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Click to edit Master title style. Click to edit Master text styles Second level Third level Fourth level Fifth level. Unibanco – União de Bancos Brasileiros, S.A. and Unibanco Holdings, S.A. Institutional Presentation. September 2005. Overview of Unibanco. Highlights.

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  1. Click to edit Master title style • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Unibanco – União de Bancos Brasileiros, S.A. and Unibanco Holdings, S.A. Institutional Presentation September 2005

  2. Overview of Unibanco

  3. Highlights Controlled by the Moreira Salles group Publicly traded in Bovespa (Brazil) and NYSE Level I Corporate Governance at Bovespa Level III ADR at NYSE and a member of IBOVESPA Very liquid stock: R$18.3 mln / US$7.8 mln ADTV * at Bovespa US$20.5 mln ADTV * in NYSE Financial statements in US GAAP since 1997 * For the period Jan 1 - September 15; US$1 = R$2.35

  4. Shareholders’ Structure 76.1% of Unibanco's capital are floating shares negotiated in the form of Units + GDS PN: 99.4% ON: 89.5% PN: 0.4% ON: 10.5% PN:0.2% Float Units + GDS Moreira Salles Group Other Total: 17.7% Total: 38.1% Total: 2.2% Float Units + GDS Other ON: 97.1% PN: 12.3% ON: 2.9% PN: 4.7% PN: 83.0% Total: 58.2% Total: 38.1% Total: 3.7% Units + GDS: (directand indirect) 76.1% Float As of September, 2005

  5. Units and GDSs 1 5 2 3 4 Liquidity has increased consistently over the last two years leading to the inclusion of the Unit in the Ibovespa index as of May 2005 NYSE (GDS)¹ BOVESPA (Units)¹ Global Offering: September 2003 Market Maker in BOVESPA IBrX-50 Index inclusion Secondary Offering: January 2005 Inclusion in the Ibovespa Additionally, in the Ibovespa’s new portfolio, released on September 1st, the Unit significantly increased its weight in the index, from 0.984% to 1.264% (28% increase) Source: Factset (1) Based on 30-day moving average of trading volume

  6. Retail and Consumer Credit Insurance & Annuity – Unibanco AIG • Serves individuals and companies with annual revenues lower than R$150 million • Approximately 500,000 SMEs and middle mkt business clients • Leading Consumer Finance franchises • 20.6 mm credit cards issued • Hipercard: over 3.0 million cards issued and 84,817 affiliated stores • Joint venture with AIG • Individuals and corporate: life, auto, assets, disability, pension funds and annuities • Strong mkt share growth with increasing profitability: • From 4.9% mkt share in 2000 to 7.8% in 1H05 • A balanced business mix • Aggressive expansion in the retail segment • Benchmark in consumer finance and wholesale business Wholesale Wealth Management • Offers investment products via Unibanco Asset Management to individuals and institutional investors and covers high net worth individuals in the private banking segment • Total assets under management: R$35 billion • #2 rank in Private Banking (Anbid) • Full coverage of 2,000 corporations with annual revenues greater than R$150 million and institutional investors in Brazil and internationally • Investment Banking: M&A, Capital Markets & Project Finance A Snapshot of Unibanco As of June 2005

  7. Organizational Structure • Prominent Board Members • Independent Audit Committee Board of Directors Pedro Malan Chairman Pedro Moreira Salles Vice-Chairman Audit Committee Gabriel Jorge Ferreira Chairman Members Armínio Fraga Joaquim F. Castro Neto João Dionisio Gabriel J. Ferreira Israel Vainboim Pedro Bodin Board Members CEO Pedro Moreira Salles Eduardo A. Guimarães Guy Almeida Andrade Retail Márcio Schettini Wholesale and Wealth ManagementDemosthenes Madureira Insurance and Pensions José Rudge Treasury Daniel Gleizer Legal, Audit, and Risk Lucas Melo Planning, Control, Operations and IR Geraldo Travaglia Corporate Communication and HR Marcos Caetano

  8. Timeline Over 80 years of history to become one of the leading full service banks in Brazil

  9. Bridging the gap Unibanco is the bank that grew its assets the most over the last 15 years. Ranking by Assets 1990 Ranking by Assets June 2005 1- Banco do Brasil ² 13.8x 2- CEF ² 8.2x 3- Bradesco 2.9x 4- Itaú 2.3x 5- Banespa ² 2.3x 6- Bamerindus 1.6x 7-1.0x 8- Econômico 0.9x 9- Nossa Caixa ² 0.9x 1- Banco do Brasil ² 2.8x 2- Bradesco 2.3x 3- CEF ²/³ 1.9x 4- Itaú 1.7x 5- 1.0x 6- Santander Banespa 0.9x 7- ABN Real + Sudameris ³ 0.8x 8- HSBC + Lloyds 0.6x Source: Unibanco Research (1) In terms of total assets • State-owned bank • As of March, 2005

  10. Segmentation and Distribution A superior strategy and comprehensive distribution system... Client Focus Nationwide Distribution 16,923 Points of Service Branches Corp. Site Branches North 11 North 8 North 69 Northeast 68 Northeast 42 Northeast 385 Mid-West 42 Mid-West 29 Mid-West 133 Southeast 672 Southeast 230 Southeast 1,766 South 115 South 53 South 250 Brazil 908 362 2,603 Brazil Brazil Stores Points of Sale North 4 316 North Northeast 33 Northeast 1,367 Mid-West 13 991 Mid-West Southeast 181 Southeast 6,608 South 27 2,835 South Brazil 258 Brazil 12,117 Consumer Finance Companies Stores Mid-West 35 Southeast 397 South 243 Brazil 675 (As of June 2005) …foster cross-selling opportunities across our expanding client base

  11. Universal Bank Unibanco serves all types of clients and segments Branch Network Consumer Finance Credit Cards Wholesale SMEs Auto Financing Insurance & Pension Asset Management Private Banking

  12. Universal Bank Greater focus on higher margin and faster growing businesses … Branch Network Consumer Finance Credit Cards Wholesale SMEs Auto Financing Insurance & Pension Asset Management Private Banking … maintaining the leadership in the consumer finance segment.

  13. Consumer Finance Leading Consumer Finance Platform Consumer Finance Loan Portfolio (R$ Million) Leading Consumer Finance Platform 43.3% Alliances Alliances with a great number of retailers across the country 2,571 1,794 Joint-Ventures Fully- Owned Jun-04 Jun-05 • Fininvest: aggressive growth plan • Leveraging Alliances and Joint Ventures • Cross Selling focus: Credit Cards, Banking Accounts, Capitalization, Insurance and Extended Warranty

  14. Credit Cards Total Cards (Million) Highlights • New alliances in the co-branded segment • 1.5 million credit cards issued in 1H05 20.6 20.0 Total Cards • Acquirer, issuer and processor • Accept by over 80 thousand retailers 17.0 15.0 Loan Portfolio (R$ Million) 32.0% 10.0 9.4 Private Label 2,881 Jun-04 2,182 Mastercard 5.0 5.0 Jun-05 3.3 Visa 2.9 Revenues (R$ Million) Hipercard Δ% 1H04 1H05 4,651 6,690 44% MC + Visa + HiperCard Jun-05 Jun-03 Dec-03 Jun-04 Dec-04 26% 1,221 1,536 Private Label Total 5,872 8,226 40%

  15. 37.4% 33.3% 4,143 6,414 3,108 4,667 Jun-04 Jun-04 Jun-05 Jun-05 SMEs & Auto Financing SMEs (R$ Million) Auto Financing (R$ Million) • Approximately 500,000 companies • Development of account-receivables products • Leveraging synergies with the group (Fininvest, Unicard, Hipercard) • Wide range of banking services • Fee-based services: cash management, payroll accounts, etc. • Value-chain approach • Significant contribution to core deposits’ growth • Fragmented and growing market • 9.3% market share (non-corporate), up 36.2% Y-o-Y • Acquisition of remaining shares of Banco Dibens in June 2005 • Action plan: • Strengthen relationship with dealers through Unibanco’s affiliates: • Better qualified, trained and compensated sales force • Larger base of active dealers with 20% growth in 2005

  16. Improved Funding Mix • Main actions: • Development of alternative sources of funding such as SuperPoupe • Link individual variable compensation at branch level to Core Deposits • Focus on cash management services, such as Payroll and Collection SuperPoupe(R$ Million) Funding (R$ Million) 2002 2003 2004 Jun-05 2,350 1,962 8,973 8,647 10,811 11,532 Core deposits 1,625 16,937 16,434 22,600 23,212 Time Deposits 1,030 25,910 25,081 33,411 34,744 Total Deposits 403 Evolution of Core Deposits % Jun-04 to Jun-05 Unibanco 23.6% Jun-04 Sep-04 Dec-04 Mar-05 Jun-05 9.3% National Financial System

  17. Cost Reduction Main Actions • Consolidation of back-office & supporting units; • Establishment of a single corporate communication area; • Outsourcing of non-core functions; • Joint procurement with other banks; • Reduction of labor settlement costs; • June 2005: All-time high historical motivation rate. Fees / Personnel Expenses Efficiency Ratio (%) 170.8% 60.9 60.0 153.7% 59.1 58.0 57.7 53.7 52.8 1H04¹ 1H05 2000 2001 2002 2003 2004 1Q05 2Q05 (1) Pro-forma: Excludes Credicard

  18. 15.0 29.1 31.8 35.2 44% 46% 50% Retail 56% 54% 50% Dec-99¹ Jun-04¹ Dec-04 Jun-05 Loan Portfolio Mix Migrating to higher margin segments with credit expansion focused on consumer finance and SMEs R$ billion 67% Wholesale 33% (1) Pro-Forma: excludes Credicard portfolio; includes installment credits.

  19. Client Base Client base evolution driven by both acquisitions and organic growth 19.3 Customers (million) 2.3 CAGR = 37% 18.2 1.8 Joint-Ventures with Consumer Finance Retailers 5.2 14.1 Consumer Finance 13.1 5.0 4.1 4.0 5.4 5.0 7.7 4.0 3.9 3.0 3.7 0.7 Universal Bank 6.4 6.4 6.0 5.2 2.1 4.0 0.8 Dec-94 Dec-95 Dec-99 Dec-00 Dec-01 Dec-03 Dec-04 Jun-05

  20. Performance Evolution: 1H05 1H05 / 1H04 +47.0% Net Income R$854 million Operating IncomeR$1,395 million +60.0% 23.0% 21.0% 20.1% R$ billion 17.8% 17.5% 17.3% 17.1% 16.5% 16.1% 8.7 8.4 13.8% 8.1 7.9 7.7 7.4 7.2 7.0 6.8 6.7 2Q05 1Q03 2Q03 3Q03 4Q03 1Q04 2Q04 3Q04 4Q04 1Q05 Annualized ROAE (%) Stockholders’ Equity

  21. Financial Performance

  22. Income Statement 1H04 R$ Million 1H04 1H05 Profit from Financial Intermediation 2,296 3,018 (+) Fees from Services Rendered 1,561 1,560 (-) Personnel & Adm. Expenses (2,385) (2,418) (+/-) Other Operating Income/ Expenses (600) (765) (=) Operating Income 872 1,395 (+/-) Non-Operating Income 6 10 (+/-) Income Tax and Social Contribution (97) (294) (Effective Income Tax Rate) 13% 24% (-) Profit Sharing/ Minority Interest (200) (257) Net Income 581 854 CAGR = 15% 1,283 Net Income 1,052 1,010 972 739 854 581 491 475 431 351 2000 2001 2002 2003 2004 1H05 1st Half Year

  23. 18.6 18.0¹ 16.5 16.3 15.7 13.7 16.1 2000 2001 2002 2003 2004 Jun-05 Financial Highlights Total Assets(R$ Million) Total Loans(R$ Million) 82,992 35,154 CAGR = 11% CAGR = 10% 31,796 79,350 75,375 69,632 27,678 26,557 25,358 55,616 21,615 51,496 2000 2001 2002 2003 2004 Jun-05 2000 2001 2002 2003 2004 Jun-05 Core Deposits(R$ Million) BIS Ratio (%) 11,532 10,811 CAGR = 15% 8,973 8,647 7,137 6,098 2000 2001 2002 2003 2004 Jun-05 (1) Pro-forma: Consolidates the issuance of the perpetual security in July 05

  24. 21.4 2.1 1.8 1.8 17.5 1.7 16.8 16.8 16.0 15.3 1.5 1.5 2000 2001 2002 2003 2004 1H051 2000 2001 2002 2003 2004 1H051 11.2 9.9 9.8 9.2 9.1 60.9 60.0 59.1 58.0 57.7 8.7 53.2 2000 2001 2002 2003 2004 1H05 2000 2001 2002 2003 2004 1H051 Performance Ratios ROAE (%) ROAA (%) Net Interest Margin (%) Efficiency Ratio (%) (1) Annualized ratios

  25. Loan Portfolio Mix – by client type R$ million Corporate 14.3% 6.7% 37.4% 3.9% 2.6% 21,795 7.2% 20,977 19,076 15,381 14,991 6,414 5,986 14,409 4,667 SME Large Corporate Total Corporate Individuals 33.8% 31.5% 9.5% 37.1% 10.2% 13.359 12,199 9,988 8.5% 7,907 7,173 6,012 5,452 5,026 3,976 Consumer Credit Companies Commercial Bank & Other Companies Total Individuals Jun-04 Mar-05 Jun-05

  26. Jun-04 Mar-05 Jun-05 Loan Portfolio Breakdown - Individuals Portfolio Consumer Credit Companies R$ million 37.1% 8.5% 52.8% 32.0% 21.5% 5,452 5,026 3,976 9.8% 0.6% 9.5% 1,910 2,881 1,739 2,630 2,182 661 1,250 657 544 Fininvest Credit Cards (Unicard and HiperCard) JVs with Retailers (PontoCred and LuizaCred) Total

  27. Loan Portfolio Breakdown - Individuals Portfolio R$ million Commercial Bank & Other Companies 31.5% 10.2% 27.1% 36.1% 26.0% 7,907 7,173 39.5% 6.3% 7.7% 6,012 2,590 4,370 4,058 2,436 3,211 2,056 947 745 679 Other Companies(*) Branch Network Auto Financing Total Jun-04 Mar-05 Jun-05 (*) Mainly Insurance/Garantech

  28. 5.3 5.0 4.8 4.2 4.0 3.9 2000¹ 2001 2002 2003 2004 Jun-05 5.3 5.0 4.4 4.0 1.8 2000 2001 2002 2003 1H05 Credit Ratios Allowance for Loan losses / Total Credit Risk (%) Non-Accrual Loans / Total Credit Risk (%) 6.7 6.0 5.9 5.5 5.2 4.9 2000 2001 2002 2003 2004 Jun-05 Allowance for Loan Losses / Non-Accrual (%) Net Charge Offs / Avg. Total Credit Risk (%) 141 131 126 126 120 115 100% 3.8 2.2 Jun-05 2000¹ 2001 2002 2003 2004 2004 (1) Non-Accrual: March 2001

  29. 21.0% 22.1% 17.2% 22.1% 10.2% 9.5% 9.2% 8.2% 7.2% 6.4% 7.9% 7.9% 1Q04 2Q04 1Q05 2Q05 Financial Margin Financial margin has consistently increased over the last quarters Provisions for loan losses/ Financial Margin Financial Margin Financial Margin after Provisions

  30. Fees From Services Rendered Excluding Credicard in 1H04 for comparison purposes R$ million D% 1H05 1H04 Y-o-Y Banking fees and other fees and commissions 884 809 9% (excluding Credicard in 1H04) Credit cards 476 379 26% Asset management fees 200 187 7% Total 1,560 1,375 14%

  31. Insurance and Private Pension Plans R$ million 2Q05 1Q05 1H05 1H04 Net Premium Written + 1,033 1,178 2,211 2,189 Pension Plan Revenues 84 76 160 148 Net Income 100.0% 98.6% 99.2% 99.3% Combined Ratio Extended Combined Ratio 86.4% 85.1% 85.7% 87.2% Technical Reserves 29.4% 6,272 5,941 1,424 1,217 4,847 1,077 4,848 4,724 3,770 2Q04 1Q05 2Q05 Insurance Private Pension

  32. In sum … we are confident ! Successful Business Strategy Strong Management Team Solid Financial Performance Scale and Sustainable Growth

  33. Annex I: New Brand & New Marketing Campaign

  34. Renewed Brand - 2005 Old New Brand Branches Marketing Campaign

  35. Annex II: Dividends

  36. Dividend History Pay Out Ratio % 35% 38% 37% 38% 35% 35% 36% 37% R$ million 448 CAGR = 18% 362 340 323 264 210 164 143 283 204 166 160 152 131 102 82 54 1997 1998 1999 2000 2001 2002 2003 2004 2005 1st Half Year • Unibanco has paid semi-annual dividends for more than 3 decades • In 2005, it started to pay quarterly dividends

  37. Annex III: Ratings

  38. Unibanco Ratings Long Term Long Term Short Term Short Term Moody’s Global Scale: Foreign Currency Global Scale: Local Currency Long TermDebt Long Term Deposits Short Term Deposits Financial Strength Long Term Deposits Short Term Deposits B1 B2 NP - - - Brazil Brazil Ba2 B2 NP D+ A3 P-2 Unibanco Unibanco Standard and Poor’s Foreign Currency Local Currency Long Term Short Term Long Term Short Term Brazil Brazil B BB- B BB Unibanco BB B Unibanco BB- B Fitch Ratings Foreign Currency Local Currency BB- B BB- - Brazil Brazil Unibanco BB- B Unibanco BB B

  39. Annex IV: Recent Events

  40. Perpetual Securities • Perpetual Securities – US$500 million Issuing of Perpetual Securities in July, 2005: US$500 million Coupon: 8.70% p.a. Rating: Ba2 by Moody's Investors Service, Inc. Investors: approximately 875 investors, specially from Asia and private banks. Roadshow: Singapore, Hong Kong, Geneva and London. 100% of the investors visited during the road show were part of the book The issuance of perpetual securities, if consolidated in June, 2005, would have made the BIS ratio to increase to approximately 18%.

  41. Global Offering

  42. For further information contact our Investor Relations Area atphone: 5511-3097-1980fax: 5511-3813-6182email: investor.relations@unibanco.com site: www.ir.unibanco.com • This presentation contains forward-looking statements regarding Unibanco. its subsidiaries and affiliates - anticipated synergies. growth plans. projected results and future strategies. Although these forward-looking statements reflect management’s good faith beliefs. they involve known and unknown risks and uncertainties that may cause the Company’s actual results or outcomes to be materially different from those anticipated and discussed herein. These risks and uncertainties include. but are not limited to. our ability to realize the amount of the projected synergies and the timetable projected. as well as economic. competitive. governmental and technological factors affecting Unibanco’s operations. markets. products and prices. and other factors detailed in Unibanco’s filings with the Securities and Exchange Commission which readers are urged to read carefully in assessing the forward-looking statements contained herein. Unibanco undertakes no duty to update any of the projections contained herein.

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