Banco De Credito E Inversiones · BCS:BCI
Banco De Credito E Inversiones — Q3 2015 Earnings Presentation
21 slides from Banco De Credito E Inversiones's earnings presentation, October 2015
Slide 1: Corporate Presentation 3Q15
Corporate Presentation 3Q15
Slide 2: Contents
CONTENTS Main macroeconomic indicators. Chilean Financial System. Banco de Crédito e Inversiones.
Slide 3: Main macroeconomic indicators
Main macroeconomic indicators GDP (% YoY growth) Investment (% YoY growth) 5.8 5.4 4.1 14.4 12.2 1.9 2.0 2.0 0.8 0.4 2011 2012 2013 2014 (e) 2015 (e) 2016 2011 2012 2013 2014 (e) 2015 (e) 2016 -1.3 -6.9 Private consumption (% YoY growth) Inflation and Central Bank monetary policy rate (TPM) (%) 8.9
Slide 4: Chilean Macroeconomic Indicators
CHILEAN MACROECONOMIC INDICATORS
Slide 5: Financial System: Strong growth over the years
Financial System Strong growth over the years Total Loans Financial System* Corporate & Interbank lending Financial System* (US$ million) 12.1% (US$ million) 189,251 11.2% 175,307 168,768 11.0% 157,790 143,135 10.4% 114,694 127,602 107,095 103,343 97,958 89,856 79,685 2011 2012 2013 2014 3Q14 3Q15 2
Slide 6: Financial System: Healthy and well capitalized
Financial System Healthy and well capitalized Financial System Regulatory capital / Risk weighted assets 13.9% 13.3% 13.4% 13.3% 13.3% 12.7% 3.9% 3.5% 3.7% 3.7% 3.7% 3.4% Tier II Tier I 10.1% 9.9% 9.6% 9.7% 9.6% 9.3% 2011 2012 2013 2014 Aug. Aug. NPL Ratio Financial System 2.59% 2.20% 2.12% 2.10% 2.
Slide 7: Banco de Crédito e Inversiones
BANCO DE CRÉDITO INVERSIONES
Slide 8: September 2015 – Highlights
September 2015 – Highlights Profitable and financially sound US$ * Market Share** Total Assets $35,950 M Client Loans $24,280 M 13.04% Net Income (LTM) $482 M 15.78% Market Capitalization $4,480 M Tier I BIS ratio Capital ratios 9.79% 13.50% Moody’s S&P Fitch International Credit Rating A1 A A- ROAE
Slide 9: Our recognition is the result of our work in our strategic pillars
Our recognition is the result of our work in our strategic pillars Banking Awards Customer Experience Innovation and digital banking Corporate Governance and Sustainability
Slide 10: Market Shares
Market Shares 3rd Largest privately owned bank in Chile Total Assets Market Share Total Clients Loans Market Share* 12.76% 13.04% Bci Bci 15.66% Bank 1 Bank 1 Others 18.46% Bank 2 Others Bank 2 38,5% 61.5% 17.64% 35.3% 64.7% Bank 3 Bank 3 19.38% 15.40% 13.82% NIBD Market Share* Net Income Market Sha
Slide 11: National and international presence
National and international presence Tactical international coverage combined with one of the largest national distribution channels 361 National Commercial Contact Points (CCP) Presence in 5 countries NORTH Regions I to IV and XV 55 CCP CENTER Regions V, VI and RM 229 CCP SOUTH Regions VII to XII an
Slide 12: Loan Portfolio Bci
Loan Portfolio Bci Bci outperforming the Financial System long term trend 2011-2014 Total Loans Bci Corporate & Interbank lending Bci (US$ million) 12.1% (US$ million) 11.2% 11% 11.3% 10.4% 12% 7.7% 24,654 11.1% 23,047 22,153 20,795 15,457 14,952 16,096 18,800 14,235 16,388 12,950 11,279 2011 2012 2
Slide 13: Loan Portfolio Bci: well-diversified and balanced
Loan Portfolio Bci Well-diversified and balanced loan portfolio Bci Commercial CIB Comercial CIB Finance Retail Banking SMEs Division Division Banking Individuals Revenues < UF Revenues > UF 80.000 Corporate and Private 80.000 (up to US$ 58,6 Banking (up to US$ 3,1 million*) million*) Loans by segme
Slide 14: Risk Indicators
Risk Indicators Conservative risk management policies Risk Index Total Loans* (%) Risk Index Commercial Loans* (%) Allowances/ Total Loans (Bci) Commercial Allowances/ Commercial Loans (Bci) Allowances/ Total Loans (Financial system) Commercial Allowances/ Commercial Loans (Financial system) 2.82% 2
Slide 15: Risk Indicators: NPL ratios
Risk Indicators Conservative risk management policies NPL Ratio (NPLs/Total Client Loans) %* NPL Ratio (Commercial Loans) %* NPLs/ Commercial Loans (Bci) NPLs/ Total Loans (Bci) NPLs/ Total Loans (Financial system) NPLs/ Commercial Loans (Financial system) 2.34% 2.72% 2.57% 2.52% 2.39% 2.43% 2.07% 2
Slide 16: Strong Time Deposit Growth with retail customer base
Strong Time Deposit Growth with retail customer base Non interest bearing deposits & Time deposits (US$ million) 17.3% 17.1% 14.1% 6.8% 6,848 5,611 6,573 5,836 Non interest Bearing 11,777 11,653 13,299 11,031 Deposits 2013 2014 3Q14 3Q15 Local funding International funding Amount placed Type of Amou
Slide 17: Profitability
Profitability Bci outperforming the Financial System long term trend 2011-2014 NIM * (%) Fee income ratio (%) (Net interest margin/ average interest earning assets) (Net fees/ net fees + net interest margin) 30 . 0% 23.36% 24.17% 23.12% 23.17% 4.52% 4.49% 4.45% 25 . 0% 21.65% 21.68% 4.21% 4.14% 4.12
Slide 18: Net income
Net income Sustained and profitable growth LTM Net Income and Market Share* (US$ Million) -4.10% 9.49% 60 0 503 20.0% 491 482 19.0% 50 0 430 18.0% 40 0 374 388 17.0% 16.0% Net Income 30 0 16.70% 16.17% 15.0% 15.21% 15.78% 14.0% Market Share 13.0% 20 0 14.49% 14.27% 10 0 12.0% 11.0% 0 10.0% 2011 2012
Slide 19: Capitalization
Capitalization Bci capitalization well above regulatory requirements 13.92% 13.60% 13.44% 13.78% 13.39% 13.50% Regulatory Capital / Consolidated Risk weighted assets Basic Capital / Total 6.84% 7.04% 7.14% 7.19% 7.08% 7.04% Assets Required by SBIF (8%) Required by SBIF (3%) 2011 2012 2013 2014 3Q14
Slide 20: Bci continues to generate value for its shareholders
Bci continues to generate value for its shareholders through profitable and healthy growth Loans • Loan growth from 11.3% YoY. NIM • NIM 4.12%. Better than the financial system 4.07% Credit Risk • NPL of 1.92%. Better than the financial system 2.0% • Better efficiency levels than the financial syste
Slide 21: Thank you
“ Clic para editar título Thank you “This presentation contains forward-looking statements in various places throughout therein, related to, without limitation, our future business development. Forward-looking information is often, but not always, identified by the use of words such as “anticipate”,
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