Unleashing potential through relationship focus Stefan Carlsson Head of Large Corporates & Instit tions Stefan Carlsson, Head of Large Corporates & Institutions Magnus Geeber, Head of Large Corporates
LC&I Executing the fundamentals g Corporate Fixed Sectors Sectors Clients Clients Income Real Estate Equities Service Trade FX Finance Medtech Capital Capital Shipping Markets DCM Services Retail Custody Client Industrial Research Inst. Clients Telecom Financing Financing GTS GTS Security teams Energy Corporate services Finance Swedbank Leasing Cards Robur Robur Cash Management Institutions Banks Retail Retail Organizations Risk management 2
LC&I Nordic/Baltic client strategy gy Figures Client organisations Total income SEK 6 306m (8 012) Large Corporates ~360 clients, 8 sectors Net profit SEK 3 105m (4 005) Financial ~400 clients, 3 segments Institutions Institutions Return on allocated 13.8% (19.7) capital Retail Product and service provider to Nordic and C/I-ratio 0.51 (0.36) Baltic retail customers Number of Number of 1 229 (1 137) 1 229 (1 137) employees 3
LC&I Retail gives competitive advantage g p g Income split - customer segment 2010 Retail* Financial Institutions Large Corporates * Top box are income accounted for within Retail 4
LC&I Income growth potential in all segments g p g 10-15% 60-80% 15-25% 2010 2013 2010 2013 2010 2013 Retail* Financial Institutions Large Corporates * Top box are income accounted for within Retail 5
LC&I Opportunity in the large corporate segment pp y g p g • Participation in syndicated credit facilities – too often ”in the middle” in the middle Total relationships % Core relationships Lead relationships 100 80 60 40 20 0 '09 '10 '09 '10 '09 '10 '09 '10 '09 '10 '09 '10 Nordic Bank 1 Nordic Bank 2 Nordic Bank 3 Nordic Bank 4 Swedbank Nordic Bank 5 Source: Greenwich associates LCB – 2011 - Sweden 6
LC&I Significant opportunity to acquire new customers g pp y q Maturing debt - Syndicated loan market Nordic corporates (excl. Iceland) 60 50 40 n EURbn 30 20 10 0 2011 2012 2013 2014 2015 2016 2017 2018 2019 Source: Dealogic 7
LC&I Significant re-pricing opportunity in maturing debt 2011-2012 (own portfolio) g p g pp y g ( p ) 25 Negotiate 2011 20 n) oans (SEKbn N Negotiate ti t 2010 15 Maturing lo 10 5 0 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 2009 2010 2010 2010 2010 2011 2011 2011 2011 2012 2012 2012 2012 2013 2013 2013 2013 2014 2014 2014 2014 2015 fw. 8
LC&I Active portfolio management p g Risk-weighted assets 2010 (SEK 89bn) • Continued re-allocation from Telecom Real estate towards more Healthcare 2% 2% 5% ancillary generating sectors Service • Real estate reduced from 47% Real estate reduced from 47% 7% to 40% of the portfolio, assets Energy reduced by SEK 30bn 9% Real estate 40% 40% Retail 11% Industrials 13% % Shi Shipping i 13% 9
LC&I Focus on RAROC • 2010 – 60 clients below hurdle rate • 2011 – estimated 36 clients below hurdle rate No. of large corporate clients by RAROC bucket 2011 2010 OC RARO Hurdle rate No. of Clients No. of Clients 0 5 10 15 20 25 30 35 40 45 10
LC&I Signs of more ancillary business g y Client A Client B Client C Client D Client E Client F Sole underwriter Major card 2 year RMB Refinancing a low IPO mandate Significant fee in private equity processing facility in place yielding a Real won due to income on public mandate won in through our Estate facility financing restructuring / buy-out, Swedish market Shanghai Branch 2 years relationship, optimising swap SEK 2.9bn for a Swedish in advance with sector knowledge portfolio for Swedish industrials extended maturity and swap Real Estate company company 11
LC&I - Summary Substantial growth opportunity within present client base g pp y p • Nordic/Baltic competence and customer strategy • From product focus to truly client driven strategy • Organise competence according to sectors and industries Organise competence according to sectors and industries • Cost control – improve efficiency 12
Recommend
More recommend
