1 Citi Investor Relations Bank of America Merrill Lynch Banking & Financial Services Conference November 12, 2013 Manuel Medina-Mora Co-President, Citigroup CEO, Global Consumer Banking
2 Highlights Our Consumer Strategy Customer-centric franchise Focused on top cities and target clients Well-positioned for organic growth Leveraging our globality Our Key Execution Priorities Deepening client relationships Improving operating efficiency Focusing on risk management Our Financial Results Increasing contribution to Citicorp Maintained efficiency in challenging environment Favorable credit trends Attractive returns 2
3 Global Consumer Banking in Citicorp ($B) A global franchise (1) 36 countries ~3,800 branches (2) with significant contributions to Citicorp GCB S&B CTS Corp/Other $16 $1,778 $914 $73 20% 2% 18% 15% ~62 million customers (3) #1 credit card issuer globally 10% 50% 32% 44% $330 billion in deposits 50% 12% $293 billion in loans $162 billion in consumer AUMs 23% 36% 53% 47% (11)% (1) (1) (4) (4) Assets Deposits Revenues Net Income 3 Note: GCB: Global Consumer Banking; S&B: Securities & Banking; CTS: Citi Transaction Services. (1) As of 9/30/13. (2) Excludes ~400 branches from the Banco de Chile joint venture. (3) Excludes Retail Services in North America cards, representing ~90 million accounts. (4) Last twelve months ending 9/30/13, excluding, as applicable, CVA/DVA in all periods, a 3Q 13 tax benefit and 4Q 12 repositioning charges. For additional information, please refer to Slide 26.
4 Our Consumer Strategy I A customer-centric franchise II Focused on top cities and target clients III Well-positioned for organic growth IV Leveraging our globality 4
5 Retail Banking Focused on Major Cities (1) Existing presence in 121 of the world s top 150 cities North America 14 cities 983 branches 23.9 MM customers Latin America 31 cities 2,031 branches (2) 20.7 MM customers EMEA 20 cities 201 branches 2.5 MM customers Asia 56 cities 562 branches 15.1 MM customers Institutional Market (ICG) Major Consumer Banking Cities (GCB) Focused on high credit quality consumer segments with similar financial needs across markets 5 Note: (1) As of 9/30/13. Customers include both Citi Retail Banking and Cards customers (excludes Retail Services in North America cards). (2) Excludes ~400 branches from the Banco de Chile joint venture.
6 Credit Cards #1 Issuer Globally (1) Global footprint with exposure to growing, underpenetrated markets Share of Purchase Sales by Country (2) Portfolio Growth (4) Mexico Philippines Poland Indonesia Singapore India Czech Republic Malaysia Bahrain Thailand Taiwan Colombia UAE USA Hong Kong Argentina (3) 22% 21% 20% 19% 19% 19% 17% 13% 12% 12% 12% 11% 11% 9% 8% 37% North America -2% 3% Average Card Loans International 3% 10% Card Purchase Sales 6 Broader target market; focused on high quality segments and deepening existing relationships Note: (1) By loans as of 9/30/13. (2) Source: Citi estimates, based on FY 12 Visa and MasterCard operational performance data, local central bank / government data and PROSA (Mexico only) data. (3) USA data reflects last twelve months ending 9/30/13. (4) Year-over year as of 3Q 13 in constant dollars. 3Q 12 adjusted to exclude average card loans of $3.4B and card purchase sales of $2.7B from Credicard (Brazil), Turkey and Romania. Credicard was moved to discontinued operations in 2Q 13. Citi exited its Turkey and Romania Consumer Banking operations in 3Q 13.
7 Focused on Target Clients in Top Cities Focused on high credit quality segments where we have a competitive advantage Presence in Emerging Affluent and Affluent (1) Presence with Global Clients (2) Mexico Singapore India Colombia USA Taiwan China UAE Korea Poland Argentina Russia Indonesia Brazil Hong Kong Australia 36% 32% 30% 30% 28% 25% 25% 21% 19% 18% 18% 14% 13% 11% 50% 47% Singapore India USA China Korea Colombia Taiwan UAE Russia Japan Poland Brazil Indonesia Australia Hong Kong 50% 44% 39% 37% 36% 32% 32% 26% 25% 25% 24% 23% 19% 16% 16% High penetration in more resilient, growing consumer segments 7 Note: (1) Customers who hold at least one Citi product. Source: Citi primary research, 2013 and PRM for Mexican data. Emerging affluent defined as urban-based customers with investable assets of $25-100K/annual income of $75-125K; affluent segment defined as urban-based customers with investable assets of $100K+/annual income of $125K+ (local definitions may vary). (2) Customers who hold at least one Citi product. Source: Citi primary research, Global client defined as an urban-based client exhibiting any one of five international behaviors: 1) personal bank account outside country of residence; 2) own home outside primary country of residence; 3) child living/studying abroad; 4) travel internationally 6+ times/2 years; or 5) expatriate.
8 Well-Positioned For Organic Growth Diversified business with unique organic growth drivers LTM International Revenue Contribution (1) E GDP CAGR (2) Russia 2% Colombia 2% Malaysia 2% Indonesia 2% Poland 2% Thailand 2% China 2% Other International 19% Countries % Other India 3% Japan International 19% 4% Taiwan 4% Hong Kong 4% Brazil 5% Mexico 32% Korea 6% Australia 5% Singapore 5% Total : $18.5B or 48% GCB Revenues China Indonesia India Malaysia Thailand Colombia Hong Kong Korea Taiwan Singapore Mexico Brazil Russia Australia Poland Japan 7.2% 5.8% 5.7% 5.0% 4.5% 4.3% 4.1% 3.7% 3.7% 3.6% 3.0% 3.0% 3.0% 2.8% 2.5% 1.3% Compound annual GDP growth of 3.5% expected over next 5 years in Citi s international markets (3) 8 Note: (1) LTM: Last twelve months ending 9/30/13. (2) Source: International Monetary Fund (IMF) World Economic Outlook Database, October Compound annual growth rate (CAGR) based on reported GDP in 2012 and IMF estimates for 2013 to (3) Weighted average by LTM revenues for top 16 markets.
9 Leveraging Our Globality Business Model Evolution Strategy Regional Consumer Businesses Global Consumer Council Global Consumer Bank Serving consumers with similar financial needs across markets Leveraging our significant global scale in cards Implementing best practices across markets Streamlining and centralizing operations for scale Diversification of earnings and risk Source of significant local deposit funding Achieving scale across markets by standardizing products, processes and systems 9
10 Execution Priorities Deepening Client Relationships Improving Operating Efficiency Focusing on Risk Management Client selection & retention Multi-product relationships Global value propositions Sales productivity Focus on priority markets Drive to common Products Processes Platforms Places Network optimization Strong risk management Risk appetite framework Embedded controls & processes Effective governance Drive to digital Building a culture of execution and accountability 10
11 Deepening Client Relationships Deepening client relationships YoY Growth (1) 8% while improving productivity North America Consumer Example (Marginal Contribution per Customer) 4.0x 2.0x 2.5x 2% 1.0x Total Customers Multiproduct Customers Bank only Bank + Mortgage Bank + Cards Bank + Mortgage + Cards Growing both our client base and the depth of our existing relationships 11 Note: (1) Based on number of customers as of 9/30/13, excluding Retail Services in North America cards.
12 Operating Efficiency Focus on Priority Markets GCB Efficiency Ratios Core International North America Optimize / Restructure + Exit 37% of YTD Revenues (1) 53% of YTD Revenues (1) 10% of YTD Revenues (1) 73% 81% 78% 59% 57% 55% 47% 46% 48% Total GCB YTD 13: 54% YTD'11 YTD'12 YTD'13 YTD'11 YTD'12 YTD'13 YTD'11 YTD'12 YTD'13 Re-allocating resources to core priority markets 12 Note: Efficiency ratio defined as operating expenses divided by revenues. Each period reflects year-to-date results through September. Excludes revenues and expenses not directly attributable to individual markets. (1) As of 9/30/13.
13 Operating Efficiency Drive to Common Prior State: 36 local banks Future State: 1 global bank Products Cards: ~300 product lines Cards: ~100 product lines on 5 common chassis Processes / Policies Business processes varied across 36 markets 1 set of processes defined, implemented and governed in a common way Platforms 36 non-standard, legacy platforms 1 consistent, global platform Places 600+ O&T sites ~10 O&T sites with global scale 2-3 sites per country (~20 each in US and Mexico) 13
14 Operating Efficiency Network Optimization Retail Network # of Branches # of Citigold Bankers Smart Banking Ecosystem Leveraging smart branches, digital banking and perceptual scale (10)% 18% ~4,200 ~4,000 ~3,800 ~3, Productivity per square foot has improved by 20% since 2010 Fewer branches, more touch points and more bankers 14
15 Operating Efficiency Drive to Digital Enable global business model Online Customers Using Mobile (1) (NA Retail Bank, 30 Days) 66% E-Statements (2) (NA Retail Bank) Drive acquisitions and sales Reduce cycle times 39% 29% Offload service volumes 22% Improve net promoter scores Jan-12 Sep-13 Jan-12 Sep-13 Best consumer internet bank in 13 markets (3) and leading bank site in the US (4) 15 Note: (1) Percentage of North America retail bank online-active customers (~40% of total) using mobile channels in past 30 days as of January 2012 and September (2) Percentage of North America retail bank paperless statements suppressed as of January 2012 and September (3) Source: Global Finance Magazine, July (4) Source: Forrester, January Ranked as #1 U.S. Bank Secure Website for 2012.
16 Operating Efficiency 2015 GCB Targets Revenue Operating Growth Efficiency Ratio Operating (1) Efficiency Customer Centricity Drive to Common Efficiency Risk Management Drivers Path to Strong 60% 48% 54% 47-50% 2015 Target Efficiency Ratio Main drivers of efficiency improvement: Restructuring or exiting underperforming markets Resizing our US mortgage business Streamlining product offerings Retiring redundant systems / technology Consolidating sites and moving to lower cost locations Optimizing our branch and digital network International Consumer North America Consumer Global Consumer Banking Top end of range assumes flat revenues from 2012 Improvement to below 50% efficiency ratio will vary with revenues Leveraging our globality to achieve world class operating efficiency 16 Note: (1) Efficiency ratio defined as operating expenses (excluding 4Q 12 repositioning charges of $266MM in International and $100MM in North America) divided by revenues for last twelve months ending 9/30/13.
17 Risk Management Integrated risk management framework across businesses, products and regions Global Consumer Global Commercial Business Chief Risk Officers Secured Asia Unsecured Collections / Fraud Product Chief Risk Officers Accountability Regional Risk Officers EMEA Latin America Operational Risk North America Corporate Risk Functions Risk appetite model fully integrated into business planning 17
18 Our Results Increasing Contribution to Citicorp ($B) LTM (1) Earnings Before Taxes (ex-llr) Global Consumer Banking Corp/Other Institutional Clients Group 55% % % (2.1) (1.8) (2.2) (2.7) (2.3) 3Q'11 1Q'12 3Q'12 1Q'13 3Q'13 18 Note: Totals may not sum due to rounding. (1) Last twelve months to each period. Adjusted results, which exclude, as applicable, CVA / DVA for each period, gains / (losses) on minority investments in 2Q 11, 1Q 12 and 2Q 12, and 4Q 11 and 4Q 12 repositioning charges. For the LLR, CVA / DVA, and impact of minority investments for each of the periods presented, please refer to Slide 26 and Citigroup s Third Quarter 2013 and Historical Financial Data Supplements furnished as exhibits to Form 8-K filed with the U.S. Securities and Exchange Commission on October 15, 2013 and June 28, 2013, respectively. For more detail on 4Q 11 and 4Q 12 repositioning charges, please refer to Citigroup s Fourth Quarter 2012 earnings presentation.
19 International Franchise Driving Revenue Growth LTM Revenues (1) EOP Loan Growth (3) North America International North America International 113 Total GCB CAGR (2) = 2% International CAGR (2) = 4% Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13 EOP Deposit & AUM Growth (3) AUM Operating Balances (4) Deposits Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13 3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13 Volume growth is driving revenues in a challenging global rate environment 19 Note: (1) In constant dollars, based on average exchange rates for 3Q 13. Last twelve months (LTM) to each period. For more information, please refer to Slide 27. (2) LTM revenue CAGR (3Q 11 to 3Q 13). (3) In constant dollars, based on end of period exchange rates as of 9/30/13. Index: 3Q 11 = 100%. (4) Operating balances defined as checking and savings deposits.
20 Normalizing Credit Trends 5.0% Total GCB North America International Net Credit Loss Rates NCL and LLR Releases (1) ($B) Net Credit Losses $2.4 (28)% $2.3 $ $ $1.9 $1.9 $ $1.8 $ % 2.9% % 1.9% 1.9% (1.0) (0.8) (0.8) (0.7) (0.5) (0.2) (0.3) (0.2) (0.1) LLR Releases 3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13 3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13 Maintaining credit discipline across regions 20 Note: (1) Net credit losses and loan loss reserve builds / (releases) in constant dollars. Loan loss reserve builds / (releases) include provision for unfunded lending commitments.
21 Attractive Returns Return on Average Assets (1) Return on Basel III 10% (1,2) 1.9% 25.6% 0.9% 0.7% bps 2015 Target ROA 17.0% 11.0% Global Consumer Banking Citicorp Citigroup Global Consumer Banking Citicorp Citigroup Attractive return on assets and regulatory capital 21 Note: (1) Last twelve months ending 9/30/13 and reflects adjusted results, which exclude, as applicable, CVA/DVA, a 3Q 13 tax benefit and 4Q 12 repositioning charges. Please refer to Slides 25 and 26 for a reconciliation of this information to reported results. (2) Citigroup s estimated Basel III Tier 1 Common Capital is allocated between the various businesses based on estimated average LTM Basel III risk-weighted assets. Citigroup s estimated Basel III Tier 1 Common Capital is a non-gaap financial measure. For additional information, please refer to Slide 25.
22 The Bank We Are Building Customer-centric franchise Consistent Revenue Growth Leveraging our global scale Strong risk management World-Class Efficiency Improved Returns Sustained Value Creation Building a culture of execution High Performance 22
23 23 Certain statements in this document are forward-looking statements within the meaning of the U.S. Private Securities Litigation Reform Act of These statements are based on management s current expectations and are subject to uncertainty and changes in circumstances. These statements are not guarantees of future results or occurrences. Actual results and capital and other financial condition may differ materially from those included in these statements due to a variety of factors, including the precautionary statements included in this document and those contained in Citigroup s filings with the U.S. Securities and Exchange Commission, including without limitation the Risk Factors section of Citigroup s 2012 Form 10-K. Any forward-looking statements made by or on behalf of Citigroup speak only as to the date they are made, and Citi does not undertake to update forward-looking statements to reflect the impact of circumstances or events that arise after the date the forwardlooking statements were made.
25 Non-GAAP Financial Measures Reconciliations ($B) Net Income (1) LTM Global Consumer Banking (GCB) $7.4 Securities & Banking (S&B) 6.9 Transaction Services (CTS) 3.2 Corporate / Other (1.8) Citicorp $15.8 Citigroup (2) $13.2 Average Basel III RWA (5) LTM GCB $290 S&B 526 CTS 49 Corporate / Other 62 Citicorp $927 Citigroup $1,193 Total ICG (4) : $574B Return on Basel III 10% (3) LTM GCB 25.6% ICG (4) 17.6% Citicorp 17.0% Citigroup 11.0% 25 Note: Totals may not sum due to rounding. LTM: last twelve months. (1) Adjusted results, excluding CVA / DVA, a 3Q 13 tax benefit and 4Q 12 repositioning charges. Please refer to Slide 26 for a reconciliation of this information to reported results. (2) Represents Citigroup net income less preferred dividends of $132MM. (3) Citigroup s estimated Basel III Tier 1 Common Capital is allocated between the various businesses based on estimated average LTM Basel III risk-weighted assets. (4) ICG: Institutional Clients Group includes Securities & Banking and Transaction Services. (5) Citi s estimated Basel III ratio and related components are based on Citi s current interpretation, expectations and understanding of the final U.S. Basel III rules. Citi s estimated Basel III ratio and related components are necessarily subject to, among other things, Citi s review and implementation of final U.S. Basel III rules, anticipated compliance with all necessary enhancements to model calibration and other refinements and further implementation guidance in the U.S. The estimated Basel III riskweighted assets have been calculated based on the "advanced approaches" for determining total risk-weighted assets under the final U.S. Basel III rules.
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