Maybank Investor Day Maybank Singapore

Transcription

1 Maybank Investor Day Maybank Singapore A story of Maybank Singapore 3 Sep 2012

2 Agenda Overview of Maybank Singapore Our History Our Strengths Our Performance Drivers Going forward Regionalization Initiatives 2

3 Our History of over 50 years Started operations since 1960 as a full licensed commercial bank with its first branch opened at South Bridge Road Expanded footprint from a coffee shop bank to a niche market leader with contemporary branches of unique branch concept and atmospherics Awarded Qualifying Full Bank (QFB) status by the MAS in 2001 to increase presence in mass retail market Partnered other QFBs since 2002, to share ATM network, with a combined reach of more than 140 ATMs 3

4 Our Strategic Retail Presence operate one of the largest networks of branches and ATMs with 27 service locations (22 Branches & 5 Offsite ATMs) Woodlands Yishun Choa Chu Kang Ang Mo Kio Kovan Jurong East Bukit Timah Nex Holland Village HDB Hub Tampines Jurong Point Clementi North Bridge Balestier Textile Centre Geylang Serai Bedok Chinatown Robinson Maybank Tower Marine Parade 4

5 Core Strengths as a Niche Market Player asset size of S$40 billion and staff strength of over 1,400 as of Jun Global Wholesale Banking holds traditional strengths in areas of Construction & Real Estate Property Development Commerce & Services Trade finance Vessel Financing 2. Consumer Banking Developments Market Leader in Auto Finance Making market presence in Housing Loan, Cards Wealth Management Business For every four locally financed vehicles, one is financed by Maybank Singapore Maybank auto loan business in the local market can be traced back 50 years ago. Currently the business is worth close to 4 billion, almost equivalent to the bank s housing loans business a total of 4 billion. ~ Lianhe Zaobao 5 Sept Focus on Organizational Excellence 4. Integrated efforts in community giving (Corporate Social Responsibility) 5

6 Our contribution to Group & International leading contributor in terms of profit and loan portfolio as of Jun 12 Contribution to International PBT Composition of International Loans Singapore 46% Others BII Indonesia Others BII Indonesia Singapore 59% Contribution to Maybank Group s PBT BII Indonesia Others Singapore 13% Malaysia 6

7 Our Beginning from Ground Zero showing strategic resilience amidst volatile market conditions Singapore GDP Growth, % MBS Pre-tax Profits, S$m (RHS) (100) 7

8 Our Overarching Vision and Mission Group Vision, Mission VALUE CREATION TIGER Values Maybank Singapore Mission Maintain Leadership in specific products & Markets Compete Effectively with Regional & Global Players in Singapore Vision Mission Objectives Systems and Process COLLABORATION CONTROL 8

9 Our Underlying Formula the making of our organization that is more than the sum of our parts Results > People Process Customer Organizational Excellence People Excellence Engaged Staff Visionary & Collaborative Leadership Strategic Planning guided by MVV, on realism, clarity and sustainability Innovation Excellence Driven by our passion for constant Improvement Committed Innovation Focus Service Excellence Customer Centricity Customer Engagement Service Benchmarks Organizational Culture Community Giving 9

10 Achieving Organizational Excellence Maybank is the first bank in Singapore to achieve all four certifications in Business Excellence - Singapore Quality Class, Singapore Service Class, People Developer and Singapore Innovation Class at an enterprise level. Maybank Singapore is also the first and only winner to be conferred 2011 People Excellence Award at an enterprise level. the 10

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12 Agenda Our Performance Drivers sustaining profitability with niche focus 12

13 Building & Construction - Corresponding growth in our construction portfolio as Singapore renewed and expanded its infrastructure over the years Maybank Singapore Market Share, % (RHS) Industry Growth, % Maybank Singapore Growth, % 13 Source: Monetary Authority of Singapore, Audited Financials

14 General Commerce growth in line with our increasing presence in SME market Maybank Singapore Market Share, % (RHS) Industry Growth, % Maybank Singapore Growth, % 14 Source: Monetary Authority of Singapore, Audited Financials

15 Trade Finance driven by structured trade since its inception 5 years ago as we capitalize on Asia s booming supply chain 3,500 3,000 CAGR: 52% 2,500 2,000 1,500 1, Other Trade Finance Structured Trade & Commodity Finance 15 Source: Monetary Authority of Singapore, Audited Financials

16 Car Loans - maintain our leadership despite keener competition and a tighter COE supply * -5 Maybank Singapore Market Share, % (RHS) Industry Growth, % Maybank Singapore Growth, % 16 *Note: Includes GE Money, which was acquired by Standard Chartered Singapore in late 2011 Source: Monetary Authority of Singapore, Audited Financials

17 Credit Card Base - customers doubled over last 5 years Maybank Singapore Market Share, % (RHS) Industry Growth, % Maybank Singapore Growth, % 0 17 Source: Monetary Authority of Singapore Includes both main and supplementary cards

18 Credit Card Loans increasing card base plus stronger branding & merchant network facilitate our growing market share Maybank Singapore Market Share, % (RHS) Industry Growth, % Maybank Singapore Growth, % Source: Monetary Authority of Singapore, Audited Financials

19 Building up scale and capacity - domestic loan driven model funded largely with customer deposits over past decade 30,000 S$ millions 25,000 20,000 Loans Deposits Loan portfolio increased By 5 folds over last decade 15,000 10,000 5,

20 Credit Management - Proactive account management to ensure our asset quality 3.0 Non Performing Loan Ratio, % Major QFBs Maybank Singapore 20 Source: Audited Financials

21 Customer Deposits integrated deposit collection & customer acquisition strategy 35 Deposits from Non-bank Customers, % Change Maybank Singapore Market Share, % (RHS) Industry Growth, % Maybank Singapore Growth, % 0 21 Source: Monetary Authority of Singapore, Audited Financials

22 Funding Liquidity - strong deposit growth improved our funding position 100 Loan-to-Deposit Ratio, % Industry Major QFBs Maybank Singapore 22 Source: Ministry of Trade & Industry, Audited Financials

23 Cost Management streamline processes & optimize resource usage as we expand our business 55 Cost-to-Income Ratio, % Major QFBs Maybank Singapore 23 Source: Audited Financials

24 Revenue Diversification loan driven model augmented by diversifying into new fee income streams S$ millions 800 Net Interest Income Non-Interest Income

25 Non-interest income Growth driven by core operating business S$ millions 250 Composition, CAGR: 23% Credit Related Fees Non- Operating Income Other Fee Income 100 Trade Related Commission 50 Treasury & Investment Income Wealth Management Non-Interest Income 25

26 Agenda Our Performance Drivers Service excellence & innovation changes 26

27 Service Excellence Culture benchmark against industry practices to promote continuous service excellence culture Excellent Service Award Inspire service staff Develop service models Create service champions Recognize efforts Professionalise service % of Excellent Service Award (EXSA) Customer Satisfaction Index of Singapore CSISG MBB RHB HSBC SCB OCBC DBS UOB Measure of Customer Satisfaction Across Banking Industry Deliver consistent customer satisfaction Maybank Citibank SCB HSBC DBS OCBC UOB All other Banks 27

28 Service Innovation bringing banking convenience and offering more options to customers Unique branch concepts and atmospherics that resonate with the needs of customer segments served in the neighbourhood and developments in the location Interactive Kiosk at Garden City which reflects the rich heritage that surrounds its presence and yet project a modern and futuristic outlook in keeping with a booming financial hub. iappointment service 28

29 Service Innovation - Serving customers and communities in urban and heartland areas Partner with QFB Banks to share ATM network Joint bill payment services through D-Pay (direct pay) at AXS stations Investment in Branch Re-engineering The Branches have undergone many changes: Concept Branches Both the brick-and-mortar and the soft components of our Branch network are transformed. Unique branch concepts and atmospherics that resonate with the needs of customer segments served in the neighbourhood and developments in the location are introduced. Contemporary Family Lifestyle Kaleide culture that plays out the community buzz and kampong spirit that are prevalent of the local neighbourhood 29

30 Key Product Innovations over last 3 Years FIRST to launch a Privilege Plus Savings with higher savings rates and free personal accident insurance coverage for customers aged 50 years and above. FIRST to launch Pocket Me Giro with S$5m to reward customers when making GIRO payments FIRST to offer complimentary travel insurance for online savings accounts FIRST QFB to launch all-in-one Mastercard debit card with NETS Flashpay Launch of Maybank Manchester United Platinum Visa Card with United Legends Re-launch of Maybank Business Platinum MasterCard - the FIRST bank to include an option for companies to feature their company logo and name on a business credit card epins is a NEW payment system that operates like Nets. Maybank and Citibank are the first two foreign banks to offer to their customers 1,200 payment points across merchants. With this move, customers of QFBs will now have an added payment channel, with their ATM / debit cards. FIRST to launch Syariah-compliant savings account for Hajj pilgrims FIRST to offer Islamic Term Financing to SMEs Launch two new FIRST-in-market home loan packages - Hybrid Rate & Ceiling Rate Home Loan Regional Maybank Diamanté Private Client Programme for Selected High Net-Worth Individuals 30

31 Agenda Our Performance Drivers Human Capital 31

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33 Asian Banking & Finance Retail Banking Awards 2012: Website of the Year - Singapore & Employer Award of the Year - Gold Award Arts Supporter Award Banking & Payments Asia Trailblazer Awards Special Commendation for Service Excellence in Customer Experience. Excellence Award (Corporate Partner) in the People's Association Community Awards 2012 Maybank Singapore received this award second year running. 33

34 Agenda Going forward Regionalization Initiatives 34

35 Strategic Plan achieving long term sustainable growth 1. Building Skills for Higher Competency Investment in Human Capital to build up competency as well as commitment 2. Increasing Scope for Wider Capabilities Investment in technology & systems to enhance processes, widen distribution capabilities and penetrate new business areas 3. Expanding scale for Bigger Capacity Continual expansion of market share and customer base in key areas to build on economies of scale Business Excellence Framework deployment Flexible Business Strategies & Approach in response to market without losing focus on LT goals & support Value creation Innovation, Strategic Resilience in order to achieve sustainable growth & LT financial goals 35

36 Group Strategic Objectives a common regional aspiration By 2015 Our Vision To be a Regional Financial Services Leader Our Mission Humanising Financial Services Across Asia Strategic Objectives 1. Undisputed No. 1 Retail Financial Services provider in Malaysia by Leading ASEAN wholesale bank eventually expanding to Middle East, China & India 3. Sustainable Champion for Insurance & Takaful S pore to contribute over 40% of International Profit 4. Truly regional organisation, with ~40% of pre-tax profit derived from international operations by Leading Islamic bank in ASEAN 36

37 Regional Initiatives build on our organizational capabilities to achieve value creation, innovation and strategic resilience for sustainable growth Optimize business synergies within Group with overall client coverage focus Global Markets Position Singapore as the Derivative Risk Centre for Global Markets Regional Cash Management Leverage on the regional Cash Management platform and build up an underlying suite of Cash Management, Trade Finance and FX products to serve the regional corporate clients Regionalization of Cards Business To be among Top-5 market share leaders for cards business in the ASEAN region (currently at No.8 ) and contribute at least 8% of group revenue (current contribution at 5%) Regional Wealth Management To develop RWM capabilities as a strategic step to achieve our aspiration in becoming a regional financial services leader. Leverage on technology to strengthen Offerings & Deepen Customer penetration Increase Penetration through Mobile Banking Provide convenience and flexibility to optimize reach to customers with no geographical limit 37

38 Our Triple-One Aspiration USD 1 Billion RM 1 Billion SGD 1 Billion MBB (Past) (p) Future 38

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