National Bank Of Fujairah · ADX:NBF
National Bank Of Fujairah — Investor Presentation (2014)
48 slides from National Bank Of Fujairah's investor presentation, 2014
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Slide 3: Engaging our partners, customers, investors and community
1 Engaging our partners, customers, investors and community for the continued development of National Bank of Fujairah NBF has established a solid platform for future development and as the bank begins the next leg of its growth journey, we are taking greater efforts to engage with the market and th
Slide 4: Our factsheet
2 Our factsheet Who we are We are a full services bank and since commencing operations over 30 years ago, have established a reputation as a bank for business in the UAE that is supported by a strong personal banking proposition. We have also been one of the fastest growing banks in the UAE over the
Slide 5: Our factsheet
3 Our factsheet Business focus We are well regarded for our expertise and experience in areas of corporate banking, business banking, trade finance, precious metals and treasury. We have also expanded our range of services to include a full suite of personal banking products and recently introduced
Slide 6: NBF's vision, mission and values
4 NBF’s vision, mission and values underscore our commitment to the development of the UAE and the emirate of Fujairah The Bank for Business in the UAE, The Pride of Fujairah • Providing the very best financial services • Offering a stimulating work environment • Being professional P Passion R Respe
Slide 7: A bank and brand growing from strength to strength
5 A bank - and brand - that is growing from strength to strength NBF Financial NBF Trade Services (HKG) NBF Capital NBF Islamic Services FZC Limited Established in December 2004 A non-banking financial Based in DIFC & regulated by Offering banking solutions in with limited liability status in the en
Slide 8: Maintaining a sustainable growth and long term value
6 Maintaining a sustainable growth and long term value Customer - Business Mix Assets Income Corporate Banking 57.3% 52.3% Business Banking 11.4% 24.2% Retail Banking 6.5% 7.1% Treasury & ALM 24.8% 16.4% Total 100.0% 100.0% Service Channels 15 Branches 36 ATMs Online Banking Relationship Managers/ S
Slide 9: Operating Environment
7 Operating Environment
Slide 10: UAE's economic outlook
8 UAE’s economic outlook 2014f 2015f 2016f 2017f 2018f 2019f 2020f Real GDP growth, % 3.9 4.0 3.8 3.7 3.4 3.1 3.4 GDP per capita, US$ 45,489 48,468 51,252 53,805 56,113 58,364 60,926 Inflation, % 2.5 3.8 3.7 3.3 3.1 3.0 3.0 Current Account, US $ bn 74.2 74.7 80.2 86.8 93.5 96.4 99.1 Balance of Trade
Slide 11: Emirate of Fujairah - strategic and regional importance
9 Emirate of Fujairah - strategic and regional importance • Fujairah is one of the seven emirates that make up the United Arab Emirates (UAE). Given its growing status as a hub for oil storage and refining, the Emirate is of strategic importance to the country • Fujairah is the world’s second larges
Slide 12: Overview of National Bank of Fujairah
10 Overview of National Bank of Fujairah
Slide 13: NBF Board of Directors
11 NBF Board of Directors Board of Directors and their external positions NBF His Highness Sheikh Saleh Bin Mohamed Bin Hamad Al Sharqi Chairman • Chairman of Department of Industry & Economy, Government of Fujairah • Chairman of Fujairah Port Authority • Chairman of Fujairah Petroleum Company • Cha
Slide 14: NBF Board of Directors
12 NBF Board of Directors Board of Directors and their external appointments NBF Mr. Hussain Mirza Al Sayegh Member • Deputy Chairman of Oilfields Supply Center • Deputy Chairman of Al Nasr Leisureland • Director of Emirates National Oil Company • Director of Emirates National Bank of Dubai (ENBD) D
Slide 15: NBF Board of Directors
13 NBF Board of Directors Board of Directors and their external appointments NBF Mr. Mohamed Obaid Bin Majed Al Aleeli Member • Director General of Department of Industry & Economy, Government of Fujairah • Chairman of Fujairah Building Industries Mr. Abdullah Fareed Al Gurg Member • Group General M
Slide 16: NBF Management
14 NBF Management Name Position Vince Cook Chief Executive Officer Adnan Anwar Chief Financial Officer Balaji Krishnamurthy Chief Operations Officer Prasant Sarkar Chief Risk Officer Vikram Pradhan Head of Corporate & Institutional Banking Sharif Mohd. Rafei Head of Retail Banking and Fujairah Regio
Slide 17: Our segmented and customer focused business model
15 Our segmented and customer focused business model Through our segmented business focus and differentiated customer service, we fuel the economic activities of the country. The services we provide enable businesses and corporations to set up and grow; they are also tailored to the individual lifes
Slide 18: Our strengths
16 Our strengths Strong shareholder support & Fujairah’s flagship bank Strong governance, A leader in trade controls and regulatory finance, precious metals compliance and treasury businesses Industry focused Well regarded as a business segmentation relationship bank Preferred advisory & syndication
Slide 19: Market recognition
17 Market recognition Well recognised in the UAE and GCC for delivering excellence and value to its clients Banker Middle East Awards 2014 • Best Domestic Commercial Bank • Best Treasury Management • Best SME Trade Finance Offering • Best Customer Service – Corporate & Investment Banking 2013 • Best
Slide 20: A leading trade finance player
18 A leading trade finance player NBF’s award-winning trade finance team handles transactions professionally and efficiently. Our quick response times to client requirements are a source of pride for the bank. Our comprehensive trade finance product offerings include: • Import Financing: Issuance of
Slide 21: Strong treasury capabilities
19 Strong treasury capabilities Our award-winning treasury team brings extensive local and regional market knowledge to the development of a wide array of bespoke solutions for our clients • Market maker in UAE Dirhams; also one of the 11 banks on the country’s EIBOR panel • Active trader in GCC and
Slide 22: Strong mid-market presence & niche
20 Strong mid-market presence & niche Business banking: • NBF is among the top three business banking players in the UAE and is recognised by peers for its strong mid-market presence • Multidisciplinary and relationship-focused business model is a differentiator for NBF • Business banking contribute
Slide 23: Solid syndication capabilities
21 Solid syndication capabilities Bringing together local market knowledge and experienced professionals, we structure and execute syndicated transactions across various market segments
Slide 24: NBF deal credentials
22 NBF deal credentials UNIVERSAL HOSPITAL BRS VENTURES & HOLDINGS LTD MALABAR GOLD AED 260M Syndicated facility USD 750M Secured Term Loan facility AED 300M Syndicated Term Loan facility Financial Advisor and Book Runner Mandated Lead Arranger and Book runner Financial Advisor and Book Runner NBF C
Slide 25: NBF deal credentials
23 NBF deal credentials LIFELINE GROUP Finja Jewellery DMCC GULF RESOURCES DEVELOPMENT & INVESTMENT LLC Positive restructuring and realignment Equity Buyout transaction, USD 76M Syndicated Term Loan facility of facility terms Financial Advisor Mandated Lead Arranger and Financial Advisor Book-runner
Slide 26: NBF deal credentials
24 NBF deal credentials PACIFIC CONTROL SYSTEMS LLC HORIZON TERMINALS FUJAIRAH CITY CENTRE LLC USD 72M Syndicated Term Loan facility USD 72M Syndicated Term Loan facility AED 225M Syndicated Term Loan facility Mandated Lead Arranger and Mandated Lead Arranger and Mandated Lead Arranger and Book-runn
Slide 27: Financial Performance
25 Financial Performance
Slide 28: A snapshot of our financial performance
26 A snapshot of our financial performance Assets Shareholders’ Equity 3.5 25.0 3.0 CAGR : 16.2% CAGR : 17.5% 20.0 2.5 2.0 in AED Bn in AED Bn 15.0 1.5 10.0 1.0 5.0 0.5 12.9 14.9 17.5 21.5 24.6 1.8 2.1 2.3 3.0 3.4 0.0 0.0 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 Loans and Advances Customer
Slide 29: A snapshot of our financial performance contd…
27 A snapshot of our financial performance contd… Net Profit Operating Profit 800.0 600.0 700.0 500.0 CAGR : 31.1% 600.0 CAGR : 14.1% 400.0 500.0 in AED M in AED M 300.0 400.0 300.0 200.0 200.0 170.9 280.9 305.8 393.1 505.4 375.9 394.3 479.5 560.7 100.0 637.8 100.0 0.0 0.0 2010 2011 2012 2013 2014 2
Slide 30: Profitability ratios
28 Profitability ratios Return on Average Equity Return on Average Assets 20.0% 2.5% 2.2% 15.8% 2.0% 2.0% 14.4% 14.8% 2.0% 1.9% 15.0% 14.1% 1.5% 1.4% 9.7% 10.0% 1.0% 5.0% 0.5% 0.0% 0.0% 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 Loan Loss to Income Ratio Cost to Income Ratio 39.4% 40.0% 40.0%
Slide 31: Equity and capital base progression
29 Equity and capital base progression Tier 1 Capital Ratio Total Capital Base 20.0% 3.94 4.00 3.52 15.7% 3.50 3.25 14.4% 14.1% 14.6% 3.00 15.0% 13.6% 3.00 2.76 2.50 in AED Bn 10.0% 2.00 1.50 5.0% 1.00 0.50 0.0% 0.00 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014 Dividend / Profit Book Value Per
Slide 32: Asset quality improvements
30 Asset quality improvements Non-Performing Loans Ratio Total Provision Coverage 12.0% 11.6% 11.0% 150.0% 10.0% 118.4% 121.4% 120.0% 7.8% 8.0% 90.0% 79.7% 6.0% 4.7% 61.0% 4.4% 60.0% 53.9% 4.0% 2.0% 30.0% 0.0% 0.0% 2010 2011 2012 2013 2014 2010 2011 2012 2013 2014
Slide 33: Risk Management and Corporate Governance
31 Risk Management and Corporate Governance
Slide 34: A robust governance and control regime
32 A robust governance and control regime In 2014, Hawkamah Institute of Corporate Governance acknowledged NBF amongst the top five in the MENA region for its efforts in upholding the highest standards of transparency and governance at the time of their annual assessment of the bank. NBF has outperf
Slide 35: Sound risk management and corporate governance underpins growth
33 Sound risk management and corporate governance underpins the bank’s growth • Risk management and corporate governance, underpinned by transparency and fair business practices, lie at the heart of everything we do. Indeed, they are key pre-requisites for establishing good quality earnings, consist
Slide 36: NBF's segmented focus compared to industry
34 NBF’s segmented focus compared to industry Industry NBF (30 Sep 2014) (30 Sep 2014) Mining and Quarring, 1% Mining and Quarring, 3% Manufacturing, 5% Others, 10% Electricity, Gas and water 1% Others, 13% Manufacturing, 19% Construction and Real Estate, 16% Personal Loans, 14% Construction and Rea
Slide 37: Listening to the voices of our customers and staff
35 Listening to the voices of our customers and staff
Slide 38: Providing the best in customer service
36 Providing the best in customer service lies at the heart of everything we do NBF’s customer satisfaction survey, conducted annually with the help of an independent research consultancy, continues to reaffirm the bank’s strong focus on service quality. Its fourth and latest survey is no exception;
Slide 39: Engaging and empowering our talent drives NBF's success
37 Engaging and empowering our talent drives NBF’s success NBF staff is one of the most motivated and engaged groups of people in the local banking sector and across the region, a fact borne out of the bank’s fourth annual employee engagement survey conducted by Hay Group Performance Indicator Hay S
Slide 40: A passion for sports keeps our people together
38 A passion for sports keeps our people together NBF develops a spirit of camaraderie through various sporting activities ranging from bank-wide bowling to football tournaments, annual rituals which see staff participating with great enthusiasm
Slide 41: Maintaining a work-life balance
39 Maintaining a work-life balance The bank also provides ample social opportunities for staff to get together outside of work, from annual iftar gatherings during the month of Ramadan to the popular year-end NBF family day
Slide 42: Towards building a healthy workforce
40 Towards building a healthy workforce NBF is one of the first local UAE banks to provide staff round-the-clock counselling services in conjunction with AXA ICAS, aimed at improving staff work-life balance. The key feature of the programme is a free and confidential counselling service that staff a
Slide 43: Giving back to the community
41 Giving back to the community Since the formation of its corporate social responsibility (CSR) committee in 2011, the bank has adopted a comprehensive approach towards championing environmentally friendly practices and community engagement efforts Key initiatives include: • Sponsorship of the Ange
Slide 44: Nurturing our Emirati talent
42 Nurturing our Emirati talent Key achievements • An Emiratisation ratio of 42.0 per cent in 2014, well above the industry average • A management trainee program (MTP) and career advancement program (CAP), where capable UAE nationals are developed on a fast track basis to take on more complex jobs
Slide 45: Going forward, how we will measure our performance
43 Going forward, how we will measure our performance Financial Target Non-Financial Target Revenue Growth 15-20% Customer Satisfaction 75% or more are satisfied Non-Interest Income Ratio 30-35% Staff Satisfaction 75% or more are satisfied Top 10 among local Banks in ROAA Emiratisation Ratio Greater
Slide 46: Disclaimer
44 Disclaimer The information contained herein has been prepared by National Bank of Fujairah PJSC (NBF). NBF relies on information obtained from sources believed to be reliable but does not guarantee its accuracy or completeness. This presentation has been prepared for informational purposes only a
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Slide 48: National Bank of Fujairah PJSC
National Bank of Fujairah PJSC PO Box 2979, Dubai, United Arab Emirates Tel: +9714 397 1700 Fax: +9714 397 5385 www.nbf.ae
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