Upload
others
View
0
Download
0
Embed Size (px)
Citation preview
Meeting with Investors
Paulo Caffarelli – CEO
September 23rd, 2016
Disclaimer
This presentation may include references and statements, planned
synergies, estimates, projections of results, and future strategy for Banco
do Brasil, its Associated and Affiliated Companies, and Subsidiaries.
Although these references and statements reflect the management’s
belief, they also involve estimates and unforeseen risks. Consequently,
results may differ from those anticipated and discussed here. These
expectations are highly dependent on market conditions, on Brazil’s
economic and banking system performances, as well as on international
market conditions. Banco do Brasil is not responsible for updating any
estimate in this presentation.
3
The path to the new sustainable growth cicle
The increase of the economy’s productivity and competitiveness
depends on the following factors:
Investments increase, focusing in infrastructure (concession
program);
Greater insertion of the country in the international trade;
Government’s ceiling expenses approval;
Tax structure reform and simplification;
Pension reform.
4
Banco do Brasil will increase
profitability to its private
competitors’ levels.
5
Strategy Foundations
Profitability
Customer Experience
Efficiency
Charge Provisions Management
Capital
6
Loan origination with quality and adequated risk
precification
Companies
R$ 327.6
billion Agribusiness
R$ 184.5 billion
Individuals
R$ 187.9
billion
Abroad R$ 51.2
billion
R$ 751.2 billion Loan Portfolio Broad Definition as of Jun/16
(1) Annualized data. (2) It does not include loans with government sector. (3) Series revised from 1Q15 due to methodology adjustments.
Loan Portfolio Net Interest Income
Jun/15 - Jun/16
-1.2% +17.5% 2Q16 / 2Q15
Spread by Segment (%)(1)
NIM From 4.3% on 2Q15
to 4.9% on 2Q16
4.8 4.5 4.8 4.8 4.9 5.6 5.7 5.8 5.9 5.9
7.0 7.1 7.4 7.5 7.7
14.0 14.9 15.515.8 16.3
2Q15 3Q15 4Q15 1Q16 2Q16
Agribusiness Companies² Loan Operations³ Individuals
7
Customer experience improvement and Digital Services
Digital Services
Operation hours
8 a.m. - 10 p.m.
Operation hours
10 a.m. - 4 p.m.
SPECIALIZED CONSULTANCY
Telephone
Chat/Msg
Videochat
Documents exchange
Double confirmation
Traditional Account
Manager Digital Account
Manager
Human Solutions
8
New digital business model adds value to relationship
Resu
lts
Profitability increases in
about 20% to 44%.
Eff
icie
ncy
35% of Efficiency growth
Sati
sfa
cti
on
Estilo customers
satisfaction and loyalty
(NPS)1 is 16% higher
BB
Es
tilo
1.1 million clients on 1H16
1.3 million clients projected by the end of 2016
Pers
on
alizad
o /
Exc
lus
ivo
3.2 million clients on 1H16
3.7 million clients projected by the end of 2016
(1) Net Promoter Score.
9
Business diversification and assertive supply of
products and services
11 million clients receive their
salaries at BB
20 million clients with insurance potential
15 million clients with possibility to take credit
6 million clients with fundraising potential
10
Expenses control and continuous efficiency improvement
(1) Cost to Income Ratio: Administrative Expenses / Operating Revenues. Data from the Income Statement with Reallocations.
109.6 thousand
employees
5,428 branches
June / 16
4.9 4.7 5.0 4.8 5.0
2.9 3.13.4
3.0 3.0
2Q15 3Q15 4Q15 1Q16 2Q16
Personnel Expenses (R$ billion) Other Administrative Expenses (R$ billion)
43.442.4
41.540.8
39.7
Efficiency¹ - 12 months (%)
11
In 2019, the Common Equity Tier I ratio will reach at
least 9.5%
Organic Earnings Generation
Focusing on better return businesses
Loan Portfolio profitability
Customer experience improvement
Administrative expenses control
continuity
Operational efficiency improvement
Delinquency control and ALL
management
RWA management
Photo image: CCBB SP.
12 12
Thank you!
13
The largest bank in Latin America
Av. Paulista 2163, 2nd Floor – Cerqueira César
São Paulo/SP - Brazil - 01311-933 +55 (11) 3066-9110 www.bb.com.br/ir [email protected]