Canadian Imperial Bank Of Commerce · TSX:CM
Canadian Imperial Bank Of Commerce — Scotiabank GBM Financials Summit 2012
19 slides from Canadian Imperial Bank Of Commerce's conference presentation, Sep 5, 2012
Slide 1: Scotiabank GBM Financials Summit
Scotiabank GBM Financials Summit Gerry McCaughey President and Chief Executive Officer September 5, 2012
Slide 2: Forward Looking Statements
Forward Looking Statements From time to time,, we make written or oral forward-looking g statements within the meaning g of certain securities laws,, including in this presentation, in other filings with Canadian securities regulators or the U.S. Securities and Exchange Commission and in other commu
Slide 3: CIBC Q3/12 Results
CIBC Q3/12 Results R Revenue N t Income Net I (1) ($ billions) ($ millions) 9.2 9.4 2,539 2,431 3.2 3.1 3.1 833 840 866 YTD 2011 Q1 Q2 Q3 YTD 2012 YTD 2011 Q1 Q2 Q3 YTD 2012 Earnings g pper Share(1) Return on Equity q y ($) (%) 5.80 6.03 22.0 22.4 22.1 21.8 22.1 1.97 2.00 2.06 YTD 2011 Q1 Q2 Q3 YTD
Slide 4: Environment: Uncertainty, Deleveraging, Re-regulation
Environment UNCERTAINTY DELEVERAGING RE-REGULATION 3
Slide 5: CIBC's Strategy
CIBC’s Strategy CIBC’s Strategy Lower Risk Bank Consistent Strategic Sustainable Earnings a Plan 4
Slide 6: Lower Risk Bank - Continuing Balance Sheet and Capital Strength
Lower Risk Bank - Continuing Balance Sheet and Capital Strength Tier 1 Capital Ratio1 Basel III Common Equity Ratio2 (%) (%) 14.7 8.3 8.5 8.9 13.9 14.1 8.2 8.1 12 1 12.1 2009 2010 2011 Q3/12 Q3/11 Q4/11 Q1/12 Q2/12 Q3/12 S CIBC strengthened its capital position throughout the crisis and currently ha
Slide 7: Consistent Sustainable Earnings
Consistent Sustainable Earnings1 Revenue Net Income ($ billions) ($ billions) 12.1 12.4 12.6 3.2 9.9 2.9 2.5 1.2 2009 2010 2011 2012LTM 2009 2010 2011 2012LTM Diluted Earnings per Share Return on Equity ($ per share) (%) 7.62 22.2 22.2 6.71 19.4 5.87 2 65 2.65 9.4 2009 2010 2011 2012LTM 2009 2010 20
Slide 8: Four Work Streams
Strategic Plan Four Work Streams 1. Strengthen our core Canadian Retail & Business Banking franchise 2. Grow our Wealth Management platform in Canada and internationally, particularly in the United States 3 Grow our client-based Wholesale Banking business in 3. targeted industries within our defined
Slide 9: 1. Strengthen our core Canadian Retail and Business Banking franchise
1. Strengthen our core Canadian Retail and Business Banking franchise Our strategy in Retail and Business Banking is focused on two objectives: 1. Enhance the client experience 2. Accelerate profitable revenue growth S Increased focus on consolidation and acquisition of customers Deepen Client S Rel
Slide 10: 1. Recent Progress Demonstrates Momentum
1. Recent Progress Demonstrates Momentum S Launched “Total Banking Rebate” offer, discounting account fees for clients who hold 4 or more products Deepen Client S Exited from the FirstLine mortgage broker channel and moving to CIBC- Relationships branded mortgages g g S Aligned incentives structure
Slide 11: 2. Grow our Wealth Management platform in Canada and internationally
2. Grow our Wealth Management platform in Canada and internationally, particularly in the United States S Better penetrate CIBC retail client relationships Deepen Client S Deepen 3rd party advisor relationships Relationships S Enhance CIBC Wood Gundy discretionary asset mgmt platform S Strengthen HN
Slide 12: 2. Recent Progress: Steady and Building on Our Platform
2. Recent Progress: Steady and Building on Our Platform S Continued strong sales of long-term mutual funds S Working closely with Retail and Business Banking to cross-sell Wealth Management products and services, e.g. Deepen Client ¾ Introduced Loyalty Pricing through Investor’s Edge Relationships ¾
Slide 13: 2. Investment in American Century Investments is Positive
2. Investment in American Century Investments is Positive Assets Under Management (AUM) ($B) Continued Growth +7% 120 111 Deal of the Awarded CIBC with its Deal of Year the Year Award for our acquisition of an equity stake in American Century Investments c Record level AUM, surpassing pre-crisis lev
Slide 14: 3. Grow our client-based Wholesale Banking business
3. Grow our client-based Wholesale Banking business in targeted industries within our defined risk appetite S Deliver a comprehensive integrated suite of Add the Most wholesale banking products and services Value to Clients S Strengthen Wholesale Banking client service in Canada model S Grow with Ca
Slide 15: 3. Recent Progress: Improved Consistency and Quality of Earnings
3. Recent Progress: Improved Consistency and Quality of Earnings S Separating corporate credit from investment banking Realigning S Exiting non strategic Merchant Banking Businesses S Greater client-driven business, less proprietary Deepening S Implementing CRM tools, developing account teams Client
Slide 16: 4. Strengthen our offshore Caribbean banking business
4. Strengthen our offshore Caribbean banking business S Mirror CIBC’s strong risk management Leverage and philosophy, framework, and culture mirror CIBC’s S Pursue opportunities to leverage CIBC Strengths best practices, talent and experience S Maintain the primary bank relationship for more clients
Slide 17: 4. Recent Progress: Consistent and Aligned
4. Recent Progress: Consistent and Aligned S New management team installed under the leadership of Rik Parkhill Leverage and S Changed logo and branding in Caribbean to be more consistent with CIBC mirror CIBC’s Strengths S O Ongoing i work k tto share h managementt knowledge k l d and d mirror i ke
Slide 18: Summary
Summary Today Strategic Plan Targets Lower Ri L Risk k Bank B k With Four Key Work Lower Risk Bank Enhanced Earnings Streams Base c Strong capital levels c Strengthen core c Canadian Retail Banking under both current and Canadian R&BB franchise to achieve sustained future regulatory revenue growth i
Slide 19: Questions
Questions 18
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