Crédito Agrícola Group

Crédito Agrícola Group
Meet your partner in Portugal
A Brief Presentation
January, 2014
Index
2
1
History and Ownership Structure
2
Key Financials
3
Competitive Landscape
4
Value Proposition
5
Industry Awards
6
Main Contacts
3
1
History and Ownership Structure
2
Key Financials
3
Competitive Landscape
4
Value Proposition
5
Industry Awards
6
Main Contacts
The Crédito Agrícola Group has a
remarkable century-old history in Portugal
. . . Over 100 years of history generating value for members, customers, local communities and employees
1896: The
first
agricultural
co-operative
credit law is
created to
serve farmers
seeking
funds.
1929: For
political
reasons,
control over
agricultural
loans and
other
specialized
credit was
transferred
to a Stateowned
1911: Crédito
1976: Following
Financial the revolution
Agrícola was
formally created Institution. in 1974, all
in Portugal,
private financial
under a coinstitutions
operative
were
structure. Its
nationalized,
model,
except for
notwithstanding
Crédito Agrícola
adaptations
and nonfrom time to
Portuguese
time, is still
financial
current.
institutions.
4
2011:
1978: The
1984: Caixa
1992:
Crédito
National
Central is
Beginning of
Agrícola
Federation of
founded to
international
celebrates
Agricultural Cobecome the
business
its 100th
Operative Credit
financial
activity.
birthday.
Institutions
head of the
(FENACAM) was
Group.
created to
support and
represent the
interests of its
members, both 1982:
2013: Crédito
1991: Caixa
(…) - 1994:
national and
Crédito
Central was
Caixa Central Agricola begins
internationally. Agrícola
a reorganization
empowered
broadens its
process as part
reaches
with the
scope of
of a corporate
autonomy
mission of
activities
strategy to
from the
supervision,
(universal
reinforce the
State-owned guidance and
bank) and
Bank and the financial
invests in other Group’s business
and positioning
network’s
representation businesses
dispersion
of SICAM
(beyond retail in Portugal and
abroad.
reaches its
(comprising
banking) to
peak with
the local banks provide a
223 local
and Caixa
global financial
banks.
Central itself). service.
The Crédito Agrícola Group comprises 83
Local Banks, Caixa Central, Specialized
Companies and Fenacam
The Crédito Agrícola Group Shareholding Structure
83 Local Banks represent the
core of the Crédito Agrícola
Group, with:
> 400,000 Members
> 1.2 Million Customers
Sistema Integrado do Crédito
Agrícola Mútuo (“SICAM”),
develops Bancassurance
activities
Crédito Agrícola Group
Local Bank
Local Bank
100%
Head of the Group
(Caixa Central)
SICAM
Holding
(Crédito Agrícola SGPS)
Non-life and Life Insurance
companies use the Group´s
retail network to distribute their
offer which is widely recognized
in the market.
Fund and Assets & Liabilities
Management
CA Vida, SA
CA Imóveis, Lda
CA Seguros, SA
CA Consult, SA
CA Gest SGFIM, SA
Agrocapital SCR, SA
Participations in Funds
Private equity company that
manages risk capital funds
invested in industries such as
agriculture and forestry.
5
…
Participations in
Companies and other
Funds
Caixa Central - Caixa Central de Crédito Agrícola
Mútuo, CRL, is a co-operative bank with
responsibilities regarding the Group’s coordination
and joint banking strategy development, institutional
representation (includ. domestic clearing and capital
markets), supervision and guidance (as empowered
by the Central Bank), Group’s treasury and liquidity
management, the shared services and retail bank for
the Lisbon and Oporto markets.
FENACAM
CA Serviços ACE
CA Informática SA
FENACAM – Federação Nacional
das Caixas de Crédito Agrícola
Mútuo, was the first structure
with national coverage to
defend the Local Banks’
interests, representing them in
Portugal and internationally.
Responsibility for providing
software development services
and IS/IT and communications
equipment purchasing services
provision (shared services).
6
1
History and Ownership Structure
2
Key Financials
3
Competitive Landscape
4
Value Proposition
5
Industry Awards
6
Main Contacts
Crédito Agrícola is one of the leading
Portuguese financial groups, with net assets
over EUR 14 Billion
Crédito Agrícola Group’s Key Financials
(In EUR Million; "." means thousands)
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012 Sep-13
Resources from customers (on & off balance )
7.099
7.466
7.914
8.526
9.316
9.868
10.491
11.153
11.152
10.981
11.427
11.261
6.863
7.181
7.599
8.174
8.671
9.158
9.613
10.070
9.989
9.884
10.178
10.074
236
285
315
352
645
710
878
1.083
1.163
1.097
1.249
1.187
Loans to Customers
6.387
6.690
6.942
7.290
7.464
7.467
8.373
8.859
8.606
8.587
8.365
8.287
Total Net Assets
7.933
8.290
8.693
9.365
10.090
11.180
12.122
12.948
14.224
14.241
15.113
14.385
503
566
652
738
828
887
987
1.075
1.041
1.047
1.095
1.090*
Core Tier 1 Capital Ratio
8,10%
9,10%
10,40%
10,50%
11,60%
11,60%
12,20%
12,10%
12,70%
12,50%
11,60%
11,97%
Loans to Deposits Ratio
93,10%
93,20%
91,40%
89,20%
86,10%
81,50%
87,10%
88,00%
86,20%
86,90%
82,20%
82,03%
Financial Margin
322
323
315
312
338
405
425
341
335
381
367
224
Banking Product
389
398
395
395
433
611
612
577
476
505
493
424
Net Profit
32
85
90
87
96
120
121
52
36
55
45
5
6,50%
9,90%
11,40%
12,45%
12,20%
13,00%
12,40%
4,20%
3,50%
4,50%
3,80%
0,61%
Local Banks (#)
126
120
118
111
105
100
92
88
85
84
84
84**
Branches (#)
584
598
616
628
632
647
670
680
689
686
686
686
… of which Deposits
… of which Funds and Capitalization Insurance
Net Equity
Return on Equity (%)
(*) Does not incorporate the year-end results.
(**) 83 in December 2013 and 82 in January 2014. In 2014, the number of branches remains the same (686).
7
The Group has accelerated the process of
mergers to reach the optimal scale to act in
each local market
Local Banks: Number and Dimension (2003-2013)
Average number of locations per Local Bank
12
Net assets per Local Bank (EUR Million)
2008
2003
2005
2004
82
67 72
2006
92
2013
2009
2007
9
143
128
117
103
6
3
125
120
115
110
105
100
95
90
85
80
Number of Local Banks
Some Local Banks have decided to merge in order to reach the optimal dimension, not only in
terms of organizational structures (e.g. commercial, risk, operational support), but also in
terms of capital structure to finance corporate projects on a regional scale.
8
Comprehensive geographical coverage
Crédito Agrícola Group’s Current Network Footprint
The
Crédito Agrícola Group covers most of continental
Portugal and the Azores Islands
Crédito
Agrícola Group’s presence is visible in 291 out of
308 municipalities in Portugal (94%) through a network of
nearly 690 branches complemented with automatic teller
machines (ATMs).
In
622 municipalities, Crédito Agrícola has no competition
and:
In 222, Crédito Agrícola has the only existing
branch
In 400, the only connection to the banking
system is provided by a Crédito Agrícola ATM
Crédito
Agrícola covers 1,237 Portuguese parishes out of
4,265 (29%) with branches and ATMs.
9
Crédito Agrícola’s current market share
accounts for 6.2% of deposits and for 3.6%
of granted loans
Crédito Agrícola’s Market Shares
Geographic Market Share - Deposits
Global market share:
6.2%
Source: Portuguese Central Bank (Banco de Portugal); Nov.2013
10
Geographic Market Share – Granted loans
Global market share:
3.6%
11
1
History and Ownership Structure
2
Key Financials
3
Competitive Landscape
4
Value Proposition
5
Industry Awards
6
Main Contacts
By 2012, Crédito Agrícola ranked 4th among
the financial groups in Portugal in terms of
branches and had the lowest liquidity ratio
Benchmark among the 8 major Financial Groups in Portugal
Branches (#, 2012)
2nd
839
3th
739
4th
1st
*
* 15.0%
12.4%
848
686
666
652
458
A
Core Tier 1 Ratio (%, 2012)
B
C
D
345
E
F
G
A
106% 82%
B
C
D
E
F
G
137%
127% 119%
110% 114%
Indicative
Liquidity
Ratio
Cap: 120%
12.9%
3.8% 6.4% 0.1%
n/d
-5.7%
C
E
F
1.2%
-35.0%
A
B
C
D
E
F
G
A
B
D
Sources: Portuguese Central Bank (Banco de Portugal); 2012. (*) Institutions that were recapitalized with funds made available by FMI/EU/BCE.
12
Floor: 10%
+ 0.5%
buffer
Return on Equity (%, 2012)
Loans to Deposits Ratio (%, 2012)
129%
11.6% 11.4% 10.6% 11.2%* 11.6% 10.5%
G
Average
-2.3%
Crédito Agrícola shows the ability to generate
capital internally to exceed the capital
requirements for banks
Crédito Agrícola Core Tier 1 Ratio
12.7%
12.5%
11.2%
Dec.10
Dec.11
Sep.12
11.6%
Dec.12
12.0%
Sep.13
CGD
11.4%
BCP
12.7%
BES
10.4%
BPI
15.2%
Santander Totta
14.6%
Montepio
10.4%*
* Montepio values refer to June 2013
Portuguese Banks’ Public Recapitalization
∑
EUR Million
3,500
In 2011/2012, the 4 Banks that accepted the
EUR 7.8 Billion
State’s financial aid (CoCo’s) had to present
restructuring plans to (among other items)
1.650
0
A
13
increase profitability (sale of non-core assets,
1,500
B
C
1,100
0
D
E
0
closing non-profitable branches, changing
dividend policies).
F
14
1
History and Ownership Structure
2
Key Financials
3
Competitive Landscape
4
Value Proposition
5
Industry Awards
6
Main Contacts
Crédito Agrícola Group’s Corporate Mission, Core
Values and Development Strategy
Corporate Mission
Development Strategy
To be the driver for the sustainable
development of local communities, through
long-term relationships with customers
based on proximity and contributing to
fulfil their financial needs and expectations
(“one stop shopping”).
Satisfy customers’ financial needs and
financial aspirations
To be recognized as a role model in the
financial industry among members,
customers, regulatory bodies, partners,
employees and the other stakeholders.
Core Values
Soundness
Trust
Proximity
Simplicity
Co-operative values
15
Promote the development of local
communities
Leverage sustainable investment
projects
Improve relationship with customers
through lean processes supporting an
excellent service
Focus on targeting business
opportunities expected to return ongoing profitability and enhance cooperative values
A universal bank, Crédito Agrícola offers a
wide range of financial products and
services to individuals and corporations
Corporate accounts (Euro
or foreign currency)
Direct debits
Standing orders
Payment management
Savings and
Checking
Accounts
Cash deposits
Fixed- and variable-rate
Savings
Structured deposits
Life and Health
insurance
Retirement / education
insurance and savings
Property and casualty
insurance
Professional and
personal responsibility
Life & Non-life
Insurances
Specialized
Financial
Services
Deposits
Investment
Accounts
Electronic
Payments
Systems
Leasing
16
Custodian operations and
Market orders
Structured products
Mutual investment funds
Asset management
Portfolio management
Debit & credit cards
Corporate credit cards
Co-branded and private
labels
POS & ATM
Support
Service for
Payments and
Receipts
Transfers
Payments of wages
and suppliers
Salary management
Direct debit systems
Trade finance
Correspondent banking
International payments
Emigrant remittances
Tax-efficient investments
Business & corporate
strategy
Mergers & acquisitions
Corporate finance
Organization & governance
Internationalization
International
Business
Structured products
Securities investment
Funds
Real Estate investment
Funds
Integrated asset
management
Asset
Management
Operational management:
Mandates:
- FCR Central – FRIE
- FCR Agrocapital 1
Co-management:
- FEII Floresta Atlântica
Other financial instruments
Vehicle leasing
Equipment leasing
Real Estate leasing
Management
& Financial
Advisory
Cash management
Money and capital markets
Financial instruments
Foreign exchange
Securities brokerage and
custody
Commodities risk
management
Venture
Capital
(mandates)
Crédito Agrícola Group´s communication
strategy is focused on transparency and
simplicity to customers and members
17
Beyond its 686 branches, the Crédito Agrícola
Group offers state-of-the-art electronic
interfaces in the digital world
686 Branches
www.creditoagricola.pt
18
> 1,400 ATM and B24
Online Banking
Mobile Banking
Call Center
808 20 60 60
The Crédito Agrícola Group is enhancing its
international presence through investment
and commercial agreements
Planned CA geographical
footprint (2014)
Africa
Europe
Germany
Belgium
France
Luxembourg
Portugal
United Kingdom
Switzerland
Angola
South Africa
Cape Verde
Mozambique
Canada
United Kingdom
Azores
Madeira France
U.S.A.
Portugal
Belgium
Luxembourg
Germany
Switzerland
America
Canada
U.S.A.
Venezuela
CapeVerde
Venezuela
Angola
Mozambique
Domestic network
Offices (ER/EI)
Agents
IFI/SFE
Partnerships w/ banks
Bank
19
South Africa
20
1
History and Ownership Structure
2
Key Financials
3
Competitive Landscape
4
Value Proposition
5
Industry Awards
6
Main Contacts
Recognition of Crédito Agrícola Group’s
excellence by the banking and insurance
industries
Portuguese Industry Awards for Crédito Agrícola Group
Awarded by EXAME: (Portuguese economic magazine)
Most Profitable
Bank in its
Segment
• in Exame 2012
Best Major Life
Insurance
Company
• in Exame 2012, 2006
Best Non-Life
Insurance
Company in its
Segment
• in Exame 2013,
2010,2009,2008
21
Crédito Agrícola: a positive reputation in the
global banking industry
Based on 2012 Balance Sheet, Crédito Agricola is ranked by The
Banker as 482nd in the World by Tier One Capital, 516th by Assets,
437th in the world by Soundness of Capital/Assets ratio and, in
relation to Portugal only, the 4th by Soundness of Capital/Assets
ratio, 3rd by ROA, 3rd by Profits on Capital and 8th by Assets.
Source: The Banker, July 2013 “Top 1000 World Banks 2013” special issue
Based on the 2012 Balance Sheet, Crédito Agrícola ranks 706th in the world
and 7th in Portugal, both by Net Assets.
Source: Accuity Bankers’ Almanac on-Line
22
Crédito Agrícola: the natural partner to
develop local communities
In over 100 years of activity, Crédito Agricola has contributed to economically,
socially and culturally develop the regions where Local Banks are integrated
(co-operative principles and values being an intrinsic feature).
23
24
1
History and Ownership Structure
2
Key Financials
3
Competitive Landscape
4
Value Proposition
5
Industry Awards
6
Main Contacts
Contacts:
Caixa Central – Caixa Central de Crédito Agrícola Mútuo
Rua Castilho, 233/233A, 1099-004 Lisbon, Portugal
www.creditoagricola.pt
International Business
Compliance
Financial
Tel: (+351) 21 380 55 62
Fax: (+351) 21 112 92 69
Tel: (+351) 21 380 56 33
Fax: (+351) 21 380 56 32
Tel: (+351) 21 380 55 35
Fax: (+351) 21 387 45 86
Mr. João Barata Lima
Mrs. Helena Aparício
Mr. Manuel Moreira Lima
Department Head
Department Head & Compliance Officer
Department Head
[email protected]
[email protected]
[email protected]
Mr. Duarte Vidal
Mr. Paulo Bugalho
Correspondent Banking & Trade Finance
Deputy Head
[email protected]
[email protected]
Mr. José Cristiano
Mr. Mário Pereira da Silva
IFI Cape Verde
Head of Dealing Room
[email protected]
[email protected]
Mrs. Élia Marques
Western Union
[email protected]
25
Crédito Agrícola Group
Your banking choice in Portugal
Thank You!