Investment case: The agility and flexibility of the group and its divisions in responding to the volatile operating environment precipitated by the COVID-19 pandemic during 2020 demonstrates the robustness of Transaction Capital’s business model, further substantiating its compelling and unique investment case.
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Transaction Capital is positioned in attractive market segments with specialised capabilities that enable a deep understanding of its chosen markets and a bespoke and robust capital structure generating appropriate risk-adjusted returns.

Transaction Capital is led by skilled and experienced management teams and underpinned by a robust governance framework and sound governance practices which together position it for sustainable growth and the delivery of a meaningful social impact.

CLIENTS will regard Transaction Capital’s businesses as their first choice when utilising the cost-effective, specialised, innovative and differentiated services they provide, while acknowledging the group’s expertise, value and market reputation.

  • Improving and growing customer value propositions through deeper vertical integration within chosen market segments.
  • Ongoing client engagement identifies risks and opportunities which feeds back into improving customer value propositions.
  • Applying specialised competencies, operational capacity, experience and capital to meeting client needs strengthens Transaction Capital’s reputation and market leadership.

EMPLOYEES will regard Transaction Capital and its businesses as leading employers in financial services, providing personal development, advancement and highly competitive compensation in exchange for commitment and performance.

  • Appropriate employee value propositions implemented in each business.
  • Providing work that is meaningful with direct societal impact.
  • Competitive remuneration policies, with select employees participating in the Transaction Capital share appreciation rights plan.

LAW MAKERS AND REGULATORS will regard Transaction Capital and its businesses as approachable, transparent and societally relevant corporate citizens that comply fully with the letter and spirit of all laws, regulations and codes.

  • Centralised legal function with appropriate expertise at divisional level to closely monitor regulatory developments.
  • Ongoing engagement with regulators and appropriate representation on industry bodies, to gain early understanding of proposed legislation and appropriately positioning Transaction Capital for change.

EXECUTIVES AND MANAGERS will regard Transaction Capital’s strategy of empowering executives and devolving responsibility as intellectually stimulating and intrinsically rewarding, while demanding high quality and thought leadership.

  • Diligent adherence to recruitment, assessment, development and succession policies.
  • Compensation aligned to both the specific performance of each business as well as group performance.
  • Development of operational functions and accountability for performance to divisional executives is ongoing.
  • Executive and senior manager participation in the Transaction Capital share appreciation rights plan.

SOCIETY will regard Transaction Capital and its businesses as responsible, caring and societally relevant corporate citizens which contribute to the wellbeing of their communities.

  • Positioning customer value propositions to enhance societal good.
  • Continued corporate social investment to reduce societal inequity.

FUNDERS will regard Transaction Capital and its businesses as financially stable counterparties that exemplify the highest standards of risk management, transparency, disclosure, prudence, innovation, compliance, governance and ethics.

  • Further diversifying investor base through new funding structures and channels through which to invest.
  • Intentional positioning of businesses to maintain defensible positions under challenging economic conditions through effective risk management and mitigation, as evidenced by stable and improved credit ratings.
  • Enhancing funder relationships through ongoing engagement, informal feedback and formally researched funder needs.

SHAREHOLDERS will regard Transaction Capital and its businesses as well understood, respected, transparent and ethical specialised financial services investments that render consistent growth in high quality risk-adjusted returns through innovative entrepreneurship, exceptional risk management and prudence.

  • Maintaining stable earnings and book growth, while rationing capital for credit quality.
  • Devolvement of certain functions to businesses resulting in cost efficiencies and reductions.
  • Continual focus on developing and augmenting the specialist competencies of the divisions.
  • Enhancing investor relationships through ongoing engagement, informal feedback and formally researched shareholder needs.

SUPPLIERS will regard Transaction Capital and its businesses as demanding but fair clients whose expertise, interpersonal skills, efficient administration, financial stability and long-term orientation make them desirable business partners.

  • Ensuring appropriate executive-level interface with providers of goods, services and professional counsel in all businesses.
  • Enhancing the ability to design and implement products and controlling the allocation of capital through supplier engagement (mainly in the insurance business within asset-backed lending) thereby enhancing the customer value proposition.

Transaction Capital's values provide the foundation for effective leadership and are the basis for all deliberations, desicions and actions from board level to every area of the business.

Transaction Capital’s values guide our actions and our interactions with our stakeholders, and are the foundation on which we build our brand and make decisions.

As our values clarify what constitutes acceptable and desirable behavior, we must always strive to align our actions to these values.

While Transaction Capital and its businesses subscribe to a single set of core values, the group remains mindful of the benefits of diversity in business culture among its constituent businesses.

We recognise that integrity goes beyond complying with laws, regulations and company policy –integrity encompasses honesty and fairness, including treating customers fairly (TCF), consistency and appropriate levels of transparency.

We treat everyone with respect, embrace and value diversity, care for and value our people, and do not tolerate any form of discrimination.

We value our people’s contributions. We set goals that are challenging, always strive for high performance and are committed to ongoing learning.

We accept accountability for the organisation’s actions and similarly expect our employees to be accountable and accept responsibility for their conduct, to learn from mistakes and not blame others.

We initiate and embrace change, and use it as an opportunity to adapt to and overcome challenges. We encourage new ideas and discover new ways to address the needs of our stakeholders.

Transaction Capital continued to make significant strategic progress during the year. This was underpinned by its swift and agile responses to the financial and operational impacts of COVID-19, its conservative approach to capital management, the defensive characteristics of its divisions’ market sectors, and their deliberate positioning in relation to socioeconomic dynamics. Together, these factors position the group for even greater relevance in a post-COVID-19 environment.

The core components of Transaction Capital’s strategy are:

Organic growth

Leverage specialised capabilities at group and divisional level to develop industry solutions that deepen vertical integration, driving good commercial returns and meaningful social impact.

Apply these competencies to create new positions within adjacent and new market segments, and new geographies to drive organic growth.

Risk and capital management

Maintain conservative capital management approach by accessing and deploying capital optimally and efficiently.

Apply an investment approach that emphasises exhaustive due diligence investigation, data analysis and risk quantification to add value to the design and implementation of operational strategy.

Prevent the destruction of stakeholder value by ensuring risk is kept within tolerance levels through deliberate planning, arranging and controlling of activities and resources to minimise the negative impact of risks, and maximise potential opportunities associated with risk.

Data, technology and analytics

Leverage data, technology and analytics to scale and support highly competitive and efficient operating platforms that deliver sustainable and profitable growth.

Generate in-depth insights from the continuous collection and analysis of diverse, accurate and valuable data sets to enable precise decision-making and proactive risk management.

Acquisitive growth

Target quality assets in focused market segments, in line with defined acquisition criteria, to enhance the specialised capabilities, growth prospects and value of divisions.


Maintain best practice governance standards, led by a board with skills relevant to the group’s strategy and markets.

Identify, assess, develop and partner with entrepreneurial, innovative and experienced founders, owners and managers of businesses.

Develop, engage and reward employees and executives to engender an entrepreneurial, high-performance, ethical and inclusive culture.