Access Holdings Plc delivered a profit before tax of N1.007tn, underscoring the strength of its diversified platform and expanding earnings base across key markets. Total assets grew to N51.56tn, with customer deposits increasing strongly, reflecting sustained franchise momentum and deepening customer trust.
This was disclosed at its fourth Annual General Meeting on Wednesday, reaffirming its strategic transition toward long-term value creation, balance sheet resilience, and disciplined growth amid a dynamic operating environment.
Speaking at the AGM, the Chairman, Aigboje Aig-Imoukhuede, emphasised that the defining test of a financial institution was not merely its capacity for growth, but its ability to grow profitably, sustainably, and with discipline over time.
He noted that Access Holdings’ performance in 2025 reflected a deliberate approach to strengthening the institution’s long-term fundamentals while maintaining strong financial results.
However, the chairman stressed that the results must be viewed in context. During the year, the group took a prudent decision to accelerate the recognition of legacy exposures and exit regulatory forbearance positions, resulting in elevated impairment charges.
This, he explained, reflected a clear strategic choice to prioritise balance sheet strength and long-term resilience over short-term earnings optimisation.
“Periods of volatility often reveal more about an institution than periods of uninterrupted growth. Our focus remains on building a business that is not only growing but improving in the quality and sustainability of its earnings,” he stated.
The AGM highlighted the group’s continued evolution beyond traditional banking into a diversified financial services ecosystem, with growing contributions from investment management, insurance, and technology-driven platforms.
While banking remains the core earnings engine, new growth verticals, including Access ARM Pensions, Access Insurance Brokers, Oxygen X Finance, and Hydrogen Payments, are expanding the group’s footprint in digital finance, consumer lending, and payments, strengthening its long-term earnings mix and scalability.
This transformation is further anchored on an “ideas-to-ventures” approach, positioning Access Holdings not only as a financial institution of scale, but as a platform for innovation and future growth engines.
Looking ahead, he stated, “The Strategy, From Scale to Value, reflects the natural evolution of our journey. Scale created opportunity, value creation is how we fully realise it.”
The chairman noted that while the group continued to generate strong returns, closing the gap between returns and cost of equity remained central to unlocking shareholder value. He also acknowledged the existence of significant unrealised value within the group’s international subsidiaries, with a clear emphasis on improving market recognition of this intrinsic value.
The board addressed shareholder concerns regarding dividend payments, clarifying that the non-payment of dividends was driven by regulatory alignment and compliance considerations within the banking subsidiary.
Aig-Imoukhuede reaffirmed that this position did not reflect diminished earnings capacity but rather aligned with supervisory expectations and prudent capital management. He assured shareholders of the board’s commitment to resuming dividend payments as soon as regulatory conditions were satisfied.
“Our approach is clear: capital retained today must translate into value delivered tomorrow and sustainable returns to our shareholders,” he said.
Access Holdings also highlighted continued progress in strengthening governance and leadership continuity. During the year, Innocent Ike was appointed Group Managing Director/Chief Executive Officer, while the board was reinforced with the appointment of Ibironke Adeyemi, an Independent Non-Executive Director.
The chairman noted that leadership transitions were executed with stability and alignment, ensuring continuity of strategy, operational resilience, and stakeholder confidence.
The group reiterated its commitment to sustainability as an integral part of its strategy, advancing financial inclusion, supporting Small and Medium-sized Enterprises, and investing in education, the arts, and the creative economy as drivers of long-term economic and societal value.
Despite continuing macroeconomic uncertainties, Access Holdings expressed confidence in its strategic positioning, underpinned by disciplined execution, a diversified business model, and a strengthened capital base.
Aig-Imoukhuede concluded by reaffirming the group’s long-term commitment, saying, “Our responsibility is to justify the confidence of our shareholders by building an institution that endures, one defined by clarity of purpose, discipline of execution, and sustainable value creation over time.”