United Overseas Bank Limited · SGX:U11
United Overseas Bank — Smartkarma Corporate Webinar (May 2022)
23 slides from United Overseas Bank's conference presentation, May 2022
Slide 1: Smartkarma Corporate Webinar: UOB: A Safe Harbour in ASEAN
Smartkarma Corporate Webinar UOB: A Safe Harbour in ASEAN May 2022 Discla imer: The mater ial in th is pr ese ntat ion conta ins g enera l b ackgro und informat ion a bout Un it ed Overse as Ba nk L im ited (“UO B”) and its act ivit ies a s at the date of the presentat ion. The informat io n is g iv
Slide 2: Agenda
1. UOB Group overview Agenda 2. UOB’s strategy 3. UOB: The story in numbers 4. Summary 5. Q&A 2
Slide 3: UOB Group overview
UOB Group overview 3
Slide 4: UOB Overview
UOB Overview Founding Key Statistics for 1Q22 Founded in August 1935 by a group of Chinese ■ Gross loans : SGD320b (USD236b1) businessmen and Datuk Wee Kheng Chiang, ■ Customer deposits : SGD362b (USD267b1) grandfather of the present UOB Group CEO, Mr. ■ Loan / Deposit ratio : 87.3% Wee Ee Cheong ■
Slide 5: A leading Singapore bank; Established franchise in core market segments
A leading Singapore bank; Established franchise in core market segments Group Retail Group Wholesale Banking Global Markets Best Retail Bank in Singapore Best SME Bank in Singapore Strong player in Singapore Strong player in credit cards and Seamless access to regional dollar treasury inst
Slide 6: Proven track record of execution
Proven track record of execution UOB Group’s management has a proven track record in steering the Group through various global events and crises Stability of management team ensures consistent execution of strategies Disciplined management style which underpins the Group’s overall resilience a
Slide 7: Comprehensive regional banking franchise
Comprehensive regional banking franchise Southeast Asia’s potential Extensive regional footprint with ~500 offices Population GDP Myanmar Greater China* 2 offices 27 offices (Million persons) (USD trillion) Thailand 153 offices Vietnam 581 667 726 6.3 5 offices 3.1 Malaysia 1.6 49 offices 2008 2020
Slide 8: UOB’s strategy
UOB’s strategy 8
Slide 9: UOB’s strategic priorities
UOB’s strategic priorities Capture cross-border Tap on rising regional Forge a sustainable future opportunities affluence Deep and entrenched Asian Leverage digital banking to acquire Huge opportunities for green footprint enables UOB to capture customers at scale in a cost financing as urban
Slide 10: Doubling scale with acquisition of Citi’s consumer banking businesses in four Southeast Asian markets
Doubling scale with acquisition of Citi’s consumer banking businesses in four Southeast Asian markets Strategy: Tap rising affluence in Southeast Asia, acquire customers digitally using TMRW and engage our customers with our omni-channel capabilities as they move up the wealth continuum Serving ~5.3
Slide 11: Consumers: Tapping on rising affluence and digital adoption in Southeast Asia
Consumers: Tapping on rising affluence and digital adoption in Southeast Asia Driving Digital Adoption ~140k >80% Customers digitally Customers digitally acquired Scale UOB TMRW across ASEAN acquired across the across the region in 1Q22 in a cost-effective manner region by UOB TMRW in by UOB TMRW ar
Slide 12: Wholesale: Strong regional franchise to capture cross-border opportunities
Wholesale: Strong regional franchise to capture cross-border opportunities Strengthening Connectivity +11%1 2x Cross-border Growth in suppliers Across our ASEAN footprint income growth and distributors within and global network (formed 31%2 of financial supply chain Group Wholesale management soluti
Slide 13: Forging a sustainable future with our customers in ASEAN
Forging a sustainable future with our customers in ASEAN Sustainable financing SGD18b1 Total sustainability Ecosystem solutions offering Sustainable growth in priority financing portfolio2 end-to-end financing for sectors driving ASEAN progress energy-efficiency projects and EVs Responsible investme
Slide 14: UOB: The story in numbers
UOB: The story in numbers 14
Slide 15: Growing loans without compromising asset quality
Growing loans without compromising asset quality Loan book up >10x in 20 years with asset quality staying well managed despite macro challenges Net loans NPL ratio (S$b) (%) 350 12% 307 10.3% 300 10% 250 7.8% 8% 200 6% 150 4% 100 2% 1.6% 50 27 30 - 0% 1998 1999 2000 2001 2002 2003 2004 2005 2006 200
Slide 16: Diversified loan portfolio
Diversified loan portfolio Professionals Housing loans 23% Others and private 5% Transport, individuals General 8% storage and commerce communication 13% Industry 4% FIs, Building & investment construction Large and holding 28% corporates Others companies 14% Manufacturing and 12% institutions 8% Gr
Slide 17: Funding our business with sticky customer deposits
Funding our business with sticky customer deposits Customer deposits Customer deposit mix (S$b) (%) 400 Others, 5% 353 350 300 Current Fixed 250 accounts, 28% deposits, 39% 200 150 100 41 43 50 - 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Slide 18: Consistently delivering profits over the years
Consistently delivering profits over the years UOB has remained profitable over the various economic cycles Total income NPAT (S$m) (S$m) 4,075 12,000 5,000 9,789 Oil price weakness 4,000 in 2014-15 10,000 3,000 8,000 2,000 913 760 6,000 1,000 4,000 1,903 1,788 - 1998 1999 2000 2001 2002 2003 2004 2
Slide 19: Dividends in line with higher earnings
Dividends in line with higher earnings Net dividend per ordinary share (¢) • Dividend per share (DPS) has increased significantly 1.40 1.30 1.20 1.20 over the years 1.00 1.20 • Shareholders can expect higher DPS as earnings 0.90 1.00 0.78 0.75 improve 0.75 0.70 0.70 0.70 0.60 0.80 0.60 0.60 • Comfor
Slide 20: Summary
Summary 20
Slide 21: Why UOB?
Why UOB? Integrated regional Balance growth with Stable management Strong fundamentals platform stability Proven track record in Entrenched domestic Sustainable revenue Continue to diversify steering the bank through presence and deep local channels as a result of portfolio, strengthen vario
Slide 22: Questions & answers
Questions & answers 22
Slide 23: Thank You
Thank You tt UOB RIGHT BY YOU
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