Kenroy dowers canada africa summit atma intro presentation final

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Atlas Mara Introduction Presentation September 16, 2014

Important Information IMPORTANT INFORMATION This presentation has been prepared by Atlas Mara Co-Nvest Limited (the “Company”) for information purposes only in relation to the proposed conditional acquisition of a minority stake of Union Bank of Nigeria PLC (“UBN”). By attending the meeting where this presentation is made, or by reading this document, you agree to be bound by the following conditions.

THIS PRESENTATION DOES NOT, AND IS NOT INTENDED TO, CONSTITUTE OR FORM PART OF ANY OFFER OR INVITATION TO SELL, ISSUE, PURCHASE OR SUBSCRIBE FOR (OR ANY SOLICITATION OF ANY OFFER TO PURCHASE OR SUBSCRIBE FOR) ANY SECURITIES OF THE COMPANY (THE “SECURITIES”) IN ANY JURISDICTION. The distribution of this document and the offering of the securities in certain jurisdictions may be restricted by law or regulation. No action has been taken by the Company or any of its affiliates that would permit an offering of its securities or possession or distribution of this document or any other offering or publicity material relating to such securities in any jurisdiction where action for that purpose is required. Persons into whose possession this document comes are required by the Company to inform themselves about and to observe such restrictions. This document is not intended for distribution to, or use by any person or entity in any jurisdiction or country where such distribution or use would be contrary to local law or regulation.

In particular, this presentation does not constitute or form a part of any offer or solicitation to purchase or subscribe for Securities in the United States of America. The Securities discussed in this presentation have not been, and will not be, registered under the United States Securities Act of 1933, as amended (the “Securities Act”), or qualified for sale under the law of any state or other jurisdiction of the United States of America and may not be offered or sold in the United States of America except pursuant to an exemption from, or in a transaction not subject to, the registration requirements of the Securities Act. The Company is not and does not intend to become an “investment company” within the meaning of the U.S. Investment Company Act of 1940, as amended (the “U.S. Investment Company Act”), and is not engaged and does not propose to engage in the business of investing, reinvesting, owning, holding or trading in securities. Accordingly, the Company is not and will not be registered under the U.S. Investment Company Act and Investors will not be entitled to the benefits of that Act. Neither the United States Securities and Exchange Commission nor any securities regulatory body of any state or other jurisdiction of the United States of America, nor any securities regulatory body of any other country or political subdivision thereof, has approved or disapproved of this presentation or the Securities discussed herein or passed on the accuracy or adequacy of the contents of this presentation. Any representation to the contrary is a criminal offence in the United States of America.

No representation or warranty, express or implied, is given by or on behalf of the Company or any of the Company’s directors, officers or employees or any other person as to the fairness, accuracy or completeness of the information or opinions contained in this document and no liability is accepted whatsoever for any loss howsoever arising from any use of this presentation or its contents otherwise arising in connection therewith is accepted by any such person in relation to such information or opinions. There is no obligation on any person to update this presentation.

No information included in this presentation is intended to be a profit forecast or a financial projection or prediction. No representations or warranties, express or implied, are given as to the achievement or reasonableness of, and no reliance should be placed on, statements pertaining to financial performance, including (but not limited to) any estimates, forecasts or targets contained herein. The achievability of the Company’s proposed strategy set out in this presentation and the delivery of any increase in shareholder value cannot be guaranteed.

Please note that in this presentation, the Company may discuss events or results that have not yet occurred or been realised, commonly referred to as forward-looking statements. Such discussion and statements will often contain words as expect, anticipate, believe, intend, plan and estimate. Such forward-looking statements include statements regarding (i) the expected closing of the Transaction, (ii) Union Bank’s future financial and operational performance, (ii) expectations regarding the Company’s future operations and (iv) estimates regarding Union Bank’s market positions and strategic initiatives. These projections and statements are based on management's estimates and assumptions with respect to future events and future financial and operational performance. Actual results could differ materially from those expressed or implied by the forwardlooking statements as a result of various factors, including (i) the ability and willingness of all parties to the definitive agreements entered into in connection with the Transaction to meet the closing conditions set forth in such agreements and (ii) economic conditions, competition and other risks that may affect Union Bank’s or future performance. We undertake no obligation to update any forward-looking statement, whether as a result of new information, future events or otherwise.

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2

Fastest Growing Region in the World Africa is an exciting frontier market with an extremely attractive growth profile supported by a healthy demographic and macro dynamics Africa: a Giant …

… with Unparalleled Growth Prospects Population (bn) 1.1 1.5

Africa

USA

Real GDP Growth CAGR 6.5% 7.2%

Africa

2.4 India

EU

India

1.3 1.4 1.7

China

1.4 1.4 1.3

Japan

China Europe

UK Brazil

US

LatAm

• Diversified Growth = over the past decade, the services sector has contributed over 50% of Africa’s GDP growth • Large Urban Centers = 52 cities with populations of 1 million or more, comparable to Western Europe

• Rapid Urbanization = proportion of people living in cities is higher than in India and will be 50% by 2030 • Expanding Middle Class = larger than India’s; 50% of Africa will have discretionary spending power by 2020

0.6 0.7 0.8

5.4% 4.8%

ME

4.0% 3.9%

LatAm

0.3 0.3 0.4

4.7% 3.3%

CIS

2013 2025 2050

Source: Population Bureau.

CEE

4.0% 3.0%

4.7% 5.5% 3.5% 3.4%

LatAm

3.4% 3.0%

CEE 2010-2020 2020-2050

Source: CIRA.

5.2% 4.9%

ME

CIS

3.6% 4.0% 3.0% 3.1%

2010-2020 2020-2050

Source: CIRA.

Africa is expected to have the fastest growing population and GDP in the world, along with a strong GDP per Capita growth Share of World Real GDP (%)

• Agricultural Potential = 60% of the world's uncultivated arable land 2010 Africa 4%

• Enhanced Regional Cooperation = Intra-African trade represents c.11% of total African trade, with significant room for growth Sources: Harvard Business Review, CIRA.

Africa

7.5% Dev. Asia 5.0%

Dev. Asia

0.7 0.7 0.7

Real GDP per Capita Growth

Source: CIRA.

2050 Africa 12%

Increasing relevance in the global economy

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Africa Provides the BETA, We Provide the ALPHA ALPHA

The African Opportunity

The Team

Fastest Growing Region in the World

Permanent Capital and Enhanced Liquidity

+ Well-Defined Acquisition Strategy

+

+

Significant Opportunities

Clearly Identified Levers for Value Creation

+ High Profitability at a Reasonable Value

+

+ Clear Financial Services Growth Opportunity

+ Extensive Network to Source Deals and Talent

+

+

Disaggregated Markets

Capital, Liquidity, Funding, Talent, Technology

+

+

Population of 1 billion

Demonstrated Track Record of Value Creation

GOAL

=

BETA

CREATE THE LEADING SUBSAHARAN AFRICAN FINANCIAL SERVICES INSTITUTION

Underpinned by Strong Corporate Governance

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4

Atlas Mara: The Optimal Model “US prepares investment push into Africa…‘There is clearly a sense of opportunity in Africa and the US government is embracing that’ ”

"Is Atlas Mara start of institutional investor stampede?...Atlas Mara is a breakthrough venture for Africa”

Financial Times, May 28, 2014

“Initial investor response to Atlas Mara’s plans was enthusiastic…‘If this new bank takes a different approach, it could unleash a whole new life for small businesses in Africa. I can’t wait!’”

“Bob Diamond’s decision to hire John Vitalo from the Dubai office of his former alma mater Barclays seems an obvious choice”

Cornelie Ferguson in The Wall Street Journal, April 2, 2014

“Atlas Mara has secured a foothold in the Southern African Development Community (SADC) through BancABC” Financial Times, April 8, 2014

African Banker, February 2014

Financial Times, April 8, 2014

"BRD is an opportunity for Atlas Mara to create a privately run financial services group in Rwanda…That will be a boost to plans to build a financial industry for the region based in Rwanda.”

Reuters, April 6, 2014

Source: Recent press articles following Atlas Mara public announcements

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5

Atlas Mara Footprint: Establishing Presence in 3 Major Trading Blocs Valuation within Blocs in Sub-Saharan Africa

Atlas Mara in Africa

BRD valuation: 1.0x Kenyan Sector valuation(1): 2.6x

ECOWAS: • Through UBN, Atlas Mara will be pursuing an entry strategy into Nigeria and the broader ECOWAS region

Key Facts

ECOWAS GDP

$675.9bn

2013 GDP Growth

6.0%

Countries

• UBN will represent a significant ownership stake in a major banking platform

15

Population

327m

SADC: SADC • BancABC transaction provides Atlas Mara a multi-country, multi-product platform in high growth markets in Southern Africa • Opportunity to drive RoE via operational optimization, in-fill acquisitions, and enhanced access to capital

GDP

$647.8bn (3)

2013 GDP Growth UBN transaction valuation(4): 1.0x Nigerian Sector valuation(1): 1.4x

4.84%

Countries

15

Population

294m

EAC

EAC: GDP

• The acquisition of the commercial arm of the Development Bank of Rwanda (“BRD”) will give Atlas Mara an entry platform to develop operations in the EAC • BRD will present an opportunity to play a key role in transforming Rwanda into a financial services hub

$108.9bn

2013 GDP Growth

5.3%

Countries BancABC Valuation: 1.3x South Africa Sector valuation(1): 2.2x

5

Population

153m

Atlas Mara(2) operations Economic Community of West African States (ECOWAS)

Southern African Development Community (SADC)

East African Community (EAC)

Source: Capital IQ, September 2014. World Bank data, 2013 Note: (1) 1.4x represents average valuation for Tier 1 Nigerian banks, 2.6x represents average valuation for top Kenyan banks (Equity Bank, Kenya Commercial Bank, Co-operative Bank of Kenya), and 2.2x represents average valuation for top South African banks (Standard Bank, Barclays Africa, FirstRand). (2) Subject to the closing of BRD and UBN transaction. (3) SADC GDP growth excluding South Africa of 4.84%; SADC GDP growth including South Africa of 4.64%; South Africa GDP growth of 1.9%. (4) For minority stake

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6

Transaction Snapshot: BancABC Transaction Overview

• On March 31, 2014, Atlas Mara Co-Nvest Limited (“Atlas Mara”) announced that it had reached agreements to acquire a majority stake in ABC Holdings Limited (“BancABC”). The transaction closed on August 21, 2014 • BancABC is a multi-country bank holding company with operations in 5 countries across the Southern Africa Development Community (“SADC”). Atlas Mara secured required regulatory approvals in 5 countries in an impressive timeframe of under 5 months

Transaction Highlights

On March 31, 2014, the acquisition of BancABC was achieved via: • 1 >50.1% stake of BancABC acquired directly through cash and shares; • 2 Offer for ADC African Development Corporation AG (“ADC”) for shares, bringing total ownership in BancABC up to ~88%(1)(2); and • 3 Subsequent mandatory offer for the remaining ~12%(1)(2) stake in BancABC in cash or shares

1

50.1% (1) (2) (from BancABC) 2

+ 2

38%(2) (from ADC) Private Equity and Other Holdings

+ 3

100%(2)

12% (1) (Float)

=

BancABC Valuation P/B (2013):

Total: 100% (1)

1.28x

P/E (2013): Discount to

9.2x Peers(3):

34%

Notes (1) As of 15 September 2014 total ownership of BancABC is ~96% and ~4% remains in free float. (2) As of 15 September 2014, the acquisition of BancABC shares from BancABC stands at 58.09%, the total percentage of ADC secured is 95.17% (3) Peer valuation defined as average P/Book valuation of Barclays Africa, Standard Bank, and GT Bank.

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7

&

Overview

BancABC: Strong Brand with History Dating back to 1956…

•

Investment

Fast-growing (42% average annual growth in loans since 2009) banking group focused on Southern Africa

Summary

Tanzania Zambia

•

Led by a highly-regarded management team who have worked together for over a decade

•

Capable of offering a range of banking products including: corporate banking, treasury services, retail and SME banking, asset management and stock broking

•

ADC: Diversified Holding Company with Large BancABC Stake

⁻ 37.7% shareholding in a leading banking brand in Southern Africa

Mozambique

⁻ BancABC is poised to benefit from rising trade flows and utilization of financial services in the SADC region

⁻ 9.1% indirect shareholding in Union Bank of Nigeria (UBN) ⁻ Equity held in private equity consortium controlling 65% of Bank

Zimbabwe

Botswana

Expansion to date has been strong, but limited by capital constraints

⁻ UBN is a strong recovery play in Nigeria’s banking sector

Banking operations ⁻ 88.5% shareholding in a major facilitator of payments transactions between Banks in Rwanda

73 branches, 1,501 staff and +300,000 customers

BancABC Key Market Data

⁻ Significant in-country growth potential and scalability across Southern / Eastern Africa

Botswana

Mozambique

Tanzania

Zambia

Zimbabwe

GDP Growth

4.2%

7.4%

6.9%

7.3%

4.4%

⁻ 49.0% shareholding in an electronic payment solutions and services provider in South Africa

Population

2.0m

25.2m

47.8m

14.1m

13.7m

⁻ Possibility for scale enhancement and market share development

% Banked1

30%

40%

17%

21%

40%

34.8%

25.0%

19.9%

25.8%

26.0%

33%

15%

7%

14%

30%

#5

#7

#14

#10

#2

Market RoE1 Contribution to BancABC Assets ABC Market Position

⁻ 38.7% shareholding in a health insurance provider in Kenya ⁻ Already expanding into Tanzania, Uganda and South Sudan

⁻ 18.1% shareholding in a Zimbabwean investment firm primarily investing in the financial, mining, energy, hospitality and real estate sectors

Significant organic opportunities in unbanked population Market share growth integral part of Atlas Mara strategy for BancABC Source: ADC research based on Bankscope, Bureau van Dijk Electronic Publishing GmbH, 2012 data and local Central Bank reports. World Bank data, 2012.

Notes: (1) Defined as % of population over 15 years old with a bank account at a formal financial institution.

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8

Transaction Snapshot: Development Bank of Rwanda (BRD) Transaction Structure

Post Transaction

Current Structure Minority shareholders

Sellers

23%

77%

Development Bank of Rwanda

Sellers

Minority shareholders

77%

23%

Development Bank of Rwanda

100%

BRD Commercial Bank

BRD will become 2 entities – A Development Bank and A Commercial Bank

Development Bank

Commercial Bank



The Development Bank will continue to remain a development finance institution dedicated to being the Government of Rwanda’s investment arm that finances the nation’s development objectives with a focus on the priority sectors of the economy



The new Commercial Bank entity will be a deposit taking institution that is run as a commercial bank which can engage in transactions that a DFI institution would ordinarily be restricted from given its charter



Financing priority sectors in Rwanda such as export related sectors, agriculture, services, energy, SMEs and housing Provide long-term financing, equity, and co-financing Benchmarked using a DFI regulatory structure



To be the leading retail bank in Rwanda with technology led products and customer centric oriented model Commercial banking products, insurance, asset management

Description of new entity

Key activities

 



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9

Transaction Snapshot: Union Bank of Nigeria Transaction Overview

• On September 5, 2014, Atlas Mara Co-Nvest Limited (“Atlas Mara”) announced the exercise of an option to acquire an additional 20.9% in the Union Bank of Nigeria (UBN) • Union Bank of Nigeria is one of the strongest banks in Nigeria with a history that dates back to 1917. It is also the 11th largest bank in terms of assets

Transaction Highlights

• The 20.9% stake will bring Atlas Mara’s holding in UBN to 29.9% • Union Bank is in the midst of a significant turnaround that is already yielding results. Transacting at 1.0x P/B was very attractive • Atlas Mara is well-positioned as a banking operations-focused partner in the UGPL consortium to assist in driving the growth strategy and transformation of UBN Pro Forma Ownership Structure 29.9% Atlas Mara Pro Forma Stake

UGPL/ADC 9.1%

AMCON 20.9% UGPL (Others) 55.9%

Others (Float) 14.2%(2)

1

20.9%

+

2

9.0%

=

29.9%

Union Global Partners Limited (“UGPL”) is a consortium of investors that recapitalized Union Bank of Nigeria in FY2012 for 65% of the shares in the bank(1) Through acquisition of ADC African Development Corporation AG (“ADC”), Atlas Mara holds an indirect stake in Union Bank of Nigeria of 9.05%

Atlas Mara’s long-term strategic focus is to be a Tier 1 Bank in Nigeria

Note: (1) UGPL owns 61.39% in UBN and controls 65.0% when including a 3.61% vote pooling agreement. (2) AMCON will retain a small stake

Asset Management Corporation of Nigeria (“AMCON”) established to stabilize the financial system, acquired the 20.9% stake through the capitalization of UBN and the acquisition of non-performing loans Includes publicly traded shares on the Nigerian Stock Exchange

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Overview Large Scale Platform with Significant Growth Opportunities

Steady Historical Loan Growth $ billion

55.7%

• Incorporated in 1917 and listed on the Nigerian Stock Exchange in 1971, UBN is a respected and recognized financial institution

48.1%

• Robust commercial and retail banking franchise with stable customer deposit base

30.9%

1.0

• Sizable balance sheet (assets: $6.3bn, loans: $1.7bn, deposits: $3.1bn, equity: $1.3bn) as at 1H 2014

2012

2013

Loans Pan-Nigerian footprint of nearly 340 branches

Well-Defined Strategy with Clear Transformation Priorities Corporate and Retail Banking

Expand the SME and retail segments Launch new value-added products to diversify revenue

People and Culture

Hire key executives to focus on rebuilding the brand and restructuring Focus on staff upgrade and optimization to define new culture

Risk

Develop risk management platform to redesign the credit, market and operational manuals; thereby bringing down NPLs and improving asset recovery mechanisms

Finance

Effectively use MIS to track and monitor the transformation, reduce costs and rationalize branch operations; thereby improving profitability

Marketing

Maintain the legacy brand value and reestablish market position Deploy new marketing campaigns and distribution channels for client acquisitions

1.7

1.5

• Strong Board and Executive Management team joined in 2012 to drive the business

1H 2014

LDR

Low Loan-to-deposit ratio leaving ample room to grow loan book

Well-Capitalized and Liquid Relative to Selected Peers 74% 68% 53% 47%

20.0%

UBN

17.6%

FBN Liquidity Ratio

Source: 1H 2014 company public filings Note: Liquidity ratio is computed as liquid assets/customer deposits; of which liquid assets comprise of cash and balances, interbank placements and investment securities 1USD = 155.33NGN

17.0%

Diamond

14.6%

Sterling

CAR

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100-Day Plan For Acquisitions Re-Focus

Optimize

• Conduct detailed assessment of operational cost structure with aim to bring down near term efficiency ratios • Address legacy portfolio and strengthen risk management policies • Engage strategic clients in each market, explore and invest in how the revamped Bank can best meet their needs

Reposition Business

• Design human capital plan to enhance governance and operations at all levels

• Invest in and deploy mobile technologies to boost both efficiency (target Cost/Income ratio of 50% across operations) and market reach into new customer segments

• Focus on securing low-cost Tier 2 funding and support from Development Financial Institutions

Scale

• Target bolt-on expansion to diversify product offerings within existing markets

• Build country-by-country plan to take a leading position (Top 5) in all markets of operation

• Designate specific resources towards identifying and extracting Group synergies

• Inject further equity capital to support growth agenda

Shift Resources towards Growth

Focused on Strategically Building into a Pan-African Banking Platform

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DFIs: Opportunity in Financing, Development & Grants Programs WHAT DEVELOPMENTAL FINANCE INSTITUTIONS (DFIs) PROVIDE POLITICAL RISK COVERAGE

PATIENT RISK CAPITAL

DEBT CAPACITY

PRODUCT INNOVATION

• Atlas Mara team has over 40 years worth of combined experience working with DFIs globally • Currently DFIs have committed over $135bn globally and $15bn in Africa • Atlas Mara is uniquely positioned to tap low-cost debt financing from US and African DFIs • DFIs deploy subsidized funding for product innovation in servicing SMEs, trade finance, and mobile banking North America Total (1) Commitments

Africa / Asia

~$70bn of which ~$10bn committed to Africa

Total (1) Commitments

~$45bn of which ~$4bn is committed to Africa

International Finance Corporation

DFIs

African Development Bank

Overseas Private Investment Corporation

DFIs Japan Bank for International Cooperation

Multilateral Investment Guarantee Agency

European Union Total (1) Commitments

~$20bn of which more than $1bn is committed to Africa Commonwealth Development Corporation

DFIs

Netherlands Development Finance Company German Development Bank

ATLAS MARA CONTINUES TO FOCUS ON CONNECTING THE WORLD TO AFRICA. DFIs ARE A KEY ELEMENT OF THIS STRATEGY

(1) Total commitments include investments, loans, and guarantees. Commitment data is the most recent available from DFI websites and annual reports. OPIC commitment to Africa only includes $1.5bn committed to the Power Africa Initiative

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Atlas Mara Team: Board of Directors

Name Role

Arnold Ekpe

Bob Diamond

Ashish J. Thakkar

Tonye Cole

Rachel Robbins

Chairman Non-Executive Director

Founder

Founder

Independent Non-Executive Director

Senior Independent Non-Executive Director

Affiliations(1)

Career

▪ 30+ years of African and international banking experience

▪ Previously Group CEO and Director of Ecobank between 2005-2012

▪ Ecobank recognized as the “African Bank of the Year” by the African Banker in 2012

▪ Honored with the “Lifetime Achievement Award” by the African Banker in 2012

▪ Previously CEO of Barclays

‒ Developed Barclays Capital into an integrated global investment bank

▪ Launched pan-African corporate and investment bank, ABSA Capital

▪ ABSA recognized as the “most innovative bank” in Africa in 2009 by the African Banker

▪ 4th generation African and founder of the leading Pan-African enterprise Mara Group, a multi-sector conglomerate with investments/assets operating across 19 countries(2) in Africa and employing 8,000+(3)

▪ Member of the World Economic Forum’s Global Agenda Council on Africa and recognized as Young Global Leader

▪ Co-founder and Group Executive Director of Sahara Group, an energy conglomerate with operations spanning the entire energy chain in Nigeria to neighboring West African countries and beyond

‒ The Group operates in 14 countries around the world with over 500 employees and annual turnover of $10.6bn

▪ Previously, Vice President, General Counsel of IFC and a member of IFC's Management Group between 2008 and 2012

▪ 30 years of experience in legal and financial services, serving as General Counsel for New York Stock Exchange and its parent, NYSE Euronext, JP Morgan, Citigroup International

African Experience

Notes: (1) Current and former (2) African presence of Mara ISON Technologies. (3) Employees of Mara Group’s various investments / projects.

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Atlas Mara Team Atlas Mara Team

John Vitalo, CEO •

John is a seasoned banking executive with a decade of on-the-ground experience in Africa, including serving under Bob Diamond at Barclays where he was CEO of ABSA Capital in Africa

•

Up until his appointment, he was the Chief Executive Officer of Barclays in the Middle East and North Africa, comprising Corporate & Investment Banking, Wealth & Investment Management and the Retail & Business Bank

Experience in Sub-Saharan Africa John has a solid track record of building business in Sub-Saharan Africa

•

John served as CEO of ABSA Capital from 2005 to 2009

•

Significantly diversified business mix thus improving quality of franchise

•

Enhanced risk management capabilities

•

Transformed human capital across the business with a focus on productivity and diversity

ABSA Capital revenue and PBT in $m

Performance under John’s leadership

CAGR: 45%+

537

241

299

140

2006

2008 Revenues

Additional Background High quality international experience

During John’s tenure, Absa Capital became one of the highest ranked investment banks in Africa

Executive Committee

John Vitalo CEO

Jyrki Koskelo M&A and Corporate Development

Arina McDonald CFO (as of Nov ‘14)

Brad Gibbs Executive Committee Member

Regional Heads

Revenue and PBT CAGR of 49% and 46% respectively, from 2006 to 2008

•

Served as COO for Barclays’ Rates business from 2003 to 2005

•

Prior to Barclays, John held several senior positions including Director of ecommerce for Emerging Markets at Credit Suisse First Boston in New York

•

John is a graduate of Georgetown University, and a veteran of the US Marine Corps (1982 – 1986)

Douglas Munatsi CEO of BancABC

Konde Bugingo CEO of BRD Commercial

To be appointed

EAC region (1)

SADC region

ECOWAS region

M&A and Corporate Development Kenroy Dowers Kojo Dufu Barbara Iyayi

Chuma Ajene

Gautam Ganguli Notes: (1) Effective from closing of BRD acquisition. Konde is not on the Executive Committee

| 15

Delivering On The Africa Promise Accomplishments

Promises Kept

Transaction Within One Year



Attractive Entry Valuation



Capacity to Combine Global Expertise and Local Management



Capacity to Bring Best-In-Class Governance and Risk Management



Capacity to Broaden Geographic Footprint



Capacity to Broaden Product Offering for Strong Existing Client Base



Capacity to Leverage New Technologies for Operational Efficiencies



Capacity to Bring Long Term Capital to Sub-Saharan Africa

 | 16

Significant Milestones Achieved with Sights Set on Further Expansion

July 3: Launched $300 mm private placement

August 27: Relisted on the London Stock Exchange with approx. $500 mm in cash, $200 mm in committed debt(1), and a strong and growing franchise

December 17: Raised $325 mm in IPO

September 8: Appointment of Arina McDonald as CFO

April 8: Announcement of appointment of John Vitalo as Atlas Mara CEO

2014

2015 September 5: Announcement of the exercise of an option to acquire Union Bank of Nigeria (UBN) stake

March 31: Announcement of BancABC & ADC Transaction

May 23: Announcement of BRD Transaction in Rwanda

August 21: Announcement of BancABC/ADC transactions closing & readmission prospectus issued

Atlas Mara is well-positioned to become the premier financial institution in Sub-Saharan Africa Notes: (1) The terms and conditions of the facility are to be agreed upon at the time the Company requests borrowing under the facility

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