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Microsoft Windows 8 coming 2012?
Following the news that Microsoft's Windows 7 Operating system has been the biggest selling OS in history; selling 240 million licenses in its first year. News has just come in that Windows 8 could be with us as soon as 2012.
Suggested in a previous Microsoft roadmap, Microsoft Netherlands is suggesting that the OS is a matter of a couple of year's away, as the info is apparently buried in a press release which is celebrating Windows 7's 1st birthday - ahh.
The Dutch has been translated by Google translate, and reads: "Furthermore, Microsoft is of course the next version of Windows. But it will take about two years before "Windows 8" on the market".
Certainly there are many factors and obstacles that could end up delaying Windows 8, not least wanting to get it absolutely bang on. And in light of the success of Windows 7, and the previous OS failure of Vista, we wouldn't have thought Microsoft would be in a huge rush.
How are you getting on with Windows 7? Let us know in the comments below.
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$2 Off Cocktails
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Don't miss our Annual Gift Card & Merchandise Sale that begins Thanksgiving Weekend and runs through Christmas! Shop early for best savings!
Lucky Hour
Lucky Hour 4-6pm Monday - Friday and now Sunday's All Day!. $1 off Drafts - Coors Light, Miller Lite, Guinness, A Seasonal Brew from Woodstock Brewery, Sam Adams and Sam Seasonal. $2 off all Cocktails and House Wines and $1, $2, $3 Mini Appetizers - Chips and Salsa, Celery, Carrot Sticks and Hummus or Pigskins and Buffalo Wings! Don't forget to complete a Lucky Hour Entry form for a chance to win a great prize every month. Do not need to be present to win!
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Pub Club members receive a $10 'thank you' every time they spend $150 at Patrick's. On Tuesday's, all food, beverage and merchandise purchases count double towards that end.
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Wednesday is Ladies Night! 1/2 Price drinks for the ladies after 5pm, and special 'ladies only' prizes during the evening.
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Operation Quality Time (QT) is hosting its first charity golf tournament for K-12 children's program on Saturday, Sept. 17 at Club West Golf Club, 16400 S. 14th Ave. in Ahwatukee Foothills. Proceeds will benefit after-hours school programs and activities. Registration is from 6 to 6:45 a.m. with a 7 a.m. tee time. The $80 entry fee per golfer includes prizes, raffles, golf contests and lunch.
For more information, contact Vince Petroniero at firstname.lastname@example.com or (480) 993-8941.


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A Choice Hotel in Hollywood you will love is Quality Inn & Suites Hotel. We've built an outstanding reputation over the many years we've been in business and are always praised for our friendly staff, affordable rates, and convenient amenities. We are dedicated to providing our guests with an enjoyable experience while they're staying with us. We can offer you many exceptional services you need and we will make sure to always fulfill your needs. Our staff are experienced and skilled in providing our guests with what they need to be satisfied. We are a pet friendly and smoke-free hotel that welcomes individuals and groups of all sizes.
As a Choice Hotel in Hollywood, we are proud to provide our guests with parking, housekeeping, car rental, and many other great amenities they need. We also provide all of our guests with free Wi-Fi access and a free continental breakfast every morning. For a small fee, you can take advantage of our shuttle service to explore all that South Florida has to offer. We can drive you to and from the local beaches, restaurants, nightlife, tourist attractions, Fort Lauderdale-Hollywood International Airport, and the Miami and Port Everglades Cruise ports. We recently renovated our guest rooms and decorated them beautifully to ensure you are comfortable and enjoy staying with us.
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text:
- Send a short to medium email to firstname.lastname@example.com. If you go this route, the message must include no attachments. It comes to me via satellite, and it'll get completely blocked if the message is anything larger than a simple text email. I'll check this email once every few days.
- Leave a phone message on my regular cell phone. 760 920 1403. I'll check that once a week or so.
- For bookings in the Tetons, contact Exum Mountain Guides at 307 733 2297. They have access to my entire availability July 13 through September 3. They may have to dig a little, but everything I'm doing in that time line is booked through Exum.
Thursday, May 19, 2016
Three Things Thursday. Issue #17
Tuesday, April 26, 2016
Come ski with me! Alaska. May 19-30, 2016.
Skiing Alaska has got to be a lifetime highlight for most skiers. It's simply on another level. I have one (possibly more than one...) spot open on a customized fly-in ski mountaineering basecamp (like fricken Jeremy Jones would do) May 19-30 this year. It's relatively last minute, but should be an amazing time. Alaska has been warm down low, but has absolutely fat snowpack up high. (Alyeska reports over 700 inches for the season!). PM me for info on this fairly unique spin on the Alaska ski vacation. And check out the video for a past trip.
Thursday, March 31, 2016
Three Things Thursday. Issue #16
03.01.16 | The Tetons TBT…to charging couloirs last week… I love this pic, but I'm more proud of the moments that preceded it… These coulies are intimidating. Steep, narrow, dark walls, no viz, a line you've never skied that curves out of sight… The moment you first stand atop your line is something else. Legs barking from a 3k to 4k foot skin up…out of breath from the transition from climbing to skiing mode… After the serenity of the skin up, you're always slightly frazzled when you slide over and eye it up. The routine is familiar…Jed drops first and skis it smoothly…but he skis everything smoothly. A few seconds later, he radios back up that it's Corey's turn to drop. You can feel his intensity…and down he drops…and out of sight. And there you are…alone in the clouds, with nothing but your thoughts. Moments later the radio crackles to life, which instantly produces the adrenaline burst…"OK, Chad, you're clear. And there's a sweet inside line on skier's right. Take it." And just like that, you're up… The first thoughts always seem to be negative… Fuck, this is steep. Will I eat shit? Are there rocks in there? Could it still slide? What happens if I get hurt? Or lose a ski? Blah blah blah. This is the crux. Forcing yourself to set those negative thoughts aside. Fuck that noise and turn it into… Wow, this looks sick. What would happen if I charged it like I'm in a ski mag? What if it's the line of my life? That's when you take a breath, sigh out the adrenaline and grab the radio… "Copy that, Jed. Drrrrrroooopppping." You make that first tentative turn across the fall line to feel the snow…nothing…it's quiet and creamy… it's on. So you just fucking point it…the snow starts spraying across your chest and into your beard…and this happens. It's a sweet pic, but I like it mostly because it is the embodiment of what the mountains have taught me. This has been a brutal week and I find myself standing atop a line I never anticipated I'd need to descend. But that's life. I'm just telling myself to trust the lessons I've learned in the mountains. Don't be afraid of change, challenges or the unknown. Look them in the eye. Charge them. And then fucking send them.
A photo posted by Chad Buelow (@chadbuelow) on
03.03.16 | Dornan's Well, for those who get me, you'll understand why the pic I post on a 5k foot, 3 couloir day in the Tetons is a pic from the bar... Where the views are as epic as the sending...Teton panorama washed down with a pitcher of Pako's IPA, while @jediahporter drops knowledge on @calancaff... Wish I could bottle this moment... #BigwoodSpringBreak16 #CoulieLyfe #LifeLessons #chadandjedshow #chadandcoreyandjedshow
A photo posted by Chad Buelow (@chadbuelow) on
Saturday, March 12, 2016
15k day.
|Early morning, snow squall. Up Olive Oil.
|Wildlife. The Tetons are smack in a fricken wildlife safari. After skiing the Banana Chute on Prospectors Mountain, with no photos, I climbed the south east side of Prospectors to the back of the Son of Apocalypse couloir.
|Son of Apocalypse. Tracked, but great.
|While I am not totally averse to the action selfie, a day paced like this one is not the time or place. This is the best I could do. Mainly powder skiing all day long.
|The last two laps were on a familiar skin track up Whympys, with the final trip to the summit of Albright. Where I had not been before.
|Summit of Albright, 5:16pm. Downhill!
|I wish I could say I entertained profound thoughts about wilderness and weather and mountain vistas while gliding across Phelps Lake and down the Moose-Wilson Road. However, it was a brain-dead slog under beautiful light.


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Local Area:
Living in St. Petersburg, there is endless activities and attractions, ranging from spending the day at the beach to shopping at the mall to strolling in downtown St. Pete. across the boardwalk where there are endless shopping attractions and food establishments. There is bowling, ice rinks during the winter season, movie theaters, the Saturday morning market to support local townspeople, and museums. If one can get into Tampa, a short drive from here, they can go to football and baseball games, Hard Rock cafe where it's legal to gamble, the international mall, and so much more. The area of St Petersburg has a generally positive outlook on the students who bring them a lot of business and give the students amazing discounts to encourage the support the students give them. Overall the local atmosphere is a very positive, inviting one.
Drug Safety:
Alcohol, Weed and Shrooms/Molly/Acid – Because of the alcohol policy on campus (put it (alcohol) in a cup and you can't get in trouble, regardless of age), it makes drinking a popular thing. Not everyone, but the good majority of eckerd kids drink regularly to heavily. Can't play drinking games or have single source containers (kegs, punch bowls) but camps safety isnt very strict and if you're smart about being sneaky you can get away with just about anything. Almost everyone smokes weed. People are high evrywhere you look. Even student government officials are serious stoners. It is definitely part of eckerd culture to smoke weed. There's not a lot of peer pressure to smoke though. You won't be treated any differently, but most people probably pick there friends based in part on this. Psychedelics like shrroms, Molly and acid are prevalent on campus. There is an entire dorm, Kappa, that is almost entirely druggies. Put it this way, if you didnt do drugs, you would have no reason to live in that complex. It's also somewhat secluded so it doesn't affect other students too much. On the night of the school carnival (Kappa Karnival) which takes place on the field outside Kappa dorm, everyone is on something. It's crazy.
St Pete has a great climate, pretty much all year round. There really isnt ever a need for a 'winter coat'. It's sunny almost every day, and most students take advantage of that. However, if it's not sunny ( overcast, rainy, chilly) the options of activites is severly limited. But without those days some (most) students would never get homework done.
Diverse, Just Not Colorful – Eckerd has a ton of foreign kids, who represent a variety of different countries and cultures. There is definitely a sense of diversity among cultures here. However, there is a noticeable lack of color on campus. There is a diverse population of economic backgrounds from the "1%" to those whose parents are on some type of public assistance. You will finitely see it all here regarding economic background. It's a pretty accepting place, big LGBT community that has little friction with non-gay students. Eckerd is not a religious place, unless you make it. If you want to be involves in that, there is definitely a place for you to do it, but is somewhat limited. We are definitely a liberal democratic campus. But politics don't play a major role on campus. If you don't want to hear about it or take part, it's easy to avoid.
Health & Safety:
Campus Safety Is a Joke – Campus safety officrs are a joke, in a good way. First, they're not sworn under an oath, which means that they don't have the power to arrest anyone. The chances of them calling the police in such a case are highly unlikely. Police presence on campus is limited to weekends and occasssionaly weekday nights but that is rare. The rule on alcohol for everyone regardless of age is; if it's in a cup, there's no problem. As long as whatever you're drinking (beer, hard alcohol whatever) is in a cup you can't get in trouble, even if you are under 21. RAs will even tell you, if they see you to just put it in a cup. It's seriously the greatest thing EVER. I have never felt unsafe on campus, ever. The most likely crime would be theft or drug related issues which are rare but do happen. But then again I smoke marijuana on my balcony on campus every single day and I've never gotten in trouble, not once.
No one takes public transportation., too complicated and unreliable. You have to have a car to go anywhere. But the car policy on campus and cost is so reasonable. Under $100 to register your car for the entire year, and that is the only fee you will pay for car related expenses on campus. Unless you get a parking ticket.
Campus Housing:
Upperclass Dorms Are Amazing – There are several different classifications of dorm rooms at eckerd.Traditional dorms, 2 people to a room, are ok. The rooms are big and each one has a huge window which is really nice. They aren't in the best shape, but the furniture in them is in ptty good shape, kind of depends on the room, but overall not bad. The one negative thing is the ceilings, they installed drop ceilings in all the rooms becua the ceilings have asbestos in them. So if the drop ceiling were to fall, you would be exposed to asbestos, which is midly concerning. Upperclassmen dorms are to die for, if you get the right room. I had the most amazing waterfront view from my room as a junior. We always joke that it's the cheapest waterfront view you will have have. Untilnyou experience it, it's hard to understand. Those dorms house 8 people to a suite, but no kitchen. It's a cool place to live, most on campus pasrties are there. The condition of the rooms is ok, but maintenance is very good about repairs. Housing process is pretty simple. It's a tad unfair, and most of it has to do with luck. So the lucky ones will get the best rooms. But class standing plays a significant role in the process as well. Most people (about 80%) live on campus. It's easier, and if you get a good room, you could have an amazing vi.
Campus Food:
The cafe varies in variety and quality of food based on time of year and meal of the day. We do have a local/organic day once a semester, called low carbon day, because all the food is from within 150 miles (low carbon footprint from transportation of food) or something and the food is AMAZING. But the regular days it's spotty at best. The dining hours are restrictive and there are not many options on the late night, unless you go off campus. And then you're options are limited to mcdonalds, Wendy's, taco bell; that sort of thing. One of the upper clansmen dorms (Omega) has a full kitchen equipped with stove, oven, dishwasher. There's decent cabinet and counter space. The quality of the appliances varies room to room, but maintenance is good about fixing things or replacing them very quickly. If something is broken or needs the attention of a professional, it will addressed typically within a day. Overall, food is not great, but there is definitely worse out there.
Health & Safety:
So So – What can I say. Security drives around in golf carts and you probably can outrun 90% of them. They need more emergency phones placed pretty much everywhere. However, the campus is a community in itself, so I felt very safe. Half of the boarder is along the bay, so you can feel safe at night walking closer to the coast than other Florida colleges.
Campus Housing:
Dorm Life Is Great – The dorms are not that luxurious or clean or quiet, but they sure are a fun time! If you are lucky and at least a Junior, you can get into Omega, a nice apartment-style dorm overlooking the water. This is the party dorm and is aslo a bit newer and cleaner than most on campus. Overall, I loved dorm life. But if you are a neat freak or constant studier, then I don't think its the best living environment.
Gated and Secure, but Crazy on the Inside – RA's ask you to please "crack open a window" if you are smoking pot, everyone drinks and brings bottles/cups anywhere they please. Occasionally, overly drunk underagers and campus bike vandalizers get written up, but I never was.
Awesome to Be One, but Little Support – The athletes are great and have a lot of fun together. Most the teams are of average talent/success, a few are really good, and a few are really bad.
Tons of international students and almost all 50 states represented by students.
Fantastic Education – Eckerd College helped me to achieve my dreams of completing college through its commitment to its students success. The professors are wonderful and helpful. I believe the education I received from Eckerd is second to none. I was not only given the opportunity to learn and reach my educational goals but also a love of learning. It is the learning that is important.
Campus Quality:
All of our facilities are clean and have the appropriate atmosphere. I am comfortable in every place.
Health & Safety:
There has been a recent event where a person had a gun near campus. The security contained the situation very fast. This event makes me feel safe on campus even if some situation happens.
Local Area:
There is always something to do on campus. Mainly because of the water bordering the campus. There is also a lot of things to do off campus, but you must own a car to get there. If you need to take a break there are places where the atmosphere is quiet and peaceful.
Campus Quality:
Amount of Study Abroad and Service Learning – Being an extremely eco-friendly school, Eckerd attempts to do its best with the Service Learning office to show those who want to help an amazing and informative time. There are often Saturday service trips, to any organization that you choose.In addition, Eckerd has some of the best study abroad offerings out there. With Winter Term trips being one of the best resources freshman can find for broadening their horizons, they are often 3-4 week trips that change peoples' outlooks on life.
Drug Safety:
Alright, but Need the Right Safety Zone – Drugs and alcohol are pretty popular on campus, but not in a way that is offensive. I was a little shocked when I learned Eckerd was apparently on the Reefer Schools List, because it doesn't appear that way at all. Granted there are often loud and crazy weekends, but nothing too bad. The amount of damage that occurs in these party dorms though, is nuts.
Profs Really Help With Work – I love my professors office hours and how available they are to me when I need them. Granted I don't use them as often as I should, but various tutoring sessions and review sessions for all areas are often available when needed and are effective.
Health & Safety:
It is a safe environment with strict rules but has a reputation of drug
To go to Eckerd you need a car, or a least a bike. Getting off campus with out a car or bike can be very difficult since we are located on a large 6 lane road, which can be terrifying to cross. If you do have a car though, parking isn't so bad. There is always an available parking spot somewhere. However, if you are a freshman you MUST park in the freshman parking lot, unless you want a ticket of about $100.
Campus Quality:
Eckerd offers so many study abroad trips for a semester and for winter terms. Eckerd is also one of the only schools i know of that allows pets to live on campus. There are always tons of events like Kappa carnival, The Go Party and many others!
Sunny Is Sweet Rainy Is Swamp – When the sun is shining, the campus is beautiful! when it is raining, the ground becomes very muddy and is very inconvenient when walking on grass. There are a lot of sidewalks though so it isn't too bad
Learning Cultures – There are many student at Eckerd that are from all around the world. From the UK to Saudi Arabia, you can meet and socialize with students and learn about their culture!
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Eckerd is a really unique school with hundreds of quirky and charming dimensions, but it's not for everyone. For some, the school is too small, offers limited major options, and has a somewhat repetitive social scene that can make Eckerd fell less like paradise and more like a very, very small tide pool. But for those who continue on at the College for all four years, there are some great memories to be had and life-long connections with both peers and professors to be made. Profiled in the book "Colleges That Change Lives," Eckerd is a school with a lot of potential, opportunities, and amazing experiences, but it is up to you to get involved and craft your own experience for the next four years of your lives.
However, there's no arguing that the faculty is amazing, the level of interaction is great, and the location is paradise. Eckerd is one of those schools where the world is at your fingertips—students can do everything from participate in a spring break service project overseas to work at the waterfront. There are countless varied activities to help students get involved in all aspects of campus life from academics to international aid or club sports, and there is a slew of support from peers, professors, and alumni to help make your dreams into a reality. Plus, all of this in a setting where the sun sets over your backyard and a walk along the water brings just one more dolphin sighting! For most, it's hard to believe Eckerd is a college and not just perpetual summer.
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Advanced Vendor Intelligence
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Shawn Scofield is a seasoned veteran when it comes to architecting sleek, intuitive and scalable front-end solutions. Shawn is currently working on our state of the art React implementation and expects to contribute many of his projects back to the development community. Shawn prides himself in being a part of the web 2.0 experience that is quickly replacing the antiquated set of applications and sites on the web. Shawn brings with him a wealth of experience from emerging companies such as SingleHop, Caxy, and SiteCanvas.
Rane SimonsData Scientist
Rane Simons studied Mathematics and Computer Science at the University of Illinois at Urbana-Champaign. His areas of expertise are query optimization, data crunching, and applying mathematics to solve complex analytical problems. Rane is responsible for building our micro services and is a key team member in creating new features for our application. In his spare time, Rane is working on using pure statistical analysis to "Beat the Streak" with the goal of projecting 56 hitters in a row in the upcoming MLB season.
Mike FalkowskiFull Stack Developer
Mike Falkowski is a full stack developer that loves the art of visualizing data patterns. Mike studied Physics at the University of Chicago and while pursuing his education, worked at a number of companies such as kCura and LearnPad. Mike is an expert in React, Flux, Babel and other front end technologies. In his spare time, Mike likes to build new and innovative games as well as learn emerging technologies.
Nathan LinebargerMicro Services Developer
Nathan specialized in building out new ThirdPartyTrust micro services. His focus is making sure that all code meet the companies stric SOLID principle development standards, are Pylint verified, and have sufficient unit test coverage. Nathan is a student at the University of Illinios at Chicago (UIC) earning a degree in Computer Science. On nights and weekends Nathan spends his free time crafting a book that outlines the most efficient standard for unit testing in a microservices architecture.
Bradley CicenasDevOps Engineer
Bradley is responsible for the setup and management of the advanced infrastructure utilized to run the various ThirdPartyTrust environments. Must have features such as high availability, massive scaling, redundancy, encryption, and data backups are all implemented under Bradley's tutelage. Bradley enjoys leveraging and continuously finding ways to improve the Docker, Ansible, and Jenkins tool-sets.
Bill DelaneyCorporate Counsel / Chief Revenue Officer
Bill is a founding partner of Delaney Law, a boutique Corporate and Commercial Litigation firm located in the heart of Chicago. He is experienced in the areas of corporate strategy, international business, and commercial litigation in federal, state and appellate courts. Prior to founding Delaney Law, Bill was involved in, as founder, co-founder or advisor to, a number of successful start-up companies both domestically and abroad.
Robert AllenSenior Advisor
Robert Allen is an accomplished executive and Corporate Officer with specialized expertise in security, risk, and business and technology operations. He's the Chief Information Security Officer at GE Healthcare and has previously served as the Chief Security Officer at CNA Financial as well as on the Board of Advisors for IBM Security Services.
Preeminent Board of Advisors
ThirdPartyTrust is fortunate to have guidance and counsel from our exceptional Board of Advisors. The Board is composed of C-level security executives and corporate officers from leading firms:
LeRoy Foster
Chief Information Security Officer, Advocate Health Care
John Hochevar
Information Security Officer, American Transmission Company
Bradley Schaufenbuel
Chief Information Security Officer, Paylocity
Ankur Goel
Director, Value Chain Strategy and Innovation, Samsung
Michael Eisenberg
(former) Chief Information Security Officer
Larry Lynch
Chief Security Officer, Northern Trust
Robert Allen
Chief Information Security Officer, GE Healthcare
Get Connected
Feel free to provide some feedback, give us suggestions, or just say hello!


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Absa Bank salient features
Absa Bank Limited is a wholly owned subsidiary of Barclays Africa Group Limited (formerly Absa Group Limited). All current and historic investor relations information relating to the Group can be found at www.barclaysafrica.com
30 June
June 2015
2016 2015
Statement of comprehensive income (Rm)
24 467
22 391
46 076
Operating expenses
13 115
12 717
26 390
Profit attributable to ordinary equity holder
4 452
4 677
9 726
Headline earnings1
4 641
4 655
9 657
Statement of financial position
Loans and advances to customers (Rm)
620 901
577 466
602 002
Total assets (Rm)
947 241
859 143
936 141
Deposits due to customers (Rm)
557 940
546 128
560 650
Loans-to-deposits and debt securities ratio (%)
Financial performance (%)
Return on average equity
Return on average assets
Return on average risk-weighted assets
Non-performing loans ratio2
Operating performance (%)
Net interest margin on average interest-bearing assets
Impairment losses ratio2
Non-interest income as a % of revenue
Cost-to-income ratio
Effective tax rate, excluding indirect taxation
Share statistics (million) (including "A" ordinary shares)
Number of ordinary shares in issue
Weighted average number of ordinary shares in issue
Weighted average diluted number of ordinary shares in issue
Share statistics (cents)
Headline earnings per ordinary share
1 123.2
1 174.9
2 405.2
Diluted headline earnings per ordinary share
1 123.2
1 174.9
2 405.2
Basic earnings per ordinary share
1 077.4
1 180.5
2 422.4
Diluted basic earnings per ordinary share
1 077.4
1 180.5
2 422.4
Dividends per ordinary share relating to income for the reporting period
2 365.6
Dividend cover (times)
Net asset value per ordinary share
14 181
13 820
13 537
Tangible net asset value per ordinary share
13 746
13 435
13 037
Capital adequacy (%)
Absa Bank Limited2
Common Equity Tier 1 (%)
Absa Bank Limited2
1 After allowing for R168m (30 June 2015: R159m; 31 December 2015: R321m) profit attributable to preference equity holders. 2 The calculation of the NPLs ratio has been changed to also include loans and advances to banks. Based on the previous methodology the NPLs ratio would be 3.7% (30 June 2015: 3.4%; 31 December 2015: 3.3%).
Absa Bank Reports
SENS or Regulatory Announcements
Absa Dividends
Key Dates
Key dates for the annual dividend for the reporting period 31 December 2015 and the interim dividend ended 30 June 2016.
1 March 2016 Announcement of 2015 full year results 1 March 2016 Final dividend declaration date 1 April 2016 Last day to trade 4 April 2016 Ex-dividend date 8 April 2016 Final dividend record date 11 April 2016 Final dividend payment date 17 May 2016 Annual general meeting
2 August 2016* Interim results announcement 2 August 2016* Declaration date 2 September 2016* Last day to trade 5 September 2016* Ex-dividend date 9 September 2016* Final dividend record date 12 September 2016* Payment date * Please note that these dates are provisional and are subject to change
Our Dividend History
Reporting period
Payment date
Amount (cents per share)
December-15 201 1 March 2016 11 April 2016 3 395,4 June-15 19 29 July 2015 14 September 2015 3 282,8 December-14 18 2 March 2015 30 March 2015 3 210,9 June-14 17 30 July 2014 15 September 2015 3 197,5 December-13 16 10 February 2014 30 March 2014 2 979,3 June-13 15 30 July 2013 16 September 2013 2 999,5 December-12 14 12 February 2013 8 April 2013 2 950,6 June-12 13 27 July 2012 10 September 2012 3 134,7 December-11 12 10 February 2012 2 April 2012 2 827,2 June-11 11 2 August 2011 29 August 2011 2 858,3 December-10 10 15 February 2011 14 March 2011 2 887,6 June-10 9 4 August 2010 30 August 2010 3 197,5 December-09 8 16 February 2010 15 March 2010 3 280,3
Absa Credit Rating
Standard & Poor: 9 March 2016
Moody's: 10 March 2016
Fitch: 4 March 2016
Barclays Africa Group
Absa Bank
Absa Bank
Absa Bank
Barclays Africa Group
Short-term zaA-2 zaA-1 Prime-1.za F1+ (zaf) F1+ (zaf) Long-term zaA zaAA- A1.za AA (zaf) AA (zaf)
Stable Stable
Local Currency
Short-term Prime-2 - - Long-term Baa2 BBB- BBB-
Stable Stable Stable
Foreign Currency
Short-term Prime-2 F2 F2 Long-term Baa2 BBB- BBB-
Negative Stable Stable
Bank Financial Strength
C- Baseline Credit Assessment Baa2 - - Viability Rating - bbb- bbb- Group credit profile bbb- bbb- - - Outlook On Review - - Support -1 - 3 4 Counterparty Risk1 Baa1 (cr)/P-2 (cr) - - 1The CR Assessment is an opinion of the counterparty risk related to a banks covered bonds, contractual performance obligations (servicing), derivatives, letters of credit, guarantees and liquidity facilities and was first assigned on 23 June 2015 following the publication of Moody's new bank rating methodology. Standard and Poor's ratings services assigned its 'zaAA-' long-term and 'zaAA-' short-term South Africa national scale ratings to Barclays Africa Group Limited and it subsidiary Absa Bank Limited.
Debt Investors
The Debt Investor pages contain information and documents regarding our capital markets activity.
Domestic Medium Term Note Programme
Notes issued under Absa's DMTN programme.
Issue Date Name Size 21/10/2014 DMTN Programme Memorandum 4,45mb 13/01/2012 Notice of DMTN increase 82kb 11/08/2008 DMTN Programme Memorandum 768kb
2015 Pricing Supplements
2014 Pricing Supplements
2013 Pricing Supplements
2012 Pricing Supplements
Issue Date
13/01/2012 ABS5-4 156kb 06/03/2012 ABS7-5 168kb 15/03/2012 ABFN06 116kb 15/03/2012 ABFN06-2 116kb 15/03/2012 ABFN07-2 172kb 15/03/2012 ABFN08-2 168kb 15/03/2012 ABFN09-2 164kb 15/03/2012 ABS6-3 168kb 15/03/2012 ABS7-6 160kb 15/03/2012 ABS10-2 116kb 15/03/2012 ABSI3-2 248kb 20/03/2012 ABS9-2 320kb 07/05/2012 ABFN07-3 160kb 05/06/2012 ABFN07-4 156kb 21/11/2012 AB010 252kb 21/11/2012 AB011 252kb 21/11/2012 AB013 244kb
2011 Pricing Supplements
Issue Date
17/03/2011 ABFN05 240kb 17/03/2011 ABFN06 236kb 17/03/2011 ABFN07 240kb 17/03/2011 ABFN08 240kb 17/03/2011 ABFN09 240kb 17/03/2011 ABS6-2 224kb 17/03/2011 ABS7-4 228kb 17/03/2011 ABS9 228kb 17/03/2011 ABS10 228kb 17/03/2011 ABSI3 356kb 17/03/2011 ABSI4 360kb 13/04/2011 ABFN05-2 240kb 12/05/2011 ABFN05-3 144kb 02/06/2011 ABFN05-4 164kb
2006 - 2010 Pricing Supplements
Issue Date
27/03/2006 AB06 68kb 02/03/2007 AB07 52kb 23/10/2007 ABN17 68kb 07/03/2008 ABN17-2 68kb 17/03/2008 ABN17-3 68kb 18/03/2008 ABN17-4 68kb 27/03/2008 ABN17-5 68kb 01/04/2008 ABCPI1 188kb 03/04/2008 ABCPI1-2 88kb 04/04/2008 ABCPI1-3 84kb 17/04/2008 ABN17-6 68kb 18/06/2008 ABCPI1-4 84kb 23/06/2008 ABCPI1-5 84kb 02/07/2008 ABCPI1-6 88kb 03/09/2009 ABCPI2 148kb 11/06/2009 ABSI1 152kb 09/07/2009 ABS5-2 128kb 09/07/2009 ABS5-3 84kb 10/12/2009 ABCPI3 108kb 25/01/2010 ABS7-2 140kb 28/01/2010 ABSI2 168kb 25/02/2010 ABFN04 84kb 21/04/2010 ABS7-3 140kb 03/05/2010 AB08 152kb 03/05/2010 AB09 168kb
A culture of growth
Absa's growth is partly linked to our ability to identify and address the requirements of the emerging market, while growing shareholder value.
Through working with the Financial Sector Charter (FSC) and the Codes, we aim to achieve and exceed where possible:
- The South African demographic representation of society in our customer base
- The statutory targets at all levels of employed personnel
- A culture, underpinned by the Absa values, in which all employees can engage in and feel a part of
- Discernable participation in support of the national priorities of the South African Government
When Absa's transformation strategy was developed we were mindful to approach it in a tactful and non-offensive manner. We took into consideration the business realities and required our employees to embrace transformation and include it within their work space.
Human Resources
Absa believes that the key to success lies in highly capable, empowered and motivated employees who, as stakeholders, help shape our group's sustainable future. As we strive towards a high-performance culture, our key objectives are to value and build diversity (both internally through employment equity and externally through leadership programmes), and to empower all employees to reach their full potential through skills development initiatives.
Due to historical factors, there are demographic categories that still experience vestiges of inequality and disadvantage due to gender, disability and other forms of being different. The previous economically-misaligned education system has contributed to the labour market still lacking the adequate supply of appropriately qualified and skilled people, particularly among the disadvantaged groups.
Absa has therefore committed itself to contribute towards redressing these anomalies. In doing so, the Absa Transformation and Employment Equity strategy is designed to correct the limitations faced by designated groups at the workplace through a comprehensive and robust employment equity and diversity management programme. In embarking on this process, Absa is fully aware of the challenges of the urgent needs to meet the reasonable expectations of those who were prejudiced by the past and those who are apprehensive about the future. In the spirit of pursuing a common and imperative destiny, leadership will demonstrate character and integrity and employees will reciprocate commitment and passion in pursuit of a transformed Absa.
To ensure that every employee of Absa is fully developed and given recognition for their contribution, a number of transformation programmes are in place. For example, the Group has set statutory targets for itself that are more challenging and stretch over a period of 5 years, ranging from Top Management to Junior Management. Talent pipelines are to be aligned with the employment equity and transformation strategy, and there is a 10 point Executive Committee plan that seeks to change and make the culture and environment inclusive of all employees. There is also active support to ensure there is accommodation for employees with disabilities, to name but a few.
There is no doubt that transformation and employment equity has taken the centre stage within Absa. The Group is currently enjoying the success of not only embracing diversity, but leading it. Continuous engagement in performance management and fostering a culture of creating winning teams is yielding good fruit.
Procurement Partners
Absa supports preferential procurement as a lever for economic transformation and Broad-Based Black Economic Empowerment (BBBEE). We are committed to working with our existing suppliers to transform themselves, as well as sourcing products and services from new suppliers that embody the principles of transformation.
For transformation to be sustainable, prices and service levels need to be competitive. Absa therefore assists its suppliers to be competitive through local and global benchmarking and sourcing processes where the entire supplier offering is evaluated, including BBBEE contribution level, price, service and quality.
By using its buying power, Absa has also been instrumental in many of its suppliers producing their own BBBEE scorecard and submitting to a verification of their BBBEE status. The number of new verification certificates and the improvement in our own preferential procurement score demonstrates that suppliers have an improved understanding of where they are at and can take further steps to improve.
Enterprise Development
Absa views Enterprise Development as an integral part of developing and fostering Black small- to medium sized enterprise (SME) development in South Africa. Absa firmly supports, and views itself as an integral part of the National Agenda in promoting a thriving SME sector as part of its poverty alleviation initiatives.
While financial support is a key driver of success in a business, access to markets and building business skills are significant challenges faced by SMEs. A business without a client or customer is no business at all, regardless of how well funded, managed, or how valuable the service. Through innovation, alignment, facilitated linkages and thought leadership, our approach to Enterprise Development is founded on three pillars – giving SMEs access to finance, markets and non-financial business support.
Our Absa Enterprise Development Centres were established to provide and deliver support and services to Entrepreneurs and SMEs - for strengthening the job creation potential, productivity, sustainability and competitiveness of these enterprises in the form of infrastructure, financial literacy, business skills and mentorship.
These centres are points of destination where SMEs can access non-financial support in the form of advice and other related services. Some of the business development services offered to SMEs include:
- Hot-seats/workstations and boardroom(s)/meeting rooms with telecom facilities for EDC members.
- Advisory services on:
- Absa ED offerings (including the Procurement Portal, Procurement Finance and Developmental/Equity Funding).
- Workshops focusing on:
- Business plans (review), cash flows, licenses, permits, registration regulations and documents required to start and/or register a business, tax compliance etc.
- Entrepreneurial skills development, financial literacy, business principles etc.
- Provision of network platforms through seminars etc.
Absa does more than help small business owners to manage their own businesses -- we assist them to identify potential opportunities for their businesses. Penetrating existing markets, or creating new markets, is not an easy feat when larger, more established competing businesses already exist. In South Africa, Absa's virtual marketplace, called the Procurement Portal, allows SME suppliers to be visible to corporate and parastatal buyers to help them access new markets, to excel and realise their full potential.
Ownership and Control
In July 2004, Absa became the first of the big banks to conclude a significant BEE transaction when it sold 10% of its equity, with full voting rights, to the Batho Bonke empowerment consortium, which is broad based and extends over the entire spectrum of the empowerment landscape. An additional 1% of Absa's equity was set aside for an Employee Share Ownership Programme.
Following the implementation of the Batho Bonke transaction, a broad base of previously disadvantaged persons across the country's nine provinces became the collective owners, with full voting rights of 73,1 million Absa shares, representing a 10% stake in the Absa Group. According to information supplied to Absa from Batho Bonke, more than 1,2 million previously disadvantaged people – nearly 2,6% of South Africa's population – have benefited from Absa's empowerment transaction. Participants comprise groups and individuals, including community trusts, women's groups, BEE companies, stokvels, small and medium businesses and individuals with standing in the community.
Absa has always recognised that the growth of the South African economy largely depends on the extent to which historically disadvantaged South Africans participate meaningfully in the economy. For this reason, Absa has aimed and continues to aim to facilitate increased participation by enhancing its engagement with black people and black-owned companies as shareholders, customers, suppliers, employees and members of the community.
Empowerment Financing
Absa provides financing to multiple BEE initiatives. In one of its BEE transaction financing initiatives Absa underwrote a project finance revolving facility for R300 million for the Trans-Caledon Tunnel Authority for the Berg Water Project. This financing is going towards the construction of a dam with a gross storage capacity of 130 million m3 on the Berg River and a supplemental scheme on the Dwars River outside Franschhoek.
Absa has also underwritten a revolving project finance facility for R1 billion and a bridging facility for R100 million. These funds will be used for the Vaal River Eastern Subsystem Augmentation Project, which involves the construction of a 122 km pipeline to deliver water from the Vaal Dam to the Knoppiesfontein diversion structure, which discharges into either the Trichartsfontein or Bosjesspruit dams near Secunda.
Financial Services Access
Our customers are the cornerstone of our vision to become 'the go-to bank in South Africa and the rest of Africa'. To do so, we need to empower existing customers to achieve their dreams and ambitions, and we need to provide relevant products and services to untapped markets. Our Customer Charter sets out our commitment to providing the highest standard of customer service by offering relevant financial advice, products and services.
One of our key business imperatives is to increase our share of the black market. The challenge lies in educating the 'un-banked' sector (those individuals who have never used banking services before), providing products that are relevant and affordable to them, and increasing Absa's physical footprint in communities where our services do not currently exist.
Consumer Education
Our customers are the cornerstone of our vision to become 'the go-to bank in South Africa and the rest of Africa'. To do so, we need to empower existing customers to achieve their dreams and ambitions, and we need to provide relevant products and services to untapped markets. Our Customer Charter sets out our commitment to providing the highest standard of customer service by offering relevant financial advice, products and services.
One of our key business imperatives is to increase our share of the black market. The challenge lies in educating the 'un-banked' sector (those individuals who have never used banking services before), providing products that are relevant and affordable to them, and increasing Absa's physical footprint in communities where our services do not currently exist.
Corporate Social Investment
Absa's Corporate Social Investment (CSI) is aimed at facilitating and creating platforms for contributing to nation-building by delivering on the Group's mandate towards social upliftment while enhancing business relevance and sustainability.
Absa CSI is viewed as a business imperative and a contribution to Absa's goals, to the country's social, development and economic needs and to making a difference in the lives of the underprivileged.
Key to Absa's CSI strategy are deliberate partnerships with government and reputable non-profit organisations whose development goals are aimed at viable, innovative and sustainable solutions in response to national and global priorities. Absa's CSI projects are therefore aimed at addressing social and economic disparities and responding to government's developmental priorities. Programmes are implemented within the following focus areas – Education; Health and Disability; Entrepreneurship; Environment as well as Heritage and Preservation. Projects are implemented in an integrated manner through the Absa Foundation, business units and Absa Executives.
Basel Rating
The Basel Committee on Banking Supervision developed the Basel II Accord with the aim of strengthening the soundness and stability of the banking system and promote the adoption of stronger risk management practices by the banking industry.
Basel II comprises three pillars:
- Minimum capital requirements
- Supervisory review
- Market discipline (disclosure)
Absa implemented Basel II from 1 January 2008. The market discipline (Pillar 3) sets out certain disclosure requirements and states that banks' disclosures should be consistent with how Senior Management and the Board of Directors assess and manage the risks of the bank.
The Absa Pillar 3 disclosure document endeavours to cover the requirements relating to capital-adequacy, risk profile and risk management practices not covered in other public documents or arenas, and as far as these are prescribed by regulation 43. Where considered appropriate some additional information has been included in the document.
Customer Service Charter
As one of South Africa's leading financial services providers, we at Absa, aim to change the face of banking. That's why we're totally committed to the Code of Banking Practice, and accept all legally binding judiciary rules as recommended by the Ombudsman for Banking Services (OBS) (previously - Bank Adjudicator). Your experience with Absa is important to us, and in striving towards service excellence, we need your help.
Please assist us by rating our service. After all, it's about listening, learning and growing together. We have defined our dispute resolution process in order to deal with all complaints.
Customer Charter
Banks who are members of the Banking Association, agreed to be bound by the jurisdiction of the OBS on a voluntary basis. In other words, there is no law that requires banks to belong to the OBS scheme. However, if a bank does not want to be subjected to the OBS, the said bank may not be a member of the Banking Association. The OBS Office is an independent and impartial Section 21 company (not for gain). The OBS Office reports to the OBS Board - not to the Banks.
Independence of the OBS
The Ombudsman acts independently and objectively in resolving disputes and is not influenced by anybody in making decisions.
Power of the OBS
The OBS resolves disputes by using the following criteria:
- The law
- Applicable industry codes or guidelines
- Good banking practice
- Banking practice in other jurisdictions
- Fairness in all the circumstances
Procedure to resolve complaints
The OBS may make use of the following to resolve a complaint:
- Assessment of the merits of the case
- Mediation between the parties
- A written recommendation describing how the matter should be resolved and the reasons for the recommendation
- The OBS may personally make a binding written determination, based on the law or the Code in a case where a recommendation has not been accepted by all the parties concerned
Jurisdiction of the OBS
The OBS can handle a complaint if:
- The complainant is a customer of the bank
- The complainant - if a small business, partnership, association, trust or close corporation - does not have a turnover exceeding R10 million per annum
- The claim is for R2 million or less
- The complainant has, without success, raised the complaint with the bank
- The complainant has obtained (or tried to obtain) a complaint reference number from the bank
- The complaint concerns the bank's own products or services, or advice given by the bank's own staff regarding its own (or another institution's) products
- There has been misadministration on the part of the bank leading to some significant loss, distress or inconvenience
The OBS cannot handle a complaint if:
- The claim is (or has been) subject to legal action
- The case would be more appropriately handled by a court (e.g. evenly balanced disputes of fact, third party involvement and complex issues)
- The bank has exercised its commercial judgement (e.g. called in a loan or increased administration fees)
- The cause of the complaint arose over three years ago
- The claim has prescribed (i.e. is older than the legal time limit)
- The complaint is pursued in a frivolous, vexatious, offensive, threatening or abusive manner
Code of Banking Practice
The Code of Banking Practice is a voluntary code that sets out the minimum standards for service and conduct customers can expect from the bank with regard to the services and products it offers, and how the bank would like to relate to customers.
The Code will be a guide for customers when they transact with their bank and it will help them better understand their rights and responsibilities as well as the bank's responsibilities in serving customers.
Absa is committed to meeting the standards set out in this Code. Our relationship with customers will be guided by four key principles, namely fairness, transparency, accountability and reliability.
- The Code aims to promote good banking practices by:Setting minimum standards for banks when dealing with their customers.
- Increasing transparency so that customers can have a better understanding of what they can reasonably expect of the banks' products and services.
- Promoting a fair and open relationship between banks and their customers.
- Fostering confidence in the banking system.
Although the COBP is based on self-regulation and exists as a voluntary code of conduct, there is other legislation, which has an impact on the relationship between a bank and its clients, and therefore has an impact on the COBP.
Acts that have a bearing on the COBP include:
- Consumer Protection Act (2008)
- National Credit Act (2005)
- Financial Advisory and Intermediary Services Act (FAIS) of 2002
- Financial Intelligence Centre Act (FICA) of 2001
- Financial Services Ombud Schemes Act of 2004
- Promotion of Equality and Prevention of Unfair Discrimination Act of 2000
- Promotion of Access to Information Act of 2000
Dispute Resolution
Should you have any comments, complaints or compliments regarding our service or our dispute resolution process, please let us know. This feedback helps us to learn and to improve our service.
What you can expect:
- To have your concerns and complaints heard
- To be treated with dignity and respect
- To have your concerns and complaints treated with fairness
- To receive a quick and appropriate response to any complaints
- To have your concerns or complaints escalated where necessary
- To be thanked for raising your concern/compliment/complaint
Lodging a complaint
Should you have a complaint, please feel free to contact us via your nearest Absa Branch or by contacting us directly via email or telephonically
Should the complaint not be resolved immediately, Absa will register your complaint and provide you with a reference number.
Within 3 business days, you will be provided with a resolution or the estimated time required to resolve the complaint. In the unlikely event we cannot resolve your complaint within 20 business days, you will receive a letter of resolution/conclusion on our position or an indication of when we expect to reach resolution. If you are not satisfied with the resolution/conclusion, you are invited to escalate your complaint as indicted in the escalation process.
Internal dispute resolution
Section 6 of the Code of Banking Practice (COBP) deals with:
- The undertakings of the bank with regard to dispute resolution
- The bank's Internal Dispute Resolution Procedures (referred to as IDRP)
- The Ombudsman for Banking Services (referred to as OBS)
- Reference to FAIS
All the banks that are members of the Banking Association have adopted IDRP, which became effective on 1 April 2003.
The IDRP is in line with the requirements of the complaints procedures as defined in FAIS and specifically in the FAIS General Code (referred to as FAIS GC).
It is of the utmost importance that customers' disputes with the bank are addressed successfully.
The following are required of the banks with regard to internal dispute resolution:
- The bank's IDRP must comply with the standards determined by the Banking Association
- The bank must acknowledge a client's initial complaint within a set time period
- The bank must indicate to the client how long it will take to respond more fully to the complaint. This will happen when the bank
- Acknowledges receipt of the complaint and/or negotiates a resolution date acceptable to the client
- If a client requests it, the bank must provide him/her with information of the IDRP
- If a client wants to lodge a complaint, the bank must inform him/her how to do it
- If the client is not satisfied with the outcome of a complaint, the bank must inform the client what he/she can do next
- The bank must ensure that all staff in branches, client care staff or call centre staff assist a client with any queries and/or complaints
- The client can use the bank's website to obtain more information or to lodge a complaint
- Before the client lodges an official complaint with the OBS Office, he/she should first contact the bank to attempt to resolve the issues
- The bank must give the client a reference number for the complaint
Ombudsman for Banking Services
Formerly known as the Banking Adjudicator, the Ombudsman for Banking Services (OBS) offers a free service to customers, displaying impartiality, fairness and confidentiality. It is supported by all major banking institutions, including Absa, and the Ombudsman for Banking Services is Advocate Clive Pillay.
Structure of the OBS
Banks who are members of the Banking Association, agreed to be bound by the jurisdiction of the OBS on a voluntary basis. In other words, there is no law that requires banks to belong to the OBS scheme. However, if a bank does not want to be subjected to the OBS, the said bank may not be a member of the Banking Association. The OBS Office is an independent and impartial Section 21 company (not for gain). The OBS Office reports to the OBS Board - not to the Banks.
Independence of the OBS
The Ombudsman acts independently and objectively in resolving disputes and is not influenced by anybody in making decisions.
Power of the OBS
The OBS resolves disputes by using the following criteria:
- The law
- Applicable industry codes or guidelines
- Good banking practice
- Banking practice in other jurisdictions
- Fairness in all the circumstances
Procedure to resolve complaints
The OBS may make use of the following to resolve a complaint:
- Assessment of the merits of the case
- Mediation between the parties
- A written recommendation describing how the matter should be resolved and the reasons for the recommendation
- The OBS may personally make a binding written determination, based on the law or the Code in a case where a recommendation has not been accepted by all the parties concerned
Jurisdiction of the OBS
The OBS can handle a complaint if:
- The complainant is a customer of the bank
- The complainant - if a small business, partnership, association, trust or close corporation - does not have a turnover exceeding R10 million per annum
- The claim is for R2 million or less
- The complainant has, without success, raised the complaint with the bank
- The complainant has obtained (or tried to obtain) a complaint reference number from the bank
- The complaint concerns the bank's own products or services, or advice given by the bank's own staff regarding its own (or another institution's) products
- There has been misadministration on the part of the bank leading to some significant loss, distress or inconvenience
The OBS cannot handle a complaint if:
- The claim is (or has been) subject to legal action
- The case would be more appropriately handled by a court (e.g. evenly balanced disputes of fact, third party involvement and complex issues)
- The bank has exercised its commercial judgement (e.g. called in a loan or increased administration fees)
- The cause of the complaint arose over three years ago
- The claim has prescribed (i.e. is older than the legal time limit)
- The complaint is pursued in a frivolous, vexatious, offensive, threatening or abusive manner
Contact Ombudsman for Banking
Call Ombudsman: +27 (0) 11 712 1800
Sharecall: 0860 800 800
E-mail us at: firstname.lastname@example.com
Web address: www.obssa.co.za
The National Credit Act
The National Credit Act, which requires all financial institutions and lenders to register as credit providers, came into effect on 1 June 2007.
This Act aims to protect you by regulating our country's credit-granting practices so that you can benefit from a credit environment that is transparent, fair and responsible. Money can either restrict you because of debt weighing you down, or money can ease your mind and set you free to live your life as you choose. The money you work so hard for, can work even harder for you when you understand and manage it well. Absa looks forward to partnering with you in this rewarding journey.
What is the National Credit Act?
The National Credit Act (NCA) protects your rights as a consumer by regulating the granting of loans or credit. In short, it makes responsible lending a shared responsibility between you and your credit provider. By making your credit or loan applications transparent, fair and easy to understand, it gives you the knowledge and power to manage your debt effectively and pay it back comfortably.
The Act reminds you that you have both the right and responsibility to understand and question how your credit agreements are structured, what payments you will be required to make, and what the terms and conditions involve.
Which credit agreements are regulated by the Act?
- Loans
- Mortgages (Bonds)
- Overdrafts
- Credit cards
- Vehicle finance
- Any other personal finance
- Furniture finance
- Clothing accounts
- Store
Other Categories:
- Micro-loans and pawn transactions
- Any other type of credit or loan provided to you
How does the NCA benefit you?
The National Credit Act ensures that:
- You are not discriminated against when you look for credit
- You will be getting all the information you need on credit agreements in the official language of your choice
- You understand all the terms used
- You understand all fees, costs, interest rates, the total installment and any other details
- You are offered the best products for your needs and the most responsible lending options
- Your interest rate is reasonable
- You can speak to a debt counsellor should you experience difficulty with your repayments
- You can say no to increases on your credit limit
- You decide whether or not you want to hear about products or services from credit suppliers via telephone, SMS, mail or e-mail campaigns
What can you do to borrow affordably and wisely?
The following must be disclosed by the bank:
- Avoid buying goods on credit just because you can. Make sure that you really need them and that you can afford to pay for it over the long term
- Always pay off your monthly installments on or before the due date to keep interest rates to the minimum and maintain a good credit record
- Always pay off the loan with the highest interest rate first. This helps you to save on interest payments in the long run
- Only apply for credit from a registered credit provider, such as Absa
- Give the credit provider all the information they ask for to help them understand how much credit you can comfortably afford to pay back
- Avoid turning short-term debt (like credit cards) into long-term debt (such as your home loan) simply to increase your cash flow now. You don't want to repay last month's grocery bill over the period of your home loan, as you pay more interest over a longer period of time
- Live within your means by not spending more than you earn
- Find out what your credit rating is and update your information regularly
What is Absa's Language Statement of Intent?
The National Credit Act provides that a customer has the right to receive documents in plain and understandable language. The National Credit Regulator has approved for Absa to make these documents available in English and Afrikaans, but should a customer require assistance in another official language, this can be reviewed.
Email: email@example.com
Call the Credit Regulator on: 0860 62 76 27
Call us Toll-Free on: 0800 41 41 41
Email Credit Regulator at firstname.lastname@example.com
Web Address: www.ncr.org.za
Downloadable PDFs
Registered Office
7th Floor, Barclays Towers West
15 Troye Street, Johannesburg, 2001
Postal address:
PO Box 7735, Johannesburg, 2000
(+27) 011 350 4000
Transfer secretary
Computershare Investor Services Proprietary Limited
70 Marshall Street, Johannesburg, 2001
Postal address:
PO Box 61051, Marshalltown, 2107
(+27) 011 370 5000
(+27) 011 370 5271/2
Group Secretary
NR Drutman
7th Floor, Barclays Towers West
15 Troye Street, Johannesburg, 2001
Postal address:
PO Box 7735, Johannesburg, 2000
(+2711) 350 4000
PricewaterhouseCoopers Inc.
2 Eglin Road, Sunninghill, 2157
(+27) 011 797 4000
(+27) 011 797 5800
Ernst & Young Inc.
102 Rivonia Road, Sandton, Gauteng 2196
(+27) 011 772 3000
(+27) 011 773 4000
JP Morgan Equities Limited
(Lead independent sponsor)
No 1 Fricker Road, Cnr. Hurlingham Road, Illovo, Johannesburg, 2196
Postal address:
Private Bag X9936,
Sandton, 2146
(+27) 011 507 0300
(+27) 011 507 0353
Corporate and Investment Banking
(Joint sponsor)
15 Alice Lane, Sandton, 2196
Postal address:
Private Bag X10056, Sandton, 2146
(+27) 011 506 7951
(+27) 011 895 6821
(+27) 011 895 7809
Need more help?
Let one of our consultants assist you.
Call us on:
0800 41 41 41
E-mail us at:


text:
This page is part of Public Opinion on Global Issues. Download this chapter (PDF) or read more about world opinion on energy security.
November 19, 2009
This publication is now archived.
This page is part of Public Opinion on Global Issues. Download this chapter (PDF) or read more about world opinion on energy security.
Americans show high levels of concern about energy security. A large majority of the U.S. public believes that energy shortages and higher prices could lead to destabilization of the world economy, that competition for energy could lead to international conflict (and even war), and that the way the world produces energy is causing environmental problems. A large majority favors creating a new international institution to monitor the worldwide energy market. Download full chapter (PDF).
There is strong U.S. support for a variety of methods to address the problem of energy supply. Americans are in favor of putting greater emphasis on the development of alternative renewable sources such as solar and wind, requiring utilities to use more alternative renewable energy (even if this increases the cost), and providing tax incentives to encourage the development and use of such technologies. There is substantial optimism that investments in alternative energy will pay off economically in the long run. Americans also strongly agree that investing in renewable energy is important for the United States to remain competitive in the global economy. Download full chapter (PDF).
In general, the U.S. public strongly favors conservation. Specifically, it favors putting greater emphasis on modifying buildings to make them more energy efficient as well as requiring businesses to use energy more efficiently, even if this might make some products more expensive. Americans do not, however, favor an extra charge for the purchase of models of appliances or cars that are not energy efficient, and they are opposed to increasing energy taxes to encourage conservation. Nevertheless, a majority supports higher taxes if the revenues are earmarked for developing alternative energy or if the tax is offset by other tax reductions. Additionally, Americans are in favor of requiring automakers to increase fuel efficiency, even if this means the price of cars would go up. Download full chapter (PDF).
Americans oppose putting greater emphasis on building coal or oil-fired power plants. Expectations are high that the price of oil will rise dramatically over the next decade and most Americans say that their government should plan under the assumption that oil is running out and that a major effort is necessary to replace it. Americans lean against the idea of using military force to ensure the supply of oil. Download full chapter (PDF).
Fewer than half of Americans want to put a greater emphasis on building nuclear power plants. However, most Americans do not want to abandon nuclear energy, and when building nuclear plants is part of an effort to reduce reliance on oil and coal, a majority supports it. Download full chapter (PDF).
Americans express strong support for reducing reliance on undemocratic countries in general and on Middle East countries in particular. While Americans are very concerned about dependence on Russian energy, they continue to have some faith in that nation as an energy supplier. When it comes to other energy-providing countries, such confidence is moderately low for Saudi Arabia, quite low for Venezuela, very low for Iran, and very high for Canada. Download full chapter (PDF).
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