MUNKHBAT Davaatseren, CEO of Golomt Securities LLC, Mongolia

1. INVESTING IN EXCELLENCE: GOLOMT BANK
MUNKHBAT Davaatseren, CEO of Golomt Securities LLC
April 30th, 2014
London
YOUR PARTNER IN MONGOLIA
www.golomtbank.com
www.golomtsecurities.com

2. MONGOLIA
“Mongolia has a globally unparalleled young population and a wealth of resources, and has potential for unlimited growth.”
-Shinzo Abe, Prime Minister of Japan, March 2013
ABUNDANT UNEXPLOITED natural resources located close to some of the LARGEST commodity
MARKETS
VAST LAND
1
$12.2 bn11.7% $4,164
GDP Growth GDP/Capita Nominal GDP
Relatively YOUNG POPULATION with a HIGH LITERACY rate among emerging economies
YOUNG
POPULATION
2
NATURAL
RESOURCES
3
SUCCESSFULLY implemented 7 CONSECUTIVE ELECTIONS, with significantly improving
TRANSPARENCY
FLOURISHING
DEMOCRACY
4
LARGEST land per capita, with mostly UNTAPPED 1.5 MILLION square kilometers of beautiful landscape
2

3. Land of Growth
 One of the fastest growing economies globally
 Large mineral resource base that can be leveraged for business growth
 High demand from neighboring markets
 Attractive environment for FDI and trade
 Strengthening financial sector
4.6
6.2
8.8
10.3
12.2
16.0
18.9
23.7
0
5
10
15
20
25
2009 2010 2011 2012 2013 2014F 2015F 2016F
USD bln
3
Source: National Statistics Office of Mongolia, International Monetary Fund

4. GDP Growth
12.5%
9.2%
12.1%
4.6%
8.0%
9.5%
5.5%
3.4% 3.1%
11.7%
5.0%
6.3%
5.2% 5.1%
6.4%
1.5%
6.6%
7.80%
Mongolia
Vietnam
Nigeria
Bolivia
Ukraine
SriLanka
Lebanon
Philippines
China
YoY Inflation Real GDP Growth
GDP growth rate VS Inflation
-1.3%
6.4%
17.5%
12.3% 11.7%
12.9%
7.7%
8.8%
7.7%
9.7%
7.9%
6.7% 6.5% 6.7%
6.8% 6.5%
-5%
0%
5%
10%
15%
20%
2009 2010 2011 2012 2013 2014F 2015F 2016F
% GDP growth East Asia average
GDP growth rate
Source: National Statistics Office of Mongolia, International Monetary Fund
 Mongolia maintained 3 consecutive years of double digit growth , fuelled by industrial and mining
developments. This growth pace is expected to maintain due to further mining developments and
government focus on developing other sectors.
4

5. Inflation and FX rate
1.9%
14.3%
11.1%
14.2%
12.5%
12.0%
11.0%
6.5%
0%
2%
4%
6%
8%
10%
12%
14%
16%
2009 2010 2011 2012 2013 2014F 2015F 2016F
Inflation
0.5%
5.0%
17.4%
-12.9%
9.4%
1.6%
19.9%
-15%
-10%
-5%
0%
5%
10%
15%
20%
25%
2007 2008 2009 2010 2011 2012 2013
FX rate (MNT / USD)
Source: Bank of Mongolia
Bank of Mongolia is making policies to decrease inflation, ensure financial stability and allow exchange rate
flexibility. To effect its policy, BoM relies on 6 key tools
- Policy rate - FX market operations
- Reserve requirements - Repo facilities
- Open market operations - Medium-term price stabilization program
5

6. Financial Sector
Source: Bank of Mongolia (Central bank)
1,948
2,354
21%
2,071
-12%
2,800
35%
5,238
25%
6,585
26%
8,141
23%
68
189 462
374
330
295
317
40
93 121
90
73
110
150
3.3%
7.2%
17.4%
11.5%
5.8%
4.2%
3.7%4.2%
3.9%
4.4% 2.1%
2.0%
2.6%
3.5%
2007 2008 2009 2010 2011 2012 2013
Performing Loans Non-performing Past-due NPL Ratio Golomt bank NPL Ratio
6
The Bank of Mongolia’s policy
objectives are two fold
 Maintain inflation at low and stable levels
 Allow exchange rate flexibility in line with
macroeconomic fundamentals
To effect its policy, the Bank of
Mongolia relies on 6 key tools:
 The Policy Rate to directly target inflation
 Reserve Requirements to affect broad
money supply
 Open Market Operations to absorb excess
liquidity
 FX Market Intervention to control exchange
rate volatility
 Repo Facilities to manage intra-day liquidity
 Medium-term Price stabilization program
with the Government

7. Golomt - Best Bank in Mongolia
7
Strengthened the bank’s operation through
multichannels
Introduced new products and services
Expanded the cooperation with valued
partners
 Self Service Banking
 The first Banking applications for smart phones
 Launched the first internationally accepted MasterCard
card (MNT)
 Became the only Bank which offers eTax pay service in
cooperation with Mongolian General Tax Authority
 Became a founding member bank of UnionPay
International
 Continued the corrospondent banking cooperation with
leading international banks welcoming Duetsche Bank,
Standard Chartered Bank and Sber Bank 19%
21%
21%
25%
27%
28%
29%
30%
50%
Assets
Net loans
Total Capital
Total Deposits
Individual Deposits
Corporate loans
Mortgage loans
Demand & Term Deposits
Card Retail
Transactions
Continued the dominant market share

8. Best Bank in Mongolia (Cont’d)
Key Financials (2013)
(MNT bn)
Total Asset: 3,749.8
Capital: 330.9
Operating Income (2013): 167.0
Net Profit (2013): 56.9
ROAE (2013): 26.8%
RWA: 1,979.8
Tier 1 Ratio: 12.6%
CAR: 16.7%
NPL Ratio: 3.5%
ArkhangaiUvsBayan-Ulgii
Arkhangai
Zavhan
Khovd
Khuvsgul
Gobi-Altai
Bulgan
Ulaanbaatar
Tuv
Uvurkhangai
Bayankhongor
Dundgobi
Umnugobi
Khentii
Dornogobi
Dornod
Sukhbaatar
Selenge
184 ATM outlets in Mongolia
and 1 mobile ATM
Robust e-Banking services
104 branches and 24-hour
banking offices
8

9. 19%
17%
17%
16%
16%
4%
11%
Mining & Exploration
Electricity & Oil
Manufacturing
Trade - Whole & Ret.
Construction
Tourism
Others
Balanced Growth and Increasing Diversification
Key Business SegmentsTotal Assets
(MNT bn)
1,013
1,574
2,135
2,527
3,750
2009 2010 2011 2012 2013
Others Net Loan Financial Investments Cash
While growing at a substantial rate, we have been
proactively diversifying our assets with balanced
distribution of business.
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% Contribution to
Profit Before Tax
(2013)
% Contribution to
Profit Before Tax
(2012)
38.9% 28.9%Corporate banking
Retail Banking
Treasury /
Investment Bank
36.8% 29.3%
24.3% 41.9%
Industry Breakdown
(%)
Corporate Banking Overview

10. Increasing Profitability
 The bank had net operational income of MNT 167 billion
with total increase of MNT 77 billion or 85 per cent. These
achievements were due to increases of net interest income of
MNT 49 billion and non-interest income of MNT 28 billion
 Gain from foreign currency increased by MNT 21 billion
or 122%:
 The number of foreign currency transactions increased
by 153% since 2012
 Net fees & commission income increased by 27%:
 Successful cooperation with the Bank of Mongolia and
the Government on financing of strategically important
projects
Operating Income
Relatively High Non-Interest Income Mix-2013
(% non-interest income to operating income)
36%
29%
33%
0%
10%
20%
30%
40%
37
46
78
90
167
2009 2010 2011 2012 2013
Non Interest Income (net)
Net Interest Income
Operating Income
Billion MNT
10
 Lean operations with a cost to income ratio of 40.7% in 2013
 Generated ROAE of 26.8% in 2013
 Strongest underwriting standards and customer service
orientation
 Network of 98 branches, but captures 25% of the retail loan
market
Efficient Bank Generating High Return

11. 54.4
101.7
134.6
162.7
200.1
2009 2010 2011 2012 2013
13.4 13.5 12.9 13.3
16.7
10.9
8.8 9.5
11.2
12.6
2009 2010 2011 2012 2013
CAR Tier1
Solid Capital and Liquidity Positions
Total Capital(1),(2)
(US$ mm)
 Capital adequacy ratio was at 16.7%. substantially in excess
of the minimum level of 14%, imposed by The Bank of
Mongolia, and Basel II recommendation of 7%
 We maintain adequate liquidity ratio that is higher than the
average of local banks
Capital Adequacy and Tier 1 Ratio
(%)
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High Liquidity with Well-Managed LDR(4)
63.5
59.6
67.9 69.4 71.5
2009 2010 2011 2012 2013
(%)

12. Portfolio Overview
Loan / Deposit Profile (2013)
5.4
6.2
10.6
16.3
41.7
19.9
0–30 Days 1–3 Months
3–6 Months 6–12 Months
1–5 Years Over 5 Years
(%)
26%
18%
56%
Current Accounts Demand Deposits Time Deposits
56%
40%
4%
Households Corporates Public entities
Loan Maturity Profile Deposit by Type Deposit by Depositor
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Gross Loans and Advances Breakdown
56.9 61.3 60.9 57.4 52.6
43
28.8 25.5 20.4
17.1 21
28
8.8 7.3
10.2
15.4 17.3 22
5.4 5.9 8.5 10.1 9.1 8
2008 2009 2010 2011 2012 2013
Consumer
Mortgage
Small Business
Corporate
 Golomt has a strong capital base supported
by the Bank’s prudent approach to lending
 Selects high quality loans and utilizes
risk based pricing
 Results in low NPLs and high ROEs
 Exhibited resilient growth even during the
financial crisis
 Retail portfolio expanded tremendously in
the last several years
 Increasing diversification of revenue
sources
Highlights

13. Management Team
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Management team with an average tenure of 13 years, has grown hand-in-hand with the Bank
 Joined Golomt Bank in 1995
 Has served as a VP since the bank was founded in 1995
 Prior to joining Golomt Bank, served as a senior accountant
for the Trade & Development Bank
Chimegmunkh
Munkhuu
Vice President &
Director of Financial
Management Division
Bolormaa
Luvsandorj
Executive Vice
President & Director
of Investment
Banking Division
 Joined Golomt Bank in 2001
 Previous roles in Golomt Bank include Officer at the Financial
Control Division, Senior economist at the Credit Department,
Nyamsuren Tumur-
Ochir Director of
Credit Division
 Joined Golomt Bank in 2001
 Prior to joining Golomt Bank, served as a bank supervisor
within the Bank of Mongolia beginning in 2000
Chingun
Munkhsaruul
Vice President &
Director of Risk
Management Division
 Joined Golomt Bank in 1999
 Previous roles in Golomt Bank include Auditor at the Audit
Division, Loan Officer at the Credit and Economics
Department, Operational Risk Management Department
Director of the Audit Division
Batsuren
Rentsenbat
Director of Internal
Audit Division
 Joined Golomt Bank in 2008
 Previous role in Golomt Bank include Director of Marketing
Department
Enkhtuya
Bilegbadrakh
Vice President &
Director of Retail
Banking Division
 Joined Golomt Bank in 1996
 Previous roles in Golomt Bank include Economist, Director of
Credit Department, VP & Director of Corporate Banking
Division, and Director of Operations Division
 Prior to joining Golomt Bank, he graduated from the School of
Economics from the National University of Mongolia
Munkhtur Dagva
Executive Vice
President & COO
 Joined Golomt Bank in 1999
 Previous role in Golomt Bank include Director of the Project
Loan Department
 Prior to joining Golomt Bank, served as Director of Dobl Co.
Ltd, Manager at Most Feeling Co. Ltd in Prague
Oyun-Erdene
Lamjav
Vice President &
Director of Corporate
Banking Division
 Joined Golomt Bank in 2000
 Previous roles in Golomt Bank include COO, VP & Director of
Support Division
 Prior to joining Golomt Bank, he was the secretary general to
the Democratic Union Coalition and the first deputy chief for
the prime minister
Ganbold Galsan
Chief Executive
Officer
 Joined Golomt Bank in 2003
 Previous roles in Golomt Bank include Dealer and Senior
Dealer in Treasury Division
Munkhbaatar
Batjargal
Director of Treasury
Division
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 Joined Golomt Bank in 2014
 Founder and President of Bodhi Financial Advisory Services
LLC
 Has served as the First Deputy CEO at the Development Bank
of Mongolia, and Industry Portfolio Manager at the Deutche
Bank AG
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14. Golomt Bank Head Office
Chinggis Khan Square - 3
Ulaanbaatar 210260A, Mongolia
Fax: +976-11-313155
Email: mail@golomtbank.com
Website: www.golomtbank.com
Dial: (976) 7011 7676
Corporate Banking : ext 1212
Investment Banking : ext 1401
Treasury : ext 1374
Financial Institutions: ext 1379
Retail Banking : ext 1001
Contact Details:
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