State Bank Of India · NSE:SBIN
State Bank Of India — Investor Day (October 2019)
57 slides from State Bank Of India's investor day presentation, Oct 30, 2019
Slide 1: Investor Day: Business Strategy and Future Roadmap
INVESTOR DAY BUSINESS STRATEGY AND FUTURE ROADMAP 30.10.2019
Slide 2: Safe Harbor
Safe Harbor Certain statements in these slides are forward-looking statements. These statements are based on Management's current expectations and are subject to uncertainty and changes in circumstances. Actual outcomes may differ materially from those included in these statements due to a variety o
Slide 3: Key Financial Indicators – Going Forward
Key Financial Indicators – Going Forward FY19 H1FY20 FY20E FY21E Credit Growth 11.96% 8.65% > 10.00% > 12.00% NII Growth 18.03% 11.32% > 17.00% > 14.00% NIM 2.95% 3.11% > 3.15% > 3.20% (domestic) Non Interest -17.55% 24.81% > 15.00% > 15.00% Income Growth Opex Growth 16.26% 9.89% < 10.00% < 10.00% P
Slide 4: Key Financial Indicators – Going Forward
Key Financial Indicators – Going Forward FY19 H1FY20 FY20E FY21E Slippage Ratio 1.60% 2.18% < 2.00% < 1.30% Corporate Slippages < 22,000 < 12,000 10,244 9,128 (in Rs cr) Retail Slippages < 24,000 < 20,000 22,494 15,889 (in Rs cr) Credit Cost 2.66% 1.98% < 1.80% < 1.00% PCR 78.73% 81.23% > 84.00% > 8
Slide 5: Drivers of Core Operating Profitability
Drivers of Core Operating Profitability 1 Credit Growth being driven by retail and high rated corporates/ govt. entities Growth 2 Liability franchise; a key value driver for Bank; focus on CA growth- have addressed product gaps, strengthening sales force, pilots underway Liability Franchise Dominanc
Slide 6: Drivers of Core Profitability
Drivers of Core Profitability 1 Retail portfolio strong; market leading growth, with low NPA ratios in key product lines Asset Corporate loan growth majorly from PSUs/ Highly rated corporates Quality ICA proving to be an effective tool for maintaining asset quality; expect meaningful improvement in
Slide 7: Capital Adequacy
Capital Adequacy >11.00% 10.08% >10.10% 9.68% 9.62% 2.24% 2.28% 2.07% >2.00% >2.00% >1.50% >1.50% 1.03% 1.23% 0.68% Mar-18 Mar-19 Sep-19 Mar-20E Mar-21E Sep-19 CET 1 AT 1 Tier II • “Credit Risk Weighted Assets on Advances to Gross Advances” - Sep 18: 58.21%, Sep 19: 55.31%. • “TRWAs to Total Asset”
Slide 8: Key Financial Indicators – Scenario Analysis
Key Financial Indicators – Scenario Analysis Base Case – FY21E Stress Case – FY21E Credit Growth > 12.0% > 10.0% NII Growth > 14.00% < 10.0% NIM > 3.20% > 3.0% (domestic) Non Interest > 15.0% > 10.0% Income Growth Opex Growth < 10.0% <12.0% PPOP > 75,000 < 70,000 (in Rs. crore) 8
Slide 9: Key Financial Indicators – Scenario Analysis
Key Financial Indicators – Scenario Analysis Base Case – FY21E Stress Case – FY21E Slippage Ratio < 1.30% < 1.50% < 12,000 < 15,000 Corporate Slippages Retail Slippages < 20,000 < 25,000 Credit Cost < 1.00% < 1.10% PCR > 88.00% > 85.00% (with AUCA) ROA 0.90 – 1.00% 0.75 – 0.85% 9
Slide 10: Resolutions – The Way Forward
Resolutions – The Way Forward 10
Slide 11: SARG - Structure
SARG - STRUCTURE MD (SARC) DMD(SARG) CGM Ei CGM i (INFRA) (SARG) GM BEGM(OTHERIEGM(O GM(OTHER Major Major Major Major Major Major Major Area of Area of Industries: | Industries: Industries: Industries: | Industries: Industries: Industries: Operations: Operations: - Edible Oils | - Engineering | - Te
Slide 12: Impact of Reorganisation
IMPACT OF REORGANISATION Jump in the aggregate SARG Vertical is making recovery from Rs. 7800 Crs in significant contribution to the FY 17-18 to approx. Rs. 20000 Bank’s Profit through recovery Crs in last FY 2018-19. During in AUCA. During HY2019-20 HY2019-20 aggregate AUCA recovery stood at Rs. re
Slide 13: Approach to Migrated Accounts
APPROACH TO MIGRATED ACCOUNTS MIGRATION OF ACCOUNT SPECIAL NON MENTION PERFORMING ACCOUNT ASSET SPECIAL SITUATION CORPORATE RETAIL BOOK TEAM BOOK Special Situations Team to Accounts with o/s Accounts with o/s take charge before there from Rs. 10 Crores to Accounts with o/s Rs. upto Rs. 10 Crores is
Slide 14: Approach to Resolution
APPROACH TO RESOLUTION NON PERFORMING ASSETS CORPORATE RETAIL BOOK BOOK OTS/ Compromise OTS/ Compromise Restructuring under Action under ICA/Bilateral Arrangement SARFAESI Sale to Asset Reconstruction Companies Action in DRT Filing CIRP under IBC 2016 14
Slide 15: SARG – Resolution Strategy of NPA & AUCA
SARG – RESOLUTION STRATEGY OF NPA & AUCA > Rs. 50 Crores (as on 30.09.2019) 194229 (648) Outstanding (Rs. In Crores) 102730 (272) 17676 19681 22692 12301 9695 9455 (75) (77) (72) (19) (53) (80) NCLT RESTRUCTURING DRT OTHERS* * Resolution Strategy in ‘Others’ includes Liquidation under High Court, Li
Slide 16: Major Sector Wise PCR
Outstanding (Rs. In Crores) 43821 IRON & STEEL 41471 Figures in brackets ‘( )’ denotes PCR 28751 POWER 16836 ENGINEERING 21419 OTHERS 20289 19550 TEXTILES 18124 18158 ROADS 13419 14663 TRADING 11895 FOOD 13082 PROCESSING 11460 12453 HYDROCARBON 11895 11971 TELECOM 10298 WHOLE BANK MAJOR SECTOR WISE
Slide 17: Whole Bank – Recovery Through Various Modes
WHOLE BANK – RECOVERY THROUGH VARIOUS MODES (Rs. In Crores) Upto Sept ‘19 Upto Sept ‘18 Misc. Misc. Recovery Recovery * Compromise Normal 26% * 1% Compromise Recovery (Rs. 4938 Cr) Normal 12% (Rs. 291 Cr) 27% 19% Recovery (Rs. 1193 Cr) (Rs. 2615 Cr) (Rs. 3653 Cr) 37% SARFAESI (Rs. 3620 4% Cr) (Rs. 7
Slide 18: Prospective Recoveries by March 2020
PROSPECTIVE RECOVERIES BY MARCH 2020 (Rs. In Crores) NCLT OTS ARC SALE SARFAESI 21308 2650 1494 324 188 115 48 3526 DRT LIQUIDATION RESTRUCTURING OTHERS 18
Slide 19: Subsidiaries & IBG
Subsidiaries & IBG 19
Slide 20: Strong Performance by Our Subsidiaries
Strong performance by our Subsidiaries New Business Premium (in Value of New Business Indian Embedded Value (in crores) (VoNB) (in crores) crores) SBI Life 26% 40% 22% 33% 17% 24% Insurance 13,792 1,916 26145 (Serving 25 10,966 1,574 19,070 22,402 21,167 7817 943 5,573 711 million customers) FY18 FY
Slide 21: Strong Performance by Our Subsidiaries
Strong performance by our Subsidiaries (% denotes growth YoY) (% denotes growth YoY) Gross Written Premium (in Profit After Tax RoE crores) (in crores) SBI General 33% 51% 26% -10% Insurance (Serving 24 4,717 334 21.60 3,553 265 22.1% million 3118 217 196 20.1% % 2067 * # customers) FY18 FY19 H1FY19
Slide 22: Significant Underpenetrated Market in Terms of GDP
Significant underpenetrated market in terms of GDP Life Insurance Premium as % of GDP Consistent industry growth – Private sector growing at rapid pace with specific focus on individual products SBI Life 20.0% 18.5% 19.0% 21.8% market SBI Life 6.22% 6.12% share – private4 10.8% Insurance 26.3% 10.7%
Slide 23: Significant Underpenetrated Market in Terms of GDP
Significant underpenetrated market in terms of GDP General Insurance Premium as % of GDP 4.2% SBI General Market Share (%) Insurance 2.4% 2.3% 1.8% 1.7% 1.6% (Serving 24 0.9% million 6.76 7.44 5.30 customers) 3.27 ICICI BAJAJ HDFC SBIGEN USA UK BRAZIL CHN CHN IND SG Credit card spends as % of GDP Ma
Slide 24: SBI and its Subsidiaries – Leveraging Synergies
SBI and its Subsidiaries – leveraging synergies As on June-2019 SBI Total Customers (In million) 3.6 66% SBI Life 3.3 24% SBI Funds SBI customers 437.8 holding products of subsidiaries 24.3 31% General Insurance 3.3 39% SBI Card Number of SBI Customers with subsidiary products (in million) Sales thr
Slide 25: Dominant Market Positions of Our Subsidiaries
Dominant market positions of our Subsidiaries SBI Life Market Share SBI General Insurance Market Share among Pvt. players 21.83% 22.32% 23.09% 20.69% H1 FY20 19.03% 8.2 8.52 20.04% 21.84% 7.44 18.49% 6.27 6.5 6.76 12.94% 13.62% 5.06 5.3 4.84 11.16% 3.27 12.27% 2.77 2.35 5.66% 6.42% 5.80% 6.21% FY-17
Slide 26: Distribution Channels
Distribution Channels 22,000+ SBI 1,21,600+ 12,000+ 65 SBI SBI Life Life 12,000+ Branches of Branches Corporate 99 Brokers Insurance Individual Branches Banking partners Insurance Agents 50,000+ CIFs Agents (other than SBI) 24157 50,000 Major Indian Global GlobalBanks Banks 22,000+ 160 Banks SBI SBI
Slide 27: Digital Focus
Digital Focus • 71% Renewal Premium collected through digital 60K mode New Policies issued • 7lac+ queries resolved through Chatboat H1 FY 20 SBI Life • 1 lac+ lives covered since launch of YONO. Insurance 9K • 360 degree overview of business partners through Saarthi app Renewal of Policies H1 FY20
Slide 28: Digital Focus
Digital Focus • Partnership with Policy Bazar forTravel product on 97 K its web Policies sold H1 FY 20 • Tie-ups with other web aggregators : Coverfox, Easypolicy, Wishpolicy, etc. SBI General • GPA (Group Personal Accident) policy on Mobikwik Insurance 5 cr portal. Premium • Comprehensive integrati
Slide 29: Business Model of Our Subsidiaries
Business Model of our Subsidiaries Gross Written Premium • Focus on individual premium – (in Rs. billion) regular premium grew by 21% & H1 FY-20 48.5 29.7 91.2 169.4 renewal premium by 36% • Growth in IRP by 22% - private SBI Life FY-17 64.7 36.8 108.7 210.2 industry grew by 16% & industry Insurance
Slide 30: Business Model of Our Subsidiaries
Business Model of our Subsidiaries Channel Mix Key Revenue generating Products • Balanced distribution across all lines of business Corp • Agri & Bancassurance continues to be dominant Brok. & channel, other channels have shown strong Agri & Other contribution SBI Direct Rural 36.60% Property 11% •
Slide 31: Long Term Plans of Our Subsidiaries
Long Term Plans of our Subsidiaries Sustain Incubate New/ Target Market Invest in Long SBI Funds Target AUM- Growth in Nascent Share-14.25% Term Management Rs. 6.25 lac cr Core Business Business Target Rank-1st Capabilities Segments Lines Focus on 5Ps- Focus on Digital Profitable growth 31% GWP YoY
Slide 32: International Banking Group
International Banking Group
Slide 33: SBI's International Footprint
SBI’s International Footprint • 6 Continents- 32 IBG Balance Sheet & Network countries- 228 Offices 70000 240 59819 60000 57499 230 56119 56152 228 • 36 SBI Branches 50000 50075 220 40000 210 • 136 Branches of 8 206 208 Overseas Subsidiaries 30000 200 20000 194 195 190 • 8 Representative Offices 100
Slide 34: IBG Business Model
IBG Business Model Meeting the needs of Indian corporates • ECBs: Loans in foreign currency • Trade finance: Support trade-related requirements of Indian corporates involved in export/import e.g., international LC, BG requirements • Acquisition finance: Support acquisition by Indian corporates throu
Slide 35: Business Mix (Liabilities)
Business Mix (Liabilities) Liability Mix Borrowing Mix Amount Source (USD Mio) % Other Debt Funds, Liabilities, Money Market 13488 39% 300, 1% 2250, 4% H.O. Funds, MTN 5230 15% 5155, 9% Deposits, 13482, 24% Syndicated Loan 3900 11% Borrowings, RBI Fund 3300 9% 34965, 62% Multilateral Loans 2790 8% B
Slide 36: Business Mix (Assets)
Business Mix (Assets) Cash Asset Mix Balance with Central Bank, 27, 0% Other Placements, Assets, 637, Amount 2931, 5% 1% Asset Type (USD Mio) % Investments India Related 16922 38% , 7385, 13% Customer Local Credit, 45173, 81% Syndications 15582 34% Trade Finance 12669 28% Total 45173 100% Customer C
Slide 37: Efficiency Parameters
Efficiency Parameters Mar-18 Mar-19 Sep- 19 Return on Assets 0.16 0.90 0.91 Return on Equity 0.72 7.25 7.59 RoRWA 0.22 1.27 1.32 Net Interest Margin 1.14 1.32 1.18 37 Net NPA 1.23 0.08 0.17 9
Slide 38: Strategies for Resource Optimization, Asset Buildup, Other Income
Strategies for: Resource Optimization Asset Buildup Other Income • Shift towards non- traditional sources for • Originate to distribute, low cost resources: credit enhancements, • Forex Income- Repos, Refinance from securitization, churning optimal trading, of assets focus on forex EXIM Banks / conv
Slide 39: IBG Aspirations
IBG Aspirations • Indian Foreign Bank Global Bank From India • No. 1 Correspondent Bank for India Globally • Major partner of trade finance between India & the world • At par with peers in Retail products & service suite- Digitally Loaded • Robust IT platforms for Expansion through virtual banking •
Slide 40: Digital Strategies
Digital Strategies Reducing the cost of acquiring new business through technology products-SBI YONO to be our driver for digital banking across the globe (especially to broad base retail liabilities) • Rolled out in all FOs except US Ops FEBA RETAIL BANKING GLOBAL YONO MOBILE BANKING • Driver for di
Slide 41: Retail Banking Strategy & Digital Banking
Retail Banking Strategy & Digital Banking 41
Slide 42: Strong Liability Franchise
Strong Liability Franchise Domestic Deposits Rs. in Crores Sep 19 YoY Growth CA, 6.65% Current Account 1,95,349 12.22 Saving Bank 11,30,822 7.42 CASA 13,26,171 8.10 SA, 38.48% TD, Term Deposits (TD) 16,12,583 8.73 54.95% Domestic Deposits 29,38,754 8.45 CASA: 45.13% Strengths Strategies • Corporate
Slide 43: Strong Retail Housing Portfolio
Strong Retail Housing Portfolio As on Sep 2019, Rs. in Crores Home Loan Portfolio of Rs 4,24,487 crore % of Dom. Adv. 22.02% Market Share 35% YoY Growth 18.03% GNPA Ratio 0.93% CAGR of 16.13% over last 2 years Our Strengths Corporate 1.47 Crore Salary A/c Holders provide huge 4,24,487 Tie-ups potent
Slide 44: Xpress Credit – Major Growth Driver
Xpress Credit – Major Growth Driver As on Sep 2019, Rs. in Crores Xpress Credit Portfolio of Rs 1,20,660 crore % of Dom. Adv. 6.26% YoY Growth 42.06% GNPA Ratio 0.56% CAGR of 37.35% over last 2 years Our Strengths 1,20,660 Corporate 1.47 Crore Salary package A/c Holders Tie-ups provide huge potentia
Slide 45: SME: Growth through Digital Origination
SME : Growth through Digital Origination As on Sep 2019, Rs. in Crores SME Portfolio of Rs 2,74,141 crore % of Dom. Adv. 14.22 RISK MITIGATED PORTFOLIO AT 28.02% OF SME PORTFOLIO AS ON 30.09.2019 Strategies Going Forward Pre-Approved Merchant loans for CA holders having SBI POS Devices. Leveragi
Slide 46: Agri: Focus on Risk Mitigated Products
Agri : Focus on Risk Mitigated Products As on Sep 2019, Rs. in Crores Agri Portfolio of Rs 202,462 crore % of Dom. Adv. 10.50 • There has been a conscious shift towards Risk Mitigated Products in our portfolio • Gold loan have zero risk weightage under Basel norms • Loan against SARFAESI-compliant p
Slide 47: Corporate Credit
Corporate Credit 47
Slide 48: Corporate Sector – Market Leadership across segments
Corporate Sector – Market Leadership across segments As on Sep 2019, Rs. in Crores Corporate Portfolio of Rs 7,65,986 crore % of Dom. Adv. 39.73 Streamlined coverage and delivery model, and reduced number of branches (Revamping in CAG / CCG) Corporate Accounts Group Commercial Clients Group • Consol
Slide 49: Corporate Sector – Market Leadership across segments
Corporate Sector – Market Leadership across segments Set up of Credit Review Department (CRD) Follows a two stage sanctioning process: A) Internal risk advisory (industry issues, due diligence on company, track record of promoters) classifying a proposal as Low, Medium, High risk in addition to inte
Slide 50: Corporate Sector – Market Leadership across segments
Corporate Sector – Market Leadership across segments Credit Review Department (CRD) Improved diligence by moving from Risk Advisory to Risk Clearance Assessment of micro Dynamic/ updated risk (proposal) level assessment at a residual risk in a granular level structured risk matrix In essence, CRD ca
Slide 51: Corporate Sector – Credit Portfolio (ECR)
Corporate Sector – Market Leadership across segments Credit Portfolio (ECR) ECR Mar'18 Sept’18 Mar'19 Sept’19 AAA 21.12% 23.54% 38.79% 35.72% AA 22.09% 26.14% 24.85% 25.39% A 16.30% 20.89% 14.11% 18.19% Total A & above 59.51% 70.57% 77.75% 79.30% BBB 10.47% 13.3% 9.85% 8.97% INVESTMENT GRADE 69.98%
Slide 52: Drivers of Corporate Credit Growth
Corporate Sector – Market Leadership across segments Drivers of Corporate Credit Growth Total Corporate Advances as on 30.09.2019 : Rs 7,65,986 Cr (3% Growth) Project Finance New Sanctions Infrastructure No Amount (Rs in Cr) Infrastructure 8 5937 Non Infrastructure 1 1988 Total 9 7925 Proposals in P
Slide 53: Drivers of Corporate Growth
Drivers of Corporate Growth YoY growth in advances SEP 19 over SEP 18 Growth driven by Central Govt. PSUs 75% 51% Power Rs.18,625 cr -26% Central Govt. State Govt. Others Growth driven by large Pvt. Sector entity 107% Telecom Rs. 10,197cr 7% -14% Pvt. Sect. Entity Govt. Entity Others Growth driven b
Slide 54: Corporate Sector – Approach to New Business
Corporate Sector – Market Leadership across segments Approach to new business Corporate credit growth in a risk mitigated manner ➢PSU undertakings ➢Investment Grade companies with viable projects ➢Strong focus on cash flows of the companies 54
Slide 55: Corporate Sector – Other Income and Yield on Advances
Corporate Sector – Market Leadership across segments Other Income Yield on Advances In Cr. In % 8.73 2456 8.5 1308 1136 8.34 Sept'18 Mar'19 Sept'19 Sept'18 Mar'19 Sept'19 Improving yield and focus on other income to grow ROA 55
Slide 56: Identification of Weak Accounts and Measures to Prevent Slippage
Corporate Sector – Market Leadership across segments Identification of Weak accounts and measures to prevent slippage • Early Warning System effectively implemented for Identification of weaknesses in the account. • Close monitoring of all SMA accounts (As on 30th Sept 2019, 47 Accounts - Rs.12568 C
Slide 57: Thank You
yono osBl THANK YOU Lifestyle & banking, dono,