Investor Day with Global Wholesale Banking

Transcription

Investor Day with Global Wholesale Banking
Driving Maybank’s businesses to be ASEAN’s leading
wholesale bank
14 June 2012
Table of Contents
Introduction
Our Journey
Expansion in ASEAN & Beyond
Prospects
Keyy Takeaways
y
2
Introduction
GWB is one of the pillars in the “New House of Maybank”
Maybank
Group CEO + Support
Group Finance Office (GFO),
Group Credit & Risk Management (GCRM), Group Strategy & Transformation Office,
Group Human Capital (GHC), Legal, Compliance, Communications
INTERNATIONAL
EXPANSION
Community
Financial Services
Global Wholesale
Banking
Leveraging shared
h d
distribution, Customer
Segment driven,
Community Bank
Regaining domestic
d
leadership and
aggressively pursuing
ASEAN market
expansion by
humanising client
interaction
Insurance & Takaful
Being the
h Nationall
Insurance Champion
and Living the ETIQA
way
Enterprise Transformation Services
3
ENAB
BLEMENT
ISLAMIC
INSPIRED
Introduction
…and is well represented in Maybank Group EXCO
4
Introduction
Our Objective is to be the leading Wholesale Bank in ASEAN by 2015
By 2015
Our Vision
To be a Regional Financial Services Leader
Our Mission
Humanising Financial Services Across Asia
Strategic Objectives

Providing people with convenient access to financing

Having fair terms and pricing

Advising customers based on their needs

g at the heart of communityy
Being
1. Undisputed No. 1 Retail Financial Services provider
in Malaysia by 2015
d
h l
l bank
b k eventually
ll expanding
d
ddl
2. Leading
ASEAN wholesale
to Middle
East, China & India
3. Undisputed Insurance & Takaful Leader in Malaysia & Emerging
g
Player
y
Regional
4. Truly regional organisation, with ~40% of pre-tax profit derived
from international operations by 2015
5 Global
5.
Gl b l lleader
d iin IIslamic
l i Fi
Finance
5
Our Journey
Our journey started with the launch of GWB pillar on 1st July 2010
Strengthen domestic
GWB capabilities, which
sets the foundation for
regionalisation
Set up and operationalise
GWB pillar
July 2010
Established GWB pillar with client
coverage as single point of
contact, supported by 4 product
specialist:
p
Investment Banking,
g,
Global Markets, Corporate Banking
and Transaction Banking
Consolidated 6 business units
(Cash Management, Trade Finance,
FI, Factoring, Custody, Trustee) to
establish Transaction Banking
Established business enablement
functions: (i) Finance & Business
Operations and (ii) Strategic
Planning and Transformation
Transformation to the
next level:
g
Regionalisation
Global Wholesale Banking
Products
Investment
Banking
Global
Markets
Corporate
Banking
Transaction
Banking
Asset
Management
Client
Relationship
Client
Coverage
(Private and
Public
Sector)
International
Enterprise
International
Strategy &
Operations
Finance &
Fi
Business
Operations
Country
Head MPI
Strategic
Planning &
a s o at o
Transformation
Regional
Head
Greater
China
Human Capital
Regional
Head of Indo
China
Improved turnaround time
“GWB
GWB contributes to circa 29% of Group
Group’ss PBT”
PBT
6
Our Journey
Our GWB vision will be driven by the GWB leadership team
Zainal Adnan Zakaria
Head,
GWB Compliance
Products
Client Relationship
T gk Dato’
Tengku
D t ’ Zafrul
Z f l
CEO,
Maybank Kim Eng Group
John Chong
Managing Director,
Client Coverage
(Private Sector)
Leslie Foo
Managing Director,
Global Markets
Hasli Hashim
Managing Director,
Client Coverage
(Public Sector)
Hamzah Bachee
Managing Director,
Corporate Banking
John Wong
Managing Director,
Director
Transaction Banking
Nor’Azamin
CEO,
Mayban Investment
Management Sdn Bhd
7
Abdul Farid Alias
Head, GWB
Report to CEO , Maybank Kim Eng Group
Mohd Azura Nik
Head,
GWB Legal
Enterprise
Khalijah Ismail
Director,
Finance and
Business Operations
Fairuz Radi
Director,
Strategic Planning and
Transformation
International Operations
p
Lee Tien Poh
CEO, Maybank Cambodia
/ Head IndoChina
Famatigan,
F
i
H
Herminio
i i Jr.
J
Magtibay
CEO, MPI
Cheong KH
CEO
CEO,
Greater China
Chan Mei-Lynn
Director,
Human Capital
We have since made significant progress in building GWB’s capabilities and
solutions to provide differentiation against other regional players…
Client Coverage is an integral part of GWB...
In humanising banking, we have adopted a client centric approach, providing a single point of contact for all our clients supported by our
wholesale banking
g businesses as product
p
specialists.
p
This allows us to p
provide our clients with end to end financial solutions from
origination to execution and a consistent experience throughout the region
Investment Banking
Capability
Building up a full suite of IB
capabilities across the region,
accelerated via the acquisition
of Kim Eng Holdings
Leading stockbroker in many of
our key
k markets,
k t lleading
di g
investment banking player in
Malaysia and Philippines
Global Markets
Capability
Integrated sales model across
region via centre of
excellence
On track with the
implementation of an
i t g t d and
integrated
d straight
t ight
through processing (STP)
treasury platform across all
Treasury Centres
Corporate Banking
Solution
Financing / business solutions
and servicing for domestic
and regional clients through
synergies with our overseas
units
Import or export products/
capabilities
Kicked-off the rollout of regional
electronic platforms for our
businesses such as Cash
Management (M2E), Trade and
Supply Chain (Trade Connex) and
Securities Services (eCustody)
Asset
Management
Offers a wide range of
portfolio management
products and services,
relating to investments
in Equity, Fixed Income
and Money Market
Introduced the enhanced
eDividend system which
Loan syndication capabilities
automates the taxation process
in multi-currency for selected
of dividends
markets in the region
Islamic Trade Financing
Our Key Differentiators…
clients identifying their needs at each point of their business
We grow with our clients,
cycle which leads to enhancement of our capabilities and translates to stickiness
of our client relationships as well as cross selling opportunities
Our Extensive domestic network and footprint in the region besides strong
balance sheet
Our Strong Islamic brand, the largest provider of Islamic financial services in the
Asia Pacific region, providing a wholesale suite of syariah innovative and optimal
solutions
l ti
8
Transaction Banking
Solution
Areas of Opportunities…
border deals and regional business growth through regional
cross-border
Drive more cross
governance structure and coverage model
Key ASEAN governments are committed to build or strengthen existing capital
markets
Growing focus on Islamic banking business
ASEAN customers are seeking sophisticated products like hedging, currency and
structured products
Continue
C ti
tto place
l
emphasis
h i on th
the ASEAN and
dG
Greater
t Chi
China region
i ttapping
i on th
the
increasing business volume
Our regional coordination is enhanced through Regional Governance
Structure & matrix reporting line between Group Head Office and Overseas
Unit (subsidiary & branch)
Matrix Reporting Illustration
• Country Head develops
in-country
in
country business
plans & targets, in
consultation with Group
Head
• Country Head also
manages local
operations, risk
management and
compliance / regulatory
requirements
Country Head
Bold reporting
line
Greater China
9
Dotted reporting
line
Country Head
Philippines
Client Coverage Head /
Product Head
Product Head
Greater China
Philippines
Country Head
Singapore
Country Head
Indonesia
Product Head
Singapore
• Client Coverage Head
& Product Head also
manages day-to-day
business dealings with
clients
Client Coverage Head
/ Product Head
Country Head
Group Head
Malaysia
• Client Coverage Head
& Product Head
executes in-country
business plans and
monitor changes in the
local environment
Group Head
Product Head
Indonesia
• Group
G
H
Head
d for
f each
h
business lines is
accountable for
developing business
strategy & delivering
business performance
across the region
• Group Head also
consults Country Heads
on business growth
opportunities and
performance
management
We have implemented the Regional Governance Structure & matrix reporting
line for GWB client coverage & products function in our key home markets
Head, Global Wholesale Banking (GWB)
Abdul Farid Alias
Group Head
Transaction Banking
Group Head
Corporate Banking
Group Head
Global Markets
Group Head
Client Coverage
Private & International
John Wong
Hamzah Bachee
Leslie Foo
John Chong
Head
Transaction Banking
Singapore
Head
Corporate Banking
Singapore
Head
Global Markets
Singapore
Head
International Islamic
Coverage / MENA
Head
Client Coverage
Singapore
Low Yang Sun
Sng Peng Chye
Vincent Lawrence
Azizah Wan Chik
Amos Ong
Head
Transaction Banking
Indonesia
Head
Corporate Banking
Indonesia
Head
Global Markets
Indonesia
Head
Client Coverage
International
Head
Client Coverage
Indonesia
Andrew S
Darwin Wibowo
Ricky Antariska
Michael Lim
Rudy Gomedi
Head
Transaction Banking
Philippines
Head
Corporate Banking
Philippines
Head
Global Markets
Philippines
Head
Client Coverage
Philippines
Martin Tirol
Manuel G Bosano¹
Kevin Kok
Manuel G Bosano¹
Regional Head
Transaction Banking
Greater China
Regional Head
Corporate Banking
Greater China
Regional Head
Global Markets
Greater China
Jay Wong
Irene Chan
Eddy Lui
Regional Heads
Client Coverage
Greater China
Malaysia & ASEAN
Fong
g Mun Chew
China Corporations
Eric Fong
g
Hong
Kong
& MNC
H
K
Caesar Ng
g
10
¹ Plays dual role
We have operationalised the unified Client Coverage team and setup the
regional Client Coverage team, leveraging on our local insight to customise
our solutions across the region…
region
We have assigned local regional coverage for
key strategic business areas
Client
Coverage
(Private &
Public
Sector)
• Our objective is to be able to respond
faster and serve better our
institutional, government and
corporate clients domestically and
regionally.
• Our expanded reach will enable us to
humanise client interactions across
all our business units regionwide by
providing consistent, integrated and
holistic financial services.
..and will be leveraging on our regional
footprint
• Our geographical presence with various
products offered to clients have
assisted to boost our market share.
Various Products Offered…
Offered
11
9
USD/local currency loan
syndications
9
USD/local currency bonds/Sukuk
9
Syndicated Financing
9
M&A Advisory / Privatizations
9
Transaction Banking / Cash
Management
The structured client approach reinforces Maybank's leading position in the
gaining
g momentum across regional
g
markets…
domestic market and is g
1Q FY2012 Maybank IB’s (Malaysia) Industry Position & Market Share
NOTABLE DEALS COMPLETED IN 2011/2012 (REGIONAL)
Indonesia
Hong Kong / China
PT Bajradaya Sentranusa
USD 288m (IDR 4trillion)
Project Financing
Completed Dec 2011
PT Astra Sedaya Finance
IDR 8trillion
Bond Programme
Completed Feb 2012
CC/BII/IB-KE & DMGM
CC/IB/GM/CB
Parkson Retail Asia
USD 150m
Completed 2011
CC/MHK-China/IB/CB
PT BFI Finance Indonesia
IDR 1.2trillion
Bond Programme
Completed June 2012
PT Indofood Sukses Makmur Tbk
IDR 2trillion
Bond Programme
Completed May 2012
CC/IB
CC/IB
Wakala Global Sukuk Sdn Bhd
USD 2b
Islamic Trust Certificates
Completed
Co
pleted 2011
0
CC/IB/GM
The Intermark Sdn Bhd
RM1.2b
Syndicated Term Loan
Completed 2011
CC/IB/CB
Tanjung Bin Energy
RM 6.5billion
Project Financing
p
Feb 2012
Completed
CC/CB/DCM/GM
12
Projek Lebuhraya Usahasama Bhd
RM 34.35b
Sukuk
Completed
p
2011
CC/IB/GM
Bumi Armada Berhad
RM 700milliom
IPO
Completed July 2011
CC/IB
Sapura Kencana
RM 11.9billion
Merger & Listing
Completed May 2012
CC/IB
PTPTN
RM3.0b
Islamic Term Loan
Completed 2011
CC/CB
Pavilion Real Estate Investment
Trust (REIT)
RM 710million
IPO
C
Completed
l t dD
Dec 2011
CC/IB
Gas Malaysia
RM 734.45million
IPO
Completed June 2012
CC/IB
CC/MHK-China/IB
Philippines
NOTABLE DEALS COMPLETED IN 2011/2012 (MALAYSIA)
San Miguel Corp I Esso
Malaysia
M&A
Completed 2011
CC/IB/CB
Genting Hong Kong
RMB 500million (RM 245million)
Dim Sum Bonds
Completed June 2011
San Miguel Corporation
RM 720million
Bridging Loan
Completed March 2012
Middle East
CC/IB/CB/MPI/ATRKE
San Miguel Corporation
RM 1.8billion
Working Capital
Completed April 2012
CC/BII/IB-KE
GWB has added circa 20
fresh relationships to the
client Group and generated
more than 200 new clients
from the existing
relationships
Saudi Binladin Group Limited
SR8.5b/USD 2.27b
Completed 2011
CC/IB-DM/CB
The Maybank Kim Eng transaction has progressed smoothly as
planned…
p
Acquisition of call option over remaining 51.45%
stake in Kim Eng Vietnam Securities (KEVS)
Vietnam
Execution and Announcement of
Sale & Purchase Agreements
(SPAs) with Yuanta and Kim
Eng Chairman, Ronald Ooi
Despatch of Offer Document /
Launch of Singapore Mandatory
General Offer (MGO)
(Offer period of minimum 28 days)
Exercise of right of
compulsory
acquisition to acquire
the remaining Kim
Eng Holding shares
Closing of
not already owned by
Singapore MGO
MIBH
Completion
of SPAs
Kim Eng Holdings, a
wholly owned
subsidiary of Maybank
was delisted from
Singapore Exchange
Singapore
6 Jan
2011
10 May
2011
23 May
2011
24 May
2011
4 Jul
2011
29 Jun
2011
29 Jul
2011
18 Jul
2011
4 Aug
2011
17 Aug
2011
27 Oct
2011
11 May
2012
29 Nov
2011
9 Dec
2011
Thailand
Launch of Thai
Offer
Closing of Thai
Offer
Philippines
Entered into conditional
Sale & Purchase
Agreement (cSPA) for
KE Philippines
13
Completion of
KE
Philippines
cSPA
Launched
mandatory
tender offer
for KE
Philippines
Closing of
KE
Philippines
offer
Ownership in KE
Philippines rose to
99.1% upon crossing
the tendered shares
…with the deal being recognised for several awards
The total acquisition of Kim Eng Holdings was worth RM4.26 billion, excluding
other non-wholly
non wholly owned subsidiaries under Kim Eng Holdings
The Asset Triple A Country Awards 2011 Southeast Asia – Best
Deal, Singapore
Maybank US$1.5 billion acquisition of Kim Eng Holdings Ltd
Finance Asia Achievement Awards 2011 – Best Cross Border M&A
Deal
Maybank’s acquisition of Kim Eng Holdings Ltd
The Edge Best Merger & Acquisition Award 2011
Malayan Banking Berhad’s acquisition of Kim Eng Holdings Ltd
14
Maybank Kim Eng has set ambitious goals for the combined entity…
Regional Financial Powerhouse by 2015
The premier investment banking service provider in ASEAN, in both
conventional and Islamic finance
Top 5 rankings in ASEAN league tables for fund raising, debt markets and M&A
activities
#1 broker
b k by
b market
k t share
h
i all
in
ll existing
i ti countries
t i in
i ASEAN market,
k t and
d Tier-1
Ti 1
broker in HK
Brand recognition from clients as a leading ASEAN investment banking services
provider
Use of leading-edge and innovative technology with seamless regional
connectivityy
Recognition from current and potential workforce as a top quartile employer
15
… led by a world-class management team
CEO, Investment Banking Group
Tengku Dato’ Zafrul
Advisor
Compliance
Supervision1
Risk
Management1
Credit
Management
Ronald Ooi
Zainal Zakaria
TBD
Tay Ai Khim
Investment
Banking &
Advisory
Retail
Equities
Institutional
Equities
Derivatives
CEO’s
Office
Internation
al Business
Finance
IT &
Operations
IB HR
Regional
Research &
Economics
Giles
Ong
Ami Moris
Goh Keat Jin
Philip Lim
Nazri Rahim
Tan Pei-San
Eunice Ho
Ong Cheow
Kheng
Chan MeiLynn
PK
Basu
Malaysia
Tengku
Dato’ Zafrul
Singapore
Indonesia
Thailand
Vietnam
HK
India
UK
USA
Philippines
Tan Pei-San
Francis
Surya
Widjaja
Montree
Sornpaisarn
/ Boonporn
Boriboonson
gsilp
Tam Le
Minh
Angela Yau
Vikas
Kawatra
Giles Walsh
TBD
Manuel
Tordesillas
Direct reporting
16
Functional reporting
1
Reports directly to the Board of Directors
Maybank Kim Eng has four core businesses, each with clear strategies and
direction for the mid to long-term
To be a regional financial powerhouse by 2015
Investment Banking
and Advisory
• Corporate Finance,
• Strategic Advisory,
• Equity Capital
Markets and Debt
Markets products
and services
Build up
investment
banking services
across the region
17
Retail Equities
Institutional Equities
Retail stock broking
business
Institutional stock
broking business
Derivatives
• Structured products
and derivatives
services,
• Futures
F t
broking
b ki
Key Strategies / Highlights
Strengthen
g
leadership
p position
p
by
y
leveraging on Maybank’s distribution and
clients
Set up team and
roll out new
offerings in
Malaysia,
Singapore and
Thailand
Post-Merger Integration is underway to capture identified synergies
Revenue synergies
• Leverage Maybank’s
Balance sheet to expand
regional investment
banking business
• Cross-sell expanded
services – retail,
corporate, institutional –
through distribution
network and client
relationships
Cost synergies
• Obtain cheaper sources
of funding, undertake
capital optimisation
• Implement best
practices, review
processes on a global
basis to capture
efficiencies
• Eliminate leakages and
keep business within the
Group's platform where
possible
• Build integrated regional
support functions,
systems and platforms
where reasonably
justified
18
Other synergies
• Tap into and grow a
regional talent pool
across all geographies
and fields of expertise
through sharing of vast
knowledge and
experience available,
and mobilisation of
talent
Phase 3 of the Post-merger integration has commenced in January
2012 and 90% of the initiatives have kick started
The merger of the two entities is planned to take place over a period of 2 years
Estimated
Timing
Activities
involved
6 Weeks
Ph
Phase
I
18 Months
6 Months
I. Establish Merger
Framework
II. Conduct Integration Planning
III. Execute Integration Plans
Ph
Phase
II
Ph
Phase
III
C
Completed
l t d
1. Set directional strategy
2. Established and launched
communications
3. Mobilised and launched
Programme Management Office
(PMO)
4. Developed merger integration
guiding principles
5. Defined merger integration
organisation
6. Prepared high-level merger
integration roadmap
Completed
1. Finalised scope and objectives of PMI
workstreams
2. Completed baselining for all
countries
3. Analysed and defined Target
Operating Model for combined
organisation
4. Revealed new organisation structure
and
d leadership
l d hi tteam
5. Rolled out regional internal
communications channels
6. Executed quick wins
7 Completed 5
7.
5-year
year combined business
plan, financial projections and
synergy targets
8. Launched new Maybank Kim Eng
brand
9. Developed business cases and
implementation plans for Phase III
19
We are here
Kick-started on
1st Jan 2012
Roll out initiatives identified in Phase
II across all countries using a strategic
and systematic approach to realise
revenue and cost synergies. These
initiatives consist of deployment of
employee programmes, rollout of
regional operating models, setting up of
a regional IT framework, rolling out new
product capabilities across countries,
enhancing regional account
management etc.
Maybank Kim Eng has rebranded itself across the region to align with
Maybank Group’s rebranding exercise
The Regional Brand
Local Country Company Names
• Hong Kong
• India
• Indonesia
• Vietnam
www.maybank-ke.com
Philippines
Malaysia
• Singapore
• Thailand
• United States of America
• United Kingdom
20
Maybank Kim Eng reported a total income of RM340.1mil with Malaysia
contributing 40% of its total income in Q1 FY2012
Total Income (RM mil.): Malaysia contributes 40%
Total Income for Malaysia rose 77% YoY and 73% QoQ
160.0
Malaysia,
135.3, 40%
RM340.1m
Other income
Singapore,
78.1, 23%
Rank
Market Share
Trading Value
(RM million)
illi )
Thailand
1
12.5%
41,081
Philippines
2
9.3%
6,653
M alaysia
2
7 1%
7.1%
16 538
16,538
Indonesia
5
5.2%
9,732
Singapore*
5
7.9%
32,615
Hong Kong
Tier 2
0.2%
6,921
* Rank is estimated based o n market share
21
3.2
8.9
80.0
9.5
5.2
62.3
65.4
Jan ‐ Mar 2011
Oct ‐ Dec 2011
131.6
20.0
0.0
1Q FY2012 Equity Brokerage League Table by Country
Country
y
6.4
100.0
40.0
Thailand
65.5, 19%
Fee based
120.0
60 0
60.0
Philippines
27.7, 8%
Fund based
140.0
RM million
Others
7.6, 2%
Indonesia
8.7, 3%
Hong Kong
17.1, 5%
Jan ‐ Mar 2012
Fee-based Income for Malaysia
Other Fee
Income, 2.6%
Agency/
Guarantee
Fees, 1.4%
Underwriting
Fees, 2.1%
Primary
Subscriber's
Fees, 53.1%
Placement
Fees, 3.6%
Arrangers'
Fees, 4.8%
Advisory
Fees, 6
Fees
6.1%
1%
Brokerage,
26.4%
Global Market’s aim is to continue building its regional capabilities…
“Global Markets Division caters to clients’ treasury needs. Products and services include
Foreign Exchange, Money Market, Fixed Income Markets, Derivatives and Investment alternatives”
Our Aspirations for
Global Markets…
• The preferred Financial Solutions
Provider In Strong Growth Emerging
Markets
Market leader in Foreign
Exchange and Interest rate
Products where Maybank has
significant local presence
A business solution provider
leveraging on Bank’s Regional
Platform
22
Our Strategy…
• Build capacity and extend Global
Markets capability in current
geographical footprint
• A leading market maker and
competitive in all global portfolios
• Client led strategy with emphasis
on building relationships
Corporate Banking’s primary focus will be on driving business growth and
improving its credit processes…
“Our Corporate Banking business provides funding solutions to all types of requirements for our clients
g working
g capital,
p
, capital
p
investments and complex
p
p
project
j
financing
f
g and acquisition
q
financing”
f
g
including
Our Aspirations for
Corporate Banking
• Premier corporate lending provider
in ASEAN, in both conventional and
Islamic finance
Our Strategy…
• Retain No.1 market share in local
lending position
• Grow business profitably and
responsibly, effectively managing risk and
leveraging on the rollout of various
projects
j t under
d th
the G
Government’s
t’
Economic Transformation Programme
• Value creation for our corporate
clients via synergistic partnership
with our product specialist within
Maybank Group
• Focus on increasing productivity whilst
preserving asset quality to ensure a well
spread risk rating distribution that carries
lower risk
• Enhance our customer service level
through credit process improvement to
accelerate response time in meeting
client’s needs
23
Transaction Banking’s priorities are to further strengthen its domestic
capabilities and to build its regional capabilities…
“Our Transaction Banking business comprises of six distinct and interlinked business units which
g
, Trade Finance,,
caters to all our clients’ transactional needs. This includes Cash Management,
Financial Institutions, Factoring solutions, Custody Services and Trustee services”
Our Aspirations for
Transaction Banking
• Transaction Banking to play a key
role to streamline product offerings
i ASEAN countries
in
t i and
db
build
ild
regional system capabilities
Our Strategy…
Strategy
• Rollout regional electronic
platforms for our businesses
• Aligning our businesses in countries
with Maybank presence
• Introduce new business models that
will enhance our presence in the
transaction services front
• Create a centralised hub for
processing and operations while
b ildi the
building
h working
ki capital
i l sales
l
model for Cash Management and
Trade Finance in ASEAN
24
GWB’s performance has grown from strength to strength since
inception…
Domestic Loans (RM'Bil)
70.0
60.0
50.0
40.0
30 0
30.0
20.0
10.0
0.0
57.4
57.7
59.7
FY 10/11
FY 2011
1QFY2012
44.7
FY 09/10
Revenue (RM'Mil)
4,500
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
3,000
3,926
2,500
3,329
2,796
2,000
2,540
2,632
2,003
1,500
1 262
1,262
929
1,000
500
0
FY 09/10
25
Profit before tax (RM'Mil)
FY 10/11
FY 2011
(Annualised)
1QFY2012
FY 09/10
FY 10/11
FY 2011
(Annualised)
1QFY2012
Most of GWB’s Lines of Businesses have experienced continuous growth
in Income and PBT since inception…
Revenue – by line of business (RM’Mil)
Corporate Banking
Investment Banking
FY10/11
1,280
FY2011 (Annualised)
Global Markets
1QFY2012
1,568
1,492
1,546
888
482
465
FY10/11
1QFY2012
FY2011
(annualised)
335
FY10/11
462
1QFY2012
FY2011
(annualised)
FY10/11
1QFY2012
FY2011
(annualised)
Profit before tax – by line of business (RM’Mil)
Corporate Banking
1,084
FY10/11
1,241
404
FY10/11
26
Investment Banking
1QFY2012
FY2011
(annualised)
FY2011 (Annualised)
126
136
FY10/11
Global Markets
1QFY2012
1,264
408
116
FY2011
1QFY2012
(annualised)
Note: Investment Banking includes Kim Eng
Source: Maybank Annual Reports and Quarterly Results announced on Bursa Malaysia
1,321
FY10/11
1QFY2012
FY2011
(annualised)
GWB continues to strengthen its domestic position…
No.1 in overall market share for Loans and Deposits
25.00%
18.00%
We continue to be a main player in the FX market
M k t Sh
Market Share ‐
F i E h
Foreign Exchange
Loan Growth : MBB vs Industry Deposit Growth: MBB vs Industry
45
16.00%
20.00%
40
14.00%
14.26%
15.55%
35
12.00%
15.00%
USD'Bil
U
10.00%
6 00%
6.00%
4.00%
5.00%
2.00%
13.53%
14.00%
11.98%
10.62%
10.99%
Oct‐1 1
12.00%
25
10.00%
20
8.00%
15
6.00%
10
4.00%
5
2.00%
0.00%
Apr‐11
May‐11
Jun‐11
Jul‐11
Aug‐11
Sep‐11
Oct‐11
MBB Volume (USD'Bil)
MBB Loan Growth ((%))
13.78%
18.00%
16.00%
14.75%
0
Dec‐1 1
N ov‐1 1
Ju l ‐1 1
Sep‐1 1
Jun‐1 1
Aug‐1 1
Apr‐1 1
May‐1 1
Jan‐1 1
Feb‐1 1
Mar‐1 1
Oct‐1 0
Dec‐1 0
N ov‐1 0
Ju l ‐1 0
Jun‐1 0
Sep‐1 0
Aug‐1 0
May‐1 0
Jan‐1 0
Apr‐1 0
Feb‐1 0
Dec‐0 9
Mar‐1 0
N ov‐0 9
Ju l ‐0 9
Oct‐0 9
Jun‐0 9
Sep‐0 9
Aug‐0 9
Apr‐0 9
‐5.00%
Mar‐0 9
Dec‐11
Nov‐11
Jul‐11
Oct‐11
Sep‐11
Jun‐11
Aug‐11
Apr‐11
May‐11
Jan‐11
Feb‐11
Mar‐11
Oct‐10
Dec‐10
Nov‐10
Jul‐10
Jun‐10
Sep‐10
Aug‐10
Total Industry Deposits Growth (%)
0.00%
May‐0 9
MBB Deposits Growth (%)
May‐10
Jan‐10
Apr‐10
Feb‐10
Mar‐10
Oct‐09
Dec‐09
Nov‐09
Jul‐09
Sep‐09
Jun‐09
Aug‐09
Apr‐09
Mar‐09
May‐09
0.00%
13.79%
14.73%
30
10.00%
8.00%
15.75%
14.89%
Nov‐11
Dec‐11
Jan‐12
Feb‐12
Mar‐12
MBBMarket Share (%)
Total Industry Loans Growth (%)
y
()
MIBB continues to maintain the No.1 ranking for Equity Domestic
(USD), Islamic Bonds (Domestic), Syndication (Domestic)
Trade Finance continues to maintain its dominant position
Market Share ‐ Trade Finance ( Trade Bills & Other Bills)
27%
180
25%
25%
26%
26%
25%
26%
25%
160
25%
26%
26%
25%
26%
25%
140
120
20%
100
80
60
15%
40
20
0
10%
Mar'11
Apr'11
May'11
Jun'11
Jul'11
Industry Trade & Other Bills (RM'Bil)
Notes :
1. Source : Bloomberg (Financial YTD : Period from 1st January 2012 to 30th April 2012 )
2. Country : Malaysia, Indonesia, Singapore and Hong Kong (for M&A Value, Equity Fund Raising, Domestics Bonds Amount
Issued & Equity Brokerage Only)
27
Aug'11
Sep'11
Oct'11
Nov'11
MBB Trade & Other Bills (RM'Bil)
Notes:
1. Source: Source : BNM TF Report & Internal Info. from Trade Finance
Dec'11
Jan'12
Feb'12
MBB Market Share
Mar'12
We have been getting due recognition beyond Malaysia
Key regional awards
2011 and Q1 2012 key awards
Transaction Banking Awards
Best Trade Finance in Malaysia
The Leading Counterparty Bank in Malaysia
The Leading Counterparty Bank in Asia Pacific
Best Islamic Finance Institution
Best Sukuk Bank - Malaysia
Best Islamic Finance Deal of the Year - Malaysia
Best Trade Finance Providers
Best Trade Finance Provider – Malaysia
Best Emerging Market Bank - Malaysia
Deals of the Year Awards
Trade Finance Deal in Asia Pacific
Malaysia Equity House
The Asset Triple A Award
Rising Star Domestic Investment Bank – Malaysia
Best Deal – Singapore
Best Equity House - Philippines
Best Transaction Bank – Malaysia
Best MNC/ Large Corporate Bank for Treasury/ Working Capital - Malaysia
Best Trade Solution Bank – Malaysia
Best E-Commerce Bank – Malaysia
Best Cash Management – Malaysia
28
Deal & Solution Awards
Thailand’s Best Retail Broker
Philippines’ Best Retail Broker
Philippines’ Best Equity House
Best Retail Broker - Malaysia
Best Deal / Most Innovative Deal _ Malaysia
Best Equity / IPO Deal - Malaysia
Best Islamic Finance Deal - Malaysia
Best Mid-Cap Equity Deal - Malaysia
Best Small-Cap Equity Deal - Malaysia
The Leading Counterparty
Bank in Asia Pacific, ASIAN
BANKER
Best Trade Finance Bank - Malaysia
Best Custody Solution - Malaysia
Best Equity House –
Philippines, The Asset
Triple A Award
Deal of the Year Awards
Country Deal Malaysia
Sovereign
So ereign Deal - Malaysia
Mala sia
Musharakah - Malaysia
Equity/ Initial Public Offering - Malaysia
Tawarruq - Malaysia
Ijarah Deal - Malaysia
Merger and Acquisition - Malaysia
Thailand’s Best Retail
Broker, Alpha Southeast
Asia
IFR Asia’s Awards
Best Malaysia Bond House
Best Malaysia Equity House
Best Islamic Deal - Malaysia
Trade Finance Deal in Asia
Pacific, The Banker
Best Deal – Singapore, The
Asset Triple A Award
Philippines’ Best Retail
Broker, Alpha Southeast
Asia
Philippines’ Best Equity
House, Alpha Southeast
Asia
Legends:
Awarded in 2011
Awarded in 2012
Risk management will be given higher priority in view of the current
tough
g global
g
environment…
GWB will continue to build on its existing capabilities to enhance and embed a right risk
culture to better optimise our risk-return tradeoffs to enhance our shareholders value and to
serve our customers more effectively.
Our strategy includes:
• Strategy of responsible growth, with equal focus on managing asset quality and liquidity through sound risk
management practices, particularly given the current tough global environment
• Strengthening our risk governance to embed and enhance our risk management and risk culture given our regional
growth plans
• Streamlining our risk reporting to have more effective risk oversight of our risks given the increasing complexity
and uncertainties of our market place and our expansion plans
• Strengthen regional risk through the Group Risk regional structure and operating model
roll-out
out of TRMS
• Enhance compliance and market risk through roll
• Group exposure management system managed the exposure limits at Group level and provides a platform to
manage concentration of exposure to single borrowers
• Credit risk rating systems allow the Group to assess and measure borrowers’
borrowers credit risk based on internal rating
models
29
Prospects
Prospects
z 2012 will be a slightly
g y more challenging
g g yyear as compared
p
to 2011 with softer
Malaysia economic growth as well as regulatory tightening
z However, there is positive potential growth in particular from sectors that stand
to benefit from the Economic Transformation Programme - related activities which
is expected to stimulate private investments which would in turn spur loan growth
and fuel capital market activities
z Nonetheless, we are cautiously optimistic of the prospects as the Euro remains
volatile
30
Key Takeaways
Key Takeaways
z
GWB is well on its way to achieving its objective of being the leading Wholesale Bank in
ASEAN by
b 2015
z
We have established better engagement with our clients and continuously strive to provide
better access to our services, which emphasises on mutually beneficial long term
relationship based on principles of fairness, honesty and integrity
z
Our continuous improvement in financial results, awards we have managed to clinch and key
deals we have secured is a clear testament to our effective strategy of being client-centric
product
d t neutral,
t l our improved
i
d capabilities
biliti and
d enhanced
h
d teamwork
t
k
z
GWB plans to continue its momentum and intensify its efforts in strengthening the regional
platform to better serve our clients across Asia
31
MALAYAN BANKING BERHAD
14th Floor
Floor, Menara Maybank
100, Jalan Tun Perak
50050 Kuala Lumpur, Malaysia
Tel : (6)03-2070 8833
www.maybank.com
Investor Relations Contact
Narita Naziree
Head, Group Strategy Management
Contact: (6)03-2074 8101
Email: naritanaziree.a@maybank.com.my
Raja Indra Putra
Head, Investor Relations
Contact: (6)03-2074
(6)03 2074 8582
Email: rajaindra@maybank.com.my
Disclaimer. This presentation has been prepared by Malayan Banking Berhad (the “Company”) for information purposes only and does not purport to
contain all the information that may be required to evaluate the Company or its financial position. No representation or warranty, express or implied, is
given by or on behalf of the Company as to the accuracy or completeness of the information or opinions contained in this presentation.
The presentation does not constitute or form part of an offer, solicitation or invitation of any offer, to buy or subscribe for any securities, nor should it
or any part of it form the basis of,
of or be relied in any connection with,
with any contract,
contract investment decision or commitment whatsoever.
whatsoever
The Company does not accept any liability whatsoever for any loss howsoever arising from any use of this presentation or their contents or otherwise
arising in connection therewith.
32