Results presentation. For the year ended 31 March 2014

Transcription

1 Results presentation For the year ended 31 March 214

2 The year in review 2

3 Improving operating environment Results impacted by strength of sterling against other operating currencies Equity markets Interest rates JSE +19.8% 5 SA Rebased to 1 11 ASX +8.5% 1 FTSE +5.2% 9 8 Mar-13 May-13 Jul-13 Sep-13 Nov-13 Jan-14 Mar-14 % 4 3 AUS 2 1 UK US Mar-13 May-13 Jul-13 Sep-13 Nov-13 Jan-14 Mar-14 Exchange rates 14 Rebased to / ZAR +25.8% /A$+23.3% / US$ +9.9% / Euro +2.5% 9 8 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Source: Datastream 3

4 Diversified business model Geographic diversity Revenue diversity 1 Operating profit* % contribution to group by geography Operating profit* % contribution to group by business UK, Australia & 7 Other Southern Africa 5 Specialist Banking Mar-9 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 4 Wealth & Investment Mar-9 Mar-1 Mar11 Mar-12 Mar-13 Mar % Asset Management *Before tax, goodwill, acquired intangibles, non-operating items and after other non-controlling interests 4

5 Continued growth in key earnings drivers Third party assets under management Customer accounts (deposits) and loans 14 bn Up 8.9% 3 bn Customer accounts Core loans and advances Up 6.2% Up 7.9% 12% 12 Down.7% 25 Customer accounts Down 7.6% Core loans and advances Down 6.8% 1% 1 2 8% % % 2 5 2% - Mar-9 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 Mar-14 Currency neutral - Mar-9 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 Customer accounts Mar-14 Currency neutral % Asset Management Wealth & Investment Other Core loans and advances to customers Loans and advances to customer deposits 5

6 Supporting continued growth in revenue Total operating income 3 mn Up 5.6% 25 Down 2.9% Mar-1 Mar-2 Mar-3 Mar-4 Mar-5 Mar-6 Mar-7 Mar-8 Mar-9 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 Mar-14 Currency neutral 6

7 Impairments down South Africa SA impairments down 23.6% in Rands UK & Europe (ex Kensington) UK impairments down 17.1% (Including Kensington down 38.8%) Australia Australian impairments increased 6% R bn 6% bn 7 12% A$ bn % 14 5% 6 1% 4% 12 4% 5 8% % 8 3% 3 6% 2 2% 6 4 2% 2 4% 1 1% 2 1% 1 2% % % % Credit loss ratio (LHS) Net core loans (RHS) Net defaults as a % of core advances (LHS) 7

8 Fixed costs marginally up Narrowing jaws ratio Cost to income / Operating margin 2,5 mn Asset Management % Mar-13 Mar Operating costs 1.3% Operating income 1.7% 2, Operating income down 2.9% to 1,941mn 1-yr CAGR of 11.4% o o Headcount up 2 people to support growth Investment in distribution platforms Operating margin 1,5 1, 5 - r-5 Ma Operating costs (excl. depreciation) up.4% to 1,277mn 1-yr CAGR of 11.3% r-6 Ma r-7 Ma r-8 Ma r-9 Ma r-1 Ma r-11 Ma Operating costs (excluding depreciation) Operating income r-12 Ma r-13 Ma r-14 Ma Wealth & Investment % Mar-13 Mar Operating margin Specialist Bank 1 % Mar-13 Mar Cost to income Operating costs 11.9% o o o o Operating income 15.7% Headcount up 51 people Investment in IT, online infrastructure and experienced portfolio managers Operating costs 2.9% Operating income 7.8% Headcount down 144 people Costs up in line with inflation (in home currencies) and as a consequence of reshaping 8

9 Resulting in an improved group performance Negatively impacted by the Rand Mar-14 Mar-13 % change % change on currency neutral basis^^ Operating profit* before tax ( ) % 2.3% Attributable earnings** ^( ) % 2.5% Adjusted EPS**^ (pence) % 19.7% DPS (pence) % NA Net asset value per share (pence) (2.2%) 9.1% Total shareholders equity ( mn) % 12.2% Customer accounts (deposits) ( bn) (7.6%) 6.2% Net core loans and advances to customers ( bn) (6.8%) 7.9% *Before goodwill, acquired intangibles, non-operating items and after other non-controlling interests; **Before goodwill, acquired intangibles, non-operating items and after noncontrolling interests; ^ After deducting preference dividends; ^^Amounts represented on a currency neutral basis assume that the closing and average exchange rates of the group s relevant exchange rates relative to Pounds Sterling remain the same as at 31 March 214 when compared to 31 March 213 9

10 Strong Rand performance up 28% Mar-14 Mar-13 % change Operating profit* before taxation (R mn) % Adjusted attributable earnings**^ (R mn) % Adjusted EPS* (cents) % DPS (cents) % Net asset value per share (cents) % R mn Strong recovery in Rand earnings post crisis Mar-9 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 *Before goodwill, acquired intangibles, non-operating items and after other non-controlling interests; **Before goodwill, acquired intangibles, non-operating items and after noncontrolling interests; ^After deducting preference dividends 1

11 Progress made on our financial targets Target Mar-14 Mar-13 ROE 12-16% 16% over a rolling 5-yr period 1.1% 1% 94% 9.4% Tangible ROE 12.3% 11.7% Adjusted* EPS growth Target: 1% > UKRPI 19.7% 5.3% 16.4% Currency neutral Cost to income Target: < 65% 67.5% 65.7% Dividend cover (times) Target: times 2.x 2.x Note: These are medium to long-term targets which we aim to achieve through varying market conditions *Adjusted EPS is before goodwill, acquired intangibles and non-operating items and after non-controlling interests and after deducting preference dividends 11

12 Stable capital position Capital adequacy Tier 1 Investec Bank Limited 15.3% Investec Bank Limited 1.8% Investec Limited Investec Bank plc 14.9% 16.% As reported Investec Limited Investec Bank plc 11.% 11.% As reported Investec plc 15.3% Investec plc 1.5% % 4% 8% 12% 16% % 4% 8% 12% 16% Leverage ratios Common equity tier 1 Investec Bank Limited 6.8% 7.2% 7.2% Investec Bank Limited 1.2% 1.3% Investec Limited Investec Bank plc Investec plc 6.2% 7.2% 7.4% 7.4% 7.4% 7.4% 6.2% 7.4% 7.7% Fully loaded Current Permanent capital Investec Limited Investec Bank plc Investec plc 9.3% 94% 9.4% 11.% 11.% 8.8% 8.8% Fully loaded As reported % 2% 4% 6% 8% 1% % 2% 4% 6% 8% 1% 12% Note: Please refer to the 214 Analyst Book for detailed definitions and explanations 12

13 Divisional i i highlights hli ht 13

14 Asset management - overview Overview of performance Financial summary Sale of 15% stake in the business to management was successfully completed in July 213 Mar-14 Mar-13 % change Benefited from higher average assets under management and net inflows of 2.6bn Competitive long term investment performance across investment capabilities Assets under management at 68.bn Operating profit* ( mn) % Operating margin 34.7% 34.5% ROE (pre-tax)** 96.7% 95.1% ROE tangible (pre-tax) 35.1% 336.1% Assets under management ( bn) (2.6%) Outlook Assets under management by asset class The business remains stable and momentum is positive Priorities are to deepen and widen our investment strategies and to focus on further diversifying the 4 client base, including expanding range of private 2 market strategies and increasing market penetration in Asia, Europe and the Americas 8 bn 6 Mar-12 Mar-13 Mar-14 Third party funds on advisory platform Alternatives Multi-assest Fixed income Equities *Before goodwill, acquired intangibles, non-operating items, taxation and before non-controlling interests **Return on adjusted shareholders equity (including goodwill) 14

15 Asset Management key drivers Key drivers (besides market levels) Operating margin Net inflows Average income as a % of AUM 4 % 8 bn 1. % Mar-9 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 - Mar-9 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14. Mar-9 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 Recognition 15

16 Wealth & Investment - overview Overview of performance Financial summary Benefited from higher average funds under management Mar-14 Mar-13 % change Net inflows of 1.4bn and improved operating Operating profit* ( mn) % margins Operating margin 22.9% 2.3% UK business has successfully expanded its operation across the region, investing in ROE (pre-tax) tax)** 18.2% 15.8% infrastructure and talent ROE tangible (pre-tax) 13.% 14.9% SA business benefitted from a seamless offering to both Wealth & Investment and Private Total FUM ( bn) % Banking clients, and made progress in leveraging off the global investment platform Outlook Assets under management by asset class Investments we have made, and continue to make, leave us well placed to build on the current momentum 5 bn 4 UK - Non-discretionary 3 Ongoing initiatives in the digital and online channels should support revenue improvements and business 2 efficiencies 1 Mar-12 Mar-13 Mar-14 UK - Discretionary SA - Non-discretionary SA - Discretionary *Before goodwill, acquired intangibles, non-operating items, taxation and after non-controlling interests **Return on adjusted shareholders equity (including goodwill) 16

17 Wealth & Investment key drivers Key drivers Operating margin Net inflows Average income as a % of AUM 3 % 3 bn.8 % Mar-11 Mar-12 Mar-13 Mar-14-2 Mar-11 Mar-12 Mar-13 Mar-14. Mar-11 Mar-12 Mar-13 Mar-14 Note: Prior to Mar-11 Rensburg Sheppards plc was an associate of Investec and not a 1% owned subsidiary Recognition 213 Top Stockbroker for the Sophisticated Exec 17

18 Specialist Banking - overview Overview of performance Financial summary SA grew 29.2% benefitting from an increase in corporate fees and increased income from customer Mar-14 Mar-13 % change flow. Unlisted private equity performed well and we continue to grow our private banking businesses. The investment and trading property portfolio delivered a sound performance Operating profit* ( mn) % Cost to income 66.% 63.1% The UK grew 3% - principal investments performed well with good growth in the professional and asset finance loan portfolios. Quality of income is improving ROE (pre-tax)** 8.7% 7.9% Australia reported a loss impacted by strategic restructuring ROE tangible (pre-tax) 9.1% 8.4% Outlook Loans and deposits As a result of the reshaping process, the business is well positioned to benefit from any improvement in markets going forward Legacy book clearly articulated and monitored The ongoing businesses are performing well Net core loans and advances bn AU SA Total deposits bn AU SA Mar-13 Mar-14 Mar-14 Currency neutral UK Mar-13 Mar-14 Mar-14 Currency neutral UK *Before goodwill, acquired intangibles, non-operating items, taxation and after non-controlling interests **Return on adjusted shareholders equity (including goodwill) 18

19 Specialist Banking mix of income Net interest income Net fees and commissions Investment and trading income mn 8 mn 4 mn 5 Debt repurchases Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 Mar-14 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 Mar-14 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 Mar-14 Currency neutral Currency neutral Currency neutral 19

20 Specialist Banking costs and impairments Costs Impairments mn 1 mn Mar-9 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 Mar-14 Currency neutral Mar-9 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 Mar-14 Currency neutral 2

21 Specialist Banking key drivers Key drivers 8 6 % Cost to income ratio ROE post tax Growth in net core loans 2 % % (Currency neutral) Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 Mar-1 Mar-11 Mar-12 Mar-13 Mar % Growth in risk-weighted assets (Currency neutral) 1.5 % Credit loss ratio on core loans Mar-1 Mar-11 Mar-12 Mar-13 Mar-14. Mar-1 Mar-11 Mar-12 Mar-13 Mar-14 Recognition 1 st for sponsors by deal value European Project Bond of the Year African Power Deal of the Year African Renewable Deal of the Year Best Structured Product Provider 29, 1,11,12,13,14 2 nd for sponsors by deal flow 2 nd in investment advisers 21

22 Specialist Banking Dealing with the UK Legacy Business Total net assets: Investec originated Total net assets: Kensington originated mn mn Mar-8 Mar-13 Mar-14 Mar-14 Mar-8 Mar-13 Mar-14 Mar-14 Other corporate assets and securitisation activities Performing Kensington UK warehouse loans Performing Private Bank Irish planning and development assets Non-performing Kensington Ireland Non-performing Other Private Bank assets 22

23 Specialist Banking UK Legacy Business Legacy vs Ongoing g 31 Mar Mar 214 'mn Ongoing Legacy Total Total income Total impairments (11.2) (93.6) (14.8) Total expenses (389.) (44.3) (433.3) Depreciation on operating leased assets (5.4) (.6) (6.) Net profit before tax (12.8) 51.9 Taxation (using total effective tax rate for UK at 18.8%) (29.1) 19.3 (9.8) Net profit after tax (83.5) 42.1 Non-controlling interests Attributable earnings before preference dividends (83.5) 44.8 Average shareholders' equity ( 'mn) Post-tax return on equity (before preference dividends) 18.8% (23.6%) 4.3% Cost to income ratio 7.1% 126.2% 73.4% 23

24 Specialist Banking UK Legacy Business Expected run off rate mn Total net loans: Investec originated 25 mn Total net loans: Kensington originated Expected run off Expected run off F215 F216 F217 F F215 F216 F217 F218 Other corporate assets and securitisation activities Kensington - UK warehouse loans Private Bank Irish planning and development assets Kensington - Ireland Other Private Bank assets 24

25 Strategy t and positioning i 25

26 Reflecting on our strategic priorities from a year ago From the Year End Results Presentation May

27 Simplifying Specialist Banking We have done a lot to simplify and de-clutter UK Reduced or closed non-core businesses Sold the Trust businesses Sold Lease Direct Finance Integrated Investment Banking and Securities into ICIB Commenced process for sale of Kensington business Australia Sale of the Professional Finance and Asset Finance and Leasing businesses (subject to regulatory approval) Investec Australia Limited will operate as a non-bank financial services company with no deposit taking and will no longer be supervised by APRA It will have a simplified cost base and two focus areas: Corporate services (providing advice, capital and hedging to clients) and Funds management (principally Property and Aviation) 27

28 Driving future performance in Specialist Banking Growing the UK Private Banking capability Developed a transactional capability: Private Bank Account launched Feb-214 focused on professionals earning 5k plus and SA clients Voyage Account launched focused on HNW and HNI Continue to grow Specialised Lending to HNW clients and niche business in Property Lending Leverage the strong link with Wealth & Investment t 28

29 For example: Driving future performance in Specialist Banking Growing the franchise businesses in UK CIB Small ticket asset finance Portfolio has grown from about 2mn in 26 to some 665mn in ,75 clients compared to 7,6 in 27 Treasury Products and SED Total FX Active Clients have grown from in 28 to 1,362 in Mar-214 Total FX volume has grown from in 28 to 1.6bn in Mar-214 Aviation Finance Active existing relationship with 3 airline clients globally Over 15 collaborative and strategic airline relationships Number of funds established most recent in Jan-214 Infrastructure Finance Recognised as top player in Europe Voted number two bank in America s advisory mandates to bidders in competition (PFI, Feb-214) African and Middle Eastern Business Jet Financier 212, 213,

30 Driving future performance in Specialist Banking By ygrowing gthe business organically The SA Specialist Banking businesses will continue to build the franchise in core client segments Focusing on cross-selling across different client bases Continuing to provide services between Private Bank and Wealth & Investment More focused approach to servicing the corporate market Continuing to roll out our Africa strategy The future performance of the Specialist Banking business will not only be driven by managing down the legacy portfolios but more importantly through growing the business organically together e with efficiency e cy and balance a sheet optimisation o 3

31 Driving future performance in Asset Management By continuing to build organically Market cycles and price movements can affect this business in the short-term We are continually investing and building for the next phase of growth in line with a clear long-term strategy Our stable and experienced management team remain focused on investment performance for a growing client base bn 8 mn AUM (LHS) Operating profit* (RHS) *Before goodwill, acquired intangibles, non-operating items, taxation and before non-controlling interests 31

32 Driving future performance in Wealth & Investment By continuing to build critical mass in future growth areas Servicing our clients is fundamental to this business Developing our offshore offering and Private Office service to higher net worth clients Continue to leverage the group s private client platform and the group s global investment platform bn Discretionary Non-discretionary 32

33 Integrated solution for our private clients Through a strong digital platform Providing a full service offering aimed at maximising the creation and preservation of our clients wealth by: Integrating our Private Banking and Wealth & Investment offerings to ensure clients have a consistent and seamless Investec experience Client centric as opposed to product centric Streamlined account maintenance process Enables us to cross sell (between Private Bank and Wealth & Investment), t) acquire new clients and retain existing clients Offshore One Dashboard Banking Services Full service offering Investment Management Onshore 33

34 Closing 34

35 We continue to maintain a balanced business model BUSINESS MODEL Third party assets and advisory 1 8mn Net annuity fees and commissions of 72mn (37% of total) Other fees and other income of 288mn mn 1,4 1,2 1, Net interest, investment and trading income 933mn Net interest income of 652mn (34% of total) Investment income of 166mn (8% of total) (15% of total) - Trading income of 115mn (6% of total) Capital Light 52% Third party assets and advisory Net interest income, investment income and trading income 48% Capital intensive (28: 4%) (28: 6%) 35

36 Building a CLIENT franchise business CLIENT FRANCHISE BUSINESSES Private Banking Corporate Banking and Advisory Wealth & Investment Asset Management + SPECIALIST ACTIVITIES Aircraft Finance Asset Finance Project Finance Resource Finance Private Equity Property Supporting our entrepreneurial endeavours and providing appropriate RETURNS to shareholders By building very STRONG RELATIONSHIPS with our core client base so we can offer them a broad spectrum of services and products 36

37 In summary We are building Investec into a high quality client driven organisation that is relevant in its core markets We have navigated very troubled waters that have reminded us about who we are and what we stand for Our focus over the next year will be to execute our key strategic initiatives so that Investec going forward will be recognised as an agile innovative service driven organisation providing Great products and services to our clients Above average returns to our shareholders, and Significant contributor to the growth and development of our people, our communities and broader society 37

38 Outlook Economic conditions in the developed world have continued to improve The UK economy has gained momentum which is evident in the increased activity levels experienced by our businesses The South African economy is going through a period of weakness. However, we are still seeing encouraging levels of activity across our client base The significant restructuring effort that has taken place over the past year, together with the strategic initiatives currently underway should enable us to benefit from the upturn in global economic conditions and generate appropriate returns for our shareholders ode s 38