SBN HOLDINGS LIMITED Annual Report 2022

6 OUR VALUE CREATION STORY SBN HOLDINGS LIMITED 7 Annual report 2022 Our stakeholder priorities Our stakeholders are the individuals, groups and organisations that materially affect or could be affected by our business activities, products, services and performance. Clients and customers How we engage ■Two-way engagement methods that can include client surveys, online communication channels and in person at our branch network. How we measure the quality of the relationship Key metrics to assess relationship ■ Net promoter score (NPS) and client satisfaction index. Employees How we engage ■Two-way engagement methods that can include employee surveys, online communication channels and in person sessions. How we measure the quality of the relationship Key metrics to assess relationship ■ Employee NPS (eNPS) ■ Emotional promoter score ■ Organisational alignment score ■ Engagement dimensions score (work satisfaction) ■ Workforce diversity ■Turnover data and exit interviews ■ Average learning hours per person ■ Workforce return on investment. Priorities and concerns ■ Personalised solutions relevant for individuals and businesses ■ Omnichannel options, speed, and straight-through- processing ■ Digital convenience and human interaction when needed ■ Accessibility, affordability and relevance of services ■ System stability and reliability, data security protection from fraud and cybercrime ■Integrity and confidentiality Priorities and concerns ■Digital skills development, career growth ■■Work-life balance ■Recognition, appreciation, good communication ■Compensation and benefits ■Diversity and inclusion ■ Opportunities for advancements expected at a major financial institution ■Training and opportunities to undertake approved tertiary education programmes ■Financial assistance to reach educational goals. Our response OO ■ Truly digital, truly human approach ■ Differentiated personalised offers for retail customers on our digital channels informed by data analytics ■ Implementation of a small- to medium-sized enterprise (SME) scoring capability drawing on non-traditional data sources to assess credit worthiness and enable loan disbursements for small-scale traders ■ Improved system stability and resilience, and significantly improved response and recovery times ■Increased customer awareness of cyber and fraud risks through targeted campaigns ■Further strengthened anti-financial crime controls ■ Offering feedback mechanism to ensure that issues are managed and resolved. Our response ■Invested in employee development, with a focus on digital and technology skills ■ Further improved diversity metrics at senior and executive levels, through targeted ☐ leadership development initiatives Offering qualifying employees opportunities to pursue career advancement through bespoke training programmes, multi-country experience across the Standard Bank Group and bursaries for tertiary studies. Regulators How we engage Including the Bank of Namibia (BON), the South African Reserve Bank (SARB), Financial Intelligence Centre, Namibia Revenue Authority (NamRa), Namibia Financial Institutions Supervisory Authority (NAMFISA) ■Two-way engagement methods that can include online communication channels and in person sessions. How we measure the quality of the relationship Key metrics to assess relationship ■Constructive and positive engagements with our regulators Priorities and concerns ■Financial crime controls, anti-money laundering and combatting the financing of terrorism (AML/CFT) ■Foreign exchange controls Cyber security and data protection and security ■FinTech, regulation of cryptocurrencies, digital platforms, open banking, cloud, outsourcing ■Financial inclusion and affordability ■ Conduct and compliance with the Namibia Financial Sector Charter ■ Adherence and compliance with ■ regulations and statutes Management of customer complaints ■System stability ■Climate and environmental risks and the role of banks. Our response Engagement on key issues to ensure understanding of expectations, challenges Enhanced customer due diligence, record keeping, suspicious and unusual transaction reporting (STR) and risk management ■ Strengthened internal reporting on conduct risk and metrics ■ Automation and machine learning to improve risk management ■ Our reporting on conduct metrics. Shareholders and investors How we engage ■Two-way engagement methods that can include online communication channels and in person sessions, investor and market participant feedback, AGM, presentations. How we measure the quality of the relationship Key metrics to assess relationship ■Shareholder value created - return on equity (ROE), earnings growth, net asset value growth and dividends ■Investor and other market participant feedback ■ AGM voting outcomes ■ESG disclosures and ratings and sustainable finance solutions. Priorities and concerns ■Competitiveness of offering ■ Governance, ethics, market conduct, internal controls ■ System stability ■ SEE metrics and target setting ■ Strength of ESG risk management and link to reward ■Climate risk management and ability to measure financed emissions ■ Growth through sustainable strategies and increasing effective digitisation ■ Access to appropriate skills and talent ■ Availability of specialised skills to ensure market share growth. Our response ווה Regular investor engagement on ESG, SEE and climate issues ■ Engagement with ratings agencies ■ Quarterly reporting of investor issues to executives and board. Communities How we engage ■ Two-way engagement methods that can include online communication channels and in person discussions. How we measure the quality of the relationship Key metrics to assess relationship ■ Constructive engagements and media monitoring Priorities and concerns ■Social and environmental impacts of business activities ■Information on financed emissions and related targets ■Involving business in addressing social and economic inequalities ■Positively impacting the quality of life for disadvantaged Namibians ■Partnering with businesses to create and monitor effective socioeconomic interventions that address local issues and enable financial education. Our response ■Robust screening, due diligence and engagement to assess social, economic and environmental risks and opportunities associated business activities ■ Dedicating 1% of net profit after tax to corporate social investment (CSI) programmes ■Identify primary needs in the housing, education, health and environmental sectors ■ Support flagship projects (MycoHAB, Buy-A-Brick) on an ongoing basis.

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