04 CIB PERFORMANCE & TRENDS 04 4.1 CIB | WHO WE ARE Largest - PowerPoint PPT Presentation

04 CIB PERFORMANCE & TRENDS

04 4.1 CIB | WHO WE ARE Largest Greek Systemic Bank  Customers: 10k companies Uniquely Positioned  Exposure: €15 bn to Capture Growth in  Deposits: €7 bn Greece  Leading position in Corporate and SME banking  Pioneer in Greek Agriculture business; leading market share in Leasing Leading Market Position  Ranked 1st in Brokerage services  Strong liquidity and disciplined capital management approach  Longstanding relationships with proven resilience over the crisis Our Strengths  Highly skilled professionals with deep knowledge of local market dynamics and products  Low cost-to-income ratio at high 20s%  opportunity to invest 2 | CIB PERFORMANCE & TRENDS

04 4.2 OUR BUSINESS We serve all major sectors of the Greek economy providing full range of products and services through the largest network in Greece Segments 1 Large, Structured Finance, Real Estate, Hotel & Tourism, Shipping, SME & Agri 2 Bank Product 3 factories Syndications, TxB, Subsidiaries/ Investment Banking, Green Banking Non Bank Products Factoring, Leasing & Securities 3 | CIB PERFORMANCE & TRENDS

04 4.3 CIB TODAY NII ( € mn)  Revenues of Q1.19 in line with 2019 budget  Aggressive target for 2019 NFI ( +15% yoy) Revenues Fees  Net fees +14% y-o-y in Q1.19 ( € mn)  Front book yield is significant higher than New loans yield of stock portfolio ( +40bps ) ( € bn) New Loans  Pipeline: stands at €2 bn , out of which Generation € 0.8bn is already credit approved  50% of 2019 target achieved 4 | CIB PERFORMANCE & TRENDS

04 4.4 OUR STRATEGY Grow, Streamline, Protect • • Credit Revenues • • Capital Profitability Grow Protect • • Operational Risk Market Share The Customer Our People at the center of what we do Streamline • Processes • Systems 5 | CIB PERFORMANCE & TRENDS

04 4.5 OUR STRATEGIC PRIORITIES 1 Achieve Sustainable Profitable Growth, Placing the Customer at the Epicenter of What We Do  Improve cross selling by taking fair share of wallet on clients’ ancillary business  Invest in Transaction Banking products  Grow Focus on sectors of Bank’s excellence: SME, Agri and Green  Claim leading underwriting position  Support FDI with acquisition financing expansion  Automate processes  Remove duplication and re-design lending process to reduce time to money / time to new product Streamline  Commit on SLAs  Innovate new ways of doing things  Credit Risk  minimize new NPE formation  Capital Risk  prudent and disciplined RWA management Protect  Liquidity  penetrate non-lending relationships  Operational Risk management 6 | CIB PERFORMANCE & TRENDS

04 4.6 DIGITAL TRANSACTION BANKING Transaction Banking Suite An integrated business model that will create a connected corporate banking experience and uninterrupted transaction flow Trade Finance Treasury Payments Smarter Maximize cash All-in-one financing performance Simplify A better grip Safeguard Deep dive bookkeeping on cash flow cash flow into data Collections Cash Management Factoring Analytics 7 | CIB PERFORMANCE & TRENDS

04 4.7 NEW STRATEGIC PARTNERSHIP Collaboration for Solutions to Greek Business Rationale for the Strategic Shipping Companies Partnership   The opportunity relates with the effort to: In its effort to expand revenue capacity and better manage balance sheet, the Bank is currently  increase fees and expand market share in a exploring to enter into a strategic partnership with vital sector for the Greek economy a major Asian Pacific financial conglomerate  possibility to increase access to capital and  The focus of the partnership will be on providing other services for the shipping sector tailored and competitive funding solutions to  optionality with regards to expansion in other Greek shipping companies business areas via the deepening of the  relationship with the said conglomerate The agreement if conducted, would incorporate  both a one-off fee paid to the Bank for its services The agreement allows Piraeus to leverage on its and a recurring annual fee for ancillary services to partner’s balance sheet and lower cost of capital be provided over the tenure of each facility allowing a more efficient and profitable use of its experience and resources in the shipping sector 8 | CIB PERFORMANCE & TRENDS

04 4.8 THE WAY FORWARD  Become the most profitable CIB franchise in Greece  Defend and grow market share at the sectors of focus  Grow revenues  generate sustainable, sticky fee income Our Ambition  Improve portfolio returns  Enhance customer experience by developing digital capabilities  Leverage our client relationships and balance sheet to lead key transaction and support the Greek economy  Positive Economic Value Added across all segments  Cost-to-Income ratio: low 30s% Our Targets  New loan generation: >10% yoy  Optimize capital allocation 9 | CIB PERFORMANCE & TRENDS