BANK HANDLOWY W WARSZAWIE S.A. Summary of 2011 Strategic Directions for March 19, 2012

Transcription

1 BANK HANDLOWY W WARSZAWIE S.A. Summary of Strategic Directions for March 19, 2012

2 / PLN MM / / PLN MM / results executive summary Business development CORPORATE SEGMENT FX flows Operating accounts 23% YoY 6% YoY RETAIL SEGMENT Operating accounts Cards acquisition 30% YoY 18% YoY Volumes Total loans Corporate loans Cash loans Mortgage loans 20% YoY 37% YoY 14% YoY 83% YoY Efficiency Cost /Income ratio 47% Cost / Income ratio 73% Risk & Capital Management CAR 16.4% 2.5 p.p. YoY L / D 63% 6 p.p. YoY NPL 8.9% 2,5 p.p. YoY Cost of risk 0.6% 1.5 p.p. YoY -16% +21% +21% Net profit -2% 754,8 736,4 181,2 151,4 182,7 221, Q11 2Q11 3Q11 4Q11 1

3 Share price (PLN) Citi Handlowy share price from 2010 Citi Handlowy share price (net, excl. dividend) vs. WIG-Banks and WIG-20 indices Return on investment in Bank s shares in An increase in the Bank s share price by 8% (WIG Banks increase of 1%, WIG20 decrease of 3%) Bank 1 Citi Handlowy 8% 21% 14% 8% 22% 29% Bank 2 11% 11% 95 Bank 3 7% 2% 10% Bank 4-8% 11% 3% 85 Bank 5-4% 7% 2% Bank 6-6% -9% 3% 75 Bank 7-12% -14% 3% 65 Citi Handlowy WIG-Banks WIG 20 Bank 8 Bank 9-56% -16% -56% -16% Share price change Dividend yield % -45% -25% -5% 15% Note: Change of share price based on close price as of 01/02/2012 and 4/01/2010 Dividend yield based on dividend paid in

4 Economic Environment Macroeconomic Forecasts for Poland 2012 P 2013 P 2014 P 2015 P GDP growth (YoY) Private Consumption Fixed Investment CPI (YoY, avg) Policy interest rate USD/PLN rate (avg) Fiscal deficit (% of GDP) -5.6* Export (USD YoY) Import (USD YoY) Unemployment Loans to individuals (YoY) Consumer loans (YoY) Household loans (YoY) Corporate loans (YoY) Deposits of individuals (YoY) Corporate deposits (YoY) Loans/Deposits (%) Crisis in the euro zone as the main driver of GDP growth forecast deterioration as compared to Lower labor market activity and weaker private consumption growth Uncertainty concerning the scale of slowdown of investments in the coming quarters Regulatory changes (negative impact of Recommendation T on consumer loan volumes in the banking sector) Source: Eurostat, CSO, Ministry of Finance, Citi Handlowy. * Ministry of Finance forecast 3

5 Strategic Directions for Client segmentation Segmentation adjusted to Clients needs and scope of cooperation with the Bank Business model Concentration of physical presence in largest cities and remote sales channels Focus on affluent customers Credit card Operating account RETAIL SEGMENT CORPORATE SEGMENT Participation in landmark transactions Emerging Market Champions (in Poland and abroad) New client acquisition within SME segment Operating account Quality & Innovations Keep the highest quality standards further customer satisfaction improvement (NPS >30% in 2015) Breakthrough innovations Efficiency Intensified efforts aimed at increasing efficiency in retail banking through branch network optimization and distribution model redesign Cost / income ratio at the level of about 50% 4

6 Strategic Direction for money and capital markets Rising Poland IB market share achieved through effective coordination and leveraging strength of Global Citi Franchise, Citi Handlowy expertise and strong position of DMBH on local market Landmark transactions closed by DMBH and Investment Banking in and IPO Joint Global Coordinator IPO Joint Global Coordinator was advising with acquisition of SPEC Tender offer on BZ WBK shares Tender offer on ELSTAR OILS shares was advising the Mgmt Board of with acquisition of Quadra FNX Accelerated Equity Offer for PGE shares State Treasury + 8 mandates Become one among top 3 players in M&A and ECM by 2015 Market position # % Market share of DMBH in equity turnover on WSE in Euromoney FX Poll FX Volumes with corporate clients # 1 1st position in the ranking of the prestigious magazine Euromoney in 5

7 Strategic Directions for Retail Banking Maximized efficiency and returns through : Re-positioning the liabilities business towards affluent & emerging affluent clients Continued concentration of physical presence in G9 markets and further development of digital platforms Priorities Focus on efficiency & business model optimization of expense structure and delivery of revenue growth from high yield products and segments Actions A) Business Model Re-design - Continued operating accounts growth - Development of remote channels B) Branch Network Optimization (share in Retail Banking results: deposits 7%, loans 35%, gross profit 17%) 6

8 The highest quality standards Strategic goal: NPS result for the Bank >30% Remote channels Key customer segments RETAIL SEGMENT CORPORATE SEGMENT RETAIL SEGMENT CORPORATE SEGMENT 22% 34% 66% 43% 75% 51% 69% 85% 78% Online Banking CitiMobile CitiPhone FX Pulse CitiService Gold After meeting with Citigold Advisors Gold Select After meeting with Citigold Advisors Gold Platinium NPS results NPS results NPS results Satisfaction with cooperation with RM 7

9 Breakthrough Innovations CitiFX Pulse Citi Mobile City Travelards/ New Credit Cards Over 4K active users The Banker Award 64K users FotoKasa unique solution on the market 3rd place in the Newsweek ranking 36K Citibank MasterCard World Cards, 27K City Travelards, 6K WizzAir Cards Europrodukt Award for Citibank MasterCard World Card Market recognition 18 innovation awards in including 4 international recognitions 8