We attended a group meeting an update with the main focus on the mega merger with RHB Cap and MBSB .
As we had highlighted in our previous report, k ey challenge to extract synergy and long-term ROE enhancement is addressing the huge overlaps within CIMB , RHB Cap and MBSB as well as execution of integration.
Although it is early days with no specific guidance on cost synergy, we had a better understanding of the rational and structure of the deal and take comfort from its track record in merger integration.
Post-merger, CIMB’s intention is to only own 51-60% of the mega Islamic bank despite the positive growth prospects . The structure essentially enables the enlarged entity to transfer some of the duplications to the non-wholly-owned Islamic subsidiary . Coupled with VSS and closing down some branches, these will be bulk of the low yielding cost synergy (65% of total) the group is targeting.
The remaining 35% cost synergy will come from Singapore (additional 7 branches from RHB Cap), banca, IB (RHB Cap niche in small and middle corporate vs. CIMB’s large corporate niche), additional retail broking from RHB Cap and to narrow funding cost of MBSB.
On accounting treatment, it will reflect CIMB as the acquirer, thus, goodwill will be 0.4x RHB Cap book and th e enlarged entity CET1 of 9% (9.5% after asset rationalization) has taken the goodwill into consideration.
TRADING BUY
Source: Hong Leong Investment Bank Research - 29 Oct 2014
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