Brazilian bank rides wave of booming economy

Guilherme Paes, Partner and Head of Investment Banking at BTG Pactual, discusses the company’s success and plans for the future

Selected as the Best Investment Bank in Brazil (2012) by World Finance, BTG Pactual operates under a partnership model with its clients and has been involved in many important capital market deals in recent years. Its investment banking unit is one of the leading platforms in the Brazilian market, present in large mergers and acquisitions (M&A) deals, IPOs and follow-ons, as well as debt transactions.

According to BM&FBovespa data, 141 IPOs were filed in Brazil between 2004 and 2012. BTG Pactual coordinated approximately 50 percent of this total. In another survey, conducted by the Brazilian Association of Financial and Capital Market Entities (ANBIMA), BTG was the number one underwriter in a significant number of deals. In the last three years, it has raised almost R$200bn (Brazilian real) for its clients operating in the equity market, as well as coordinating the main stock offerings in the country, involving companies such as Gerdau, BR Foods, OGX, Multiplus, Ecorodovias and Mills.

In the M&A segment, considering only 2011 data, BTG was the number-one adviser in deals according to three sector rankings: Thomson Reuters, Bloomberg and Dealogic.

According to Thomson Reuters, BTG has 30.4 percent market share in the Brazilian M&A segment, totalling R$41bn. In the last two years alone, it has been involved in the sale of Schincariol’s controlling stake to Kirin, the purchase of a stake in Usiminas by Ternium, the corporate restructuring of Grupo Oi, the acquisition of AES Atimus by TIM, the merger between TAM and LAN Chile and the joint venture between Cosan and Shell.

Client-focused strategy
BTG has been involved in the debenture issuances of many large Brazilian companies, including CEMIG, BR Malls, Concessionária de Rodovias do Oeste de São Paulo – ViaOeste, Telemar Norte Leste and BNDESPar.

The strengthening of the capital and M&A markets in Brazil in the last decade is clear for all to see. BTG’s role in developing these markets, doing business alongside its clients, has been prominent. It focuses on growing year-by-year with each one of its clients.

BTG is committed to following new trajectories as often as possible. This philosophy is in line with the company’s general business ethic: it believes in an investment bank that invests alongside its clients, not in isolation. This business model is sustained by a set of values and strategies that form the unique and characteristic culture of BTG Pactual, four of which are listed below.
1. Culture: BTG operates under a partnership model and a horizontal management structure that emphasises the value of intellectual capital, entrepreneurial spirit, meritocracy and the full alignment of interests with clients.
2. Management and team: BTG has a team of over 1,300 employees, including 58 partners and 107 associate partners. That team is formed by highly talented professionals with renowned ability and a solid reputation in Brazilian and international financial markets. The senior partners are directly involved in carrying out daily operations and have vast knowledge of the markets in which the company carries out its projects.
3. Global connections: In addition to offices in the US (New York), United Kingdom (London) and China (Hong Kong), BTG’s partners also include private and institutional investors, including the Government of Singapore Investment Corporation (GIC), China Investment Corporation (CIC), Abu Dhabi Investment Council (ADIC) and Ontario Teachers’ Pension Plan Board (OTPP). This network of contacts is rounded off by the Chilean brokerage Celfin and partnerships with CITIC (one of China’s leading investment banks).
4.Track record: Despite the turbulent financial cycles that have affected Brazil, BTG has managed to post consistent capital returns throughout its history. It has maintained a focus on maintaining strong capital coefficients and an adequate risk profile.

In addition to providing solutions tailored to the needs of its clients, and building long-term relationships with them, these factors have helped transform BTG Pactual into one of Latin America’s prime investment banks in recent years.

Reward for success
BTG’s numbers demonstrate this growth. In 2009, the start date of BTG Pactual’s operations as a bank, it had assets under management of around $42.3bn in its asset management division, $14.1bn in wealth management and a net equity of $3.0bn. In March 2012, BTG registered $73.6bn in total assets. In asset management, it now boasts $71.5bn in assets under management and/or administration, making it the largest manager of independent assets in Brazil (excluding retail banks), according to Anbima. It also has $23.1bn under management in its wealth management division, and net equity of $6.5bn considering the proceeds from the IPO.

In recent years, BTG has made major moves, such as the acquisition of Celfin, a leading brokerage firm in Chile, with operations in Peru and Colombia. With a business platform synergic with BTG’s own, Celfin is active in the areas of investment banking, financial products and services, asset management and wealth management. The transaction will still depend on the approval of the regulators, but upon conclusion it will consolidate BTG Pactual’s position as the largest bank in Latin America.

In December 2010, a consortium of institutional investors injected $1.8bn into BTG Pactual. In addition to the capital, which was used to develop the bank’s activities in its main business areas in Brazil and abroad, the consortium brought BTG a relevant group of strategic partners, consolidating and expanding its global network.

These long-term partnerships, together with the other operations previously mentioned, and BTG’s culture of adaptation, give its clients access to strategic business opportunities in the main global financial centres. BTG Pactual, in turn, offers the group of partners and investors access to its unique and well-positioned financial platform.

Overall, the bank has almost 30 years of experience in the local and international markets, since the foundation of Pactual in the 1980s. It is this history that enables it to take on the daily commitment of developing the businesses of its clients. This premise is part of BTG’s DNA and keeps it dedicated to growth in Latin America.

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The May – June 2013 Issue

Highest corporate tax
rates in Europe

European countries are scrambling to raise every last penny of funds through taxes. But some countries may have gone too far...

Belgium

Though all business taxes in Belgium can be paid online with little effort and preparation, the rates are still sky-high at 57.7 percent, including a staggering 50.8 percent total rate on profits only in social security contributions.

Belarus

In Belarus, a company spends up to 338 hours annually preparing for and paying ten different taxes and duties. The total tax rate has incredibly been lowered to 60.7 percent, from 117.5 percent in 2008.

France

A company in France pays seven different taxes and duties, the sum of which can amount to 65.7 percent of profits; though President François Hollande has announced a wave of business tax rate cuts coming up.

Estonia

A business in Estonia pays 67.3 percent of profits in tax, 37.2 percent exclusively in social security contributions. The country has gone against the grain in Europe by raising businesses taxes from 48.6 percent in 2008 to the current rates.

Italy

While corporate income tax (IRES) in Italy is limited to 38 percent of taxable profit, a company operating in Italy can expect to pay 14 other taxes and duties, including social security contributions, bringing their total payable tax to 68.7 percent of profits, according to the World Bank.

Norway

Norway taxes motor fuels twice, with a road use tax and a CO2 emissions tax. Combined with strikes in the energy sector that have curbed output, the price of gas at a local pump has soared to $10.12 per gallon.

Turkey

Though Turkey sits on the Suez Canal and neighbours many oil rich countries, the price of a gallon of average gas clocks in at $9.41 in Turkish pumps, because of a 60 percent share of taxes. 

Israel

Like Turkey, Israel is surrounded by oil-rich neighbours, but drills very little itself. Gas prices are controlled by the government, so about half of the $9.28 per gallon goes to taxes.

Hong Kong

There are few gas stations in Hong Kong, but the ones available charge up to 76 percent more per gallon than mainland China, where the government caps the cost of fuel. A gallon at the pumps will cost around $8.61 on the island.

Netherlands

Expensive labour costs make the Dutch petrol prices the dearest in Europe, at $8.26 per gallon; though the 57 percent tax add-ons don’t help.

The credit crisis

8 February 2007
HSBC warns of subprime mortgage losses

2 April 2007
New Century goes bus

14 September 2007
Wholesale markets have dried up

17 March 2008
Rescue of Bear Stearns

7 September 2008
Rescue of Fannie Mae

15 September 2008
Lehman Brothers file for bankruptcy

3 October 2008
US congress approves $700bn bailout

14 February 2009
$787bn stimulus approved by congress

 

The effects of the current financial crisis are global and irrefutable. With the collapse of Lehman Brothers, the domino effect of irresponsible public monetary policies, huge levels of unsustainable debt, and a deregulated financial sector, has escalated to the point where no corner of the globe has been left untouched.

1973 oil crisis

October 1973
Syria and Egypt launch an attack on Israel on Yom Kippur and set off a twenty day war;

1977
US President Carter creates Department of Energy, which develops the US strategic petroleum reserve

 

The Organisation of Petroleum Exporting Countries (OPEC) used their oil reserves as a weapon with the Arab Oil Embargo against those who supported Israel. By January 1974, world oil prices were four times higher than they were at the start of the crisis, especially in the US, and the shock led to a huge drop in the stock market with NYSE losing $97bn in just six weeks.  The embargo lasted five months, and the effects are still seen today.

German hyperinflation

1922-1923

Hyperinflation
1923 – 1924
Stabilisation

 

The trouble began when Germany missed a repatriation payment, worth about one third of the German deficit in this period. Inflation was already high but by 1923 it was raging. Prices doubled within hours, and by late 1923, it cost 200bn marks to buy a single loaf of bread. People burned money as it was cheaper than buying firewood. Germany eventually regained control of its economy when it introduced the Rentenmark into circulation in 1923, and then the Reichmark in 1924.

The Great Depression

1929-1933
The Great Crash
1934-1939
Recovery and Recession

 

After the decadence of the Roaring Twenties, the 1930s saw the biggest economic slump of all time. The stock market crashed on 29 October 1929, and optimism and decadent living tumbled along with the figures. The GDP fell from $103.6bn in 1929, to $66bn in 1934 and the subsequent years of recovery were the most dramatic in US history.

1907 bankers’ panic

1907
Otto Heinze and his brother Augustus Heinze bought shares of United Copper.

 

The stock market was already cautious over the tight money supply, but the US was thrown into a depression after the stock market fell nearly 50 percent from its peak in 1906. The Heinze brothers thought they could influence market shares but ended up bankrupting lenders that provided the financing to buy the stock. A chain reaction left nine institutions bankrupt. By February 1908, the panic was over and the government created the Federal Reserve system, to prevent banks from exercising too much control over the economy.