Smart Operation and Innovative Development

Transcription

1 Smart Operation and Innovative Development - The 2015 Open-Day for Ping An's Investors Shao Ping President of Ping An Bank June 26, 2015

2 Cautionary Statements Regarding Forward-Looking Statements 2 To the extent any statements made in this report containing information that is not historical are essentially forward-looking. These forward-looking statements include, but are not limited to, projections, targets, estimates and business plans that the Company expects or anticipates will or may occur in the future. These forwardlooking statements are subject to known and unknown risks and uncertainties that may be general or specific. Certain statements, such as those include the words or phrases potential, estimates, expects, anticipates, objective, intends, plans, believes, will, may, should, and similar expressions or variations on such expressions may be considered forward-looking statements. Readers should be cautioned that a variety of factors, many of which are beyond the Company s control, affect the performance, development trend and actual results of the Company, and could cause actual results to differ materially from the expectations expressed in any of the Company s forward-looking statements. These factors include, but are not limited to, exchange rate fluctuations, market shares, competition, environmental risks, changes in legal, financial and regulatory frameworks, international economic and financial market conditions and other risks and factors beyond our control. These and other factors should be considered carefully and readers should not place undue reliance on the Company s forward-looking statements. In addition, the Company undertakes no obligation to publicly update or revise any forward-looking statement that is contained in this report as a result of new information, future events or otherwise. None of the Company, or any of its employees or affiliates is responsible for, or is making, any representations concerning the future performance of the Company.

3 Ping An Bank has been refashioned through efforts made over the past two years. 3

4 Fundamental Changes in Economies of Scale Total assets:2.2 trn., up 37% Total deposits:1.5 trn., up 50% Net profit:19.9bn, up 49% Net Interest Margin (NIM):2.57%, up 20 bps Proportion of the fee income business:28%, up 11 pps Total assets:1.6 trn. Total deposits:1.0 trn. Net profit:13.4bn NIM:2.37% Income Proportion of the fee income business:17% Dec. 31, 2012 Dec. 31,

5 Ranking in the Top Among the Peers The 2014 annual report shows that Ping An Bank has taken a leading place in the industry in multiple indicators: Net profit growth Deposit growth Loan growth PAB A B C D E F G 30.0% PAB A B C D E F G 26.0% PAB A B C D E F G 20.9% NIM movement Proportion of the fee income business NPL ratio PAB A B C D E F G 26bp A B PAB C D E F G 27.7% PAB A B C D E F G 1.02% 5

6 Analysis: Implementation of the Transformation Strategies Transformation, Innovation and Development Clear Strategies Developing the "3-step" development strategy "4 engines": corporate business, retail business, Interbank business and Ivestment banking 4 features : Professionalism, intensification, integrated finance and Internet finance The Reform Structure Building three type of business units: Industry, Products and Platform Increasing profit centers, while cutting cost centers The Innovation Mechanism Carrying out new incentive mechanism Optimizing the top-level design for integrated finance Establishing the business risk control mechanism Strengthening capital management, liquidity management, and FTP pricing management Developing an innovative incentive mechanism Optimizing Structure Reducing low-yield assets, increasing the proportion of high-yield assets, and improving net interest income Greatly developing lightcapital business, and increasing the proportion of fee income business 6

7 7 The banking industry is ushering into a new era.

8 The banking industry is ushering into a new era. The banking industry will embrace the real "golden decade" in the coming decade... Interest rate liberalization Larger floating band of deposit interest rates, and more wealth management-based deposits Implementation of the deposit insurance system, and the launch of Certificate of Deposits Internetization New business models, such as direct banking, online lending, Internet-based cash management, supply chain finance and quasi-p2p business Gradually remove constraints on traditional physical channels Big Data Using big data to resolve information asymmetry, and upgrading risk management Using big data to transform business model Using big data to enhance management Integrated Finance The banking industry s Smart Operation age has come... The shift from an extensive operation model to a smart operation model The shift from the homogeneous business model to the differentiated business model The shift from the traditional business model to the integrated finance model and the Internet finance model Strengthening presence in the fund, leasing and insurance markets, with the control over securities licenses being loosened Strengthening cooperation with banks, securities firms, trust companies and fund management companies 8

9 9 Ping An Bank is on the way of transformation...

10 Maintaining Strategic Strengths Following the "3-step" strategy Step 1 (3 to 5 years): Focusing on the corporate business, while building a robust foundation for the rapid development of the retail business; being in the second-tier joint-stock banks Step 2 (5 to 8 years): Giving equal weight to the corporate business and the retail business; achieving business synergies; being in the first-tier joint-stock banks Step 3 (8 to 10 years): with the retail business as the main business and the main profit engine Continuous transformation, innovation and development Powered by 4 engines" Corporate business Retail business Interbank business Maintaining 4 features Professionalism Intensification Integrated finance Investment banking Internet finance 10

11 Key Strategies (1/5) - Integrated Finance Customer migration Converting insurance customers into banking customers Converting Internet finance customers into banking customers Converting banking customers into Internet finance customers Integrated finance Cross-selling Distributing the bank's products through the insurance channel Distributing insurance products through the bank Distributing investment products through the bank Project Cooperation Integrating resources within the Group, including licenses, capital and banking projects, cooperation with each other Developing diversified solutions: direct investment with insurance fund, asset management plans, debt financing, industry funds, asset securitization, etc. 11

12 Key Strategies(2/5) Industry Chain Finance Branches Develop features to satisfy local demands Providing services for micro businesses and retail customers in the industry chain Conducting business of the Business Unit, and providing offline services for customers Branches Upstream suppliers Downstream distributors individual customers Midstream Key Enterprises Business Unit Professionalism: vertical market segments, nationwide plans, sourcing industry bellwethers Investment banking: providing comprehensive financing services through a package of solutions, including structured financing, industry funds, debt financing, etc. Internet-based operation: building the Internet finance eco-system embedded with customers' operation and trading scenarios 12

13 Key Strategies (3/5) - Internet Finance The Internet Finance Platform Orange-e- Platform Pocket Bank Direct Bank Hang-E- Tong Golden Orange Club 13

14 Key Strategies (4/5) - Big Data Finance Big Data Risk Control Model Credit products PBOC's Credit Reference Center Settlement statements Logistics records E-commerce data-based loans Tax records Invoices The quantitative risk scoring model Invoice-based loans Customs clearance Tax refund FX House rental Utilities bills... The cross-checking system The credit plant Freight loans Tax loans... 14

15 Key Strategies(5/5) - IOT Finance Transforming the credit system Comprehensive and intelligent Perception recognition Precise positioning Source tracing and quality verification IOT Finance Standardized and unified supervision and operation Data collection Automatic warning visualized wholeprocess tracking and management Smart packaging Warehouse receipt and physical assets verification Conducting real-time control, resolving chattel mortgage difficulties Improving risk control The shift from passive management to active management The shift from ex-post tracking to ex-ante prevention Innovative business model Changing the upstream and downstream business models and the financing structure 15

16 Resources Integration & Innovative Development IOT finance Integrated finance Resources Integration Industry chain finance Translating advantages in resources, technologies and products into Ping An Bank's competitive edges and the capacity for serving the real economy Huge customer base Stable cash flow Sound business structure Big data finance Internet finance Leading online platform Sophisticated risk control 16

17 Smart Operation and Innovative Development - The 2015 Open-Day for Ping An's Investors Q & A