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We create value to our shareholders...We create value to our shareholders...
1 Consolidated
Recurring ROE %Net ROE %
Recurring Net IncomeNet Income
3.0
2004
4.2
2005
3.4
6.0
2006
3.7
5.9
2007
5.1
8.8
2008
6.7
R$ billion
239.0
2004
253.0
2005
296.4
2006
367.2
2007
507.3
2008
CAGR: 20.7%CAGR: 20.7%
Assets1 - R$ billion
Recurring ROA ROA
1.3
2.11.8
1.31.4
2.6
1.5
2.2
1.3
1.7
22.8 22.219.5
24.7
23.026.8
32.1 32.5
26.1
22.5
3
Administrative Expenses
9% - 12%
Domestic Credit Portfolio
Total: 13% - 17%
Recurring ROE
19% - 22%
Tax Rate
26% - 29%
Domestic Credit Portfolio
Individuals: 23% - 25%
Companies: 16% - 19%
Agribusiness: 2% - 5%
Total Deposits
10% - 14%
Provision for
Loan Losses
3.8% - 4.2%
Fee Income
5% - 8%
Net Interest Margin
6.8% - 7.2%
… … which is also seen in our 2009 commitments.which is also seen in our 2009 commitments.
4
Relating to credit, we foresee…Relating to credit, we foresee…
Companies
Auto Loans
Payroll Loans
• Leverage the public servant customer base from payroll purchases and state banks acquisitions.
• BNDES disbursement leadership.
• Capital Markets structure strengthening.
• Operational activities specialization and centralization.
• Increase share in the credit
cooperative market.
• Keep up as SME’s main partner.
Individuals
• Synergic join venture with Banco Votorantim aiming at auto loans market share growth.
5
105N
ethe
rland
s75
Eng
land
69
US
A
50
Por
tuga
l
43
Ger
man
y
36
Japa
n
26
Fra
nce
17
Chi
le
14
Italy
11
Chi
na
4
Arg
entin
a
2
Bra
zil
Mortgage- % GDP
3
2004
5
2005
10
2006
18
2007
30
2008
291
2009
361
2010
Disbursements2 - R$ billion
Business opportunities
• Assets growth• Income fees increase• Customer base expansion and fidelity• Companies financing
5% mortgage market share by 2013.5% mortgage market share by 2013.
1 Estimates
Source: ABECIP
2 Banking Industry - Savings
6 1 Source: MAPA, Crop 2018/2019 expected growth in relation to Crop 2007/2008
• Recovery of international demand
• Strong domestic market
• Production raise capacity
• USA subsidies decrease
• Agro-energy
Keep operations
under reserve
requirements level
Grow Agro book
but decrease
its share in BB’s total credit portfolio
Maintain
Market
Leadership
Increase risk
mitigators use
Agro book
mostly with
controlled rates
Reduce over
rolled book
Focus on short term
operations
Improve Agro book
risk
Social-environmental Responsibility
Soybean + 34.7%Corn + 25.0%Meat + 51.1%
Brazilian ProductionGrowth1
Opportunities Banco do Brasil’s Guidelines
Banco do Brasil’s Agribusiness market share maintenanceBanco do Brasil’s Agribusiness market share maintenance..
7
Active role in the Foreign Trade with efficiency gains.Active role in the Foreign Trade with efficiency gains.
Foreign Exchange
US$ 73 billion
ExportingUS$ 44 billion
28% share
ImportingUS$ 29 billion
25% share
Financing
US$ 17 billion
Exporting
US$ 14 billion
Importing
US$ 3 billion
Initiatives BB
• Online Foreign Trade / Digital Signature
• Documents Digitalization / Electronic File
• International Trade Bureau
• Vanguard in Foreign Trade Credit Card
• Consult and training in international business
2009 Estimates
8
Cards’ Market Opportunities: 22% market share by 2014.Cards’ Market Opportunities: 22% market share by 2014.
Cards’ Market Billing Potential
with the perspective of
market share increase by BBInitiatives BB
• Multiple Functions Card.
• Access to a different kinds of credit
• Platform integrated to banking
services granting more synergy
with check account.
• Replacement of other payment
means.
• Low income customers attractions.
R$ billion
04 05 06 07 08 09 10 11 13
900
1412
867
741
630
532Priv
ate Label
446
375
302245
200159
Debit
Credit
1 Souerce: ABECS, BCG/BB analysis.
Share BB - 22% 201415.6% Share BB – 17%
9
Insurance: doubled by 2013 following market expansionInsurance: doubled by 2013 following market expansion..
17.4
Eng
land
11.2
Fra
nce
10.5
Japa
n
8.9
US
A
7.5
Italy
7.0
Ger
man
y
5.3
Spa
in
4.9
Indi
a
3.2
Chi
le
2.8
Bra
zil
Insurance ( % GDP ) - 2006 Ranking
Expected market by 2013:
Capitalization - R$11 billion
Supplementary Pension Plan - R$68 billion
Auto - R$32 billion
Life - R$18 billion
Health - R$12 billion
BB Initiatives
• Intensify selling through brokerages
• Grow cross-selling in traditional means
• Grow selling through call center and Internet
• Grow partnerships
10
Processes optimization due to improvements in technology Processes optimization due to improvements in technology and back-office model seeking productivity gains and back-office model seeking productivity gains
Back-office model restructuring and IT platform modernization
Linux install in all
automated teller
machines
Mainframe
structure and
processing revision
Modernization of BB’s ATMs network, the
largest of Latin America
Back-office
platform creation
all around Brazil
New data ware center
Digitalization of all
documents, including the
pre-existing ones
11
Business management generate sustainable resultsBusiness management generate sustainable results. .
Regional Sustainable Development
Families Involved - thousands
71
20
05
2312
00
6
726
20
07
1,211
20
08
1,300
20
09
1,700
20
10
2,100
20
11
2,500
20
12
3,000
20
13
Sustainability in BB’s businesses.
Economic Environmental
Processes, Products
andServices
Social
Credit and Socio-
environmental analysis
Transparency
GRI
Eco-efficiency
Program
Agenda 21
12
Customers Return ExpansionCustomers Return Expansion
Ease Access
ATMs
Distribution Alternative Means
Diverse Product Portfolio
New Products Portfolio
New Technologies
Wide Distribution Network
+
48 48 millionmillion
CustomersCustomers
9 million9 million
Organic GrowthOrganic Growth11
8.2% a.a.8.2% a.a.
+
1 Check Accounts CAGR since 2004
13
Further details at bb.com.br/ri
Investor RelationsSBS - Quadra 1 - Bloco C - Ed. Sede III - 5° andar
70073-901 - Brasília (DF)Telephone: 55 (61) 3310 3980
Fax: 55 (61) 3310 3735