The document summarizes a presentation by Andreas Treichl, CEO of Erste Group, at the Goldman Sachs European Financials Conference on June 13-15, 2012 in Brussels. The presentation focuses on Erste Group's strategy of providing customer banking in Central and Eastern Europe, with an emphasis on retail banking, SME lending, and funding from retail deposits. Key points included Erste Group's strong capital position, improved short-term funding profile, and continued focus on its core customer banking business in the region.
This annual report summarizes Bank Vozrozhdenie's performance in 2007. Key events included successful share and bond issuances that doubled equity capital to $11.9 billion. The bank saw 52% asset growth to $111.4 billion and served over 1 million retail and 49,000 corporate customers. Ratings were upgraded and the bank expanded its branch network while maintaining balanced growth and risk management amid financial market turbulence. Priorities for 2008 include new SME products and services, retail expansion, and corporate governance strengthening.
2006:Bank Charges, Competition and Access to Bankingeconsultbw
This document discusses bank charges and access to banking in Botswana. It summarizes several studies that found bank charges in Botswana to be higher than in neighboring South Africa and other countries in the region. While bank charges are unaffordable for many in Botswana, a survey found that most of the unbanked population cite a lack of regular income rather than high charges as the main reason for not having an account. The document also examines barriers to competition in the banking sector in Botswana and possibilities for new banking models to expand access.
This document advertises an upcoming private equity conference in Geneva and offers readers a 15% discount on registration. The conference, called SuperReturn Emerging Markets, will take place from June 25-28, 2012 and will include 150 speakers, including 85 international investors, top global and local private equity firms. Over 350 senior attendees are expected. The CEO of Preqin, Mark O'Hare, will be speaking and hopes to connect with readers at the conference. Contact information is provided to register with the 15% discount code.
The document provides an outlook for European banks in 2011 from Nomura analysts. Key points include:
- Valuations for the banking sector are low in both absolute and relative terms but volatility is expected to remain high due to political and macroeconomic uncertainties.
- While concerns are genuine for some southern European banks, risks are overdiscounted for many northern banks and the sector remains bullish overall.
- Politicians will ultimately act to save the euro as the costs of a breakup would be greater than ongoing bailouts, though responses will be slow, generating opportunities.
- Banks can meet new Basel III requirements through retained earnings without needing to dilute shareholders.
- Investment banks will likely remain
Don't invest in crypto currencies till you read The Future Money Playbook. Topics include:
1. History of Money
2. Tech terms
3. Smart contracts
4. DeFi
5. Stablecoins
6. Central Bank Digital Currency
7. eMoney
8. Prime Crypto Currencies (BTC, BCH, BSV, ETH, ETC, XRP, XLM, LTC, ADA, EOS)
9. Prime Stablecoins (BUSD, Diem)
10. Crypto Wallets
11. Crypto Custody
12. How to keep your crypto safe
13. Crypto Resources
The document provides information about banking including definitions, the role of banks in the economy, how banking works, the origin of the word "bank", the Indian banking scenario, the Reserve Bank of India as the regulator, banking functions and units, and the world banking scenario. It defines a bank as a financial institution that accepts deposits and lends money. It notes that banking provides liquidity for families and businesses to invest and grow. It categorizes banks in India and describes the roles of various regulators. It also lists some of the largest banks in the world by assets.
The annual report summarizes Bank Vozrozhdenie's performance in 2008. Despite difficult economic conditions, the bank increased assets by 27%, maintained a high quality loan portfolio, strengthened liquidity, and grew performance indicators. The bank increased return on equity to 23.3% and return on assets to 2.5%, while reducing costs. Looking ahead, the bank plans to increase loan loss provisions and remain profitable in 2009 by relying on its traditional client base of small and medium businesses and retail customers.
This document discusses the Banking Association for Central and Eastern Europe (BACEE), a nonprofit organization that provides services to financial institutions in Central and Eastern Europe. BACEE offers membership, strategic partnerships, sponsorships, and media partnerships. Membership benefits include consultancy, training, information services, and discounted access to BACEE events. BACEE also facilitates business development between member banks and their clients through funding opportunities, investment finding, and risk analysis. The document outlines the various services, events, and contact information provided by BACEE.
This annual report summarizes Bank Vozrozhdenie's performance in 2007. Key events included successful share and bond issuances that doubled equity capital to $11.9 billion. The bank saw 52% asset growth to $111.4 billion and served over 1 million retail and 49,000 corporate customers. Ratings were upgraded and the bank expanded its branch network while maintaining balanced growth and risk management amid financial market turbulence. Priorities for 2008 include new SME products and services, retail expansion, and corporate governance strengthening.
2006:Bank Charges, Competition and Access to Bankingeconsultbw
This document discusses bank charges and access to banking in Botswana. It summarizes several studies that found bank charges in Botswana to be higher than in neighboring South Africa and other countries in the region. While bank charges are unaffordable for many in Botswana, a survey found that most of the unbanked population cite a lack of regular income rather than high charges as the main reason for not having an account. The document also examines barriers to competition in the banking sector in Botswana and possibilities for new banking models to expand access.
This document advertises an upcoming private equity conference in Geneva and offers readers a 15% discount on registration. The conference, called SuperReturn Emerging Markets, will take place from June 25-28, 2012 and will include 150 speakers, including 85 international investors, top global and local private equity firms. Over 350 senior attendees are expected. The CEO of Preqin, Mark O'Hare, will be speaking and hopes to connect with readers at the conference. Contact information is provided to register with the 15% discount code.
The document provides an outlook for European banks in 2011 from Nomura analysts. Key points include:
- Valuations for the banking sector are low in both absolute and relative terms but volatility is expected to remain high due to political and macroeconomic uncertainties.
- While concerns are genuine for some southern European banks, risks are overdiscounted for many northern banks and the sector remains bullish overall.
- Politicians will ultimately act to save the euro as the costs of a breakup would be greater than ongoing bailouts, though responses will be slow, generating opportunities.
- Banks can meet new Basel III requirements through retained earnings without needing to dilute shareholders.
- Investment banks will likely remain
Don't invest in crypto currencies till you read The Future Money Playbook. Topics include:
1. History of Money
2. Tech terms
3. Smart contracts
4. DeFi
5. Stablecoins
6. Central Bank Digital Currency
7. eMoney
8. Prime Crypto Currencies (BTC, BCH, BSV, ETH, ETC, XRP, XLM, LTC, ADA, EOS)
9. Prime Stablecoins (BUSD, Diem)
10. Crypto Wallets
11. Crypto Custody
12. How to keep your crypto safe
13. Crypto Resources
The document provides information about banking including definitions, the role of banks in the economy, how banking works, the origin of the word "bank", the Indian banking scenario, the Reserve Bank of India as the regulator, banking functions and units, and the world banking scenario. It defines a bank as a financial institution that accepts deposits and lends money. It notes that banking provides liquidity for families and businesses to invest and grow. It categorizes banks in India and describes the roles of various regulators. It also lists some of the largest banks in the world by assets.
The annual report summarizes Bank Vozrozhdenie's performance in 2008. Despite difficult economic conditions, the bank increased assets by 27%, maintained a high quality loan portfolio, strengthened liquidity, and grew performance indicators. The bank increased return on equity to 23.3% and return on assets to 2.5%, while reducing costs. Looking ahead, the bank plans to increase loan loss provisions and remain profitable in 2009 by relying on its traditional client base of small and medium businesses and retail customers.
This document discusses the Banking Association for Central and Eastern Europe (BACEE), a nonprofit organization that provides services to financial institutions in Central and Eastern Europe. BACEE offers membership, strategic partnerships, sponsorships, and media partnerships. Membership benefits include consultancy, training, information services, and discounted access to BACEE events. BACEE also facilitates business development between member banks and their clients through funding opportunities, investment finding, and risk analysis. The document outlines the various services, events, and contact information provided by BACEE.
BANCA PRIVADA, GESTIÓN DE ACTIVOS Y SEGUROS-SANTANDER INVESTOR DAYBANCO SANTANDER
The document discusses Javier Marín's Private Banking, Asset Management and Insurance division at Banco Santander. It provides an overview of key figures for 2010 and the first half of 2011, including pre-tax profits and assets under management. It outlines the division's vision of leveraging Santander's local franchises for double-digit revenue growth in private banking, asset management and insurance. The document then summarizes private banking, asset management and insurance strategies.
This document provides an overview of investment banking, including:
- A definition of investment banking as raising capital and advising companies on financing and mergers.
- The development of investment banking from its origins in the 1850s to modern regulations separating commercial and investment banking.
- Why commercial banks create investment divisions, such as managing surplus funds and fulfilling corporate finance needs.
- Recommendations to develop investment banking in Syria, like focusing on human resources, incentives, and insurance products to minimize risk.
1) The document analyzes NPA management at Canara Bank through statistical analysis of NPA factors from 2007-2011.
2) It finds a strong correlation between net profit earned and net NPA, but a loose correlation between Canara Bank's net NPA ratio and the average ratio of other PSB banks.
3) Canara Bank's capital adequacy ratio has remained above the mandated level of 9% throughout the period examined.
Standard Chartered_credit risk management 140116Tricumen Ltd
Standard Chartered – credit risk management
The collapse of Standard Chartered’s ROE over the past three years was largely caused by rising impairment costs. In our view, the growth in impairments suggests that there are issues with the bank's risk management, rather than with the underlying business proposition.
The bank's current approach appears fragmented and lacks some of the dynamic techniques used to create a 'fortress balance sheet' of top-tier global universal banks.
The new senior management team appears well placed to effect such changes. The bank is undergoing a major strategic review, the focus of which is its local corporate and commercial banking franchise in key markets.
GLOBAL BANKING AND MARKETS-SANTANDER INVESTOR DAY 2011BANCO SANTANDER
Santander's Global Banking & Markets division (GB&M) provides a disclaimer noting that statements in the presentation involving future performance are forward-looking and actual results could differ materially from expectations. GB&M has a unique business model based around leveraging Santander's local banking presence in key markets to provide global banking services. It has achieved strong double-digit revenue growth and market share leadership positions in Latin America through this integrated global-local network approach and conservative risk management practices. Going forward, GB&M aims to further develop capital-light and fee-generating businesses while expanding with Santander into new international markets.
India's economic fundamentals have deteriorated in the near term leaving the country with weaker growth. The country is grappling with problems of rising inflation and booming fiscal and current account deficits. Global macro-economic environment seems equally gloomy. European debt crisis has been escalating with more and more countries finding it difficult to re-finance their government debt without the assistance of third parties. China's growth has also moderated along with other Asian countries. Against the backdrop of weak global growth and high global commodity prices, the Indian economy has taken a severe beating due to weak domestic political climate. Indian government has failed to reduce the fiscal deficit and to device structural reforms to open supply-side bottlenecks. Rising subsidy bills, slow decision making on behalf of the government due to scandals and back-tracking on reforms due to influence of regional political parties have curtailed the growth potential. Any significant economic reform or any serious effort to curtail the fiscal deficit seems unlikely in the face of general elections due in May 2014.
The weakness in the Indian economy is reflected in the Indian equity market as well. Over the last two years, the equity market has given a negative return of nearly 4% while in the last year, it gave a negative return of nearly 8%. Thus, investment in the equity market has been quite difficult. We expect the market to consolidate in a broad range in the remaining part of the year, giving us the opportunity to accumulate stocks at reasonable prices. Thus, we have attempted to create a model portfolio to generate superior returns over the market. Given the weak domestic and global economic environment, we prefer to keep more than 70% of out portfolio in liquid funds. The funds would be deployed as and when the time will be ripe.
HSBC's CEO discusses the company's strategy and performance in light of recent financial market turmoil. He outlines HSBC's focus on emerging markets, global connectivity, and financial strength as keys to its resilience. While markets face challenges like recession and deleveraging, HSBC is well-positioned for long-term trends of emerging market growth, increased trade and investment, and longevity. The company continues executing its strategy through organic growth and selective acquisitions.
This document provides an overview of VietinBank for the second quarter of 2014. It discusses VietinBank's history, awards received, vision, strategic objectives, corporate structure, investment highlights, and operating results compared to other listed banks in Vietnam. VietinBank is a leading bank in Vietnam with the largest chartered capital and total equity. It has a large national network and also operates internationally. The document outlines VietinBank's plans to further expand globally and its strategic objectives for 2014.
HDFC Bank began operations in 1995 with a mission to be a world-class Indian bank. It provides a wide range of retail, commercial, and investment banking services. HDFC Bank has over 5,000 branches and more than 13,000 ATMs across India. In the past year, the bank achieved a net profit of over 51 billion rupees with total deposits and advances growing by over 18% and 22%, respectively. HDFC Bank utilizes the CAMEL approach to ensure its continued financial strength and stability.
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.
- Nordea's total income decreased 6% quarter-over-quarter and 8% year-over-year in Q2 2010. Net interest income increased slightly by 1% quarter-over-quarter.
- The number of new Gold and Private Banking customers increased by 73,000 in Q2 2010, a record level. However, operating profit decreased 17% quarter-over-quarter due to lower results from items at fair value.
- While customer segments saw income increase by 9% year-over-year, macroeconomic uncertainties remain due to the sovereign debt crisis in Europe and low interest rates globally. Nordea expects risk-adjusted profit to be lower in 2010 than 2009.
German Perspectives on the Evolution of Financial Cooperatives - Lessons for ...Stefanie Schulte
This document summarizes key aspects of the German banking system with a focus on financial cooperatives. It outlines that Germany has a three pillar banking system consisting of private banks, public savings banks, and over 1000 cooperative banks. Cooperative banks play a large role in lending to small and medium enterprises due to their local focus and relationship-based approach. The document also describes how cooperative banks cooperate through a central institution, DZ Bank Group, to achieve scale while maintaining local independence. It concludes by discussing political challenges faced by cooperative banks from large private banks seeking less regulation and more consolidation in the banking sector.
The document discusses Unicredit Group's support for doing business internationally. It outlines Unicredit's International Desk concept which directly supports international clients with all their banking needs when doing business in a country. The International Desk can help clients understand cultural differences and make introductions to local experts and partners. The document also provides an overview of Unicredit's network across Europe and products and services available to help clients manage cross-border business.
Global Corporate and Investment Banking President Gene Taylor presented on the division's strategy for growth between 2006-2011. The goals are to increase revenues by $10 billion and earnings by $3 billion through deepening client relationships, increasing market share internationally, and strategically deploying capital. Global Investment Banking Head Brian Brille then discussed the strategic themes of integrated delivery of Bank of America's capabilities, capturing largest fee pool opportunities including becoming a top 3 investment bank in the US, and growing the international presence including becoming a top 10 investment bank in Europe.
This document discusses corporate bond financing alternatives. It begins by providing an overview of the debt capital markets and notes that corporate bond issuance makes up 95% of the $3.5 trillion international market. It then examines various funding alternatives for corporations, including institutional bonds, retail bonds, and US private placements. For each option, it outlines the pros and cons as well as typical eligibility criteria. Overall, the document analyzes how corporate bonds can serve as alternatives to traditional bank financing.
Impact of SSM and SREP on Bank Steering in a large European Banking Group - ...László Árvai
Semantic integration accross hierachical levels in the group structure: Challenges to efficient bank
steering, and the role of risk appetite statements and BCBS239
Bank Vozrozhdenie has over 20 years of history in Russia and a management team that has largely been with the bank for over 15 years. It is ranked among the top 30 banks in Russia by assets and focuses on lending to small and medium enterprises, consumers, mortgages, and banking cards. The bank has a network of 149 branches across 21 Russian regions and over 800 ATMs. Its main shareholders include its Chairman and Board members who collectively own over half of the bank.
Angel Ron: Banco Popular Third Quarter 2012 Results CrisisBanco Popular
Banco Popular, the organization headed by Angel Ron, presents the results obtained in the third quarter of 2012.
According to the results, Banco Popular expects to finish the year keeping the line in terms of results obtained in these months.
Banco Popular also points at that althought the crisis is not over, we will keep reinforcing our
Provisions
To grow and prosper in today’s ever-changing world, banks
too must change. They need to move beyond any existing
organizational silos, infrastructure complexities and other
constraints – and toward an operation centered on the client.
Das Lebensmittel-Einkaufsverhalten der österreichischen Haushalte hat sich in den vergangenen 25 Jahren deutlich verändert. Die Österreicher essen öfters außer Haus, der Supermarkt wird seltener besucht. Im Einkaufswagen landen öfters Käse, Bio-Lebensmittel und Convenience-Produkte, Fleisch wird seltener gekauft. Dies geht aus dem repräsentativen Haushaltspanel der AMA Marketing hervor.
Bezahlen mit der Uhr wird in Österreich endlich Realität. Die Sparkassengruppe launcht gemeinsam mit Garmin, Hersteller von Wearables und mobilen GPS-Produkten, den Bezahldienst Garmin Pay. Über die Garmin App kann die s Kreditkarte auf die Sportuhr übertragen werden und so kann man sicher an NFC-fähigen Bankomatkassen bezahlen.
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Similar to Erste Group at Goldman Sachs European Financials Conference
BANCA PRIVADA, GESTIÓN DE ACTIVOS Y SEGUROS-SANTANDER INVESTOR DAYBANCO SANTANDER
The document discusses Javier Marín's Private Banking, Asset Management and Insurance division at Banco Santander. It provides an overview of key figures for 2010 and the first half of 2011, including pre-tax profits and assets under management. It outlines the division's vision of leveraging Santander's local franchises for double-digit revenue growth in private banking, asset management and insurance. The document then summarizes private banking, asset management and insurance strategies.
This document provides an overview of investment banking, including:
- A definition of investment banking as raising capital and advising companies on financing and mergers.
- The development of investment banking from its origins in the 1850s to modern regulations separating commercial and investment banking.
- Why commercial banks create investment divisions, such as managing surplus funds and fulfilling corporate finance needs.
- Recommendations to develop investment banking in Syria, like focusing on human resources, incentives, and insurance products to minimize risk.
1) The document analyzes NPA management at Canara Bank through statistical analysis of NPA factors from 2007-2011.
2) It finds a strong correlation between net profit earned and net NPA, but a loose correlation between Canara Bank's net NPA ratio and the average ratio of other PSB banks.
3) Canara Bank's capital adequacy ratio has remained above the mandated level of 9% throughout the period examined.
Standard Chartered_credit risk management 140116Tricumen Ltd
Standard Chartered – credit risk management
The collapse of Standard Chartered’s ROE over the past three years was largely caused by rising impairment costs. In our view, the growth in impairments suggests that there are issues with the bank's risk management, rather than with the underlying business proposition.
The bank's current approach appears fragmented and lacks some of the dynamic techniques used to create a 'fortress balance sheet' of top-tier global universal banks.
The new senior management team appears well placed to effect such changes. The bank is undergoing a major strategic review, the focus of which is its local corporate and commercial banking franchise in key markets.
GLOBAL BANKING AND MARKETS-SANTANDER INVESTOR DAY 2011BANCO SANTANDER
Santander's Global Banking & Markets division (GB&M) provides a disclaimer noting that statements in the presentation involving future performance are forward-looking and actual results could differ materially from expectations. GB&M has a unique business model based around leveraging Santander's local banking presence in key markets to provide global banking services. It has achieved strong double-digit revenue growth and market share leadership positions in Latin America through this integrated global-local network approach and conservative risk management practices. Going forward, GB&M aims to further develop capital-light and fee-generating businesses while expanding with Santander into new international markets.
India's economic fundamentals have deteriorated in the near term leaving the country with weaker growth. The country is grappling with problems of rising inflation and booming fiscal and current account deficits. Global macro-economic environment seems equally gloomy. European debt crisis has been escalating with more and more countries finding it difficult to re-finance their government debt without the assistance of third parties. China's growth has also moderated along with other Asian countries. Against the backdrop of weak global growth and high global commodity prices, the Indian economy has taken a severe beating due to weak domestic political climate. Indian government has failed to reduce the fiscal deficit and to device structural reforms to open supply-side bottlenecks. Rising subsidy bills, slow decision making on behalf of the government due to scandals and back-tracking on reforms due to influence of regional political parties have curtailed the growth potential. Any significant economic reform or any serious effort to curtail the fiscal deficit seems unlikely in the face of general elections due in May 2014.
The weakness in the Indian economy is reflected in the Indian equity market as well. Over the last two years, the equity market has given a negative return of nearly 4% while in the last year, it gave a negative return of nearly 8%. Thus, investment in the equity market has been quite difficult. We expect the market to consolidate in a broad range in the remaining part of the year, giving us the opportunity to accumulate stocks at reasonable prices. Thus, we have attempted to create a model portfolio to generate superior returns over the market. Given the weak domestic and global economic environment, we prefer to keep more than 70% of out portfolio in liquid funds. The funds would be deployed as and when the time will be ripe.
HSBC's CEO discusses the company's strategy and performance in light of recent financial market turmoil. He outlines HSBC's focus on emerging markets, global connectivity, and financial strength as keys to its resilience. While markets face challenges like recession and deleveraging, HSBC is well-positioned for long-term trends of emerging market growth, increased trade and investment, and longevity. The company continues executing its strategy through organic growth and selective acquisitions.
This document provides an overview of VietinBank for the second quarter of 2014. It discusses VietinBank's history, awards received, vision, strategic objectives, corporate structure, investment highlights, and operating results compared to other listed banks in Vietnam. VietinBank is a leading bank in Vietnam with the largest chartered capital and total equity. It has a large national network and also operates internationally. The document outlines VietinBank's plans to further expand globally and its strategic objectives for 2014.
HDFC Bank began operations in 1995 with a mission to be a world-class Indian bank. It provides a wide range of retail, commercial, and investment banking services. HDFC Bank has over 5,000 branches and more than 13,000 ATMs across India. In the past year, the bank achieved a net profit of over 51 billion rupees with total deposits and advances growing by over 18% and 22%, respectively. HDFC Bank utilizes the CAMEL approach to ensure its continued financial strength and stability.
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.
- Nordea's total income decreased 6% quarter-over-quarter and 8% year-over-year in Q2 2010. Net interest income increased slightly by 1% quarter-over-quarter.
- The number of new Gold and Private Banking customers increased by 73,000 in Q2 2010, a record level. However, operating profit decreased 17% quarter-over-quarter due to lower results from items at fair value.
- While customer segments saw income increase by 9% year-over-year, macroeconomic uncertainties remain due to the sovereign debt crisis in Europe and low interest rates globally. Nordea expects risk-adjusted profit to be lower in 2010 than 2009.
German Perspectives on the Evolution of Financial Cooperatives - Lessons for ...Stefanie Schulte
This document summarizes key aspects of the German banking system with a focus on financial cooperatives. It outlines that Germany has a three pillar banking system consisting of private banks, public savings banks, and over 1000 cooperative banks. Cooperative banks play a large role in lending to small and medium enterprises due to their local focus and relationship-based approach. The document also describes how cooperative banks cooperate through a central institution, DZ Bank Group, to achieve scale while maintaining local independence. It concludes by discussing political challenges faced by cooperative banks from large private banks seeking less regulation and more consolidation in the banking sector.
The document discusses Unicredit Group's support for doing business internationally. It outlines Unicredit's International Desk concept which directly supports international clients with all their banking needs when doing business in a country. The International Desk can help clients understand cultural differences and make introductions to local experts and partners. The document also provides an overview of Unicredit's network across Europe and products and services available to help clients manage cross-border business.
Global Corporate and Investment Banking President Gene Taylor presented on the division's strategy for growth between 2006-2011. The goals are to increase revenues by $10 billion and earnings by $3 billion through deepening client relationships, increasing market share internationally, and strategically deploying capital. Global Investment Banking Head Brian Brille then discussed the strategic themes of integrated delivery of Bank of America's capabilities, capturing largest fee pool opportunities including becoming a top 3 investment bank in the US, and growing the international presence including becoming a top 10 investment bank in Europe.
This document discusses corporate bond financing alternatives. It begins by providing an overview of the debt capital markets and notes that corporate bond issuance makes up 95% of the $3.5 trillion international market. It then examines various funding alternatives for corporations, including institutional bonds, retail bonds, and US private placements. For each option, it outlines the pros and cons as well as typical eligibility criteria. Overall, the document analyzes how corporate bonds can serve as alternatives to traditional bank financing.
Impact of SSM and SREP on Bank Steering in a large European Banking Group - ...László Árvai
Semantic integration accross hierachical levels in the group structure: Challenges to efficient bank
steering, and the role of risk appetite statements and BCBS239
Bank Vozrozhdenie has over 20 years of history in Russia and a management team that has largely been with the bank for over 15 years. It is ranked among the top 30 banks in Russia by assets and focuses on lending to small and medium enterprises, consumers, mortgages, and banking cards. The bank has a network of 149 branches across 21 Russian regions and over 800 ATMs. Its main shareholders include its Chairman and Board members who collectively own over half of the bank.
Angel Ron: Banco Popular Third Quarter 2012 Results CrisisBanco Popular
Banco Popular, the organization headed by Angel Ron, presents the results obtained in the third quarter of 2012.
According to the results, Banco Popular expects to finish the year keeping the line in terms of results obtained in these months.
Banco Popular also points at that althought the crisis is not over, we will keep reinforcing our
Provisions
To grow and prosper in today’s ever-changing world, banks
too must change. They need to move beyond any existing
organizational silos, infrastructure complexities and other
constraints – and toward an operation centered on the client.
Similar to Erste Group at Goldman Sachs European Financials Conference (20)
Das Lebensmittel-Einkaufsverhalten der österreichischen Haushalte hat sich in den vergangenen 25 Jahren deutlich verändert. Die Österreicher essen öfters außer Haus, der Supermarkt wird seltener besucht. Im Einkaufswagen landen öfters Käse, Bio-Lebensmittel und Convenience-Produkte, Fleisch wird seltener gekauft. Dies geht aus dem repräsentativen Haushaltspanel der AMA Marketing hervor.
Bezahlen mit der Uhr wird in Österreich endlich Realität. Die Sparkassengruppe launcht gemeinsam mit Garmin, Hersteller von Wearables und mobilen GPS-Produkten, den Bezahldienst Garmin Pay. Über die Garmin App kann die s Kreditkarte auf die Sportuhr übertragen werden und so kann man sicher an NFC-fähigen Bankomatkassen bezahlen.
Die Gehälter der Führungskräfte in Österreich steigen weiter: Die Unternehmen haben die Grundgehälter ihrer Manager im Vergleich zum Vorjahr im Schnitt um 2,7 Prozent angehoben, ergab eine aktuelle Studie der Personal- und Managementberatung Kienbaum.
58% der Österreicher können sich aus finanziellen Gründen kein Eigenheim leisten. Die Immobilienpreise sind im Steigflug. Im Zeitraum 2006-2016 sind die Mietpreise um 37% gestiegen
• Die Plätze, die Österreich im CEE- und im weltweiten Wohlstandsranking einnimmt, zeichnen ein gemischtes Bild eines breiten, aber stagnierenden Wohlstands
• Der Rückgang des Sozialkapitals war für die mangelnde Wohlstandsentwicklung in Österreich entscheidend
• Die Verbesserung des Sozialkapitals kann der Wohlstandsentwicklung in Österreich Auftrieb verleihen
Red Bulls Markenwert stieg 2016 um zwei Prozent auf 15,11 Mrd. Euro. Wachstumsmeister war aber das zweitplatzierte Swarovski mit einem Plus von 5,3 Prozent auf 3,44 Mrd. Euro. Auf Red Bull entfiel fast die Hälfte des Markenwertes der Top 10 Österreichischen Unternehmen (32 Mrd. Euro). Unter den Top 5 Unternehmen waren auch Novomatic, Spar, ÖBB.
In Österreich sind die Unternehmen noch weit von einem „grünen“ Fuhrpark entfernt, haben aber schon etwas mehr in diese Richtung unternommen als deutsche Firmen: 47 Prozent können sich vorstellen, Fahrzeuge mit alternativem Antrieb anzuschaffen, 14 Prozent haben sie bereits in ihrer Firmenwagenflotte und 20 Prozent haben dies konkret geplant. Das sind die Ergebnisse einer Kienbaum-Umfrage – eine Kooperation zwischen Kienbaum Beratungen GmbH und dem Forum Personal des ÖPWZ, unter 246 österreichischen Firmen, deren Angaben in den „Firmenwagenreport 2016 - Österreich“ eingeflossen sind.
Die steigenden Immobilen und Mietpreise machen den ÖsterreicherInnen zu schaffen: Mehr als die Hälfte der Studierenden kann sich kein eigenes zu Hause leisten, bei den jungen Erwachsenen sind es 23%. Gesellschaftlich elementare Grundbedürfnisse können bald nicht mehr gedeckt werden.
Knapp drei Viertel der Frauen können ihren Lebensstandard alleine nicht sichern. Doch obwohl Frauen weniger verdienen, ist der monatliche Sparbetrag der weiblichen Bevölkerung in den letzten 2 Jahren gestiegen. Die Erste Bank stellt anlässlich des Frauentages eine repräsentative IMAS-Studie vor.
Die Eventserie „KMU-Ideen-Nacht“ der Erste Bank Österreich
bringt die großen Veränderungen zu den klein(st)en
Unternehmen und zeigt, wie sich weltweit fast alle Branchen
komplett neu erfinden. Success-Stories wollenb Nachahmer finden.
Je höher der Mitarbeiter in der Unternehmenshierarchie angesiedelt ist, desto negativer entwickelt sich seine Vergütung, heißt es im Kienbaum Vergütungsreport Österreich 2015 . Die jährliche Gesamtvergütung inklusive Boni ist laut Studie bei Geschäftsführern und Bereichsleitern im Vergleich zum Vorjahr um rund zwei Prozent gesunken. Trotz der Gehaltseinbußen sind Geschäftsführer immer noch Spitzenverdiener: Sie erhalten ein durchschnittliches Jahresgehalt von 292.000 Euro. Bereichsleiter verdienen im Schnitt 179.000 Euro, Abteilungsleiter 119.000 Euro und Teamleiter 87.000 Euro.
2014 wirkten sich geopolitische Risiken aus dem Russland/Ukraine-Konflikt bei den ATX-Werten negativ aus. Das Anleihekaufprogramm der EZB erzeugt für 2015 bessere Aussichten für die Eurozone. Positive Überraschungen beim Bruttoinlandsprodukt Anfang des Jahres lassen einen verbesserten Ausblick in den wesentlichen CEE-Ländern erwarten, heißt es in der Prognose der Erste Bank Group ResearchEin anziehendes Handelsvolumen an der Wiener Börse bestätigt diesen Trend.
Die Automobilhersteller haben in den vergangenen Jahren den Ausbau ihrer Connectivity-Angebote sowohl im Premium- als auch im Volumen-Segment stark in den Vordergrund gerückt. Kampagnen von BMW mit „ConnectedDrive", Mercedes-Benz mit „connect me" oder auch Ford mit „SYNC" unterstreichen den wachsenden Marketingwert von "Connected Cars". . Eine Studie meint, dass diese Bemühungen aber an den deutschen Kundenbedürfnissen vorbeigehen. Chinesische Autokäufer zeigen sich hier aufgeschlossener. Die Hersteller seien gut damit beraten, bei der Konzeption von Connectivity-Lösungen mehr auf tatsächliche Marktnachfragen einzugehen, zeigt die repräsentative Kundenstudie „Car Connectivity Compass 2015" der Münchener Strategieberatungen Berylls Strategy Advisors und mm customer strategy die erstmals neben Deutschland auch in China mit insgesamt 2.000 Neuwageninteressenten durchgeführt wurde.
Verhaltene Investitionsneigung in Österreich 2015 - Studie Erste Bank und Spa...NEWSROOM für Unternehmer
Österreich hinkt beim Investitionswachstum um 0,8 Prozent hinter Deutschland her. Dies sind umgerechnet 750 Mio. Euro an Investitionsvolumen, die in Österreich fehlen, um die gleiche Investitionsintensität wie Deutschland aufzuweisen. Mit ein Grund für die Zurückhaltung der heimischen Unternehmen ist die verhaltene Konjunkturerwartung: Laut einer aktuellen IMAS Umfrage im Auftrag von Erste Bank und Sparkassen erwartet mehr als ein Drittel der österreichischen Unternehmer heuer eine schlechtere Wirtschaftsentwicklung als im Vorjahr. Erste Bank und Sparkassen stocken die "Innovationsmilliarde" für KMU-Finanzierungenum 750 Mio. Euro auf 1,4 Mrd. Euro auf, um einen Impuls für eine erhöhte Investitionstätigkeit zu setzen.
Das Jahr 2014 war ein Spitzenjahr für die gesamte Automobilzulieferindustrie. Die deutschen Automobilzulieferer konnten ihre Position unter den Top 100 der Autozulieferer weiter ausbauen, heißt es in einer Branchenanalyse des deutschen Consultingunternehmens Berylls. Nach Jahren der Stagnation und des Rückgangs gewinnen auch die amerikanischen Zulieferer wieder Anteile. Haupttreiber für die starken Positionsveränderungen waren zahlreiche Firmenübernahmen; dieser Trend hält auch in 2015 an.
In dem vom Wirtschaftsministerium erstellten "Gründeratlas" werden 40 Maßnahmen aufgelistet, die den Unternehmergeist in Österreich fördern sollen. Unter anderem soll Crowdfunding als alternative Finanzierungsquelle etabliert werden, das Gesetz dazu ist gerade in Begutachtung. Gerade frisch gegründete Startups hoffen dadurch auf Kapital, Kritiker warnen davor, dass unerfahrene Kleinanleger so Geld versenken könnten.
Das Jahr 2014 war abermals ein Spitzenjahr für die gesamte Automobilzulieferindustrie. Ein gegenüber 2013 um 11,0 Prozent gesteigertes Umsatzniveau von Euro 719 Milliarden (wechselkursbereinigt +6,6 Prozent) bei einer kräftigen Steigerung des operativen Ergebnisses auf 8,1 Prozent vom Umsatz (+0,6 Prozentpunkte gegenüber dem Vorjahr) belegt die gesunde Stellung der Industrie. Wieder konnten die deutschen Automobilzulieferer ihre Position unter den Top 100 der Automobilzulieferer festigen und weiter ausbauen. Nach Jahren der Stagnation und des Rückgangs gewinnen auch die amerikanischen Zulieferer wieder Anteile.
Ausblick Aktienmärkte und Wiener Börse 2015: Positive Bewertung mit Aufholpot...NEWSROOM für Unternehmer
Weltweit bleibt das wirtschaftliche Wachstum moderat. Auf Fakten reduziert ist Zentral- und Osteuropa eine der wenigen Regionen, die sich nachhaltig positiv abkoppeln kann. Niedrigste Euro-Zinsen machen ein Investment in Aktien nach wie vor attraktiv. Da die Wiener Börse aus unterschiedlichen Gründen hinterher hinkt, ergibt sich für das Jahr 2015 durchaus Aufholpotential. Die Analysten der Erste Bank Group Research erwarten ein ATX-Kursziel 2015von 2.550 Punkten.
Lionel Messi bleibt trotz einer mäßigen Saison beim FC Barcelona auch 2014 der wertvollste Fußball-Spieler der Welt. Der Argentinier führt mit einem Wert von 216 Million Euro die jährliche Studie des Internationalen Zentrums für Sportstudien (CIES) aus der Schweiz an, einem Joint Venture von FIFA und der Universität Neuchâtel. Auf den Plätzen folgen Weltfußballer Cristiano Ronaldo (Real Madrid/114) und Luis Suárez (FC Liverpool/107). Der Marktwert von David Alaba liegt laut dieser Liste derzeit bei 31,5 Mio. Euro. Der teuerste Außenverteidiger der Welt rangiert damit auf der Liste des FIFA-Institutes auf Rang 51.
Am 5.September 2014 wurden die Garantieübernahmen nach KMU-Förderungsgesetz in Kraft gesetzt (rückwirkend mit 01.07.2014). Die Konditionen bei den Garantien werden dabei vereinheitlicht. Zudem wurde mit gleichem Datum eine neue Zuschussförderung vereinbart, die einen Ausbau der Start up-Förderungen zum Ziel hat. Im Wesentlichen kommt es zu einer Ausweitung der Zielgruppe und zu einer Erhöhung der Förderungszuschüsse. Neu sind auch KMU-Förderungen bei der Erstellung von Kapitalmarktprospekten. Dazu kommen etliche formale Verschärfungen zur Antragserstellung (Formularpflichten, etc..) Die ersten Förderzusagen des aws können mit der neuen legistischen Basisseit September erfolgen. Die aws präsentiert eine Übersicht über die jüngsten Neuerungen.
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The NCVT MIS Certificate, issued by the National Council for Vocational Training (NCVT), is a crucial credential for skill development in India. Recognized nationwide, it verifies vocational training across diverse trades, enhancing employment prospects, standardizing training quality, and promoting self-employment. This certification is integral to India's growing labor force, fostering skill development and economic growth.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
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Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Enhancing Asset Quality: Strategies for Financial Institutionsshruti1menon2
Ensuring robust asset quality is not just a mere aspect but a critical cornerstone for the stability and success of financial institutions worldwide. It serves as the bedrock upon which profitability is built and investor confidence is sustained. Therefore, in this presentation, we delve into a comprehensive exploration of strategies that can aid financial institutions in achieving and maintaining superior asset quality.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
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Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"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.
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A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
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Ending stagnation: How to boost prosperity across Scotland
Erste Group at Goldman Sachs European Financials Conference
1. Goldman Sachs European Financials Conference
13-15 June 2012, Brussels
Erste Group –
Customer banking in Central and Eastern Europe
Andreas Treichl, CEO, Erste Group
2. Disclaimer –
Cautionary note regarding forward-looking statements
− THE INFORMATION CONTAINED IN THIS DOCUMENT HAS NOT BEEN INDEPENDENTLY
VERIFIED AND NO REPRESENTATION OR WARRANTY EXPRESSED OR IMPLIED IS MADE AS
TO, AND NO RELIANCE SHOULD BE PLACED ON, THE FAIRNESS, ACCURACY, COMPLETENESS
OR CORRECTNESS OF THIS INFORMATION OR OPINIONS CONTAINED HEREIN.
− CERTAIN STATEMENTS CONTAINED IN THIS DOCUMENT MAY BE STATEMENTS OF FUTURE
EXPECTATIONS AND OTHER FORWARD-LOOKING STATEMENTS THAT ARE BASED ON
MANAGEMENT’S CURRENT VIEWS AND ASSUMPTIONS AND INVOLVE KNOWN AND UNKNOWN
RISKS AND UNCERTAINTIES THAT COULD CAUSE ACTUAL RESULTS, PERFORMANCE OR
EVENTS TO DIFFER MATERIALLY FROM THOSE EXPRESSED OR IMPLIED IN SUCH
STATEMENTS.
− NONE OF ERSTE GROUP OR ANY OF ITS AFFILIATES, ADVISORS OR REPRESENTATIVES
SHALL HAVE ANY LIABILITY WHATSOEVER (IN NEGLIGENCE OR OTHERWISE) FOR ANY LOSS
HOWSOEVER ARISING FROM ANY USE OF THIS DOCUMENT OR ITS CONTENT OR OTHERWISE
ARISING IN CONNECTION WITH THIS DOCUMENT.
− THIS DOCUMENT DOES NOT CONSTITUTE AN OFFER OR INVITATION TO PURCHASE OR
SUBSCRIBE FOR ANY SHARES AND NEITHER IT NOR ANY PART OF IT SHALL FORM THE BASIS
OF OR BE RELIED UPON IN CONNECTION WITH ANY CONTRACT OR COMMITMENT
WHATSOEVER.
GS European Financials Conference Customer banking in CEE
13-15 June 2012 2
3. Presentation topics
− Clear strategy: customer business in Central and Eastern Europe
− Customer loans and deposits dominate Erste Group’s balance sheet
− Retail deposits are the key pillar in funding mix
− Strong and vastly improved capitalisation
− Strong start into 2012
− Net profit of EUR 346.5mn in Q1 2012
− Macroeconomic snapshot
− Outlook
− Appendix
GS European Financials Conference Customer banking in CEE
13-15 June 2012 3
4. Strategy –
A real customer need is the reason for all business
Customer banking in Central and Eastern Europe
Eastern part of EU Focus on CEE, limited exposure to other Europe
Retail Corporate Capital Public Interbank
banking banking markets sector business
Focus on local
Large, local corporate Focus on customer Financing sovereigns Focus on banks that
currency mortgage
and SME banking business, incl. and municipalities operate in the core
and consumer loans
customer-based with focus on markets
funded by local
Advisory services, trading activities infrastructure
deposits
with focus on development in core Any bank exposure is
providing access to In addition to core markets only held for liquidity
FX loans only where
capital marekts and markets, presences in or balance sheet
funded by local FX
corporate finance Poland, Turkey, Any sovereign management reasons
deposits (RO & HR)
Germany and London holdings are only held or to support client
Real estate business with institutional client for market-making, business
Savings products,
that goes beyond focus and selected liquidity or balance
asset management
financing product mix sheet management
and pension products
reasons
Potential future Building debt and
Potential future
expansion into Poland equity capital markets
expansion into Poland
in CEE
GS European Financials Conference Customer banking in CEE
13-15 June 2012 4
5. Balance sheet structure –
Asset side
− Customer loans (March 2012: EUR 135bn) are the key asset (EUR 217bn) component
− Loans to private individuals and SMEs represent 85% of customer loans
− Share of customer loans within assets has substantially increased over time
− Decline in Mar 2012 is mainly due to rising assets on investing surplus liquidity
Customer loans / Total assets
80%
63% 64% 64% 64% 62%
60% 57%
52% 53% 53%
40% Avg of Barclays,
39% BNP, DB, HSBC,
ING, Santander*
20%
0%
2004 2005 2006 2007 2008 2009 2010 2011 Mar 12
*Source: Bloomberg (YE 2011)
GS European Financials Conference Customer banking in CEE
13-15 June 2012 5
6. Balance sheet structure –
Liability side
− Customer deposits (March 2012: EUR 122bn) dominate the liability side
− Strong deposit inflow in Q1 2012 leads to further improvement of loan to deposit ratio (110.2%)
− Deposits from private individuals and SMEs represent 92% of customer deposits
− Substantial increase of total equity (March 2012: EUR 16bn) over time
Customer deposit + Total equity / Total assets
80%
63% 65% 64% 64%
60%
60% 56% 56%
53% 52%
Avg of Barclays,
41% BNP, DB, HSBC,
40%
ING, Santander*
20%
0%
2004 2005 2006 2007 2008 2009 2010 2011 Mar 12
*Source: Bloomberg (YE 2011)
GS European Financials Conference Customer banking in CEE
13-15 June 2012 6
7. Funding mix –
Retail deposits remain a key pillar in funding mix
− Providing a solid funding base in all local currencies
− Limited long-term funding required due to decrease of non-core business
− 10yr EUR 1bn Pfandbrief in February 2012 (MS + 130bps)
− 5yr EUR 500mn Senior Unsecured in March 2012 (MS + 175bps)
− Total issuance of EUR 3bn ytd
Evolution of Erste Group's funding mix
100% 3% 3% 3% 3% 3% 2%
6% 6% 8% 9% 8% 8%
19% 18% 14% 11% 12% 13%
80%
16% 16% 16% 16%
17% 16%
60%
40%
55% 57% 59% 61% 61% 61%
20%
0%
Dec 07 Dec 08 Dec 09 Dec 10 Dec 11 Mar 12
Customer deposits Issued bonds & CDs Deposits by banks
Equity Subordinated capital
GS European Financials Conference Customer banking in CEE
13-15 June 2012 7
8. Short term funding –
Vastly improved short-term funding profile
− Declining reliance on short-term funding
− Short-term funding needs are well covered by collateral
− Investment in highly liquid assets emphasized by continuously rising collateral
coverage of short-term funding needs
Short-term funding vs collateral coverage
60 142% 148% 160%
50 116%
107% 120%
in EUR billion
40 36
32 73% 32 32
26 28 28
30 53% 23 24 80%
22 21
19
20
40%
10
0 0%
Dec 07 Dec 08 Dec 09 Dec 10 Dec 11 Mar 12
S-t funding Unencumbered collateral Collateral coverage
GS European Financials Conference Customer banking in CEE
13-15 June 2012 8
9. Capital position –
Strongly enhanced capital ratios as of March 2012
Core tier 1 ratio
Development of Core Tier 1 capital (total risk)1
(excluding hybrid) 10.2%
9.4%
9.2%
15,000
Mar 2012 EBA CET1 ratio: 9.7%
12,000 11,019 11,425
10,276 10,681
in EUR million
3,340
3,430
9,000 3,330
3,322
2010 2011 Mar 12
6,192
6,000 5,426
Core Tier 1 ratio –
3,083 excluding part capital
2,831 7,589 8,085
6,946 7,359 (total risk)
3,000 8.6%
2,595 3,109 7.8%
7.7%
0
Dec 07 Dec 08 Dec 09 Dec 10 Dec 11 Mar 12
Core tier-1 excl. minorities Minorities
2010 2011 Mar 12
1) Core tier 1 ratio (total risk) = tier 1 capital excl. hybrid and after regulatory deductions divided by total RWA - including credit risk, market and operational risk.
GS European Financials Conference Customer banking in CEE
13-15 June 2012 9
10. Presentation topics
− Clear strategy: customer business in Central and Eastern Europe
− Customer loans and deposits dominate Erste Group’s balance sheet
− Retail deposits are the key pillar in funding mix
− Strong and vastly improved capitalisation
− Strong start into 2012
− Net profit of EUR 346.5mn in Q1 2012
− Macroeconomic snapshot
− Outlook
− Appendix
GS European Financials Conference Customer banking in CEE
13-15 June 2012 10
11. Operating performance –
Solid revenues and strict cost control
− Sound underlying operating performance
− Net interest income and net fee and commission income account for 95% of operating income (Q1 12)
− Q1 2012 risk costs mainly driven by extraordinary items in Hungary and Romania
Erste Group's operating profit history
(pre-provision profit)
1,114
1,031
1,001
1,200
996
996
995
942
938
659
916
902
839
804
775
761
732
731
900
703
504
460 408
in EUR million
557 607 531 433 461
119 163 370 522 581
600 221 218 469
553 938
300 614 597 510
484
610
470
571 481 588
468 416 443 .387 465
334 335
222
0
-279
-300
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
07 08 08 08 08 09 09 09 09 10 10 10 10 11 11 11 11 12
Post-provision profit Risk provisions
GS European Financials Conference Customer banking in CEE
13-15 June 2012 11
12. Operating performance –
Development of CIR and NIM
− Cost income ratio represents a continuous and very strict cost control
− Declining CIR in CEE; stable in Austria
− Resilient margins even in a low interest rate environment
− Recent decrease in CEE is mainly due to Hungary (FX loan repayment) and Romania (Prima Casa)
Cost/income ratio Net interest margin
80% 5% 4.7%
4.6% 4.6%
67% 66% 4.2%
65% 65% 64% 4.0%
4%
60% 57%
50% 50% 51% 51% 3.1%
3.0% 3.0%
2.8% 2.9%
3%
49%
40% 44% 44% 44% 2.1% 2.1% 2.1%
43% 2.0%
2% 1.8%
20%
1%
0% 0%
2008 2009 2010 2011 1-3 12 2008 2009 2010 2011 1-3 12
Group Austria CEE Group Austria CEE
GS European Financials Conference Customer banking in CEE
13-15 June 2012 12
13. Asset quality review –
Stable NPL ratio in Austria; CEE still mixed
− Austria: stable development in saving banks as well as Erste Bank Oesterreich
− Hungary and Romania have remained challenging
− Slovakia: good quality loan growth
− Czech Republic: new production mainly in low risk mortgage business
Erste Group: NPL ratio vs NPL NPL ratios in key segments
coverage
30%
30% 70%
24.3% 23.5%
25%
63.9%
25% 65%
61.4% 61.9%
60.6% 61.0%
20%
20% 60%
15%
15% 55%
10% 8.2% 8.5% 8.8% 50% 10% 8.0%
7.7% 7.9%
6.7%
5.6% 5.6%
5% 45% 5%
0% 40%
0%
Mar 11 Jun 11 Sep 11 Dec 11 Mar 12
AU CZ RO SK HU GCIB
NPL ratio NPL coverage (exc collateral) Mar 11 Jun 11 Sep 11 Dec 11 Mar 12
GS European Financials Conference Customer banking in CEE
13-15 June 2012 13
14. Asset quality review –
Risk costs increased in Hungary and Romania
− GCIB: demand is growing in GLC business
− Increase of risk cost mainly driven by Hungary and Romania in Q1 2012
− One-off risk provisions of EUR 75.6m in Hungary related to the interest subsidy scheme
− Extraordinary risk provisions of EUR 98.6m in Romania which resulted in increased NPL cov. ratio
− Long-term improvement trend of risk costs in AT, SK and CZ
Risk costs in key segments
1,000 938
800
in EUR million
581
600
460 461
408
400
200
0
Q1 11 Q2 11 Q3 11 Q4 11 Q1 12
Austria Czech Republic Romania Slovakia Hungary GCIB Other
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13-15 June 2012 14
15. Development of net profit –
Strong start into 2012
Return on Equity Net profit
(in EUR m)
11.2% 347
321
9.6% +17% +7.8%
1-3 11 1-3 12 1-3 11 1-3 12
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13-15 June 2012 15
16. Presentation topics
− Clear strategy: customer business in Central and Eastern Europe
− Customer loans and deposits dominate Erste Group’s balance sheet
− Retail deposits are the key pillar in funding mix
− Strong and vastly improved capitalisation
− Strong start into 2012
− Net profit of EUR 346.5mn in Q1 2012
− Macroeconomic snapshot
− Outlook
− Appendix
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13-15 June 2012 16
17. Growth outlook in CEE –
CEE continuously outgrows the euro zone
Real GDP growth in CEE
8
2012 euro zone avg. 0.0%
6
4.2
3.3
3.1
2.6
2.5
2.3
4
1.7
1.7
1.4
1.3
1.2
0.9
0.5
2
0
in %
-0.5
-2
-1.6
-4
-3.8
-4.5
-4.9
-6
-6.6
-6.8
-8
-10
AT CZ RO SK HU
2009 2010 2011 2012e
Source: Erste Research
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13-15 June 2012 17
18. Interest rate environment in Europe –
Development of 10y government bonds (%)
20 20
Greece
18 18
16 Euro Lehman 16
14 14
12 12 Portugal
10 10
8 8
Ireland
6 6 Spain
Italy
4 4
France
2 2 Austria
Germany
0 0
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
GS European Financials Conference Customer banking in CEE
13-15 June 2012 18
19. Manageable indebtedness in CEE –
Private and public debt levels across Europe
Debt to GDP*
350
318
300 274
254
250 243
225 226 227
197 208
in %
200
160
150 127
109 110 110
100
50
0
GE
FR
GR
IT
SK
PL
SL
SP
PT
RO
CZ
HU
BE
AT
Public Private
*Source: Eurostat
Private sector data include households and non-financial corporations
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13-15 June 2012 19
20. Presentation topics
− Clear strategy: customer business in Central and Eastern Europe
− Customer loans and deposits dominate Erste Group’s balance sheet
− Retail deposits are the key pillar in funding mix
− Strong and vastly improved capitalisation
− Strong start into 2012
− Net profit of EUR 346.5mn in Q1 2012
− Macroeconomic snapshot
− Outlook
− Appendix
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13-15 June 2012 20
21. Conclusion –
Outlook
− Erste Group focuses on customer banking in Central and Eastern Europe
− Customer loans and customer deposits dominate the balance sheet
− Real economy related business remains the key priority
− Comfortable liquidity position
− Retail deposits are the key pillar in funding
− Significantly improved short-term funding profile
− Strong capitalisation
− Erste Group expects to comfortably and sustainably meet all capital requirements (EBA, Basel 3)
− Basel 2.5 CET1 ratio reaches 10.2%, EBA CET1 ratio rises to 9.7% as of March 2012
− Erste Group expects a stable operating result in 2012
− Supported by selective loan growth in core markets and further cost reductions
− Risk costs expected to decline to about EUR 2.0 billion in 2012
− Impacted by one-off provisioning requirements in Hungary (EUR 75.6 million in Q1 2012) and by the
slow economic recovery in Romania
− Net income will be further supported in Q2 2012
− By one-off income of EUR 160m (pretax) from the buyback of additional tier 1- and tier 2-instruments
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13-15 June 2012 21
22. Presentation topics
− Clear strategy: customer business in Central and Eastern Europe
− Customer loans and deposits dominate Erste Group’s balance sheet
− Retail deposits are the key pillar in funding mix
− Strong and vastly improved capitalisation
− Strong start into 2012
− Net profit of EUR 346.5mn in Q1 2012
− Macroeconomic snapshot
− Outlook
− Appendix
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13-15 June 2012 22
23. Strategy –
Customer banking in the eastern part of the EU
Erste Group
Slovakia
Czech Republic Clients: 2.4m
The leading retail bank with 16.9 m customers
Clients: 5.2m Retail loans: 26.4% One of the leading corporate banks
Retail loans: 24.2% Retail dep.: 25.7%
Retail dep.: 28.3% Branches: 292 Strong capital markets presence
Branches: 654 Hungary
Clients: 0.9m
Retail loans: 14.2%
Austria
Retail dep.: 7.8%
Clients: 3.2m
Branches: 143
Retail loans: 19.2%
Retail dep.: 18.7%
Ukraine
Branches: 1,050
Clients: 0.2m
Croatia Romania Retail loans: 1.4%
Clients: 1.0m Clients: 3.6m Retail dep.: 0.4%
Retail loans: 13.9% Retail loans: 18.0% Branches: 121
Serbia
Retail dep.: 13.0% Retail dep.: 22.2%
Clients: 0.3m
Branches: 146 Branches: 667
Retail loans: 3.3%
EU or EU candidate country
Retail dep.: 2.5%
Non-EU or non-EU-candidate country Branches: 66 Indirect Presence
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24. Drill-down on selected asset classes –
No meaningful sovereign exposure to peripheral Europe
Total net exposure of Erste Group (incl. savings banks) to selected European countries:
in EUR million Sovereign Bank Other Total net exposure
Dec 10 Dec 11 Mar 12 Dec 10 Dec 11 Mar 12 Dec 10 Dec 11 Mar 12 Dec 10 Dec 11 Mar 12
Greece 602.2 4.4 3.9 172.0 57.9 15.1 7.7 7.6 7.6 781.9 69.9 26.7
Ireland 88.6 46.5 61.1 252.2 204.4 107.4 81.7 78.2 67.1 422.6 329.1 235.6
Portugal 234.6 5.6 3.8 280.5 94.0 70.1 14.3 13.0 9.6 529.5 112.6 83.5
Spain 114.2 23.8 5.8 734.6 282.2 400.7 383.6 425.6 328.5 1,232.4 731.6 735.0
Italy 1,075.8 472.6 70.7 1,164.8 806.8 720.5 1,082.0 582.0 619.4 3,322.6 1,861.4 1,410.6
Sum total 2,115.5 553.0 145.2 2,604.2 1,445.2 1,313.8 1,569.3 1,106.4 1,032.2 6,288.9 3,104.6 2,491.3
Sovereign net exposure by country and portfolio:
in EUR million FV AfS At amortised cost Total net exposure
Dec 10 Dec 11 Mar 12 Dec 10 Dec 11 Mar 12 Dec 10 Dec 11 Mar 12 Dec 10 Dec 11 Mar 12
Greece 456.5 -8.5 1.3 77.5 10.3 2.6 68.2 2.6 0.0 602.2 4.4 3.9
Ireland 59.7 0.0 0.0 25.3 31.8 46.4 3.6 14.7 14.7 88.6 46.5 61.1
Portugal 168.4 0.0 0.0 10.6 5.6 3.8 55.6 0.0 0.0 234.6 5.6 3.8
Spain 35.1 -27.1 -26.2 51.6 38.7 29.8 27.5 12.2 2.2 114.2 23.8 5.8
Italy 907.2 399.9 0.0 149.1 70.9 70.7 19.5 1.8 0.0 1,075.8 472.6 70.7
Sum total 1,627.0 364.3 -25.0 314.1 157.3 153.3 174.4 31.3 16.9 2,115.5 553.0 145.2
Bank net exposure by country and portfolio:
in EUR million FV AfS At amortised cost Total net exposure
Dec 10 Dec 11 Mar 12 Dec 10 Dec 11 Mar 12 Dec 10 Dec 11 Mar 12 Dec 10 Dec 11 Mar 12
Greece 0.1 0.0 2.2 0.0 0.0 0.0 171.9 57.9 13.0 172.0 57.9 15.1
Ireland 141.8 99.4 64.8 90.4 92.0 38.7 20.0 13.0 3.9 252.2 204.4 107.4
Portugal 71.7 9.4 15.3 56.4 29.7 0.0 152.4 54.9 54.8 280.5 94.0 70.1
Spain 341.0 61.9 166.8 163.6 64.5 56.1 229.9 155.8 177.8 734.6 282.2 400.7
Italy 322.8 233.6 28.1 152.7 180.6 186.6 689.2 392.6 505.8 1,164.8 806.8 720.5
Sum total 877.5 404.3 277.2 463.3 366.8 830.1 1,263.4 674.2 755.2 2,604.2 1,445.2 1,313.8
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