urs Capital Markets Day 2015 1
Nordea Capital Markets Day Shaping the future relationship bank London, 27 May 2015
urs Disclaimer ■ This presentation contains forward- looking statements that reflect management’s current views with respect to certain future events and potential financial performance. Although Nordea believes that the expectations reflected in such forward-looking statements are reasonable, no assurance can be given that such expectations will prove to have been correct. Accordingly, such statements involve known and unknown risks, uncertainties and other factors that may cause the actual results to differ materially from those expressed or implied by the forward-looking statements. ■ Important factors that may cause such a difference for Nordea include, but are not limited to: (i) the macroeconomic development, (ii) change in the competitive climate, (iii) change in the regulatory environment and other government actions and (iv) change in interest rate and foreign exchange rate levels. ■ This presentation does not imply that Nordea has undertaken to revise these forward- looking statements, beyond what is required by applicable law or applicable stock exchange regulations if and when circumstances arise that will lead to changes compared to the date when these statements were provided. Neither Nordea, nor any of its directors, officers, employees, advisors or representatives shall have any liability whatsoever arising directly or indirectly from the use of this presentation. ■ This presentation is subject to Swedish law and any dispute arising in respect of this presentation is subject to the exclusive jurisdiction of Swedish courts. 3
Agenda Registration and coffee 08.30-09.00 ■ Shaping the future relationship bank Christian Clausen 09.00-09.20 ■ Financial plan and targets Torsten Hagen Jørgensen 09.20-09.40 ■ Risk management Ari Kaperi 09.40-10.00 Coffee break 10.00-10.30 ■ Retail Banking Lennart Jacobsen 10.30-10.50 ■ Wholesale Banking Casper von Koskull 10.50-11.10 ■ Wealth Management Gunn Wærsted 11.10-11.30 ■ Concluding remarks and Q&A Christian Clausen/All 11.30-12.00
urs CEO Long term commitment, have a plan, future oriented continue on the road we have set out on, Shaping the future relationship bank Stable, trustworthy Christian Clausen President and Group CEO 5
urs Nordea has delivered on its 2015 plan Commitments in 2015 plan Nordea has delivered (Q4 2012 vs. Q4 2014) P Capital generation of EUR 4.9bn with 15.7% CET1 and 70% pay-out ratio P ROE 11.6%, ~13% if CET1 at 13%, ancillary income +9% and costs -5% 1 P Loan losses at 15 bps, below 10 year average of 16 bps 1) 2013 vs. 2015, excluding FX, and unexpected increase in performance related salaries and further costs to meet regulatory requirements in 2015 6
urs Strong Nordea track record Strong capital generation and stable returns at low risk 1 Acc. dividend, EURbn Acc. equity, EURbn 39 37 34 31 29 26 20 18 15 12 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 CET 1 5.9 2 15.7 Ratio, % 1) CAGR 2014 vs. 2005, adjusted for EUR 2.5bn rights issue in 2009. Equity columns represents end-of-period equity less dividends for the year. No assumption on reinvestment rate for paid out dividends 2) Calculated as Tier 1 capital excl. hybrid loans 7
urs Customer vision shaping the future relationship bank Customer vision for the future relationship bank Easy to deal with… …relevant and competent… Customer vision …anywhere and anytime… …where the personal and digital relationship makes Nordea my safe and trusted partner 8
urs Focused business priorities enable the vision Nordea platform Business priorities 2016-2018 Pan-Nordic platform Simplify for scale and with scalability a forceful digital response Superior Nordic distribution power Expand on core strengths and global capabilities and drive cost and capital efficiency Actively managed business portfolio Maintain a low risk profile with low volatility 9
urs Industry transformation drives need to simplify Three transforming industry drivers Balance sheet Operational Digitalisation regulation regulation ■ Paradigm shift ■ Behaviour shifting fast ■ Increasing demands ■ Mostly in place ■ Opportunity and threat ■ Higher operational risk ■ Increased efficiency ■ Investments required ■ Complex and costly P P P P P P P P P Simplification 10
urs Simplify for scale Simplification program – priorities and benefits Increased scale, efficiency and agility 4-5 years of the journey remains serving all customers from one common platform Reducing # of products and align data records Automating processes and increasing An end-to-end digital response commonality and execution of the customer vision Investing in new, common core IT systems Stable and resilient operation, 30-35% increase in annual IT development compliant and in control spend, insignificant P&L impact medium term 11
urs A forceful digital response Relationship banking is turning digital fast End-to-end digital response required ■ Digital response required 18 Mobile ■ Front-end solutions will not suffice Transactions Millions ■ Automated end-to-end processes across 8 the full value chain is a must 3 ■ Consistency and endurance in execution to Branches 0 unlock benefits Q1/10 Q1/15 Ability to execute Online advisory 10% meetings Share 3% Level of digital response Dec 2014 Mar 2015 12
urs Expand on core strengths: a unique Nordic relationship base Nordic household relationships 1 Nordic large corporate relationships 100% Nordea 80% Important relationships ~10 Peer 4 Peer 3 60% ~7 Peer 5 Peer 2 40% Peer 1 ~4 ~4 ~3 20% 0% (60) (40) (20) 0 20 40 60 80 Nordea Peer 1 Peer 2 Peer 3 Peer 4 Greenwich Quality Index 2 Unique Nordea position Ambition to be #1 in each retail market on customer Size and competence = relevance and employee satisfaction, and profitability Multi-local presence = intensity 1) Retail and Private Banking customers, millions 2) Difference from average 13
urs Expand on core strengths: capabilities on par with int’l peers Global capabilities in focus 1 Business model and priorities ■ Leading Nordic platform integrating Markets Capital #1 Corporate bonds and loans equities, bonds, lending and risk management #1 Nordic Equity Trading ■ A return-driven culture with strong talent ■ Centralised, highly scalable production Asset Mgmt . #1 in the Nordics by AuM platform ■ Strengthen distribution, leading product Top Ten fund manager in Europe 2 range for low yield environment ■ Leading Life & Pensions platform, Pension Life & #1 in the Nordics by premiums successfully transformed to market return company 24% Market return product market share ■ Next generation retirement offering Banking Private ■ Leading in Nordic wealth planning and #1-2 position in each country Global investment management solutions Largest Nordic int’l private bank ■ Increase capacity in Sweden and Norway 1) Ranking in Nordic region 2) Only European fund manager consistently in European Top 10 for net fund sales the past three years 14
urs Expand on core strengths: building the efficient business model Free up resources through increased capital and cost efficiency From balance sheet to Capital competence and advisory Free up resources for efficiency intensive business model investments in simplification, compliance and operational risk, and growth areas Continuous cost control and Cost efficiency optimisation 15
urs Maintain a low risk profile Nordea ROE track record 1 , % Priorities ■ Sustain forward looking and 23.6 holistic risk appetite 22.4 21.5 framework 20.0 16 risk boundaries 19.1 No quarter below 8%, 18.1 18.0 across all risk types every year above 11% 16.2 Close monitoring of 15.8 15.0 14.4 leading indicators 14.3 13.9 12.8 Deep dives on specific 12.5 12.3 11.7 12.2 12.1 12.0 12.0 12.0 11.8 11.7 11.5 11.5 11.4 11.3 risk areas for appropriate 11.2 11.1 10.8 10.6 10.5 10.1 action 9.5 8.1 Active use of stress- testing and scenario analyses ■ Maintain relationship strategy and sustain a large, well diversified client base ■ Broad set of diversified 2006 2007 2008 2009 2010 2011 2012 2013 Q1 2015 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 products 1) ROE adjusted for restructuring costs in 2011 and one-off related items in 2014 16
urs Summary of priorities 2016-2018 Business priorities 2016-2018 and strategic targets Simplify for scale and One scalable common platform a forceful digital response Anywhere and anytime – efficient, agile and resilient Leading customer relations Expand on core strengths Number 1 bank for each customer and drive cost and capital efficiency Increased free capital generation All business areas contributing Maintain a low risk profile 17
urs CFO Long term commitment, deliver on the Financial plan and targets financial plan Torsten Hagen Jørgensen Group CFO 18
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