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The recent and sudden dismissal of the president of Bank of Abyssinia, Kebede Temesgen, has flared up behind-the-scene political intrigue that hit deep into the alliance created by the seven largest shareholders of the Bank who control 51pc, write Tamrat G. Giorgis and Issayas Mekuria, Fortune Staff Writers.
 

Behind the Boardroom Politics of Abyssinia

 

 

 

When shareholders of the Bank of Abyssinia installed the current nine-member board of directors, their composition was a source of pride to many of the major shareholders gathered under the Group of Seven (G7) and the Bank's management team. Six of the directors came from outside of the Bank, selected based on their professional standing in their respective careers.

 

 

There is no bank in the country with a board of directors as good as ours, Kebede Temesgen, president of Bank of Abyssinia for four years, told, in May 2006, a visiting team from one of the international banks with whom his bank has a corresponding relations, according to a person who attended the meeting. 

Five months later, it was this same board that fired him from office on Monday, October 9, 2006, after the Board of Directors held a brief special session at the Bank's headquarters housed inside the Ethiopian Red Cross building, Ras Desta Damtew Street.

Eight of the nine directors signed the six-page minutes; it accuses the President on number of faults, including his failure to protect the Bank from paying undue benefits to previous directors.

A general assembly in November 2004 had delegated five major shareholders - Nega G. Egiziyabher, Woldeher Yizengaw, Bizuayehu Tadele and Getu Gellete as well as a representative of Nile Insurance - to study the remuneration scheme for the board of directors of the Bank. The result, disclosed in February 2005, made them entitled for five per cent of the annual net profit when it reaches over 7.5pc of the Bank's equity within the year.

The subsequent two years saw directors paid over one million Birr in benefits; the Bank even paid 588,805.54 Br income tax on this benefit, subjecting it to a total expense of over 1.6 million Br. This was made before legal, special reserves, dividend and carry-forward were deducted.

"It was a genuine oversight," Kebede admitted to Fortune. "None of the people - the finance head, controller, and external auditor - had managed to track it: not even the regulatory bank."

It did not stop the board from firing him the night they had the special session last Monday. He was not even given the opportunity to defend himself in front of the board.

"I was never given prior warning or notice or even reasons for my removal," Kebede told Fortune on Saturday morning in his office at the Bank, perhaps bidding farewell.

All accounts confirmed that a messenger delivered a one page summary dismissal letter to him later that night, advising him to handover his responsibilities to Aselefech Mulugeta, vice president in charge of operations and strategic planning. None of the board members were in the building when Kebede went to the boardroom to talk to them.

"They were not in a mood to confront him," said one of the seven major shareholders.

Aselefech has taken over as of Tuesday as an acting president until such time that a four-man headhunter committee formed on Friday afternoon can come up with a replacement. Names are already flying, including Kidane Nikodimos, former chief of Wegagen Bank, and Chane Yilma, vice president for Administration and Finance of the Bank.

Leaving the state owned Commercial Bank of Ethiopia (CBE) almost seven years ago, Aselefech joined Abyssinia as head of the International Banking Division before she was moved to her position as vice president. Little was she prepared to takeover the chair held by someone credited for turning the fortunes of the Bank around.

Bank of Abyssinia was in deep crisis four years ago, when Kebede, first hired as chief operating officer, took over from Tekalegn Gedamu. It became the first private bank ever to declare a loss of 2.4 million Br in its operation from 2002/03, attributed to the huge amount of provision it had kept to secure 43pc non-performing loans (NPL) of its 650 million Br loan portfolios. Compared to 10pc internationally accepted NPL amount, the situation was understandably alarming, leading the regulators to prohibit the Bank from opening three branches in Arada and Raguel areas in Addis Abeba and in the town of Debre Brehan, 130Km north of Addis.

It was also suspended from paying any dividend to shareholders while it was in a recovery programme, designed to help the Bank come out of the red in 10 months.

Not only were the sanctions lifted in two and half years, thus enabling it to expand its branches from 13 to 25; today, Bank of Abyssinia has   remarkable results in its record. Its paid up capital and reserves grew from 129.5 million Br four years ago to 336.5 million Br last year, the largest among the six private banks. Total deposit increased in four years from 870 million Br to 2.3 billion Br, while lending is at 2.1 billion Br as opposed to 640 million Br.

In terms of profit, Abyssinia finds itself in a far more remarkable position today than it was four years ago when it was wallowing in devastating losses. Accounts closed on June 30, 2006 showed that the Bank has registered 123 million Br gross, a record profit in the 10-year history of the Bank of Abyssinia. That was a growth in dividend from 21.3pc in 2003/04 to 25pc the following year and close to 32pc last year. Its first quarter performance for the current fiscal year has shown a growth of 77pc, with 33 million Br gross, almost double  what it had the previous year.
 

Today, Kebede claims he is leaving behind a Bank that has a loan to deposit ratio of 95pc, an outstanding performance according banking experts. 

Why would the Board of Directors fire a chief executive officer that has brought such outstanding success to the Bank, many wondered after the news was first published in the Amharic Reporter, on Wednesday, October 11?

The Board of Directors appeared to be unforgiving for the mistake committed on the payment of remuneration to the previous directors, three of whom, including Kebede, are still serving. However, they have more to say.

Kebede's resistance and legendary stubbornness is at the centre of their complaints: he pushed for the Bank to invest 50 million Br to bring a core banking system - a computerized way of automating cheque payment - despite concerns from the Board; he refused to sign minutes after attending meetings; and is rough to his own staff leading to mass resignations.

"He is insubordinate to the board of directors," they claimed in their minutes signed on October 9.

Submitting to the Board of Director's wish appears to be the reason, on the surface. In part it is. The president, who is also member of the Board, has had an uphill battle against the Board of Directors not to surrender the power to approve loans to borrowers.

Although many of the powerful shareholders want the Board to have the final say on loans over half a million Birr - and the latter demanded input on loans that are over three million Birr and five million Birr with collateral - the President was adamant. He believes, and is even reportedly supported by the chairman, Philipos W. Mariam, that the Board should limit itself on policymaking, oversight and supervision roles. Giving the Board mandate to approve loans makes the operation bureaucratic and inefficient, if not blurring the checks and balances, according to the President.

This was an issue fought inside the boardroom where the President managed to win a passionate argument last year, few weeks after the new board was installed, according to the minutes of the board, number 234/98-09. The Board decided at this meeting that loans be approved by senior management credit committee.

Major shareholders still maintain the view that giving complete power over loan approvals to management is too dangerous; left unchecked, they fear, would lead to unethical conduct by the senior management team.

Several members of the Board see Kebede's refusal to comply with their request as complete defiance. According to a member of the Board, Kebede even insulted their integrity with his "character" dismissal that "the board members knew nothing about banking".

"No doubt that Kebede has done a remarkable job in the past four years," admitted a major shareholder who would like to see him go. "But, his interpersonal communications with the Board, prospective borrowers and the staff has been awful."  

Kebede contested all these charges as "frivolous". If he is unpopular - and he is in the eyes of many - he believes it is because he wanted to instil diligence and integrity among his staff, while he sees his personality as dedicated, disciplined and of a man see himselfas integrity. He rather claims to have become a victim of vengeance by powerful shareholders.

"What I was continuously receiving for the last three and half years from a very powerful group of shareholders and major defaulters was that they will do everything within their power to have me removed from my position as president," he told Fortune.

He believes these "powerful" shareholders have "orchestrated and engineered foul-play" in his removal, after arm twisting the Board of Directors. 

Although he declined to disclose the identity of these "powerful shareholders", it was obvious on whom he is pointing his fingers: Abebaw Desta and Minweyelet Atnafu, two of the seven largest shareholders and owners of the Star Business Group. Their company had owed the Bank of Abyssinia close to 300 million Br when the government arrested them four years ago, accusing them of being involved in grand corruption, charges they were both acquitted from last year.

According to industry observers, Kebede has accomplished a lot during his time at the Bank of Abyssinia, in recovering badloans from defaulters, including the Star Business Group and Nile International, a company owned by Temesgen Mehari, one of the major shareholders of Nile Insurance that has a substantial stake in the Bank.  

Kebede has alleged the Board has become captive to these "powerful shareholders". Abebaw denied any involvement with the Board's decision, and declined to comment further.

Kebede said he is leaving Abyssinia proud and with a sense of accomplishment. He is happy for bringing a "technically bankrupt" Bank to the light of day. Judging from his tone and body language during an interview for this piece on Saturday, he was also bitter, believing that the summery dismissal will prohibit him from assuming a similar position in any financial institution in Ethiopia, according to a rule of the National Bank of Ethiopia. 

His legacy will remain, though. What followed the Board's decision to fire Kebede is the survival of an unusual alliance created last year by seven of the largest shareholders of the Bank of Abyssinia that control close to 51pc of the Bank.

Members of the G7 have now divided among those who opposed the decision outright; those who wanted to offer Kebede a honorable exit and forcing him to resign; and those who wanted him to be dismissed immediately. The issue has been on the table for some time, according to reliable sources.

With the latter group appearing to have prevailed, the others have begun to harbour a sense of betrayal, according to several interviews conducted by Fortune. A few claimed that the group has been dissolved.

"It is a coup staged behind our back," said one member of the G7, vehemently opposing the dismissal.

"I would have liked it be conducted slowly and in a fair manner," said another, but claiming the G7 remains alive.

With the 10th general assembly ahead of them, most likely to be held in November this year, shareholders of the Bank of Abyssinia will have a lot of boardroom politics in store, on top of the remarkable performance report in their annual report.