Overview 31/12/2010. * Forecast GDP Rate of Growth 2.
-
Upload
skyler-parrent -
Category
Documents
-
view
225 -
download
3
Transcript of Overview 31/12/2010. * Forecast GDP Rate of Growth 2.
Overview
31/12/2010
*Forecast
GDP Rate of Growth
2
3
*Bank of Israel Interest rate for the last month of the Year / Period
Bank of Israel Interest Rate
Bank of Israel Interest Rate *and the Rate of Inflation
Rate of Inflation
**Forecast
Country Ratings
MOODY’SFITCHS & P
Long TermA1AA
Short TermP1F1A1
OutlookStableStableStable
4
Foreign Investments in Israel
In 2006: Acquisition by “Teva”
Israeli Investments Abroad
In 2006: Acquisition of “Iscar” by Berkshire - Hathaway
11,873
5,175
23,866
10,429
6,281
2006 2007 2008 2009 1-9/2010
9,179
14,143
22,961
12,446
8,808
2006 2007 2008 2009 1-9/2010
5
Israeli / Foreign InvestmentsUS$ millions
Financial Reports31/12/2010
Ownership Structure
Bino/Liberman Group
The Public FIBI Holding Company Ltd. FIBI Investment House Ltd.
Israel Discount Bank
The First Int’l & Co. Underwriting and Investments Ltd.
Modus-Selective Investments Management & Advice Ltd.
International Leasing Ltd.
Israel Credit Cards Ltd.
First International Issues Ltd.
E - 79.06, V - 79.06E - 20.94, V - 20.94 E - 0, V – 0 (stocks dormant)
E + V - 53.33
E + V – 20.02
E + V - 26.45
E – 73.79V – 73.33
E – 100V – 100
E - 51V - 51
E - 100V - 100
E - 100V - 100
E - 100V - 100
E - 100V - 100
E - 100V - 100
E - 28.2V - 21
E - 100V - 100
E - 75V - 75
E - % Share in EquityV - % Voting Rights7
- Retail /Commercial- Branches: 48- Since 2006- Key Audience:
Military Personnel
- Retail- Branches: 18- Since 2008- Key Audience:
Teachers
First International Bank Group
First International Bank
- Corporate + middle market banking- Private + affluent banking- Capital & Money Markets- 80 branches
Retail BankCluster International
- Capital Markets,
Trust & Custody- Private + affluent banking- 7 branches- Since 2004
- Private Banking- Since 1984
- Business / Corporate Banking- Since 1982
- Retail/Commercial- Branches: 20 (as for
20/01/2011)- Since 1977- Key Audience: Ultra
Orthodox
8
** *
FIBI’s Multi-Annual Strategic Road Map Focus on PB and Retail while Realizing Synergies
Mergers and Acquisitions Multi banking group
9 *Acquisition
Market share in private banking
increasedNumber of retail
customers doubled
Purchasing 3 new banks: to increase market share in private & commercial banking
10
1111
Shareholders
TheLiberman family
The Liberman family has enjoyed sustained success in both Australia and Israel for over 50 years. Jack Liberman, an astute Australian businessman and entrepreneur, along with his children, built a large and diversified investment company (JGL Investments PTY Ltd.). The family, together with the Bino Group, in a long-term partnership, hold a controlling interest in both FIBI Holdings and Paz Oil Company Ltd. (“Paz”), Israel’s leading petrol player.
11
1212
Shareholders
Mr. Zadik Bino Mr. Zadik Bino is a highly reputable businessman with broad business interests in Israel. In a banking career spanning over 25 years, Mr. Zadik Bino filled senior positions in the local banking sector, which included CEO of Bank Leumi of Israel and Chairman of the Board of Directors and CEO of The First International Bank of Israel. Mr. Zadik Bino was also a member of the Advisers Committee and the Committee for Banking Matters of the Bank of Israel.
Since 1989, Mr. Bino has devoted himself to his family's private business interests in Israel and abroad. Through the years, the Bino Group has engaged in the execution, development and nurturing of various investments. Besides banking, the main investments of the Bino family is in Energy (through a 42.6% holding in Paz oil Company Ltd. - a listed company which is Israel’s largest supplier of refined petroleum products, and which owns the Ashdod Refinery).
Since acquiring the controlling interest in FIBI Holdings and the Bank in 2003, both Mr. Zadik Bino and his son, Mr. Gil Bino, serve as members of the Board of Directors of FIBI and the Bank. The controlling interest in FIBI and in the Bank is held by the Bino Family (Mr. Zadik Bino and his three children).
12
First International Bank of Israel - FIBI
Universal bank with strong niche position in capital markets, foreign exchange and foreign trade
Domestic subsidiaries target focused audiences: affluent banking (UBank), security sector - retail banking (Otsar Hahayal), ultra-orthodox Jews (PAGI), and teachers (Massad)
Foreign subsidiaries in London (commercial banking) and Zurich (private banking)
Branches: 174 in Israel (including subsidiaries)
Equity: NIS 5,787 Million (USD 1,630 Million*)
5th largest banking group in Israel
* $/NIS = 3.549 as of Dec. 31, 201013
Bank Ratings
Moody’s
Bank Deposits (Long Term)A 2
Bank Deposits (Short Term)P-1
Financial StrengthC-
OutlookNegative
Midrug – Israel
MidrugAa1
Ma’a lot - S&P
IssuerAA / Negative
Subordinated NotesAA - / Negative
14
15
Core Capabilities
Strategy - Main Focus
Conservative capitalization levels: capital adequacy ratio of 12.50%; Core tier one adequacy ratio of 8.08%; deposit/credit ratio of 126.3%
Improved credit mix: steps taken to diversify portfolio through increased penetration of middle market and more consumer credit
Conservatively managed foreign proprietary trading book
Upgraded scoring model and processes in anticipation of Basel II, including development of advanced credit-scoring models for risk-based pricing
Risk Profile
Top class reputation in private banking services, especially dealing room, specialized investment advice center and TASE futures and operations index, where FIBI is a market leader
Distinctive professional standards in global capital markets, currency exchange, structured products and foreign trade
Strong traditional position in corporate banking
16
Clients
Strategy - Main Focus
Corporate finance: decrease concentration of credit portfolio, increase penetration of middle market
Private banking: increase market and wallet share through advisory services
Extend presence in affluent and mass-affluent segments
Retail banking: broaden overall footprint
Measures taken to increase group efficiency, including implementation of a shared-services model
Other
Client-centric vs. product-oriented banking
17
Group Consolidation
Objective: to realize synergies from three bank acquisitions
Implement shared-services model, including IT systems (UBank IT
systems converted in 2008, Massad and Otsar-Hahayal converted on
2010; HQ units unified: logistics, severance pay fund operations, regulatory
units and parts of training and human resources operations; process to be
accelerated in 2011)
Cross-sell products (mortgages, structured products, advisory services,
pension planning, trust, factoring)
Create streamlined and effective branch network to meet growing
competition in retail and private banking markets
Oversee management: FIBI executive board members serve on the boards
of the new subsidiaries
18
Net Operating Earnings and ROENIS Millions
Yearly
8.0%9.7%
568
450 *
*Without Bezeq & Hot shares sale
19
Net Operating Earnings and ROENIS Millions
Quarterly
5.6%
8.5% 8.6%9.7%10.3%
152
84 *
*Without Bezeq & Hot shares sale
20
Statements of income 2010 – 2009NIS Millions
20102009change
Earnings from financing operations before provision for doubtful debts
2,2052,16441
Doubtful debts(115)(268)153
Operating commissions1,4371,41918
Income from sales of shares13223(210)
Other income36120(84)
Operating & other expenses(2,774)(2,741)(33)
Operating earnings before taxes802917(115)
Provision for taxes(336)(371)35
Operating earnings after taxes466546(80)
The banks net equity in operating results of investee companies
4564(19)
Exterior share holders(28)(44)16
Net earnings484568(84)
Return on equity8.0%9.7%
Changes in Net Operating Earnings
Earnings from financing operations before provision for doubtful debts
20
Decrease in provision for doubtful debts5
Operating income2
Decrease in operating & other expenses39
others11
Total positive influences77
Dividends from Bezeq14
Others7
Total negative influences21
Total change: 56 Million NIS
Positive influences)millions NIS, after tax(
Negative influences)millions NIS, after tax(
21
22
Ratio of Provision for Doubtful Debts to Credit to the Public
Other 4 Leading Banks FIBI
0.27%
0.99%
1.34%
1.75%
0.44%
0.18%0.39%
0.33%
0.42%
0.91%
0.62%
0.53%0.53%
0.76%
0.43%
0.75%
0.28%
0.85% 0.72%0.92%
1.10%
1.28%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
23
Total Credit Risk in Respect ofProblematic Debts (NIS millions)
Balance for dateChange31/12/10
Compared with
31/12/0931/12/1031/12/0931/12/0831/12/0731/12/06
Non income bearing debts545643713662815)98(
Restructured debts109215324281236)106(
Debts scheduled for restructuring0263-348(26)
Debts temporarily in arrears92106153172224)14(
Debts subject to special supervision
1,5031,9282,4301,6962,349)425(
Off-balance sheet credit risk41234644526929166
Total credit risk in respect of problematic debts
2,6613,2644,0683,0804,263)603(
Total problematic debts out of total credit ratio: in 2010 – 4.07% ; in 2009 – 5.45%
Income by banking segments
2006 2010
24
Assets according to banking segments
20102006
Small business1%
25
26
Commercial Banks bonds
50%
Other 0.5%
MBS (PRIME+ALTA)
1.5%
Government bonds &
Secured by Government
bonds 48%
Composition of Total Proprietary Trading Book – 31.12.2010
Government bonds &
Secured by Government
bonds 67%
Shares 6%
Other 10%
Commercial Banks bonds
17%
AmountNIS MillionComposition
Government & Secured by Government bonds10,61667%
Commercial Banks bonds2,69517%
Shares9476%
Other1,54410%
Total15,802100%
Foreign Currency Proprietary Trading Book Total Proprietary Trading Book
27
Operating & Other Expenses NIS Millions
1,468
557716
2,774
1,552
547675
2,741
Total Operating Expenses Salaries & RelatedExpenses
Maintenance,Depreciation, Premises &
Equipment
Other Expenses
2009 2010
28
Operating Expenses & Income Adjusted * Operating Expenses & Income
• Financing Income excluding provisions for decline in value, clarification 8 position and fair value of derivative instruments, operating income excluding dividend, realization or decline in value of shares and severance pay fund gains; expenses excluding severance pay fund effects and special provisions
Operating Income and Expenses
% %Operating
ExpensesOperating
IncomeIncome /
Cost RatioAdjusted Income /
Cost Ratio
56.2%53.6%64.3%
55.0%52.7%
123.9% 133.1%
126.9%119.7%
118.7%
52.9%
108.7%
%
%
Total income after provision to doubtful debts / expenses adjusted Ratio
Total income before provision to doubtful debts / expenses adjusted Ratio
29
14.30%14.57%
13.42%
Capital Adequacy Ratio – Basel II
Overall capital
Capital Adequacy
Core Capital Adequacy
FIBICore capital 4 top Banks
*
*
*
***
**
30
Changes in Assets, Deposits & Credit to the Public (NIS Billions)
Credit to the public
Deposits from the public
Shareholders equity
Assets
31
Deposits from the Public80.2 NIS Billion
Deposits / Credit Ratio
Liquid Assets
Capital Adequacy – Bazel II
Core capital – Bazel II
Capital Investments
Credit tothe Public63.5 NIS Billion
Gov. & Bank Deposits2.3 NIS Billion
8.08%
126.3%
32.6%
65.8%Of capital available for Investments
Bonds-State of Israel: 9.0 NIS Billion
Cash/Deposits-Bank of Israel:11.7 NIS Billion
Bonds-Foreign states: 1.6 NIS BillionDeposits in Banks: 3.8 NIS Billion
Bonds-Banks: 2.7 NIS Billion
NIS+Forex Corporate Bonds:1.5 NIS Billion
Structure Products, Hedge Funds & Stocks:1.0 NIS Billion
Credit Risks in VAR Terms: (0.03) NIS Billion
Capital Notes4.8 NIS Billion
Capital available for Investments3.8 NIS Billion
12.50%
Business focus
32
PAGI, in which FIBI has a 100% equity holding, is a retail bank with 19 branches. the majority of its clients belong to the ultra-orthodox and orthodox sectors. PAGI maintains a unique positioning as Israel’s only orthodox oriented bank and its share in its target is significant. PAGI’s strategy is to aggressively grow its client base, while focusing on target segments in personal, business, and institutional banking.
UBANK - FIBI acquired 100% of share capital of UBANK (formerly Investec Bank (Israel) Ltd.) in December 2004. The acquisition of UBANK significantly bolstered FIBI’s competitive position in private banking, capital markets and foreign currency trading.In 2007 UBANK launched an innovation in Israeli banking - dedicated branches for affluent clients. This premium service (above retail and bellow classic private banking) comprises distinctive branch design and hours of operation, along with many other attractive features.
33
Banking Subsidiaries in Israel
3434
OTSAR HAHAYAL - FIBI acquired the majority share of Otsar Hahayal in August, 2006, it now hold 73.8% of the bank. Bank Otsar Hahayal specializes in retail and small to medium-sized businesses (SMEs) and has a high proportion of current and former military and defense industry personnel within its client base.The inclusion of Bank Otsar Hahayal’s operations creates a banking group with a comprehensive and diverse range of activities and earnings. FIBI has completed the process of integrating Otsar Hahayal’s IT systems and is in the process of implementing a shared services model across headquarter functions.
Banking Subsidiaries in Israel
MASSAD - FIBI acquired 51% of the share capital of Massad in May 2008. Massad, is a sectorial bank, specializes in teaching personnel. FIBI completed the process of integrating Massad’s IT System and is currently implementing a shared services model across headquarter support functions. Massad's identity as the “teachers' bank” also places it in an advantageous position in the Arab sector, and explains its success in this sector despite rising competition.
34
35
1. Without derogating from the generality of the conditions of use specified in the First International Bank of Israel ltd. (the “Bank”) website, the content exhibited in this presentation has been prepared by the Bank solely for use of the Bank’s presentation of the quarterly and/or annual Financial reports as well as strategic updates.
2. The content contained herein is partial and may include information and/or data that have not been independently verified by any outside entity. It is further emphasized that this presentation does not constitute an offer or invitation to purchase any securities and/or investments of any kind whatsoever.
3. This presentation should not be relied upon in connection with any transaction, contract, commitment or investment. For full and complete overview of the Bank’s financial situation and results of operation please view the Bank’s quarterly and/or annual financial reports.
4. Neither the Bank nor any of its employees or representatives shall have any liability whatsoever (in negligence or otherwise) for any loss and/or damages of any kind whatsoever arising, directly or indirectly, from any use of the content presented in this file or otherwise arising in connection with this file.
5. It is hereby emphasized that portions of the information exhibited herein are regarded as forecasts about the future prospects of the Bank and the actual results of the Bank may differ materially from those contemplated taking into account the various risk factors, including but notwithstanding, changes in legislation and governmental supervision policies, changing economic conditions and uncertainties which exist regarding the Bank’s business and the result of various operations. For a more accurate and detailed description see forward looking information section in the Banks financial statements.