CSU is a leading technology services provider in Brazil, with a 44% market share in credit card administration. The presentation discusses CSU's business units and provides an overview of the company and the credit card industry in Brazil. CSU had revenues of R$357 million in 2005, with 33% coming from its CardSystem business unit. The company completed an IPO in 2006, listing on the Bovespa and raising R$341 million in primary and secondary offerings to fund expansion.
Reunião com investidores somente em inglêsCSURIWEB
1) The document is a presentation to investors about the company's overview, businesses, and industry fundamentals.
2) The company is a leading technology services provider in Brazil, being the largest independent administrator of credit cards with 56% market share and one of the largest independent call center services providers.
3) The company's credit card administration business fostered other leading business units like collections, fraud prevention, and loyalty programs due to economies of scale and high switching costs for clients.
CSU is the largest independent administrator of credit cards in Brazil, processing over 142 million transactions annually and managing over 12.8 million cards, capturing 44% of the market share. In 2005, CSU reported revenues of R$336 million and a gross profit of R$64 million, with the majority coming from their card services segment. CSU provides a fully outsourced solution to card administration and other services for its clients, and has established itself as a leading player in related markets such as call centers and collections. The company has a premium client portfolio and a track record of strong growth and contract renewals.
Informatica for Managing SWIFT Payment IntegrationKim Loughead
Overview of Informatica's solution to help financial services organizations connect and managing global payment data exchange including SWIFT, NACHA, or SEPA messages
Oracle in the Financial Service Industry CTI Group
This document discusses Oracle's solutions for the financial services industry. It covers Oracle's capabilities in areas like multi-channel banking, enabling process-centric financial institutions, payment services hubs, and real-time banking. The document provides an overview of Oracle's offerings for transaction processing, corporate administration, shared services, and security services that financial institutions require. It aims to demonstrate Oracle's comprehensive coverage of the various users, touchpoints, business functions, and technological components that make up a modern financial institution.
- Commonwealth Bank of Australia implemented a payments hub using Clear2Pay's Open Payment Framework to modernize its aging legacy payments infrastructure and systems.
- The initial implementation routed ATM and EFTPOS transactions through the hub. It also routed all SWIFT messages through a central sanctions screening engine.
- CBA is working to fully migrate its payments systems to the hub over time to realize benefits like increased uptime, payments visibility, and compliance consistency across its multiple banking entities.
This document outlines the application architecture for China Construction Bank resulting from an IT review project. It describes a transition from the current single-province core banking system to:
1) Continued multi-province and potential multi-currency implementation of the CCBS system.
2) Implementation of a multi-layered data warehousing solution to meet the Bank's management information needs.
3) A proposed full architecture is shown with the core banking system supported by a fully implemented data warehouse.
This document discusses challenges for financial information systems. It outlines several types of challenges, including:
- Compliance with regulations like Basel II and Solvency II
- Issues around data representation, management, security and messaging
- Technological limitations like the inappropriateness of TCP/IP for low-latency applications
- Problems stemming from the proliferation of markets and data
It notes that a large portion of spending by capital markets firms goes to addressing ongoing technological issues rather than innovation. The document advocates applying telecommunications perspectives and standards to help resolve challenges in a more coordinated way.
Strategies For Growth Post Sepa Deutsche Brendan ReillyRoberto Grossi
The document discusses strategies for banks to pursue growth in a post-SEPA world. It outlines the economic challenges banks face from high fixed costs, legacy technology, and increasing competition. Two strategies presented are outsourcing transactions to lower costs and splitting into distribution and transaction banks. The document provides two case studies, one of a European bank implementing SEPA direct debits and another of a pan-European payments outsourcing deal. It concludes by asking if there are any other examples of deals not being seen in the market.
Reunião com investidores somente em inglêsCSURIWEB
1) The document is a presentation to investors about the company's overview, businesses, and industry fundamentals.
2) The company is a leading technology services provider in Brazil, being the largest independent administrator of credit cards with 56% market share and one of the largest independent call center services providers.
3) The company's credit card administration business fostered other leading business units like collections, fraud prevention, and loyalty programs due to economies of scale and high switching costs for clients.
CSU is the largest independent administrator of credit cards in Brazil, processing over 142 million transactions annually and managing over 12.8 million cards, capturing 44% of the market share. In 2005, CSU reported revenues of R$336 million and a gross profit of R$64 million, with the majority coming from their card services segment. CSU provides a fully outsourced solution to card administration and other services for its clients, and has established itself as a leading player in related markets such as call centers and collections. The company has a premium client portfolio and a track record of strong growth and contract renewals.
Informatica for Managing SWIFT Payment IntegrationKim Loughead
Overview of Informatica's solution to help financial services organizations connect and managing global payment data exchange including SWIFT, NACHA, or SEPA messages
Oracle in the Financial Service Industry CTI Group
This document discusses Oracle's solutions for the financial services industry. It covers Oracle's capabilities in areas like multi-channel banking, enabling process-centric financial institutions, payment services hubs, and real-time banking. The document provides an overview of Oracle's offerings for transaction processing, corporate administration, shared services, and security services that financial institutions require. It aims to demonstrate Oracle's comprehensive coverage of the various users, touchpoints, business functions, and technological components that make up a modern financial institution.
- Commonwealth Bank of Australia implemented a payments hub using Clear2Pay's Open Payment Framework to modernize its aging legacy payments infrastructure and systems.
- The initial implementation routed ATM and EFTPOS transactions through the hub. It also routed all SWIFT messages through a central sanctions screening engine.
- CBA is working to fully migrate its payments systems to the hub over time to realize benefits like increased uptime, payments visibility, and compliance consistency across its multiple banking entities.
This document outlines the application architecture for China Construction Bank resulting from an IT review project. It describes a transition from the current single-province core banking system to:
1) Continued multi-province and potential multi-currency implementation of the CCBS system.
2) Implementation of a multi-layered data warehousing solution to meet the Bank's management information needs.
3) A proposed full architecture is shown with the core banking system supported by a fully implemented data warehouse.
This document discusses challenges for financial information systems. It outlines several types of challenges, including:
- Compliance with regulations like Basel II and Solvency II
- Issues around data representation, management, security and messaging
- Technological limitations like the inappropriateness of TCP/IP for low-latency applications
- Problems stemming from the proliferation of markets and data
It notes that a large portion of spending by capital markets firms goes to addressing ongoing technological issues rather than innovation. The document advocates applying telecommunications perspectives and standards to help resolve challenges in a more coordinated way.
Strategies For Growth Post Sepa Deutsche Brendan ReillyRoberto Grossi
The document discusses strategies for banks to pursue growth in a post-SEPA world. It outlines the economic challenges banks face from high fixed costs, legacy technology, and increasing competition. Two strategies presented are outsourcing transactions to lower costs and splitting into distribution and transaction banks. The document provides two case studies, one of a European bank implementing SEPA direct debits and another of a pan-European payments outsourcing deal. It concludes by asking if there are any other examples of deals not being seen in the market.
Don’t like risk? Stop gambling in your accounts payable and start to take sys...sharedserviceslink.com
To be SOX compliant and for the purposes of internal audit you need to look at risk from a process perspective. You need to ensure your process is controlled and compliant. Mitzi Mitchell will share how to reduce risk to achieve systematic control of the highest P2P risk areas, including:
- Three-way matching errors
- Ensuring approval limits are correct and monitoring approval authority changes
- Minimising employee fraud (using Concur’s T & E tool)
- Avoiding duplicate payments (using APEX Analytics' audit recovery tool)
- Ensuring users in the process are following the rules to ensure compliance
This presentation provides an overview of Fidelity National Information Services:
- It is a leading global provider of payment processing and core banking services, with $3.47 billion in annual revenue.
- Its services include payment processing, which accounts for 56% of revenue, as well as core banking and risk management services.
- It expects full year 2008 adjusted earnings per share to be between $1.51-$1.57, an increase over 2007, demonstrating strong execution and earnings growth.
E invoicing, models integration level and benefitsFriso de Jong
The document discusses electronic invoicing in Europe. It describes different models of electronic invoicing including substitute archiving, electronic invoicing, and full integration. Adopting more integrated models provides greater benefits, from 2-3 euros per invoice for substitute archiving up to 65 euros per invoice for full integration. Benefits increase with the level of process optimization while barriers to adoption include regulatory issues, lack of standards, and internal fragmentation.
Interlace is an IT solutions provider that has developed a suite of enterprise banking products and solutions. The solutions address challenges in the banking/financial services industry from changing regulations and compliance laws to shrinking budgets and security concerns. The modular yet integrated solutions cover areas like universal banking, wealth management, fraud prevention, anti-money laundering, and more. Interlace provides a one-stop shop for IT services and solutions to help banking/financial clients grow their business.
An exclusive presentation by Mr. Mazhar Leghari, Business Development Solution Manager, SAS Middle East FZ LLC; on ‘Building for Success: The Foundation for Achievable MDM’. The presentation was made at SAS Forum India 2013.
The document discusses strategies for optimizing accounts payable processes to reduce costs. It recommends analyzing payment methods and automating manual processes. Key steps include seeking the right mix of payment methods, automating processes, reducing processing times, making timely payments, and performing spend analysis. Companies could save over $1 million annually by automating payments and over $6.7 million by transitioning transactions to purchasing cards and optimizing procurement and invoice processing. Checks remain a costly payment method compared to options like ACH and cards.
When does a company need to be PCI compliantDivya Kothari
This document discusses whether ABC, a small but growing company that analyzes billing details to identify fraud, needs to be PCI compliant. It conducts a cost-benefit analysis of PCI compliance. While compliance provides security benefits, it also has significant costs. The document recommends that ABC strengthen its internal security processes regardless of PCI compliance. It suggests conducting a data inventory and analyzing its cardholder data environment before deciding on compliance.
XBRL (eXtensible Business Reporting Language) provides a standardized format for publishing and exchanging financial data over the internet. It allows financial metrics and performance drivers to be automatically pulled from different source systems and shared without re-keying or reformatting the data. This significantly enhances the ability of competitive intelligence professionals to track and analyze key financial indicators in near real-time. By using XBRL, metrics can be delivered directly to decision-makers via online dashboards and analytic tools without any manual data validation or loading.
Global Networking and Offshoring HCL - Operations strategyAnkur Verma
Global networking refers to methods that connect all departments, offices, and subsidiaries of a corporation across international borders, bringing challenges like different time zones and standards. Offshoring involves relocating business processes or facilities to foreign countries to reduce costs. HCL is a leading global IT company founded in 1976 with over 80,000 professionals operating in 31 countries. It has expanded through offshoring by acquiring foreign companies and establishing joint ventures to address opportunities in markets like finance. While most functions can be offshored, there are risks to consider like lower savings than expected or inadequate local skills that companies try to mitigate through strategies like supplier development.
Intro to yakpact fexco prizebond team slideshareCormac Murphy
The document discusses challenges for customer service organizations in managing customer cases. It shows that over 60% of organizations face new demands from regulators and auditors to respond to external regulations. Nearly 60% also have increased needs to manage costs and risks of servicing customer requests. Over half emphasize automating and tracking inconsistent customer incidents or events that do not follow well-defined processes.
The document provides an overview of negotiation skills for information technology contracts. It outlines the agenda which includes introductions, basic IT contracts and deal points, sourcing and IT, negotiation, and Q&A. It discusses common IT contracts like the non-disclosure agreement, master services agreement, and statement of work. It describes key components and deal points to consider for these types of contracts, such as scope, pricing structure, deliverables, acceptance criteria, and change management. The document aims to help participants effectively negotiate IT contracts.
Customer Experience: Data-Driven Customer Satisfaction at TD AmeritradeJaime Fitzgerald
This document discusses how TD Ameritrade used data and metrics to improve customer satisfaction. It summarizes how they initially saw declining satisfaction due to growth, implemented a measurement system to identify service gaps, and used insights to enhance processes. This led to lasting improvements in metrics like satisfaction scores and reduced issues. The document also outlines frameworks used and benefits achieved through a data-driven approach.
TeleSystem and Credit&Risk is a leading credit card and call center outsourcing company in Brazil that has experienced strong growth, with revenues increasing by 28% annually between 2001-2006 and net profits of R$16.1 million in 2006. The company has a leading market share in credit card processing and call center services, and sees opportunities for continued growth through expanding its existing businesses, pursuing new clients and markets, and cross-selling opportunities across its business units.
Ubs pactual 2007 brazil ceo conference ingCSURIWEB
The document is a presentation by UBS Pactual about UBS Pactual's Brazilian operations. It discusses UBS Pactual's leading position in Brazil as the largest independent administrator of credit cards and leading independent call center. It also outlines the attractive growth fundamentals of the credit card and call center industries in Brazil and UBS Pactual's diversification and opportunities from its core credit card business.
El documento es una orden de movilización para cuatro funcionarios de la Subsecretaría de Acuacultura que deben trasladarse a la provincia de Zamora para participar en una feria amazónica los días 27 y 28 de octubre. Se transportarán en una camioneta institucional y solicitan viáticos para los gastos del viaje.
1) CSU's cards business (CardSystem) has grown faster than the overall cards market in Brazil in recent years, with a 26% average annual growth rate over the past 3 years compared to 20.9% for the market.
2) CSU's processing unit (MarketSystem) has also experienced consistent growth in the number of accounts managed, reaching 2.65 million accounts in 1Q09 solely through organic growth.
3) CSU's call center units (TeleSystem and Credit&Risk) have expanded their operations to meet increased demand, with the number of workstations growing year-over-year despite an optimization of operations.
This document provides a summary of 3Q07 results for a company called CSU. It discusses positive trends in the business market for debit, private label, and credit cards. Operational data shows growing registered card bases and new card entry volumes. Financial trends indicate increased gross revenue and EBITDA for both the CardSystem/MarketSystem and TeleSystem/CreditRisk units. The document also notes the completion of a platform development project with Caixa and expectations to implement a test plan and migrate card bases in 1H08. Overall, the results presentation outlines growth and improved financial performance across CSU's business units.
The document provides an overview of CSU CARDSYSTEM S.A.'s cards markets, operational data, and financial performance. Some key points:
1) CSU's card base is growing faster than the overall market, at 18.4% growth in the last 12 months. There is an increasing trend of replacing private label cards with hybrid cards.
2) CSU issued over 6.4 million new cards in the last 12 months. Flex cards are taking a larger share of total card issues.
3) CSU's processing accounts grew 4.9% compared to the previous quarter, reaching 3.1 million accounts.
4) CSU's card processing revenues and margins
- CSU reported strong 4Q07 results with revenue growth of 5.8% and EBITDA growth of 121.5% compared to 4Q06.
- The number of registered cards grew to 16.6 million, up 37.2% while the overall market grew 18.1%.
- CardSystem/MarketSystem saw increases in gross profit margin and EBITDA margin compared to 4Q06 and was the largest revenue contributor.
- Telemarketing and credit saw a revenue decline but profitability gains in gross profit and EBITDA.
- Investments were made in developing Caixa's operating platform and issuing new cards.
1) The document is a presentation to investors about the company's overview, businesses, and industry fundamentals.
2) The company is a leading technology services provider in Brazil, being the largest independent administrator of credit cards with 56% market share and one of the largest independent call center services providers.
3) The company's credit card administration business fostered other leading business units such as customer support, collections, fraud prevention, and loyalty programs due to economies of scale and high switching costs for clients.
Don’t like risk? Stop gambling in your accounts payable and start to take sys...sharedserviceslink.com
To be SOX compliant and for the purposes of internal audit you need to look at risk from a process perspective. You need to ensure your process is controlled and compliant. Mitzi Mitchell will share how to reduce risk to achieve systematic control of the highest P2P risk areas, including:
- Three-way matching errors
- Ensuring approval limits are correct and monitoring approval authority changes
- Minimising employee fraud (using Concur’s T & E tool)
- Avoiding duplicate payments (using APEX Analytics' audit recovery tool)
- Ensuring users in the process are following the rules to ensure compliance
This presentation provides an overview of Fidelity National Information Services:
- It is a leading global provider of payment processing and core banking services, with $3.47 billion in annual revenue.
- Its services include payment processing, which accounts for 56% of revenue, as well as core banking and risk management services.
- It expects full year 2008 adjusted earnings per share to be between $1.51-$1.57, an increase over 2007, demonstrating strong execution and earnings growth.
E invoicing, models integration level and benefitsFriso de Jong
The document discusses electronic invoicing in Europe. It describes different models of electronic invoicing including substitute archiving, electronic invoicing, and full integration. Adopting more integrated models provides greater benefits, from 2-3 euros per invoice for substitute archiving up to 65 euros per invoice for full integration. Benefits increase with the level of process optimization while barriers to adoption include regulatory issues, lack of standards, and internal fragmentation.
Interlace is an IT solutions provider that has developed a suite of enterprise banking products and solutions. The solutions address challenges in the banking/financial services industry from changing regulations and compliance laws to shrinking budgets and security concerns. The modular yet integrated solutions cover areas like universal banking, wealth management, fraud prevention, anti-money laundering, and more. Interlace provides a one-stop shop for IT services and solutions to help banking/financial clients grow their business.
An exclusive presentation by Mr. Mazhar Leghari, Business Development Solution Manager, SAS Middle East FZ LLC; on ‘Building for Success: The Foundation for Achievable MDM’. The presentation was made at SAS Forum India 2013.
The document discusses strategies for optimizing accounts payable processes to reduce costs. It recommends analyzing payment methods and automating manual processes. Key steps include seeking the right mix of payment methods, automating processes, reducing processing times, making timely payments, and performing spend analysis. Companies could save over $1 million annually by automating payments and over $6.7 million by transitioning transactions to purchasing cards and optimizing procurement and invoice processing. Checks remain a costly payment method compared to options like ACH and cards.
When does a company need to be PCI compliantDivya Kothari
This document discusses whether ABC, a small but growing company that analyzes billing details to identify fraud, needs to be PCI compliant. It conducts a cost-benefit analysis of PCI compliance. While compliance provides security benefits, it also has significant costs. The document recommends that ABC strengthen its internal security processes regardless of PCI compliance. It suggests conducting a data inventory and analyzing its cardholder data environment before deciding on compliance.
XBRL (eXtensible Business Reporting Language) provides a standardized format for publishing and exchanging financial data over the internet. It allows financial metrics and performance drivers to be automatically pulled from different source systems and shared without re-keying or reformatting the data. This significantly enhances the ability of competitive intelligence professionals to track and analyze key financial indicators in near real-time. By using XBRL, metrics can be delivered directly to decision-makers via online dashboards and analytic tools without any manual data validation or loading.
Global Networking and Offshoring HCL - Operations strategyAnkur Verma
Global networking refers to methods that connect all departments, offices, and subsidiaries of a corporation across international borders, bringing challenges like different time zones and standards. Offshoring involves relocating business processes or facilities to foreign countries to reduce costs. HCL is a leading global IT company founded in 1976 with over 80,000 professionals operating in 31 countries. It has expanded through offshoring by acquiring foreign companies and establishing joint ventures to address opportunities in markets like finance. While most functions can be offshored, there are risks to consider like lower savings than expected or inadequate local skills that companies try to mitigate through strategies like supplier development.
Intro to yakpact fexco prizebond team slideshareCormac Murphy
The document discusses challenges for customer service organizations in managing customer cases. It shows that over 60% of organizations face new demands from regulators and auditors to respond to external regulations. Nearly 60% also have increased needs to manage costs and risks of servicing customer requests. Over half emphasize automating and tracking inconsistent customer incidents or events that do not follow well-defined processes.
The document provides an overview of negotiation skills for information technology contracts. It outlines the agenda which includes introductions, basic IT contracts and deal points, sourcing and IT, negotiation, and Q&A. It discusses common IT contracts like the non-disclosure agreement, master services agreement, and statement of work. It describes key components and deal points to consider for these types of contracts, such as scope, pricing structure, deliverables, acceptance criteria, and change management. The document aims to help participants effectively negotiate IT contracts.
Customer Experience: Data-Driven Customer Satisfaction at TD AmeritradeJaime Fitzgerald
This document discusses how TD Ameritrade used data and metrics to improve customer satisfaction. It summarizes how they initially saw declining satisfaction due to growth, implemented a measurement system to identify service gaps, and used insights to enhance processes. This led to lasting improvements in metrics like satisfaction scores and reduced issues. The document also outlines frameworks used and benefits achieved through a data-driven approach.
TeleSystem and Credit&Risk is a leading credit card and call center outsourcing company in Brazil that has experienced strong growth, with revenues increasing by 28% annually between 2001-2006 and net profits of R$16.1 million in 2006. The company has a leading market share in credit card processing and call center services, and sees opportunities for continued growth through expanding its existing businesses, pursuing new clients and markets, and cross-selling opportunities across its business units.
Ubs pactual 2007 brazil ceo conference ingCSURIWEB
The document is a presentation by UBS Pactual about UBS Pactual's Brazilian operations. It discusses UBS Pactual's leading position in Brazil as the largest independent administrator of credit cards and leading independent call center. It also outlines the attractive growth fundamentals of the credit card and call center industries in Brazil and UBS Pactual's diversification and opportunities from its core credit card business.
El documento es una orden de movilización para cuatro funcionarios de la Subsecretaría de Acuacultura que deben trasladarse a la provincia de Zamora para participar en una feria amazónica los días 27 y 28 de octubre. Se transportarán en una camioneta institucional y solicitan viáticos para los gastos del viaje.
1) CSU's cards business (CardSystem) has grown faster than the overall cards market in Brazil in recent years, with a 26% average annual growth rate over the past 3 years compared to 20.9% for the market.
2) CSU's processing unit (MarketSystem) has also experienced consistent growth in the number of accounts managed, reaching 2.65 million accounts in 1Q09 solely through organic growth.
3) CSU's call center units (TeleSystem and Credit&Risk) have expanded their operations to meet increased demand, with the number of workstations growing year-over-year despite an optimization of operations.
This document provides a summary of 3Q07 results for a company called CSU. It discusses positive trends in the business market for debit, private label, and credit cards. Operational data shows growing registered card bases and new card entry volumes. Financial trends indicate increased gross revenue and EBITDA for both the CardSystem/MarketSystem and TeleSystem/CreditRisk units. The document also notes the completion of a platform development project with Caixa and expectations to implement a test plan and migrate card bases in 1H08. Overall, the results presentation outlines growth and improved financial performance across CSU's business units.
The document provides an overview of CSU CARDSYSTEM S.A.'s cards markets, operational data, and financial performance. Some key points:
1) CSU's card base is growing faster than the overall market, at 18.4% growth in the last 12 months. There is an increasing trend of replacing private label cards with hybrid cards.
2) CSU issued over 6.4 million new cards in the last 12 months. Flex cards are taking a larger share of total card issues.
3) CSU's processing accounts grew 4.9% compared to the previous quarter, reaching 3.1 million accounts.
4) CSU's card processing revenues and margins
- CSU reported strong 4Q07 results with revenue growth of 5.8% and EBITDA growth of 121.5% compared to 4Q06.
- The number of registered cards grew to 16.6 million, up 37.2% while the overall market grew 18.1%.
- CardSystem/MarketSystem saw increases in gross profit margin and EBITDA margin compared to 4Q06 and was the largest revenue contributor.
- Telemarketing and credit saw a revenue decline but profitability gains in gross profit and EBITDA.
- Investments were made in developing Caixa's operating platform and issuing new cards.
1) The document is a presentation to investors about the company's overview, businesses, and industry fundamentals.
2) The company is a leading technology services provider in Brazil, being the largest independent administrator of credit cards with 56% market share and one of the largest independent call center services providers.
3) The company's credit card administration business fostered other leading business units such as customer support, collections, fraud prevention, and loyalty programs due to economies of scale and high switching costs for clients.
TeleSystem and Credit&Risk is a leading credit card and call center outsourcing company in Brazil that has experienced strong growth, with revenues increasing by 28% annually between 2001-2006 and net profits of R$16.1 million in 2006. The presentation outlines the company's diversified businesses and clients, strategic plans for future growth, and solid financial performance and corporate governance practices that position it as an attractive investment opportunity.
TeleSystem and Credit&Risk is a leading credit card and call center outsourcing company in Brazil that has experienced strong growth, with revenues increasing by 28% annually between 2001-2006 and net profits of R$16.1 million in 2006. The presentation outlines the company's diversified businesses and clients, strategic plans for further growth, and solid financial performance and corporate governance practices that position it as an attractive investment opportunity.
Ubs pactual 2007 brazil ceo conference somente em inglêsCSURIWEB
The document is a presentation by UBS Pactual discussing UBS Pactual's position in the Brazilian market. Some key points:
1) UBS Pactual is Brazil's largest independent administrator of credit cards, with a 44% market share, and the leading independent call center in Brazil.
2) In 2005, UBS Pactual's card processing services generated R$357 million in revenue and R$71 million in gross profit.
3) UBS Pactual has leveraged its expertise in credit card administration to develop other leading business units such as collections, fraud prevention, and loyalty programs.
The document is a presentation by UBS Pactual discussing UBS Pactual's position in the Brazilian market. Some key points:
1) UBS Pactual is Brazil's largest independent administrator of credit cards, with a 44% market share, and the leading independent call center in Brazil.
2) In 2005, UBS Pactual's card processing services generated R$357 million in revenue and R$71 million in gross profit.
3) UBS Pactual has leveraged its expertise in credit card administration to develop other leading business units such as collections, fraud prevention, and loyalty programs.
This presentation provides an overview of CSU, a leading technology services provider in Brazil. Some key points:
- CSU is the largest independent administrator of credit cards in Brazil, with a 44% market share, and is also a leader in call center services.
- The company has experienced strong growth due to its leadership in credit card processing and diversification into other business units like customer support and collections.
- Industry fundamentals for credit cards and call centers in Brazil remain attractive, with continued growth expected.
- CSU's strategic focus is on organic growth, cross-selling opportunities, acquiring new clients, and entering new business segments and markets.
This presentation provides an overview of CSU, a leading technology services provider in Brazil. Some key points:
- CSU is the largest independent administrator of credit cards in Brazil, with a 44% market share, and is also a leader in call center services.
- The company has experienced strong growth historically through diversifying its business units and pursuing cross-selling opportunities.
- Growth opportunities exist in expanding existing businesses, entering new markets, acquiring new clients, and pursuing organic market growth.
- Main strategic actions for 2007 focus on completing commercial strategies, expanding volumes, increasing profitability, and strengthening business units.
- CSU emphasizes high levels of corporate governance and a focus on human resources to
Microsoft has a growing and increasingly important presence in the financial services industry. It provides many mission critical systems that large banks rely on for core functions like payments processing and trading platforms. Microsoft technology is used across business areas like retail banking, insurance, and investment management. Going forward, Microsoft sees the industry shifting towards more collaboration, standardized infrastructure, and using IT to improve customer experience and business intelligence.
The document provides financial information for Paraná Banco for 3Q07, 3Q08, 9M07 and 9M08. It summarizes that the bank saw 44.3% growth in its credit portfolio from 3Q07 to 3Q08. Net income increased 28% from 9M07 to 9M08. The insurer subsidiary J. Malucelli Seguradora saw 33% growth in total written premiums from 3Q07 to 3Q08. Key metrics like return on equity and assets declined but remained healthy.
The costs of processing purchase orders and
payments are presenting a challenge to all organisations. Certainly, given
the current economic climate, all companies will be seeking new ways to
eliminate unnecessary and wasteful costs.
This document provides an overview of CSU CardSystem S/A, a Brazilian company with four business divisions: payment processing, business process management, solutions provider, and contact center management. It summarizes CSU's achievements in 2011, including resumed growth, successful migrations, alliances with banks/issuers, and the launch of new products. It outlines CSU's priorities for 2012, including expanding partnerships and product offerings, and increasing the use of new technologies. The document also discusses CSU's continuous investments in technology and healthy capital structure.
This document provides an overview of getting started with IT asset management. Effective IT asset management spans the entire asset lifecycle from procurement to deployment, management, and disposal. It allows organizations to better manage costs, risks, and operational efficiencies related to IT assets. The document recommends starting with a rapid assessment to determine an organization's current IT asset management maturity level and identify priority areas for improvement. It then outlines key components of an effective IT asset management program including linking it to related business processes and using automated tools to manage asset data.
The document describes a life insurance software system called CQLife. CQLife is an end-to-end integrated life insurance software that can help life insurance companies improve productivity and support business growth. It covers all major business functions and is designed to be customizable, scalable, and affordable. CQLife allows insurance companies to efficiently manage the entire policy lifecycle including proposals, underwriting, servicing, claims, and reporting.
The focus of the solution is to automate the definition of governance, risk and controls within the financial institution’s lending process. The financial institution is allowed to define the control environment from loan origination to servicing and portfolio management. Once completed, SymSure’s monitoring framework examines all electronic activities to detect control breaches and alert the relevant persons automatically.
Finacle Asset Liability Management is a comprehensive
liquidity and interest rate risk management solution
designed to deliver an enterprise-wide view of all on-balance
sheet and off-balance sheet exposures, to enable banks and
FIs to manage their funding and liquidity decisions better.
Analytics In Action - How Marketelligent Helped A Bank Retain Its Profitable ...Marketelligent
The client, a major credit card issuer, was experiencing significant balance runoff that was reducing profitability. Analytics identified that 3% of accounts were responsible for 80% of the losses. Models were built and strategies implemented to retain profitable customers, including lowering interest rates for likely payers and offering alternative products. These approaches led to a 30% drop in balances lost and 45% greater response to alternative products, maintaining overall profitability.
CSU's card base and managed accounts continued to outperform market growth between 2007 and 2008. CSU's gross revenue increased 11.3% to R$101.2 million in 3Q08, driven by growth at CardSystem and MarketSystem. EBITDA increased 40.8% to R$16.7 million in 3Q08 due to growth in payment processing and management services. CSU reduced its net debt from R$98 million to R$95.2 million in 3Q08 through cash generation and debt repayment.
Goldman sachs us fincl services conf panel discussion dec 2015InvestorMarkit
Goldman Sachs US Financial Services Conference \ Dec 8th 2015
1) Markit operates three divisions that provide critical financial market information, trade processing, and advanced enterprise solutions tied to Markit technology.
2) Managed Services allows customers to buy end-to-end business outcomes by leveraging Markit's standardized technology solutions and expertise to reduce costs, operational risk, and ensure regulatory compliance.
3) Markit is well-positioned to deliver value through its extensive partnerships, distribution strengths, and data capabilities including indices, pricing, and reference data across asset classes.
The document provides an overview of Symantec Corporation, a global leader in cybersecurity and data protection. It summarizes Symantec's strategy of securing and managing customers' information-driven world through five engines of growth: growing core businesses, scaling high-growth businesses, seeding emerging trends, growing in fast-growing economies, and using acquisitions. It outlines Symantec's financial objectives of growing revenue above market rates while expanding margins through expense discipline and cash flow growth.
The document provides an overview of Symantec Corporation, a global leader in cybersecurity and data protection. It summarizes Symantec's strategy of securing and managing customers' information-driven world through five engines of growth: growing core businesses, scaling high-growth businesses, seeding emerging trends, growing in fast-growing economies, and using acquisitions. It also outlines Symantec's financial objectives of growing revenue above market rates while expanding margins through expense discipline and cash flow growth.
O documento resume os resultados financeiros da CSU CardSystem no 2T13, destacando:
1) Lucro líquido de R$0,5 milhões, revertendo prejuízo do trimestre anterior;
2) Aumento de 6,3% na margem EBITDA em relação ao 1T13;
3) Maior emissão mensal de cartões dos últimos 2 anos.
- CSU CardSystem reported a net income of R$0.5 million in 2Q13, reversing the loss in 1Q13, with an increase in EBITDA margin of 6.3 percentage points.
- Gross revenue grew 9.0% over 1Q13, with 900,000 new cards issued in May 2013, the largest monthly issuance in two years.
- New clients were acquired for the Opte+ platform and CSU Contact, while costs were reduced through an implementation program.
CSU completed 20 years of operations in 2012 and evolved into a full service provider of electronic transaction processing and administration. The company expanded into new fast-growing markets with profitable products and services. CSU achieved similar financial results in 2012 as in 2011, with margin expansion, generating R$64.8 million in EBITDA and R$22.2 million in net income for the year. Key business units grew customer bases, transactions and service offerings despite losing a large contract. The company maintained investments in innovative solutions and infrastructure while reducing expenses.
- A CSU apresentou resultados financeiros estáveis em 2012 com EBITDA de R$ 64,8 milhões e lucro líquido de R$ 22,2 milhões. No 4T12 a receita bruta foi de R$ 93,6 milhões com lucro líquido de R$ 3,2 milhões.
- Em 2012 a média de cartões cadastrados na CSU CardSystem foi de 19,9 milhões. A CSU Contact expandiu sua margem bruta para 12,4% no 4T12 operando 3,9 mil posições de atendimento.
-
O documento resume os resultados financeiros do 3T12, destacando a melhoria nas margens de lucro, o crescimento consistente da margem bruta da unidade de negócios CSU Contact e o aumento de 28,8% no lucro líquido em relação ao ano anterior.
- CSU improved profitability in 3Q12 with net margin of 6.0% and EBITDA margin of 17.8%
- CSU is focusing on commercial expansion to leverage existing assets and enter new markets and segments
- CSU aims to launch new high-technology products with profitability by the end of 2012 to drive growth
1) O documento resume os resultados do 3T12, com melhoria nas margens de lucro e expansão consistente na margem bruta da unidade de negócios CSU Contact.
2) A estratégia da empresa foca na expansão e diversificação de receitas, consolidando o posicionamento da CSU como provedora de soluções completas de transações eletrônicas.
3) A empresa direciona seus esforços para a expansão comercial, retomada do crescimento, e lançamento de novos produtos inovadores ainda em 2012.
O documento descreve a história de 20 anos do Grupo CSU no mercado brasileiro de pagamentos eletrônicos, estabelecendo quatro divisões de negócios e consolidando uma base sólida de clientes. O mercado de cartões no Brasil experimentou forte crescimento nos últimos anos e o Grupo CSU se posiciona para aproveitar novas oportunidades com a abertura do mercado de adquirência a mais concorrentes.
1) CSU is a leading provider of technology and business process outsourcing services in Brazil, with a 20 year track record and 20 million card accounts processed.
2) It operates the largest independent electronic payments processing platform in Brazil with a 44% market share among independent processors.
3) CSU offers a full range of services to card issuers and acquirers, including authorization, processing, customer service, and data analytics.
O documento apresenta a agenda do evento CSU Day 2012. A agenda inclui uma seção sobre a CSU, suas unidades de negócios de meios eletrônicos de pagamento, marketing services e contact center. Também inclui seções sobre a CSU por dentro, perspectivas para os mercados e slides adicionais.
- CSU reported strong growth in 2Q12, with EBITDA expanding 19.7% and the EBITDA margin rising to 20.2%
- Gross revenues totaled R$103.5 million and the gross margin increased to 25.7%
- New contracts were signed to issue cards with Banco do Nordeste and Banpará that will generate over R$70 million in revenues
1) A empresa teve expansão de 19,7% no EBITDA e aumento da margem EBITDA para 20,2% no trimestre.
2) A receita bruta totalizou R$103,5 milhões e a margem bruta elevou-se para 25,7%.
3) Novos contratos foram assinados para emissão de cartões com Banco do Nordeste e Banpará.
The document summarizes the history and operations of CSU Group, an independent company providing outsourced management and processing services for electronic payments. It discusses the company's four business divisions: payment processing and management, business process management for credit card acquirers, marketing solutions, and contact center/BPO management. It then provides details on CSU's focus on excellence in customer care through recruiting, training, management, and talent retention practices as well as its technological infrastructure and contact center operations.
O documento descreve a história e as operações do Grupo CSU, uma empresa pioneira em soluções de terceirização de processos de negócios no Brasil. O Grupo CSU possui quatro divisões de negócio e oferece serviços como processamento de pagamentos, gestão de processos, marketing digital e soluções de contact center. A empresa é reconhecida por sua excelência no atendimento, focando no desenvolvimento e retenção de talentos por meio de treinamentos, benefícios e oportunidades de carreira.
Twenty years ago, CSU Group was founded in Brazil to support banks and retailers in issuing credit cards. Since then, CSU Group has grown to become a leading provider of payment processing and customer engagement solutions. It now has operations across multiple Brazilian cities and has trained over 18,000 students through its social programs. CSU Group aims to provide innovative, high-quality solutions through its four divisions: payment processing, business process management, marketing solutions, and contact center management.
O documento descreve a história de 20 anos do Grupo CSU no Brasil. Ele foi pioneiro em fornecer soluções de terceirização e processamento de pagamentos para bancos e varejistas. Ao longo dos anos, o Grupo CSU expandiu suas operações e serviços, estabelecendo unidades em todo o país e conquistando reconhecimento no mercado por meio de prêmios e certificações. Atualmente, o Grupo CSU opera em quatro divisões de negócios relacionadas a pagamentos, fidelidade, contact center e ter
O documento descreve a história de 20 anos do Grupo CSU no mercado brasileiro de pagamentos eletrônicos, estabelecendo quatro divisões de negócios e consolidando uma base sólida de clientes. Ele também discute o crescimento do uso de cartões no Brasil e a nova regulamentação do mercado de adquirência, criando novas oportunidades competitivas.
- Gross revenue for the quarter totaled R$109.8 million, a 6% increase over the previous year's quarter. Key growth indicators like revenue, net profit, and EBITDA increased.
- The number of cards processed reached 25.3 million, up 26.5% year-over-year. APs at CSU Contact increased 21.3% annually.
- For the first nine months of 2011, gross revenues totaled R$319.3 million, up 1.4% over the same period in 2010, demonstrating the company's resiliency with increasing growth and profitability.
O documento resume os resultados financeiros da CSU CardSystem no 3T11. A receita bruta atingiu R$ 109,8 milhões, um recorde, 6% maior do que no 3T10. A CSU Contact teve aumento de 40,4% no lucro bruto. Foram processados 25,3 milhões de cartões, um crescimento de 26,5% em 12 meses.
2. Disclaimer
This presentation may include forward-looking statements of future events or results according to the
regulations of the Brazilian and International securities and exchange commissions. These statements are
based on certain assumptions and analyses by the Company that reflect its experience, the economic
environment, future market conditions and expected events by the company, many of which are beyond
the control of the Company. Important factors that may lead to significant differences between the actual
results and the statements of expectations about future events or results include the company’s business
strategy, Brazilian and International economic conditions, technology, financial strategy, financial market
conditions, uncertainty regarding the results of its future operations, plans, objectives, expectations and
intentions, among others. Considering these factors, the actual results of the company may be significantly
different from those shown or implicit in the statement of expectations about future events or results.
The information and opinions contained in this presentation should not be understood as a
recommendation to potential investors and no investment decision is to be based on the veracity, current
events or completeness of this information or these opinions. No advisors to the company or parties related
to them or their representatives should have any responsibility for any losses that may result from the use
or contents of this presentation.
2
4. Leading Technology Services Provider In Brazil
11.3 million cards*
The largest independent administrator of 117 million processed transactions
credit cards
44% of market share
Largest independent call center in Brazil 2,837 Workstations
Leading collection services provider 594 Collection Workstation
Leading loyalty programs
4.0 million managed accounts
management
Revenue in 2005** Gross Profit in 2005**
R$ 357 mm R$ 71 mm
TeleSystem CardSystem
45% 67%
TeleSystem
18%
CardSystem Credit&Risk
Credit&Risk
33% 15%
4%
MarketSystem MarketSystem
7% 11%
* Does not include the cards from Caixa Econômica Federal Contract 4
** Reflects MarketSystem's Pro-forma results
5. CSU Is The Backbone Of The Credit Card
Business Of Its Clients
CARDHOLDER
Card Issuance
Billing
Customer Support/
ACQUIRER – NETWORK Call Center ISSUERS
Credit analysis and
Authorization processing
Collection
Processing
Operational Control
Other
COMMERCIAL CREDIT CARD BRAND
ESTABLISHMENT
Purchase Data exchange
Withdrawal Fraud Prevention
CSU Provides its Clients a Fully Outsourced Solution to Card Administration 5
6. Our Excellence In Credit Card Administration
Fostered Other Leading Business Units
Full Service
Credit
System Customer
Card and Fraud Interchange Transaction Operational Loyalty
development/ Support
Issuance Collection Prevention Process Control Programs
Implementation
analysis
Diversification brought us:
New business opportunities/ cross-selling
Lower costs from scale gains
High switching cost
6
7. Timeline
Establishment of 3 new Business Units
CardSystem Ltda. - are created: CSU
first independent CSU is the first IPO
TeleSystem, CSU
credit cards company to work
Credit&Risk and
administrator in with the 3 major
MarketSystem Ltda.
Brazil credit card labels CardSystem becomes
Change of the largest
name to CSU independent credit
CardSystem cards administrator in
Latin America
1992 ... 1994 ... 1996 1997 1998 1999 2000 2001 ... 2004 2005 2006
CSU expands and
CardSystem starts operation in
becomes a 7 sites located in
Implementation CSU receives important cities
of card Corporation
CSU develops the the ISO 9001
embossing, electronic Voucher Certification MarketSystem Ltda.
credit analysis, using the Smartcard is incorporated to
product safety technology CSU, becoming a
and collection new business unit:
procedures CSU MarketSystem
7
8. Initial Public Offering
Registered in Brazil and United States, with international sales efforts under Reg S and rule
Offering 144A
Structure
Listed in Bovespa´s Novo Mercado (Symbol CARD3)
Total offering’s volume reached R$ 341 million with the issuance of 18.9 million common shares
Offering (price of R$ 18.00 per share)
Size Primary offering amounted to R$ 100 million (5.5 million per share)
Secondary offering amounted to R$ 241 million (13.3 million per share)
The book of orders exceeded the offer by 8 times
Demand Demand split in foreign (65%) and local investors (35%)
About 70 investors were contacted during international road shows (USA and Europe)
Shareholder Composition
Shareholder Composition
Free Float
39%
Controlling
Group
61%
8
10. Attractive Industry Fundamentals To
Credit Cards…
Credit Cards per ‘000 Inhabitants*
Credit Cards per ‘000 Inhabitants* Most Used Credit Instruments in Brazil
Most Used Credit Instruments in Brazil
In 2003
C.C Interest Free
Purchases 59%
Brazil 264
Singapore 835 Payment Book 37%
United Kingdom 1,200
C.C. Interest Bearing
USA 1,257 Purchases 21%
Japan 1,990 C.C. Minimum Payment
Invoice 16%
C.C. Payment in Equal
Number of Credit Cards -- Brazil
Number of Credit Cards Brazil Installments 15%
Million
75.0
Overdraft Facility 15%
68.0
52.5 Personal Loans 8%
47.5
41.5 %
35.3 18
28.0 GR
23.6 CA Real State Loans 3%
Payroll Deductible 3%
Credit
1999 2000 2001 2002 2003 2004 2005 Sept/06
Source: Abecs and
O Globo
10
11. … And the Call Center Industry Showing
Consistent Growth Potential
Call Center Services Revenue -- Global
Call Center Services Revenue Global Call Center Services Revenue -- Brazil
Call Center Services Revenue Brazil
In US$ bi In R$ million
92.0 7.7
83.5 6.9
74.3 6.1
65.7 5.3
58.1
51.4 4.6
4.0
2005 2006 2007 2008 2009 2010 2005 2006 2007 2008 2009 2010
Annual Annual
13% 13% 13% 12% 10% 15% 15% 15% 13% 12%
growth growth
Fonte: IDC 11
12. Leading Competitive Position Among
Independent Players
Market Share:
Market Share: Market Share:
Market Share:
Credit Card Processing Segment *
Credit Card Processing Segment * Largest Call Center Operators
Largest Call Center Operators
In Outsourcing Independents
EDS and
9% Fidelity
16%
20%
Orbitall
27%
44%
* Notes:
- CSU’s Market Share considers credit cards from Caixa
2005 data
- Orbitall: 100% owned by Itaú 12
- Fidelity (51%): 49% owned by ABN Real and Bradesco Sources: Cardnews and IDC
13. Caixa Econômica Federal Project
The largest contract in industry
(3 million credit cards)
Strong growth potential
Beginning of monthly revenue starting on Feb/07
Initial period of rendering services does not change (2 years)
13
14. Recent Achievements and Products Launched
CardSystem TeleSystem and MarketSystem
Credit&Risk
• Carrefour / Visa • Terra • Nossa Caixa
• Panamericano • Bradesco / Finasa • Telemar
• HSBC / Losango • Banco IBI
14
15. CSU – Strong and Diversified Clients Portfolio
15
18. Operational Performance by Business Units
TeleSystem and Credit&Risk –
TeleSystem and Credit&Risk –
CardSystem -- Cards
CardSystem Cards
Workstations Under Operation
Workstations Under Operation
In thousand Average of the period
20.8%*
4,8%
3,575 -4.0%
4,8%
11,349 3,431
10,067
9M05 9M06 9M05 9M06
* Adjusted by the credit cards data base’s cleaning
MarketSystem – Loyalty Accounts
MarketSystem – Loyalty Accounts
60.8%
4,8% 4,029
2,505
9M05 (Pro Forma) 9M06 18
19. Consolidated Financial Performance
Net Revenues
Net Revenues Gross Profit
Gross Profit
R$ MM 313.6 R$ MM 63.7
CAGR 20%
CAGR 34% 55.3
229.4
42.3
177.9 37.0
30.6
134.4
96.7
2001 2002 2003 2004 2005 2001 2002 2003 2004 2005
EBITDA
EBITDA Net Profit
Net Profit
R$ MM R$ MM 16.1
CAGR 25%
CAGR 37% 60.3 12.9
46.3 10.2
34.2
6.6 6.5
22.9
17.0
2001 2002 2003 2004 2005 2001 2002 2003 2004 2005
19
21. Consolidated Financial Performance
Net Revenue
Net Revenue Gross Profit
Gross Profit
R$ MM R$ MM
11.5%
4,8% -20.3%
4,8%
253.5 43.9
227.4 35.0
9M05 9M06 9M05 9M06
EBITDA
EBITDA Net Profit
Net Profit
R$ MM R$ MM
6.0%
4,8%
42.5 45.0
10.1
-3.3
9M05 9M06* 9M05 9M06*
21
* Adjusted by the IPO’s expenses
22. Financial Performance of the Business Units
CardSystem
CardSystem TeleSystem
TeleSystem
R$ MM R$ MM
122.1 122.0
95.3
84.0
31.0 34.1 38.4
29.8
11.2 11.9 3.4
(2.7)
Gross Revenue Gross Profit EBITDA* Gross Revenue Gross Profit EBITDA*
Credit & Risk
Credit & Risk MarketSystem**
MarketSystem**
R$ MM R$ MM ** MarketSystem 2005 pro-forma
25.7
37.3
30.0
17.0
5.6 7.2
5.2
1.7 0.8 2.9
(3.7) (2.0)
Gross Revenue Gross Profit EBITDA* Gross Revenue Gross Profit EBITDA*
* Adjusted by the IPO’s expenses 9M05 9M06 22
23. Cash and Debt Position
Cash at the end of the period
Cash at the end of the period Gross Debt* // EBITDA last 12 months
Gross Debt* EBITDA last 12 months
R$ MM R$ MM
42.5
1.7x
1.5x
103.2
93.0
20.5
1.4
0.7
2003 2004 2005 Sept./06 2005 9M06
Gross Debt Gross Debt / EBITDA
* Bank debt + leasing
23
24. Capex and Dividends
Capital Expenditures
Capital Expenditures Dividend Payout*
Dividend Payout*
R$ MM R$ MM
43.6 11.8 11.4
20.7
5.6
15.6 4.0
12.5 10.9 3.2
9.8
2001 2002 2003 2004 2005 9M06 2001 2002 2003 2004 2005
% Net Profit 85% 49% 116% 31% 71%
* Includes Interest on Shareholder´s Equity 24
27. Strategy
OBJECTIVE
MAINTAIN AND EXPAND OUR LEADERSHIP AS AN INDEPENDENT COMPANY IN THE BRAZILIAN
MARKET OF CREDIT CARDS ADMINISTRATION, CALL CENTER, CREDIT PROCESSING,
COLLECTION AND LOYALTY PROGRAM SERVICES
Implementation Strategy
Focus on our
Business Model: Develop New Efficient Expand our
- Independence Business Management activities
- Diversification
Opportunities of our Operations rapidly
- Technology
- Specialization
27
28. Growth Opportunities
Entrance in
New Markets
Organic Cross-Selling
Market Growth Opportunities
Acquiring
New Clients
& Outsourcing
28
29. Main Strategic Actions - 2007
CSU Corporate
• Complete the commercial achievements and strategies of 2005 and 2006
• Expansion of volumes – growth of the businesses already conquered
• Enlargement of profitability by cost management and scale gains
• Entrance in new business segments and new markets
CardSystem
• Implementation of Caixa Project– Feb/07
• Focus on Co-Branded Private Label Cards
• Leverage in business based on our competitive advantages
TeleSystem and Credit&Risk
• New Management in charge of the Units
• Strengthening of structure, commercial processes and financial management
• Strong emphasis on commercial efforts
MarketSystem
• Focus on gaining clients of the financial, telecommunication and retail industries
29
30. High Level of Corporate Governance
100% common shares
Bovespa´s Novo Mercado (100% Tag Along)
Free float of 39% voting shares
Active Board of Directors, with diversified and complementary
experiences and presence in the business management:
Independent members: Mailson F. da Nóbrega e Rubens Barbosa
Solid relationship track record with minority shareholders
Private Equity funds investment in 1997
30
31. High Level of Corporate Governance
Controlling Committee held by an Independent Member of the
Board of Directors
Code of Ethics / Disclosure and Stock Trading Policies
Dedicated Investor Relations Team
Development of a Stock Option program for the executives
Alignment of interests between administration and shareholders
31
32. Social Responsibility
10,051 employees (Sep/06)
CSU Institute
CSU University
Incentive to social and educative programs along with
Abrinq and other Institutions
Encouragement to voluntary work
First Trainee Program launched in 2006/2007
32
33. Conclusion: Attractive Investment Opportunity
Attractive Industry Growth
Market Leadership
Fundamentals
Impressive Growth In All
Strong Growth Prospects
Financial Metrics
Premium Diverse Client
Superior Corporate
Portfolio with Excellent
Governance
Relationship Track Record
33