Yapi ve Kredi Bankasi A.S. · BIST:YKBNK

Yapi ve Kredi Bankasi A.S — Yapı Kredi — Merger or Acquisition (October 2006)

18 slides from Yapi ve Kredi Bankasi A.S's merger presentation, Oct 2, 2006

  1. Slide 1: Yapı Kredi: A New Bank is Born

    YAPI KREDİ: A New Bank is Born İstanbul, 2 October 2006

  2. Slide 2: Agenda

    AGENDA ƒ THE NEW BANK ƒ SHAREHOLDING AND ORGANIZATIONAL STRUCTURE ƒ VISION AND KEY TARGETS 2

  3. Slide 3: Yapı Kredi merger is the biggest M&A project in Turkish banking history

    YAPI KREDİ MERGER IS THE BIGGEST M&A PROJECT IN THE HISTORY OF THE TURKISH BANKING SECTOR FINANCIAL HIGHLIGHTS -- COMBINED BANK (YTL, As of June 2006) (1) Total Assets (bln) 45.7 Loans (bln) 23.0 ƒ Creation of one of the most dynamic and experienced Deposits (bln) 29.0 institutions in Turkey Mutual

  4. Slide 4: Strategic rationale

    STRATEGIC RATIONALE ƒ (1) Significant scale increase, building one of the top four banking groups in DIMENSIONAL Turkey, with Euro 26.1 billion of consolidated assets, Euro 14.0 billion of GROWTH customer loans and over 13 million clients ƒ Creation of a group with strong distribution/production pla

  5. Slide 5: Main steps of the merger

    MAIN STEPS OF THE MERGER ƒ 16 JANUARY 2005 Exclusive Negotiations ƒ 31 JANUARY 2005 Share Transfer Agreement ƒ 8 MAY 2005 Share Purchase Agreement ƒ 28 SEPTEMBER 2005 Transfer of 57.4% of Yapı Kredi Shares to Koçbank ƒ 23 FEB.- 9 MAR. 2006 Tender Offer Process for Yapı Kredi Minority Shares (complet

  6. Slide 6: Historical background

    HISTORICAL BACKGROUND YAPI KREDİ ƒ Established in 1944 as Turkey’s first nationwide private bank ƒ Introduced many firsts in the sector leveraging its technological leadership and differentiated banking approach ƒ Introduced Turkish consumers to consumer loans, credit cards, account access cards, AT

  7. Slide 7: Merger creates complementarity combining both banks' competitive advantages

    THE MERGER CREATES THE BASIS FOR COMPLEMENTARITY ALLOWING BOTH BANKS TO COMBINE THEIR STRONG COMPETITIVE ADVANTAGES ƒ Dedicated service model for each segment ƒ Large private/affluent customer base ƒ Excellence in mutual fund business ƒ Effective cost and risk management ƒ Customer-focused strategy

  8. Slide 8: Fourth largest private bank with leading positions in cards, leasing, factoring

    FOURTH LARGEST PRIVATE BANK WITH LEADING POSITIONS IN CREDIT CARDS, NON-CASH LOANS, AUM, LEASING AND FACTORING. GROWTH POTENTIAL FOR CONSUMER LOANS AND DEPOSITS Pre-Merger Rank Post-Merger June 2006 Koçbank Yapi Kredi Rank Mkt Share % # of Branches 14 6 5 9.0 Deposits (1) 8 7 4 10.3 Retail Consumer

  9. Slide 9: Extensive distribution network of 595 branches

    EXTENSIVE DISTRIBUTION NETWORK OF 595 BRANCES WITH OVER 12% MARKET SHARE IN TOP 10 CITIES IN TURKEY Kırklareli 3 Edirne 4 Bartın 1 Kastamonu 1 Sinop Karabük 1 Artvin Ardahan Tekirdağ 5 İstanbul 268 Zonguldak 4 Samsun 5 Rize 1 Kocaeli 3 Düzce 1 Çankırı Amasya 1 Trabzon 3 Yalova 1 Sakarya 3 Ordu 1 Bol

  10. Slide 10: Agenda

    AGENDA ƒ THE NEW BANK ƒ SHAREHOLDING AND ORGANIZATIONAL STRUCTURE ƒ VISION AND KEY TARGETS 10

  11. Slide 11: Koç Financial Services is an integrated, well capitalized financial services provider

    KOÇ FINANCIAL SERVICES (KFS) IS AN INTEGRATED AND WELL CAPITALIZED FINANCIAL SERVICES PROVIDER 50% 50% € billion, IFRS Consolidated Figures as of June 2006 Total Assets 26.1 Deposits 16.9 Gross Cash Loans 14.0 PARTNERS SHARE A COMMON VISION AND GOAL Loans/Deposits, % 82.8 KFS significantly grows its

  12. Slide 12: With strong and dedicated support of its shareholders

    … WITH STRONG AND DEDICATED SUPPORT OF ITS SHAREHOLDERS Koç Holding Turkey’s largest industrial UniCredit International banking group, and services group with leading positions leader in Central and Eastern Europe (CEE) in the main driving sectors with presence in 20 countries 30 June 2006 30 June 2

  13. Slide 13: Post-merger ownership structure

    POST-MERGER OWNERSHIP STRUCTURE PRE-MERGER OWNERSHIP STRUCTURE POST-MERGER OWNERSHIP STRUCTURE Yapı Kredi and Koçbank formally merged on 2 October 2006 by virtue of dissolution of Koçbank and transfer of all its rights, receivables, liabilities and obligations to Yapı Kredi (1) Subsidiaries in asset

  14. Slide 14: Efficient new organizational structure with local and international managerial talent

    EFFICIENT NEW ORGANIZATIONAL STRUCTURE WITH OUTSTANDING LOCAL AND INTERNATIONAL MANAGERIAL TALENT Board Board of of Directors Directors CEO/GM CEO/GM Kemal Kemal Kaya* Kaya* COO COO Federico Federico Ghizzoni* Ghizzoni* CORPORATE OPERATIONS OPERATIONS CORPORATE ORGANIZATION ORGANIZATION IDENTITY IDE

  15. Slide 15: Agenda

    AGENDA ƒ THE NEW BANK ƒ SHAREHOLDING AND ORGANIZATIONAL STRUCTURE ƒ VISION AND KEY TARGETS 15

  16. Slide 16: Yapı Kredi aims at becoming market leader in sustainable profitability and growth

    YAPI KREDİ AIMS AT BECOMING MARKET LEADER IN TERMS OF ACHIEVING SUSTAINABLE PROFITABILITY AND GROWTH To become the perceived leader in the market in terms of sustainable value creation MISSION and growth, being the first choice of customers and employees ƒ Leader in the segment/business with higher

  17. Slide 17: 2008 key strategic targets

    2008 KEY STRATEGIC TARGETS BASED ON ENSURING GROWTH, EFFICIENCY AND PROFITABILITY KEY STRATEGIC GUIDELINES KEY 2008 TARGETS „ Focus on 5 main business targets: (1) 9 Consolidate leadership in cards and become Total Revenues ~13% leader in consumer finance (1) AUM (Mutual Funds) ~14% 9 Become leader

  18. Slide 18: Enquiries: Yapı Kredi Investor Relations Team

    ENQUIRIES: Yapı Kredi Investor Relations Team [email protected] Hüseyin İmece – Executive Vice President Hale Tunaboylu – Head of Investor Relations Tel. +90 212 339 7368 Tel. +90 212 339 7647 E-mail: [email protected] E-mail: [email protected] 1

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