BEE

Our purpose is to contribute meaningfully to the socio-economic transformation of our society through the black economic empowerment process, and thus sustain future stability, growth and profitability.

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Corporate Governance

The principles by which companies are managed and controlled, is of the utmost importance to the directors of a company and its stakeholders.

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Administration Information

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Black Economic Empowerment at Absa

Absa’s Black Economic Empowerment (BEE) purpose is to contribute meaningfully to the socio-economic transformation of our society through the black economic empowerment process, and thus sustain future stability, growth and profitability.

  • A culture of growth

    Absa’s growth is partly linked to our ability to identify and address the requirements of the emerging market, while growing shareholder value.

    Through working with the Financial Sector Charter (FSC) and the Codes, we aim to achieve and exceed where possible:

    • The South African demographic representation of society in our customer base
    • The statutory targets at all levels of employed personnel
    • A culture, underpinned by the Absa values, in which all employees can engage in and feel a part of
    • Discernable participation in support of the national priorities of the South African Government

    When Absa’s transformation strategy was developed we were mindful to approach it in a tactful and non-offensive manner. We took into consideration the business realities and required our employees to embrace transformation and include it within their work space.

  • Human Resources

    Absa believes that the key to success lies in highly capable, empowered and motivated employees who, as stakeholders, help shape our group’s sustainable future. As we strive towards a high-performance culture, our key objectives are to value and build diversity (both internally through employment equity and externally through leadership programmes), and to empower all employees to reach their full potential through skills development initiatives.

    Due to historical factors, there are demographic categories that still experience vestiges of inequality and disadvantage due to gender, disability and other forms of being different. The previous economically-misaligned education system has contributed to the labour market still lacking the adequate supply of appropriately qualified and skilled people, particularly among the disadvantaged groups.

    Absa has therefore committed itself to contribute towards redressing these anomalies. In doing so, the Absa Transformation and Employment Equity strategy is designed to correct the limitations faced by designated groups at the workplace through a comprehensive and robust employment equity and diversity management programme.

    In embarking on this process, Absa is fully aware of the challenges of the urgent needs to meet the reasonable expectations of those who were prejudiced by the past and those who are apprehensive about the future. In the spirit of pursuing a common and imperative destiny, leadership will demonstrate character and integrity and employees will reciprocate commitment and passion in pursuit of a transformed Absa.

    To ensure that every employee of Absa is fully developed and given recognition for their contribution, a number of transformation programmes are in place. For example, the Group has set statutory targets for itself that are more challenging and stretch over a period of 5 years, ranging from Top Management to Junior Management.

    Talent pipelines are to be aligned with the employment equity and transformation strategy, and there is a 10 point Executive Committee plan that seeks to change and make the culture and environment inclusive of all employees. There is also active support to ensure there is accommodation for employees with disabilities, to name but a few.

    There is no doubt that transformation and employment equity has taken the centre stage within Absa. The Group is currently enjoying the success of not only embracing diversity, but leading it. Continuous engagement in performance management and fostering a culture of creating winning teams is yielding good fruit.

     

  • Procurement Partners

    Absa supports preferential procurement as a lever for economic transformation and Broad-Based Black Economic Empowerment (BBBEE). We are committed to working with our existing suppliers to transform themselves, as well as sourcing products and services from new suppliers that embody the principles of transformation.

    For transformation to be sustainable, prices and service levels need to be competitive. Absa therefore assists its suppliers to be competitive through local and global benchmarking and sourcing processes where the entire supplier offering is evaluated, including BBBEE contribution level, price, service and quality.

    By using its buying power, Absa has also been instrumental in many of its suppliers producing their own BBBEE scorecard and submitting to a verification of their BBBEE status. The number of new verification certificates and the improvement in our own preferential procurement score demonstrates that suppliers have an improved understanding of where they are at and can take further steps to improve.

     

  • Enterprise Development

    Absa views Enterprise Development as an integral part of developing and fostering Black small- to medium sized enterprise (SME) development in South Africa. Absa firmly supports, and views itself as an integral part of the National Agenda in promoting a thriving SME sector as part of its poverty alleviation initiatives.

    While financial support is a key driver of success in a business, access to markets and building business skills are significant challenges faced by SMEs. A business without a client or customer is no business at all, regardless of how well funded, managed, or how valuable the service. Through innovation, alignment, facilitated linkages and thought leadership, our approach to Enterprise Development is founded on three pillars – giving SMEs access to finance, markets and non-financial business support.

    Our Absa Enterprise Development Centres were established to provide and deliver support and services to Entrepreneurs and SMEs - for strengthening the job creation potential, productivity, sustainability and competitiveness of these enterprises in the form of infrastructure, financial literacy, business skills and mentorship.

    These centres are points of destination where SMEs can access non-financial support in the form of advice and other related services. Some of the business development services offered to SMEs include:

    • Hot-seats/workstations and boardroom(s)/meeting rooms with telecom facilities for EDC members.
    • Advisory services on:
      • Absa ED offerings (including the Procurement Portal, Procurement Finance and Developmental/Equity Funding).
    • Workshops focusing on:
      • Business plans (review), cash flows, licenses, permits, registration regulations and documents required to start and/or register a business, tax compliance etc.
      • Entrepreneurial skills development, financial literacy, business principles etc.
    • Provision of network platforms through seminars etc.

    Absa does more than help small business owners to manage their own businesses -- we assist them to identify potential opportunities for their businesses. Penetrating existing markets, or creating new markets, is not an easy feat when larger, more established competing businesses already exist. In South Africa, Absa’s virtual marketplace, called the Procurement Portal, allows SME suppliers to be visible to corporate and parastatal buyers to help them access new markets, to excel and realise their full potential.

     

  • Ownership and Control

    In July 2004, Absa became the first of the big banks to conclude a significant BEE transaction when it sold 10% of its equity, with full voting rights, to the Batho Bonke empowerment consortium, which is broad based and extends over the entire spectrum of the empowerment landscape. An additional 1% of Absa’s equity was set aside for an Employee Share Ownership Programme.

    Following the implementation of the Batho Bonke transaction, a broad base of previously disadvantaged persons across the country’s nine provinces became the collective owners, with full voting rights of 73,1 million Absa shares, representing a 10% stake in the Absa Group. According to information supplied to Absa from Batho Bonke, more than 1,2 million previously disadvantaged people – nearly 2,6% of South Africa’s population – have benefited from Absa’s empowerment transaction. Participants comprise groups and individuals, including community trusts, women’s groups, BEE companies, stokvels, small and medium businesses and individuals with standing in the community.

    Absa has always recognised that the growth of the South African economy largely depends on the extent to which historically disadvantaged South Africans participate meaningfully in the economy. For this reason, Absa has aimed and continues to aim to facilitate increased participation by enhancing its engagement with black people and black-owned companies as shareholders, customers, suppliers, employees and members of the community.

     

     

  • Empowerment Financing

    Absa provides financing to multiple BEE initiatives. In one of its BEE transaction financing initiatives Absa underwrote a project finance revolving facility for R300 million for the Trans-Caledon Tunnel Authority for the Berg Water Project. This financing is going towards the construction of a dam with a gross storage capacity of 130 million m3 on the Berg River and a supplemental scheme on the Dwars River outside Franschhoek.

    Absa has also underwritten a revolving project finance facility for R1 billion and a bridging facility for R100 million. These funds will be used for the Vaal River Eastern Subsystem Augmentation Project, which involves the construction of a 122 km pipeline to deliver water from the Vaal Dam to the Knoppiesfontein diversion structure, which discharges into either the Trichartsfontein or Bosjesspruit dams near Secunda.

     

  • Financial Services Access

    Our customers are the cornerstone of our vision to become 'the go-to bank in South Africa and the rest of Africa'. To do so, we need to empower existing customers to achieve their dreams and ambitions, and we need to provide relevant products and services to untapped markets. Our Customer Charter sets out our commitment to providing the highest standard of customer service by offering relevant financial advice, products and services.

    One of our key business imperatives is to increase our share of the black market. The challenge lies in educating the 'un-banked' sector (those individuals who have never used banking services before), providing products that are relevant and affordable to them, and increasing Absa’s physical footprint in communities where our services do not currently exist.

     

  • Consumer Education

    Our customers are the cornerstone of our vision to become 'the go-to bank in South Africa and the rest of Africa'. To do so, we need to empower existing customers to achieve their dreams and ambitions, and we need to provide relevant products and services to untapped markets. Our Customer Charter sets out our commitment to providing the highest standard of customer service by offering relevant financial advice, products and services.

    One of our key business imperatives is to increase our share of the black market. The challenge lies in educating the 'un-banked' sector (those individuals who have never used banking services before), providing products that are relevant and affordable to them, and increasing Absa’s physical footprint in communities where our services do not currently exist.

     

  • Corporate Social Investment

    Absa's Corporate Social Investment (CSI) is aimed at facilitating and creating platforms for contributing to nation-building by delivering on the Group’s mandate towards social upliftment while enhancing business relevance and sustainability.

    Absa CSI is viewed as a business imperative and a contribution to Absa’s goals, to the country’s social, development and economic needs and to making a difference in the lives of the underprivileged.

    Key to Absa’s CSI strategy are deliberate partnerships with government and reputable non-profit organisations whose development goals are aimed at viable, innovative and sustainable solutions in response to national and global priorities. Absa’s CSI projects are therefore aimed at addressing social and economic disparities and responding to government’s developmental priorities. Programmes are implemented within the following focus areas – Education; Health and Disability; Entrepreneurship; Environment as well as Heritage and Preservation. Projects are implemented in an integrated manner through the Absa Foundation, business units and Absa Executives.

     

Corporate Governance

The principles by which companies are managed and controlled, is of the utmost importance to the directors of a company and its stakeholders.

  • Basel Rating

    The Basel Committee on Banking Supervision developed the Basel II Accord with the aim of strengthening the soundness and stability of the banking system and promote the adoption of stronger risk management practices by the banking industry.

    Basel II comprises three pillars:

    • Minimum capital requirements
    • Supervisory review
    • Market discipline (disclosure)

    Absa implemented Basel II from 1 January 2008. The market discipline (Pillar 3) sets out certain disclosure requirements and states that banks’ disclosures should be consistent with how Senior Management and the Board of Directors assess and manage the risks of the bank.

    The Absa Pillar 3 disclosure document endeavours to cover the requirements relating to capital-adequacy, risk profile and risk management practices not covered in other public documents or arenas, and as far as these are prescribed by regulation 43. Where considered appropriate some additional information has been included in the document.

  • Customer Service Charter

    As one of South Africa's leading financial services providers, we at Absa, aim to change the face of banking. That's why we're totally committed to the Code of Banking Practice, and accept all legally binding judiciary rules as recommended by the Ombudsman for Banking Services (OBS) (previously - Bank Adjudicator). Your experience with Absa is important to us, and in striving towards service excellence, we need your help.

    Please assist us by rating our service. After all, it's about listening, learning and growing together. We have defined our dispute resolution process in order to deal with all complaints.

    Customer Charter

    Banks who are members of the Banking Association, agreed to be bound by the jurisdiction of the OBS on a voluntary basis. In other words, there is no law that requires banks to belong to the OBS scheme. However, if a bank does not want to be subjected to the OBS, the said bank may not be a member of the Banking Association. The OBS Office is an independent and impartial Section 21 company (not for gain). The OBS Office reports to the OBS Board - not to the Banks.

    Independence of the OBS

    The Ombudsman acts independently and objectively in resolving disputes and is not influenced by anybody in making decisions.

    Power of the OBS

    The OBS resolves disputes by using the following criteria:

    • The law
    • Applicable industry codes or guidelines
    • Good banking practice
    • Banking practice in other jurisdictions
    • Fairness in all the circumstances

    Procedure to resolve complaints

    The OBS may make use of the following to resolve a complaint:

    • Assessment of the merits of the case
    • Mediation between the parties
    • A written recommendation describing how the matter should be resolved and the reasons for the recommendation
    • The OBS may personally make a binding written determination, based on the law or the Code in a case where a recommendation has not been accepted by all the parties concerned

    Jurisdiction of the OBS

    The OBS can handle a complaint if:

    • The complainant is a customer of the bank
    • The complainant - if a small business, partnership, association, trust or close corporation - does not have a turnover exceeding R10 million per annum
    • The claim is for R2 million or less
    • The complainant has, without success, raised the complaint with the bank
    • The complainant has obtained (or tried to obtain) a complaint reference number from the bank
    • The complaint concerns the bank's own products or services, or advice given by the bank's own staff regarding its own (or another institution's) products
    • There has been misadministration on the part of the bank leading to some significant loss, distress or inconvenience

    The OBS cannot handle a complaint if:

    • The claim is (or has been) subject to legal action
    • The case would be more appropriately handled by a court (e.g. evenly balanced disputes of fact, third party involvement and complex issues)
    • The bank has exercised its commercial judgement (e.g. called in a loan or increased administration fees)
    • The cause of the complaint arose over three years ago
    • The claim has prescribed (i.e. is older than the legal time limit)
    • The complaint is pursued in a frivolous, vexatious, offensive, threatening or abusive manner
  • Code of Banking Practice

    The Code of Banking Practice is a voluntary code that sets out the minimum standards for service and conduct customers can expect from the bank with regard to the services and products it offers, and how the bank would like to relate to customers.

    The Code will be a guide for customers when they transact with their bank and it will help them better understand their rights and responsibilities as well as the bank’s responsibilities in serving customers.

    Absa is committed to meeting the standards set out in this Code. Our relationship with customers will be guided by four key principles, namely fairness, transparency, accountability and reliability.

    • The Code aims to promote good banking practices by:Setting minimum standards for banks when dealing with their customers.
    • Increasing transparency so that customers can have a better understanding of what they can reasonably expect of the banks’ products and services.
    • Promoting a fair and open relationship between banks and their customers.
    • Fostering confidence in the banking system.

    Although the COBP is based on self-regulation and exists as a voluntary code of conduct, there is other legislation, which has an impact on the relationship between a bank and its clients, and therefore has an impact on the COBP.

    Acts that have a bearing on the COBP include:

    • Consumer Protection Act (2008)
    • National Credit Act (2005)
    • Financial Advisory and Intermediary Services Act (FAIS) of 2002
    • Financial Intelligence Centre Act (FICA) of 2001
    • Financial Services Ombud Schemes Act of 2004
    • Promotion of Equality and Prevention of Unfair Discrimination Act of 2000
    • Promotion of Access to Information Act of 2000

     

  • Dispute Resolution

    Should you have any comments, complaints or compliments regarding our service or our dispute resolution process, please let us know. This feedback helps us to learn and to improve our service.

    What you can expect:
    • To have your concerns and complaints heard
    • To be treated with dignity and respect
    • To have your concerns and complaints treated with fairness
    • To receive a quick and appropriate response to any complaints
    • To have your concerns or complaints escalated where necessary
    • To be thanked for raising your concern/compliment/complaint
    Lodging a complaint

    Should you have a complaint, please feel free to contact us via your nearest Absa Branch or by contacting us directly via email or telephonically

    Should the complaint not be resolved immediately, Absa will register your complaint and provide you with a reference number.

    Within 3 business days, you will be provided with a resolution or the estimated time required to resolve the complaint. In the unlikely event we cannot resolve your complaint within 20 business days, you will receive a letter of resolution/conclusion on our position or an indication of when we expect to reach resolution. If you are not satisfied with the resolution/conclusion, you are invited to escalate your complaint as indicted in the escalation process.

    Internal dispute resolution

    Section 6 of the Code of Banking Practice (COBP) deals with:

    • The undertakings of the bank with regard to dispute resolution
    • The bank's Internal Dispute Resolution Procedures (referred to as IDRP)
    • The Ombudsman for Banking Services (referred to as OBS)
    • Reference to FAIS

    All the banks that are members of the Banking Association have adopted IDRP, which became effective on 1 April 2003.
    The IDRP is in line with the requirements of the complaints procedures as defined in FAIS and specifically in the FAIS General Code (referred to as FAIS GC).

    It is of the utmost importance that customers’ disputes with the bank are addressed successfully.

    The following are required of the banks with regard to internal dispute resolution:

    • The bank's IDRP must comply with the standards determined by the Banking Association
    • The bank must acknowledge a client's initial complaint within a set time period
    • The bank must indicate to the client how long it will take to respond more fully to the complaint. This will happen when the bank
    • Acknowledges receipt of the complaint and/or negotiates a resolution date acceptable to the client
    • If a client requests it, the bank must provide him/her with information of the IDRP
    • If a client wants to lodge a complaint, the bank must inform him/her how to do it
    • If the client is not satisfied with the outcome of a complaint, the bank must inform the client what he/she can do next
    • The bank must ensure that all staff in branches, client care staff or call centre staff assist a client with any queries and/or complaints
    • The client can use the bank's website to obtain more information or to lodge a complaint
    • Before the client lodges an official complaint with the OBS Office, he/she should first contact the bank to attempt to resolve the issues
    • The bank must give the client a reference number for the complaint

     

     

  • Ombudsman for Banking Services

    Formerly known as the Banking Adjudicator, the Ombudsman for Banking Services (OBS) offers a free service to customers, displaying impartiality, fairness and confidentiality. It is supported by all major banking institutions, including Absa, and the Ombudsman for Banking Services is Advocate Clive Pillay.

    Structure of the OBS

    Banks who are members of the Banking Association, agreed to be bound by the jurisdiction of the OBS on a voluntary basis. In other words, there is no law that requires banks to belong to the OBS scheme. However, if a bank does not want to be subjected to the OBS, the said bank may not be a member of the Banking Association. The OBS Office is an independent and impartial Section 21 company (not for gain). The OBS Office reports to the OBS Board - not to the Banks.

    Independence of the OBS

    The Ombudsman acts independently and objectively in resolving disputes and is not influenced by anybody in making decisions.

    Power of the OBS

    The OBS resolves disputes by using the following criteria:

    • The law
    • Applicable industry codes or guidelines
    • Good banking practice
    • Banking practice in other jurisdictions
    • Fairness in all the circumstances
    Procedure to resolve complaints

    The OBS may make use of the following to resolve a complaint:

    • Assessment of the merits of the case
    • Mediation between the parties
    • A written recommendation describing how the matter should be resolved and the reasons for the recommendation
    • The OBS may personally make a binding written determination, based on the law or the Code in a case where a recommendation has not been accepted by all the parties concerned
    Jurisdiction of the OBS

    The OBS can handle a complaint if:

    • The complainant is a customer of the bank
    • The complainant - if a small business, partnership, association, trust or close corporation - does not have a turnover exceeding R10 million per annum
    • The claim is for R2 million or less
    • The complainant has, without success, raised the complaint with the bank
    • The complainant has obtained (or tried to obtain) a complaint reference number from the bank
    • The complaint concerns the bank's own products or services, or advice given by the bank's own staff regarding its own (or another institution's) products
    • There has been misadministration on the part of the bank leading to some significant loss, distress or inconvenience
    The OBS cannot handle a complaint if:
    • The claim is (or has been) subject to legal action
    • The case would be more appropriately handled by a court (e.g. evenly balanced disputes of fact, third party involvement and complex issues)
    • The bank has exercised its commercial judgement (e.g. called in a loan or increased administration fees)
    • The cause of the complaint arose over three years ago
    • The claim has prescribed (i.e. is older than the legal time limit)
    • The complaint is pursued in a frivolous, vexatious, offensive, threatening or abusive manner
    Contact Ombudsman for Banking

    Call Ombudsman: +27 (0) 11 712 1800

    Sharecall: 0860 800 800

    E-mail us at: info@obssa.co.za

    Web address: www.obssa.co.za

  • The National Credit Act

    The National Credit Act, which requires all financial institutions and lenders to register as credit providers, came into effect on 1 June 2007. 

     

    This Act aims to protect you by regulating our country’s credit-granting practices so that you can benefit from a credit environment that is transparent, fair and responsible. Money can either restrict you because of debt weighing you down, or money can ease your mind and set you free to live your life as you choose. The money you work so hard for, can work even harder for you when you understand and manage it well. Absa looks forward to partnering with you in this rewarding journey.

    What is the National Credit Act?

    The National Credit Act (NCA) protects your rights as a consumer by regulating the granting of loans or credit. In short, it makes responsible lending a shared responsibility between you and your credit provider. By making your credit or loan applications transparent, fair and easy to understand, it gives you the knowledge and power to manage your debt effectively and pay it back comfortably.

    The Act reminds you that you have both the right and responsibility to understand and question how your credit agreements are structured, what payments you will be required to make, and what the terms and conditions involve.

    Which credit agreements are regulated by the Act?

    Banks:

    • Loans
    • Mortgages (Bonds)
    • Overdrafts
    • Credit cards
    • Vehicle finance
    • Any other personal finance

    Retailers:

    • Furniture finance
    • Clothing accounts
    • Store

    Other Categories:

    • Micro-loans and pawn transactions
    • Any other type of credit or loan provided to you
    How does the NCA benefit you?

    The National Credit Act ensures that:

    • You are not discriminated against when you look for credit
    • You will be getting all the information you need on credit agreements in the official language of your choice
    • You understand all the terms used
    • You understand all fees, costs, interest rates, the total installment and any other details
    • You are offered the best products for your needs and the most responsible lending options
    • Your interest rate is reasonable
    • You can speak to a debt counsellor should you experience difficulty with your repayments
    • You can say no to increases on your credit limit
    • You decide whether or not you want to hear about products or services from credit suppliers via telephone, SMS, mail or e-mail campaigns
    What can you do to borrow affordably and wisely?

    The following must be disclosed by the bank:

    • Avoid buying goods on credit just because you can. Make sure that you really need them and that you can afford to pay for it over the long term
    • Always pay off your monthly installments on or before the due date to keep interest rates to the minimum and maintain a good credit record
    • Always pay off the loan with the highest interest rate first. This helps you to save on interest payments in the long run
    • Only apply for credit from a registered credit provider, such as Absa
    • Give the credit provider all the information they ask for to help them understand how much credit you can comfortably afford to pay back
    • Avoid turning short-term debt (like credit cards) into long-term debt (such as your home loan) simply to increase your cash flow now. You don’t want to repay last month’s grocery bill over the period of your home loan, as you pay more interest over a longer period of time
    • Live within your means by not spending more than you earn
    • Find out what your credit rating is and update your information regularly
    What is Absa’s Language Statement of Intent?

    The National Credit Act provides that a customer has the right to receive documents in plain and understandable language. The National Credit Regulator has approved for Absa to make these documents available in English and Afrikaans, but should a customer require assistance in another official language, this can be reviewed.

    Email: languagepolicy@absa.co.za

    Call the Credit Regulator on: 0860 62 76 27

    Call us Toll-Free on: 0800 41 41 41

    Email Credit Regulator at nca.customers@absa.co.za

    Web Address: www.ncr.org.za

     

     

     

     

  • Downloadable PDFs

Absa's administrative information

  • Registered Office

    Address:

    7th Floor, Barclays Towers West
    15 Troye Street, Johannesburg, 2001

    Postal address:

    PO Box 7735, Johannesburg, 2000

    Telephone:

    (+27) 011 350 4000

    E-mail:

    groupsec@absa.co.za

  • Transfer secretary

    Computershare Investor Services Proprietary Limited

    Address:

    70 Marshall Street, Johannesburg, 2001

    Postal address:

    PO Box 61051, Marshalltown, 2107

    Telephone:

    (+27) 011 370 5000

    Telefax:

    (+27) 011 370 5271/2

    E-mail:

    questions@computershare.co.za

  • Group Secretary

    NR Drutman

    Address:

    7th Floor, Barclays Towers West
    15 Troye Street, Johannesburg, 2001

    Postal address:

    PO Box 7735, Johannesburg, 2000

    Telephone:

    (+2711) 350 4000

    E-mail:

    groupsec@absa.co.za

  • Auditors

    PricewaterhouseCoopers Inc.

    Address:

    2 Eglin Road, Sunninghill, 2157

    Telephone:

    (+27) 011 797 4000

    Fax:

    (+27) 011 797 5800

     

    Ernst & Young Inc.

    Address:

    102 Rivonia Road, Sandton, Gauteng 2196

    Telephone:

    (+27) 011 772 3000

    Fax:

    (+27) 011 773 4000

  • Sponsors

    JP Morgan Equities Limited
    (Lead independent sponsor)

    Address:

    No 1 Fricker Road, Cnr. Hurlingham Road, Illovo, Johannesburg, 2196

    Postal address:

    Private Bag X9936,
    Sandton, 2146

    Telephone:

    (+27) 011 507 0300

    Fax:

    (+27) 011 507 0353

     

    Corporate and Investment Banking
    (Joint sponsor)

    Address:

    15 Alice Lane, Sandton, 2196

    Postal address:

    Private Bag X10056, Sandton, 2146

    Telephone:

    (+27) 011 506 7951

    (+27) 011 895 6821

    Fax:

    (+27) 011 895 7809

Need more help?

Let one of our consultants assist you.

Call us on:

0800 41 41 41

E-mail us at:

actionline@absa.co.za

Visit your nearest branch