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Banco do Brasil

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Banco do Brasil

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  1. BBAS3 Banco do Brasil

  2. Disclaimer This presentation may include references and statements, planned synergies, increasing estimates, projections of results and future strategy for Banco do Brasil, it’s Associated and Affiliated Companies and Subsidiaries. Although these references and statements reflect the management’s belief, they also involve imprecision and high difficult risks to be foreseen, consequently, they may conduct to a different result than those anticipated and discussed here. These expectations are highly dependent on market conditions, on Brazil’s economic and banking system performances, as well as on international market one. Banco do Brasil is not responsible for bringing up to date any estimate in this presentation.

  3. 3 2 1 Brazilian Banking Industry Environment Operational Performance Prospects and Opportunities

  4. 90% Demographic bonus 8.6 8.5 8.3 80% 7.9 7.6 7.7 7.3 70% 53% 52% 50% 48% 46% 46% 46% 44% 42% 41% 38% 37% 60% 33% 31% 50% 40% 1950 1960 1970 1980 1990 2000 2010 2020 2030 2040 2050 2003 2004 2005 2006 2007 2008 2009 Economic Active Population = 15-64 years Dependency ratio Middle Income Class Low Income Class GDP per Capita (US$ 1,000) 133.4 10.0 121.7 119.1 9.3 111.6 106.5 8.1 7.9 7.1 2006 2007 2008 2009 sep/10 2006 2007 2008 2009 sep/10 Brazilian Banking Industry Environment Compelling Demographic Dynamics - % Middle and Low Income Classes¹ (% Households) Source: IBGE, Central Bank of Brazil, FGV and Ipeadata. (1) Data as of June of each year. Income classes classified according to income by household. Low income class: households with incomes up to R$ 1,063 per month. Middle income class: between R$ 1,064 and R$ 4,590 per month. Unemployment Index³ - % Total Payroll Index² (2) Base 100, Dec/2005 Source: IBGE (3) 12 months average Source: IBGE

  5. 1,612 541.0 1,414 1,227 936 72.9 733 315.5 39.6 2002 2003 2004 2005 2006 2007 2008 2009 Sep/10 Businesses Individuals Brazilian Banking Industry 131.8 106.2 78.9 125.2 91.9 64.7 63.3 45.8 48.1 166.5 35.7 157.1 139.1 111.6 77.4 2006 2007 2008 2009 sep/10 Vehicles Loan Mortgage Payroll Loan Brazilian Banking Industry Environment Credit to Individuals and Businesses Credit to Individuals² - Interest vs. Term R$ billion 884.0 778.4 695.0 510.6 728.0 207.8 636.0 532.3 425.4 238.0 2006¹ 2007 2008 2009 sep/10 Interest - % per year Average term - days Credit to Individuals² Credit / GDP 46.7 45.0 40.8 34.2 15.3 14.9 30.2 13.1 11.6 9.8 13.9 13.7 12.8 10.0 8.6 2006 2007 2008 2009 sep/10 Credit / GDP – Businesses¹ - % Credit / GDP - % (1) Loan as Reference for Interest Rate (2) Source: Central Bank of Brazil – sep/10 – preliminary data Credit / GDP – Individuals¹ - %

  6. Loan Portfolio² Assets¹ 365.1 796.8 20.0% 21.2% 78.8% 80.0% Asset Management³ Deposits¹ 348.3 362.5 22.1% 26.3% 77.9% 73.7% Scale and Leaderships R$ billion As of 09/30/2010 (1) Market Share: Central Bank of Brazil – Top 50 banks: Total Banking - Consolidated I + II (as of Jun/10) (2) Market Share: Central Bank of Brazil – Domestic Portfolio Informations. Balance of BB portfolio includes guarantees and private securities. (3) ANBIMA Ranking (assets managed by Banco do Brasil + 50% of the assets managed by Banco Votorantim)

  7. 32.1 32.5 30.7 26.1 25.9 25.1 25.8 24.7 22.6 22.5 21.6 19.5 Net Income and Profitability Growing and consistent income reflect the value creation of the strategies adopted. R$ million ROAE - % Recurring ROAE - % 10,148 8,803 8,506 7,701 6,960 6,685 6,044 5,992 5,880 5,058 5,014 Recurring Net Income 3,665 Net Income 2006 2007 2008 2009 9M09 9M10

  8. 4.1 3.5 3.1 1.9 2.4 1.5 2.4 Interest on Own Capital 2.0 1.7 1.4 1.4 Dividends 1.3 2.2 2.0 1.4 1.0 1.0 0.7 2006 2007 2008 2009 9M09 9M10 Return to Shareholders The payment of Interest on Own Capital and dividends in the first nine months of 2010 surpassed, by 28%, the amount paid in 2006. R$ billion

  9. = 21.9% 33.1 29.0 24.5 23.8 20.8 18.1 23.7 Interest Expense 19.7 23.9 17.7 Other Interest Income 15.1 39.8 Loan Income 30.5 41.7 29.7 14.7 34.5 21.6 33.9 32.3 23.6 19.2 18.6 25.3 Net Interest Income R$ billion NII¹ = 34.0% 2006 2007 2008 2009 9M09 9M10 (1) Before Allowance for Loan Losses

  10. 28.7 25.4 21.0 18.7 16.6 15.1 12.5 11.9 9.9 10.9 9.5 10.3 9.8 9.4 9.3 8.1 7.6 8.1 7.0 6.7 7.2 6.9 6.4 6.7 6.3 6.3 5.6 5.5 5.6 5.6 5.3 5.1 5.0 4.5 4.3 2006 2007 2008 2009 20104 Businesses Individuals Agribusiness Loan Operations Net Interest Margin Emphasis on expansion of lower risk products in Individuals Loan Portfolio ensures Net Interest Margin maintenance. NIM - % NIM by product - % 2006 2007 2008 2009 20104 Cumulative Selic² NIM¹ Risk Adjusted NIM³ (1) Net Interest Income over Earning Assets (2) Annualized (3) Net Financial Margim over Earning Assets (4) Up to September/2010 - annualized

  11. Core Deposits1 218.4 348.3 337.6 202.9 270.8 155.8 144.2 97.6 188.3 89.1 119.1 85.4 83.8 83.0 158.8 21.4 21.1 20.7 19.1 18.3 2006 2007 2008 2009 Sep/10 2006 2007 2008 2009 Sep/10 Assets under Management2 Individuals 362.5 316.2 Businesses 246.3 Issuances 220.1 182.7 Repo Interbanking 2006 2007 2008 2009 Sep/10 Funding BB Funding is characterized by low costs, diversification and stability. R$ billion Total Deposits Loan Portfolio / Deposits - % Foreign Borrowing – US$ billion 24.1 21.7 2.0 2.0 17.6 6.1 2.0 6.3 12.4 6.9 6.8 2.0 4.6 3.8 1.7 2.2 2.6 1.7 3.4 2.6 7.4 6.2 3.3 2.3 2007 2008 2009 Sep/10 (1) Demand, deposits savings, judicial and special deposits. (2) Including 50% of BV managed resources (3) Source: ANBIMA Ranking Market Share - %

  12. 20.1 20.1 20.0 17.1 16.5 16.0 339.8 Offshore Agribusiness Individuals Agribusiness Businesses Individuals Businesses = 19.0% Loan Portfolio BB Loan Portfolio reaches a market share of 20% due to credit diversification with growing of Individuals Loan Portfolio. R$ billion Market Share¹ - % 5.3% 21.8% 31.6% 41.3% 18.0 300.8 285.5 48.0 17.3 6.0% 21.5% 31.0% 41.5% 14.8 47.3 26.0 224.8 47.6 19.2 15.1 20.5 107.4 45.2 160.7 91.8 85.7 133.2 18.5 11.4 40.2 12.2 9.1% 33.8% 18.0% 39.0% 48.8 36.6 11.7 32.0 8.5 140.5 24.0 125.3 117.0 97.2 65.5 51.9 2006 2007 2008 2009 Sep/09 Sep/10 CAGR = 28.4% (1) Central Bank of Brazil – Press Releases – BB Domestic Loan Portfolio.

  13. 22.9 22.7 22.3 14.5 11.6 10.8 Mortgage Vehicle Finance Credit Card Other Payroll Loan Individuals Loan Portfolio Banco Votorantim, payroll loan, vehicle finance and mortgage are the main strategies to consumer finance expansion. R$ billion Δ% over Sep/09 25.3 107.4 Market Share¹ - % 2.5 91.8 31.4 85.7 25.3 1.5 1.3 20.7 29.2 19.3 10.4 9.4 48.8 8.1 27.0 0.1 23.6 6.7 23.1 32.0 7.6 24.0 3.0 0.9 3.8 16.8 24.2 2.8 42.2 13.3 36.5 34.0 12.0 17.6 11.9 8.3 2006 2007 2008 2009 Sep/09 Sep/10 CAGR = 49.1% (1) Source: Central Bank of Brazil – Press Releases - Loan as Reference for Interest Rate.

  14. 22.6 22.5 Market Share¹ - BV - % 18.6 17.5 17.3 13.4 3.4 3.4 3.0 3.2 3.1 2.7 Total Loan Portfolio NPL - BV - % 9,178 + 7,540 6,636 6,043 5,762 BV - Retail Credit Production 4,579 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 Retail Credit – BV R$ million (1) Source: ABEL

  15. 21.4 20.5 21.1 16.7 15.6 14.4 140.5 125.3 117.0 48.5 97.2 44.9 41.2 34.9 65.5 51.9 24.6 92.0 18.3 80.4 75.8 62.3 40.9 33.6 2006 2007 2008 2009 Sep/09 Sep/10 Business Loan Portfolio Credit to Businesses gains market and grows more than 20% in the last 12 months. R$ billion Δ% over Sep/09 Market Share¹ - % 20.1 17.8 Small and Micro Enterprises 21.3 Medium and Large Enterprises CAGR = 30,4% (1) Source: Central Bank of Brazil – Press Releases:Loan as Reference for Interest Rate

  16. Business Loan Portfolio Breakdown The increase in the relative share of credit for investment reflects the improving economy and indicates a promising scenario for next year. R$ billion Δ % over Sep/09 140.5 4.7% 9.3% 21.9% 64.1% 6.6 125.3 13.1 117.0 6.0 6.0 12.6 34.0 97.2 30.7 Other 14.1 2.7 25.2 15.5 22.9 Foreign Trade 65.5 19.2 2.2 51.9 10.9 4.1% 19.5% 18.4% 58.1% 2.1 Investment 13.4 90.1 10.1 21.8 81.6 74.0 9.6 59.8 39.1 Working Capital 30.1 2006 2007 2008 2009 Sep/09 Sep/10

  17. Thousand Operations 5,643 5,104 3,469 Operations Balance R$ million 2,404 380 Sep/09 Dec/09 Mar/10 Jun/10 Sep/10 = 10.6% = 134.7% Business Loan Portfolio - FGO SME credit prioritized risk mitigators mechanisms to expand the leverage capacity of businesses and to hedge BB loan portfolio. 255.4 212.4 140.5 81.9 11.4

  18. 61.9 61.5 60.7 59.6 58.2 57.7 74.0 68.0 66.4 1.9 2.6% 26.5% 33.5% 37.4% 63.7 2.7 2.6 1.8 19.6 51.9 14.4 18.8 17.5 1.0 45.1 10.9 0.4 0.9% 16.4% 41.2% 41.5% 7.4 24.7 22.0 22.1 20.1 20.1 18.6 27.5 27.6 24.5 24.3 19.9 18.7 2006 2007 2008 2009 Sep/09 Sep/10 Agribusiness Loan Portfolio BB is the main partner of brazilian agribusiness, ensuring support to all stages of production process. R$ billion Δ % over Sep/09 Market Share - % 8.7 Other 4.4 Marketing 12.0 Investment 12.9 Costs CAGR = 14.1%

  19. 11.6 15.9 14.9 7.0 32.7 38.4 38.0 50.0 58.4% 66.6% 67.3 61.6 62.0 50.0 54.7% Crop 07/08 Crop 08/09 Crop 09/10 Crop 10/112 35.7% 73,8% 74.2% % Mitigated Costs³ Rural Insurance Hedge Price Soybean 3,580 66.4% 7.0% Corn 1,223 71.2% 10.1% Rice 765 72.0% - Wheat 16 87.3% - Other 1,438 37.4% - Total 7,022 62.0% 5.3% Agribusiness – Risk Mitigators Crop Insurance Breakdown Working Capital (R$ billion) With Mitigators ¹ - % Without Mitigators¹ - % (1) Agricultural insurance, Proagro or Hedge Price (2) Up to September 2010 (3) Crop 2010/2011 – R$ million

  20. Individuals Loan Portfolio NPL Ratio1 - % Loan Portfolio NPL Ratio - % Businesses Loan Portfolio NPL Ratio1 - % 8.2 8.0 4.4 4.4 7.6 7.8 7.0 3.7 3.4 3.2 4.0 3.0 6.0 3.8 3.5 2.7 3.6 3.3 6.3 6.3 2.0 1.8 5.8 2.7 2.7 2.5 2.4 3.1 5.2 2.9 4.8 2.4 2.2 2.0 2 1.7 3.8 2006 2007 2008 2009 Sep/09 Sep/10 2006 2007 2008 2009 Sep/09 Sep/10 2006 2007 2008 2009 Sep/09 Sep/10 Delinquency Ratio Reduction of delinquency ratio shows the success of BB strategy to emphasize collateralized segments. (1) Loan as Reference for Interest Rate. (2) Source: Central Bank of Brazil – Press Releases

  21. Allowance for Loan Losses / Loan Portfolio¹ - % 5.0 4.6 4.7 3.8 3.6 3.7 Allowance for Loan Losses Expenses - R$ million 11,629 8,679 8,536 6,800 5,743 5,380 2006 2007 2008 2009 9M09 9M10 228 214 205 182 176 171 170 168 162 162 156 156 2006 2007 2008 2009 Sep/09 Sep/10 Credit Risk and Allowance for Loan Losses Allowance for Loan Losses Expenses / Average Portfolio (%) Coverage Ratio² - % (1) Annual Allowance for Loan Losses Expenses over 12 months Average Portfolio . (2) Required allowance for loan losses / Past Due Loans + 90 days

  22. 48.1 42.0 37.2 15.1 34.9 31.4 13.0 27.6 12.7 Other Commercial Income 11.1 10.6 9.5 29.0 33.1 23.8 NII 24.5 20.8 18.1 2006 2007 2008 2009 9M09 9M10 Commercial Revenues¹ Business diversification ensures sustainability in revenue creation. R$ billion CAGR = 20.4% = 20.6% (1) Inssuance, Pension Plan and Saving Bonds.

  23. Market Share -% 20.6 20.5 20.3 19.2 16.8 15.8 88.6 77.8 66.2 64.5 50.5 38.6 = 23.7% = 25.5% 2006 2007 2008 2009 9M09 9M10 Cards Revenues Insurance Income¹ Insurance Index -%2 Cards and Insurance Business with Cards and Insurance follow the favorable dynamic of economy. R$ billion 16.8 14.6 15.0 13.6 11.4 11.3 992.2 943.6 758.5 752.0 671.9 617.6 2006 2007 2008 2009 9M09 9M10 (1) Brokerage Net Revenue + Fee Income + Equity in the Earnings. After taxes. (2) Insurance Income / Recurring Income

  24. 19.2 16,5 15,4 15.0 8.9 13,3 12.9 7.5 7.3 7.0 6.2 5.6 9.0 8.0 10.3 8.1 7.3 7.1 2006 2007 2008 2009² 9M092 9M10 = 10.0% Administrative Expenses1 BB shows austerity in the administrative expenses management, even considering BNC branch network integrationand acquisition of 50% of Banco Votorantim. R$ billion Other Administrative Expenses Personnel Expenses (1) Does not include civi and labor claims (2) Pro forma considering BNC and BV expenses.

  25. Employees - thousand 108.5 104.0 18.3 17.9 89.0 16.0 82.7 81.9 15.3 15.1 5.1 4.9 4.3 4.0 4.0 13.2 13.0 11.6 11.1 11.3 2006 2007 2008 2009 Sep/10 2006 2007 2008 2009 Sep/10 Other Points of Service Branches ATM - thousand Transactions in Automated Channels - % 45.4 44.2 39.7 39.7 39.3 92.0 91.8 91.3 91.1 90.0 2006 2007 2008 2009 Sep/10 2006 2007 2008 Sep/10 2009 Structure Data Points of Service - thousand

  26. Assets per Employee– R$ million Deposits per Branch - R$ million 6.7 6.2 68.9 68.9 62.4 5.2 3.9 47.0 3.2 40.0 2006 2007 2008 2009 Sep/10 2006 2007 2008 2009 Sep/10 Checking Accounts per Employee - Credit Portfolio per Branch – R$ million 313 307 67.2 301 301 278 61.4 51.8 40.1 33.5 2006 2007 2008 2009 Sep/10 2006 2007 2008 2009 Sep/10 Productivity ratios

  27. Fee Income / Personnel Expenses - %(1) 136.2 47.5 46.2 128.2 127.7 45.6 44.0 119.8 112.9 40.7 2006 2007 2008 2009 20103 2006 2007 2008 2009 20103 Productivity Ratios Recent acquisitions present opportunity to recover previous productivity levels. (1) (2) Cost-to-Income Ratio - % (1) Without one-off Items (2) Cost-to-Income Ratio = Administrative Expenses / Operating Revenues (3) Accumulated up to September/2010

  28. Pro forma1 17.3 15.6 15.2 14.4 14.2 13.7 5.6 4.9 4.3 4.2 4.0 4.0 11.7 Tier II - % 10.9 10.7 10.2 10.2 9.7 Tier I - % 2006 2007 2008 2009 sep/10 oct/10 BIS Ratio Current BIS Ratio level allows BB Loan Portfolio to keep growing. (1) Pro forma – Added subordinated debt issued in the amount of US$ 650 million.

  29. Free Float - % Free float: 30.4% 30.4 13.4 21.8 21.7 21.5 13.4 17.0 14.8 10.0 10.2 11.7 7.6 17.0 59.2 11.8 11.3 10.0 7.2 10.4 2006 2007 2008 2009 Sep/10 Foreign Investors Federal Government Other PREVI Ownership Structure After 2006, 2007 and 2010 public offerings BB surpasses 30% of free float and meets all commitments with Bovespa’s Novo Mercado¹. Ownership Structure (1) Special listing segment of BM&F Bovespa wich comprises companies with the best corporate governance practices.

  30. 206.9% 128.1% 110.0% 107.5% 12.4% Stock Performance Market recognizes the historical operating performance and the favorable prospects. 09/30/2010 12/31/2005 Banco do Brasil Bradesco Itaú Unibanco Ibovespa Santander¹ (1) Change since 10/07/2009, date of first Unit SANB11 negotiation.

  31. Prospects and Opportunities

  32. Part. de Mercado: Market Share: Alian Alian ç ç a do Brasil a do Brasil 19,3% 19.3% Vida Life o o rd o o th o o st 3 3 3 5 5 5 1 1 1 o o o o o o o o o 3 3 3 5 5 5 1 1 1 Part. de Mercado: Market Share: 12,5% 12.5% Alian Alian ç ç a do Brasil a do Brasil Non-life Não - Vida o o th o o nd o o nd 7 7 7 o o o 2 2 2 o o o 2 2 2 o o o 7 7 7 2 2 2 2 2 2 Part. de Mercado: Market Share: 15.6% 15,6% BrasilVe BrasilVe í í culos culos Vehicles Ve í í culos o o th o o th o o nd 6 6 6 5 5 5 2 2 2 o o o o o o o o o 6 6 6 5 5 5 2 2 2 Part. de Mercado: Market Share: 30,0% 30.0% BrasilCap BrasilCap Saving Bonds¹ Capitaliza ç ão st o o o o th o o st 1 1 1 o o o 7 7 7 o o o 1 1 1 o o o 1 1 1 7 7 7 1 1 1 Part. de Mercado: Market Share: 19,9% 19.9% BrasilPrev BrasilPrev Pension Fund Previdência nd o o 2 2 2 o o o 2 2 2 o o nd o o nd 2 2 2 o o o 2 2 2 o o o 2 2 2 2 2 2 Business Diversification Income Class upgrade, long term funding and improving loyalty of customer base are opportunities to Brazilian Banking Industry Ranking Position After Corporate Reorganization • Insurance Businesses • Credit Cards • Payment methods • National Brand • Mortgage • Long term relationship • Capital Market Operations (1) A financial product in Brazil which allows the customer to invest with specifc conditions of term and rate, and to apply for prizes

  33. Internationalization The greater relevance of Brazil in the global economy demands proactivity of Banks. • Follow the internationalization movement of Brazilian Companies • Assist Brazilian communities abroad • Follow international trade flow • Patagonia • Financial Holding Company • Africa • Reorganization in Europe

  34. 396.6 381.5 349.2 346.7 348.0 Better Customer Services and Operational Efficiency To have a quarter of Brazilians as customers imposes the challenge of strenghten the relationship, improve service and operational efficiency gains. Commercial Revenues¹ / Customer- R$ • Review the customer portfolios • Increase the sales team • New business platform • New branches layout 2006 2007 2008 2009 2010 (1) Quarterly Flow – Includes Fee and Insurance Income

  35. BBAS3 Investor Relations Unit SBS - Quadra 1 - Bloco C - Ed. Sede III – 5th floor 70073-901 - Brasília (DF) Phone: 55 (61) 3310 3980 Fax: 55 (61) 3310 3735 bb.com.br ri@bb.com.br For further information access bb.com.br/ir

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