ourselves

+ADD THIS TO MY LIST

Being over critical of self

+ADD THIS TO MY LIST

Double and triple hatting

+ADD THIS TO MY LIST

Competing priorities

+ADD THIS TO MY LIST

Unknown

+ADD THIS TO MY LIST

Not treating HC as a business - we do things for the business not us: what do HC do to enble them to grow and develop

+ADD THIS TO MY LIST

Group focus

+ADD THIS TO MY LIST

Geographical focus

+ADD THIS TO MY LIST

Lack of influence in situations when advice not taken

+ADD THIS TO MY LIST

Matrix structure

+ADD THIS TO MY LIST

Some people in HC Leadership team are untouchable and no matter what feedback is given, we do not see a change in behaviour and seems that nothing gets done about them

+ADD THIS TO MY LIST

It really is not safe to speak up - and we feel that we have a target on our backs

+ADD THIS TO MY LIST

Legacy

+ADD THIS TO MY LIST

"How" we make the architecture change, the impact might not be felt, the reward process might not change, the people,

+ADD THIS TO MY LIST

Is there any real recognition for HC staff ? No winners for Mark of Excellence

+ADD THIS TO MY LIST

Will we ever change the culture in HC where we start looking after ourselves first?

+ADD THIS TO MY LIST

Worklife integration - how do we balance all the projects

+ADD THIS TO MY LIST

New ways of working - we will have to change how we work - how we are structured will have to change

+ADD THIS TO MY LIST

Too many projects to focus on

+ADD THIS TO MY LIST

New operating model - we don't know what it is going to mean for us

+ADD THIS TO MY LIST

Some of our work processes slow us down and we are trying to work on that.

+ADD THIS TO MY LIST

We know that getting our product to market will always be a challenge given the learning curve involved in using and adapting our product to real life circumstances.

+ADD THIS TO MY LIST

Idea from table #2

+ADD THIS TO MY LIST

EDIT THIS IDEA

xDELETE THIS IDEA

OK, here's another great idea

+ADD THIS TO MY LIST

Tough Idea from Bear

+ADD THIS TO MY LIST

Another one on the counter

+ADD THIS TO MY LIST

And Table Count Works

+ADD THIS TO MY LIST

Still have shitty coffee

+ADD THIS TO MY LIST

Committees Meetings Hierarchy Regulartory oversight is going to get tougher People are going to make mistakes Being accident prone while being client centric Brilliant Basics

+ADD THIS TO MY LIST

Complacency Bureaucracy Cost and scope of compliance Cost of central enablement function Structure Silos Business landscape dynamics Need for continuous improvement Increasing competition

+ADD THIS TO MY LIST

Governance Matrix and bearacracy Regulatory and legal compliance Complex IT environment and stability Aligning the entire organization around execution of decisions

+ADD THIS TO MY LIST

Raising the bar on brilliant basics

+ADD THIS TO MY LIST

Africa Regions operating model for CIB

+ADD THIS TO MY LIST

Desire to do things differently

+ADD THIS TO MY LIST

Constant need to raise the bar

+ADD THIS TO MY LIST

Basics have to work - continue to raise the bar on basic basics The bar of the Basics is rising - continued evolution of brilliant basic

+ADD THIS TO MY LIST

Doing more with the same

+ADD THIS TO MY LIST

Positioned as an employee champion but not living it fully yet.

+ADD THIS TO MY LIST

pressure, more with less, fatigue , work life balance ,

+ADD THIS TO MY LIST

Shape and represent business agenda, whilst also looking out for the employee

+ADD THIS TO MY LIST

Focus on HC as employees

+ADD THIS TO MY LIST

Trying to create a consistent employee experience

+ADD THIS TO MY LIST

regulatory landscape, EE , legal , ER, media scrutiny

+ADD THIS TO MY LIST

holding leaders accountable and having tough conversations

+ADD THIS TO MY LIST

Our intent about why we are reviewing our operating model is not changing

+ADD THIS TO MY LIST

Need to sweat our existing assets e.g. PeopleFluent

+ADD THIS TO MY LIST

The pace of change

+ADD THIS TO MY LIST

Employee experience in Africa Regions with Group / CIB / PBB

+ADD THIS TO MY LIST

Focus on extracting value from the Group HC team

+ADD THIS TO MY LIST

costly and difficult international assignments vs the pressure for mobility

+ADD THIS TO MY LIST

Navigating the complex matrix

+ADD THIS TO MY LIST

Optimizing the partnership with the Group HC team

+ADD THIS TO MY LIST

Engagement of new Group projects with an impact on us

+ADD THIS TO MY LIST

Impact of Group decisions

+ADD THIS TO MY LIST

constant requirement to upskill and reskill people in the changing landscape

+ADD THIS TO MY LIST

Doing more with less

+ADD THIS TO MY LIST

competition for talent inthe market

+ADD THIS TO MY LIST

Managing our budgets

+ADD THIS TO MY LIST

demands from the business , performance standards, priorities

+ADD THIS TO MY LIST

Restrained capacity

+ADD THIS TO MY LIST

Available resources

+ADD THIS TO MY LIST

Balancing Business vs. HC

+ADD THIS TO MY LIST

The pressure to perform

+ADD THIS TO MY LIST

The workload

+ADD THIS TO MY LIST

New tough idea edited

+ADD THIS TO MY LIST

tough idea #1

+ADD THIS TO MY LIST

Some of our work processes slow us down and we are relying on others to fix that.

+ADD THIS TO MY LIST

This is happening because I haven't gotten any sleep in years.

+ADD THIS TO MY LIST

We will always want this done quickly while a million other things are going on.

+ADD THIS TO MY LIST

One customer will continue to give us headaches

+ADD THIS TO MY LIST

Our processes will continue to be time consuming

+ADD THIS TO MY LIST

Tough idea by bear

+ADD THIS TO MY LIST

Tough idea

+ADD THIS TO MY LIST

Tough one

+ADD THIS TO MY LIST

New thingie Edited

+ADD THIS TO MY LIST

ANNOYING SHIT

+ADD THIS TO MY LIST

This is the new idea

+ADD THIS TO MY LIST

Super Excited

+ADD THIS TO MY LIST

Animation Delay

+ADD THIS TO MY LIST

Remove Hidden

+ADD THIS TO MY LIST

Not annoying Anymore

+ADD THIS TO MY LIST

Position Top Plus Outer Height

+ADD THIS TO MY LIST

Testing Testing Again

+ADD THIS TO MY LIST

Great Annoying Idea

+ADD THIS TO MY LIST

Annoying

+ADD THIS TO MY LIST

So done with this

+ADD THIS TO MY LIST

This scrolling thing is super annoying

+ADD THIS TO MY LIST

That was different

+ADD THIS TO MY LIST

NEW IDEA

+ADD THIS TO MY LIST

NEW IDEA

+ADD THIS TO MY LIST

NEW IDEA

+ADD THIS TO MY LIST

EDIT THIS IDEA

xDELETE THIS IDEA

Big Context Idea

+ADD THIS TO MY LIST

EDIT THIS IDEA

xDELETE THIS IDEA

NEW IDEA

+ADD THIS TO MY LIST

EDIT THIS IDEA

xDELETE THIS IDEA

NEW IDEA

+ADD THIS TO MY LIST

EDIT THIS IDEA

xDELETE THIS IDEA

Big

Values New challenges will always come up Strength in US and MENA, our heritage markets Spirit of family business Commitment to our communities Still making generic drugs Focus on quality Focus on developing new products Day to day activities largely stay the same Our Experience can be leveraged People Company name Core business

+ADD THIS TO MY LIST

Women empowerment

+ADD THIS TO MY LIST

Operating Model

+ADD THIS TO MY LIST

Importance of injectables

+ADD THIS TO MY LIST

Core markets

+ADD THIS TO MY LIST

Main markets

+ADD THIS TO MY LIST

Closely knit culture that’s entrepreneurial

+ADD THIS TO MY LIST

Geographic reach

+ADD THIS TO MY LIST

We will always have manufacturing facilities

+ADD THIS TO MY LIST

Focus new launches and pipeline

+ADD THIS TO MY LIST

Focus on compliance Uk governance as a listed company Price pressures Demanding customers New and fast moving technologies Need for new products

+ADD THIS TO MY LIST

Focus on employees

+ADD THIS TO MY LIST

Entrepreneurial spirit

+ADD THIS TO MY LIST

Getting paid salary

+ADD THIS TO MY LIST

Strong capabilities

+ADD THIS TO MY LIST

Hikma Name Legacy Community culture Work environment Industry trends Pay checks Challenging goals Healthcare New opportunities Being publicly traded Our families Brand promise Growing Change Being global

+ADD THIS TO MY LIST

Women empowerment

+ADD THIS TO MY LIST

Competition and pricing will continue to be fierce Need to satisfy investors. Presence In pharma Zero tolerance in compliance

+ADD THIS TO MY LIST

Seeking partnerships

+ADD THIS TO MY LIST

Business segmentation

+ADD THIS TO MY LIST

Resistance to change

+ADD THIS TO MY LIST

Affordable

+ADD THIS TO MY LIST

Global nature of business

+ADD THIS TO MY LIST

Global company

+ADD THIS TO MY LIST

Will always focus on patient needs

+ADD THIS TO MY LIST

Commitment to customers

+ADD THIS TO MY LIST

Company name

+ADD THIS TO MY LIST

Internal environment

+ADD THIS TO MY LIST

Better health within reach every day

+ADD THIS TO MY LIST

Compliance

+ADD THIS TO MY LIST

Being patient centric

+ADD THIS TO MY LIST

Development of products

+ADD THIS TO MY LIST

Control of the company

+ADD THIS TO MY LIST

Ethics / core values

+ADD THIS TO MY LIST

Continued tight control on cost

+ADD THIS TO MY LIST

Family presence and influence

+ADD THIS TO MY LIST

Governmental policies

+ADD THIS TO MY LIST

Our legacy and history

+ADD THIS TO MY LIST

Mission to support our communities

+ADD THIS TO MY LIST

Regulatory Environment

+ADD THIS TO MY LIST

Business development

+ADD THIS TO MY LIST

Committed to people

+ADD THIS TO MY LIST

MENA-focused

+ADD THIS TO MY LIST

A multinational company

+ADD THIS TO MY LIST

Acquisitions

+ADD THIS TO MY LIST

We will be in healthcare industry

+ADD THIS TO MY LIST

Staying in the same business of selling medicine and bettering peoples lives

+ADD THIS TO MY LIST

Mission to serve our customers

+ADD THIS TO MY LIST

Innovative products

+ADD THIS TO MY LIST

Unwavering dedication to Quality

+ADD THIS TO MY LIST

Quality

+ADD THIS TO MY LIST

Remain in pharma space

+ADD THIS TO MY LIST

Focus on healthcare

+ADD THIS TO MY LIST

Core business

+ADD THIS TO MY LIST

Save lives

+ADD THIS TO MY LIST

Remain in the same industry

+ADD THIS TO MY LIST

Industry

+ADD THIS TO MY LIST

Traditions

+ADD THIS TO MY LIST

Always committed to quality

+ADD THIS TO MY LIST

we remain a universal bank/fi

+ADD THIS TO MY LIST

Heritage

+ADD THIS TO MY LIST

open plan culture

+ADD THIS TO MY LIST

Vision

+ADD THIS TO MY LIST

organisation structure remains

+ADD THIS TO MY LIST

Compliance

+ADD THIS TO MY LIST

Systems

+ADD THIS TO MY LIST

Our values

+ADD THIS TO MY LIST

Ownership structure

+ADD THIS TO MY LIST

The people are not changing -there is no fear of job loss

+ADD THIS TO MY LIST

Commitment to training remains unchanged

+ADD THIS TO MY LIST

Building

+ADD THIS TO MY LIST

Africa remains our focus

+ADD THIS TO MY LIST

Leadership is not changing

+ADD THIS TO MY LIST

Business units will remain the same

+ADD THIS TO MY LIST

Our focus on digitization and UFSO will not change

+ADD THIS TO MY LIST

Our focus on clients will not change

+ADD THIS TO MY LIST

Credit appetite will not change

+ADD THIS TO MY LIST

Our CIB Business Model will not change

+ADD THIS TO MY LIST

Our buildings will not change

+ADD THIS TO MY LIST

Our vision for Nigeria is not changing

+ADD THIS TO MY LIST

No retail business or change of our intent.

+ADD THIS TO MY LIST

Relationship with ICBC

+ADD THIS TO MY LIST

HQ in South Africa

+ADD THIS TO MY LIST

Brand

+ADD THIS TO MY LIST

Competition

+ADD THIS TO MY LIST

Our people

+ADD THIS TO MY LIST

Location

+ADD THIS TO MY LIST

Client base

+ADD THIS TO MY LIST

Political landscape

+ADD THIS TO MY LIST

Dynamic Technology change

+ADD THIS TO MY LIST

Leadership same

+ADD THIS TO MY LIST

Focus on Africa

+ADD THIS TO MY LIST

Focus on client

+ADD THIS TO MY LIST

Client

+ADD THIS TO MY LIST

Tough economic climate

+ADD THIS TO MY LIST

SEE

+ADD THIS TO MY LIST

Number of staff

+ADD THIS TO MY LIST

Africa largest bank

+ADD THIS TO MY LIST

Complex Regulatory challenges and environment

+ADD THIS TO MY LIST

Intent to be the best

+ADD THIS TO MY LIST

Fast is not a word used enough in group strategy discussions

+ADD THIS TO MY LIST

Commitment to stakeholders and community wont change

+ADD THIS TO MY LIST

Required regulatory environment wont change

+ADD THIS TO MY LIST

Bloated group and cost overhang

+ADD THIS TO MY LIST

Concepts of CST's will not change

+ADD THIS TO MY LIST

Physical offices not going to change anywhere in the world

+ADD THIS TO MY LIST

Commitment to development of staff not going to change

+ADD THIS TO MY LIST

Africa focus

+ADD THIS TO MY LIST

Same leadership structure - stability amd focus

+ADD THIS TO MY LIST

Bureacuracy

+ADD THIS TO MY LIST

No agency can solve all problems

+ADD THIS TO MY LIST

Different marketing models based on our target audiences

+ADD THIS TO MY LIST

Consistency in change

+ADD THIS TO MY LIST

Purpose

+ADD THIS TO MY LIST

group focuses more on PBB, less understanding of CIB

+ADD THIS TO MY LIST

influence of group

+ADD THIS TO MY LIST

ICBC and shareholders

+ADD THIS TO MY LIST

Core competitive advantages

+ADD THIS TO MY LIST

Strong product houses

+ADD THIS TO MY LIST

Brand

+ADD THIS TO MY LIST

Still a bank

+ADD THIS TO MY LIST

Technology change is a constant

+ADD THIS TO MY LIST

Client centricity and strong client franchise

+ADD THIS TO MY LIST

Our size and focus on the continent can be optimised to push through our ambitious strategy

+ADD THIS TO MY LIST

Competitive landscape would not change

+ADD THIS TO MY LIST

Our aggressive growth strategy remains the same

+ADD THIS TO MY LIST

Our Top 100 CIB Target Clients

+ADD THIS TO MY LIST

UFSO

+ADD THIS TO MY LIST

Digitisation - Continued need to digitise to be relevant to client. CX appeal

+ADD THIS TO MY LIST

Digitization

+ADD THIS TO MY LIST

Risk and Conduct and be sure that we continue to do business the right way

+ADD THIS TO MY LIST

The matrix management structure is not changing

+ADD THIS TO MY LIST

Change is not changing

+ADD THIS TO MY LIST

BU construct (CIB and PBB )

+ADD THIS TO MY LIST

Continue on journey of growing our people

+ADD THIS TO MY LIST

5. Competitive advantage.

+ADD THIS TO MY LIST

4. Growing the business across the African continent;

+ADD THIS TO MY LIST

3. Growing our People;

+ADD THIS TO MY LIST

The legal responsibilities

+ADD THIS TO MY LIST

2. Values and Culture of the Bank;

+ADD THIS TO MY LIST

1. Transformation;

+ADD THIS TO MY LIST

Trusted Advisor

+ADD THIS TO MY LIST

Brand recognition

+ADD THIS TO MY LIST

Leadership accountability

+ADD THIS TO MY LIST

The focus on Digitization when we are a bank of legacy systems is BIG and BOLD

+ADD THIS TO MY LIST

Stability of employment

+ADD THIS TO MY LIST

Universal Financial Services Organisation - Africa is our home we drive her growth

+ADD THIS TO MY LIST

Investing in knowledge and people

+ADD THIS TO MY LIST

The markets in which we operate

+ADD THIS TO MY LIST

Understanding the threat of Fintech/disintermediation

+ADD THIS TO MY LIST

Systems and IT

+ADD THIS TO MY LIST

top heavy management / matrix structure

+ADD THIS TO MY LIST

Group Structure refresh

+ADD THIS TO MY LIST

Conservative in our approach

+ADD THIS TO MY LIST

Context of operating environment

+ADD THIS TO MY LIST

Still siloed in our approach

+ADD THIS TO MY LIST

Africa still subscale

+ADD THIS TO MY LIST

Compliance

+ADD THIS TO MY LIST

Digital focus

+ADD THIS TO MY LIST

Drive for remuneration

+ADD THIS TO MY LIST

New architecture will not reduce cost

+ADD THIS TO MY LIST

Client centricity

+ADD THIS TO MY LIST

Bank purpose ... A i o H ..

+ADD THIS TO MY LIST

Cost pressures

+ADD THIS TO MY LIST

Transformation

+ADD THIS TO MY LIST

our relevance

+ADD THIS TO MY LIST

Africa, capital, data, transformation,millenials,

+ADD THIS TO MY LIST

Robs tummy

+ADD THIS TO MY LIST

FTP SOL Liquidity in some markets Coverage ability to sell IB product set

+ADD THIS TO MY LIST

1. Strategy 2. Leadership 3. Currency conversion 4. Country vs Centre

+ADD THIS TO MY LIST

- Size of balance sheet - Relative size of organisation - Matrix complexity - Headcount - Shareholder expectations - "Too big to fail"

+ADD THIS TO MY LIST

Complicated matrix

+ADD THIS TO MY LIST

Finance's business partnering goal

+ADD THIS TO MY LIST

The need to develop new products

+ADD THIS TO MY LIST

Transformation and inclusivity

+ADD THIS TO MY LIST

Africa focus

+ADD THIS TO MY LIST

We are doing our work the best way we can in the right way

+ADD THIS TO MY LIST

The International franchise is based in London playing a central part in the achievement of the 2020 strategy

+ADD THIS TO MY LIST

Compliance departmental silos

+ADD THIS TO MY LIST

Expectations about intensive regulation and robust governance

+ADD THIS TO MY LIST

History does not change

+ADD THIS TO MY LIST

Conflicting Group Architecture

+ADD THIS TO MY LIST

Change is constant

+ADD THIS TO MY LIST

Stable and experienced teams of professionals

+ADD THIS TO MY LIST

Our target customers

+ADD THIS TO MY LIST

Onerous working hours

+ADD THIS TO MY LIST

People will remain a differentiator

+ADD THIS TO MY LIST

Africa Strategy

+ADD THIS TO MY LIST

Overarching operating model

+ADD THIS TO MY LIST

Focus on financial results above all else

+ADD THIS TO MY LIST

Architecture

+ADD THIS TO MY LIST

Culture

+ADD THIS TO MY LIST

head office oversight

+ADD THIS TO MY LIST

enablement in a silo

+ADD THIS TO MY LIST

System stability

+ADD THIS TO MY LIST

Africa will continue to be our focus

+ADD THIS TO MY LIST

our target Markets

+ADD THIS TO MY LIST

limited resources

+ADD THIS TO MY LIST

deadlines

+ADD THIS TO MY LIST

Coffe upstairs Friday dress down day

+ADD THIS TO MY LIST

Our team is still intact and we like each other

+ADD THIS TO MY LIST

We will still value the family

+ADD THIS TO MY LIST

Concession partners how are they feeling

+ADD THIS TO MY LIST

Continue to be leader in OOH space

+ADD THIS TO MY LIST

the sun will still come up

+ADD THIS TO MY LIST

The end of year conference

+ADD THIS TO MY LIST

oOh! brand and what it represents

+ADD THIS TO MY LIST

The way we remunerate our people

+ADD THIS TO MY LIST

Technology objectives remain the same

+ADD THIS TO MY LIST

Company name will remain oOh!

+ADD THIS TO MY LIST

Overall structure of the business (i.e. commercial, sales, technology)

+ADD THIS TO MY LIST

BC still remaining the CEO

+ADD THIS TO MY LIST

Christmas Party / Conference will remain as is

+ADD THIS TO MY LIST

The complexity of our business wont change

+ADD THIS TO MY LIST

People remain our most important asset

+ADD THIS TO MY LIST

The need to continually win and retain commercial contracts

+ADD THIS TO MY LIST

we will still have monthly budgets, just a bit bigger.

+ADD THIS TO MY LIST

All company end of year conference and party

+ADD THIS TO MY LIST

conferences will still go ahead

+ADD THIS TO MY LIST

we'll continue to do things better than the rest

+ADD THIS TO MY LIST

Sales conference

+ADD THIS TO MY LIST

our focus on diversification

+ADD THIS TO MY LIST

multiple channels

+ADD THIS TO MY LIST

Winning mindset

+ADD THIS TO MY LIST

Culture will continue to be a critical focus

+ADD THIS TO MY LIST

We will always be unmissable

+ADD THIS TO MY LIST

Oohverall senior structure will remain in place.

+ADD THIS TO MY LIST

Transparency where we can

+ADD THIS TO MY LIST

still going to be striving towards being the best media company in the world

+ADD THIS TO MY LIST

BC being here

+ADD THIS TO MY LIST

transparency is still a big part of our culture

+ADD THIS TO MY LIST

Customer experience focus

+ADD THIS TO MY LIST

We are still an Out of Home media company

+ADD THIS TO MY LIST

Development in OTP

+ADD THIS TO MY LIST

over arching strategy remains the same

+ADD THIS TO MY LIST

Still going to be great partners with our property groups

+ADD THIS TO MY LIST

People can be themselves

+ADD THIS TO MY LIST

People will be a core part of our business

+ADD THIS TO MY LIST

Grow revenue faster than costs

+ADD THIS TO MY LIST

Demands of advertisers and concession partners

+ADD THIS TO MY LIST

We are in media

+ADD THIS TO MY LIST

Commercial properties

+ADD THIS TO MY LIST

Brendon Cook

+ADD THIS TO MY LIST

VC technology

+ADD THIS TO MY LIST

oOh! Community

+ADD THIS TO MY LIST

Always ambitious

+ADD THIS TO MY LIST

Diamond Award

+ADD THIS TO MY LIST

Always in media

+ADD THIS TO MY LIST

Annual Bonus program

+ADD THIS TO MY LIST

Xmas party for all

+ADD THIS TO MY LIST

Our values and what is important

+ADD THIS TO MY LIST

Sales Conference

+ADD THIS TO MY LIST

End of Year Conference

+ADD THIS TO MY LIST

The medium we are in - the foundations - will be the same

+ADD THIS TO MY LIST

Digital is a big transforming factor

+ADD THIS TO MY LIST

Intergration of new business units

+ADD THIS TO MY LIST

Individuality is encouraged & supported

+ADD THIS TO MY LIST

Processes

+ADD THIS TO MY LIST

Lack of information sharing

+ADD THIS TO MY LIST

BC being our leader and his involvement in everything (seemingly)

+ADD THIS TO MY LIST

Still selling sh*t

+ADD THIS TO MY LIST

Building

+ADD THIS TO MY LIST

legacy not changing

+ADD THIS TO MY LIST

Leadership

+ADD THIS TO MY LIST

double hatting

+ADD THIS TO MY LIST

Vida Cafe

+ADD THIS TO MY LIST

We don't see people of colour being developed for leadership roles in HC - external people are brought in all the time

+ADD THIS TO MY LIST

Not celebrating our successes

+ADD THIS TO MY LIST

Leadership

+ADD THIS TO MY LIST

We don't believe that there will be no negative impact on us after the HC operating model is finalised

+ADD THIS TO MY LIST

Relationship networks

+ADD THIS TO MY LIST

Group focus

+ADD THIS TO MY LIST

The Deloitte HC Operating Model outcomes and uncertainty and impact on the HC team

+ADD THIS TO MY LIST

Geographical focus

+ADD THIS TO MY LIST

Calibrating CIB and Group initiatives, Navigating complexity,

+ADD THIS TO MY LIST

Perception that HC can't be trusted by employees - we feel tainted by this negative perception

+ADD THIS TO MY LIST

20/20 strategy that we have to deliver on

+ADD THIS TO MY LIST

People not changing, legacy

+ADD THIS TO MY LIST

We will always challenge the status quo. No matter what we will push on the boundaries and continue to pursue something new. The pursuit of innovation and development will never end.

+ADD THIS TO MY LIST

We have a great connection with our customers. This allows us the opportunity to put the relationship first in every transaction. That is something that will never change.

+ADD THIS TO MY LIST

New Idea Checking Counter Wrap

+ADD THIS TO MY LIST

Brand CIB Client Segments A good place to work Scale/size Aspiration for market leadership Quality of the clients Integrity Quality of our people Diversity of business Capacity off business to operate with this diversity Value system Institutional knowledge and goodwill

+ADD THIS TO MY LIST

Complexity of a big org Complexity in engaging with clients Focus on Africa Influence of a ever changing Global environment Demand from our clients Competition remains with new competitors Regulation Our values - i.e. trust Aspiration of our people

+ADD THIS TO MY LIST

Big Idea

+ADD THIS TO MY LIST

CIB autonomy within the group

+ADD THIS TO MY LIST

Working as a UFSO

+ADD THIS TO MY LIST

Extracting value from the collaborative and diverse teams

+ADD THIS TO MY LIST

Regulatory environment in which we operate

+ADD THIS TO MY LIST

Desire to be relevant in the communities in which we operate

+ADD THIS TO MY LIST

CIB autonomy within group

+ADD THIS TO MY LIST

Digitization and modernization of the employee experience appropriately

+ADD THIS TO MY LIST

work as a universal bank for our clients

+ADD THIS TO MY LIST

Focus on sectors driving Africa’s growth

+ADD THIS TO MY LIST

Talent acquisition - war for talent

+ADD THIS TO MY LIST

pressure on innovation, digital stgy

+ADD THIS TO MY LIST

competition from other banks and foreign banks

+ADD THIS TO MY LIST

focus on the continent and focus on key industries

+ADD THIS TO MY LIST

Focus on African continent

+ADD THIS TO MY LIST

Being the voice of the employee

+ADD THIS TO MY LIST

Business of CIB

+ADD THIS TO MY LIST

continue to be the largest bank in africa

+ADD THIS TO MY LIST

Focus on employee experience

+ADD THIS TO MY LIST

Focus on employee wellbeing

+ADD THIS TO MY LIST

Our team is the same as last year and we achieved all of our quarterly goals last year.

+ADD THIS TO MY LIST

Maestro Ocean Club is coming by end of the year.

+ADD THIS TO MY LIST

Big idea from bear

+ADD THIS TO MY LIST

our service to customers and processes for that will remain the same

+ADD THIS TO MY LIST

Big Idea

+ADD THIS TO MY LIST

DO THIS

+ADD THIS TO MY LIST

Finally

+ADD THIS TO MY LIST

Does it work here?

+ADD THIS TO MY LIST

Ne Item Hidden Edited

+ADD THIS TO MY LIST

Test it

+ADD THIS TO MY LIST

Animation Delay 1000

+ADD THIS TO MY LIST

Position Test

+ADD THIS TO MY LIST

New Big Idea

+ADD THIS TO MY LIST

Alert Me

+ADD THIS TO MY LIST

NEW IDEA

+ADD THIS TO MY LIST

NEW IDEA

+ADD THIS TO MY LIST

Ok ... Finally, I can add a real big idea

+ADD THIS TO MY LIST

Big Context Idea

+ADD THIS TO MY LIST

EDIT THIS IDEA

xDELETE THIS IDEA

Big idea

+ADD THIS TO MY LIST

EDIT THIS IDEA

xDELETE THIS IDEA

Small

Everything else other than what we said will change

+ADD THIS TO MY LIST

Serving coffee and tea for free

+ADD THIS TO MY LIST

Cafeteria subsidies

+ADD THIS TO MY LIST

Free fruits, tea and coffee

+ADD THIS TO MY LIST

Coffee machine

+ADD THIS TO MY LIST

Technology is helpful and painful

+ADD THIS TO MY LIST

Losing young talents

+ADD THIS TO MY LIST

Coffee at headquarters will always be better than one at the plant

+ADD THIS TO MY LIST

Fruit basket

+ADD THIS TO MY LIST

Healthcare benefits

+ADD THIS TO MY LIST

Opportunities

+ADD THIS TO MY LIST

Business casual attire

+ADD THIS TO MY LIST

Coffee quality

+ADD THIS TO MY LIST

Laptop replacement

+ADD THIS TO MY LIST

Family spirit

+ADD THIS TO MY LIST

Meals at work

+ADD THIS TO MY LIST

Number of emails Meals Meetings Gossiping Need for balance

+ADD THIS TO MY LIST

Coffee available onsite

+ADD THIS TO MY LIST

IT support

+ADD THIS TO MY LIST

NJ Traffic

+ADD THIS TO MY LIST

HP lap tops

+ADD THIS TO MY LIST

Company holidays

+ADD THIS TO MY LIST

Performance reviews Expense reporting Need to cost conscious

+ADD THIS TO MY LIST

Bad coffee and no cafeteria in Eatontown

+ADD THIS TO MY LIST

Eatontown coffee is not good

+ADD THIS TO MY LIST

Resumption time

+ADD THIS TO MY LIST

Pay structure (CTC)

+ADD THIS TO MY LIST

logo

+ADD THIS TO MY LIST

Employee Value Proposition is not changing

+ADD THIS TO MY LIST

Location will not change

+ADD THIS TO MY LIST

Brand colours will not change

+ADD THIS TO MY LIST

Head office will remain the same

+ADD THIS TO MY LIST

Employee benefits

+ADD THIS TO MY LIST

CST

+ADD THIS TO MY LIST