Doing First Class Business

in a First Class way

Corporate Briefing
26th November, 2020
0
 Habib Bank Limited
More than just a Bank Shareholding Pattern

18.5%*

23.5%
100%*
19.8%*

51.0%
15.8%
20%*
16.15%*

2.7%
2.1%
5.0%

50.51%*
100%*
AKFED CDC Related Entities
IFC Others - Foreign Others - Local

18%*

* HBL holding 1
 Leading position across all segments
#1 ASSETS #1 ADVANCES #1 DEPOSITS #1 CUSTOMER BASE
Rs 3.6 Rs 1.1 Rs 2.7 30M+
Trillion Trillion Trillion Incl.5M+
Market Market share Konnect
share of of 14.4% customers &
11.9% 12M EKP
beneficiaries

#1 KONNECT QR POS
#1 BANK #1 #1
ATMs AGENTS Codes TERMINALS
BRANCHES
2,135 43,540 31,124 28,379
1,709
ANNUAL
SPEND
Rs 111B

#1 AGRI FINANCE #1 SME FINANCE #1 CARDS BASE #1 EMPLOYEE

Rs 32B Rs 50B 5.9M BANKING
1M+ Salary Accounts
Market share Market ANNUAL with Market share of
amongst share SPEND 42%
Commercial Rs 95B
13%
Banks 31% TRANSACTION
BANKING
1,600+ mandates,
Market share 37%
2
 Major awards and accolades

Asia’s Best Bank Transformation Best Banking Tech of the Year

Pakistan’s Best Bank Best Digital Campaign for Konnect by HBL

Best Commercial Bank #1 Primary Dealer in

Best Domestic Bank Pakistan 2020 Government Securities

Best Project Finance House

Best Investment Bank Best Investment Bank – Pakistan

Best Investment Bank

Best Islamic Bank for Trade Finance 2020
Best Bank for Small and Medium Businesses

Domestic Project Finance Bank of the Year Debt Deal of the Year – Domestic
Pakistan Domestic Trade Finance Bank of the Year Corporate & Investment Bank of the Year - Domestic

Best Local Bank in the Region for BRI (South Asia)

Best Bank for BRI-related financing in the Region (South Asia)
Best Bank for Infrastructure/Project Finance in the Region (South Asia)

3
 Digital momentum accelerates
Customer base of over 30m Mobile & Internet Banking use HBL Konnect – 44k agents
speeds up - 1.6M users 1.4m App Users
Branch Konnect 30.1
30
FMFB EKP
Trans. Vol (Rs B) 29.0 Trans. Vol (Rs B)
Trans. Count (M) Trans. Count (M)
20.3
30 25 250

350
25
12.0 25
19.6 300 20
16.4
200

20

2.6 1.9
20 250

15
1.7 15.1 15 150

3.7 5.0 15
371
200

10
150 10
203 100

10

5 11.6 11.3 192 100

5 50
5
50 79
0
0 0 0 0
Dec 19 Sep 20
9M'19 9M'20 9M'19 9M'20

Cards base 5.9m POS Terminals 28k 2,135 ATMs countrywide – trxn picked
Spend up 7% to Rs 79b in 9M’20 Spend rebound of Rs 30b in Q3, up in 3Q post lifting of lockdown
80 80 returning to pre-COVID Levels Trans. Vol (Rs B) Trans. Count (M)
41
39
45 31
70
78
Rs Bn
36 38 37 37
76 40
30
60 90 32
74
83 35
29
50
72 30

40 79 70 25
28

74 68 20
292 302
30
297 27

283 288
66 15
20
64 10
279 26

10
62 5
263 25

0 60 0 24

9M 19 9M 20 Q1'19 Q2'19 Q3'19 Q4'19 Q1'20 Q2'20 Q3'20

4
 All business lines on a positive trajectory
Robust growth in Consumer Cash Management, Employee Banking
lending throughput up 41%, to Rs 3.5t maintaining dominance with
PL Autos Cards Mortgage Rs Bn Rs Bn 1.2m accounts
4,0 00 Collection Volumes
80
71.9 3,523 250
Payment Volumes Salary Processed (Rs Bn)
3,5 00
70 60.7 2.0 200
11.1 3,0 00
2,495 1,137
60 1.5
9.5 2,5 00
50
24.0 413 150

2,0 00
40 17.1
100 218
30
1,5 00
183
1,0 00 2,082 2,386
20

32.5 34.8 50

500
10

0 0
0

Dec 19 Sep 20 9M 19 9M 20 9M 19 9M 20

Trade Volumes – 9M’20 market Home Remittances – New #1 Ranked Primary Dealer,
share up to 10.8% partnerships restoring volumes volumes up 28% to Rs 6.5t
1,6 00 0
Intl USD Bn
7,000 30.0%
Dom 1,4 00
Vol ($Mn) 8.20% Secondary Market Vol (Rs b) 27.6%
Dom. Mkt share Market Share 6,000 Mkt Share

6.4 6.7 7
7
7
7
7
1,2 00
0
25.0%

7
7
7
7

1.1
6
6
6
12.0% 6

0.8
6 5,000
6
6
6
6
6
6
6
6
6
6
6
6
6
1,0 00
0
18.0% 20.0%

11.0% 10.8% 5
5
5
5
5
5
5
5
5
5
5
5
5
5
7.40% 4,000
5
5
5 800
5
4
4
4
4
4
4
4 15.0%
10.0%
9.4%
4
4
4
4
4
4
4
4
4
4
4
3
3 600 1,550 0 3,000
6,541
3
3
3
3
3

1,205
3
3
3
3
3
3
3
3
3 10.0%
9.0% 3

5.7
3
2
2
2
2
4,125
5.6
2
2
2 400 2,000
2
2
2
2
2
2
2
2
2 0
2
2
1
1
1
1
8.0% 1
1
1
1
1 5.0%
1
1
1 200 1,000
1
1
1
1
1
1
0
0
0
0
0
0
0
0
0
7.0% 0 0
- 0.0%
9M 19 9M 20 9M 19 9M 20 9M 19 9M 20
5
 HBL continues to pioneer thought leadership and innovation
Supporting Pakistan’s digital efforts
 HBL Ventures to invest in FinTechs and
incubate upcoming start-ups
 Recently hosted a Webinar Agri-Food and
Tech with Singapore Business Federation
to promote Pakistan
Critical partner to GoP’s
Ehsaas program
Disbursed Ehsaas Kafaalat and
Emergency Cash Funds of ~PKR 176
Bn to ~12 Mn beneficiaries on the
lowest rung of economic ladder
Investment banking pioneer
 Introduced market auction-based
pricing for debt instruments
 Supporting GoP in launching first
Panda Bond
 Lead financier in Pakistan’s first
private transmission line
Core partner to GoP on housing
Thought leader for Naya Pakistan HDA on
design of low-cost housing scheme
Green financing leader
 Leading renewable financing;
discontinued coal financing
 Developed Green Banking Guidelines
with SBP
Agri sector innovator
 Implemented farm-to-processor
interventions to disintermediate arhtis
 Helping small-holder farmers improve
crop yield
Cyber threat intelligence partner
 Leading the Cyber Threat Intelligence
conference for 3rd year running
 Recently sponsored Pakistan’s leading IS
conference – the International
Information Security Conference 20206

Fuel sustainable industries
 Set targets for financing to
sustainable industries
 Ceased lending to Coal
based projects
 Phasing out ESG negative
industries
 Implement Green Banking
Guidelines (GBG) and embed
ESG considerations in credit
assessment
Pakistan’s first fully integrated Green Finance Institution
Reduce carbon footprint and mitigate risks Enable customers and employees
 Shift towards renewable energy  Advise customers on
sustainable operations
 Reduce and recycle waste
 Train employees on GBG and
 Integrate ESG criteria in vendor selection how to reduce personal footprint
 FMFB’s Gilgit RHQ building to conform to
LEED and EDGE standards
 Develop Business Continuity Plans to
counter drastic changes in environment
7

Pandemic – Catalyst for Change
• Leaders in implementing flexible work • Targeted female entry level hiring
arrangements including work from
home and split teams
• Medical assistance to employees and
their families – industry benchmark.
• Continued to drive training by
virtualizing the entire learning portfolio.
• Enhanced communication and
engagement
HBL People
Diversity Agenda – Utmost Priority Cultural Transformation
• Refreshed HBL Values and behaviors
programs – IT, Operations cascaded throughout organization
• Mentoring for senior female • Continued emphasis on ethical
employees conduct and practices through a new
Ethics and Conduct function
• Diversity champions continue to lead
the diversity agenda and initiatives. • Gamified and virtual modes of
interacting and recruiting
• Training initiated on eliminating
unconscious gender bias • Continuing employee digital journey
through employee app and chatbot

Empowering & Promoting

Women in Workforce
25%

18%

12%

8%
7%

3% 3%

2002 2004 2008 2012 2016 2020 2025

8
 Our management of the COVID 19 crisis

Business Continuity Management Safety of Employees

6.
Promotion of Digital
Channels:
Posts/video tutorials
promoted on social
media; adverts run for
HBL Mobile.
1.
Parallel Sites Strategy:
Teams distributed over
multiple locations.
1. Rapid Response Force
Premises with +ve COVID case(s)
immediately closed, deeply disinfected.
2. PPEs distributed to branches and back
Laptops/VPNs: office functions.
Staff provided
with laptops and 2. Helpdesk for Employees
VPNs. Reporting and tracking of COVID incidents
through Helpdesk. Doctors aligned with
employees for guidance.

3. Rotation-based Structure:
Department-wise rotational plans
developed and implemented.

4. Advisory Emails:
Multiple advisory emails sent to ensure
5. employees implement safety measures
Social Distancing
Protocols 3. 5. Work from Home
Protocols developed Network Where possible, employees are
and implemented. Optimization: encouraged to work from home; staff
Demand based exposure resultantly reduced.
4. Branch and ATM
Critical Services: opening.
Identification of critical back-office 6. Domestic Travel
services / processes to ensure high Travelling limited to unavoidable
availability situations only.

9
Business Development

10
 Digital Channels – over 3.0 million users
Konnect HBL Mobile – for more than just banking
• 5.1+ million account base, 25% accounts opened by women. • 16% market share among commercial banks
• 3.5 Mn transactions monthly with turnover of PKR 33.8 Bn • Financial Transactions: 5 mn transactions/month, value Rs 60b
• Agent network of 43k. • 650+ Billers On-boarded: increase company on-boarding for
• 8% market share of total branchless banking transactions payments
• Eco-system partnerships established for Food, Fashion, Travel, • 32% market share of all mobile banking payments
Health, Entertainment and Education

HBL PAY – Self service digital portal for all transaction banking needs HBL Mobile – for all your
Lifestyle needs

E-commerce
POS Payments

Konnect Payments

Mobile
Apps

QR Payments

Digital Onboarding Business Payments

Payroll
management

Tax and
custom duty

Utility bill
payment

11
 Revolutionize the digital journey
Financial services even in remote areas Transform agriculture and farmer’s lives Digitize branches for world-class experience
Digitized account opening, loan Universal bankers to help
Targeted mobile marketing with digital services
application and approval

In-kind loan disbursed Wait time

Cas h counter

Waiting Time

Fully digitized loan application

Self Service
minutes

and automated approval minimized via self Apply Auto loan

Apply H ous e loan

service Kiosk

Farmer provided advisory

Get a debit card

App enabled communication

Pay Bill

Payment
Done
Instant Debit card issued Buy insurance

Send Money

remotely & in-person

Harvesting services requested One visit processing of loan
Digital repayments and ALERT!
digitally and sold to HBL bulk applications Apply for personal loan

its monitoring
Appy for credit card Confirm

buyer

Customers can apply for loans on phones Advanced analytics to help reduce churn

Customer Convenient
applies from verification
Apply for
home process
credit card

Upload your identity card

Loans

Personal loan Auto loan

Transactions Upload

Day Week Month Year

Feed raw customer data into AA Identify customers at risk of leaving using AA pattern
Fast Edit
engine recognition
approval and
Your application was successful! delivery Verify details with your biometric signature

Name: Akram Khan

Father Name: Afzal Khan

Date of Birth: 26th Feb 1985

Address: Kharadar, Karachi

Click edit in case of discrepancy

Your card will

RM receives list of at-risk customers with

2

Call at-risk customers and address potential

be delivered in..
hrs

dissatisfactions potential cause of attrition 12

 Channel Migration to drive convenience and efficiency

Channel Migration now key performance metric – OTC transactions reduced by 30%
Branches Trained
Looking Ahead
• Scripts outlining different scenarios
Enhance Migration
circulated
Increasing number of migrateable
• Mandatory E- learning modules on ADCs processes / transactions
• Workshops conducted for feedback &
clarity on ADCs. Aspirational Target
Customer Awareness 85% routine transactions
through ADC.
• HBL Mobile, Konnect and ATM awareness
spread through Social media.
• Marketing collateral placed in branches.
Enhance ADC
• Banners, posters, fascia and ‘Available
features
Here’ signs installed at Konnect agents.
Expand suite of digital
Other Major Steps Taken capabilities on ADCs

• Incentive Campaign to drive staff

behaviour. Customer Awareness
Improve awareness;
• Phone banking engaged to drive HBL promote features
mobile registrations and transactions. available on digital
• Wi-Fi devices installed in 250 branches for channels
guiding walk-in customers on HBL Mobile
usage.
13

Cards
• Most sought after card in Pakistan
• Consistently ranked as Pakistan’s
No.1 VISA credit card (by spend)
• Contactless – Bringing convenience
• 20k+ credit cards issued via HBL
Mobile since launch
• Portfolio: Rs 11.3bn, with total cards
base of 190k
• Total debit cards base of 5.7m –
industry highest
Merchant Acquiring
• Largest POS network and highest
spend volume
• Contactless functionality
deployment initiated.
Consumer Banking
Housing Finance – Developing a new asset class
• First bank to become advisor to Naya Pakistan Housing Authority
• Launched the first 20-year fixed rate mortgage in Pakistan
• Underwritten PKR 34.5 Bn for mega projects
• Full product range to purchase/ renovate/ construct houses and refinance loans
• Rs 12b construction financing in pipeline – majority for low-cost housing
Personal Loan – retaining Car Loan – gaining market share
leadership
• Improved position from 4th to 2nd
• To date, Rs 4.8bn disbursed to
• Value added propositions/alliances
~28k clients through HBL Mobile
with leading manufacturers
• Portfolio: Rs35.3bn
• Portfolio: Rs 24.1bn
14
 Rural Banking
HBL continues its leadership in farmer financing amongst private commercial banks, serving more than 45,000 farmers
through a dedicated field force spread over 650+ Rural branches.
HBL - Punjab Land Record Authority Kisaan Ke Awaz goes virtual
(PLRA) Partnership

 Leading the Market

HBL’s unique program
o 140+ PLRA’s live locations in Punjab of farmer feedback and
o 2800+ Fard extractions advisory now being
o 1400+ Documents verified conducted virtually
o 200+ Charges created

Digitizing Agriculture Finance Pilot Interventions

• Improved Farm App with refreshed features and ease of
use
• The only Bank in industry using this technology; has built
a repository of more than 12,000 images.
• Centralized storage of data point coordinates along with
time and date stamp
• 500+ devices provided to the field force with 4G
connectivity
• Leveraging HBL Konnect for loan repayments and cash
withdrawals
• Two pilot interventions designed and implemented
• Engages complete value chain.
• Encompasses in-kind loans to farmers, high quality
inputs, modern mechanization and expert agronomic
advisory to help farmers become better producers
• Connects farmers with bulk processor of their crop
produce
• Disintermediates the exploitative “arthi” middleman
system, both at the input and selling stages
15

Corporate Banking
• Largest Corporate banking book in the country –
portfolio of nearly Rs 700b.
• Extensive and rapid support provided during the
pandemic.
o Rs 12b disbursed under the SBP’s TERF scheme.
o Rs 23b loans restructured, 11% of industry
o Rs 90b principal deferred, 14% of industry
o Rs 31b salary / wages loans approved, 13% of
industry
Treasury
Wholesale Banking
Investment Banking – market leader
• 220+ transactions worth more than USD 40b.
• 9 Renewable / Clean Energy transactions valuing $ 5 bn closed.
• Broadened country’s debt markets with issuance of the largest
private sector debt.
• Executed 7 CPEC transactions worth over ~USD 6.5 Bn
• De-risk new sectors by being the first mover – eg lead financier of
Pakistan’s first private sector transmission line
• Develop regional niche by successfully executing GoP’s inaugural
Panda bond to establish presence in global markets
PKR 84 Bn PKR 5 Bn

• #1 Ranked Primary Dealer in Government Securities

with >25% market share of secondary market activity.
Project Finance Debt Arrangement
• HBL Infinity – the first online FX platform by a Pakistani & Financial Advisory for a 330 MW
Mine Mouth Power Project to be
bank and the only one in the world offering live run on Thar Coal
streaming PKR pricing – 200+ clients PKR 5 Bn
Indus Wind Energy Limited
Strengthening contribution of
Renewable Energy to the grid
Project Finance Debt Arrangement
for a 50MW Wind Project in Jhimpir
PKR 25 Bn

• Provided economic advisory to clients through

seminars with leading economists / industry leaders Liberty Wind
Power 2 Limited
Research & Conferences Going digital with HBL Strengthening contribution of
Thought Leadership Infinity® Renewable Energy to the grid
Project Finance Debt Arrangement
for a 50MW Wind Project in Jhimpir
K-Electric
Structuring Agent and Shariah
Advisor for a Listed Retail Sukuk, the
Largest Issue by a Private Sector
company in Pakistan

First choice partner for global institutions

16
 Transaction and Employee Banking
Cash Management - Collections Key Initiatives
3,50 0

3,00 0
Rs b
• Conventional & Islamic variants of HAW Konnect
2,50 0 available.
2,00 0
• Increased coverage in KPK / Balochistan / GBC.
3,182
•
1,50 0
2,610 2,850 Cross-sell of product suite to entire value chain of
1,00 0 2,189
1,753 corporate customers.
500

-
• Customized solutions tailored to client needs.
2016 2017 2018 2019 2020*

Employee Banking (HAW) The Way Forward

Salaries processed (Rs b)
350

No. of accounts ('000) 1095

1,166
1400
• Technology and Digitization to remain critical priorities
300 1200

250
920
1000
• New global-standard digital platform under
745 implementation.
200 800

513
150

253
291 600 • Consolidate all solutions into single platform – HBL Pay
100 198 400

135
50
91 200

- 0

2016 2017 2018 2019 2020* Market Share

HBL Pay
1,60 0

1,40 0 Rs b
1,20 0

1,00 0

800
1,516
600

400
699
200
41 88 310
-

2016 2017 2018 2019 2020* * Volumes / throughput annualized 17


International Footprint
Aspirational Target
- In the top 5 foreign banks for trade volumes between
China & Central Asia, the GCC, Turkey and South Asia
- No.1 bank for Pakistan Inbound and Outbound flows from
these corridors / markets
International
Strategy
• Complete non-core exits and right-sizing of core.
• Shift from retail to wholesale model across markets.
• Business growth to come from network clients, financial
institutions and trade finance, supported by a strong liabilities
and cash management proposition.
• Roll-out digital as hygiene across all key locations.
• Grow FI as a global business with strong sell-side offering.
Leverage position as one of only 3 banks in SEA/MENA with
end-to-end RMB clearing capability
• Recapture historical remittance share of >20%; digitize
remittances for remitters and beneficiaries, seamlessly
integrate with partners.
Business trajectory aligned to Strategy
• Inbound & Outbound business within HBL international
footprint has nearly doubled over the last year.
• Embedded Network Connectivity - 60% of HBL trade
origination handled within the network vs 20% in 2019.
• Redefined Target Market in each international location.
• Strong buildup in Transaction Banking volumes; wealth
management fees doubled.
• Remittance volumes increased by 29%, market share
increased to 8.2%
18
 China – Our Second Home Market
Positioning
• Accelerate growth in China-centric flows by leveraging Beijing and Urumqi presence, and RMB license
• Develop pipeline to convert China-centric trade flows from USD to CNY
• Successfully execute GoP’s inaugural Panda bond, and establish presence in regional capital markets
• Scale up our share of financing / advisory deals for CPEC-II investments
• Clients include key China players in telecoms, construction, power and manufacturing
• Focus on key network locations along BRI route to capture more flows.

Value Proposition

• China coverage model – a separate desk, staffed by dedicated, mostly Chinese bankers, managing
end-to-end China business related relationships. Currently in place Pakistan and UAE, serving 400+
corporates and 2700+ individuals. Sri Lanka and Bangladesh planned for next year.
• Beijing to serve as origination engine.
• Target companies under BRI & CPEC.
• Enhance potential RMB business, trade flows and remittances.

Become a regionally relevant bank for entities operating in CPEC and

BRI countries
19
Financial Performance

20
 HBL’S FORTRESS BALANCE SHEET
Net Advances Deposits
Rs b
Rs b
Dom Intl Dom Intl 2,736
1,167 1,141 2,438 259
1,080 2,137 266
144 191 209 1,999
852 1,886 224
748 216
136 296
157 2,477
976 1,913 2,172
937 932 1,590 1,783
592 716

2016 2017 2018 2019 Sep 2020

2016 2017 2018 2019 Sep 2020

Total Assets Strong capital position – buffers being built

Rs b
Dom Total CAR Tier 1 CAR
Dom Intl 3,554 300 Rs b 17.8%
3,227 15.5% 16.0% 16.2%
259 250
15.4%
2,696 3,026 266 13.9%
2,519 224 200
12.0% 12.0% 12.0% 12.5%
216
296
150

2,477 258
2,172 196 199 225
1,783 1,913 100
189
1,590
50

2016 2017 2018 2019 Sep 2020 2016 2017 2018 2019 Sep 2020
21
 A Well Diversified Loan Portfolio
Loan portfolio by line of business Loan portfolio by industry segments
Individual
Power & energy 9% Agriculture
6% 3% Food, tobacco
Chemical
International Financial 4% and beverages
18% 8% 4%
Construction
Others 4% 3%
Corporate Cement
Agriculture Textile
3%
Net loans: 45% 8% Net loans:
3%
Telecommunication
Retail 4% Rs 1.1 Tr. Rs 1.1 Tr. 3%

Micro Wholesale &

Finance 3% retail
Others
5%
Commercial 22%
6% Consumer Government /
Islamic 11% Public sector
6% 22%

Stable NPLs despite challenges; Coverage

International advances by location strengthened
Maldives
2%
100 NPL Provision Held Coverage 100%100%
Bangladesh
Others
90 91% 92% 93% 95%
3%
5% 89%
80 90%

% coverage ratio
UAE
70 85%
27%

PKR Bln
60 80%
Bahrain
21% 50
Net loans: 76
75%

$1.3B 40
75 69 81 82 76 82 82 70%
70 72
30 65%

20 60%
Oman
5% United Kingdom 10 55%
30%
Singapore - 50%
7%
Dec 16 Dec 17 Dec 18 Dec 19 Sep'20
22
 Lending to critical sectors of the economy
Strong Consumer growth;
Leadership in Rural Lending
Excellent portfolio quality
80
Advances NCL 2.5 % 40 Rs b
Rs b
70 35
2.0 %

60 30

1.5 %
50 25

40
0.7% 1.0 % 20

35
0.2% 15 32 32 33 31
30
0.2% 0.2% 0.5 %

20
41 71
10

0.0 %
10
46 53 60 5

-
-0.1% -0.5% -

2016 2017 2018 2019 Sep 2020 2016 2017 2018 2019 Sep 2020

Seasonal reduction in SME Lending, demand The First MicroFinance Bank

80 expected to pick up in 4Q (multifold growth since acquisition)
600
Loans (Rs M) 548 60,000

70 Rs b
Deposits (Rs M) 487
500 50,000
60
Borrowers ('000)424
50 400 40,000

305

51,376
40
72 66
300
221
30,000

38,404

37,111
30
56

31,129

30,936
52 50 200 20,000

23,554
14,395
20,887
20

12,237
8,183
100 10,000
10

- - 0

2016 2017 2018 2019 Sep 2020 2016 2017 2018 2019 Sep 20
23
 EARNINGS & DIVIDENDS
Book value Share price
Equity BV per Share HBL PSX
300
Rs b
175.7 200 .0 240
PSX: 33,229 PSX: 52,876 55

PSX: 40,735
250
153.2 180 .0 220
PSX: 40,569
50

133.8 128.7 135.8 160 .0 200

45

140 .0 180

Share Price - Rs/share

200 40

PSX 100 Index-in'000

120 .0 160
HBL: 307 35
150 100 .0 140

225 258 80.0 120

30

100
196 189 199 60.0 100 HBL: 157
HBL: 131
25

20
40.0 80
50
20.0 60 15
HBL: 201
- - 40 10

Sep-16

Sep-17

Sep-18

Sep-19

Sep-20
Nov-18

Nov-19
Nov-16

Nov-17
May-17

May-20
May-16

May-18

May-19
Jul-16

Jul-17

Jul-18

Jul-19

Jul-20
Mar-16

Mar-17

Mar-18

Mar-19

Mar-20
Jan-16

Jan-17

Jan-18

Jan-19

Jan-20
2016 2017 2018 2019 Sep 2020

Earnings Dividend Payout

160 %
25.0 EPS PE 45. 0x
140 %
40. 0x

20.0 120 %
35. 0x

30. 0x 100 %
15.0
40.3x
20.7x 25. 0x 80%

23.2 22.9 20. 0x

60%
140%
10.0
12.5x 15. 0x
8.8x 40% 80%
10.5 5.5x 10. 0x
5.0
8.2 20% 42.5% 50%
5.8 5.0 x
12.5%
- - 0%

2016 2017 2018 2019 2020* 2016 2017 2018 2019 Sep 2020
* 9 months profit has been annualized 24
 Key Indicators
Continuing deposit growth and Asset Quality remains strong Domestic NIMs, 5-Year high at 5.9% in
low credit demand reducing ADR 9M’20

50.6% Yield on EA CoF NIM 11.6% 11.6%

47.9%
46.1% 8.2%
43.3% 9.2% 7.7% 8.0%
49.0% 41.7% 7.0% 6.6% 6.7% 7.2%
6.4% 5.9%
44.9% 4.4% 4.4%
4.0%
40.1% 5.2% 5.6%
36.6%
Group Dom 37.6%
3.3% 3.2% 3.6%
Dec'16 Dec'17 Dec'18 Dec'19 Sep'20 Dec'16 Dec'17 Dec'18 Dec'19 Sep'20 FY 16 FY 17 FY 18 FY 19 9M 20
Reducing Cost to Income ratio to a more Higher profits leading to higher … and improving ROE to Pre-2017
sustainable level ROA … levels
76.2% 1.4%
73.5% 18.1%
Group 15.9%
Group Norm*
1.0%
57.2%
63.0% 7.1% 8.1%
52.9% 0.4% 0.5% 5.2%
59.3% 0.3%
48.3%
53.4% 54.4%
48.8%

FY 16 FY 17 FY 18 FY 19 9M 20 FY 16 FY 17 FY 18 FY 19 9M 20 FY 16 FY 17 FY 18 FY 19 9M 20
* Normalized C/I ratio excludes revaluation loss on open position, capital gains and USA 25