2. Disclaimer
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3. Finance Business of Hyundai Motor GroupFinance Business of Hyundai Motor GroupFinance Business of Hyundai Motor GroupFinance Business of Hyundai Motor Group
Main Business Structure of HMG Finance Companies in HMG
Car MakerCar Maker Auto PartsAuto Parts Business Shareholders
FinanceFinance
Hyundai
Card
Credit Card
HMG 54%
GECC 43%
Hyundai
Capital
Auto Finance
(Passenger
Vehicles)
HMC 56.5%
GECC 43.3%
Hyundai Auto Finance
(Commercial HMG 50%
3
SteelSteelConstructionConstruction
Commercial
(Commercial
Vehicles)
HMG 50%
Hyundai
Life
Life
Insurance
HMG 98%
4. Solid Marketing Base Superior Management DNA
Shareholding Structure and Strengths of HCCShareholding Structure and Strengths of HCCShareholding Structure and Strengths of HCCShareholding Structure and Strengths of HCC
43.0%54.0%
• Solid growth base of M Point program aligned with HMG
9 years Joint Venture between HMC and GE Capital
4
• Solid growth base of M Point program aligned with HMG
• Stable performance based on the successful Joint venture structure
• Incomparable leadership in super premium market + Icon of culture marketing and design
• Inheritor of GE’s business management know-how
• Unparalleled corporate culture embodied in the organization
• Business synergy among 4 Hyundai Finance Companies (Card, Capital, Commercial, Life)
5. Characteristics of Korean Credit Card IndustryCharacteristics of Korean Credit Card IndustryCharacteristics of Korean Credit Card IndustryCharacteristics of Korean Credit Card Industry
High Usage of Credit Card (unit: KRW Tn)
Private Consumption Credit Card Usage Ratio*
Strong Credit Infrastructure
• Finance transactions centrally collected
(Banks, Credit card, Non-bank FIs, Insurance)
• Extensive information for sequential analysis
(default and good credit)
595
637
679 708 729
63.3% 64.8% 65.2%
67.6% 67.2%
Rigorous Regulation
• Exclusive organizations within FSS:
capital market supervisory and investigation
• Monthly management of capital adequacy,
(default and good credit)
• i.e. customer profile(job, income, etc),
Accounts(loans, credit transaction and limits,
etc), history (payment, card usage), delinquency
(amount, payment schedule, etc)
5
'09 '10 '11 '12 '13
* Purchase payments only (excludes corporate accounts)
Source: Credit Finance Association
• Monthly management of capital adequacy,
leverage, loan ratio, marketing expense, new
product and etc.
• Frequent supervision on information security
and customer satisfaction/protection
• Regular (every 3 year) and irregular (when
necessary) business assessment
7. HCC position in MarketHCC position in MarketHCC position in MarketHCC position in Market
Byword of Super Premium Card Icon of Culture Marketing
Design Company
7
8. Macro EconomyMacro EconomyMacro EconomyMacro Economy
GDP Growth Rate & Unemployment Rate
2010 2011 2012 2013 1Q14 2014(e)
GDP Growth Rate 6.1% 3.6% 2.0% 2.8% 3.9% 4.0%
Source: Bank of Korea
* Seasonal adjustment rate
Unemployment (yr.) 3.7% 3.4% 3.2% 3.1% 3.5%* 3.2%
Macro & Private Consumption: Direct Macro & Delinquency: Inverse
8%
GDP growth rate
Private consumption growth rate
4%8%
GDP growth rate (left)
Delinquncy ratio of Non-bank Finance (right)
8
0%
4%
'06 '07 '08 '09 '10 '11 '12 '13
2%
3%
0%
4%
'07 '08 '09 '10 '11 '12 '13
10. Chapter 2: New Start for Next 10 yearsChapter 2: New Start for Next 10 yearsChapter 2: New Start for Next 10 yearsChapter 2: New Start for Next 10 years
Two Track Brand Portfolio and Simplified Customer Benefits
Simplified Product Structure
Reasonable Compensation Scheme
• Focus more on core benefits
• Eliminate or reduce undifferentiated and
immaterial benefits
• Premium vs. Point vs. Cash back
• 22 products → 7 products
10
Differentiated Reward Level
• Higher accumulation rate for loyal customers
(M card: over 1Mn KRW/month → x 1.5)
• No points if monthly spending under 0.5M KRW
11. Revenue and ProfitRevenue and ProfitRevenue and ProfitRevenue and Profit
2012 2013 1Q 13 1Q 14 YoY
Operating Revenues 2,526 2,527 643 642 -
(unit: KRW Bn)
• Increase in operating revenues
– Interest income increased from higher
(excl. FX effect) 2,469 2,515 609 635 4.2%
Operating Expenses 2,288 2,308 581 535 -7.9%
(excl. FX effect) 2,232 2,295 547 527 -3.7%
Interest expenses 343 313 79 76 -4.0%
Bad Debt expenses 203 248 55 60 9.5%
– Interest income increased from higher
finance service volume in 2013
• Decrease in operating expenses
– Decreased expense from 1 month
industry wide freeze in TM and sales of
P.loan after customer information
leakage by 3 credit card companies
– Decreased credit card point expense
since late 2013 (Chapter 2)
– Declined interest expenses from lower
11
Operating Income 237 220 62 108 73.7%
Net Income 194 163 47 82 76.6%
ROA 2.0% 1.7% 2.0% 3.4% 1.4%
ROE 9.2% 7.1% 8.5% 13.6% 5.1%
– Declined interest expenses from lower
funding rate offset by increase in bad
debt expenses
• Increase cost efficiency from increased
active member ratio*
* Ratio of members who used more than once within a month
12. Well Maintained Reserve (unit: KRW Bn)
Stable Asset Quality and ReserveStable Asset Quality and ReserveStable Asset Quality and ReserveStable Asset Quality and Reserve
30+ Delinquency Ratio Maintained Low
Allowance for bad debt Reserve Regulatory Coverage
378
544
594 589
128%
199%
157%
144% 143%
0.4%
0.6% 0.7% 0.8% 0.9%
12
174 181 205 206
204
363
389 384
189
378
'10 '11 '12 '13 1Q14'10 '11 '12 '13 1Q14
13. Characteristics of HCC Risk Management
• Major decision regarding Risk • Systematic response to Business Cycle
Multi-layered Risk Management Framework
Governance
Strategy
Infrastructure
Major decision regarding Risk
• Controlling Risk limits
• System
• Analytic models
Systematic response to Business Cycle
• Profit & Risk Optimization
• Support new business growth
• Monitor major Risk Indexes
• Risk Model & Score Validation
i.e.
– Risk Control Committee
– New Product Introduce
– Credit Review Point
i.e.
– Debt To Income Ratio
– Champion-Challenger Test
– Collection Channel Optimization
13
Monitoring
Infrastructure• Analytic models
• Information
• Risk Model & Score Validation
• Operation Risk Minimize
i.e.
– Maturity Expected Loss
– Economic Capital
– Anti-Fraud System
– Collection scoring system
i.e.
– Portfolio Quality Review
– Risk Appetite Monitoring
– Stress Test
– Contingency Plan
14. Diversified, Stable Funding PortfolioDiversified, Stable Funding PortfolioDiversified, Stable Funding PortfolioDiversified, Stable Funding Portfolio
Funding Portfolio by Product
Loans
Funding Portfolio by Maturity (Unit: KRW Bn)
Domestic
Bond
89.6%
3.0% ABS
7.4%
597
760
1,963
1,520
1,168 1,111
14
• Total balance : KRW 7.1Tn
• Product mix guidelines : ABS 20%, CP 10%
• ALM ratio :155%
2Q14 2H14 '15 '16 '17 '18~
8.4% 10.7% 27.6% 21.4% 16.4% 15.6%
Ratio to total balance
15. Sound Capital Structure StrengthenedSound Capital Structure StrengthenedSound Capital Structure StrengthenedSound Capital Structure Strengthened
Improved Capital Profile (Unit: KRW Bn) Capital Adequacy Ratio / Leverage
20.5%
1,769
2,008
2,197
2,367
2,447
18.7%
19.6%
18.7%
19.4%
20.5%
Regulation: Over 8%
Regulation: Under 6X (Since 2012)
15
'10 '11 '12 '13 1Q 14
6.0 x
5.4 x 5.1 x 5.0 x 4.8 x
'10 '11 '12 '13 1Q 14
* Separate Financial sheet
16. Liquidity Profile (unit: KRW Bn)
Strong Liquidity Position and Contingency PlansStrong Liquidity Position and Contingency PlansStrong Liquidity Position and Contingency PlansStrong Liquidity Position and Contingency Plans
Credit LineCash Short-term Debt Coverage Ratio*
Contingency Framework
Crisis
Detection
• Daily monitoring of key market
indicators (Early Warning System)
Stress Test
Liquidity
Management
Decision
Body
Normal
• FC (Funding Committee)
• ALCO (Asset Liability Committee)
• EFC (Executive Finance Committee)
• Short term 1M841 824
866 770
1,148
1,584 1,514 1,646 1,580
36.7%
79.0%
65.5%
87.5% 88.1%
16
* Short-term Debt Coverage Ratio
= (Cash + Unused committed credit line)/ Short-term debt balance
Volatile
Actions • Contingency funding
• Asset slow down (Sales)
• Crisis communication
• Contingency monitoring
• Long term 12M
650 743 690 780 810
498
841 824
770
'10 '11 '12 '13 1Q14
17. InvestmentInvestmentInvestmentInvestment HighlightsHighlightsHighlightsHighlights
– Strategic Subsidiary within HMG that endowed business base from Co-Marketing
– Strong presence in premium card segment and unrivaled in culture marketing
• Value Proposition of HCC
– Steady and solid fundamental
– Corporate DNA that promises constant growth
• Key Financials of 1Q 2014
– Financial Receivables : KRW 9.9 Tn
– Operating Income : KRW 108 Bn
17
– Net Income : KRW 82 Bn
– ROA : 3.4%
– 30+ Delinquency Ratio : 0.9%
– Leverage : 4.8X
18. Appendix. Credit Card Crunch: Then and NowAppendix. Credit Card Crunch: Then and NowAppendix. Credit Card Crunch: Then and NowAppendix. Credit Card Crunch: Then and Now
Non-core Business Ratio
65%
57% 58%
30+ Delinquency Ratio
6.6%
Avg = 60% Avg = 32% Avg = 4.1% Avg = 1.7%
33% 31% 33%
'00 '01 '02 '11 '12 '13
Leverage
3.2%
2.6%
1.6% 1.9% 1.5%
'00 '01 '02 '11 '12 '13
Infrastructure & Regulatory Changes
Avg =12.5X Avg = 4.1X
• Credit bureau system established
• Reinforce regulation
18
Source: FSS
16.8
9.4
11.3
4.3 4.1 3.8
'00 '01 '02 '11 '12 '13
• Reinforce regulation
– reinforce credit card issue hurdle and process
– reinforce limit on non-core business ratio
– conservative Reserve appropriation and asset
classification
– establishment of recommended risk
management standard
