Ahafo Ano Premier Rural Bank, headquartered in Kunsu Wioso, Ahafo Ano South West in the Ashanti Region, was established in 1983 with a clear mission of providing reliable and effective financial intermediation to support individuals and viable economic ventures to spur growth and development in its catchment area.
The bank currently has a nine-branch network spread across our operational area. Our branches include Suame, Tepa, Mankranso, Kunsu, Pokukrom, Mpasaso, Tarkwa Maakro, Wioso and Abuakwa – all in the Ashanti Region.
The bank has helped bridge the financial inclusion gap by making it possible for the underserved and unserved segments of the population to have access to financial services with our wide coverage of branches spread across the Ahafo Ano North, Ahafo Ano South, West and East and in the Kumasi Metropolis.
Some of our branches are located in rural areas where the universal banks and other financial institutions are reluctant to penetrate. This is a testament of our commitment to support and push financial inclusion.
The bank currently has about 85,000 customers and this is a demonstration of our coverage and trust by the banking public in our catchment area. The data also shows that we are driving financial inclusion to provide economic empowerment.
We are one of the most efficient and resilient rural banks in the country. This is due to the fact that we have been able to surmount operational challenges that emanated from the banking sector reforms, the Domestic Debt Exchange Program (DDEP) and other macro and micro environmental challenges.
We can, therefore, say unequivocally that we are stronger and can assure our key stakeholders such as investors and customers to trust us to offer them superior value for their investments.
Another fact that supports our strong policy is that we have recorded a net worth (shareholders fund) of GH₵9.6million as at October 2024, compared to GH₵4.2million in December 2023, which constitutes 54.2 percent growth.
The growth in shareholders fund has improved the bank’s Capital Adequacy Ratio, which is within the Bank of Ghana benchmark and has enhanced our solvency. This implies that our bank has the capacity to absorb shocks. Moreover, the bank’s deposit has grown by 84.9 percent from GH₵103.3million in December 2023 to GH₵190.8million in October 2024.
Leveraging digital technology
Ahafo Ano Premier Rural Bank’s growth trajectory is evidenced by the deployment of ATM and mobile banking technology (USSD short code *992#) as customer touchpoints and alternative channels to deepen financial inclusion.
We know that these additional channels will maximise existing and prospective customer inclusiveness, positive experience which will create convenience and accessibility.
Customers can access their funds and transact business anytime and anywhere without the hustle of walking into our branches. The general public should, therefore, be assured of the efficiency of our ‘self-help’ digital platforms which are powered by the same digital solutions as the universal banks.
Financial performance
Despite the shocks that test resilience of banks such as locked up funds which resulted from the banking sector reforms the DDEP and the current macroeconomic challenges, our bank continues to excel in terms of financial soundness evidenced by indicators such as asset quality, liquidity, solvency operational efficiency and profitability.
We are also doing well in key balance sheet indicators.
The table that follows highlights our financial performance.
| Items | October 2024
GH₵ |
2023
GH₵ |
Percentage Growth |
| Deposits | 190.8 million | 103.3 million | 84.9% |
| Investments | 143.9 million | 46.9 million | 206.8% |
| Loans & Advances | 40.5 million | 32.4 million | 25% |
| Total Assets | 214.6 million | 111.6 million | 92.2% |
| Stated Capital | 2.0 million | 1.8 million | 11.1% |
| Net Worth | 9.6 million | 4.2 million | 54.2% |
| Profit (Loss)
Before Tax |
4,946,207 | 935,493.00 | 428.7% |
Our strategic intent
We realise that banking today goes beyond the financial bottom-line. Key stakeholders such as employees, customers and community will continue to attract our needed attention. Our trump card is, therefore, the implementation of robust internal controls and Customer Service Retention (CSR) strategy that will promote positive performance and effective social impact in our communities.
We will also leverage effective customer experience management strategy to ensure exceptional customer experience to drive customer satisfaction and loyalty as well as competitive differentiation.
Our existing and prospective customers must, therefore, continue to look forward to receiving more superior and value-added services.
Knowing that human resource play key role in the banking industry, we prioritise and continue to deepen training and satisfaction of employees to attract and retain the right talent who would provide competitive customer service.
