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30/09/2011 Overview 30/09/2011 Overview

The Israeli Economy 2 The Israeli Economy 2

Growth Rate of GDP 2006 -2012* *Fi. Bi’s Forecast 3 Growth Rate of GDP 2006 -2012* *Fi. Bi’s Forecast 3

Bank of Israel Interest Rate* and Rate of Inflation Bank of Israel Interest Rate Bank of Israel Interest Rate* and Rate of Inflation Bank of Israel Interest Rate 4 *Bank of Israel Interest. **Fibi’s Forecast Rate of Inflation

Israel Credit Rating MOODY’S FITCH S&P Long Term A 1 A A+ Short Term Israel Credit Rating MOODY’S FITCH S&P Long Term A 1 A A+ Short Term P 1 F 1 A 1 Stable Outlook 5

FIBI Banking Group Universal bank with strong niche position in capital markets, foreign exchange FIBI Banking Group Universal bank with strong niche position in capital markets, foreign exchange and foreign trade. 174 Branches in Israel (including subsidiaries). 6

FIBI’s Strategic Road Map Focus on Retail and PB while Realizing Synergies, Restraining Expenses FIBI’s Strategic Road Map Focus on Retail and PB while Realizing Synergies, Restraining Expenses Mergers and Acquisitions Group Branding Merger of mortgage banks Market share in private banking increased Cross selling products within the group Number of retail customers doubled Integration of the banks IT systems No. of branches 2003 7 2004 2005 2006 2007 2008 2009 2010 2011

Group Structure - Corporate + Middle Market Banking - Private + Affluent banking - Group Structure - Corporate + Middle Market Banking - Private + Affluent banking - Capital & Money Markets - 80 branches Affluent Banking Retail Banking Cluster - Retail - Branches: 19 - Since 2008 8 - Retail /Commercial - Branches: 48 - Since 2006 - Retail/Commercial - Branches: 20 - Since 1977 - Capital Markets, Trust & Custody - Private + affluent banking -Since 2004 International - Private Banking - Since 1984 - Commercial / Corporate - Since 1982

FIBI’s Rating Ma’a lot-S&P Moody’s Issuer Bank Deposits – foreign & domestic, long & FIBI’s Rating Ma’a lot-S&P Moody’s Issuer Bank Deposits – foreign & domestic, long & short term A 3 prime-2 Financial Strength Stable Subordinated Notes AA- / Stable BFSR D+ Outlook AA / Stable 9 Midrug (Israel) Midrug Aa 1

Ownership Structure Bino-Liberman Group 79. 06% The Public 20. 94% FIBI Holding Company Ltd. Ownership Structure Bino-Liberman Group 79. 06% The Public 20. 94% FIBI Holding Company Ltd. 53% 20. 02% 26. 45% 51% 10 10 75. 89% 100% Israel Discount Bank

Shareholders The Bino family Mr. Zadik Bino is a highly reputable businessman with broad Shareholders The Bino family Mr. Zadik Bino is a highly reputable businessman with broad business interests in Israel. In a banking career spanning over 25 years, Mr. Zadik Bino filled senior positions in the local banking sector, which included CEO of Bank Leumi of Israel and Chairman of the Board of Directors and CEO of The First International Bank of Israel. Mr. Zadik Bino was also a member of the Advisers Committee and the Committee for Banking Matters of the Bank of Israel. Since 1989, Mr. Bino has devoted himself to his family's private business interests in Israel and abroad. Through the years, the Bino Group has engaged in the execution, development and nurturing of various investments. Besides banking, the main investments of the Bino family is in Energy (through a 45. 5% holding in Paz oil Company Ltd. - a listed company which is Israel’s largest supplier of refined petroleum products, and which owns the Ashdod Refinery). The Liberman family 11 11 11 The Liberman family has enjoyed sustained success in both Australia and Israel for over 50 years. Jack Liberman, an astute Australian businessman and entrepreneur, along with his children, built a large and diversified investment company (JGL Investments PTY Ltd. ). The family, together with the Bino Group, in a long-term partnership, hold a controlling interest in both FIBI Holdings and Paz Oil Company Ltd. (“Paz”), Israel’s leading petrol player.

Financial Reports 30/09/2011 12 Financial Reports 30/09/2011 12

Net Operating Earnings and ROE NIS Millions 7. 5% 7. 3% -10. 5% נתונים Net Operating Earnings and ROE NIS Millions 7. 5% 7. 3% -10. 5% נתונים מצטברים 8. 6% 1. 5% 13

The deepening of the crisis in the financial markets had a substantial effect on The deepening of the crisis in the financial markets had a substantial effect on the results of the third quarter and the first nine months of 2011 NIS Millions (Net) 1 -9/2011 III/2011 Fair value of ALM derivatives : the effect of the gap between measuring the results of the derivative instruments on a fair value basis in comparison with measuring results in balance sheet financial activities on an accrual basis (33) (40) Provisions for impairments in securities portfolio (17) (62) Effect of the losses on severance pay funding (16) (10) (66) (112) Total effect of the crisis on profits and losses 14

Statements of income 01 -09/2011– 01 -09/2010 NIS Millions 01 -09/2011 01 -09/2010 Net Statements of income 01 -09/2011– 01 -09/2010 NIS Millions 01 -09/2011 01 -09/2010 Net change 1583 1636 (34) N. A 58 (59) (73) 1, 058 1, 063 (3) (44) 9 (35) 6 22 (16) 2, 077 2, 080 (2) Operating earnings before tax 467 577 (110) taxation 190 250 Operating earnings after tax 277 327 (50) 46 40 6 Exterior share holders & extraordinary income (16) (24) 8 Net earnings 307 343 (36) Net interest income before provision for doubtful debts Of which: Recovery of loan losses Provision for doubtful debts Operating commissions Income from investment in shares (& dividend) Other income Operating & other expenses The banks net equity in operating results of investee companies 15 59 15

Net interest income before provision for doubtful debts 1 -9/2011 – 1 -9/2010 NIS Net interest income before provision for doubtful debts 1 -9/2011 – 1 -9/2010 NIS Millions 1 -9/2011 Net interest income before provision for doubtful debts (excluding: Hedging of volatility in provision for taxes) excluding: fair value of ALM derivatives Net interest income before provision for doubtful debts (excluding: Hedging of volatility in provision for taxes and fair value of ALM derivatives) excluding: Gains/losses from sale and writedown of available for sale 16 *Excluding interest income charged on problem loans Change 1, 583 *1, 578 (5 ) (16) 6 (22) 1, 599 1, 572 27 (51) (75) 24 1, 650 1, 647 3 76 188 (112) 1, 574 Net interest income before provision for doubtful debts excluding: Hedging of volatility in provision for taxes 1 -9/2010 1, 459 115

Statements of income III/2011– III/2010 NIS Millions III/2011 III/2010 Net change 465 545 (80) Statements of income III/2011– III/2010 NIS Millions III/2011 III/2010 Net change 465 545 (80) - 19 (19) Provision for doubtful debts (59) (30) (29) Operating commissions 344 341 3 Income from investment in shares (& dividend) (81) 9 (90) - 8 (8) Operating & other expenses 651 657 (6) Operating earnings before tax 360 368 (8) taxation 115 111 4 Operating earnings after tax 11 127 (116) The banks net equity in operating results of investee companies 16 9 7 Exterior share holders & extraordinary income (6) (7) 1 Net earnings 21 129 (108) Net interest income before provision for doubtful debts Of which: Recovery of loan losses Other income 17

Income & Assets according to segments Total Income Credit to the public small business Income & Assets according to segments Total Income Credit to the public small business 2% 50% of the 18 revenues are from the private and the personal segments Deposits from the Public

Trends in credit to the public NIS Millions 30/9 Trands 2011 NIS Millions % Trends in credit to the public NIS Millions 30/9 Trands 2011 NIS Millions % Total credit to the public 64, 081 61, 850 2, 231 3. 6% Of: Corporate credit 21, 710 25, 154 (2, 444) (10. 1%) Commercial credit 13, 517 11, 852 1, 665 14. 0% Consumer credit 14, 233 12, 949 1, 284 9. 9% Mortgages 19 2010 14, 621 12, 895 1, 726 13. 4%

Efficiency Ratio: Operating Expenses to Total Income Operating Expenses Total Income % Operating Expenses Efficiency Ratio: Operating Expenses to Total Income Operating Expenses Total Income % Operating Expenses / Total Income % Adjusted Operating Expenses / Total Income * Operating Expenses to Total Income 83. 4% 76. 2% 78. 0% 79. 8% *Expenses excluding severance pay fund effects, special provisions ; Net interest income excluding gains/losses from sale and writedown of available for sale bonds, hedging of volatility in provision for taxes , interest income charged on problem loans and effect of reconciliations to fair value of ALM derivatives ; Operating income excluding dividend, 20 realization or decline in value of shares and severance pay fund gains;

Operating & Other Expenses (NIS Millions) 1 -9/2010 1 -9/2011 Total Operating & Other Operating & Other Expenses (NIS Millions) 1 -9/2010 1 -9/2011 Total Operating & Other Expenses 21

FIBI Strategic Assets & liabilities structure NIS Millions Capital Adequacy Basel II 12. 71% FIBI Strategic Assets & liabilities structure NIS Millions Capital Adequacy Basel II 12. 71% Tier 1 Capital Adequacy 8. 20% Deposits from the Public 78. 9 NIS Billion Credit to the Public 64. 1 NIS Billion 12. 1% backed with cash, deposits & state of Israel bonds Deposits to Credit Ratio 123. 1% Liquid Assets to Deposits Ratio 32. 9% State of Israel Bonds: 8. 0 NIS Billion Gov. & Bank Deposits 1. 5 NIS Billion Deposits-Bank of Israel: 14. 2 NIS Billion Sovereigns Bonds: 0. 7 NIS Billion 43. 8% Of capital available for Investments 22 Capital Notes 5. 0 NIS Billion Deposits in Banks: 3. 1 NIS Billion Capital available for Investments 3. 9 NIS Billion NIS+foreign Corporate Bonds: 0. 8 NIS Billion Banks Bonds: 1. 3 NIS Billion Structure Products, Hedge Funds & Stocks: 0. 8 NIS Billion Market Risks in VAR Terms: (0. 07) NIS Billion

Total Assets, Deposits & Credit NIS Billions Assets Equity Credit to the public Public Total Assets, Deposits & Credit NIS Billions Assets Equity Credit to the public Public Deposits NIS Billions $ Billions 26. 5 21. 3 17. 3 1. 54 23

Composition of Total Proprietary Trading Book NIS Millions volume 31. 12. 10 Composition 30. Composition of Total Proprietary Trading Book NIS Millions volume 31. 12. 10 Composition 30. 9. 11 Composition 31. 12. 10 Government bonds & Secured by Government bonds 8, 720 10, 616 77% 67% Commercial Banks bonds 1, 295 2, 695 11% 17% Shares 590 947 5% 6% Other 811 1, 544 7% 10% Of which: Fx Corporate Bonds 548 690 Of which: NIS Corporate Bonds Government bonds & Secured by Government bonds 77% volume 30. 9. 11 296 854 11, 416 15, 802 100% Total NIS Millions 24 Sovereigns Portugal PIIGS Exposure Total 0 0 Italy Greece Spain Ireland 103 0 131 8 3 0 15 0

Key Risk Indicators 25 Key Risk Indicators 25

Capital Adequacy Ratio Basel II Core Tier 1 4 top Banks in Israel FIBI Capital Adequacy Ratio Basel II Core Tier 1 4 top Banks in Israel FIBI Tier 2 * * ** 14. 30% 14. 57% 13. 42% * * 26 **

Doubtful debts according to the new B. O. I Regulation (NIS millions) Balance for Doubtful debts according to the new B. O. I Regulation (NIS millions) Balance for date Change 30/09/2011 31/12/2010 1, 124 1, 242 (118) Inferior credit risk 384 511 (127) Credit risk subject to special supervision 992 1, 034 (42) Off-balance sheet credit risk * 353 - 2, 853 3, 140 (287) Defective credit risk Total Doubtful debts * After accounting deductions and before credit lost provision 27

Provision for Doubtful Debts to Credit to the Public Ratio Other 4 Leading Banks Provision for Doubtful Debts to Credit to the Public Ratio Other 4 Leading Banks 28 FIBI

Main Subsidiaries Performance 29 Main Subsidiaries Performance 29

Changes in Net Profit - Subsidiaries NIS Millions 01 -09/2011 Change ROE 62. 5 Changes in Net Profit - Subsidiaries NIS Millions 01 -09/2011 Change ROE 62. 5 28. 6 118. 5% 9. 9% 34. 1 38. 0 (10. 3%) 11. 1% 31. 7 24. 8 27. 8% 14. 3% 26. 2 30 01 -09/2010 25. 6 2. 3% 10. 0%

Banking Subsidiaries in Israel PAGI, in which FIBI has a 100% equity holding, is Banking Subsidiaries in Israel PAGI, in which FIBI has a 100% equity holding, is a retail bank with 19 branches. the majority of its clients belong to the ultra-orthodox and orthodox sectors. PAGI maintains a unique positioning as Israel’s only orthodox oriented bank and its share in its target is significant. PAGI’s strategy is to aggressively grow its client base, while focusing on target segments in personal, business, and institutional banking. UBANK - FIBI acquired 100% of share capital of UBANK (formerly Investec Bank (Israel) Ltd. ) in December 2004. The acquisition of UBANK significantly bolstered FIBI’s competitive position in private banking, capital markets and foreign currency trading. In 2007 UBANK launched an innovation in Israeli banking - dedicated branches for affluent clients. This premium service (above retail and bellow classic private banking) comprises distinctive branch design and hours of operation, along with many other attractive features. 31

Banking Subsidiaries in Israel OTSAR HAHAYAL - FIBI acquired the majority share of Otsar Banking Subsidiaries in Israel OTSAR HAHAYAL - FIBI acquired the majority share of Otsar Hahayal in August, 2006, it now hold 75. 89% of the bank. Bank Otsar Hahayal specializes in retail and small to medium-sized businesses (SMEs) and has a high proportion of current and former military and defense industry personnel within its client base. The inclusion of Bank Otsar Hahayal’s operations creates a banking group with a comprehensive and diverse range of activities and earnings. FIBI has completed the process of integrating Otsar Hahayal’s IT systems and is in the process of implementing a shared services model across headquarter functions. MASSAD - FIBI acquired 51% of the share capital of Massad in May 2008. Massad, is a sectorial bank, specializes in teaching personnel. FIBI completed the process of integrating Massad’s IT System and is currently implementing a shared services model across headquarter support functions. Massad's identity as the “teachers' bank” also places it in an advantageous position in the Arab sector, and explains its success in this sector despite rising competition. 32 32 32

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