Bnp Paribas Ord

Ladies and gentlemen, and welcome to the presentation of BNP Paribas 2021 full year results. For your information, this conference call is being recorded. Supporting slides are available on BNP Paribas AR website, invest.bnpparibas.com. During today's presentation, you will be able to ask questions by pressing 01 on your telephone keypad. If you would like to ask a question, please make sure to bring a quiet audio to maximize audio quality. turn the call over to Mr. Jean-Laurent Bonafé, Group Chief Executive Officer. Please go ahead, sir.

Thank you. So, good afternoon, ladies and gentlemen. I trust you are all well, and I welcome you to the presentation of our full year 2021 results and the highlights of the Group's 25 strategic plans based on the new organization we deployed in May. I'm referring to highlights because, as you know, we will meet again for presentation of the plan, which more details on the group's and businesses' ambitions for the next four years. So today, Lars and I will present to you the full year 21 results, as usual, and we will be joined by the general management team to present the main highlights of our strategic plan. As usual, at the end of the presentation, we'll be pleased to take your questions. So on slide three, I will jump to the results presentation, starting with our messages. In 2021, we delivered very solid results with a steady revenue growth of 4.4% year-on-year, stemming from a very positive momentum in domestic markets, a rise in activity and revenues in asset-gathering businesses, and a further increase at CIB. The group delivered strong positive jaws of 1.4 points in 2021 with cost evolution at plus 3% year-on-year on the back of development and investments in the growth of our platforms and businesses, and despite the high contribution to the single resolution fund. It's also worth noting that costs were 0.7% lower than in 2019, thus demonstrating gains in operational efficiency stemming from our ongoing transformation and initiatives and the successful development of leading platforms delivering growth at marginal cost. Cost of risk was low at 34% of loans outstanding, mainly thanks to a limited number of new defaults. In addition, the overall release of Stage 1 and 2 provisions was very limited at 78 million euros, thus leaving the 1.4 billion euro provisions on performing loans set aside in 2020 quasi-intact. All this translated into a steep rise in the group's net income, up 34% versus last year at 9.9 euros. Even when looking at 2019 as the basis for comparison, net income rose by 16%, thus confirming growth beyond a mere rebound from previous levels and demonstrating the group's flying star to capture growth going forward. Turning to the group's CT1 ratio, It clocked out at 12.9% at 31 December 2021, confirming the strength of the growth balance. For 2021, we have proposed a cash dividend payment of 3.67 euros per share, equivalent to a 50% cash payout, which leads to a total payout of 60% on 2021 results, taking into account the share buyback fully executed late 2021. Thank you. Moving to slide four, you can see an overview of the progress made over the last two years, including a returnable equity at 10% delivered in a very disciplined way as illustrated by the strong 5.6 points positive jaws using 19 as the basis for comparison and excluding taxes subject to IFRIC 21. It does evidence the progress in efficiency achieved over the last two years and the ability we have to create investment capacity grow at marginal cost, and deliver positive jobs effects. Thus, to the exceptional items of the year on slide six, the positive net contribution was up on 2020 by almost 200 million euros, offsetting the increase in taxes subject to E321, so flat overall. Switching now to slide seven, you can see the P&L of the full year, showing the strong performance from revenues all the way down to the bottom line compared to 2020 and 2019. Focusing now on revenues, additional divisions on slide 8. Domestic markets revenues were up 5.2%, with the rise driven by networks, in particular in France, and the strong growth in specialized businesses, in particular at Arval. On a like-for-like basis, IFAS, delivered an increase in revenues of 1.7% on the back of a strong rise in wealth and asset management businesses, an increase at insurance and bank waste, partly offset by less vortex for other IFS businesses. Lastly, CIB grew further and achieved a robust performance with a 3.4% top-line growth compared to 2020 and 17.8% compared to 2019, illustrating CHB increased and consolidated market shares, building on the 2020 exceptional circumstances. This growth was in 2021 driven by a strong rise in corporate banking and security services and a stable contribution from global markets. On the following slide, cost evolution at domestic markets was contained by cost efficiency measures and grew by 2%, on the back of a strong business development in the specialized businesses and a good performance in the networks, delivering very positive jaws of 3.1 pounds. IFS costs increased by 1.1%, accompanying the development of the activity. Lastly, CIB saw a close rise as a result of activity growth, targeted investments especially related to the development of the platforms in the equity business, and high taxes subject to E321. CAB delivered positive jobs on a like-for-like basis. Moving to cost of risk, if you turn to slide 10, you can see the significant decrease in the group's cost of risk due in particular to a low number of new defaults in 21 and a high base in 20 with the effects of the public assets. All in all, businesses followed a similar pattern with a low number of new defaults and a drop in cost of risk compared to 2020. Besides, Businesses taken individually saw a decrease in their cost of risk to levels close to 19 or even lower in the case of corporate banking, BNL, Euromed, Bankwest, and personal finance. As mentioned earlier, the overall release of stages 1 and 2 provisions was very limited at 78 million euros. Turning now to the financial structure on slide 12, you can see the 10 basis points improvement of our CT1 ratio after taking into account the 50% payout and the impact of the share buyback program completed in the fourth quarter. You should note that we expect in the first quarter 2022 a 20 bps impact arising from the updating of the model and regulatory changes which will be compensated by ordinary capital management actions by the end of 2022. Our Basel III leverage ratio clocked in at 4.1%. Finally, our immediately available liquidity reserves stood at 452 billion euros, while our liquidity coverage ratio came in at a very high 143%. On slide 13, with no surprise, we showed that our net tangible book value per share continued to grow as it reached 78.7 euros at the end of the year, up 0.5 euros on last year. As already mentioned, with no surprise, we saw that our net tangible book value per share continued to grow as it reached 78.7 euros at the end of the year of 5.5 euros on last year. As already mentioned, the total payout of 2021 results amount to 60% with more than 5.4 billion euros returned to shareholders. And to complete this introductory part, let's turn to slide 15. where you can see an update of the group's initiatives and ambitions in company engagement. EHD is a key pillar of the 2025 strategic plan. As such, Laurence Pessès will unveil more details later in this presentation. I would now like to hand over to Lars, who will take you through the divisional results.

Thank you. Thank you, Jean-Laurent. So, good afternoon, fine ladies and gentlemen. I hope you can hear me well. So, if I go back, And just we ended there and then we'll go to 25. So if we start with the groups operating divisions and let's start with domestic markets, the last time we can look at it. And we start at slide 17. You can see that business drive in domestic market has seen good momentum with loan growth of 4.2% due to a positive pickup in demand across all businesses. At the same time, deposits increased by 8.6% across all networks individually. due to customers still stemming from the health crisis. If we look at the levers, first of all, digital banking appetite remained very strong, with the number of connections to our mobile apps up 25% on last year, reflecting the success of domestic markets' digital offering associated with the high usage of customers. This momentum is further evidenced, on one hand, by the strong drive in new clients' acquisitions at Hello Bank across Europe, with the number of customers up 8.7% on last year, and on the other hand, the sharp increase at Nickel with now 2.4 million customers and expanding internationally. Both are strong engines of acquisition with a sound model of development that makes them unique on this front. Word of mouth advertising works. If we look at financial savings, They continue to rise with off-balance sheet savings up 9.7% year-on-year on the back of strong asset intake and performance in mutual funds and a continued rise in live insurance outstandings. Furthermore, net asset inflows in private banking continue to grow solidly with $7.7 billion in external assets for the most part. Here again, you can see our model at work supporting the shift into products in addressing the savings needs hence triggering a further shift into fee business. Moreover, Arval continued to put its new service model into action across its retail networks, including, for instance, the gradual rollout of service centres in France and Belgium, and the new partnership with Bepost in Belgium. When we look at the specialised businesses, Arval saw a continued expansion of its finance fleet and partnership, as evidenced by the recently announced partnership with Jaguar Land Rover in nine European countries, while Conserve Bank in Germany saw further increases in the management as well as the number of clients. Having said that, how does all this translate into the P&L? Well, if we start at the top of the P&L with revenues, they clocked in at €16.3 billion, up 5.3% on 2020, driven by the strong momentum in business activity as just mentioned. The division saw a rebound in the networks, particularly in France, and a steep rise in fees across these networks. We also saw strong performance across specialized businesses, in particular at Arval. When we look at the second line, operating costs, they were up 2%, reflecting the gains in efficiency across networks, where costs grew by a moderate 0.7%, as well as reflecting the ability to capture growth at marginal cost, as it is the case in the specialized businesses. Hence, given the very positive JAWS effect at 3.1% in 2021 and the reduction in the cost of risk, pre-tax income increased to 4.1 billion euros, up 26% on last year. To sum up, domestic markets saw very good momentum across all its businesses, with the benefit of its transformation and digitalization leading to a strong rise in income in 2021 and opening further growth. So that's the first. If we now move to slide 22, where we have international financial services, they also saw an overall positive momentum in business activity. First, personal finance saw its new loan production volumes bounce back 11.5% on last year, and the stock of loans outstanding exceeded the 2020 end-of-period level. It also saw a very positive momentum in the development of partnerships, with the strengthening of the partnership with Stellantis, and recently announced strategic partnership with Jaguar Land Rover in financing the mobility. In our international networks, new loan origination was strong and fees rose sharply. Focusing our attention to the U.S. West Coast, as you know, As you know, we announced the sale of Bank of the West to BMO on December 20th with an expected closing by the end of this year. If we now move to the asset gathering businesses, starting with wealth and asset management, the businesses saw a sharp rise in net low as well as a positive performance effect on assets under management on the back of the success of their transformation, paving the way for further growth. It also saw the confirmation of the rebound in business activity and real estate services. Moreover, insurance also saw a steady business momentum in 2021, especially in savings, as well as positive development in the partnership model. If we now also switch to the P&L, revenues were slightly down with a 1.2% decrease year-on-year at historical scope and exchange rate, while they were up 1.7% on a like-for-like basis. Asset-gathering businesses at large saw revenues growth across wealth and asset management and insurance, while the overall context was somewhat less favorable for international networks and personal finance. On the other hand, if we look at costs, they rose moderately by 1.1% year-on-year at historical scope and exchange rates, or 4.2% on a like-for-like basis. This, due to the business development and targeted initiatives to prepare for further growth opportunities. If we take it to the pretext income line, they rose sharply on the back of a steep decrease in cost of risk, up 35%. To conclude, IFS saw an overall positive momentum in business activity and a steep rise in income. Now I'll turn our attention to the third activity, corporate and institutional banking. CIB saw a further increase in business activity in 2021, confirming the consolidation of its position as the first Europe-based global T1 CIB and consolidating its top three position in EMEA after the exceptional 2020 market circumstances where it demonstrated its clear ability to step up market shares. Volumes of capital raising terms led for clients across equity, bond and loan markets continued to rise compared to an already high 2020 base. These higher volumes were driven in particularly by equity capital markets transactions, a very positive development given CIB's ambition in the equity space at large. If we now look at forex, credit and rates markets, the overall client activity normalized after exceptional 2020 circumstances clients. In this context, business activity stood at a good level. As mentioned before, and as a tribute to our diversified and comprehensive setup, equity and prime services saw strong client activity. Finally, security services, the third step in our CIB, saw an increase in volumes as well as higher levels of transactions in 2021, consolidating the effect of recent large mandates. And so, CIB achieved two important strategic milestones in 2021, confirming the strengthening of its now comprehensive equity franchise. First, the full consolidation of BNP Paribas Exxon, effectively July 1, 2021, and in prime brokerage and electronic execution, the successful completion of the transfers of systems, teams, and clients by the end of 2021, as planned. If we now also look at the P&L, CIB's rep 3.4% on 2020, a further increase compared to the already strong performance in that year, confirming the stepping stone approach year after year. Indeed, looking at 2019 as the basis for comparison, the ramping up in revenues versus 2019 was just shy of plus 18%. This year, revenue growth was mainly driven by corporate banking at plus 7.6% and security services 5.1%, while global markets revenues were flat compared to 2020, but again, in the comparison to 2019, sharply up with 22.4%. And so illustrating the contribution, as I mentioned, of the diversified and comprehensive model, fully ready to capture growth in all environments. If we look at operating expenses, they were accompanying the growth in business activity, reflecting targeted products, and sadly, also higher taxes to IFRIC21. Based on the strong performance and the steep decline in cost of risk in corporate banking, CIB's pre-tax income rose sharply to 4.7 billion euros, up 37% versus 2020 and 47% on 2019. So, in a nutshell, CIB's took advantage of its diversified business model, strengthened platforms and positions to deliver once more a steep rise in income in 2021 compared to both 2020 and 2019. With this, I hand it back to Jean-Laurent for the highlights of the group's new strategic plan.

Thank you, Lars.

Yes, and I want to say, Jean-Laurent, investors are back with us. They can hear you.

Good. So welcome to the conference call. Sorry for this problem. But well, this is the way it goes. So thank you, Lars. It's clear that the group's 21 results encompass the key ingredients that will be the cornerstone of the successful execution of our new strategic plan growth, technology, and sustainability 25. The group is entering into its new strategic plan with a rolling start. to use an expression well known in motorsports. So let us now move to slide 34 that introduces the group's distinctive business model. We have said this before and we will continue to stress it. The group has built a model for all seasons. Because we are client-centric, strive to anticipate relationships by leveraging flow business activities and the group's rigorous risk management culture. Because we are integrated, meaning that we are in a position to provide a full suite of products and services to our leading franchises in Europe and our global connectivity, thus being strategically positioned to support us in the growth journey. Moreover, we are diversified, meaning a stronger stability of revenues and profitability in difficult environments, but also the ability to capture growth opportunities. Furthermore, we are at scale, Execution platforms were made more powerful and scalable through digitalization and new technologies. Hence, the group is able to increase volumes and gain market shares at a marginal cost. All these put together define its unique positioning and competitive edge. Switching now to slide 35, as you can see, the group indeed benefits from leading platforms in quasi all of its businesses in Europe. They are at the cornerstone of our ability to serve clients in a comprehensive and unique way in Europe and internationally and hence to develop strong client franchises. In particular, in the corporate, institutional, private banking and affiliate sector. Sweeping to slide 36, the group has positioned its setup for this new phase of growth around fully integrated pillars that focus on the needs of clients and partners. corporate and institutional banking , commercial, personal banking and services , which encompasses all the groups commercial and personal banking, as well as specialized businesses such as BNP Paribas Personal Finance and Investment and Protection Services , which brings together wealth and asset management businesses and insurance. As you can see, the new organization while reinforcing cooperation and synergies maintains the balance of the groups in terms of PML. Moving now to slide 37, showing that the group, despite multiple headwinds and the shock triggered by the public health crisis in 2020 and 2021, meet and even exceed the main targets laid out in the previous strategic plan with a one-year shift. In particular, we achieved in 2021 a return on tangible equity at 10%, with a CT1 of 12.9% when we add an objective at 10% with a CT1 at 12%. Looking ahead now, starting with the underlying economy scenario on slide 38. As you can see, we built the plan using prudent MAMIC and interest rates assumptions with a gradual normalization of economic growth that remains under short-term pressures after the rebound in 21 and an overall limited pickup in interest rates. Prioriting now to the specifics of the strategic plan on slide 39, ambitions can be summarized in three key words, growth, technology, and sustainability. The group will more than ever capitalize and develop the strengths of its leading platform franchises with the full benefit of the integrated and transformed business model. We have developed strong assets in terms of technology and sustainable finance. We will now move to the next level, moreover, You know the quality of our teams and their commitment. We will continue to accompany the development of that potential. This model has proven to be successful, and we will develop it further. As such, the group intends to foster organic growth, gain market share at most, create and develop new growth opportunities, and generate substantial economies of scale. Based on the above, BNP Paribas affirms the importance of the three pillars underlying its value creation model. Revenue growth outpacing the evolution of costs, but also growth in revenues are stripping that in risk weights, and as such, a further stepping up in the return on tangible equity above its cost of capital in 2025. On to slide 40, where you will see the growth's financial KPIs. Over the period, revenue growth target stands at a compounded annual growth rate greater than 3.5%, with positive jaws each year, and every year of the plan, and of more than two points on average. Again, each year and every year of the plan, starting, of course, in 2022. The group's target, return on tangible equity, in excess of 11% in 2020, with your CT1 ratio target at 12% in 2025, taking into account a fully loaded impact of the finalization of Basel Street. As a matter of fact, we expect to reach a return on tangible equity at 11% as soon as in 2024. As indicated earlier, we will grow the risk rates at a slower pace than revenues, hence the target competent annual growth rate of 3% under Basel III, fully loaded. Lastly, the planned distribution reflects a higher recurring total payout ratio, 60%, with a minimum 50% cash dividend. Let us now move to divisional strategic plans, starting with commercial, personal banking, and services. To this end, I will hand over to Thierry Laborde. Over to you, Thierry.

Thank you, Jean-Laurent. Good afternoon, ladies and gentlemen. Let me walk you through the highlights of the CPBS strategic plan. A clear vision we at CPBS have of the bank and specialized businesses of tomorrow both for customers and employees, allows us to control our future. In this vision, we are first and foremost high-performing businesses with strong financial ambitions. Our objective is to become the trusted companion for and beyond banking for the best interest of the customer and society. Our vision relies on four axes. First, We will further improve the recommendation from our customers and employees with this strengthening of our client-centric organization, powered by agile ways of working and empowered teams. Second, we will simplify and enrich our offering beyond usual banking services with clear priorities for in-transaction banking and innovative payments, where we are already performing very well, in the transformation of deposits in financial savings, where our private banking and affluent franchise is a clear competitive advantage, in our sustainability offer, supporting our customers in their energy transition. In addition, we'll continue to enhance customer journeys on an extended perimeter, while leveraging even more our integrated model to increase cross-business and revenue synergies. Moreover, as a third one, we'll build a client relationship driven by a new balance between human and digital, notably with a continuously enhanced digital experience. This new client relationship will be managed with relationship managers as trusted companions supported by enhanced expertise and digital tools, as well as omnichannel and personalized interactions powered by artificial intelligence and technology. We will also adapt our commercial setup and service models to the client value. Last but not least, we will continue to build a resilient industrial operating model by simplifying and industrializing our end-to-end processes through digitalizations and new technologies and leveraging the make, buy, share approach. Let us move on to slide 42, where you can see that CPBS has a clear path for growth and showcases competitive advantages with a wide range of businesses and strong positions. As a matter of fact, two of our businesses are in a leading position in growing markets. We naturally strive to further strengthen these positions in Europe on corporate and private banking, but also to accelerate the profitable growth of our specialized businesses at marginal costs. For retail activities, we are embarking on a strategy in repositioning through further segmentation and profit change in the operating model. With this in mind, we are targeting an average annual revenue growth of around 5%, a strong positive just effect of 3 points on average, as well as a growth in the divisional return on national equity by over 3.5 points between 21 and 25. Moving to IPS now is Renaud Dumorat. Over to you.

Thank you, Thierry. Good afternoon, ladies and gentlemen. Let me remind you first that IPS was created mid-last year with the aim to become a reference European player for sustainable savings, investment, and protection. The division is characterized by a very broad and strong offering in each of its businesses and a powerful distribution model. Building on the strong foundations laid by the Our vision for 2025 is articulated along three angles. First, complement our already strong offering and distribution model. It will consist in widening our range of products and services, enriching our geographical presence, and further boosting our partnerships. Second, consolidate our leadership in sustainability to even better meet the massive demand. This is a structural choice already made notably by asset management over the past years with noticeable success. And third, move to the next level of integration of tech and data analytics in our customer journeys and processes. Moving now to the strategy that will allow us to reach these goals on slide 44. The 2025 strategic plan relies on three strategic plans. Accelerating financial savings while leveraging further our holistic offering already in place with CPBS, we will work towards continuously upgrading our digital customer journeys. Second, capture growth in private assets, both in equity and debt. There is a solid and growing demand by our clients to complement their investments in this area and we will continue to build our value proposition. And third, strengthen our leadership in sustainability. We will rely on four key levels and among which we strive to move to the next level on digitalization data and artificial intelligence. To this end, we can rely on our deep pool of data scientists and analytics experts who will enable IPS to extract the full value of our data. will continue to unleash the potential of the group's unique integrated model. Looking now at financial targets under the strategy plan, they are reflective of the group's potential in front of us. Our target revenue cager of 4.5%, targeting a 1.5 point positive Joe's effect on average, and the return on national equity stepped up by 6.5 points by 2025. To conclude, IPS will hence look to be a key growth and profitability driver for the group. I would now like to hand over to Yann Gérardin for the highlights of the CIB strategic plan. Over to you, Yann.

Thank you, Renaud, and good morning, good afternoon, and good evening, ladies and gentlemen. Looking at CIB now on slide 45, our 2025 strategy is quite simple. We will continue and deepen our previous plan, which I'm sure you will agree with me, has proven to be the right one overall. various economic cycles. We will add, of course, new transforming initiatives to always improve our level of relevance to our clients. But overall, we are heading towards the same strategic direction.