By John Manning, International Banker
It should come as no surprise that 2025 turned out to be a decidedly memorable year for Banco Keve. The Angolan banking powerhouse is now reaping the rewards of a highly layered, multi-year strategic transformation that began in 2022, positioning it as the country’s lender of choice for corporate banking, especially in key sectors such as oil and gas, mining, large-scale agriculture and the processing industry.
Not only was the bank’s strength clearly demonstrated through its stellar achievements on the financial front that saw it roar into Angola’s top five banks by assets and profitability, with total assets reaching approximately US$1.5 billion and sustained profitability supported by corporate and trade-related activity, but it also executed more than $800 million in trade-finance operations during the year. This was pivotal in reinforcing its position as an unequivocal market leader for structured international transactions.
While an increasingly dominant local market presence is certainly laudable, Banco Keve is also now strategically expanding its international positioning.
Indeed, while an increasingly dominant local market presence is certainly laudable, Banco Keve is also now strategically expanding its international positioning. This was achieved in 2025 mainly through the operation of a direct US-dollar correspondent account in New York, further enhancing its growing international visibility following its role as the first Angolan bank exhibitor at Sibos 2024, the prestigious annual conference and exhibition organised by SWIFT (Society for Worldwide Interbank Financial Telecommunication) for the financial-services industry.
Beyond balance-sheet growth, such developments amply highlight Banco Keve’s execution-driven, internationally aligned growth story, firmly anchored in Angola’s key strategic economic sectors.
Much of Banco Keve’s recent success can be credited to its comprehensive digital transformation—a formal strategy that initially planned to invest more than $12 million over two years in information technology (IT) infrastructure and cybersecurity to support its bid to become Angola’s leading corporate-focused bank. Since then, however, total investment has more than doubled, reflecting a sustained commitment to digital resilience and scalability, while the transformation has modernised several core banking areas, including payment and settlement systems, data architecture, cybersecurity, compliance technology and straight-through processing.
The funding has proven crucial for bolstering the bank’s capabilities across important business functions, including high-volume foreign-currency payments and complex trade-finance operations exceeding US$1 billion annually. It has played a critical role in mitigating operational risk and in promoting reliable, resilient and trustworthy operations, while cybersecurity frameworks now crucially align with international correspondent-banking standards. This has proven essential for supporting the bank’s US-dollar clearing capabilities and protecting clients’ operations on an end-to-end basis.
This means that Banco Keve today operates one of the most advanced digital-banking infrastructures in Angola, earning widespread industry recognition and awards for its transformation achievements. It has also done much to generate considerable gains in efficiency and productivity; higher system availability, faster processing times, improved customer experience and a more efficient, scalable cost base have all been confirmed, which, in turn, is now seriously solidifying Banco Keve’s unique standing in the market as a distinctly technology-driven, corporate-focused financial institution.
iKeve represents perhaps the clearest example of the bank’s innovative spirit. A comprehensive digital banking platform, iKeve not only provides continuous, secure access to banking services for corporate and institutional clients but also enables real-time account monitoring, payment initiation and operational visibility across multiple transaction types and entities.
Security and control lie at the heart of iKeve’s design. By integrating multi-factor authentication, transaction-level controls, audit trails and continuous monitoring, while aligning with the international cybersecurity and compliance standards required for cross-border operations, clients can be confident that their activities on the platform are safe and secure.
iKeve also reduces manual dependency, error risk and processing time while maintaining strong governance over high-value transactions, integrating seamlessly with the bank’s internal systems and supporting straight-through processing and faster settlement. By combining digital efficiency with robust control frameworks, the platform significantly supports Banco Keve in fulfilling a crucial objective: delivering advanced electronic banking capabilities without compromising security, regulatory compliance or institutional integrity. It is no wonder that the bank credits iKeve as a key contributor to its multiple recent digital-banking accolades.
It should also be stressed that while all the remarkable digitalisation milestones it has notched up recently may appear a little “faceless” on the surface, Banco Keve has not forgotten the human side. Far from it. Should technical assistance be required, CALL KEVE has been designed to address the operational complexities surrounding large and international clients. It operates as an extension of the bank’s transaction-banking infrastructure, improving transparency, accountability and speed of resolution.
And unlike a traditional call centre, this dedicated corporate-support platform provides direct access to specialised teams with in-depth knowledge of trade finance, foreign-currency operations and complex transaction workflows.
CALL KEVE also enables real-time transactions, clarifies documentation requirements and immediately escalates operational matters. For corporate clients in oil and gas, mining, large-scale agriculture and the processing industry—in which execution timelines, predictability and clear communication are non-negotiable—having such features on hand is essential.
As for tangible results, CALL KEVE has materially reduced operational friction, substantially cut turnaround times and strengthened client confidence. With Banco Keve achieving international recognition for its digital-banking capabilities, CALL KEVE complements the bank’s digital channels by preserving vital structured human interaction for high-value and non-standard operations, thereby ensuring that human expertise remains firmly rooted at the centre of its corporate-service model.
This attention to detail ensures that Banco Keve earns its rightful place as the premier Angolan corporate-banking institution. Although the bank admits that its ambition is not to pursue scale for its own sake—but rather to grow in relevance, profitability and systemic importance through a sound, clearly defined corporate-banking model—its recent achievement of gaining a coveted top-five position in the local market by assets and profitability is nonetheless reflective of the sheer pace of progress and growth it is currently realising.
By focusing on specific high-value corporate activities in which to compete, including trade finance, investment banking, foreign-currency payments and sector-specific financing for oil and gas, mining, large-scale agriculture and the processing industry, Banco Keve’s targeted approach ensures it can expand its influence and market share sustainably, reinforcing its rising position in corporate and institutional banking and steadily increasing its systemic relevance.
International Banker recently spoke with Cesar Bettencourt, director and head of finance at Banco Keve, to delve into this influential bank’s recent gains.
Mr. Bettencourt, thank you for your time today….
Much of Banco Keve’s extraordinary growth in recent years has been driven by a major expansion in the bank’s corporate client base across key sectors, including oil and gas, mining, large-scale agriculture and the processing industry. What are the main reasons why companies in these sectors are increasingly choosing your bank over your banking peers?
Companies in oil and gas, mining, large-scale agriculture and the processing industry increasingly choose Banco Keve because the bank operates with a clear corporate-banking focus, tailored to the needs of large and complex businesses.
Banco Keve provides specialised solutions covering trade finance, structured working capital, foreign-currency payments and sector-specific financing designed to support international supply chains and capital-intensive operations. This practical approach allows the bank to address transaction complexity rather than offering standardised, retail-oriented products.
Execution capability is a decisive factor. Through strong investments in compliance, correspondent banking and internal controls, Banco Keve ensures the reliable settlement of international transactions, which is critical for corporates operating across multiple jurisdictions and under tight execution timelines.
In mining in particular, Banco Keve’s growing presence and support for new projects have been recognised through sector awards, such as Best Bank in the Mining Sector in Angola, reflecting its ability to structure and finance operations across the value chain.
What have been the bank’s most successful marketing strategies for attracting clients in such industrial sectors?
From a commercial standpoint, the bank’s most successful “marketing” strategies have been targeted industry engagement, thought leadership, sector events and consistent delivery on complex transactions—more by proven execution and word-of-mouth among corporates than by traditional advertising.
This combination of strategic focus, execution reliability and institutional credibility positions Banco Keve as a preferred partner for Angola’s leading corporate players.
As for corporate relationship management (CRM) over the long-term, what do you see as the essential ingredients a bank must possess to achieve the highest possible standards?
Banco Keve operates dedicated sector teams covering oil and gas, mining, agriculture and industry that understand clients’ business models and risk drivers in depth.
Effective corporate relationship management requires sector expertise, execution capability and proximity to decision-making. Banco Keve operates dedicated sector teams covering oil and gas, mining, agriculture and industry that understand clients’ business models and risk drivers in depth.
Close integration between relationship management, risk, trade finance and operations enables efficient structuring and execution of complex transactions. Strong governance ensures consistency, clear accountability and disciplined risk-taking.
This model supports long-term partnerships rather than transactional banking, aligning the bank’s interests with its clients’ and creating the conditions for sustainable, mutually beneficial growth.
You don’t limit your services to corporate clients. As I understand it, Banco Keve was the first bank in the local market to create a third-party company dedicated to providing IT (information technology) banking services and core support for other banks in Angola. Can you provide more insight into this particular activity, and are you satisfied with the company’s performance?
Banco Keve has proactively adopted a forward-looking operating model by integrating specialised third-party service providers to support critical banking IT functions and non-core banking services. This strategic decision aligns with international best practices and the National Bank of Angola’s objectives of strengthening operational resilience, efficiency and financial-system stability.
The use of dedicated third-party banking technology providers and non-core banking services enables Banco Keve to benefit from specialised technical expertise and scalable service models, while maintaining full ownership of its business strategy, risk management and client relationships. This approach allows the bank to focus its internal resources on value-creating activities, including product innovation, client service and sector-focused banking solutions.
Overall, we’re satisfied with this model of using third-party dedicated support, but the use of third-party dedicated IT and non-core banking service providers introduces risks related to concentration, cybersecurity, regulatory compliance and vendor dependency. However, these risks can be mitigated through robust governance frameworks, strict contractual arrangements, continuous oversight and alignment with regulatory expectations. When properly managed, the model enhances operational resilience and efficiency without compromising accountability or control.
You highlighted some key risks there. I suppose fraud would be another potentially significant risk to the business. What are the key ways in which the bank has enhanced its fraud-detection capabilities in recent times, and would you say you have achieved significant gains in combatting financial fraud within the bank?
Compliance and risk management are foundational to Banco Keve’s corporate-banking model. The bank operates under strict internal frameworks aligned with local regulations and international correspondent-banking standards.
Banco Keve has strengthened fraud detection through real-time monitoring systems, behavioural analytics and automated alerts, enabling early identification of abnormal transaction patterns and operational risks. Transaction screening is increasingly data-driven and integrated with our cybersecurity and AML (anti-money laundering) systems.
Fraud prevention is tightly integrated with cybersecurity, operational risk and compliance frameworks, combining automated tools with expert oversight and clear escalation procedures. Continuous system upgrades and staff training further reinforce resilience.
As a result, the bank has achieved a measurable reduction in operational incidents and faster response times to suspicious activity, strengthening confidence among corporate clients and correspondent banks. While specific figures are monitored internally, the trend has been clearly positive across both incident frequency and severity.
You mentioned that compliance and risk management “are foundational to Banco Keve’s corporate-banking model”. What are some of the most significant rules and regulations the bank has implemented internally to ensure that the highest standards of compliance and risk management are maintained over the long term? What is the SREP (Supervisory Review and Evaluation Process), and how does it contribute to maintaining the bank’s institutional integrity?
Banco Keve maintains strict internal frameworks aligned with local regulations and international banking standards. These include comprehensive KYC (know your customer) and customer due-diligence policies, robust AML and sanctions-screening procedures, clearly defined transaction-approval limits, conflict-of-interest rules and mandatory compliance training for staff and management.
The Supervisory Review and Evaluation Process is a structured assessment conducted by the supervisory authority to evaluate a bank’s risk management, governance, capital adequacy and internal controls. For Banco Keve, the SREP serves as an external benchmark of our risk and governance practices, reinforcing accountability, transparency and continuous improvement.
Together, these internal frameworks and supervisory processes help ensure institutional integrity, operational discipline and long-term sustainability, which are particularly critical for a bank with strong corporate and international profiles.
Speaking of sustainability, Mr. Bettencourt, you wrote in International Banker in May 2025 that the bank has a clear vision: “To be recognised as the reference business partner in the Angolan market, through active participation in the country’s economic and social development, with a view to sustainability”. What would you say have been the key pillars of the bank’s social-development strategy?
Banco Keve’s social-development strategy aligns with Angola’s economic priorities and focuses on sustainable, measurable impact. The bank prioritises financing productive sectors, job creation and industrialisation, particularly in agriculture, industry and infrastructure linked to the real economy.
Digital financial inclusion, SME (small and medium-sized enterprises) capacity building and responsible financing are central pillars. Social and governance considerations are integrated into credit decisions and project selection, rather than treated as standalone CSR (corporate social responsibility) initiatives.
Through these pillars, Banco Keve aims to contribute to a more diversified, inclusive and resilient Angolan economy in line with sustainability objectives and international best practices, while building long-term banking relationships with the communities and sectors it serves.
As part of the formal process of integrating environmental, social and governance (ESG) criteria into its investment-banking decisions, I understand that the bank conducts environmental due diligence when assessing potential M&A (mergers and acquisitions) deals. What are some of the key aspects of this process?
In M&A and investment-banking transactions, Banco Keve assesses regulatory compliance, environmental impact, governance standards and long-term sustainability. This includes reviewing environmental permits and compliance records, assessing exposure to environmental liabilities, analysing governance structures and evaluating social impacts on communities and labour.
Projects that fail to meet ESG thresholds are restructured, subject to additional mitigants, or, when necessary, declined. This disciplined approach strengthens risk management, protects the bank’s reputation and aligns Banco Keve with international standards and investor expectations.
Banco Keve’s financial-literacy programmes sound like crucial offerings for educating small and medium-sized enterprises across a range of key financial areas. Why is it important for the bank to provide such educational initiatives, and how significant are they in helping SMEs scale their businesses? Also, is offering such educational resources crucial in attracting new small-business clients to the bank?
Financial literacy is a critical component of sustainable SME growth, particularly in emerging markets. Banco Keve’s programmes are designed to improve financial discipline, governance and decision-making, focusing on practical areas such as cash-flow management, financing structures, cost control and regulatory compliance.
These initiatives help SMEs strengthen their operational resilience and credit profiles, enabling them to scale responsibly and integrate into larger value chains, including those linked to agriculture, the processing industry and trade. From a risk perspective, better-informed clients translate into stronger portfolios and more sustainable banking relationships.
Financial-literacy programmes also play a strategic role in client acquisition and retention. By positioning itself as a long-term partner rather than a purely transactional lender, Banco Keve attracts SMEs with growth potential that can evolve into mid-corporate clients over time. This approach reinforces the bank’s ecosystem-driven strategy and supports inclusive, sustainable economic development.
Finally, what do you see as the bank’s most important goals over the next 12 to 18 months, and what do you anticipate being the most crucial drivers of the bank’s growth during this time?
Over the next 12 to 18 months, Banco Keve’s priorities are to consolidate its position as a corporate-focused bank and deepen its leadership in trade finance and international payments. The bank will continue to scale operations linked to oil and gas, mining, large-scale agriculture and the processing industry, while maintaining strong capital, liquidity and risk metrics.
Key growth drivers include the expansion of structured trade-finance activity, increased foreign-currency transaction volumes and further monetisation of digital and transaction-banking capabilities. Continued investment in technology, cybersecurity and compliance will support higher volumes without compromising control or resilience.
Internationally, Banco Keve will seek to leverage platforms such as Sibos and sector conferences to strengthen its network of correspondent banks and strategic partners, building on its role as one of the first Angolan banks to exhibit at Sibos and positioning itself as a regional reference in corporate and investment banking.
The bank will also focus on operational efficiency, governance maturity and talent development, reinforcing the structural profitability it has achieved since 2022. These priorities are designed to sustain long-term growth, enhance international credibility and strengthen Banco Keve’s role in Angola’s economic development.
Banco Keve has definitely established itself as a key player in Angola’s economic development. Mr. Bettencourt, thank you for sharing your thoughts with us today.