2015 Interim Results 20 August 2015
Agenda 1) Introduction Dennis Holt 2) CEO update Niall Booker 3) Financial performance John Baines 4) Conclusion Niall Booker Q&A 1
Section 1 Introduction Dennis Holt
Section 2 CEO update Niall Booker
H1 2015 highlights Taken significant steps to implement the Bank’s strategy – results on track Core Bank Rebuild Improving Resilience • Rebuild of the Bank progressing • CET1 ratio of 14.9% at June 30, 2015 (13.0% at 2014) • Improvement in NIM due to reduced retail funding costs, despite a ~10% y-o-y reduction in • Deleverage of Non-core continues to improve Core loan book resilience at disciplined valuations - £1.9bn reduction in RWAs with net valuation gains of • Maintaining stability in the Core bank: £44.6m • Mortgage origination: first half year of positive • Successfully completed the £1.5bn Optimum mortgage flow securitisation in May 2015 • Current accounts • Successfully completed £250m Tier 2 Notes • NPS scores offering in June 2015 (closed July 2015) • Cost reduction programme remains on track • Enterprise services outsourcing – IBM discovery • Mortgage administration outsourcing agreed phase completed • Digital catch-up underway with development of • IT remediation programme as per plan new digital platform Creating an efficient and financially sustainable UK retail and SME bank 4
NIM improvement NIM improvement due to a combination of deposit repricing, reduction in deposit levels and mix change Core Net Interest Margin (%) Deposits (£bn) Core 1.83 29.8 1.59 28.4 1.59 25.5 H1 14 H2 14 H1 15 27.2 25.6 22.7 Average Retail Liability Gross Margin (%) 1.5 1.4 2.6 2.8 2.8 1.2 H1 14 H2 14 H1 15 BACB Retail H1 14 H2 14 H1 15 5
Core income Increased net interest income offset by lower other income due to cessation of ATM fees and reduced merchant interchange rates in line with guidance Net Interest Income (£m) Other Income (£m) 231 221 211 6 20 23 23 45 58 205 202 195 1 8 7 31 6 56 49 28 (3) (4) (19) (7) H1 14 H2 14 H1 15 H1 14 H2 14 H1 15 Retail BACB Treasury/other 1 Includes Retail, BACB and Treasury/other 6
Maintaining stability in the Core bank Mortgage originations recovering to required levels while current account base remains stable - contractual repayments continue to reduce overall loan stock Net Customer Loans 1 (£bn) Mortgage Flow 2 (£bn) 16.1 0.8 15.2 0.6 14.7 1.1 0.9 0.6 0.9 1.0 0.8 0.2 14.3 13.8 13.4 (1.0) (1.2) (1.2) H1 14 H2 14 H1 15 H1 14 H2 14 H1 15 Mortgage Unsecured BACB Completions Redemptions Current Accounts (thousands) Current Account Net Promoter Score 3 1,433 1,430 1,432 783 781 779 25 651 15 650 651 12 H1 14 H2 14 H1 15 H1 14 H2 14 H1 15 Prime Other 1. Excludes UTB Early signs of recovery in the Core bank 7 2. Excludes contractual repayments 3. Source: GfK FRS
Cost reduction remains on track Sustainable cost reductions are being delivered Operating Costs (£m) Income / Cost Relationship 1 Income (rebased to 100) Cost (rebased to 100) 110 105 297.0 297.6 259.6 100 95 H1 14 H2 14 H1 15 Branches 90 85 80 291 222 Dec-13 Jun-14 Dec-14 Jun-15 165 Dec-13 Dec-14 Jul-15 Moving towards a simpler and more efficient retail bank 8 1. Excludes UTB
Core bank transformation Significant transformation underway but much still to be done Mortgage Outsourcing Digital Catch-up Mortgage administration by Capita started 1 • Enhanced customer services within existing • August 2015 internet banking platform (released 2015) Western Mortgage Services (WMS) transitioned • Online registration for internet banking • to Capita ownership as part of overall Paperless statement • agreement • Password reset Servicing of more than 200,000 mortgage • • Digital-specific products accounts and £20bn of lending • Moved from 9th to 3rd in internet banking satisfaction since November 2014 Branches • New digital platform features (2016 releases) • Branch network to provide a simple, convenient New product propositions for digital, incorporating • gateway to direct channels STP to deliver rapid fulfilment Branch automation capability is key to migrating • “New to Bank” current account proposition, online • branch customers to self-service account opening, electronic ID verification H1 2015 branch closure programme complete • • Upgrade of mobile app Delivering cost reduction and improved customer experience 9
Investing in the brand Building on our customer-led ethical policy Marketing New Products Ethical policy relaunch helped to further rebuild the New overdraft proposition • brand Minimising fees and charges and developed based • • New TV ad elicited a strong response on customers’ feedback Further spend in H2 Fixed rate credit card • • Successful launch - offering customers some protection against future interest rate rises Building greater customer engagement, stability and restoring trust 10
Ensuring IT resilience Significant transformation underway but much still to be done Enterprise Services Outsourcing IT Remediation Discovery phase completed in May • Continued progress towards remediation of • known IT vulnerabilities • Moved into execution phase Progressive removal of potential Single • Data Centre fit-out • Points of Failure Security proving • Maintenance catch-up programme • • Application and Data Separation Desktop technology refresh • Service Transition planning • • Data network separation • Testing On track to migrate key business applications • onto the IBM platform in mid-2016 Laying the foundations for future bank technology 11
Improved capital resilience Tier 2 notes issue and ongoing deleverage of Non-core has improved resilience to severe stress Non-core RWAs (£bn) Capital Ratio 1 (%) 8.0 7.1 19.5 17.1 5.2 15.0 13.4 H1 14 H2 14 H1 15 H1 15PF H1 14 H2 14 H1 15 Warwick Securitisation Tier 2 Notes May 2015 June 2015 (closed in July 2015) • • • £1.5bn whole structure securitisation • £250m of Tier 2 capital raised Bank retained 65% of Class A notes 8.5% coupon • • Additional Optimum securitisation and debt issuance planned in 2015, subject to market conditions 12 1. H1 15 capital is pro forma for the Tier 2 notes issue which closed in July 2015
Reduced asset risk improves capital resilience Fair value delta has reduced significantly since 2013 Fair Value Delta 1 (£bn) Capital 2 (£bn) 2.2 2.0 1.9 1.9 1.5 1.3 0.8 FY 13 FY 14 H1 15 H2 13 H1 14 H2 14 H1 15PF Planned deleveraging of non-core will further reduce the FV delta 1. Difference between the carrying value and fair value of assets. Fair value is measured by determining discounted expected cashflows, derived using expected redemption profiles of the portfolio, and discounting these cashflows at current market rates for products with similar characteristics and risk profiles. The current market rate used is assumed to encompass the time value of money plus a risk premium to account for the inherent uncertainty in the timing and amount of future cashflows arising from a book of mortgage assets. This fair value is not intended to represent the value which could be achieved as part of a structured disposal 2. H1 15 capital is pro forma for the Tier 2 notes issue which closed in July 2015 13
Strengthening governance and culture Work continues to address legacy issues • Continued work on the embedding of the Risk Management Framework Risk management framework • Will present a more accurate picture of our non-credit, non- market related capital requirements • Clear and consistent explanation of strategy to employees through the ‘Five Rs ’: • Rebuild our franchise Five Rs • Reduce our costs • Revitalise our channels • Reinforce our risk management • Re-energise our people • Progressing development of TOM Target Operating Model (TOM) • Critical enabler to creating a simplified Bank to deliver low friction customer experience • Five Rs showing signs of traction Employee engagement • Employee engagement moved from 50% in Oct 14 to 56% in Apr 15 • £49m of additional conduct charges in H1 15 mainly driven by CCA and packaged accounts – updates to known issues Conduct remediation • Planned conduct remediation activities to be substantially progressed in H2 15 Driving through cultural change will continue to take time 14
Section 3 Financial performance John Baines
H1 2015 income statement snapshot Positive NIM movement but reduced profitability mainly due to lower income from lower asset base, losses on asset sales and higher project costs – ahead of expectations Operating Income (£m) Total Bank NIM (%) 1.32 307.3 1.20 236.5 H1 14 H1 15 H1 14 H1 15 Operating Result (£m) Profit (Loss) Before Tax (£m) H1 14 H1 15 28.2 (77.0) (80.4) (204.2) H1 14 H1 15 Legacy issues continue to dominate the financial performance of the Bank 16
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