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Emerging Markets, Nedbank, P&C Showcase EMERGING MARKETS, NEDBANK, P&C SHOWCASE 4 December 2013 Graham Dempster: Nedbank COO Nedbank Group positioning & strategic focus areas INSURANCE | INVESTMENT | SAVINGS | BANKING AGENDA Overview of the SA banking industry Nedbank Group overview and strategic focus areas 2 TOTAL SA INDUSTRY ASSETS/ADVANCES Total assets (%) Loans & advances (%) 2012 2012 10% 6% 22% 30% 22% 26% R3.6 trillion R2.8 trillion 23% 14% 9% 3% 19% 5% 11% Absa Firstrand Homeloans Commercial mortgages Nedbank Standard Bank Credit cards Lease & instalments Other Overdrafts Term loans Other Personal loans Source: SARB Other loans: Loans granted/deposits placed under resale agreements, Redeemable preference shares, Factoring accounts , Trade bills 3 SA INDUSTRY DEPOSITS DIVERSIFIED AMONGST BANKS & VARIOUS PROVIDERS Total deposits (%) Composition of deposits (%) 2012 2012 9% 17% 18% 7% 32% R2.9 trillion 16% R2.9 trillion 21% 25% 8% 19% 28% Absa Firstrand Asset managers Foreign funding Nedbank Standard Bank Commercial Retail Other Capital markets Other 4 THE BIG 4 BANKS Market capitalisation (Rbn) Return on equity**(%) 250 30% 205 202 200 22.2% 20% 150 130 16.4% 110 14.2% 13.5% 100 10% 50 0 0% Total assets (Rbn) Headline earnings*(Rbn) 2000 1699 20 15.0 15.3 1500 15 1000 871 841 8.7 714 10 7.5 500 5 0 0 Standard Bank FirstRand BGA (Absa) Nedbank Group * As at 30 Dec 2012, FR at 30 June 2013, All other info based on latest public information ** Nedbank ROE excl goodwill 5 SA BANKS GENERATE SOUND RETURNS THROUGH CYCLES Return on equity (%) 40% Pre-crisis average: 24.3% 30% Post-crisis average: 15.5% 20% Cost of equity 10% 0% 2005 2006 2007 2008 2009 2010 2011 2012 H1 2013 BGA SBK Banking FirstRand Nedbank (excl goodwill) 6 SA BANKS HIGHLY RATED AND WELL REGULATED WEF Global ‘13/14 Well regulated industry Competitiveness Report rank Strength of auditing & • Basel III implemented January 2013 1 reporting standards • Well capitalised (Basel III minimum - 9.5% plus pillar 2b) Efficacy of corporate boards 1 • Sound funding & liquidity ratios • NCA implemented June 2007 – legislated Regulation of securities 1 responsible credit extension exchanges • Exchange controls – “closed loop” Availability of financial domestic funding market 2 services • Regulator proactively engages with banks Soundness of banks 3 Source: World Economic Forum, The Global Competitiveness Report 2012-2013, 2013–2014 NCA – National Credit Act 7 SA BANKS’ STRONG CAPITAL POSITION Average risk weight vs Basel III CET1 ratio (%, as at 31 Dec 2012) 80% Median: 9.4% Low capital ratios Well capitalised & & high risk weights high risk weights 70% Standard Bank Investec FirstRand Ltd 60% Nedbank ABSA 50% Median: 44.5% 40% SA banks have Average RW Average conservative risk weighted 30% assets & strong capital adequacy ratios 20% Low capital ratios WellWell capitalised capitalised and & & low risk weights low lowrisk risk weights weights 10% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12% 13% 14% 15% 16% 17% Basel III CET1 Ratio Source: Goldman Sachs from company reports Note: Average risk weight = Total risk weighted assets/total assets excluding derivatives & insurance assets 8 NEDBANK GROUP OVERVIEW • Listed on the JSE – 52% held by OM Plc – R110bn market cap • Strong capital levels, sound liquidity and balance sheet provisioning levels • Strong wholesale bank, with momentum in retail businesses • Strengths in corporate banking, renewable energy, commercial property finance, business banking, card acquiring & vehicle finance, asset management, mobile banking • Together with Ecobank our alliance partner, we offer our clients access to the largest geographic footprint in Africa: 37 countries • Leader in transformation, corporate social responsibility & environmental affairs (the green bank) 9 OUR STRATEGIC FOCUS AREAS 10 REPOSITION NEDBANK RETAIL – BUILDING A SUSTAINABLE BUSINESS Headline earnings (Rm) & ROE (%) 11.8% SustainablyContribution delivering on (%) the 2010 strategy commitments 10.0% 9.3% 1 194 • Grow the client franchise - gaining 1 054 clients, with more cross-sell, less attrition, across more micro-markets 863 • Optimise to invest – investing in integrated channels strategy, leveraging digital & area collaboration plans 1.7% • Invest in people & organisational 133 effectiveness • Accelerate client-centred innovation and usage especially (69) in digital, deposits & payments • Effective risk management - selective -1.2% origination, strong provisions & H1 H1 H1 H1 H1 collections H12009 2009 H12010 2010 H12011 2011 H12012 2012 H12013 2013 2011 restated for enhancements to economic capital allocation methodologies in 2012 11 GROW NIR – CONTINUED PROGRESS NIR-to-expense ratio (%) 88.7% Key drivers 85.0% 83.2% . Focus on transactional 80.8% income growth across all clusters 78.2% 75.5% . Client growth >10% p.a. Growth in clients with 2+ products >12% p.a. H1 H1 H1 H1 H1 M-L . Significant increase in 2009 2010 2011 2012 2013 term innovation output target 12 REST OF AFRICA: A CLIENT-CENTRED, CAPITAL EFFICIENT & RISK MITIGATED LONGER-TERM APPROACH ‘One bank’ experience for clients across 37 countries & >2000 staffed outlets • Standardised operating model & IT system approach • Agreement for initial 36% interest in Banco Unico, with rights to increase to >50% • Rights to acquire up to 20% equity stake in ETI (Nov ‘13 – Nov ‘14) • Ecobank building its franchise 13 PORTFOLIO TILT – ENHANCING RETURNS IN A BASEL III WORLD Nedbank Group economic profit (Rm) Key drivers & ROE (excl goodwill) (%) 16.1% 15.7% • Judicious use of scarce resources 28,7% 13.7% • Prepare strategically for Basel III 13.1% 749 Grow faster: 12.2% 582 • Transactional banking, deposits, wealth, asset management, insurance, 146 investment banking Selective growth: (24) • Home loans, unsecured lending (352) H1 H1 H1 H1 H1 2009 2010 2011 2012 2013 14 OUR STRATEGIC FOCUS AREAS 15 SHARE PRICE PERFORMANCE REFLECTS THE PROGRESS MADE . Strong relative share price performance (2nd best) . From #4 to #2 in price to tangible book valuation 5 year relative share price performance Price to tangible NAV 250 Nedbank BGA (Absa) 2.81 213 FirstRand 200 Standard Bank 194 151 150 140 2.09 1.92 1.82 1.71 100 1.67 1.59 1.33 50 2008 2009 2010 2011 2012 2013 2008 2009 2010 2011 2012 2013 16 COLLABORATION WITH OLD MUTUAL • Transactional banker to M&F and Old Mutual • Custodian of OMLACSA assets Wholesale • Co-investor in Africa Investment fund (co-managed by OM) • Joint funding of various transactions • Collaborating across asset management, insurance & wealth • Some of Nedbank’s AUM written via OM’s Fairbairn Capital platform • Nedbank Best of Breed growth fund managed by OM Wealth • Writing & distribution of OM life & non-life products • New business premiums by Nedbank NFP to OM up strongly • Imbizo – community financial services initiative • IT procurement benefits from scale Other • OM manages Nedbank Pension, Provident and Medical aid funds • OM the insurer of Nedbank Group life scheme • Collaboration on various CSI projects 17 FOCUS FOR THE NEXT 3 YEARS • Client-centred innovation • Grow transactional banking franchise • Strategic portfolio tilt • Optimise to invest • Establish a Pan-African banking network • Step change in sustainably building the franchise & the brand 18 EMERGING MARKETS, NEDBANK, P&C SHOWCASE 4 December 2013 Ingrid Johnson: Nedbank Group Managing Executive Retail & Business Banking Repositioning Nedbank Retail INSURANCE | INVESTMENT | SAVINGS | BANKING RETAIL & BUSINESS BANKING CONTRIBUTIONS TO NEDBANK GROUP Retail and Business Banking as a share of Nedbank Group Retail Business Banking H1 2013, % Rest of Nedbank Operating Income Headline Earnings Capital2 100% = R16,519m (Group) 100% = R3,914m (Group) 100% = R59,817m (Group) 27 35 44 44 64 9 57 8 12 Total Advances Deposits Employees 100% = R557,349m (Group)100% = R578,807m (Group) 100% = 28,889 (Group) 18 35 35 15 57 54 67 11 8 1. Operating income – NII plus NIR less impairments 2. Cluster allocation as a percentage of ECAP to Total Group Equity 20 AGENDA Repositioning Nedbank Retail Context & strategic intent Progress on three fundamental strategic imperatives Future trends and prospects 21 CHALLENGES IN RETAIL NECESSITATED A FUNDAMENTAL STRATEGIC REVIEW IN 2009 1 Retail Banking - headline earnings, Rm Price : tangible book Nedbank Group 4.0 Firstrand Barclays Africa Group (ABSA) RoE 17.6 23.1 22.1 10.8 -1.6 % 3.5 Standard Bank Group 1 876 3.0 1 463 896 1 002 2.5 (156) 2.0 1.5 ECAP 5.8 5.9 5.9 5.6 5.6 % 1.0 2005 2006 2007 2008 20092 Jan 05 Jan 06 Jan 07 Jan 08 Jan 09 Jan 10 Rest of Nedbank - headline earnings, Rm Share price relative 200 RoE 14.8 17.0 21.1 20.4 20.0 % 150 4 763 4 045 4 433 2 972 2 271 100 50 2005 2006 2007 2008 20092 Jan 05 Jan 06 Jan 07 Jan 08 Jan 09 Jan 10 1 Wealth related income is included in Retail 2 2009 subsequently restated for changes to allocated capital and exclusion of Wealth from Retail numbers Note: Core Tier 1 equity 2007: 7.2%, 2009: 9.9% or Prime interest rate 2005: 10.6%, 2008: 15.1% 22 Source: Dec 2012 HSBC conference with small refinements NEDBANK RETAIL WAS LAGGING FAR BEHIND PEERS IN CLIENT NUMBERS Main banked client base by income segment # million, as at Dec 2009 Total 6.0 Seniors 0.4 Middle 0.9 to Upper 4.2 4.1 0.2 0.2 Entry 0.6 0.6 Level 3.7 Consequence of strategic choices in 90s Banking 1.5 2.7 2.6 0.1 • Low transactional 0.3 banking emphasis 0.9 Youth 1.0 • Positioned as elitist 0.7 0.8 0.2 Bank 1 Bank 2 Bank 3 Total 11.7 9.0 6.7 4.2 clients1 % Main 51 47 61 37 banked 1 Cannot add the client numbers to get the market as clients are multi-banked Source: AMPS data and Retail analytics 23 RISING DEMOGRAPHICS HIGHLIGHTED NEED TO BE A BANK FOR ALL IN SOUTH AFRICA SA Population by banking segment millions 57.9 Imperatives as a bank for all Total 49.3 Middle 10.9 .
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