Itau CorpBanca

Ladies and gentlemen, thank you for standing by and welcome to the third quarter 2020 financial results conference call. At this time, all participants are in a listen only mode. After the speaker's presentation, there will be a question and answer session. To ask a question during the session, you will need to press star one on your telephone. Please be advised that today's conference is being recorded. If you require any further assistance, please press star zero. I would now like to hand the conference over to your speaker today, Claudia Lede, Head of Investor Relations. Thank you. Please go ahead.

Good morning. Thank you for joining our conference call for our third quarter 2020 financial results. Before proceeding, let me mention that our remarks may include forward-looking information and our actual results could differ materially from what is discussed in this presentation. I would also like to draw your attention to the final information included in this management discussion and analysis presentation, which is based on our managerial model in which we adjust for non-recurring events and we apply managerial criteria to disclose our income statements. This managerial financial model reflects how we measure, analyze, and discuss financial results by segregating commercial performance, financial risk management, credit risk management, and cost efficiency. We believe this form of communicating our results will give you a clearer and better view of our performance through these different perspectives. please refer to pages nine to 12 of our report for further details. With us today in this conference call in Santiago are Mr. Gabriel Mora, CEO, and Mr. Rodrigo Cotto, CFO. First, Mr. Mora will comment on 2020 third quarter results, our strategy, as well as the recent events. Afterwards, we will be available for a question and answer session. It is now my pleasure to turn the call over to Gabriel.

Thank you, Claudia. Good morning, everyone, and welcome to Itaú Corbanca third quarter 2020 earnings conference call. Today's presentation has three parts. Our third quarter 2020 results, our early release results at the end of October, and an update on our strategic agenda. So moving straight to slide number two. As we show on slide two, the macroeconomic outlook improved slightly in Chile and remains stable in Colombia. Our current expectation for Chile is a 5.5% decline in GDP this year and 4.5% growth in 2021. The latest new vaccine has been positive, so we will probably see an upward reveal, which may also include the second withdrawal from the ESPs in Chile. If we can please go to the next slide on page four. We have a loss of 10 billion pesos in the third quarter, mainly as a result of the additional provisions we made to reinforce our balance sheet for this challenging credit cycle. According to our expected loss provisioning framework, our revenues were impacted by low inflation, which was only 0.1% in the third quarter, as well as by lower revenues from derivatives. which had been very strong in the second quarter. On the cost management front, we made the biggest headcount reductions since the merger, which is a clear sign of our progress in the efficiency and simplification fronts, which we will discuss more in the last part of the presentation. Moving to slide five, we show that we continue to perform better than the market in mortgages and consumer credit, while we are growing our commercial portfolio less than the market. Commercial credit demand has been weak after the first wave of the FOGAPI program, and we have also been selective both in terms of risk as well as in terms of required returns, in line with our focus of improving the return on capital. On slide six, we present our financial margin with clients, which declined 7.7% in the quarter. The main drivers for this decline were lower revenues from derivatives, which had been especially strong in the second quarter, as I mentioned before, as well as a lower capital financial margin, which also had been positively impacted in the second quarter by an adjustment in the deferred income of our student portfolio. Apart from these two effects, our financial margin with clients was basically stable on a quarter-on-quarter basis. Moving to slide number seven, we showed that our financial margin with the markets was 18.8 billion pesos in the third quarter, about 11 billion pesos lower than that of the second quarter. the main driver for the lower financial margins with the market was the very low inflation in the third quarter, where the U.S. varied only 0.1%, while our exposure to the U.S. increased to 2.9 trillion pesos. Despite that impact, we have been able to maintain our one-year moving average of financial margins with the market, which has been quite stable since the fourth quarter of 2019. On flight eight, we show our non-interest expense for the quarter, which were negatively impacted by the severance costs as well as seasonal factors. Still, expenses remain very much under control, growing only 1.1% year-to-date. The main highlight is the headcount reduction of 4.5% this quarter, which was the biggest structure adjustment since the merger. We simplified our organization structure with proportionally bigger reductions at the top of the pyramid. We also did it in a way that took care of our employees who were let go by providing extended health care insurance as well as outplacement in training benefits. This adjustment had a negative impact on the quarter, but sets us for great efficiency in the future. We also had four branches closures as part of our strategy of optimizing our footprint, totaling 10 branches closed in the last 12 months. Now moving to slide nine, we show that our liquidity position remains very strong with both LCR and SFR at historically high levels. Let's move to slide 10. Here we can see the evolution of our net income of the Colombian operation, where net income reached 5.4 billion Colombian pesos in the quarter. And our credit portfolio fell slightly. Consistent with our focus in Colombia on credit risk management and cost efficiency, we highlight the 27.5% reduction in our branch network, as well as an 8.8% reduction in our headcount year over year in Colombia. Moving forward to slide 12, let's talk about October early release results. As you know, we have a credit risk provisioning framework in which we recognize allowance for loan losses in a forward-looking way. In the month of October, we increased our loan losses allowances to protect our balance sheets from possible impacts from the pandemic that might materialize in the future, considering macroeconomic prospects in Chile and Colombia, as well as sector, product, and client-specific aspects. Our goal in this process was to front-load the provisioning cycle and make sure that going forward, we have a clear view of the operational performance of the bank. As a result of this process, we had a cost of credit of 234 billion Chilean pesos in October 2020. In Chile, cost of credit was 170 billion pesos, mainly driven by the 86 billion pesos for corporate and SME clients of the sectors impacted by the pandemic, 33 billion in additional provisions for our retail portfolio, and 17 billion for the deductible of the FOGAPI COVID loans. We implemented the same process for Colombia, and as a result, we had a cost of credit of 64 billion Chilean pesos, of which 44 billion were additional provisions. Considering these provisions, we had a negative net income for October of 156 billion pesos. On the next slide, number 13, we see the results of these increasing provisions in terms of our NPL coverage. As you can see, our coverage is one of the strongest in the Chilean banking sector. We are confident we have sufficient provisions for the current credit cycle. Therefore, we believe that our cost of credit will be fairly normal levels going forward. In fact, we project cost of credit of between 1 and 1.3% for 2021, probably a little higher than our target since 2021. We'll still be a year of economic recovery, but way below the levels we saw in 2020. Where we will end up in the range, it will depend on how the economic situation evolves. Ultimately, we believe that we have put 2020 behind us and prepare our balance sheet for a new cycle of growth and sustained improvement in profitability as the economy recovers and we move forward with our transformation plan. On slide 14, we see that our fully loaded set one capital ratio improved since the second quarter. Even considering the impact of the October provisions, we reached 7% in the third quarter, mainly due to improvement in efficiency in Treasury and in Colombia, where we believe we have more opportunities given the high risk-weighted assets density we have there. We project a 30 basis points negative impact in October due to the provisions we have just discussed, leaving us at 6.7% with a very well protected balance sheet. Let's move on to the next part of the presentation, starting on slide 16. As we mentioned in our second quarter conference call, we have moved on from crisis management to a transformation agenda to build back the future. On this slide, we present the key pillars of our transformation plan, client centricity, digital experience, simplification, talent development, and an agile working model, all leading to sustainable results. On slide 17, we see our financial portability offer, which is a great example of a customer centricity. We are attacking portability with a powerful offering that combines convenience, value, and freedom of choice to attract new customers. On the convenience side, we offer 100% digital portability experience as well as our digital channels with digital payments. We also facilitate portability to our bank by a process of data aggregation so that our customers do not have to manually enter their transfer and payment data to their new account with us. We do it automatically for them. We have launched a mixed-rate mortgage product called Bipotecario, which allows customers to take advantage of the current low-interest rate environment. We have also opened our loyalty program, enabling customers to exchange their Itaú points freely for travel tickets and products of their choice, as well as cashback. We'll talk about open investment platform on the next slide, number 18. On the product offering side, we have opened the investment architecture as shown on slide 18. We want our clients to have freedom of choice with the best investment options available in the market as well as independent advice. That is why we are partnering with top local and global asset managers. I would also like to highlight that our own asset management businesses recognized as a leader in responsible investment, corporate governance, and sustainability research. This is a good example of how ESG aspects are integrated into our business. As you might remember back in March this year, in our fourth quarter 2019 conference call, I had mentioned that responsible banking is at the core of the things that we do. We believe that having good governance, taking care of the environment and being positively engaged with the society in general and in communities are part of the business that we have. The strong trend towards digital channels and transactions continues as we see on the slide 19. We see a two- or three-fold increase in transfers and deposits year over year while maintaining high availability. That is why we have been investing heavily in our digital channels. In this quarter, we launched a whole new app leveraging a lot of the technological components from Itaúni Banco. Over 180,000 clients have already migrated to this new app. We were the first bank to launch a digital token for companies, providing additional convenience and security for our corporate and SME clients. We have also launched a new and more convenient personal banking website, optimized based on customer transaction preferences. And as a result, we have experienced a 55% increase in utilization. Moving on to slide 20, let's talk a little bit about simplification, which is a key element of our strategy to drive customer satisfaction and efficiency. On this slide, we give two examples of our simplification initiatives, robot process automation and simplification of our organization structure. We have been working with robot process automation for a while now. Having completed over 60 projects enabled us to save 0.5% of our cost base in 2020. We reduced our customer onboarding unit cost in almost 60%, which is a key given the growth we have been experiencing in our customer base. we also simplified our organization structure with the most significant reduction in headcount since the merger, in proportionally higher reduction in the top layers of the organization. Let's move to slide 21. In a pioneering initiative in the Chilean banking market, we have announced a new flexible working model that is remote first. That means that our employees working from home will be the default option rather than the exception. We have found that such working model is not only possible but preferable because of the convenience and flexibility it provides to our employees. We fully expect this flexible working model will be a competitive advantage in talent acquisition and retention, as well as in efficiency in the years to come. On July 22, we can show some results what we have achieved so far. In the last 12 months, we have managed to grow more than the market in new accounts. We are the second bank in account openings this year. If we look at the last 12 months, we also grew two times the market in individuals and four times in companies. To enhance this trend, we are attacking financial portability as we have shown before, with a fully digital experience. It is still early in the process, but so far we are 1.6 times inbound portability versus the requests that we have outbound. On slide number 24, we present Baruch Saez, the new chief executive for Itaú-Colombia, effective now on November 1st. Baruch has been working with Itaú-Libanco for 10 years, lately as the head of Leten Investment Banking. Before joining Itaú, he worked in investment management and wholesale banking positions at Marathon Asset Management, Deutsche Bank, ABN Ambro, and ING Barings. He has a master's in international economics and finance from the Brenda East University and a bachelor from Bard College. After a period of adjustment and reorganization of our Colombian operations, under the leadership of Álvaro Pimentel, Baruc comes with a strong commercial background to lead the next phase of evolution of our bank in Colombia. With this, we conclude the presentation we have for you today, and we would gladly take any questions that you might have.