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Analyst Presentation 9 December 2013 Disclaimer By attending the meeting where this presentation is made, or by reading the presentation slides, you agree to be bound by the following limitations: This presentation has been prepared by Eurobank.

  1. The Eurobank Group at a Glance p Eurobank at a Glance Key Figures (€bn) One of the four systemic banks in Greece, with 20% and 18% (1)  30 Sep 2013 p market share in loans and deposits respectively Customer loans (net) 47.1 – Established in 1990, it is 95.2% held by the Hellenic Financial Customer deposits 42.3 Stability Fund (“HFSF”) Total assets Total assets 80.1 80 1 – Operates in both business and retail segments offering a wide Tangible book value 3.7 range of customized products and services Retail branches (Group) (#) 1,162 – Leader in key fee generating market segments y g g g Employees (Group) (#) p y ( p) ( ) 20,141 , – Material increase in scale with acquisitions of New Hellenic Assets and Liabilities Breakdown (€bn) Postbank (“TT”) and New Proton Bank (“Proton”), completed in August 2013 80.1 80.1 Selective international presence  13.7 – Private banking: Luxemburg, Cyprus and London Others 32.3 Others 19.2 19 2 Securities S iti – Commercial and retail banking: Romania (#7), Bulgaria (#6), Mortgages, Consumer, 35% Serbia (#7) and Ukraine (#>10) 14% 42.3 47.1 Deposits Loans Improved liquidity profile post acquisition with net L/D ratio of  111% 111% and Eurosystem funding on total assets of 20.6% (2) d E t f di t t l t f 20 6% (2) Equity SB, 14% 5.5 Wholesale, 37% Liabilities Assets 1. 19% excluding non Greek residents As at November 15 th 2013 2. Page 4

  2. Key Investment Highlights y g g Systemic Greek bank within a strong position in a consolidated banking landscape 1 Consolidated 4-Pillar market (93% (1) ) providing opportunities to benefit from a recovery  Eurobank with 20% market share in loans and 18% (2) in deposits  Leading positions in fee generating activities and specialty finance businesses 2 #1 in asset management, private banking and securities services  #1 in investment banking, equity brokerage and treasury sales  #1 in factoring and trade services  Modern bank with an entrepreneurial culture and proven track record of product innovation supported by advanced 3 and scalable IT infrastructure Entrepreneurial culture with strong innovation, origination and distribution capabilities of new products  Adaptability and spirit of innovation to the benefit of Eurobank’s client-centric model going forward p y p g g  Enhanced business franchise through acquisitions of TT and Proton 4 Significant strategic benefits: large and complementary client base with potential for further penetration  Material financial benefits: (i)Enhanced liquidity position, (ii) Well provisioned loan portfolio and (iii)Improved profitability  (synergies of c. €200m) (synergies of c €200m) Transformation plan key to Eurobank’s recovery 5 Transformation of the business and operating model to focus on being our clients’ primary banking relationship  Streamlining of operations in order to increase efficiency and reduce costs  Strong capitalization levels proforma for the €2bn recapitalization 6 Pro forma EBA CT1 in line with best capitalized Greek peers  Provide additional cushion to withstand potential future losses  Clear path and drivers to profitability Clear path and drivers to profitability 7 Decreasing deposits spread and reduced reliance on Eurosystem funding  Recovery of fee and commission income  Operational efficiency  Cost of risk reduction and proactive remedial management effort Cost of risk reduction and proactive remedial management effort   1. Market shares in terms of gross loans 2. 19% excluding non Greek residents Page 5

  3. Consolidation of the Greek Banking Sector g Market Share of Top 4 Banks (1) Gross Loans Market Share (30 Sep 2013) Gross domestic loans (€bn) Market share 93% Greece as of 3Q 2013 67.7 BOP 29.6% 60% Portugal +34pps 59% Greece as of 2005 23.1% Alpha 52.8 53% Turkey Italy 51% 20.1% 45.9 NBG 42% Germany 41% Spain EUROB 45.7 20.0% 41% Poland 1. Market share by total assets as of 2012 year end, except market share for Greece which is based on gross customer loans as of 30 Sep 2013 Source: Bank of Greece, Company information, Bankscope, European Central Bank data Page 6

  4. Leading Position in Key Activities g y Eurobank Standalone – Greece (2012) Ranking (2012) #1 #1 E Equity Brokerage it B k Market leader (1) ,16% market share #1 Treasury Sales Market leader Market leader in M&A/Advisory (27 transactions in 2007-12) Investment Banking #1 and syndicated loans issuance (€1.6bn in 2010-12) y ( ) Trade Services #1 ee Businesses Market leader, 22% market share #1 Asset Management (AUM) Market leader (2) , €1.7bn AUM, 28% market share Fe #1 Private Banking Market leader, €6.8bn AUM Life Insurance #3 12.5% market share in gross written premium (3) Securities Services (custody) #1 Market leader, €26bn AUC POS Acquiring #2 €1.9bn of acquiring turnover ding #1 #1 Balance €7 8bn & €6 5bn respectively Balance €7.8bn & €6.5bn respectively SME & Small Business (SB) SME & Small Business (SB) Len (Pre consolidation) ecialty nance #1 Factoring Market leader (4) , 28% market share fin Sp Sources: 1. ATHEX 2. Hellenic Association of Institutional Investors 3. Hellenic Association of insurance Companies 4. Factors Chain International (FCI) - Greek Team Page 7

  5. A Modern Bank with an Entrepreneurial Culture and Spirit of Innovation a d Sp o o a o High Qualified Personnel Acknowledged for their Standard in the Entrepreneurial Culture with an Innovation Track Record Market  Business model innovator creating new segments and market standards  Multi - skilled, highly educated and fully certified personnel –First bank to establish business unit fully dedicated to SB (1) –67% with a graduate or a post graduate degree –First bank to initiate and provide advanced banking services to SMEs –90% of the network staff certified  Customer orientation across units and products  Strong sales culture focused on the quality of the customer experience –Cross divisional supporting team pp g –54% of Eurobank clients have declared to be “very satisfied” vs. 24% –Active management to improve customer experience average for the competition (2)  Proven track record of product innovation  Performance oriented culture across the entire organization attracts top talent –Pioneer in introducing new value added products with customised features and supports long term performance –Early - on value adding features to traditional products Retail Banking Services & Products • E-banking services: more than 30 • m-banking services : E- awards since 2001 from local & Volution award in 2012 Advanced IT Systems Advanced IT Systems international institutions international institutions  Lean IT governance structure and modern methods to align direction with GCIB (3) Wealth Management business strategy • Best Private Bank in • Best Domestic Cash Greece for the years  Scalable infrastructure and complete application portfolio supported by reliable IT 2010, 2011, 2012 Manager 2013 and 2013 and 2013 operations ti • Best Private Bank in  Proven integration experience focusing on synergies realization Cyprus for the years 2010, 2011 and 2013 • Best • Best Private Bank in  A-rated for efficiency according to international benchmarks: Corporate/Institutional Greece for the years Internet Bank for 2013 2005, 2006, 2007 –Consistently ranked as “A – Bank” (combination of business and IT efficiencies) Consistently ranked as A Bank (combination of business and IT efficiencies) and 2009 and 2009 in Western Europe by McKinsey since 2007 • Best Trade Finance 8 Funds Bank for 2012 13 Funds 20 Funds 1. Small business and professionals 2. 2012 phone survey from an independent provider Page 8 3. Group Corporate Investment banking

  6. Acquisition of TT and Proton Substantially Improved Eurobank’s Relative Size and Profile p Group Gross Customer Loans (30 Sep 2013, €bn) Group Customer Deposits (30 Sep 2013, €bn) (2) Market Market Market 12% 12% 18% 18% 16% 20% share (1) share (1) 1.3 7.5 54.4 L/D 64% 55% 111% 129% ratio 45.6 10.3 42.3 0.9 31.0 Eurobank TT Proton Eurobank+TT+Proton Eurobank TT Proton Eurobank+TT+Proton BS Provisions (30 Sep 2013, €bn) ( p , ) Liquidity (€bn) (3) qu d y (€b ) 90dpd 44% coverage 49% 34.0 -47% (%) 0.8 7.4 ELA 0 9 0.9 ECB 5.6 15.0 19.5 17.9 8.0 5.4 19.0 12.5 11.5 Eurobank Eurobank Eurobank +TT+Proton Eurobank TT Proton Eurobank+TT+Proton Jun 2012 J 2012 Aug 2013 A 2013 Sep 2013 1. Greece only 2. 19% excluding non-Greek residents Page 9 3. EOP

  7. ... with a Controlled Execution Risk Recent Acquisitions as % (1) of Customer Loans Acquired banks (2) Piraeus 45% 55% CPB (3) Alpha Bank 73% 27% (4) (4) Eurobank 85% 15% (5) NBG NBG 95% 95% 5% 5% Acquired loans (%) “Good” banks Manageable asset quality Potential for organic market Controlled execution risk (only “good” banks) share growth and focus on strategic fit 1. Estimated based on customer loans of acquired businesses at time of acquisition 2. Includes “good” ATEbank, Geniki Bank., Greek operations of Cypriot banks and Millennium Bank Greece; based on net customer loans 3. Includes Emporiki Bank; based on net customer loans 4. Includes TT and Proton; based on net customer loans 5. Includes FBB and Probank; based on gross customer loans Source: Company information Page 10

  8. ... while Generating Significant Synergies g g y g Targeted pre-tax synergies 2015 (1) (€m) Comments Lower deposit costs due to market consolidation and TT time Lower deposit costs due to market consolidation and TT time   deposit costs converging to Eurobank levels TT interbank funding costs decreasing to Eurobank levels  Funding 56 89 44% Anticipated reduction of ELA funding utilising TT’s excess EFSF  bonds €56m already achieved though use of TT’s excess EFSF bonds €56m already achieved though use of TT s excess EFSF bonds   Already and interbank repricing achieved Optimisation of the dual brand Eurobank and TT networks  42% 86 Cost Centralisation of IT and support functions  Cross-selling of Eurobank products to TT customers (insurance,  9% Revenue Revenue 18 18 mutual funds, credit cards), leveraging on Eurobank s product mutual funds credit cards) leveraging on Eurobank’s product factories and CRM tools Eurobank’s remedial management processes to minimise new NPL E b k’ di l t t i i i NPL  Remedial 5% 10 creation and enhance value recovery from the loan book management €200m of annual pre-tax synergies in 2015 Total 203  1. Level of synergies estimated following extensive detailed bottom-up analysis with all key business segments – TT only Page 11

  9. Strategic Transformation Program g g A Built around deposit and daily banking needs of clients; current account-driven  Strengthen fee business and revisit pricing Enhance  New client segmentation model  client- – Focus on profitable clients aiming to become their primary banking relationship relationship – Manage non-profitable clients up or out business model Dual brand strategy for Eurobank and TT  t to maximize i i Rationalize network footprint based on profitability / liquidity potential (branch retail network to 500 br. from 600  revenues and by end of 2014, Business Centres to 20 from 30 by end of 2013) Release branch network from remedial workload liquidity  Leverage on multichannel capacity to increase profitability per client  B Set up dedicated corporate remedial unit Focus on risk  Centralize Small Business Remedial activity (from branch network)  management Further centralize Household Lending Business Remedial activity  and Enhance Legal Work out unit to apply holistic view on managing non-performing customers Enhance Legal Work out unit to apply holistic view on managing non-performing customers   remedial/NPL Commercialize remedial capacity to serve 3rd parties  management C C Contain costs further, over and above synergies:  Transform the – VES completed (1,073 FTEs, €61m annual cost saving, one-off cost €86m) operational – Non-FTE cost reduction (rentals, procurement, etc) model to Re-orient organizational structure  increase increase – Centralize supporting functions (Legal, Marketing, Loans Administration, etc) Centralize supporting functions (Legal Marketing Loans Administration etc) efficiency and – Delayering reduce costs Streamline product portfolios and reduce product codes  Streamline processes  Page 12

  10. Finance and Capital Finance and Capital

  11. 3Q13 Results Highlights g g 3Q13 bottom line at -€285m (-€211m excl. one-offs vs. -€244m in 2Q13) ( )  Pre-provision income up 53% qoq, as core income improves and non-core  income swings to positive NII up for a second straight quarter, 7% qoq (+3% qoq excl. acquisitions) mainly  driven by time deposit spread improvement Commission income up 6% qoq, mainly on insurance income and capital C i i i 6% i l i i d it l  markets Costs continue declining, down 7% (1) yoy g, y y  Greek 90dpd formation down 7% (1) qoq. Total 90dpd coverage at 49%  Eurosystem funding at €16.5bn, of which ELA reduced to €4.6bn (2) u osys e u d g a € 6.5b , o c educed o € .6b  Deposits up by €0.8bn (1) qoq. L/D ratio at 111%  Pro-forma EBA CT1 at 8.1% Pro forma EBA CT1 at 8.1%  1. Excluding TT & Proton 2. As at November 15 th Page 14

  12. Net Interest Income (NII) ( ) NII Breakdown (€m) NII per Region (€m) 373 373 358 323 310 303 301 277 108 104 Int'l 118 104 101 118 Operations 102 Greece 265 254 205 199 200 192 174 610 603 605 Loan margin 571 558 538 (1) (1) 2Q12 2Q12 3Q12 3Q12 4Q12 4Q12 1Q13 1Q13 2Q13 2Q13 3Q13 3Q13 3Q13* 3Q13* NII Drivers qoq Capital & bonds 15 22 10 4 23 17 ECB rate cut  -70 -93 Market & Eurosystem -98 -102 ELA reduction  -121 -134 funding Time deposit repricing  Deposit margin -147 -153 Full quarter of EFSF bonds income  -174 -179 -197 -187 Funding synergies with TT  Loan margin contraction  (2) 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13** 1. Including TT and Proton for one month 2. Excluding TT and Proton Page 15

  13. Spreads (1) & NIMs (1) p Lending Spreads (Greece, bps) Deposit Spreads (Greece, bps) 518 509 Core 499 Corporate -47 494 -51 -51 -50 -51 -55 501 501 487 482 475 486 Total Total 490 490 486 486 -220 -220 467 467 -235 477 -248 474 -263 Retail -271 -279 -284 458 456 Time -322 -324 -352 -353 -359 3Q12 4Q12 1Q13 2Q13 3Q13 Oct-13 3Q12 4Q12 1Q13 2Q13 3Q13 Oct-13 Retail Spreads (Greece bps) Retail Spreads (Greece, bps) NIM (bps) NIM (bps) 1096 1069 1044 1029 991 966 3Q12 4Q12 1Q13 2Q13 3Q13 Consumer 674 668 663 653 Group 206 177 167 183 186 610 596 Small Business Greece Greece 185 185 147 147 134 134 153 153 144 144 Mortgage Mortgage 262 263 263 264 264 258 254 259 International 282 289 290 296 356 3Q12 4Q12 1Q13 2Q13 3Q13 Oct-13 1. Excluding TT & Proton Page 16

  14. Commission Income Commission Income Breakdown (€m) Commission Income per Region (€m) Total fees excluding 81 89 82 77 83 Govt. guarantees expense 71 71 70 70 71 70 67 65 67 65 8 62 Non-banking 8 62 services 10 9 9 26 26 13 13 14 14 26 26 Insurance Insurance 7 26 11 Int'l 7 27 28 Operations 6 9 Mutual funds 7 12 7 10 8 8 5 5 4 Greece 3 6 Capital Markets 5 6 10 12 Network 45 44 40 40 38 34 30 29 27 23 22 Lending (1) 3Q12 4Q12 1Q13 2Q13 3Q13* 3Q12 4Q12 1Q13 2Q13 3Q13 1. Including TT and Proton for one month Page 17

  15. Operating Expenses p g p OpEx per Region (€m) OpEx Down 27% Cumulatively Since 2008 (€m) vs. 3Q12 3Q12 -4% 4% vs. av.Q08 340 -28% 1,358 261 -27% 256 254 249 248 245 81 Int'l 85 87 82 82 81 O Operations ti 180 172 167 167 166 Greece 164 471 (3) 988 (1) (1) Av Q08 3Q12 Av. Q08 3Q12 4Q12 4Q12 1Q13 1Q13 2Q13 2Q13 3Q13 3Q13 3Q13* 3Q13* -31% 31% [l-f-l] 326 Int'l Operations OpEx Breakdown (€m) 261 256 254 248 249 245 25 26 23 24 24 887 24 -25% 87 87 84 84 85 82 99 81 663 Depreciation Greece Admin Staff 149 147 141 142 140 131 (1) 3Q12 4Q12 1Q13 2Q13 3Q13 3Q13* (2) FY 08** 9M13 annualised Eurobank Group (excluding TT and Proton) (excluding TT and Proton) 1. Including TT and Proton for one month 2. Excluding Poland and Turkey Page 18 3. Excluding TT and Proton

  16. Voluntary Exit Scheme (VES) Impact y ( ) p  A Voluntary Exit Scheme was designed and implemented for the Group’s employees in Greece, having as a main objective to increase the operating efficiency. The VES was offered to all employees of Eurobank and most of its subsidiaries in Greece as well as to Proton employees, with Group service of more than 1.5 years. The total number of employees that have opted for the scheme is 940 for the Bank and 1,073 for the Group Key HR Statistics Post VES (3Q13) Educational Level Post VES (3Q13) Age Structure Post VES (3Q13) 67% of staff with Total FTEs (Greece) 8,893 51% graduate or post 43.9% Average age: 40 years o/w ex-TT FTEs 2,468 graduate level 34% 31.7% o/w ex-Proton FTEs 378 Average age 40 24% Average years of service 20 Turnover - 9% 5% 0.4% 1% Gender mix (Female / Male) 54% / 46% Postgraduate Graduate Secondary Primary 20-29yrs 30-39yrs 40-49yrs 50-59yrs >60yrs Voluntary Exit Scheme (VES) Statistics Voluntary Exit Scheme (VES) Statistics Employee Participation by Age Cluster Employee Participation by Entity Costs (€m) <40 192 Eurobank 940 Gross Amount 98.1 (Cash outflow) Branc he s 477 40-50 353 Ce ntralF unc tio ns 463 Net Accounting Cost 86.2 >50 528 Proton Proton 31 31 Total Participating Headcount 1,073 Branc he s 5 Ce ntralF unc tio ns 26 Employer Cost Saving 60.8 % o f Partic ipating He adc o unt 12% Other Subsidiaries 102 Note: All figures include TT and Proton Page 19

  17. Pre-Provision Income (€m) ( ) +5% vs. 3Q12 +53% qoq +22 +3 -13 +39 148 141 37 3 3 0 9 9 -17 -17 2 97 13 Δ Eurobank Δ TT & Proton (1) 3Q12 2Q13 Δ NII Δ Fees Δ OpEx Δ non-core 3Q13 1. Including TT and Proton for one month Page 20

  18. Total Assets Breakdown Total Assets Breakdown (30 Sep 2013, €bn) Loan Book Breakdown (30 Sep 2013, %) Consumer Consumer 14% 80.1 Wholesale 37% Mortgages 35% Net loans and advances to customers 47.1 7. S SB 14% Securities Portfolio Breakdown (30 Sep 2013, %) Other Corporate GGBs 2% 7% Securities 13% 19.2 T Bills T-Bills 14% PP&E, intangibles and other assets 5.6 Loans and advances to banks 2.8 Other Deferred tax assets 3.0 EFSF EFSF government t Cash and central banks balances C h d t l b k b l 2.4 2 4 52% 13% Assets Page 21

  19. Funding and Liquidity g q y Funding Breakdown (30 Sep 2013, €bn) Eurosystem Funding (€bn) Interbank 70.9 Issues sold takings Who le sale 1.5 34.0 -51% (securitization) 10% funding 24% 9.2 Re po s Supranational takings 5.4 E L A funding 34% Issues sold ELA 15.0 (EMTN) 12.5 E CB funding 32% Pension fund 17.9 Insurance Repos 16.5 1% 3% Greek State 5.4 3% 4.6 Retail & 42.3 De po sits Corporate ECB 19.0 93% 12.5 12.0 Total funding Eurobank Eurobank Eurobank Sight Time & other +TT+Proton +TT+Proton 14% 14% 68% 68% Jun 2012 Sep 2013 15 Nov 2013 Savings 18% Page 22

  20. Loans and Deposits at Glance p Gross Loans (€bn) Deposits (€bn) 151% 54.4 53.9 140% 136% 132% 129% 48.2 47.8 Intl Ops p 47.4 47 4 8.8 8 8 8.7 8 7 Group L/D 46.2 45.6 111% 110% 9.5 9.4 9.3 9.0 42.3 42.4 8.8 Business GR 8.5 8.5 22.4 22.0 Int'l 32.2 Operations 31.0 30.8 30.2 28.9 21.4 21.3 21.1 20.5 20.0 9.1 8.5 9 2 9.2 8.5 8 5 9.1 Mortgages GR 33.8 33.9 17.1 17.1 Greece 12.1 12.1 12 1 12.1 12 1 12.1 12 0 12.0 12.0 12 0 23.1 23 1 22 6 22.6 21.6 21.7 2 19.8 Consumer GR 6.2 6.1 5.1 5.0 4.9 4.8 4.7 (1) (1) ( ) (1) (1) ( ) 9M12 9M12 FY12 FY12 1Q13 1Q13 2Q13 2Q13 3Q13 3Q13 3Q13 31 Oct 3Q13* 31 Oct* 9M12 9M12 FY12 FY12 1Q13 1Q13 2Q13 2Q13 3Q13 3Q13 3Q13* 31 Oct* 3Q13* 31 Oct* Commercial gap (2) at €4.1bn from €12.3bn in Dec 2012 1. Including TT and Proton 2. Net loans minus deposits, as at October 31 Page 23

  21. Asset Quality 90dpd Formation (€m) 90dpd Ratio (%) 3Q12 4Q12 1Q13 2Q13 3Q13 (1) 874 Group 21.3% 22.8% 24.6% 26.4% 27.7% 811 768 Greece 22.5% 24.2% 26.3% 28.1% 29.2% 757 710 695 Int’l Ops 16.6% 17.2% 17.8% 19.2% 20.5% 601 601 594 563 553 Loan Loss Provisions (€m) 805 730 730 718 696 5.2 bps improvement (70bps organic) 633 613 534 525 460 493 Coverage ratio 42.3% 42.8% 42.9% 43.6% 44.3% 48.8% 442 422 419 418 420 420 Greece Greece 328 353 366 366 374 376 Int'l Int l Int'l Operations 94 Operations 80 83 77 69 67 69 70 60 50 114 69 54 54 45 42 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 (1) 3Q12 4Q12 1Q13 2Q13 3Q13 3Q13* 1. Including TT & Proton Page 24

  22. 90dpd formation per segment (Greece) (1) p p g ( ) Corporate (€m) Mortgages (€m) 313 286 283 206 224 230 205 197 174 170 160 172 138 119 147 151 147 122 122 119 117 117 115 115 103 100 92 105 102 103 78 78 79 76 75 71 56 57 53 43 42 46 37 43 33 12 20 6 4 -31 31 -35 35 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 Consumer (€m) Consumer (€m) Small business (€m) Small business (€m) 241 214 227 234 286 210 210 190 201 201 173 231 164 162 149 143 135 147 196 188 159 117 108 113 149 152 142 125 100 125 124 126 116 82 82 84 92 82 86 86 86 86 82 77 77 54 43 58 54 33 36 27 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11 3Q11 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 1. Excluding TT & Proton Page 25

  23. Regulatory Capital g y p EBA CT1 Ratio (%) 8.1% 8.1% 0.8% -0.7% (1) (2) (2) 2Q13* Impact from operations IRB for TT and Proton** 3Q13** EBA CT1 (m) 3,185 -463 225 2,947 RWAs (m) 39,538 -2,026 -939 36,574 1. Pro-forma for TT/Proton acquisition & Eurobank Properties transaction 2. Pro-forma for the adoption of IRB methodology for TT & Proton Page 26

  24. Equity to EBA CT1 Reconciliation (€m) q y ( ) 5,455 -950 4,141 950 -364 3,735 -406 406 2,947 418 -84 -1,997 1 997 -75 75 3Q13 equity Government Hybrids & Common Intangibles Tangible BV Government DTA Bad debt Minority Other EBA CT1 preference Minorities Equity preference provision Interest, adjustments shares shares shortfall Eurobank Properties Page 27

  25. Profitability Drivers Profitability Drivers

  26. Key Profitability Drivers y y A Decreasing deposit spread: Decreasing deposit spread:  – Deposits costs in Greece are expected to normalize in the medium term – Time deposit spreads currently at -283bps vs. +17bps in Q4 2007 – Every 100bps improvement of time deposit spreads would translate into a €230m pre – tax income change Reduce reliance on Eurosystem funding:  – ELA funding at €4.6bn currently, vs. €12bn in December 2012. Cost of ELA is 175bps over the cost of ECB g y, p funding Revenues – Every €1bn movement from ELA to ECB, translates into a positive pre – tax P&L impact of €17.5m Recovery of fee and commission income:  – Eurobank has leading market positions in fee & commission income businesses – Significant potential upside from normalization of macro environment g p p – Net commission income 0.4% of total assets currently vs. 0.9% in FY 07 – Every 10bps movement over total assets corresponds to ca. €80m pre – tax P&L impact B B Greek(1) cost of risk at 450bps in 3Q13, vs. 100bps in 2007  90dpd formation has started to decrease already  Cost of Risk Lift of auction ban, envisaged in the MEFP, expected to further improve borrowers’ behavior  Every 100bps reduction in cost of risk, corresponds to ca. €320m change in pre – tax income y p p g p  C Cost reduction of 27% already achieved since 2008  Cost Eurobank to continue adjusting its cost structure according to its needs, in order to be able to return to historical  Containment efficiency levels.(Greek C/I at 75% vs. 40% in 2008) 1. Excluding TT and Proton Page 29

  27. 2012 vs. 2007 Financial Performance PBT: 2012 vs. 2007 (€m) (1) Comments - 459 - 459 1 075 1 ,075  Sharp deterioration of profitability since 2007 peak - 333 mainly driven by: - 1,266 192 – Impairments: cost of risk increased from 100bps in 2007 to 369bps in 2012 p – Lower NII: mainly driven by increased cost of Greek - 161 deposits (time deposits spreads contracted from - 952 17bps in Q4 2007 to -304bps in 2012) 2007 Δ Δ Opex Impairments Δ Other 2012 – Falling commission income: fee & commission Falling commission income: fee & commission NII Net fee & comm. represented 0.91% of total assets in 2007 vs. 0.39% in income 2012 – Strong cost containment efforts only partially offset Balance sheet items: 2012 vs. 2007 (€bn) (1) the revenue decline with OpEx declining 23% - the p g best performance among peers 47.8 44.3 34.8 34.8 (2) 30 8 30.8  Balance sheet suffered from deposit outflows as a result B l h t ff d f d it tfl lt 29.0 of the crisis. 2.6 – Customer deposits declined by 12% over the period – Eurosystem funding increased to €29bn (peaking at 2007 2012 2012 2007 2007 2012 €34bn in1H12) as Greek banks lost access to wholesale funding markets Gross customer loans Customer deposits Eurosystem funding 1. Excludes Poland and Turkey, sold in 2012, as well as TT and Proton 2. €19.5bn currently Page 30

  28. PPI comparison (€m) p ( ) 1,455 703 581 581  €581m represents 3Q13 PPI of €145m x 4  Does not include expected 2 synergies of €203m from TT 148 145 & Proton acquisitions -5 (1) 2007 2012 3Q13 PPI excluding TT & excl 3Q13 funding 3Q13 PPI - excl. 3Q13 x 4 Proton PPI synergies acquistions impact 1. Excluding Polish and Turkish operations Page 31

  29. Operating Expenses p g p Cost-to-income Ratio (%) Group OpEx (€m) 1,358 -27% 988 Group cost / income ratio -61 G Greece cost / income ratio t / i ti 75 69 FY08 9M13 - annualized VES benefit (2) (1) 59 Comments 48  27% OpEx reduction since 2008  Cost reduction CAGR in the 2008-13 period at 6.1% 42  VES benefit of €61m annually Acquisitions , International operations Crisis period integration & IT investment phase investments (1) FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 9M12 FY12 9M13 Pre-crisis C/I ratio below 50% 1. 9M13 OpEx excludes TT & Proton 2. Excludes Polish and Turkish operations sold in 2012 Page 32

  30. Deposit Spreads Evolution p p Eurobank Greek Time Deposits Spreads (bps) (1)  Greek crisis provoked significant deposit outflows and subsequent pricing deterioration subsequent pricing deterioration  Time deposit pricing deteriorated by 340bps since 4Q07 17 -41 -79  Pricing being restored due to: – Macro stabilization -204 -228 -284 -283 – Banking system consolidation -322 -352 -353 -359  For illustrative purposes, a 100bps change of time deposits F ill t ti 100b h f ti d it 4Q07 4Q08 4Q09 4Q10 4Q11 4Q12 1Q13 2Q13 3Q13 Oct-13 Nov-13 spreads would generate a €230m pre-tax change Note: Based on average quarterly spreads, total book New Production Time Deposit Spreads (bps) (1) Eurobank + TT + Proton Greek Deposits -239 -247 -262 Balance (€bn) -265 (30 Sep 2013) (30 Sep 2013) -292 -305 305 -316-322-325 -322 Time 23.4 -334 -350 -352 -358 -352 -354 -356 -362 -370 Core 10.4 -394 Total Total 33 8 33.8 1. Excludes TT and Proton Page 33

  31. Eurosystem Funding Exposure y g p Gradual Run-down on a Standalone Basis (1) Recent Acquisitions Improve Liquidity (2) Eurosystem funding ( €bn) 34.0 Cost of -51% Eurosystem 2.3% 1.6% 1.3% 0.8 % funding (%) 15.0 17.9 16.5 5.4 30.1 4.6 19.0 27.2 12.5 12.0 23.3 22.6 22.6 Eurobank Eurobank Eurobank +TT+Proton Eurobank +TT+Proton Eurobank +TT+Proton Eurobank +TT+Proton 21.8 21.1 20.7 19.8 21 8 21.2 10.9 Jun 2012 Sep 2013 15 Nov 2013 18.1 21.9 16.8 16.9 10.1 9.2 8.3 9.8 9.1 Comments 9.2 8.3 5.6 4.4 4.4 4.8 4.8 150bps reduction of Eurosystem funding cost in November 2013 vs. 13.3  12.0 16.3 12.0 December 2012 13.2 12.5 12.3 12.1 11.6 11.5 12.8 8 2 8.2 Excess ECB-eligible collateral from TT acquisition replaced part of i i f i i i f  expensive ELA funding with ECB funding at 175bps lower rate Improved funding mix resulted in €56m annualized savings  Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 For every €1bn shift between ELA and ECB, there is an €17.5m pre-  tax change tax change M A O M J N D J F A S ECB (€bn) ELA (€bn) 1. Average monthly balances 2. EOP Page 34 Note: data beyond September 30 th , 2013 are unaudited

  32. Fee & Commission Income Net Fee & Commission Income / Total Assets 0 92% 0.92%  Due to the crisis, fee and commission income contracted from 0.9% of total assets in 2007 to 0.4% in 9M 2013 0.68%  Commission income is highly dependent on macro 0.57% 0.52% environment and markets performance (asset 0.43% % 0.41% 0 41% management, investment banking, insurance) 0.39%  Mutual funds, Capital Markets and Network fees most affected (1) 2007 2008 2009 2010 2011 2012 9M-2013 Sources of Fee & Commission Revenues (€m) Net fee & Net fee & Net Fee & Net Fee & PBT PBT Commission Income Commission Income Change (2) 595 / Total Assets / Total Assets (%) (€m) Non-banking services 22 Sensitivity Insurance 54 -55% Mutual funds 116 10bps c. 0.50 80 Capital Markets 131 -68% 269 15bps c. 0.55 120 35 Network 117 40 30 20bps c. 0.60 160 29 37 Lending Lending 155 155 99 2007 9M-2013 annualised 1. Annualised, excl. TT & Proton 2. Change estimated on total assets including TT and Proton Page 35

  33. Cost of Risk Cost of Risk Development (Greece)  Greek provision charges increased by 4.5% 280bps on average net loans between 4.4% 2007-12 4.2% 3.8% 3 8%  Asset quality hinges on macro but also regulatory environment: New law on household insolvency to − potentially reduce NPL formation t ti ll d NPL f ti 2 8% 2.8% 2.4% The Government is assessing a phased − lifting of the moratoria on auctioning collateral currently in place collateral currently in place 1.7%  2012 provision charge (Greece) at €1,357m 1.1% 1.0%  Cost of risk change by 100bps in Greece Cost of risk change by 100bps in Greece corresponds to €320m change in pre-tax income (1) FY07 FY08 FY09 FY10 FY11 FY12 1Q13 2Q13 3Q13 Note: Cost of risk = provisions / average net loans (annualised for 1Q, 2Q and 3Q) 1. 3Q13 CoR excludes TT and Proton Page 36

  34. Risk Management and Asset Quality Risk Management and Asset Quality

  35. Risk Management Function Overview g Chief Risk Officer Credit Risk Market and Liquidity Risk Operational Risk Credit approval : Independent review  First Greek bank with validated market risk Documented and functional operational   of credit proposals and participation management system by Bank of Greece risk framework and risk management in Credit Committees (unanimous ( for both trading and banking books for both trading and banking books system system decisions) for corporate clients and large retail exposures All market risks monitored daily against Risk and control self assessment program   approved VaR limits Credit control : Independent control  Operational loss events collection system p y  function responsible for credit quality function responsible for credit quality Regular stress testing  monitoring, including supervision of corresponding functions of subsidiaries Key Risk Indicators (KRI) program  abroad Liquidity ratios and liquidity stress results  monitored on a continuous basis Operational risk reporting system (internal  Separate International Credit Division for Separate International Credit Division for   and external) the corporate business of International Interbank credit risk monitored daily  operations through netting and margin agreements A number of operational risk mitigation  (ISDA/CSA, GMRA) programs throughout the Group Centralized market risk management for  International operations Page 38

  36. Strategic Initiatives with Respect to Asset Quality Protection and Credit Risk Mitigation g  Shift from unsecured to secured lending and shorter tenors Reduction of consumer loan portfolio  Overall Portfolio Discretionary sector selection in business lending  Strategic Directions Risk based pricing  Focus on remedial management  Tightening of credit underwriting criteria  Introduction of judgmental underwriting (‘grey area’) for Small Business and Consumer  Revision of cut-off levels and reduction of approval rates for Retail  Further utilization of Basel II databases, (Corporate & Investment Banking) ratings and (Retail) scores in formulating credit policies  Credit Approval Uniformity of practices, criteria and systems in Greece and abroad  Process  Similar organizational structure for Credit Risk, Market Risk and Operational Risk supervied by the corresponding Units of the Group in Greece  Country Risk Executives report directly to Chief Risk Officer of the Group  Regional Credit Committees for credits in excess of the country’s approval authority Frequent portfolio reviews   Large exposures review with Top Management on a monthly basis  C Corporate & Investment Banking Management Committee for large exposures t & I t t B ki M t C itt f l Portfolio reviews on a segmental basis (eg fisheries, car dealers, steel industry)  Corporate & Construction projects’ progress monitoring  Investment Update collateral review  Banking toring  Propindex for residential real estate  Re evaluation (desktop or on site) for commercial real estate Re-evaluation (desktop or on site) for commercial real estate Credit Monit Active limits management and monitoring-more proactive limits blocking  Minimal exposure to media, political parties, public sector entities and senior management  Development of sophisticated collections factory for Retail lending since 2006 ensuring efficient combination of internal and external  collection resources Multi channel execution ie call center, retail branch, external agencies Multi channel execution ie call center retail branch external agencies   Customized customer centric management system, early warning systems and automated dialer to enhance the operational  Retail efficiency of collections Centralized specialized collectors, restructuring and pre-legal actions units for SB clients combined with increased network  involvement Enhanced statistical analyses for monitoring of sub-portfolios performance  Page 39

  37. Clear Credit Approval Processes in Place pp Relationship Manager Credit Sector team Credit Approval Committees Credit Request Package are prepared by the Review and evaluation of credit requests The Credit Request Package ,    RMs and proposals, before submission for together with the Risk Assessment, approval to the various Credit Committees are submitted for approval to the Credit Request Package is then submitted to  relevant Credit Approval the Credit Sector team Issuance of an independent Risk Assessment  Committee Committee for each credit request, including Typically includes:  recommendations to limit risk to acceptable Required approval level depends   Description of Limits levels, either through improved securities or on the rating of the customer, as Corporate  Description of request based on analysis of improved facilities’ structure well as the group level exposure client’s needs (both unsecured amount and Participation with voting right in the credit  total exposure)  Financial analysis approval process ( in all credit committees) ( )  Description of client’s operations Total staff of 34 persons   Business plans by the client (when relevant) Credit process in Retail is performed by the Business following policies approved centrally by Risk  Risk (Credit Sector) is involved in the approval process for material exposures (in excess of pre defined thresholds) Risk (Credit Sector) is involved in the approval process for material exposures (in excess of pre-defined thresholds)   Retail Page 40

  38. Credit Control Approval Approval Monitoring Monitoring Reporting Reporting Approval of all credit policies and Independent field reviews of all portfolios Regular preparation of detailed analysis of   continuous updates as required (1) information to quantify, monitor and evaluate Monitoring and reviewing performance of  risks addressed to senior management, Development/implementation/ Development/implementation/ all portfolios of parent bank and all portfolios of parent bank and   including Board of Directors ExBo and Risk including Board of Directors, ExBo and Risk support of advanced rating systems and subsidiaries in Greece and in SEE Committee. More specifically the following credit risk models (adoption of the Internal data are provided Formulation of provisioning policy and  Rating Based (IRB) approach) regular reporting of adequacy of Quality of bank’s portfolio  Development and implementation of provisions  Analysis of provisions for impairment and Analysis of provisions for impairment and   Transactional Rating System T ti l R ti S t losses Supervision and monitoring of credit  Participation in credit committees with no control units of subsidiaries in SEE  Portfolio breakdowns by rating category,  voting rights size, delinquency, industry, tenor Maintenance of historical database and  Participation in the Loans and Products risk data analyses (key risk indicators)  Overview of the 20 largest exposures Overview of the 20 largest exposures  Committee (LPC) for the approval of new (Greece and SEE) as well as credit limits Quarterly reporting to the Board of  loan products above €60m Director’s Risk Committee (BRC) Rescheduling and restructuring volumes  Bank’s risk management models and g  parameters  Use of risk models, key results of models validation  ICAAP Risk assessment  Pillar 3 disclosures Stress Test scenarios and results (BoG, EBA)  1. Credit control does not participate in the loan approval process. It carries out post-approval reviews and checks compliance with approved policies Page 41

  39. Rating Systems Overview g y Group Corporate and Investment Banking Retail Traditional / Non Specialized Lending Credit Scoring Models Per product (6 models)  Borrower rating (PD) system – covers  Moody’s Risk Advisor 1 model for existing customers g  85% of exposures 85% o e posu es Application (MRA) Rating Models (PD) Borrower rating for the non MRA  eligible customers (i.e. smaller g ( Per product (8 models) companies with limited financials and  NCR members of groups, holding Rating Behavioral companies, start-up companies, Models (PD) Insurance, Securities) – covers 15% of exposures Expected loss concept  Credit Bureau All Consumer products  Transactional Rating Score Small Business  Applied to 100% of abovementioned  (TR) exposures p For all revolving products of For all revolving products of  Limit Utilization household lending and Small Change (EAD) Business Banking Shipping  Pre- and post-default models (8 models)  Specialized Lending Specialized Lending Project finance  Loss Given (Slotting Methodology) Default Commercial real estate finance  Page 42

  40. 2013 Blackrock Diagnostic Exercise g Scope of the Exercise Comparison with Previous Blackrock Exercise Assess banks’ lending practices and processes for  Blackrock 2011 Blackrock 2013 establishing and monitoring asset quality establishing and monitoring asset quality Loan file reviews on a sample of loans across Retail  Asset Quality and Commercial asset classes to assess Starting point 30 June 2011 30 June 2013 Review (AQR) underwriting quality Re-underwriting of a sample of large business loans,  PSI (1) losses including bespoke credit loss projections for the   respective loans ti l Greece and Forward-looking estimates of annual principal loss  Scope of analysis Greece only Material Foreign over a five year and a loan-lifetime horizon to Subsidiaries Credit Loss assess the credit quality of the bank loan portfolios Domestic Projection Projection Covers loan portfolios on a solo basis, as well as the Covers loan portfolios on a solo basis as well as the Loan Book Loan Book  5 years on yearly 5 years on yearly Horizon of analysis 3 years and lifetime (CLP) loans of domestic leasing, factoring and credit basis and lifetime finance subsidiaries Baseline and adverse scenario  Scenarios Base & Adverse Base & Adverse Assess all aspects of banks’ NPL resolution policies  and procedures in detail, including the adequacy d d i d t il i l di th d 9% in 2012 and effectiveness of workout strategies, collateral Min. CT1 ratio – Base 10% in 2013 and Not public Troubled Assets and business valuation, and the structure of related 2014 Review (TAR) staff Asset classes under review are Residential  Min. CT1 ratio – 7% over the period Mortgages, SBP Loans, SME Loans and high-level Not public Adverse Adverse (2012 2014) (2012-2014) C Consumer Loans L Comparison of Comparison of Review of foreign activities comprising an  Credit Loss Credit Loss assessment of the underwriting and loan servicing Review of Projection results of Foreign Projection results of policies as well as a cataloguing of operations and Foreign each scenario with Loan Book of credit controls each scenario with Activities Activities Capital need Capital need projected pre projected pre- Romania and Bulgaria are the operations under projected pre-  assessment provision income review provision income on a year-end and stock of basis and stock of provisions as of provisions as of June 2011 June 2013 1. Private Sector Involvement in the sovereign - debt restructuring of Greece Page 43

  41. Eurobank Asset Quality Trend in Greece y Decreasing 90dpd formation trend since the peak of 2Q 2012  Eurobank – 90dpd Formation in Greece (1) (€m) 805 -43% YoY 730 718 696 696 633 613 576 534 534 525 525 493 460 1Q 11 2Q 11 3Q 11 4Q 11 1Q 12 2Q 12 3Q 12 4Q 12 1Q 13 2Q 13 3Q 13 2011: €2,268m 2012: €2,866m YTD 2013: €1,649m Note: NPLs at group level are defined as 90dpd loans except for Small Business and mortgages when only 180dpd loans are included 1. As reported data (no pro forma adjustment) including NPL Page 44

  42. Coverage per Segment Analysis (Greece) g p g y ( ) Total 90dpd As of 30 Sep 2013 90dpd Value of Collaterals Coverage Coverage Consumer 90dpd ratio 50% 75% 75% 8% 8% 83% 83% Coverage Coverage Mortgages 90dpd ratio 19% Coverage 21% 122% >100% Eurobank Small Business Excluding TT & 46% 90dpd ratio Proton Coverage 41% 70% >100% Corporate 90dpd ratio 24% Coverage 37% 55% 92% Total 30% 90dpd ratio Coverage 43% 73% >100% Total Including TT and 90dpd ratio 29% Proton Coverage 48% Page 45

  43. Greek Consumer Loans – Asset Quality 90dpd formation has shown a clear downwards trend in the last quarters as macroeconomic environment stabilises  90dpd coverage ratio incl. collaterals above 80%  90dpd Formation (€m) 90dpd Stock (€m) Excl. TT & Proton Excl. TT & Proton 440 424 2,451 2,409 2,274 , 348 348 2,058 291 1,768 265 1,505 219 1,259 970 135 43 1H '10 2H '10 1H '11 2H '11 1H '12 2H '12 1H '13 3Q '13 1H '10 2H '10 1H '11 2H '11 1H '12 2H '12 1H '13 9M '13 Evolution of BS Provisions (€m) Total 90dpd Coverage (%) (3Q 2013) By Modification Status (%) (3Q 2013) Excl. TT & Proton Excl. TT & Proton Excl. TT & Proton 1,839 1,839 1 794 1,794 83% 83% 75% 75% 1,647 15% 1,448 1,204 2% 1,007 83% 8% (1) No Rescheduling Restructuring 1H '11 2H '11 1H '12 2H '12 1H '13 9M '13 Value of 90dpd Total 90dpd collaterals coverage coverage 1. Including forbearance Page 46

  44. Greek Mortgage Loans – Asset Quality g g y 90dpd formation for residential mortgages peaked in 1H 2012, and it has been reducing in the following quarters  90dpd ratio at 19% well below the market average  90dpd coverage ratio incl. collaterals above 140%  90dpd Formation (€m) 90dpd Stock (€m) Excl. TT & Proton Excl. TT & Proton 326 326 2 183 2,183 2,013 275 257 1,738 209 1,483 170 175 1,157 159 155 1,000 818 818 609 1H 10 1H '10 2H '10 2H 10 1H 11 1H '11 2H '11 2H 11 1H 12 1H '12 2H '12 2H 12 1H '13 1H 13 3Q 13 3Q '13 1H 10 1H '10 2H 10 2H '10 1H 11 1H '11 2H '11 2H 11 1H '12 1H 12 2H '12 2H 12 1H '13 1H 13 9M 13 9M '13 Evolution of BS Provisions (€m) By Modification Status (%) (3Q 2013) Total 90dpd Coverage (%) (3Q 2013) Excl. TT & Proton Excl. TT & Proton Excl. TT & Proton 461 461 414 15% >140% 122% 21% 322 262 6% 204 153 79% Value of 90dpd coverage Total 90dpd (1) No Rescheduling Restructuring 1H '11 2H '11 1H '12 2H '12 1H '13 9M '13 collaterals coverage 1. Including forbearance Page 47

  45. Greek Small Business Loans – Asset Quality 90dpd formation is reducing since the peak in 2012 and further deceleration is expected for next quarters mainly due to  improving macroeconomic environment 70% backed by collateral (mainly properties)  More than 80% of 90dpd portfolio are still operating entities More than 80% of 90dpd portfolio are still operating entities  90dpd Formation (€m) 90dpd Stock (€m) Excl. TT & Proton Excl. TT & Proton 2,915 2,915 2 991 2,991 2,649 801 614 1,858 1,243 352 267 267 77 2010 2011 2012 1H '13 9M '13 2010 2011 2012 1H '13 3Q '13 Evolution of BS Provisions (€m) By Modification Status (%) (3Q 2013) Total 90dpd Coverage (%) (3Q 2013) Excl. TT & Proton Excl. TT & Proton Excl. TT & Proton 111% 41% % 1,232 1,232 1,171 1 171 1,036 21% 70% 735 508 3% 3% 76% Value of 90dpd Total 90dpd 2010 2011 2012 1H '13 9M '13 collaterals coverage coverage No Rescheduling Restructuring Page 48

  46. Greek Corporate and Investment Banking – Asset Quality Increased collateralization from 48% to 55% during the last 2 years  Delinquencies in 2013 higher than in 2012, slowdown observed since 3Q 2013  90dpd Formation (€m) 90dpd Stock (€m) Excl. TT & Proton Excl. TT & Proton 570 3,330 3,160 510 2 647 2,647 431 431 402 2,087 298 1,693 1,262 174 174 965 859 110 1H '10 2H '10 1H '11 2H '11 1H '12 2H '12 1H '13 3Q '13 1H '10 2H '10 1H '11 2H '11 1H '12 2H '12 1H '13 9M '13 Evolution of BS Provisions (€m) By Modification Status (%) (3Q 2013) Total 90dpd Coverage (%) (3Q 2013) Excl. TT & Proton Excl. TT & Proton Excl. TT & Proton 1 217 1,217 7% 7% 92% 1,070 37% 8% 865 55% 638 353 85% Value of 90dpd Total 90dpd No Rescheduling Restructuring 2010 2011 2012 1H '13 9M '13 collaterals coverage coverage Page 49

  47. International Operations – Asset Quality Overview y The trend of the asset quality for the international business remains variegate, with some countries showing signs of stabilization  Romania Bulgaria 22.7% 26.6% 21.9% 24.8% 20.5% 23.6% 19.7% 23.3% 18.6% 22.1% 21.8% 17.1% 20.4% 19.0% 16.0% 15.0% 17.7% 14.6% 16.4% 13.9% 13.4% 15.2% 15.2% 50 50 47 42 39 38 34 33 32 32 32 31 32 26 21 21 19 15 15 14 13 15 3 3 1Q'11 2Q'11 3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13 1Q'11 2Q'11 3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13 Gross 90dpd formation (€m) 90dpd over av. loan book Cyprus Serbia Ukraine 6.0%7.4% 8.4% 12.7% 12.9% 33.1% 34.5% 31.0% 11.2% 11.0% 30.4% 29.3% 29.1% 9.4% 3.5% 3.9% 3.6% 3.8% 4.6% 6.8% 7.0% 7.5% 2.8% 2.1% 11.3% 11.1% 30.8% 29.4% 10.9% % 30.7% % 29.7% 29.7% 2.1% 1 6% 1.6% 28.9% 28 9% 22 22 19 19 18 15 12 11 11 10 8 10 9 7 6 5 5 5 4 3 2 1 1 0 -1 -1 -1 -3 -5 -4 -5 -6 -8 1Q'11 2Q'11 3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13 1Q'11 2Q'11 3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13 1Q'11 2Q'11 3Q'11 4Q'11 1Q'12 2Q'12 3Q'12 4Q'12 1Q'13 2Q'13 3Q'13 Gross 90dpd formation (€m) Gross 90dpd formation (€m) 90dpd over av loan book 90dpd over av. loan book Page 50

  48. Asset Quality Strategic Initiatives and Credit Risk Mitigation g Restructured Loans (3Q 2013) Overall portfolio strategic directions: Excluding TT & Proton GCIB Shift from unsecured to secured lending and shorter tenors  26% Mortgage 32% Reduction of consumer loan portfolio  Discretionary sector selection in business lending Discretionary sector selection in business lending   Risk based pricing (Economic Value Added (EVA), Risk-  adjusted Return on Capital (RAROC)) Remedial management: Collections, Collateral improvement, g p  Consumer Consumer Small Business Small Business Restructuring solutions 14% 28% Tightening of credit underwriting criteria: reduction of debt – to Total: €5.6bn  – income ratios (DTI ratios), LTV, tenors and approved limit amounts Greek Residential Real Estate Indices (1)(2) Greek Residential Real Estate Indices (1)(2) 100.9 Credit monitoring: Corporate & Investment Banking frequent portfolio reviews Corporate & Investment Banking frequent portfolio reviews   Portfolio reviews on a segmental basis  BoG Bank of Greece 77.9 76.8 Update collateral review: PropIndex  69.6 PropIndex for residential real estate  Re-evaluation (desktop or on site) for commercial real  FY06 FY07 FY08 FY09 FY10 FY11 FY12 3Q13 estate Active credit limits management Active credit limits management  1. Bank of Greece collects data from valuations carried out by all major Greek banks and issues a residential index every quarter. 2. PropIndex S.A. collects data from the National Bank of Greece, Eurobank, Alpha Bank, and Emporiki Bank (acquired by Alpha Bank on 1/2/2013). Page 51 The data collected concerns valuations carried out for loan purposes.

  49. Eurobank Strategy in Troubled Assets Management gy g Troubled assets management a focus area of the Bank already since 2008 with significant achievements  so far – Reinforcement of Remedial units of the Business Units and of Legal Workout – Design & implementation of restructuring/rescheduling programs in both wholesale & retail – Increase of collaterals Remedial management remains a key priority for Eurobank as it is proved by recent initiatives  – A Troubled Assets Committee, reporting to the CEO, will be established at top management level to A Troubled Assets Committee, reporting to the CEO, will be established at top management level to monitor the results of Remedial/Non-Performing Clients (NPC) units – Significant strategic initiatives are under implementation across the Bank to further strengthen the performance in troubled assets management Page 52

  50. Troubled Asset Committee Overseeing Remedial/Non Performing Clients Units g Organization and Reporting Members of TAC (1)  General Manager of Retail Banking  General Manager of Group Corporate and CEO Investment Banking I t t B ki  Chief Risk Officer (CRO)  General Manager of NPCGD (2) Troubled Assets Committee Responsibilities of TAC (1)  Determines strategy regarding Remedial Management Management  Provides guidance to Remedial/NPC Units and Corporate when necessary recommends corrective actions Small Special p Business B siness FPS/ ERS FPS/ ERS NPC GD (2) NPC GD (2)  Monitors performance and progress across all asset Handling Remedial Sector classes on monthly basis  Presents the results of the Remedial/NPC (3) Units to the Board Risk Committee (through CRO)  Reviews regularly strategic initiatives 1. Troubled Asset Committee 2. Non Performing Customers General Division Page 53 3. Non performing clients

  51. Troubled Assets Management Framework g Troubled Assets Committee Troubled Assets Committee Current Remedial Management Workout Management Group Corporate and Investment Banking has established a new Group Corporate and unit Corporate Special Handling Investment Banking Investment Banking Sector (CSHS) for management of Sector (CSHS) for management of problematic/ high risk clients Non Performing Customers General Small Business further Small Business further Division is being re- Small Business centralizes its remedial organized and reports management model Enhancement Early directly to the CEO Warning Tools Household enhances the tools Household used by FPS/ERS with more long-term modification solutions Page 54

  52. Household – Remedial Management Organization g g Eurobank has a unique capability in proactively managing the remedial management process  Operating Structure Key Responsibilities within Remedial Management Approve Remedial strategies, products and policies  Monitor Risk  Group Risk Group Risk Retail Banking Define provisioning policy  Verify amount of provisions on a monthly basis  Propose Remedial Strategy  Monitor performance of portfolio  HLB (1) Plan and monitor remedial initiatives  Undertake product development  HLB (1) Underwrite modification applications pp  Propose Remedial Strategy initiatives  Organize and implement remedial initiatives  FPS A fully o wne d subsidiary Coordinate channels  de dic ate d to re me dial Financial Planning Monitor delinquent customers’ performance  manag e me nt using S Services i Perform legal actions for distressed portfolio inte rnatio nal be st prac tic e s  (FPS) LTCO Provide guidance and consultation on legal and (BCG 2006 & Mc Kinse y 2010)  regulatory matters Manage recovery process for denounced loans through  Litigation Counsel g NPCGD ( ) NPCGD (2) legal enforcement legal enforcement Office (LTCO) Increase collateralization through registration of  NPCGD (2) pre-notation Negotiate with debtors for consensual solution  Liquidation through auctions  Inform borrowers about delinquency  Collect overdue amounts  Branches ERS Branches, ERS Submit applications for modification where requested  Provide feedback from borrower contact  1. Household Lending Business Unit 2. Non Performing Customers General Division Page 55

  53. Household – Collection & Servicing Subsidiary (FPS) ( ) Assessing the opportunity to commercialize our remedial management expertise by servicing third parties  Eurobank FPS Key Metrics (2012A) Business Model  Eurobank Financial Planning Services is the group’s 717 internal FTEs and 400 FTEs in Branch network household loans collection and servicing subsidiary household loans collection and servicing subsidiary 282 FTEs in external collections 282 FTEs in external collections 10 Legal offices (150 lawyers) agencies  Eurobank is the only Greek Bank with a wholly owned subsidiary, since 2006, dedicated exclusively to remedial management for household loans and founded on 41m communication 41m communication international best practices 700,000 customers attempts  Integration of various different country-wide channels and partners:  branch network €528m collected 8m communications  legal offices  bailiffs 191,000 rescheduling 113,000 real estate searches applications  call centers  High degree of automation to allow end-to-end Hi h d f t ti t ll d t d management of the delinquency lifecycle and to enable 26,000 payment orders 10,000 forced prenotations effective handling of large volumes Page 56

  54. Households – Key Activities Performed by Remedial Management Unit g Mortgage Consumer Description Portfolio Portfolio √ √ √ √  Design and develop the Remedial strategy that will be Remedial Strategy executed by each of the parties involved  Collect overdue amounts across all delinquency stages Collect overdue amounts across all delinquency stages C ll Call √ √  Conduct borrower interviews and submit modification Centers applications across all delinquency stages  Conduct real estate search Prelegal √  Denounce products and send extrajudicial letters Processing  Prepare physical file for legal assignment Other Bank Bank Entities  Prepare, submit to Court and depose to borrower Payment Legal Actions √ Orders  Enforce prenotations against borrowers with Real Estate  Conduct MIS, reporting and analyses Supporting  Support IT & develop and support in-house software √ √ √ √ Functions Functions applications applications  Develop and manage Business processes  Manage and align channels and external partners Page 57

  55. Small Business – Remedial Management Organization g g Best-in-class Specialized Remedial Process for Small Businesses Only integrated multi-channel collection process for Small Business in Only integrated multi-channel collection process for Small Business in Channels Channels   • Collection advisors Greek market, pursuing delinquencies all the way to legal workout • Network collection coordinators Integrated matrix consisting of centralized collection unit and experts  • Branch manager & SBB team in network, addressing difficult cases directly officers Client Client • Network expert team Network expert team Tools & Actions Tools & Actions Sophisticated process designed to account for individual clients’  Segments • External lawyers • Legal workout sector • SMS/Warning calls • Max bucket risk/willingness to cooperate with appropriate escalations • Pre-collection calls • Total exposure • Extrajudicial letters • Type of collaterals Client-specific risk-based strategies and targets:  • Collection calls • Restructuring status & • Intensive collection calls solution solution R Restructuring solutions for viable/cooperative clients t t i l ti f i bl / ti li t • Visits Visits  • EWS classification • Restraining orders Restructuring Solutions Pre-legal actions aiming to minimize risk via pre-notation of real • Legal actions  • Tenor extension estate or seizure of customer assets • Capital grace period • Partial interest grace Legal actions/Liquidations are initiated on high risk cases Legal actions/Liquidations are initiated on high risk cases  period i d • Total interest grace period Monthly 90dpd Portfolio Assignment to Collection Channels Segmentation Stage of Delinquency Solution Proposal Strategy per Channel Delinquent portfolio segmented Portfolio further segmented by: Solution per client based on: Channels: by: by: Customer’s maximum Customer s maximum Restructuring products Restructuring products Centralized collection unit Centralized collection unit       Existance / type of collateral bucket Customer profile Network experts team    Previously restructured or not Collateral type Branch Small Business    Customer’s total exposure LTV ratio Officers   Branch Managers  Page 58

  56. Remedial Management – Setting up a New Corporate Special Handling Sector (CSHS) p p g ( ) The bank aims to: enhance corporate remedial capabilities by setting up a distinct unit that will bring together the necessary  know how and capabilities enable a more effective and efficient handling of the Corporate and Investment Banking clients who are  facing difficulties in servicing their debt obligations (excluding clients handled via specialized units (1) ) release capacity of corporate RMs to pursue profitable clients  Project implemented in 3 phases: Phase I: Design the business and organizational model together with scope & client file transfer process Phase II: Model detailed out with a focus on: Phase II: Model detailed out with a focus on: designing the unit’s processes, considering interactions with other stakeholders (e.g. Legal. Loan Admin)  developing best practice resolution strategies  developing appropriate tools to monitor portfolio  Phase III: Design of monitoring and control mechanisms to enable the desired performance Phase I completed, Phases II and III already in progress expected full completion by end of 1Q 2014 1. Project Finance, Commercial Real Estate Finance, Leverage Finance, Shipping, Hotels & Leisure – the handling of these clients will remain at the respective units Page 59

  57. Corporate Special Handling Sector (CSHS) Responsibilities p File Responsibility p y Status Status Performing RM RM RM On a very selective and capacity allowing basis RM "Early Warning" RM RM (RRM as advisor) (RRM as advisor) RM RRM RRM "High Risk/Watchlist" High Risk/Watchlist Total Group €0-2m €2-15m >€15m Exposure posu e Files pulled by Remedial RMs (RRMs) based on hard trigger criteria (transaction rating / payment status) and soft triggers subject to committee decision Note: Total Exposure defined as both on Balance Sheet and off Balance Sheet exposure of Eurobank, Postal Savings Bank & Proton Bank Source: BCG analysis Page 60

  58. Non-Performing Customers – Overview g Expected Recovery of the p y External Constraints Till Now External Constraints Till Now Economy From 2014 Onwards Increasing numbers and O/S balances of Non Performing  Improving macro-economic  Adverse macro-economic Customers conditions conditions  Early signs of future prospects for Reduced recovery rates  Limited Liquidity in the market some companies  Uncertainty on preferential claims Collateral liquidations impaired  Lift/ Change of legal restrictions in by restrictive legal framework y g auctions  Restrictive legal framework and limited absorption by the market Pillars for Transformation of Non Performing Customers General Division Problem workout solution providers  Build entrepreneurial culture  Specialized workout team and legal admin End to end customer workout responsibility   officers Page 61

  59. Non-Performing Customers – Strategy g gy Minimize Non Performing Balances (NPBs) & Loss Given Default (LGDs) Improve security Maximize recovery from Reduce flows to Non Increase recoverability Performing Balances Performing Balances from organic sources from organic sources coverage coverage collateral/security collateral/security Strategic directions Customer-centric approach Strategic portfolio segmentation Effective customer evaluation and resolution Fully integrated business model Adequate utilization of legal resources Resource management aligned to core segments Demonstration of social responsibility Page 62

  60. Non-Performing Customers Sector – New Integrated Operating Model g p g Non Performing Customer General Division Non Performing Customer General Division (NPCGS) Business Workout Repaymen Origination Write Off Credit Collateral/Asset Remedial Current Management Legal Management nt/ O Collateral/Asset Supervision throughout the NPC management process  Evaluation of alternative  Consultation through late remedial approaches to collateral  Debtor/ case knowledge sharing management in cooperation with the customer the customer Transition of Non Performing customers though the various stages based on clearly established criteria, such as:  Dpd p  Transactional rating & Moody’s Risk Advisor (MRA) rating  Modifications type and status  Policies (i.e. early warning indicators) Page 63

  61. Non-Performing Customers – Key Features g y CEO Board Risk Committee NPCGD Head Northern Admin. & Corporate p SME SBB (1) HLB (2) Greece International e a o a O Ops. Division Segmentation of the NPC portfolio into four distinct portfolios: Corporate, SME, SBB and Household  Clear allocation criteria (i.e. outstanding balance) between the four portfolios, as follows: ( g ) p   Corporate: > €2.5m  SME: €500k – €2.5m  SBB: < €500k  HHL: mortgage and other retail lending Introduction of Group approach with the establishment of the International Division, which will be responsible for  monitoring the consistent application of workout approach in alignment with NPC strategy across Group entities Industry and client focus teams are established within the Divisions I d t d li t f t t bli h d ithi th Di i i  1. Small Business Banking 2. Household Lending Business Unit Page 64

  62. Evolution of Outstanding NPC Balances g Outstanding Balances (€m) 31 Dec 2011 31 Dec 2012 30 Sep 2013 Amount Clients Amount Clients Amount Clients Amount Clients Amount Clients Amount Clients Corporate and Corporate and 663 1,291 993 1,631 1,311 1,882 638 41 1,949 1,923 Investment Banking Small Business 16,936 25,126 30,390 364 115 30,869 1,069 1,665 2,119 78 5 2,102 587 4,699 915 7,322 1,283 12,523 4 38 245 4,839 1,533 17,400 Mortgage Totals 2,319 22,926 3,573 34,079 4,713 44,795 720 443 250 4,954 5,584 50,192 Eurobank Proton TT Group Totals Impact due to new subs:   Outstanding balances increase by 20%  Clients increase by 12% Page 65

  63. Historical Evolution of NPC Formation Amounts (€m) and Number of Clients 31 Dec 2011 31 Dec 2012 30 Sep 2012 30 Sep 2013 Amount Clients Amount Clients Amount Clients Amount Clients 380 273 289 289 454 344 351 306 Group Corporate and Investment 223 5,757 8,776 Banking (GCIB) 6,593 460 507 650 7,037 Small Business Small Business 475 475 Banking (SBB) 4,923 246 415 2,408 1,350 341 210 1,122 Mortgage 1,050 8,232 1,273 10,953 908 8,465 1,446 11,564 +60% +21% Total: €908m Total: €1,446m Total: €1,050m Total: €1,273m Δ 31 Dec 2011 vs. 31 Dec 2012 Δ 31 Dec 2011 vs 31 Dec 2012 Δ Sep 30 2012 vs 30 Sep 2013 Δ Sep 30 2012 vs. 30 Sep 2013 Clients Amount Clients Amount GCIB 24% 104% -5.5% 2% SBB 25% 37% -17% 10% Mortgage 115% 62% 265% 68% Page 66

  64. Geographical Distribution of NPC Portfolio g p Northern Greece Total Portfolio (as of 30 Sep 2013) 1,040m % to Total Region Portfolio Attica 71% Northern Greece 21% Aegean Sea Islands & Crete 2.6% Central Greece & Central Greece & Ionian Ionian Islands (1) Ionian Islands ( ) 3.4% 3 4% Islands 169m Peloponnese 2% Attica 3,277m Peloponnese (2) 102m Aegean Sea Aegean Sea Islands & Crete (3) 125m 1. Larisa and Trikala 2. Patra satellite 3. Irakleio satellite Page 67

  65. Non-Performing Customers – Key Takeaways y y NPCGD acts as remedial advisor, driven by culture of collaboration with customers 1 Enhanced borrower engagement throughout the workout cycle 2 Increased autonomy and independence but at the same time close cooperation/synergies 3 with business partners 4 Well structured strategy and curing methodology for the reduction of NP Balances Innovative collateral/asset management solutions 5 Page 68

  66. Liquidity and Funding Liquidity and Funding

  67. Eurobank Group 3Q Funding and Liquidity Position Current funding mix reflects the lack of wholesale funding resources for Greek banks  Full usage of ECB eligible collateral but additional liquidity buffer for funding through ELA  Low concentration of deposits top 20 depositors account for only 9% of total (4 4% excluding Public Sector related deposits) Low concentration of deposits - top 20 depositors account for only 9% of total (4.4% excluding Public Sector related deposits)   Funding Breakdown (€bn) (30 Sep 2013) Liquidity Buffer (€bn) (30 Sep 2013) 15.9 5 9 Interbank I Issues sold ld 70.9 takings (securitization) Wholesale 10% 1.5 ECB eligible assets 24% funding 1.6 Supranational 9.2 Repos takings 34% Issues sold Issues sold 5.4 ELA funding (EMTN) 32% ECB funding 12.5 Pension fund Insurance Repos 1% 1% 3% 3% Greek State 3% 11.6 ELA eligible assets Retail & Corporate 93% 42.3 Deposits Local central banks eligible Local central banks eligible Sight Sight Time & other i 0.5 assets 14% 68% Cash and central bank 1.7 reserves Total funding Savings Short Term interbank placings 0.5 + nostros 18% Liquidity buffer Liquidity buffer Page 70

  68. Liquidity Buffer Analysis per Country q y y p y Liquidity Buffer Breakdown (€m) (30 Sep 2013) Eurobank Eurobank Postbank Bancpost Stedionica Universal Total Greece (1) Cyprus Luxembourg (Bulgaria) (Romania) (Serbia) (Ukraine) 11,807 Central Bank buffer 13,716 820 565 13 288 118 104 ECB eligible assets 1,630 275 790 565 0 0 0 0 ELA eligible assets ELA eligible assets 11 562 11,562 11 532 11,532 30 30 0 0 0 0 0 0 0 0 0 0 0 Central Bank eligible bonds 523 0 0 13 288 118 104 Cash 493 343 4 0 36 75 23 12 Balances with Central Banks in -67 -16 17 0 13 -76 0 -5 excess of mandatory reserves Local Central Bank mandatory 1,276 448 25 9 198 357 225 14 reserves Interbank placings due in ≤ 30 I t b k l i d i ≤ 30 266 512 185 33 0 28 0 0 days & nostro accounts Total buffer 15,930 12,849 1,051 607 261 672 366 124 1. Includes Eurobank, TT and Proton Page 71

  69. Evolution of Deposit Base p Total Customer Deposits (€bn) Acquisitions of Sale of Poland Sale of Turkey TT & Proton 47.4 47.0 46.8 45.9 44.8 44.4 43.6 43.5 42.3 40.4 9.6 9.6 9.7 8.9 10.3 11.4 10.0 10.8 10.8 8.5 8.5 34 8 34.8 33.9 9.8 32.5 32.2 30.8 30.5 30.2 28.9 28.0 9.3 9.4 9.7 9.1 8.8 9.2 8.5 9.1 9 2 9.2 37.8 37.0 32.8 33.5 37.4 34.5 33.8 37.1 33.1 30.7 25.5 24.5 23.1 22.8 21.7 21.6 21.7 19.8 18 8 18.8 009 009 009 009 010 010 010 010 011 011 011 011 012 012 012 012 013 013 013 Mar 2 Jun 2 Dec 2 Mar 2 Jun 2 Dec 2 Mar 2 Jun 2 Dec 2 Mar 2 Jun 2 Dec 2 Mar 2 Jun 2 Sep 2 Sep 2 Sep 2 Sep 2 Sep 2 Greece International Page 72

  70. Significant Reduction in the Reliance on Eurosystem Funding y g Gradual Run-down on a Standalone Basis (1) Recent Acquisitions Improve Liquidity (2) (Eurosystem funding, in €bn) Cost of Eurosystem funding (%) 1.3% 0.8% 2.3% 1.6% -51% 34.0 30.1 27.2 22.6 22 6 23 3 23.3 21.2 21.8 21.1 20.7 15.0 19.8 18.1 10.9 16.8 16.9 17.9 21.9 16.5 10.1 9.2 8.3 9.8 9.1 9.2 8.3 5.6 4.4 4.8 5.4 4.6 13.3 12.0 12.0 16.3 13.2 12.5 12.3 12.1 11.6 11.5 19.0 8.2 12.8 12.5 12 5 12.0 12 0 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Eurobank Eurobank +TT+Proton Eurobank +TT+Proton Jun 2012 Sep 2013 15 Nov 2013 ECB (€bn) ELA (€bn) ELA exposure to decrease further through deposit gathering, restored funding market access , and the capital raising exercise  150bps reduction of Eurosystem funding cost in November 2013 vs. December 2012  Excess ECB-eligible collateral from TT acquisition replaced part of expensive ELA funding with ECB funding at 175bps lower Excess ECB eligible collateral from TT acquisition replaced part of expensive ELA funding with ECB funding at 175bps lower  rate Improved funding mix resulted in €56m annualized savings  For every €1bn shift between ELA and ECB, there is an €17.5m pre-tax change  1. Average monthly balances. 2. EOP Page 73

  71. Commercial Funding Gap, ECB and ELA Pledged Collateral Aggregate Group Funding Gap (€m) Aggregate Group Funding Gap (€m) Eurobank Greece ECB Collateral (Cash Value) by Eurobank Greece ECB Collateral (Cash Value) by Security Type (€m) (30 Sep 2013) (30 Sep 2013) Loans Cash collateral 621 290 Non-financial corporates Mandatory Commercial 2 2 Reserve Reser e Funding Gap F nding Gap (€m) Loans Deposits Requirements (Deposits Less Foreign covered bonds (MRR) Loans and MRR) 46 RMBS 109 GTBs (1) Pillar II 794 9,416 EUR 36,616 24,031 542 -13,127 GGBs GGBs 1,141 EFSF USD 1,580 3,735 0 2,155 25 Total: €12,443m CHF 4,960 70 0 -4,890 E Eurobank Greece ELA Collateral (Cash Value) by b k G ELA C ll t l (C h V l ) b Security Type (€m) (30 Sep 2013) RON 709 1,330 206 415 Corporate Loans International RMBS 4,520 13 BGN 961 1,304 198 145 Third Party Greek RMBS Loans (65%) 34 Greek Corporate Bonds RSD 237 85 73 -225 48 Mortgage Loans Own Securitizations 2,522 UAH 150 162 10 2 1,927 Leasing and Factoring g g 887 Bonds (35%) Other 316 314 0 -2 Consumer Loans 462 Own Covered Bonds Shipping Loans 2,667 Total 45,529 31,031 1,029 -15,527 361 Total: €13 440m (2) Total: €13,440m 1. Pillar II relates to Government Guaranteed bonds which as of March 1st 2015 will no longer be ECB eligible 2. Analysis does not include TT ELA Buffer Page 74

  72. Funding Platforms g EMTN Programme EMTN Programme Covered Bonds Covered Bonds Established in 1999 Two Programmes established in 2010   Outstanding Amounts Fully Retained    €280m senior notes-wholesale Programme I – mortgage loans in EUR   Outstanding Amount €2,450m  €300m senior notes-clients Programme II – mortgage loans in EUR and CHF g g g   €267 €267m subordinated notes b di t d t  Outstanding Amount €1,350m Asset Backed Securities Government Guaranteed Programme Four RMBS Transactions Outstanding Established in 2010   (Themeleion I, II, III, IV) Fully retained   A Amount Placed with investors: €328m t Pl d ith i t €328 Outstanding amount: €13,932m  Four Other Securitizations fully retained   Credit Cards   Consumer Loans Consumer Loans  Small Business Loans  Corporate Loans Total Securitized Portfolio: €5,187m  Page 75

  73. Subordinated Securities As of 30 Sep, Eurobank has €345m of subordinated securities outstanding following the Liability  Management Exercise of June 2013 An estimated €105m of these securities are held by retail investors, of which €57m by Eurobank clients  Investors with Custody Investors with Custody Assets Assets in Eurobank Outside Eurobank O Total Notes Outstanding Retail Tendered Held by Retail Institutional Greek Amount Participation Investors Other Series Amount for Investors Investors Investors Banks Before June Rate (estimate) Cash Post LME 2013 LME 2 0 0 0 0 2 A 17 15 88% 5 0 0 0 0 5 B 7 2 30% 50 1 0 0 0 50 C 60 10 16% 21 2 1 0 0 18 D 230 209 91% 0 0 0 0 0 0 0 0 0 0 0 0 E 59 59 100% 78 3 1 0 0 75 Subtotal 373 295 79% 267 54 7 125 45 35 LTII 289 22 8% 345 57 8 125 45 110 Total 662 317 48% Page 76

  74. Retail Banking Retail Banking

  75. Retail Banking – Business Model g Lean and modular model reflected in our organization; successfully adapting to  changing market conditions (shift from commercial to remedial management) Customer – orientation backed by high quality and entrepreneurial management Customer orientation backed by high quality and entrepreneurial management  as well as multi – skilled staff Performance-based culture, attracting and developing top talent  Dual Brand Poised to become an even stronger retail player following TT integration as well as  One-Bank capitalising on the existing cooperation agreement with Hellenic Post capitalising on the existing cooperation agreement with Hellenic Post Strategy Target Clients Distribution Channels Product Offering Households: Retail Branches "in a Alternative Channels Factories box" Affluents Phone Banking Household Lending    Lean/  Salary earners Direct Banking Small Business Banking    low-cost (internet, mobile) (internet mobile) Mass Deposit and Transactional   Standardised roles  Third party Banking  distribution Remedial (FPS/ERS)  partners Small Businesses and Mutual fund management g  Professionals (SB) Professionals (SB) Life insurance  Treasury  Standardised strategic/ Standardised distribution formats traditional Centralised, innovative product tactical customer networks integrated with alternative channels and remedial management segmentation addressing both commercial and remedial factories needs Page 78

  76. Delivering Differentiation vs. Competition g p Retail Banking Differentiating Elements  Prompt reaction to a deteriorating environment by creating a dedicated and highly specialized P t ti t d t i ti i t b ti d di t d d hi hl i li d remedial company (FPS) Organizational Flexibility  Swift change of branch focus to reflect Remedial Management priorities  Development of 3 rd party sales channels to promote products (co-branded credit cards, green loans)  1 st bank to launch co-branded cards in Greece with the largest portfolio today  Largest (1) card loyalty scheme in the market (Epistrofi); Awarded Epistrofi mobile app (first prize in e- Volution Awards 2013 & AppWARDS 2013 with 35K clients in 1.5 years) Product and Product and  1 st to launch e-deposit products (Live Account) Technology-  1 st to launch personalized/tailor-made term-deposit enabled  1 st to launch contactless credit card Innovation  Multi-awarded e-Banking and m-Banking platforms (more than 30 awards)  Only bank with fully automated SB disbursement process (also through e-Banking for credit lines)  1 st to introduce tailored loan pricing (based on risk and client relationship value)  Successful bancassurance model for unit-linked products in Greece  Largest distributor of mutual funds in Greece Commercial  1 st to open the retail POS financing market as well as green loans in Greece Astuteness  +20% growth in acquiring turnover in a stagnant market (2010 - 2013)  Young bank with commercially focused performance management and incentives g y p g  Excellence in customer service and ease-of-doing business (manifested in network client surveys and Customer Service market research) Excellence  1 st bank to introduce specialized Relationship Manager for Small Business clients at branches 1 bank to introduce specialized Relationship Manager for Small Business clients at branches 1. In terms of merchants and eligible clients Page 79

  77. Greek Retail Lending The acquisition of TT has improved the balance mix of the loan portfolio and consolidated Eurobank  presence in the retail segment in line with other players Gross Loans Breakdown, Greece – 30 Sep 2013 (%) Total Retail Gross Loans – Greece (€bn) Total Gross Loans:45 7€bn Total Gross Loans:45.7€bn 29.7 29.7 30 1.5 Credit cards 23 9 23.9 6.6 6 6 23.6 Total Retail : 6.5 SBB (1) 65% Other, 35% 20 23.1 4.7 Retail (2) Consumer Eurobank Eurobank, 51% 10 17.1 Mortgage (3) Retail TT & Proton, 0 14% FY2011 FY2012 3Q 2013 3Q 2013 1. Small Business Banking covering Small Businesses and professionals 2. Including Auto Loans 3. Including Green Loans, MBCL and professional mortgages. Green loans are amortized loans with collateral the prenotation on the obligor’s property, for home repair / energy efficiency improvement ; MBCL: Mortgage Backed Consumer Loans are amortized loans with collateral the prenotation on the obligor’s property and purpose either to cover obligor’s consumer needs or consolidate existing unsecured consumer products Page 80

  78. Greek Retail Lending Eurobank was one of the first entrants into consumer, mortgage and Small Business lending markets  becoming quickly a leader in Greece; even after the deep restructuring of the Greek banking system, Eurobank has maintained its leadership position in consumer and SB lending Consumer Loans (1) Credit Cards Market Share (%) (4) Lending O/B (€bn) Market Share (%) Lending O/B (€bn) g ( ) ( ) 29.2 22.6 21.3 21.6 21.0 20.4 4.7 3.8 3.6 3.6 1.5 1 5 1 4 1.4 1 5 1.5 1,2 0,3 3,5 1,2 2011 2012 3Q 2013 2011 2012 3Q 2013 Mortgage Loans (3) Small Business Banking SB Client (Th) (2) Lending O/B (€bn) Market Share (%) Lending O/B (€bn) 20.5 226 218 214 17.1 13.6 13.3 6.5 6.7 5.1 6.5 11.9 12.1 0.1 6.4 12.0 2011 2012 3Q 2013 2011 2012 3Q 2013 1. Including Auto Loans, excluding cards 2. SB lending & relationship clients, of which 108k lending in 3Q 2013 including 2,7k clients from TT & PROTON Page 81 3. Including Green Loans and MBCL 4. Excluding TT and Proton. Figures including MBCL as per Bank of Greece classification Source: Bank of Greece

  79. Greek Retail Lending Low volumes of business, reflecting the challenging macroeconomic environment, stricter credit  underwriting policies and client targeting Business increasingly focused on secured lending (~70%) g y g ( )  Production Evolution (€bn) (1) -3.1% -4.9% -7.1% -6.4% GDP Growth (%) ( ) 1.665 Credit cards turnover Unsecured CL Unsecured CL Mortgage (2) 1.240 MBCL (3) Small Business Loans 962 962 851 4.446 3.883 3.336 44% 44% 3.048 3 048 42% 38% 31% 17% 16% 9% 4% 19% 6% 10% 20% 34% 46% 32% 32% 2009 2010 2011 2012 1. Loan disbursements including restructurings; Eurobank group figures excluding TT and Proton 2. Including Green loans Page 82 3. Mortgage Backed Consumer Loans Source: GDP data from IMF

  80. Greek Retail Funds Strong distribution capabilities and sales culture confirmed by the success in Personal Banking, mutual funds and bancassurance  Personal Banking, a significant franchise with: ~70k affluent clients, with ~€12bn managed funds through 420 specialized  Relationship Managers accredited by authorities and higher scores in client satisfaction, product holdings and loyalty Total Retail Funds Evolution - Greece (€bn) Total Retail Customers (m) 2.2 2.3 5.1 30 30 27,4 27,4 Insurance & 1.3 Other 1.1 Mutual funds (excl. MM) 11 6 11.6 20 16,4 15,4 4.1 3.9 4.0 Retail deposits 25 0 25.0 10 12.3 11.9 11.4 0 FY2011 FY2012 3Q 2013 3Q 2013 Personal Banking g Other Retail TT & Proton Page 83

  81. Greek Retail Deposits p Recent TT and Proton acquisitions almost doubled retail deposit portfolio while slightly improving mix  Greek crisis led to deposit outflows (in line with retail market) and subsequent pricing deterioration; however the situation  gradually normalising due to macroeconomic stabilisation and banking system consolidation Evolution of Total Retail Deposits (€bn) Retail Deposits Breakdown (30 Sep 2013) (1) 25.0 Core Tot Retail Deposits: €25.0bn 0.8 Time 34% 34% 10.3 14.4 13.9 13.3 66% 66% FY2011 FY2012 3Q 2013 Eurobank TT Proton Retail Deposit Deltas (€m) (2) Focus on Retail Deposit Spreads (%) 0 66 0,66 (2) (2) (2) (2) Core stock TDs stock Additi Additional l E Eurobank+TT+Proton b k TT P t €11.1bn from 754 729 -0,32 -0,39 TT & Proton 509 -0,50 -0,47 -0,48 -0,55 -0.49 -2,57 62 -0,50 -2,49 2 49 -2,76 -3.50 -628 -3,19 -851 -3,73 -3,56 -3,74 -3,53 -1,466 1Q12 1Q12 2Q12 2Q12 3Q12 3Q12 4Q12 4Q12 1Q13 1Q13 2Q13 2Q13 3Q13 3Q13 4Q11 4Q11 1Q12 1Q12 2Q12 2Q12 3Q12 3Q12 4Q12 4Q12 1Q13 1Q13 2Q13 2Q13 3Q13 3Q13 1. Including TT and Proton 2. Excluding TT and Proton Page 84

  82. Greek Retail Other Funds  Customer centric approach and strong commercial culture evidenced by two “known” success stories` Mutual Funds Bancassurance Leaders in the market: • 12 Unit Linked/Structured products 91% of total sales through branch network • No 1 in Greece in Unit linked products • Portfolio: €1.1bn 26.1% • 72% of total premiums through Branch Network 17.3% 15.6% Number of Policies ('000) 40% re g ular pre miums so ld with the lo an pro duc t (e .g . mo rtg ag e ) and 60% sold independently Eurobank Peer 2 Peer 3 Asset Management g Penetration on Mutual Funds Inflows During Crisis (€m) 87% 80% new loans ~ 128 286 ~ 112 ~ 112 240 210 146 ~ 65 130 59 ~ 19 ~ 18 ~ 10 2013 (1) 2008 2009 2010 2011 2012 Mortgage Endowment Credit Life Health Motor Property Life E Note: Data as of October 2013 1. Estimates Page 85

  83. Branch Network in Greece Retail Network (1) (30 Sep 2013) Network’s Competitive Differentiation Well-placed branches in prime locations with full W ll l d b h i i l ti ith f ll  deployment of direct channels 1,218 620 696 597 Dedicated organization to coordinate segment-related  activities (commercial and remedial) for Personal Banking Small Businesses and Mass Adaptable model, highly responsive to challenging  conditions Staffed with disciplined and extrovert personnel with  strong commercial culture focusing on results; young, strong commercial culture focusing on results; young Retail Client Base (2) highly educated, multi – skilled and fully certified personnel (57% with graduate or postgraduate degrees, Personal 72% below 45yrs old) 72% below 45yrs old) Small Small Banking Business 112K (3) 500K Highly efficient cooperation with rest of Bank, generating  client referrals to Private Banking, Eurolife, Equity, Business Individual Centers Banking Payroll 1,352K Clients 441K 1. Eurobank group figures incl. TT and Proton. Source: 9M results presentations 2. Eurobank group only Page 86 3. Personal Banking: Affluent and emerging affluent clients

  84. Alternative Channels Digital Channels Migration Data State of the art e-banking services including:  Specialized e-products offering, e-deposit account, virtual prepaid card, value added services S i li d d t ff i d it t i t l id d l dd d i – % % of Total Transactions f T t l T ti Additional specialized solutions: “Cash Management” service (offers liquidity information across – banks, Online management of “Import/Export” related activities and transactions, “Cheque 8% 9% (1) 11% APS 12% Express” management services ) (2) 6% 9% 12% e-banking 16% – 20% m.s. in terms of customers, 21% m.s. transaction value for individual / 32% for business Integrated mobile services including:  ATM 44% 42% 41% m-banking application, available for smartphones and tablets – 39% “LivePay” application: (instant mobile payment of bills of cardholders of any bank) – 62% “Epistrofi” app (card rewards) and “Cash Management” service – 64% Europhone Banking Branch 38% 38% 38% 36% Teller Servicing more than 400k unique customers yearly g q y y  Proven transaction and sale capability providing support for any bank initiative  30% cost reduction since 2008 while maintaining high service levels (multiple teleperformance awards  2010 2011 2012 2013(E) for excellent customer service) Total alternative channels Self Service Terminals 634 ATMs both at branch and off-site locations (market share (1) : 9%) providing 24.1m transactions for  a total value of €3.7bn (interbanking transactions share (2) : 14%) 472 APSs located in branches offering payments (incl. other banks’ credit cards), deposits and fund  transfers (3.5m transactions - total value of €897m) Advanced capabilities (e.g. offering choice of bank notes for Cash withdrawals)  1. Alternative payment system 2. Including e-Banking and m-Banking Page 87

  85. TT and Proton Retail Integration Program g g Main Achievements M i A hi t 1. Integration synergies finalized and Preparation Detailed Planning Implementation validated by external consultant Aug Sep Oct Dec Apr 2. Dual Brand Strategy guidelines decided Legal merger 3. Proton legal merger completed on 22/11 completed on 22/11 06/12 with operational integration on 6/12; p g / ; Proton s Legal & Operational Merger Proton’s Legal & Operational Merger Implementation closure of 27 Proton branches 4. Official approval and permissions for exchange of sensitive information obtained exchange of sensitive information obtained 13/12 13/12 5. Co-locations of critical teams already in TT Legal Merger Implementation progress 6. Communication to Proton customers 6 Communication to Proton customers TT’s Operational Merger completed Implementation 7. Commercial coordination and target setting for Q4 2013 in place – alignment of tti f Q4 2013 i l li t f sales , product and credit policies Page 88

  86. A leading Franchise Poised to Become Even Stronger g g “Close to the Customer on the Outside Efficient ... Leveraging the Distinct Strengths of Each Bank on the Inside”.... Innovation and business-orientation • Centralized & efficient operations • Strong presence in all market segments g p g • Experience in large-scale integration programs •  Target Customers Distinct  Value Propositions Strong brand associated with savings • culture culture  B Branches h Wide and loyal customer base • • Business unit back Strong relationship with Hellenic Post • ( ΕΛΤΑ ) offices Inte-grated • • Operations Operations • IT • Support Functions Strong SMEs and Corporate client • base base Our vision: “One Bank” building on “Two Brands” Self-funded with notable liquidity • Product penetration in Eurobank client base higher than TT: ...with significant 4.5X in credit cards; 2.5X in consumer loans • upside potential 7X in investment products; 4X in insurance • … and, triple average monthly credit card spending Page 89

  87. Further Potential can be Captured Through the Existing Distribution Agreement with Hellenic Post g g Hellenic Post Network: 784 Branches (445 with IT Infrastructure) • Significant opportunity to capitalize on Hellenic Post’s extensive distribution Hellenic Post s extensive distribution network to capture low-cost deposits as No presence well as new business (through current of any bank agreement with TT valid till 2020) branch 26% Near Near Eurobank/TT • Levers could include sales mobilization branch through staffing of shop-in-shop locations 42% with o wn staff and target setting, system infrastructure expansion new products infrastructure expansion, new products and transactions (e.g. debit cards, prepaid cards) • High in branch traffic constantly creating • High in-branch traffic constantly creating No presence opportunities for x-selling of Eurobank or TT branch 32% Page 90

  88. Our Retail Strategy for the New Era gy TOWARDS TOWARDS … FROM FROM … 1. Acquiring single-product “credit” 1. Building innovative multi-product 360 o customer relationships customers 2. Competing for share of client wallet in a 2. Competing for market share in loan deleveraging market volumes in a fast growing environment 3. 3 Pursuing profitable clients Pursuing profitable clients 3 3. Pursuing the majority of eligible clients Pursuing the majority of eligible clients 4. Simplicity and simplification 4. High complexity 5 5. Sales driven mentality Sales-driven mentality 5 5. Customer centric mentality Customer-centric mentality Page 91

  89. Manifested in our Transformation Themes A Enhance Enhance  Built around client deposits and daily banking needs B ilt d li t d it d d il b ki d Client-  New client segmentation model along client size and revenue potential (e.g. according relationship to industry sector, export orientation for Small Business etc) Business Model  Focus on profitable clients aiming to become their primary banking relationship – Focus on profitable clients aiming to become their primary banking relationship to Maximize Manage up or out non-profitable clients Revenues and  Focus on further developing fee business Liquidity B B  Centralize remedial management activity (from the branch network to central units) in  Centralize remedial management activity (from the branch network to central units) in Focus on Risk order to capitalize on specialization and end-to-end process ownership Management  Strengthen our advanced remedial and Non Performing Customer (NPC) units with and enhanced capacity and structure Remedial/NPC  Commercialize remedial capacity to serve 3 rd parties Management  Currently reducing: C – HL (1) products from 383 to 229 (41% reduction) including 17 cards (annual savings €85K) – SBB (2) products from 117 to 49 (58 %) & restructuring solutions from 28 to 14 (50%) Transform the Operational – Deposit products (including TT and Proton) from 265 to 111 (58%) Model to  Simplify processes Increase  Streamline and co-locate support functions St li d l t t f ti Efficiency and Reduce Costs  Optimize network footprint tuned to profitability / liquidity potential  Organization de-layering / segment-driven architecture  Reduction of non staff related costs (real estate procurement etc)  Reduction of non-staff related costs (real estate, procurement, etc) 1. HL: Household 2. SBB: Small business banking Page 92

  90. Household / Business Strategy gy Household Lending Outstandings (1) (€bn, 30 Sep 2013) Stop de-leveraging  Maximize profit through higher margins  Simplify product mix Si lif d t i  Consumer Loans Maximize x-selling effectiveness  Build new/ renegotiate existing partnerships  1  Focus on purpose 4.7 17 1 17.1 specific loans (e.g. auto) ifi l ( t ) Mortgages 1.5 4  Tap the promising market of home repair/ energy improvement (green) Credit Cards loans 5  Consolidate unsecured exposures to 2  Grow issuing & acquiring businesses secured and selectively lend extra cash through strategic partnerships (co- through strategic partnerships (co- through MBCL (2) (home equity) loans brands, loyalty schemes) 6  Further increase new production 3  Grow fees & commissions income spreads by shifting mix towards home while decreasing client churn rates by repair/ Green & MBCL (2) , while p / , offering value adding services offering value adding services selectively selling residential mortgages at higher spreads (Vs stock) 1. Including TT and Proton 2. Mortgage Backed Consumer Loans Page 93

  91. Greek Mortgage Loans – Business Strategy g g gy Tap the promising market of home renovation/ energy improvement (green) loans, counterbalancing very low activity in residential mortgages  Consolidate unsecured exposures to secured and selectively lend extra cash through MBCL  Focus on improving the risk profile of incoming population  Further increase new production spreads by shifting mix towards home improvement loans and MBCL while selectively sell residential mortgages at Further increase new production spreads by shifting mix towards home improvement loans and MBCL, while selectively sell residential mortgages at   higher spreads (vs. current stock levels) Key Trends Origination Strategy Targeting new clients who are Targeting new clients who are  Mortgage Mortgage – Creditworthy: ~90% of customers classified in low risk classes Drop in incoming application volumes due to the crisis (real  estate market still in stagnation) – Depositors: over 60% of customers hold deposits of above Very small number of real estate transactions performed by €3,000  excellent risk profile clients (85% low and very low risk class in – Loyal: 25% are payroll customers and 15% are classified to Loyal: 25% are payroll customers and 15% are classified to 2013 vs 60% in 2010) Affluent/Private customer segments Green loans & MBCL Green loans recently launched in the market  Increased Green loan volumes due to gov’t sponsored program  Mortgage Backed Consumer Loans  Excellent quality of Green loans portfolio (90dpd rate below 1%)  Simplified product mix Simplified product mix   Heavy restructuring and balance consolidation activity, with  Implementation of risk and value based pricing  unsecured balances switching to secured Quality of Incoming Population – Risk Stratification (1) (%) Disb. Volumes vs % Bad Rate (%) (90dpd at 12M) (1) Mortgage Loans Quality of Incoming Population Risk Stratification Mortgage Loans Disb. Volumes Vs % Bad Rate (90dpd at 12M) 4.0% 5,000 100% 3.5% 4,375 80% 3.0% 3,750 2.5% 3,125 60% 2.0% 2,500 40% 1.5% 1,875 1.0% 1,250 20% 0.5% 625 0% 0.0% 0 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 2010 2011 2012 2013 2008 2009 2010 2011 2012 Disb Volumes Disb. Volumes Bad Rate Bad Rate V Low V. Low Low Low Medium Medium High High 1. Excluding TT and Proton. Figures excluding MBCL as per Bank of Greece classification; New origination volumes only Page 94

  92. Greek Mortgage Loans – Loan Portfolio Overview g g  Overall new production in line with market trends  More than 85% of the portfolio consists of accounts below €100k Evolution of Spreads on Mortgage (2) (%) (2) (%) Mortgage Lending Balances Outstanding (€bn) M t L di B l O t t di (€b ) E l ti f S d M t Market Share (1) 21% 5.10 14% 14% 14% 5.01 13% 13% 13% 13% 13% 13% 13% 12% 12% 4 89 4.89 17 1 17.1 11% 11% 4.97 4.92 4.90 5.1 4.73 4.86 2.64 2.58 2.63 2.63 2.62 10.5 10.7 11.5 11.9 12.1 12.0 2.54 9.4 7.9 2.46 2.20 6.0 4.3 3.1 2.4 1.8 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 3Q13 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 Mortgages - Stock Mortgages - New Portfolio by Maturity Date (2) (%) ( ) By Balance Range (2) (Accounts) g ( ) Portfolio by Original LTV (2)(3) (%) g ( ) 301 ‐ 400K 201 ‐ 300K 401K+ >=2044 1% 2014 ‐ 2023 2% 1% 3% 101 ‐ 200K 18% 10% 2034 ‐ 2043 35% 51 ‐ 100K 20% <=50K 66% 2024 ‐ 2033 44% Note: Data as of 3Q 2013 1. Excluding TT and Proton. Figures excluding MBCL as for Bank of Greece classification Page 95 2. Excluding TT and Proton 3. Only Residential Mortgages (excl. MBCL); excluding approximately 15k accounts originated prior to 2002 with no original LTV available

  93. Greek Consumer Lending – Business Strategy g gy Focus on purpose specific loans, i.e. auto loans  Strong focus on management of the new production quality  Grow fees & commissions income mainly through credit & debit card business (issuing & acquiring)  Origination Strategy Key Trends In unsecured lending, shift towards purpose specific loans  Very low new originations in unsecured lending  (e.g. auto) Heavy restructuring and balance consolidation activity  On the cards issuing , major shift from cards POS financing O th d i i j hift f d POS fi i  Targeted sales strategies from all market players (focused  towards selected strategic partnerships and low risk on promoting loyalty schemes, selling co-branded cards) channels (e.g. co-brands) Sophisticated multichannel sales approach for both existing  Active auto market with healthy spreads, albeit at much  & prospect clients lower volumes than pre-crisis. Eurobank has 31% share of new production Simplified, easy to sell, product mix  Implementation of risk and value based pricing  Quality of Incoming Population – Risk Stratification (1) (%) Disb. Volumes vs % Bad Rate (%) (90dpd at 12M) (1) Consumer Lending Products Quality of Incoming Population Risk Stratification Consumer Lending Products Disb. Volumes Vs % Bad Rate (90dpd at12M) 100% 100% 4.0% 120,000 3.5% 80% 100,000 3.0% 80,000 60% 2.5% 2.0% 60,000 40% 1.5% 40,000 1.0% 20% 20% 20,000 20 000 0.5% 0.0% 0 0% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 2010 2011 2012 2013 2008 2009 2010 2011 2012 Disb. Volumes Bad Rate High Risk Medium Risk Low Risk Very Low Risk 1. Excluding TT and Proton. Figures excluding MBCL as per Bank of Greece classification; New origination volumes only Page 96

  94. Greek Consumer Lending – Focus on Credit Cards g Grow issuing & acquiring businesses through strategic partnerships (co-brands, loyalty schemes)  Grow fees & commissions income while decreasing client churn rates by developing value adding services  Origination Strategy Key Trends Significant strengthening of Eurobank’s brand equity  Focus on major strategic co-brand partnerships (OTE  Cosmote MasterCard, YES Visa) Significant drop in application volumes since the  b beginning of the crisis due to the rationalisation of external i i f th i i d t th ti li ti f t l Capitalize on growth potential from well established  networks and shift of business focus in remedial loyalty programme (Epistrofi) management Development of value adding services and  Improved quality of the incoming population  enhancement of Eurobank image as technology innovator (e.g. contactless transactions, dual currency Increased card spending expected from government  conversion) measures that will impose/ incentivize the use of cards Grow debit (switch from cash) & pre-paid card POS  Technological advancements and e-Commerce growth  volume Credit Card Issuing POS Turnover Market Share (1) Acquiring Turnover Market Share (1) T/O: €820m T/O: €1.900m Cards in circulation: 570k POS terminals: 40k +260bps p +270bps 270bps +140bps +120bps 1. Excluding TT and Proton Source: Visa & MasterCard Page 97

  95. Greek Consumer Loans – Loan Portfolio Overview Market leader in Consumer Loans and new production at attractive spreads with a focus on secured lending and special  purpose loans Targeting low risk clients with smaller tickets (based on experience of portfolio behavior during the crisis)  Evolution of Spreads on Consumer Loans (2) (%) (2) (%) C Consumer Lending Balances Outstanding (€bn) L di B l O t t di (€b ) E l ti f S d C L Market Share (1) 13.53 30% 13.47 13.49 28% 13.20 26% 26% 26% 28% 28% 13.03 13.03 25% 24% 24% 13 02 13.02 23% % 12.65 24% 22% 21% 20% 20% 11.06 11.10 10.96 11.04 10.69 6.2 10.44 10.44 1.4 10.29 8.3 7.9 7.3 9.91 7.0 6.4 6.2 5.5 5.1 5.0 4.8 3.4 2.6 1.9 4Q11 1Q12 2Q12 3Q12 4Q12 1Q13 2Q13 3Q13 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 3Q13 Consumer Loans - Stock C L St k Consumer Loans - New (Excl. Restructurings) Portfolio by Product (2) (%) By Balance Range (2)(3) (Accounts) By Origination Date (2) 10 20 Κ 10 ‐ 20 Κ 20 Κ 20 Κ + Auto 2013 5% 2% 6% 2012 6% 5 ‐ 10 Κ 11% 8% Credit Cards 2011 26% 3 ‐ 5 Κ 10% 6% Standard Up to 2008 Consumer 55% 2010 (Unsecured) 10% 68% 2009 Up to 3K 8% 79% 79% Note: Data as of 3Q 2013 1. Excluding TT and Proton. Figures including MBCL Page 98 2. Excluding TT and Proton 3. Including Credit Cards with minimal balance at month end

  96. Greek Small Business Banking – Overview g The Small Business Banking (SBB) segment , consisting of micro-enterprises and professionals, is a vital element of the Greek  economy and Eurobank’s strategy, where we have been a long standing market leader Market Micro % of the Business Market “Micro” enterprises are the backbone of Greece’s  economy, constituting 97% of the total Greek enterprises – C 825K enterprises & professionals C. 825K enterprises & professionals – Generating approx. 1/3 of GDP (34% of annual value added) and 57% of private employment (1) – – In key sectors (trade hospitality & tourism) Micro In key sectors (trade, hospitality & tourism) , Micro enterprises account for over 40% of value added (1) Micro Enterprises Value Added Trends Indicate Recovery 1/3 of SMEs is active in international activities (circa 250K) (2)  Market Average: 34% SMEs operating in manufacturing and trade have  increased their investments in 1H 2013 by 10% (3) In 1H 2013, c 50% declared profitable or break-even I 1H 2013 50% d l d fit bl b k  results (3) 85% of SMEs maintained or increased employment in 1H  2013 (3) 25% of SMEs evaluate their business status as stable or  improved in 1H 2013 (3) SMEs declaring drop in turnover decreased 10% in 1H  2013 (3) Sources: 1. European Commission/Eurostat Page 99 2. ICAP 3. Hellenic Institute of Small Business

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