Relationships - Banco Itaú

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Panorama Solid bases for growth Amidst the global financial crisis of 2009 we focused on integrating the operations of the banks that were merged at the end of 2008. This process included selecting the teams and establishing our operating model, market approach and product portfolio. By year-end we had accomplished the integration, with the exception of the branch network conversion process, which will be completed in 2010. At the same time we maintained our strategy of establishing solid partnerships with wellestablished companies that are recognized for their expertise in specific niches, in order to expand the scope of our products and services, such as our new agreement with Porto Seguro. Our market share among privately-controlled banks remained stable in most business areas. Customer satisfaction and sustainable performance are priorities for us, and represent the basis of all our investments in human capital, technology and processes. In 2010 our strategic goals are to grow the Bank’s operations in Brazil, prepare the Organization and our employees to perform in a bank that also competes in the international market, support the growth of lending operations and increase gains of scale in all customer segments. We expect to be able to offer better quality services at more affordable prices as a result of our investments in technology, training and development of new risk management methodologies. This year Brazil’s economy should return to its pre-crisis growth levels. The outlook is for Brazil to grow around 6% for the year. This optimism is linked to credit, which has begun the year at a fast pace, spurred by competition between banks and the gradual reduction of the default rate, thanks to improvements in the Brazilian economy which began in the second half of 2009. Credit is expected to grow 15% to 20%, driven by retail operations and small and medium-sized companies, in addition to growth of 20% to 25% in mortgage lending for the property development segment. 18 Itaú Unibanco Holding S.A.
In 2010 our priorities are to grow the Bank’s operations in Brazil, prepare the Organization and its employees to perform in a bank that also competes in the international market, support the growth of lending operations and increase gains of scale in all customer segments. Branch in Japan. Internationalization The long-term forecast is for interest rates to continue to drop in Brazil, despite an expected slight rise during the year to counter domestic supply and demand which has been stimulated by rising middle class incomes and the consequent higher propensity to consume. The Real, in turn, should remain strong, in line with other emerging currencies which are strengthening against the US dollar. These conditions should allow Brazilian banks to return to growth in lending, unlike what will occur in the United States and Europe, for example, whose economies will not start demonstrating any significant recovery before early 2011. It is estimated that the global economy should start growing again in 2010, and maintain a growth rate just below 4% over the next decade, due to stronger growth in emerging countries, whose participation in the global GDP should increase markedly. The severe financial crisis that erupted in 2008 dramatically affected most of the developed world’s major financial institutions. As this process is still far from being fully resolved, it represents many opportunities for Itaú Unibanco, which ended 2009 as one of the world’s largest banks by market capitalization, with a solid capital base and high standards of corporate governance. At the height of the crisis, Latin American banks lost less market value than the major international institutions, making our position in the global market even more favourable. Latin American banks also performed better in profitability, leading the ranking of banks in the Americas. Furthermore, they were less exposed to the assets that triggered the international crisis, such as sub-prime mortgage securitizations and off balance sheet assets. Banking supervision in the region is also more comprehensive, closing loopholes for derivatives and securitization, and requiring more robust capital reserves. In the midst of the worldwide process of consolidating the banking system, which will continue for the next few years as a direct result of the crisis and the subsequent establishment of new regulations for the financial services industry, there are countless opportunities in Latin America and abroad for healthy banks like Itaú Unibanco. Our ambition is to move gradually, using our differentiated fundamentals to position ourselves as a global bank. This process will occur, but only after we have consolidated our operations in the domestic and regional markets. In addition to opportunities for mergers and acquisitions, there is a wide range of financial services and products to be offered by Brazilian banks to the international market. These include meeting the business needs of Brazilian companies that have become multinational, as well as meeting the demands of foreign investors, who are increasingly likely to bet on Brazil’s growth as the country consolidates its position as a global player through its companies and financial institutions. 2009 Annual Sustainability Report 19
Page 1 and 2: Annual Sustainability Report 2009
Page 3 and 4: Reading Guide Unibanco Holding S.A.
Page 5 and 6: Annual Sustainability Report 2009 C
Page 7 and 8: By December 2008 the new Executive
Page 9 and 10: In 2009 we undertook extensive rela
Page 11 and 12: 10 years on the Dow Jones Sustainab
Page 13 and 14: In this chapter The key indicators
Page 15 and 16: R$608.3 billion in total consolidat
Page 17 and 18: The Portuguese Language Olympics pr
Page 19 and 20: Financial results show the Bank has
Page 21: Domestic Presence North Region 68 N
Page 25 and 26: In this chapter The Bank’s Sustai
Page 27 and 28: Itaú Unibanco is one of 20 model c
Page 29 and 30: Engagement Strategy: Stakeholder Pa
Page 31 and 32: In this chapter The Organization’
Page 33 and 34: 13 members constitute the Board of
Page 35 and 36: • Governance Structures • Trans
Page 39 and 40: Two of the ten executive areas of t
Page 43 and 44: Itaú Unibanco has been in the lead
Page 45 and 46: In 2009 we issued 2,046 socio-envir
Page 47 and 48: Ethics Management The merger betwee
Page 49 and 50: The merger between Itaú and Uniban
Page 51 and 52: In this chapter Our main results an
Page 53 and 54: R$3.7 billion was invested in techn
Page 55 and 56: Credit Cards which transfer funds t
Page 57 and 58: The Bank has strengthened its strat
Page 59 and 60: The construction industry is one of
Page 61 and 62: In pensions, our priorities are to
Page 63 and 64: In service to companies, we focused
Page 65 and 66: The small and medium-sized company
Page 67 and 68: • Branches • Consumer Credit
Page 69 and 70: In just 30 days the Bank raised R$2
Page 71 and 72: Institutional Clients Brazil’s po
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US$56 billion was the sum of Itaú
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10 new branches will be opened in C
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In this Chapter Itaú Unibanco’s
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101,640 employees were on the Bank
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200 trainees were working in differ
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Occupational Health and Safety Indi
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Through the Sustainable Ideas Bank,
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2,300 employees received priority w
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One of our challenges for 2010 is t
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39.8 million customers use the Orga
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Through the Customer Forum, we hear
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Education and Sustainability To cel
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Challenges for 2010 Reduce customer
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22 meetings around Brazil were held
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10 events were held abroad for fore
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In addition to security personnel t
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To help achieve this goal Itaú Uni
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During 2009 the Bank consolidated t
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Reuse of water in 2008: 40,000 m 3
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The Bank’s Green IT Committee dis
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In this chapter The main activities
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In 2010 the challenge will be to fu
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11 courses in the Economic Assessme
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• Fundação Itaú Social • Ins
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Challenges for 2010 Duis eu lacus d
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LEARN MORE: To view our full list o
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Efficiency Ratio The ratio between
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• About this Report • GRI Cross
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Global Indicadores Performance de I
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Scope and Limitations The objective
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• Governance and management: afte
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3. Response Capacity - addresses ac
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Credits Publication and Overall Coo
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