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Bladexs Corporate Presentation As of June 30, 2015 This - - PowerPoint PPT Presentation

Bladexs Corporate Presentation As of June 30, 2015 This presentation contains forward-looking statements. These statements are made under the safe harbor provisions established by the U.S. Private Securities Litigation Reform Act of


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Bladex‟s Corporate Presentation

As of June 30, 2015

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“This presentation contains forward-looking statements. These statements are made under the “safe harbor” provisions established by the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements involve inherent risks and uncertainties. The forward-looking statements in this presentation reflect the expectations of the Bank’s management and are based on currently available data; however, actual experience with respect to these factors is subject to future events and uncertainties, which could materially impact the Bank’s expectations. A number of factors could cause actual performance and results to differ materially from those contained in any forward-looking statement, including but not limited to the following: the anticipated growth of the Bank’s credit portfolio, including its trade finance portfolio; the continuation of the Bank’s preferred creditor status; the impact of increasing interest rates and of improving macroeconomic environment in the Region on the Bank’s financial condition; the execution of the Bank’s strategies and initiatives, including its revenue diversification strategy; the adequacy of the Bank’s allowance for credit losses; the need for additional provisions for credit losses; the volatility of the Bank’s Treasury trading revenues; the Bank’s ability to achieve future growth and increase its number of clients, the Bank’s ability to reduce its liquidity levels and increase its leverage; the Bank’s ability to maintain its investment-grade credit ratings; the availability and mix of future sources of funding for the Bank’s lending operations; potential trading losses; existing and future governmental banking and tax regulations; the possibility of fraud; and the adequacy of the Bank’s sources of liquidity to replace large deposit withdrawals.”

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SLIDE 3

Who We Are: BLADEX - The Latin America Trade Finance Bank

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SLIDE 4

Disclaimer

“This presentation contains forward-looking statements. These statements are made under the “safe harbor” provisions established by the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements involve inherent risks and uncertainties. The forward-looking statements in this presentation reflect the expectations of the Bank’s management and are based on currently available data; however, actual experience with respect to these factors is subject to future events and uncertainties, which could materially impact the Bank’s expectations. A number of factors could cause actual performance and results to differ materially from those contained in any forward-looking statement, including but not limited to the following: the anticipated growth of the Bank’s credit portfolio, including its trade finance portfolio; the continuation of the Bank’s preferred creditor status; the impact of increasing interest rates and of improving macroeconomic environment in the Region on the Bank’s financial condition; the execution of the Bank’s strategies and initiatives, including its revenue diversification strategy; the adequacy of the Bank’s allowance for credit losses; the need for additional provisions for credit losses; the volatility of the Bank’s Treasury trading revenues; the Bank’s ability to achieve future growth and increase its number of clients, the Bank’s ability to reduce its liquidity levels and increase its leverage; the Bank’s ability to maintain its investment-grade credit ratings; the availability and mix of future sources of funding for the Bank’s lending operations; potential trading losses; existing and future governmental banking and tax regulations; the possibility of fraud; and the adequacy of the Bank’s sources of liquidity to replace large deposit withdrawals.”

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SLIDE 5

A Leading Franchise with a Solid Track Record

The Latin America Trade Finance Bank Key Financial Highlights Remarkable Trajectory: + 35 years of Success

Bladex is the Latin American Trade Finance Bank, providing integrated financial solutions across Latin America‟s foreign trade value chain  First Latin American bank to be listed on the NYSE and to be rated Investment Grade (both in 1992)  Currently rated Baa2 / BBB / BBB+, all with Stable outlook  Class “A” shareholders (Central Banks or designees from 23 Latin America (“LatAm”) countries) provide substantial support and represent a direct link between the Bank and the governments

  • f Latin America

 Multi-national DNA embedded in its ownership structure, management and culture

Current Credit Ratings

FY2014 YoY (%)

Net Income (mm): $106.9 +26% Net Interest Income (mm): $141.1 +15% Return on Average Equity: 12% 10%(2) Gross Loans (mm): $6,686 +9% Total Assets (mm): $8,025 +7% Total Deposits (mm): $2,507 +6% Market Capitalization (mm): $1,167(1) +8% Asset Quality (non-accruing loans

to commercial portfolio):

0.06% 0.05%(2)

1988 1992 2003 2005 2009 2014

Following incorporation in 1978, Bladex initiated its operations in 1979 and issued its first bond in the international capital markets Bladex is granted a license to operate as an agency by the New York State Banking Authorities Bladex is the First Latin American bank registered with the SEC for its IPO, establishing a full listing on the NYSE Bladex conducts a Common Stock Rights Offering, with stand-by commitments issued by a group of Class A shareholders and multilateral

  • rganizations

Bladex launches its client diversification strategy into trade-oriented corporations; expansion of its suite of products and services Bladex initiates funding diversification strategy: increase in central bank deposits, local & international debt sales, syndicated loan facilities Bladex cooperates with the International Finance Corporation to establish the first critical commodities finance facility in Latin America

(1) As of December 31, 2014; (2) As of December 31, 2013 1979 Source: Company filings

Moody’s Fitch S&P

Date of Rating

  • Dec. 2007
  • Jul. 2012

May 2008 Date of Confirmation

  • Nov. 2014
  • Jul. 2014
  • Jul. 2015

Short-Term P-2 F2 A-2 Long-Term Baa2 BBB+ BBB Perspective Stable Stable Stable

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SLIDE 6

Strong and Unique Shareholder Structure

A unique shareholding structure

 Class A shareholders provide substantial support to Bladex, representing a direct link between the Bank and the governments

  • f Latin America – most of which have granted preferred creditor status to the Bank – and also constituting the main source of

deposits, a very reliable funding source  Class A shareholders enjoy super-majority rights related to changes in the Bank‟s Articles of Incorporation  Class A shareholders can only sell shares to other class A shareholders, thus maintaining the essence of the existing shareholder structure and ensuring support from central banks

Shareholder Composition Board of Directors Composition

Class A – Central Banks or designees from 23 LatAm countries Class B – LatAm & international banks and financial institutions Class E – Public Float (NYSE listed) Out of 10 directors, 9 are independent and one represents the Bank‟s management (CEO)

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SLIDE 7

Defined Value Proposition with Strong Business Fundamentals

Business Value Proposition Strong Underlying Business Fundamentals Business Products & Services Multi-Pronged Business Segmentation

 Global provider of natural resources with positive demographics  Sustained growth and sound economic policies

Pan Regional Reach Product & Market Expertise Agility & Efficiency Client Focused

 In-depth knowledge of Latin America‟s local markets  Backed by 23 Latin American governments  Vast correspondent banking network throughout LatAm  Uniquely qualified staff with strong product expertise in Trade Value Chain, Cross-border Finance, Supply-side & Distribution, both intra-regional and inter-regional  Efficient organizational structure  LEAN workflows  LEAN, client focused culture with a single point of contact  Providing client-specific solutions  Focused on long-term relationships

CLIENT BASE REGIONS COUNTRIES INDUSTRY SECTORS

Financial Institutions  Among top 10 in all countries  Corporate banking activity Corporations  Foreign exchange generation capacity  Growth oriented beyond domestic market  Among top 10 in respective industry sector  Corporate governance

Focus on Strategic Sectors for the Region

  • O&G, Agribusiness, Food processing, Manufacturing

 Driver of progress, economic growth and development  Supporting specialization in both primary and manufacturing sectors  Enhancing LatAm‟s role in global and regional value chains  Growth of „Multi-latinas‟ as drivers of business expansion  Supporting business integration boosted by free trade agreements

Pre-export and export finance Import financing Term loans and revolving credit facilities Letters of credit and guarantees Banker's acceptances

Trade Financing

Pre-export financing with contract assignment and

  • ther

guarantees Vendor finance (factoring, reverse factoring and forfaiting) Financing guaranteed by ECAs and/or private insurance programs

Structured Trade Solutions

Medium- and long-term loans Acquisition finance Trade-related term loans Trade & non- trade revolving credit facilities Liability management Bridge loans

Syndications

Leasing Term loans Guarantees A/B financing with multilaterals Working capital loans

Financial Loans Trade Non-Trade

 Central America and the Caribbean  Southern Cone  Andean Region  Mexico  Brazil 7

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SLIDE 8

Business Model

Leverage Proven Origination Capacity

LatAm GDP Growth LatAm Trade Flow Growth Bladex Client Base Growth Valued Products & Services

3%+ ROAE

15%+ ROAE

12%+ ROAE

Bladex Origination Active Portfolio Management

~ 2% NIM ~ 1.5% ROAA < 1.4% Cost of Credit < 30% Efficiency ~ 10% Growth

On-book Portfolio

> 13.5% Tier 1 BIII

Target Consistent Core Performance

Financial Institutions Structuring Partners Trade Services Distribution

Asset Distribution & Services

Fee Based Services Investors Other

Tap Additional Income Sources

15%+ ROAE

12%+ ROAE 3%+ ROAE

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SLIDE 9

Defined Strategy & Positioning to Capture Further Growth Opportunities

Develop Emerging Businesses

  • Develop robust syndication

platform

  • Expand diversified markets

distribution capabilities  IFC program

  • Expand vendor finance and

leasing capabilities  SOFOM in Mexico

Contribute towards sustainable 15% ROAE

Build New Businesses

  • Explore adjacent markets &

create pipeline of new business

  • pportunities within foreign trade

and regional integration approach, such as:  Insurance  Capital Markets  Trade-related Services  Factoring  Infrastructure Projects

Ensure Long Term Viability

Strengthen Core Business

  • Improve Operating Efficiency

through LEAN Processes, Structure & Organization

  • Active credit portfolio

management  Maximize return on equity  Improve the quality of earnings  Achieve well diversified concentration of risk

  • Expand Contingency Business

 Guarantee and L/C Issuance Platform

Ensure sustainable 12% Core ROAE

+ +

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SLIDE 10

An Institution Adhering to World-Class Standards

(*) A substantial majority (nine out of ten Directors) of Bladex‟s Board is independent. Except for the Bank‟s Chief Executive Officer (CEO), all other members of the Board of Directors are independent.

An Institution Adhering to World-Class Standards

Second line of defense: Monitoring Third line of defense: Assurance First line of defense: Operating management

Board of Directors* CEO

Risk Management Division Commercial Division Finance Division Corporate Services Internal Audit

Risk Policy and Assessment Committee Finance & Business Committee Nomination and Compensation Committee Audit and Compliance Committee

 High corporate governance standards  Multiple regulators: FED, SEC, NYSDFS, Superintendence of Panama, and other

entities

 Enterprise risk management & externally certified internal audit function  Internal alignment of corporate culture, measurement system and process

management to optimize total shareholder return

Commercial Division

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SLIDE 11

Management Team

Ulysses Marciano, Executive Vice President, Chief Commercial Officer

  • Executive Director of Corporate Banking of BBVA Representative Office in Sao Paulo, Brazil (2011-2012)
  • Previously served as Director of Corporate Banking & Governments at Bladex (2008-2011)
  • Executive Director of Corporate & Investment Wholesale Division in Banco Santander Brasil S/A (2000-2008)
  • Senior Manager in Unibanco, União de Bancos Brasileiros (1994 – 1999)

Rubens V. Amaral Jr., Chief Executive Officer

  • Former EVP & Chief Commercial Officer and alternate to the CEO since 2004
  • General Manager and Managing Director for North America at Banco do Brasil, New York Branch
  • Director of the Board of Bladex from 2000 to 2004
  • Served in various capacities with Banco do Brasil from 1975

Daniel Otero, Executive Vice President, Chief Risk Officer

  • Over 23 years of international financial experience
  • Chief Risk Officer of Centro Financiero BHD, Santo Domingo, DR (2006-2012)
  • Since 1990, served in various capacities with PwC in Buenos Aires, Santiago de Chile and London

Christopher Schech, Executive Vice President, Chief Financial Officer

  • 25 years of financial services experience with assignments in LatAm, U.S., Europe and Asia
  • CFO, Region International Division at Volvo Financial Services (2008-2009)
  • Served in various capacities in General Electric Company (1996-2008) and Coopers & Lybrand Deutsche Revision (1990-1996)

Miguel Moreno, Executive Vice President, Chief Operating Officer

  • Bladex‟s COO since 2007, previously served as Senior Vice President and Controller (2001-2007)
  • Partner and IT Consulting Manager for PwC, Bogotá, Colombia (1988-2001)
  • VP of IT & Operations for Banco de Crédito, Bogotá, Colombia (1987-1988)
  • CEO of TM Ingeniería, Bogotá, Colombia (1983-1987)

Gustavo Díaz, Executive Vice President, Chief Audit Officer

  • 15 years of experience in Internal Audit
  • Chief Audit Executive for CABEI in Honduras (2000 – 2009)
  • Director of Internal Audit and Chief Compliance Officer for Corfivalle in Colombia (1994 - 2000)
  • Manager of External Audit for KPMG Peat Marwick in Colombia and Chile, (1985 - 1994)

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Enterprise Risk Management

Our “Enterprise-Wide Risk Management Framework” establishes that the identification and valuation of all risks is essential for their management. The risk map covers the main categories of risk where Bladex has material current or potential exposures.

Risk Map Bladex Enterprise-Wide Risk Management

 Country  Industry  Customer  Concentration  Guarantees  Internal Models  Expected Losses  Capital Allocation  Stress Scenarios  Price  Liquidity  Interest Rates  Exchange Rates  Internal Fraud  External Fraud  Labor Policies  Business Practices  Asset Damages  IT Failures  Process Failures  Legal  Reputational  Strategic

Credit Risk Market Risk Operational Risk Business Risk 1. Business and support areas are responsible for implementing business and risk-related decisions, carrying out business within the risk limits set forth in policies, and reporting on their results 2. Active monitoring through risk management, promoting independent review of the business with heightened awareness of the risks involved 3. Assurance is conducted by Internal Audit, assessing effectiveness of the risk management system in terms of:  Reliability and integrity of financial and operational information;  Effectiveness and efficiency of operations;  Protection of assets and compliance with laws, regulations and contracts

.

SECOND LINE OF DEFENSE

Monitoring

  • Risk

function FIRST LINE OF DEFENSE Operating Management

  • Front
  • end

& enabling functions

THIRD LINE OF DEFENSE

Assurance

  • Audit

function

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SLIDE 13

Conservative Risk Management Practices

Clients are targeted based on the

  • rganization‟s

strategic planning Both return and risk appetite are considered in the process In order to achieve greater efficiencies, Lean Six Sigma methodology has been implemented for the origination process, through different channels of treatment, considering complexity, risk rating, relationship, a.o. Risk Analysis Origination Risk Assessment Credit Committee Annual Revision The risk review is carried out at three levels:

  • Country of

exposure

  • Sector of exposure
  • Customer's ability

to meet its contractual

  • bligations to the
  • Bank. Involves

analyzing credit quality, credit structure, solvency and the projected return for the assumed risk

Client is required to submit information for a comprehensive evaluation of credit, according to policies and procedures Ratings assigned to customers are reviewed periodically, incorporating new financial information and expertise in the development of the banking relationship More frequent reviews are required for clients who trigger certain warnings and for those on special watch Board of Directors: I. Limits II. Country III. Term Senior Credit Committee: I. > US$ 40 MM II. <= US$ 40 MM III. <= US$ 10 MM

Credit Cycle

Loan Review & Credit Monitoring Provides an assessment of the

  • verall quality of the

loan portfolio, through credit file review that:

  • Assesses

individual loans

  • Determines

compliance with lending procedures and policies

  • Identifies lapses in

documentation

Monitors, on a quarterly basis, watch list and non- accrual loans

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Reducing Risk within an Improved Risk Profile in the Region

Reducing Risk within Improved Risk Profile in the Region Contributing to the Growth and Prosperity of Latin America

  • Improved risk perception of the LatAm Region over the

past 20 years

  • Currently, 75% of the Credit Portfolio is in investment-

grade countries, compared to 21% and 14% in 2003 and 1993, respectively

  • Accumulated credit disbursements of $225 billion, with

write-offs representing only 0.12% of total credit disbursements

  • Disbursement volumes surpass or rival those of much

larger institutions, both in the private sector and multilaterals

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SLIDE 15

…..through a Sustainable Portfolio Strategy Focused on Diversification……

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Sustained Portfolio Growth Commercial Portfolio Composition Commercial Portfolio By Country Commercial Portfolio By Industry

As of June 30, 2015 As of June 30, 2015 As of June 30, 2015

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…..a Strong Asset Quality Management and a Low Risk Core Business Focus

Non-Performing Loans Evolution

  • Proven track record of strong asset quality
  • Conservative reserve methodology, pro-active loss prevention, and diligent recovery processes
  • Rigorous NPL monitoring process – minimal portfolio balances in non-accrual status
  • Reserve coverage ratio reverting to historical pre-crisis levels
  • Low Risk Core: privileged asset class, short-term nature, superior loss performance, US dollar based,

minimal interest rate expsosure

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SLIDE 17

Diversified Regional and Global Funding Sources….

(*) Original Currency: all non-USD denominated liabilities are hedged into US Dollars with the exception of most MXN issuances which fund assets in the same currency.

Funding Highlights

  • Proven capacity to secure funding and maintain high

liquidity levels, even during crises

  • Deposits from central banks shareholders or designees

provide a resilient funding base. They represent 72% of the Bank‟s total deposits as of June 30, 2015

  • Focus on increased diversification of global and regional

funding sources on numerous relevant dimensions: client base, geography and currency

  • Broad access to funding through public and private debt

issuance programs in USD and other currencies

  • Increased focus in medium and long-term funding to

match a growing asset base with similar characteristics

Deposits by Type of Client Diversified Funding Sources

As of June 30, 2015 As of June 30, 2015 As of June 30, 2015

Funding Sources and Cost of Funds Funding by Currency (*)

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(US$ million)

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SLIDE 18

…with Conservative Liquidity Management

Liquidity Management Highlights Liquidity Placements Liquidity Coverage Ratio Liquidity Ratio

(US$ million)

As of June 30, 2015  Advanced liquidity management operating under Basel III framework, monitoring liquidity through Liquidity Coverage Ratio (“LCR”) and Net Stable Funding Ratio (“NSFR”)

  • 30% Liquidity Ratio (Liquid Assets / Total Deposits)
  • 1.12x NSFR
  • 1.02x LCR (Basel III)

 Liquid balances mainly held in cash-equivalent deposits in A-1 / P-1 rated financial institutions or A-rated negotiable money market instruments, amounted to $960 million as of June 30, 2015  High-quality, short-term trade finance book, which serves as an alternate source of liquidity, with approximately $1 billion in loans maturing on a monthly basis

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Expanding Earnings Capacity & Profitability...

Net Income Net Interest Income & Margin Fees and Other Income Efficiency Ratio

(US$ million) (US$ million) (US$ million, except percentages) (US$ million, except percentages)

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…with a Solid and Growing Balance Sheet

Total Assets Loan Portfolio Deposits Stockholder’s Equity

(US$ million) (US$ million) (US$ million) (US$ million)

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Return on Average Equity “ROAE” Return on Average Assets “ROAA”

…and Strong and Reliable Performance Metrics

Tier 1 Capital Ratio

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Risk Weighted Assets ($ million) Basel I Basel III

2011 $4,090 n.a. 2012 $4,609 n.a. 2013 $5,473 n.a. 2014 $6,027 $5,914 30-Jun-15 $6,233 $5,953

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Key Financial Metrics

22 (In US$ million, except when indicated otherwise)

2011 2012 2013 2014 6M15 Business Net Income $66.3 $83.5 $89.4 $103.5 $48.8 Non-Core Income 16.9 9.5 (4.6) 3.4 0.3 Net Income attributable to Bladex stockholders 83.2 93.0 84.8 106.9 49.1 EPS (US$) $2.25 $2.46 $2.21 $2.76 $1.26 Return on Average Equity (ROAE) 11.4% 11.6% 10.0% 12.0% 10.6% Business ROAE 9.1% 10.4% 10.6% 11.6% 10.5% Return on Average Assets (ROAA) 1.5% 1.5% 1.2% 1.4% 1.3% Business ROAA 1.2% 1.4% 1.3% 1.4% 1.3% Net Interest Margin (NIM) 1.81% 1.70% 1.75% 1.87% 1.81% Net Interest Spread (NIS) 1.62% 1.44% 1.55% 1.71% 1.65% Loan portfolio 4,960 5,716 6,148 6,686 6,920 Commercial Portfolio 5,354 5,953 6,630 7,187 7,411 Allowance for credit losses to commercial portfolio 1.82% 1.31% 1.18% 1.20% 1.23% Allowance for credit losses to non-accruing loan balances (x times) 3.0 0.0 25.0 21.4 4.4 Efficiency Ratio 36% 42% 41% 32% 33% Business Efficiency Ratio 39% 43% 37% 32% 33% Market Capitalization 596 822 1,081 1,167 1,254 Assets 6,360 6,756 7,471 8,025 8,308 Tier 1 Capital Ratio Basel I 18.6% 17.9% 15.9% 15.3% 15.4% Leverage (times) 8.4 8.2 8.7 8.8 8.7

(*) End-of-period balances.

Results Portfolio Quality (*) Performance Efficiency Scale & Capitalization (*)

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SLIDE 23

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Profit and Loss

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(In US$ thousand) 2011 2012 2013 2014 6M15 Profit and Loss: Net interest income $102,710 $104,977 $123,092 $141,131 $70,492 Reversal of provision (provision) for loan losses (8,841) 8,343 1,598 (6,895) (2,966) Net interest income, after reversal of provision (provision) for loan losses 93,869 113,320 124,690 134,236 67,526 Reversal of provision (provision) for losses on off-balance sheet credit risk 4,448 4,046 (381) (1,627) (806) Fees and commissions, net 10,619 10,021 13,669 17,502 5,409 Derivative financial instruments and hedging 2,923 71 353 106 1,796 Recoveries, net of impairment of assets (57) 108 7 Net gain (loss) from investment funds 20,314 7,011 (6,702) 3,409 333 Net gain (loss) from trading securities (6,494) 11,234 3,221 (393) 287 Net gain on sale of securities available-for-sale 3,413 6,030 1,522 1,871 429 Gain on sale of loans 64 1,147 588 2,546 512 Net gain (loss) on foreign currency exchange 4,269 (10,525) (3,834) 766 (1,291) Gain on sale of premises and equipment 5,626 Other income, net 995 1,839 1,644 1,745 532 Net other income 40,494 36,500 10,188 25,931 7,201 Total operating expenses (50,087) (55,814) (54,306) (53,702) (25,645) Net income from continuing operations 84,276 94,006 80,572 106,465 49,082 Net income (loss) from discontinued operations (420) (681) (4)

  • Net income

83,856 93,325 80,568 106,465 49,082 Net income (loss) attributable to the redeemable non-controlling interest 676 293 (4,185) (475)

  • Net income attributable to Bladex stockholders

$83,180 $93,032 $84,753 $106,940 $49,082

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SLIDE 24

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  • Business Net Income = Net income attributable to Bladex stockholders, excluding net result from

participations in investment funds, net result from discontinued operations and net result to the redeemable non-controlling interest.

  • Business Revenues = Net income attributable to Bladex stockholders, excluding non-core revenues.
  • Business Expenses = Total Operating Expenses, excluding non-core expenses
  • Business Efficiency Ratio = Business Expenses / Business Revenues

Business P&L Reconciliation

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2011 2012 2013 2014 6M15 Reconciliation of Business Net Income Business Net Income $66.3 $83.5 $89.4 $103.5 $48.8 Non-Core Income: Net gain (loss) from investment funds 20.3 7.0 (6.7) 3.4 0.3 Gain on sale of premises and equipment

  • 5.6
  • Expenses from investment funds

(4.4) (3.0) (2.6) (0.4)

  • Other expenses related to the investment funds
  • (0.1)

Net loss from discontinued operations (0.4) (0.7) (0.0)

  • 0.7

0.3 (4.2) (0.5)

  • Total Non-Core Income:

$16.9 $9.5 ($4.6) $3.4 $0.3 Net Income attributable to Bladex stockholders $83.2 $93.0 $84.8 $106.9 $49.1

  • (0.0)
  • (In US$ million)

Net income (loss) attributable to the redeemable noncontrolling interest

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SLIDE 25

25

Balance Sheet

25

(In US$ million) 2011 2012 2013 2014 30-Jun-15 Balance Sheet Data: Interest bearing deposits with banks $843 $707 $840 $780 $992 Trading assets 20 5 (0) Securities available-for-sale 416 183 334 339 286 Securities held-to-maturity 27 34 34 54 63 Investment funds 120 106 119 58 53 Loans 4,960 5,716 6,148 6,686 6,920 Allowance for loan losses (89) (73) (73) (80) (83) Unearned income and deferred fees (7) (7) (7) (8) (9) Other assets 69 86 76 196 85 Total assets $6,360 $6,756 $7,471 $8,025 $8,308 Total deposits $2,304 $2,317 $2,361 $2,507 $3,237 Trading liabilities 6 32 Securities sold under repurchase agreements and Short-term borrowings 1,700 1,607 2,991 2,993 2,409 Long-term borrowings and debt 1,488 1,906 1,154 1,405 1,590 Derivatives financial instruments - liabilities 54 12 9 40 27 Other liabilities 44 52 48 169 94 Total liabilities 5,595 5,927 6,563 7,114 7,357 Redeemable noncontrolling interest 6 3 50 Total stockholders' equity 759 826 858 911 950 Total liabilities and stockholders' equity $6,360 $6,756 $7,471 $8,025 $8,308

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SLIDE 26

Bladex Shareholders Return

  • Bladex offers investors

risk-diversified access to a continent with compelling growth prospects

  • Attractive dividend yield

(annual dividend yield over 5.0%) as a function of core business growth (target 40% - 50% payout ratio)

  • YoY stock price

appreciation of 8.5%

  • Total shareholder return

(“TSR”) of more than 13% YoY as of June 30, 2015

  • Attractive valuation

multiples (P/BV and P/E). P/BV of 1.3x and P/E of 11.0x as of June 30, 2015

  • Steady increase in book

value

26

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SLIDE 27

Diversified Commercial Portfolio with Robust Asset Quality Defined Strategy to Achieve Sustainable Growth Diversified Funding & Conservative Liquidity Management Experienced Management and Conservative Risk Management Practices Compelling Returns sustained by Strong and Reliable Performance Metrics* Leading Franchise in LatAm with Solid Track Record and a Tailored Business Model  Trade Finance Bank in Latin America with 35 years of Remarkable Success  Investment Grade Profile with Strong and Unique Shareholding Structure  Deep knowledge of Latin America with Core in Trade Finance  Strategically Positioned to Capture Growth Opportunities  Sustainable Portfolio Strategy focused on Diversification  Strong Asset Quality Management and a Low Risk Core Business Focus  Increased diversification of Regional and Global Funding Sources  Advanced Liquidity Management

  • perating under Basel III Framework

 Net Income of $106.9 million as of December 2014 (+26% YoY)  Return on Average Equity of 12%  Solid 15.6% Tier 1 Capitalization Ratio (Basel III)  Seasoned Senior Management with more than 45 years in C-Suite roles  World-Class Standards in Corporate Governance, focused on Enterprise- Wide Risk Management

(*) As of December 2014

Investment Highlights

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SLIDE 28

PANAMA

HEAD OFFICE

Torre V, Business Park

  • Ave. La Rotonda, Costa del Este

Apartado 0819-08730 Panamá, República de Panamá Tel: (507) 210-8500

ARGENTINA

  • Av. Corrientes 222 –P.18º

(1043AAP) Capital Federal Buenos Aires, Argentina Tel: (54-11) 4331-2535 Contact: Federico Pérez Sartori Email: fpsartori@bladex.com

BRAZIL

Rua Leopoldo Couto de Magalhäes Junior 110, 1º andar 04542-000, Sao Paulo, Brazil Tel: (55-11) 2198-9606 Contact: Roberto Kanegae Email: rkanegae@bladex.com

MEXICO

MEXICO D.F.

Rubén Darío 281, piso 15, Oficina #1501 Colonia Bosque de Chapultepec

  • CP. 11580, México D.F.

Tel: (52-55) 5280-0822 Contact: Alejandro Barrientos Email: abarrientos@bladex.com

MONTERREY

Torre Avalanz, piso 20 oficina 2035 Batallón de San Patricio #109

  • Col. Valle Oriente, San Pedro, Garza

García Nuevo León, C.P. 66260, México Tel: (52-81) 4780-2377 Contact: Alejandro Barrientos Email: abarrientos@bladex.com

PERU

Dean Valdivia 243 Piso 7, Oficina 701 San Isidro, Lima Tel: (511) 207-8800 Contact: Victor Mantilla Email: vmantilla@bladex.com

COLOMBIA

Calle 113 # 7-45 Edificio Teleport Business Park Torre B, Oficina 1008 Bogotá, Colombia Tel: (57-1) 214-3677 Contact: Camilo Alvarado Email: calvarado@bladex.com

UNITED STATES

NEW YORK AGENCY 370 Lexington Avenue, Suite 500 New York, NY 10017 Tel: (001) 212-754-9191

Regional Presence in Latin America

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