total and joint integration of social, environmental and economic

total and joint integration of social, environmental
and economic platform. In the words of Tavis (2004), sustainability can be said
to integrate issues of the environment with issues of development and society,
however, whereas the concept has become a “principle” bench mark for ensuring
growth and sustainable development, its application has promoted wide debate
and often resulting in confusion especially in the developing countries such as
Nigeria. Luke and Olugbenga (2013) have noted that it is often viewed and interpreted
dif

total and joint integration of social, environmental
and economic platform. In the words of Tavis (2004), sustainability can be said
to integrate issues of the environment with issues of development and society,
however, whereas the concept has become a “principle” bench mark for ensuring
growth and sustainable development, its application has promoted wide debate
and often resulting in confusion especially in the developing countries such as
Nigeria. Luke and Olugbenga (2013) have noted that it is often viewed and interpreted
differently with respect to the different sectors (such as in the development,
agriculture, fisheries, industry etc.) and in various dimensions (such as
include with respect to environment, social, economic) and viewed differently
with respect to location (such as in the local, national and international).
Omiunu (2012) noted that development plans from other countries may not work
and may be observed as a square peg in a round hole and thus needs to be
adapted and modeled in such a way that would fix into the new environment of
context such as when deploying development strategies from the westernized
world into the Nigerian system.

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As a major strategy, sustainable
banking in Nigeria
offers a wide range of opportunities to manage bank risks, explore
opportunities in Nigeria and even the global system, and makes banks to adapt
to changing business contexts and expectations for long-term success among the
banking sector in Nigeria. Appending strategy to sustainability, and the
exploration of sustainability as a strategy, moves it away from being a fluffy
business issue to a strategic objective. However, a major failure of this
strategy is the neglect of the view that corporate commitment to sustainability
is more than a strategy. It is first and foremost an organizational orientation
committed to reducing its negative impacts and increasing its positive impacts
on its different stakeholder groups (customers, shareholders, employees, regulators,
the government, unions, local communities) (Amaeshi and Ogbechie, 2013).  Furthermore, Amaeshi and Ogbechie (2013)
noted that unfortunately, the Nigerian business environment, like most
developing country markets, is particularly characterized by poor governance
and weak consumer voice, which will in turn have implications for the success
or failure of the longevity of the Nigerian Sustainable Banking Principles.

There have
been many other reforms posed as strategies to enhance banks sustainability in
Nigeria.  According Ojong
et al. (2014) noted that in Nigeria, banking sector reforms ideally is an
integral part of the overall economic reforms programme undertaken to
reposition the banking industry to be able to fulfill its responsibility of
critical intermediation and in development, and thus help reposition the
Nigerian economy to achieve national objectives which is to become one of the
20 largest economies by the year 2020. The reforms also aim at strengthening
the growth potentials of the Nigerian banks as well as develop its absorptive
capacity in case of any eventuality, as in the recent global financial crisis.
The four pillars and objectives of the banking sector reforms in Nigeria
include: to improve the quality of Nigerian banks; to increase financial
stability, and thus economic stability; to bring about strong financial sector
evolution which will result in the much-desired financial sector inclusiveness;
and to make certain that the financial sector contributes to the real sector of
the Nigerian economy (Ojong et al., 2014). The need for these various
sustainability strategies have been presented in literature. Sanusi (2012)
noted that, there is a need for periodic reforms and strategies in order to
foster financial stability. Ajayi (2005) has noted that it also fosters
confidence in the banking sectors and could be deployed and used to predict the
various need for re-orientation and re-positioning of existing stages in the
banking sector so as to achieve effective and efficient stage thus enhancing
sustainability.

A major type of these strategies is
the banking consolidation. According to
Okonjo-Iweala and Osafo- Kwaako (2007), the 2004-2005 banking consolidation and
reforms in Nigeria was instituted and introduced to strengthen the financial
sector and improve availability of domestic credit to the private sector.
According to Odufu (2005), major deficiencies which attracted the need for the
various sustainability strategies in the Nigeria banking system which cut
across the reforms and bank consolidation in Nigeria are: low capital base of banks in Nigeria, a large
number of small banks with relatively few branches,  the dominance of a few banks,  poor rating of a number of banks, weak
corporate governance, insolvency, over-dependence on public sector funds and foreign exchange trading at a
neglect of small and medium term private sector savers, among others.

Ebong (2006) has noted that the state of the Nigerian
banking system before the introduction of these strategies of reforms and
consolidations was characterized by small-sized, marginal players with very
high over-head costs which negatively influenced the costs of intermediation
and thus the profitability, growth and sustainability of the Nigerian banks.

Following
the review of literature, it could be evidenced that the major strategies for
enhancing profitability, growth and sustainability of banks in Nigeria have
been executed by the governments and other policy makers and stakeholders
however, there are no much studies that address the various strategies that
have been put in place by the various banks and also among owners and managers
of banks in Nigeria towards ensuring and enhanced profitability, growth and
sustainability in the banking system. This is justified by the assertion of Central
Bank of Nigeria Bank (2012) that banks should actively seek ways to deepen
their understanding of sustainability issues and practices and thus proffer
strategies to enhance their profitability, growth and sustainability
internally.

Bank should develop
and promote investment strategies in the various community, projects and
initiatives with the aim of increasing their profitability, growth and
sustainability (Central Bank of Nigeria Bank, 2012).  This study tends to investigate and provide a holistic
view of strategies deployed from the top officials of banks in Nigeria towards
ensuring and enhanced profitability, growth and sustainability in the banking
systemferently with respect to the different sectors (such as in the development,
agriculture, fisheries, industry etc.) and in various dimensions (such as
include with respect to environment, social, economic) and viewed differently
with respect to location (such as in the local, national and international).
Omiunu (2012) noted that development plans from other countries may not work
and may be observed as a square peg in a round hole and thus needs to be
adapted and modeled in such a way that would fix into the new environment of
context such as when deploying development strategies from the westernized
world into the Nigerian system.

As a major strategy, sustainable
banking in Nigeria
offers a wide range of opportunities to manage bank risks, explore
opportunities in Nigeria and even the global system, and makes banks to adapt
to changing business contexts and expectations for long-term success among the
banking sector in Nigeria. Appending strategy to sustainability, and the
exploration of sustainability as a strategy, moves it away from being a fluffy
business issue to a strategic objective. However, a major failure of this
strategy is the neglect of the view that corporate commitment to sustainability
is more than a strategy. It is first and foremost an organizational orientation
committed to reducing its negative impacts and increasing its positive impacts
on its different stakeholder groups (customers, shareholders, employees, regulators,
the government, unions, local communities) (Amaeshi and Ogbechie, 2013).  Furthermore, Amaeshi and Ogbechie (2013)
noted that unfortunately, the Nigerian business environment, like most
developing country markets, is particularly characterized by poor governance
and weak consumer voice, which will in turn have implications for the success
or failure of the longevity of the Nigerian Sustainable Banking Principles.

There have
been many other reforms posed as strategies to enhance banks sustainability in
Nigeria.  According Ojong
et al. (2014) noted that in Nigeria, banking sector reforms ideally is an
integral part of the overall economic reforms programme undertaken to
reposition the banking industry to be able to fulfill its responsibility of
critical intermediation and in development, and thus help reposition the
Nigerian economy to achieve national objectives which is to become one of the
20 largest economies by the year 2020. The reforms also aim at strengthening
the growth potentials of the Nigerian banks as well as develop its absorptive
capacity in case of any eventuality, as in the recent global financial crisis.
The four pillars and objectives of the banking sector reforms in Nigeria
include: to improve the quality of Nigerian banks; to increase financial
stability, and thus economic stability; to bring about strong financial sector
evolution which will result in the much-desired financial sector inclusiveness;
and to make certain that the financial sector contributes to the real sector of
the Nigerian economy (Ojong et al., 2014). The need for these various
sustainability strategies have been presented in literature. Sanusi (2012)
noted that, there is a need for periodic reforms and strategies in order to
foster financial stability. Ajayi (2005) has noted that it also fosters
confidence in the banking sectors and could be deployed and used to predict the
various need for re-orientation and re-positioning of existing stages in the
banking sector so as to achieve effective and efficient stage thus enhancing
sustainability.

A major type of these strategies is
the banking consolidation. According to
Okonjo-Iweala and Osafo- Kwaako (2007), the 2004-2005 banking consolidation and
reforms in Nigeria was instituted and introduced to strengthen the financial
sector and improve availability of domestic credit to the private sector.
According to Odufu (2005), major deficiencies which attracted the need for the
various sustainability strategies in the Nigeria banking system which cut
across the reforms and bank consolidation in Nigeria are: low capital base of banks in Nigeria, a large
number of small banks with relatively few branches,  the dominance of a few banks,  poor rating of a number of banks, weak
corporate governance, insolvency, over-dependence on public sector funds and foreign exchange trading at a
neglect of small and medium term private sector savers, among others.

Ebong (2006) has noted that the state of the Nigerian
banking system before the introduction of these strategies of reforms and
consolidations was characterized by small-sized, marginal players with very
high over-head costs which negatively influenced the costs of intermediation
and thus the profitability, growth and sustainability of the Nigerian banks.

Following
the review of literature, it could be evidenced that the major strategies for
enhancing profitability, growth and sustainability of banks in Nigeria have
been executed by the governments and other policy makers and stakeholders
however, there are no much studies that address the various strategies that
have been put in place by the various banks and also among owners and managers
of banks in Nigeria towards ensuring and enhanced profitability, growth and
sustainability in the banking system. This is justified by the assertion of Central
Bank of Nigeria Bank (2012) that banks should actively seek ways to deepen
their understanding of sustainability issues and practices and thus proffer
strategies to enhance their profitability, growth and sustainability
internally.

Bank should develop
and promote investment strategies in the various community, projects and
initiatives with the aim of increasing their profitability, growth and
sustainability (Central Bank of Nigeria Bank, 2012).  This study tends to investigate and provide a holistic
view of strategies deployed from the top officials of banks in Nigeria towards
ensuring and enhanced profitability, growth and sustainability in the banking
system