INTEGRATED ANNUAL REPORT - National Government€¦ · 2017 Integrated Annual Report 1. 01 OVERVIEW...

2017 INTEGRATED ANNUAL REPORT

COMMITTED TO DEVELOPING ECONOMIC AND SOCIAL INFRASTRUCTURE IN SOUTH AFRICA AND THE REST OF AFRICA

DRIVING INVESTMENT IN INFRASTRUCTURE

EW

OUR STRATEGIC OBJECTIVES

SUSTAINED GROWTH IN DEVELOPMENTAL IMPACT

PROVIDING INTEGRATED INFRASTRUCTURE SOLUTIONS

MAINTAIN FINANCIAL SUSTAINABILITY

CONTINUOUS IMPROVEMENT OF INTERNAL SYSTEMS AND PROCESSES

OUR OPERATIONAL OBJECTIVES

CREATE AND MAINTAIN A HIGH PERFORMANCE ENVIRONMENT

GUIDE

Indicates a page or note reference of information which can be found elsewhere in this reporting suite.

Indicates a website reference where more information can be found.

OUR REPORTING SUITE FOR 2017 CONSISTS OF THREE REPORTS

THE 2017 INTEGRATED ANNUAL REPORT, WHICH IS OUR PRIMARY COMMUNICATION WITH OUR STAKEHOLDERS.

THE 2017 ANNUAL FINANCIAL STATEMENTS, WHICH INCLUDE THE DIRECTORS’ REPORT AND THE INDEPENDENT AUDITOR’S REPORT.

THE 2017 SUSTAINABILITY REVIEW, WHICH PROVIDES FURTHER INFORMATION ON OUR SUSTAINABILITY PERFORMANCE.

Other enhancements made to our integrated reporting are detailed on page 3.

WWW.DBSA.ORG




2017 SUSTAINABLEDEVELOPMENT REPORT



2017ANNUAL FINANCIALSTATEMENTS



01

02

03

04

Performance highlights 1

About this report 3

OVERVIEW

Foreword by the Minister of Finance 4

DBSA mandate 6

The DBSA and its strategy 9

Our business model 12

Key performance indicators and targets 16

Engaging with our stakeholders 19

Managing our risks and opportunities 20

GOVERNANCE

Chairman’s statement 28

Governance structure 33

Board of Directors 34

Summary governance report 38

Application of King IV principles 40

Remuneration report 45

Audit and Risk Committee report 46

Board Credit and Investment Committee report 49

Human Resources, Remuneration, Nomination, Social and Ethics Committee report 51

Infrastructure delivery and knowledge management committee report

52

PERFORMANCE AND OUTLOOK

Chief Executive Officer’s report 56

Employment statistics 62

Organisational structure 65

Executive management 66

Project Preparation 68

South Africa Financing 69

International Financing 70

Infrastructure Delivery 71

Five-year key financial indicators 72

Chief Financial Officer’s report 74

REFERENCE INFORMATION

Financial definitions 83

Abbreviations and acronyms 84

CONTENTS

01

02

03

04

01 OVERVIEW

HOUSING

ICT

EDUCATION

WATER

ENERGY

TRANSPORT

HEALTH

01 OVERVIEW

SUSTAINING A STRONG INFRASTRUCTURE DEVELOPMENT AND FINANCIAL PERFORMANCE

PERFORMANCE HIGHLIGHTS

Delivered

R48.2 billion in total infrastructure development support

Total disbursements of

R12.4 billion

Funds catalysed to the value of

R31.9 billion

4 254 scholars to benefit from 12 schools constructed

More than

266 000 people gained access to improved health facilities

342 houses constructed

Delivered

R2.8 billion in infrastructure implementation support

224 000 households to benefit from funds committed to municipalities

Development Bank of Southern Africa2017 Integrated Annual Report 1

01 OVERVIEW

KEY FEATURES

20 000 40 000 60 000 80 000 100 000

2017

2016

2015

2014

2013 53 965

63 826

70 944

82 346

83 653

0

(1 000) 2 000 2 000 3 000

2017

2016

2015

2014

2013

374

808

1 385

(600)

(826)

787

1 214

2 577

Sustainable earnings Net profit

3 564

2 821

0

500 1 000 1 500 2 000 2 500 3 000 3 500 4 000

2017

2016

2015

2014

2013 795

1 955

2 661

3 025

3 767

0

Total assets (R million)

Sustainable earnings and net profit (R million)

Cash generated from operating activities (R million)

ABOUT THIS REPORT

WE ARE PLEASED TO PRESENT OUR FIFTH INTEGRATED ANNUAL REPORT. IT IS OUR PRINCIPAL COMMUNICATION TO ALL STAKEHOLDERS ON OUR ABILITY TO CREATE SUSTAINABLE VALUE OVER TIME.

BOUNDARY AND SCOPEThis Integrated Annual Report covers the performance of the Development Bank of Southern Africa (DBSA) for the year ended 31 March 2017.

This report informs you about our operational and financial performance against the previously stated plans, stakeholders, governance, material issues, risks and opportunities and how these influence our strategic objectives and future plans. We show how we create value and impact as an integral part of the Southern African Development Community and beyond; and how we will ensure that our value creation is sustainable.

REPORTING PRINCIPLES AND ASSURANCEThis report is compiled and presented considering the requirements of the King Code of Governance Principles for South Africa 2016 (King IV), the International Integrated Reporting Framework

(<IR> Framework) of the International Integrated Reporting Council (IIRC) and the Global Reporting Initiative (GRI) G4.

Our Annual Financial Statements were prepared in accordance with International Financial Reporting Standards (IFRS), the requirements of the Public Finance Management Act, No 1 of 1999 (PFMA) and the Companies Act of South Africa, No 71 of 2008 (Companies Act), where appropriate.

The DBSA applies a combined assurance model to obtain assurance within reasonable cost from its Risk Management department, and the internal and external assurance providers on risks affecting it.

The DBSA receives external assurance from its auditor, Nkonki Inc., on the fair presentation of the Annual Financial Statements. The external auditor has issued a report, not only issued for the purposes of expressing an opinion, but to report on the findings relating to performance against predetermined objectives, compliance with laws and regulations and internal control. The findings are included in the Independent Auditor’s Report.

MATERIALITYWe concentrate on items of both a qualitative and quantitative nature that are material to the DBSA’s ability to deliver on its mandate and strategy. We define material issues as those which have the potential to substantially impact our ability to create and sustain value for our stakeholders. In identifying matters which are material, we have consistently applied the same resources as in the prior year. By applying the principle of materiality, we determined which issues could influence the decisions, actions and performance of the DBSA.

APPROVAL BY THE BOARDThe Board is ultimately responsible for ensuring the integrity of the Integrated Annual Report, assisted by the Audit and Risk Committee and further supported by DBSA management. The Board, after applying its collective mind to the preparation and presentation of the report, concluded that it was presented materially in accordance with the <IR> Framework and approved it for publication on 22 June 2017.

We are committed to improving on this report and would appreciate your constructive feedback. Comments can be sent to The Manager: Strategy at [email protected], or submitted to the DBSA premises at 1258 Lever Road, Headway Hill, Midrand.


The infrastructure challenge in Africa remains immense and the DBSA has an important role to fulfil in meeting this challenge. “ “

224 000 households to benefit from funds committed to municipalities

OVERVIEW

01 FOREWORD BY

THE MINISTER OF FINANCE

01 OVERVIEW

In addition, South Africa’s growth prospects remain under pressure. The country’s international investment grade ratings were downgraded after year-end, which resulted in the DBSA’s credit rating also being downgraded, which will ultimately result in higher borrowing costs for the bank.

The DBSA must discharge its mandate regardless of whether the conditions are favourable or not. Despite the economic uncertainty it must remain financially sustainable. The DBSA has chosen to entrench and extend best practice demonstrated by the most successful Development Financial Institutions (DFIs) globally, that is to catalyse infrastructure development by creating favourable investment conditions and terms for third party investments to be able to invest while attaining commensurate returns. The DBSA seeks to enhance its catalytic capabilities within the infrastructure space by offering financing and advisory solutions along the entire infrastructure delivery value chain.

THE INFRASTRUCTURE CHALLENGEThe infrastructure challenge in Africa remains immense and the DBSA has an important role to fulfil in meeting this challenge. Current World Bank estimates of the infrastructure investment required annually across Africa are in the order of US$93 billion, with investment at around US$45 billion, leaving a considerable shortfall. It is estimated that Africa will require between US$180 billion to US$230 billion in infrastructure investment by 2025.

Africa’s population of one billion in 2011 is expected to double by 2050. As a result, the workforce on the continent is expected to increase by 910 million people by 2050, of which 830 million will be in Sub-Saharan Africa (SSA) and 80 million in North Africa. Addressing the infrastructure gap therefore remains critical to allow new higher-productivity sectors to develop and generate jobs for the rapidly growing young population and to foster integration into global value chains.

The poorest Africans are largely dependent on agricultural resources for both food and

jobs, and climate change-related hazards pose serious welfare challenges for SSA’s rural poor. Furthermore, pressure on already limited water supply is expected to increase sharply due to changes in water cycles caused by erratic rainfall.

Poor infrastructure continues to undermine intra-continental trade. African roads and railways were mainly designed and built to facilitate transportation of raw minerals and resources to markets outside the continent. Instead, it needs infrastructure which will support intra-African trade, industrialisation, the beneficiation of minerals and the delivery of basic services. In addition, it needs social infrastructure to support a globally competitive education system, such as schools, universities and housing for students.

Intra-African trade is at approximately 11% which is very low when compared to Europe, at 60%, where capital is mobilised to build economic infrastructure. Unlocking industrial activity, intra-African trade, and growing Africa’s share of global trade is crucial for Africa’s development.

The continent’s capital resources may be limited, but they are significant. In many cases, it is not funding that is missing, but projects which are well structured and bankable. Africa needs to put in place policy and regulatory regimes which attract investment.

In South Africa there is a similar need for infrastructure development, especially by the municipalities, in unison with the government and private enterprise. The DBSA has a vital role to play, not only in financing vital projects, but also by enticing others to contribute to infrastructure projects that will aid inclusive growth and transformation.

THE DBSA’S VALUABLE CONTRIBUTIONDespite the challenging macro-economic environment, the DBSA again delivered outstanding results: Infrastructure financing for the year totalled R12.4 billion, bringing to R64.4 billion the total disbursed over the past five years. Municipalities received R5.6 billion in infrastructure financing, whilst R5.2 billion was committed to this

segment. It is anticipated that over 224 000 households will benefit and 18 014 employment opportunities will be created once the committed projects are completed. During the year, 12 schools, 342 houses and 17 infrastructure projects were completed in secondary and under-resourced municipalities as part of the municipal implementation support programme. 28 health facilities and 10 rural access roads were completed. That created 10 255 employment opportunities and supported 500 small and medium enterprises.

I thank the DBSA Board, management and staff for their ongoing commitment to sustainable infrastructure development.

The DBSA, as a state-owned enterprise, is encouraged to continue building strong relationships on the continent, as there are many projects which they can co-deliver with African partners. The state plays a leading role in capital investment, due to the resources it can mobilise. Together, those resources can be deployed strategically to advance the development of South Africa, the region and the continent.

Malusi K N Gigaba, MPMinister of Finance

This Integrated Annual Report is set against a backdrop of unprecedented economic uncertainty and volatility. Analysts agree that global growth will continue to be constrained and commodity prices are likely to remain low.


DBSA MANDATE

urcey fre

he dy ex

elopint

01 OVERVIEW


Since 1994, the DBSA has positioned itself as a development finance institution (DFI) that champions, and often leads, infrastructure integration and development. It has sought to promote economic and social development by mobilising financial and other resources from the national and international private and public sectors for sustainable development projects in South Africa, the SADC region and the whole of the African continent.

The constitution and conduct of the DBSA Board of Directors are primarily governed by the Development Bank of Southern Africa Act, No 13 of 1997 (DBSA Act) and further regulated by the Public Finance Management Act, No 1 of 1999 (PFMA), the principles of the King Code of Governance Principles for South Africa 2016 (King IV) and the Protocol on Corporate Governance in the Public Sector. The DBSA’s mandate is defined in section 3 of the DBSA Act.

In fulfilling its mandate, the DBSA is guided by a number of international, regional and local policies, accords and agreements, and subscribes to the goals and targets of the United Nations’ Transforming our World: The 2030 Agenda for Sustainable Development. Furthermore, in accordance with COP22, we support business innovation and bringing scale to the emerging green economy. At a national level, the DBSA strives to improve the lives of all South Africans through the investment in infrastructure and in keeping with the priorities and objectives of the National Development Plan.

The DBSA is recognised as a single yet critical component of the national infrastructure system. The strategies listed below will assist the DBSA in fulfilling its mandate as defined in the DBSA Act:• Large-scale infrastructure investment,

in energy, transport, water and ICT as well as education, health and housing; as a critical enabler to foster economic growth.

• Supporting integrated urban infrastructure development in cities to promote economic growth and efficient spatial development which is key to achieving inclusive economic growth, job creation and poverty eradication in our urban areas.

• The provision of much-needed planning and implementation support to municipalities, together with increased private sector involvement with specific emphasis on lower tier secondary cities and under-resourced municipalities, intended to alleviate some of the mentioned constraints and fully enable expanded lending take-up.

• Support to large state-owned companies that play a central part in government’s infrastructure development programme (in areas such as transportation, logistics, bulk water and energy), managed under the auspices of the Presidential Infrastructure Coordinating Commission (PICC).

• Serving both domestic and regional requirements. South Africa has concluded various bi-national and trade agreements with countries across the continent to support broader regional integration in line with the SADC integrated Infrastructure Development Plan, the Programme for Infrastructure Development in Africa (PIDA) and Africa 2063.

• Crowding in the private sector as the DBSA acts as a catalyst for third parties’ participation in infrastructure development. Operating within the constraints of a limited balance sheet demands greater third party involvement from the private sector, international DFIs and pension funds.

• Lifting the standard of living by providing social infrastructure development in education, health, sanitation and other spheres. The DBSA not only finances but also provides direct implementation support, on a cost-recovery basis, for social infrastructure projects.

• Remaining financially sustainable as the DBSA develops strategies to ensure it meets its developmental mandate. The DBSA seeks to generate net returns on average equity of at least 4.5% annually (i.e. the average of the upper and lower inflation target bands of 3% to 6% respectively as defined by the South African Reserve Bank). The DBSA strives to ensure it remains below the regulatory gearing limit of 250% beyond the 2020 financial year.

• Striving for continuous improvement and innovation that secures the required results. There is increasing competition for deals, funding and professionals. There is a greater demand for sustainable investments from investors and this attracts new competitors. Apart from the traditional role players, a growing number of emerging countries are engaging with Africa as development finance partners. The DBSA is challenged to become a development financier of choice and strives to identify its niche, its comparative advantage and its value proposition.


The United Nations adopted 17 Sustainable Development Goals (SDGs) to shape a development agenda until 2030. The DBSA’s investments are informed by the SDGs and it has identified six of these goals as its main priorities. The strategy of the DBSA is also linked to the objectives of the National Development Plan (NDP). The table illustrates how the DBSA can play a direct role in achieving the SDG and NDP objectives:

More details regarding the United Nations Sustainable Development Goals can be found online at www.un.org/sustainabledevelopment/sustainable-development-goals.

SDG outcome NDP outcome

Ensure availability and sustainable management of water and sanitation for all

• Quality healthcare for all

Ensure access to affordable, reliable, sustainable and modern energy for all

• Environmentally sustainable and resilient: Transition to a low carbon-economy

Build resilient infrastructure, promote inclusive and sustainable industrialisation, and foster innovation

• Investing in economic infrastructure

• Improving the quality of education, training and innovation

Make cities and human settlements inclusive, safe, resilient and sustainable

• An inclusive and integrated rural economy

• Transforming human settlements

• Building a capable and developmental state

Take urgent action to combat climate change and its impacts

Strengthen the means of implementation and revitalise the global partnership for sustainable development

The other SDGs are:

THE DBSA’S ROLE IN SUPPORTING THE NDP AND SDG OBJECTIVES


01 OVERVIEW

*Turn over to view fold out

The articulation of the DBSA’s strategy for 2018 is summarised in the table below. The strategy is driven by the need to create world-class infrastructure catalysing capabilities in an ever-increasing competitive environment. The DBSA has chosen to respond in ways that will give effect to that, and has initiated actions to achieve that.

Emerging themes that demand a response Responses and interventions formulated

As a result of global best practice:• Play more of a role of a catalyst for private

sector funding to invest in infrastructure, i.e. the role of “catalysing” or “crowding in”

• Form strategic partnerships so that the development finance institutions with similar mandates can pool funding and can be optimally invested across national boundaries

• Develop a programmatic approach rather than a project-by-project basis

• Align to global development and sustainability goals

Focus on catalytic roles by:• Taking certain unique positions in

transactions: – Credit enhancement positions – Taking longer tenor – Development of structured finance

solutions and products• Playing unique roles in the development

landscape – Preparation of master plans from which

projects are identified and initiated – Preparation of infrastructure papers

for investment

As a result of increasing competition:• More asset management mandates are in

existence and more funding allocated to development finance, sustainability and responsible investing

Leverage unique position, reputation and ratings in order to:• Form strategic partnerships on both the deal

and funding sides• Initiate programmes for other DFIs and

private sector to participate in

Manage Infrastructure delivery mandates on behalf of other institutions

AT THE CORE OF OUR MANDATE, THE DBSA SEEKS TO PLAY A PIVOTAL ROLE IN DELIVERING DEVELOPMENTAL INFRASTRUCTURE IN SOUTH AFRICA AND THE REST OF AFRICA.

STRATEGIC DRIVERS

Response: Formalising and deepening “catalysing competencies”

Choices made: Actions taken

• Advise, plan and prepare infrastructure projects for investment and delivery

• Crowd in third party capital as far as possible

• Bulk efforts through programme development and management as far as possible

• Partner with organisations with similar development mandates

• Secure implementation mandates from institutions

• Implement innovative credit enhancement products

• Leverage longer tenor advantage

• Forge domestic regional and international cooperation with DFIs

• Establish and manage project management offices

• Take a programmatic approach wherever possible

A progressively more competitive sector

Attain best practice of “catalysing development”

THE DBSA AND ITS STRATEGY


Create and maintain a high performance culture

People are our most valuable resource and we are committed to attracting, developing, retaining and rewarding the best people through the continued establishment of a stimulating and exciting environment, which encourages development and growth.

Balance sheet capacity Balance sheet strengthening and implementing action of strategies in order to meet the growth ambitions.

Business intelligence Acquiring relevant actionable knowledge and understanding of our selected industry market and geographic sectors, economic business trends, clients and competitors, in order to inform quality decisions that should drive performance.

Developing and leveraging our strategic partnerships

Developing and leveraging our strategic partnerships and relationships to profitably expand and deepen our penetration of our selected market segments and geographic markets. Strategic partnerships enable the business to gain a competitive advantage through access to knowledge and project funding. Distinguishing ourselves by proactively partnering with our clients and development partners to originate, plan and deliver infrastructure projects.

Operational excellence Creating within our Group operating model and organisational structure, distinctive skills processes and operating models for the effective provision of innovative finance for development and enhanced project execution capabilities.

Provide innovative infrastructure solutions Innovation can support the DBSA to solve client and market needs more effectively, gain a competitive edge through product diversification, accelerate delivery of infrastructure, expand reach and provide solutions to ensure the effective utilisation of resources as well as the transition to a low-carbon economy.

STRATEGIC OBJECTIVESThe DBSA has refined its strategic objectives to support its transformation journey:

SUSTAINED GROWTH IN DEVELOPMENTAL IMPACT

Grow and entrench each of our businesses to maximise developmental impact.

PROVIDING INTEGRATED INFRASTRUCTURE SOLUTIONS

Provide integrated infrastructure solutions across the value chain and be the partner of choice for infrastructure solutions.

MAINTAIN FINANCIAL SUSTAINABILITY

Maintain profitability and operational efficiency to enable growth in equity and fund developmental activities.

The strategy maintains focus on social and economic infrastructure development but with an emphasis on driving financial and non-financial investments in the primary sectors of energy, transport, water and communications, whilst providing support to various social sectors such as health, education and housing.

STRATEGIC ENABLERS

To execute the strategy, we identified the following six

strategic enablers:

01 OVERVIEW

The DBSA strategy is designed around the ability to leverage its competitive advantages as described below:

COMPETITIVE ADVANTAGE

SOURCE OF COMPETITIVE ADVANTAGE

Integrated infrastructure solutions provider

• The DBSA operates across the infrastructure finance value chain and can therefore offer clients an integrated solution.

• Opportunities for cross-selling across DBSA divisions.

Early-stage risk • As a DFI, the DBSA is positioned to take on early-stage risk.

The DBSA – a trusted partner

• The DBSA is positioned to leverage its role as a trusted partner between the government and the private sector.

VALUE CREATION

Secure funding from reserves, capital markets, other DFIs and government

Prepare, fund and deliver infrastructure projects

Earn interest and non-interest income, manage operating costs and quality of loan book and invest in our employees

Plough back profits into reserves and learn from experiences

Internal ratios• Debt/equity• Liquidity coverage• Net stable funding

Prepare• Gross value of bankable

projects preparedFinance• Value of infrastructure

disbursements• Planning and implementation

support to municipalitiesDelivery• Total funds under

management• Implementation support to SIP 6• Cost-to-income ratio of

Infrastructure Delivery Division (IDD)

Financial• Sustainable earnings• Net interest margin• Cost-to-income ratio

(excluding IDD)• Non-performing loan book

after specific impairmentsHuman capital• Development and retention of

key skills• Leadership development as

part of succession planning programme

• Implementation of culture change initiative

• Return on average equity• Client and partner satisfaction• New product development

(product diversification)• Effectiveness of business

intelligence and knowledge management processes

KEY PERFORMANCE INDICATORS (KPIs)

VALUE CREATION

Secure funding from reserves,

capital markets, other DFIs and

government

Earn interest and non-interestincome, manage

operating costs and invest in ouremployees

Prepare, fund and deliver

infrastructure projects

Plough backprofits into

reserves andlearn from

experiences

1 2

3

4

2 3 41


PLAN PREPARE FINANCE BUILD MAINTAIN/IMPROVE

• Under-capacitated municipalities

• Master and sector plans

• Sustainable service delivery plans

• Planning support to reduce water and electricity losses

• Project identification• Feasibility

assessments• Technical assistance• Financial structuring• Project preparation

funds• Lead arranger• Project management

support, including to the Green Fund and the IIPSA Fund

• Providing vanilla and boutique financing opportunities (ranging from subsidies to fully commercial)

• Debt

• Mezzanine finance

• Limited non–recourse lending

• Managing the design and construction of key projects in the education, health and housing sectors

• Supporting the maintenance and/or improvement of key infrastructure projects

THE DBSA’S PRIMARY FOCUSThe DBSA has chosen to offer solutions from end to end along the infrastructure delivery value chain as follows:

Refer to page 16 for our historical and targeted performance against our key performance indicators.

HOW WE SUPPORT INFRASTRUCTURE DEVELOPMENT AND CREATE VALUE

The DBSA supports infrastructure development and creates value through the provision of a range of innovative services to South Africa and the broader region. To ensure our sustainability, our business model takes into account our vision, mission and strategy, supported by robust governance structures and processes. The environments in which we operate, as well as our engagement with our stakeholders, play a critical role in identifying risks and opportunities. Our strategy strives to maximise these opportunities and mitigate the risks effectively and our management structure enables delivery of our strategy.

OUR BUSINESS MODEL

01 OVERVIEW


OUR RESOURCES

INTELLECTUAL CAPITAL

The DBSA has a strong brand, reputation and relationships.

We possess valuable industry-specific expertise and know-how in infrastructure investment. By combining this advantage with our own resources and those catalysed from third parties, we are able to play a leading role in meeting the infrastructure need in Southern Africa.

We have a competitive advantage through our ability to absorb counter-cyclical risk. This allows us to develop new and innovative products and processes.

SOCIAL CAPITAL

Our clients, partners and government relationships are central to our business to support infrastructure development. We rely on these relationships to deliver on our mandate.

The communities in which we operate are at the core of what we do. Delivering on the infrastructure need expands our social capital. This includes making more people economically active as well as contributing to their education, health and housing.

Late or non-delivery of these vital services erodes social capital.

Refer to the separate Sustainability Review for the DBSA’s projects, not only in infrastructure delivery, but also health, education, housing and energy and water supply.

FINANCIALCAPITAL

Our financial capital comprises funds available for use in our business, including financing resources, such as debt and equity, as well as funds generated through our operations and investments.

Financial capital is generated through net interest income, services and investment returns, and conserved through cost-efficiency. It is distributed as expenses, such as salaries. It is also applied to improved socio-economic conditions, thereby making it a sustainably available capital.

Refer to page 18 of the Sustainability Review for a Value Added Statement, reflecting how the DBSA’s financial capital was earned and distributed in the past two years.

Refer to the Chief Financial Officer’s report for the DBSA’s financial performance.

HUMANCAPITAL

Human capital takes the form of the people we employ as well as others we work with through our partners, customers and suppliers, together with their health, knowledge and skills. It depends on the availability of appropriate skills, and efforts by us and our network to invest in, expand and transfer skills.

Our commitment to human capital growth is evident from our focus on improving employee diversity and ongoing investment in skills transfer and training.

Refer to the Human Capital section on pages 76 to 81 of the Sustainability Review for further information on our efforts to preserve and enhance this capital.

DESCRIPTION 2017 2016

INTELLECTUAL CAPITAL

Our strong brand, reputation and relationships.

Experience in infrastructure development: 33 years 32 years

Owned by the South African government.

Infrastructure development services: project preparation, financing and implementation.

SOCIAL CAPITAL

The communities in which we operate are at the core of what we do. Clients, partners and government relationships are central to our business to support infrastructure development.

Countries in which we have active exposures: 14 countries 13 countries

Key regulators: the National Treasury, Parliament, Department of Labour and the Johannesburg Securities Exchange.

FINANCIALCAPITAL

Funds available for use in our business, including financing resources, such as debt and equity, as well as funds generated through our operations and investments.

Capital and reserves: R32.0 billion R29.3 billion

Additional capital received from government to support growth:

R nil R3.0 billion

Financial market liabilities: R 50.6 billion R51.8 billion

Cash generated from operations: R3.8 billion R3.0 billion

HUMANCAPITAL

The people we employ as well as others we work with and their health, knowledge and skills.

Number of employees: 491 461

Number of contract employees to support infrastructure delivery:

97 108

01 OVERVIEW

DEVELOPMENT OUTCOMES

Appointed as managing agent for €100 million Infrastructure Investment Programme for South Africa (IIPSA) and SADC Project Preparation Development Facility (PPDF)

Total projects approved for funding:

R585 million[2016: R7.6 billion]

Total funding mobilised for project preparation cost (including co-financing):

R163 million[2016: R446 million]

Projects being prepared for funding at year-end:

R64 billion[2016: R216 billion]

INFRASTRUCTURE FINANCING

PROJECT PREPARATION

Energy 2017: R7.2 billion [2016: R9.3 billion] Water 2017: R1.5 billion [2016: R1.5 billion]

Transport 2017: R1.9 billion [2016: R2.7 billion]

Communications 2017: R143 million [2016: R369 million]

Secondary sectors 2017: R1.7 billion [2016: R3.2 billion]

Total disbursements:

R12.4 billion[2016: R17.1 billion]

Number of projects supported:

62[2016: 74]

to metros: R4.5 billion (2016: R7.5 billion)

to secondary municipalities: R839 million [2016: R430 million]

to under-resourced municipalities: R240 million [2016: R173 million]

Book debt to metros, secondary and under-resourced municipalities: R27 billion [2016: R24 billion]

Total number of municipal clients: 126 [2016: 149]

Disbursement to municipalities in South Africa:


Disbursements to the rest of SADC:


Secondary and under-resourced municipalities

Planning: Infrastructure master plans and detailed designs completed

Two [2016: Four]

Implementation Number of municipalities supported:

21 [2016: 12] Number of projects in planning stage:

nil [2016: 10] Projects in construction:

4 [2016: 36] Projects completed:

17 [2016: 70]

Total approvals:


Total commitments:


Energy (includes upgrading of substations and electrification of households) – total households impacted:

182 727 [2016: 251 680]

Rehabilitation of roads – total households impacted:

842 [2016: 33 450]

Water (includes reticulation and provision of bulk water) – total households impacted:

22 814 [2016: 63 216]

Sanitation (includes reticulation, upgrading and construction of waste water treatment works) – total households impacted:

15 533 [2016: 254 560]

Residential facilities – total households impacted:

1 328 [2016: 34 889]

Municipal (South Africa)1

Number of households that received access to new and improved service in water, sanitation and electricity:

7 545 [2016: 63 242]

Temporary job opportunities created:

1 178 [2016: 5 240]

Implementation support to municipalities (non-lending)2

Non-municipal (South Africa and SADC)1

Energy generation Coal: 38 MW [2016: 65 MW]

Renewable (solar IPP): 20 MW [2016: nil MW] Total project impact: 860 MW [2016: 9 000 MW]

Education Student accommodation: 1 139 beds [2016: 1 000 beds]

Total project impact: 1 800 beds [2016: 1 000 beds]

Transportation – total households impacted:

792 [2016: nil]

ICT Fibre-optic roll out:

564 km [2016: nil km] Total project impact: 1 500 km [2016: nil km]

Transport Kilometers of rail:

53 km [2016: nil km] Total project impact: 425 km [2016: nil km]

OUR OUTPUTS

1. Anticipated development impact based on signed commitments.2. Actual development impact based on 17 projects completed from secondary under-resourced municipalities.


FINANCIAL RESULTS

INFRASTRUCTURE IMPLEMENTATION

Schools completed: 12 [2016: 35] Schools in construction: 10 [2016: 22] Storm damaged schools refurbished: 49 [2016: nil] Houses built: 342 [2016: 1 382] Health facilities completed: 28 [2016: 111] Storm damaged clinics refurbished: 6 [2016: nil] Rural access roads completed: 14 [2016: nil] 44 municipal projects completed [2016: 54]

Value of funds under management:

R3.3 billion [2016: R3.3 billion]

Value of infrastructure delivered:


Net profit:


Paid to providers of capital (interest expense):


Staff costs:

R604 million [2016: R731 million]

Cost-to-income ratio:

18.8% [2016: 28.7%]

Debt-to-equity ratio (excluding callable capital):

158% [2016: 178%]

Schools

Scholars enrolled during 2017: >4 254 [2016: >17 900] Total number of learners benefiting since inception: >40 254 [2016: >36 000]

Health

More than 266 000 [2016: 35 000] people gained access to health counseling and testing in newly built clinics

Employment creation

Jobs created: 9 077 [2016: 6 462]

SMME development

Value of funds allocated to SMMEs: R439 million [2016: 710 million] SMMEs benefiting: 500 [2016: 665]

Refer to the separate Sustainability Review for more information on these development outcomes as well as examples of the DBSA’s projects and initiatives to achieve the development outcomes

Objective Key performance indicator Target 2017 Actual 2017 Target 2018 Target 2019 Target 2020

CUSTOMER PERSPECTIVE (47%)

Sustained growth in

development impact

Providing integrated

infrastructure solutions

Project preparation

Gross value of bankable projects prepared

R9.0 billion R0.6 billion R20 billion R22 billion R25 billion

Infrastructure financing

Total value of infrastructure unlocked

R35.2 billion R48.2 billion R57.5 billion R75.5 billion R104.1 billion

Value of third party funds catalysed by the DBSA


Value of infrastructure disbursements

R16.4 billion R12.4 billion R18 billion R19.5 billion R21 billion

• South Africa R12.8 billion R8.7 billion

– Municipalities R6.0 billion R5.6 billion R5.6 billion R5.8 billion R6.2 billion

• Metropolitan cities R4.8 billion R4.5 billion R4.3 billion R4.4 billion R4.8 billion

• Secondary municipalities R1.0 billion R0.8 billion R1.1 billion R1.2 billion R1.2 billion

• Under-resourced municipalities

R200 million R240 million R200 million R200 million R200 million

– Social infrastructure (education, health, housing and water)


– Economic infrastructure (transport, energy and ICT)


• Rest of Africa (including SADC) R3.6 billion R3.7 billion R2.0 billion R1.6 billion R1.8 billion

• SADC (excluding RSA) R2.5 billion R1.9 billion R3.5 billion R3.9 billion R4.2 billion

Structured Finance funds disbursed

- - R2.0 billion R4.0 billion R10.0 billion

Implementation and delivery support programmes

Total funds under management and catalysed


Client and partner satisfaction

Client and partner satisfaction – rating out of 5

4 3.9 4 4 4

KEY PERFORMANCE INDICATORS AND TARGETS

01 OVERVIEW


Objective Key performance indicator Target 2017 Actual 2017 Target 2018 Target 2019 Target 2020

FINANCIAL PERSPECTIVE (33%)

Maintain financial

sustainability

Sustainable earnings1 R1.1 billion R3.6 billion Not applicable1 Not applicable1 Not applicable1

Non-interest revenue (excluding IDD) R250 million R278 million R250 million R300 million R350 million

Net-interest margin1 40.9% 49.8% Not applicable1 Not applicable1 Not applicable1

ROE on sustainable earnings Not applicable

11.6% 4.7% 4.7% 4.7%

Net operating cash generated from operations

Not applicable

R3.8 billion R3.9 billion R4.1 billion R4.4 billion

INTERNAL PERSPECTIVE (10%)

Continuous improvement

of internal systems and

processes

Cost-to-income ratio: Financing business

35% 15% 30% 30% 30%

Cost-to-income ratio of IDD1 95% 128% Not applicable1 Not applicable1 Not applicable1

Balance sheet capacity: Capital management

Capital management

strategy/ framework

approved

Capital management strategy and

framework approved

Target to be determined



Innovation Approval of an innovative

concept/ product

Four innovative

concepts approved




LEARNING AND GROWTH (10%)

Create and maintain high performance environment

Development and retention of key skills

85% of critical skills

retained

89% >95% >95% >95%

Reduction in entropy score 3% reduction 5% reduction from 2016

results

2% 2% 2%

The DBSA’s strategy maintains its focus on social and economic infrastructure development but with an emphasis on driving financial and non-financial investments in the primary sectors of energy, transport, water and communications, whilst providing support to various social sectors such as health, education and housing to a lesser extent.

The DBSA primarily plays a key role in the preparation, funding and building phases of the infrastructure development value chain.

The table below summarises the performance against the 2017 targets and the targeted deliverables for 2018 as well as the further two years to March 2020. The DBSA utilises the balanced scorecard methodology as a strategic measurement, alignment and management tool. The Board has oversight and approves the annual score derived from the Balanced Scorecard. This, in turn, is used as a basis for performance-based remuneration.

Refer to page 8 of the Annual Financial Statements.

1. Not applicable means that the key performance indicator is no longer part of the corporate balanced scorecard measures.


01 OVERVIEW 01 OVERVIEW


ENGAGING WITH OUR STAKEHOLDERS

In all of its activities, the DBSA maintains an open dialogue with its stakeholders. We believe that this dialogue and the development of strategic partnerships are not only fundamental sources of information but are also important for responsible corporate governance. Stakeholder dialogue is also vital for the effective execution of the DBSA’s mandate.

DBSA STAKEHOLDER MAP

Stakeholders How we engage What we engage onStakeholders’ contribution to value creation

Pages

Government (shareholder representative)

Regular meetings with the Minister of Finance and the National Treasury

The DBSA’s developmental role; long-term sustainability; financial performance and Shareholder Compact

Provides the link to ensure alignment of the DBSA with National Priorities

4 to 5

Employees Staff engagements at numerous levels; training and development needs analysis; results presentations; performance reviews; internal media; whistle-blower’s hotline; and staff surveys

Strategy; financial performance; people development and training, transformation and employment equity, and Code of Conduct

To enhance employees’ engagement and commitment as their efforts contribute to our success

78 to 81 and Sustainability Review

Clients and partners

Client and partner surveys; client and partner meetings; and marketing campaigns

Client needs (funding and non-funding support); implementation support (non- funding support); perceptions and expectations; job creation and environmental impact

Their business provides the basis for our continued growth

To understand our clients’ and partners’ needs and enhance our development impact

9 to 17, 59 to 71 and the Sustainability Review

Regulators Regular communication, meetings and reports with/to:• Standing Committee on

Finance• Select Committee on Finance• National Treasury• Financial Intelligence Centre• Department of Labour• Johannesburg Stock Exchange

Compliance requirements; needs and expectations; feedback on performance and human capital matters, governance, financial control and risk

Provides the enabling regulatory framework in which we operate

28 to 52 and External auditor’s report

Providers of finance

Meetings with analysts and rating agencies; investor road shows; announcement of results and website

Financial performance; market trends and issues; future prospects and organisational sustainability

Provide financial capital required to sustain and grow the business

76 to 81 and Annual Financial Statements

Suppliers One-on-one meetings and presentations

Tender invitation

Contract and service agreements and performance

Our objectives can only be achieved if we enjoy the loyal support of our suppliers

Suppliers provide the valued expertise, products and services required to maintain our business and facilitate growth

Sustainability Review

Community Project implementation; community surveys; marketing campaigns and website

Investment in socio-economic development; access to basic services and local labour opportunities

Communities are ultimately a key beneficiary of our services and they provide a deeper understanding of our social responsibility expectations, including job creation and environmental impact

14 to 15 and Sustainability Review

Media Media briefings; press conferences and releases and print media

Key strategic initiatives; project information; operational and financial performances

Raise public awareness of our strategy, products and services as well as our operational results


01 OVERVIEW

At the DBSA, anticipating and responding to our risks and opportunities is a fundamental part of delivering on our mandate and ensuring that we deliver on a sustainable basis. The DBSA Board is ultimately accountable for the effective management of risks and has adopted an enterprise-wide risk management (ERM) framework and approach to managing risk exposures. This approach ensures that the DBSA takes a holistic view of the risks inherent in its strategy, operations and business, and that the management of risks is embedded into the mainstream planning, business and decision-making processes.

RISK IS MANAGED ON FOUR LEVELS

Strategic risk The possibility that unforeseen opportunities or threats may render the DBSA’s strategy ineffective or uncompetitive or that events or circumstances may occur which could hinder the ability of the DBSA to implement its strategy and successfully deliver on its mandate

Operational risk The possibility that internal or external events and circumstances can have a disruptive impact on the reliability, continuity, quality and efficiency of the DBSA’s operations or cause damage to tangible assets or harm to intangible assets

Business risk The possibility that unknown events or circumstances can result in deviations from the returns expected on individual business propositions or impact on the planned outcomes of specific value-creating initiatives

Financial risk The possibility that financial losses may arise from the DBSA’s treasury operations due to volatilities in the market, counterparty defaults and liquidity positions

The DBSA’s risk management system comprises the following inter-related functions:

• The five lines of defence risk management strategy which allocate roles and accountabilities at various tactical levels

• Risk governance, which entails the creation of an enabling environment for the structured management, oversight and reporting of risks

• Risk process, which covers the planning, understanding and responding to risks inherent in the DBSA’s strategy, operations and business

• Risk assurance, which encompasses the combined efforts of various parties in monitoring and assessing the adequacy, effectiveness and economy of the governance, control and oversight of risks

THE DBSA ENTERPRISE-WIDE RISK MANAGEMENT SYSTEM

FIVE LINES OF DEFENCE

MANAGING OUR RISKS AND OPPORTUNITIES

• Decentralised model• Central structure tools

and models

• Performance management

• Reporting• Escalation• Review

• ERM policies and framework

• Risk appetite• Risk maturity

Infrastructure

Oversight structuring

Risk strategy, policies,

framework and compliance

Combined assurance model

Monitoring and levels of assurance

Risk intelligence

• Culture• Delegation• Policies• Operation style• Objectives

• Risk identification• Risk analysis and

evaluation

• People• Processes• Systems

Risk content

Risk assessment

Risk response and control activities

RISK GOVERNANCE

RISK ASSURANCERISK PROCESS

Business unit

Group Risk Assurance

Internal and external auditors

Executive Committee

Board

01 OVERVIEW


LINE OF DEFENCE ROLE RESPONSIBILITY

First Business units, support functions, line management and all staff

Implementation and management of risk

Second Group Risk Assurance

Perform a policy-setting and monitoring role to ensure implementation of risk management principles and adherence to regulation and legislation

Third Internal and external audit

Independent assurance on the effectiveness of risk management

Fourth Executive Committee

Responsibility and oversight of DBSA activities to ensure that they are consistent with business strategy and policies as approved by the Board

Fifth Board Overseeing the activities of the DBSA and accountable to the shareholder for strategy and performance

The Group Risk Assurance division provides risk policies, strategies and best practice standards for the DBSA as a whole in order to mitigate the main risk exposures inherent in its mandate. Each division is responsible for controlling and monitoring the risks in its operating environment, while the Group Risk Assurance division undertakes risk monitoring and consolidated reporting at a group-wide level, drawing on and aggregating the risk reporting from the divisions. The Audit and Risk Committee is mandated to oversee the implementation of the DBSA’s ERM framework and assesses key risk reports and indicators on a quarterly basis.

INTERNAL CONTROL ENVIRONMENTResponsibility for the systems of internal financial and operational control rests with the Board and has, without subrogation, been delegated to the Audit and Risk Committee. The DBSA’s governance principles on ethical behaviour, legislative compliance and sound accounting practice lay the foundation for its internal control processes, while the enterprise-wide risk management approach and risk strategy adopted by the Board form the framework for internal control. Executive management

is accountable for determining the adequacy, extent and operation of control systems.

The Internal Audit function conducts periodic reviews of key processes linked to the significant risk to provide independent assurance to the Board and management on the effectiveness of the internal control system. Members of the Audit and Risk Committee review the work of Internal Audit and the Chief Audit Executive has unfettered access to the Chairman of the committee and the Board to ensure the escalation of any significant audit matters requiring immediate Board attention.

QUALITY ASSURANCE ASSESSMENTS FOR THE INTERNAL AUDIT FUNCTIONInternal Audit conforms to the International Professional Practice Framework as published by the Institute of Internal Auditors. The Internal Audit function undergoes an external quality assurance assessment every five years, as required by King IV. The function has further implemented a Quality Assurance and Improvement Programme where internal quality assurance assessments are conducted on an ongoing basis for all audit

engagements. Additionally, periodic self-assessments are conducted to assess the function as a whole in terms of quality, and areas of improvement.

A formal external quality assurance assessment is conducted every five years with the next one scheduled for 2017. The last assessment was conducted during January 2012, which revealed that the DBSA Internal Audit Unit “generally conforms” to the International Standards for the Professional Practice of Internal Auditing (Institute of Internal Auditors).

COMBINED ASSURANCEPer the requirements of King IV, the DBSA has implemented a combined assurance model which is co-ordinated and managed by the Internal Audit function. King IV describes the combined assurance model as “integrating and aligning assurance processes in a company to maximise risk and governance oversight and control efficiencies and optimise overall assurance to the Audit and Risk Committee, considering the company’s risk appetite”.

The DBSA’s combined assurance model addresses the key risks facing the DBSA, coupled with the key processes and controls in place to ensure the mitigation and/or minimisation of these key risks. Along with the five lines of defence strategy that the DBSA has adopted, the combined assurance model seeks to identify the assurance providers of the identified key risks. The assurance providers are delineated in the combined assurance map, which is based on the corporate strategic objectives and risks. The map drives the internal audit annual plan and the three-year rolling plan.

The assurance providers report accordingly to the required governing bodies regarding the outcome of the assessment of the risks and control environment in place to mitigate those risks.

A combined assurance policy has been developed, which includes the formation of a formal Combined Assurance Working Committee comprising representatives from business, risk management, compliance, as well as internal and external audit. This ensures that all levels of assurance can be provided by the various assurance providers, supporting the independent assurance provided by both internal and external audit. Quarterly, assurance reporting is done by the Combined Assurance Working Committee to the Audit and Risk Committee. A written assessment was provided consolidating management assurances and all other independent assurance providers for the first time this year.

Additionally, the Internal Audit function annually issues a written assessment to the Audit and Risk Committee, as required by King IV. The written assessment provides assurance by Internal Audit on the overall control environment, taking cognisance of the governance, information technology, risk management and operational/financial risk areas. The assurance provided is informed by the outcome of the audits/reviews conducted, based on an approved risk-based audit plan.

During the previous year, the DBSA continued embedding the five lines of defence model in line with its risk maturity journey. The benefits of the model are that it clearly defines the roles and responsibilities for the management of risk within the DBSA and emphasises the fundamental concept that risk ownership and management is everyone’s responsibility from the Board right through to the client-facing units. The model is summarised overleaf.


01 OVERVIEW

The DBSA Board and management team continuously review the top corporate risks to ensure an appropriate understanding of our operating environment.

The residual risks facing the DBSA are reflected on this heat map:

KEY ENTERPRISE-WIDE RISKS

Almost certain

Probable

Possible

Unlikely

Remote/rare

IMPACT

Low Minor Moderate Major Critical

LIK

EL

IHO

OD

Board and Executive Management Committee focus

CRITICAL

HIGH

MODERATE

LOW

Management focus

1

13

147

54

1262 10

914 15 11

813


RISK CONTEXT STEPS TAKEN IN MITIGATIONLINK TO STRATEGY

Strategy and execution

1 Macro-economic

Risk of an uncertain and volatile macro-economic environment

Residual risk: Critical

The global macro-economic environment has increasingly become more volatile to note a few examples: sustained low commodity prices notably oil price, rise in interest rates and Brexit event. Locally the South Africa sovereign credit rating was lowered to sub-investment grade.

Further, the continued volatility of the rand and slow economic growth are seen as exacerbating this risk in the short to medium term.

• Dedicated market analysis• Continuous assessment of alternative sources of

funding• Review and improvements of pricing model• Pro-active monitoring of the credit portfolio

2 Changing competitive landscape

Failure to innovate and adapt to a changing infrastructure development market

Residual risk: Moderate

The developmental finance landscape is constantly evolving with the emergence of new players. Competition is also increasing and becoming more complex, with commercial banks investing in sectors that the DBSA has traditionally focused on, for example, second-tier metros and secondary municipalities.

• Innovation has been prioritised as an imperative • Ongoing analyses of economic and global market

conditions• Board review and challenge of strategy• Improving service offering to stakeholders by

providing enhanced infrastructure solutions throughout the value chain

• Project preparation function to support the development of the project pipeline

• Provision of planning and implementation support to under-capacitated municipalities

3 Credit Risk

Ineffective credit default, concentration risk including ineffective pricing, capital allocation and poor deal selection

Residual risk: High

As a DFI, the DBSA provides loans to clients, which exposes it to credit risks. Credit risk is the risk of default on a debt that may arise from a borrower failing to make required payments.

• Proactive risk management applying due diligence process for new deals

• Monitoring reviews and governance reporting and oversight

• Credit monitoring, analysis and reporting on the health of the portfolio, and concentration risks

• Formal watch listing process to proactively identify emerging risks impacting portfolio

• Business Support and Recovery function• Collateral administration process

4 Country and political

Risk of geo-political events in the countries in which the DBSA operates, leading to increase in credit impairments and reducing financing opportunities

Residual risk: High

Changes in government policies or decisions impact opportunities and projects that the DBSA is pursuing or is invested in within the region that the DBSA operates. Political events have a bearing on infrastructure opportunities we pursue.

• Country risk management framework and model is in place, limits are applied at a country level, based on risk profile

• Deal-specific mitigants are considered, for example, political risk insurance, effective deal structuring, investing in projects of strategic importance to target country, and minimising impact when there are political changes

• Inter-governmental relations are developed and maintained in partnership with the Department of International Relations

• Ongoing stakeholder management• Developing and leveraging key strategic

partnerships

KEY RISK INDICATORS

Residual risk improved compared to prior year

Residual risk unchanged compared to prior year

Residual risk increased compared to prior year

New top risk


01 OVERVIEW


5 Capital and funding

Risk of inadequate capital levels to sustain the business and execute our strategic growth, including potential increased cost of funding due to external events impacting competitiveness

Residual risk: High

The DBSA has capital restrictions through the maximum gearing ratio. However, if it is to meet its infrastructure developmental targets over the medium term, it requires an appropriate level of capital and funding to sustainably meet its objectives.

• Continuous review of alternative sources of funding

• Capital management project is in progress

• Strategy, financial plan and three-year financial forecast annually reviewed and approved by the Board

• Cost-recovery principles incorporated in memoranda of agreement

• Treasury strategy and risk framework implemented

6 Occupational health and safety

Risk arising from the events in the workplace leading to illnesses, accidents, injuries, fatalities and impacting the health and well-being of DBSA staff, and their partners in projects and operations

Residual risk: High

The DBSA leadership recognises that people is the most valuable asset and as such want to ensure that reasonable practicable safe solutions are implemented during all our activities and operations. This risk is much higher in the Infrastructure Delivery Operations.

• Occupational health and safety governance, policy and process enhancement

• Ongoing monitoring of projects/contractors

• Site and induction and awareness training

• Continuous reporting to oversight committees

• Dedicated OHS specialists in the built environment

7 Infrastructure implementation

Failure to deliver on the DBSA’s non-financing mandate, including the risks associated with construction-related activities, such as safety, pipeline and contractor management risks

Residual risk: High

The risk relates to the actual delivery of infrastructure, which is not the same as the lending operations of the DBSA. Some specific examples are ineffective supply chain and contractor management processes.

• Construction risk framework work-in- progress

• Dedicated built environment legal skills to review contracts and memoranda of agreement

• Pricing model has been developed to determine the true costs of implementing these mandates. All projects are implemented on a direct cost-recovery basis

• Closer monitoring of projects for all contracts and projects

8 Development impact

Risk of lower-than- expected development impact and supporting projects thatimpact society and environment negatively


The DBSA’s mission is to advance development impact in the region and effectively integrate and implement solutions to improve the quality of lives and support economic growth through investment and development of infrastructure.

• Project-level risk management controls such as contractual and risk financing mechanism

• Rigorous social and environmental appraisal

9 Reputational

Failure to prevent and respond to reputational risk events impacting on the DBSA’s goodwill and reputation


Management acknowledges the importance of upholding a good reputation to our stakeholders.

• Implementation of reputational risk management framework

• Implementation of brand, communication and marketing strategies



10 Sustainability

Risk of the DBSA’s inability to be a responsible social citizen, preserve and maintain long-term social, economic and environmental balance in fulfilling its mandate and operations


South Africa is a signatory to the UN Sustainable Development Goals and the DBSA is one of the local DFIs positioned to assist the country in delivering on this aspiration. The DBSA has embedded sustainability assessments in projects we prepare, finance and implement including operations thus enhancing the sustainable development of the social, economic and ecological environment.

• Environmental, societal, and technical assessments are performed during the early review and due diligence of the projects in the project appraisal process

• Risk responses for projects deemed to be above appetite require clauses on legal contracts, periodic reporting and monitoring

• Rigorous social and environmental appraisal

11 Stakeholder management

Risks from failure to identify and build effective relationships with key stakeholders, resulting in expectations not being met and impacting long-term sustainability Residual risk: Moderate

The DBSA recognises that effective stakeholder management is imperative to the success of achieving its strategic and operational goals and objectives.

• Managing stakeholders according to the approved stakeholder framework

• Brand, communication and marketing strategy

12 Delivery and execution

Risk of inefficient processes, including inefficient collaboration and alignment impacting efficiencies and targets

Residual risk: High

We strive for operational excellence by creating an operating model, structure, skills and processes that enable efficient provision of innovative finance for development and enhanced project execution capabilities.

• Various initiatives identified and implemented to improve process efficiencies

• Continuous improvement initiative in line with high performance values

• Improving internal collaboration through the value chain in order to improve client services and products

13 Human capital

Failure to maintain a high performance culture; recruit, develop and retain key staff members


People are the DBSA’s most valuable resource and leadership is committed to attracting, developing, retaining and rewarding the best people. The DBSA leadership recognises that a positive culture will support a high performance outcome.

• Implementation of a culture change programme

• Retention strategy, which includes performance incentives benchmarked with peers, enhancement of the performance management process, talent management and succession plans reviewed regularly

14 Information technology

Cyber security risk as well as inadequate and unavailable ICT systems


In today’s world ICT is a key enabler in unlocking operational effectiveness to continue to deliver on the DBSA’s mandate. In addition, increased sophistication of cyber attack capabilities, including related legislative requirements, require focus from a risk perspective.

• ICT governance, strategy and related processes are in place

• Implementing information security management system and cyber security management strategy

COMPLIANCE RISK

15 Compliance and governance

Risk of non-compliance to laws and regulations as well as fraud and corruption


There has been increasing regulation within the financial services sector and focus on conduct risk by regulators since the 2009 financial crisis and the DBSA is not immune to these growing requirements, especially with growth into the rest of the continent.

• Internal controls reviewed on a regular basis

• Fraud prevention plan as well as a fraud hotline is in place

• Dedicated governance, compliance and legal functions

• Project-specific reviews for each of the deals we finance

• Compliance monitoring process is in place


02 GOVERNANCE

GOVERNANCE

02

The DBSA has a clear mandate and strategy with its primary purpose being to promote economic development and growth through our involvement in preparing, facilitating, funding or delivering impactful development projects and programmes.

“ “CHAIRMAN’S STATEMENT

GOVERNANCE

02

JABU MOLEKETICHAIRMAN

02 GOVERNANCE


ECONOMIC OVERVIEWThe current outlook for South Africa’s economy is shaped by a convergence of long-term structural trends, decline in the terms of trade for commodity producers, and a vulnerability to new shocks. Profound uncertainty exists about future economic prospects. Growth is too low to raise living standards and reverse the effective exclusion of one third of the working population. The government is experiencing challenges in implementing structural reform, removing infrastructure bottlenecks and continued commitment to fiscal consolidation.

The currency experienced a sharp decline in December 2015 and has not reached previous levels. The global uncertainty that exists further affects South Africa’s economic prospects adversely.

GDP growth rates2017

%2016

%

Global 3.4 3.1Advanced economies 1.8 1.6Emerging & Developing economies 4.6 4.2South Africa (SARB, Jan 2017) 1.2 0.1

SOUTH AFRICA’S RATINGS REVIEWAfter the year-end, Standard & Poor’s (S&P) Global downgraded South Africa’s sovereign credit rating one notch from BBB- to BB+, with a negative outlook, placing the country’s bonds in “speculative grade”. Fitch subsequently downgraded both South Africa’s local and foreign currency ratings. Moody’s placed South Africa on review for downgrade which culminate into a credit downgrade for both long-term foreign currency and local currency ratings to Baa3 to Baa2 with a negative outlook. The key factors considered by the ratings agencies have been infrastructure constraints, especially in the power sector, unstable labour relations, high rates of unemployment, slow economic growth rates, risks to fiscal consolidation given the large share that the public sector wage bill makes of recurrent expenditure, escalating contingent liabilities accumulated by State Owned Enterprises as well as governance failures among them.

CRITICAL FACTORS INFLUENCING THE OUTLOOK FOR INFRASTRUCTURE IN AFRICAThe SSA region remains at a crossroads: macroeconomic and governance fundamentals have improved significantly in recent years, but lower commodity prices and a more moderate global growth outlook now demand greater state efficiency and efficacy if the region’s growth dynamic is to regain its momentum. While political and social stability remain prerequisites for economic growth, many African countries, including South Africa, are facing a complex array of environmental, political, social, technological and business challenges.

It is estimated that Africa’s population of one billion in 2010 should double by 2050. To that end, and according to the IMF, addressing the infrastructure gap remains critical to allow new higher-productivity sectors to develop, generate jobs for the rapidly growing young population, and foster integration into global value chains.

The African continent is urbanising fast (the share of urban residents has increased from 14% in 1950 to 40% today, and is expected to be 50% by the mid-2030s). This presents immense opportunities and challenges for human development. As the 2016 African Economic Outlook sets out, two-thirds of the investments in urban infrastructure to 2050 have yet to be made, the scope is large for new, wide-ranging urban policies to turn African cities and towns into engines of sustainable structural transformation.

Furthermore, African economies face the challenge of structural transformation in a global context of climate change (i.e. agricultural resources for both food and jobs, welfare challenges for SSA’s rural poor, the already limited water supply is expected to be negatively affected). It is therefore highly likely that climate change could lead to mass migration and rapid urbanisation, which in turn would impact on human settlements and their supporting infrastructure.

Finally, security risks have recently come to the forefront in a number of African countries – especially due to the rise of religious extremism. The Arab Spring of North Africa has had significant impact on East and West African markets and politics,

making marches and civil uprisings common occurrences to bring about change- and South Africa is not immune to this rising trend.

SOCIO-POLITICAL OVERVIEWIn addition to the abovementioned economic issues, South Africa faces a number of socio-political factors that are creating uncertainty and impacting on investments in infrastructure. These include, but are not limited to: rapid urbanisation, high rates of unemployed youth and high levels of disparity. The growth in informal settlements reflect all of these phenomena. The levels of social conflict and protest are increasing as a starkly unequal society continues to grow ever more unequal in an economy constrained by structural limitations and policies aimed at transformation, often at the expense of country competitiveness.

In South Africa, complementary policies are needed to boost employment and economic participation, basic education, and skills acquisition. Government’s infrastructure programme promotes higher levels of economic growth and job creation in the medium term, and could boost long-term growth potential. Greater competitiveness could enable local firms to access new markets and hire more people. Thus the NDP correctly points out that rebalancing and transforming the South African economy will take time.

Greater regional integration has also provided a new growth opportunity for South African businesses. Greater integration should positively influence the rate of development on the continent and is therefore considered an essential building block towards a prosperous Africa.

INFRASTRUCTURE OUTLOOKSouth Africa is considered to be the most developed infrastructure market in Africa. According to the latest World Economic Forum competitiveness rankings, the country’s transportation infrastructure in particular, compared favourably to that of its peer economies. Furthermore, the country plans to sustain its focus on infrastructure investment for the foreseeable future, with a R2.2 trillion commitment over the next decade. Over the


02 GOVERNANCE

next three years projected public-sector capital expenditure of R865.4 billion is expected to address infrastructure bottlenecks. This investment in infrastructure represents a significant economic opportunity for the country as well as for job creation.

However, there are still major gaps in electricity supply and access to clean water and sanitation facilities. The country’s municipal infrastructure asset base remains under strain, owing to low levels of investment and poor maintenance with backlogs in bulk infrastructure remaining critical. The DBSA will continue to work closely with the new political incumbents following the recent municipal elections, as well as a range of public and private sector stakeholders in order to crowd-in investment in metros and smaller municipalities to ensure the timely infrastructure delivery.

Furthermore, the DBSA’s investments will be informed by the Presidential Infrastructure Coordinating Commission’s (PICC) pipeline of projects as well as the guidelines for capital investment priorities provided by the NDP. Linked to the NDP is the Integrated Urban Development Framework (IUDF). In the forthcoming year, the DBSA will continue to assess opportunities to support these initiatives as well as consider ways to further align its operations to these imperatives.

Outside of South Africa, improvements to the continent’s infrastructure in recent years have been responsible for more than half of Africa’s recently better economic performance and have the potential to contribute even more in the future. Despite the recent commodity price decreases, the region’s infrastructure sector has been identified as one of the major global growth points for the next 20 years, specifically in sectors such as mining and agriculture.

Investor appetite for the region has also been reflected in a significant increase in investment in renewable power projects.

South Africa is also well placed to support infrastructure development and strengthen regional economic collaboration within the African continent. The DBSA, as a vehicle of the state and a development finance

CHAIRMAN’S STATEMENT CONTINUED

institution, is recognised as a single yet critical component of the infrastructure development system with a mandate to contribute meaningfully towards national infrastructure objectives.

THE DBSA’S STRATEGIC RESPONSEThe Board and management have achieved significantly enhanced balance sheet strength and sustainable earnings over the past three years, and have now re-envisioned the DBSA’s future course with an ambitious target of achieving R100 billion per annum in infrastructure unlocked by 2020, while remaining sustainably profitable. This will be achieved by doing the following:• The balance sheet strength allows the

DBSA to take unique, catalysing investment positions in order to be able to crowd-in third party capital. It therefore enhances the multiplier factor of own-capital versus third party capital invested in infrastructure development.

• Taking such unique investment positions will require taking less favourable positions on the risk-return continuum in order to enhance investment returns for third parties, although some of this reduction will be offset by diversifying revenues to non-interest revenue earned from fees.

• These fees will be earned from other infrastructure-catalysing activities such as preparation of municipal infrastructure plans, project identification, project preparation for investment, as well as infrastructure delivery via programme management and the maintenance of infrastructure assets in order to preserve and extend their useful lives.

In order to achieve the above, there are specific key competencies the DBSA has identified that the organisation must become proficient in:• Crowding in third parties to take

investment positions with the DBSA (by innovating products to enhance returns for others, and by being able to occupy and be competitive in all segments of the infrastructure delivery value chain).

• Forging deep partnerships with other strategic organisations in the

infrastructure development sector in order to secure multiple small advantages in the sector.

• Avoiding direct competition as far as possible with commercial banks and other funders and by regarding third parties as co-investors.

• Using the DBSA’s longer-tenor cost-of-funding advantage wherever possible to protect margins while catalysing and crowding-in third parties.

• Ensuring that the prudential limits are observed and that investing in infrastructure development is not constrained.

The DBSA has a clear mandate and strategy, with its primary purpose being to promote economic development and growth through our involvement in preparing, facilitating, funding or delivering impactful development projects and programmes.

See the strategy section, which starts on page 9 and the stakeholder engagement on page 19.

GOVERNANCEThe DBSA’s governance standards compare well with best practice, guiding us as we expand our operational areas. This was recognised by an A+ assessment rating based on the Association of African Development Finance Institutions’ (AADFI) “Prudential Standards, Guidelines and Rating System” (PSGRS).

During the financial year, the DBSA conducted a web-based self-assessment using the Governance Assessment Instrument (GAI) made available by the Institute of Directors in Southern Africa (IoDSA). The results of the assessment indicated an overall assessment grading of AAA (2016: AAA), representing a “highest application” level across the various assessed categories. The assessment highlighted the need for the Board to ensure that the IT strategy is effectively integrated into strategic and business processes, as well as the monitoring of significant IT investments and expenditure. The Board will address this in the next financial year.


As a Board we also paid special attention to the following governance matters:• Review of delegation of authority to

ensure alignment with the mandate as prescribed by the DBSA Act, including the delegation between the shareholder, Board and Chief Executive Officer (CEO)

• Skills identification assessment following recent changes to the Board. The Board identified the need to expand the skills base in terms of legal, credit, risk management as well as the need to appoint chartered accountants

• The nomination and recommendation to the Minister of Finance will continue into the new financial year

• Continuous director training• Involvement of selected Board members

in the culture improvement project to ensure that the right tone is set at the top

The DBSA is wholly owned by the South African government. The Minister of Finance holds the Board of Directors accountable for managing the DBSA to deliver on this mandate. During the year, we held an annual general meeting with the shareholder, where specific resolutions were taken.

This provided an opportunity for the shareholder and the Board to engage on strategic and operational matters.

In line with section 52 of the PFMA, the DBSA submits a Shareholder Compact and Corporate Plan to the National Treasury during February of each year. This serves as an agreement between the DBSA and the shareholder, and documents the key performance measures and targets against which organisational performance is assessed. The Board reports on performance and related matters to the shareholder by way of annual and interim

reports, and meetings are held between the Board Chairman, the CEO and the Governor.

The DBSA uses the Balanced Scorecard (BSC) methodology to implement its strategy and to monitor and report on performance against predetermined targets. It has reviewed its key performance indicators and the results of this evaluation are shown in the Directors’ Report.

The Directors’ Report can be found on pages 7 to 10 of the Annual Financial Statements.

The Human Resources, Remuneration, Nomination, Social and Ethics Committee (HRNSEC) evaluated the organisational performance and oversaw the performance assessment of the CEO and the executive management team.

The diverse and experienced Board of Directors has been charged with the governance of the DBSA and is well suited to oversee the delivery of the strategy.

Refer to the governance structure on page 33, which depicts the aspects of the strategy delivered by the executive functions and governed by the committees of the Board and, ultimately, the Board as a whole.

As previously communicated on Ms Thembisa Dingaan’s term coming to an end on 31 May 2017, we also bid farewell to four Board members (Dr Lungile Bhengu Baloyi, Ms Busisiwe Mabuza, Ms Dawn Marole and Mr Arthur Moloto) whose term had come to an end on 31 July 2017. I would like to take this opportunity to express gratitude to my fellow Board members for their invaluable contribution. In the same vein, I would like to warmly welcome the appointment of the six new Board members, whose details are found in the SENS report.

Brief profi les of all current Directors are provided on pages 34 to 37.

PERFORMANCEThe DBSA’s total disbursements over the past five years amount to R64.4 billion, mostly in South Africa. As a result, the total development assets increased to R78.8 billion (2016: R77.1 billion) and total assets to R83.7 billion (2016: R82.3 billion).

The DBSA produced a net profit of R2.8 billion (2016: R2.6 billion), further contributing to ensuring its financial sustainability, which remains a vital pre-requisite to its ongoing ability to deliver on its mandate of infrastructure development support.

The results are discussed in more detail in the section performance and outlook, on pages 54 to 61.

I congratulate the executive team and all DBSA staff, admirably led by Patrick Dlamini as the CEO, on another strong set of results and the significant impact that has been achieved.

Jabu MoleketiChairman

• Angola

• Botswana

• DRC

• Lesotho

• Madagascar

• Malawi

• Mauritius

• Mozambique

• Namibia

• Seychelles

South Africa

• Swaziland • Tanzania

• Zambia

• Zimbabwe

• WORLD

SADC GROUPING

WORLD AVERAGE

Urb

an

isati

on

rate

(%

)

Urbanised population (%)

7.0

6.0

5.0

4.0

3.0

2.0

1.0

0.0

-0.1

10 20 30 40 50 60 70 80

URBANISATION IN SOUTH AFRICA VS. SADC COUNTRIES VS. WORLD AVERAGE


02 GOVERNANCE


GOVERNANCE STRUCTURE

MINISTRY OF FINANCE (SOLE SHAREHOLDER)Minister Malusi Gigaba

DBSA BoardChairman: Jabu Moleketi

ARC BCIC HRNSEC IDKC

BOARD COMMITTEEAUDIT AND RISK COMMITTEE

BOARD CREDIT AND INVESTMENT COMMITTEE

HUMAN RESOURCES, REMUNERATION, NOMINATION, SOCIAL AND ETHICS COMMITTEE

INFRASTRUCTURE DELIVERY AND KNOWLEDGE MANAGEMENT COMMITTEE

Non-executive members Gugu Mtetwa(Chairperson)

Busisiwe Mabuza (Chairperson)

Dawn Marole (Chairperson)

Frans Baleni (Chairperson)

Martie Janse van RensburgDawn MaroleArthur Moloto

Jabu MoleketiArthur MolotoGugu MtetwaAnuradha SinghMartie Janse van Rensburg

Frans BaleniLungile Bhengu-BaloyiBusisiwe MabuzaJabu MoleketiGugu MtetwaMark Swilling

Lungile Bhengu-BaloyiJabu MoleketiAnuradha SinghMark SwillingMartie Janse van RensburgMalijeng Ngqaleni

Executive members Patrick DlaminiKameshni Naidoo

Patrick Dlamini

Responsibilities Oversees the DBSA’s internal control framework, reviews and evaluates the integrity of financial and other statutory reporting, financial strategy, budget, capital expenditure, treasury strategies, loan impairments, enterprise risk management processes (including ICT risks) and compliance with laws and regulations.

Reviews credit strategy, credit risk management policy and programme, trends in portfolio quality and adequacy of provision for credit losses.

The committee’s mandate covers the implementation of the human capital strategy, the nomination of directors, remuneration for the DBSA, Directors’ affairs, governance, social and ethics matters.

Oversees the implementation of the strategic mandate and infrastructure delivery programmes, as well as the policy, advisory and knowledge management function.

For further detail See pages 46 and 47 for the Audit and Risk Committee report.

See pages 49 and 50 for the Board Credit and Investment Committee report.

See page 51 for the Human Resources, Remuneration, Nomination, Social and Ethics Committee report.

See page 52 for the Infrastructure Delivery and Knowledge Management Committee report.

DBSA Executive Management CommitteeChairman: Patrick Dlamini

STEERING COMMITTEE

ASSET-LIABILITY AND SUPPLY CHAIN MANAGEMENT COMMITTEES

INVESTMENT COMMITTEE

CORPORATE SERVICES COMMITTEE

INFRASTRUCTURE DELIVERY AND KNOWLEDGE MANAGEMENT COMMITTEE

Kameshni Naidoo(Chairperson)

Paul Currie(Chairperson)

Dolores Mashishi (Chairperson)

Mohammed Bhabha (Chairperson)


02 GOVERNANCE

BCIC

IDKC

LF

L

BCIC

HRNSEC

IDKC

LE

JABU MOLEKETICHAIRMAN

1

LL

HRNSEC

IDKC

FRANS BALENI DEPUTY CHAIRMAN

2

3 PATRICK DLAMINICHIEF EXECUTIVE OFFICER

ARC

BCIC

IDKC

LF

MARTIE JANSE VAN RENSBURG

6

HRNSEC

IDKC

LR

S

DR LUNGILE BHENGU-BALOYI

5

KAMESHNI NAIDOOCHIEF FINANCIAL OFFICER

4

L

LF

BUSISIWE MABUZA BCIC

HRNSEC

7

BOARD OF DIRECTORSAT 31 MARCH 2017

F

BCIC


INDEPENDENT NON-EXECUTIVE DIRECTORS

DR LUNGILE BHENGU-BALOYIFounder and Director: Development and Leadership ConsultingBorn: 1956Independent Non-executive Director from 1 August 2011

ExpertiseResearch, policy analysis, project management, public health law practitioner, poverty reduction and development, strategist and management, leadership coaching and author

Academic qualifications• Doctorate (Public Administration), University

of KwaZulu-Natal• MA (Social Policy), University of KwaZulu-

Natal• LLM (Public Health Law), University of

KwaZulu-Natal• Advanced University Diploma (Adult

Education), University of KwaZulu-Natal• BSc (Dietetics), MEDUNSA

MARTIE JANSE VAN RENSBURGDirector of CompaniesBorn: 1957Independent Non-executive Director from 1 January 2016

ExpertiseFinance, treasury, project finance, infrastructure delivery and strategy

Academic qualifications• Chartered Accountant (SA)

Listed entity or SOC directorships • FirstRand Bank Limited, Non-executive

member: Africa and Specialised Finance Credit Committee

• Sephaku Holdings Limited: Non-executive Director and Chairman of the Audit and Risk Committee

• Ashburton: Non-executive member of Investments Credit Committee

• SaveTNet Cyber Safety NPC (non-profit company): Non-executive Chairman

BUSISIWE MABUZADirector of CompaniesBorn: 1963Independent Non-executive Director from 1 August 2011

ExpertiseFinance, business and strategic investment

Academic qualifications• MBA, Stern School of Business, New York

University• BA (Mathematics), City University of New York

(Hunter College), USA

Listed entity or SOC directorships • Afgri Limited: Non-executive Director• Industrial Development Corporation: Non-

executive Director• Tsogo Sun Holdings: Non-executive Director

5

6

7

BOARD COMMITTEES:

ARC Audit and Risk CommitteeBCIC Board Credit and

Investment CommitteeHRNSEC Human Resources,

Remuneration Nomination, Social and Ethics Committee

IDKC Infrastructure Delivery and Knowledge Management Committee

QUALIFICATION AND EXPERIENCE:

L Leadership

F Finance and investments

G Government

E Economics

L Labour and talent development

S Social and sustainable development

R Research and policy

L Law

E Engineering

CHAIRMAN

JABU MOLEKETIDirector of companiesBorn: 1957Independent Non-executive Director from 1 January 2010Chairman from 1 September 2011

ExpertiseFinancial economist, strategic leadership

Academic qualifications• Advanced Management Programme (AMP),

Harvard Business School, USA• Masters of Science in Financial Economics,

University of London, UK• Post-graduate diploma in Economic

Principles, University of London, UK

Listed entity or SOC directorships• Brait South Africa: Non-executive Chairman• Remgro (Pty) Limited: Non-executive

Director• MMI Holdings: Non-executive Director• Vodacom Group Limited: Non-executive

Director

DEPUTY-CHAIRMAN

FRANS BALENIDirector of CompaniesBorn: 1960Independent Non-executive Director from 1 January 2010Deputy-Chairman from 1 September 2010

ExpertisePolitical science, trade unionism and social development

Academic qualifications• BA (Social Science Development Studies),

University of Johannesburg• Diploma in Political Science and Trade

Unionism, Whitehall College, Bishop’s Stortford, U.K.

Listed entity or SOC directorships• Petro SA: Non-executive Director

EXECUTIVE DIRECTORS

PATRICK DLAMINIChief Executive OfficerBorn: 1969Executive Director from 1 September 2012

ExpertiseStrategic leadership, human capital development and finance

Academic qualifications• Master of Science in Global Finance (MSGF),

HKUST-NYU Stem• Advanced Executive Programme, Kellogg

School of Management, USA• EDP, University of the Witwatersrand

Business School• BCom, University of KwaZulu-Natal

KAMESHNI NAIDOOChief Financial OfficerBorn: 1974Executive Director from 1 January 2013 to 31 August 2017

ExpertiseFinance

Academic qualifications• Advanced Management Programme (AMP),

Harvard Business School, USA• Chartered Accountant (SA)• Advanced Certificate in Auditing, University

of Johannesburg

1

2

3

4

02 GOVERNANCE

BOARD OF DIRECTORS CONTINUED

AT 31 MARCH 2017

DAWN MAROLE

8

HRNSEC

ARC

LF

L

BCIC

HRNSEC

ARC

GUGU MTETWA

10

L

LF

E

BCIC

IDKC

ANURADHA SINGH

11

ARTHUR MOLOTO 9

BCIC

ARC

LG

EL

LR

S

PROF MARK SWILLING

12

HRNSEC

IDKC

IDKC

MALIJENG NGQALENI

13

GE

L

F


BOARD COMMITTEES:

ARC Audit and Risk CommitteeBCIC Board Credit and

Investment CommitteeHRNSEC Human Resources,

Remuneration Nomination, Social and Ethics Committee

IDKC Infrastructure Delivery and Knowledge Management Committee

QUALIFICATION AND EXPERIENCE:

L Leadership

F Finance and investments

G Government

E Economics

L Labour and talent development

S Social and sustainable development

R Research and policy

L Law

E Engineering

BATHOBILE SOWAZICOMPANY SECRETARY

14

DAWN MAROLEChairman: Executive Magic (Pty) Limited ConsultingBorn: 1960Independent Non-executive Director from 1 August 2011

ExpertiseStrategic management, finance, human capital and business development

Academic qualifications• Executive Leadership Development

Programme, GIBS• MBA NEU Boston, Massachusetts, USA• BCom (Acc), University of Zululand• Diploma Tertiary Education, University of

South Africa

Listed entity or SOC directorships• MTN Group Limited, Non-executive

Director• Resilient Property Income Fund: Non-

executive Director• Santam Limited Non-executive Director• South African Post Office: Non-executive

Director

ARTHUR MOLOTOPolitical and Economic Advisor to the Speaker of National Assembly at Parliament of South AfricaBorn: 1968Independent Non-executive Director from 1 August 2014

ExpertiseLaw, economics and political strategy

Academic qualifications• MSc in Finance and Financial Law,

University of London, UK• Post-graduate diploma in Economic

Principles, University of London, UK• Bachelor of Arts Honours Development

Studies, University of Limpopo

Listed entity or SOC directorships• Land Bank: Non-executive Chairman

GUGU MTETWADirector of CompaniesBorn: 1979Independent Non-executive Director from 1 August 2014

ExpertiseBusiness Management, auditing and financial management

Academic qualifications• Partner development programme, GIBS• Executive Leadership Development

Programme, University of Stellenbosch Business School

• Chartered Accountant (SA)

Listed entity or SOC directorships• Equites Property Fund Limited, Non-

executive Director• Italtile Limited: Non-executive Director• Santam Limited: Non-executive Director• Land Bank: Non-executive Director

ANURADHA SINGHGeneral Manager: Infrastructure at MTN Group LimitedBorn: 1971Independent Non-executive Director from 1 August 2014

ExpertiseFinance and business investment

Academic qualifications• MBA, Wits Business School• BSc Eng (Mechanical), University of Natal

(Durban)

PROF MARK SWILLINGDivisional Head: Sustainable Development, University of StellenboschBorn: 1960Independent Non-executive Director from 1 August 2014

ExpertiseResearch, policy analysis, sustainable development

Academic qualifications• PhD, Department of Sociology, University of

Warwick, UK• Bachelor of Arts Honours, Department of

Political Studies, Wits University• Bachelor of Arts, Wits University

NON-EXECUTIVE DIRECTOR

MALIJENG NGQALENIDeputy-Director General: Inter-governmental Relations (IGR), National TreasuryBorn: 1959Non-executive Director from 1 January 2016 (shareholder representative)

ExpertiseEconomics

Academic qualifications• MSc Agricultural Economics: University of

Saskatchewan, Canada• BA Economics: National University of Lesotho

COMPANY SECRETARY

BATHOBILE SOWAZIDBSA Company Secretary from 1 May 2011Born: 1972

Academic qualifications• LLB, Rhodes University• BA Law, University of Swaziland• Advanced Banking Law, University of

Johannesburg

8

9

10

11

12

13

14

02 GOVERNANCE

SUMMARY

GOVERNANCE REPORTAT 31 MARCH 2017

The Board considers corporate governance to be a priority and endeavours to go beyond minimum compliance, where appropriate. The Board therefore consider all new non-statutory corporate governance concepts carefully and will implement them if they are deemed to be in the DBSA’s best interests. The application of governance requirements should facilitate, not detract from, the directors’ ability to execute their statutory and fiduciary responsibilities, and their duty of care and skill. The Board through the Human Resources, Remunerations, Nomination, Social and Ethics Committee (HRNSEC) continues to review and benchmark all governance structures and processes to ensure they support effective and ethical leadership, good corporate citizenship and sustainability.

GOVERNANCE FRAMEWORK

KEY LEGISLATION

• DBSA Act• Public Finance Management Act• Companies Act (where appropriate)

Ethical leadership

Zero tolerance for corruption and anti-competitive behaviour

Clearly defined roles and responsibilities

GOVERNANCE PRINCIPLES

• King IV (where appropriate)• Corporate Governance Development Framework• AADFI Prudential Standards Guidelines and Rating System• United Nations Global Compact

GOVERNANCE PARTNERSHIPS

• SADC Development Finance Resource Centre (DFRC)

POLICIES AND PROCEDURES IN PLACE

• Board Charter• Code of Ethics• Board and sub-committee terms of reference• Conflict of interest• Delegation of authority• Company Secretary• Ethics hotline• Annual review of finance function• Gift policy• Politically exposed person (PEP)

Details of the Charter, including the role and responsibilities of the Company Secretary, as well as the Code of Ethics are available on our website, www.dbsa.org

For a more comprehensive report on the DBSA’s enterprise-wide risk management processes, including internal control environment and the combined assurance, as well as material risks identified, refer to pages 20 and 25.

BOARD AND COMMITTEE RECORD OF ATTENDANCE

DBSA Board

Audit and Risk

Board Credit and Investment

Human Resources,

Remune-ration,

Nomination, Social and

Ethics

Infrastruc-ture

Delivery and Knowledge

ManagementCombined ARC/BCIC valuations

Combined ARC/HRNSEC

Number of meetingsScheduled 4 4 10 4 4AGM 1Strategy 1 -Risk-focused 2Combined ARC/BCIC valuations1 2Combined ARC/HRNSEC6 1Special 4

Independent Non-executive Directors Jabu Moleketi (Chairman) 6 8 4 2 2 1Frans Baleni (Deputy Chairman) 5 4 4 (Chair) 1Lungile-Bhengu-Baloyi 6 4 1Thembisa Dingaan3 0 3 (Chair) 0Martie Janse van Rensburg 6 8 14 4 1Busisiwe Mabuza3 6 13 (Chair) 22 1Dawn Marole 6 6 4 (Chair) 1 1Arthur Moloto 6 6 12 0 1Gugu Mtetwa 6 6 (Chair) 14 4 2 1Anuradha Singh 6 10 4 2Mark Swilling 2 2 2Non-executive Directors Malijeng Ngqaleni3 6 2Executive Directors Patrick Dlamini (Chief Executive Officer)4 6 4 12 4 3 1 1Kameshni Naidoo (Chief Financial Officer)4,5 6 4 14 1 1

1. Combined ARC and BCIC valuations meeting to assess investment valuations. Conducted twice a year

2. BCIC members joining ARC meeting for investment valuations assessment3. Board term of Ms Tembisa Dingaan ended on 31 May 2016. Ms Busisiwe

Mabuza appointed as chairperson of BCIC

4. By invitation5. The Acting CFO attended three of the six ARC meetings and one

combined ARC and HRNSEC meeting on behalf of the CFO6. Combined HRNSEC and ARC, special meeting convened to discuss

remuneration policy/incentives

DISCLOSURE ON ROTATION: The following key issues have been identified:• The terms of the Chairman

and Deputy Chairman both expire on 31 December 2018. The Board and shareholder are having engagements on the Board succession plan to ensure that there is no impact on the continuity of the Board or culture.

• Although members’ terms are staggered to ensure rotation of directors on annual basis, there is a need to ensure that at any point we do not have a significant number of members retiring at the same time although eligible for re-appointments. Six new Board members were appointed with effect from 1 August 2017 following the end of term of the four Board members.

The DBSA applies sound corporate governance structures and processes, which the Board considers pivotal to delivering sustainable growth in the interests of all stakeholders. The DBSA’s values-driven culture and Code of Ethics underpin its governance structures and processes, committing the organisation to high standards of business integrity in all its activities. Governance structures and processes are reviewed regularly, and adapted to accommodate internal developments and reflect national best practice.


• The Minister approves appointment of Directors

• The Chairman is an Independent Non-executive Director

• HRNSEC and ARC: No Executive Directors as members

• Declaration of interest at each meeting

79%

14%

7%

Independent Non-executive Directors

Executive Directors (CEO and CFO)

Non-executiveDirectors (Shareholder representative)

BOARD INDEPENDENCE

LEADERSHIP

13 (100%)

FINANCE AND INVESTMENTS

7 (53%)

GOVERNMENT

2 (15%)

L

F

G

DIVERSITY

Black female:

57% (7)White female:

7% (1)

MALE:

38%Black male:

29% (4)White male:

7% (1)

FEMALE: 62%

ACTIVE PARTICIPATION

4 Annual Board meetings

31 Board sub-committee meetings

1 Strategy session

93%Attendance of meetings

Bi-annual Board effectiveness review in progress

1Annual general meeting

ENSURING EFFECTIVE GOVERNANCE AND GOOD CORPORATE CITIZENSHIP

Board independenceQualifi cation and

experienceRotation

Active participation

Effective governance leadership

+ + + =

EFFECTIVE GOVERNANCELEADERSHIP

Biennial Board effectiveness review conducted in 2017

AADFI SGRS rating: A+ (2015: A)

IODSA KING III self-assessment rating: AAA (2015: AAA)

Accredited as a Green Climate Fund

55% with less than 3 years

82% with less than 6 years

The contract terms for each of the Directors are on page 9 of the Directors’ Report.

ROTATION

Appointed for three-year term

Maximum number of terms: 3

Left the Board during 2017: 1

Joined the Board during 2017: 0

0 – 3 years >3 – 6 years >6 years

Tenure of Non-executive Directors

6 3 2

Number of Non-executive Directors

ECONOMICS

3 (23%)

LABOUR AND TALENT DEVELOPMENT

3 (23%)

SOCIAL AND SUSTAINABLE DEVELOPMENT

2 (15%)

E

L

S

RESEARCH AND POLICY

2 (15%)

LAW

1 (7%)

ENGINEERING

1 (7%)

R

L

E

DIRECTOR QUALIFICATION AND EXPERIENCE


02 GOVERNANCE

APPLICATION OF KING IV PRINCIPLES

The King IV Report on corporate governance for South Africa, 2016 (King IV) was launched on 1 November 2016. Whilst disclosure on the application of King IV is only effective in respect of financial years starting on or after 1 April 2017, immediate transition is encouraged. The DBSA prides itself on its high standards of corporate governance and has commenced implementing King IV. In order to benchmark the DBSA’s practices against the latest available guidelines and trends, it completed an assessment of its practices against the principles of King IV. Below are details of the practices implemented and progress made towards achieving the 16 principles and desired governance outcomes:

PRINCIPLES PRACTICES IMPLEMENTED AND PROGRESS MADE

Governance outcome: ethical culture

1. The accounting authority should lead ethically and effectively

The DBSA’s directors hold one another accountable for decision-making and acting in a way that displays the ethical characteristics stated in King IV. We furthermore undertook an assessment of the performance of individual members of the Board, which included peer evaluation of the ethical characteristics demonstrated by each director. As a result of the evaluation, the Board agreed to make ongoing professional development of its members a priority for the coming year so that Board members are able to fully demonstrate the characteristic of being informed.

2. The accounting authority should govern the ethics of the SOE in a way that supports the establishment of an ethical culture

The DBSA has established the values of honesty, communication, effectiveness and transparency as the convictions that guide the way it does things even when no one is watching. The DBSA has a Code of Ethics in place, which is applicable to employees and is incorporated as part of the contractual arrangements with parties in the supply chain management. All employees are required to attend ethics awareness training at least once a year and performance evaluations of employees include ethical conduct. The DBSA had a forensic fraud audit conducted and an independent ethics assessment is planned for the upcoming year, which will guide the steps to be taken to enhance ethical management. It will also enable the Board to get an estimation of the extent to which we have achieved effective ethics management.

The Code of Ethics is available on our website, www.dbsa.org.

3. The accounting authority should ensure that the SOE is and is seen to be a responsible corporate citizen

The DBSA strives to integrate responsible corporate citizenship as part of the way it does business and performance measures in respect thereof are shared across functions and business units. The Board has delegated to the Social and Ethics Committee, among others, the responsibility for monitoring the overall responsible corporate citizenship performance of the DBSA. In this regard, the committee is working closely with the Chief Executive Officer, Ethics Officer and the executives responsible for risk, human resources and stakeholder relationships.

For more detail on how the DBSA addressed responsible citizenship, refer to the Human Resources, Remuneration, Nomination, Social and Ethics Committee (HRNSEC) report on page 51.

Governance outcome: performance and value creation

4. The accounting authority should appreciate that the SOE’s core purpose, its risks and opportunities, strategy, business model, performance and sustainable development are all inseparable elements of the value creation process

The Integrated Annual Report demonstrates that organisational performance is understood as both the achievement of objectives and the enhancement of the capitals and relationships that the DBSA uses and affects, i.e. value creation. Sustainable development is seen to be a source of opportunity and the DBSA defines its core purpose, sets and achieves its strategic objectives with reference to risk and opportunity. The Board assesses on a continual basis the positive and negative outcomes resulting from its business model and responds to it as highlighted in the Integrated Annual Report.

To view the DBSA’s core purpose, risks and opportunities, strategy and business model, as well as the performance in terms thereof, refer to the overview section which commences on page 9.

5. The accounting authority should ensure that reports issued by the SOE enable stakeholders to make informed assessments of the SOE’s performance and its short, medium and long-term prospects

The Integrated Annual Report presents material information in an integrated manner and provides users with a holistic, clear, concise and understandable presentation of the DBSA’s performance in terms of sustainable value creation in the economic, social and environmental context within which it operates.

The DBSA’s complete Integrated Annual Report can be downloaded from our website, www.dbsa.org.



Governance outcome: adequate and effective control

6. The accounting authority should serve as the focal point and custodian of corporate governance in the SOE

The role and responsibilities of the Board are as set out under principle 6 of King IV. These roles and responsibilities are articulated in the Board Charter and reflected in the work plan. The Board serves as the focal point and custodian of corporate governance of the DBSA both in terms of how its role and responsibilities are documented and the way that it executes its duties and decision-making.

The Board Charter is available on our website, www.dbsa.org.

7. The accounting authority should comprise the appropriate balance of knowledge, skills, experience, diversity and independence for it to discharge its governance role and responsibilities objectively and effectively

The Board, with the assistance of the Human Resources, Remuneration, Nomination, Social and Ethics Committee (HRNSEC) considers, on an annual basis, its composition in terms of balance of skills, experience, diversity, independence and knowledge and whether this enables it to effectively discharge its role and responsibilities. The Board is satisfied that there is a balance of skills, experience, diversity, independence and knowledge needed to discharge its role and responsibilities. The Board has taken steps to strengthen its succession plan to also include an immediate and interim succession plan in the event of an unforeseen event.

For more detail on the composition of the Board of Directors, refer to page 34.

8. The accounting authority should ensure that its arrangements for delegation within its own structures promote independent judgement, and assist with balance of power and the effective discharge of its duties

There is clear delegation of authority from the Board to the Chief Executive Officer and subsequently to the employees.

The composition of the committees of the Board and the distribution of authority between the Chairman and other directors is balanced and does not lead to instances where individual(s) dominate decision-making within governance structures or where undue dependency is caused. There are terms of references for the committees.

For more detail on the composition of the Board’s committees, refer to page 33.

The Audit and Risk Committee is satisfied that the auditor is independent as the audit firm has been appointed with the designated partner having oversight of the audit.

The Chief Financial Officer is the head of the finance function and she has three senior managers reporting to her. Internal Audit is an independent function that reports to the Audit and Risk Committee of the Board, and the Chief Executive Officer is responsible for the day-to-day administration of the function.

An assessment of the effectiveness of the Chief Financial Officer function is performed annually by the Audit and Risk Committee.

The Audit and Risk Committee’s report can be found on pages 46 and 47.

9. The accounting authority should ensure that the evaluation of its own performance and that of its committees, its chair and its individual members, support continued improvement in its performance and effectiveness

Assessments of the performance of the DBSA Chief Executive Officer and Company Secretary are conducted annually. The performance of the Board structures and its members are conducted every three years simultaneously. The three-year interval allows the opportunity for thorough remedial interventions. It is the opinion of the Board that the Board and its structures should function in an integrated manner and a simultaneous assessment of the whole Board structure would highlight issues that affect the whole structure. As reported in 2016, succession planning for Board members and fragmentation, overlap of the functions of the Board and its committees, and ongoing professional development of members of the Board were identified as key matters to address. The Board has developed a preliminary succession plan which will be finalised after further discussion and consultation and implemented in the year ahead. The particular development needs of the Board and individual members have been identified and the DBSA Company Secretary has assisted the Board in designing a professional development programme that addresses both.

Furthermore, the Board, with the assistance of the DBSA Company Secretary, undertaken a holistic review of its Board Charter and the terms of references in order to achieve better integration and co-ordination among the Board and all its committees.


02 GOVERNANCE


10. The accounting authority should ensure that the appointment of, and delegation to, management contribute to role clarity and the effective exercise of authority and responsibilities

The Board has reserved for itself the powers as referred to in the Board Charter. The Board also reserves the right to finally approve strategy, business plans, annual operational budgets, key policies as defined, as well as employee collective bargaining agreements. A detailed delegation of authority is in place.

The Board Charter is available on our website, www.dbsa.org.

A succession plan for the CEO is not in place. The Board plans to address this matter during the upcoming year.

For the executive and senior management structure, refer to page 65.

For the qualifications and other information about members of the Executive Committee, refer to page 66.

The DBSA has a full-time Company Secretary with the requisite knowledge, experience and stature. No major issues or concerns have been identified and the Board is satisfied that the DBSA Company Secretary and the function that she oversees are performing well. The Company Secretary does sign off on disclosure of membership of Board structures, number of meetings of each and attendance at each meeting as well as overall content of the committee information and reporting that are in the public domain.

For an abbreviated curriculum vitae of the Company Secretary, refer to page 37.

The Board is satisfied that the DBSA is appropriately resourced and that its delegation to management contributes to an effective arrangement by which authority and responsibilities are exercised.

11. The accounting authority should govern risk in a way that supports the SOE in setting and achieving its strategic objectives

At the DBSA, anticipating and responding to risk is a fundamental part of delivering on our mandate and ensuring that we deliver on a sustainable basis. The DBSA Board is ultimately accountable for the effective management of risks and has adopted an enterprise-wide risk management (ERM) framework and approach to managing risk exposures. This approach ensures that the DBSA takes a holistic view of the risks inherent in its strategy, operations and business, and that the management of risks is embedded into the mainstream planning, business and decision-making processes. The Audit and Risk Committee assists the Board with the governance of risk.

For more details on the DBSA’s risks and the management thereof, refer to the section managing our risks and opportunities on page 20.

12. The accounting authority should govern technology and information in a way that supports the SOE setting and achieving its strategic objectives

The Board is aware of the importance of technology and information as it is inter-related with the strategy, performance and sustainability of the DBSA.

The Audit and Risk Committee assists the Board with the governance of information technology. The DBSA’s ICT Strategic plan, ICT Governance Framework and ICT Governance Strategy are in place and incorporate the relevant legislated requirements and frameworks. The implementation of ICT governance has been duly delegated to management. Management has implemented structures which deal with IT governance, risk management, IT infrastructure and architecture, implementation of IT projects and reviews with regard to benefits realisation. There has been focus on cyber security as well as data management, including disaster recovery processes. The Internal Audit function annually issues a written assessment to the Audit and Risk Committee, providing assurance by Internal Audit on the overall control environment, taking cognisance of the governance, information technology, risk management and operational/financial risk areas. The assurance provided is informed by the outcome of the audits/ reviews conducted based on an approved risk-based audit plan.

For more details on the governance of information and technology, refer to the Audit and Risk Committee report on page 46.

13. The accounting authority should govern compliance with applicable laws and adopted, non-binding rules, codes and standards in a way that supports the SOE being ethical and a good corporate citizen

The responsibility of compliance management has been delegated to the Audit and Risk Committee, ensuring that it plays an oversight role in respect of the compliance risk of the DBSA.

There were no material or repeated regulatory penalties, sanctions or fines for contraventions of, or non-compliance with, statutory obligations.

For more details on the fruitless and wasteful expenditure please refer to note 49 to the Annual Financial Statements.

14. The accounting authority should ensure that the SOE remunerates fairly, responsibly and transparently so as to promote the achievement of strategic objectives and positive outcomes in the short, medium and long term

The Board has approved remuneration policy which clearly articulates the direction and approach on the company’s remuneration.

The DBSA remunerates fairly, responsibly and transparently so as to deliver on its strategic initiatives and to promote the creation of value in a sustainable manner.

For more information, refer to the remuneration report on page 45.

APPLICATION OF KING IV PRINCIPLES CONTINUED



15. The accounting authority should ensure that assurance services and functions enable an effective control environment, and that these support the integrity of information for internal decision-making and of the SOE’s external reports

The DBSA has implemented a combined assurance model which is co-ordinated and managed by the Internal Audit function. A combined assurance policy has been developed, which includes the formation of a formal Combined Assurance Working Committee comprising representatives from business, risk management, compliance, as well as internal and external audit. This ensures that all levels of assurance can be provided by the various assurance providers, supporting the independent assurance provided by both internal and external audit. Quarterly assurance reporting is done by the Combined Assurance Working Committee to the Audit and Risk Committee.

The Board is satisfied that assurance results in an adequate and effective control environment and integrity of reports for better decision-making.

For more information on the DBSA’s combined assurance model, refer to page 21.

Governance outcome: trust, good reputation and legitimacy

16. In the execution of its governance role and responsibilities, the accounting authority should adopt a stakeholder-inclusive approach that balances the needs, interests and expectations of key stakeholders in the best interests of the SOE over time

The DBSA has identified key stakeholder groupings and their legitimate and reasonable needs, interests and expectations. Stakeholder relationship programmes have been developed to ensure continual engagement and staying attuned. The DBSA has also introduced systems to gather and analyse information that could provide useful intelligence on stakeholder perceptions or which could adversely affect the DBSA’s reputation.

For more details on the DBSA’s interaction with its stakeholders, refer to the section engaging with our stakeholders on page 19.

It is envisaged that this King IV Application Register will in future not be included in the Integrated Annual Report, but only be made available online.

An up-to-date version of this King IV Application Register is available on our website, www.dbsa.org.


02 GOVERNANCE


REMUNERATION REPORT

For the DBSA to achieve its mandate, the organisation is committed to a remuneration philosophy that:• Supports the execution of the DBSA’s

mandate and business strategy

• Promotes good governance and risk management

• Aligns its policies, procedures and practices with best practice and legislation (the PFMA and King IV, in particular)

• Motivates and reinforces performance at all levels (organisational, divisional, unit and individual)

• Ensures the long-term financial sustainability of the DBSA.

The DBSA’s application of its remuneration philosophy aims to meet the strategic objectives of:• Aiming to be market-competitive in

specific labour markets in order to attract, retain and motivate key and talented people

• Determining the value proposition of the various job levels required by the DBSA

• Ensuring that the hybrid of performance and competency management forms an integral part of remuneration, thereby influencing the remuneration components of base pay and incentives

• Payment of fair, appropriately structured and competitive remuneration

• Applying good governance to remuneration practices within approved structures

• Supporting the DBSA’s culture, as embedded in its values.

BOARD REMUNERATIONThe DBSA compensates and remunerates Non-executive Directors in a manner which enables it to attract and retain high-calibre and professional Directors to ensure that the Board has, at all times, the necessary skills required to execute on its mandate.

Non-executive Directors are remunerated according to their scope of responsibility and contribution to the DBSA’s operating and financial performance, taking into account industry norms, including the State-Owned Enterprise Remuneration Guidelines as well as the external market and benchmarks.

Non-executive Directors receive fees according to their attendance at meetings. In addition, all Independent Non-executive Directors receive annual retainer fees so that they are also available to provide strategic advice to the CEO and management outside Board and committee meetings. Non-executive Directors are not entitled to receive short- or long- term incentives.

Board members are compensated for expenses incurred in pursuance of the DBSA’s business.

The HRNSEC reviews the Non-executive Directors’ fees and makes recommendations to the Board and the Minister of Finance for consideration and approval.

No related party transactions with Board members occurred during the financial year, except for payments in respect of attendance at Board and Board committee meetings.

Details of fees earned by the Non-executive Directors are reflected in note 42.2 to the Annual Financial Statements.

EMPLOYEE REMUNERATIONThe Board is committed to attracting, motivating, managing and retaining employees of the highest calibre for the DBSA through the payment of fair, appropriately structured and competitive remuneration. The DBSA recognises a mix of both competencies and performance in its remuneration structure.

The remuneration packages for employees, including the group executive team are divided into fixed and variable components, including short-term performance incentives. We are currently developing a long-term incentive scheme which will seek to ensure that the ultimate long-term delivery outcomes are achieved.

GUARANTEED PACKAGESAll employees, including Executive Directors and Group Executives, receive a guaranteed package based on their roles and responsibilities. Contributions to retirement and insured benefits are included in the guaranteed package.

Employees can choose to participate in a DBSA-nominated medical aid scheme.

The HRNSEC reviews the Chief Executive Officer and Group Executives’ remuneration and makes recommendations to the Board and the Minister of Finance for consideration.

All permanent employees and employees with contracts longer than three years are required to join the DBSA Provident Fund, a defined contribution scheme. Besides the retirement fund contributions, lump sum contributions may be made to the fund.

The retirement age for DBSA employees is 60. Some employees who have been with the DBSA for longer than 18 years have a retirement age ranging from 60 to 65 years, depending on their respective employment contracts.

The DBSA operates an unfunded defined post-retirement medical benefit plan for qualifying employees. In terms of the plan, it pays 100% of the medical aid contributions of qualifying pensioners. Pensioners include retired employees and their widow(er)s.

Refer to note 18.2 to the Annual Financial Statements for further details of the post-retirement medical benefits liability.

Funeral benefit cover is provided to all current and retired employees. In respect of these employees, a gross amount of R33 000 is paid to the family upon death of an employee or retired employee.

Increases in the guaranteed package for employees are based on a review of market data, the consideration of individual performance and potential, and the business priorities of the DBSA.

The DBSA provides a range of benefits to employees over and above their guaranteed remuneration packages.

Key benefits include study assistance for employees, study assistance for employees’ children in tertiary education, annual leave, sick leave, as well as maternity and paternity leave.

SHORT-TERM INCENTIVESAll employees, including Executive Directors and Group Executives, participate in a yearly short-term incentive plan. Bonus payments are discretionary and depend on business performance and individual contribution.

The performance of the executive management team is measured against predetermined goals approved by the Board.

Refer to the Directors’ report on page 7 of the Annual Financial Statements for performance against the predetermined goals.

All bonuses are capped at the following percentage of the guaranteed package:

ROLEMAXIMUM

PERCENTAGE

Chief Executive Officer 100

Chief Financial Officer 80

Group executives 80

02 GOVERNANCE

AUDIT AND RISK COMMITTEE REPORTFOR THE YEAR ENDED 31 MARCH 2017

We are pleased to present our report for the financial year ended 31 March 2017.

The Audit and Risk Committee has adopted appropriate formal terms of reference as its Audit and Risk Committee Charter, has regulated its affairs in compliance with this Charter, and has discharged its responsibilities as contained therein.

MEMBERSHIPThe Audit and Risk Committee members and attendance are reflected on page 38 in the summary governance report. In compliance with Treasury Regulations 27.1.3 and 27.1.4, the Chairperson is an Independent Non-executive Director and has the requisite business, financial and leadership skills for the position. All the committee members are financially literate, with all being Independent Non-executive Directors.

The names and qualifications of directors serving on the Audit and Risk Committee are detailed in the Board of Directors section of the Integrated Annual Report on pages 34 to 37.

IMPACT OF KING IVKing IV recommends disclosing the date of the first appointment of the external auditor (which was 22 November 2013) and the date of the appointment of the predecessor firm (which was 22 November 2013). King IV recommends that the Audit Committee be responsible for the auditor independence oversight as recommended by the Independent Regulatory Board for Auditors and provides factors that may influence the independence of the auditor. The committee has to apply the independence test of the external auditor annually to ensure that reporting is reliable, transparent and a fair representation for the use of stakeholders. The committee has satisfied itself of the auditor’s independence.

Audit quality is enhanced by reporting on significant audit matters arising from the audit and how the matters were addressed.

The significant audit matters, together with the Audit and Risk Committee’s responses, where applicable, are detailed in the Independent Auditor’s report on pages 3 to 6 of the Annual Financial Statements.

King IV expands on the King III combined assurance model to include “five lines of assurance” to incorporate all assurance providers to enable an effective control environment to strengthen decision-making. Horizontal assurance includes internal audit, risk and compliance whilst vertical assurance includes line managers, frameworks, policies, procedures and system controls. Internal Audit remains a pivotal part of governance relating to assurance. The Internal Audit function will be relied on, not to only contribute insight into the organisation, but to provide foresight through the use of pattern recognition, trend assessment, analysis and scenarios. As more reliance will be placed on Internal Audit, the committee and the Board

will apply its mind to the assurance standards expected from the Internal Auditors.

AUDIT AND RISK COMMITTEE RESPONSIBILITYThe functions of the Audit and Risk Committee are regulated by the PFMA and King IV. The committee oversees the internal control framework and reviews and evaluates the integrity of financial and other statutory reporting, risk management processes, compliance with laws and regulations and ethics management. It oversees the internal and external audit functions and reviews the internal audit plan and the annual assessments of significant risk exposures.

The committee oversees and also advises the Board on income, expenditure and capital budget requirements, tax management, treasury arrangements and funds mobilisation strategies, transfer pricing policies, development loan impairments, management of assets and liabilities and the DBSA’s overall financial health and sustainability.

The Audit and Risk Committee reports that it has complied with its responsibilities arising from section 51(1)(a) of the PFMA and Treasury Regulations 27.1.7 and 21.1.10(b) and (c).

Section 51(1)(a)(ii) of the PFMA states the following:(a) The Accounting Authority must ensure

that the public entity has and maintains:

(i) Effective, efficient and transparent systems of financial and risk management and internal control.

(ii) A system of internal audit under the control and direction of an audit committee complying with and operating in accordance with regulations and instructions prescribed in terms of sections 76 and 77.

(iii) An appropriate procurement and provisioning system which is fair, equitable, transparent, competitive and cost-effective.

The Audit and Risk Committee’s responsibilities also include:• Considering the appointment, rotation

and/or termination of the external auditor(s) and recommending to the Board for approval

• Approving the terms of engagement of the external auditor(s), including their audit fee and determining the nature and extent of any non-audit services

• Monitoring and reporting to the Board on the independence, objectivity and required skills and competence of the external auditor(s) to execute the audit in terms of International Standards on Auditing

• Monitoring the effectiveness of the processes to create awareness and develop an understanding of relevant legislation and regulation to ensure compliance by management

• IT governance on behalf of the Board to ensure proper system security, data integrity and business continuity, disaster recovery and review of the reports of the Chief Information Officer

• Oversight over the enterprise-wide risk management (ERM) approach to managing risk exposures

• Consideration of the expertise, resources and experience of the CFO, finance and internal audit functions.

COMBINED ASSURANCEThe Audit and Risk Committee’s corporate governance processes comply with the requirements of the King Code of Governance Principles for South Africa 2016 (King IV) with respect to ensuring that a combined assurance model is applied to provide a co-ordinated approach to assurance. The model aims to optimise the assurance coverage obtained from risk, internal providers and external assurance providers on risks attached to the DBSA.

ASSURANCE BY MANAGEMENT• Received and reviewed the reports from

management regarding the adequacy of impairments on development loan and equity valuations

• Received and reviewed the accounting policies, practices, judgements and estimates adopted in the preparation of the Annual Financial Statements and found those to be appropriate

• Reviewed reports from management regarding the going concern assessment and financial sustainability of the organisation

• The continued preparation of the Annual Financial Statements on a going concern basis was adopted.

ASSURANCE BY GROUP RISK ASSURANCE (GRA)The Board considers risk management to be a key business discipline designed to balance risk and reward and therefore, through the Audit and Risk Committee, oversees the approved ERM approach to the management of risk exposures. The Audit and Risk Committee delegated to management the responsibility to design, implement and monitor the risk management plan. To this end, the following internal management committees exist that monitor and report on various components of risk to the Audit and Risk Committee:• Treasury-related risks are monitored

through an internal Asset and Liability Management Committee

• Portfolio risks are monitored through the Investment Committee. Based on loans and equities portfolio reports received from management, the monitoring of the loan and equities portfolio is considered adequate

• Operational risks are addressed by the ERM framework.

Internal assurance from the GRA function was obtained through quarterly ERM reports and dashboards prepared independently of management and in accordance with the ERM framework.


Operational risk management is facilitated by the GRA function and reported through the ERM reports to the Audit and Risk Committee. These risks are considered in relation to assurance reports from other sources.

ASSURANCE BY INTERNAL AUDITInternal Audit is a key internal assurance provider and provides the Board with a report of its activities which, along with other assurance provider sources, is used by the Board in reporting on and assessing the system of internal control and risk management. The committee:• Considered and recommended for

approval to the Board the one- and three-year internal audit plans and monitored Internal Audit’s adherence to these plans

• Received and reviewed reports from Internal Audit concerning the effectiveness of internal controls, systems and processes as well as the adequacy and appropriateness of management’s corrective action plans

• Considered all material forensic reports and established whether appropriate action was taken by management.

ASSURANCE BY THE INDEPENDENT EXTERNAL AUDITORDuring the year, the committee:• Reviewed and approved the external audit

plan, including the proposed scope and audit fee and determined the nature and scope of non-audit services

• Received and reviewed external audit reports for the year pertaining to the Annual Financial Statements for the year ended 31 March 2017, and the interim results for the six months ended 30 September 2016

FRAUD AND CORRUPTIONThe Audit and Risk Committee provides oversight over the fraud and corruption prevention controls and mechanisms within the DBSA’s operating environment. To this end:• Risk incidents are logged in an operational

risk register and monitored

• There is sufficient forensic capability in Internal Audit, with an appointed forensic specialist

• The DBSA has a toll-free whistle-blowing hotline operated by Deloitte, and employees are encouraged to report any suspected corrupt, fraudulent, criminal or unethical practices

IT GOVERNANCEThe Audit and Risk Committee provides oversight over the IT systems and automated controls and mechanisms within the DBSA’s operating environment. To this end:• Strengthening of ICT governance was a

primary objective of the Business Technologies and Facilities division. The existing IT governance framework and information security framework are currently being reviewed and updated

• A proper business recovery plan and off-site disaster recovery centre are in

place and daily backups as well as periodic disaster recovery testing occur

• An ICT Steering Committee considers significant IT investment and expenditure, technology performance and compliance with service level agreements with business.

• The Audit and Risk Committee considered the maturity level of the ICT operations and is satisfied that sufficient provision is made for business recovery in the event of a disaster and also concludes from the results of the work performed by both internal and external audit that sufficient coverage of system and manual internal controls was obtained

THE EFFECTIVENESS OF INTERNAL CONTROLBased on the information and explanations given by management and Internal Audit, discussions with the independent external auditor on the results of their audits and the status in addressing the matters raised, nothing significant has come to the attention of the Audit and Risk Committee to indicate that any material breakdown in the functioning of these controls, procedures and systems has occurred during the year under review.

The Audit and Risk Committee reviewed the findings by the Internal Audit on the breakdown of internal controls within the Infrastructure Delivery Division. Management has subsequently put measures in place to strengthen these weaknesses, which the Committee will be monitoring.

The Audit and Risk Committee is therefore of the opinion, that the financial records may be relied upon for preparing the Annual Financial Statements, and that accountability for assets and liabilities is maintained.

THE QUALITY OF MANAGEMENT AND QUARTERLY REPORTS SUBMITTED IN TERMS OF THE PFMAThe Audit and Risk Committee is satisfied with the content and quality of quarterly reports prepared by management of the DBSA and reviewed by the Board of Directors during the year under review.

EVALUATION OF INTEGRATED ANNUAL REPORT, ANNUAL FINANCIAL STATEMENTS AND SUSTAINABILITY REVIEWThe Audit and Risk Committee has:• Reviewed the Integrated Annual Report

and Sustainability Review

• Reviewed and discussed the audited Annual Financial Statements with the independent external auditor and the Accounting Authority

• Reviewed the independent external auditor’s management letter and management’s response thereto

• Reviewed changes in accounting policies and practices

• Reviewed significant adjustments resulting from the audit.

The Audit and Risk Committee has evaluated the Integrated Annual Report and Annual Financial Statements for the year ended 31 March 2017 and considers that it complies, in all material respects, with the requirements of sections 27 to 31 of the Companies Act, the PFMA, IFRS and that the adoption of the going concern basis in preparing the Annual Financial Statements is appropriate. It is of the opinion that the audited Annual Financial Statements should be accepted and read together with the report of the independent external auditor.

Gugu MtetwaChair of the Audit and Risk Committee

02 GOVERNANCE


We are pleased to present our report for the financial year ended 31 March 2017.The Board Credit and Investment Committee (BCIC) has adopted appropriate formal terms of reference as its Board Credit and Investment Committee Charter, has regulated its affairs in compliance with this charter and has discharged its responsibilities as contained therein.

BOARD CREDIT AND INVESTMENT COMMITTEE REPORTFOR THE YEAR ENDED 31 MARCH 2017

MEMBERSHIPThe BCIC members and attendance are reflected on page 38 in the summary governance report. The Chairperson is an Independent Non-executive Director and has the requisite business, financial and leadership skills for the position. All the committee members have development and financial literacy, with the majority being Non-executive Directors.

The names and qualifi cations of directors serving on the Board Credit and Investment Committee are detailed in the Board of Directors section on pages 34 to 37.

IMPACT OF KING IVKing IV introduces the term “risk and opportunity governance”. The Board is stretched to utilise integrated thinking to exercise caution not to take excessive risks that may lead to organisational failure. Risk and opportunity governance sets the tone for organisations to realise risk management should cover both the negative and positive potential governance outcomes. The Board is responsible for setting the risk tolerance levels relevant to the organisational strategy and objectives.

The DBSA’s signifi cant risks, together with the opportunities they bring and the impact on the DBSA’s strategy, are detailed in the section Managing our risks and opportunities on pages 20 to 25.

BOARD CREDIT AND INVESTMENT COMMITTEE RESPONSIBILITYThe Board has delegated the responsibility for the management of credit and investment risk to its BCIC, supported by the executive management-level Investment Committee. The BCIC is responsible for the approval of all transactions that would result in the DBSA’s exposure that is above the approval limits of the Investment Committee. The Investment Committee,

which is chaired by the Chief Risk Officer, is responsible for approving transactions that would result in the aggregate exposure to a single obligor being below the approval limits delegated by the BCIC.

In managing credit and investment risks further, the DBSA, through its Group Risk Assurance division, also seeks to embed policies and processes on credit and investment risk appetite and prudential limits. It guides the formulation of risk strategy and businesses’ risk positioning by ensuring that sound risk principles and practices are adopted and maintained.

Finally the DBSA, in support of its mandate, seeks to align development impact with credit and investment risk decisions and to optimise reward by evaluating risk exposures and ongoing outcomes in tandem.

Refer to pages 14 and 15 for a summary of the outputs and estimated development outcomes.

Pages 69 and 70 provide an overview of the DBSA’s two infrastructure fi nancing divisions.

Refer to pages 74 to 82 of the Chief Financial Offi cer’s report for an overview of the quality of the credit portfolio.

The committee has reviewed the credit strategy, credit risk management programme, trends in portfolio quality, the adequacy of provision for credit losses and the credit risk management policies approved by the Board. The committee approves all credit and investment proposals where counterparty exposures exceed amounts set out in the table below.

MS1 – MS10 Above MS10

South Africa

• Municipal clients R1 000 million R500 million

• Other public sector clients R500 million R250 million

• State-supported programmes R500 million R250 million

• Private sector clients All All

Rest of Africa MS1 – MS10 MS11-MS13 Above MS13

• SADC: Low-risk countries US$50 million US$20 million All

• SADC: Medium-risk countries US$20 million US$10 million All

• SADC: High-risk and post-confl ict countries US$10 million All All

• SADC: Private sector clients All All All

• Rest of Africa All All All

Note: The DBSA uses the following rating scale to measure risk: MS1 to 7: low risk; MS 8 to 13: medium risk; and MS14 and above: high risk.


02 GOVERNANCE

SUMMARY OF NEW LOANS APPROVEDThe total value of new loans approved during the year are detailed in the table below. It reflects the value of loans approved by the Executive Investment Committee (IC) and by this committee (BCIC) in terms of their respective authority limits, together with the percentage thereof approved at BCIC:

Approved by IC

R million

Approved by BCICR million

TOTALR million

BCIC approval

%

South Africa

• Municipal clients 1 467 5 507 6 974 79

• Non-municipal clients 851 6 095 6 946 88

Rest of Africa

• SADC – 870 870 100

• Rest of Africa – 974 974 100

TOTAL 2 318 13 446 15 764 85

Note: These loans are new loans only and do not include any restructuring of existing loans.

Busisiwe MabuzaChairperson of the Board Credit and Investment Committee

BOARD CREDIT AND INVESTMENT COMMITTEE REPORT CONTINUEDFOR THE YEAR ENDED 31 MARCH 2017


HUMAN RESOURCES, REMUNERATION, NOMINATION, SOCIAL AND ETHICS COMMITTEE REPORTFOR THE YEAR ENDED 31 MARCH 2017

We are pleased to present our report for the financial year ended 31 March 2017.The Human Resources, Remuneration, Nomination, Social and Ethics Committee (HRNSEC) has adopted an appropriate formal terms of reference as its HRNSEC Charter, has regulated its affairs in compliance with this charter and has discharged its responsibilities as contained therein.

MEMBERSHIPThe HRNSEC members and attendance are reflected on page 38 in the summary governance report. The Chairperson is an Independent Non-executive Director. All committee members are Non-executive Directors and all members have the requisite business, financial and leadership skills for the position. The CEO is not a member of the committee but attends meetings by invitation.

The names and qualifications of directors serving on the committee are detailed in

the Board of Directors section on pages 34

to 37.

IMPACT OF KING IVKing IV recommends that the committee should “uphold, monitor and report on organisational ethics, responsible corporate citizenship, sustainable development and stakeholder-inclusivity beyond mere compliance.”

The committee will re-assess its composition to ensure that the requisite skills and experience are present to fulfil the requirement of the oversight of ethics management including the social aspects of the remuneration policy.

HUMAN RESOURCES, NOMINATIONS, SOCIAL AND ETHICS COMMITTEE RESPONSIBILITYThe Board of Directors has established the HRNSEC to support it in the execution of its duties with respect to implementation of the human capital strategy, nomination of directors and executive remuneration, directors’ affairs, as well as social and ethics issues, compliance with King IV, the DBSA Act and Regulations and any additional corporate governance requirements of the DBSA. The Board of Directors is the focal point of corporate governance in the DBSA. It is ultimately accountable and responsible for the performance, affairs and behaviour of the DBSA. The HRNSEC has the responsibility to ensure that there are adequate processes, policies, systems and procedures to ensure sound corporate governance.

The committee meets at least four times a year. The committee can utilise the services of independent advisors on matters relating to remuneration. Specific responsibilities of the committee include:

GOVERNANCE, NOMINATIONS AND DIRECTORS’ AFFAIRS• Assist the Board in its determination and

evaluation of the adequacy, efficiency and appropriateness of the governance structure and practices

• Advise, evaluate and assist the Board on any issues of fundamental strategic importance that are beyond the scope of the specific authorities mandated to other Board committees

• Establish and review a Board continuity plan for approval by the Board entailing:– A review of the performance of and

planning for successors to the Executive and Non-executive Directors

– Measures to ensure continuity of tenure of Non-executive Directors

– A regular review of the composition of skills, experience and other qualities required for the effectiveness of the Board

– A biennial assessment of the Board as a whole, which assessment shall be co-ordinated by the Chairperson of the Board and assisted by the Company Secretary

• Assess regularly the conduct and competence of Directors and Board committees, the overall effectiveness of the Board and report thereon to the Board

• Regularly review the required mix of skills and experience on the DBSA Board with a view to identifying any skills gap on the Board

• Recommend to the Board potential candidates for membership onto the Board

• Develop a plan for identifying, assessing and enhancing Director competencies

• Ensure that Executive Directors and management succession plans are in place

• Review the performance of the CEO.

REMUNERATION• Consider for approval by the Board the

remuneration policy and employment practices in addition to any other strategic human resource issues referred to it by management and the Board of Directors in line with market trends and prevailing legislation

• Review and recommend performance incentive policies applicable to the Executive Directors and Group Executives to the Board of Directors to ensure that they are fairly rewarded for their individual and joint contribution to the DBSA’s performance

• Determine remuneration, retention incentive and termination policies and procedures for executive management

• Make recommendations to the shareholder for consideration regarding the fees of the Chairman and the Non-executive Directors

• Make recommendations to the Board for approval of the aggregate annual staff, salary increase

• Recommend for approval percentage limits to which executive management may authorise remuneration for staff such as the maximum bonus as a percentage of total cost to company and how much may be discretionary

• Consider and recommend to the Board for approval the quantum of incentive pool for executives of the DBSA

• Determine and review superannuation arrangements

• Obtain for the group whatever remuneration-related information the committee may need from time-to-time.

Refer to note 42.2 of the Annual Financial Statements for fees paid to Non- executive Directors, Executive Directors and Group Executives.

HUMAN RESOURCES• Review and recommend the DBSA human

capital strategy and risk management strategy to be implemented. Further detail regarding the remuneration philosophy and policies is provided in the remuneration report on page 45

• Monitor implementation and execution of the human capital strategy and transformation and issues policy requirement for implementation by management. A key focus area for the committee was the monitoring of the DBSA’s culture change programme. Significant improvements were achieved

• Review performance scorecards. Refer to the Directors’ report in the Annual Financial Statements report for the performance against the 2017 Balanced Scorecard

• Oversee employment equity and other human capital statutory reports

• Oversee the implementation of the DBSA’s training and development plan.

Refer to pages 78 and 80 of the Sustainability Review for further detail regarding the DBSA’s employment and diversity numbers, as well as investment in training programmes.

SOCIAL AND ETHICSThe committee ensures that management cultivates a culture of ethical conduct and sets the values to which the DBSA adheres. In this respect the committee:• Monitor the activities, having regard to

relevant legislation and codes of best practice, in respect of social and economic development, good corporate citizenship, the environment, health and public safety, consumer relationships and sound labour and employment practices

• Review the DBSA’s values and considers for recommendation to the Board the ethics-related policies like the Conflict of Interest Policy, Code of Ethics, Gift- and Whistle-blowing policies

• Consider and recommend for approval to the Board the ethics management programme.

Refer to the Chairman’s statement and summary governance report, as reflected on pages 28 to 53 for further detail.

Dawn MaroleChairperson of the Human Resources, Remuneration, Nomination, Social and Ethics Committee

02 GOVERNANCE

INFRASTRUCTURE DELIVERY AND KNOWLEDGE MANAGEMENT COMMITTEE REPORTFOR THE YEAR ENDED 31 MARCH 2017

We are pleased to present our report for the financial year ended 31 March 2017.The Infrastructure Delivery and Knowledge Management Committee (IDKC) has adopted an appropriate formal terms of reference as its Infrastructure Delivery and Knowledge Management Committee Charter, has regulated its affairs in compliance with this charter and has discharged its responsibilities as contained therein.

MEMBERSHIPThe Chairperson is an Independent Non-executive Director. The majority of committee members are Non-executive Directors and all committee members have the requisite business, financial and leadership skills for the position.

The IDKC members and attendance are reflected on page 38 in the summary governance report.

The names and qualifications of directors serving on the IDKC are detailed on pages 34 to 37.

INFRASTRUCTURE DELIVERY AND KNOWLEDGE MANAGEMENT COMMITTEE RESPONSIBILITYThe IDKC is a sub-committee of the Board of Directors and supports the Board in the execution of its duties. The committee is accountable to the Board to properly consider and evaluate any matter that it has been mandated to deal with. The Board has ultimate responsibility in controlling the business and directing the operations of the DBSA. This includes accepting strategic mandate programmes that will help with infrastructure delivery and programme implementation support in South Africa. Monitoring existing mandates, approval and monitoring of key infrastructure projects, and overseeing the knowledge and research programmes of the DBSA in line with the philosophy that it is a centre of excellence in infrastructure development.

IMPACT OF KING IVKing IV recommends organisations to pro-actively engage with regulators, legislators and industry associations. The Board would have to understand the compliance and regulatory universe of the DBSA to fulfil this King IV recommendation.

Relationships of trust should be built with the regulators to ensure the organisation is not at risk of any material non-compliance of any current and future compliance related matters. The committee does not envisage any insurmountable obstacles in this quest.

NON-FINANCING INFRASTRUCTURE DELIVERY SUPPORT AND PROGRAMME IMPLEMENTATION (STRATEGIC MANDATES)The DBSA is committed to supporting government in accelerating the implementation of agreed infrastructure and implementation programmes on a fully funded and/or cost-recovery basis. These strategic mandates may include the provision of project management and other support in key priority sectors critical to the achievement of the national objectives of economic growth, job creation and infrastructure delivery. The mandate of the committee does not extend to the financing needs of programmes supported. The IDKC is responsible for:• Providing strategic guidance on the

support to be provided to public entities and spheres of government in priority sectors

• Recommending to the Board a framework to guide the selection of new government infrastructure delivery and strategic mandates and programmes for implementation by the DBSA

• Considering and approving all new strategic mandates and programmes for implementation by the DBSA

• Delegating to the CEO the responsibility for consideration and approval of all new projects within an approved mandate. The CEO will recommend for approval by the IDKC appropriate frameworks, portfolio risk management strategies, risk tolerances, appetite limits, policies and procedures to be adopted by the DBSA to monitor and mitigate exposure

• Monitoring compliance to the framework and progress on the implementation of mandates and programmes that fall under the committee’s purview

• Identifying issues related to implementation of the programmes for tabling at the Board of Directors for consideration or decision.

Refer to page 71 for an overview of performance results for the Infrastructure Delivery division.

INFRASTRUCTURE DELIVERYAs a DFI focused on infrastructure, the DBSA is required to constantly monitor developments in infrastructure planning and implementation and the enabling environment that impacts on the delivery of infrastructure and its financing.

The committee:• Considers and recommends best practice

related to DFIs and infrastructure planning, financing and implementation

• Reviews the overall performance of infrastructure delivery. Part of the review included a site inspection during the year by the IDKC members to various schools, houses and clinics in the Eastern Cape

• Provides strategic guidance to the gathering and analysis of project and spatial information to improve infrastructure planning, financing, delivery tracking and performance.

KNOWLEDGE MANAGEMENTAs a knowledge organisation, the DBSA is committed to facilitating processes of internal and external knowledge development and sharing to facilitate appropriate learning to enhance its status as an infrastructure DFI. The committee:• Recommends for approval by the Board a

knowledge management strategy for the DBSA that has both an internal and external focus and incorporates a transversal knowledge management system for the DBSA and a research strategy. A key focus area for the year was to refine the research agenda to the key challenges faced in South Africa and proposing adequate solutions as well as the measurement of development impact

• Monitors the implementation and impact of the DBSA’s knowledge management strategy

• Identifies knowledge management outputs or issues considered relevant by the committee for tabling for consideration or decision by the Board of Directors.

Frans BaleniChairman of the Infrastructure Delivery and Knowledge Management Committee

02 GOVERNANCE


03

03 PERFORMANCE AND OUTLOOK


03

The DBSA produced a strong financial performance with net profit of R2.8 billion (2016: R2.6 billion) and sustainable earnings of R3.6 billion (2016: R1.4 billion)

“ “

Patrick DlaminiChief Executive Officer

CHIEF EXECUTIVE OFFICER’S REPORT



PERFORMANCE REVIEWKEY PERFORMANCE SCORECARD

2017Actual

2016Actual

%Variance

2017Target

%Variance

Project preparation

Funding approved by the Board R0.6 billion R7.6 billion (93) R9.0 billion 90

Financing

Total disbursement R12.4 billion R17.1 billion (28) R16.4 billion (4)

South Africa

Metros R4.5 billion R7.5 billion (40) R4.8 billion 88

Secondary and under-resourced municipalities R1.1 billion R0.6 billion 83 R1.2 billion (70)

Other social R0.4 billion R0.6 billion (34) R1.2 billion (50)

Economic R2.7 billion R4.9 billion (81) R5.6 billion (13)

Rest of Africa (excluding RSA) R3.7 billion R3.5 billion 5 R3.6 billion (30)

of which SADC (excluding RSA) R1.9 billion R3.3 billion (43) R2.5 billion (6)

Infrastructure delivery

Total funds under management R3.3 billion R3.3 billion (0) R4.2 billion 3

Financial

Sustainable earnings R3.6 billion R1.4 billion 142 R1.1 billion 56

Net profit R2.8 billion R2.6 billion 3 R1.0 billion 189

Refer to the Directors’ report in the 2017 Annual Financial Statements for the performance against detailed predetermined objectives.

OVERVIEW OF THE OPERATING ENVIRONMENTThe past year proved to be both challenging and exciting. Growth in the South African economy remains under pressure, although there are signs of improvements in commodity prices.

The DBSA has therefore further improved its strategy to ensure that it optimises its catalytic role in delivering infrastructure investment by drawing private sector and other third party funding closer to the multitude of opportunities for developing Africa’s much-needed infrastructure, thereby moving beyond the constraints of its own capital. In addition, we established an innovation hub to provide new products to optimise the new funding channels.


CHIEF EXECUTIVE OFFICER’S REPORT CONTINUED



In line with the strategy of operating across the infrastructure value chain, the DBSA delivered total infrastructure support to the value of

R48.2 billion

(2016: R28.0 billion).

The International Financing division reached its targets, whilst SA Financing was hampered by delays in the Renewable Energy Independent Power Producers Procurement programme (REIPPP) and other projects. Profitability was aided by the cost containment resulting in a well-managed loan book whilst non-performing loans at 3.3% of the gross book (2016: 3.7%). This compared very favourably with the 6% target.

Three-year infrastructure support (R billion)

0 10 20 30 40 50

2017

2016

2015

Project preparation Financing

Funds catalysed

3.3

2

3.3

31.912.4

17.1

13

0

6.4

7.6

0.6

0

Project delivery

PROJECT PREPARATIONThe evolution of our strategy towards catalysing third party investment has shifted attention away from the project development and preparation business. At year-end we were evaluating projects to the value of R64 billion (2016: R216 billion).

Refer to page 68 for further detail and highlights of the DBSA’s Project Preparation business.

INFRASTRUCTURE FINANCINGTotal approvals amounted to R15.3 billion (2016: R24.6 billion) and commitments to R13.3 billion (2016: R18.3 billion).

Disbursements for the year totalled R12.4 billion (2016: R17.1 billion), including R4.5 billion (2016: R7.5 billion) to metros, R2.7 billion (2016: R4.9 billion) to the economic infrastructure sector and R3.7 billion (2016: R3.5 billion) outside South Africa. The performance across the various market segments was, however, mixed. We experienced greater competition from DFIs and commercial banks in certain core sectors, especially in respect of independent power producers (IPPs), secondary municipalities and the SADC region, whilst various projects planned for disbursement during the financial year did not materialise.

2017 SA disbursements: primary sectors R7.3 billion (2016: R10.5 billion)

2017 SA disbursements: secondary sectors R1.1 billion (2016: R3.1 billion)

2017 rest of Africa disbursements: primary sectors R3.4 billion (2016: R3.4 billion)

Refer to pages 69 and 70 for further detail and highlights of the DBSA’s funding divisions.

INFRASTRUCTURE DELIVERYThe DBSA supports government in leveraging skills and capabilities to accelerate the implementation of a number of programmes through the provision of project management and implementation support in key priority sectors of education, health and housing as well as various urban infrastructure programmes. All non-financing activities are provided on a full cost-recovery basis. IDD experienced a challenging year as it sought to re-examine its operating structure and model in order to gear up for greater scale in the near future. The development of the contractor base was slower than anticipated, and clients also experienced delays in their own organisations which, in turn, led to delays in the DBSA’s environment.

Total funds under management amounted to R3.3 billion (2016: R3.3 billion), whilst the value of infrastructure delivered increased to R2.8 billion (2016: R2.6 billion).

Refer to page 71 for further detail and highlights of the DBSA’s Infrastructure Delivery division.

FINANCIAL PERFORMANCEThe DBSA produced a strong financial performance with net profit of R2.8 billion (2016: R2.6 billion) and sustainable earnings of R3.6 billion (2016: R1.4 billion).

Total assets grew by 2% to R83.7 billion (2016: R82.3 billion). The total development assets increased by 2% to R78.8 billion (2016: R77.1 billion). The debt-to-equity ratio (excluding callable capital) of 158% (2016: 178%) remained well below the 250% statutory threshold.

Overall, our financial position remains sound, with our bond auctions consistently oversubscribed during the course of the financial year.

Refer to pages 74 to 82 for more detail in the Chief Financial Officer’s report.

DEVELOPMENT IMPACT CONTINUES TO GROWDuring the year, we supported various municipalities with planning and implementation support. Seventeen (17) (2016: 70) projects were completed in the electricity, water, sanitation, roads and storm water sectors. An estimated 7 545 (2016: 63 242) households are expected to benefit whilst 1 178 (2016: 5 240) jobs were created. Through our funding activities an estimated 224 036 (2016: 638 000) households stand to benefit from new or upgraded infrastructure.

The summary of our estimated and actual development outcomes across the services portfolio is presented on pages 14 and 15.

OUR PEOPLEAt year-end the DBSA employed 491 (2016: 461) permanent and fixed-term contract people as well as 97 (2016: 108) fixed-term contractors for selected programmes and agencies. Staff retention remained a crucial focus area. The retention rate of critical skills was 89% (2016: 95%) at the end of March 2017 against a target of 85%.

The DBSA is committed to creating and maintaining an environment, which provides equal opportunities for all employees, with special consideration given to previously disadvantaged groups. The formal company employment equity policy codifies this commitment and stipulates the promotion of equal opportunity, the elimination of unfair discrimination and the implementation of positive measures to redress disadvantages previously experienced by designated groups.

During the year R 15.2 million (2016: R10.3 million) was invested in staff training.

Refer to pages 77 to 80 of the Sustainability Review for additional human capital information.


OUTLOOK

The DBSA will continue to drive infrastructure investment in South Africa and the rest of the African continent amidst a world economy that shows slow signs of recovery in Europe, some geo-political risk in the Middle East and Africa, and new trading conditions arising from the change in the US government.

a. It is impossible to maximise both objectives simultaneously. We have to find that optimal position along the curve

b. Below a certain minimum of one or the other objectives there is no longer a replacement of one at the expense of the other, but reduction in both (below a certain minimum level of infrastructure unlocked, even financial sustainability is eroded)

c. Range of indeterminacy

• WE ARE BIGGER THAN OUR BALANCE SHEET

• WE ARE A CATALYST FOR OTHERS TO INVEST

• WE HAVE A STRONG POSITION

• WE CAN DO MORE

THE DBSA’S CHALLENGE: ACHIEVING AN OPTIMAL POSITION OF SUSTAINABLE DEVELOPMENTConsider the dual objectives of achieving infrastructure development impact and remaining financially sustainable by analysing the graphic below:

Unlock infrastructure to the value of

R100 billion p.a. by 2021 while maintaining financial sustainability

ROE ON SUSTAINABLE EARNINGS

Maximum ROE

Maximum infrastructure unlocked

INFRASTRUCTURE UNLOCKED

a

b

cb

R100 billion

4.7%

Optimise

CHIEF EXECUTIVE OFFICER’S REPORT CONTINUED


This is the optimisation that the DBSA strives to achieve. It will seek to disburse R20 billion in 2018, whilst crowding in a further R26.9 billion of additional investment in infrastructure through strategic partnerships and innovative products. Furthermore, the DBSA is exploring ways in which it can play a meaningful role in developing and delivering infrastructure that brings about inclusive, broad-based economic growth and competitiveness.

In order to contribute to the reduction in Africa’s infrastructure gap, we have committed to increase our project preparation activities and will seek to prepare bankable projects to the value of approximately R10 billion per annum over the next three years. Recognising that some projects may require a form of blended finance, we will continue to engage our development partners across the world to assist in providing concessionary funding.

Although the DBSA is required to play a counter-cyclical role in uncertain times such as these, we have not been immune to the impact of the environment.

The need to improve and increase infrastructure in municipalities is of critical importance. The demand on existing and new infrastructure is expected to rise with more people migrating to larger cities and towns in search of employment opportunities and the

expansion of businesses that utilise the current existing infrastructure in their daily operations. Recognising that the demand for infrastructure is the greatest in large urban centres, the DBSA and the National Treasury are collaborating to support the development of economic infrastructure to expand the income generation base of municipalities.

We are proud of our high standard of corporate governance, which provides us with the structure and confidence to address these challenges.

GRATITUDEI thank all the people of the DBSA – our Board, management and staff – for your valuable contribution to our performance. Together, we will face a bright future. I am confident that our sound governance will continue providing the platform for success in our role as a catalyst for economic growth.

Patrick DlaminiChief Executive Officer


EMPLOYMENT STATISTICS

Employment statistics (headcount)

0 100 200 300 400 500 600 700 800

2017

2016

2015

2014

2013 667

566

547

569

588

Number

Includes contractors in the Infrastructure Delivery division

Employment diversity (gender %)

48%

52%

Male

Female

Employment diversity

61%

18%

4%

Black

White

Coloured

10%Foreigners

7%Indian

Employment statistics per job category

0% 20% 40% 60% 80% 100%

Support

Professionals

Managersand senior

professionals

Seniormanagement

Groupexecutives

Black White Foreigners

6 2 1

5

49

4

59

26

70

49

180

96

103

Includes contractors in the Infrastructure Delivery division

Gender diversity per job category

0 20 40 60 80 100

Support

Professionals

or professionals

or management

oup executives 7 2

Male Female

12 5

178 119

47 72

42 104

Training spend

0 5 10 15 20

2017

2016

2015

2014

2013 7.7

4.3

13.8

10.3

15.2

R million

Spend by ethnic group

65%

21%

5%

African

White

Coloured

7%Indian


ORGANISATIONAL STRUCTURE

1. The Chief Executive Offi cer’s report appears on pages 56 to 61.2. For more information on South Africa Financing refer to page 69.3. For more information on International Financing refer to page 70.4. For more information on Project Preparation refer to page 68.5. For more information on Infrastructure Delivery refer to page 71.6. For more information on Corporate Services refer to the Sustainability Review.7. The Chief Financial Offi cer’s report appears on pages 74 to 82.8. For more information on the DBSA’s Risk Management refer to pages 20 to 25.9. For more information on Internal Audit function’s activities refer to page 21.

CHIEF EXECUTIVE OFFICER

INTERNAL AUDIT

Transport, Logistics, Telecoms

Strategic Partnerships

SOE/Energy/Environ

Programme Delivery

Human Capital

Transformation

Communications /Marketing &

Events

M2/M3 Transactions Portfolio Management

LegalTreasury

Supply Chain Management

Knowledge Management

Business Performance &

Operations

Facilities Management

International Financing

Financing Operations

Finance StrategyRiskCorporate Services

IDDSouth Africa

Financing

MetrosProduct

and Sector Experts

Information Technology

Business Development &

Stakeholder Relations

FinanceEnterprise Risk Management &

Compliance

StrategyCoverage

CORPORATE SECRETARIAT

PROJECT PREPARATION

Executives

Units

General Managers


To support the implementation of the strategy and ensure operational efficiencies, the DBSA’s operating structure is designed around eight divisions.

Lending operations are split on a geographical basis with the South Africa Financing division focusing on all lending activities within South Africa whilst the International Financing division focuses on those activities beyond South Africa. The Financing Operations division supports the two lending divisions with project preparation, product and sector expertise, as well as portfolio management services.

The Infrastructure Delivery division is responsible for the delivery of important infrastructure development programmes in the education, housing and health sectors.

Finally, support functions are configured into four divisions: Corporate Services, Finance, Strategy and Group Risk.


EXECUTIVE MANAGEMENTAT 31 MARCH 2017

PAULCURRIE

4

ERNEST DIETRICH

MICHAEL

HILLARY6 DOLORES

MASHISHI7

RIEAZ (MOE) SHAIK8

MOHAMMED BHABHA3

MOHAN VIVEKANANDAN

PATRICK DLAMINI1

KAMESHNI NAIDOO2

9

5


EXECUTIVE DIRECTORS

PATRICK DLAMINI

Chief Executive OfficerBorn: 1969Executive Director as from 1 September 2012

Academic qualifications

• Master of Science in Global Finance (MSGF), HKUST-NYU Stem

• Advanced Executive Programme, Kellogg School of Management, USA

• EDP, University of the Witwatersrand Business School

• Business Studies Unit, Natal Technicon

• BCom, University of KwaZulu-Natal

Directorships

• DBSA

• BOPHYLD: Director

• Bridges Worldwide SA: Director

• Xcargo: Director

• Lanseria Holding: Non-executive Director

• Lanseria International Airport: Non-executive Director

See the Chief Executive Officer’s report on pages 56 to 61

KAMESHNI NAIDOO

Chief Financial OfficerBorn: 1974Executive Director as from 1 January 2013 to 31 August 2017


• Advanced Management Programme (AMP), Harvard Business School, USA


• Advanced Certificate in Auditing, University of Johannesburg

Directorships

• DBSA

See the Chief Financial Officer’s report on pages 74 to 82

GROUP EXECUTIVES

MOHAMMED BHABHA

Acting Group Executive: Infrastructure Delivery Born: 1959Appointed as acting: 23 June 2016DBSA staff member from 1 October 2006


• B Proc (UNISA)

• Admitted as Attorney at Law Advanced Executive Programme, University of Western Cape

• Finance for Non-Financial Managers Certificate

For portfolio performance and outlook see Infrastructure Delivery on page 71.

PAUL CURRIE

Chief Risk OfficerBorn: 1962Appointed: 17 May 2010


• Advanced Management Programme, INSEAD

• MBA (with distinction), Institute of Financial Management, Manchester Business School and University of Wales


• Post-graduate diploma in Accountancy, University of Port Elizabeth

• BCom (Accounting), University of Port Elizabeth

• BSc (Physiology), University of Cape Town

See managing our risks and opportunities on pages 20 to 25.

1

2

3

4

ERNEST DIETRICH

Group Executive: South Africa FinancingBorn: 1963Appointed: 1 February 2016

DBSA staff member from 2 January 2001


• CFA Charter

• MBA, University of Cape Town

• MSc (Mathematics), University of Western Cape

• HDE, University of Western Cape

For portfolio performance and outlook see South Africa Financing on page 69.

MICHAEL HILLARY

Group Executive: Financing OperationsBorn: 1970Appointed: 1 October 2012


• MBA, University of Witwatersrand

• BCom (Hons), University of Witwatersrand

• CAIB (SA), Institute of Bankers

DOLORES MASHISHI

Group Executive: Corporate ServicesBorn: 1968Appointed: 1 September 2011


• General Management Programme, Harvard Business School, USA

• Strategic Management: Human Resources, University of the Witwatersrand Business School

• Management Advancement Programme, University of the Witwatersrand Business School

• MSc Ed (Development Psychology), University of Illinois, Chicago

• BEd (Psychology), University of the Witwatersrand

• BA Ed (Education and Psychology), University of North West

Refer to pages 76 to 81 of the Sustainability Review for additional human capital information.

RIEAZ (MOE) SHAIK

Group Executive: International FinancingBorn: 1959Group Executive: 13 August 2012 to 11 August 2017


• AMP, Harvard Business School, USA

• Masters degree in Optometry (cum laude) University of KwaZulu-Natal

• B Optometry, University of KwaZulu-Natal

• BSc (Computer Science), University of KwaZulu-Natal

For portfolio performance and outlook see International Financing on page 70.

MOHAN VIVEKANANDAN

Group Executive: StrategyBorn: 1973Appointed: 24 March 2014


• MBA, Kellogg School of Management, USA

• Bachelor of Arts (Honours) in Economics and Mathematical Methods in the Social Sciences (MMSS), Northwest University, USA

• Project and Infrastructure Finance Programme, London Business School

Refer to pages 9 to 11 for an overview of our strategy.

5

6

7

8

9

For the organisational structure of the DBSA, see page 65.


PROJECT PREPARATION

ObjectiveTo support the de-risking of infrastructure project and deliver project concepts to bankability.

Major services• Project identification• Feasibility assessment• Technical assistance• Financial structuring• Managing project preparation funds• Securing a mandate lead arranger role for the DBSA

2017 2016

Operational performance

Value of projects approved for funding by the DBSA R billion 0.6 7.6

Value of projects unlocked for funding by third parties R billion 0.6 24.7

Employee numbers (including permanent and contractors for programme management support) 16 11

Financial performance

Operating income R million 31 50

R million (22) 16

Highlights Challenges Looking ahead

• Accreditation of the DBSA to the Global Climate Fund, thus enabling access to US$10 billion committed to the fund to support low emission and climate resilient projects. Projects in energy, water and transport sectors are eligible to benefit from this concessional funding in both development and implementation stages

• R130 million mobilised from third parties to fund preparation costs

• Uncertain legislative and regulatory environment in most countries outside South Africa to facilitate preparation of projects

• Focus on a programmatic approach in project preparation, especially in water and energy sectors, and the under-capacitated municipalities

• Crowd-in R10 billion worth of debt or other funding from third party funders

0 1 2 3 4 5 6 7 8

2017

2016

2015

2014

R billion

6.4

7.6

0.6

3.926%

14%

South Africa

PPDF

19%IIPSA

5%Rest of Africa

DIVISIONAL OVERVIEW

Value of projects prepared and approved for funding by the DBSA (R billion)

Preparation pipeline at year-end (R billion)


SOUTH AFRICA FINANCING

ObjectiveTo support the South African infrastructure development agenda through financing and non-financing support services for the municipal sector and project financing of large-scale infrastructure projects and programmes.

Major services• Provide conventional and boutique financing service:

– Balance sheet loans– Mezzanine finance and guarantees– Limited resource project finance– Provide under-resourced municipalities with infrastructure planning and implementation support

2017 2016


Approvals R billion 13.4 15.1

Commitments R billion 9.7 11.9

Disbursements R billion 8.7 13.6

Employee number 69 70


Net interest income R million 2 581 2 150

R million 2 841 1 837

R million 2 835 1 699

Total assets R million 60 717 57 369

Net interest margin % 45 43


• 83% growth in disbursements to secondary and under-resourced municipalities

• 17 infrastructure projects completed in secondary and under-resourced municipalities. More than 7 545 households stand to benefit

• Planning support provided to a number of municipalities, including the development of water and sanitation services plans

• Recognised through various industry awards for support to the energy sector including: IJ Global Awards: 2016: African Renewables Deal of the Year, African Green Future Leadership Award and Women in Transport (best performing institution in transport)

• Limited balance sheet financing opportunities in various sectors, including transport, ICT, education and bulk water

• Rolling out the DBSA’s conditional grant-bridging finance programme

• Roll out an integrated solution to under-capacitated municipalities, including planning, financing and implementation support

• Engaging with metros and secondary municipalities to identify and prioritise infrastructure projects for off-balance sheet funding through limited/non-resource funding structures

• Developing in corporation with key stakeholders’ feasible models for addressing the substantial shortages of student accommodation

0 2 4 6 8 10 12 14 16

2017

2016

2015

R billion

12.4

13.6

8.7

28%

28%

13%

Energy

Water and sanitation

Transport

15%Other

16%Roads

73%

16%

6%

Energy

Other

Roads

5%Communication

Refer to page 14 for estimated development impact

Total SA disbursements SA municipal disbursements per sector SA non-municipal disbursements per sector


INTERNATIONAL FINANCING

ObjectiveSupport South Africa’s and the DBSA’s regional development and integration strategy, aimed at facilitating trade in Africa by investing in infrastructure projects outside South Africa.

Major services• Provide vanilla and boutique financing service:

– Debt– Mezzanine finance

• Supporting project planning and development, advocacy and partnership building for resource mobilisation• Promoting inter-regional integration and cooperation between SADC and the adjoining regional economic communities in Africa

2017 2016


Approvals R billion 1.8 9.5

Commitments R billion 3.6 6.4

Disbursements R billion 3.7 3.5

Employee numbers 26 31


Net interest income R million 970 867

R million 1 631 1 073

R million 1 124 75

Total assets R million 18 062 19 696

Net interest margin % 75 73


• R3.7 billion disbursed to the Rest of Africa excluding SADC region

• Memorandum of understanding finalised with Power Africa

• Launched the one-stop boarder post Beitbridge

• Memorandum of understanding with the Infrastructure Bank PLC

• The impact on impairment done to re-rating of certain African countries due to depressed commodity and oil prices on impairments

• Development of infrastructure projects is complex and takes a long time to finalise

• Increase in credit default spreads have placed significant pressures on pricing competitiveness

• Challenging year anticipated due to uncertain economic environment

• Focus on developing and leveraging key partnerships to unlock infrastructure

• Capitalise on strategic partnerships for deal origination and pipeline building

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0

2017

2016

2015

R billion

0.6

3.7

3.5

93%

1% Energy

Roads

6%Other

42%3%

6%

GhanaOther

Kenya48%Zambia


DIVISIONAL OVERVIEW CONTINUED

Total international disbursements International disbursements per sector International disbursements per country


INFRASTRUCTURE DELIVERY

ObjectiveSupport the South African government in leveraging skills and capabilities to accelerate the implementation of infrastructure programmes in the key priority sectors of education, health and housing, as well as various municipal infrastructure programmes.

Major services• Providing programme management and specialist expertise in managing the planning, design, budgeting, construction and maintenance of

infrastructure projects• Gathering and analysing project and spatial information to improve government infrastructure planning, project prioritisation and design,

delivery co-ordination, tracking and performance

2017 2016


Schools completed Number 12 35

Houses completed Number 198 1 382

Heath facilities Number 35 111

Jobs created Number 9 077 6 464

Number 500 665

Value of spend allocated to SMMEs R million 449 710

Employee numbers

Permanent 4 6

Contractors 97 88


Operating income R million 140 194

R million (40) 27

Total assets R million 107 123


• Advanced our service offering in the areas of maintenance of infrastructure

• 49 KwaZulu-Natal storm damaged schools were refurbished

• Delays in executing certain projects due to non-performance by contractors or unplanned scope changes

• Budget constraints from line department

• Continue to improve internal efficiencies

• Seek to replicate turnkey solutions for large infrastructure projects

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0

2017

2016

2015

3.3

3.3

2

R billion

0.0 0.5 1.0 1.5 2.0 2.5 3.0

2017

2016

2015

R billion

2.0

2.6

2.8

0

20

40

60

80

100

120

140

201720162015

89% 87%

128%


Funds under management Value of funds delivered Cost-to-income ratio (%)

FIVE-YEAR KEY FINANCIAL INDICATORS

2017 2016 2015 2014 2013

FINANCIAL POSITIONCash and cash equivalents R million 2 299 2 085 3 902 4 136 1 252Financial market assets R million 1 915 2 429 3 047 3 470 4 859Investment in development activities1 R million 78 768 77 064 63 123 55 459 47 075Other assets R million 671 768 872 761 779

Total assets R million 83 653 82 346 70 944 63 826 53 965

Financial market liabilities2 R million 50 613 51 791 46 163 42 887 36 159Other liabilities R million 1 009 1 290 1 098 1 038 1 100

Total liabilities R million 51 622 53 081 47 261 43 925 37 259

Total equity R million 32 031 29 265 23 683 19 901 16 706

FINANCIAL PERFORMANCEInterest on development loans R million 6 911 6 052 4 806 4 205 3 631Interest on investments R million 462 463 521 372 437

Total interest received R million 7 373 6 541 5 327 4 576 4 068Interest expense R million 3 704 3 355 3 003 2 488 2 442

Net interest income R million 3 669 3 186 2 324 2 088 1 626

Operating income3 R million 4 722 3 591 2 697 2 667 1 938Operating expense4 R million 837 975 886 758 948Sustainable earnings/(loss)5 R million 3 564 1 385 808 374 (600)

R million 2 821 2 577 1 214 787 (826)

FINANCIAL RATIOSTotal capital and reserves to development loans % 44.8 42.1 41.8 39.7 39.2Long-term debt/equity % 158.1 177.8 195.7 216.3 217.3Debt/equity (including callable capital)6 % 97.4 152.7 162.6 174.3 168.8Cash and cash equivalents to total assets % 2.2 2.5 5.5 6.5 2.3Total capital and reserves to assets % 38.3 35.5 33.4 31.2 31.0Financial market liabilities to investment in development activities % 64.3 67.2 73.1 77.3 76.8Non-performing book debt as a % of gross book debt % 3.3 3.7 5.1 5.8 7.3Return/(loss) on average total equity % 9.2 9.7 5.7 4.3 (4.8)Return/(loss) on average total assets % 3.4 3.4 1.8 1.3 (1.6)Interest cover times 2.0 1.9 1.8 1.8 1.6Net interest income margin7 % 49.8 48.7 43.6 45.6 40.0Cost-to-income ratio % 18.8 28.7 34.4 28.4 48.9

1. Development activities include development loans, development bonds and equity investments.

2. Financial market liabilities comprise medium- to long-term funding debt securities, medium- to long-term funding lines of credit, funding under repurchase agreements and derivative assets held for risk management.

3. Operating income excludes net foreign exchange gain/(loss), net gain/(loss) from fi nancial assets and liabilities and impairments.

4. Operating expense comprises personnel expenses, general and administration expenses and depreciation.

5. Sustainable earnings/(loss): net profi t/(loss) before grants and adjustments to foreign exchange and fi nancial assets and liabilities, but includes revaluations on equity investments.

6. Measure includes R20 billion (2016: R4.8 billion) callable capital.

7. This ratio is calculated as net interest income (interest income less interest expense) over interest income.


The DBSA is proud to present another set of strong financial results despite the volatile and adverse macro-economic environment. “ “

Kameshni NaidooChief Financial Offi cer

CHIEF FINANCIAL OFFICER’S REPORT



The DBSA is proud to present another set of strong financial results despite the volatile and adverse macro-economic environment. This was achieved on the back of cost-effective funding, cost-reflective pricing strategies and quality of the loan book. This was further aided by realised gain in the sale of investment in equities.

FINANCIAL AND OPERATIONAL PERFORMANCE

Refer to page 77 for the statement of fi nancial performance.

The improvement in profitability was a result of both improved operational performance and realised gain from equities. Profit from operations for the year increased by 9% to R2.8 billion (2016: R2.6 billion). Operating income increased by 24% to R4.8 billion (2016: R3.8 billion), whilst sustainable earnings was particularly encouraging at R3.6 billion (2016: R1.4 billion). The return on average equity declined marginally to 9.2% (2016: 9.7%), while return on average total assets remained the same at 3.4% (2016: 3.4%).

The composition of net interest income and operating income per business unit is set out below:

Net interest income by segment 2017

71%

26%

South Africa Finance

International Finance

3%Treasury

Net interest income by segment 2016

68%

27%

South Africa Finance

International Finance

5%Treasury

Operating income by segment 2017

58%2%

36%

South AfricaFinanceTreasury

InternationalFinance

Projectpreparation

3%Infrastructuredelivery

Operating income by segment 2016

64%6%

26%

South AfricaFinance

Infrastructuredelivery

InternationalFinance

4%Treasury



NET INTEREST INCOMEThe improvement in both net interest income and net interest margin was mainly due to early loan disbursements as well as the successful execution of our pricing and funding strategies. 93.6% (2016: 96.1%) of interest income was received in cash.

Overall the net interest margin improved to 49.8% (2016: 48.7%).

NON-INTEREST REVENUENon-interest revenue increased by 156% to R1.1 billion compared to R410 million earned in the prior year. The increase was mainly due to the equity gain realised of R635 million and net fee income received during the year.

IMPAIRMENTSImpairments for the year decreased from R1.4 billion to R339 million mainly due to collections and payments on some of the non-performing exposures. The South Africa economic growth remained subdued and possibility of increase on the interest rates in the new financial year are likely to impact the performance of the loan book and impairment provisions thereon.

EXPENDITUREThe DBSA continues to improve its cost-management. The cost-to-income ratio improved significantly to 18.8% from 28.7% in 2016. Operating expenses, including personnel costs, other expenses as well as depreciation and amortisation decreased by 14.2% to R837 million.

FOREIGN EXCHANGEThe rand experienced tremendous volatility during the financial period, moving from R14.76/US$ at the beginning of the year to R13.42/US$ at 31 March 2017. This resulted in the DBSA recording foreign exchange revaluation losses of R0.6 billion (2016: profits of R1.0 billion) driven by the dollar asset net open position. The high level of volatility necessitates close monitoring of the foreign exchange rate movements with a view to taking hedging action that will lock-in gains recorded to date in the event of a sustained appreciation of the rand.

Return on assets and equity (%)

(6)

(4)

(2)

0

2

4

6

8

10

12

20172016201520142013

Return on equity Return on assets

(4.8)

(1.6)

1.3

4.3

1.8

5.7

9.7

9.2

3.4 3.4

CHIEF FINANCIAL OFFICER’S REPORT CONTINUED



STATEMENT OF FINANCIAL PERFORMANCEFOR THE YEAR ENDED 31 MARCH 2017

in thousands of rand 2017 Actual % change 2016 Actual

Interest income 7 373 094 13 6 541 028

Interest expense (3 703 760) 10 (3 355 429)

Net interest income 3 669 334 15 3 185 599

Net fee income 318 266 15 275 914

Other operating income 734 090 446 134 355

Non-interest revenue 1 052 356 157 410 269

Net revaluation of equity investments – unrealised 81 462 (68) 253 172

Operating income 4 803 152 24 3 849 040

Project preparation (24 453) 67 (14 651)

Development expenditure (27 181) (38) (43 869)

(339 449) (76) (1 426 159)

Personnel expenses (603 608) (17) (730 937)

Other expenses (202 180) (5) (213 653)

Depreciation and amortisation (31 249) 2 (30 593)

Grants (10 781) 160 (4 129)

3 564 314 157 1 385 049

Net foreign exchange gains (618 649) (162) 1 002 172

(124 816) (166) 189 458

2 820 849 9 2 576 679

Net interest margin (%) 49.8 49

Cost-to-income ratio (%) 18.8 29

Return on average equity (%) 9.2 9.7

Return on average assets (%) 3.4 3.4

Refer to the Statement of Comprehensive Income on page 12 and Statement of Other Comprehensive Income on page 13 and notes thereto contained in the Annual Financial Statements.

BALANCE SHEET STRENGTHENING

Refer to page 79 for the statement of financial position.

DEVELOPMENT LOANS AND BONDSThe gross development loan book increased by 3% (2016: 23%) to R75.6 billion (2016: R73.3 billion) on the back of R12.1 billion (2016: R16.5 billion) disbursements, R6.9 billion (2016: R6.1 billion) in interest capitalised, R1.7 billion (2016: R3.0 billion) in foreign exchange adjustments and R15.2 billion (2016: R11.5 billion) in repayments. The top 10 loan disbursements for the year accounted for 55% (2016: 60%) of the total disbursements. The South Africa Financing division experienced growth in gross loan book of 5% (2016: 21%) to R58.0 billion (2016: R55.1 billion) and the International Financing division declined by 3% (2016: 29%) to R17.6 billion (2016: R18.2 billion).

Development bonds remained flat at R1.3 billion (2016: R1.3 billion). The development bond portfolio is designated as “held-to-maturity” and “held at amortised cost” in support of balance sheet strengthening in maintaining appropriate levels of volatility introduced by fair

value designation.

IMPAIRMENTS AND THE QUALITY OF THE LOAN BOOKThe strength and quality of the development book continues to improve and a significant part is rated as medium risk. In line with the credit review process, the recoverability of the loan book is assessed regularly. Based on the detailed assessment conducted, the non-performing development loan book improved to R2.5 billion (2016: R2.7 billion). At 3.3% (2016: 3.4%), the value of non-performing loans (NPLs) as a percentage of the gross development loan book is within an acceptable level of 6% (2016: 6%). The impairment provision increased to R4.2 billion from R3.8 billion in line with the deterioration in the general macro-economic environment as reflected on before.

Provisions against NPLs (specific impairments) has decreased to R1.8 billion and the NPL coverage ratio increased marginally from 72.3% to 72.5%. The NPL coverage ratio is a measure of the amount of specific impairment provision held against the NPLs and management expects to recover the unimpaired portion through the realisation of securities and other recovery methods.

Provisions against the performing book (portfolio impairments) increased from R1.8 billion (2.5% of the performing book) to R2.4 billion (3.2% of the performing book), mainly attributable to the growth in the loan book.

As detailed in the following graph, the top 10 and top 20 exposures comprised 60% (2016: 60%) and 71% (2016: 71%) of the total loan book respectively. The level of concentration in these obligors has increased over the past year.

Top 10 and top 20 clients as % of total book

40

45

50

55

60

65

70

75

20172016201520142013

Top 10 Top 20

61%60%

69%

71% 71%

49%48%

58%

60% 60%


Sector Exposures (excluding South Africa)

Energy

Municipal

Roads andtransport

Commu-nications

Financialservices

Oil and gas

Water andsanitation

Education

Other

0 5

10

15

20

25

30

35

2012 2013

2015 2016 2017

2014

R billion

Exposure by country

Zambia

Angola

Zimbabwe

Multi-country

Ghana

Mozambique

Congo

Lesotho

Namibia

Tanzania

Swaziland

Mauritius

Other

Kenya

0 1 2

3

4

5

6

7

2012 2013

2015 2016 2017

2014

R billion

Zambia, with R7.1 billion (2016: R6.5 billion), remains the country outside of South Africa to which the DBSA’s exposure is the highest. Zimbabwe with R2.6 billion (2016: R3.0 billion) and Angola with R2.1 billion (2016: R2.8 billion) are the countries to which the DBSA had the second and third highest rest-of-Africa exposure. Outside of these top three countries, the exposure to other countries has declined or remained fairly consistent.

The DBSA’s exposure to the energy sector at year-end was R43.9 billion (2016: R29.0 billion), representing 58% (2016: 39.9%) of the total portfolio. Exposure to the roads and transport sector decreased to R8.1 billion (2016: R9.3 billion). Our investment in the energy sector is in line with the economic challenges facing South Africa. It is anticipated that our role will evolve over the next 20 years towards the transport and water security segments.

Direct loan exposure to municipalities, excluding bonds, increased in the year from R24.6 billion to R27.0 billion.



STATEMENT OF FINANCIAL POSITIONAS AT 31 MARCH

in thousands of rand 2017 % change 2016

ASSETS

Cash and cash equivalents 2 299 247 10 2 084 565Other receivables 121 982 (12) 138 533Investment securities 1 069 085 (16) 1 265 218Derivative assets held for risk management 846 141 (27) 1 163 533Post-retirement medical benefits investment 45 251 (9) 49 978Equity investments 5 972 509 (5) 6 278 575Development bonds 1 290 319 – 1 290 296Development loans 71 505 178 3 69 494 954Property and equipment 415 409 (17) 501 202Intangible assets 87 958 11 79 142

Total assets 83 653 079 2 82 345 996

LIABILITIES

Other payables 838 591 (6) 894 795Provisions 126 630 (17) 152 533Liability for funeral benefits 3 226 4 3 100Liability for post-retirement medical benefit 40 712 (83) 239 289Funding: debt securities 36 454 261 3 35 271 135Funding: lines of credit 14 015 426 (14) 16 371 534Derivative liabilities held risk management 142 857 (0) 148 551

Total liabilities 51 621 703 (3) 53 080 937

EQUITY

Share capital 200 000 – 200 000Retained earnings 17 514 577 19 14 544 861Permanent government funding 11 692 344 0 11 692 344Revaluation reserve on land and buildings 198 322 (26) 269 256Hedging reserve 141 680 15 123 050Reserve for general loan risk 2 287 491 (6) 2 436 358Fair value reserve (3 038) 275 (810)

Total equity 32 031 376 9 29 265 059

Total liabilities and equity 83 653 079 2 82 345 996

Refer to the Statement of Financial Position on page 11 and notes thereto contained in the Annual Financial Statements.

EQUITY INVESTMENTSEquity investments decreased by 5% (2016: 23%) to R6.0 billion (2016: R6.3 billion) mainly due to proceeds amounting to R1 billion (2016: R166 million) from the successful exit of equity investments with realised gains amounting to R664 million (2016: R44 million) coupled with foreign exchange loss adjustments on the foreign component of the equities portfolio. The DBSA continues to monitor the equity investments portfolio closely to ensure that losses emanating from a decline in the value of these investments are recognised as soon as they are detected. The DBSA has a commitment of R1.2 billion (2016: R1.6 billion) in existing equity projects.

DERIVATIVE ASSETS AND LIABILITIES HELD FOR RISK MANAGEMENTThe DBSA provides clients with the flexibility, to the extent that the resulting risk remains manageable within the confines of the risk appetite of the DBSA. This is

necessary, not only to ensure the financial feasibility of the development projects financed by the DBSA, but its long-term competitiveness in its primary markets. As a result, the optimal mix of fixed versus floating rate debt funding is driven by the demand and risk management strategies thereof. Whilst much of the resulting interest rate and exchange rate risk is eliminated naturally through the matching of assets and liabilities, a substantial portion of residual risk remains, necessitating the use of derivative instruments to lock in the net interest margin for long-term financial sustainability.

As part of the DBSA’s risk management approach, it uses interest rate swaps and foreign exchange contracts as hedging instruments. Derivative assets decreased from R1.2 billion to R0.8 billion during the year, mainly due to the maturing of the derivative instruments, strengthening the EUR/ZAR exchange rate environment and decreasing outlook on long-end interest rate environment experienced during the year ending 31 March 2017.

LIQUIDITY PORTFOLIOThe DBSA has a capital market programme, which plays a pivotal role in ensuring sufficient liquidity to meet all financial obligations on a timely basis. The liquidity portfolio is made up of cash and liquid assets that meet the criteria for high-quality liquid assets. At 31 March 2017, the portfolio stood at R3.4 billion (2016: R3.3 billion).

The DBSA is not governed by the Banks Act and the Basel III regulations, but it seeks to adopt best practice in the management of liquidity risk. At a minimum, the DBSA holds liquidity equal to or higher than the highest monthly average disbursements over the previous four quarters. In addition, the DBSA keeps enough liquidity to survive a 30-day liquidity event along the liquidity coverage ratio (LCR) guidelines (minimum 30-day LCR ratio of 100%).


Long-term funding mismatches are managed according to the net stable funding (NSF) ratio guidelines (Basel III measure to promote use of stable funding). As at 31 March 2017, the DBSA meets the 100% minimum requirement for the NSF ratio, as was the case at the previous year-end.

WORKING CAPITAL

Comprehensive disclosure on working capital is provided in notes 6 and 16 to the Annual Financial Statements.

At the end of the financial year, approximately 87% (2016: 88%) of total debtors related to debtors in the Infrastructure Delivery division. We expect this trend to continue as stakeholders see value in our ability to assist in delivering and implementing infrastructure solutions at scale.

EQUITYThe last tranche of capital injection from National Treasury was received in the previous year ended 31 March 2016. This significantly assisted in enhancing our capital adequacy and supporting growth in our disbursements.

The debt-to-equity ratio has decreased to 158% from the prior year of 178% due to the impact of the profit generated for the year. Including the callable capital of R20 billion (2016: R20 billion), the ratio declines to 97% (2016: 106%).

Debt-to-equity ratio (%)

0

50

100

150

200

250

300

20172016201520142013

Including R4.8 billion callable capital

Limit

Excluding callable capital

158

217

196

216

178169 174

163

10697

250 250 250 250 250



STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 31 MARCH

in thousands of rand 2017 % change 2016

Net (loss)/profit for non-cash items 459 125 (137 003)Interest received 6 864 688 6 308 445Interest paid (3 446 294) (3 115 067)Net (decrease)/increase in working capital (110 897) (31 060)

3 766 622 25 3 025 315

Development loan disbursements (12 103 967) (16 461 393)Development loan principal repayments 8 572 092 5 549 156Net increase in equity investments 732 770 (368 767)Grants paid (35 171) (18 781)Net repayments/(advances) on national mandates 2 821 100 357

(2 831 455) (75) (11 199 428)

Purchase of property and equipment (3 987) (15 919)Proceeds from sale of property and equipment 853 207Purchase of intangible assets (21 493) (14 728)Movement in financial market assets (832 878) (197 871)

(857 505) (612) 167 432

Receipts from National Treasury – 3 000 000Financial market liabilities repaid (27 050 711 (20 163 956)Financial market liabilities raised 27 206 684 23 249 923

155 973 (97) 6 085 967

Net decrease in cash and cash equivalents 233 635 (1 929 714)Effect of exchange rate movement on cash balances (18 953) 103 616

Movement in cash and cash equivalents 214 682 (1 817 098)Cash and cash equivalents at the beginning of the year 2 084 565 3 901 663

2 299 247 10 2 084 565

Refer to the Statement of Cash Flows on page 15 and notes thereto contained in the Annual Financial Statements.

CASH GENERATED FROM OPERATING ACTIVITIESCash generated from operations increased by 25% (2016: 14%) year-on-year to R3.8 billion (2016: R3.0 billion), largely boosted by the cash received from the disposal of an equity investment. The increasing trend is due to implementation of the financial strategy over the years.

The DBSA closed the year with a cash position of R2.3 billion (2016:R2.1 billion). The major cash inflows being development loan repayments of R8.6 billion (2016: R5.5 billion); liabilities raised R27 billion (2016: 23 billion) and interest received R6.9 billion (2016: R6.3 billion). Interest received represents 94% of interest income accrued.

Major cash outflows being development loan disbursements R12 billion (2016: 16 billion); liabilities repaid R27 billion (2016: R20 billion) and interest paid R3.4 billion (2016: 3.1 billion).The graph below depicts an improving trend year-on-year in the cash generated from operations.

Cash generated by operating activities

500 1 000 1 500 2 000 2 500 3 000 3 500 4000

2017

2016

2015

2014

2013

R million

794

1 955

2 661

3 025

3 767

0

OTHER SIGNIFICANT ITEMSThe auditor’s report outlines certain key audit matters to assist users of the Annual Financial Statements in their understanding of the statements. Note that these items are not cause for concern but rather an indication of importance.

The DBSA will implement of IFRS 9 to 1 April 2018, in line with the standard.

FUNDING LIABILITIESFunding liabilities decreased by R 1.17billion (2016: increased by R5.7 billion) during the financial year to R50.4billion (2016: R51.6billion), compared to a R1.67 billion) increase in development assets. The difference was covered mainly by operational cash flows. Debt securities amounting to R6.3 billion (2016: R6.1 billion) are measured at fair value, whilst the remainder are measured at amortised cost.

The projected funding sources comprise funding from the domestic capital market, local and international commercial banks, development finance institutions and money markets. Specific tenors and interest rate bases (fixed vs floating) for new long-term debt issuance are driven by investor demand, market conditions, building the DBSA’s funding curve, demand/supply imbalances, asset and liability portfolio management and their associated cost impact at the time of issuance. Any new funding will be sourced and structured to achieve better matching of assets and liabilities and to reduce the cost of funding.


The DBSA was more active in the short to medium section of the capital market funding and conducted five (5) auctions during the year. Floating Rate and Commercial Paper issuances, as well as revolving credit facilities have been used primarily as part of the asset-lead-liability-lag strategy, which resulted in diversification of funding and minimising the cost of debt. Our domestic medium-term note (DMTN) programme, registered with the Johannesburg Securities Exchange, remained the same at R80 billion during the year. At year-end, R49.2 billion (2016: R49.4 billion) remains available.

CREDIT RATINGSThe table below summarises the ratings as at 31 March 2017.

Agency Rating typeLong-term

ratingShort-term

rating Outlook

Fitch National AA+ F1+(zaf) Stable

Moody’sForeign

currency Baa2 Prime-2Under review

National scale Aa1.za P-1.za Negative

S&PForeign

currency BBB- A-3 Negative

Local currency BBB A-2 Negative

However, post 31 March 2017, Fitch affirmed the DBSA credit rating for national long-term rating at AA+; Moody’s downgraded the DBSA long-term foreign currency to Baa3 from Baa2, and short-term foreign currency to prime–3 from prime–2. S&P downgraded the DBSA by one-notch to BB+ and BBB– for foreign and local currencies, respectively.

EVENTS AFTER THE REPORTING PERIODRefer to note 53 of the Annual Financial Statements.

We will continue to monitor the effects of the credit rating downgrades on the cost of funding and any concomitant refinancing risk.

OUTLOOKThe DBSA remains carefully optimistic about the financial prospects of the coming year.

We have established a healthy loan book to drive net interest income, our main source of income. Despite the low growth expectancy, there is a substantial pipeline of opportunities and a need for infrastructure investment, which will drive disbursements, especially in the SADC region. The municipal market in South Africa, especially M2/M3 continues to require capacity building.

We expect to start seeing the results of the updated strategy in crowding in funding for infrastructure investment. This will provide the DBSA with a more diversified income

structure as the benefits will flow in the form of fees. This will have the added benefit of avoiding the debt: equity ceiling that is inherent in the DBSA’s capital structure.Other structured finance products should also emanate from the innovation hub.Financial sustainability remains a key strategic imperative and we will continue to focus on net interest margin, cost-containment, balance sheet strengthening, foreign exchange management, as well as liquidity management.

Kameshni NaidooChief Financial Officer



FINANCIAL DEFINITIONS

Callable capital The authorised but as yet unissued share capital of the DBSA

Cost-to-income ratio Operating expenses, including personnel, other, depreciation and amortisation expenses, as a percentage of income from operations

Income from operations Net interest income, net fee income and other operating income

Interest cover Interest income divided by interest expense

Debt/equity ratio (including callable capital)

Total liabilities, excluding other payables, provisions and liabilities for funeral benefits, as a percentage of total equity

Long-term debt-to-equity ratio Total liabilities, excluding other payables, provisions and liabilities for funeral benefits, (including callable capital) as a percentage of total equity and callable capital

Net interest margin Net interest income as a percentage of interest income

Return on average assets Net profit or loss for the year expressed as a percentage of average total assets

Return on average equity Net profit or loss for the year expressed as a percentage of average total equity

Sustainable earnings Profit or loss from operations before net foreign exchange gain/(loss) and net gain/(loss) from financial assets and financial liabilities, but including revaluation on equity investments


03 REFERENCE INFORMATION

ABBREVIATIONS AND ACRONYMS

AADFI Association of African Development Finance Institutions

AFD Agence Française de Développement

AfDB African Development Bank

ASIDI Accelerated Schools Infrastructure Delivery Initiative

B-BBEE Broad-based Black Economic Empowerment

BRIC Brazil, Russia, India and China

BRICS Brazil, Russia, India, China and South Africa

BSC Balanced Scorecard

COMESA Common Market for Eastern and Southern Africa

DBE Department of Basic Education

DBSA Development Bank of Southern Africa Limited

DFI Development Financial Institution

DFID The United Kingdom’s Department for International Development

DFRC Development Finance Resource Centre

DIRCO Department of International Relations and Cooperation

DTI Department of Trade and Industry

ECOWAS Economic Community of West African States

EIB European Investment Bank

EPC Engineering, procurement and construction

GAI Government Assessment Instrument

GDP Gross domestic product

GRA Group Risk Assurance

ICAS Independent Counselling and Advisory Services

ICT Information and communications technology

IDIP Infrastructure Delivery Improvement Programme

IFRS International Financial Reporting Standards

IIPSA Infrastructure Investment Programme for South Africa

IoDSA Institute of Directors of South Africa

IUDF Integrated Urban Development Framework

KfW The German agency Kreditanstalt für Wiederaufbau

JICA Japan International Cooperation Agency

MIG Municipal Infrastructure Grant

MTEF Medium-Term Economic Framework

NDP National Development Plan

NEPAD New Partnership for Africa’s Development

NSC North-South Corridor

PFMA Public Finance Management Act

PICC Presidential Infrastructure Coordinating Commission


PIDA Programme for infrastructure development in Africa

PPP Public/private partnership

PRASA Passenger Rail Agency of South Africa

REIPPP Renewable Energy Independent Power Producers Procurement

SA Inc South Africa Incorporated

SADC Southern African Development Community

SANRAL South African National Roads Agency Limited

SDG Sustainable development goal

SIP Strategic integrated project

SMME Small, medium and micro-enterprise

SOC State-owned company

SOE State-owned enterprise

SSA Sub-Saharan Africa

UNOPS United Nations Office for Project Services


NOTES

WWW.DBSA.ORG

Proof 6 August 29, 2017 9:43 AM (Elrise)




HOUSING

ICT

EDUCATION

WATER

ENERGY

Development Bank of Southern Africa2017 Annual Financial Statements

1

OUR INDUSTRY SECTORS

TRANSPORT

HEALTH

WWW.DBSA.ORG

The reports and statements set out below comprise the Annual Financial Statements presented to the shareholder:

CONTENTS

01

02

03

04

Reports

Directors’ responsibility for financial reporting 2

Independent auditor's report 3

Directors’ report 7

Statements

Statement of financial position as at 31 March 2017 11

Statement of comprehensive income for the year ended 31 March 2017

12

Statement of other comprehensive income for the year ended 31 March 2017

13

Statement of changes in equity for the year ended 31 March 2017

14

Statement of cash flows for the year ended 31 March 2017 15

Notes to the Annual Financial Statements

Accounting policies 16

Notes to the Annual Financial Statements 29

Reference information

Abbreviations and acronyms 69

Financial definitions 71

General information 71

OUR REPORTING SUITE FOR 2017 CONSISTS OF THREE REPORTS




THE 2017 INTEGRATED ANNUAL REPORT, WHICH IS OUR PRIMARY COMMUNICATION WITH OUR STAKEHOLDERS.




THESE 2017 ANNUAL FINANCIAL STATEMENTS, WHICH INCLUDE THE DIRECTORS’ REPORT AND THE INDEPENDENT AUDITOR’S REPORT.

2017 SUSTAINABLEDEVELOPMENT REPORT



THE 2017 SUSTAINABILITY REVIEW, WHICH PROVIDES FURTHER INFORMATION ON OUR SUSTAINABILITY PERFORMANCE.

01 REPORTS

The directors are responsible for the preparation, integrity and objectivity of Annual Financial Statements that fairly present the state of affairs of the Bank.

In preparing the Annual Financial Statements:• The Development Bank of Southern Africa Act, No 13 of 1997 (Amended Act No 41 of 2014) has been adhered to;• The Public Finance Management Act, No 1 of 1999 (PFMA) has been adhered to;• International Financial Reporting Standards have been adhered to; and• Sections 27 to 31 of the Companies Act of South Africa, No 71 of 2008 being the relevant and corresponding sections of those specified in

the Development Bank of Southern Africa Act, have been adhered to.

To enable the directors to meet their financial reporting responsibilities:• Management designed and implemented standards and systems of internal control to provide reasonable assurance as to the integrity and

reliability of the Annual Financial Statements and to safeguard, verify and maintain the accountability of the Bank’s assets;• Appropriate accounting policies, supported by reasonable and prudent judgements and estimates, are applied on a consistent and going-

concern basis; and• The Audit and Risk Committee as well as the internal auditors review the financial and internal control systems, accounting policies, reporting

and disclosure.

Based on the information received from management and internal and external auditors, nothing has come to the attention of the directors to indicate a material breakdown in the systems of internal control during the year under review.

The directors have a reasonable expectation that the Bank has adequate resources to operate in the foreseeable future and have adopted the going-concern basis in preparing the Annual Financial Statements.

The Annual Financial Statements that appear on pages 11 to 68 were approved by the Board of Directors on 22 June 2017 and signed on its behalf by:

Phillip Jabulani Moleketi Patrick Khulekani Dlamini Gugu MtetwaChairman of the Board Chief Executive Officer Chairperson of the Audit and Risk Committee

DIRECTORS’ RESPONSIBILITY FOR FINANCIAL REPORTING FOR THE YEAR ENDED 31 MARCH 2017


3

REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTSOPINIONWe have audited the financial statements of the Development Bank of Southern Africa set out on pages 7 to 68, which comprise the statement of financial position as at 31 March 2017, and the statement of comprehensive income and other comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, and the notes to the financial statements, including a summary of significant accounting policies.

In our opinion, the financial statements present fairly, in all material respects, the financial position of the Development Bank of Southern Africa as at 31 March 2017, and its financial performance and cash flows for the year then ended in accordance with International Financial Reporting Standards, the requirements of the Public Finance Management Act, No 1 of 1999 (PFMA), Companies Act of South Africa, No 71 of 2008 (Companies Act) and Development Bank of Southern Africa Act, No 13 of 1997 (Amended Act No 41 of 2014) (DBSA Act).

BASIS OF OPINIONWe conducted our audit in accordance with the International Standards on Auditing (ISAs). Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the entity in accordance with the Independent Regulatory Board for Auditors Code of Professional Conduct for Registered Auditors (IRBA Code) and other independence requirements applicable to performing audits of financial statements in South Africa. We have fulfilled our other ethical responsibilities in accordance with the IRBA Code and in accordance with other ethical requirements applicable to performing audits in South Africa. The IRBA Code is consistent with the International Ethics Standards Board for Accountants Code of Ethics for Professional Accountants (Parts A and B). We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

KEY AUDIT MATTERSKey audit matters are those matters that, in our professional judgement, were of most significance in our audit of the financial statements of the current period. These matters were addressed in the context of our audit of the financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.

No. Key audit matter Description of key audit matter How the matter was addressed in the audit

1 Allowance for credit losses on development loans

The allowance for credit losses on the development loans inherently contains a significant amount of estimation uncertainty as significant judgement is required of management regarding inputs into the calculation. Therefore, due to the significance of the management judgements in the allowance for credit losses calculation and the magnitude of development loans, the allowance for credit losses was considered a matter of most significance in our audit.

The disclosure associated to the allowance for credit losses on development loans is set out in the following notes: • Note 13 – Development loans • Note 35 – Net impairment loss on financial

assets • Note 43 – Risk management

Our audit procedures included considering the appropriateness of the allowance for credit losses in terms of the requirements of International Accounting Standard 39: Financial Instruments (IAS 39). Our audit procedures focused on the significant inputs used by management in their calculation.

We obtained an understanding and tested the relevant internal controls over the allowance for credit losses calculations.

We assessed the appropriateness of the model and assumptions used that impacted the calculation. We found management’s model and assumptions to be reasonable and consistent with our expectations.

We recalculated the allowance for credit losses for a sample of development loans utilising the same assumptions used by management and determined management’s estimates to be within a reasonable range to our expectations.

Where specific impairments have been raised, we considered the impairment indicators, uncertainties and assumptions applied by management for both performing and non-performing loans, and their assessment of the recoverability and supporting collateral. We found management’s estimate to be within a reasonable range to our expectations.

INDEPENDENT AUDITOR’S REPORT TO THOSE CHARGED WITH GOVERNANCE OF THE DEVELOPMENT BANK OF SOUTHERN AFRICA FOR THE YEAR ENDED 31 MARCH 2017

01 REPORTS

No. Key audit matter Description of key audit matter How the matter was addressed in the audit

2 Valuation of complex financial instruments at fair value

The valuation of complex instruments at fair value, such as investment securities, equity investments (both listed equities and unlisted private equity funds), debt securities and derivatives, require judgement and estimation to determine the appropriate value. Judgement is required to determine the appropriate valuation techniques and to source the relevant and reliable input. Therefore, due to the significant management judgements applied, the valuation of complex instruments at fair value is considered a matter of significance in our audit.

The disclosure associated to the complex instruments is set out in the following notes:• Note 7 – Investment securities• Note 8 – Derivative assets and liabilities held

for risk management• Note 10 – Equity Investments• Note 11 – Fair value hierarchy disclosures• Note 19 – Debt securities

Our audit procedures included considering the appropriateness of the valuation techniques utilised in terms of the requirements of International Accounting Standard 39: Financial Instruments (IAS 39).

We assessed the appropriateness of the valuation model with reference to approaches commonly used. We also assessed the judgements and estimates applied by management against our understanding of current market practice and conditions. We also obtained independently sourced inputs where they were available. We found management’s valuation to be within a reasonable range to our expectation.

Where valuation inputs are unobservable, we used our valuation expertise to assess the reasonability of the valuation inputs based on supportable and comparable information and conducted a comparison of these to management's valuation inputs. We accepted management's valuation inputs to be within a reasonable range to our expectations.

3 Valuation of financial instruments at amortised cost

The valuation of financial instruments held at amortised cost, such as development loans, development bonds, debt securities and lines of credit, is significant in the audit. Therefore, due to the magnitude of the financial instruments held at amortised cost, the valuation thereof was considered a matter of significance in our audit.

The disclosure associated to the complex instruments is set out in the following notes:• Note 12 – Development bonds• Note 13 – Development loans• Note 19 – Debt securities• Note 20 – Lines of credit

Our audit procedures included considering the appropriateness of the subsequent measurement basis utilised is in terms of the requirements of International Accounting Standard 39: Financial Instruments (IAS 39).

We assessed contracts entered into for the financial instruments to confirm the appropriate accounting thereof.

Interest was recalculated on a sample basis using the effective interested rate. A sample of disbursements and repayments were confirmed to supporting documents and considered for appropriate accounting.

Majority of the financial instruments were confirmed with third parties at year-end.

Based on the work performed, we consider valuation of financial instruments at amortised cost appropriate.

OTHER INFORMATIONThe accounting authority is responsible for the other information. The other information comprises the information included in the published Annual Financial Statements which includes the Director’s Report as required by section 27 to 31 of the Companies Act of South Africa, No 71 of 2008 (Companies Act), being the relevant and corresponding sections of those specified in the Development Bank of Southern Africa Act, No 13 of 1997 (Amended Act No 41 of 2014) and the Audit and Risk Committee’s Report. The other information does not include the financial statements, the auditor’s report thereon and those selected objectives presented in the annual performance report that have been specifically reported on in the auditor’s report.

Our opinion on the financial statements and findings on the reported performance information and compliance with legislation do not cover the other information and we do not express an audit opinion or any form of assurance conclusion thereon.

In connection with our audit, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements and the selected objectives presented in the annual performance report, or our knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work we have performed on the other information obtained prior to the date of this auditor’s report, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

RESPONSIBILITIES OF ACCOUNTING AUTHORITY FOR THE FINANCIAL STATEMENTS The accounting authority is responsible for the preparation and fair presentation of the financial statements in accordance with International Financial Reporting Standards, the requirements of the Public Finance Management Act, No 1 of 1999, sections 27 to 31 of the Companies Act, being the relevant and corresponding sections of those specified in the Development Bank of Southern Africa Act (DBSA Act), No 13 of 1997 (Amended Act No 41 of 2014) and for such internal control as the accounting authority determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

INDEPENDENT AUDITOR’S REPORT TO THOSE CHARGED WITH GOVERNANCE OF THE DEVELOPMENT BANK OF SOUTHERN AFRICA CONTINUED FOR THE YEAR ENDED 31 MARCH 2017


5

In preparing the financial statements, the accounting authority is responsible for assessing the entity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the accounting authority either intends to liquidate the entity or to cease operations, or has no realistic alternative but to do so.

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTSOur objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the International Standards on Auditing will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with the International Standards on Auditing, we exercise professional judgement and maintain professional scepticism throughout our audit of the financial statements, and the procedures performed on reported performance information for selected objectives and on the Development Bank of Southern Africa’s compliance with respect to the selected subject matters.

In addition to our responsibility for the audit of the financial statements as described in the auditor’s report, we also: • Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit

procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the accounting authority.

• Conclude on the appropriateness of the accounting authority’s use of the going concern basis of accounting and based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on Development Bank of Southern Africa’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements about the material uncertainty or, if such disclosures are inadequate, to modify the opinion on the financial statements. Our conclusions are based on the information available to us at the date of the auditor’s report. However, future events or conditions may cause the entity to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

• Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities to express an opinion on the financial statements. We are responsible for the direction, supervision and performance of the audit. We remain solely responsible for our audit opinion.

We communicate with the accounting authority regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

We also provide the accounting authority with a statement that we have complied with relevant ethical requirements regarding independence, and communicate with them all relationships and other matters that may reasonably be thought to bear on our independence and, where applicable, related safeguards.

From the matters communicated with the accounting authority, we determine those matters that were of most significance in the audit of the financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.

REPORT ON THE AUDIT OF THE ANNUAL PERFORMANCE REPORTINTRODUCTION AND SCOPEIn accordance with the Public Audit Act of South Africa, No 25 of 2004 and the general notice issued in terms thereof we have a responsibility to report material findings on the reported performance information against predetermined objectives for selected objectives presented in the annual performance report. We performed procedures to identify findings but not to gather evidence to express assurance.

Our procedures address the reported performance information, which must be based on the approved performance planning documents of the entity. We have not evaluated the completeness and appropriateness of the performance indicators established and included in the planning documents. Our procedures also did not extend to any disclosures or assertions relating to planned performance strategies and information relating to future periods that may be included as part of the reported performance information. Accordingly our findings do not extend to these matters.

We evaluated the usefulness and reliability of the reported performance information in accordance with the criteria developed from the performance management and reporting framework, as defined in the general notice, for the following selected objectives presented in the annual performance report of the entity for the year ended 31 March 2017:

Objectives Pages in the annual performance report

Sustained growth in development impact 8Maintain financial sustainability 8Create and maintain a high performance culture 8

01 REPORTS

We performed procedures to determine whether the reported performance information was properly presented and whether performance was consistent with the approved performance planning documents. We performed further procedures to determine whether the indicators and related targets were measurable and relevant, and assessed the reliability of the reported performance information to determine whether it was valid, accurate and complete.

We did not identify any material findings on the usefulness and reliability of the reported performance information for the following objectives:• Sustained growth in development impact• Maintain financial sustainability• Create and maintain a high performance culture

REPORT ON THE AUDIT OF COMPLIANCE WITH LEGISLATIONINTRODUCTION AND SCOPEIn accordance with the Public Audit Act of South Africa, No 25 of 2004 and the general notice issued in terms thereof, we have a responsibility to report material findings on the compliance of the entity with specific matters in key legislation. We performed procedures to identify findings but not to gather evidence to express assurance.

We did not find any material findings on compliance with applicable legislation.

INTERNAL CONTROL DEFICIENCIESWe considered internal control relevant to our audit of the financial statements, annual performance report and compliance with legislation, however, the objective is not to express any form of assurance thereon. We did not identify any significant deficiencies in internal control.

AUDITOR TENUREIn terms of the IRBA rule published in Government Gazette Number 39475 dated 4 December 2015, we report that Nkonki Inc. has been the auditor of the Development Bank of Southern Africa for five years.

Nkonki Inc.Sangeeta Kallen CA(SA)Executive: AssuranceRegistered Auditor

22 June 2017

1 Simba RoadSunninghillJohannesburg2157

INDEPENDENT AUDITOR’S REPORT TO THOSE CHARGED WITH GOVERNANCE OF THE DEVELOPMENT BANK OF SOUTHERN AFRICA CONTINUED FOR THE YEAR ENDED 31 MARCH 2017


7

The directors have pleasure in presenting this report on the Annual Financial Statements of the Development Bank of Southern Africa (DBSA) for the year ended 31 March 2017.

1. NATURE OF BUSINESSThe DBSA was reconstituted in terms of the Development Bank of Southern Africa Act, No 13 of 1997 (Amended Act No 41 of 2014) as a development finance institution wholly owned by the South African government. The geographic mandate of the Bank has been extended beyond the Southern African Development Community (SADC) to any country on the African continent and its oceanic islands. The Bank aims to deepen its development impact in South Africa and the rest of the African continent by expanding access to development finance while effectively integrating and implementing sustainable development solutions. Since its founding in 1983, the DBSA has expanded its role to serve as financier, advisor, partner, implementer and integrator to the benefit of its clients.

There have been no material changes to the nature of the company’s business from the prior year.

2. CORPORATE GOVERNANCEThe Directors embrace the principles of the King IV Code and the Companies Act and endeavour to comply with these recommendations insofar as they are not in conflict with the DBSA Act.

3. FINANCIAL RESULTS AND ACTIVITIESThe financial results of the Bank are fully disclosed on pages 11 to 68. The key financial indicators for the year under review are:• Sustainable earnings rose to R3.6 billion (2016: R1.4 billion) on the back of an increase in the net interest income to R3.7 billion

(2016: R3.2 billion), an increase in equity gain realised of R655 million (2016: R44 million) and decrease in impairments charge of R339 million (2016: R1.4 billion).

• Cost-to-Income ratio decreased to 18.8% (2016: 28.7%). The decrease is due to the combination of an increase in net interest income and a decrease in operating expenses.

• DBSA achieved a net profit of R2.8 billion (2016: R2.6 billion).• Development loans, development bonds and equity investments disbursed decreased by 27% to R12.4 billion (2016: R17.1 billion).• Despite the increase of impairment provision of 10% to R4.2 billion, the quality of loan book remains healthy. This is further contributed

by 3.3% of non-performing loans in relation to the entire book. • Debt-to-equity ratio improved to 158.1% (2016: 177.8%).

Summarised information on the financial performance of the Bank is included in the unaudited financial overview section on pages 74 to 82 of the Integrated Annual Report.

4. HIGH-LEVEL PERFORMANCE OVERVIEWThe DBSA’s strategy highlights the importance of achieving development impact while maintaining financial sustainability. The Balanced Scorecard (BSC) methodology is utilised to implement and monitor strategy. To this end, the Board approves the corporate strategic objectives and targets. The table overleaf compares the planned and related actual performance on the high-level corporate strategic objectives for 2017.

The Bank continued to achieve good results for the year under review, meeting more than half of its strategic objectives whilst the targets for the following key performance indicators were not met:• Disbursements to metro and secondary municipalities: The underperformance was largely attributed to municipalities not coming to

the market to seek funding. The ability to convert the approved bridging projects remains a challenge.• Disbursement to fund social and economic infrastructure: The underperformance was largely attributed to the non-materialisation of

various planned infrastructure projects and a strong competition in the market.• Disbursement to the SADC region (excluding South Africa): Infrastructure development and financing in the region is complex and

time-consuming and can take a number of years to reach financial close, thus impacting the ability to disburse. The conversion of approval to disbursements took longer than anticipated. The challenging macro-economic conditions impact the ability to provide cost-effective funding.

• Value of projects prepared and committed by DBSA: The underperformance was mainly as the result of the delay in concluding the Power Purchase Agreements for the IPP programme and delays in procurement of rolling stock for Gautrain Phase 1 extension which will reach financial closure during 2018.

• Value of funds under management: The underperformance was mainly as a result of the delays from government departments in releasing funds of the programmes that the DBSA is managing as per the agreed project schedule.

• Cost-to-income for Infrastructure Delivery Division: The main reason for the underperformance was as a result of expenses remaining high as the Infrastructure Delivery Division struggled to raise sufficient income to cover its costs for the last four months of the financial year.

DIRECTORS’ REPORT FOR THE YEAR ENDED 31 MARCH 2017

PERFORMANCE INFORMATION

Strategic objective Key performance indicator Target Results

Sustained growth in development impact

Integrated infrastructure solutions provider

Total infrastructure financing R16 400 million R12 403 millionSouth Africa R12 800 million R8 683 millionMunicipalities R6 000 million R5 555 million• Metropolitan cities R4 800 million R4 476 million• Secondary municipalities R1 000 million R839 million• Under-resourced municipalities R200 million R240 millionSocial infrastructure R1 200 million R433 millionEconomic infrastructure R5 600 million R2 695 million

Outside South Africa R3 600 million R3 720 millionof which SADC (excluding RSA) R2 500 million R1 853 million

Project preparation• Value of projects prepared and committed R9 000 million R585 million

Value of third party funds catalysed (based on committed) by DBSA• South Africa R2 000 million R7 150 million• Rest of SADC R3 600 million R24 700 millionImplementation and delivery support programmes• Value of funds under management R4 200 million R3 314 million

Client and partnership satisfaction Conduct survey (4 rating out of 5)

Rating of 3.9 out of 5

Maintain financial sustainability

Sustainable earnings R1 092 million R3 564 million

Net interest margin 40.9% 49.8%

Non-interest income R250 million R278 million

Create and maintain a high performance culture

Retention of critical staff members 85% 89%

Reduction in the DBSA’s entropy score 3% improvement from 2015/16 results

5% improvement from 2015/16 results

Continuous improvement of internal systems and processes

Cost-to-income ratio: Financing business 35% 15%

Cost-to-income ratio: Infrastructure Delivery Division 95% 128%

Balance sheet capacity: Capital management Capital managementstrategy/framework

approved

Capital management strategy and framework

has been approved

Innovation Approval of an innovativeconcept/product

Four innovative concepts have been approved

5. DIVIDENDNo dividend has been declared for the current and previous financial years. The DBSA does not have a dividend policy as part of its contract with the shareholder. The benefits of reinvesting in the mandate of the DBSA far outweigh the benefit of a dividend to the shareholder.

6. SHARE CAPITALAuthorised capital amounts to R20.2 billion, which is divided into 2.02 million ordinary shares of R10 000 each. The authority of the Board to increase the share capital (after consultation with the shareholder) is limited to the issued share capital and only the Minister of Finance has authority to adjust the authorised share capital, after consultation with the Board.

7. AUTHORISED CAPITAL2 020 000 ordinary shares (2016: 2 020 000) at par value of R10 000 each.

8. CALLABLE CAPITAL (AUTHORISED BUT UNISSUED SHARE CAPITAL)2 000 000 ordinary shares (2016: 2 000 000) at a par value of R10 000 each.

9. ISSUED CAPITAL20 000 ordinary shares (2016: 20 000) at par value of R10 000 each.

10. GOING CONCERNThe Annual Financial Statements have been prepared using appropriate accounting policies, supported by reasonable judgments and estimates. The directors have reasonable belief that the Bank has adequate resources to continue as a going concern for the foreseeable future, based on forecasts and available cash resources.

DIRECTORS’ REPORT CONTINUEDFOR THE YEAR ENDED 31 MARCH 2017

01 REPORTS


9

11. BORROWING POWERSAs per Regulation 44 of the Regulations made under section 17 of the DBSA Act, the directors may in their discretion borrow or raise funding for the purposes of the Bank, subject to the leverage ratio not exceeding 2.5 times the permanent capital and accumulated reserves. An annual borrowing programme, based on projections of business activity for the following financial year, is submitted to National Treasury for approval. The current year debt raised was within the approved programme, and the overall borrowings remained within the leverage ratio limit.

12. DIRECTORATE AND SECRETARIATDetails pertaining to the names of Board members and the Secretariat appear on pages 34 to 37 of the Integrated Annual Report.

Non-executive Directors are subject to retirement by rotation. They hold office for a period of three years and are eligible for re-appointment. The Chief Executive Officer may be appointed for a period not exceeding five years and is eligible for re-appointment.

Name Position

Number of terms served (including current term)

Current service contract

From To

CurrentMr PJ Moleketi Independent Non-executive Chairperson 3 1 January 2016 31 December 2018Mr FM Baleni Independent Non-executive Deputy

Chairperson3 1 January 2016 31 December 2018

Mr PK Dlamini Chief Executive Officer and Managing Director

Not applicable 1 September 2012 31 August 2017

Dr L Bhengu-Baloyi2 Independent Non-executive Director 2 1 August 2014 31 July 2017Ms M Janse van Rensburg

Independent Non-executive Director 1 1 January 2016 31 December 2018

Ms B Mabuza2 Independent Non-executive Director 2 1 August 2014 31 July 2017Ms D Marole2 Independent Non-executive Director 2 1 August 2014 31 July 2017Mr A Moloto2 Independent Non-executive Director 1 1 August 2014 31 July 2017Ms G Mtetwa3 Independent Non-executive Director 1 1 August 2014 31 July 2017Ms K Naidoo4 Chief Financial Officer Not applicable 1 January 2013 Until such time

she ceases to hold the office as CFO

Ms M Nqaleni Non-executive Director (shareholder representative)

1 1 January 2016 31 December 2018

Ms A Singh3 Independent Non-executive Director 1 1 August 2014 31 July 2017Prof M Swilling3 Independent Non-executive Director 1 1 August 2014 31 July 2017

During the yearMs T Dingaan1 Independent Non-executive Director 3 1 August 2013 31 May 2016

1. Board term ended with effect from 31 May 2016.2. Board term ended with effect from 31 July 2017.3. Board term renewed with effect from 1 August 2017 until 31 July 2020.4. Resigned with effect from 31 August 2017.

The details of the directors’ interests in related party transactions and directors’ emoluments are set out in notes 42 and 45 respectively of the Annual Financial Statements. The governance structure is detailed on page 33 of the Integrated Annual Report.

13. REMUNERATION POLICYThe Human Resources, Remuneration, Nomination, Social and Ethics Committee ensures that employees are fairly rewarded for their contributions to the performance of the Bank. The provision of performance bonuses is at the sole discretion of the Board.

14. BUSINESS AND REGISTERED ADDRESSThe Bank’s business and registered address details appear on page 71.

15. TAXATION STATUSThe Bank is exempt from normal taxation in terms of section 10(1)(t)(x) of the Income Tax Act, No 58 of 1962, as amended. The Bank is subject to and complies with all other South African taxes, including employees’ tax and value added tax. The DBSA paid VAT amounting to R36.7 million during the 2017 financial period.

16. CHANGES IN ACCOUNTING POLICIESThe accounting policies applied during the year ended 31 March 2017 are in all material respects consistent with those applied in the Annual Financial Statements for the year ended 31 March 2016, as no changes in accounting policies were effected in the 2017 financial year.

17. EVENTS AFTER THE REPORTING PERIODThe directors are not aware of any matters or circumstances arising since the end of the financial year, which will have a significant effect on the operations of the Bank, the results of the operations or the financial position of the Bank, other than that in note 53 of the Annual Financial Statements on page 68.

18. LITIGATIONThe directors are not aware of any litigation against the Bank other than that disclosed under contingent liabilities in note 46 of the Annual Financial Statements on page 65.

19. RELATED PARTY TRANSACTIONSDetails of the DBSA’s related party transactions are set out in note 45 of the Annual Financial Statements on page 64.

20. INFORMATION PRESENTED IN TERMS OF SECTION 55(2)(B) OF THE PFMAi Particulars of material losses through criminal conduct and any irregular expenditure and fruitless and wasteful expenditure that

occurred during the year: There were no instances where the Bank sustained material losses. Refer to note 49 of the Annual Financial Statements on page 66.

ii. Particulars of any criminal or disciplinary steps taken as a consequence of such losses or irregular expenditure or fruitless and wasteful expenditure: There were no instances where the Bank sustained material losses.

iii. Particulars of any losses recovered or written off: No material losses were recovered or written off other than in the ordinary course of business.

iv. Particulars of any financial assistance received from the state and commitments made by the state on behalf of the DBSA: No such financial assistance was received.

DIRECTORS’ REPORT CONTINUEDFOR THE YEAR ENDED 31 MARCH 2017

01 REPORTS


11

STATEMENT OF FINANCIAL POSITIONAS AT 31 MARCH 2017

in thousands of rands Notes 2017 2016

ASSETSCash and cash equivalents 5 2 299 247 2 084 565Trade and other receivables 6 121 982 138 533Investment securities 7 1 069 085 1 265 218Derivative assets held for risk management 8.1 846 141 1 163 533Post-retirement medical benefit investment 9 45 251 49 978Equity investments 10 5 972 509 6 278 575Development bonds 12 1 290 319 1 290 296Development loans 13 71 505 178 69 494 954Property, plant and equipment 14 415 409 501 202Intangible assets 15 87 958 79 142

Total Assets 83 653 079 82 345 996

EQUITY AND LIABILITIESLiabilitiesTrade and other payables 16 838 591 894 795Provisions 17 126 630 152 533Liability for funeral benefits 18.1 3 226 3 100Post-retirement medical benefit liability 18.2 40 712 239 289Debt securities held at fair value through profit or loss 19 6 336 487 6 188 780Debt securities held at amortised cost 19 30 117 774 29 082 355Funding: Lines of credit 20 14 015 426 16 371 534Derivative liabilities held for risk management 8.2 142 857 148 551

Total Liabilities 51 621 703 53 080 937

EquityShare capital 21 200 000 200 000Retained earnings 17 514 577 14 544 861Permanent government funding 22 11 692 344 11 692 344Revaluation reserve on land and buildings 23 198 322 269 256Cash flow hedge reserve 24 141 680 123 050Reserve for general loan risks 25 2 287 491 2 436 358Available-for-sale reserve 26 (3 038) (810)

Total Equity 32 031 376 29 265 059

Total Equity and Liabilities 83 653 079 82 345 996

02 STATEMENTS


Interest income 27 7 373 094 6 541 028Interest expense 28 (3 703 760) (3 355 429)

Net interest income 28 3 669 334 3 185 599

Net fee income 29 318 266 275 914Net foreign exchange (loss)/gain 30 (618 649) 1 002 172Net (loss)/gain from financial assets and financial liabilities 31 (43 354) 442 630Other income 32 734 090 134 355

Other income 390 353 1 855 071

Operating income 4 059 687 5 040 670Project preparation expenditure 33 (24 453) (14 651)Development expenditure 34 (27 181) (43 869)Net impairment on financial assets 35 (339 449) (1 426 159)Personnel expenses 36 (603 608) (730 937)Other expenses 37 (202 180) (213 653)Depreciation and amortisation 38 (31 249) (30 593)

Profit from operations 2 831 567 2 580 808Grants 39 (10 718) (4 129)

Profit for the year 2 820 849 2 576 679

STATEMENT OF COMPREHENSIVE INCOMEFOR THE YEAR ENDED 31 MARCH 2017


13

STATEMENT OF OTHER COMPREHENSIVE INCOMEFOR THE YEAR ENDED 31 MARCH 2017


Profit for the year 2 820 849 2 576 679Items that will not be reclassified to profit and lossLoss on revaluation of land and buildings 23 (70 934) -

Items that may be reclassified subsequently to profit and lossUnrealised gain on cash flow hedges 24 12 846 142 063Gain/(loss) on cash flow hedges reclassified to profit and loss 24 5 784 (135 301)Unrealised loss on available-for-sale financial assets 26 (2 228) (1 067)

16 402 5 695

Other comprehensive (loss)/income (54 532) 5 695

Total comprehensive income for the year 2 766 317 2 582 374

in thousands of randsShare

capital

Cash flow hedge

reserve

Revaluation reserve on

land and buildings

Available-for-sale reserve

Permanent government

funding

Reserve for general loan risks

Retained earnings

Total equity

Balance at 1 April 2015 200 000 116 288 269 256 257 8 692 344 2 143 975 12 260 565 23 682 685Government recapitalisation – – – – 3 000 000 – – 3 000 000Profit for the year – – – – – – 2 576 679 2 576 679Other comprehensive income/(loss)Unrealised gain on cash flow hedges – 142 063 – – – – – 142 063Loss on cash flow hedges reclassified to profit and loss – (135 301) – – – – – (135 301)Unrealised loss on available-for-sale-financial assets – – – (1 067) – – – (1 067)Transfer to reserve for general loan risks – – – – – 292 383 (292 383) –

Total changes – 6 762 – (1 067) 3 000 000 292 383 2 284 296 5 582 374

Balance at 31 March 2016 200 000 123 050 269 256 (810) 11 692 344 2 436 358 14 544 861 29 265 059

Profit for the year – – – – – – 2 820 849 2 820 849Other comprehensive income/(loss)Loss on revaluation of land and buildings – – (70 934) – – – – (70 934)Unrealised gain on cash flow hedges – 12 846 – – – – – 12 846Gain on cash flow hedges reclassified to profit and loss – 5 784 – – – – – 5 784Unrealised loss on available-for- sale financial assets – – – (2 228) – – – (2 228)Transfer from reserve for general loan risks – – – – – (148 867) 148 867 –

Total changes – 18 630 (70 934) (2 228) – (148 867) 2 969 716 2 766 317

Balance at 31 March 2017 200 000 141 680 198 322 (3 038) 11 692 344 2 287 491 17 514 577 32 031 376

Notes 21 24 23 26 22 25

STATEMENT OF CHANGES IN EQUITYFOR THE YEAR 31 MARCH 2017

02 STATEMENTS


15

STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 31 MARCH 2017


Cash flows from operating activitiesNet profit/(loss) adjusted for non-cash items 40 459 125 (137 003)Interest received 6 864 688 6 308 445Interest paid (3 446 294) (3 115 067)Net decrease in working capital 41 (110 897) (31 060)

Net cash generated from operating activities 3 766 622 3 025 315

Cash flows used in development activitiesDevelopment loan disbursements 13 (12 103 967) (16 461 393)Development loan principal repayments 8 572 092 5 549 156Net decrease/(increase) in equity investments 732 770 (368 767)Grants, development expenditure and project preparation expenditure paid (35 171) (18 781)Net repayments from national mandates 2 821 100 357

Net cash used in development activities (2 831 455) (11 199 428)

Cash flows from investing activitiesPurchase of property, plant and equipment 14 (3 987) (15 918)Proceeds from sale of property and equipment 853 207Purchase of intangible assets 15 (21 493) (14 728)(Decrease)/increase in financial market instruments (832 878) 197 871

Net cash (utilised by)/generated from investing activities (857 505) 167 432

Cash flows from financing activitiesReceipts from National Treasury 22 - 3 000 000Financial market liabilities repaid (27 050 711) (20 163 956)Financial market liabilities raised 27 206 684 23 249 923

Net cash generated from financing activities 155 973 6 085 967

Net increase/(decrease) in cash and cash equivalents 233 635 (1 920 714)Effect of exchange rate movements on cash balances 30 (18 953) 103 616

Movement in cash and cash equivalents 214 682 (1 817 098)Cash and cash equivalents at the beginning of the year 2 084 565 3 901 663

Cash and cash equivalents at the end of the year 5 2 299 247 2 084 565

1. STATEMENT OF COMPLIANCEThe Annual Financial Statements have been prepared in accordance with International Financial Reporting Standards (IFRS), as issued by the International Accounting Standards Board (IASB), the requirements of the PFMA and sections 27 to 31 of the Companies Act, being the relevant and corresponding sections of those specified in the DBSA and Treasury Regulations.

As a PFMA Schedule 2 entity, the Bank is applying IFRS for financial reporting purposes.

1.1 BASIS OF PREPARATION1.1.1 BASIS OF MEASUREMENT

The Annual Financial Statements have been prepared on the historical cost basis, except for the following which are measured at fair value:• Land and buildings;• Post-retirement medical benefit;• Financial instruments at fair value through profit or loss;• Available-for-sale financial assets;• Derivative financial instruments; and• Non-current assets held-for-sale

The methods used to measure fair values are detailed in note 1.10.

1.1.2 USE OF ESTIMATES AND JUDGEMENTSThe preparation of Annual Financial Statements requires management to make judgements, estimates and assumptions that affect the application of accounting policies and the reported amounts of assets, liabilities, income and expenses. Actual results may differ from these estimates. Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised and in any future periods affected. In particular, information about significant areas of estimation, uncertainty and critical judgments in applying accounting policies that have the most significant effect on the amount recognised in the Annual Financial Statements is given in the following notes:

• Note 1.2.5 – Derivative and hedge accounting: On the date that a derivative contract is designated as a hedging instrument, the Bank designates the derivative as either a hedge of

the fair value of a recognised asset or liability or a firm commitment (fair value hedge) or a hedge of a highly probable future cash flow attributable to a recognised asset or liability or a forecast transaction (cash flow hedge). All derivatives are recognised initially at fair value. Subsequent to initial recognition, they are remeasured at fair value, which includes an estimated component relating to credit risk adjustment.

• Note 1.4.3 and 1.5.3 – Depreciation and amortisation and the useful lives of property and equipment and intangible assets: Depreciation and amortisation is recognised in profit or loss on a straight-line basis over the estimated useful life of each part of an

item of property and equipment and intangibles. Land is not depreciated.

• Notes 7, 10, 13, 14, 18, 19, and 20 – Valuation of financial instruments:

Note 7 – Investment securities Investment securities are designated at fair value through profit or loss upon initial recognition, when they form part of a group of

financial assets managed and evaluated on a fair value basis in accordance with a documented investment strategy.

• Note 10 – Valuation of equity investments: Equity investments are designated as held-to-maturity if they have fixed or determinable payments and fixed maturities that

management has the positive intention and ability to hold to maturity. All other equity investments are designated at fair value through profit and loss which is determined from observable market data in respect of similar financial instruments. Where market observable data is not available, they are estimated based on appropriate assumptions.

• Note 13 – Measurement of the recoverable amounts and impairment of development loans and bonds: Development loans and bonds are carried at amortised cost. However judgements are applied when determining fair value and

assessments of recoverable amounts and impairments calculations.

• Note 14 – Valuation of land and buildings: Land and buildings measured at fair value less accumulated depreciation and impairment losses, in terms of the revaluation model.

• Note 18 – Measurement of funeral benefit obligations and post-retirement medical benefit: Obligations for contributions to defined contribution provident fund plans are recognised as an expense in profit or loss when they

are due.

• Note 19 – Debt securities: Debt securities that are designated at fair value through profit or loss consist of bonds which are listed and unlisted.

Debt securities carried at amortised cost consist of bond issues and money market issuance.

• Note 20 – Lines of credit: Lines of credit are carried at amortised cost. However judgements are applied when determining fair value disclosures.

These disclosures supplement the commentary on financial risk management (refer note 43).

ACCOUNTING POLICIESFOR THE YEAR ENDED 31 MARCH 2017

03 NOTES TO THE ANNUAL FINANCIAL STATEMENTS


17

1.1.3 PROVISIONSProvisions are determined based on best available information available to management. Additional disclosure of these estimates of provisions are included in note 17 – Provisions.

1.1.4 LOAN COMMITMENTSThe Bank enters into commitments to lend to its customers subject to certain conditions. Such loan commitments are made either for a fixed period, or are cancellable by the Bank subject to notice conditions. Provision is made for undrawn loan commitments to be provided at below-market interest rates and for similar facilities if it is probable that the facilities will be drawn and results in recognition of an assets at an amount less than the amount advanced.

1.2 FINANCIAL INSTRUMENTSA financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or equity instrument of another entity. Financial instruments consist of cash and cash equivalents, investment securities, derivatives assets and liabilities, equity investments, development loans and bonds, trade and other receivables, home ownership scheme loans, trade and other payables, funding: debt securities, funding: lines of credit and repurchase agreements:

The Bank initially recognises loans and advances, deposits, debt securities issued and subordinated liabilities on the date that they are originated. Regular way purchases and sales of financial assets are recognised on the trade date at which the Bank commits to purchase or sell the asset. All other financial assets and liabilities (including assets and liabilities designated at fair value through profit or loss) are recognised initially on the trade date, which is the date that the Bank becomes a party to the contractual provisions of the instrument. A financial asset or financial liability is measured initially at fair value plus, for an item not at fair value through profit or loss, transaction costs that are directly attributable to its acquisition or issue.

1.2.1 FINANCIAL ASSETSThe Bank classifies its financial assets into the following categories:• Financial assets at fair value through profit or loss;• Loans and receivables;• Held-to-maturity financial assets; and• Available-for-sale financial assets.

The classification depends on the purpose for which the financial assets were acquired. Management determines the classification of financial assets on initial recognition and re-evaluates this classification at every reporting date.

All financial assets are initially recognised at fair value plus transaction costs, except those measured at fair value through profit or loss. The best evidence of fair value on initial recognition is the transaction price, unless the fair value is evidenced by comparison with other observable current market transactions in the same instrument or based on discounted cash flow models.

Subsequent to initial recognition, financial assets are measured as below, excluding transaction costs (refer note 1.10.3).

Financial assets at fair value through profit or lossThis category has two sub-categories: financial assets held-for-trading and those designated at fair value through profit or loss at inception.

A financial asset is classified as held-for-trading if acquired principally for the purpose of selling in the short term, if it forms part of a portfolio of financial assets in which there is evidence of short-term profit-taking or if so designated by management. Derivatives are also classified as held-for-trading, unless they are designated as hedges at inception. The Bank does not speculate in financial instruments and therefore there are no financial assets classified as held-for-trading.

A financial asset is designated as at fair value through profit or loss because:• It eliminates or significantly reduces a measurement or recognition inconsistency that would otherwise arise from measuring the asset

or recognising the gains or losses on a different basis; or• A portfolio of financial assets is managed and its performance is evaluated on a fair value basis, in accordance with a documented

risk management or investment strategy and information about the Bank is provided internally on that basis to key management personnel. Under these criteria, the main classes of financial assets designated as fair value through profit and loss by the Bank are equity investments and investment securities.

Subsequent to initial recognition, these financial assets are measured at fair value. All related realised and unrealised gains and losses arising from changes in fair value are recognised in net gains from financial assets in the statement of comprehensive income.

Loans and receivablesLoans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market and include purchased loans. This category does not include those loans and receivables that the Bank intends to sell in the short term or that it has designated as at fair value through profit or loss or available-for-sale.

This category comprises development loans, cash and cash equivalents, other receivables, home ownership loans and collateralised advances.

Subsequent to initial recognition, loans and receivables are measured at amortised cost using the effective interest method, less any allowance for credit losses as per note 1.2.8.

Short-term trade receivables and other receivables are measured at original invoice amount, less an estimate made for impairment based on a review of all outstanding amounts at year-end.


ACCOUNTING POLICIES CONTINUEDFOR THE YEAR ENDED 31 MARCH 2017

1. STATEMENT OF COMPLIANCE CONTINUED1.2 FINANCIAL INSTRUMENTS CONTINUED1.2.1 FINANCIAL ASSETS CONTINUED

Held-to-maturity financial assetsHeld-to-maturity financial assets are non-derivative financial assets with fixed or determinable payments and fixed maturities that management has the positive intention and ability to hold to maturity, other than those that meet the definition of loans and receivables. Where the Bank sells more than an insignificant amount of held-to-maturity financial assets in a period, the entire category would be tainted and reclassified as available-for-sale and the difference between amortised cost and fair value would be accounted for in equity.

Financial assets classified as held-to-maturity include preference shares, debentures and investments in municipal and government bonds.

Subsequent to initial recognition, held-to-maturity financial assets are measured at amortised cost using the effective interest method, less any allowance for credit losses.

Available-for-sale financial assetsFinancial assets that are either designated in this category or not classified in any of the other categories are classified as available-for-sale financial assets. The main classes of financial assets classified as available-for-sale are money market placements as well as government and corporate bonds.

Subsequent to initial recognition, available-for-sale financial assets are measured at fair value. Unrealised gains and losses arising from the changes in fair value are recognised in other comprehensive income until the financial asset is derecognised or impaired, at which time the cumulative gain or loss previously recognised in other comprehensive income is recognised in the statement of comprehensive income. Interest and dividend income received on available-for-sale financial assets are recognised in the statement of comprehensive income.

If the asset is subsequently impaired, the amount recorded in equity is reclassified to statement of profit and loss.

1.2.2 FINANCIAL LIABILITIESThe Bank initially recognises financial liabilities on the date at which they are originated. The origination date for regular way purchases are recognised on the trade date at which the Bank commits to the purchase. All other financial liabilities (including liabilities designated at fair value through profit or loss) are initially recognised on the trade date on which the Bank becomes a party to the contractual provisions of the instrument. A financial liability is measured initially at fair value less transaction costs that are directly attributable to its issue.

The Bank accounts for its financial liabilities either as financial liabilities held at fair value through profit or loss or financial liabilities held at amortised cost. Management determines the classification of the financial liabilities on initial recognition and re-evaluates this classification at the reporting date. The basis for designation are discussed under each category below.

Financial liabilities at fair value through profit or lossFinancial liabilities at fair value through profit and loss include debt securities and derivatives held for risk management. The Bank has designated financial liabilities at fair value through profit or loss in the following circumstances:• The liabilities are managed, evaluated and reported internally on a fair value basis; and• The designation eliminates or significantly reduces an accounting mismatch which would otherwise arise.

Subsequent to initial recognition the financial liability held at fair value through profit or loss is measured at fair value, with the changes in fair value recognised in the statement of comprehensive income. Changes in fair value of the derivatives used to hedge the interest rate risk are reported in net interest income in the statement of comprehensive income.

Changes in fair value of liabilities due to changes in the Bank’s own credit risk is recognised in other comprehensive income.

Financial liabilities at amortised costFinancial liabilities at amortised cost includes loans and borrowings, trade and other payables and liability for funeral benefit. All other financial liabilities not designated at fair value through profit or loss are designated as financial liabilities held at amortised cost. These financial liabilities are initially recognised at fair value and subsequently at amortised cost.

The amortised cost of a financial liability is the amount at which the financial asset or liability is measured at initial recognition, minus principal repayments, plus or minus the cumulative amortisation, using the effective interest method, of any difference between the initial amount recognised and the maturity amount.


19

1.2.3 DERIVATIVE FINANCIAL INSTRUMENTSThe Bank uses derivative financial instruments to hedge its exposure to foreign exchange and interest rate risks arising from operational, financing and investment activities. In accordance with its treasury policies, the Bank does not hold or issue derivative financial instruments for trading purposes. All derivatives are recognised initially at fair value. Subsequent to initial recognition, they are remeasured at fair value which include an estimated component relating to credit risk adjustment. The treatment of changes in their fair value depends on their classification into the following categories:

Qualifying derivativesDerivatives qualifying for hedge accounting are accounted for in terms of hedge accounting (refer note 1.2.5).

Non-qualifying derivativesDerivatives that do not qualify for hedge accounting are accounted for as a component of financial instruments held at fair value through profit or loss with all changes in fair values recognised in profit and loss.

1.2.4 DERECOGNITIONThe Bank derecognises a financial asset when the contractual rights to the cash flows from the asset expire or it transfers the rights to receive the contractual cash flows on the financial asset in a transaction in which substantially all the risks and rewards of ownership of the financial asset are transferred. Any interest in transferred financial assets that is created or retained by the Bank is recognised as a separate asset or liability.

The Bank derecognises a financial liability when its contractual obligations are discharged, cancelled or expire.

The Bank enters into transactions whereby it transfers assets recognised on its statement of financial position, but retains either all risks or rewards of the transferred assets or a portion of them. If all or substantially all risks and rewards are retained, then the transferred assets are not derecognised from the statement of financial position.

In transactions in which the Bank neither retains nor transfers substantially all the risks and rewards of ownership of a financial asset and it retains control over the asset, the Bank continues to recognise the asset to the extent of its continued involvement, determined by the extent to which it is exposed to changes in the value of the transferred asset.

Restructured loansA loan that is restructured is derecognised if the existing agreement is cancelled and a new agreement made on substantially different terms, or if the terms of an existing agreement are modified such that the restructured loan is substantially a different financial asset.

Trade date and settlement date accountingThe trade date is the date that an entity commits itself to purchase or sell an asset and trade date accounting refers to:(a) The recognition of an asset to be received and the liability to pay for it on the trade date, and (b) De-recognition of an asset that is sold, recognition of any gain or loss on disposal and the recognition of a receivable from the buyer

for payment on the trade date.

The settlement date is the date that an asset is delivered to or by an entity and settlement date accounting refers to:(a) The recognition of an asset on the day it is received by the entity, and (b) The de-recognition of an asset and recognition of any gain or loss on disposal on the day that it is delivered by the entity.

Interest does not start to accrue on the asset and corresponding liability from trade date and only starts from settlement date when title passes. The Bank applies settlement date accounting and accounts for any change in the fair value of assets to be received during the period between the trade date and the settlement date in the same way as it accounts for the acquired asset. The change in value between trade date and settlement date is not recognised for assets carried at cost or amortised cost. The change in value is however recognised in profit and loss for assets classified as financial assets at fair value through profit or loss and for available-for-sale assets, the change in fair value is recognised in other comprehensive income.

1.2.5 HEDGE ACCOUNTINGOn the date that a derivative contract is designated as a hedging instrument, the Bank designates the derivative as either:• A hedge of the fair value of a recognised asset or liability (fair value hedge); or• A hedge of a highly probable future cash flow attributable to a recognised asset or liability or a forecast transaction (cash flow hedge).

A hedging relationship exists where:• At the inception of the hedge there is formal documentation of the hedge;• The hedge is expected to be highly effective;• The effectiveness of the hedge can be measured reliably;• The hedge is highly effective throughout the reporting period; and• For hedges of a forecasted transaction, the transaction is highly probable and presents an exposure to variations in cash flows that

could ultimately affect net profit or loss.

Hedge accounting requires that the hedging instrument be measured at fair value.

The fair value of derivative hedging instruments is calculated in the same way as the fair value of instruments held at fair value through profit or loss (refer note 1.10).



1. STATEMENT OF COMPLIANCE CONTINUED1.2 FINANCIAL INSTRUMENTS CONTINUED1.2.5 HEDGE ACCOUNTING CONTINUED

The treatment of any resultant gains and losses is set out below.

The Bank utilises various derivative instruments like cross-currency swaps, interest rate swaps, cross-currency interest rate swaps and credit default swaps as part of its asset and liability management activities to manage exposures to interest rate, foreign currency and credit risks, as well as exposures to variability in cash flows attributable to a particular risk associated with a recognised asset or liability.

The Bank applies either fair value or cash flow hedge accounting to transactions that comply with the hedge accounting criteria and are classified as hedging instruments. The hedging instruments are carried at fair value on the statement of financial position and are reported as either positive or negative fair values.

Fair value hedgeWhen a derivative financial instrument hedges the changes in fair value of a recognised asset or liability or an unrecognised firm commitment, the hedged item is stated at fair value in respect of the risk being hedged. Gains or losses relating to the hedged risk on remeasurement of both the hedging instrument and the hedged item are recognised in profit or loss.

If the hedging derivative expires or is sold, terminated, or exercised, or the hedge no longer meets the criteria for fair value hedge accounting, or the hedge designation is revoked, hedge accounting is discontinued prospectively. Any adjustment up to that point to a hedged item for which the effective interest method is used is amortised to profit or loss as part of the recalculated effective interest rate of the item over its remaining life.

Cash flow hedgeWhen a derivative financial instrument is designated as a hedge to variability in the cash flows of recognised assets or liabilities, or a highly probable forecast transaction, the effective part of any gain or loss on remeasurement of the hedging instrument is recognised directly in other comprehensive income and presented in the hedging reserve in equity. The ineffective part of any gain or loss is recognised in profit or loss.

If a hedge of a forecast transaction subsequently results in the recognition of a financial asset or a financial liability, the associated gains and losses that were recognised directly in equity are reclassified into profit or loss in the same period or periods during which the asset acquired or liability assumed affects profit or loss (i.e. when interest income or expense is recognised).

For cash flow hedges, other than those covered by the preceding two policies, the associated cumulative gain or loss is reclassified from equity and recognised in the statement of comprehensive income in the same period or periods during which the hedged forecast transaction affects profit or loss. The ineffective part of any gain or loss is recognised immediately in the statement of comprehensive income.

When a hedging instrument expires or is sold, terminated or exercised, or the entity revokes designation of the hedge relationship but the hedged forecast transaction is still expected to occur, the cumulative gain or loss at that point remains in equity and is recognised in accordance with the above policy when the transaction occurs. If the hedged transaction is no longer expected to take place, the cumulative unrealised gain or loss recognised in equity is recognised immediately in the statement of comprehensive income.

Hedge of monetary assets and liabilitiesWhere a derivative financial instrument is used economically to hedge the foreign exchange exposure of a recognised monetary asset or liability, no hedge accounting is applied and any gain or loss on the hedging instrument is recognised in the statement of comprehensive income.

1.2.6 REPURCHASE AND RESALE AGREEMENTSWhere the Bank sells investments from its portfolio and agrees to repurchase these at future dates with the risk of ownership remaining with the Bank, the consideration received is treated as a loan, secured by the underlying instrument and included in funding under repurchase agreements.

Conversely, excluded from investments are market instruments purchased under an agreement to resell at future dates with the risk of ownership remaining with the counterparty. The consideration paid is treated as an advance, secured by the underlying instrument and included in investments under resale agreements.

1.2.7 OFFSETTING OF FINANCIAL INSTRUMENTSFinancial assets and financial liabilities are offset and the net amount presented in the statement of financial position when, and only when, the Bank has a legal right to set off the amounts and there is an intention to settle on a net basis, or to realise the financial asset and settle the financial liability simultaneously.

Income and expenses are presented on a net basis only when permitted under IFRS, or for gains and losses arising from a group of similar transactions such as in the Bank’s trading activity.

1.2.8 IMPAIRMENT OF FINANCIAL INSTRUMENTSFinancial assets are reviewed at each reporting date to determine whether there is objective evidence of impairment. A financial asset is considered impaired if objective evidence indicates that one or more events have had a negative effect on the estimated future cash flows of that asset. If any such indication exists, the asset’s recoverable amount is estimated.


21

Objective evidence that financial assets are impaired includes default or delinquency by a borrower, restructuring of a loan or advance by the Bank on terms that the Bank would not otherwise consider, indications that a borrower or issuer will enter business rescue or liquidation, the disappearance of an active market for a security or other observable data relating to a group of assets, such as adverse changes in the payment status of borrowers or issuers in the group or economic conditions that correlate with defaults in the group.

Available-for-sale financial assetsWhere an available-for-sale financial asset remeasured to fair value through other comprehensive income is impaired and an impairment of the asset was previously recognised directly in other comprehensive income, the impairment is transferred to the statement of comprehensive income and recognised as part of the impairment loss. Where an asset measured to fair value through other comprehensive income is impaired and an increase in the fair value of the asset was previously recognised in equity, the increase in fair value of the asset recognised in other comprehensive income is reversed to the extent that the asset is impaired. Any additional impairment loss is recognised in the statement of comprehensive income.

Loans and advances, receivables and held-to-maturity investmentsAn impairment loss is recognised whenever the carrying amount of an asset exceeds its recoverable amount. Impairment losses are recognised in the statement of comprehensive income.

Calculation of recoverable amountThe recoverable amount of the held-to-maturity investments and loans and receivables carried at amortised cost is calculated as the present value of estimated future cash flows, discounted at the original effective interest rate (i.e. the effective interest rate computed at initial recognition of these financial assets). An impairment loss in respect of an available-for-sale financial asset is calculated by reference to its current fair value. Receivables with a short duration are not discounted, as the effect of discounting is not significant.

Reversals of impairmentAn impairment loss in respect of a held-to-maturity financial asset or loans and receivables measured at amortised cost is reversed through profit or loss if the subsequent increase in recoverable amount can be related objectively to an event occurring after the impairment loss was recognised.

If the fair value of an investment security classified as available-for-sale increases and the increase can be objectively related to an event occurring after the impairment loss was recognised in profit or loss, the impairment loss shall be reversed, with the amount of the reversal recognised in profit or loss to the extent that the impairment was previously recognised in profit or loss.

A reversal of impairment loss on equity investments is recognised in profit and loss.

Impairment of development loansIdentified impairmentNon-performing loans are impaired for losses identified during periodic evaluations. The classification of a loan as non-performing is the loss event that triggers impairment testing on an individual loan basis. The impairment to non-performing loans takes account of past loss experience, adjusted for changes in economic conditions and the nature and level of risk exposure since the recording of the historic loss. The methodology and assumptions used for estimating future cash flows are reviewed regularly to reduce any differences between the loss estimates and actual loss experience. Development loans are considered non-performing on the earlier occurrence of either being 90 (ninety) days in arrears or when two consecutive repayments have not been honoured by the borrower or when there are other indicators that the loan may be impaired.

The non-performing book is split into two classes, namely municipalities and other. This is done because the characteristics of the classes differ. For municipalities, the recovery rate is based on the Municipal Loss Given Default model developed. For the other loans each non-performing borrower is individually assessed to determine its recovery rate.

Unidentified impairmentThe performing book is assessed for impairment in order to provide for latent credit losses in the portfolio that have not yet been individually identified. An impairment for incurred but not reported losses is calculated based on historic loss patterns, estimated emergence periods and the Bank’s internal credit risk rating system.

1.2.9 CASH AND CASH EQUIVALENTSCash and cash equivalents include notes and coins on hand, call deposits and fixed deposits, callable on demand and highly liquid financial assets with original maturities of less than three months, which are subject to insignificant risk of changes in their fair value and are used by the Bank in the management of its short-term commitments.

Cash and cash equivalents are measured at amortised cost in the statement of financial position.

1.2.10 LOANS TO SHAREHOLDERS, DIRECTORS, MANAGERS AND EMPLOYEESThese financial assets are initially recognised at cost plus direct transaction costs.

Subsequently, these loans are measured at amortised cost using the effective interest method, less any impairment loss recognised to reflect irrecoverable amounts.



1. STATEMENT OF COMPLIANCE CONTINUED1.3 IMPAIRMENT OF NON-FINANCIAL ASSETS

The Bank assesses at each reporting date whether there is any indication that an asset may be impaired. If any such indication exists, the Bank estimates the recoverable amount of the asset.

An impairment loss is recognised for the amount by which the carrying amount of an asset exceeds its recoverable amount. The recoverable amount is the higher of the fair value of the asset less costs to sell and value-in-use. Value- in-use is the present value of projected cash flows covering the remaining useful life of the asset.

Intangible assets that have an indefinite useful life and are not subject to amortisation, as well as intangible assets that are not yet available for use, are tested annually for impairment at each reporting date. Assets that are subject to amortisation are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable.

A reversal of an impairment loss of assets, measured at cost less accumulated depreciation or amortisation and impairment losses, is recognised immediately in profit or loss. Any reversal of an impairment loss of a revalued asset is treated as a revaluation increase to the extent that it exceeds the amount of impairment previously recognised in profit or loss.

The increased carrying amount of an asset, other than goodwill attributable to a reversal of an impairment loss, does not exceed the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior periods.

1.4 PROPERTY, PLANT AND EQUIPMENT1.4.1 RECOGNITION AND MEASUREMENT

Items of property and equipment are measured at cost less accumulated depreciation and impairment losses, except for land and buildings, which are measured at fair value less accumulated depreciation and impairment losses, in terms of the revaluation model. Land and buildings are revalued every year either by an independent valuator or by management.

After recognition as an asset, an item of property and equipment whose fair value can be measured reliably shall be carried at a revalued amount, being its fair value at the date of the revaluation less any subsequent accumulated depreciation and subsequent accumulated impairment losses. Revaluations shall be made with sufficient regularity to ensure that the carrying amount does not differ materially from that which would be determined using fair value at the end of the reporting period.

Cost includes expenditures that are directly attributable to the acquisition of the asset. Purchased software that is integral to the functionality of the related equipment is capitalised as part of that equipment.

When parts of an item of property and equipment have different useful lives, they are accounted for as separate components of property and equipment and depreciated accordingly.

Gains and losses on disposal of an item of property and equipment are determined by comparing the proceeds from disposal with the carrying amount of property and equipment and are recognised in profit or loss. When revalued land and buildings are sold, the amounts included in the revaluation surplus reserve are transferred to retained earnings.

Freehold land and buildings are subsequently carried at fair value, based on periodic valuations performed either by an independent valuator or management. Changes in fair value are recognised in other comprehensive income and accumulated in the revaluation reserve except to the extent that any decrease in value in excess of the credit balance on the revaluation reserve, or reversal of such a transaction, is recognised in profit or loss.

Leasehold improvements buildings leased are capitalised and are amortised over the lease term.

1.4.2 SUBSEQUENT COSTSSubsequent costs are included in the asset’s carrying amount only when it is probable that future economic benefits associated with the items will flow to the Bank and the cost of the item can be measured reliably. All other repairs and maintenance costs are recognised in profit or loss when incurred.

1.4.3 DEPRECIATIONDepreciation is recognised in profit or loss on a straight-line basis over the estimated useful life of each part of an item of property and equipment. Land is not depreciated.

The estimated useful lives for the current and comparative periods are as follows:

Item Estimated useful life

Buildings 40 yearsLeasehold improvements 3 yearsFurniture and fittings 10 yearsOffice equipment 5 – 10 yearsMotor vehicles 4 – 5 yearsComputer equipment 3 years

The useful lives, depreciation methods and the residual values of assets are reviewed and adjusted annually, if appropriate. Changes resulting from this review are accounted for prospectively as changes in estimates.


23

1.5 INTANGIBLE ASSETS1.5.1 RECOGNITION AND MEASUREMENT

Intangible assets that are acquired by the Bank and which have finite useful lives, are measured at cost less accumulated amortisation and accumulated impairment losses. Internally generated goodwill and brands are recognised in profit or loss as incurred.

1.5.2 SUBSEQUENT EXPENDITURESubsequent expenditure is capitalised only when it increases the future economic benefits embodied in the specific asset to which it relates, otherwise it is recognised in profit or loss as incurred.

1.5.3 AMORTISATIONAmortisation is recognised in profit or loss on a straight-line basis over the estimated useful lives of intangible assets from the date that they are available for use. Amortisation methods, useful lives and residual values are reviewed at each financial year-end and adjusted if appropriate.

Item Estimated useful life

Software 3 – 15 years

1.6 SHARE CAPITAL AND RESERVES1.6.1 SHARE CAPITAL

Ordinary shares are classified as equity. Incremental costs directly attributable to issue of ordinary shares and share options are recognised as a deduction from equity.

An equity instrument is any contract that evidences a residual interest in the assets of an entity after deducting all of its liabilities. The Bank’s equity instruments primarily include a permanent government funding and shares issued. Equity instruments issued by the Bank are recorded at the proceeds received, net of direct issue costs.

If the Bank reacquires its own equity instruments, these instruments are classified as treasury shares and any consideration paid is recognised as a direct reduction from equity. The gains or losses on purchase, sale, issue or cancellation of treasury shares are recognised directly in other comprehensive income. Interest associated with liabilities classified as equity instruments, are accounted for as dividends.

1.6.2 PERMANENT GOVERNMENT FUNDINGThis represents capital provided by the South African government and remains part of the permanent capital of the Bank.

1.6.3 RESERVE FOR GENERAL LOAN RISKSThe general loan risk reserve is maintained based on the latest internal risk rating of borrowers. The reserve is reviewed quarterly. The reserve for each risk category is estimated by calculating each risk category as follows:• Low risk 3%• Medium risk 5%• High risk 7%

Any adjustment to the reserve is recognised as a movement directly between retained earnings and the reserve for general loan risks in the statement of changes in equity.

1.6.4 REVALUATION RESERVE ON LAND AND BUILDINGSThis reserve represents the fair value adjustment recognised on the revaluation of land and buildings. Land and buildings are subsequently carried at fair value, based on periodic valuations performed either by an independent valuator or management. These revaluations are made with sufficient regularity to ensure that the carrying amount does not differ materially from that which would be determined using fair value at the end of the reporting period.

Changes in fair value are recognised in other comprehensive income and accumulated in the revaluation reserve except to the extent that any decrease in value in excess of the credit balance on the revaluation reserve, or reversal of such a transaction, is recognised in profit or loss.



1. STATEMENT OF COMPLIANCE CONTINUED1.7 REVENUE

Revenue is derived from the business of development activities and substantially comprises interest income. Revenue is recognised to the extent that it is probable that the economic benefits will flow to the Bank and the revenue can be reliably measured. The following specific recognition criteria must also be met before revenue is recognised.

1.7.1 INTERESTInterest income and expense are recognised in profit or loss using the effective interest method. The effective interest rate is the rate that exactly discounts the estimated future cash payments and receipts through the expected life of the financial asset or liability (or, where appropriate, a shorter period) to the carrying amount of the financial asset or liability. The effective interest rate is established on initial recognition of the financial asset or liability and is not revised subsequently. When calculating the effective interest rate, the Bank estimates future cash flows considering all contractual terms of the financial instrument, but not future credit losses.

The calculation of the effective interest rate includes costs, discounts and premiums paid or received that are an integral part of the effective interest rate. Transaction costs include incremental costs that are directly attributable to the acquisition or issue of a financial asset or liability.

Interest income and expense presented in the statement of comprehensive income include:• Interest on financial assets and financial liabilities, measured at amortised cost calculated on an effective interest basis;• Interest on available-for-sale investment securities calculated on an effective interest basis;• Interest on financial assets and financial liabilities held at fair value through profit or loss, calculated on an effective interest basis; and• The interest portion of the derivatives designated as fair value hedges.

Where non-performing financial assets have been impaired, interest income continues to be recognised to the extent that the asset is not impaired on the original effective interest rate.

1.7.2 FEES AND COMMISSIONOther fee income, including account servicing fees, agency management fees, investment management fees, placement fees and syndication fees, is recognised as the related services are performed. When a loan commitment is not expected to result in the drawdown of a loan, loan commitment fees are recognised on a straight-line basis over the commitment period.

Upfront fees are deferred and recognised over the term of the loan.

Other fees and commission expense relates mainly to transaction and service fees, which are expensed as the services are received.

1.8 FOREIGN CURRENCY TRANSLATIONS FUNCTIONAL AND PRESENTATION CURRENCY

A foreign currency transaction is recorded, on initial recognition in rands, by applying to the foreign currency amount the spot exchange rate between the functional currency and the foreign currency at the date of the transaction.

At each statement of financial position date:• foreign currency monetary items are translated using the closing rate;• non-monetary items that are measured in terms of historical cost in a foreign currency are translated using the exchange rate at the

date of the transaction; and• non-monetary items that are measured at fair value in a foreign currency are translated using the exchange rates at the date when the

fair value was determined.

Items included in the Annual Financial Statements of the Bank are measured using the currency of the primary economic environment in which the entity operates (the “functional currency”). The Bank’s Annual Financial Statements are presented in South African rand, which is the Bank’s functional currency.

1.9 NET INCOME FROM OTHER FINANCIAL INSTRUMENTS AT FAIR VALUENet (loss)/gain from financial assets and liabilities relates to changes in fair values of derivatives held for risk management purposes and financial assets and liabilities designated at fair value through profit or loss.

1.10 DETERMINATION OF FAIR VALUESA number of the Bank’s accounting policies and disclosures require the determination of fair value, for both financial and non-financial assets and liabilities. Fair values have been determined for measurement and/or disclosure purposes based on the following methods. Where applicable, further information about the assumptions made in determining fair values is disclosed in the note specific to that asset or liability.


25

1.10.1 PROPERTY AND EQUIPMENTThe fair value of land and buildings is based on an annual valuation performed either by an independent valuator or management.

1.10.2 POST-RETIREMENT MEDICAL BENEFITS INVESTMENTThe fair value of the post-retirement medical benefits investment is based on the listed market price.

1.10.3 FINANCIAL INSTRUMENTSSome of the Bank’s financial instruments are measured at fair value, such as those that are designated by management as at fair value through profit and loss, available-for-sale and derivative financial instruments.

The fair value of a financial instrument is the price that will be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurable date.

The method of determining the fair value of financial instruments can be split into the following categories:(a) Level 1 – Unadjusted quoted prices in active markets where the quoted price is readily available and the price represents actual and

regularly occurring market transactions on an arm’s length basis.(b) Level 2 – Valuation techniques using market observable inputs. Such techniques may include: using recent arm’s-length market

transactions, reference to the current fair value of similar instruments and discounted cash flow analysis, pricing models or other techniques commonly used by market participants.

(c) Level 3 – Valuation techniques, as described in (b) above, for which not all inputs are market observable prices or rates. Such a financial instrument is initially recognised at the transaction price, which is the best indicator of fair value, although the value obtained from the relevant valuation model may differ. The difference between the transaction price and the model value, commonly referred to as day one profit or loss, is either amortised over the life of the transaction, deferred until the instrument’s fair value can be determined using market observable inputs, or realised through settlement.

The valuation techniques in (b) and (c) use as inputs interest rate yield curves, equity prices, commodity and currency prices/yields, volatilities of underlyings and correlations between inputs. The models used in these valuation techniques are calibrated against industry standards, economic models and observable transaction prices where available.

The fair value of financial assets at fair value through profit or loss and available-for-sale financial assets is determined by reference to their quoted bid price at the reporting date.

The following summarises the major methods and assumptions used in estimating the fair values of financial instruments, as reflected in notes 3 and 4.

EQUITY INVESTMENTSAfter initial recognition, the Bank measures equity investments at fair value through profit or loss as follows:

Unquoted equity instruments whose fair values cannot be reliably measured are held at cost. If the market for an equity financial instrument is not active, the Bank uses a valuation technique to establish what the transaction price would be in an arm’s-length transaction motivated by normal business considerations.

The Bank uses valuation techniques in measuring equity instruments, including:• Price of recent investment, if available;• Discounted cash flow analysis based on free cash flows, earnings or dividends using market-related adjusted discount rates;• Price earnings growth (PEG); and• Option pricing models.

The Bank ensures that these valuation techniques:• Make maximum use of market inputs and where applicable rely on entity-specific inputs;• Incorporate all factors that market participants would consider in setting a price; and• Are consistent with accepted economic methodologies for pricing financial instruments.

Equity investments held-to-maturity consist of preference shares and debentures.

1.10.4 INVESTMENT SECURITIESIn the case of instruments for which actively quoted market prices are available, the fair value of financial instruments is based on the quoted market price at reporting date, without any deduction for transaction costs. These market prices are based on capital and interest. Where actively quoted market prices are not available, the fair value is determined through discounted cash flow techniques, using market interest rates taking into account the credit quality and duration of the instrument.



1. STATEMENT OF COMPLIANCE CONTINUED1.10 DETERMINATION OF FAIR VALUES CONTINUED1.10.5 DERIVATIVES

The fair value of forward exchange contracts is determined by discounting the contractual future cash flows at the relevant market curves and netting off at the rand spot exchange rate as at the reporting date.

The fair value of interest rate and cross-currency swaps is the estimated amount that the Bank would receive or pay to terminate the swap at the reporting date, taking into account current interest rates and foreign exchange rates and the creditworthiness of the respective swap counterparties. The fair value of derivatives that are not exchange-traded is estimated using discounted cash flow valuation methods with inputs limited, to the extent possible, to market observable data.

Where discounted cash flow techniques are used, future cash flows are based on contractual cash flows and the discount rate is a market-related rate at the reporting date for an instrument with similar terms and conditions.

Interest-bearing loans and borrowingsThe fair value of interest-bearing loans is determined through discounted cash flow analyses, using market-derived discount rates as at the reporting date. The Bank does not believe that there is a comparable market for its targeted infrastructure programme development loans.

Interest rates used for determining fair valueThe Bank uses market-derived discount curves as at the reporting date. Future cash flows are based on contractual cash flows and, where market observable inputs are not available, management makes use of best estimates to determine the appropriate credit spread to apply.

1.11 PROVISIONS, CONTINGENT LIABILITIES AND CONTINGENT ASSETSProvisions are recognised if, as a result of a past event, the Bank has a present legal or constructive obligation that can be estimated reliably and it is probable that an outflow of economic resources will be required to settle the obligation. When the effect of discounting is material, provisions are discounted using an appropriate discount rate that reflects the current market assessment of the time value of money and, where appropriate, the risks specific to the liability.

Provisions are recognised for onerous contracts when the expected benefits to be derived by the Bank from a contract are less than the unavoidable costs of meeting the obligations under the contract. The provision is measured at the present value of the lower of the expected cost of terminating the contract and the expected net cost of continuing with the contract. Before a provision is established, the Bank recognises any impairment loss on the assets associated with that contract.

Restructuring provisions are recognised when the Bank has developed a detailed formal plan for restructuring and has raised a valid expectation that it will carry out the restructuring by starting to implement the plan or announcing its main features to those affected by it. The measurement of a restructuring provision includes only the direct expenditures arising from the restructuring and is recorded in other operating expenses in profit or loss.

Provisions are reviewed at the end of each financial year and are adjusted to reflect current best estimates.

1.12 FINANCIAL GUARANTEESFinancial guarantees are contracts that require the Bank to make specified payments to reimburse the holder for a loss it incurs because a specified debtor fails to make payment when due in accordance with the terms of a debt instrument.

Financial guarantee liabilities are initially recognised at their fair value and the initial fair value is amortised over the life of the financial guarantee. The guarantee liability is subsequently measured at the higher of the amortised amount and the best estimate in accordance with IAS 37. Financial guarantees are included in other financial liabilities.

1.13 EMPLOYEE BENEFITS1.13.1 DEFINED CONTRIBUTION PLAN

Obligations for contributions to defined contribution provident fund plans are recognised as an expense in profit or loss when they are due.

1.13.2 DEFINED BENEFIT PLANThe Bank contributes to a defined benefit plan for post-retirement medical benefits for eligible employees and pensioners. The Bank currently holds an investment that is used to partly fund the liability for the post-retirement medical benefit. This investment does not meet the definition of a “Plan Asset” and is not offset against the post-retirement obligation.

A defined benefit plan is a post-employment benefit plan other than a defined contribution plan.

The Bank’s net obligation in respect of a defined benefit plan is calculated separately for each plan by estimating the amount of future benefit that employees have earned in return for their service in the current and prior periods; that benefit is discounted to determine its present value. Any unrecognised past service costs and the fair value of any plan assets are deducted. The discount rate is the yield at the reporting date on AA credit-rated bonds that have maturity dates approximating the terms of the Bank’s obligations and that are denominated in the same currency in which the benefits are expected to be paid. The calculation is performed annually by a qualified actuary, using the projected unit credit method.

When the calculation results in a benefit to the Bank, the recognised asset is limited to the net total of any unrecognised past service costs and the present value of any future refunds from the plan or reductions in future contributions to the plan.


27

When the benefits of a plan are improved, the portion of the increased benefit relating to past service by employees is recognised in profit or loss on a straight-line basis over the average period until the benefits become vested. To the extent that the benefits vest immediately, the expense is recognised immediately in profit or loss.

The Bank recognises all actuarial gains and losses arising from defined benefit plans directly in profit and loss.

1.13.3 TERMINATION BENEFITSTermination benefits are recognised as an expense when the Bank is demonstrably committed, without realistic possibility of withdrawal, to a formal detailed plan to terminate employment before the normal retirement date. Termination benefits for voluntary redundancies are recognised if the Bank has made an offer encouraging voluntary redundancy, it is probable that the offer will be accepted and the number of acceptances can be estimated reliably.

1.13.4 SHORT-TERM EMPLOYEE BENEFITSShort-term employee benefit obligations including annual leave are measured on an undiscounted basis and are expensed as the related service is provided.

A liability is recognised for the amount expected to be paid under short-term cash bonus plans if the Bank has a present legal or constructive obligation to pay this amount as a result of past service provided by the employee and the obligation can be estimated reliably.

1.13.5 HOME OWNERSHIP SCHEMEThe Bank operated a home ownership scheme in terms of which mortgage bonds were provided to the Bank’s employees at reduced interest rates. The loans are measured at amortised cost less any impairment losses.

1.14 CONTINGENT LIABILITIES AND COMMITMENTSTransactions are classified as contingencies when the Bank’s obligations depend on uncertain future events not within the Bank’s control. Items are classified as commitments when the Bank commits itself to future transactions with external parties.

1.15 OTHER OPERATING INCOMEOther fee income is recognised as the related services are performed.

Dividends are recognised when the Bank’s right to receive payment is established, which is typically when the dividend is declared. Dividends are incorporated in other income, which is separately disclosed in the notes to the statement of comprehensive income.

1.16 EVENTS AFTER THE REPORTING PERIODAn event, which could be favourable or unfavourable, that occurs between the end of the reporting period and the date that the Annual Financial Statements are authorised for issue.

Adjusting event: An event after the reporting period that provides further evidence of conditions that existed at the end of the reporting period, including an event that indicates that the going concern assumption in relation to the whole or part of the enterprise is not appropriate.

Non-adjusting event: An event after the reporting period that is indicative of a condition that arose after the end of the reporting period.

1.17 RELATED PARTIESThe Bank operates in an economic environment currently dominated by entities directly or indirectly owned by the South African government. As a result of the constitutional independence of all three spheres of government (national, provincial and local) in South Africa, only parties within the national sphere of government will be considered to be related parties.

Key management is defined as being individuals with the authority and responsibility for planning, directing and controlling activities of the Bank. All individuals from Executive Management up to the Board of Directors are key management individuals in their dealings with the Bank.

Close family members of key management personnel are considered to be those family members who may be expected to influence or be influenced by key management individuals in their dealings with the Bank.

Other related party transactions are also disclosed in terms of the requirements of IAS 24. The objective of the standard and the Annual Financial Statements is to provide relevant and reliable information and therefore materiality is considered in the disclosure of these transactions.

1.18 LEASESA lease is classified as a finance lease if it transfers substantially all the risks and rewards incidental to ownership. A lease is classified as an operating lease if it does not transfer substantially all the risks and rewards incidental to ownership.

Assets held by the Bank under leases which transfer to the Bank substantially all of the risks and rewards of ownership are classified as finance leases. On initial recognition, the leased asset is measured at an amount equal to the lower of its fair value and the present value of the minimum lease payments. Subsequent to initial recognition, the asset is accounted for in accordance with the accounting policy applicable to that asset. Assets held under other leases are classified as operating leases and are not recognised in the Bank’s statement of financial position.

OPERATING LEASES – LESSEEOperating lease payments are recognised as an expense on a straight-line basis over the lease term.



1. STATEMENT OF COMPLIANCE CONTINUED1.19 NON-CURRENT ASSETS HELD-FOR-SALE

Non-current assets and disposal groups are classified as held-for-sale if their carrying amount will be recovered through a sales transaction rather than through continuing use. This condition is regarded as met only when the sale is highly probable and the asset (or disposal group) is available for immediate sale in its present condition. Management must be committed to the sale, which should be expected to qualify for recognition as a completed sale within one year from the date of classification.

Non-current assets held-for-sale (or disposal groups) are measured at the lower of their carrying amount and fair value less costs to sell.

A non-current asset is not depreciated (or amortised) while it is classified as held-for-sale or while it is part of a disposal group classified as held-for-sale.

Interest and other expenses attributable to the liabilities of a disposal group classified as held-for-sale are recognised in profit or loss.

1.20 SEGMENTAL REPORTINGAn operating segment is a distinguishable component of the Bank that engages in business activities from which it may earn revenues and incur expenses, including revenues and expenses that relate to transactions with any of the Bank’s other components, whose operating results are reviewed regularly by the Bank’s Executive Committee (being the chief operating decision-maker) to make decisions about resources allocated to each segment and assess its performance, and for which discrete financial information is available.


29

NOTES TO THE ANNUAL FINANCIAL STATEMENTSFOR THE YEAR ENDED 31 MARCH 2017

1. NEW STANDARDS AND INTERPRETATIONSThe following new standards and annual improvements have been issued by the IASB and are not yet effective.

IFRS 9: Financial Instruments (Applicable for annual periods beginning on or after 1 January 2018).

The Accounting Standards Board finalised IFRS 9 in June 2015. The new standard replaces IAS 39 and is applicable for periods commencing on or after 1 January 2018.

The first year of implementation for the Bank will be for the financial year ending 31 March 2019 with comparatives for the financial year ended 31 March 2018.

The standard has introduced a new expected loss impairment model that will require impairment losses to be recognised on an expected loss basis. This new model will apply to financial assets measured at either amortised cost or fair value through other comprehensive income, as well as certain off-balance sheet exposure.

With the exception of purchased or originated credit impaired financial assets, expected credit losses are required to be measured through a loss allowance at an amount equal to either 12-month expected credit losses or lifetime expected credit losses.

A loss allowance for full lifetime expected credit losses is required for a financial instrument if the credit risk of that financial instrument has increased significantly since initial recognition. For all other financial instruments, expected credit losses are measured at an amount equal to 12-month expected credit losses.

The Bank initiated an IFRS 9 project aimed at ensuring an effective and smooth transition to the new standard. The process involves conducting a gap analysis of the current methodology, processes, systems and credit models to ensure improvements are made to align with IFRS 9.

The significance of IFRS 9 adoption is expected to be on impairments with the transition from incurred loss model to an expected loss model. The definition of significant increase in credit risk is a significant focus area for the Bank in assessing the classification of loans from Stage 1 to Stage 2. Based on preliminary assessments, it is expected that impairments will increase as a result of adoption of IFRS 9 given the long-dated nature of the DBSA loans. The actual quantum has not been reliably estimated given the improvements needed to align the credit models for IFRS 9 compliance.

The change in fair value of financial liabilities that are designated at fair value through profit and loss due to changes in own credit risk will be required to be to be recognised within other comprehensive income.

The impact of this standard on the Bank has not yet been fully determined.

All other standards and interpretations issued but not yet effective were assessed and are not expected to have a material impact on the Bank.

2. SEGMENTAL INFORMATIONThe Bank has four reportable segments, as listed below, which are the Bank’s strategic business units. These business units are managed separately, based on the Bank’s management and internal reporting structure for each of the strategic business units. The Bank’s Executive Committee reviews internal management reports on at least a quarterly basis.

The following are the Bank’s reportable segments:• South Africa Financing;• International Financing;• Infrastructure Delivery division; and• Treasury.

NOTES TO THE ANNUAL FINANCIAL STATEMENTS CONTINUEDFOR THE YEAR ENDED 31 MARCH 2017


2. SEGMENTAL INFORMATION CONTINUED OPERATING REPORTABLE SEGMENTS

South Africa Financing International Financing

in thousands of rands March 2017 March 2016 March 2017 March 2016

Interest income on development loans 5 631 636 4 872 911 1 279 756 1 178 603Interest income on development bonds 122 001 122 301 – –Interest income on investments 10 268 6 467 15 704 1 161

Total interest income 5 763 905 5 001 679 1 295 460 1 179 764Interest expense (3 182 602) (2 851 417) (325 719) (312 920)

Net interest income 2 581 303 2 150 262 969 741 866 844Non-interest income 149 406 113 957 737 062 66 804

Net fee income 94 117 69 684 90 299 35 058Dividends 5 855 12 524 9 975 6 271Other operating income 49 434 31 749 636 788 25 475

Operating income 2 730 709 2 264 219 1 706 803 933 648Expenses 117 813 (465 918) (649 914) (1 166 930)

Operating expenses (128 260) (138 362) (62 982) (69 141)Depreciation and amortisation – – – –Net impairment on financial assets 246 073 (327 556) (586 932) (1 097 789)

Development expenditure1 (27 181) (43 869) – –Project preparation expenditure – – – –Revaluation of equity investments2 13 981 (54 963) 67 482 308 135Grants – – – –

Sustainable earnings 2 835 322 1 699 469 1 124 371 74 853Net foreign exchange (loss)/gain3 – – – –Net (loss)/gain from financial assets and liabilities2 – – – –

Retained profit/(loss) 2 835 322 1 699 469 1 124 371 74 853

Capital expenditure – – – –

Development loans 56 459 067 53 240 145 15 046 111 16 254 809Development bonds 1 290 319 1 290 296 – –Equity investments 2 967 188 2 838 140 3 005 321 3 440 435Other assets 361 161 717 1 201

Total assets 60 716 935 57 368 742 18 052 149 19 696 445Total liabilities 38 229 131 37 716 257 9 514 833 12 533 501

Key ratios by segments

Cost-to-income (%) 6 8 4 7 Debt-to-assets ratio (%) 63 66 53 64 Net interest income (%) 45 43 75 73 Return on assets (%) 5 3 6 0.4

* All Other segments include Corporate Services, Risk, CEO, Finance Operations, Strategy and Finance divisions. 1. Development expenditure relates to loan commitments in support of under-resourced municipalities.

3. Treasury is responsible for foreign exchange management across the DBSA and as such all foreign exchange gains and losses have been reallocated to Treasury.


31

Infrastructure Delivery Treasury *All other Total

March 2017 March 2016 March 2017 March 2016 March 2017 March 2016 March 2017 March 2016

– – – – – – 6 911 392 6 051 514– – – – – – 122 001 122 301– 4 313 729 359 438 – 143 339 701 367 213

– 4 313 729 359 438 – 143 7 373 094 6 541 028(88) – (195 351) (191 065) – (27) (3 703 760) (3 355 429)

(88) 4 118 378 168 373 – 116 3 669 334 3 185 599139 839 194 263 (11 211) (11 417) 37 260 46 662 1 052 356 410 269

112 535 132 511 (11 211) (11 417) 32 526 50 078 318 266 275 914– – – – – – 15 830 18 795

27 304 61 752 – – 4 734 (3 416) 718 260 115 560

139 751 194 267 107 167 156 956 37 260 46 778 4 721 690 3 595 868(179 294) (167 385) (13 255) (9 877) (451 836) (591 232) (1 176 486) (2 401 342)

(177 470) (167 062) (13 255) (9 877) (423 821) (560 148) (805 788) (944 590)(1 824) (1 259) – – (29 425) (29 334) (31 249) (30 593)

– 936 – – 1 410 (1 750) (339 449) (1 426 159)

– – – – – – (27 181) (43 869)– – – – (24 453) (14 651) (24 453) (14 651)– – – – – – 81 463 253 172– – – – (10 718) (4 129) (10 718) (4 129)

(39 543) 26 882 93 912 147 079 (449 747) (563 234) 3 564 315 1 385 049– – (618 649) 1 002 172 – – (618 649) 1 002 172– – (120 090) 199 017 (4 727) (9 559) (124 817) 189 458

(39 543) 26 882 (644 827) 1 348 268 (454 474) (572 793) 2 820 849 2 576 679

– 770 – – 26 372 29 876 26 372 30 646

– – – – – – 71 505 178 69 494 954– – – – – – 1 290 319 1 290 296– – – – – – 5 972 509 6 278 575

107 200 122 597 4 210 258 4 499 231 566 537 658 981 4 885 073 5 282 171

107 200 122 597 4 210 258 4 499 231 566 537 658 981 83 653 079 82 345 99691 735 67 590 711 607 122 157 3 074 397 2 641 432 51 621 703 53 080 937

128 87 12 6 19 29 86 55 17 3 62 64

– – 38 47 50 49 (37) 22 (15) 30 3 3



3. FINANCIAL ASSETS BY CATEGORYThe table below sets out the Bank’s classification of financial assets and their fair values.

in thousands of rands NotesLoans and

receivables

Non-financial

items

Fair value through profit or

lossHeld-to-maturity

Available-for-sale

Total carrying amount

Fair Value

March 2017Cash and cash equivalents 5 2 299 247 – – – – 2 299 247 2 299 247Trade and other receivables 6 61 094 60 888 – – – 121 982 121 982Investment securities 7 – – 853 322 – 215 763 1 069 085 1 069 085Derivative assets held for risk management 8.1 – – 846 141 – – 846 141 846 141Equity investments 10 – – 5 972 509 – – 5 972 509 5 972 509Development loans 13 71 505 178 – – – – 71 505 178 73 892 596Development bonds 12 – – – 1 290 319 – 1 290 319 1 190 131

73 865 519 60 888 7 671 972 1 290 319 215 763 83 104 461 85 391 691

in thousands of randsLevel 1

Category Level 2

CategoryLevel 3

Category Total

Investment securities 1 069 085 – – 1 069 085Derivative assets held for risk management – 846 141 – 846 141Equity investments – 5 438 239 534 270 5 972 509

1 069 085 6 284 380 534 270 7 887 735

in thousands of rands NotesLoans and

receivables

Non-financial

items

Fair value through profit or

lossHeld-to-maturity

Available-for-sale

Total carrying amount

Fair Value

March 2016Cash and cash equivalents 5 2 084 565 – – – – 2 084 565 2 084 565Trade and other receivables 6 68 057 70 476 – – – 138 533 138 533Investment securities 7 – – 1 143 541 33 331 88 346 1 265 218 1 299 993Derivative assets held for risk management 8.1 – – 1 163 533 – – 1 163 533 1 163 533Equity investments 10 – – 6 278 575 – – 6 278 575 6 278 575Development loans 13 69 494 954 – – – – 69 494 954 77 660 023Development bonds 12 – – – 1 290 296 – 1 290 296 1 159 450

71 647 576 70 476 8 585 649 1 323 627 88 346 81 715 674 89 784 672


Category Level 2

Category Level 3

Category Total

Investment securities 1 299 906 87 – 1 299 993Derivative assets held for risk management – 1 163 533 – 1 163 533Equity investments – 5 358 105 920 470 6 278 575

1 299 906 6 521 725 920 470 8 742 101


33

4. FINANCIAL LIABILITIES BY CATEGORYThe table below sets out the Bank’s classification of financial liabilities and their fair values.

in thousands of rands Notes At amortised

cost

Designated at fair value

through profit or loss

Total carrying amount Fair Value

March 2017Trade and other payables 16 838 591 – 838 591 838 591Funding: debt securities 19 30 117 774 6 336 487 36 454 261 37 732 166Funding: lines of credit 20 14 015 426 – 14 015 426 13 708 296Derivative liabilities held for risk management 8.2 – 142 857 142 857 142 857

44 971 791 6 479 344 51 451 135 52 421 910


CategoryLevel 2

CategoryLevel 3

Category Total

Funding: debt securities 37 732 166 – – 37 732 166Funding: lines of credit – 13 708 296 – 13 708 296Derivative liabilities held for risk management – 142 857 – 142 857

37 732 166 13 851 153 – 51 583 319

in thousands of rands NotesAt amortised

cost

Designated at fair value

through profit or loss

Total carrying amount Fair Value

March 2016Trade and other payables 16 894 795 – 894 795 894 795Funding: debt securities 19 29 082 355 6 188 780 35 271 135 36 375 212Funding: lines of credit 20 16 371 534 – 16 371 534 17 065 034Derivative liabilities held for risk management 8.2 – 148 551 148 551 148 551

46 348 684 6 337 331 52 686 015 54 483 592


CategoryLevel 2

categoryLevel 3

Category Total

Funding: debt securities 36 375 212 – – 36 375 212Funding: lines of credit – 17 065 034 – 17 065 034Derivative liabilities held for risk management – 148 551 – 148 551

36 375 212 17 213 585 – 53 588 797

in thousands of rands 2017 2016

5. CASH AND CASH EQUIVALENTSCash and cash equivalents consist of:Call deposits 2 087 993 1 818 532Cash at bank 211 254 266 033

2 299 247 2 084 565

The average interest rate earned on fixed and call deposits detailed above was 7.29% (March 2016: 6.4%). The Bank’s exposure to interest rate risk and sensitivity analysis for financial assets and financial liabilities is disclosed in note 43.




6. TRADE AND OTHER RECEIVABLESTrade and other receivables 63 359 71 170Less: allowance for credit losses on trade and other receivables (2 265) (3 113)

61 094 68 057VAT 743 6 167Prepayments 10 627 13 144Deposits 88 480Staff loans (current employees) 37 21Subsistence and travel 331 1 527Payroll expenses receivable 840 3 900Home ownership scheme loans – 1 765Accrued interest (financial market assets) 48 222 43 472

Balance at the end of the year 121 982 138 533

Allowance for credit losses on trade and other receivables reconciliationBalance at the beginning of the year (3 113) (2 479)Decrease/(increase) in provision for allowance for credit losses on trade and other receivables (refer to note 35) 848 (634)

Balance at the end of the year (2 265) (3 113)

Staff loans are for current employees and are interest free. The interest that should have been payable on this account would have been R3 438 (March 2016: R2 033) at a rate of 9.25%.

Included in trade and other receivables are:African Capacity Building Foundation (ACBF) 103 103African Peer Review Mechanism (APRM) – 585African World Heritage Fund (AWHF) – 9Anglo American Capacity Building Programme 2 786 641Cities Project Preparation Facility (CPPF) – 1Department of Basic Education for Accelerated Infrastructure Schools Programme 8 769 15 229Department of Trade and Industry 2 121 3 296Eastern Cape Department of Education 1 596 18 135Ekurhuleni Metropolitan Municipality 10 221 10 335Elliotdale Rural Human Settlement 2 199 5Ex-employees debtors 1 991 2 306Green Fund 70 86Independent Power Producers (IPP) Office 5 393 4 342Industrial Development Corporation (IDC) – 730Infrastructure Delivery Improvement Programme (IDIP) 57 1 094Infrastructure Investment Programme for South Africa (IIPSA) 1 1Jobs Fund 381 360KFW HIV/VCT 2 Programme 576 1 414KFW SADC Water Fund 1 167 1 366KwaZulu-Natal Department of Education 4 626 375Land and Agricultural Development Bank 228 228Limpopo Department of Education 5 480 –Limpopo Department of Health 453 1 827Limpopo Department of Public Works 844 3 614Municipal Infrastructure Support Agency (MISA) – 180National Department of Health 11 143 3 655National Department of Public Works 733 –National Treasury Cities Support Programme (NTCSP) 605 186National Treasury Municipal Capacitation Fund (NTMCF) – 556Pan African Capacitation Building Platform (PACBP) 1 1Other trade and other receivables 1 815 510



35


7. INVESTMENT SECURITIESInvestment securities consist of the following:Investment securities designated at fair value through profit or lossGovernment bonds 47 115 296 251Municipal bonds 643 821 685 890Corporate bonds 162 386 161 400

853 322 1 143 541

Investment securities are designated at fair value through profit or loss upon initial recognition, when they form part of a group of financial assets managed and evaluated on a fair value basis in accordance with a documented investment strategy. These investments are held as part of a strategic liquidity portfolio and can thus be redeemed at any time depending on the Bank’s liquidity requirements.

Held-to-maturity investment securitiesMunicipal bonds – 33 331

Available-for-sale investment securitiesGovernment bonds 215 763 88 264Money market instruments – 82

215 763 88 346

Total investment securities 1 069 085 1 265 218

8. DERIVATIVE ASSETS AND LIABILITIES HELD FOR RISK MANAGEMENT8.1 DERIVATIVE ASSETS HELD FOR RISK MANAGEMENT

Instrument type:Interest rate derivatives 175 919 46 550Foreign exchange derivatives 670 222 1 116 983

846 141 1 163 533

8.2 DERIVATIVE LIABILITIES HELD FOR RISK MANAGEMENTInstrument type:Interest rate derivatives (26 330) (29 876)Foreign exchange derivatives (116 527) (118 675)

(142 857) (148 551)

8.3 NET DERIVATIVES HELD FOR RISK MANAGEMENTFair value hedges 149 589 16 674Cash flow hedges 116 175 290 587Economic hedges 437 520 707 721

703 284 1 014 982

FAIR VALUE HEDGESThis category consists of interest rate and cross-currency swaps used to hedge the exposure to fair value changes of financial instruments, which are due to changes in market interest and foreign currency exchange rates. This category consists of derivative instruments designated as fair value hedges for hedge accounting purposes.

CASH FLOW HEDGESThis category consist of cross-currency and interest rate swaps used to hedge both the foreign currency and interest rate risks arising from the euro and US dollar financial instruments. All cash flow hedges were effective for the year under review. This category consists of derivative instruments designated as cash flow hedges for hedge accounting purposes.

ECONOMIC HEDGESThis category consists of interest rate swaps, foreign exchange contracts and cross-currency swaps that are not designated for hedge accounting purposes. These derivative instruments are accounted for as held at fair value through profit or loss. Such derivatives are used for managing the exposures to foreign currency and interest rate risks. This category consists of both qualifying and non-qualifying hedges.




9. POST-RETIREMENT MEDICAL BENEFITS INVESTMENTFair value of plan assets 45 251 49 978

This asset represents the fair value of the Medipref investment that is used to fund the post-retirement medical benefits for eligible employees and pensioners.Post-retirement medical benefits investmentFair value of plan assetsBalance at the beginning of the year 49 978 59 536Income 2 277 2 849Expenses (398) (342)Contributions paid (6 736) (11 453)Increase/(decrease) in market value 130 (612)


10. EQUITY INVESTMENTSEquity investments consist of the following:Equity investments designated at fair value through profit or loss 5 972 509 6 278 575Equity investments held-to-maturity – –

5 972 509 6 278 575

10.1 EQUITY INVESTMENTS DESIGNATED AT FAIR VALUE THROUGH PROFIT OR LOSSCostBalance at the beginning of the year 5 319 262 4 860 386Acquisitions 298 964 625 473Capital return (1 035 970) (166 597)

Balance at the end of the year 4 582 256 5 319 262

Fair value adjustmentBalance at the beginning of the year (383 682) (682 345)Current year fair value adjustment (refer to note 31) 81 462 254 856Realised capital gain (refer to note 32) 664 495 43 807

Balance at the end of the year 362 275 (383 682)

Foreign exchange adjustmentsBalance at the beginning of the year 1 342 995 822 335Unrealised (loss)/gain (refer to note 30) (317 849) 520 768Realised gain/(loss) (refer to note 30) 2 832 (108)


Fair value at the end of the year 5 972 509 6 278 575

Equity investments designated at fair value through profit and loss consist of direct equity in ordinary shares and third party managed private equity funds.

Direct equity in ordinary shares:If the market for a financial instrument is not quoted, the Bank uses a valuation technique to establish what the transaction price would be in an arm’s-length exchange motivated by normal business considerations.

The Bank uses valuation techniques that include price of recent investments, if available, discounted cash flow analysis based on free cash flows, earnings or dividends using a market-related adjusted discount rate, long-term valuation (rule of thumb price earnings growth (PEG)), and option pricing models.

The Bank ensures that these valuation techniques optimise the use of market inputs and rely as little as possible on entity-specific inputs, incorporate all factors that market participants would consider in setting a price, and are consistent with accepted economic methodologies for pricing financial instruments.

In accordance with the best investment and valuation practice, a marketability and other discount is applied to direct equity investments. The guidelines provides that marketability and other discount in the range 10% to 30% should be factored into the valuation. Different factors are considered in setting the marketability and other discount and it is possible for the marketability and other discount for a particular instrument to be outside the guideline range.


37

Third party managed private equity:Private equity funds are valued by fund managers periodically in accordance with international private equity and venture capital valuation guidelines. These guidelines have taken consideration of IFRS and set out recommendations that represent current best practice on the valuation of a private equity and venture capital investments. The guidelines also set out the valuation methodologies that may be considered for use in estimating the fair value of underlying businesses and unquoted instruments in a private equity fund, namely price of recent investment, earnings multiple, discounted cash flows or earnings (of underlying businesses), discounted cash flows (from the investment) and industry valuation benchmarks. The guidelines also provide that in the case of unquoted equity investments, marketability and other discounts in the range 10% to 30% should be factored into the valuation. Different factors are considered in setting the marketability discounts and it is possible for the marketability discount for a particular instrument to be outside the guideline range.

10.2 EQUITY INVESTMENTS HELD-TO-MATURITYEquity investments held-to-maturity consist of preference shares and debentures. The Bank has not during the current financial year or three preceding financial years, sold or reclassified before maturity, more than an insignificant amount of investments in relation to the total amount of held-to-maturity investments.


Balance at the beginning of the year – 91 685Amortised interest on effective interest method (refer to note 31) – (1 684)Capital return – (90 001)

Balance at the end of the year – –

10.3 PERIOD SINCE INITIAL INVESTMENT1 (one) year but within two years – 32 5202 (two) years but within three years 21 937 53 7113 (three) years but within four years 82 385 668 5114 (four) years but within nine years 5 868 187 5 503 83310 (ten) years and older – 20 000

5 972 509 6 278 575

10.4 SECTORAL ANALYSIS OF EQUITY INVESTMENTSCommercial infrastructure 2 883 291 2 957 992Communication and transport infrastructure – 290 276Institutional infrastructure 1 031 368 972 505Residential facilities 2 057 850 2 057 802

5 972 509 6 278 575

10.5 GEOGRAPHICAL ANALYSIS OF EQUITY INVESTMENTSSouth Africa 2 234 710 2 241 104International 3 737 799 4 037 471

5 972 509 6 278 575

US dollar and euro amounts included in the above International equity investmentsUS dollar amount included 174 505 180 850Euro amount included 31 690 31 444



11. FAIR VALUE HIERARCHY DISCLOSURESThe table below shows the Bank’s financial assets and financial liabilities that are recognised and subsequently measured at fair value analysed by valuation technique. The classification of instruments is based on the lowest level input that is significant to the fair value measurement in its entirety. A description of the nature of the techniques used to calculate valuations based on observable inputs and valuations based on unobservable inputs is detailed in the table below.

in thousands of rands Notes

Valuationswith reference to observable prices Level 1

Valuations based on

observable input Level 2

Valuations based on

unobservableinput Level 3* Total

March 2017Available-for-sale financial assetsInvestment securities 7 215 763 – – 215 763Financial assets designated at fair value through profit and lossInvestment securities 7 853 322 – – 853 322Derivatives assets held for risk management 8.1 – 846 141 – 846 141Equity investments 10 – 5 438 239 534 270 5 972 509

Total financial assets 1 069 085 6 284 380 534 270 7 887 735

Financial liabilities designated at fair value through profit and lossFunding: debt securities 19 6 336 487 – – 6 336 487Derivatives liabilities held for risk management 8.2 – 142 857 – 142 857

Total financial liabilities 6 336 487 142 857 – 6 479 344

March 2016Available-for-sale financial assetsInvestment securities 7 88 264 82 – 88 346Financial assets designated at fair value through profit and lossInvestment securities 7 1 143 541 – – 1 143 541Derivative assets held for risk management 8.1 – 1 163 533 – 1 163 533Equity investments 10 – 5 358 105 920 470 6 278 575

Total financial assets 1 231 805 6 521 720 920 470 8 673 995

Financial liabilities designated at fair value through profit and lossFunding: debt securities 19 6 188 780 – – 6 188 780Derivative liabilities held for risk management 8.2 – 148 551 – 148 551

Total financial liabilities 6 188 780 148 551 – 6 337 331

Level 1Financial instruments valued with reference to unadjusted quoted prices for identical assets or liabilities in active markets where the quoted price is readily available and the price represents actual and regularly occurring market transactions on an arm’s-length basis. An active market is one in which transactions occur with sufficient volume and frequency to provide pricing information on an ongoing basis. This category includes capital market assets, listed equity investments and debt securities.

Level 2Financial instruments valued using inputs other than quoted prices as described above for level 1 but that are observable for the asset or liability, either directly or indirectly, such as:• Quoted price for similar assets or liabilities in inactive markets• Quoted price for identical or similar assets or liabilities in inactive markets• Valuation model using observable inputs• Valuation model using inputs derived from or corroborated by observable market data

This category includes deposits, derivatives, unlisted equity investments and debt securities.

Level 3Valuations are based on unobservable inputs.

Financial instruments valued using discounted cash flow analysis. This category includes only unlisted equity investments.


39

11.1 EQUITY INVESTMENTSValuation methods within level 3 fair value hierarchy are applied appropriately and may produce a fair value measurement that may not be indicative of ultimate realisable value. Movements are all due to fair value adjustments to profit and loss. Furthermore, while management believes its valuation methods are appropriate and consistent with those used by other market participants, the use of different methodologies or assumptions to determine the fair value of certain financial instruments could result in a different estimate of fair value at the reporting date. Those estimated values may differ significantly from the values that would have been used had a readily available market for such investments existed, or had such investments been liquidated, and these differences could be material to the Annual Financial Statements.


Reconciliation of level 3 assetsBalance at the beginning of year 920 470 431 990(Loss)/gain to profit and loss (refer to note 31) (386 200) 488 480


12. DEVELOPMENT BONDSDevelopment bonds consist of the following:Held-to-maturity development bondsMunicipal bonds 1 290 319 1 290 296

12.1 ANALYSIS OF DEVELOPMENT BONDSBalance at the beginning of the year 1 290 466 1 290 608Movement during the year 141 (142)

Gross development bonds 1 290 607 1 290 466Allowance for credit losses on development bonds (refer to note 12.3) (288) (170)


12.2 MOVEMENTS DURING THE YEARInterest accrued (refer to note 27) 122 001 122 301Gross interest repayments (121 860) (122 443)

141 (142)

12.3 ALLOWANCE FOR CREDIT LOSSES ON DEVELOPMENT BONDS RECONCILIATIONBalance at the beginning of the year 170 218Increase/(decrease) in allowance for credit losses on development bonds (refer to note 35) 118 (48)

Balance at the end of the year 288 170

Development bonds are held-to-maturity investments that are measured at amortised cost using the effective interest rate method.

13. DEVELOPMENT LOANS13.1 ANALYSIS OF DEVELOPMENT LOANS

Balance at the beginning of the year 73 300 535 59 669 184Movements during the year 2 366 691 13 631 351

Gross development loans 75 667 226 73 300 535Allowance for credit losses on development loans (refer to note 13.9) (4 162 048) (3 805 581)

Net development loans at the end of the year 71 505 178 69 494 954

Movements during the yearLoans disbursed – current year 12 103 967 16 461 393Interest accrued – statement of comprehensive income (refer to note 27) 6 911 392 6 051 513Impairment of current year interest (refer to note 13.9) 46 090 (204 710)Development loans written off (refer to note 13.9) (28 987) (343 998)Loans waiver (refer to note 13.9) (815) (69)Foreign exchange adjustment (1 725 536) 3 028 107Gross repayments (15 159 743) (11 486 190)Fees raised – current year 220 323 125 305

2 366 691 13 631 351




13. DEVELOPMENT LOANS CONTINUED13.2 MATURITY ANALYSIS OF DEVELOPMENT LOANS

Due within 1 (one) year 9 462 225 9 713 568Due after 1 (one) year but within 2 (two) years 5 059 156 4 675 135Due after 2 (two) years but within 3 (three) years 5 402 608 4 833 111Due after 3 (three) years but within 4 (four) years 4 489 097 4 922 874Due after 4 (four) years but within 9 (nine) years 19 670 764 19 172 544Due after 9 (nine) years but within 14 (fourteen) years 24 026 534 19 258 878Due after 14 (fourteen years) 7 556 842 10 724 425

75 667 226 73 300 535

13.3 SECTORAL ANALYSISCommercial – fund 952 236 997 066Commercial – manufacturing 442 969 526 478Commercial – mining 281 776 872 359Commercial – tourism 259 060 314 292Commercial – other 278 849 293 217Communication and transport infrastructure 3 706 776 4 838 342Energy – electricity 43 983 222 37 405 877Energy – non-grid standalone 374 409 624 882Human resources development 1 059 283 876 319Institutional infrastructure 12 165 13 277Residential facilities 1 377 981 1 623 442Roads and drainage 13 664 490 15 362 347Sanitation 1 413 349 1 315 224Social infrastructure 4 982 853 5 219 724Water 2 877 808 3 017 689

75 667 226 73 300 535

13.4 GEOGRAPHICAL ANALYSISEastern Cape 1 992 212 2 296 640Free State 1 583 484 1 262 742Gauteng 34 033 622 32 062 158KwaZulu-Natal 7 131 214 7 406 822Limpopo 1 022 667 1 173 175Mpumalanga 1 071 990 1 243 419North West 913 046 854 253Northern Cape 7 121 586 5 671 535Western Cape 3 187 617 3 140 557Multi-regional – South Africa – 849Rest of Africa 17 609 788 18 188 385

75 667 226 73 300 535

Rest of AfricaAngola 2 072 938 2 997 457Congo 1 369 557 1 505 153Ghana 1 582 410 199 046Kenya 304 643 100 002Lesotho 610 611 660 006Mauritius 467 714 518 706Mozambique 510 578 715 484Namibia 83 917 150 000Swaziland 217 825 202 167Tanzania 113 283 218 855Zambia 7 124 096 6 464 135Zimbabwe 2 561 248 2 943 837Multi-regional 590 968 1 513 537

17 609 788 18 188 385

US dollar amounts included in the above Rest of Africa loans 1 235 465 1 149 344


41


13.5 CLIENT CLASSIFICATIONDevelopment finance institutions 603 934 847 600Educational institutions 974 220 791 959Local government 27 006 956 24 590 120National and provincial government 2 083 032 2 532 729Private sector intermediaries 19 517 229 18 696 019Public utilities 25 481 855 25 842 108

75 667 226 73 300 535

13.6 FIXED AND VARIABLE INTEREST RATE LOANSFixed interest rate loans 41 236 119 38 470 980Variable interest rate loans 34 431 107 34 829 555

75 667 226 73 300 535

13.7 NON-PERFORMING LOANS (INCLUDED IN TOTAL DEVELOPMENT LOANS)13.7.1 SECTORAL ANALYSIS

Commercial – manufacturing 374 644 449 264Commercial – mining 281 776 269 745Commercial – tourism 259 060 312 967Commercial – other 195 269 194 149Communication and transport infrastructure 463 449 484 934Energy 171 196 286 459Human resources development 28 688 24 217Institution building 3 000 –Residential facilities 228 581 209 026Roads and drainage 62 299 81 759Sanitation 29 214 23 936Social infrastructure 206 210 169 105Water 183 570 201 605

2 486 956 2 707 166

13.7.2 GEOGRAPHICAL ANALYSISEastern Cape 231 272 216 608Free State 83 884 99 589Gauteng 344 391 564 183KwaZulu-Natal 33 699 32 234Limpopo 273 696 243 531Mpumalanga 156 444 155 511North West 238 739 259 486Northern Cape 40 539 91 529Western Cape 70 255 115 992Rest of Africa 1 014 037 928 503

2 486 956 2 707 166

Rest of AfricaMauritius 193 749 –Mozambique 183 017 193 700Swaziland 157 354 138 018Tanzania 113 283 203 045Zambia 237 074 264 498Zimbabwe 129 560 129 242

1 014 037 928 503

13.7.3 CLIENT CLASSIFICATION ON NON-PERFORMING LOANSEducational institutions 2 798 1 327Local government 341 566 423 609National and provincial government 193 749 –Private sector intermediaries 1 733 156 2 052 479Public utilities 215 687 229 751

2 486 956 2 707 166




13. DEVELOPMENT LOANS CONTINUED13.8 CLIENT CONCENTRATION OF TOTAL DEVELOPMENT LOANS

One client as percentage of total loan portfolio (%) 20.2 20.9Seven clients as percentage of total loan portfolio (%) 54.6 54.8

13.9 ALLOWANCE FOR CREDIT LOSSES ON DEVELOPMENT LOANS RECONCILIATIONBalance at the beginning of the year 3 805 581 2 928 965Impairment of current year interest (refer to note 13.1) 46 090 (204 710)Loans written off during the year (refer to note 13.1) (28 987) (343 998)Loans waiver (refer to note 13.1) (815) (69)Impairment charge (refer to note 35) 340 179 1 425 393

Identifiable impairmentsNon-performing book (171 456) 290 493Performing book 359 794 519 171Unidentifiable impairmentsModel driven – performing book 151 841 615 729


14. PROPERTY, PLANT AND EQUIPMENT

March 2017 2016

in thousands of randsCost/

ValuationAccumulated depreciation

Carrying value

Cost/Valuation

Accumulated depreciation

Carrying value

Revalued land 94 000 – 94 000 84 600 – 84 600Revalued buildings 334 068 (29 568) 304 500 412 439 (25 383) 387 056Furniture and fittings 19 851 (17 135) 2 716 19 402 (15 358) 4 044Motor vehicles 1 448 (748) 700 1 448 (625) 823Office equipment 14 257 (9 654) 4 603 18 040 (13 150) 4 890Computer equipment 68 286 (59 888) 8 398 66 565 (47 525) 19 040Leasehold improvements 770 (278) 492 770 (21) 749

Total 532 680 (117 271) 415 409 603 264 (102 062) 501 202

Reconciliation of property, plant and equipment – March 2017

in thousands of randsOpening balance Additions Disposals Revaluations Depreciation

Closing balance

Revalued land 84 600 – – 9 400 – 94 000Revalued buildings 387 056 1 962 – (80 334) (4 184) 304 500Furniture and fittings 4 044 – – – (1 328) 2 716Motor vehicles 823 – – – (123) 700Office equipment 4 890 493 (87) – (693) 4 603Computer equipment 19 040 1 532 (187) – (11 987) 8 398Leasehold improvements 749 – – – (257) 492

501 202 3 987 (274) (70 934) (18 572) 415 409


43

Reconciliation of property, plant and equipment – March 2016

in thousands of randsOpening balance Additions Disposals Depreciation

Closing balance

Revalued land 84 600 – – – 84 600Revalued buildings 384 000 7 140 – (4 084) 387 056Furniture and fittings 5 286 138 – (1 380) 4 044Motor vehicles 1 022 – – (199) 823Office equipment 4 544 1 053 (4) (703) 4 890Computer equipment 23 524 6 817 (93) (11 208) 19 040Leasehold improvements – 770 – (21) 749

502 976 15 918 (97) (17 595) 501 202

VALUATIONS LAND

Land constitutes Portion 465 (of Portion 442) of the Farm Randjesfontein 405 measuring 25 066 hectares donated by the South African government in 1985.

The land was valued at fair value of R94 million by an independent valuator on 31 March 2017 (2016: R84.6 million, by management). Land is measured at the revalued amount in accordance with the Bank’s revaluation policy.

BUILDINGSThe existing buildings were erected in 1987 at a cost of R35.2 million. Improvements of R1.9 million were effected during the 2017 financial year (2016: R7.1 million). The buildings were valued at fair value of R304.5 million by an independent valuator on 31 March 2017 (2016: R387 million by management).

The historical carrying value of the existing buildings is R219.8 million (2016: R218.3 million).

15. INTANGIBLE ASSETS

March 2017 2016

in thousands of randsCost/

ValuationAccumulated amortisation

Carrying value

Cost/Valuation

Accumulated amortisation

Carrying value

Computer software 176 897 (88 939) 87 958 155 404 (76 262) 79 142

Reconciliation of intangible assets – March 2017

in thousands of randsOpening balance Additions Amortisation

Closing balance

Computer software 79 142 21 493 (12 677) 87 958

Reconciliation of intangible assets – March 2016

Openingbalance Additions Amortisation

Closing balance

Computer software 77 412 14 728 (12 998) 79 142




16. TRADE AND OTHER PAYABLESTrade and other payables 378 126 424 670Accrued interest (financial market liabilities) 460 465 470 125

Total other payables 838 591 894 795

Included in trade and other payables are amounts due to third party managed funds and mandates comprising of:African World Heritage Fund (AWHF) 11 –Angola – Facility Agency fees 1 275 2 805Department of Basic Education for Accelerated Infrastructure Schools 2 636 –Ekurhuleni Metropolitan Municipality 270 –Gauteng Cleaner Remedial Fund – 34 820Gauteng Schools Programme 31 31Hospital Revitalisation Programme 237 237Municipal Financial Improvement Programme (NT MFIP) 506 506Municipal Infrastructure Support Agency (MISA) 848 337National Rural Youth Service Corporation (NARYSEC) 116 116SAM Funding 1 870 1 410


Included in trade and other payables is retention and bonus provision as reconciled below

in thousands of randsOpening balance

Utilised during

the year

Reversal of prior year provision

Current year provision

Closing balance

Retention bonuses 18 914 (678) (18 236) – –Bonus provision 166 882 (139 687) (27 195) 157 562 157 562

185 796 (140 365) (45 431) 157 562 157 562

17. PROVISIONSReconciliation of provisions – March 2017

in thousands of randsOpening Balance


Utilised during

the yearCurrent year

reversalsClosing

balance

Developmental expenditure 64 591 27 181 (18 480) – 73 292Restructuring 38 794 – – (38 794) –Strategic initiatives 49 148 38 794 (34 604) – 53 338

152 533 65 975 (53 084) (38 794) 126 630

Reconciliation of provisions – March 2016

in thousands of randsOpening Balance


Utilised during the

yearClosing balance

Development expenditure 31 521 45 128 (12 058) 64 591Restructuring 41 190 – (2 396) 38 794Strategic initiatives 50 000 – (852) 49 148

122 711 45 128 (15 306) 152 533

Provision for developmental expenditureIn response to meeting mandate requirements, the Bank approved the granting of assistance to municipalities in the Market 2 (secondary cities)/Market 3 (under-resourced municipalities) space by way of providing loans at rates lower than the required economic return on equity by the Bank. The provision for developmental expenditure represents the quantum of the financial assistance provided on deals contracted.

Provision for strategic initiativesThe provision for strategic initiatives represents costs that are in support of the new strategy that are not associated with the Bank’s ongoing activities.


45

18. EMPLOYEE BENEFITS18.1 LIABILITY FOR FUNERAL BENEFITS

This benefit covers all current and retired employees of the Bank. In respect of these employees, a gross amount of R33 000 is paid to the family upon the death of an employee or retired employee. The obligation was valued by management on 31 March 2017.

Movement in liability for funeral benefits recognised in the statement of financial position


Balance at the end of the year 3 100 3 100Increase in liability 126 –


18.2 POST-RETIREMENT MEDICAL BENEFITSThe Bank operates an unfunded defined benefit plan for qualifying employees. In terms of the plan, the Bank pays 100% of the medical aid contributions of qualifying pensioners.

Pensioners include retired employees and their widow(er)s. The liability is in respect of pensioners who continue to belong to the medical aid after retirement.

The investment in Medipref, as specified in note 9, has been set aside to fund this obligation.

The amount recognised in the statement of financial position in respect of the Bank’s post-retirement medical benefit is detailed below:

Present value of unfunded obligationBalance at the beginning of the year 239 289 160 412Interest cost 17 474 13 476Current service cost (includes interest to year-end) 45 41Past service costs – 4 748Benefits paid (11 535) (10 399)(Reversal of actuarial gain)/actuarial gain for the year (44 636) 71 011Payment to pensioners (159 925) –


The projected unit credit method has been used to determine the actuarial valuation.

The amount recognised as an expense in the statement of comprehensive income in respect of the defined benefit plan is as follows:Interest cost 17 474 13 476Current service cost 45 41Past service costs – 4 748(Reversal of actuarial gain)/actuarial gain for the year (44 636) 71 011

Total charge for the year (included in personnel expenses in the statement of comprehensive income – refer note 36) (27 117) 89 276

Market value of post-retirement medical benefit investmentBalance at the beginning of the year 49 978 59 536Income 2 277 2 849Expenses (398) (342)Contributions (6 736) (11 453)Decrease in market value 130 (612)


The principal assumptions in determining the post-retirement medical benefits obligation are as follows:Discount rate (before taxation (%)) 10.20 10.60

Medical aid inflation rate (%) 9.20 9.70

Sensitivity analysisThe valuation results set out above are based on a number of assumptions. The value of the liability could be overstated or understated, depending on the extent to which actual experience differs from the assumptions adopted.



18. EMPLOYEE BENEFITS CONTINUED18.2 POST-RETIREMENT MEDICAL BENEFITS CONTINUED

Sensitivity analysis continued

Central assumption

% point decrease

% point increase

Medical aid inflation rate (%) 9.20 (1.00) 1.00Accrued liability 31 March 2017 (R’000) 40 712 37 305 44 683% change (8.40) 9.80Current service cost + interest cost 2017/18 (R’000) 4 024 3 668 4 440% change (8.80) 10.30Sensitivity results from previous valuation: Medical aid inflation rate 2016/17 (%) 9.70 (1.00) 1.00Current service cost + interest cost 2016/17 (R’000) 17 519 15 818 19 518% change (9.70) 11.40

in thousands of rands

The obligation for the four years prior to March 2016 is as follows:March 2015 160 412March 2014 165 051March 2013 148 421March 2012 354 880


18.3 DEFINED CONTRIBUTION PLANThe total amount expensed during the period (including group life assurance and income continuity benefits) 53 010 48 805

The Development Bank of Southern Africa Provident Fund (the Fund) was established on 1 June 1994. As a condition of employment, all eligible employees are required to join as members.

The Fund, which is governed by the Pension Funds Act, No 24 of 1956, is a defined contribution plan for permanent employees of the Bank.

The number of employees covered by the plan for March 2017 is 611 (March 2016: 452).

19. DEBT SECURITIESClassification of debt securitiesHeld at fair value through profit or loss 6 336 487 6 188 780Held at amortised cost 30 117 774 29 082 355

36 454 261 35 271 135

R80 billion Domestic Medium-Term Note Programme is currently registered and listed on the JSE Securities Exchange as at 31 March 2017.

Debt securities designated at fair value through profit or loss consists of listed and unlisted DV bonds and private placements. The debt securities held at fair value through profit and loss are assessed based on credit rating reviews by rating agencies for own credit risk adjustment.

Debt securities carried at amortised cost consists of Eurorand bond issues, money market issuance (bridging bonds and short-term commercial paper), medium and long-term fixed rating and floating rate bond.

Floating rate notes and commercial paper – nominal valuesFloating rate notes – commercial paper 2 118 000 4 256 000Floating rate notes – medium-term notes 5 828 000 2 866 000

7 946 000 7 122 000

The Bank issued several floating commercial paper notes during the financial year under instruments codes DVC. These instruments have a maturity of less than one year.

The Bank also issued several floating medium-term notes under instrument codes DVF. These instruments have a maturity of three to five years.

Floating rate notes and commercial paper are held at amortised cost.

Funding held at fair value through profit or loss represents the hedged funding that forms part of effective qualifying hedge relationships.


47


20. FUNDING: LINES OF CREDITHeld at amortised cost 14 015 426 16 371 534

21. SHARE CAPITALAuthorised2 020 000 ordinary shares (31 March 2016: 2 020 000) at a par value of R10 000 each 20 200 000 20 200 000

Callable capital (authorised but not yet issued)2 000 000 ordinary shares (31 March 2016: 2 000 000) at a par value of R10 000 each 20 000 000 20 000 000

In terms of regulation 18 of the DBSA Act, the directors may issue shares and call upon the shareholders in respect of monies payable under such issue.

The Board may, with the approval of the shareholder previously given at a shareholder’s meeting, increase the issued share capital of the Bank by the creation and issue of ordinary and preference shares.

The DBSA Act was amended in 2014 to increase the authorised share capital to R20.2 billion, divided into 2 020 000 ordinary shares. In terms of section 13(2A) of the amended Act, the Minister may, after consultation with the Board and notice in the Gazette, adjust the amount of the authorised share capital of the Bank and number of ordinary shares.

Issued capital20 000 ordinary shares (31 March 2016: 20 000) at a par value of R10 000 each 200 000 200 000

All issued capital is fully paid for.

22. PERMANENT GOVERNMENT FUNDINGBalance at the beginning of the year 11 692 344 8 692 344Government recapitalisation – 3 000 000


This represents capital provided by the South African government and remains part of the permanent capital of the Bank.

The last tranche of the capital injection was received in the 2016 year from National Treasury.

There are no repayment terms and this funding is interest-free. To date no cash repayments have been made and the full amount initially received is equal to the residual amount and is thus allocated to equity.

23. REVALUATION RESERVE ON LAND AND BUILDINGSBalance at the beginning of the year 269 256 269 256Loss on revaluation of land and buildings (refer to note 14) (70 934) –


This reserve represents the fair value adjustment recognised on the revaluation of the land and buildings.

24. CASH FLOW HEDGE RESERVEBalance at the beginning of the year 123 050 116 288Unrealised gain on cash flow hedges 12 846 142 063Gain/(loss) on cash flow hedges reclassified to the statement of comprehensive income 5 784 (135 301)


The net gain reclassified to the statement of comprehensive income was included in the net foreign exchange gain line item.

Own credit risk adjustment included in the unrealised gain on cash flow hedges line item amounted to R89 million (31 March 2016: R22 million).

25. RESERVE FOR GENERAL LOAN RISKSBalance at the beginning of the year 2 436 358 2 143 975Transfer (from)/to general loan reserve (148 867) 292 383


The reserve is maintained based on the risk grading of the borrowers and movements are recognised directly between the reserve for general loan risk and retained earnings.




26. AVAILABLE-FOR-SALE RESERVEBalance at the beginning of the year (810) 257Change in value of available-for-sale financial assets (2 228) (1 067)

Balance at the end of the year (3 038) (810)

The fair value reserve comprises all fair value adjustments for available-for-sale financial market instruments excluding impairment loss.

27. INTEREST INCOMEInterest income received on:Cash and cash equivalents 197 981 192 120Investment securities 116 558 148 811

Held at fair value through profit and loss 105 791 127 835Held-to-maturity 1 803 9 556Available-for-sale 8 964 11 420

Home ownership scheme loans – 145Equity investments 25 953 7 628Development loans (refer to note 13.1) 6 911 392 6 051 513Development bonds (refer to note 12.2) 122 001 122 301Derivative assets held for risk management (791) 18 510

Total interest income 7 373 094 6 541 028

27.1 INTEREST INCOME ON DEVELOPMENT LOANSInterest income on development loansOn performing loans 6 806 013 5 897 404On non-performing loans 105 379 154 109

6 911 392 6 051 513

27.2 INTEREST INCOME ON DEVELOPMENT LOANS – CLIENT CLASSIFICATIONDevelopment finance institutions 37 051 43 625Educational institutions 87 482 75 215Local government 2 499 311 2 087 642National and provincial government 155 028 169 294Private sector intermediaries 1 840 489 1 619 011Public utilities 2 292 031 2 056 726

6 911 392 6 051 513

28. INTEREST EXPENSEInterest expense incurred on:Bank and other payables 9 567 7 137Funding: debt securities 3 355 999 3 211 931Funding: lines of credit 395 380 292 245Derivative liabilities held for risk management (57 186) (155 884)

Total interest expense 3 703 760 3 355 429

Net interest income 3 669 334 3 185 599

Included in interest expense on Funding: debt securities for the year ended 31 March 2017 is R627 million (March 2016: R627 million) relating to debt securities designated held at fair value through profit or loss.

Included in interest expense on Funding: debt securities for the year ended 31 March 2017 is R2.7 billion (2016: R2.8 billion) relating to debt securities held at amortised cost.


49


29. NET FEE INCOMEFee incomeLending fees 182 991 103 961Other non-lending fees 10 216 36 699Management fees 136 270 147 545

Total fee income 329 477 288 205

Fee expenseCommitment fees on funding 7 707 9 111Guarantee fees 3 504 3 180

Total fee expense 11 211 12 291

Net fee income 318 266 275 914

Management fees comprises:Agence Francaise Developpement PPS Fund 542 –African World Heritage Fund (AWHF) 1 170 1 170Anglo American South Africa 1 259 3 880Cenpower 157 125Cities Project Preparation Facility (CPPF) 1 125 1 500Department of Basic Education for Accelerated Infrastructure Schools Programme 23 878 38 222Department of Rural Development & Land Reform – 464Department of Trade and Industry 7 811 5 254Dryland Rehabilitation Programme – 2 436Eastern Cape Department of Education 4 494 –Ekurhuleni Metropolitan Municipality 28 595 13 042Elliotdale Rural Human Settlement 1 929 2 206European Investment Bank (EIB) 14 968 28 566Gauteng Department of Agriculture 586 –Global Environment Facility 4 588 6 887Green Fund 57 4 359Independent Power Producers (IPP) Office 4 716 4 663Infrastructure Delivery Improvement Programme (IDIP) 148 1 331Infrastructure Investment Programme for South Africa (IIPSA) 877 877Itezhi – Tezhi Power Corporation – 259KFW HIV/VCT 2 Programme 2 295 2 216KFW SADC Water Fund 427 672KwaZulu-Natal Department of Education 10 876 328Limpopo Department of Health 1 289 11 489Limpopo Department of Public Works 5 653 6 510Limpopo Department of Education 4 807 –Maamba Colliers Limited – 152Municipal Infrastructure Support Agency (MISA) 8 37National Department of Health 5 728 9 112National Department of Public Works 883 –National Treasury Cities Support Programme (NTCSP) 1 307 1 470SADC PPFD 4 685 –Sefako Makgatho University 1 035 –Spatial Development Initiative – 43Tripartite Trust Account DFID 234 275Zambia Electricity Supply Corporation 143 –

136 270 147 545




30. NET FOREIGN EXCHANGE (LOSS)/GAINUnrealisedCash and cash equivalents: (loss)/gain (18 953) 103 616Hedging derivatives – funding: (loss)/gain (351 273) 339 586Equity investments: (loss)/gain (refer to note 10.1) (317 849) 520 768Development loans: (loss)/gain (2 732 915) 1 933 176Hedging derivatives – development loans: gain 14 601 112 152Funding (Lines of Credit): gain/(loss) 1 730 728 (2 320 341)

(1 675 661) 688 957

RealisedDevelopment loans: gain 1 002 287 1 092 037Equity investments: gain/(loss) (refer to note 10.1) 2 832 (108)Funding and hedging: gain/(loss) 51 893 (778 714)

1 057 012 313 215

Net foreign exchange (loss)/gain (618 649) 1 002 172

31. NET (LOSS)/GAIN FROM FINANCIAL ASSETS AND FINANCIAL LIABILITIESNet gain/(loss) on derivatives held for risk management at fair value through profit or lossInterest rate derivativesUnrealised 135 569 (226 307)Realised 20 243 6 741

155 812 (219 566)

Foreign exchange derivativesUnrealised (61 623) 12 258Realised (7 347) (6 099)

(68 970) 6 159

Investment securities designated at fair value through profit or lossGovernment bonds – unrealised 2 289 (4 292)Corporate bonds – unrealised 2 355 (9 832)Municipal bonds – unrealised 7 931 (46 802)Corporate, government and municipal bonds – realised 6 292 –

18 867 (60 926)

Debt securitiesDesignated at fair value through profit or loss – unrealised (225 799) 473 349

Equity investmentsDesignated at fair value through profit and loss – unrealised (refer to note 10.1) 81 462 254 856Held-to-maturity unrealised (refer to note 10.2) – (1 684)

81 462 253 172

OtherPost-retirement medical benefits investment designated at fair value through profit or loss – unrealised (4 726) (9 558)

Total net (loss)/gain from financial assets and liabilities (43 354) 442 630

The total unrealised (losses)/gains for the year related to level 3 positions held at period end are set below.Equity investments (refer to note 11.1) (386 200) 488 480

32. OTHER INCOMENon-interest incomeDividend income 15 830 18 795Gain on sale of equipment 578 90Other income 53 187 71 663Realised capital gain on equity investments (refer to 10.1) 664 495 43 807

734 090 134 355


51


33. PROJECT PREPARATION EXPENDITUREExpenditure incurred on the planning, project definition, pre-feasibility, feasibility and structuring phase of projects 24 453 14 651

34. DEVELOPMENT EXPENDITUREIn support of secondary and under-resourced municipalities 27 181 43 869

35. NET IMPAIRMENT LOSS ON FINANCIAL ASSETSImpairment of other trade and receivables (refer to note 6) (848) 634Impairment on development loans (refer to note 13.9) 340 179 1 425 393Impairment on housing scheme loans – 180Impairment on development bonds (refer to note 12.3) 118 (48)

339 449 1 426 159

36. PERSONNEL EXPENSESPost-retirement medical benefits liability movement (refer note 18.2) (27 117) 89 276Personnel expenses 630 725 641 661

603 608 730 937

Included in other personnel expenses are the following:Directors’ emoluments includes the Chief Executive Officer's and Chief Financial Officer's remuneration (refer to note 42) 20 553 22 115Executive members’ remuneration (refer to note 42) 28 744 30 442

49 297 52 557

37. OTHER EXPENSESAuditor’s remuneration 6 567 6 942Technical services 24 389 21 571Communication costs 6 914 6 159Information technology costs 43 131 49 676Legal expenses 19 308 6 814Public relations activities 10 094 12 915Subsistence and travel 36 369 44 421Low value assets 1 040 1 341Other expenses 54 368 63 814

202 180 213 653

38. DEPRECIATION AND AMORTISATION (REFER NOTES 14 AND 15)Revalued buildings 4 184 4 084Furniture and fittings 1 328 1 380Motor vehicles 123 199Office equipment 693 703Computer equipment 11 987 11 208Leasehold improvements 257 21Intangible assets 12 677 12 998

31 249 30 593




39. GRANTSAfrican Union Foundation 948 –African World Heritage Fund (AWHF) – 500Association of African Development Finance Institutions 694 594Citizen Entrepreneurial Development Agency 162 –Pan African Capacity Building Platform (PACBF) 6 667 –Scout South Africa 60 –Social Responsibility Fund – 174Southern African Netherlands Chamber of Commerce – 67SADC – Development Finance Resource Centre 1 342 1 544South African Local Government Association (SALGA) – 750South African National Defence Force Education Trust – 500World Resource Institute 845 –

10 718 4 129

These grants are discretionary grants.

40. NET PROFIT/(LOSS) ADJUSTED FOR NON-CASH ITEMSNet profit for the year 2 820 849 2 576 679Depreciation and amortisation (refer to note 38) 31 249 30 593Profit on sale of assets (refer to note 32) (578) (90)Grants, development expenditure and project preparation expenditure paid 62 352 62 650Unrealised loss/(gain) from financial assets and liabilities 63 496 (443 028)Upfront fees deferred 32 312 23 891Fees accrued (33 384) 25 628Unrealised foreign exchange (loss)/gain (refer to note 30) 1 675 661 (688 957)Capital gain on equity investments (refer to note 32) (664 495) (43 807)Net impairment loss on financial assets (refer to note 35) 339 449 1 426 159Change in liability for funeral benefits and post-retirement medical benefit (198 452) 78 878Net interest income (refer to note 28) (3 669 334) (3 185 599)

459 125 (137 003)

41. NET DECREASE IN WORKING CAPITALMovements in provisions (61 784) (14 047)Decrease/(increase) in other receivables 33 235 (26 998)Decrease in home ownership scheme loans – 5 462(Decrease)/increase in other payables (82 348) 4 523

(110 897) (31 060)

42. SCHEDULE OF DIRECTORS’ AND PRESCRIBED OFFICERS’ EMOLUMENTS42.1 EXECUTIVE MEMBERS’ REMUNERATION AND PRESCRIBED OFFICERS

Basic salaries and

feesR

Medical aid, group

life and provident

fund contributions

R

Subsistence and travel

RCell costs

RBonus

R

Total 2017

R

Total 2016

R

Executive DirectorsMr PK Dlamini 4 744 317 677 724 115 929 – 3 859 158 9 397 128 10 070 483Ms K Naidoo 2 788 869 343 170 118 550 24 000 1 045 850 4 320 439 5 237 299Executive ManagersMr PA Currie 2 572 045 316 075 10 510 24 000 1 658 912 4 581 542 4 815 899Mr E Dietrich 2 245 498 521 898 57 469 60 000 1 520 000 4 404 865 3 470 163Mr M Hillary 2 121 998 391 424 10 790 24 000 1 357 959 3 906 171 4 199 997Ms D Mashishi 2 389 643 360 608 27 179 20 000 1 256 113 4 053 543 4 291 566Mr R Shaik 2 196 954 347 943 28 998 60 000 1 203 750 3 837 645 3 411 361Ms S Sibisi 2 204 759 330 137 2 057 44 000 – 2 580 953 4 415 080Mr M Vivekanandan 2 763 211 626 520 88 750 18 000 1 882 560 5 379 041 5 837 431

Total 24 027 294 3 915 499 460 232 274 000 13 784 302 42 461 327 45 749 279


53

42.2 REMUNERATION OF NON-EXECUTIVE DIRECTORS AND CO-OPTED MEMBERS OF THE BOARD

Fees for services as

directors R

Subsistence and travel

R

Total 2017

R

Total 2016

R

Mr PJ Moleketi (Chairman) 997 026 22 919 1 019 945 958 568Mr FM Baleni (Deputy Chairman) 615 069 38 037 653 106 651 204Dr L Bhengu-Baloyi 480 035 – 480 035 488 776Ms T Dingaan1 108 029 – 108 029 680 520Mr OA Latiff – – – 374 064Ms B Mabuza 759 110 4 847 763 957 500 517Ms D Marole 684 517 3 071 687 588 647 549Mr A Moloto 597 068 – 597 068 583 256Ms G Mtetwa 895 726 12 930 908 656 629 350Ms A Singh 580 349 3 071 583 420 536 372Prof M Swilling 319 276 – 319 276 345 617Ms M Janse Van Rensburg 714 101 – 714 101 117 675Ms M Vilakazi – – – 187 935Co-opted membersProf B Figaji – – – 106 348

6 750 306 84 875 6 835 181 6 807 751

1. Ms T Dingaan resigned on 31 May 2016.

43. RISK MANAGEMENTMarket risk is the risk that the Bank’s earnings and capital will be adversely affected by movements in the level or volatility of market rates or prices such as interest rates and foreign exchange rates. The overarching objective of market risk management in the Bank is to protect the Bank’s net earnings against adverse market movements by containing the innate interest rate and foreign currency risks within acceptable parameters.

Market risk management in the Bank is centralised in the Treasury unit and is governed by the interest rate, currency and liquidity risk management policies. As with all risk management policies of the Bank, these policies reside under the authority of the Board of Directors. Whilst the ultimate responsibility for prudent and effective asset-liability management rests with the Board, the authority for policy formulation, revision, strategic management and administration is assigned to the Asset and Liability Management Committee (ALCO). ALCO is responsible for assessing and monitoring the Bank’s market risk exposures and is supported in these functions by the Group Risk Assurance (GRA) division.

INTEREST RATE RISKInterest rate risk refers to the susceptibility of the Bank’s financial position to adverse fluctuations in market interest rates. Variations in market interest rates impact on the cash flows and income stream of the Bank through their net effect on interest rate sensitive assets and liabilities. At the same time movements in interest rates impact on the Bank’s capital through their net effect on the market value of assets and liabilities. Interest rate risk in the Bank arises naturally as a result of its funding and lending operations, and occurs primarily in the form of repricing risk caused by mismatches in the amount of assets and liabilities re-pricing at any one time, and to a lesser extent, basis risk, the risk of spread compression between assets and liabilities priced off different reference rates.

The Treasury Unit, under oversight of the Audit and Risk Committee, is charged with managing and containing the Bank’s interest rate risk exposures within Board approved limits. To this end, the Bank makes use of derivative instruments to achieve its desired interest rate risk profile.

The Bank’s primary interest rate risk management objective is to protect its net interest income (NII) from adverse fluctuations in market interest rates. To achieve this objective, it is the policy of the Bank to measure and manage its interest rate risk exposure both over the short and long term in order to protect the Bank’s earnings stream and ensure its continued financial sustainability. Limits are set both with respect to short-term NII sensitivity using the 12-month cumulative re-pricing gap to total earning assets ratio, and in the longer term, with respect to the portfolio value analysis.

The management of interest rate risk against these limits is supplemented by scenario analysis, which measures the sensitivity of the Bank’s NII and market value of equity to extreme interest rate movements. At a minimum, scenarios include hypothetical interest rate shocks both, up and down, of at least 100 basis points.

The re-pricing profile as at financial year-end is encapsulated in the table below. As reflected in the 12-month cumulative re-pricing gap, the Bank is asset sensitive, with an immediate 100 basis points parallel upward or downward shift in the yield curve expected to results in an increase (decrease) in net interest income over the projected 12-month period of approximately R35.97 million (March 2016: R77.8 million).



43. RISK MANAGEMENT CONTINUED HEDGING OF INTEREST RATE RISK

Desired changes to the Bank’s interest rate risk profile are achieved primarily through the use of derivative instruments, particularly interest rate swaps, in line with the Bank’s hedging guidelines.

As at 31 March 2017, the Bank had a combined ZAR interest rate and USD interest rate swaps portfolio with a total notional contract amount of R4.85 billion (March 2016: R5.7 billion). The Bank classifies interest rate swaps as fair value hedges and states them at fair value (refer to note 8). The net fair value of these swaps as at 31 March 2017 was R165 million (March 2016: R133 million), comprising assets of R191 million (March 2016: R152 million) and liabilities of R26.3 million (March 2016: R30 million). These amounts are recognised as fair value derivatives.

The table below shows the contractual repricing gap for 31 March 2017:

Contractual Repricing Gap

in millions of rands <1M 1-3M 3-12M 1-2 Yrs 2-3 Yrs 3-4 Yrs 4-5 Yrs >5 Yrs Total

Cash and cash equivalents ZAR 2 132 – – – – – – – 2 132USD 166 – – – – – – – 166

Investment: government bonds ZAR – – – – – – – 245 245Development bonds ZAR – – – 75 – 100 – 1 842 2 017Development loans USD 1 604 6 075 6 457 – – – – 943 15 079

ZAR 4 303 9 962 1 150 438 487 664 3 454 34 050 54 508Derivative: development loans ZAR – – – – 2 000 1 350 500 820 4 670

USD – – – – – – – 191 191EUR – – – – 114 – – 1 825 1 939

Total financial market assets 8 205 16 037 7 607 513 2 601 2 114 3 954 39 916 80 947

CCS: Lines of credit USD (15) (702) (10) – – – – – (727)ZAR 11 (253) – – – – – (608) (850)

Funding bonds ZAR (100) (8 285) – – (9 228) – (897) (15 079) (33 589)Funding: Lines of credit EUR – – – – (114) – – (1 825) (1 939)

USD (6 226) (458) (4 089) – – – – (770) (11 543)ZAR – (410) (120) – – – – – (530)

Interest rate swaps ZAR – (4 670) – – – – – – (4 670)USD – (191) – – – – – – (191)

Funding: Money market debt ZAR (650) (935) (1 150) – – – – – (2 735)

Total financial market liabilities (6 980) (15 904) (5 369) – (9 342) – (897) (18 282) (56 774)

Repricing gap 1 225 133 2 238 513 (6 741) 2 114 3 057 21 634Cumulative repricing gap 1 225 1 358 3 596 4 109 (2 632) (518) 2 539 24 173


55

The table below shows the contractual repricing gap for 31 March 2016

Contractual Repricing Gap

in millions of rands <1M 1-3M 3-12M 1-2 Yrs 2-3 Yrs 3-4 Yrs 4-5 Yrs >5 Yrs Total

Cash and cash equivalents ZAR 1 972 – – – – – – – 1 972EUR 1 – – – – – – – 1USD 112 – – – – – – – 112

Investment: government bonds ZAR – – 272 – 106 – – – 378Investment: municipal bonds ZAR – – 33 – 75 – 100 1 892 2 100Development loans EUR 7 – – – – – – – 7

USD 2 190 7 110 6 442 – – – – 175 15 917ZAR 4 845 11 635 1 033 544 689 634 858 33 332 53 570

Derivative: development loans EUR – – 20 – – 187 – 2 394 2 601

USD – – 30 – – – – 246 276ZAR – 1 195 – – – 3 350 – – 4 545

Total financial market assets 9 127 19 940 7 830 544 870 4 171 958 38 039 81 479

CCS: Lines of credit USD – (1 136) (61) – – – – – (1 197)ZAR – (4 651) – – – – – (853) (5 504)

Funding bonds ZAR – (8 122) (292) – – (9 228) – (15 755) (33 397)Funding: Lines of credit EUR – – (20) – – (187) – (2 394) (2 601)

USD (2 832) (4 303) (5 386) (44) – – – (576) (13 141)ZAR – (488) (137) – – – – – (625)

Funding: Money market debt ZAR – – (1 920) – – – – – (1 920)

Total financial market liabilities (2 832) (18 700) (7 816) (44) – (9 415) – (19 578) (58 385)

Repricing gap 6 295 1 240 14 500 870 (5 244) 958 18 461Cumulative repricing gap 6 295 7 535 7 549 8 049 8 919 3 675 4 633 23 094

The above analysis is based on performing assets only. Variable interest rate instruments are included in the maturity bucket in which they re-price. Fixed rate instruments, although not technically subject to re-pricing risk, are included in the maturity bucket in which it matures, due to the assumption that it will be rolled at maturity or that it will be held as cash.

FOREIGN EXCHANGE RISKForeign exchange risk is the risk of financial loss resulting from adverse movements in foreign currency exchange rates. Foreign exchange risk in the DBSA arises primarily as a result of foreign currency denominated borrowings, foreign currency lending, equity investments, foreign currency net interest income, expenditure and dividends.

The Bank’s primary foreign exchange risk management objective is to protect its net earnings against the impact of adverse exchange rate movements. Hedging of currency exposures is effected either naturally through offsetting assets and liabilities of substantially similar size, maturities, currency, and repricing bases; or in the absence thereof, through the use of approved derivative instruments transacted with approved financial institutions.

HEDGING OF FOREIGN CURRENCY RISK EXPOSUREThe Bank uses cross currency swaps and forward exchange contracts (FECs) to hedge its foreign currency risk. As at 31 March 2017, the Bank had FECs with a notional amount of R10.9 million (March 2016: R130 million) and cross- currency swaps with a notional amount of R1.56 billion (March 2016: R2.8 billion)

The notional principal amounts indicate the volume of currency hedged liabilities outstanding at the balance sheet date and do not represent the amount at risk. The fair value of derivative financial instruments represents the positive or negative cash flows which would have occurred had the rights and obligations arising from that instrument been closed out in an orderly market at statement of financial position date.



43. RISK MANAGEMENT CONTINUED FOREIGN CURRENCY SENSITIVITY ANALYSIS

Potential impact of rand sensitivity on profit/loss based on current net open position/currency exposure.

March 2017 March 2016

Currency (in thousands of rands) EUR USD EUR USD

Cash at bank 23 12 406 27 882Loan assets 264 1 123 560 407 1 077 705Equity investments 31 690 174 505 28 560 161 430Cross-currency swaps 135 648 (52 991) 154 779 (62 462)Derivative foreign exchange contracts – (1 126) – (9 885)Liabilities (135 658) (860 160) (154 779) (890 057)

31 967 396 194 28 994 277 613

Foreign currency exchange rate (FX) sensitivity analysis

Sensitivity % EUR/ZAREUR potential

impact USD/ZARUSD potential

impactFX Sensitivity

combined

(15) 12.1470 (68) 11.4067 (798) (866)(10) 12.8616 (45) 12.0777 (532) (577)(5) 13.5761 (22) 12.7487 (266) (288)– 14.2933 – 13.4197 – –5 15.0052 22 14.0907 266 288

10 15.7197 45 14.7617 532 57715 15.4342 68 15.4327 798 866

Spot exchange rate used EUR/ZAR 14.2933USD/ZAR 13.4197

LIQUIDITY RISKLiquidity risk is defined as the risk of failure to meet all financial obligations on a timely basis, when due, and in the currency due without incurring above normal costs. In the case of the DBSA this risk specifically arises from the inability to honour obligations with respect to commitments to borrowers, lenders and investors and operational expenditure.

In order to shield the Bank against the risk of a liquidity shortfall, the Bank’s liquidity risk management policy requires the maintenance of prudential liquidity levels conservatively based on the level of actual disbursements for a rolling 12 months. In addition, in the interest of added prudence, the Bank has adopted the Basel III recommended liquidity risk metrics (the liquidity coverage ratio and the net stable funding ratio as part of the liquidity risk management policy).

Liquidity is held primarily in the form of money market instruments such as call deposits, negotiable certificate of deposits, promissory notes as well as liquid debt issues from government, municipalities and other approved issuers.

Total liquidity at 31 March 2017 was R4.56 billion (March 2016: R4.55 billion). This includes cash and cash equivalents of R2.3 billion (March 2016: R2.08 billion), corporate and municipal bonds of R2.02 billion (March 2016: R2.1 billion) and government bonds amounting to R245 million (March 2016: R378 million).

Available Liquidity March 2017 March 2016

High quality liquid assetsCash 2 299 247 2 084 585Government bonds 245 000 378 000Other less liquid assetsSOE bonds 150 000 150 000Municipal bonds 1 867 000 1 950 333

Total available liquidity 4 561 247 4 562 918

In addition to holding a minimum level of liquidity in the form of cash and near cash equivalents (tradable market securities) as described above, the Bank has at its disposal a variety of funding sources should the need arise. These include uncommitted credit lines with reputable financial institutions, committed loan facilities with multilateral, bilateral and other development finance institutions, money and capital securities issuance under the Bank’s domestic medium-term programme and capital market repurchase transactions.

The Bank uses cash flow forecasts and cumulative maturity gap analysis to assess and monitor its liquidity requirements and risk levels. A maturity gap profile report forms part of the asset and liability report which is reviewed and analysed by the ALCO on a periodic basis. Calculated on a nominal maturity basis, the 12-month cumulative liquidity gap as at 31 March 2017 was approximately negative R3.02 billion (31 March 2016: negative R3.9 billion).


57

The table below analyses the contractual liquidity gap for 31 March 2017.

in millions of rands <1M 1-3M 3-12M 1-2 Yrs 2-3 Yrs 3-4 Yrs 4-5 Yrs >5 Years Total

Cash and cash equivalents ZAR 2 132 – – – – – – – 2 132USD 166 – – – – – – – 166

Investment: government bonds ZAR – – – – – – – 245 245Development bonds ZAR – – – 75 – 100 – 1 842 2 017Development loans USD 31 380 1 621 2 249 2 344 2 005 1 561 4 888 15 079

ZAR 27 694 1 539 2 553 2 914 2 364 5 362 39 056 54 509Derivative: Development bonds EUR – 74 182 257 234 211 211 770 1 939

Total financial market assets 2 356 1 148 3 342 5 134 5 492 4 680 7 134 46 801 76 087CCS: Lines of credit USD (15) (54) (64) (108) (108) (108) (108) (162) (727)

ZAR 11 (17) (86) (108) (94) (80) (80) (398) (852)Funding bonds ZAR – – (2 457) (1 395) (11 816) – (2 842) (15 079) (33 589)Funding: Lines of credit EUR – (74) (182) (256) (234) (211) (211) (770) (1 938)

USD – (421) (3 679) (2 246) (2 234) (823) (448) (1 692) (11 543)ZAR – (7) (88) (94) (94) (94) (62) (91) (530)

Funding: Money market debt ZAR (650) (935) (1 150) – – – – – (2 735)

Total financial market liabilities (654) (1 508) (7 706) (4 207) (14 580) (1 316) (3 751) (18 192) (51 914)

Liquidity gap 1 702 (360) (4 364) 927 (9 088) 3 364 3 383 28 609

Cumulative liquidity gap 1 702 1 342 (3 022) (2 095) (11 183) (7 819) (4 436) 24 173

Note that the contractual liquidity gap has been adjusted to include the Bank’s 2027 zero coupon liability at current book value. This bond contractually matures in 2027 and accrues interest semi-annually toward a maturity value of R7.47 billion.

As per the table above DBSA has a positive cumulative liquidity gap where the contractual inflows exceed outflows across all time buckets. This profile is anticipated due to the nature of the business where the Bank has raised long dated stable funding and generated short-term amortising assets.

There are no behavioural assumptions made on the liquidity gap and all assets and liabilities are disclosed with the underlying contractual maturity as determined by the cash flow profile for each record.



43. RISK MANAGEMENT CONTINUED LIQUIDITY RISK CONTINUED

The table below analyses the contractual liquidity gap for 31 March 2016.

in millions of rands <1M 1-3M 3-12M 1-2 Yrs 2-3 Yrs 3-4 Yrs 4-5 Yrs >5 Years Total

Cash and cash equivalents ZAR 1 972 – – – – – – – 1 972 USD 112 – – – – – – – 112

Investment: government bonds ZAR – – 272 – 106 – – – 378Investment: municipal bonds ZAR – – 33 – 75 – 100 1 892 2 100Development loans EUR – – 1 1 2 2 – – 6

USD 485 (776) 1 464 1 977 2 078 2 126 1 760 5 956 15 070ZAR 363 2 897 2 320 2 640 2 662 2 710 2 135 38 691 54 418

Derivatives: development bonds EUR 10 87 224 302 302 275 248 1 153 2 601 ZAR – – 10 5 – – – – 15

Total financial market assets 2 942 2 208 4 324 4 925 5 225 5 113 4 243 47 692 76 672

CCS: Lines of credit USD 1 (59) (80) (129) (119) (119) (119) (297) (921)ZAR – (17) (91) (108) (108) (94) (80) (477) (975)

Funding bonds ZAR – (2 407) (4 712) – (1 295) (9 228) – (15 755) (33 397)Funding: Lines of credit EUR (10) (87) (224) (302) (302) (275) (248) (1 154) (2 602)

USD (59) (546) (3 088) (1 517) (2 422) (2 409) (857) (2 243) (13 141)ZAR – (7) (88) (94) (94) (94) (94) (153) (624)

Funding: Money market debt ZAR – (1 420) (500) – – – – – (1 920)

Total financial market liabilities (68) (4 543) (8 783) (2 150) (4 340) (12 219) (1 398) (20 079) (53 580)

Liquidity gap 2 874 (2 335) (4 459) 2 775 885 (7 106) 2 845 27 613

Cumulative liquidity gap 2 874 539 (3 920) (1 145) (260) (7 366) (4 521) 23 092

Note that the contractual liquidity gap has been adjusted to include the Bank’s 2027 zero coupon liability at current book value. This bond contractually matures in 2027 and accrues interest semi-annually toward a maturity value of R7.47 billion.

CREDIT RISK DEFINITION OF CREDIT RISK

Credit risk is the risk of economic loss should any of the Bank’s clients or market counterparties fail to fulfil their contractual obligations. Credit risk is inherent mainly in the Bank’s development financing and lending operations as a result of potential counterparty defaults on debt repayments. Credit risk may also arise where the downgrading of a client’s rating causes the fair value of the investment in that entity to deteriorate. Credit risk is also manifested as country risk in the event where circumstances arise in a country in which an exposure or counterparty is domiciled, resulting in a reduction of the value of assets. Settlement risk is another form of credit risk, which is the risk of a counterparty failing to deliver cash (securities) due to be delivered at a particular moment in time, following release of the corresponding cash (securities) by the Bank in settlement of a transaction.

MANAGEMENT OF CREDIT RISKThe DBSA, as a development finance institution, faces a unique challenge in maintaining a sustainable balance between maximising development returns and minimising financial loss in its lending and other investment operations. As a result, the performance of the Bank is to a large extent dependent on its ability to take credit risks responsibly in exchange for appropriate rewards and to manage the resultant exposure to credit risk effectively in the pursuance of its corporate objectives.

The Bank meets its credit risk management objectives through i) an enterprise-wide framework of credit risk oversight, governance and assurance, ii) an integrated system of internal credit risk ratings, pricing and mitigation guided by its risk appetite, and iii) a rigorous standard for the measurement, monitoring and control of credit risk exposures in the credit portfolio.

CREDIT RISK OVERSIGHT, GOVERNANCE AND ASSURANCECredit risk oversight: The Board of Directors, as part of their oversight duties, sets the tone for the management of risk and defines the level of risk that the Bank is willing to assume, as well as considers the granting of large credits and reviews the overall performance in the management of risk through its subcommittees. A risk appetite statement, that details the level of risk that the Bank is willing to take in order to achieve its objectives and mandate, is approved annually by the Board of Directors.

Credit risk governance: The ongoing governance of the Bank’s risk taking activities is devolved to management. For credit risk management, the Bank has in place Board and corporate level credit committees mandated to maintain credit policies and standards, review and approve credits under delegated authority, as well as monitor and report the overall level of exposures to credit risk and performance in the management of these exposures. Portfolio reports are presented to the Corporate Credit Committee on a quarterly basis and Board Valuations Committee on a semi-annual basis. The Board also reviews and approves the Bank’s risk appetite statement on an annual basis.


59

Credit risk assurance: The quality of credit risk management is assured through the centralised Group Risk Assurance division, responsible for the development of policy, models and standards in support of the efficient and effective management of credit risk. Credit analysts, who report to Financing Operations division, have been deployed as a first line of defence to provide an objective view of the quality of individual credits under consideration. This team also works closely with the frontline to monitor the performance of assets post-approval on an ongoing basis.

CREDIT RISK RATINGS CREDIT RISK RATINGS, PRICING AND MITIGATION

Obligor credit risk ratings: The Bank is not regulated by the SARB under the Banks Act, but rather by the DBSA Act, and as such is not formally obligated to comply with Basel II Pillar 1 requirements. However, as a leveraged financial institution, prudence requires it to maintain the adequate levels of capital to cover for expected losses. The Bank does comply with Basel standards in the development of risk models as industry best practice rather than for regulatory purposes. The key variables in the Bank’s quantitative assessment of expected loss and by implication in setting risk- adjusted pricing are:• Probability of default (PD), which determines the likelihood that the client will not be able to meet its debt repayments based on

creditworthiness.• Exposure at default (EAD), which calculates the size of exposure and thus potential loss at the point of default.• Loss given default (LGD), which estimates the portion of exposure that is expected not to be recovered at the event of default.

The Bank has developed a number of internal credit risk rating models for all of its major asset classes to calculate credit risk ratings as a basis for assigning a probability of default. All credit ratings are confirmed through the Credit Committee process to ensure consistency and effective challenge. The credit risk rating models are all subjected to validation and review before implementation. The application of credit risk models has been system enabled and deployed to all business divisions.

The models are also subjected to performance monitoring and validation by a technical committee as a part of governance requirements every three years. The principal objective for this is to ensure that assumptions used in model development are still appropriate and ensure that any deficiencies are identified early and that the models produce the most accurate possible quantitative assessment of the credit risk to which the Bank is exposed, from the level of individual facilities up to the total portfolio. As part of model reviews, these models are calibrated to performance along with functional improvements to cater appropriately for the asset classes being measured.

COUNTRY RISK RATINGSCountry risk ratings: The Bank has implemented an internal country risk rating model which uses external ratings agency ratings as well as economic data from various sources such as International Monetary Fund and the World Bank. The Country Risk Technical Committee reviews the country ratings on an annual basis or as necessary in accordance with rating schedules or rapid reviews where the risk profile changes materially over a shorter period. The country risk rating methodology considers solvency, liquidity, economic and political issues to risk rate countries and generate probability of default. The model inputs are continuously updated to reflect economic and political changes in individual countries. The Bank’s country risk limits are calculated using sovereign risk ratings in conjunction with debt absorption capacity of countries as measured by the gross domestic product. The limits therefore consider the economic strength of countries ensuring that country exposures are related to the degrees of perceived risk as well as the country’s debt absorption capacity. Using PD and LGD in the calculation of the risk limits per country, the limits set are also subject to the availability of capital and the number of simultaneous defaults that can be absorbed by that capital. All limits are set in line with the approved risk appetite.

A key element of DBSA’s internal risk rating and pricing model is the PD master rating scale as shown overleaf. This scale has been developed to distinguish meaningful differences in the probability of default risk throughout the risk range. The banding estimates are derived from internal data which is based on the performance of the Bank’s loan book. The master-scale is comparable and has been approximately benchmarked to rating agencies as well as similar financial institutions.



43. RISK MANAGEMENT CONTINUED CREDIT RISK RATINGS CONTINUED

Rating gradeMid joint

PD (%)Lower bound

PD (%)Upper bound

PD (%)Mapping to S&P

Mapping to Moody’s

MS 1 0.01 - 0.02 AAA AaaMS 2 0.02 0.02 0.03 AA+ Aa1MS 3 0.03 0.03 0.04 AA Aa2MS 4 0.04 0.04 0.05 AA- Aa3MS 5 0.05 0.05 0.06 A+ A1MS 6 0.06 0.06 0.08 A A2MS 7 0.10 0.08 0.14 A- A3MS 8 0.17 0.14 0.24 BBB Baa1MS 9 0.30 0.24 0.40 BBB Baa2MS 10 0.50 0.40 0.68 BBB- Baa3MS 11 0.85 0.68 1.13 BB+ Ba1MS 12 1.40 1.13 1.90 BB Ba2MS 13 2.40 1.90 3.20 BB- Ba3MS 14 4.00 3.20 5.50 B+ B1MS 15 7.00 5.50 9.50 B B2MS 16 12.00 9.50 16.00 B- B3MS 17 58.00 16.00 99.99 CCC Caa etc

Default 100.00 99.99 100.00 Default D

PRICING OF LOANSThe pricing of loans has been stable and consistent through the use of a standardised pricing model applied since January 2013. The model was developed to take into account risk capital and deliver an accurate risk adjusted return on capital (RAROC), net present value (NPV) and sustainability profit on an economic basis.

The pricing model has been updated annually to take into account changes to cost structure and budget as well as credit risk performance. The risk ratings from credit risk models approved by the Investment Committee are used for both the calculation of expected loss in the cash flow of the model as well as the influence on risk capital held at the cost of capital and the hurdle rate of return required on the risk capital.

Further enhancements to the pricing model were carried out in the 2016/17 financial year to improve the output information including measures such as ROE, ROA, RAROC, ROEC and economic profit. This will enable the setting of hurdle rates specific to types of business with different economic return vs developmental return. Further enhancements to the pricing model include products other than loans. The latest version of the pricing model will be implemented in the 2017/18 financial year.

CREDIT RISK MODELSThe credit risk models (PD, LGD, and EAD) for all major portfolios of the DBSA loan book (Municipal, Balance Sheet Lending and Project Finance) were subjected to review and further development during the 2016/17 financial year.

This is required to be carried out on a three-year cycle for governance purposes and approved by the Risk Models Technical Committee which is a sub-committee of the Investment Committee. The review and further development was embarked upon in conjunction with KPMG. Substantial improvements were made to the functional capabilities of the models to cater for possible financial structures and changes in environment.

The new versions of the models are more adaptable and predictive. The models were recalibrated to current performance of the DBSA loan book and larger benchmark portfolios. Future enhancements have been earmarked for consideration of IFRS9 implications. The new versions of the credit risk models were successfully approved by the Technical Committee and implemented. Performance of these models will be tracked as part of the governance requirements.

CREDIT RISK MITIGATIONIn addition to pricing for risk, the Bank uses a wide range of instruments to enhance the quality of credit and/or reduce the expected losses in its lending portfolio. The amount and type of credit risk mitigation depends on the asset quality and nature of each transaction. Collateral and guarantees are used by the Bank for credit risk mitigations. The main types of collateral taken comprise mortgage bond over commercial and industrial properties, bonds over plant and equipment, and the underlying moveable assets financed. The Bank also uses various forms of specialised legal agreements like guarantees and similar legal contracts in support of credit extension, where necessary.


61

CREDIT RISK MONITORING, MEASUREMENT AND REPORTINGThe Bank dedicates considerable resources to monitor the quality of credit throughout the life time of assets and measure the exposure and performance of assets across portfolios.

At individual level:• Performance of credit is monitored and reported in terms of adherence to terms and conditions;• Credit risk ratings are updated on an annual basis;• Potential problem loans are identified based on early indications of distress and placed on a credit watch list;• Non-performing accounts are transferred for independent workout and recovery;• Financial covenants are an important tool for credit mitigation within the DBSA in monitoring the quality and performance of

counterparties; and• A watch list process is in place where clients that are in stress, or where there are signs of possible future stress due to changing

operating environment, are monitored closely and strategies are put in place to minimise the possibility of default.

At portfolio level:• Limits are established within the Bank’s risk appetite to monitor and control the aggregate amount of risk that the Bank is taking on; and• Overall performance of portfolios is measured and reported on a quarterly basis in terms of standard KPIs.

CREDIT RISK EXPOSURE MAXIMUM EXPOSURE

The Bank prepares monthly financial results as well as quarterly financial statements. These results are crucial for internal decision making. Consequently, it is imperative that the asset portfolio be comprehensively reviewed and significant risk indicators impacting the valuations and impairments be reflected timeously and adequately in the financial results. As a result, regular reviews are conducted on the loans and equities portfolio. The Back Office team reviews the accounting implications of credit risk and investment specific factors within the portfolio on a monthly basis. This ensures that the effect of the changes reported in the monthly financial results and quarterly financial statements are on a proactive and timely basis.

These reviews are conducted as part of and in complementing the Investment Committee process. The following factors are reviewed: global and local economic factors, observable and unobservable market factors, asset specific factors affecting portfolio impairment levels, fair values and discount rates with the objective of ensuring that risk in the asset portfolio is adequately, fairly and timely reflected in the DBSA's results. The reviews include assessment of the impairment triggers and reversals within the asset portfolio, review of performance of the equity portfolio on a regular basis with the asset managers. In addition the Impairment Working Group and Watch list meetings are held monthly.


in thousands of randsGross

amount

Allowance for credit

lossesCarrying

amountGross

amount


lossesCarrying amount

(a) Development loansNon-performing bookMunicipalities 341 565 168 498 173 067 423 610 225 756 197 854Other 2 145 391 1 149 163 996 228 2 283 556 1 293 164 990 392

2 486 956 1 317 661 1 169 295 2 707 166 1 518 920 1 188 246

Performing bookLow risk

Municipal 16 005 279 13 871 15 991 408 17 165 549 18 432 17 147 117Other 2 752 658 3 847 2 748 811 2 202 931 13 969 2 188 962

Medium riskMunicipal 10 326 671 19 748 10 306 923 6 582 197 152 606 6 429 591Other 28 745 052 655 183 28 089 869 33 805 013 628 021 33 176 992

High riskMunicipal 333 441 21 298 312 143 418 762 40 412 378 350Other 15 017 169 1 645 759 13 371 410 10 418 916 994 630 9 424 286

73 180 270 2 359 706 70 820 564 70 593 368 1 848 070 68 745 298

Total book debt 75 667 226 3 677 367 71 989 859 73 300 534 3 366 990 69 933 544



43. RISK MANAGEMENT CONTINUED CREDIT RISK EXPOSURE CONTINUED MAXIMUM EXPOSURE CONTINUED

The following types of collateral are held in respect of the above loans: guarantees, cession of debtors, cession of income streams, mortgages, investments, notarial bonds, sinking fund investments, promissory notes, insurance policies and treaty obligations.



amount


lossesCarrying

amountGross

amount



Geographical analysis of development loansNon-performing bookSouth Africa 1 472 919 805 665 667 254 1 778 663 1 085 773 692 890Rest of Africa 1 014 037 511 996 502 041 928 503 433 147 495 356

Total 2 486 956 1 317 661 1 169 295 2 707 166 1 518 920 1 188 246

Performing bookSouth Africa 56 584 520 482 290 56 102 230 53 333 488 476 380 52 857 108Rest of Africa 16 595 750 1 877 416 14 718 334 17 259 880 1 371 690 15 888 190

Total 73 180 270 2 359 706 70 820 564 70 593 368 1 848 070 68 745 298

Grand total 75 667 226 3 677 367 71 989 859 73 300 534 3 366 990 69 933 544

Impairment balance sheet (excluding interest in suspense (March 2017: R462.7 million (2016: R438.6 million))


Identified impairmentsPerforming loans 1 016 229 656 434Non-performing loans 1 317 661 1 518 920

Total 2 333 890 2 175 354

Unidentified impairmentsModel driven 1 343 477 1 191 636

Grand total 3 677 367 3 366 990



amount


lossesCarrying

amountGross

amount



(b) Development bondsPerformingMunicipal 1 290 607 288 1 290 319 1 290 466 170 1 290 296

The maximum exposure relating to development bonds is R1.3 billion (March 2016: R1.3 billion).


63



amount


lossesCarrying

amountGross

amount



(c) Other receivables:Performing bookTrade debtors – 90 days and above 12 350 2 265 10 085 8 557 2 942 5 615Other debtors: 90 days and above 356 – 356 9 808 – 9 808

12 706 2 265 10 441 18 365 2 942 15 423

Performing bookTrade debtor: 30 days 42 264 – 42 264 46 600 – 46 600Other debtors: 30 days 1 558 – 1 558 2 867 – 2 867 Trade debtors: 30 to 60 days 6 939 – 6 939 15 841 – 15 841Other debtors: 30 to 60 days – – – 658 – 658Trade debtors: 60 to 90 days 1 806 – 1 806 171 171 –Other debtors: 60 days – 90 days – – – 27 – 27

52 567 – 52 567 66 164 171 65 993

Staff and study loans 37 – 37 21 – 21Municipal deposits 88 – 88 480 – 480Prepaid expenses 10 627 – 10 627 13 144 – 13 144

10 752 – 10 752 13 645 – 13 645

Total book debt 76 025 2 265 73 760 98 174 3 113 95 061


(d) Commitments (loans signed, but not yet fully disbursed)Low risk

Municipal 106 002 90 710Other 1 040 000 61 500

Medium riskMunicipal 39 453 684 743Other 6 869 294 5 874 376

High riskOther 948 316 716 276

9 003 065 7 427 605

(e) Guarantees 172 938 94 099


in thousands of rands Total3

months3-6

months6-12

months> 12

months Total3

months3-6

months6-12

months> 12

months

(f) Loans that are past due not individually impairedOverdue amounts 593 301 435 195 131 757 25 174 1 175 448 306 415 095 9 723 23 488 -Not yet due 11 480 808 11 159 899

12 074 109 11 608 205

An amount of R239 million was received after the reporting date but before the authorisation of the Annual Financial Statements.

The fair value of collateral held in respect of the above amounted to R223 million (2016: R290 million). For the purposes of calculating this aggregated total, the fair value of each collateral is limited to the carrying value for each individual loan.

The above collaterals consist of guarantees, cession of debtors, mortgages, investments, notarial bonds, sinking fund investments and insurance policies.



43. RISK MANAGEMENT CONTINUED CREDIT RISK EXPOSURE CONTINUED MAXIMUM EXPOSURE CONTINUED


(g) Financial counterparty exposureBonds 2 023 445 2 069 136Derivatives 704 341 1 134 255Cash and money markets 2 299 247 2 084 565

5 027 033 5 287 956

CAPITAL MANAGEMENTThe Bank embarked on a project to improve Capital and Balance Sheet Management by aligning the Bank’s framework to international best practice. The framework largely borrows from Basel accord in so far as risk quantification and capital allocation are concerned. The solution has been customised to take into account the developmental nature of the Bank. The framework has been developed and the project will now move into the implementation phase. The following key benefits and outcomes are foreseen:• Improved measurement of portfolio risk that will allow the Bank to allocate capital more effectively to business/projects on an

ongoing basis• Detailed assessment and quantification of credit, operational and market risks.• Risk capital forecasting.• Risk capital stress testing.• Divisional performance reporting (move to risk performance measurement).

The above will ensure efficient utilisation of capital to support the Bank in implementing its strategy and ensuring long-term financial sustainability.

44. NON-CURRENT ASSET HELD-FOR-SALEDuring a previous financial year, as a result of calling on its security against a loan in default, the Bank obtained a 100% shareholding in a property investment company with a view to sell. This investment was classified as a non-current asset held-for-sale, as it is the Bank’s intention to dispose of the investment within 12 months. The value of the asset at the reporting date is R2 (March 2016: R2).

45. RELATED PARTIES45.1 RELATED PARTY RELATIONSHIPS

The DBSA is Schedule 2 major public entities in terms of the PFMA and therefore falls within the national sphere of government. As a consequence, the Bank has a significant number of related parties that also fall within the national sphere of government.

In addition, the Bank has a related party relationship with the directors and Executive Management. Unless specifically disclosed otherwise, these transactions are concluded on an arm’s length basis and the Bank is able to transact with any entity.

The South African government, through the Ministry of Finance, is the parent of the Bank and exercises ultimate control.

The DBSA has a 100% shareholding in Frandevco.

45.2 TRANSACTIONS WITH RELATED PARTIESThe following is a summary of transactions with related parties during the year and balances due at the end of the year:

45.2.1 NATIONAL PUBLIC ENTITIESThe total book debt of loans extended to national public entities amounts to R15.8 billion (March 2016: R15.9 billion). None of these loans are non-performing.

45.2.2. NATIONAL MANDATESThe net amount advanced to national mandates at year-end amounted to R41 million (March 2016: R44 million).

45.2.3 BRICSThere were no amounts paid to National Treasury for expenses relating to the BRICS programme during the year (March 2016: RNil).

45.2.4 FRANDEVCOThe Bank has 100% shareholding in Frandevco (March 2016: 100%).

There were no transactions with Frandevco during the year (March 2016: RNil).

45.2.5 RELATED PARTY TRANSACTIONSThere were no related party transactions with directors and key management personnel during the year (March 2016: RNil).


65


46. CONTINGENCIES46.1 GUARANTEES

The Bank has approved and issued guarantees on behalf of borrowers amounting to: 172 938 94 099

After consideration by management it was decided that these borrowers are unlikely to default and therefore these guarantees were not recognised in the statement of financial position as a liability.

The book debt to the credit provider is: 172 938 94 099

46.2 CONTINGENT LIABILITIESThe Bank operates in a legal and regulatory environment that exposes it to litigation risks. As a result the Bank is involved in disputes and legal proceedings which arise in the ordinary course of business. The Bank does not expect the ultimate resolution of any of the proceedings to have a significant adverse effect on the financial position of the Bank. These claims cannot be reasonably estimated at this time.

47. COMMITMENTSAt the reporting date, the Bank had the following commitments:Development loan commitments 9 003 065 7 427 605Development expenditure 37 644 82 652Project preparation expenditure 91 370 63 636Equity investments commitments 1 214 247 1 612 185Capital commitments 66 200 113 000

10 412 526 9 299 078

47.1 DEVELOPMENT LOAN COMMITMENTSAs the disbursement pattern for loans committed but not disbursed is a primary function of individual borrowers’ implementation and administrative capacities, this pattern is not quantifiable. Loan commitments are to be financed from funds generated from operations and funds raised from local financial markets and foreign sources.

47.2 DEVELOPMENTAL EXPENDITUREDevelopmental expenditure on loan commitments approved but not yet contracted are to be financed from funds generated from operations and available cash resources.

47.3 PROJECT PREPARATION EXPENDITUREProject preparation expenditure, approved but not yet disbursed, are to be financed from funds generated from operations and available resources.

47.4 EQUITY INVESTMENT COMMITMENTSCommitment relates to private equity funds approved but not yet disbursed.

47.5 CAPITAL COMMITMENTSCapital expenditure is in respect of property, plant and equipment and intangible assets authorised, but not contracted for. These commitments will be financed from available cash resources, funds generated from operations and available borrowing capacity. These commitments are expected to be settled in the following financial year.




48. FINANCE LEASE OBLIGATIONMinimum lease payments due– within one year 563 514– in second to fifth year inclusive 508 1 074

Total 1 071 1 588

The Bank has entered into commercial lease on property. These leases have an average life of between three and five years with no renewal option or option to acquire the assets at termination date included in the contracts. There are no restrictions placed upon the Bank by entering into these leases.

49. IRREGULAR, FRUITLESS AND WASTEFUL EXPENDITUREFruitless and wasteful expenditure 20 143Irregular expenditure 929 –

949 143

Details of Fruitless and Wasteful expenditureMissed flights and fee charged on the late cancellation of a disciplinary hearing chaired by an external party 19 –Interest on late payments 1 –IT system error – Trade and other receivables – 143

20 143

Details of irregular expenditureSupply chain management variation orders 929 –

929 –

Two (2) incidents of fruitless and wasteful expenditure occurred during the year. One (1) incident is being negotiated with the utility company and no disciplinary action was taken. In the second incident, no disciplinary action was taken because there was no longer a need for disciplinary hearing services chaired by an external party. Three (3) incidents of irregular expenditure occurred during the year under review. Disciplinary action was taken on two (2) incidents and on the third incident no disciplinary action was taken, because the incident resulted from a change in business requirements.

50. FUNDS ADMINISTERED ON BEHALF OF THIRD PARTIESBalance at the beginning of the year 746 366 626 064Funds received 2 321 002 2 379 670Interest, foreign exchange and other movements 93 439 149 174Funds disbursed (2 211 966) (2 408 542)



67


51. THIRD PARTY MANAGED FUNDS COST RECOVEREDThird party funds and mandatesAfrican Peer Review Mechanism (APRM) (1) 3 420African World Heritage Fund (AWHF) 5 653 4 904Anglo American 5 355 6 722Cities Project Preparation Facility (CPPF) 5 173 5 013Department of Basic Education for Accelerated Infrastructure Schools Programme 7 446 6 960Department of Rural Development & Land Reform – 1 043Department of Trade and Industry – 3 454Eastern Cape Department of Education – 15 907Ekurhuleni Metropolitan Municipality 747 13 340Elliotdale Human Rural Settlement (EHRS) 52 917European Investment Bank (EIB) – 607Green Fund 10 589 15 415GTAC – IPP Office 81 982 59 495Infrastructure Delivery Improvement Programme (IDIP) 788 5 120Infrastructure Investment Programme for South Africa (IIPSA) 3 532 4 122Investment Climate Facility (Anglo) 76 516KFW/VCT II – HIV Prevention by Voluntary Counselling and Testing Programme 1 569 1 742KFW SADC Water Fund 2 189 1 548Limpopo Department of Health – 873Limpopo Department of Public Works 2 114 3 396Municipal Infrastructure Support Agency (MISA) 858 852National Department of Health 9 137 17 904National Treasury Cities Support Programme (NTCSP) 3 532 3 524National Treasury – the Power Producer Projects unit (PPP) – 1 090New Partnership for Africa's Development (NEPAD) – 3 762Pan African Capacity Building Platform (PACBP) 3 250 3 062Southern African Development Community Secretariat – 24Spatial Development Initiatives (SDI) – 1 244Timbuktu Mali – 6

144 041 185 982

Third party managed funds managed per divisionFinancing Operations 96 105 81 800Finance 8 901 15 150Infrastructure Delivery 33 862 84 019South Africa Financing 5 173 5 013

144 041 185 982

Cost recovery for each divisionCorporate Services 140 569 168 309Financing Operations 307 2 359Infrastructure Delivery 3 165 15 132South Africa Financing – 182

144 041 185 982



52. TAXATIONThe Bank is exempt from South African normal taxation in terms of section 10(1)(t)(x) of the Income Tax Act, No 58 of 1962, as amended, and consequently no liability for normal taxation has been recognised. The Bank is registered for VAT, PAYE, SDL and UIF.

53. EVENTS AFTER THE REPORTING PERIOD APPROVAL OF FINANCIAL STATEMENTS

There were no adjusting events that occurred after the reporting date.

DISPOSAL OF EQUITY INVESTMENTThe Bank anticipates to dispose 50% of one of its equity investments. The exit price will be based on the March 2017 valuation and was approved in May 2017.

CREDIT RATING DOWNGRADEThe DBSA credit rating was downgraded following the sovereign credit downgrade. The short-term risk associated with the downgrade to the DBSA relates to the dollar book and at this point is largely restricted to a non-material incremental cost to the organisation.

54. COMPARATIVE FIGURESCertain comparative figures have been reclassified.


69

AADFI Association of African Development Finance Institutions

AFD Agence Française de Développement

AfDB African Development Bank

AUCO Asset and Liability Management Committee

ASIDI Accelerated Schools Infrastructure Delivery Initiative

B-BBEE Broad-Based Black Economic Empowerment

BRIC Brazil, Russia, India and China

BRICS Brazil, Russia, India, China and South Africa

BSC Balanced Scorecard

COMESA Common Market for Eastern and Southern Africa

DBE Department of Basic Education

DBSA Development Bank of Southern Africa Limited

DFID The United Kingdom’s Department for International Development

DFRC Development Finance Resource Centre

DIRCO Department of International Relations and Cooperation

DTI Department of Trade and Industry

EAD Exposure at default

ECOWAS Economic Community of West African States

EIB European Investment Bank

EPC Engineering, procurement and construction

GDP Gross domestic product

IASB International Accounting Standards Board

ICAS Independent Counseling and Advisory Services

ICT Information and communications technology

IDIP Infrastructure Delivery Improvement Programme

IFRS International Financial Reporting Standards

IIPSA Infrastructure Investment Programme for South Africa

IPP Independent Power Producers

IRBA Independent Regulatory Board for Auditors

JICA Japan International Cooperation Agency

KfW The German agency Kreditanstalt für Wiederaufbau

LGD Loss given default

MIG Municipal Infrastructure Grant

MISA Municipal Infrastructure Support Agency

MTEF Medium-Term Economic Framework

NDP National Development Plan

NEPAD New Partnership for Africa’s Development

NII Net Interest Income

NSC North-South Corridor

ABBREVIATIONS AND ACRONYMS

04 REFERENCE INFORMATION

NTCSP National Treasury Cities Support Programme

PD Probability of default

PEG Price Earnings Growth

PFMA Public Finance Management Act, No 1 of 1999

PICC Presidential Infrastructure Coordinating Commission

PPP Public/private partnership

PRASA Passenger Rail Agency of South Africa

REIPPP Renewable Energy Independent Power Producers Procurement

SA Inc. South Africa Incorporated

SADC Southern African Development Community

SANRAL South African National Roads Agency Limited

SIP Strategic integrated project

SMME Small, medium and micro-enterprise

SOC State-owned company

UNOPS United Nations Office for Project Services

ABBREVIATIONS AND ACRONYMS CONTINUED


71

FINANCIAL DEFINITIONS

Callable capital The authorised but as yet unissued share capital of the DBSA

Cost-to-income ratio Operating expenses, including personnel, other, depreciation and amortisation expenses, as a percentage of income from operations

Income from operations Net interest income, net fee income and other operating income

Interest cover Interest income divided by interest expense

Long-term debt/equity ratio Total liabilities, excluding other payables, provisions and liabilities for funeral benefits, as a percentage of total equity

Debt/equity ratio (including callable capital)

Total liabilities, excluding other payables, provisions and liabilities for funeral benefits, (including callable capital), as a percentage of total equity and callable capital

Net interest margin Net interest income as a percentage of interest income

Return on average assets Net profit or loss for the year expressed as a percentage of average total assets

Return on average equity Net profit or loss for the year expressed as a percentage of average total equity

Sustainable earnings Profit or loss from operations before grants, net foreign exchange gain/(loss) and net gain/(loss) from financial assets and financial liabilities, including revaluation on equity investments

Registered office Headway Hill1258 Lever Road, Midrand, Johannesburg, South Africa

Postal address PO Box 1234Halfway House1685South Africa

Banker The Standard Bank of South Africa

Auditor Nkonki Inc. Registered Auditor

Company registration number 1600157FN

Preparer The Annual Financial Statements were compiled under the supervision of the Acting Chief Financial Officer, Zodwa Mbele CA (SA)

Telephone + 27 11 313 3911Fax + 27 11 313 3086Home page www.dbsa.org

GENERAL INFORMATION


72

NOTES

WWW.DBSA.ORG

INTEGRATED ANNUAL REPORT - National Government€¦ · 2017 Integrated Annual Report 1. 01 OVERVIEW...

Documents

Transcript of INTEGRATED ANNUAL REPORT - National Government€¦ · 2017 Integrated Annual Report 1. 01 OVERVIEW...