India and the ICICI Group. September 4, 2017

Transcription

1 India and the ICICI Group September 4, 2017

2 Certain statements in these slides are forward-looking statements. These statements are based on management's current expectations and are subject to uncertainty and changes in circumstances. Actual results may differ materially from those included in these statements due to a variety of factors. More information about these factors is contained in ICICI Bank's filings with the US Securities and Exchange Commission. All financial and other information in these slides, other than financial and other information for specific subsidiaries where specifically mentioned, is on an unconsolidated basis for ICICI Bank Limited only unless specifically stated to be on a consolidated basis for ICICI Bank Limited and its subsidiaries. Please also refer to the statement of unconsolidated, consolidated and segmental results required by Indian regulations that has, along with these slides, been filed with the stock exchanges in India where ICICI Bank s equity shares are listed and with the New York Stock Exchange and the US Securities and Exchange Commission, and is available on our website 2

3 1 Operating environment 2 ICICI Group: our approach 3

4 1 Operating environment 2 ICICI Group: our approach 4

5 Economic environment Inflation at 2.4% in July 2017; inflation within RBI s comfort level Repo rate reduced by 200 bps in current rate cycle to 6.0% currently Healthy macroeconomic parameters and stable operating environment Stable exchange rate; Rupee among the better performing currencies Structural reforms implemented USD 10 bn FDI inflows in Q

6 Corporate sector challenges continue Growth in the corporate sector yet to see significant pick up Continued weak manufacturing sector growth; IIP growth of 2.0% in Q compared to 7.1% in Q Weak corporate sector investments; project pipeline yet to see traction While resolution of stressed cases is underway, the process has so far been slow 6

7 Future opportunities Domestic consumption and investments driven by favourable demographics and rising income levels Per capita GDP 1 crossed USD 1,700 Government policies laying the foundation for sustainable growth Government spending supporting growth while maintaining fiscal prudence Goods & Services Tax Focus on affordable housing Focus on digitisation Enhanced ease of doing business Private sector investment is expected to pick up in the medium term 1. Source: IMF data for CY2016 7

8 Implications for the financial sector A growing savings pool Growing adoption of digital trends Underpenetration of financial services Rising formalisation of economy Healthy growth opportunities for the financial sector 8

9 1 Operating environment 2 ICICI Group: our approach 9

10 ICICI Group Savings Protection Investments Capital flows Credit Spanning the spectrum of financial services 10

11 ICICI Bank trillion Consolidated assets 2.5 trillion Granular retail portfolio 18,632 Largest branch + ATM network among private sector banks 49.0% 14.80% 2 ` 52 billion Period-end CASA ratio Tier-1 capital adequacy Operating profit in Q All numbers are for quarter ended June 30, Including profits for Q

12 Enhancing franchise Portfolio quality ICICI Bank: 4x4 Agenda Monitoring focus Concentration risk reduction Improvement in portfolio mix Resolution of stress cases Robust funding profile Continued cost efficiency Digital leadership & strong customer franchise Focus on capital efficiency including value unlocking 12

13 Portfolio quality 13

14 Portfolio mix & growth 1 Retail loans growing at a CAGR 2 of over 22% Share of retail loans in total loans increased from ~37% at March 2013 to ~53% at June Movement in share of overseas branches includes impact of exchange rate 2. CAGR: compounded annual growth rate 14

15 Strong growth across retail products Secured loans 2,244 bn Unsecured loans 232 bn 1,030 bn 43 bn Home loans comprise about 54% of retail loans Proportion of unsecured loans in retail loans at 9.4% at June 30, 2017 Increased focus on growth in the business banking segment, personal loans and credit cards Focus on incremental disbursements to existing customers and sourcing through internal channels 1. Growth off a small base 15

16 Corporate business and SME Corporate business Strategy to enhance quality of portfolio and quality of earnings Quality of portfolio: focus on lending to higher rated corporates concentration risk reduction syndication Quality of earnings: increase non-credit income along with sustainability and granularity of income SME Focus on granular exposures, collateral-based lending and active portfolio management 16

17 Progress on resolution of stress cases Concluded the process of sale of cement business of a borrower, which was classified as non-performing, to a AAA rated company Led by ICICI Bank, this is the largest asset resolution in the country so far Rosneft led consortium closed USD 12.9 billion acquisition of Essar Oil ICICI Bank played a significant role in the process of completion of the transaction Largest ever foreign acquisition in India Continued focus on recovery and resolution while cases referred to the NCLT 1 under IBC 2 remain a key monitorable 1. National Company Law Tribunal 2. Insolvency and Bankruptcy Code 17

18 Reduction in exposure to key sectors In April 2016, the Bank had identified power, iron & steel, mining, cement and rigs sectors as the key sectors in the context of challenges in the operating environment 18

19 Monitoring focus Apart from an independent Risk Management Group, Credit Monitoring Group formed for wholesale & SME business Day-to-day credit monitoring of wholesale banking and SME customers Use of predictive models for stress identification Use of internal transaction data and external newsfeeds for triggers System for identifying early warning signals implemented Continuous monitoring of delinquency trends in retail business; retail portfolio asset quality remains healthy 19

20 Enhancing franchise 20

21 Robust funding profile Period-end CASA ratio Retail deposits 49.0% 29.0% Average CASA ratio at 45.4% in Q ~18% CAGR in CASA deposits since March

22 Needs Environment Customer s emerging expectations 1990s (Face to face interactions) Branch network Paperbased processes (Self-service) ATMs Internet Banking Call centre (Multichannel) Mobile banking Fully electronic branches Customised solutions Automation of processes Tab banking 2016 (Digital, Analytical and Personalised) Analytics for cross-sell Instant credit products Wallet & payment app Aadhar solutions Network Accessible Diverse Instant 22

23 Digitization Acquisition Digitization: deposit account and loan origination digitization through tablets and smartphones Operations Digitization: operations processes automated through software robotic systems Sales Digitization: sales process automated through Sales CRM Customer Service Digitization: customer service automation through NLU 1 and AI 2 1. Natural language understanding 2. Artificial intelligence 23

24 Acquisition Digitization About 85% of new savings accounts sourced through tab banking Account opened within a day as against about four days earlier Aadhaar based biometric authentication for KYC Demo videos for products and services Upsell of mutual funds & insurance Faster processing of home loans Launched instant personal loans of upto ` 1.5 million through ATMs to pre-approved customers 24

25 Operations Digitization First bank in the country and among few, globally, to roll-out Software robotic systems Over 500 software robotic systems perform over 1.0 million banking transactions every working day Reduced response time for customers by up to 60%; improved productivity 25

26 Blockchain technology First bank in India and among few, globally, to successfully exchange and authenticate remittance transaction messages and original international trade documents using blockchain technology Bespoke models for blockchain in remittance and trade transactions in advanced stages of testing, to enable commercial adoption Committed to working on expanding the blockchain ecosystem 26

27 Digitization sales & customer service Activity Planning CRM Onboarding Content Mgmt Guided Selling Lead Qualify Sales Pipeline Relationship Mgmt Sales Forecast 360 degree view of customer profile, sales trending and forecasting Real time data feeds from multiple systems Offers based on customer response and interest India s first artificial intelligence powered banking service Enables customers to perform various banking transactions by chatting, even though there is no human present on the other side 27

28 Leadership in digital platforms Ranked amongst top 20 banks globally in mobile banking 1 Ranked as the best bank in India in internet and mobile banking categories 1 Over 250 services across internet and mobile banking Digital wallet Over 6.5 million downloads; significant interest from non-icici Bank users Launched Mera imobile : India s first mobile banking application for rural customers in 11 different languages 1. Benchmark studies conducted by Forrester,

29 Adoption of digital offerings Over 95% of financial and non-financial transactions of our savings account customers are now done outside the 1 branches Share of digital channels like internet & mobile banking, POS and call centre in total savings account transactions 1 increased to 81% in Q Financial and non-financial 29

30 Leadership in digital payments Over 3.3 mn VPAs 1 have been created using imobile and Pockets Enabled both online and offline acceptance for merchants Single mobile-based application for merchants to collect payments using several options Over 130,000 merchants added Touch & Pay: Mobile based NFC 2 payments Enabled Bharat QR and Aadhaar Pay on both imobile and Pockets 1. VPA: Virtual payment address 2. NFC: Near Field Communication 30

31 Digital ecosystem in villages Provide a digital ecosystem to 100 villages by transforming them to ICICI Digital Villages Digitizing commercial activities and banking transactions Imparting vocational training for inclusive growth Providing credit facilities and market linkages to villagers Plan to scale up to create another 500 ICICI Digital Villages in FY

32 Cost efficiency FY2017 Q Cost growth 16.3% 12.5% Significant investments made in human resources and distribution in recent years; focus on fully leveraging existing resources and infrastructure 32

33 Life insurance Sustained leadership in private sector Focus on increasing value of new business Private market share of 28.0% 1 and overall market share of 15.3% 1 in Q Expanding protection business; proportion increased from 3.9% in FY2017 to 4.5% in Q VNB margins 2 increased from 8.0% in FY2016 and 10.1% in FY2017 to 10.7% in Q Growth in AUM AUM of ~ ` 1,266 billion at Jun 30, 2017 Indian Embedded Value of billion at Mar 31, Based on retail weighted received premium 2. Value of new business, based on management forecast of cost for FY

34 General insurance Filed a draft red herring prospectus (DRHP) with the Securities and Exchange Board of India for a public offer representing approximately about 19% of its equity share capital, for cash, through an offer for sale of upto 7% by the Bank and upto 12% by Fairfax 34

35 Mutual fund & securities ICICI AMC ` billion Q Q Sustained position of largest mutual fund in the country Assets under management Profit after tax 2, , ICICI Securities Strong platform for leveraging favourable markets ` billion Profit after tax Q Q

36 Capital adequacy Standalone 17.89% % 1 Tier I CAR Jun 30, 2017 Capital ratios significantly higher than regulatory requirements Tier-1 capital composed almost entirely of core equity capital Substantial scope to raise Additional Tier-1 and Tier-2 capital Growth in risk weighted assets (RWA) much lower than loan growth 0.9% y-o-y decline in RWA compared to 4.6% y-o-y growth in total assets at June 30, 2017 Investment in overseas banking subsidiaries decreased from 11.0% of net worth at March 2010 to 4.1% of net worth at June 2017 Profit & loss statement Balance sheet Key ratios Asset quality trends 1. Including profits for Q

37 FY2018: Continued focus on the #4x4 Agenda 37

38 Portfolio quality Share of domestic advances in total advances expected to increase; growth of 15-16% expected in FY2018 Retail loan growth of 18-20% Incremental lending within the revised concentration risk management framework Continued focus on resolution Additions to NPAs in FY2018 to be significantly lower compared to FY2017 Credit cost to remain elevated in FY

39 Enhancing franchise Continued focus on funding profile by capturing flows across ecosystems; digital acquisition of customers for seamless onboarding and higher productivity Focus on fully leveraging existing resources and infrastructure; additional cost optimisation measures while growing the retail franchise Filed DRHP for stake sale in ICICI General through an IPO ICICI Group well positioned to leverage opportunities in savings and protection business 39

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41 Thank you 41

42 Profit & loss statement (1/2) ` billion FY 2017 Q Q Q Q1-o-Q1 growth NII % Non-interest income (1.2)% - Fee income % - Other income (69.7)% - Treasury income % Total income % Operating expenses % Operating profit (0.6)% 1. As per the RBI guidelines dated April 18, 2017, banks are not permitted to recognise proportionate exchange gains or losses held in the foreign currency translation reserve in the P&L account. The Bank has therefore reversed foreign exchange gain amounting to 2.88 bn in Q4-2017, which was recognised as other income in 9M Accordingly, other income includes net foreign exchange gain relating to overseas operations amounting to 2.06 bn in Q1-2017, nil in FY2017 and nil in Q Includes profit on sale of shareholding in ICICI Life of ` bn in FY

43 Profit & loss statement (2/2) ` billion FY 2017 Q Q Q Q1-o-Q1 growth Operating profit (0.6)% Provisions 1, % Profit before tax (4.6)% Tax % Profit after tax (8.2)% 1. Drawdown from the collective contingency & related reserve of ` 8.65 bn in Q1-2017, ` bn in Q and ` bn in FY Floating provisions of ` billion utilised in Q

44 Balance sheet: assets ` billion June 30, 2016 March 31, 2017 June 30, 2017 Y-o-Y growth Cash & bank balances % Investments 1, , , % - SLR investments 1, , , % - Equity investment in subsidiaries (4.1)% Advances 4, , , % Fixed & other assets (2.6)% - RIDF 1 and related (12.2)% Total assets 7, , , % Net investment in security receipts of asset reconstruction companies was ` billion at June 30, 2017 (March 31, 2017: billion) 1. Rural Infrastructure Development Fund 44

45 Balance sheet: liabilities ` billion June 30, 2016 March 31, 2017 June 30, 2017 Y-o-Y growth Net worth , % - Equity capital % - Reserves % Deposits 4, , , % - Savings 1, , , % - Current % Borrowings 2,3 1, , , (18.7)% Other liabilities (12.2)% Total liabilities 7, , , % Credit/deposit ratio of 81.8% on the domestic balance sheet at June 30, Capital and reserves at June 30, 2017 reflect the change due to bonus shares issued by the Bank. Further, the reserves were also adjusted for the dividend paid. 2. Borrowings include preference shares amounting to ` 3.50 billion 3. Including impact of exchange rate movement 45

46 Key ratios Percent FY2017 Q Q Q Return on average networth 1, Return on average assets Weighted average EPS 1, Book value 3 (`) Fee to income Cost to income Average CASA ratio Net interest margin Annualised for all interim periods 2. According to the revised AS 4 Contingencies and events occurring after the balance sheet date as notified by the Ministry of Corporate Affairs through amendments to Companies (Accounting Standards) Amendment Rules, 2016, the Bank has not accounted for proposed dividend (including dividend distribution tax) as a liability for FY2017. However, the Bank has reduced proposed dividend for determining capital funds for computing capital adequacy ratio at March 31, Shareholders of the Bank approved the issue of bonus shares in ratio of 1:10 through postal ballot on June 12, Prior period numbers have been restated. 4. Includes gain on sale of stake in insurance subsidiaries 5. Includes benefit of interest collection from NPAs 46

47 Asset quality trends (1/2) Movement of NPA ` billion FY2017 Q Q Q Opening gross NPA Add: gross additions of which: slippages from restructured assets of which: Slippages from exposure to below investment grade companies in key sectors reported Existing NPA non-fund devolvement Less: recoveries & upgrades Net additions Less: write-offs & sale Closing gross NPAs Gross NPA ratio 7.89% 7.20% 7.89% 7.99% 1. Relating to accounts classified as non-performing in prior periods 2. Based on customer assets 47

48 Asset quality trends (2/2) ` billion NPA and restructuring trends June 30, 2016 March 31, 2017 June 30, 2017 Gross NPAs Less: cumulative provisions Net NPAs Net NPA ratio 3.01% 4.89% 4.86% Retail NPAs (` billion) June 30, 2016 March 31, 2017 June 30, 2017 Gross retail NPAs as a % of gross retail advances 1.96% 1.51% 1.65% Net retail NPAs as a % of net retail advances 0.65% 0.52% 0.63% Provisioning coverage ratio at 55.2% including cumulative technical/ prudential write-offs 48

49 Sector-wise exposures Top 10 sectors 1 : % of total exposure of the Bank March 31, March 31, March March March , , , 2017 June 30, 2017 Retail finance 18.9% 22.4% 24.7% 27.1% 31.9% 32.5% Electronics & engineering 8.3% 8.2% 7.6% 7.3% 6.9% 7.0% Services finance 6.0% 4.9% 4.2% 4.9% 6.2% 6.3% Banks 8.8% 8.6% 7.8% 8.0% 6.0% 5.7% Crude petroleum/refining & petrochemicals 6.6% 6.2% 7.0% 5.7% 5.5% 5.5% Road, port, telecom, urban development & other infra 6.0% 6.0% 5.9% 5.8% 5.3% 5.1% Power 6.4% 5.9% 5.5% 5.4% 5.1% 4.8% Services - non finance 5.1% 5.2% 5.0% 4.9% 4.0% 3.9% Iron/steel & products 5.1% 5.0% 4.8% 4.5% 3.6% 3.6% Construction 4.2% 4.4% 4.0% 3.4% 3.1% 3.0% Total (` billion) 7,585 7,828 8,535 9,428 9,372 9, Top 10 based on position at June 30,

50 Aggregate exposure to key sectors % of total exposure of the Bank March 31, 2012 March 31, 2013 March 31, 2014 March 31, 2015 March 31, 2016 March 31, 2017 June 30, 2017 Power 7.3% 6.4% 5.9% 5.5% 5.4% 5.1% 4.8% Iron/steel 5.2% 5.1% 5.0% 4.8% 4.5% 3.6% 3.6% Mining 2.0% 1.7% 1.7% 1.5% 1.6% 1.8% 1.8% Cement 1.2% 1.4% 1.4% 1.5% 1.2% 1.1% 1.1% Rigs 0.5% 0.5% 0.8% 0.5% 0.6% 0.4% 0.4% Total exposure of the Bank to key sectors 16.2% 15.1% 14.8% 13.8% 13.3% 12.0% 11.7% 50

51 Further drilldown: approach All internally below investment grade rated companies in key sectors across domestic corporate, SME and international branches portfolios Promoter entities internally below investment grade where the underlying is partly linked to the key sectors Fund-based limits and non-fund based outstanding to above categories considered SDR and 5/25 refinancing 1 relating to key sectors included Loans already classified as restructured and nonperforming excluded 1. Excludes central public sector owned undertaking 51

52 Further drilldown: sector-wise details ` billion At March 31, 2017 At June 30, 2017 Exposure 1,2,3,5 % of total exposure Exposure 1,2,3,5 % of total exposure Power % % Mining % % Iron/steel % % Cement % % Rigs % % Promoter entities % % 1. Aggregate fund based limits and non-fund based outstanding 2. Excludes net exposure of 4.55 bn to central public sector owned undertaking 3. Includes investment exposure 4. Includes promoter entities where underlying is partly linked to the key sectors 5. Includes non-fund based outstanding in respect of accounts included in the drilldown exposure where the fund based outstanding has been classified as nonperforming during earlier periods 6. In addition to above, the non-fund based outstanding to borrowers classified as non-performing was bn at June 30,

53 Further drilldown: movement billion Aggregate exposure 1,2,3,4,6 Q Opening balance Net increase in exposure 2.59 Upgrades to investment grade - Downgrades to below investment grade Classified as non-performing 5 (3.59) Closing balance Aggregate fund based limits and non-fund based outstanding 2. Excludes net exposure of 4.55 bn to central public sector owned undertaking 3. Includes investment exposure 4. Includes promoter entities where underlying is partly linked to the key sectors 5. Includes investment exposure relating to accounts classified as non-performing 6. Includes non-fund based outstanding in respect of accounts included in the drilldown exposure where the fund based outstanding has been classified as nonperforming during earlier periods 7. In addition to above, the non-fund based outstanding to borrowers classified as non-performing was bn at June 30,