1 / 36

May, 2001

G R U P O F I N A N C I E R O. Laredo National Bank. May, 2001. Contents. I. GFNORTE RESULTS Relevant Information Profitability Asset Quality Capitalization Other Sectors Internet Efficiency Projects & Alliances II. TRADITIONAL BANKING BUSINESS(Banking Sector)

lucas-barnett
Télécharger la présentation

May, 2001

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. G R U P O F I N A N C I E R O Laredo National Bank • May, 2001

  2. Contents • I. GFNORTE RESULTS • Relevant Information • Profitability • Asset Quality • Capitalization • Other Sectors • Internet • Efficiency Projects & Alliances • II. TRADITIONAL BANKING BUSINESS(Banking Sector) • III. MANAGEMENT’S VISION & STRATEGIES

  3. I . GFNORTE RESULTS

  4. Group’s Integration GFNORTE 84.5% 8.1% 5.4% 2.0% Auxiliary Organizations Long Term Saving Banking Brokerage Brokerage House Annuities Factoring Banorte (Banpais) Pension Funds Leasing Bancentro Warehousing Insurance Bonding • % Group´s Investment in Subsidiaries. • March 2001.

  5. DON ROBERTO GONZALEZ BARRERA President Public Relations Corporate Development Corporate Examiner OTHÓN RUIZ MONTEMAYOR Vice-President & GFNorte’s General Director SUPPORT & CONTROL NON TRADITIONAL BANKING BUSINESS Government Banking Investor Relations BANORTE’S GENERAL DIRECTION • Specialized areas • Commercial, Corporate, Middle Sector and Private Banking • Territorials • Monterrey, West, México City, Northeast, Northwest and Southeast • Marketing • Legal • Treasury • e- Business • Long Term Savings Sector • Recovery Bank • Risk Management • Technology and Operations • Human Resources • Planning and Control GFNorte’s organization is structured for servicing clients

  6. Banorte became a national bank improving its market position MARKET COVERAGE Branches Mar 01 Dec 96 % % 14° 6° Branches 156 2.3 453 5.9 States 7 32 Market Dec ‘96 Mar ‘01 BANORTE BANCENTRO BANPAIS % Rank % Rank Non Interest Deposits 5° 5° 6.8 12.3 Total Deposits 10° 5° 3.6 8.2 10° 5° 3.3 8.4 Loans Source: A B.M. Mkt. % for deposits excludes Financial Intermediaries and refers to Banking Sector exclusively. Loans include Fobaproa and source CNBV (December 2000).

  7. Banorte has a national presence MONTERREY Tot. M.S. Branches 118 13.5 Deposits $38,339 28.4 NORTHEAST Tot. M.S. Branches 68 12.4 Deposits $14,971 22.4 MEXICO NORTHWEST Tot. M.S. Branches 100 4.9 Deposits $25,721 4.1 Tot. M.S. Branches 33 3.0 Deposits $4,469 4.0 WEST Tot. M.S. Branches 104 6.3 Deposits $19,003 9.4 SOUTHEAST TOTAL M.S. Branches* 453 5.9% Deposits** $106,651 8.2% Tot. M.S. Branches 30 2.0 Deposits $4,148 2.5 March 2001 M.S. Market Share Million Pesos. * Includes Modules ** Excludes centralized operations.

  8. Our Client base has increased through time as Banorte has reinforced its presence in traditional entities and moved further into new territories NUMBER OF CLIENTS (Thousands) 2,635 2,818 2,324 1,900 889 627 301 142 2001* 1994 ‘95 ‘96 ‘97 ‘98 ‘99 2000 Products % Accounts Checking Account 50.4% Investment 36.0% Credit Card 7.1% Credits 2.3% Money Market 1.9% Mortgage 2.0% Brokerage 0.3% Total Accounts 100.0% * March 2001 Includes the Banking and Brokerage Sectors.

  9. Supported on Banorte´s technological platform, electronic and phone banking have grown aggressively Transactions 1Q01 (millions) Units Call Center 2.9 POS 1.9 PC Banking 5.1* 26.2 ATM’s 1994 1995 1996 1997 1998 1999 2000 1Q01 March 2001; * Tradicional & Internet; Call Center = Number of calls

  10. More than 50% of all transactions are channelled through electronic banking TRANSACTIONS BY DISTRIBUTION CHANNEL 1Q01 44.3% 37.5% 6.8% 5.4% 3.7% 2.4% PC BANKING TELEPHONE BANKING ATM BRANCH POS INTERNET March, 2001.

  11. Profitability

  12. GFNorte has maintained constant earnings growth ACCUMULATED NET INCOME 1,699.8 1,572.7 1,537.2 1,146.9 1,250.4 837.2 712.2 692.4 527.2 1Q’00 463.8 '95 '96 '97 '98 '99 ‘00 1T’01 Book Value 10.4 9.0 12.6 14.7 16.2 15.4 16.1 Per Share (*) Extraordinary Income: 1997: $700.1 & 1998: $425.7 Extraordinary Income Millions as of March 2001. (*) Based on 492.8 millions of shares.

  13. A major contribution to earnings was that of the Banking Sector with 91% of total Group´s earnings GFNORTE EARNINGS 1 Q 2001 1% 1% 3% 4% BANKING BROKERAGE LONG TERM SAVINGS HOLDING AUXILIARY ORGANIZATIONS 91%

  14. GFNorte Accumulated Net Income MARCH 2001 GFNorte Net Income $527.2 $480.4 91% $22.2 $12.2 $6.9 $5.4 Banking Sector Auxiliary Organizations Brokerage House Long Term Savings Holding 1 Q‘00 1 Q ‘01 358.5 Banking Sector 480.4 Auxiliary Organizations 13.6 22.2 Brokerage House 17.5 12.2 Long Term Savings 43.0 6.9 Holding (1.3) 5.4 $431.2 $527.2 TOTAL MAYORITY SHARE IN MILLION PESOS, BANKING SECTOR NCLUDES UDIS.

  15. GFNorte increased its net income per share by 36% NET INCOME PER SHARE (Pesos / Share) 3.40 2.50 36% 1999 2000 Pesos as of December 2000.

  16. ... and during 1Q01, net income per share increased 14% NET INCOME PER SHARE (Pesos / Share) 1.07 0.94 14% 1Q’00 1Q’01 Pesos as of March 2001.

  17. GFNorte increased it’s ROE maintaining a market leadership ROE GFNorte 29.8% 26.8% 26.8% 21.4% 19.1% 18.7% 6.9% 1Q00 1Q01 BANACCI GFNORTE GFBVA- BANCOMER GFSANTAND GFBITAL Source: Press Release each bank.

  18. Asset Quality

  19. The Banking Sector performing commercial, mortgage and consumer loans showed a 9% increased in the year and past due loans decreased by 8% PERFORMING LOANS PAST DUE LOANS 23,266 21,409 4,582 9% 4,210 8% 1Q00 1Q01 1Q00 1Q01 Millions as March 2001 Performing loans not includes IPAB, governmental and financial entities.

  20. Banorte has maintained a low level of past due loans PAST DUE LOAN RATIO Banorte Banking Sector 7.4% 6.9% 5.3% 5.3% 5.3% 3° 3.6% 1.0% 1Q’00 1Q’01 SANTANDER- SERFIN BANAMEX BANORTE BITAL BBVA - BANCOMER Data as of March ‘01.

  21. Banorte maintained a reserve coverage of 100.4% RESERVE COVERAGE 489.3% 111.4% 107.8% 100.4% 103.5% BBV - BANCOMER BITAL SANTANDER- SERFIN BANAMEX BANORTE Data as of March ‘01.

  22. Capitalization

  23. Capitalization ratio stood at 11.6% with rules of 2003 CAPITALIZATION RATIO 2001 2001 2003 2003 2003 RULES OF: 14.4% 12.8% 11.6% 11.6% 7.6% BBVA - BANCOMER SANTANDER - SERFÍN BANAMEX BITAL BANORTE W/O MARKET RISK 20.2%. 14.8% 17.3% (*) 14.4% 13.4% Data as of March 2001. (*) Rules 2001.

  24. Others Sectors

  25. Other sectors are profitable and have gained market share 1Q00 1Q01 Net Income Market Share Net Income Market Share Long Term Savings: Afore 34.1 8.8% 31.3 8.9% Bancassurance (2.1) 1.5% (19.4) 1.2% 1) Annuities 9.1 9.7% (5.0) 10.5% Brokerage Sector: Brokerage House 18.8 5.2% 12.2 5.6% 2) Auxiliary Organizations: Factoring 9.2 24.8% 12.4 19.9% 1) Leasing 4.2 4.8% 6.5 4.8% 1) Warehousing N.A. 2.6% 2) 0.6 1.9 Bonding N.A. 0.7 1.4 N.A. Millions as of March 2001. Wholesale Participation. 1) Dic ‘00. 2)Sep ‘00. Market Share: Afore & Annuities: Number of Affiliated; Bancassurance:Premiums; Brokerage House: Assets under management; Factoring & Leasing: Total Loans.

  26. www.banorte.com

  27. Since 1995 Banorte has had presence in Internet through www.banorte.com and has increased its acceptance in the market • Home Banking.- with more than 150,000 transactions per month and 55,587 clients. • Business PC Banking.- with more than 560,000 transactions per month and 4,089 business. • Our new services include: • Credit Card payments for e-commerce businesses and Internet virtual credit card. • Acquisition and payments of Banorte-Generali insurance policies by Internet. • Stock and mutual funds trading.

  28. Efficiency Projects & Alliances

  29. In order to improve it’s operating efficiency, GFNorte has three main projects in process EVOLUCION Aimed to improve the efficiency of the Group’s operations, to control operative risk , to reduce the organizational structure cost and to improve internal control. TRANSFORMACION Implement a more efficient credit process that allows to optimize the risk and profitability levels. PROFITABILITY Automated profitability measurement of each business area by territory, branch, product and client. This tool is fundamental for decision making.

  30. GFNorte has made several alliances aimed to improve its value Banorte clients will have access to spanish bank services and viceversa. Third more important company in money transfers from USA to Mexico, which Banorte get into this market. Development in tourist destinations. Automotor financing. This site’s users will be able to access GFNortes’s products and financial services. Development of virtual investments’ Brokerage simulator. Provide financial services to this site’s clients and offer its site’s information to Banorte’s clients.

  31. II . TRADITIONAL BANKING BUSINESS (Banking Sector)

  32. 2000 2001 2 Q 1 Q 1 Q 3 Q 4 Q TRADITIONAL BANKING BUSINESS 292 348 413 667 262 MILLION PESOS Banking Sector Statement of Income 1 Q 1 Q 2001 VARIATION CONCEPT 2000 $ % TRADITIONAL BANKING BUSINESS 262 667 425 176% NON BANKING BUSINESS 62 47 (10) (18%) RECOVERY BUSINESS 520 210 (275) (57%) TOTAL OPERATING 844 924 140 18% (-) TECHNOLOGY AND MARKETING 315 261 (31) (11%) (-) RESERVES 45 173 131 312% (+) IPAB 193 53 (126) (70%) (+) EXTRAORDINARY PARTIES (107) 81 181 N.A. (+)FISCAL AND SUBSIDIARIES (175) (133) 29 N.A. NET INCOME 394 491 124 34% MILLION PESOS * SUPPOSING FUNDING COST CETES + 0.5

  33. III. MANAGEMENT’S VISION & STRATEGIES

  34. The GFNorte’s strategy follow-up has generated good results which has been recognized by international analysts • January 9 of this year, the prestigious international ratings firm Fitch: • Gave the ”C/D” rating to Banco Mercantil del Norte for INDIVIDUAL STRENGTH, the highest rating ever granted to a Mexican Banking Institution. • Gave the ratings BBB- for national currency and BB+ for foreign currency, the latter being limited only by the prevailing risk ceiling. • Its outlook for Banorte is “POSITIVE”, which confirms the financial strength of this institution.

  35. GFNorte faces market trends with a clear strategy which has been profitable External Factors Strategy Deposit Volume and Mix Interest Rate New Loans Non Interest Income IPAB Revenues Non Interest Expense Recovery Bank PROFITABILITY Risk Control

  36. G R U P O F I N A N C I E R O

More Related