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Annual Report 1999 an International Financial Services Group

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Annual Report 1999 an International Financial Services Group An international financial services group Annual Report 1999 National Australia Bank Limited ACN004044937 The National’s International Franchise Our Vision Contents To be the world’s leading financial services company. 1999 @ a Glance 2 Our Mission Financial Highlights 4 We tailor financial services to help Corporate Highlights 6 individuals, families, businesses and The Board of Directors 8 communities to achieve their goals. Group Leadership Team 10 Our Values Year in Review by the Chairman Service to our customers and the Managing Director 11 Quality in everything we do Business and Personal Professionalism and ethics in all our Financial Services 16 actions Products and Services 18 Competitiveness and a will to win Growth and development of our Global Wholesale Financial Services 20 people National Services Information Continuous productivity improvement Technology Enterprises 22 Growing profit for our stakeholders Community Relations 24 Key Business Units 26 Financial Information and Analysis Description of Business 30 Financial Review 36 Financial Calendar United Kingdom Asia Australia United States Report of the Directors 75 15 December 1999 Final dividend payable Financial Report Financial Statements 80 16 December 1999 Annual General Meeting Notes to the 27 January 2000 1999–2000 Q1 Results Financial Statements 84 Directors’ Declaration 165 4 May 2000 1999–2000 Q2 Results Auditors’ Report 165 July 2000 Interim 1999–2000 dividend paid Form 20-F Cross Reference Index 166 27 July 2000 1999–2000 Q3 Results Shareholder Information 167 2 November 2000 1999–2000 Full Year Results Registered Office and December 2000 Final dividend for 1999–2000 paid Contact Details 174 Principal Establishments 177 Ireland New Zealand Dates may be subject to change National Australia Bank 1999 Annual Report An international financial services group 1999 @ a Glance • Profit after tax and before abnormals increased 12.3% to $2.82 billion • Earnings per share (before abnormals) increased 6.9% • Dividends per share up 9.8% or 10 cents to 112 cents per share • Increased contribution from overseas and greater revenue diversity • Strong growth in financial services and e-commerce • Capital position strengthened 3 Financial Highlights Profitability Operating profit (before abnormals) • International activities contributed $m 2,223 2,511 2,821 50% of profit after tax 3,000 • Other operating income increased 2,500 15.4% and represents 42.9% of Asia total income 2,000 United States New Zealand • Cost to income ratio reduced 1,500 Europe to 54.0% 1,000 Australia • Operating profit (before abnormal 500 items) per employee increased 11.2% 1997 1998 1999 Shareholder Value Dividends per share • Cash earnings per share (before Cents 83 87 94 102 112 goodwill amortisation) of 201 cents 120 • Dividends per share increased 100 9.8% • Economic profit* up 16.2% 80 • Return on equity of 17.3% 60 40 *Economic profit represents the excess of cash earnings (earnings adjusted for goodwill amortisation) over the cost 20 of capital employed plus the value of franking credits generated. Bernard Ronchi, Assistant Manager, Investor Relations, talks to an investor 1995 1996 1997 1998 1999 Wealth Index* about the financial performance of the National and its international strategy. Total shareholder returns have 8000 increased on average by 22.7% 7000 Growth Total assets per annum over the last 10 National Australia Bank Accumulation Index 6000 • Movements in exchange rates years. Banking and Finance Accumulation Index $b 148 174 202 252 254 reduced total assets by $15 billion 5000 All Ordinaries Accumulation Index 300 The wealth index measures • Underlying growth of 6.7% in total 250 shareholders’ total accumulated 4000 assets in local currency terms value including share price 200 3000 • Loans and advances increased appreciation and dividends. 9.2% in local currency terms 150 2000 The chart shows that $1,000 • National Income Securities raised 100 invested in National Australia 1000 $2 billion 50 Bank 10 years ago would now be worth over $7,700. 9/89 9/90 9/91 9/92 9/93 9/94 9/95 9/96 9/97 9/98 9/99 1995 1996 1997 1998 1999 * Data has been indexed to a common base of 1000 4 National Australia Bank 1999 Annual Report An international financial services group 5 Corporate Highlights The financial services industry is Tailored Financial channels embrace both business- now a 24 hour global business. Solutions to-business and retail consumer The National is well placed market segments. Significant geographically, and through our As well as robust and diversified advances have been made on the management structure and our growth across geographic regions, Internet over the last year. products and services, to take core product lines showed All National operations have an advantage of this. impressive growth. This was Internet presence and we have especially so in the credit card and over 100,000 Internet and PC International Growth leasing sectors of the market. banking customers globally. One of our strategic objectives is The geographic diversity of the to ensure all product lines meet Strong Capital Base National’s operations does more volume and profit targets. than reduce the risk of being The National Income Securities dependent on one market. Our Another strategic objective is to public offer in Australia was an international operations create achieve at least 50% of our profit enormous success. Investors economies of scale and a from non interest income took up $2 billion of the publicly customer base that, in aggregate, sources. Further progress was listed securities, which offer a are well above the ability of any made toward this goal during the floating rate set at 1.25% above one bank to achieve in a market year. Other operating income the 90 day bank bill rate. The the size of Australia. rose from 40% to 43% of total National Income Securities income. Financial services such provided an innovative way to In 1999, half of the Group’s profit as investments, insurance and raise additional tier one capital, came from our international custody increased their and reduce the average cost of operations. The key international contribution by 19.4%. capital. regions, Europe, New Zealand and the United States all increased As part of our global business Lisa Thomson, Mobile Mortgage Manager, (far right) provides advice to first home buyers at their convenience. their profit contribution. we are developing the ability to Year 2000 Readiness market common products and The National’s systems and The benefits of recent services to our estimated nine people are prepared for the date In September 1999, the Group Corporate Governance which the Directors meet their international acquisitions, such million customers throughout as the United States based change to 2000. The Group’s submitted an update on its duties are described in the the Group network. The Board of Directors is HomeSide International, Inc., a objective of business as usual progress to the Australian Stock Corporate Governance Statement responsible for the Corporate mortgage origination and service remains unchanged. In August Exchange. Since that date, set out on pages 72 to 74 of the E-Commerce Governance of National Australia operation, go beyond the addition 1999, as demonstration of its preparations have continued full Annual Report. Bank Limited and its controlled of revenues and profits in the Investment in web-based confidence in its preparations, the broadly in line with the plan. As at entities. The Directors of the near term. These businesses fit technologies and e-commerce National published its Customer September 1999, the cost of the Group Credit Ratings Company have a duty to act within the National’s overall initiatives enhanced the Commitments to its Australian Group Year 2000 Program is Short term Long term honestly, transparently, diligently, growth strategy and provide key opportunities within the banking customers, covering expected to be $296 million of Standard & Poor’s A1+ AA independently and in the best benefits in sustaining shareholder National’s operations. safety of deposits and term which $254 million has been Fitch IBCA F1+ AA interests of all shareholders, in value. Our electronic distribution deposits and security of records. spent. Moody’s Investor Services P-1 Aa3 order to increase shareholder BankWatch TBW-1 AA value. The major processes by 6 National Australia Bank 1999 Annual Report An international financial services group 7 The Board of Directors MR Rayner (Mark) DK Macfarlane (David) FJ Cicutto (Frank) CM Deeley (Michael) DCK Allen AO CM Walter (Catherine) TP Park (Tom) GJ Kraehe (Graham) ED Tweddell (Ed) WF Blount AM (Frank) BSc (Hons) Chem Eng Vice Chairman and BCom FAIBF FCIBS MA DPhil (Oxon) (Charles) LLB (Hons) LLM MBA BSc MBA BEc BSc MBBS (Hons) BS (Elect.Eng) MBA FTSE FAusIMM FAICD Independent Non- Managing Director and Independent Non- MA MSc DIC FAICD FAICD Independent Non- Independent Non- FRACGP FAICD (Mgmt) MS (Mgmt) FIE Aust Executive Director Chief Executive Officer Executive Director Independent Non- Independent Non- Executive Director Executive Director Independent Non- Independent Non- Chairman and Age 69 Age 48 Age 69 Executive Director Executive Director Age 52 Age 57 Executive Director Executive Director Independent Non- Appointed 1985 Appointed 1998 Appointed 1992 Age 63 Age 47 Appointed 1996 Appointed 1997 Age 58 Age 61 Executive Director Elected Vice Chairman Appointed 1992 Appointed 1995 Appointed 1998 Appointed 1999 Experience Experience Experience Experience Age 61 1992 31 years in banking and 27 years with ICI Experience Experience 25 years in the food 34 years in the wine, Experience Experience Appointed 1985 Experience finance both in Australia Australia Limited, 21 years with Shell 20 years as a solicitor, 8 industry, 12 years as automotive and 23 years in the Extensive experience in Elected Chairman 33 years with James and internationally. 5 years as Managing International. Appointed years as a partner in the Managing Director of diversified pharmaceutical and the telecommunications September 1997 Hardie Industries Previous executive Director and Chief Executive Director of firm Clayton Utz, until Kraft Foods Limited.
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