Professional Documents
Culture Documents
Mr Erkki Raasuke
Head of Baltic Banking
Capital Markets Day
Kiev, 5 March 2008
Agenda
© Swedbank 2
1
Overview of the market
2
Baltics macro development – Signs of slowdown
© Swedbank 5
Present situation
3
Financial performance
Net profit (EURm) Cost-income ratio
49% 49%
463 44%
323 40%
175 205
Return on equity
Lending (EURm)
30%
27%
18,877
14,158 23% 22%
8,899
5,697
Land plots
Retail &
wholesale
1,736 9%
Retail
12%
Other
Industry 1,692 8%
38%
Transport 1,111 6%
4
Asset quality and provisioning cost
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5
Baltic Banking
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6
Build new organization model in Baltic Banking
• Priorities in 2008
– Define new organizational model in Baltic Banking by May 2008
– Implementation period from June to December
– New organizational model is expected to be fully functional in 2009
© Swedbank 13
• Priorities in 2008
– First pilots in mortgage, debit cards run in 2007; corporate
lending, consumer finance and current account/payments to
be rolled out in 2008
– Develop operational performance measurement system
– Clear internal targets for savings in monetary terms, quality,
lead time, FTE reduction, customer satisfaction have been
established
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7
Grow core businesses – Corporate banking
• Priorities in 2008
– Manage corporate business through the cycle
– strengthen the monitoring and restructuring teams
– maintain and enhance relationships with long-term clients
– Establish junior lending/ distressed debt solutions
– restructuring of distressed debt and launching mezzanine type of products
– Establish knowledge centres for specialized finance
– e.g. acquisition & project finance, shipping finance
– Attain cross-border credit solution and full-service cash management
offering for pan-Baltic clients
– unified service model
– implement efficient remote account opening and after-service
– launch regional e-channels offering
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• Priorities in 2008
– Implement risk capital logic in business strategy
– Develop risk selection and pricing skills
– Implement portfolio management
– Implement client value management approach
– Pilot ongoing in consumer finance, after that rolled out in other areas
– Improve process efficiency
© Swedbank 16
8
Grow core businesses – Daily banking
• Priorities in 2008
– Develop daily banking business concept and strengthen our client
offerings
– Develop Customer Relationship Management concept
– Increase customer activity
– Core focus product - deposits
– maintain or increase current market share
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• Priorities in 2008
– Build cross-border business model in life insurance and
asset management
– Build standardized advisory process in retail
– Increased focus on investment management in private
banking segment
– Particularly in Latvia and Lithuania
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9
Summary
• Short-term challenges
– Credit quality
– Operational efficiency
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Additional material
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10
Macro figures*
2005 2006 2007f 2008f 2009f Latest data
Economic growth, %
©EU27
Swedbank -2.4 -1.6 -1.1 -1.2 -1.1 21
*Estonian, Latvian and Lithuanian forecast by HBM; EU27 forecast by EC (Autumn 2007 forecast)
** for actual data in 2007
Export sectors
Main export sectors - Estonia Main export sectors - Latvia
100% 9% 10% 12% 100%
25% 17%
80% 31% 80%
45% 40% 9% 23%
60% 11% 60% 9%
7%
6%
N/A
40% 30%
9% 40% 30% 28%
17%
18%
20% 5% 6% 7%
6% 4% 12% 20% 9%
4% 8% 4%
11% 9% 12% 15%
7%
0% 0%
2003 2005 2007 2003 2005 2007
Food, beverages, tobacco etc Mineral products Food, beverages, tobacco etc Mineral products
Chemicals Plastic, rubber, wood etc Chemicals Plastic, rubber, wood etc
Textiles, footwear Machinery and equipment Textiles, footwear Machinery and equipment
Metals + other Metals + other
60% 10%
15% 10% 8%
9% 7% 12%
40% 7% 9%
27% 14%
20% 20%
17%
11% 13%
0%
2003 2005 2007
Food, beverages, tobacco etc Mineral products
Chemicals Plastic, rubber, wood etc
Textiles, footwear Machinery and equipment
© Metals
Swedbank+ other 22
11
December 2007 Commercial
real estate 5%
14% 23%
32%
41% 11%
34%
3% 45%
5%
11% Office
5%
31% Production & warehouse
12% Residential
37% 63% 9%
LT 8% 38%
Retail
40%
38% Land plots
Other
12