Investor Presentation Caixa Geral de Depósitos
- Long Term Commitment to the Portuguese Economy and Society
- Customer – Centered Business
- Support the Corporate Sector, Strong Focus on SME
- Promotion of Human Talent and Teamwork
- Highest Ethical Standards
- Innovation
- Social Responsibility and Global Sustainability
The 2015 Annual Report comprises three documents that provide information on NN Group's performance:
1) The 2015 Annual Review provides an integrated, concise review of NN Group's strategy, performance, and future prospects.
2) The 2015 Financial Report covers NN Group's financial developments, annual accounts, and approach to risk management, capital management, and corporate governance.
3) The 2015 Sustainability Supplement provides additional information on NN Group's strategy, objectives and achievements regarding social, ethical, and environmental aspects.
The document provides an overview of CGD's 2015 full year results. Key points include:
- CGD achieved near zero net income before taxes, an improvement from previous years.
- Total operating income was up 17.5% due to contributions from domestic and international operations.
- International operations contributed positively to net operating income, led by BNU Macau and BCG Angola.
- CGD maintained leadership positions in customer deposits and lending in Portugal while diversifying internationally.
DeA Capital is an Italian alternative asset management firm with over €10 billion in assets under management. The presentation provides an overview and update of DeA Capital's business segments, including private equity investments in Generale de Santé and Migros, real estate funds, and alternative asset management. It outlines strategies to focus on alternative asset management and gradually exit private equity investments, with the goal of increasing distributions to shareholders.
Eurazeo reported solid financial results for fiscal year 2014, with revenue growth of 7.1% at constant scope and a 49.8% increase in companies' contribution net of finance costs. Notable events included the successful IPO of Elis and continued transformations at companies like Europcar, Moncler, and Accor bearing further upside. Eurazeo also maintained a strong financial position and delivered steady returns to shareholders, while pursuing an active investment strategy including a capital increase for InVivo NSA to fuel international growth.
23.ICV Srbija sastanak- Pametna analitika za controllere, 30.09.2015, Marko S...Menadžment Centar Beograd
23. ICV Srbija sastanak održan je 30.09.2015. godine u saradnji sa kompanijom Bisnode. Tema sastanka bila je "Pametna analitika". Jedan od prezentera bio je Marko Srabotnik, vođa prodaje za poslovna rešenja u kompaniji Bisnode Slovenija. Marko je na sastanku predstavio aplikaciju Portfolio Intelligence.
DeA Capital introduces IDeA FIMIT at the 2013 STAR Conference in MilanDeA Capital S.p.A.
IDeA FIMIT sgr is Italy's largest real estate fund management company, with over €10 billion in assets under management. It was established in 2011 through the merger of First Atlantic RE sgr and FIMIT sgr, combining decades of experience in the Italian market. IDeA FIMIT specializes in core and core+ investments in major Italian cities, focusing on income-producing assets like offices and retail. It maintains a low-risk profile with conservative leverage of 32% loan-to-value on average. The company has a strong institutional investor base including many of Italy's largest pension funds.
The document reports on Eurazeo's first half 2014 results. Key highlights include €580 million in investments, a 27% increase in NAV per share to €70.0, 4.7% growth in economic revenues to €2.523 billion, and a 21% increase in EBIT of fully consolidated companies to €220 million. Several portfolio companies experienced strong revenue and EBITDA growth in the first half of 2014.
DeA Capital is an alternative asset management company and private equity investor with two lines of business: private equity investments and alternative asset management. It has a diversified portfolio including investments in private healthcare, food retail, and consumer credit. Key financial information includes net asset value of 701 million euros and revenues of 71 million euros from asset management fees in 2011. The document provides an overview of DeA Capital, its investments and strategy, and its majority shareholder, De Agostini Group.
The 2015 Annual Report comprises three documents that provide information on NN Group's performance:
1) The 2015 Annual Review provides an integrated, concise review of NN Group's strategy, performance, and future prospects.
2) The 2015 Financial Report covers NN Group's financial developments, annual accounts, and approach to risk management, capital management, and corporate governance.
3) The 2015 Sustainability Supplement provides additional information on NN Group's strategy, objectives and achievements regarding social, ethical, and environmental aspects.
The document provides an overview of CGD's 2015 full year results. Key points include:
- CGD achieved near zero net income before taxes, an improvement from previous years.
- Total operating income was up 17.5% due to contributions from domestic and international operations.
- International operations contributed positively to net operating income, led by BNU Macau and BCG Angola.
- CGD maintained leadership positions in customer deposits and lending in Portugal while diversifying internationally.
DeA Capital is an Italian alternative asset management firm with over €10 billion in assets under management. The presentation provides an overview and update of DeA Capital's business segments, including private equity investments in Generale de Santé and Migros, real estate funds, and alternative asset management. It outlines strategies to focus on alternative asset management and gradually exit private equity investments, with the goal of increasing distributions to shareholders.
Eurazeo reported solid financial results for fiscal year 2014, with revenue growth of 7.1% at constant scope and a 49.8% increase in companies' contribution net of finance costs. Notable events included the successful IPO of Elis and continued transformations at companies like Europcar, Moncler, and Accor bearing further upside. Eurazeo also maintained a strong financial position and delivered steady returns to shareholders, while pursuing an active investment strategy including a capital increase for InVivo NSA to fuel international growth.
23.ICV Srbija sastanak- Pametna analitika za controllere, 30.09.2015, Marko S...Menadžment Centar Beograd
23. ICV Srbija sastanak održan je 30.09.2015. godine u saradnji sa kompanijom Bisnode. Tema sastanka bila je "Pametna analitika". Jedan od prezentera bio je Marko Srabotnik, vođa prodaje za poslovna rešenja u kompaniji Bisnode Slovenija. Marko je na sastanku predstavio aplikaciju Portfolio Intelligence.
DeA Capital introduces IDeA FIMIT at the 2013 STAR Conference in MilanDeA Capital S.p.A.
IDeA FIMIT sgr is Italy's largest real estate fund management company, with over €10 billion in assets under management. It was established in 2011 through the merger of First Atlantic RE sgr and FIMIT sgr, combining decades of experience in the Italian market. IDeA FIMIT specializes in core and core+ investments in major Italian cities, focusing on income-producing assets like offices and retail. It maintains a low-risk profile with conservative leverage of 32% loan-to-value on average. The company has a strong institutional investor base including many of Italy's largest pension funds.
The document reports on Eurazeo's first half 2014 results. Key highlights include €580 million in investments, a 27% increase in NAV per share to €70.0, 4.7% growth in economic revenues to €2.523 billion, and a 21% increase in EBIT of fully consolidated companies to €220 million. Several portfolio companies experienced strong revenue and EBITDA growth in the first half of 2014.
DeA Capital is an alternative asset management company and private equity investor with two lines of business: private equity investments and alternative asset management. It has a diversified portfolio including investments in private healthcare, food retail, and consumer credit. Key financial information includes net asset value of 701 million euros and revenues of 71 million euros from asset management fees in 2011. The document provides an overview of DeA Capital, its investments and strategy, and its majority shareholder, De Agostini Group.
This document is Saxo Bank's 2009 annual report which summarizes their financial performance and strategic developments that year. The report indicates that while 2009 presented economic uncertainty, Saxo Bank was able to achieve satisfactory financial results including operating income of DKK 2.2 billion and net profit of DKK 201 million. It also details Saxo Bank's participation in the Danish state guarantee scheme, its continued restructuring efforts, and outlines its new strategic direction targeting four categories of clients.
DeA Capital is an Italian private equity and alternative asset management firm. In 2012:
- It acquired additional stakes in its private equity portfolio companies Generale de Santé and Migros.
- Its alternative asset management business IDeA FIMIT performed well despite difficult markets, reaching €10 billion in assets under management.
- DeA Capital's net asset value per share was €2.63 at the end of 2012, but its stock price underperformed and traded at a large discount to NAV, reflecting lack of visibility into future performance and exit timing from private equity investments.
DeA Capital is an Italian private equity and alternative asset management firm. In 2011, DeA Capital merged FARE SGR into FIMIT SGR to create IDeA FIMIT SGR, which became the leading real estate fund management company in Italy with €9.8 billion in assets under management. DeA Capital also obtained a 100% stake in IDeA Alternative Investments after reorganizing its private equity and total return fund management businesses. DeA Capital's net asset value per share was €2.38 based on the fair value of its main investments in healthcare company Generale de Santé and supermarket chain Migros. DeA Capital's strategy going forward is to focus on alternative asset management and consider dividend
DeA Capital is an Italian alternative asset management company with €10.1 billion in assets under management. It has two main business segments: direct private equity investments and fund investments. For its direct investments, DeA Capital has significant stakes in Generale de Santé, a large private healthcare provider in France, and Migros, the largest supermarket chain in Turkey. DeA Capital is looking to exit these investments in the medium to long term. For its fund investments, DeA Capital invests through funds of funds and co-investment vehicles focused on the Italian market. It recently acquired a controlling stake in IDeA FIMIT, Italy's largest real estate fund manager, to expand its alternative asset management business.
Montello Real Estate Opportunity Fund Institutional June FactsheetMontello
The Montello Real Estate Opportunity Fund is a Luxembourg regulated SICAV-SIF, set up in partnership with some of the top names in the industry. CBRE will act as transaction manager, while Luxembourg Fund Partners and Apex Fund Services are assisting with the operation and administration. PwC will audit the Fund and ABN AMRO is the custodian bank.
The document discusses the performance of BNP Paribas Corporate and Investment Banking (BNP Paribas CIB) in 2011. It summarizes that 2011 was a challenging year for banks due to factors like the 2008 financial crisis fallout, increased regulation, and economic slowdowns. BNP Paribas CIB adapted by reducing US dollar funding needs and risk-weighted assets ahead of competitors. It is adapting its business model to remain sustainable and competitive in the new regulatory environment, while continuing to serve clients and meet their needs. Various examples are given of deals and clients BNP Paribas CIB worked with in areas like structured finance, corporate and transaction banking Europe, corporate finance, and global equities and commodity derivatives.
Hiventures is one of the largest investor companies in Central and Eastern Europe, with total funds of EUR100M and EUR240M. It offers various funding programs for startups and SMEs from pre-seed to growth stages, up to EUR3.2M per investment. Its incubation program provides EUR50k in equity and convertible loans. Hiventures also aims to establish a new EUR100M equity fund to support succession planning, foreign expansion, and market consolidation of SMEs through acquisitions and mergers.
The document discusses several topics related to the cultural environment of global markets including geography, climate, topography, industrialization, social responsibility, and environmental management. It notes that geography, climate, and topography affect product uses and functions. Climate change, corporate governance, and labor/human rights are seen as top CSR issues for the next decade. The document also discusses pollution hotspots around the world from oil spills, industrial accidents, and nuclear disasters.
Radial Landscape Mapping: A new tool for brand positioningMichael Wolfe
Radial Landscape Mapping is a visualization tool that displays key data representing and differentiating competitive brands and shows the core brand perceptions of brands relative to their competitive set.
The document discusses the political and legal environments that affect global business. It provides an overview of different forms of government and political risks like confiscation and expropriation. It also describes different legal systems like common law, code law, and socialist law. Finally, it discusses international marketing research and the need to consider national differences in culture, language, and business practices when conducting research in foreign markets.
1. Culture affects many aspects of business including consumption habits, management styles, and laws. Key cultural factors include religion, values, education, technology, and concepts of time and space.
2. Several models have been developed to analyze cultural differences, such as Hofstede's dimensions of power distance, individualism, and time orientation. Hall emphasized high- versus low-context cultures and monochronic versus polychronic time.
3. The political environment influences business through government stability, forms of government, nationalism, and political risk. Strategies can help minimize risks like joint ventures and planned domestications.
NATURAL GAS DISTRIBUTION PIPELINES- METHANE EMISSIONS CHALLENGESDr Dev Kambhampati
The EPA has taken limited action to reduce methane emissions from natural gas distribution pipelines. Methane leaks from distribution pipelines accounted for over 13 million metric tons of emissions in 2012 but are not currently regulated by EPA. EPA has a voluntary program called Natural Gas STAR but it has achieved only limited reductions due to financial and policy barriers. EPA needs to work with other agencies, establish emission reduction goals, better track emissions data, and evaluate studies to update its emission factors which are based on outdated data and have high uncertainty. Addressing methane leaks through improved regulation or policies could help reduce climate change impacts.
The document provides an overview of the city gas distribution (CGD) business in India. It discusses India's natural gas supply sources and infrastructure requirements for CGD, including pipelines for transportation and CNG stations for distribution. It also covers the regulatory environment, growth potential and key issues around CGD project management, marketing, customer service, commercialization, safety and regulation in India.
The document discusses several topics related to sustainable development including:
1. Many governments and companies are guided by sustainable development principles to balance economic and environmental concerns.
2. Mongolia's sustainable development program from 2009-2019 focuses on balanced regional development, environment protection and improving living standards.
3. Key topics covered include rural/urban population shifts, growth rates, age levels, and worker shortages which impact marketing and economic trends. Balancing development with environmental protection requires cooperation across borders.
Demand Analysis And Selection Of City For Cgd Network Establishment On Propos...Subodh Maithani
This document analyzes the demand for and selection of cities for establishing a natural gas distribution network along a proposed pipeline from Dadri to Panipat. It provides background on natural gas as a fuel, describing its sources and supply in India. It discusses city gas distribution networks and outlines Indian Oil Corporation's interest in establishing such networks. The document assesses potential demand for natural gas in various districts of Haryana and Uttar Pradesh along the proposed pipeline route. Regulations for establishing gas networks are also reviewed before conclusions are drawn about selecting the most suitable city.
Marketing Optimization for Natural Gas UtilitiesMichael Wolfe
This is a story of how a retail natural gas firm used marketing/media response model to re-engineer its marketing spend to drive higher growth and climb out of a stagnant business situation
The document discusses several key considerations for international marketing research based on cultural differences between countries and regions. It notes that focus groups in Asia usually consist of 4-6 people compared to 8-10 in the US. Foreign moderators are less structured than US moderators, which can lead to long periods of silence. Personal interviews are more common outside North America due to lower costs. Equivalence in research methods, sampling, and data interpretation must account for cultural factors.
This document discusses various strategies for entering international markets. It outlines three main issues companies face when going international: marketing, sourcing, and investment/control. It then analyzes factors to consider when evaluating foreign markets like size, competition, and risks/benefits. Finally, it describes multiple market entry strategies (exporting, licensing, franchising, foreign direct investment, joint ventures, strategic alliances, wholly owned subsidiaries, etc.) and provides details on exporting, licensing, franchising, joint ventures, and foreign direct investment.
This document is Saxo Bank's 2009 annual report which summarizes their financial performance and strategic developments that year. The report indicates that while 2009 presented economic uncertainty, Saxo Bank was able to achieve satisfactory financial results including operating income of DKK 2.2 billion and net profit of DKK 201 million. It also details Saxo Bank's participation in the Danish state guarantee scheme, its continued restructuring efforts, and outlines its new strategic direction targeting four categories of clients.
DeA Capital is an Italian private equity and alternative asset management firm. In 2012:
- It acquired additional stakes in its private equity portfolio companies Generale de Santé and Migros.
- Its alternative asset management business IDeA FIMIT performed well despite difficult markets, reaching €10 billion in assets under management.
- DeA Capital's net asset value per share was €2.63 at the end of 2012, but its stock price underperformed and traded at a large discount to NAV, reflecting lack of visibility into future performance and exit timing from private equity investments.
DeA Capital is an Italian private equity and alternative asset management firm. In 2011, DeA Capital merged FARE SGR into FIMIT SGR to create IDeA FIMIT SGR, which became the leading real estate fund management company in Italy with €9.8 billion in assets under management. DeA Capital also obtained a 100% stake in IDeA Alternative Investments after reorganizing its private equity and total return fund management businesses. DeA Capital's net asset value per share was €2.38 based on the fair value of its main investments in healthcare company Generale de Santé and supermarket chain Migros. DeA Capital's strategy going forward is to focus on alternative asset management and consider dividend
DeA Capital is an Italian alternative asset management company with €10.1 billion in assets under management. It has two main business segments: direct private equity investments and fund investments. For its direct investments, DeA Capital has significant stakes in Generale de Santé, a large private healthcare provider in France, and Migros, the largest supermarket chain in Turkey. DeA Capital is looking to exit these investments in the medium to long term. For its fund investments, DeA Capital invests through funds of funds and co-investment vehicles focused on the Italian market. It recently acquired a controlling stake in IDeA FIMIT, Italy's largest real estate fund manager, to expand its alternative asset management business.
Montello Real Estate Opportunity Fund Institutional June FactsheetMontello
The Montello Real Estate Opportunity Fund is a Luxembourg regulated SICAV-SIF, set up in partnership with some of the top names in the industry. CBRE will act as transaction manager, while Luxembourg Fund Partners and Apex Fund Services are assisting with the operation and administration. PwC will audit the Fund and ABN AMRO is the custodian bank.
The document discusses the performance of BNP Paribas Corporate and Investment Banking (BNP Paribas CIB) in 2011. It summarizes that 2011 was a challenging year for banks due to factors like the 2008 financial crisis fallout, increased regulation, and economic slowdowns. BNP Paribas CIB adapted by reducing US dollar funding needs and risk-weighted assets ahead of competitors. It is adapting its business model to remain sustainable and competitive in the new regulatory environment, while continuing to serve clients and meet their needs. Various examples are given of deals and clients BNP Paribas CIB worked with in areas like structured finance, corporate and transaction banking Europe, corporate finance, and global equities and commodity derivatives.
Hiventures is one of the largest investor companies in Central and Eastern Europe, with total funds of EUR100M and EUR240M. It offers various funding programs for startups and SMEs from pre-seed to growth stages, up to EUR3.2M per investment. Its incubation program provides EUR50k in equity and convertible loans. Hiventures also aims to establish a new EUR100M equity fund to support succession planning, foreign expansion, and market consolidation of SMEs through acquisitions and mergers.
The document discusses several topics related to the cultural environment of global markets including geography, climate, topography, industrialization, social responsibility, and environmental management. It notes that geography, climate, and topography affect product uses and functions. Climate change, corporate governance, and labor/human rights are seen as top CSR issues for the next decade. The document also discusses pollution hotspots around the world from oil spills, industrial accidents, and nuclear disasters.
Radial Landscape Mapping: A new tool for brand positioningMichael Wolfe
Radial Landscape Mapping is a visualization tool that displays key data representing and differentiating competitive brands and shows the core brand perceptions of brands relative to their competitive set.
The document discusses the political and legal environments that affect global business. It provides an overview of different forms of government and political risks like confiscation and expropriation. It also describes different legal systems like common law, code law, and socialist law. Finally, it discusses international marketing research and the need to consider national differences in culture, language, and business practices when conducting research in foreign markets.
1. Culture affects many aspects of business including consumption habits, management styles, and laws. Key cultural factors include religion, values, education, technology, and concepts of time and space.
2. Several models have been developed to analyze cultural differences, such as Hofstede's dimensions of power distance, individualism, and time orientation. Hall emphasized high- versus low-context cultures and monochronic versus polychronic time.
3. The political environment influences business through government stability, forms of government, nationalism, and political risk. Strategies can help minimize risks like joint ventures and planned domestications.
NATURAL GAS DISTRIBUTION PIPELINES- METHANE EMISSIONS CHALLENGESDr Dev Kambhampati
The EPA has taken limited action to reduce methane emissions from natural gas distribution pipelines. Methane leaks from distribution pipelines accounted for over 13 million metric tons of emissions in 2012 but are not currently regulated by EPA. EPA has a voluntary program called Natural Gas STAR but it has achieved only limited reductions due to financial and policy barriers. EPA needs to work with other agencies, establish emission reduction goals, better track emissions data, and evaluate studies to update its emission factors which are based on outdated data and have high uncertainty. Addressing methane leaks through improved regulation or policies could help reduce climate change impacts.
The document provides an overview of the city gas distribution (CGD) business in India. It discusses India's natural gas supply sources and infrastructure requirements for CGD, including pipelines for transportation and CNG stations for distribution. It also covers the regulatory environment, growth potential and key issues around CGD project management, marketing, customer service, commercialization, safety and regulation in India.
The document discusses several topics related to sustainable development including:
1. Many governments and companies are guided by sustainable development principles to balance economic and environmental concerns.
2. Mongolia's sustainable development program from 2009-2019 focuses on balanced regional development, environment protection and improving living standards.
3. Key topics covered include rural/urban population shifts, growth rates, age levels, and worker shortages which impact marketing and economic trends. Balancing development with environmental protection requires cooperation across borders.
Demand Analysis And Selection Of City For Cgd Network Establishment On Propos...Subodh Maithani
This document analyzes the demand for and selection of cities for establishing a natural gas distribution network along a proposed pipeline from Dadri to Panipat. It provides background on natural gas as a fuel, describing its sources and supply in India. It discusses city gas distribution networks and outlines Indian Oil Corporation's interest in establishing such networks. The document assesses potential demand for natural gas in various districts of Haryana and Uttar Pradesh along the proposed pipeline route. Regulations for establishing gas networks are also reviewed before conclusions are drawn about selecting the most suitable city.
Marketing Optimization for Natural Gas UtilitiesMichael Wolfe
This is a story of how a retail natural gas firm used marketing/media response model to re-engineer its marketing spend to drive higher growth and climb out of a stagnant business situation
The document discusses several key considerations for international marketing research based on cultural differences between countries and regions. It notes that focus groups in Asia usually consist of 4-6 people compared to 8-10 in the US. Foreign moderators are less structured than US moderators, which can lead to long periods of silence. Personal interviews are more common outside North America due to lower costs. Equivalence in research methods, sampling, and data interpretation must account for cultural factors.
This document discusses various strategies for entering international markets. It outlines three main issues companies face when going international: marketing, sourcing, and investment/control. It then analyzes factors to consider when evaluating foreign markets like size, competition, and risks/benefits. Finally, it describes multiple market entry strategies (exporting, licensing, franchising, foreign direct investment, joint ventures, strategic alliances, wholly owned subsidiaries, etc.) and provides details on exporting, licensing, franchising, joint ventures, and foreign direct investment.
The document discusses how understanding a country's history and geography can help marketers better understand its culture. History shapes a nation's identity and influences attitudes towards business, government, and foreign companies. Geography such as location, topography, and climate also impact a culture's evolution and affect its industries and needs. Having perspective on a country's past provides insights into current cultural differences and reactions that can help marketers adapt strategies successfully.
The document discusses several topics related to global marketing management including:
- In the 1970s-1990s, companies debated between standardization vs. adaptation and globalization vs. localization when expanding globally.
- Today, forward-looking companies are able to both standardize and localize simultaneously to different markets.
- When expanding to new global markets, companies must carefully evaluate and adapt their marketing mix, including their products, to the target country by considering cultural and regulatory differences.
- Maintaining high product quality is essential for success in competitive global markets.
Refinery processes by Muhammad Fahad Ansarifahadansari131
Crude oil is refined through processes like distillation, cracking, coking, and dewaxing to separate it into useful fractions like natural gas, gasoline, kerosene, and fuel oils. Distillation heats crude oil to over 400°C to vaporize and separate compounds by boiling point into these fractions. Cracking breaks heavier molecules into lighter ones for gasoline. Coking and dewaxing remove heavy impurities. Refineries also treat emissions and wastewater before discharge to reduce environmental pollution from operations.
Petroleum refining involves fractionating crude oil into major fractions through chemical, thermal, and physical separation processes. These fractions are further processed and converted into over 2,500 finished petroleum products. Refineries separate crude oil into smaller fractions to produce fuels like gasoline and diesel, as well as non-fuel products and raw materials for the chemical industry. Major refining stages include distillation, conversion/upgrading, and desulphurization.
The document outlines a digital marketing strategy for Shell that focuses on increasing customer loyalty and communication through social media platforms like Facebook, Twitter, and YouTube. It identifies challenges like disloyal customers and competitive industries, and sets goals to improve B2C communication, meet global demand, and increase visibility online. The strategy proposes utilizing Google AdWords, social media, blogging, a mobile app and more to engage target audiences and evaluate campaign success.
2016 Annual General Meeting of Shareholders Aegon N.V.Aegon
Shareholders are invited to attend the 2016 Annual General Meeting of Shareholders (AGM) of Aegon N.V. on Friday May 20, 2016 at 10.00 a.m. at Aegon's head office in The Hague, the Netherlands.
- Santander delivered strong results in 2015, growing earnings, dividends, and capital organically. However, its share price has fallen, partly due to concerns over emerging markets like Brazil.
- Santander is well capitalized with a CET1 ratio of 12.55%, far above its minimum requirements, to prepare for Basel III standards. Its diversified business model provides stable earnings through economic cycles.
- Santander has a "moat" of competitive advantages including critical mass across its markets, trusted customer relationships, and geographic diversification that help protect its profits and market share over time.
Banco Santander's financial report summarizes the company's performance from January to September 2016. Key highlights include an increase in loyal and digital customers, underlying profit growth driven by stable commercial revenues and provisions, and solid capital ratios. Non-performing loans declined while coverage ratios increased. By business area, Continental Europe saw higher profits, the UK saw lower profits due to tax surcharges, Latin America saw higher profits despite currency impacts, and the US saw lower profits due to higher costs and provisions.
Banco Santander reported its financial results for the first quarter of 2016. Key highlights included:
- Attributable profit of €1,633 million, down 5% year-over-year due to negative foreign exchange impacts. Excluding this, profit was up 8%.
- Solid commercial revenues fueled by net interest income and fees. Costs were stable in real terms. Provisions were higher year-over-year but stable over the last two quarters.
- Return on tangible equity of 11.1%, in line with 2015 levels. Capital ratios remained strong with a fully-loaded CET1 ratio of 10.27%. Credit quality improved with declining non-performing loan ratios.
BNP Paribas CIB provides corporate banking, advisory and capital markets services to clients. It has a strong base in Europe and ambitions in Asia and North America. In 2012, BNP Paribas CIB adapted to structural changes in capital and liquidity requirements by reducing its risk-weighted assets and US dollar funding needs ahead of schedule. It also redesigned itself to remain sustainable, profitable, and focused on serving clients during a period of transformation.
1) Banco Santander reported growth in key financial metrics in the first quarter of 2015 compared to the same period in 2014, including attributable profit increasing 31.8%, net interest income up 15%, and gross income growing 13%.
2) Loan volumes increased 14.3% and customer deposits grew 10.8% compared to the first quarter of 2014.
3) Attributable profits were strongest in Continental Europe (up 44% year-over-year) and Latin America (up 23% year-over-year excluding exchange rates), with all regions showing growth except Portugal.
- All financial targets for 2015 have been met by Aegon Netherlands.
- Priorities going forward include simplifying and digitizing products/processes, improving customer experience, optimizing portfolios, reducing expenses by EUR 50 million by 2018, and generating annual cash flows of EUR 250 million.
- Challenges in the changing environment include technological trends, market trends, business model shifts, and evolving customer trends.
Suominen Corporation reported financial results for Q3 2015. Net sales increased 11% to €114.9 million due to currency strengthening. Operating profit was €9.8 million, up from €8.4 million in Q3 2014. Cash flow from operations weakened to €3.9 million from €7.9 million in the prior year period. The company is executing a €60 million growth investment program focused on expanding production capacity in Europe, the Americas, and Asia to drive organic sales growth above the industry average of 3%.
The document provides an overview of Banco Santander's financial results for the first half of 2015. Key points include:
- Profit grew 24% year-over-year to EUR 3.4 billion, driven by increased commercial revenues and improved cost of credit.
- Loans increased 7% and customer funds grew 8% compared to the prior year.
- Capital and solvency ratios strengthened, with the CET1 ratio up to 9.8%.
- The bank continued transforming its business model to be more simple, personal and fair for customers.
Banco Santander delivers on its targets and earns EUR 5.966 million (+3%), wi...BANCO SANTANDER
Banco Santander registered attributable profit in 2015 of EUR 5,966 million, a 3% increase compared to 2014. Underlying profit, which does not include the effect of non-recurring results, grew an additional ten points, by 13%, and reached EUR 6,566 million.
The document is Swedbank's interim report for the second quarter of 2015. It summarizes their financial results including a 1% decrease in total income and a 10% decrease in total expenses compared to the same period last year. It also discusses trends in different business segments, continued low credit impairments, and higher capital ratios. The CEO comments on market volatility, high customer activity, digital development, and maintaining a low risk profile.
This financial report provides key data on Banco Santander's financial performance from January to September 2014. Some highlights include:
- Attributable profit for the first nine months of 2014 was EUR 4,361 million, up 31.7% year-on-year, driven by higher gross income, lower costs and lower loan-loss provisions.
- Common Equity Tier 1 ratio was 11.44% at the end of September, well above minimum requirements.
- Volumes grew in eight of the bank's ten core markets, with notable growth in Brazil and Poland. Non-performing loans and coverage ratios improved compared to prior periods.
This document provides an overview and highlights of Pine Bank for the first quarter of 2016. It discusses Pine's profile and history as a specialized bank focused on providing financial solutions for corporate clients. It outlines Pine's business strategy, competitive landscape, and the three primary business lines of corporate credit, FICC (fixed income, currencies, and commodities), and Pine Investimentos. The document reviews Pine's financial highlights for 1Q16, including margins, expenses, earnings, and capital ratios. It also summarizes the performance and portfolio composition of each business line.
This document provides a summary of Transcom's second quarter 2013 results presentation. The key points are:
1) Transcom is a global customer experience specialist providing outsourced customer care, sales, technical support, and credit management through an extensive network of contact centers.
2) In Q2 2013, Transcom's revenue increased 13.0% compared to Q2 2012, driven by stable growth in their CRM operations. EBIT also increased by €1.5m compared to Q2 2012.
3) Going forward, Transcom's strategic priorities are to grow revenue in line with market growth, improve profitability, and decrease earnings volatility by strengthening efficiency, optimizing their
StikCredit is a European FinTech company that provides short-term consumer loans online. It launched a peer-to-peer lending marketplace called Afranga in 2021 to connect retail investors with lending companies. StikCredit has experienced rapid growth, granting over EUR 84 million in loans since 2013. It has strong financial performance with steady growth in loan issuance and portfolio quality.
The document discusses digitization strategies in corporate banking. It outlines Credit Suisse's corporate and institutional clients division, which serves over 800 corporate groups. It notes the importance of digitization to improve top-line revenue and achieve cost efficiencies. Examples provided include a portfolio cockpit app and a corporate cash manager app. The document also discusses trends in digital banking technologies and the need for integrated solutions across devices to meet corporate client demands.
The document summarizes PINE's 2Q12 earnings conference call. It discusses a planned capital increase of approximately R$155 million that will raise PINE's BIS ratio to 17.5%. PINE had positive contributions across all business lines in 2Q12. The loan portfolio grew 18.6% year-over-year to R$7.5 billion with diversified sectors and regions. Asset and liability management maintains a positive 3 month gap between credit and funding portfolios.
This document provides an overview of Pine bank including its history, business strategy, financial results, and loan portfolio. Pine is a specialized bank focused on providing financial solutions to corporate clients. It has a diversified loan portfolio concentrated in sectors like energy, real estate, and agriculture. For the second quarter of 2015, Pine showed sound financial results within expectations including a loan portfolio of R$8.6 billion and net income of R$10 million.
Similar to CGD | Investor Relations Office 2015 (20)
This document contains confidential information about Graphenest S.A., including their business model, market information on graphene, and company details. Graphenest S.A. supplies graphene materials for applications in energy storage, electronics, and advanced composites. They plan to expand their team and pilot production of graphene materials in 2017 while targeting a global graphene market projected to reach $50 billion by 2020 with annual growth rates of 39-44%.
Fleetdrive is a fleet management software company that aims to help organizations reduce operational costs through analyzing driving behavior data collected from vehicle electronics and GPS. Traditional fleet management software is not optimized to accurately help lower expenses like fuel, emissions, accidents, and maintenance, which can total around €12.3 million annually for a typical corporate fleet of 3,000 cars worth €75 million. Fleetdrive's platform collects extensive driving data to evaluate drivers on security, efficiency, and comfort scores in order to identify savings opportunities of up to 15% across areas like insurance premiums, environmental impact, energy usage, and residual vehicle value. The startup has already connected over 2,000 vehicles and signed partnerships to target the corporate fleet, auditing,
This document describes Probe.ly, a web application vulnerability scanning suite for agile teams. It provides continuous scanning of web applications for vulnerabilities in a cost-effective and automated way. It offers advantages over traditional penetration testing by being more affordable, less time-consuming, and allowing for more frequent scans. The document discusses Probe.ly's product features, business model, progress to date with initial customers, and future fundraising plans to expand sales, partnerships, and product development.
This document discusses the development of a company called EatTasty that delivers home cooked meals. Some key points:
- EatTasty addresses the challenges of finding healthy, convenient lunches for busy workers by delivering meals cooked at home by local cooks.
- It has grown significantly since starting in 2017, increasing its number of meals per month from 793 to over 53,000.
- The founders have raised over €245,000 from angel investors and convertible notes to fund expansion to new cities and countries. Their next funding round aims to raise €750,000.
- EatTasty manages all aspects of the process from recipes, ingredients, ordering/menus, quality control
This document summarizes information about Kide, a company that operates an online marketplace for kids and baby fashion brands. In 3 sentences: Kide has grown to serve customers in countries around the world since launching in 2016, it is currently seeking additional pre-seed funding to expand its team and technology, and its long term goals include being acquired by a larger kids/baby fashion marketplace or independent fashion marketplace seeking to expand into those segments.
This document discusses a startup called Agent4Travel that aims to simplify business travel booking through chat platforms. It notes that global business travel spending was over $1 trillion in 2016. Agent4Travel wants to improve the relationship between business travelers, technology, and travel agents by building an agent marketplace powered by chat. The startup is co-founded by José Ferreira and Ana Santos and has processed over €10,000 in transactions since launching in December 2016. It outlines future hiring and investment plans to grow transactions and impact, with potential exit options including acquisition by online travel agencies or traditional travel agents or an IPO.
This document summarizes the future of waste collection through a smartphone app and sensors developed by 360waste.pt. It details their development timeline from 2016-2018 where they created an online SaaS platform and volumetric sensors to pilot their pay as you throw waste collection system using RFID tags with over 150 sensors in 2017 and growing to over 1800 sensors by early 2018. Their business model involves selling sensors, renting sensors, charging monthly SaaS fees, and selling their pay as you throw collection devices.
MitoDIETS has developed a targeted antioxidant platform that links natural antioxidants to a chemical "guidance system" to target them 5000x more effectively to mitochondria. Laboratory testing confirmed MitoDIETS provides 95x better protection of mitochondria from rupture and oxidation compared to untargeted antioxidants. MitoDIETS will license this technology to cosmetic companies for anti-aging skin care products, addressing the $22.5 billion anti-aging skin care market. Initial efficacy, safety, and formulation tests have been completed, with production scale-up and market entry planned over the next 3 years.
This document discusses a marketplace platform called Bookauto for car maintenance. It summarizes the company's business model, current status, fundraising plans, and exit strategy. The platform allows users to find reliable local garages, get price estimates for services, and book appointments. Currently in beta with over 1,000 users and 30 participating garages, Bookauto is seeking a 100,000 euro investment to fund further development and expansion. The founders plan to expand to new cities, internationalize, and potentially pursue an acquisition exit within automotive institutional investors or vehicle marketplace investors.
This document is a pitch deck for FarmCloud, which aims to enable livestock farmers to control facilities with a centralized dashboard. It summarizes FarmCloud's solution of connecting different brands of controllers to provide real-time data and alerts. The deck outlines the market opportunity in pigs and poultry, FarmCloud's core team, traction to date, and fund-raising details to support expanding to more models and countries.
This document summarizes SmartFreez's cryopreservation solutions for cell and protein therapies. It outlines the problems with current cryopreservation tools, SmartFreez's solutions to improve cell and protein viability during freezing and storage, and their product portfolio. SmartFreez has generated revenue working with top pharmaceutical companies and is seeking 2 million euros to further develop its products, expand patent protection, and market its solutions globally to biopharmaceutical and medical companies. Its founders currently own 100% equity and it has potential exit strategies through acquisition of different parts of the business by 2022 and 2027.
Home Hunting is a technology-driven real estate agency in Portugal that aims to increase transparency, consistency of service, and lower costs compared to major competitors. It launched in 2013 as an online portal and became a full brokerage in 2015. In 2016, its first full year as a brokerage, Home Hunting had sales of 186,350 euros with 8 agents. For 2017, it aims to raise sales to 500,000 euros with 20 agents by increasing marketing, agents, and technology like mobile apps and virtual/augmented reality. It is currently seeking 100,000 euros of investment for technology, marketing, and expanding its team.
PakketMail is a shipping platform that connects e-commerce stores to carriers, providing a plug-and-play multi-carrier shipping interface with discounted rates and full logistics support. They have seen over 13% monthly growth on average and generated over €100k in monthly revenue per customer. PakketMail is currently operating in the Netherlands and expanding to Spain, Portugal, and Poland, with the goal of making shipping faster, cheaper and hassle-free for online stores.
ModProt Diagnostics has developed a new biomarker test for diagnosing lupus that could help address issues with current testing. Lupus is a chronic autoimmune disease that is difficult to diagnose, with the average patient waiting 6 years for a correct diagnosis. ModProt's new test detects antibodies to an estrogen-modified protein biomarker that is specific to lupus. This could allow for earlier and more accurate diagnosis of lupus compared to current nonspecific tests. The company plans to validate the test and develop it into a commercial product to benefit patients and lower healthcare costs.
This document discusses WeldNote, a welding management software startup. It outlines the problems their software solves for companies that do welding work by helping to manage welding certifications and qualifications more efficiently. The document provides details on WeldNote's business model, goals for revenue and users over the next 12 months, plans to raise a convertible note to fund growth, and potential exit strategies, such as being acquired by one of their larger competitors in the welding software space.
This document describes a messaging app solution that allows guests to directly book hotel rooms through messaging apps. It aims to capture the $2 billion in commissions lost annually by hotels from repeat guests. The solution charges hotels subscription fees starting from $149-249 per month depending on room numbers. It has been live with one hotel chain since 2016 and aims to achieve $150,000 monthly recurring revenue by the end of 2017 by adding more clients and expanding its team.
This document describes Attentive, an artificial intelligence platform that analyzes customer relationship management (CRM) data and actively provides sales teams with intelligence on leads and the sales pipeline. Attentive uses AI to convert CRMs from passive record keepers into proactive engines for developing pipelines by activating cold leads, anticipating risks, and automating prospecting. It integrates with existing applications without needing configuration. The company is currently seeking pilot customers and is led by a team including Daniel Araújo as CEO and Pedro Araújo as CTO.
This document discusses the pet care market, which is valued at 84 billion euros. It introduces Petable, a preventative pet healthcare platform with mobile and web-based components. Petable has over 45,000 users across Portugal, Brazil, Spain and the US, with 20% market share in Portugal and 3% churn after 1 year. The platform aims to increase compliance with health plans by up to 30% and visits to clinics by up to 25% through engagement and live data sharing between pet owners and vets.
This document discusses increasing employee engagement through the TeamOutloud platform. TeamOutloud has experienced strong growth in users, licenses, and across different industries like hotels, transports, retail, and healthcare. It provides contact information for the HR Guru, Techie, Boss, and coding team at TeamOutloud, and expresses gratitude at the end.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
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Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
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"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
2. Investor Presentation - June 2015 Caixa Geral de Depósitos 2
Long Term Commitment to the Portuguese Economy and Society
Customer – Centered Business
Support the Corporate Sector, Strong Focus on SME
Promotion of Human Talent and Teamwork
Highest Ethical Standards
Innovation
Social Responsibility and Global Sustainability
| Our Principles
3. Investor Presentation - June 2015 Caixa Geral de Depósitos 3
Highlights
Summary
Appendix 2 - Sustainability
Appendixes
Business Performance
Funding and Liquidity
Solvency
Asset Quality
CGD Group Overview
Appendix 1 - CGD Ratings and Consolidated Main Financial Indicators
|Agenda
4. Investor Presentation - June 2015 Caixa Geral de Depósitos 4
Funding and
Liquidity
• #1 market share in deposits with loyal and growing customer base.
• Sound liquidity profile: Retail contributes with 77% of total funding.
• Continuous reduction of ECB funding.
Market Leadership
and Global Reach
• Strong franchise as a universal bank and dominant financial group in
Portugal.
• Extensive network of Banks, branches and representative offices with
different organizational structures and business models, connecting
mature and fast growing markets.
Strategic Guidelines
• Focus on banking activity.
• Increasing emphasis on corporate business and international activity.
• Rationalization and improvement of operational efficiency.
• Second stage of the restructuring of Spanish operations.
|A Financial Reference in Portugal
5. Investor Presentation - June 2015 Caixa Geral de Depósitos 5
Asset
Quality
• CGD demonstrated its solvency resilience in both baseline and adverse
scenarios in the Stress-test.
• The impact of the AQR on Dec 2013 CET1 ratio was -0.44 pp.
Sustainability
• CGD - Banking Brands with the Best Reputation 2015 - distinction of the
Reputation Institute.
• Comprehensive sustainability programme, recognised by domestic and
international entities which monitor and audit its performance.
• 1st Portuguese Bank with Environmental Certification – APCER (ISO 14001)
Solvency
• Healthy capital base comfortably above both national and European
regulatory requirements.
• Capital ratios above Basel III requirements.
|A Financial Reference in Portugal
6. Investor Presentation - June 2015 Caixa Geral de Depósitos 6
Highlights
Summary
Appendix 2 - Sustainability
Appendixes
Business Performance
Funding and Liquidity
Solvency
Asset Quality
CGD Group Overview
Appendix 1 - CGD Ratings and Consolidated Main Financial Indicators
|Agenda
7. Investor Presentation - June 2015 Caixa Geral de Depósitos 7
• Established in 1876 and fully owned by the
Portuguese State.
• Strong franchise as a universal Bank and a
dominant financial group in Portugal.
• Leading position in the retail market with 4 million
customers in Portugal and assets in excess of
100bn€.
• Total network of 1,225 branches connecting
developed countries with the fast growing
economies around the world, from which:
760 in Portugal and;
465 branches abroad.
• Largest international platform among Portuguese
banks: 23 countries 4 continents.
• Europe Banking Awards 2014, Best Bank – EMEA
Finance
Loans and Advances to Customers
Market Share – Portugal (June 2015)
Deposits from Customers
Market Share – Portugal (June 2015)
%
%
Group Overview
| CGD Group Overview
18.1%
23.4% 21.9%
Corporate Individuals Total Credit
11.8%
31.6%
28.3%
Corporate Individual Total Deposits
8. Investor Presentation - June 2015 Caixa Geral de Depósitos 8
%
Vying for High Growth Markets
| CGD Group Overview
1.2%
1.4%
1.5%
2.3%
2.9%
5.2%
6.6%
8.4%
France
Brazil
Spain
South Africa
Cape Verde
Angola
China
Mozambique
GDP Growth
Annual average of GDP projected growth rate spanning the period from 2013 to 2020:
Source: IMF
9. Investor Presentation - June 2015 Caixa Geral de Depósitos 9
• South Africa - Banco Mercantile
• Angola - Banco Caixa Geral Totta Angola
• Cape Verde - Banco Comercial Atlântico and
Banco Interatlântico
• Spain - Banco Caixa Geral
• France - Branch of France
• Luxembourg - Branch of Luxembourg
• Mozambique - Banco Comercial e de Investimentos
• São Tomé and Príncipe - Banco Internacional de S.
Tomé e Príncipe
• East – Timor - Branch of Timor
• Macao - Banco Nacional Ultramarino
• Brazil - Banco Caixa Geral Brasil
• EUA - Branch of New YorK
• United Kingdom - London Branch
• Cayman Islands - Branch of Cayman Islands
• Germany - Representative Office CGD
• Belgium - Representative Office CGD
• Canada - Representative Office CGD
• Macao - Offshore
• Switzerland - Representative Office CGD
• Venezuela - Representative Office CGD and BCG
• Algeria - Business Delegation
• China - Branch of Zuhai, Representative Office
Shanghai
• India - Representative Office of Mumbai and Pagim
(Goa)
• Mexico - Representative Office BCG
Retail Banking Wholesale & Investment Banking
Non – Residential Banking Other International Business
Global Reach
| CGD Group Overview
10. Investor Presentation - June 2015 Caixa Geral de Depósitos 10
Diversifying Resource Taking
Credit Geographic Distribution%
International Activity Contribution
(*) Portuguese Language Speaking African Countries(*) Portuguese Language Speaking African Countries
Deposits Geographic Distribution
| CGD Group Overview
%
June 15
June 15
The international area continued to make a highly favourable contribution to total resource-taking with a
14.5% increase over June 2014 to €15,876 million, particularly including CGD Group businesses in
Asia, Africa and France.
Spain
28%
France
25%
Asia
20%
PALOP*
17%
Other
10%Spain
15%
France
16%
Asia
35%
PALOP*
26%
Other
8%
11. Investor Presentation - June 2015 Caixa Geral de Depósitos 11
Highlights
Summary
Appendix 2 - Sustainability
Appendixes
Business Performance
Funding and Liquidity
Solvency
Asset Quality
CGD Group Overview
Appendix 1 - CGD Ratings and Consolidated Main Financial Indicators
|Agenda
12. Investor Presentation - June 2015 Caixa Geral de Depósitos 12
Retail
77%
Institutional
(Bonds + CP)
+ CoCos
10%
Other
liabilities
7%
Central Banks + CI
resources
6%
Funding Structure – Balance Sheet
%
Deposits as the Major Funding Contributor
| Funding and Liquidity
June 15
Balance Sheet Total Liabilities: € 93.8 bn
Robust funding structure reflecting a dominant retail contribution (deposits and other retail
instruments), due to a large and stable customer base:
• 3/4 of deposits hail from households;
• 2/3 of deposits are term and savings deposits.
13. Investor Presentation - June 2015 Caixa Geral de Depósitos 13
Deposits Evolution
B€
Strong Deposit Base and Deleveraging Process near Completion
| Funding and Liquidity
Caixa continues to enjoy the trust of its customers, confirmed by the positive trend in deposits, mostly
driven by households.
Loans-to-Deposits Ratio Evolution
%
The Loans-to-Deposits Ratio, measured by net credit to customer deposits, at 94.8%, showing
stability and in line with the established goals from the restructuring plan.
52.4 53.4 53.1 55.4 53.9
11.6 13.3 14.6 15.3 15.9
2011 2012 2013 2014 2015-06
Domestic Market International area
67.6 70.7 69.864.0 66.7
136.0%
122.2%
112.0%
103.5%
94.5% 94.8%
2010 2011 2012 2013 2014 2015-06
14. Investor Presentation - June 2015 Caixa Geral de Depósitos 14
ECB Funds used by CGD Group and Available Collateral Pool
Ample Available Collateral Pool
| Funding and Liquidity
Reflecting its comfortable liquidity situation, CGD reduced its total-resource-taking from the ECB to
€2.9 billion at the end of June against €3.1 billion at the end of December 2014. Considering solely
CGD, the financing obtained was down to €1.25 million at the end of June, fully comprising TLTROs.
2,955
6,495
5,245
2,086 2,244
7,332
1,920
1,090
1,025 661
5,444 10,106
10,701
8,959 9,055
2011 2012 2013 2014 Jun-15
Available
Used
Used-LTRO
M€
15. Investor Presentation - June 2015 Caixa Geral de Depósitos 15
CGD’s Wholesale Redemptions Calendar (Outstanding as of June 2015)
Available Collateral Pool Covers Upcoming Maturities
| Funding and Liquidity
Low annual redemptions relative to CGD Group total funding resources.
952
1,817
405
780
845
1,047
1,527
2015 2016 2017 2018 2019 2020 >=2021
M€
7,373
9,055
Total Wholesale
Funding Redemptions
Avaliable Collateral
Pool
16. Investor Presentation - June 2015 Caixa Geral de Depósitos 16
| Funding and Liquidity
Covered Bonds Programme: Latest Issues
Breakdown by type of investorsGeographic Breakdown Latest Issue
Issue Size €750 MM €750 MM €1 bn
Format 5 Year Covered Bond 2018 5 Year Covered Bond 2019 7 Year Covered Bond 2022
Announcement 11-Jan-13 09-Jan-14 20-Jan-15
Coupon 3.75%/annual 3%/annual 1%/annual
Reoffer Spread Mid Swaps + 285bps Mid Swaps + 188bps Mid-Swaps + 64bps
Euro-system
31%
Germany &
Austria
25%
UK
9%
Nordics
8%
Portugal
7%
Benelux
6%
France
6%
Spain
5%
Others
2%
Italy
1%
AM
53%CB & OIs
32%
Banks
9%
Insurance/PFM
4%
HF
2%
17. Investor Presentation - June 2015 Caixa Geral de Depósitos 17
Liquidity Coverage Ratio
%
Liquidity Ratios
| Funding and Liquidity
The LCR, was 135.9% at the end of June (99.9% the year before). This was significantly higher than the
60% minimum required from October 2015 and the 100% requirement for 2018.
Net stable funding ratio
%
99.9% 103.6%
135.9%
2014-06 2014-12 2015-06
125.1% 126.0%
134.4%
2014-06 2014-12 2015-06
18. Investor Presentation - June 2015 Caixa Geral de Depósitos 18
Highlights
Summary
Appendix 2 - Sustainability
Appendixes
Business Performance
Funding and Liquidity
Solvency
Asset Quality
CGD Group Overview
Appendix 1 - CGD Ratings and Consolidated Main Financial Indicators
|Agenda
19. Investor Presentation - June 2015 Caixa Geral de Depósitos 19
Capital
%
A Healthy Capital Base
| Solvency
The common equity tier 1 (CET 1) ratios calculated in accordance with CRD IV / CRR phased-in and
fully implemented rules, and considering the DTA special regime, totalled 11.0% and 9.8%, respectively,
at 30 June 2015.
11.1% 11.1%
12.9%
10.2%
11.0% 11.0%
12.5%
9.8%
Common Equity
Tier 1 (phased-in)
Tier 1 (phased-in) Total (phased-in) Common Equity
Tier 1 (fully
implemented)
2014-12 2015-06
20. Investor Presentation - June 2015 Caixa Geral de Depósitos 20
Highlights
Summary
Appendix 2 - Sustainability
Appendixes
Business Performance
Funding and Liquidity
Solvency
Asset Quality
CGD Group Overview
Appendix 1 - CGD Ratings and Consolidated Main Financial Indicators
|Agenda
21. Investor Presentation - June 2015 Caixa Geral de Depósitos 21
%
as of June 2015
A Diversified Credit Portfolio
|Asset Quality
Loans and Advances to Customers (Gross)
June 15: € 71.9 bn (Includes assets with repo agreements)
Loans and Advances to Customers Cost of Credit Risk
Credit Risk is measured by Credit Impairment in the period
over Average Loans and Advances to Customers (Gross)
1.24%
1.06%
1.18%
0.66%
2012-12 2013-12 2014-12 2015-06
Individuals
(mortgage)
46%
Individuals (other
purposes)
4%
Corporates
42%
General
Government
8%
22. Investor Presentation - June 2015 Caixa Geral de Depósitos 22
M€
Corporate Loans – CGD Portugal Corporate Loans – Market Share
%
Business Indicators
|Asset Quality
CGD had a 18% share of loans and advances to companies in June 2015, in the Portuguese market.
21,900 20,579
2014-06 2015-06
-6.0%
15.5%
16.4% 16.4%
17.3%
18.1% 18.1% 18.1%
2009-12 2010-12 2011-12 2012-12 2013-12 2014-12 2015-06
23. Investor Presentation - June 2015 Caixa Geral de Depósitos 23
Balance Sheet Impairments Reserve Ratio
M€
Prudent Provisioning…
|Asset Quality
CGD continues to adopt a conservative impairments policy.
81,631 78,950
74,530 72,094
71,421
3,383 4,189 4,512 5,230 5,216
4.14%
5.31%
6.05%
7.25% 7.30%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
10.00%
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
2011 2012 2013 2014-12 2015-06
Loans and advances to customers (gross) Credit impairment reserve Ratio
24. Investor Presentation - June 2015 Caixa Geral de Depósitos 24
Credit Quality Ratios
%
…to Address Challenging Economic Environment
|Asset Quality
There is a gradual ageing of the non-performing credit loans.
Credit more than 90 days overdue coverage (June 15): 99.1%
7.6%
7.0%
7.9%
7.4%
Overdue credit Credit more than 90
days overdue
2014-06 2015-06
11.9%
8.8%
12.4%
9.7%
Credit at risk Non-performing credit
2014-06 2015-06
25. Investor Presentation - June 2015 Caixa Geral de Depósitos 25
Highlights
Summary
Appendix 2 - Sustainability
Appendixes
Business Performance
Funding and Liquidity
Solvency
Asset Quality
CGD Group Overview
Appendix 1 - CGD Ratings and Consolidated Main Financial Indicators
|Agenda
26. Investor Presentation - June 2015 Caixa Geral de Depósitos 26
Consolidated Net Income
M€
Consolidated Results in 1Q2015
| Business Performance
The amount of CGD’s consolidated net income attributable to its shareholder in 1st half 2015 was up
by €216.4 million, year-on-year, to €47.1 million.
M€
Net Interest Income
Net Interest Income was up 14.3% over the same semester 2014, benefiting from a decline of its
funding cost, also higher than the reduction in income from lending operations.
110.1
47.1
-169.3
2014-06 2015-06
(*)
(*) For comparability purposes the amounts of net incomeof the 1st half 2014,
have been adjusted to reflect the appropriation of 15% of the net income of
Fidelidade and 20% of Cares and Multicare, which correspond to the equity
percentages presently held by CGD Group.
481.2
538.9
28.0
43.2
2014-06 2015-06
Net interest income Income from equity instruments
509.2 14.3%
582.1
27. Investor Presentation - June 2015 Caixa Geral de Depósitos 27
Net Operating Income
M€
Increase of Net Operating Income
| Business Performance
Net operating income for the period was up by a positive 25.8% to €1,154.2 million .
Income from Financial Operations
Income from financial operations continued to perform very favorably and totalled €302 million at the
end of the 1st half.
M€
917.2
1,154.2
2014-06 2015-06
25.8%
166.2
302.0
2014-06 2015-06
81.7%
28. Investor Presentation - June 2015 Caixa Geral de Depósitos 28
Operating Costs and Depreciation
M€
Slight increase in the Operational Costs
| Business Performance
Employee Costs were up 6.9% reflecting the marked decline in the discount rate on pensions
liabilities and the expansionary dynamics of the Group’s international activity in Africa.
352.5
219.0
54.1
625.7
377.0
223.5
52.0
652.5
Employee costs Other administrative
expenses
Depreciation and
amortisation
Operating costs and
depreciation
2014-06 2015-06
4.3%6.9% 2.1% -3.9%
29. Investor Presentation - June 2015 Caixa Geral de Depósitos 29
Gross Operating Income
M€
Increase of Gross Operating Income
| Business Performance
Cost-to-Income
Gross operating income was up 72.1% to €501.6 million owing to contributions both from CGD’s
domestic and the Group’s international operations which accounted for 40.5% of the 1st half 2015
total.
%
291.5
501.6
2014-06 2015-06
72.1%
67.4%
54.9%
2014-06 2015-06
30. Investor Presentation - June 2015 Caixa Geral de Depósitos 30
Impairments and Provisions
M€
| Business Performance
Decreasing Trend in Impairments and Provisions
Provisions and impairment for the half year were down 23.6% by €99.2 million to €321.7 million in
comparison to the €420.9 million for the same period last year, as a reflection of the gradual
improvement of credit risk conditions in CGD’s operating markets.
825.5
1,010.0
818.0 854.1
375.1
235.8
827.5 465.0
308.0
95.5
45.7
85.9
2011 2012 2013 2014 2014-06 2015-06
Credit impairment (net) Provisions and impairment of other assets (net)
1,126
949.6 321.7
1,653.0 1,475
420.9
31. Investor Presentation - June 2015 Caixa Geral de Depósitos 31
Highlights
Summary
Appendix 2 - Sustainability
Appendixes
Business Performance
Funding and Liquidity
Solvency
Asset Quality
CGD Group Overview
Appendix 1 - CGD Ratings and Consolidated Main Financial Indicators
|Agenda
32. Investor Presentation - June 2015 Caixa Geral de Depósitos 32
Funding and
Liquidity
• Customer resources trend positively.
• Loans-to-deposits ratio below 120% target – at 94.8%.
• Continuous reduction of ECB funding .
Solvency
• The common equity Tier 1 (CET 1) ratios, calculated in accordance with
CRD IV / CRR fully implemented and phasing-in rules, including net
income for the period and considering the Special Regime applicable to
DTAs, were 9.8% and 11.0%, respectively.
• CGD successfully completed the European Central Bank’s (ECB’s)
Comprehensive Assessment (in collaboration with domestic entities) on
130 European banks, whose results were announced on 26 October
2014.
Market Leadership
and Global Reach
• Market leader in retail banking in Portugal, with 28.3% share of customer
deposits and 21.9% share of loans to customers.
• Extensive network, connecting mature economies with fast growing
markets of Brazil, Africa and Asia.
• Gateway at the crux of the American Continent, the Portuguese
Speaking African Countries and Asia.
| Summary
CGD – A Financial Reference in Portugal
33. Investor Presentation - June 2015 Caixa Geral de Depósitos 33
Asset Quality
• Following AQR, Caixa Geral de Depósitos has reaffirmed its strength as
the Portuguese banking system’s leading institution, able to contribute
towards domestic economic development on behalf of its customers, in
line with its mandate.
Economy Support
• Commitment to the Portuguese economy, namely through the support to
families and companies, in the latter case namely the export driven
SMEs.
Strategy
• Adjustment of the Bank to a new economic paradigm.
• Focus on banking activity.
• Strengthening of cross-border business.
| Summary
CGD – A Financial Reference in Portugal
34. Investor Presentation - June 2015 Caixa Geral de Depósitos 34
Highlights
Summary
Appendix 2 - Sustainability
Appendixes
Business Performance
Funding and Liquidity
Solvency
Asset Quality
CGD Group Overview
Appendix 1 - CGD Ratings and Consolidated Main Financial Indicators
|Agenda
35. Investor Presentation - June 2015 Caixa Geral de Depósitos 35
Short Term Long Term Outlook
STANDARD &
POOR’S
B BB- Stable
FITCH RATINGS B BB- Stable
MOODY’S N/P B1 Stable
DBRS R-2 (mid) BBB (low) Stable
|Appendix 1 - CGD Ratings
CGD CreditRatings
36. Investor Presentation - June 2015 Caixa Geral de Depósitos 36
Balance Sheet (Consolidated Activity)
|Appendix 1 - Consolidated Main Financial Indicators
CGD Consolidated Main Financial Indicators (1/5)
Assets 2014-06 2014-12 2015-06 Total (%) Total (%)
Cash and cash equivalents with central banks 1,166 2,118 1,903 737 63.2% -215 -10.1%
Loans and advances to credit institutions 3,750 3,012 4,186 436 11.6% 1,174 39.0%
Loans and advances to customers 67,477 66,864 66,205 -1,273 -1.9% -659 -1.0%
Securities investments 18,784 18,972 19,073 289 1.5% 101 0.5%
Assets with repurchase agreement 1,366 1,281 1,312 -54 -3.9% 31 2.4%
Non-current assets held for sale 741 804 838 97 13.1% 34 4.2%
Investm. in subsid. and associated companies 307 319 295 -12 -4.1% -24 -7.6%
Intangible and tangible assets 838 828 818 -20 -2.3% -10 -1.2%
Current tax assets 114 55 51 -63 -55.2% -4 -7.2%
Deferred tax assets 1,363 1,425 1,461 98 7.2% 35 2.5%
Other assets 4,299 4,474 4,096 -203 -4.7% -378 -8.4%
Total assets 100,205 100,152 100,238 33 0.0% 86 0.1%
2015-06 vs 2014-06 2015-06 vs 2014-12
38. Investor Presentation - June 2015 Caixa Geral de Depósitos 38
Income Statement (Consolidated Activity)
|Appendix 1 - Consolidated Main Financial Indicators
CGD Consolidated Main Financial Indicators (3/5)
2014-06 2015-06 Total (%)
Net interest income 481.2 538.9 57.6 12.0%
Net interest inc. includ. inc. from eq. investm. 509.2 582.1 72.8 14.3%
Commissions (net) 251.4 247.7 -3.7 -1.5%
Income from financial operations 166.2 302.0 135.8 81.7%
Non-interest income 408.0 572.1 164.1 40.2%
Net operating income 917.2 1,154.2 236.9 25.8%
Operating costs 625.7 652.5 26.8 4.3%
Gross operating income 291.5 501.6 210.1 72.1%
Provisions and impairment 420.9 321.7 -99.2 -23.6%
Income before tax and non-controlling interests 168.7 213.5 44.8 26.5%
Inc. before tax and non-cont. interests, adjusted (1) -110.7 213.5 324.2 -
Net income 110.1 47.1 -63.0 -57.2%
Net income, adjusted (1) -169.3 47.1 216.4 -
Change
(1) For comparability purposes, the amounts of net income and income before tax and non-controlling interests for 1st half 2014, have been
adjusted to reflect the appropriation of 15% of the net income of Fidelidade and 20% of Cares and Multicare.
The amounts for June 2014 have been restated to reflect the adoption of the interpretation of the IFRIC 21 of the International Financial
Reporting Interpretations Committee. So, the accounts for the 1st half already reflect the full amount of costs for 2014, in respect of the banking
sector extraordinary contribution and contributions to the Deposit Guarantee Fund and Resolution Fund.
39. Investor Presentation - June 2015 Caixa Geral de Depósitos 39
Financial Indicators
Appendix 3 - Financial Indicators|Appendix 1 - Consolidated Main Financial Indicators
CGD Consolidated Main Financial Indicators (4/5)
(2) Ratios defined by the Bank of Portugal (instruction 23/2012).
(3) Ratios defined by the Bank of Portugal (instruction 32/2013)
CREDIT QUALITY AND COVER LEVELS 2014-06 2014-12 2015-06
Overdue credit / Total credit 7.6% 7.7% 7.9%
Credit more than 90 days overdue / Total credit 7.0% 7.1% 7.4%
Non-performing credit / Total credit (2) 8.8% 8.9% 9.7%
Non-performing credit (net) / Total credit (net) (2) 2.2% 1.8% 2.6%
Credit at risk / Total credit (2) 11.9% 12.2% 12.4%
Credit at risk (net) / Total credit (net) (2) 5.5% 5.3% 5.5%
Restructured credit / Total credit (3) 10.0% 10.6% 10.1%
Restr. crd. not incl. in crd. at risk / Total crd. (3) 6.0% 6.3% 5.3%
Overdue credit coverage 87.2% 91.8% 92.9%
Credit more than 90 days overdue coverage 95.2% 99.7% 99.1%
Crd. Imp. (P&L) / Loans & adv. custom. (aver.) 1.02% 1.18% 0.66%
STRUCTURE RATIOS
Loans & adv. customers (net) / Net assets 67.3% 66.8% 66.0%
Loans & adv. custom. (net) / Custom. dep. (2) 101.1% 94.5% 94.8%
40. Investor Presentation - June 2015 Caixa Geral de Depósitos 40
Highlights
Summary
Appendix 2 - Sustainability
Appendixes
Business Performance
Funding and Liquidity
Solvency
Asset Quality
CGD Group Overview
Appendix 1 - CGD Ratings and Consolidated Main Financial Indicators
|Agenda
41. Investor Presentation - June 2015 Caixa Geral de Depósitos 41
44%
56%
Distribution of Employees by Gender and Age
19%
70%
11%
18-30 years 30-50 years More than 50 years
8%
58%
34%
18-30 years 30-50 years More than 50 years
|Appendix 2 - Sustainability
Improving Human Capital
42. Investor Presentation - June 2015 Caixa Geral de Depósitos 42
Intervention axes of CGD
• Community Involvement
• Financial Education
• Financial Sustainability
• Environment
Volunteer program CGD
• “Banco Alimentar” (food bank) -
Collection of Food
• Junior Achievement Portugal
• Young VolunTeam
• Blood Donations
Investment in the Future
Following the signing of the commitment with the United Nations Global Compact, the world's biggest
corporate responsibility initiative, CGD was a signatory to the Ten Global Compact Principles in the human
rights, labour, environment and anti-corruption areas. These principles are based on the following:
• Universal Declaration of Human rights
• Declaration of the International Labour Organisation (ILO)
• Rio Declaration on the Environment and Development
• United National Convention on Corruption.
|Appendix 2 - Sustainability
Sustainable Value Offer
CGD promotes social volunteerism as an engine of change and global integration.
43. Investor Presentation - June 2015 Caixa Geral de Depósitos 43
|Appendix 2 - Sustainability
Environmental Responsibility
WATER CONSUMPTION REDUCTION
11% water con reduction since 2013, equivalent to 72.500 ten minute showers.
CARBON FOOTPRINT REDUCTION
27% CO2 per employee reduction since 2006.
RECYCLING
95% of produced waste is recycled.
44. Investor Presentation - June 2015 Caixa Geral de Depósitos 44
|Appendix 2 - Sustainability
Environmental Responsibility
ELECTRICITY CONSUMPTION REDUCTION
9% electricity power usage per employee reduction since 2006.
22% electric power consumption reduction since 2006, equivalent to 5,540 homes.
CGD is the first bank in Portugal to have an Environmental Management System
45. Investor Presentation - June 2015 Caixa Geral de Depósitos 45
Latest Sustainability Awards and Distinctions
The awards received reflect the work that has been done in the CGD Sustainability
Programme, in line with the best social, environmental and corporate responsibility
practices.
Carbon disclosure project
leadership index
disclosure [cdli].
Best Iberian Bank (level a)
Best Ethical Practices Awards
2014:
Social Responsibility
Prime Company.
[Oekom Ranking]
Rock in Rio Award for a
sustainable stand
Disclaimer: These prizes are the sole responsability of the awarding entities
|Appendix 2 - Sustainability
Prizes and Distinctions
1st Portuguese Bank with Environmental
Certification – APCER – ISO 14001
CGD Banking Brands with The
Best Reputation in Portugal
2015
Green Leadership Award
Sustainability Startegy
Portugal Best Bank
2014 – EMEA Finance
46. Investor Presentation - June 2015 Caixa Geral de Depósitos 46
This document is only provided for information purposes and does not constitute, nor must it be interpreted as, an offer to sell or
exchange or acquire, or an invitation for offers to buy securities issued by any of the aforementioned companies in any
jurisdiction where, or to any person to whom, it is unlawful to make such an offer or sale. Any decision to buy or invest in
securities in relation to a specific issue must be made solely and exclusively on the basis of the information set out in the
pertinent prospectus filed by the company in relation to such specific issue. Nobody who becomes aware of the information
contained in this report must regard it as definitive, because it is subject to changes and modifications. The Company makes no
representation or warranty, express or implied, as to the accuracy or completeness of the information contained herein.
This document contains or may contain forward looking statements regarding intentions, expectations or projections of Caixa
Geral de Depósitos or of its management on the date thereof, that refer to miscellaneous aspects, including projections about the
future earnings of the business and involve significant elements of subjective judgment and analysis that may or may not be
correct. The statements contained herein are based on our current projections, although the said earnings may be substantially
modified in the future by certain risks, uncertainty and others factors relevant that may cause the results or final decisions to differ
from such intentions, projections or estimates. These factors include, without limitation, (1) the market situation, macroeconomic
factors, regulatory, political or government guidelines, (2) domestic and international stock market movements, exchange rates
and interest rates, (3) competitive pressures, (4) technological changes, (5) alterations in the financial situation, creditworthiness
or solvency of our customers, debtors or counterparts. These factors could condition and result in actual events differing from the
information and intentions stated, projected or forecast in this document and other past or future documents. Caixa Geral de
Depósitos does not undertake to publicly revise the contents of this or any other document, either if the events are not exactly as
described herein, or if such events lead to changes in the stated strategies and intentions. The contents of this statement must be
taken into account by any persons or entities that may have to make decisions or prepare or disseminate opinions about
securities issued by Caixa Geral de Depósitos and, in particular, by the analysts who handle this document and any recipient
thereof should conduct its own independent analysis of the Company and the data contained or referred to herein. This document
may contain summarised information or information that has not been audited, and its recipients are invited to consult the
documentation and public information filed by Caixa Geral de Depósitos with stock market supervisory bodies, in particular, the
prospectuses and periodical information filed with the Portuguese Securities Exchange Commission (CMVM).
Distribution of this document in other jurisdictions may be prohibited, and recipients into whose possession this document comes
shall be solely responsible for informing themselves about, and observing any such restrictions. By accepting this document you
agree to be bound by the foregoing restrictions.
All the prizes are the sole responsibility of the awarding entities.
| Disclaimer
47. Investor Presentation - June 2015 Caixa Geral de Depósitos 47
Thank You
Investor Relations Office
Av. Joao XXI, 63
1000-300 LISBOA
PORTUGAL
Ph.: (+351) 217 953 000
Email: investor.relations@cgd.pt
Site: http://www.cgd.pt
Thank You