La Banque Postale Group
Investor Presentation
May 2016
Disclaimer
This document has been prepared by La Banque Postale and La Banque Postale Home Loan SFH solely for use in investor meetings. This document is confidential and is not to be
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Information contained in this presentation is a summary only, and is qualified in its entirety by reference to the prospectus. The prospectus will include a description of risk factors relevant to
an investment in the securities to be issued by the Company and any recipients should review in particular the risk factors before making a decision to invest.
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Certain statements included in this presentation are “forward-looking”. Such forward-looking statements speak only at the date of this document, involve substantial uncertainties and actual
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matters relating to investments, being investment professionals within the meaning of Article 19(5) of the Financial Services and Markets Act 2000 (Financial Promotion) Order 2005, as
amended (the FPO); (ii) qualified investors (investisseurs qualifiés) as defined in Articles L411-2 of the French Monetary and Financial Code and (iii) persons to whom the communication may
otherwise lawfully be made (together Relevant Persons). Any investment or investment activity to which this document relates is available only to Relevant Persons and will be engaged in
only with Relevant Persons. This document must not be acted or relied on by any persons who are not Relevant Persons.
NOT FOR PUBLICATION OR DISTRIBUTION IN THE UNITED STATES - Nothing in this presentation shall constitute an offer of securities for sale in the United States. The securities referred
to in this presentation (if any) have not been registered under the U.S. Securities Act of 1933, as amended (the Securities Act) or under the securities laws of any state of the United States ,
and may not be offered or sold in the United States absent registration or an exemption from registration under the Securities Act and applicable state securities laws.
This document may contain a number of forecasts and comments relating to the targets and strategies of the La Banque Postale Group. These forecasts are based on a series of
assumptions, both general and specific, notably – unless specified otherwise - the application of accounting principles and methods in accordance with IFRS (International Financial Reporting
Standards) as adopted in the European Union, as well as the application of existing prudential regulations. This information was developed from scenarios based on a number of economic
assumptions for a given competitive and regulatory environment.
The Group may be unable:
to anticipate all the risks, uncertainties or other factors likely to affect its business and to appraise their potential consequences;
to evaluate precisely the extent to which the occurrence of a risk or a combination of risks could cause actual results to differ materially from those provided in this presentation.
There is a risk that these projections will not be met. Investors are advised to take into account factors of uncertainty and risk likely to impact the operations of the Group when basing their
investment decisions on information provided in this document. Unless otherwise specified, the sources for the rankings are internal.
2 La Banque Postale Investor presentation – May 2016
Overview
Business model and results
Funding and Liquidity
Capital
Appendix
Table of Contents
3 La Banque Postale Investor presentation – May 2016
A solid and stable shareholding structure and a core
subsidiary for Le Groupe La Poste
LBP is wholly-owned by La Poste, the French Postal Service
La Poste is itself 73.7% held by the French government and 26.3% by La
Caisse des Dépôts (100% held by the French State) and is structured
around 5 business units :
Services-Mail-Parcels (mail and parcels, logistics solutions and local
services),
GeoPost (domestic and international express services),
La Banque Postale (financial services),
La Poste Network (servicing its business units) and
Digital Services (solutions and services in the area of digital
transformation, digital marketing and digital trust).
LBP is considered as a core strategic subsidiary of La Poste:
La Poste is legally bound to keep a majority stake in LBP (Law of
regulation of postal activities, 2005)
LBP is an essential contributor to La Poste income
LBP is, by law, enabled to use La Poste’s staff for its activities
4
A strong shareholding structure – the backbone of LBP
73.7%
100%
100%
26.3%
La Banque Postale Investor presentation – May 2016
La Banque Postale (LBP): The heir of La Poste’s Financial Services
Since 2006, LBP has gradually acquired tools and built up a network of partnerships to accelerate its
development and achieve its full potential
5
Before 2006, La Poste’s financial services business was mainly focused on savings
Since 2006, LBP developed its product range and became a fully-fledged retail bank
Diversification of LBP lending activities has enhanced LBP role in financing the French real economy
1817 2000
Creation of
Efiposte
(manages sight
deposits
collected by La
Poste)
Creation of the first
postal service
mandate named
‘Reconnaissance’
31/12/2005
Efiposte
becomes
La Banque
Postale
2007
Consumer
Finance
2009 2011
Corporate
lending
La Banque
Postale
Crédit
Entreprises
La Banque
Postale
Assurances
IARD
A long history of La Poste’s
financial services But still a short history as a fully-fledged bank
2012
Lending to
French local
authorities
La Banque
Postale
Collectivités
Locales
La Banque
Postale
Financement
P&C
Insurance SFH
BPE
La Banque
Postale
Home Loan
SFH
2013 2014
Sofiap
2015
Partnership
with Aegon
AM
Merger BPE /
LBPGP
Wealth
Management
Unit
La Banque Postale Investor presentation – May 2016
La Banque Postale (LBP): A business model based on core
business development and successful partnerships
6
Retail Banking
A very active partnership policy with major players in order to accelerate new businesses
launches, relying on safe and efficient operational process
Retail banking
Private banking / discretionnary
management
Consumer finance
Public sector lending
Non-profit organisations & Corporate
banking
Life assurance
Contingency
P&C
Health Insurance
Insurance
Asset management for individuals
Asset management for companies
Real estate
Asset Management
Partnership in Consumer finance
FINANCEMENT
65%
owned
by LBP
COLLECTIVITES
LOCALES
65%
owned
by LBP
Partnership in Public sector
lending
Partnership in
Life Insurance
Partnership in
Contingency*
20.15% consolidated by LBP
PREVOYANCE
50%
owned
by LBP
Partnership in
P&C
ASSURANCES
IARD
65%
owned
by LBP
Creation of…
Partnership in
Health Insurance
ASSURANCES
SANTE
51%
owned
by LBP
ASSET
MANAGEMENT
Acquired 25% of
Partnership in Asset
Management
ASSET
MANAGEMENT
Contribution
Acquired 5% of
La Banque Postale Investor presentation – May 2016 *current discussions on LBP purchasing CNP’s stake in La Banque Postale Prévoyance
7
La Banque Postale (LBP): a business model based on 3 business
lines
Core focus on retail banking
10.8 million active retail customers
13.8% market share on ordinary deposits and 23,7% market share on the
Livret A/Bleu
Home Loans production up +43% at €12,8bn and consumer loans
production up +7% at €2,3bn
* Source: AFG: the French Asset Management Association (2014)
A leading position in the French banking market
Retail banking in France
NBI YE 2015 ** (€bn)
** YE 2015, press releases reports, excluding home savings provisions
*** Sofia Study, March 2015
**** Registration Document or press releases, YE 2015
LBP in the French banking environment
Retail Banking
Retail banking
Private banking /
discretionary
management
Consumer finance
Public Sector lending
Non-profit
organisations &
Corporate banking
One of the rare pure
player in French retail
banking
Insurance
Life assurance
Contingency
P&C
Health Insurance
Partnership with CNP
Assurances
(20.15% consolidated)
Asset management
for individuals
Asset management
for companies
Real estate
LBPAM is the 5th
largest asset
management
company in France*
(€177,1bn AUM)
Asset
Management
Contribution to net income before tax 2015 Key figures of retail banking activity at YE 2015
3,6
7,3
6,5
8,6
6,6
5,8
LCL
Crédit Agricole 13,9
Caisses d’Epargne
Banques Populaires
Société Générale
BNP Paribas
LBP
3,2
6,6
3,6
3,3
3,5
8,4
Banques Populaires
Société Générale
LBP
BNP Paribas
Crédit Agricole 10,8
Caisses d’Epargne
LCL
Number of customers with main current
account March 2015 (m)***
27%
6%
Retail Banking
Insurance
67% Asset Management
Number of branches
YE 2015 (m)****
1,9
7,0
4,2
3,3
3,1
2,2
9,3
Banques Populaires
Caisses d’Epargne
LCL
Crédit Agricole
BNP Paribas
LBP
Société Générale
La Banque Postale Investor presentation – May 2016
8
A solid and stable shareholding structure, reflected in strong
credit ratings
Latest rating update Oct-Nov-Dec 2015 Dec 2015
France AA / Negative AA / Stable
Caisse des Dépôts AA / Negative AA / Stable
Le Groupe La Poste A / Stable A+ / Stable
Latest rating update Dec 2015 May 2016
Long term debt A / Stable A- / Stable
Short-term debt A-1 F1
Tier 2 BBB-
La Banque Postale’s credit ratings
LT debt ratings of La Banque Postale’s stakeholders
La Banque Postale Investor presentation – May 2016
Overview
Business model and results
Funding and Liquidity
Capital
Appendix
Table of Contents
9 La Banque Postale Investor presentation – May 2016
Outstanding loans to local authorities (in €bn)
Home Loans
Consumer Loans
Loans to Businesses
Loans to Local
Authorities
2015 : a growing loan portfolio with the development of new
businesses
10
Home loans outstandings (in €bn) Consumer loans outstandings (in €bn)
Outstanding loans to businesses (in €bn)
54535045
2015 2012
+1,2%
2014 2013
4,54,0
3,4
2,6
2014 2013 2012
+12,9%
2015
4,53,6
2,2
0,2
2014 2015
+25,2%
2012 2013
5,3
2,91,8
0,5
+81,3%
2015 2014 2012 2013
New home loans production up 43% yoy to €12,8bn (including BPE and SOFIAP)
New consumer loans production up 7% yoy to €2,3bn
€12,1bn of loans granted to corporates and local authorities (+34% yoy) with €5,4m short term loans (+24%) and
€6,7bn long term loans (+43%)
An ongoing commercial momentum
La Banque Postale Investor presentation – May 2016
2015 : performance
11
Consolidated results (in €m)
Main lines of the consolidated income statement
Dec 2015 Dec 2014 %
Net banking income 5,745 5,673 +1.3 %*
Operating expenses -4,693 -4,672 +0.4%
Gross operating income 1,052 1,001 +5.1%
Cost of risk -181 -163 +11%
Operating income 871 838 +4%
CNP at equity 207 199 +3.9%
Profit before tax 1,094 1,037 +5.5%
Net Income, Group Share 707 677 +4.4%
Cost to income ratio 82.1% 82.7% - 0.6 point
NBI: €5.7bn, +1.3%* vs. Dec 2014
Operating expenses under control : +0,4%
Cost to income ratio improving at 82.1%
A commercial credit activities cost of risk stable at 23 bps
* +0.1% excluding home savings provision, scope effect of €29.6 million (Ciloger, Fédéris, Sofiap)
La Banque Postale Investor presentation – May 2016
2015 : Focus on efficiency
12
LBP Group cost to income ratio
An ongoing effort to improve efficiency across all fronts
€4,693m (+0.4% yoy) reflecting efforts to contain
expenses despite the gradual implementation of major
transformation programs including:
IT major transformation program improving
distribution and banking platforms efficiency
Operating expenses composition 2015
Such focus on business development and
optimisation of operational efficiency allowed:
The operating income to increase by 4% yoy in
2015 (to €871m)
The cost to income ratio to improve by almost
0.6 point yoy to 82,1%
The profit before tax to reach €1,094m, +5,5%
yoy
2015 Group's operating expenses
Focus on external
services and other
expenses
* Related to the Service Level Agreement signed with La Poste
2015
82,1
2014
82,7
2013
84,7
2012
85,8 -3,7 pt
10% 2%
84%
5%
Employee benefits expenses
Taxes and Duties
External services and other expenses
Amortisation and provision
Other costs (ATM, postage …)
Customer advisors / salesforce*
Back office & IT*
Counter transactions*
100%
23%
30%
23%
25%
La Banque Postale Investor presentation – May 2016
Group cost of risk / group gross operating income
2015 : a cost of risk under control
13
LBP has stringent risk controls in place
Low risk appetite and low earnings volatility
throughout the cycle
Cost of risk increased by 11% but commercial
credit activities cost of risk remained stable yoy
at 23 bps, despite growth in outstanding loans
Outstanding consumer loans: +12.9% yoy to
€4.5bn
Outstanding home loans: +1.2% yoy to €54.1bn
Total outstanding loans*: +6.8% yoy to €69.2bn
* Loans: customers and corporates
Credit activities cost of risk (bps)*
Source: 2015 press releases of French banks
* Cost of risk on loans in bp, based on average outstanding at the start of the period
+11%
2015
181
2014
163
2013
154
CM11 Group
16%
Crédit
Agricole
Group
25%
BPCE
22%
Société
Générale
35%
BNPParibas
28%
LBP
17%
LBP Group cost of risk (€m)
2014
23
2015 2013
23
25
La Banque Postale Investor presentation – May 2016
Dynamism of insurance and asset management businesses
14 La Banque Postale Investor presentation – May 2016
Asset management
Portfolio evolution
4,11,51,4
2015
177,1
2014
149,4
LBPAM / SAM / Fédéris
Tocqueville
Ciloger
10280
1 353
2 758
2015
1 134
2014
2 750
Contingency
P&C
Health
Assets Under Management (€bn)
Insurance
LBPAM / Tocqueville: €177,1bn AUM (including Fédéris
Gestion d’Actifs)
Outflows on monetary funds offset by constructive market
conditions
Recent partnership between LBPAM with Aegon Asset
Management and Malakoff Médéric to :
Develop international and diversified asset classes
Consolidate analysis and mastery of SRI management via
Fédéris Gestion d’Actifs
Significant increase of portfolios
P&C Insurance: 547,000 new policies
Health Insurance: more than 60,000 new policies
Contingency : nearly 310,000 new individual contingency
policies
Overview
Business model and results
Funding and Liquidity
Capital
Appendix
Table of Contents
15 La Banque Postale Investor presentation – May 2016
Balance sheet composition
16
Balance sheet at YE 2015: €219 bn, +€5,9bn vs
YE14
Large customers’ deposits base : €167bn
LBP “centralises” all funds deposited on regulated
savings accounts (Livret A, LDD and LEP) to
CDC*, with no interest rate or liquidity risk (it is a
pure pass-through): €75bn
Remaining part of the deposit base (not
centralised to CDC) amounting to €92bn:
is used to fund customer lending and mainly home
loan activity
is invested in a “government bond” portfolio
classified in HTM** (existing before LBP creation
and mainly consisting in HQLA bonds)
* CDC: Caisse des dépôts
** Held to Maturity
LBP balance sheet at YE 2015 (€bn)
Customer
deposits
€167bn
A unique balance sheet reflecting LBP business model
22
12
16
24
69
75Regulated savings
centralised at CDC
AFS Portfolio
Other assets
Short term assets
and Central Bank
Loans to customers
HTM Portfolio
219
Assets
12
19
20
92
75
Own funds and hybrids
Other Liabilities
219
Liabilities
Regulated savings
centralised at CDC
Short term liabilities
Customer deposits
excluding regulated
savings
La Banque Postale Investor presentation – May 2016
LBP’s strong asset quality
17
LBP has a high quality and granular loan portfolio
86% of the lending portfolio is retail customers’
based
LBP conservative financing approach, focusing on
stringent management
Doubtful ratios* (YE 2015)
High quality of LBP investment portfolio
Desensitisation to peripheral SSA** (€bn) HTM and AFS portfolios composition and ratings (YE 2015)
• Impaired loans / gross loans
** Sovereigns, Supras and Agencies
A and others
29%
AAA and AA
71%
Other
6%
Banking 28%
Sovereign 66%
1,20,8
0,3
1,3
1,2
0,6
-58%
Ireland
Spain
Italy
2015
0,9
2014
2,0
0,0
2013
2,5
0,0
2014 2015
0,8%
4,6%
0,9%
6,9%
Consumer loans
Home loans
La Banque Postale Investor presentation – May 2016
LBP funding structure and strategy
18
Diversifying funding sources to support its lending diversification
In addition to the large customer deposit business,
LBP has diversified wholesale funding sources:
Access to the inter-banking market: €20bn
French CD program
Large repo eligible portfolio of high quality
securities, consisting mainly of rapidly
accessible Government bonds
Access To EIB (European Investment bank)
long term funding
Agreement with SFIL/CAFFIL to refinance
French local authorities loan production
Senior unsecured EMTN program
A covered bonds program through LBP Home
Loan SFH
In order to develop its lending activity, LBP is
heading towards a gradual rebalancing of its
funding sources by increasing its long term
wholesale funding
Diversified wholesale funding sources at Dec 31th 2015
31,20%
Outstanding LBP Tier 2 bonds
In Nov 2015, LBP priced a €750mm 2,750% 12NC7
Tier 2 transaction
In April 2014, LBP priced a €750mm 2.750%
12NC7 Tier 2 transaction
In November 2010, LBP priced a €750mm 4.375%
10-year Bullet Tier 2 transaction
25%
34%
41% Repo LT
Tier 2 and Senior
Covered Bonds
€7,4bn
La Banque Postale Investor presentation – May 2016
LBP liquidity position
19
LBP Group’s LCR and liquidity buffer (€bn)
A strong and stable liquidity position
Low reliance on wholesale funding
Sound financing structure with a loan to deposit
ratio of 75%* at YE 2015
* Loan to deposit ratio, excluding Livret A and LEP and LDD deposits centralised at the Caisse
des Dépôts
LBP loan to deposit ratio (€bn)
2015
218%
2014
184%
3,8
Level 1
Level 2
2015
15,7
11,9
Centralised deposits
Customers’deposits
92,2
75,3
Customers’loans
69,0
Ratio L/D : 75%
LCR: 218% at YE 2015 (estimated)
A strong liquidity buffer with 76% of level 1 buffer
La Banque Postale Investor presentation – May 2016
Overview
Business model and results
Funding and Liquidity
Capital
Appendix
Table of Contents
20 La Banque Postale Investor presentation – May 2016
LBP capital position
21
Strong capital position
2015 prudential ratios – building capital buffers
3%
CET1 prudential capital (€m)
Leverage ratio
* Estimated, taking into account the delegated act published by the EC on Oct 2014, subject to ECB authorization.
Excluding centralised deposits: €75,3bn out of €219bn
* *
+10 bps
2015
5,2%
3,5%
2014
5,4%
3,4%
Including delegated act
Without delegated act
75707
+7%
CET1 31.12.2015
7 155
Others Dividend project
-318
Profit
CET1 31.12.2014
6 691
Organic capital generation
+170 bps
+50 bps +50 bps
Total
18,7% 17,0%
15,3%
Tier1
14,7% 14,2%
13,2%
CET1*
13,2% 12,7%
11,4%
2015
2014
2013*
Basel 3 for 2014 and 2015, Basel 2,5 for 2013
1,5
4,0
CET1
AT1
T2
2015
18,7
13,2
La Banque Postale Investor presentation – May 2016
CRD IV:
Phased-in Common Equity Tier 1 ratio of
13.2%
Fully loaded Common Equity Tier 1 of 14.2%
LBP displays a higher fully loaded ratio than
its phased-in CET1 ratio because of
significant stock of unrealised gains
Total Capital ratio of 18,7%
€750m Tier 2 issuance in Nov 2015
LBP capital position
22
Capital management philosophy
LBP and Group LP are committed to manage adequate
solvency levels to support LBP’s strategy as evidenced
by several capital actions
Maintaining a prudent approach on capital…
Consistently above 10% CET1 since LBP creation
At year end 2015, above LBP Pillar II requirement of
9.25% set by the ECB following 2015 SREP exercise
And already well above the 9.3125% requirement as of
1st January 2016*
Ability to generate capital to support future growth
La Banque Postale Investor presentation – May 2016
Basel 2 / 2.5 Basel 3 / CRR
11.4%* 10.1%**
12,7% 12,1% 13,2%
11,5%
14,2% 14,7%
2011 2012 2013 2013 2014 2015
AT1
Core Tier 1
12.7%
First capital
increase
of €860m
Capital increase of
€228m and AT1
issue of €800m
Capital increase
of €633m
… under conservative risk regulatory measure
Assessing Pillar 1 risk under standard approach
Managing with conservative regulatory hypothesis
… and mainly exposed to credit risk in regards to a
portfolio largely composed of retail exposures Basel 2 / 2.5 Basel 3 / CRR
LBP Tier 1 ratios historical data
LBP RWAs historical data (€m)
13.2%
8 160 8 268 8 500 8 500 8 875 9 179
25 654 30 086
35 913
47 250 42 516 43 815 1 691
787
825
825 1 271 1 215
2011 2012 2013 2013 2014 2015
Market RWACredit RWAOperationnal RWA
* 9.25% + 0.0625% of additional O-SIB buffer
MREL / TLAC considerations
23
Total Loss Absorbing Capacity considerations
Following public consultation, the TLAC
requirement for G-SIBs has been released by the
FSB on November 9th 2015, with expected
implementation by January 1st, 2019. The
Commission intends to make a proposal to
introduce this standard into EU law in 2016
The European Commission proposed on May 23rd
2016 a Delegated Resolution specifying the criteria
that resolution authorities will need to consider
when setting MREL, an individual measure
modulated with bank’s business model, risk profile
and funding model.
Building Capital Buffers
TLAC vs. MREL
Covered Entities All EU credit institutions International G-SIBs
Focus Pillar II Pillar I + Pillar II
Eligible Liabilities Wider definition Limits to 2.5% pari
passu instruments to
excluded liabilities
Subordinated
instruments
Denominator Total liabilities and own
funds
RWAs / Leverage ratio
Minimum Ratio Bank specific level, no
legal floor
16% initially + Capital
Buffers / 6% Leverage
ratio
Date Jan’16; phase-in period Jan’19
MREL TLAC
11,0% 12,7% 12,1% 11,4% 12,7% 13,2%
1,8% 1,5% 1,5%
2,8% 4,0%
13,2%
17,0%
2010 2011 2012 2013 2014 2015
T2 AT1 CET1
La Banque Postale Investor presentation – May 2016
In this context, La Banque Postale monitors
regulatory developments pertaining to resolution
and continues to build out buffer of loss absorbing
instruments.
18,7%
CET1 ratio: 13.2% **
Tier 1 ratio: 14.7%
Total Capital ratio: 18.7%
Estimated leverage ratio: 3.5% ***
Estimated LCR liquidity ratio: 218%
94%
3% 3%
Retail BankingAsset ManagementInsurance
La Banque Postale at a glance
24 La Banque Postale Investor presentation – May 2016
Key facts 2015
Company profile 2015 Key financial figures
Strong capital and high liquidity in YE 2015
Created in 2006 but a long track record in financial
services
Wholly-owned by La Poste, the French Postal
Service
A safe business model
Retail Banking: 94% of NBI (2015)
Recurrent revenues
Low cost of risk
Sound ratings:
A (stable outlook) by S&P
A- (stable outlook) by Fitch
Customer deposits €167bn
Consolidated results (in €m) Dec 2015 Dec 2014
Net banking income*
Excluding home savings provision
5,745
5,809
5,673
5,805
Operating income 871 838
Net Income, Group Share 707 677
Cost to income ratio 82.1% 82.7%
Retail active Customers
Post offices
NBI Split by Business
˜10.8m
˜9,300
• Scope effect of €29,6m (Ciloger, Fédéris, Sofiap)
** Phased-in CRD IV/CRR. Estimated fully loaded ratio 14,2%
*** 5.2% estimated ratio taking into account the delegated act published by the European
Commission on Oct 2014, subject to ECB authorization
Overview
Business model and results
Funding and Liquidity
Capital
Appendix
Table of Contents
25 La Banque Postale Investor presentation – May 2016
A sustainable income generation
26 La Banque Postale Investor presentation – May 2016
Dividend Strategy
Increasing income generation allowing LBP to improve efficiency while following a consistent
dividend policy
* +0,1% excluding home savings provision, scope effect of €29,6m (Ciloger, Fédéris, Sofiap)
+23,7%
x2.4
Net Banking Income (€m)
Gross Operating Income (€m)
Net banking income (NBI):
€5,745m in 2015 (+1,3% yoy)*
23.7% increase since 2006
Gross operating income:
€1,052m in 2015 (+5.1% yoy)
2.4x higher than 2006 figures
Net income, Group share:
€707m in 2015 (+4,4% vs. 2014)
2015 Dividend: €318m (45% pay-out ratio) (proposed to the shareholders’ meeting before the end of May 2016)
5,7455,6735,5395,2455,2305,2155,2104,8154,7454,644
2015 2013 2014 2011 2012 2008 2007 2006 2009 2010
1 0521 001854
755708779676
399514
437
2010 2011 2012 2009 2014 2013 2015 2008 2007 2006
318305
186
96
261258
0
50
100
150
200
250
300
350
0
10
20
30
40
50
109
2008 2009 2015 2014 2011
293
2010
264
2012 2007 2013
% €m
LBP distribution network
27
458 million visits in post offices in 2015
Largest French retail banking network: 9,300 post
offices and 7,683* ATMs
LBP Group: 4,179* staff directly, throughout
France
15,934* employees in La Poste’s financial services
and financial centres report indirectly to LBP’s
executive board
10,742* advisors and customer service managers
including 714* home loans specialist advisors
A multi-channel network YE 2015 (in millions and %)
Customer relationship enhanced by a multi-channel platform
Paylib creation in 2013: internet payment solution
La Banque Postale Chez Soi: nearly 100,000
customers at YE 2015 (fully remote banking
access using a new interactive mode)
An extensive distribution network
La Banque Postale Investor presentation – May 2016
* Permanent employees 2015
579
(25,5%)
1 000
(44,0%)
Website visits
Remote banking contacts
ATM transactions 543
(23,9%)
143
(6,3%)
6
(0,3%)
Meetings with advisors Counter banking transactions
La Banque Postale 2020
28 La Banque Postale Investor presentation – May 2016
Accelerating business development in the retail
banking market • Winning and retaining the loyalty of young customers
• Building life solutions for seniors
• Accelerating the development of wealth banking, relying on a
strengthened sales structure, a full range of services and
appropriate organisation
• Offering vulnerable customers tailored solutions
Developing digital banking • Promoting digital services in the group’s business development
• Facilitating interoperability between channels
• Enhancing online services with the expertise of le Groupe La Poste
• Boosting the appeal, visibility and preference for La Banque Postale
brand
• Developing new banking methods by using digital ecossystems
Preparing La Banque and Network employees for the
jobs of tomorrow • Establishment of the Ecole de La Banque et du Réseau to provide
support for the 70,000 employees of La Banque Postale, Financial
Services and La Poste Network and to train them in the new skills
required for the businesses of the future
Becoming a bank for professionals by setting up a
dedicated unit • Gradual ramp-up of the Banque des Pros programme, through
training 1,000 Pro advisors
• Allowing the Bank to capitalise on two aspects of the Pro customer
relationship (business relationship and personal relationship)
Becoming the reference bank for regional development • Offering a new model of local financing, founded on simple products,
granted under a transparent pricing policy and a responsible
approach to advice and risk
• By developing new activities, being recognised as a leading
stakeholder in financing the local public sector
• Evolving orgnaisation of the Department of Businesses and Land
Developemnt to be close as possible to each region and to rely on
synergies between the sales teams
Leading development of the Bank for major corporate
and institutional accounts • Offering a new model of local financing, founded on simple
products, granted under a transparent pricing policy and a
responsible approach to advice and risk
• Continuing with theses customers a tradition of trust, simplicity and
attention
• Providing these customers with a dedicated team and developing
new services adapted to their needs
Contact details
29
Stéphane Magnan
Head of Financial Markets & ALM
Frédérique Delavaud
Financial communication manager
Dominique Heckel
Head of Long Term Funding
La Banque Postale
115 rue de Sèvres
75275 Paris Cedex 06
www.labanquepostale.com
La Banque Postale Investor presentation – May 2016
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