Pierre imhof baiduri forex

Pierre Imhof sobre as necessidades bancárias do Brunei8217s Baiduri Bank Transcript Brunei é muito rico por seu pequeno tamanho, mas não sem seus problemas. Para lidar com alguns níveis excessivos de dívida pessoal, o governo criou um departamento de crédito para ajudar os bancos em seu gerenciamento de risco. Pierre Imhof, diretor executivo do Baiduri Bank. discute alguns dos produtos e programas que os ajudaram a atender com êxito as necessidades de seus clientes. Finanças Mundiais: Brunei8217s nunca teve uma agência de crédito antes, porque agora Pierre Imhof: Bem, é melhor tê-lo agora do que não tê-lo. Estamos operando em tal ambiente sem um departamento de crédito há muitos anos, o Baiduri Bank desenvolveu seus próprios processos e procedimentos para controle de crédito e avaliação de risco. Mas, claro, ter um bureau de crédito será um movimento muito positivo para os bancos. Ter acesso a um banco de dados que nos dê o endividamento geral de nossos clientes, ou de nossos futuros clientes, é algo que esperávamos há meses e anos. 8220Como um banco local, é importante que conheçamos bem nossos clientes, para ouvi-los8221 World Finance: Uma boa gestão de risco é uma das razões para a liderança do Baiduri Bank8217 em Brunei, falar de alguns de seus outros pontos fortes. Pierre Imhof: Primeiro, o Baiduri Bank é um banco local. Como um banco local, é importante para nós conhecer bem nossos clientes, ouvi-los, identificar suas necessidades e então responder às suas necessidades. E em segundo lugar, fazemos isso de maneira flexível. Somos domésticos, nosso processo de tomada de decisão é feito localmente e, como tal, somos capazes de responder aos nossos clientes muito mais rápido do que acredito que a maioria de nossos concorrentes faz. Outra razão é que desenvolvemos um modelo de negócios que é composto por três pilares: o banco de varejo, o banco corporativo e o financiamento de carros. Esses três pilares nos permitem abranger uma ampla gama de produtos para nossos clientes, por isso este é também um ponto muito forte para o nosso sucesso. Os britânicos precisam de um carro e, uma vez que escolheram um carro, querem tê-lo rapidamente, e o financiamento de carros, que é fornecido por meio de sua subsidiária Baiduri Finance, tem uma participação de mercado de 60 por que é tão bem-sucedido Pierre Imhof: The processamento rápido de solicitações de nossos clientes. Os carros são extremamente importantes em Brunei para os nossos clientes, o transporte público é limitado e os Bruneianos precisam de um carro e, uma vez que escolheram um carro, querem tê-lo rapidamente. Por isso, desenvolvemos um processo que nos permite ser extremamente ágeis e muito rápidos para garantir isso aos nossos clientes. World Finance: Você é bem conhecido por inovar no mercado local e nos informar sobre alguns de seus novos produtos e serviços. Pierre Imhof: Acabamos de lançar há alguns meses nosso programa executivo. Nós já tínhamos um programa de prestígio por quatro anos, que era oferecido aos nossos clientes e clientes de alto patrimônio, mas precisávamos de um programa para oferecer à geração mais jovem (bem-sucedido, bem-educado e promissor) e essa categoria agora também tem benefícios adicionais - provavelmente mais na moda, confiando mais em canais eletrônicos, e também tendo algum tratamento preferencial em nossas filiais, onde eles têm balcões dedicados. 8220Estamos agora nos tornando mais especializados e capazes de realizar financiamento mais sofisticado para empresas8221 World Finance: Finalmente, Brunei tem um setor bancário cada vez mais competitivo, quais são seus planos para o futuro Pierre Imhof: Ainda estamos nos concentrando muito nos três pilares que nós construímos. Eu estava mencionando financiamento de carros, varejo e banco corporativo. No futuro imediato, de acordo com nossa imagem de inovação, lançaremos um aplicativo de marketing para o varejo, que fornecerá algumas informações aos nossos clientes sobre nossas atividades, eventos, produtos e tarifas. Também lançaremos um aplicativo móvel para nossos clientes que desejam fazer transações bancárias e por meio de seus dispositivos móveis. E, é claro, o banco corporativo é uma área com vários projetos (infraestrutura, projetos de petróleo e gás), desenvolvidos em Brunei, onde queremos estar cada vez mais presentes. Estamos agora nos tornando mais especializados e capazes de empreender financiamentos mais sofisticados para empresas, que ainda são pequenas em Brunei, mas que estão ficando maiores e mais exigentes. Finanças Mundiais: Pierre, obrigado. Pierre Imhof. Você é bem vindo. Navegação de post Vídeo anterior Alessandro Baldi, Sebastiaan Schrikker Mario Negri Fundo de pensão VideoToda mudança para os bancos de Brunei8217s: a visão local sobre o HSBC e o Banco da China Transcrição Grandes mudanças estão no horizonte para o setor financeiro de Brunei8217s. O HSBC está encerrando suas operações, o Banco da China obteve uma licença para operar e as fundações regulatórias para o primeiro mercado de ações de Brunei8217 devem estar completas em 2017. Pierre Imhof, CEO do Brunei8217s Baiduri Bank, explica o que essas mudanças significam para o setor bancário do país. Ele também discute a visão nacional de Brunei em relação à expansão da contribuição dos serviços financeiros para o PIB em até oito por cento, e o que o setor deve fazer para apoiar as PMEs na diversificação da economia do Brunei. Finanças mundiais: Grandes mudanças estão no horizonte para o setor financeiro de Brunei8217. O HSBC está reduzindo suas operações e o Banco da China obteve uma licença para operar no país. E as fundações regulatórias para o primeiro mercado de ações de Brunei8217 devem estar completas no próximo ano. Estou me juntando a Pierre Imhof, do Brunei8217s Baiduri Bank. Primeiro Pierre: o HSBC está se mudando, o Banco da China está entrando no Brunei. Como isso afetará o setor bancário? Pierre Imhof: Eu acho que isso vai mudar de uma forma positiva. Como em muitos outros países da ASEAN, os bancos locais cresceram, se desenvolveram. Acredito que, com a saída do HSBC do Brunei, o Baiduri Bank possa aparecer como o banco preferido de seus clientes. Com a chegada do Banco da China, acho que é bom, e bom para a imagem do país, que um banco estrangeiro esteja mostrando interesse no mercado financeiro de Brunei. Precisa aprender a cultura, os hábitos, o meio ambiente. E isso não acontece de um dia para o outro. Portanto, tenho certeza de que o Banco da China passará por essa curva de aprendizado. Finanças Mundiais: Você mencionou Brunei como membro da comunidade da ASEAN, o que é que está fazendo para o crescimento da Brunei8217 Pierre Imhof: Os membros da ASEAN estão se movendo em direção a um mercado único, em termos de circulação de bens e serviços. Provavelmente, numa fase posterior do capital e do trabalho. Portanto, há essa tendência para uma melhor e melhor integração na ASEAN e isso definitivamente beneficiará o Brunei e beneficiará o Baiduri Bank Group. Financiamento Mundial: a visão nacional do Wawasan 2035 tem o setor de serviços financeiros aumentando sua contribuição para o PIB em até cinco, até 8%. Como isso será possível, e como bancos como o Baiduri Bank realmente se encaixam neste Pierre Imhof: ele é uma meta ambiciosa, mas estamos lá para assumir metas ambiciosas e tentar atingir essas metas. Com o objectivo de o governo promover e apoiar as PME, os bancos em geral e o Banco Baiduri, em particular, acumularam excesso de liquidez. E esse excesso de liquidez pode ser injetado na economia doméstica para fornecer o financiamento adequado às PMEs. E também podemos aproveitar uma gama mais ampla de serviços bancários ou financeiros que estarão disponíveis no país em breve. Finanças Mundiais: De fato. Então, passando para a bolsa de valores, então. O que é um cronograma realista para a bolsa de valores lançar Pierre Imhof: Pelo que eu li, o que eu ouvi, é um projeto que é levado muito a sério pelas autoridades e pelo regulador. Meu entendimento é que dentro de alguns anos, a bolsa de valores será lançada e pronta para operar. E para o Banco Baiduri, isso é muito bom. Estamos apoiando muito essa expansão dos negócios financeiros em Brunei e essa abertura dos mercados de capitais. Somos os primeiros em Brunei a oferecer uma plataforma de negociação on-line para nossos clientes. Assim, nossos clientes agora podem acessar várias bolsas de valores na região de Cingapura, Kuala Lumpur, Hong Kong e, agora, os EUA, e negociar on-line nesses mercados. Finanças Mundiais: O que a bolsa de valores representa, então, não em termos da prática real, mas mais a governança, os regulamentos que estão em vigor e suponho que, em relação ao que você estava dizendo sobre o Banco da China, o interesse que o O mercado internacional está mostrando na economia local Pierre Imhof: Definitivamente em um país como Brunei 8211 um pequeno ambiente, é uma pequena economia, os bancos conhecem bem o mercado 8211, pode haver uma tendência a não estar totalmente alinhada com os mais altos padrões, em termos de contabilidade, estruturas financeiras e assim por diante. Para mim, ter uma bolsa de valores aumentará definitivamente a transparência e a boa governança nas empresas listadas. E isso terá um efeito de dominó para todas as outras empresas. E esse nível de transparência e governança a longo prazo ajudará o país a desenvolver ainda mais sua economia e a ficar mais visível, com uma excelente imagem, no exterior. Finanças mundiais: Mais dinheiro internacional entrando em Brunei, então. Como é que bancos como o Baiduri Bank podem garantir que a economia local chegue à economia local? Pierre Imhof: Brunei precisa se diversificar. Isso foi definido como prioridade absoluta pelas autoridades. Um aspecto da diversificação é atrair investimento direto estrangeiro do outro lado, como você mencionou, é que isso deve beneficiar o povo de Brunei. Isso deve beneficiar as empresas e as PME. Recentemente, no início deste ano, o governo criou um novo órgão chamado DARE, para promover e apoiar empresas locais e especialmente PMEs. Então, nós definitivamente queremos desenvolver nossas atividades em cooperação com essa entidade, apoiar PMEs e transferir para a população local, sejam indivíduos ou empresas, o benefício dessa diversificação. Finanças mundiais: Pierre Imhof, muito obrigado. Pierre Imhof: Você é bem-vindo, obrigado. Navegação de post Anterior video Maamba Collieries usina de carvão para resolver crise de energia do Zambia8217sWinners perfil do Best Banks 2016 De volta para a cobertura de premiação MARGENS DA AMÉRICA DO NORTE PERMANECEM, PADRÃO DE PADRÕES DE ENERGIA O setor bancário na América do Norte permaneceu lucrativo cortando despesas, incluindo despesas judiciais, num momento em que as margens de juros líquidas são apertadas. Nos EUA e no Canadá, no entanto, os empréstimos para empresas de petróleo e gás estão parecendo menos seguros. Alguns bancos já reservaram mais dinheiro para cobrir possíveis perdas, mas a extensão total das falências de energia ainda não está clara. No entanto, os balanços dos bancos são mais fortes do que em muitos anos, e os empréstimos em geral estão aumentando. Nos EUA, o número de bancos no ldquo-programa da Corporação Federal de Seguro de Depósitos caiu para 183 no final de 2015, caindo abaixo de 200 pela primeira vez em mais de sete anos. No entanto, o ambiente operacional para os bancos continua desafiador e as taxas de juros têm sido excepcionalmente baixas por um período prolongado. No Canadá, muitos bancos reduziram a mão-de-obra e reduziram custos em face de uma economia fraca, registrando ganhos de lucros respeitáveis ​​em 2015. Os bancos canadenses com grandes operações nos EUA se beneficiaram do forte dólar dos EUA quando os lucros foram repatriados. Os bancos dos dois países estão investindo pesadamente em tecnologia e acrescentando canais digitais e cartões com chip para se manterem competitivos. Vencedor Regional Wells Fargo A Wells Fargo, baseada em São Francisco, usou suas fortes relações de balanço e correspondentes bancários para atender clientes em todo o mundo sem investir pesadamente em operações locais em terras distantes. Embora a maioria de seus ativos permaneça nos EUA, o banco agora tem mais de 50 escritórios globais, incluindo filiais no Centro Financeiro Internacional de Dubai, além de Pequim, Hong Kong, Londres, Seul, Xangai, Cingapura, Taipei, Tóquio e Toronto. A Wells Fargo, líder há muito tempo no financiamento do comércio internacional, é o maior fator de importação em todo o mundo e o único banco a possuir uma empresa de factoring especializada em financiamento comercial. Sua unidade financeira de cadeia de suprimentos atende grandes corporações e seus parceiros comerciais em todo o mundo. A Wells Fargo é uma das maiores fornecedoras mundiais de serviços de câmbio, gestão de tesouraria e processamento de transações. As políticas conservadoras de gestão de risco do banco e seu modelo de negócios diversificado permitiram obter lucros recordes no atual ambiente de juros baixos. A receita do banco é equilibrada entre a receita líquida de juros e a receita baseada em taxas. Nos EUA, o Wells Fargo é o banco líder em empréstimos para pequenas empresas, clientes de hipotecas residenciais, empréstimos agrícolas e financiamento imobiliário comercial. John Stumpf, presidente e CEO do Butterfield Bank O Butterfield Bank foi estabelecido em Bermuda em 1858 e está listado na Bolsa de Valores das Bermudas. Ela se baseou em seu sólido balanço e na base de clientes fiéis para construir negócios centrais sólidos. Em 2015, o banco melhorou a qualidade de seus ativos, aumentou a receita não financeira e melhorou a eficiência operacional. Começou a perceber os benefícios de sua aquisição, em 2014, do negócio de confiança e serviços corporativos de Legis Grouprsquos em Guernsey. No ano passado, foi cobrada uma taxa de liquidação de seus negócios de banco privado no Reino Unido. Michael Collins, CEO do Royal Bank of Canada, o Royal Bank of Canada, teve um lucro recorde no ano passado, de 10 bilhões, apesar da fraca economia e do problema de fermentação nas areias petrolíferas. A RBC continuou investindo em seus canais digitais e na automação de processos para aumentar a eficiência. Maior banco do Canadá por capitalização de mercado, o RBC tem operações em 39 países, incluindo uma extensa rede no Caribe de língua inglesa. Em novembro de 2015, fechou a aquisição da City National, aumentando sua presença nos EUA. A RBC é a maior empresa de fundos do Canadá e uma das cinco maiores administradoras de patrimônio global em ativos. O banco é um provedor líder de serviços de custódia global e uma das organizações de seguros que mais crescem no Canadá. David McKay, presidente e CEO da United States Wells Fargo Com mais de 8.700 localidades em 38 estados, a Wells Fargo construiu um forte negócio de depósitos e empréstimos. Atende grandes corporações em todos os setores e é o banco líder de empresas de middle market dos EUA, bem como de pequenas empresas. O Wells Fargo foi o banco número um em valor de mercado no final de 2015. Com um balanço que cresceu 6 no ano passado para 1,8 trilhão, o banco devolveu 12,6 bilhões aos acionistas em 2015 por meio de dividendos e recompras de ações. O banco está continuamente atualizando sua tecnologia. A partir deste verão, os clientes corporativos poderão assinar o aplicativo bancário corporativo Wells Fargorsquos usando um scanner de olhos ou um sistema de reconhecimento de rosto e voz. A Wells Fargo diz que seus empréstimos para a indústria de petróleo e gás compreendem menos de 2 empréstimos em aberto. John Stumpf, presidente e CEO da WESTERN EUROPE Lutando contra o impacto das taxas de juros negativas As taxas de juros baixas ou negativas em toda a Europa representam um desafio para o setor bancário, que só cresce à medida que o Banco Central Europeu avança mais em território negativo. As margens de juros líquidas foram corroídas de forma geral, forçando muitos bancos a aumentar os volumes de empréstimos - especialmente os empréstimos hipotecários - e aceitar maiores riscos em sua busca por rendimento. Os bancos capazes de gerar receita maior com taxas e comissões em geral têm se saído melhor do que aqueles que dependem das margens de empréstimos, enquanto os bancos que estão à frente na digitalização triunfaram tanto em termos de redução de custos quanto de conquista de novos clientes. Embora a recuperação econômica do eurozon, embora continue fraca, a melhoria dos mercados de habitação e do crédito ao consumidor ajudaram a reduzir os empréstimos inadimplentes, permitindo que muitos bancos reduzissem drasticamente o provisionamento. De fato, combinado com um custo reduzido de risco, as provisões menores contra empréstimos duvidosos têm sido, muitas vezes, o maior impulsionador de maior lucratividade. No entanto, os custos regulatórios mais altos e o ECBs que caminham em direção a um modelo de baixa renda para bancos em dificuldades afetaram as avaliações de ações e provavelmente contribuirão para maiores custos de financiamento no futuro. Vencedor Regional O ING mantém a sua pole position na Europa Ocidental depois de ter tido um desempenho espumante em 2015mdashnot apenas no mercado nacional do Benelux, mas também na Polónia. A lucratividade subjacente do banco subiu acentuadamente, com um aumento de 23,2 no lucro líquido para mais de 4,2 bilhões de euros (4,8 bilhões). O núcleo de empréstimos registou um crescimento líquido de 21,7 mil milhões de euros, ou 4,2, enquanto o banco atraiu uma forte entrada líquida de 25,1 mil milhões de euros de depósitos de clientes. O CEO do Grupo, Ralph Hamers, observa que em 2015 a nossa base de clientes de varejo aumentou em mais de 1,4 milhões de clientes para 34,4 milhões no final do ano, e que deste total, o número de clientes que selecionaram o ING como seu banco primário aumentou em quase 7 milhões. 8.9 million. rdquo Ele também destaca o progresso significativo em aumentar o ritmo da inovação em toda a empresa, incluindo o aplicativo Twyp para pagamentos peer-to-peer e a introdução da plataforma Moje ING na Polônia, acrescentando que a Dell está determinada a cumprir Nossa promessa para nossos clientes de banco de atacado, bem como para nossos clientes de varejo, de proporcionar uma experiência diferenciada e perfeita ao cliente em todo o mundo através de novas tecnologias e serviços. fim de ano. Ralph Hamers, CEO do Grupo Cregravedit Andorragrave A Cregravedit Andorragrave, a mais capitalizada dos bancos andorranos em termos de capital de nível 1, conseguiu aumentar os ativos sob gestão 9,2 nos últimos anos para 13,6 bilhões em 2014. Também expandiu sua presença internacional na Europa e nos Estados Unidos. O programa bankrsquos de responsabilidade social corporativa (CSR), realizado por meio de sua Fundação Cregravedit Andorragrave, criada há mais de um quarto de século, recebeu amplo reconhecimento. Na última década, a política de RSE foi incluída no plano estratégico do bankrsquos e, em 2014, mais de 3 dos lucros foram atribuídos à fundação. A solidez financeira do banco é sublinhada pelos números mais recentes, que afirmam que os rácios de solvabilidade e liquidez se situaram em 20,3 e 73,8, respetivamente. Josep Peralba Duroacute, CEO do Grupo Erste O maior banco da Austriarsquos e suas principais subsidiárias da Sparkasse (banco de poupança) tiveram um bom desempenho em 2015. O lucro líquido de € 230 milhões foi 7,3 superior ao do ano anterior. Um aumento de 4% na receita líquida de juros veio principalmente dos maiores volumes de empréstimos e depósitos de varejo, enquanto a receita de comissões cresceu 4,5, devido a maiores taxas de títulos e menores despesas. O primeiro pagamento de € 9,2 milhões para o fundo de seguro de depósito da Austriarsquos e um gasto de TI mais alto causaram o aumento dos custos operacionais, mas em geral a relação custo / receita melhorou. Mas a maior reviravolta veio das divisões corporativas, de mercado de capitais, de administração de ativos e imobiliária de Erstersquos, que juntas transformaram um prejuízo de 31 milhões de euros em 2014 em um lucro líquido de 161 milhões de euros. Isto foi em grande parte devido a uma redução nas perdas por imparidade e um bom desenvolvimento de risco na Áustria. Além de seus pontos fortes tradicionais em private banking e ações, a Erste desenvolveu algumas inovações inovadoras de TI, como a George, uma plataforma de banco digital continuamente atualizada que se adapta à sua demanda ajustando-se às necessidades e ao comportamento de cada cliente. O retorno do banco alocado sobre o capital alocado subiu para 22,4 Andreas Treichl, CEO da Belgiumrsquos, terminou o ano em alta, com 862 milhões de euros no quarto trimestre, quase o dobro do resultado comparável de 2014. O lucro do KBC Grouprsquos subiu para o euro2. 6 bilhões apoiados em fortes desempenhos na venda de produtos e serviços de seguros bancários, principalmente para clientes de varejo, pequenas e médias empresas (PMEs) e empresas de capitalização média. Num contexto de baixas taxas de juro e de crescimento económico modesto, as operações belgas da KBCrsquos aumentaram o lucro anual para quase 1,6 mil milhões de euros, suportado pelo crescimento do crédito e pelos prémios de seguro não vida. O lucro foi impulsionado pelo efeito pontual da liquidação da KBC Financial Holding, mas isto foi parcialmente compensado pela imparidade no goodwill. Diante de exigências de capital mínimo mais elevadas, comentou o CEO Johan Thijs, ficamos confortáveis ​​com essas metas, que já foram consideradas em nossos modelos de gestão de capital, razão pela qual conseguimos pagar a última parcela restante de 2 bilhões de euros de auxílio estatal cinco anos à frente O Hellenic Bank tem sofrido muito trabalho pesado e reestruturado no Hellenic Bank desde a crise bancária cipriota e fiança de 2013, mas um canto importante foi desviado com os bancos relatando um lucro de 13 milhões de euros em 2015, mantendo um contraste com o anterior. yearrsquos euro118 milhões de perda. O CEO Bert Pijls observa que “nós conseguimos isso enquanto tomamos todas as provisões como orientadas por nossos reguladores, que totalizaram 71 milhões de euros. Além disso, o banco avançou na redução das exposições inadimplentes, que caiu 3 no último trimestre, enquanto a cobertura aumentou. para 50 e está agora em linha com a média para a União Europeia. Cerca de 377 milhões de euros em novos empréstimos foram concluídos em 2015, e a receita líquida de juros registrou 6 ganhos. Na sequência de provisões adicionais, o rácio de adequação de capital do CET1 do Bankrsquos aumentou para 14.8. Creacutedit Mutuel Francersquos mais altamente cotados e consistentemente rentável banco mútuo, Creacutedit Mutuel colocou em outro forte desempenho em 2015. Os empréstimos subiram em 5,5 a 386 bilhões de euros, dando-lhe uma quota de 17,2 do mercado de empréstimos de banco de varejo do país. Os depósitos cresceram 7,7 ao longo do ano, apesar do ambiente de taxas de juro baixas, melhorando ainda mais o rácio empréstimos / depósitos e reduzindo a sua dependência do refinanciamento do mercado. Creacutedit Mutuel pontua muito em termos de relacionamento com clientes e sua confiança no banco, e continua a desenvolver serviços prestados pela rede de agências através de seus sites e serviços adaptados para iPhones e iPads. Seu negócio de pagamento com cartão é o segundo maior da França, com uma participação de mercado de 19,3%, e continua a crescer, já que faz seu negócio de seguro não-vida, que contribuiu com 31 para a receita do grupo. As receitas bancárias líquidas aumentaram em 5,9 para 16,3 bilhões de euros, com taxas e comissões crescendo 9,6 por conta da forte atividade de empréstimos, particularmente empréstimos para habitação. O lucro líquido geral subiu 2,2 para acima de 3 bilhões de euros, enquanto o patrimônio líquido aumentou de 7,1 para 47,1 bilhões de euros. O rácio de adequação de capital CET1 dos grouprsquos situou-se num sólido 15,8 no final do ano. Michel Lucas, presidente da Commerzbank Quando as ações dos bancos alemães estavam em queda livre em janeiro passado, o Commerzbank fez mais do que ninguém para restaurar a confiança ao declarar que poderia pagar o cupom em seus bônus Coco e entregar seu dividendo proposto para o exercício de 2015. O presidente Martin Blessing tinha bons motivos para estar confiante. O lucro operacional do banco subiu de 689 milhões de euros para mais de 1,9 bilhão de euros, devido às receitas mais fortes e às provisões para perdas com empréstimos. As maiores receitas refletem a forte participação do Commerzbank em seus empréstimos corporativos, particularmente entre as PMEs, apoiadas por sua densa rede em todo o país. Os clientes privados geraram um aumento de 65 lucros operacionais, um sinal de que o Commerzbank reinicializou com sucesso sua franquia de varejo. Seu novo website foi bem recebido e melhorou a segurança bancária online. Os buffers de capital bancário foram ainda reforçados com um aumento de 3,8 bilhões de euros no capital regulatório central, resultando em uma melhoria em sua relação CET1, de 9,3 em 2014 para 12. Blessing comentou que os resultados mostraram que a estratégia está correta e que a implementação foi bem sucedido. Pela primeira vez em cinco anos, obtivemos um lucro líquido de mais de um bilhão de euros e vimos um fortalecimento ainda maior da nossa base de capital. rdquo Martin Blessing, presidente do Eurobank Ergasias Todos os bancos gregos enfrentaram uma catástrofe em 2015. A possibilidade de deixar o banco A zona do euro desencadeou retiradas maciças antes que os bancos fossem fechados, e os prejuízos que se seguiram à economia da Greecersquos tornaram a recessão ainda mais profunda. De todos os grandes bancos que passaram por essa turbulência, o Eurobank Ergasias se saiu melhor do que qualquer um de seus pares, saindo dos mais recentes testes de estresse do European Community Bank com o menor déficit de capital agregado de qualquer banco sistêmico. Na sequência do aumento de capital de novembro passado, que foi apoiado por investidores internacionais de base, o Eurobank é 97,6 detida por investidores privados, com o saldo detido pelo Hellenic Financial Stability Fund. A partir dessa posição de relativa solidez do capital, está bem posicionada para alavancar seus pontos fortes tradicionais em finanças comerciais, tesouraria e gestão de caixa, private banking e gestão de fundos, para retornar ao crescimento sustentável. Fokion Karavias, CEO Bank of Ireland Em meio à recuperação da economia irlandesa e ao aumento dos preços das casas, o Bank of Ireland avançou em 2015. O lucro básico subiu 30 para € 1,2 bilhão, enquanto o maior e melhor capitalizado banco irlandês aumentou seus empréstimos em 40 para 14,2 bilhões de euros, com todas as divisões de negociação relatando um lucro por trás de margens mais altas e menor custo de financiamento. A lucratividade também foi impulsionada por novos empréstimos, substituindo alguns ativos legados e, desde que o mercado imobiliário aumentou, reduziu as provisões para perdas com empréstimos para empréstimos garantidos por propriedades. O Bank of Ireland resgatou o último euro1.3 bilhões de ações preferenciais emitidas como parte do resgate do governo em 2008-2009 e teve seu rating de crédito restaurado para grau de investimento pelas três principais agências. O rácio CET1 do bankrsquos totalmente carregado aumentou em 200 pontos base para 11.3 no final do ano. Intesa Sanpaolo Intesa Sanpaolo está acima de seus rivais italianos em termos de rentabilidade e força de capital. E, a julgar pelos resultados de 2015, essa vantagem está crescendo, com uma renda antes dos impostos de 41 para quase € 4,6 bilhões. Além disso, esse crescimento é amplo e, em um ambiente de taxas de juros baixas, mais acionado por comissão. Todas as suas divisões geraram renda mais alta. A banca privada contribuiu com mais 32 apoiada na sua quota de mercado líder, a gestão de activos aumentou em 47 e a Banca dei Territori (unidade bancária comercial interna da Intesa Sanpaolorsquos) registou uma melhoria de 26. O lucro operacional cresceu 5, em grande parte como resultado de um aumento de 11 comissões e comissões, enquanto a contínua gestão de custos reduziu o rácio custo / rendimento do grupo em 1,22 pontos percentuais, para 49,9. As provisões caíram à medida que o ambiente de crédito continuou melhorando e o banco aumentou os novos empréstimos de médio e longo prazo para famílias e empresas italianas para 41 bilhões de euros54 mais do que em 2014. O estoque de empréstimos inadimplentes declinou e a cobertura de caixa NPL aumentou para 47,6. A base de capital do Bankrsquos superou confortavelmente as exigências regulatórias com um índice CET1 pro forma, totalmente carregado, de 13,1 líquidos dos dividendos em caixa propostos de 2,4 bilhões de euros. Luxemburgo Banque et Caisse drsquoEpargne de lrsquoEtat O grupo estatal BCEE está fortemente concentrado no seu mercado de retalho doméstico, onde mantém importantes quotas de mercado em crédito hipotecário e crédito ao consumidor. Como resultado, quase metade de todos os residentes de Luxemburgo consideram o BCEE seu principal banco, e continua a investir em sua rede abrindo novas agências equipadas com as mais recentes tecnologias, incluindo máquinas de autoatendimento, acesso Wi-Fi e tablets para uso dos clientes. . Igualmente importante para seus clientes é o rating AAErsquos AA e sua abordagem conservadora em relação ao gerenciamento de riscos. Durante 2015, o rendimento bancário aumentou quase 6 para € 340 milhões na metade do caminho, com a receita líquida de juros subindo 1,8, apesar de um ambiente de taxas de juros baixas. A receita de comissionamento cresceu 12,9, enquanto a receita de títulos aumentou 5,9 em relação ao ano anterior. O balanço do grouprsquos cresceu 5,2 em seis meses, em grande parte devido ao aumento dos depósitos, enquanto os empréstimos e adiantamentos a clientes foram 5,5 mais fortes. Um ajuste para o custo do risco de crédito e provisões para aumento de impostos em mais de 40 milhões de libras esterlinas reduziram o lucro líquido em 4,6 para 112,11 milhões de euros. Jean-Claude Finck, CEO, presidente e presidente do conselho de administração Bank of Valletta Com a economia maltesa a apresentar um bom desempenho, o seu maior credor, o Bank of Valletta, aumentou os lucros antes de impostos para 13144,7 milhões de euros em 2015. O crédito cresceu 4, e depósitos em 20, ao longo do ano. A margem líquida de juros aumentou em 15, enquanto a receita de comissões e negociações foi 17 maior do que em 2014. A qualidade da carteira de empréstimos melhorou, pois a taxa de inadimplência caiu para 9,2. As despesas operacionais aumentaram 16, em grande parte como resultado de maiores custos regulatórios, e enquanto o banco tem uma política cautelosa de provisionamento, seu índice geral de custo-benefício melhorou para 41,8. Além de seus pontos fortes tradicionais em finanças comerciais, o Bank of Valletta está adotando uma abordagem centrada no cliente para o banco de varejo e expandindo sua oferta on-line e móvel, com a BOV Mobile registrando mais de dois milhões de log-ins ao longo do ano. A base de capital aumentou em 9, e o rácio de adequação de capital CET1 melhorou para 11,3. O ING da Holanda se beneficiou de uma melhora no mercado imobiliário e de economia, o que ajudou a reduzir os custos de risco em € 177 milhões. A receita líquida de juros do banco de varejo diminuiu em 5,8, em grande parte devido a menores volumes e margens de empréstimos em um ambiente de taxa de juros muito baixo, mas isso foi compensado por maiores receitas de tarifas. As despesas operacionais foram reduzidas em 23 ao longo do ano, e a receita subjacente caiu 0,4 para 1,1 bilhão de euros. O ING tem estado à frente da curva para responder às mudanças nas necessidades dos clientes, e o CEO Nick Jue afirma que isso continuará. “Nós nos empenhamos em capacitar as pessoas para tomar melhores decisões financeiras”, diz ele, “fornecendo as informações e ferramentas certas no momento certo, apoiadas por produtos e serviços claros e fáceis, disponíveis a qualquer hora, em qualquer lugar. Nosso novo aplicativo peer-to-peer, Twypmdashdescrito como o lsquoWhatsApp of paymentsrsquomdash é outro exemplo disso. Mas estamos igualmente orgulhosos de nossas conquistas no setor bancário de atacado, graças a nossos fortes e duradouros relacionamentos com clientes, ao profundo conhecimento de nossos clientes, de seus mercados e de seus setores, combinados com nossa grande rede internacional. Nick Jue, CEO, Ing Netherlands O banco Santander Santander Totta Portugalrsquos com o rating mais alto e mais consistente aumentou seu lucro líquido em mais de 50, para € 311,3 milhões em 2015 e elevou seu índice de retorno sobre o patrimônio líquido para 9,2, contra 6,7 ​​no ano anterior. This was achieved, says CEO Antoacutenio Vieira Monteiro, ldquoby growing revenues by 14.9. and cutting costs by 4.2rdquo. He points to ldquothe increase in deposits by 7.3 and a 6.8 growth in loans to companiesrdquo as indicating the marketrsquos confidence in the bankrsquos solidity. The bankrsquos NPL ratio improved to 3.3, and it has the highest NPL coverage of any Portuguese bank. Highly rated in terms of customer experience and innovative services, the bank launched its new App Santander Totta, providing customers with continuous access to their accounts while simplifying frequent operations. Late in 2015, Santander Totta acquired most of Banif, and with it the leading financial institution in Madeira and the Azores. The bankrsquos CET1 ratio stood at 14.7 after the acquisition of Banif. Antoacutenio Vieira Monteiro, CEO and deputy chairman With the Spanish economy and housing market finally picking up, the countryrsquos largest retail lender turned in some sparkling figures. Profits were up 31.4, to euro814 million, on the back of higher net interest and fee income, improved margins, controlled costs and a 23.6 drop in loan loss provisionsmdashthe NPL ratio coming down to 7.9. CaixaBankrsquos leading position in the domestic market, where it has achieved 28 market penetration for individual customers, was reinforced by its acquisition of Barclaysrsquos retail and corporate banking, along with its wealth management business, early last year. Already a leader in online banking through Linea Abierta, with 4.8 million customers and 34 market share, it also ranks among the worldrsquos best mobile-banking providers with its CaixaMoacutevil platform. In developing big data as a tool for personalizing the bankrsquos offering and speeding up decision-making processes, CaixaBank has partnered with Oracle to create a powerful and secure data repository. A pioneer in the use of contactless cards, CaixaBank was the first bank in Europe to launch a Visa contactless wristband. And targeting younger customers, it has launched imaginBank, Spainrsquos first mobile-only bank connecting exclusively through mobile apps and social networks. At the year-end, the bankrsquos Tier 1 common equity ratio was little changed, at 12.7 Gonzalo Gortaacutezar, CEO Switzerland Zuumlrcher Kantonalbank With total assets of SFr154 billion (161 billion), ZKB is the largest of Switzerlandrsquos many cantonal banks, with a leading share in the domestic banking market, particularly in the Greater Zurich Area. It has some of the highest credit ratings of any bank in the world. Despite 2015rsquos challenging low-interest-rate environment, ZKB achieved a group profit of SFr722 million in 2015, an increase of 12 on the previous year. Operating income grew by 14 to more than SFr2.2 billion, much of the increase owing to higher commission and fee income following the acquisition of a smaller cantonal bank, Swisscanto, in 2014. Net interest income rose by 3 on the back of higher mortgage volumes, while fees and commissions generated 26 more income. CEO Martin Scholl said the results ldquodemonstrate the strengths of our well-diversified business model, rdquo adding that ldquoas a result of the successful integration of Swisscanto, we will have even broader income streams in the future. rdquo ZKB is one of several Swiss banks being investigated by the US Department of Justice on suspicion of assisting tax evasion. The bankrsquos CET1 ratio was 15.8, compared with 14.6 at the end of 2014. Santander is neither a challenger nor an incumbent in the UK market. Rather, it is three legacy building societies acquired by its Spanish parent and consolidated into a successful, strongly customer-focused banking franchisemdasha process underpinned by early integration within Santanderrsquos cutting-edge global IT systems. The bank has been growing its share of the UK market though such innovative products as its 1/2/3 World current accounts, where customer numbers have increased from 1.3 to 4.6 million over the past three years. At the same time, customer satisfaction has risen compared with that of its main competitors. Lending to companies increased by 10 in a subdued market, while net mortgage lending rose to nearly pound153 billion (216 billion). Net interest income rose above pound3.5 billion, and impairment losses on loans were sharply down, generating a 20 increase in pretax profit, to pound1.8 billion. But that was before making a pound450 million provision for the historic misselling of Payment Protection Insurance, which lowered profits in 2015 to pound1.34 billion. CEO Nathan Bostock points out that ldquowith a CET1 ratio of 11.6 and leverage ratio of 4, our capital strength is clearly demonstrated in the latest stress test results, with regulatory thresholds comfortably exceeded. rdquo Rebuilding Trust And Offering More Than Loans The leading banks in the Nordic region are among the most strongly capitalized and efficient in the world. Nonetheless, they have been facing strong headwinds. Denmark led the way into negative interest rates and Swedenmdashafter briefly raising rates to curb house price inflationmdashhad to follow suit. That eroded margins on lending, so the most profitable banks have been those able to capitalize on their ability to generate fee and commission income from fund management and other value-added activities, while at the same time cutting costs through ongoing digitalization and the introduction of innovative online and mobile apps. Demand for loans varies greatly between Nordic countries, with Sweden experiencing 4.5 economic growth at the year-end while Norway has suffered from low oil and gas prices and Finlandrsquos recovery has been hesitant. Rebuilding public trust is another priority, following boardroom scandals at two of Swedenrsquos leading banks and, more recently, the resignation of Icelandrsquos prime minister after the Panama Papers revealed his interest in an offshore company that was a creditor to Icelandic banks. Regional Winner In a year marked by geopolitical tensions, market volatility and ultra-low interest rates, Nordea raised group operating profit to euro4.79 billion (5.45 billion)mdashan increase of 7 over 2014, or 11 when accounted for in local currencies. Lending margins were shaved, with net interest income 7 down, but fee and commissions generated 6 more income, and both operating costs and net loan losses were significantly lower. CEO Casper von Koskull comments: ldquoNordea has over the last decade delivered the most stable results in the Nordics, and last year our ROE return on equity of 12.3 was the highest since 2008. This strength and stability come from a diversified geographical exposure across eight home markets (including the Baltics) and a very broad product portfolio. Digitalization has continued to be the main driver of change in retail banking, where we continuously develop new features and functionalities. Our wholesale banking business has secured a substantial lead-bank footprint in all the Nordic markets and number-one position overall, and our wealth management had the strongest financial result ever, as profits grew beyond euro1 billion. rdquo The grouprsquos capital base was again strengthened with its CET1 ratio rising from 15.7 to 16.5 at year-end. Casper von Koskull, CEO Danske Bank Operating in what CEO Thomas F. Borgen describes as ldquoa challenging environment, rdquo with negative short-term interest rates, Denmarkrsquos largest bank increased net profits before goodwill impairments by 36, to DKr17.7 billion (2.7 billion), despite total income of DKr44.2 billion remaining flat. The improvement in profitability came from a combination of higher customer activity, cost reductions (operating expenses were down 4) and considerably lower loan impairments (down 98). The Tier 1 capital ratio stood at 21, and the board of directors has initiated a DKr9 billion share buy-back program for 2016 in order to better reflect Danske Bankrsquos capital targets. Danske is creating a new, separate wealth management unit, as wealth management is an area of the Nordic marketplace in which CEO Borgen anticipates considerable growth over the next few years. Pohjola Bank The recently partially de-merged Pohjola Bank is part of the OP Financial Group, Finlandrsquos leading provider of home and corporate loans, which celebrated a bumper year in 2015. Pohjolarsquos earnings from banking were up 10 to euro334 million out of a group total of euro652 million, although after allowing for a change in fair-value reserves, earnings before tax fell to euro511 million. Total expenses remained at the same level in 2015 as at the end of 2012. The bank generated return on equity of 14.8 and improved from 14.3 the previous year the CET1 ratio stood at 14.1 at year-end. Jouko Poumlloumlnen, president and CEO Landsbankinn Icelandrsquos largest bank saw net profits increase last year to ISK 36.5 billion (289 million), compared to ISK29.7 billion in 2014, and ROE improved to 14.8 from 12.5. CEO Steinthoacuter Paacutelsson commented: ldquoLiquidity is strong and the bankrsquos equity is amongst the highest on record, despite large dividends being paid. rdquo Its capital adequacy ratio was 30.4 at the year-end, and the liquidity ratio stood at a healthy 113. Already holding the countryrsquos largest branch network, the bankrsquos integration of two recently acquired regional savings banks has strengthened its position outside the capital region of Reykjavik. The bank has also introduced a range of innovative mobile solutions, and recently the Icelandic Web Awards panel named Landsbankinn has having the best online service portal for the second year in a row. Steinthoacuter Paacutelsson, CEO Nordea Bank Norge Despite the slowdown in Norwayrsquos oil-based economy and a weakening currency, Nordea managed to raise its net profit in 2015 by 3 to above NKr5.1 billion (610 million). CEO Snorre Storset points out that ldquolast year our growth in assets under management was 17.5 to NKr105 billion, and we also increased our household lending by 9.rdquo Norwayrsquos second-largest bank saw operating income and profit slide by 3 and 2 respectively, but a sharp decline in loan losses produced a positive net result. Nordea Norway remains at the forefront of technological developments, and, as Storset points out, ldquowe launched a new version of Nordearsquos mobile bank with fingerprint login and tools for investors to trade directly from their smart phones. rdquo The bank is also the second-largest manager in the Norwegian bond market, with a 24 market share. Capital buffers were further strengthened, the bankrsquos core Tier 1 ratio rising 3 percentage points to 15.7 at year-end. SEB has maintained its position as the leading wholesale bank among corporate and institutional clients in Sweden and is now engaged in growing its customer base among SMEs and private clients, with a strong position in savings, where it has the second-largest share of household aggregate savings. Ultra-low and then negative interest rates eroded lending margins, resulting in a decline in both operating income and profitability, despite a sharp reduction in operating costs. Nonetheless, SEBrsquos Swedish operations provided 56 of total group operating profit last year. Overall, return on equity was 12.2, and the bankrsquos solidity is reflected in its 18.8 CET1 ratio. Annika Falkengren, president and CEO Central amp Eastern Europe Leaning Into The Headwinds In 2015, Central European banks within the EUmdashregardless of whether their countries had adopted the euro or retained their own currenciesmdashfared much better than those on further fringes of the Continent. Russian banks faced considerable headwinds due to a combination of low energy prices, a contracting economy and Western sanctionsmdashthough the latter opened up opportunities for privately owned Russian banks to step into the gap, extending their loan books and sucking in deposits from state-owned and other banks subject to sanctions. The same was true in Ukraine, where private Russian concerns have been buying assets from Western European banks keen to exit this troubled market. The all-eurozone Baltic States forged ahead, while south eastern Europe presents a more mixed picture, with Romania recovering strongly while banks in many of the smaller Balkan states are still held back by non-performing loans. But the strongest results came from leading banks in the EUrsquos eastern growth areamdashPoland, the Czech Republic and Slovakiamdashwhich has long been the strategic focus of this yearrsquos regional winner, Erste Group. Its CEO, Andreas Treichl, is concerned that ultra-low interest rates could push banks toward riskier lending, encourage financial bubbles and create lsquosocial disparityrsquo by penalizing savers. Regional Winner Erste Group Erste Group turned around its massive euro1.4 billion (1.6 billion) loss in 2014 to report a net profit of euro968.2 million in 2015. This was largely attributable to significantly lower risk costs combined with a sharp decline in impairments from over euro2 billion in 2014 to euro729 million. The grouprsquos nonperforming-loan ratio dropped to 7.1, the lowest in five years, partly as a result of the successful sale of NPL portfolios in Croatia and Romania, but also because of a broad-based improvement in asset quality as economic growth accelerated to nearly 2 in Erstersquos core Central and Eastern European markets. CEO Andreas Treichl comments that ldquothis confirmed the validity of our customer-centered business model and our strategy of positioning Erste Group as the leading retail bank in the EUrsquos eastern growth area. rdquo Certainly, by focusing more tightly on Central Europe, Vienna-based Erste has avoided the heavy losses incurred by rival CEE banking franchises in Russia, Ukraine and the Balkans. Stronger core market demand for loans translated into Erstersquos increasing its lending by 4.2, though margins were down because of low interest rates. Return on equity (ROE) was 9.3. The grouprsquos solid capital position, with a fully loaded Common Equity Tier 1 (CET1) ratio of 12, has allowed it to restore dividends. Andreas Treichl, CEO Raiffeisen Bank Albania Despite difficult market conditions last year, Raiffeisen retained its leading position in Albania, with more than 21 of all banking assets. Profits before tax were down 14 to euro28 million. The bank continues to focus on promoting the use of technology in its retail banking operations, and last year electronic transactions increased by 38, with the number of customers with access to e-channels reaching 75,000. With nearly 200 ATMs across the country, the bank offers wider coverage than any of its competitors, and the point-of-sale (POS) network was extended in 2015 to 35 cities. Raiffeisen continues to lead in the Albanian debit card market with 53,000 new debit cards issued last year. The thiird-quarter loan-to-deposit ratio stood at 44.2, and ROE at 15.5. Christian Canacaris, CEO By far the most profitable and efficient bank in Belarus, Priorbank is a subsidiary of Raiffeisen Bank International and has been growing its business across the board. Total assets increased by 26.5 during 2015, with the loan book up by 15 while deposits grew by almost a third. Gross income was up 71.5, and tight cost controls, including reducing the number of branches and head count, helped generate a post-tax profit almost 140 higher than in 2014. The bankrsquos profitability has been built on growing its market share in lending to individual customers rather than legal entities, though it continues to upgrade its offering to corporate customers and entrepreneurs by introducing cash pooling productsmdasha first in Belarus. Last year it also introduced electronic plane-tables for cash-desk services, thereby reducing document workflow by 70. In November, it rolled out its new system of real-time validation of a callerrsquos identity using voice biometric technology. The bankrsquos equity increased 11 ROE rose by more than 100 over the previous year. Sergey Kostyuchenko, CEO Bosnia and Herzegovina Raiffeisen Bank dd Bosna i Herzegovina Raiffeisen is Bosniarsquos second-largest bank but consistently outperforms in efficiency, profitability, customer service and innovation. According to CEO Karlheinz Dobnigg, ldquoAlthough 2015 was a challenging year, we posted a net profit of euro34 million and improved products and processes, which further strengthened our market position. rdquo He credits growth in the lending business and increased savings of private individuals. Lending increased to more than euro1 billion, and deposits to above euro1.5 billion. Karlheinz Dobnigg, CEO UniCredit Bulbank The countryrsquos leading bank in terms of loans, deposits and total assets, this member of the Italian UniCredit Group increased its dominant market share in corporate and investment banking and climbed to second place in retail banking. Customer deposits grew by nearly a quarter to 13.3 billion Bulgarian levs (7.7 billion)mdashthe largest volume of new deposits in Bulgaria. UCB retained its leadership in payment cards and continued development of its internet service YourFinancialAdvisor. bg with innovative functionalities like investment modules, while its Private Cloud projectmdashthe first of its kind in Bulgariamdashis furnishing capacity for virtual machines over the next three years. UCB achieved the best cost-to-income ratio among the countryrsquos leading banks, at 30.4. Gross operating profit increased by 6.2 in 2015. A return on assets (ROA) of 2 meant it outperformed the market in profitability, while ROE improved by 0.9 to 13.4. Levon Hampartzoumian, CEO and chairman Privredna banka Zagreb A member of the Intesa Sanpaolo Group, PBZ has the countryrsquos most extensive branch network and a 17.4 market share in terms of total assets. The balance sheet remained unchanged at 78.4 billion Croatian kuna (11.9 billion). Croatiarsquos banking sector had a difficult year in 2015 as a result of the forced conversion of Swiss-franc-pegged loans on top of an economic crisis. PBZrsquos net profits were down to 365 million kuna, largely due to a 1.3 billion kuna loss incurred from Swiss-franc conversion. The bankrsquos president, Boo Prka, commented that ldquowithout this imposed and heavy negative effect, our results could easily be described as exceptional. rdquo Improved control of risk paid off, with the bankrsquos nonperforming-loan ratio down from 13.9 to 11.9. Net interest income increased by 2.5, and ROE was 2.7 at year-end. PBZ has concentrated on offering its customers the latest technology, being the first bank in the country to introduce HCE for near field communication mobile payments, and over 90 of its payment transactions now take place through electronic channels. Boo Prka, president Czech Republic CSOB achieved strong growth across all its businesses in 2015, becoming the Czech Republicrsquos largest lender overall and maintaining its market leadership in mortgages, mutual funds and leasing. Total assets increased by 10 year-on-year on the back of growth in mortgages, SME/corporate loans and leasing. Overall, loans and deposits were up by 6 and 5, respectively. Net profits progressed by 3 to 14 billion Czech koruna (600 million), supported by volume growth and the strong performance of financial markets. Investment in digital services and restructuring drove up operating expenses by 5 year-on-year. Nonperforming loans decreased by 43 basis points to 3.64, and the grouprsquos Common Tier 1 capital adequacy ratio increased to 19.1 at year-end. CSOBrsquos strategy, based on the bancassurance model, is to leverage its position as the only Czech bank with an in-house insurer, through multichannel contact with customers. It continues to upgrade online navigation to meet clientsrsquo financial needs through smartbanking. John Arthur Hollows, CEO and chairman Nordea Bank Estonia ldquoIn spite of the challenging economic environment, our strategy of deepening customer relationships has worked well, rdquo says the head of Nordea Estonia, Petri Nikkilauml. ldquoAs a result we have seen income increase by 13 and operating profit by 18.rdquo Net commission income rose by nearly a third, household deposits were up by 21, and the overall loan book expanded by 2, according to the bank. Net profit was 26 higher than in 2014, and the bankrsquos customer base increased by 3. Nikkilauml says customer response to its new online meeting tools, such as its Online Advisory Branch, has been enthusiastic. Petri Nikkilauml, head of Nordea Estonia In 2014, TBC became only the second Georgian company to list on an international stock exchange, with its successful London IPO. Last year, the bank hit another milestone when it completed its merger with Bank Constanta and became Georgiarsquos largest retail bank by deposits. TBC also leads the market in internet and mobile banking as well as branch efficiency. This year, TBC is capitalizing on both these strengths as part of a plan to redesign its branch banks to better utilize technology for customer comfort and convenience. The first redesigned branch opened in December. Vakhtang Butskhrikdze, CEO Hungarian banks have faced a series of levies and fines for forex lending and alleged anti-competitive behavior, which together with restrained loan demand and lower margins in a low-interest-rate environment have impacted profitability. OTP Group posted an adjusted profit of 120.2 billion Hungarian forints (439 million) in 2015, representing a 2 increase over the previous year. In Hungary, OTPrsquos core banking operation contributed income of 123.4 billion forint. Erosion of assets under management and fee income at its fund management arm slowed during the year. The Hungarian bank retained its market leadership by total assets, deposits, housing loans and asset management, and even in the corporate segment where it is not the biggest player managed to gain market share. Saacutendor Csaacutenyi, chairman and CEO TEB Kosovo TEB, a subsidiary of BNP Paribas, had a good year in 2015, continuing to build on its leading market share, with total assets increasing by 11.2 to euro410.6 million and the loan portfolio up 8.9. Shareholdersrsquo equity grew by more than 50 to euro52.9 million owing to higher retained earnings. ROE was 48.6 up as a result of an 87.2 jump in after-tax profits to euro17.3 million. TEB continues to focus on adding functionality to its innovative multichannel banking network, and last year it held an 81 market share in the credit card market and a 27 share of ATM transactions. Ayhan Albeyoglu, managing director Nordea Bank Latvia Nordea Latviarsquos total income grew 22 last year to euro69.5 million, despite geopolitical tensions and market turmoil. ldquoWe have succeeded in delivering stable growth, rdquo says the head of Nordea Bank in Latvia, Janis Buks. Lending volumes were stable, net interest income grew slightly to euro52.4 million, and commission income jumped by 17 to euro10.8 million. Total deposits grew to more than euro1.5 billion on the back of an 8 increase in household deposits. Buks highlights ongoing improvements in customer service, including offering ldquomodern and innovative digital solutionsrdquo such as the newly launched Nordea Netbank app for iPad. Janis Buks, head of Nordea Bank Latvia Scaroniauli bankas In a year which began with Lithuania adopting the euro and ended with its accession to the Single Euro Payments Area (SEPA), Scaroniauli Bankas completed the acquisition of the Finasta banking and brokerage businesses and reported record financial results. Net profit at both group and bank level were double that achieved in 2014, thanks to a 23 higher net interest income built on 17 growth in the loan and leasing portfolio and sharply lower costs. Net fee and commission income surged by 24. ldquoThe bank accomplished its structural rearrangements and gained much experience in shaping its value-based organizational structure, rdquo says CEO Vytautas Sinius, ldquolaying a strong foundation for further sustainable and responsible performance. rdquo Following an increase in its authorized capital and other capital-strengthening measures, by year-end its capital adequacy ratio (CAR) of 14.3 provided a comfortable cushion. Vytautas Sinius, CEO Ohridska Banka A member of the Socieacuteteacute Geacuteneacuterale Group, Ohridska Banka had its most successful year ever in 2015, reflecting growth in commercial activity across all segments of the business. Net banking income improved by 22.1 to euro23.7 million, and ROE improved by 5.4 to 16.5. Higher interest income from loans, decreased expenses in the deposits operations and an increase in net fees and interest income all contributed to the improved results. Assets grew by 3.7, giving a market share of 7.8 with Ohridska retaining its fourth place in the Macedonian banking market. The volume of both loans and deposits remain on an upward trend. Branka Pavlovic, president Moldova Agroindbank Despite Moldovarsquos difficult economic situation, the countryrsquos largest bank continued to perform well, with latest figures reporting a net income of 130.6 million Moldovan leu (6.7 million), the highest in the local banking system. The bank retained its leading share in terms of assets (26.4), loans (29.1) and private deposits (30.1). During 2015, Agroindbank expanded its distribution network substantially, opening 74 new agencies across the country, and increased its investment in electronic solutions with the introduction of five self-service centers and the acceptance of contactless cards at over 1,000 POS. Serghei Cebotari, chairman ING Bank laski Last year ING Bank laski acquired nearly half a million new retail customers and some 10,000 additional corporate clients. Its loan book grew by 19, while deposits were up by 16 over the year. Total income rose by 7 to 3.78 billion Polish zlotys (970 million), and net profit improved by 8 to 1.13 billion zlotys. The nonperforming-loan ratio of 3.2 is less than half the average figure for Polish banks, and the bankrsquos total capital ratio stood at 13.7 at year-end. The bank is actively leveraging technology, with, for example, the recent introduction of Moje ING, its new, fully responsive online platform, and its counterpart for corporate clients, ING InsideBusiness. ldquoWe are working hard to bring a differentiating customer experience to both retail and corporate customers, rdquo says CEO Malgorzata Kolakowska. Malgorzata Kolakowska, CEO BRD Socieacuteteacute Geacuteneacuterale Part of Francersquos Groupe Socieacuteteacute Geacuteneacuterale and the second-largest bank in Romania in terms of assets, BRD saw net profits surge to 487 million Romanian leu (124 million) last year from 68 million leu in 2014. The bank attributed the rise to a combination of lower operating expenses (down 2.3) and ongoing improvement in risk costs (down 48.7). CEO Philippe Lhotte welcomed ldquoa positive trend on two important business linesmdashretail and large corporate clientsmdashand the shift to sequential growth of quarterly revenues. rdquo The NPL ratio fell to 17.1 from over 20 the previous year following a number of write-offs, while the volume of new loans rose by 22. Deposits continue to grow faster than the market at 13.9 year-on-year. ROE was 7.8 and the CAR stood at 17.3 at year-end. Philippe Lhotte, CEO Credit Bank of Moscow The combination of Western sanctions and low commodity prices has made life difficult for Russian banks, especially state-owned and other ldquoKremlin-friendlyrdquo banks targeted through sanctions. Privately owned Credit Bank of Moscow has fared better than most. During 2015 it grew its loan book by 115 and attracted 142 more customer deposits, especially from corporate clients whose deposits at CBM more than trebled over the year. Total assets more than doubled to 1.18 trillion rubles. Net interest income grew by 25 and fee income by 17, but CBMrsquos conservative stance on provisioning in the face of macroeconomic headwinds meant that net income, after writing down loans, came in at 3.9 billion rubles (57 million)mdasha steep decline from the previous yearrsquos 6.4 billion rubles. The bank moved to strengthen its capital buffers through an initial private offering on the Moscow Exchange with an 18.8 free float that yielded 13.2 billion rubles, followed by a 16.5 billion ruble secondary private offering in December. Further capital was raised through a 300 million subordinated deposit, resulting in a material increase in the bankrsquos capital adequacy ratios. Vladimir Chubar, chairman Banca Intesa Beograd This member of the Italian international banking group Intesa Sanpaolo has held the top spot in the Serbian banking market in terms of total assets, loans and deposits since 2007 and continues to strengthen its position. Its asset base grew by 3.1 last year, with the return improving from 1.6 to 2. Operating income was up 13.8 to 23 billion Serbian dinars (210 million). The bankrsquos retail segment performed particularly well, with personal loan volumes increasing in part because of a targeted marketing campaign aimed at a new customer segment, including pensioners, and a 14 increase in premium banking customers. The bankrsquos pretax profit surged by 36.4 to 9.7 billion dinars, while the ROE of 8.8 was almost 2 higher than the previous year. Draginja Djuri, CEO VUacuteB Group A part of the Intesa Sanpaolo international banking group, VUacuteB turned in a solid performance in 2015. Pretax profits rose significantly to more than euro170 million, on the back of increased loan volumes, strict cost controls and higher fee and commission income. These more than compensated for a slight fall in net interest income to euro413 million as a result of low base rates and tougher competition. VUacuteB held down its cost/income ratio through ongoing efficiencies and increased digitalization. Customer deposits held firm above euro8 billion, and operating profit before impairments rose by nearly 10 to euro222 million. Capital adequacy remained strong, at nearly twice the minimum requirements set by the central bank. Alexander Resch, chairman and CEO UniCredit Banka Slovenija Profitability at UniCreditrsquos Slovenian subsidiary increased dramatically last year, recording a euro11.6 million pretax profitmdashcompared with just euro600,000 in 2014. CEO Stefan Vavti noted that ldquoretail credit demand has stabilized or even strengthened while deposits are rapidly accumulating, although savers can no longer expect such high interest rates and take the security of their savings more into consideration when selecting their banking partner. rdquo UCBrsquos customer deposits grew by 33 to euro452 million over the year. Net fee and commission income was up by 1.2, but net interest income fell by 7.8 (compared to the overall banking sectorrsquos 10.6 decline). The bank strengthened its capital buffers, with its CET1 ratio rising to 20.24. Impairments were 41.2 lower than in the previous year. Consistently one of the best-capitalized and most profitable banks in Turkey, Akbank turned in another strong performance in 2015. Total assets increased by 15.4, while loans and deposits were up by 12.7 and 22.2, respectively. Akbankrsquos selective loan growth strategy focused on the profitable, lira-denominated domestic business segment, positioning the bank for an upturn in profitability in this segment. Innovations such as ldquocredit kiosksrdquo for handling loan applications swiftly improve the customer experience. Net interest and fee income were up by 7.1 and 2.1, respectively. The bankrsquos core operating income increased by 18 on a comparative basis, but new regulatory requirements for higher provisioning and fee rebates reduced the bankrsquos net income from 3.66 billion lira (1.3 billion) to a reported 3.29 billion lira. These factors also had a negative impact on reported ROE of nearly two percentage points, bringing it down to 12.1. Effective risk management helped keep the bankrsquos NPL ratio down to 2.2, well below the 3 average for the banking sector. Akbankrsquos Tier 1 capital ratio was 13.3 at year-end. Hakan Binbagil, CEO Alfa-Bank Ukraine A combination of Russian-backed secessionists in Eastern Ukraine, an economy increasingly dependent on IMF and EU support, high levels of corruption and excessive bank lending to ldquorelated entitiesrdquo does not make an inviting climate for investment. But Russian billionaire Mikhail Fridman and co-investors in Luxembourg-based ABH Holdings, the owners of Alfa-Bank Ukraine, are jumping in anyway. Last January they bought UniCreditrsquos unprofitable banking subsidiary, Ukrsotsbank, thereby more than doubling their presence in Ukraine. Even before that, Alfa-Bankrsquos owners had twice increased its charter capital, and now that Ukrainersquos central bank has agreed to a further recapitalization, CEO Rushan Hvesyuk confirms that this will also go ahead. ldquoWe reiterate keeping our development strategy in Ukraine, rdquo he said, calling it one of the most promising markets the bank serves. The bank scored highly in the Ministry of Financersquos qualitative assessment of Ukrainian banks last year, being rated top bank by users as opposed to industry members. Latin America Recession Lingering, Global Banks Head For The Exits As Latin Americarsquos recession continues to be driven by weakened commodity prices and severe GDP contractions in Brazil and Venezuela, global banks are exiting the region in an effort to cut their losses. HSBC sold its Brazilian retail unit to Bradesco last year, while Citigroup began seeking buyers for its retail operations in Brazil, Argentina and Colombia. Deutsche Bank, Barclays and Societe Generale also joined the exodus. ldquoGlobal banks exited Latin American countries during other periods of economic crisis as well, rdquo said Fitch Ratings in March. ldquoHowever, this time the exodus seems to be more definitive and not driven solely by the economic cycle. rdquo Despite Latin Americarsquos complex operating environment, BBVA remained profitable. In 2015 the bank posted an 8.7 rise in net attributable profit in South America and 8.8 in Mexico. Market share of loans and deposits in Mexico was 23.4 and 23.2, respectively, while in South America it was 10.4 for both categories. BBVA forged ahead with its goal of building the best digital bank of the 21st century, continuing a 2.5 billion technology investment plan throughout the region. Investments in social programs were increased by 27 in Mexico and 7 in South America. Financial literacy remains its core corporate-social-responsibility (CSR) focus globally. Francisco Gonzaacutelez, group executive chairman Banco Macro Banco Macrorsquos prudent business strategy has allowed it to post 56 consecutive profitable quarters in a country undergoing both a political transition and an economic downturn. The bank is the exclusive financial agent for four provincial governments. In addition, its private-sector financing grew 42 year-on-year during the last quarter of 2015. In 2016, Banco Macro is commemorating the 10th anniversary of its listing on the NYSE, with return on equity (ROE) jumping from 22.2 to 37.2 and share prices gaining 259 over the decade. The bank operates Argentinarsquos largest branch network. Jorge Horacio Brito, chairman and CEO Scotiabank Bahamas The Bahamian banking system was battered by the rollout of a value-added tax, ratings downgrades, a deteriorating economy and the onslaught of Hurricane Joaquin in 2015. Scotiabankrsquos operations remained profitable but saw significant drops in profits and assets. That was the cue for the bank to launch a major restructuring to boost efficiency, which produced 7 reductions in operating and labor costs, as well introduce a new customer service strategy. Customers have remained loyal. The bank operates 14 branches, as well as Internet banking, electronic cash management and private banking. Sean Albert, vice president and district headmdashNorthern Caribbean Scotiabank Barbados Following several years of stagnation, the Barbados economy showed signs of slow recovery in 2015, posting 0.5 growth and registering its strongest tourism sector results in nearly a decade. Scotiabank took advantage of the improved outlook to restructure its operations in pursuit of greater efficiency. The bankrsquos assets grew 16.39 in 2015, with ROE of 15.75. Despite increased competition from credit unions, Scotiabank maintained a 32.8 market share of personal loans and 41.7 of credit cards. The bank operates six retail branches and 23 ATMs on the island. David Noel, managing directormdashCaribbean East Heritage Bank Heritage Bank presents a remarkable growth story, as it transitions from being the countryrsquos smallest commercial bank to becoming an important market player. Founded in 2010 as a result of the merger of Provident Bank amp Trust and the Alliance Bank of Belize, in 2015 it acquired the local assets of CIBC First Caribbean in an unprecedented move for the Belizean banking sector. Heritage doubled its assets and customer base, while successfully tackling labor and regulatory issues. It is an important lender to public - and private-sector borrowers. Stephen Duncan, managing director Banco de Creacutedito de Bolivia Banco de Creacutedito de Bolivia remains a pioneer in the countryrsquos banking sector, becoming the first to launch mobile-wallet technology and leading the largest syndicated loan in Bolivian history, both in 2015. The bank also upgraded many of its branches and ATMs and overhauled its Internet banking platform. It operates 52 branches and 257 ATMs. In 2015 the bank posted a 20.7 growth in assets, with ROE of 12.5 and return on assets (ROA) of 1.1. Nonperforming loans were 1.6.The bankrsquos CSR efforts focus on offering training sessions for small and midsize enterprises (SMEs). Banco Bradesco Bradesco has much to celebrate during its 73rd anniversary. The bank closed 2015 with a 16.4 rise in adjusted net income and 4.6 growth in assets, with return on average equity (ROAE) of 20.5. Further growth is expected, following its acquisition of HSBCrsquos Brazilian operations. The bank services 68.2 million clients through 4,507 branches, 4,247 ATMs and 65,851 customer service centers in Brazil, as well as 14 branches abroad. Technology investments led to 92 of transactions being handled through digital channels. Bradesco signed a 375 million partnership with the World Bankrsquos International Finance Corp. (IFC) to finance SMEs. Luiz Trabuco Cappi, vice chairman and CEO Banco de Chile Banco de Chile is one of Chilersquos most respect brands, achieving a 96.8 loyalty index and a 71.3 customer satisfaction index. The bank services its 2.2 million clients through 293 Banco de Chile and Banco Edwards/Citi branches, as well as 126 within the Banco CrediChile network. Each brand focuses on a different market segment. In 2015 it ranked first in terms of net income, with 21.4 ROAE and 1.9 return on average assets (ROAA). It is a strong supporter of educational programs and the Teleton Foundation, which provides medical assistance for children. Banco de Bogotaacute As it celebrated its 145th anniversary in 2015, Banco de Bogotaacute continued to consolidate its regional leadership role. Besides its operations in Colombia, the bank has expanded into six Central American markets with the acquisition of BAC Credomatic. It services nearly 18 million customers through 1,523 branches and 3,505 ATMs. Its mobile-banking application, launched in 2014, saw a 316 rise in transactions in 2015, when the bank also relaunched its website. Consolidated assets grew by 31.3 in 2015, driven by a peso devaluation. Total deposits rose 25.7. Alejandro Figueroa Jaramillo, CEO Costa Rica Scotiabank Costa Rica Scotiabankrsquos operations in Costa Rica are poised to take on a higher profile after the bank acquired Citibankrsquos operations in Costa Rica and Panama in 2015. The move triples the bankrsquos customer base in both countries. Scotiabankrsquos network in Costa Rica grew to 45 branches and 193 ATMs, while taking second place in the credit card market. The bank aims to retain its leadership in the mortgage and auto loan segments, while increasing its personal loan and credit card business. CSR efforts include building lodging for at-risk youth. Jean-Luc Rich, senior vice president and general manager Dominican Republic Banco BHD Leoacuten Created through a bank merger in 2014, BHD Leoacuten has become one of the countryrsquos most innovative institutions. It was the first local bank to establish an environmental and social risk unit, has installed solar panels at many of its branches, supports development of women entrepreneurs and provides financial training to young Dominican baseball players preparing to join Major League Baseball teams. Fitch affirmed its B long-term global rating, citing the bankrsquos pursuit of international governance standards. It signed a 48 million partnership with the IFC TV network to provide SME financing. Luis Molina Acheacutecar, CEO Banco Pichincha Pichincha is the largest private bank in Ecuador, with 8.9 billion in assets and more than 30 market share. The bank continues to expand its footprint, adding branches in Spain, where it became the first Latin American bank to receive a European banking license. It also operates banks in Colombia and Peru, as well as an agency in Miami. In 2015, Pichincha earmarked 100 million to support low-income housing construction and received an 80 million Inter-American Development Bank (IDB) loan to support SMEs. ROA was 0.7 and ROE 7.1 in 2015. Antonio Acosta Espinosa, president El Salvador Banco Agriacutecola Despite increased competition and an economy posting only moderate growth, Banco Agriacutecola remains El Salvadorrsquos financial services leader. In 2015 the bank reported a 3.3 growth in its net loan portfolio, with a leading 28.4 market share. Deposits, which fell system-wide during the previous year, began rebounding and gave the bank a 27.8 market share. Net income was 72.2 million, with 13.8 ROE and 1.8 ROA. The bank maintains 67 branches, 561 ATMs and 215 customer service kiosks. Around 80 of customer transactions are conducted via electronic channels. Initially founded as a rural development bank in 1997 to service mainly SMEs and farmers, Banrural is now the countryrsquos second-largest financial institution. The bank, in which the government maintains a minority stake, offers personal and corporate banking services, including special products for SMEs. Its portfolio includes deposits, loans, insurance, pension funds, remittances and investments. Fitch affirmed its issuer default rating at BB, based on the bankrsquos solid credit quality, high profitability and good capitalization. In 2015, Banrural made a successful 108 million bid for Hondurasrsquos Banco Continental. Fernando Pentildea Peacuterez, CEO Banco Ficohsa Ficohsa, founded in 1994, is Hondurasrsquos largest bank, with more than 150 branches and 450 ATMs nationwide, and more than a 19 share of the sectorrsquos net assets. It operates banks in Honduras, Guatemala, Nicaragua and Panama. Ficohsa acquired Citibankrsquos operations in Honduras in 2014, and in Nicaragua in 2015. The financial group has been recognized as one of Central Americarsquos leading corporate citizens, supporting education and technology innovation among its many efforts. In 2015 the bank received a 25 million IDB credit to support foreign trade initiatives. National Commercial Bank Jamaica NCBJ is Jamaicarsquos largest financial services group and is fast becoming a Caribbean regional player. Through a series of acquisitions and expansion efforts, the bank now operates in Jamaica, Cayman Islands, Trinidad amp Tobago, Barbados and the UK. In Jamaica it operates more than 40 branches and 250 ATMs, in addition to financial kiosks and ABMs (automated banking machines). Its customer base is a mix of retail consumers, SMEs, large corporations and government agencies. Total assets grew 4.9 (through September 2015), while deposits and loans grew 12.7 and 4.9, respectively. Patrick Hylton, group managing director Banco Santander Mexico Spanish banking giant Santanderrsquos local unit overcame the impact of a sluggish Mexican economy to post a 26.4 rise in assets, 12.4 rise in deposits and 17.7 increase in loans in 2015, when net income gained 0.9. The bank retained its market leadership position in SME financing and expanded its branch network by 20, including a program to open branches in hospitals. Santander services more than 12 million clients through 1,354 branches and nearly 6,000 ATMs nationwide. It aims to reach 1.8 million digital clients within three years. Hector Grisi Checa, CEO Banco Lafise Bancentro In 2015, Lafise Bancentro posted a 13.3 rise in net income, to 40.81 million, marking the best result in its history. The bank remained one of the countryrsquos largest financial institutions, with a 25.1 market share of total assets. Its SME loan portfolio grew 10 in 2015. A 24.1 ROE made it Nicaraguarsquos most profitable bank. The Central American Bank for Economic Integration granted it a 15 million subordinated loan that is the largest credit facility for any Nicaraguan bank. CSR efforts are strongly focused on education. Carlos Bricentildeo Riacuteos, CEO Banco General Banco General, founded in 1955 as Panamarsquos first privately owned bank, remains the largest locally controlled financial institution. The bank holds a leading 26.4 market share of private-sector deposits and 18.9 of loans. It services more than 827,000 clients through the countryrsquos largest ATM network (451) and second-largest branch network (69). Banco General operates a subsidiary in Costa Rica and representative offices in Mexico, Guatemala, El Salvador, Colombia and Peru. It has held investment-grade ratings from Fitch and SampP since 1997. CSR investments in 2015 were 5.1 million. Rauacutel Alemaacuten Zubieta, CEO Banco Itauacute Paraguay The Paraguayan subsidiary of Brazilian banking giant Itauacute is the South American countryrsquos largest financial institution, offering a full range of retail and commercial banking services. The bank holds a dominant market share of the Paraguayan credit card market, as well as a 17.82 share of total deposits and 15.11 of total loans. Its revenue accounts for 34.24 of the banking systemrsquos total. Despite a growing competitive environment, Itauacute Paraguay remains solidly profitable, with 47.66 ROE and 4.49 ROA. The bank operates a network of 43 branches nationwide. BBVA Continental Loans continued to drive BBVA Continentalrsquos success in 2015. Its net loan portfolio, which grew 13.8, represented 59 of total assets, which also posted 29 annual growth. The bankrsquos NPL ratio was the lowest among its peers, at 2.17, and below the 2.54 sector average. Its network of 331 branches is the countryrsquos second largest, with a 15.4 market share. Its ATM network grew 6.3 in 2015, to 1,777 units. Millward Brown recognized the bank as Perursquos most innovative financial institution on the strength of its high-impact branding initiatives. Eduardo Torres-Llosa Villacorta, CEO Puerto Rico Banco Popular de Puerto Rico Impacted by Puerto Ricorsquos decade-long recession and threat of public-sector debt default, Popular has taken a proactive role in bringing the islandrsquos economy back from the brink. It opened an investor services hub to provide services for investors seeking government incentives and partnered with the local economic development agency to lead investment promotion missions to Latin America and Europe. It reinstated quarterly dividends in 2015 and remains the islandrsquos largest bank. Popular operates 217 branches in Puerto Rico. CSR efforts involve education, culture, economic development and sports. Richard L. Carrioacuten, chairman and CEO Trinidad amp Tobago Scotiabank Trinidad amp Tobago As an economic recession impedes the countryrsquos banking sector, Scotiabankrsquos local unit stands out among its peers, posting a 17 rise in net income in 2015, with 15.59 ROE and 2.64 ROA. Its commercial loan portfolio grew 13, while retail loans grew 10. Its NPL ratio improved to 1.75 in 2015 (from 2.15 in 2014). Scotiabankrsquos insurance division saw an 18 growth in gross premium income and sold the largest number of policies in the bankrsquos history in the country. The bank is working to further improve customer service. Anya M. Schnoor, managing director Turks amp Caicos Scotiabank Turks amp Caicos Scotiabank arrived in the islands in 1982 and has not relinquished its market leadership. In 2015 the bank had a 58 market share of mortgages and 85 of commercial loans, as well as a 62 share of deposits. The Canadian bank operates three branches and provides SMEs with a variety of training modules, including business plan writing and cash flow management. In 2015, Scotiabank became the first to offer mobile banking in Turks amp Caicos. Its CSR efforts are focused on community development, education, sports, culture and health/wellness. Sean Brathwaite, managing director Banco Santander Uruguay Following its arrival in the Uruguayan market in 1978, Santander has worked to become the countryrsquos largest privately owned bank. In 2015 it had an 18.3 market share of loans and 16.3 share of deposits. Santander Uruguayrsquos support for SMEs remains an important contributor to the countryrsquos economic development, as SMEs employ 60 of the local private-sector workforce. This includes a robust scholarship program that also offers special initiatives for SME training. The bankrsquos CSR efforts are aimed at culture, rural education, recycling, and poverty alleviation issues, among others. Juan Carlos Chomali, general manager and CEO US Virgin Islands Scotiabank USVI Since entering the market in 1963, Scotiabank has become the bank of choice in the US Virgin Islands. It offers retail and commercial banking services, including online banking and electronic cash management, and operates three branches and 17 ATMs. The bankrsquos CSR activities focus on arts and culture, education and sports. In 2015, efforts included ongoing sponsorship of Junior Achievementrsquos ldquoEconomics for Successrdquo program, continuation of a scholarship fund with the University of the Virgin Islands, computer donations to a local high school and support for the YWCA. Hubert de la Feld, head of Caribbean operations BBVA Banco Provincial Despite Venezuelarsquos economic meltdownmdashincluding a hefty GDP contraction, dwindling currency and soaring inflationmdashBBVA Banco Provincial had another banner year in 2015. Assets grew 86, while lending was up 102, to 18 market share. Commercial loans and credit cards grew by 17 and 70, respectively. The bankrsquos NPL ratio improved 10bp to 0.25. Focused on improving efficiency and meeting customer needs, it opened three new branches, for a nationwide total of 333, and maintained 2,064 ATMs. It also launched the ldquoRoad to Successrdquo comprehensive program to support SMEs. Pedro Rodriacuteguez Serrano, CEO Asia-Pacific Leveraging Technology As Growth Slows A For years, Asia served as a bright spot in the global economy as other regions struggled in the wake of the financial crisis. Chinarsquos rapid rise fueled this growth, while associations such as Asean and regional trade agreements facilitated the regionrsquos integration internally and with other parts of the world. Demand for oil, minerals, and other commodities boosted economies in central Asia, while the regionrsquos more developed markets took advantage of their experiences and expertise to invest in their neighbors and advise on their growth strategies. Asia has lost some of that luster in the past year. After decades of rapid expansion, Chinarsquos economy is transitioning to a lower, more domestically driven form of growth. Partially as a result, global demand for commodities has fallen, impacting Mongolia and its neighbors in Central Asia, as well as Australia, Indonesia, and Brunei, which derives much of its economic growth from oil production. More developed markets such as Japan and Singapore are struggling amid tepid trade conditions, intense competition, and more challenging monetary conditions. For these reasons, Asian banks are operating in drastically different environments now, as compared to years past. Tighter lending margins are squeezing profitability while tougher economic conditions are bringing down asset quality. Competition is intensifying domestically and across the region as banks increasingly try to attract competitorsrsquo customers. Toward this end, technology has become essential, not only to improve customer experiences, but to improve efficiency and effectiveness as well. Banks that struggle with these issues will likely face potential buyers, as the trend of consolidation continues. Regional Winner Bank of China Bank of China (BOC) has always been the most international of Chinarsquos big banks. As conditions at home become more challenging, the bank is taking advantage of its international background to strengthen its presence in overseas markets and expand its trade finance and MampA advising services. BOC has overseas branches in 46 countries and regions, accounting for 27 of total assets. Through this network, the bank is facilitating the investments of Chinarsquos largest companies, including China National Petroleum Corporation (CNPC) and China National Offshore Oil Corporation, as they expand west as part of the countryrsquos Belt and Road initiative. Last year, BOC extended 28.6 billion in loans and other credits to such projects and it plans to lend a total of approximately 87.0 billion. BOC is also expanding south, with the help of its Hong Kong subsidiary. Last May, BOC announced a plan to shift its assets in some Asean countries to BOCHK, effectively turning the subsidiary into a regional bank for Southeast Asia. Afghanistan Ghazanfar Bank In the seven years since it opened its doors, Kabul-based Ghazanfar Bank has established itself as one of Afghanistanrsquos most innovative and successful financial institutions. The bank has strong product lines in both conventional and Islamic banking, and offers extensive online and mobile banking service. Recently, Ghazanfar launched a pension plan program and partnered with Mastercard to offer 3D Secure internet transactions. As a result of these and other services, fee and commission-income income is rising rapidly, up 33 last year and accounting for more than a quarter of total net income. Ravinder Singh Yadav, chairman of the Board Ameriabank Ameriabank increased its assets by almost 30 last year to surpass the 1 billion mark, an industrywide milestone. The bank accomplished this despite lower economic growth nationally and deteriorating asset quality within the industry. Innovation and transparency were key elements in Ameriabankrsquos success amid these challenging conditions. The bank last year introduced new technology to greatly expand the payment and service capabilities of its internet and mobile banking, and earlier this year, the bank attracted historic investment deals with foreign financial organizations. The success in doing so bodes well for the bankrsquos management team, which has expressed interest in listing on an international capital market soon. Artak Hanesyan, chairman of the Management Board-General Director Westpac Australia The slowdown in China and resulting drop in commodity prices is dampening the high growth Australian banks have enjoyed in recent years. The country is relying more on its domestic service sector to drive growth, a healthy development but one which will likely mean slower growth for the countryrsquos banks. Westpac, Australiarsquos second most profitable bank, is responding to the challenging environment by improving its asset quality while seeking out opportunities in insurance, wealth management, and SME lending. The bank also plans to expand its digital product line and strengthen its presence across Asia. Azerbaijan Pasha Bank Dropping oil prices have dragged down Azerbaijanrsquos economic growth and the value of its currency, the manat. While the resulting capital outflows have shaken the banking industry, Pasha has benefited from its traditional focus on non-oil industries and continued to perform well. The bankrsquos net operating profit more than doubled last year, but the bank greatly increased its provisioning for bad loans, a conservative approach resulting in lower final net profit. ldquoPasha Bank still has a sound market position and strong capital buffer, which could provide protection against tough market conditions, rdquo wrote SampP in a February ratings update. Bangladesh Dhaka-based City Bank has a stated goal of becoming a ldquofinancial supermarketrdquo and has continually expanded its product lines toward that end. The bank offers an extensive branch and ATM network, a wide range of Visa, Mastercard, and American Express credit card products, an international money transfer network, and wealth management and private banking services for its high-net-worth clients. Last year the bank improved its popular CityTouch online banking platform and introduced CityQ, an online program to reduce waiting times at banks. As a result of all these efforts, City Bank saw its 2015 operating profit rise more quickly than any of Bangladeshrsquos other top ten banks. Sohail Reza Khaled Hussain, CEO and managing director Brunei Darussalam Baiduri Bank Growth in oil-rich Brunei flat-lined last year as fuel prices fell. Baiduri Bank pushed its net profit up by 7.2, however, by improving its service and expanding its product line. Among the big moves, the bank upgraded security features for its online banking and launched its ldquocafeacute bankingrdquo concept, which offers twice as much space and staff as a traditional branch bank in a more casual environment. The bank also expanded its retail network by purchasing the domestic branches of Singapore-based United Overseas Bank and launched its own securities and trading subsidiary to access foreign capital markets and prepare for the eventual launch of Bruneirsquos own stock exchange. Cambodia grew by around 7 last year and is likely to do the same in 2016, according to World Bank estimates. ABA Bank capitalized on this growth last year to more than double its net profit. To keep up that momentum, the bank is expanding online services, adding five new branches to its network of 38, and offering innovative products such as its cardless ATM withdrawal, which will facilitate remittance transactions. ABA boosted its capital base with help from the National Bank of Canada, which owns a stake in the bank, and sought out other international partnerships with China-based Union Pay and online hotel reservation company Booking, among others. Askhat Azhikhanov, CEO The Industrial Commercial Bank of China (ICBC) is the worldrsquos largest bank by customer deposits and loans and second largest by market capitalization. It leads its domestic peers across most measures, including largest retail bank, wholesale bank, electronic bank, and issuer of credit cards, among others. The bankrsquos tremendous size has not inhibited its innovation, however. In the first three quarters of 2015, the bankrsquos RampD team received 31 new patents and now boasts 388 in total. Recently, the bank utilized its strong technological capability to centralize its data processing and accelerate the speed of its transactions. Jiang Jiangqing, chairman Bank of East Asia Operating in Hong Kong for almost a century, Bank of East Asia has built on its commitment to and deep knowledge of its home market. BEA is adding technological capability to on those traditional strengths to bring more efficiency to its operations and convenience to its customers. The bank launched 20 digital branches last year and has plans to digitalize half of its HK branches by the end of 2016. The bank also saw gains in its personal banking and wealth management business, with much of the demand for such products coming from its extensive network in Mainland China. David Kwok-po Li, CEO and chairman State Bank of India Government-owned State Bank of India (SBI) is by far the countryrsquos largest commercial bank ndash in terms of assets, deposits, profit, branches, customers, and employees. Last year, the bank built on its tremendous success in traditional banking by significantly expanding its point-of-sale network (POS) and boosting its mobile banking business to claim an industry-leading market share. In March, SBI further demonstrated its industry leadership by being the first among its peers to implement a marginal cost of funds method of calculating interest rates. The move will lower interest rates for customers and bring more flexibility to respond to market conditions. Arundhati Bhattacharya, chairman Bank Rakyat Indonesia Unlike most state-owned banks in the world, Bank Rakyat Indonesia has built its success on small-scale loans and microfinancing. Such loans require more sophisticated risk management, and BRIrsquos expertise in this area has helped the bank avoid many of the credit quality issues plaguing its peers. Against a challenging backdrop, BRI posted a 5 gain in net profit in 2015 and only a slight increase in its nonperforming loan ratio from 1.69 to 2.02. The bank is continuing its focus on micro-lending with its recently introduced ldquoFloating Bankrdquo concept, which services the many residents of Indonesiarsquos islands through the use of an air-conditioned bank branch housed on a boat. Asmawi Syam, president director Sumitomo Mitsui Japanrsquos tight monetary conditions put pressure on bank margins, a situation which has only worsened since the central bank implemented negative interest rates in February. Against this backdrop, Sumitomo Mitsui Financial Group, the countryrsquos second largest bank by market value, is focusing on its overseas markets to compensate for lower growth at home. In the final quarter of calendar year, this approach yielded profit growth of 17. Building on this international growth, the bank announced in March that it would enhance its Global Business Promotion Framework by forming specialized groups to focus on business segments across its global network. Koichi Miyata, President Kazakhstan Eurasian Bank In the past year, Kazakhstanrsquos economy struggled and its currency tumbled as worldwide oil fell. Banks are suffering through rapid rises in non-performing loans, while navigating currency risks and new regulations. In response to these conditions, the shareholders of Eurasian bank demonstrated confidence in their bank by injecting KZT 6 billion into Eurobank in November, increasing capital adequacy and better preparing the bank for potential losses. In a December review, SampP writes, ldquoThe stable outlook on Eurasian Bank reflects our expectation that the bankrsquos experienced management team will be able to mitigate the pressure on the bankrsquos financial results given the depressed economic environment and constrained system-wide funding in the Kazakh banking sector in the next 12-18 months. rdquo Michael Eggleton, CEO Kyrgyzstan Demir Kyrgyz International Bank Demir Kyrgyz International Bank is building on its reputation on as an industry pioneer by continuing to expand despite the industryrsquos tough operating environment. Last year, the bank increased its corporate and SME customer base and retail customer base by 16 and 42 respectively. More impressively, the bank capitalized on its international reputation and strong payment capabilities to capture market shares of 32 in international Visa cards, 41 for international ATMs, 50 for POS transactions, and 58 of POS terminals accepting international cards. L. Sevki Sarilar, general manager ICBC Macau The economic slowdown in China has greatly impacted the island of Macau, which depends on Mainland tourists and their fondness for casinos to drive growth. The economy contracted last year and property prices fell. Banks are feeling the pain of his contraction, and asset quality will continue to suffer. ICBC Macao is well-positioned to weather the storm by building on its parent companyrsquos international experience and technological capabilities while remaining focused on servicing its domestic clients. Last year, ICBC Macaursquos after-tax profit rose around 25 while its NPL ratio remained low at 0.06. Wu Long, CEO and vice chairman Maybank is Malaysiarsquos largest bank by market capitalization and assets and boasts one of the most extensive banking networks in Southeast Asia. The bankrsquos profits grew at a compounded annual rate of 11.2 over the past five years, and the bank now has branches in all ten Asean countries, opening last year a branch in the Chinese city of Kunming and launching operations in Myanmar. Maybank has been particularly active and innovative in Islamic finance, and such products now account for more than half of its domestic loan portfolio. Abdul Farid Alias, CEO After years of rapid growth, Mongoliarsquos economy slowed significantly last year as demand in China cooled and global commodity prices fell. The banks, which had expanded lending to capitalize on the growth, are now facing problems with loan quality. XacBankrsquos strong management team, diverse lending portfolio, and commitment to risk management is putting the bank in better position than its peers to continue performing well. The bank also benefits from the participation of foreign investors, including the National Bank of Canada, which purchased a 10.5 stake in the bank in December, the first such investment by a foreign commercial bank in the Mongolian banking industry. Cooperative Bank The political and economic opening of Myanmar is generating excitement across the region and around the world, and investors across all industries are watching closely. CB Bank has capitalized on the opportunities presented by that opening to establish itself as the countryrsquos most innovative domestic bank. CB Bank was the first to offer internet and mobile banking service and accept Visa and Mastercard at its ATMs and boasts the largest national POS network. Last year, the bank introduced its own card service allowing unsecured credit lines to qualified customers, a first for the industry. In response to the launch of the domestic stock market in December, CB Bank opened a securities subsidiary, greatly expanding the scope of services it offers. Khin Muang Aye, chairman Nepal Bank Nepal ratified a constitution last year after more than a decade of turmoil and debate. The celebration didnrsquot last long, however, as trade disruptions pushed down trade and pushed up prices for basic imported supplies. Since that informal blockade faded earlier this year, economic growth is up and banks are seeing rapid rises in lending. Nepal Bank, the countryrsquos oldest financial institution, is well placed to benefit from the growth. The bank almost tripled its quarterly profit year-on-year in the quarter ending in January, while reducing its non-performing loan (NPL) ratio from 4.62 to 3.85. Devendra Pratap Shah, CEO New Zealand Westpac New Zealand New Zealandrsquos economy has grown steadily in recent years, and the countryrsquos well-run banks have benefited. Westpac New Zealand has used technology to capitalize on the favorable economic conditions through programs such as its digital housing applications, which increased by 58 in the second half of 2015, and its 24/7 banking facilities, now available at 49 of its branch banks. As economic conditions soften amid falling dairy prices and higher household debt, this move toward digital banking will complement the bankrsquos strong balance sheet to enable Westpac to continue performing well. Standard Chartered Bank of Pakistan In business since 1863, Standard Chartered Bank of Pakistan has capitalized on its depth of experience, its familiarity with international best practices, and its commitment to quality service and innovation to grow into one of Standard Charteredrsquos most successful national franchises. The bank has pioneered Islamic finance across the region and is the only bank in Pakistan offering a shariah-compliant credit card. An early investor in technology, Standard Chartered now conducts 68 of its transactions through digital channels. It opened its first digital branch bank last year. The bank has also launched a number of wealth management, trade finance, and cash management products. Mohsin Ali Nathani, CEO The Philippines BDO boasts the top market share across almost every measure ndash assets, loans, deposits, total capital, and net income ndash and leads the industry across several segments, including private banking, investment banking, remittance, and credit cards. The bank looks to maintain that lead with a number of big moves in the past year, including the July 2015 purchase of the countryrsquos largest rural bank and its acquisition of full control of a leading insurance company. BDO also opened an office in Beijing and signed agreements to cooperate with Japanese and Singaporean partners, further boosting its international profile as well as its convenience for foreign investors in the Philippines. Oversea-Chinese BankingCorporation Singaporersquos three biggest bank consistently rank among the best in the world. The past year has been rockier than most, however, as trade and growth slowed in Singapore and around the region. On March 31, Moodyrsquos downgraded the ratings outlook for Singaporersquos big banks to negative. Despite the challenges, OCBC posted record after-tax core profit of S3.90 billion (2.9 billion) last year, up 13 from 2014, with fees from its wealth management, brokerage, and fund management making particularly strong contributions. OCBC is keeping up the momentum this year by being the first bank in Singapore to introduce an integrated wealth management app as well as a banking app for the Apple Watch. South Korea KEB Hana Bank Declining interest margins, higher household debt, and stricter regulations have pushed up the pressure on South Korearsquos already highly competitive banking sector. The intense environment has driven many Korean banks to look overseas for further growth. South Korearsquos fourth largest lender, Hana Bank, strengthened its domestic and international position last year by completing its merger with the Korean Exchange Bank (KEB). The newly formed entity, KEB Hana Bank, instantly became the largest Korean bank by assets and by international network, putting KEB Hana Bank and its parent company Hana Financial in good position for continued growth. Young-joo Ham, president and CEO Commercial Bank of Ceylon Commercial Bank of Ceylon continues to grow quickly and across varying segments even as Sri Lankarsquos economy slows and margins narrow across the industry. Commercial Bank ranks first among Sri Lankarsquos private banks in terms of profit, deposits, and loans, and enjoys the highest market capitalization in the industry. The bank also leads the industry in online banking and saw its SME portfolio grow 53 in value through the first nine months of 2015. Recent technological upgrades will simplify and protect ATM and other transactions at home, while investments in the Maldives and Myanmar will facilitate the bankrsquos success abroad. Jegan Durairatnam, CEO and managing director CTBC leads the market in the number of its credit cards, ATM transactions, and mobile and internet banking customers, and the bank brought many new products to the market last year, including a finger-print identification system to replace ATM cards and a special card to facilitate credit-to-cash transactions for traditionally cash-only businesses. CTBC is building on its success to vastly expand its geographical reach as well as the range of services it offers. In recent months, the bank invested in financial companies at home in Taiwan as well as in Japan, Thailand, and Mainland China while greatly expanding its wealth management and investment banking product lines. Chao China Tung, chairman Siam Commercial Bank Hampered by a decline in exports and political volatility, Thailandrsquos economy has struggled over the past couple years. Siam Commercial Bank, Thailandrsquos largest bank by market capitalization, is taking steps to move past the slowdown, such as writing off loans last year from two of its largest corporate clients, one of several moves that dragged profit down year-on-year at the bank for the first time since 2009. As a result, the bank is well-prepared to build on its traditional strengths in its retail business, mortgage lending, and asset management as well as newly implemented digital channels to gain regain its momentum going forward. Yol Phokasub, president Uzbekistan Asia Alliance Bank Uzbekistan has a more diverse economy than many of its neighbors, and for that reason, the country has avoided some of the economic pain resulting from dropping commodity prices. The IMF predicted last fall that the Central Asian economy to grow by about 7.0 this year. Asia Alliance Bank has benefited from the favorable climate domestically while also reaching out to foreign partners and facilitating trade financing to become the countryrsquos most progressive bank. Ikram Abdukakhorov, chairman Vietnam is one of the few emerging markets generating excitement among investors. While growth hit 6.7 last year, however, the banks continue to struggle with asset quality issues. In response, the central bank has pushed for more direct involvement in banks and consolidation within the industry. As part of that push, Sacombank merged with Southern Bank last fall to form the nationrsquos fifth largest bank. As part of the deal, the central bank took some control from the previously private Sacombank. While the increased government involvement could ward off some credit risks, Sacombank may struggle it maintain the progressive approach which has contributed to its success. The bankrsquos net profit fell by 48 last year. MIDDLE EAST Region Faces Slowdown, But Banks Are Resilient The Middle East is facing a period of slower economic growth as a result of lower oil prices, but banks across the region have continued to perform well by controlling costs and adhering to conservative lending policies. While government deposits have been drawn down in many cases, this has been offset by a rise in private-sector deposits. A major credit squeeze has been avoided. Governments in the region are likely to be highly supportive of local banks, analysts say. Moodyrsquos Investors Service says the outlook is stable for the UAErsquos banking system, owing to its resilient capital and liquidity buffers, coupled with ongoing profitability. However, the ratings agency cautions that the softening economy will weaken operating conditions and result in subdued credit growth. Fitch Ratings forecasts slower economic growth for most Gulf Cooperation Council member countries in 2016. It says 16 of ratings assigned to GCC banks are on negative outlook, with the bulk of these concentrated in Saudi Arabia. As the government draws down foreign assets to finance its deficit, the statersquos ability to support banks may come under pressure. REGIONAL WINNER Arab Bankrsquos global network of more than 600 branches on five continents is the most extensive of any bank in the Arab world. Founded in 1930, Arab Bank is the oldest financial institution in the region, with deep knowledge and relationships that enable it to serve niche markets in the Middle East and North Africa (MENA) better than any other bank. As a result of its diversification, Arab Bank receives 75 of its revenue from outside of its home base of Jordan. Its global network of treasury centers provides corporations with a wide range of products, including cash management, foreign exchange and trade finance. The bank is a market maker in MENA currencies and offers hedging solutions such as swaps, options and hybrid instruments to cover currency exposures. It also offers interest-rate hedging solutions and capital markets services. With 49 billion in assets, Arab Bank has subsidiaries in Switzerland and Australia and is present in major financial centers worldwide. In 2007, it established Europe Arab Bank, a London-based subsidiary. The bank is well positioned to help international companies access Middle Eastern markets and to support the needs of local companies as they expand abroad. Ahli United Bank Ahli United Bank, a Bahrain-based regional bank with 34 billion in assets and a network of 136 branches, maintained its strong growth in 2015, with record earnings of 537 million, an increase of 11.3 from a year earlier. AUBrsquos return on average equity rose to 16. In October 2015, the bank received approval in principle to set up a Category 1 bank in the Dubai International Financial Centre, which would enable it to cover the UAE market and tap regional cross-border trade flows. In addition to Bahrain, AUB already operates in Kuwait, Egypt, Iraq, Oman and Libya, and it has a UK subsidiary. Last October it acquired the remaining 50 stake in Legal amp General Gulf, which offers conventional and shariah-compliant life insurance in Bahrain and Kuwait. Adel El-Labban, group CEO and managing director Commercial International Bank Commercial International Bank, Egyptrsquos largest private-sector bank, has 187 branches and a leading market share in loans and deposits. It is also the largest listed corporation in Egypt. The bankrsquos earnings rose 14.3 last year, boosted by an improvement in net interest margins. Consolidated return on average equity was 33.4. CIB closed the acquisition of Citirsquos Egyptian retail portfolio in the fourth quarter of 2015. Meanwhile, the bank increased its nonperforming-loan (NPL) coverage ratio to 188 in the face of deterioration in key business sectors. Hisham Ezz-Al Arab, chairman and managing director Bank Saderat Iran Tehran-based Bank Saderat Iran has the largest banking network in the country, with about 3,000 branches and an estimated 60 billion in assets. International sanctions, including banking restrictions, on Iran ended in January under a deal in which Iran would curb its nuclear program. However, a US ban on dollar trading and a freeze on US banks trading with Iran remain in place. Bank Saderat Iran has eight branches and a regional office in the United Arab Emirates that handle trade with Iran. Lebanon is another focus of the bankrsquos activities, with five branches and a regional office. Altogether, Bank Saderat has 28 international offices in 12 countries. Esmaeel Lalehgani, managing director amp vice chairman Bank of Baghdad Bank of Baghdad, a subsidiary of Kuwait-based Burgan Bank, is one of the largest private commercial banks in Iraq, with a nationwide network of 40 branches. It was the first bank in Iraq to introduce online and mobile banking services. Bank of Baghdad has 20 subsidiaries in Iraq that are involved in such industries as insurance, construction materials, food and clothing. It has been listed on the Iraq Stock Exchange since 2004 and is one of the most actively traded companies on the exchange. Faisal Al Haimus, CEO Bank Hapoalim Bank Hapoalim, Israelrsquos largest and highest-rated bank, has a network of 250 retail branches. It has increased its market share in commercial banking from 25 to more than 35 in the past six years. The bank has established Poalim Hi-Tech on Tel Avivrsquos Rothschild Boulevard, the center of Israelrsquos start-up sector, to serve the specialized financial needs of high-tech companies. Bank Hapoalimrsquos strategy is to focus on fast-growing and profitable sectors of the economy while significantly increasing operating efficiency. Zion Kenan, president and CEO Amman-based Arab Bank has managed to grow its business and avoid the risks associated with regional uprisings. During 2015, the group closed the financing of six solar power projects in Jordan, in collaboration with the International Finance Corporation. The bank also continued to support projects across the region. It was a main lender in the expansion project for Egyptrsquos Suez Canal. At the same time, Arab Bank has focused on providing financial services to small and medium-size enterprises. Corporations are served with online cash management and trade finance platforms. National Bank of Kuwait National Bank of Kuwait has long been the market leader in its home market, where it accounts for nearly half of the banking industryrsquos profits. The bank also has a strong presence in most regional markets. It remains among the highest-rated banks in the Middle East and made Global Finance rsquos list of the 50 safest banks in the world in each of the last ten years. NBK is a growing presence in many of the worldrsquos top financial centersmdashin the final stages of upgrading its representative office in Shanghai into a branch. NBK Capital is a leading investment firm in the Middle East and North Africa. Isam Jasem Al Sager, group CEO Bank Audi, the leading bank in Lebanon in terms of assets, deposits, loans and equity, is a regional financial group with a presence in 12 countries. The bankrsquos earnings rose more than 15 last year, with entities outside of Lebanon contributing to 63 of this growth. Bank Audirsquos main growth markets outside of Lebanon are Egypt and Turkey. It established Odeabank in Turkey from scratch in 2012, and it is now a top-10 bank in that country, with 11 billion in assets. A leader in private banking, Bank Audi formed a partnership with London-based Crossbridge Capital to create a specialized wealth management platform. Samir Hanna, group CEO BankMuscat BankMuscat complements its network of 139 domestic branches with a growing international network. In addition to branches in Saudi Arabia and Kuwait, the bank has representative offices in the UAE and Singapore. BankMuscat also owns 49 of BMI Bank in Bahrain, and 43 of Mangal Keshav, an Indian securities firm. It is also partners with the International Finance Corporation and Nomura in Pakistanrsquos Silkbank. BankMuscatrsquos Meethaq Islamic banking unit is the largest in Oman. BankMuscat had a 7.5 increase in earnings last year, and a capital adequacy ratio of 16.1 AbdulRazak Ali Issa, CEO Bank of Palestine Bank of Palestine, the largest Palestinian bank, has the most widespread branch network in Palestine, with 57 branches serving 750,000 customers. The bankrsquos profits rose 7.3 last year, and its assets increased 15 to 2.8 billion. Loans rose 21 from a year earlier, and the NPL ratio dipped to 1.7 from 2.2. Bank of Palestine opened a representative office at the Dubai International Financial Centre in 2015, and will soon open another such office in Chile, which is home to 500,000 people of Palestinian origin. Hashim Shawa, chairman and general manager Qatar National Bank Qatar National Bank, the biggest bank in Qatar, was ranked by Global Finance as one of the 50 safest banks in the world in 2015. It is 50 owned by the Qatar Investment Authority, the countryrsquos sovereign wealth fund, and it has an extensive presence in the Middle East and Africa. It holds a 20 stake in Ecobank, a leading pan-African bank. Last December, QNB agreed to acquire Turkeyrsquos Finansbank from National Bank of Greece. Earlier in 2015, QNB opened a representative office in Ho Chi Minh City, Vietnam, and will soon open a branch in Saudi Arabia. QNBrsquos earnings rose 8 last year to 3.1 billion, and its assets increased 11 to 148 billion. Ali Ahmed Al-Kuwari, group CEO Saudi Arabia Samba Financial Group Samba Financial Group was the first bank in Saudi Arabia to introduce private banking, ATMs, charge cards, derivatives, online trading and many other financial products and services. Its Samba Capital subsidiary has one of the largest teams of investment bankers in the country. It is the leading equity capital market franchise, and the leading financial adviser on mergers and acquisitions. Samba Capital is also an active arranger, lead manager and placement agent for sukuk, or Islamic bonds. It is one of the largest asset managers in the kingdom. Altogether, Sambarsquos earnings rose 4.1 last year against a weakening economic backdrop. Assets grew by 8.2. Eisa Al-Eisa, chairman United Arab Emirates Abu Dhabi Commercial Bank Abu Dhabi Commercial Bankrsquos earnings rose 17 to a record 1.35 billion in 2015. The bank avoided the negative effects of declining oil prices and tightening credit conditions by reducing its exposure to corporate revolving credit and ending certain stressed lending relationships. The bankrsquos sharp focus on serving the UAE, where the economy remains strong and diversified, was also a factor. ADCB is 58 owned by the government of Abu Dhabi through the Abu Dhabi Investment Council. The bankrsquos return on average equity for 2015 was an industry-leading 20.3. Alarsquoa Eraiqat, group CEO Arab Bank Yemen Arab Bank Yemen, part of Jordan-based Arab Bank Group, has been operating in Yemen, on the southern Arabian Peninsula, for more than four decades. The bank has focused on international trade and infrastructure development. Based in Sanarsquoa, it has a network of 10 branches and serves retail, business and corporate customers. It also offers private banking services for wealthy individuals. Attacks by rebels on Yemenrsquos liquid natural gas supplies have worsened an already severe economic crisis. Omar Al-Sous, area manager Long-Term Prospects Still Attractive Africa is a patchwork of countries at various stages of development. Its once-bright economic outlook dimmed last year, as oil and commodity prices tumbled and the economy of China, its main trading partner and investor, also disappointed. To top it off, Barclays announced plans to sell its 100-year-old African business. The British bank made it clear that it had not lost faith in Africarsquos potential, but that new regulations make it more expensive from a capital point of view to hold stakes in other banks. The International Monetary Fund forecasts 3.75 economic growth for sub-Saharan Africa this year, the lowest rate of growth since 2009. There are signs, however, that energy and commodity prices may have found a bottom. A growing middle class is creating expanding consumer markets and opportunities for bankers. Sub-Saharan Africa already leads the world in mobile money accounts, according to the World Bank. The future could be rewarding for those willing to invest for the long term. REGIONAL WINNER Standard Bank Africarsquos largest bank by assets, Standard also does business under the Stanbic name. Based in South Africa, it is the leading liquidity provider for African currencies, operating in 20 countries across the continent, and another dozen around the worldmdashwith a total of 1,221 branches and 8,815 ATMs. Normalized earnings for 2015 rose 34 to 1.37 billion assets increased 4 last year to 128 billion. While others are cutting back, Standard remains focused on its growth in Africa, introducing innovative products such as contactless cards and mobile payment solutions. Standard partnered with Chinarsquos leading mobile-payment provider, WeChat Wallet, which will use the bankrsquos pan-African infrastructure to serve the continent. The bank also offers insurance and new risk products. Last year the bank disposed of a controlling interest in its British unit to Industrial and Commercial Bank of China, which also holds a 20 stake in the South African bank. Standard Bank expects to generate significant benefits from its strategic partnership with ICBC, and proceeds from the UK transaction will be used to strengthen its operations on the African continent. Ben Kruger and Sim Tshabalala, group CEOs (joint) Socieacuteteacute Geacuteneacuterale Algeacuterie French bank Socieacuteteacute Geacuteneacuterale was one of the first privately owned international banks to establish a subsidiary in Algeria, where state-owned institutions account for the majority of the banking business. Socieacuteteacute Geacuteneacuterale Algeacuterie has 85 branches in the countryrsquos main economic zones, including 10 business centers for corporate clients. The bankrsquos credit outstanding to corporations increased by 35 last year. Its highly integrated organization enables the bank to maximize the use of its talent in specialized areas to support corporate and financial institution clients with efficient, customized services. Standard Bank Angola Standard Bank Angola serves local and international clients through its network of 28 branches in Angola. As part of South Africarsquos Standard Bank Group, it provides a range of cross-border solutions supported by its global platforms and network of experts. The Angolan bank is also a full-service investment bank. Although petroleum exports account for 95 of Angolarsquos international trade, Standard Bank conducts less than half its business with the oil industry. Ecobank Benin Ecobank Benin has continued to improve its performance, despite the countryrsquos economic slowdown and relatively weak competitiveness. The bankrsquos deposit base has been growing, and it makes sure that it has enough deposits to back every loan. Increased regulation has had an adverse effect on the bankrsquos interest margins and commissions. Therefore, Ecobank Benin decided to focus on the value chain of local corporates, and the strategy seems to be paying off. Roger Dah-Achinanon, CEO Stanbic Bank Botswana Stanbic Bank Botswana is a subsidiary of South Africa-based Standard Bank. It is one of the largest suppliers of foreign exchange to the marketmdashand one of the countryrsquos fastest-growing banks. Stanbic Botswana facilitates cross-border transactions and offers advice on exchange controls. It has one of the largest investment banking teams in Botswana, which enables it to offer additional foreign exchange trading and currency-risk management services. Leina Gabaraane, CEO Burkina Faso Ecobank Burkina Faso Ecobank Burkina Faso has earned a high return on equity over the past few years in this French-speaking country. The bank focuses on providing small loans to cotton growers, as well as offering mobile banking services through Airtel Mobile. Established in 1996, the bank has a network of 77 branches and more than 250,000 customers. Burkina Faso is the largest producer of cotton in sub-Saharan Africa. Cheick Travaly, managing director Ecobank Cameroon Ecobank Cameroon has shown strong gains in earnings in recent years by focusing on delivering improved customer service through alternative banking channels, as well as new branches. The bank opened two new branches last year, bringing the total to 35. It also installed 12 new ATMs and introduced a mobile wallet through a partnership with Orange Cameroon. Another goal is to rapidly increase the number of small and medium-size enterprises it serves. Moustapha Fall, managing director Cote drsquoIvoire Socieacuteteacute Geacuteneacuterale de Banques en Cocircte drsquoIvoire Socieacuteteacute Geacuteneacuterale operates in 17 African countries. Its subsidiary in Cocircte drsquoIvoire is the largest bank in the country, with 67 branches. The bank provides financing for large, state-owned companies as well as small and midsize enterprises. It has a market share of 25 in loans and deposits for individual clients. The bank offers a broad range of products to all customer segments. Hubert de Saint Jean, CEO Trust Merchant Bank Trust Merchant Bank is the first and only commercial bank to offer full-service mobile banking in the Congo. Its network of 85 branches is nearly twice that of its nearest competitor. The bank has a 20 market share of active bank accounts in the nation. It provides salary and invoice payment services to remote areas, with staff traveling even to the remotest parts of the country to provide service. Oliver Meisenberg, CEO Red Sea Trade and Industry Bank, or BCIMR, according to its French initials, has a majority share of the banking system in Djibouti. The subsidiary of Bred Banque Populaire, or BPCE Group, could soon be getting some competition from Chinese banks, which recently won the right to operate in the country. China also is expected to site a naval base in the strategically located country and is building a 4 billion railway linking Djibouti with Ethiopia. Jean-Pierre Gianotti, CEO Commercial Bank of Ethiopia Commercial Bank of Ethiopia, the countryrsquos largest bank, has more than 1,000 branches and a majority of the countryrsquos bank deposits. The government-owned bank has hired China State Construction Engineering to build its new, 46-story headquarters, which will be East Africarsquos tallest building. Government spending is the key driver of Ethiopiarsquos economy, which grew by 8.7 last year. Bekalu Zeleke, president Standard Chartered Bank Gambia Standard Chartered has been operating in Gambia since 1894. The bank has five branches and 10 ATMs. Gambia, an impoverished state hugging the banks of the Gambia River, declared itself an Islamic republic last December, hoping to attract investments from the Middle East. Remittances from Gambians living abroad have surpassed peanuts and tourism as the countryrsquos main source of foreign exchange. Standard Chartered derives about 70 of its local earnings from foreign exchange. Accra-based GCB Bank is one of the largest banks in Ghana, with 160 branches spread across the country. Formerly known as Ghana Commercial Bank, GCB is well capitalized and has invested heavily in technology. Growth in Ghanarsquos commodity-dependent economy slowed from 8 in 2012 to 3.5 last year. The country is struggling with debt, inflation and a depreciating currency. Simon Dornoo, managing director Socieacuteteacute Geacuteneacuterale de Banques en Guineacutee Socieacuteteacute Geacuteneacuterale is one of Guinearsquos leading banks, with a 20 market share. Based in the capital, Conakry, it has 19 branches covering the countryrsquos four regions. The bank serves mining companies and large international companies. It offers cash management and treasury services. Mineral-rich Guinea has the worldrsquos largest reserves of bauxite. Economic growth has slowed sharply in recent yearsmdashafter hitting 2.3 GDP in 2013 it slowed to 0.6 in 2014mdashin part because of the Ebola virus outbreak. Marc Leguevaques, CEO Equity Bank After restructuring in 2014, Equity Bankrsquos parent group posted a 12 growth in earnings for 2015, as well as a 24 increase in its balance sheet, driven by a 23 increase in customer deposits. This supported a 26 increase in the net loan book, including a 72 increase in loans to small and medium-size enterprises. The group, which has nearly 10 million customers in six East African countries, says it is committed to a long-term strategy of regional expansion to take advantage of economic integration and growing intra-Africa trade. James Mwangi, CEO and managing director Madagascar Bank of AfricandashMadagascar Bank of Africa Group is majority-owned by BMCE Bank, the second-largest private bank in Morocco, and has operations in 18 sub-Saharan countries. Bank of AfricandashMadagascar has 65 branches in the country and accounts for about a third of Madagascarrsquos lending. The IMF expects growth to pick up to more than 4 this year, owing to a recovery in tourism, which was affected by Air Madagascarrsquos operational problems in 2015. Reneacute Formey de Saint Louvent, managing director Bank of AfricandashMali Bank of Africa maintains its group headquarters in Bamako, Malirsquos capital, where it was founded in 1982, and has 52 branches across the country, plus a business center. GDP growth slowed to 4.9 last year from 7.2 in 2014. but Malirsquos Economy and Finance Ministry expects 6 growth in real GDP this year, due to an anticipated increase in cotton and gold exports. Bouchaib Fachar, director general Standard Bank Mauritius This subsidiary of Standard Bank Group has been serving Mauritius since 2001. The bankrsquos focus is on corporate and investment banking and wealth management. An offshore financial center, Mauritiusrsquos upper-middle-income economy continues to grow at a moderate pace. The IMF said recently, however, that the nation faces spillover risks from links between large offshore activities and the banking system. Lakshman Bheenick, CEO Attijariwafa Bank Casablanca-based Attijariwafa Bank, the leading bank in Morocco, operates an extensive network of 3,300 branches across 14 African countries and another 10 countries in Europe and the Middle East. It is planning to bid for Barclaysrsquos Egyptian operations. Attijariwafa Bank is 48 owned by the Moroccan royal family holding company, SNI. Mohamed El Kettani, CEO and chairman Mozambique Millennium bim Millennium bim is one of Mozambiquersquos largest banks, with a nationwide network of 169 branches, including 43 in rural areas. The Millennium (Z) mobile-banking service is expanding rapidly in rural areas of Mozambique. The service handled seven million transactions a month last year, up from 4.3 million monthly in 2014. The bank added more than 1,000 new point-of-sale systems in 2015. Manuel Marecos Duarte, CEO Standard Bank Namibia Standard Bank Namibia has been operating for more than 100 years. Its 51 branches and agencies comprise a wide-ranging network. Namibiarsquos economy is closely linked to that of neighboring South Africa. The two countries share electricity supply constraints, low prices for mineral exports, and drought-affected agricultural production. The Bank of Namibia expects real GDP growth of 4.3 this year and 5.9 in 2017. Junius Mungunda, CEO FirstBank of Nigeria FirstBank, the countryrsquos largest bank by assets, has more than 750 branches and agencies. It has operated in the country since 1894. The bank said it likely would report a decline in earnings for 2015 on the recognition of impairment charges following a review of the loan portfolio. Nigeriarsquos economy has been hit hard by the oil price slump, foreign exchange restrictions that led to capital flight, and the ongoing conflict with Islamist militant group Boko Haram. The country is striving to cope with power shortages, import restrictions and a scarcity of dollars. Adesola Kazeem Adeduntan, managing director and CEO Bank of Kigali Rwandarsquos largest commercial bank by assets, Bank of Kigali has 75 branches in all parts of the country. Its earnings rose 12 in 2015, thanks mainly to growth in net interest income. The bank was the second company to list on the Rwanda Stock Exchange, with an initial public offering for a 45 stake in 2011. The government holds a 29.5 stake, and the Social Security Board holds 25.1. Socieacuteteacute Geacuteneacuterale de Banques au Seacuteneacutegal Dakar-based SGBS has been operating in Senegal since 1962, and now has a network of 43 branches. It offers a broad range of products and services and is deeply involved in the countryrsquos development. SGBS is one of the leading banks in Senegal for international trade finance and foreign exchange hedging solutions. Yann de Nanteuil, CEO Sierra Leone Zenith Bank Zenith Bank in Sierra Leone is a subsidiary of Lagos-based Zenith Bank, one of Nigeriarsquos largest banks, with subsidiaries in Ghana and Gambia as well. Zenith Bank is one of five Nigerian banks with operations in Sierra Leone. The country is attempting to restore economic growth, which was brought to a near standstill by the Ebola crisis. South Africa FirstRand Bank FirstRand Bank, one of the largest financial institutions in South Africa, managed a 9 rise in normalized earnings in the final six months of 2015, as growth in the economy slowed to a crawl. The bank plans to close some of its 716 branches and cut jobs at its retail-banking unit as more customers switch to digital banking and the economy continues to struggle. The unemployment rate is around 25 and GDP growth is forecast to slow to less than 1 this year, as the result of falling commodity prices and a severe drought. Sizwe Errol Nxasana, group CEO Ecobank Togo Ecobank Togo, based in Lomeacute, has 23 branches and a market share of approximately 25. Togo hosts the headquarters of Ecobank Transnational, the parent company of the pan-African banking group, which operates in 30 African countries. In March the European Investment Bank joined the IFCrsquos risk-sharing facility with Ecobank, which is designed to increase lending to smaller businesses. Didier Alexandre Correa, managing director Banque Internationale Arabe de Tunisie BIAT, the largest private-sector bank in Tunisia, opened nine branches last year, bringing the total to 194. The bank also has an office in Libya. In addition to retail and commercial banking, BIAT offers capital markets services, insurance, brokerage and mutual funds. The bank has increased provisions to cover nonperforming loans. Stanbic Bank Uganda Stanbic Bank Uganda is the countryrsquos largest bank by assets and market capitalization. Its network of 95 branches offer a wide range of services to individuals and businesses, including corporate and investment banking and custody services. Ugandarsquos economy grew by 6.5 last year but is expected to slow in 2016 because of low commodity prices and high interest rates. Yoweri Museveni won the presidential election in February, extending his 30-year rule. Patrick Mweheire, CEO Standard Chartered Bank Zambia Standard Chartered, one of the largest and most profitable banks in Zambia, has been operating in the country for 110 years. It now has 25 branches and a market share of about 20. The bank continues to invest in new systems and digital platforms. Its mobile banking service is available on all three telecom networks in Zambia: Airtel, MTN and Zamtel. CBZ Bank, the largest bank in Zimbabwe, is part of CBZ Holdings, which is listed on the Zimbabwe Stock Exchange. The companyrsquos nonbanking subsidiaries offer insurance and asset management products and services. CBZ Bank has an extensive branch network and a market share of 30 of deposits. It launched a new business-banking center in 2015. Peter Zimunya, managing director US REGIONAL BANKS Spreading Their Wings The savviest midsize regional banks in the US are expanding from coast to coast and breaking into new industries. As the cost of compliance rises, midsize regional banks across the US are scrambling to grow economies of scale. The faster they grow, the easier it will be to pay their compliance teams while satisfying the Federal Reserve Boardrsquos requirements to raise more capital. ldquoWith the economy growing at 2.5 to 3, every banker has growth goals in the double digits, rdquo Kevin Lavender, managing director for large corporate and specialized lending at Fifth Third Bank in Cincinnati, Ohio. ldquoIf we donrsquot find it in our own market, wersquoll have to find it elsewhere. rdquo Thatrsquos why forward-thinking midsize regional banks are going super-regional by opening new offices in major cities from coast to coast, as Fifth Third and SunTrust of Atlanta, Georgia, have done over the past couple of years. Midsize banks that have grown by acquiring networks of community banks across state lines are consolidating them under a single charter, reducing head count, and otherwise bringing costs down. Others are finding all the growth they can handle at home, like Eastern Bank, which has a strong client base in Bostonrsquos fast-growing commercial real estate industry. New England Eastern Bank Serving a healthy client base in Bostonrsquos fast-growing commercial real estate industry, Eastern Bank was ranked by a JD Power survey as the best bank in New England. In 2015, Easternrsquos net income rose 14, to 62.6 million. The year ended with record levels of assets (9.6 billion), deposits (8.1 billion), and loans (7.1 billion)mdashand the strongest credit quality in the bankrsquos 198-year history. Richard Holbrook, CEO and chairman Based in Pittsburgh, Pennsylvania, PNC serves a super-regional client base spread out across banking entities in 19 states and the District of Columbia. PNC holds more than 30 regional presidents responsible for delivering treasury management, real estate finance and other corporate banking products to Main Street. In 2015, loans increased by 1, deposits rose by 7, and fee income was up 3. William S. Demchak, chairman, president and CEO Great Lakes Fifth Third Bancorp Over the past year, Cincinnati, Ohio-based Fifth Third Bancorp has sought double-digit growth rates by opening new offices in New York, Boston, Philadelphia, Washington, Dallas, Houston, and Los Angeles, says Kevin Lavender, managing director for large corporate and specialized lending at Fifth Third. While fulfilling its super-regional ambitions drove up expenses and net income was nearly flat in 2015, the bank still grew assets by 1.7, to 140.1 billion. Greg D. Carmichael, CEO Commerce Bancshares Kansas City, Missouri-based Commerce Bancshares thinks of itself as a ldquosuper community bankrdquo with branches in five states, says Kevin Barth, the bankrsquos executive vice president for commercial lines of business. The bank spreads its risk by specializing in loans of under 25 million to a wide range of local industries, from food processing to healthcare. Assets rose 1.7, to 20.7 billion in 2015, the 47th year the bank raised regular cash dividends. David W. Kemper, chairman and CEO Based in Atlanta, SunTrust is expanding its investment banking and commercial banking arms nationwide. It is opening new branches across the country to serve its Southeast customers, who are spreading their wings in a wide range of industries, from financial technology to logistics to commercial real estate, says Mark Chancy, the bankrsquos wholesale banking executive. Assets were flat in 2015, at 190.8 billion. But net income rose 9.6 on growth in loans and deposits. William H. Rogers Jr, chairman and CEO Known for its expertise in the energy industry, Dallas, Texas-based Comerica maintains a branch network across California and Texas. Total assets increased 3.9 in 2015, to 71.9 billion. Average loans increased by more than 4, to 48.6 billion, mainly to companies to companies in commercial real estate, technology and life sciences, and mortgage banks. Small business loans grew by more than 100 million. Ralph W. Babb Jr, chairman and CEO Rocky Mountain Zions Bancorporation Based in Salt Lake City, Utah, Zions Bancorp spent much of 2015 consolidating charters among the networks of community banks it has acquired to form a super-regional bank in Arizona, California, Colorado, Idaho, Nevada, New Mexico, Oregon, Texas, Utah, Washington and Wyoming, says James Abbott, director of investor relations at Zions. Total assets grew 4 last year, to 60 billion. But net income fell 22, mainly owing to the sale of 574 million in collateralized debt obligations. Harris H. Simmons, CEO First Republic Bank San Francisco-based First Republic boosted its assets by a formidable 21 in 2015, to 59 billion, partly thanks to a 6.7 increase in loans to commercial businesses. Specializing in bridge loans for private equity and venture capital in Silicon Valley, the bank has a legacy strength in private wealth management. First Republic has been run by management since a management buyout from Bank of America in 2010. James H. Herbert II, chairman and CEO Advertisement