Bank and Wealth Investec Capital Markets Day - Investec Group
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Investec Group
Investec Capital Markets Day
Bank and Wealth
26 February 2019
Today’s presenters
Fani Titi Introduction
Joint CEO of the Investec Group
David van der Walt
Joint Global Head of the Specialist UK Specialist Bank
Bank and CEO of Investec Bank plc
Richard Wainwright
Joint Global Head of the Specialist SA Specialist Bank
Bank and CEO of Investec Bank Ltd
Steve Elliott Wealth & Investment SA & UK
Global Head of Wealth & Investment
Nishlan Samujh Performance
CFO of the Investec Group
Page 2
1 Introduction 4
2 UK Specialist Bank 23
3 SA Specialist Bank 47
4 Wealth & Investment business 64
5 Performance 77
6 Summary and Conclusion 88
7 Appendix 90
Page 3
Objectives for today’s presentation
Recap on the demerger rationale
Focus on Investec’s strategic positioning
Highlight initiatives to enhance returns
Demonstrate sustainable organic capital
generation
Page 4
Rationale for the demerger
Why we are proposing to demerge Investec Asset Management from Investec Bank and Wealth
Conclusions of strategic review Demerger benefits
• Investec Group comprises a number of • Simplifies the Group, allowing the Specialist Bank
successful businesses operating across two core and Wealth & Investment businesses to focus on
geographies, with different capital requirements their growth paths
and growth trajectories
• Opportunity to build on compelling existing
• Clear synergies between the Specialist Bank and linkages between the Specialist Bank and Wealth
Wealth & Investment business & Investment businesses
• Group should be simplified to improve resource • Heightened focus leading to improved cost
allocation, performance and growth trajectory discipline
• Limited synergies between Investec Asset • Allows Investec Asset Management to accelerate
Management and the wider Investec Group its own growth, with enhanced ability to attract
and retain talent
Enhance the long-term prospects of both businesses for the benefit of all stakeholders
Page 5
A business with nearly 40 years of heritage
Management
FUM and core loans and advances (£’bn) succession
60 Focused on core markets
Acquired Rensburg
50 Sheppards Leading specialist client franchises
Growing connectivity between the
40
Investec specialist bank and wealth business
FUM Core Loans and Advances UK listing
Bank & 30 Well capitalised, lowly leveraged
Wealth balance sheet
20
Diversified mix of business by
10
geography, income and business
Highly scalable platform
1981 1992 2002 2010 2019
Assets under management (£’bn)
120 Established global asset manager
with a unique emerging market
100 heritage
Long-term growth track record
Investec 80
Asset Well diversified by asset class and
Management 60 region
Launch of Investec Asset Management
40 Strong investment performance over
prolonged period
20
Few linkages with wider group
0
Opportune time to consider strategic fit and shape of the Investec Group
Page 6
A distinctive specialist bank and wealth manager…
…facilitating the creation and management of wealth
We are driven by a commitment to our core values and philosophies
Dedicated Cast-iron Distinctive
Client focus
partnerships integrity performance
Embodied in our distinctive culture
We have a client-centric, high-tech, high-touch approach – distinction in our ability to be nimble, flexible and innovative, and to
provide a high level of client service
We seek to attract and retain highly talented professionals by maintaining an environment that stimulates high performance and
encourages creativity and entrepreneurship
The careful selection of people, their ongoing education and uncompromising commitment to our stated values will continue to be
a distinctive characteristic of Investec’s culture and drive
Stable senior management team with a long tenure at Investec
We integrate social, ethical and environmental considerations into day-to-day operations and our sustainability approach is based
on the integration of people, planet and profit
Page 7
Overview of Investec post demerger
A domestically relevant, internationally connected specialist banking and wealth management group
March 2018 Group profit*
2 2 8,000+ 17%
Principal geographies Core areas of activity Employees
£573mn
27% 56%
£24bn £30bn £57bn
Core loans Customer deposits Third party FUM SA Bank UK Bank Wealth & Investment SA and UK
Corporate / Institutional / Government /
Private client (HNW / high income) / charities / trusts
Intermediary
Specialist Banking Wealth & Investment
Lending Discretionary wealth management
Transactional banking Investment advisory services
Treasury solutions Financial planning
Advisory Stockbroking / execution only
Investment activities
Deposit raising activities
Information on this slide is as at 30 September 2018, unless otherwise indicated. * Before taxation and central costs of £50mn. Based on the results of the ongoing business (excluding UK Specialist Bank Page 8
legacy assets and businesses sold) and excluding IAM, unless otherwise specified.
We have market-leading specialist client franchises
SA Specialist Bank UK Specialist Bank
Top Top Top Top
#5 #1
tier tier tier tier
5th largest Top Corporate Specialist client franchises span Corporate Small Ticket Treasury Risk
bank by assets Private Advisory and Infrastructure, fund finance, aviation… Advisory and Asset Finance Solutions
Bank Equity Sales Equity Sales provider
Top Top
tier tier
One of the largest One of the
Wealth Managers leading Wealth
in the UK Managers in SA
Wealth & Investment SA and UK
We are not all things to all people: we serve select niches where we can compete effectively
Page 9
We have a diversified mix of businesses
Geography Business Income stream
2018 Operating income 2018 Operating income 2018 Operating income
21%
46% 44%
54%
56%
79%
2018 Operating profit1 2018 Operating profit2
Balance sheet driven Capital light
17%
36%
64%
83%
UK and Other Southern Africa Specialist Banking Wealth & Investment
Diversified geographic business model with growing capital light revenues
Information on this slide is based on the results of the ongoing business (excluding UK Specialist Bank legacy assets and businesses sold) and excluding IAM, unless otherwise specified. 1Before tax, goodwill, acquired
intangibles, non-operating items but after adjusting for earnings attributable to other non-controlling interests and central costs. 2Before tax, goodwill, acquired intangibles, non-operating items and central costs but after Page 10
adjusting for earnings attributable to other non-controlling interests.We have positive organic capital generation across our business
Healthy capital position Existing capital generation supports growth and dividends
H1 2019 (standardised approach) as reported,
including IAM Positive capital generation across all three core businesses
Common equity Tier 1 ratio • All businesses are capital self-sufficient
+ Total capital adequacy ratio
• Supports RWA growth of c.8% to 10% p.a.
15.4%
14.7%
• Supports proposed dividend policy of 30% to 50%
• Maintain appropriate capital adequacy / buffer across Investec plc and
Investec Limited
• Any dividends from the Wealth & Investment business passed through to
shareholders
10.3% 10.4%
Investec Limited Investec plc
7.5% 7.7%
Leverage Ratio
Well capitalised, lowly leveraged balance sheet with improving capital generation
Page 11We have successfully transitioned to the next generation of management
Smooth transition of senior leadership
Long history working together at Investec with average tenure of 20 years for executive team
Supported by strong management teams across the business units
Average tenure of 18 years for top 50 senior managers
Passionate and entrepreneurial culture
Page 12Solid foundations but more to be done
Solid foundations Current ROE* performance
We are focused on improving
• Client-centric approach is in our DNA Group ROE at
ROE
H1 2019: 11.0%
• Market leading specialist client franchises with an • Our franchise businesses in
13.0% both SA and UK have ROEs
established brand at the lower end of our
9.1% geographic target ranges
• Locally responsive and internationally networked
• Our ROE in SA is affected by
lower returns on our
• Addressed legacy / non-core businesses investment portfolio, which we
have plans to address
• Invested in our platforms Total SA Total UK
• Our ROE in the UK reflects
significant investment into our
Our targets business, notably the Private
• Sustainable organic capital generation to fund
Bank, the benefits of which
growth ambitions and dividends will emerge in the medium-
Group: term
12%-16%
SA**: UK:
• We aim to deliver on these
15% to 18% 11% to 15% targets over the next three
years
Simplifying and refocusing the Group to improve shareholder returns
*ROE targets take into consideration Group Central Costs and reported information is post the deduction of these Group Central Costs. Page 13
**Target set in Rands.Our initiatives to enhance shareholder returns
We are focused on five key initiatives to enhance returns for shareholders
1 2 3 4 5
Capital Growth Cost Connectivity Digitalisation
Discipline Initiatives Management
More disciplined
Improved Continue to invest in
approach to capital
Clear set of management of cost Drive greater digital capabilities,
allocation,
opportunities to base, with increased connectivity and creating a better
particularly where
deliver revenue focus and benefits to linkages through the proposition for
businesses are non-
growth be gained through organisation clients and reducing
core to our long-term
simplicity costs
strategy
Enhancing returns for shareholders
Page 141 More disciplined approach to capital allocation
Focusing on businesses generating below target ROEs
Actions taken to date Planned actions
• Simplified and de-risked our business • Optimise capital allocation
through:
• Review and address underperforming
- Strategic sales business units
Capital Strategy
- Re-balanced the loan book • Manage down non-core equity investments
portfolio in SA
- Run-down the legacy portfolio
• Focus on co-investment alongside clients to
• Grown our client franchises fund investment opportunities
• Invested substantially in our UK Private • Leverage third party capital into funds that
Banking franchise are relevant to our client base
• Made substantial investment in digital • Leverage distribution strengths to grow
channels and solutions, including Click & capital light income stream
Invest and One Place
Maintain self-sustaining capital model in both the UK and SA
Page 152 Pursuing our growth plans
Multiple opportunities to drive further growth
Extend Specialist Banking Further develop Wealth & UK Private Bank shift from
proposition Investment offering platform build to client
growth
• More holistic client-centric offering to • Expand financial planning (UK) and
mid-sized corporates (SA Investec fiduciary capabilities (SA) • Focus on client acquisition and
for Business and UK Corporate retention
Banking) • Increase collaboration with Investec
Private Bank • New private client lending platform
• Investec Life initially focused on mortgages
• Focus on investing and developing
• Integrated offering for intermediaries digital channel
in SA
• Extend breadth of global investment
• Transactional banking offering for offering, particularly in alternative
corporates asset classes such as private equity
• Expand the Specialist Bank’s funds
and investment product businesses
Page 163 Increased focus on effective cost management
Historical increases in our cost to income ratio reflect strategic investment in the business
Improving cost to income ratio^ in the medium-term Historical cost to income ratio development
• The increase in our cost to income ratio historically
reflects a period of strategic investment in the business:
- Development of scalable UK Private Bank platform
68.2% 68.5%
66.8%
67.7% - Focus on digitalisation and technology development
< 63% - Investment in talent
• Our growth initiatives have been fully expensed
Achieving our medium-term target* of < 63%
• We expect historical investment to accelerate revenue
growth as we leverage the investment in our business
• Areas identified for improvement in our cost base:
- Reduction in Group Costs
- Greater shared use of technology across the Group,
optimising our operational platforms
- Further utilisation of lower cost operations, including
SA
2016 2017 2018 H1 2019 Medium-term
target*
Delivering positive jaws
*Which we aim to deliver on over the next three years. ^Calculation adjusts for the Group’s 26.57% interest held in the Investec Property Fund (IPF), by deducting the IPF minority interests from income. Page 174 Connectivity: Locally relevant and internationally networked
Meeting the needs of our sophisticated, and internationally orientated clients
Between Specialist Bank and Wealth &
Between SA and the UK
Investment
• Seamlessly serving SA HNW and corporate clients • Private Bank / Wealth offering: One Place
who have international financial needs
• Wealth & Investment access to products (where
• Leveraging expertise in specialist client suitable) originated/sourced/developed in the
franchises Bank
Existing
connectivity
• Shared use of operations (e.g. SA customer • Client journeys – interconnections across
service centre) corporate bank, investment bank, private bank
and wealth
• Single global investment process for Wealth &
Investment • Global digital platforms for private clients and IFAs
• Greater cross collaboration between the various • Greater cross referrals between the Specialist
banking businesses Bank and Wealth & Investment business
particularly in the UK
• Cross border M&A transactions
Opportunities • Further digital platform integration around client
for greater • Providing international investment products to type
connectivity our intermediary client base
• Potential for further shared operational linkages
• Leverage the transactional banking platform
between SA and the UK • Alternative investment products
Page 185 Continuing to invest in Digitalisation
Our digitalisation strategy integrates services across business and geography, to bring to life a high-touch,
high-tech experience
Private clients Intermediary clients Corporate clients
SA Investec for Business
Integrated access to
Investec’s banking and
investment services
Complete digital
offering providing Unified experience for SA UK Corporate Banking
advice online Intermediary clients allowing them
to transact, save and trade
Best Digital Bank in SA
Most Innovative Digital
Bank in Africa
Joint 1st Robo-Advisor for Click & Invest
Joint 2nd for One Place Mobile App
Technology is not only a business enabler, but also a catalyst for continuous improvement in
executing strategy in a digital era
Page 19Enhancing shareholder returns over the medium-term
Narrowing gap between statutory and ongoing ROE Drivers for ROE enhancement
ROE evolution since 2011
More efficient approach to capital
> allocation
11.9% 11.9% 11.9%
11.1% 11.2% 11.3%
11.0%
10.6%
Clear set of strategic initiatives to
> support income growth
8.9%
Group ROE Increased focus on delivering cost
Target*: > improvements
10.0%
9.8% 12% to 16%
9.3%
8.3% Drive greater connectivity and
6.5%
7.5%
8.0%
> linkages across the business
4.9%
Continue to invest in digital
2011 2012 2013 2014 2015 2016 2017 2018 H1 2019
> capabilities
Statutory ROE + ROE from ongoing business
Enhancing ROE supports investment for growth and attractive returns for shareholders
Information on this slide is based on the results of the ongoing business (excluding UK Specialist Bank legacy assets and businesses sold) and excluding IAM, unless otherwise specified. Page 20
*Which we aim to deliver on over the next three years.Clear set of financial targets underpins our objectives
Which we aim to deliver on over the next three years
Cost to Income Dividend
Group ROE CET1 Ratio
Ratio Payout Ratio
12% to 16%* < 63% > 10% 30% to 50%
UK*: SA*: UK Bank: SA Bank:
11% to 15% 15% to 18% < 65% 49% to 52%
UK Bank: SA Bank: UK Wealth: SA Wealth:
10% to 13% 14% to 16% 73% to 77% < 70%
*Target takes into consideration Group Central Costs. Page 21
All SA targets on this page are set in Rands.1 Introduction 4
2 UK Specialist Bank 23
23
3 SA Specialist Bank 47
4 Wealth & Investment business 64
5 Performance 77
6 Summary and Conclusion 88
7 Appendix 90
Page 22Banking
UK Specialist Bank overview UK
Strong domestic client franchises complemented by international specialist capabilities
Corporate and Investment Banking Private Banking
Our Capital, advice and ideas, risk management and Lending, savings, transactional banking and
offering treasury solutions foreign exchange
Mid to large UK
Our clients Small to mid-sized corporates, private equity HNW and high income active wealth creators, SA
UK corporates sponsors and specialist Investec clients and UK retail savers
international businesses
£’bn Loan growth over time CAGR: 9%
12
Employees c.2,300
10
8
% Operating
Our growth
story
6 profit* 27%
contribution
4
2
0
% Loan book 38%
2011 2012 2013 2014 2015 2016 2017 2018 H1 2019
Information on this slide is based on the results of the Ongoing business (excluding UK Specialist Bank legacy assets and businesses sold) as at 31 March 2018, unless otherwise specified. Page 23
*Before tax, goodwill, acquired intangibles, non-operating items and central costs but after adjusting for earnings attributable to other non-controlling interests.Banking
We have evolved our business model and are strategically well positioned UK
• Simplified and de-risked our • Fully invested Private • Improved revenue mix –
business as a basis from which to Banking franchise with a client-driven, high annuity
grow clear market opportunity set and increased capital light
to realise benefits of
increased scale
1 3 5
2 4 6
• Achieved considerable scale • Enhanced connectivity across Going forward:
in our competitively the businesses with strong
- Strong growth strategies
positioned Corporate and potential for further collaboration
Investment Banking - Focusing on cost discipline
franchises with sustainable - Improving returns
growth opportunities
- Delivering sustainable organic
capital generation
Well positioned for future growth
Page 241 Banking
Simplified and de-risked our business UK
Significantly reduced Legacy portfolio
Run-off of Legacy assets Reduction of Legacy as % of UK loan book Increase in Legacy coverage
£’bn
Other Private Bank assets 31.7%*
4.8 9.9%
Private Bank Irish planning and development assets
Ongoing – 96.8% 26.6%
Other corporate assets and securitisation activities
7.5%
20.2%
5.5% 17.2% 17.6%
2.6
2.2
3.2%
1.9%
0.7 0.6 0.5 0.3 0.2
2008 2013 2014 2015 2016 2017 2018 H1 2019 2015 2016 2017 2018 H1 2019 2015 2016 2017 2018 H1 2019
Significantly reduced Property as % of UK loan book Significantly improved Credit Ratings^
16%
23%
A1
Moody’s
A2 A2 (positive)
2010 52% 62% H1 2019 22%
A3
25% BBB+
Fitch
BBB
Baa3 /
BBB-
Lending collateralised by property
HNW and other private client lending
Jun15 Oct15 Feb16 Sep17 Feb19
Corporate and other lending
Our UK legacy portfolio is pre-2008 business with very low/negative margins, and assets relating to discontinued business.
*Total effective coverage on the overall legacy portfolio (including assets held at fair value through profit and loss), calculated as if fair value adjustments are equivalent to balance sheet impairments). Page 25
^Credit Ratings shown relate to Investec Bank plc deposit and long-term senior debt ratings.2 Banking
UK Corporate and Investment Banking (CIB) overview UK
Our value proposition
• Client-centric, solution-driven offering – opportunity to drive client acquisition and increase market share
• Tailored offering focused on UK mid-market corporates, financial sponsors and specialist international franchises
Corporate Banking Investment Banking
• Creating a premier UK mid-market investment bank by
offering boutique service and bulge bracket capability to
• Delivering a ‘private banking’ experience with investment our target clients
Ambition
banking quality of advice and service
• Specialist international franchises: building deep
relevance in our chosen sectors through our expertise
• UK Investment Banking: Larger mid-market UK
Clear • Small to mid-sized UK corporates (c.£10mn - £100mn corporates (£100mn - £1bn revenue) and the financial
revenue) sponsors that operate in that space
target
market • High probability of corporate activity or growth • Specialist international franchises: aviation, fund finance,
power and infrastructure finance and resource finance
Shared infrastructure
2017 2017 2018 2018 2018 2018 2018 2018
Best Commercial Innovation in the SME Best service from an Best Asset Finance Bank Lender of the Sole Arranged $2bn of • Sole Sponsor & • Sole Corporate
Lender – Commercial Finance Sector Asset Finance Provider: Winner Year financing for Emirates Corporate Broker Broker & Joint
Finance Awards Provider between 2016 and • GVC’s £3.2bn Sponsor
2018 takeover of • £8.1bn hostile offer
Ladbrokes Coral for GKN plc
Page 262 Banking
CIB: Creating a leading Corporate Banking offering… UK
…with a joined up, client-centric approach for our target market (£10mn - £100mn corporates)
Our differentiation:
Specialists Agile, personalised service, tailored to meet
needs of small to mid cap corporates
We offer:
• Lending
• Working capital
• Treasury and risk solutions
• Advisory
£10mn £100mn £1bn+ Size of client
High Street
Banks
Generalists
Page 272 Banking
CIB: Uniquely positioned Investment Banking with a holistic proposition UK
Boutique service with ‘Bulge Bracket’ capability and award winning franchises
• Tailored offering to meet the needs of UK mid-market corporates (£100mn – £1bn revenue) and financial sponsors
• Our specialist international franchises sector businesses are differentiated by our deep expertise and relationships and our ability to innovate
alongside our clients
Securities Lending Advisory Risk
We offer the
capabilities of the
investment
global investment
Global
banks
banks to the UK
mid-market
where the global
investment banks
typically do not
focus
Specialists / high street banks
We compete on
the basis of our
breadth of
capabilities and
personalised
service
Core offering Ability/Non-core offering to mid cap market No offering Page 282 Banking
CIB: Achieved considerable scale in the business UK
Consistently contributed 35-40% of Global Specialist Bank revenue
Improved revenue sustainability and
Growth in sustainable core corporate client franchises mix underpinned by client franchises
Corporate Banking Investment Banking 2011
86,000 Investment
600 and other
income
300
80
2006 YTD 2019 2006 YTD 2019 81%
Client driven
income
Increased scale creates opportunity to provide our full service offering to our clients
1,800
►
0
2006 YTD 2019 2018
Investment
140 and other
(high value, event income
driven clients)
80
2006 YTD 2019
• Significant growth since inception to become well-established, award-winning franchises 97%
Client driven
• Built sustainably through organic growth and diversification into new markets and specialisms income
• Differentiated, high calibre offering with strong relationship management and deep expertise
Page 292 Banking
CIB: Delivering attractive and sustained growth UK
Growth in corporate loan book Diversified corporate loan book
Net book size in £’bn and as a % of total UK net core loans Net corporate loan book by risk category*
£’bn CAGR: 17%
7
62%
8%
61% Project finance
6
6% 26%
Large ticket asset Corporate and
60% finance acquisition finance
5
55%
4 52%
24%
40% 5%
37% Small ticket Asset-based lending
6.3
3 5.9 asset finance
34%
30% 5.1
4.3
2 23%
3.7
20%
3.2 3.0 11%
Fund finance
2.6 Other corporate and
2.3
1 financial institutions
1.7
and governments
0
2010 2011 2012 2013 2014 2015 2016 2017 2018 H1 2019
*As at 30 September 2018. Page 302 Banking
Evolved to build a capital sustaining business model UK
Highly successful origination and distribution capability and growing fund management capability
Allows us to Provides Raises
Enhances Generates punch above Increases valuable Investec’s
Maintains
returns by additional our client market intel, profile among
diversity of
recycling capital light benchmark in relevance off- aiding institutional
loan book
capital revenue alternative balance sheet origination of investors
space new deals globally
Selling more deals… …and bigger in size
Number of deals sold £’bn
60 4
3.8
50 54
3
46
40 43
2.7
30 2
29 2.0
20
19 1
1.3
10
0.7
0 0
2015 2016 2017 2018 2019 YTD 2015 2016 2017 2018 2019 YTD
…and growing our fund management capability, with £1.3bn of third party assets raised year to date
Page 312 Banking
Evolved to build a capital sustaining business model (cont.) UK
Case study: Building a world-leading Aviation franchise
• Well-established aviation franchise built on deep sector expertise and client
Client franchise
relationships
c.US$1.1bn
Innovation and • We continually innovate to remain relevant by launching and managing third debt AuM
relevance party aircraft leasing and debt funds
Connectivity • Global team leverages experience and relationships across the globe
c.US$4.0bn
equity AuM
Fund
• 10 year fund management track record with over c.$5bn of third party AUM
management
across debt and equity funds – providing recurring capital light revenue
track record
Aviation third party assets under management
$’mn
8,000 Sold IGAF and IASL
Sold Goshawk
No 1 portfolios
after growing to
7,000
Launched Debt US$3bn+
Launched IASL No.1 – Funds
6,000
acquisition value: $600mn Launched
Goshawk
5,000 Launched
IGAF –
4,000 acquisition
value: $1bn
3,000
2,000
1,000
0
2008 2009 2010 2010 2011 2012 2013 2014 2015 2016 2017 2018 H1 2019
IGAF IASL Goshawk Aircraft Investments (Third Party) Debt Funds
Where IGAF is Investec Global Aircraft Fund, IASL is Investec Aircraft Syndicate Limited. Page 323 Banking
UK Private Banking overview UK
HNW Retail savings and SA clients
Our value • Client led (not product) • Product led
proposition • High touch, relationship based • High tech, digital, self service
• Expertise and speed • Innovative products
Ambition • To build an aspirational HNW private bank which facilitates wealth creation integrated with wealth management
• SA Investec clients
Clear target market • HNW active wealth creators
• UK retail savers
HNW Retail savings and SA clients
Structured
Private
property
Niches
capital
HNW investment finance
banking Income producing
real estate
Business model Banking
Foundation
Bank
Shared platforms Savings
Onshore and Offshore accounts
transactional banking,
mortgages, personal
finance, FX
Client acquisition and relationship building Client acquisition and funding
3,500 clients 56,000 savings + 8,500 SA clients
Offering Lend Transact Save Transact Save
Telephone Telephone
Channels Banker Digital
(GCSC*)
Digital
(GCSC*)
Quantitative Qualitative
Mass affluent and
Target client Income £300k+ Time poor, active,
SA Investec clients
and NAV £3mn+ wealth creators
*Global client service centre. Page 333 Banking
Private Banking: Clearly defined target market UK
Our proposition is aligned with a clearly defined target client base
Size of opportunity*…
296,000 meet
NAV criteria
£3mn NAV
Quantitative
+
criteria 178,000
£300k earnings
Allows us to deal meet NAV +
directly with Earnings criteria
clients, avoiding
restrictive Target market
regulations
requiring the
90,000 meet NAV,
broader retail
Earnings and
market to deal
Qualitative
via an IFA
• Actively creating wealth criteria
Qualitative
• Entrepreneurially minded
criteria
• Time poor 3 year 7-10% of
Objective: target market
Current target market
client base: 3,500
*Source: As per research from Scorpio, Oliver Wyman Ltd and Investec’s Private Banking marketing team. Page 343 Banking
Private Banking: Clear market opportunity UK
Traditional Retail Banks A different kind of private bank Traditional Private Banks
For customers that need a For clients that need a risk-partner to For clients that need wealth
homogenous product grow their wealth preservation
• High volume and low price • Primarily capital-led, with • Primarily investment-led
transactional banking and savings
• Low flexibility capability • Low volume, high price
• Flexible but rigorous lending criteria
• Impersonal and product-led • Focused on wealth preservation
• Not constrained by minimum client
• Time consuming and bureaucratic AUM • High minimum AUM thresholds for
clients
• Individual tailored service within a
niche market seeking wealth creation
• Refreshingly human with high service
level – ability to deal with complexity
and execute quickly
Page 353 Banking
Private Banking: Fully invested for the future UK
New Banking proposition – invested to achieve a scalable platform
£’mn
30 • Investment phase complete -
c.£67mn will have been invested by
25
Investment Mar 2019:
20
into new • People
Banking 15
• Platforms
proposition 10
5
• Marketing
0 • Digital
2015 2016 2017 2018 2019 estimate
Investment into our people* Banking loan book Successful client acquisition
# £’bn Average mortgage risk weight of 37% 3,500
500 3
950
450
56,000
400 CAGR: 17%
350
2
0.4
300
0.4
250 46,000
0.4
200 0.3
0.2 8,500
1
150 1.7
1.5
100 1.1 1.2
1.0
50 140
0 0
2015 2016 2017 2018 H1 2019 2015 2016 2017 2018 H1 2019 2014 2019
Mortgages HNW and specialised lending
Ambition over 3 years: c.£3bn new mortgages @ £2mn average size = 1,500 mortgages (with c.1% NIM)
*Represents headcount for total Private Banking business (i.e. Structured property finance, Private capital, Banking, Bank accounts and Savings). Page 364 Banking
Enhancing connectivity across the business UK
Connecting Specialist Banking and Wealth & Investment
We seek to establish greater connectivity by pursuing:
• Cross referrals between the Private Bank and Wealth &
Opportunity to seamlessly service the Investment for the HNW and family office client
financial needs of our clients
• Cross referrals from the Corporate and Investment Bank
to Wealth & Investment and Private Bank, with respect to
directors and shareholders
• Shared brand and infrastructure costs
• Shared digital platform and client access, with potential for
single client sign on
• Additional potential for shared operational services
YTD 2019 referral statistics
35 referrals, 63 referrals,
21 converted with 23 converted with
£27mn drawn, >£60mn of AUM,
£10mn pipeline and >£30mn pipeline
Wealth &
Private Bank CIB
Investment
171 referrals,
44 converted with
£65mn of AUM
Page 37Banking
4
Case study: Supporting our clients through their lifecycle UK
Advised, floated company, then
provided ongoing strategic and
corporate broking advice
Investment
Banking
Management became
personal clients of Wealth &
Investment
Leading
Wealth & consumer brand Corporate
Advised on FX
hedging and provided
Investment and FTSE Banking
small asset finance
company loans
Private
Banking
New private banking
client
Investec has supported this client since 2013, through IPO in 2014 at a market cap of
£154mn, to its current market cap of >£3bn
Page 38Banking
4
Case study: Private bank and wealth collaboration across border UK
August
June 2015 2017 2018
2015
Assisted a Private Bank Private Bank All client
HNW SA UK provided UK referred funds
non-client client with a client to transferred
open HNW private Private from a
offshore bank bank account Bank SA competitor to
accounts in Investec
the Channel Wealth &
Islands Investment
(SA and UK)
Customer
journey
July 2015 2017 2018
Private Bank Private Bank Client
UK provided UK referred transferred
a UK primary client to private bank
residential Wealth & account from
mortgage Investment a competitor
SA, for an to Investec
Investment Private Bank
portfolio SA
Page 39Banking
5
Improved revenue sustainability by growing our client franchises UK
Evolution of revenue mix
Annuity income*
• Increased level of annuity* income
2018: 56%
£’mn
800 • Improved revenue mix - increase in quality, quantum
Annuity income* 713 and sustainability of earnings:
700 2011: 31% 58
- Strong lending franchises driving high level of
600 113
531 net interest income – c.47% of revenue
500
139 140
- Strong advisory and corporate franchise
400
49 70 generating sound level of fees
300
178 - Strong client treasury franchise resulting in
200 recurring level of client flow
332
35
100
130 • Capital light banking activities = c.30% of revenue
0
2011 2018
• Net interest margin of 2.19% – increased in recent
Investment and associate income Customer flow trading income
years largely due to improved cost of funding
Other fees and other operating income Annuity fees and commissions
Net interest income
Information on this slide is based on the results of the ongoing business (excluding UK Specialist Bank legacy assets and businesses sold). Page 40
*Where annuity income is net interest income and annuity fees.6 Banking
Going forward: Growth strategies UK
Corporate and Private
Investment Banking Banking
• More joined-up, client-centric approach driving • Shift from platform build to client growth, with
increased client relevance and client acquisition; focus on client acquisition and retention
aided by our reorganised internal business
structure • Use mortgages as primary client acquisition
proposition to leverage relationships into our
• Build on our growing success in credit Structured Property Finance and Private Capital
distribution and third-party funds management offerings
• Greater focus on cross-border client • Grow Private Capital proposition
opportunities from enhanced connectivity
with the SA Specialist Bank Bringing • Further leverage our Banking platform to
full SA clients
proposition
to all clients
Wealth &
Investment
Refer to Wealth & Investment growth initiatives
further on in this document which include enhanced
connectivity with the UK Specialist Bank
Page 416 Banking
Going forward: Focused on cost discipline UK
Costs and cost to income ratio A clear path for achieving our targets
£’mn Leverage substantial investment in our
600 100% > Private Banking business which is fully
expensed
500 No longer incurring double premises
77%
75% 74%
76%
71%
73%
76% 77%
80% > costs
70%
400
>
60%
Restructured our expensive sub-debt
Target*:
300
< 65%
40% Leverage technology and existing
200 > capabilities to improve client experience
and reduce cost
20%
100 Strategic review of business model and
> cost infrastructure to effect cost
efficiencies
0 0%
2011 2012 2013 2014 2015 2016 2017 2018 H1 2019
Costs £'mn (LHS) Cost to income ratio (RHS)
Information on this slide is based on the results of the ongoing business, excluding UK Specialist Bank legacy assets and businesses sold. Page 42
*Which we aim to deliver on over the next three years.6 Banking
Going forward: Capital generation and allocation UK
Capital strategy
• Specialist Bank internal capital generation sufficient to sustain growth and achieve target ROE
• Dividend from Wealth & Investment business passed through to shareholders
• Able to self-sustain c.7-8% RWA growth p.a.
• Supported by sound capital position
• Facilitated in the short term by SA dividend cover to Investec plc shareholders registered on the SA branch register
• Strict capital management and allocation to achieve medium-term targets
• Strategic shift away from Private Equity to client led principal investments
Page 436 Banking
Going forward: Focused on ROE UK
UK Specialist Bank ROE** trend A clear path for achieving our targets
• ROE track record of ongoing business excluding new Banking proposition is
within target range
> RWA growth of c.7%-8% p.a.
Accelerated
legacy
13.5% impairments
Growing our client base and
12.7%
> revenue
11.4% 11.5% 11.6%
11.1%
10.5%
9.6%
9.3% Leveraging the investment in
8.5% Target*: > the Private Bank
7.0%
10% to
13%
5.5%
> Enhanced cost discipline
3.2%
2.1%
> Optimising capital allocation
2015 2016 2017 2018 H1 2019
ROE statutory
ROE ongoing^ business
> Increasing capital light revenue
ROE ongoing^ business ex new Banking proposition
**All ROEs are post tax *Which we aim to deliver on over the next three years. Page 44
^Ongoing business is excluding UK Specialist Bank legacy assets and businesses sold.Banking
Initiatives to enhance shareholder returns: UK Specialist Bank UK
We are well aligned to the Group’s identified five key initiatives to improve returns for shareholders
1 2 3 4 5
Capital Growth Cost Connectivity Digitalisation
Discipline Initiatives Management
Driving a
Target market
high-tech and
client acquisition
More disciplined Greater collaboration high-touch
and deepening our Fully invested growth
approach to capital across the Corporate offering
client initiatives and
allocation, and and Investment Bank,
relationships anticipate an
effectively managing Private Bank and Continuing to invest
improving jaws ratio
our capital base Wealth & Investment in our
Increasing capital
technology
light activities
platforms
Page 451 Introduction 4
2 UK Specialist Bank 23
3 SA Specialist Bank 47
47
4 Wealth & Investment business 64
5 Performance 77
6 Summary and Conclusion 88
7 Appendix 90
Page 46Banking
SA Specialist Bank overview SA
Investment Banking
Corporate and
Private Banking Investec for Business and Principal
Institutional Banking
Investments
Advisory, debt, ECM,
Import and trade
Our Global markets and Lending, transactional client led private equity,
finance, borrowing and
offering various specialist banking, property property development,
cash flow lending, asset
lending activities finance, savings property fund
finance
management
Corporates (mid to large
size), intermediaries, HNW, professionals and Smaller and mid-tier Corporates, institutions,
Our clients
institutions, government emerging entrepreneurs corporates property partners
and SOEs
R’bn Loan growth over time
CAGR: 11%
250 Employees c.4,000
200
150 % Operating
Our growth
story
profit* 56%
contribution
100
50
0
% Loan book 62%
2011 2012 2013 2014 2015 2016 2017 2018 H1 2019
Information on this slide is at 31 March 2018, unless otherwise specified.
Page 47
*Before tax, goodwill, acquired intangibles, non-operating items and central costs but after adjusting for earnings attributable to other non-controlling interests.Banking
We have a solid franchise and positioning in the market SA
We have a specialised niche offering to a select target market
• Invested in our • Deepening our existing client
business, sustainably relationships and client acquisition
growing our client through the collaboration of product
base and franchise offerings
• Maintaining cost efficiency
• We have a number of growth
with low cost to income ratios
initiatives
1 3 5
2 4 6
• Strong technology and digital platforms • Our growth initiatives and • Maintaining sound capital
underpin our high-tech and high-touch strong franchise support our ratios and low credit loss
offering solid revenue base ratios through varying market
conditions
• Continuous investment to maintain
leading position (One Place, Investec • Enhancing our capital light
Life, Transactional Banking) revenue base
• Disciplined capital allocation
• We remain focused on
improving ROE
Well positioned for future growth
Page 481 Banking
SA Corporate and Institutional Banking overview SA
Strong franchise value and leading market position in our niche markets
Our value • Diversified client-centric offering
proposition • Sustainable growth driven through collaboration between business units
Ambition • To be a top tier corporate and institutional bank
Clear target
• Corporates (mid to large size), intermediaries, government and SOEs
market
Global Markets Specialised Lending
• Well-established, award-winning franchises across: • Tailored offering and deep relationships with our target markets
– large to mid-tier corporates and private equity funds
• Trading (FICC, Equities, ECM and DCM)
• Differentiated through deep sector expertise and international
• Investment products
reach
• Treasury solutions and sales
- Leveraged finance
• Credit investments - Supplier finance
• Built sustainably through organic growth and diversification into - Power and infrastructure finance
new markets - Fund finance
- Aviation finance
- Export and agency finance
• Award-winning specialist franchises by innovating alongside our
clients
Page 491 Banking
Growth in our corporate client base and franchise SA
Corporate client positioning
Number of clients:
4,950
c. Loan book:
R80bn
Number of Average
Overall Number of
clients Specialist activities transaction Book size
clients
size
Large corporates (NAV>R3bn) c.150 Fund Finance c.25 R180mn R5bn
Power and
c.20 R480mn R10bn
Mid-tier corporates Infrastructure Finance
c.200
(NAV: R500mn – R3bn)
Aviation Finance c.18 R271mn R6bn
Small to mid-tier corporates c.4,600 Retail Structured c.9,000
R2mn FUM: R17bn
Products investments
Recognition Retail Structured Products FUM
R’bn
20
17
2018 2016-17
Best Prime Services Best Performance in SA 2016, 2017 15
Best Capital Introduction Best Distributor in SA 2016, 2017
Best Technology Best House Africa 2017
Deal of the Year 2017 10
5
2016-17 2017 2016
African Power Deal of the Year 2016 Best African ECA Africa Finance Deal 0
Finance Deal of the Year 2011 2012 2013 2014 2015 2016 2017 2018 H1 2019
African Transport Deal of the Year 2017
Page 501 Banking
SA Private Banking overview SA
Our value
• Bank, borrow, save and invest in One Place
proposition
Ambition • To be a leading domestic and international Private Bank
• HNW individuals, emerging entrepreneurs,
Clear target market professionals
Structured
Private
Niches
property
capital UK Private
HNW investment finance
banking Income producing Bank
real estate
Business model Banking
Foundation
Wealth & Investec
Onshore and Offshore Shared platforms
transactional banking, Investment Life
mortgages, personal
finance, FX
Client acquisition and relationship building
c.75,000 clients
Offering Lend Transact Save Protect Invest
Channels Telephone
Banker Digital
(GCSC*)
*Global client service centre. Page 511 Banking
Growth in our private client base and franchise SA
Private client positioning
75,000
Number Private Of which are
Number of clients:
c. Bank clients Wealth clients
c.75,000 clients
Private clients c.9,000 clients
c.113,000 accounts
Loan book:
R180bn
Property clients c.900
Recognition
Private Capital
c.200
clients
Growth in private banking clients
2013-19
Ranked #1 in Private 2018 CAGR: 6%
Banking Survey 7th #
Best Private Bank and
Year in a row Wealth Manager in SA 80,000 75,000
70,000
60,000
50,000
40,000
30,000
Investec Private Bank wins People’s 20,000
Choice award for the 5th time
10,000
0
2014 2015 2016 2017 2018 2019
Page 521 Banking
SA Investec for Business overview SA
Our value • Combining bespoke lending with Investec’s other transactional, advisory and investment offerings
proposition • High-touch and high-tech tailored offering that affords simplicity to clients
Ambition • Develop an integrated niche offering to our target clients
Clear target market • Smaller and mid-tier corporates
Bespoke lending offerings for working capital optimisation and business growth
Borrowing Base and Cash Asset Finance
Flow Lending Niche funding for the
Leverages client balance sheet purchase of the productive
(debtors, stock and other assets) assets and equipment
to provide niche working capital
solutions or longer term growth
funding
Bespoke lending
offerings are
packaged to align
and optimise the
working capital INVOICE
cycle and to provide
the headroom
Import and Trade Finance needed for
Funds the purchase of stock and services business growth
on terms that closely align with the
working capital cycle
Page 531 Banking
SA Investment Banking and Principal Investments overview SA
Investment Banking Principal Investment activities
• Focus on co-investment alongside clients to fund
Our value • To leverage our capabilities, relationships and capital
investment opportunities or leverage third party
proposition to deliver holistic solutions to our clients
capital into funds that are relevant to our client base
• Using our collective skill set to optimise capital
• To be the leading Investment Bank with an
Ambition allocation in principal investments and generate a
international footprint
high IRR on these investments
Clear target
• Corporates • Corporates and institutions, property partners
market
Relationships
People
Capability
Assets
Client led Direct property
Ideas development and
Advisory Debt private
Business model equity fund platform
and offering Capital
Equity
Investment
capital
Debt Equity Banking
markets
ideas
Network
Shared skill set
Independent teams
International
Australia Hong Kong India SA UK
access
Investment Banking
Channels Origination
Coverage Private Bank CIB Wealth & Investment
Page 542 Banking
We have a high-tech and high-touch specialised offering SA
Technological and digital leadership are real differentiators for our clients…
…Our One Place offering is one such example
Private Bankers and Wealth managers, Private Capital team, Property Finance team, Global
How we engage
CSC, digital
High-tech | High-touch
Client Investec sees, treats, protects, advises and rewards each client as an individual. “It feels like
experience it’s about me, my family and business, now and in the future.”
Local Local In partnership with like-
We solve their needs banking investments minded individuals, we Structured property
through compelling turn entrepreneurial vision finance, local and
segmented propositions International International and aspiration into international
banking investments commercial reality
Growth in online transactions Client engagement
• Total logins for Private Bank SA grew to almost 17mn during 2018
• Current average is over 1.4mn logins p/m compared to 135k logins
# mn p/m in 2014
CAGR: 13% # mn
14
1.6
1.4
12 1.3
1.4
10 1.2 1.1
1.0 0.8 0.7
8 0.6
0.4
0.8 0.2
6
0.6
4
0.4 0.7
0.6 0.7 0.7
2
0.2
- 0.0
2014 2015 2016 2017 2018 2014 2015 2016 2017 2018
Average monthly online logins Average monthly app logins
Page 553 Banking
Deepening our client relationships and focused on our growth initiatives SA
• Investec Specialist Investments business
Corporate and • Investec Life*
Institutional • One Place for intermediaries: creating a digital product
Banking that is seamless
• Transactional business banking to reduce cost of funds
• Further expansion of our One Place offering and collaboration
with Wealth & Investment
‒ Fiduciary offering
Private Banking ‒ My Investments
• Leverage our Young Professionals strategy
• Private Capital – partnering with start up Fintech opportunities
Investment • Focus on a client centric approach to equity
investments
Banking and
Principal • Grow our property fund management business
Investments
• Effectively leveraging the Group’s current client
base
Investec For
• Launch of digital transactional banking
Business
• Transactional business banking solution:
positioning ourselves as a specialist business bank
*Investec Life: target market currently only to Private Bank clients. Page 564 Banking
Solid growth in revenue with a high annuity income base SA
Growth in revenue over time
R’mn Annuity income*
16,000 2018: 77%
• CAGR in revenue since 2011 of c.10%
14,000 13,469
12,000
1,808 • Increased level of annuity* income
Annuity income* 423
854
10,000 2011: 64% • Strong lending franchises driving high level of net
3,300 interest income – c.53% of revenue
8,000 7,026
6,000
1,271
303
• Net interest margins stable at c.2%
951
4,000 781
7,084 • Strong advisory and corporate franchise generating
2,000 3,720
sound level of fees
0
2011 2018
• Strong client treasury franchise resulting in recurring
level of client flow
Investment and associate income Customer flow trading income
Other fees and other operating income Annuity fees and commissions
Net interest income
*Where annuity income is net interest income and annuity fees. Page 57Banking
5
We are maintaining efficiency in our cost base SA
Costs and cost to income ratio^ Overview and objectives
R’mn
7,000 60%
Invested in the business while
53%
54% 55%
53%
50% 51% 51%
> maintaining the cost to income ratio
50% 50%
6,000
50%
Going forward: aim to create
5,000 > positive jaws
40%
4,000
Target*:
30% 49% to > Optimise our operational platforms
3,000 52%
2,000
20%
> We have no capitalised costs
10%
1,000
0 0%
2011 2012 2013 2014 2015 2016 2017 2018 H1 2019
Costs R'mn (LHS) Cost to income ratio (RHS)
^Calculation adjusts for the Group’s 26.57% interest held in the Investec Property Fund (IPF), by deducting the IPF minority interests from income.
Page 58
*Which we aim to deliver on over the next three years. Target set in Rands.6 Banking
Optimise capital by focusing on client driven private equity activity SA
SA investment portfolio* excluding investments in
What are we seeking to do franchise businesses (H1 2019)
Ave capital
• Focus on co-investment alongside clients to fund Book size
allocated
Post-tax
R’bn ROE
investment opportunities or leverage third party capital into R’bn
funds that are relevant to our client base
Investment held in IEP group 6.4 4.3 13.9%
• Create flow for and partner with other bank divisions
Investment held in property
4.4 1.3 30.2%
investments
• Part of the bank’s wider offering to provide a full service to
clients across the entire capital structure
Other principal investments^ 2.0 1.2 -44.7%
• Leverage fund activity more broadly across the business /
create broader fund franchise Total SA investment portfolio 12.8 6.7 6.9%
Manage down our non core equity investments portfolio
We will manage down our investments whilst recognising our responsibilities as a shareholder
Will release material capital which offers optionality
Reduce volatility in ROE
*Comprising listed and unlisted investments; warrants, profit shares and embedded derivatives; the Group’s 45% interest held in the IEP Group; the Group’s 26.57% interest held in the Investec Property Fund (IPF) and
the Group’s 15.0% investment in the Investec Australian Property Fund (IAPF). ^Other equity and related loan exposures, not including investment activities arising from the franchise businesses. Page 596 Banking
Capital generation and allocation SA
Capital strategy
• Supported by sound capital position and strong capital generation
• Able to self-sustain 8%-10% RWA growth p.a.
• Capital resources are allocated based on our internal capital generation and maintenance targets
• We will manage down our non core equity investments portfolio, releasing material capital and offering optionality
Page 606 Banking
Focused on ROE SA
SA Specialist Bank ROE trend A clear path for achieving our targets
• Underlying franchise businesses have an ROE in excess of 14%
Growing our client base and
• ROE drag from SA investment portfolio^, where the ROE is less than 7% > franchise
20%
18%
> Continued cost discipline
16%
15.2% 15.1%
14%
Investment in new growth
12% 12.5% 12.7% 12.8%
12.4%
Target*: > initiatives
10% 10.7% 14% to
10.0%
9.6% 16%
8%
> Optimising capital allocation
6%
Managing down our non core
4%
> equity investments portfolio
2%
0%
2011 2012 2013 2014 2015 2016 2017 2018 H1 2019
^Comprising the Group’s 45% interest held in the IEP Group; the Group’s 26.57% interest held in the Investec Property Fund (IPF) and the Group’s 15.0% investment in the Investec Australian Property Fund (IAPF);
and other equity and related loan exposures, not including investment activities arising from the franchise businesses. *Which we aim to deliver on over the next three years. Target set in Rands. Page 61Banking
Initiatives to enhance shareholder returns: SA Specialist Bank SA
We are well aligned to the Group’s identified five key initiatives to improve returns for shareholders
1 2 3 4 5
Capital Growth Cost Connectivity Digitalisation
Discipline initiatives Management
Maintain a
Ensuring we remain at
Build new disciplined client Continue to invest
the frontier of
sources of centric approach in our digital and
Management of technological
revenue across to our technology
our capital allocation to innovation, and
our client investments platforms in order
optimise returns develop new integrated
base e.g. Investec Life, whilst investing in to remain
initiatives beyond One
Investec for Business areas of competitive
Place
specialisation
Page 621 Introduction 4
2 UK Specialist Bank 23
3 SA Specialist Bank 47
4 Wealth & Investment business 64
64
5 Performance 77
6 Summary and Conclusion 88
7 Appendix 90
Page 63IW&I
Investec Wealth & Investment (IW&I) overview SA & UK
FUM development
• Wealth management
FUM (£’bn)
Our 60 £57bn
• Discretionary investment management
offering
50
• Stockbroking
40
£29bn
30
20
• Private clients
10
Our clients • Charities
0
• Trusts 2011 2012 2013 2014 2015 2016 2017 2018 H1 2019
Discretionary Non-Discretionary
International presence
• Direct
• Intermediaries IW&I manages c.£57bn of FUM globally
Our
distribution • Investec Private Bank
channels
• International UK and Other
A leading UK wealth
• Digital manager with £39.4bn in
FUM
UK and Other SA
International
recognition SA
A leading private wealth
manager in SA with
£17.3bn in FUM
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