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Semana de Moçambique em Portugal

Semana de Moçambique em Portugal. Millennium bim Business review and development plans June 20, 2007. A leading multi domestic group focused on retail. (As at March 2007). Portugal. Poland. Greece. Mozambique. Others. Key Indicators. Key Indicators. Key Indicators.

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Semana de Moçambique em Portugal

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  1. Semana de Moçambique em Portugal Millennium bimBusiness review and development plansJune 20, 2007

  2. A leading multi domestic group focused on retail (As at March 2007) Portugal Poland Greece Mozambique Others Key Indicators Key Indicators Key Indicators Key Indicators (end 2006) • Loans to Customers (net): • 49.575 million euros • (market share of Loans to Customers gross excluding securitization 24,9% in December 2006) • Customer Funds: • 47.323 million euros • (market share of 21,4% in December 2006) • Employees: 10.884 • Branches: 863 • Loans to Customers (net): • 4.312 million euros • (market share of 14,4% in mortgage credit new production year-to-date until February 2007) • Customer Funds : • 5.299 million euros • (market share of 3,7% in mutual funds in March 2007) • Employees: 5.383 • Branches: 366 • Loans to Customers (net): • 3.043 million euros • (market share of 3,5% in new production of mortgage credit in December 2006) • Customer Funds: • 2.579 million euros • (market share of 0,9% in Deposits January 2007) • Employees: 1.242 • Branches: 150 • Loans to Customers (net): • 304,3 million euros • (market share of 40% ) • Customer Funds: • 588,5 million euros • (market share of 20%) • Employees: 1.511 • Branches: 76 Key Indicators • Loans to Customers (net): • ~750 million euros • Customer Funds: • ~1.500 million euros • Employees: 643 • Branches: 37

  3. With a balanced portfolio 38 11 11 19 15 Population (million of inhabitants) 269 245 155 5 32 GDP (€ billion) 7,1 22 14 0,3 2,1 GDP per capita (€ thousand) 8,0 11,5 11,0 Banking Revenues(€ billion) 0,1 0,3 67 156 241 37 22 Banking Volumes / PIB (%) Early Stages Early Stages Growth Growth/Maturity Maturity Growth Stage Growth Opportunities Short Term Long Run High High High High High Medium Medium Moderate Moderate Moderate

  4. Mozambique presents a strong and increasingly stable macro economic environment Real GDP Growth Inflation Annual average 16,8% 8,2% 7,9% 13,4% 13,3% 12,7% 7,5% 7,0% 7,0% 7,0% 7,0% 6,2% 7,2% 6,5% 5,7% 5,4% 2002 2003 2006E 2007F 2004 2005 2008F 2009F 2002 2003 2006E 2007F 2004 2005 2008F 2009F Short Term Interest Rate Treasury Bill rate 91d MZN / USD Annual average 21,5% 27,5 26,5 25,0 23,8 16,0% 23,7 23,1 22,6 13,2% 12,0% 10,2% 10,5% 10,0% 2002 2003 2006E 2007F 2004 2005 2008F 2002 2003 2006E 2007F 2004 2005 2008F Source: Millennium bim; Mozambique Central Bank, IMF

  5. With plenty of room to grow Deposits / GDP 28% 27% 26% 25% • Less than 4% of the population uses a Bank • 1 branch per 4.000 Km2 and 102.000 people per branch • Low GDP Per Capita (USD 380 in 2006) but growing (USD 313 in 2004 and USD 347 in 2005) • Aggregate banking sector Assets represent only 17% of GDP (26% in Tanzania, 37% in Nigeria and 110% in South Africa) 2006 2007F 2008F 2009F Source: IMF Credit / GDP 22% 20% 18% 16% 2006 2007F 2008F 2009F Source: IMF Undeveloped Banking Sector

  6. 1995 - 2006: From incorporation to high profitability 2005 – 2006 On the path to the future… 2001 - 2004 Restructuring, setting up the basis for a higher profitability level … with a vision: enlarging the domestic banking market while maintaining cost effectiveness, aiming to expand its business base with profitability increase 2000 - 2001 Merger with BCM to reach critical dimension 1995 - 2000 Organic growth and strong innovation to become relevant player 66,7% 18,7% 5,0% 4,1% 1,1% 4,5% 100% SHAREHOLDERS STRUCTURE BCP Mozambican State INSS EMOSE FDC Others* Total *Others: 1.102 individuals with less than 1% each McK deliverables v0.1

  7. Undisputed leadership Banks Assets Loans to Customers Deposits Net Income EUR million 38,7% 39,3% 38,2 39,8% 20,2% 21,6% 15,5 31,6% 19,2% 13,7 11,5% 22,4% Banco Austral 9,5% 4,4% 9,5% 1,4 11,0% 12,7% 2,3 8,6% Others Market share end 2006

  8. Covering all segments Retail banking • Biggest ATM’s and POS’s network and nearly 90% of cards penetration rate Corporate banking • Short / long term financing, import & export support, hedging solutions • Investing, consulting, advising and capital markets Investment banking Prestige (# 400) Corporate (# 800) • Equipment and buildings, to private and corporate customers Leasing Affluent (individuals & businesses# 5.500) • First bank in Mozambique to offer this product Factoring Mass Market (# 385.000) • Strong bancassurance operation, leader in Mozambique Insurance

  9. Thru multiple channels Branch network Internet banking Phone banking ATM’s & POS’s SMS banking Retail banking Corporate banking Investment banking Leasing Factoring Insurance

  10. Higher activity areas Beira corridor Maputo corridor Nationwide network and direct channels Nampula city – 3 branches North corridor • 76 branches • 200 ATM’s • 2.600 POS’s • 380.000 cards • Telephone banking • Internet banking 3.000 Km long 20 million people Beira city – 7 branches Maputo city – 28 branches

  11. With a solid financial performance EUR million Loans to Customers Net of Provisions CAGR +16% 304,3 285,6 226,2 Net Income & ROE 19,2% 23,6% 67,3% 2006 2004 2005 CAGR 38,2 +111% Customer Funds CAGR +2% 13,0 634,6 8,6 588,5 566,2 2006 2004 2005 2006 2004 2005

  12. Strategic challenges and Way forward Sustainable profits growth With new or reinforced lines of business and branch expansion Business base expansion Maintain cost effectiveness

  13. With new or reinforced lines of business Consumer Credit • Expansion of the low end segment to formally employed individuals Mortgage Credit • Young and formally employed essentially thru protocols with municipalities and big companies RETAIL Mbim SMS • Full range of banking services targeting three million cell phone users Investment Banking • Focus on Project and Structured finance Trade Finance CORPORATE • Leveraging foreign trade growth Factoring • Focus on adequate underline risks, like top tier companies and public sector

  14. And branch expansion From 76 branches today… …to 131 branches in 2010, with: 6 new urban branches 28 new peri-urban branches 21 new rural branches Clear focus on retail to reach the low end of the customer base in an cost effective way, whilst allowing to serve better the Affluent segment Investing EUR 2,8m Investing EUR 6,5m Investing EUR 4,9m Nearly doubling the customer base to 700 thousand customers

  15. The first new peri-urban branch

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