2010: 2010 FINAL RESULTS Forward looking statement PAGE 2 A - - PDF document

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2010 FINAL RESULTS

FINAL RESULTS

2010:

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2010 FINAL RESULTS

Forward looking statement

A number of statements we make in our presentation and in the accompanying slides will not be based on historical fact, but will be “forward-looking” statements within the meaning of the US Private Securities Litigation Reform Act of 1995. Actual results may differ materially from those projected in the forward looking statements. Factors that could cause actual results to differ materially from those in the forward looking statements include, but are not limited to, global, national and regional economic conditions, levels of market interest rates, credit or other risks of lending and investment activities, competitive and regulatory factors and technology change. Irish Life & Permanent undertakes no obligation to update the forward-looking statements contained in this presentation. Forward-looking statements made in this presentation relate only to events as of the date on which they are made.

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2010 FINAL RESULTS

Index

SECTION: PAGE: Business review Review of life business 05 Review of banking business 11 Strategic agenda & Summary 18 Financial Review Group earnings 21 Funding 26 Arrears 27 Loan impairments 29 Capital 31 Outlook 33 Additional information 34

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2010 FINAL RESULTS

LIFE PERFORMANCE RECOVERY BANK MANAGING KEY CHALLENGES OVERALL RESULTS IN-LINE WITH 2009

Business Review

Life* profits recover Impairments rise in bank Overall result -€197m Operating profit 57% Business retention improving Net interest income improved** Retail deposits strong Impairments increase

STRATEGY

Making progress

* Life & Fund Management ** Excl. ELG charge

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

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2010 FINAL RESULTS

• Profitability - recovery
• Retention - improvement
• Sales – ahead

Life & Fund Management Business

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

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2010 FINAL RESULTS

• New business earnings
• Margins flat
• Reduced pension sales offset

by strong investment inflows

• In-force earnings
• Strong risk profits
• Lower persistency variance

Life: Recovery in Profitability

2010 New business In-force Operating profit €m 52 108 160 ▲% +2 +112 +57

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

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2010 FINAL RESULTS

Retail

• Lapses peaked Q1 2009
• Significant improvement during year
• Budget impact on Q4 performance
• Actions on:
• Seller / distribution remuneration
• Product features / flexibility
• MIS and activity management

Corporate

• Policy lapses peaked in H2 2009
• Trends improving through year end

2010

Life: Retention Improved

Retail: Returning to long term lapse assumptions Lapses v LTA Quarter 1 Quarter 2 Quarter 3 Quarter 4 FY 2010 134% 123% 100% 129% 121% 2009 192% 159% 139% 147% 159%

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

Change +58% +36% +39% +21% +38%

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2010 FINAL RESULTS

Life: Sales Recovery

2009 2010 2011 2012

RETAIL DECLINE STABLE RECOVERY GROWTH CORPORATE DECLINE DECLINE STABLE RECOVERY ILIM GROWTH GROWTH GROWTH GROWTH Bottom of cycle

• Retail Life
• Sharp declines in 2008 & 2009 but

stabilised in 2010

• Demand driven by strong

consumer confidence and by improvement in equity markets

• Corporate Life
• Declines in 2009 & 2010
• Resumption of salary and

employment growth required to drive sales

• ILIM – benefiting from
• Strong track record
• Sector consolidation

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

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2010 FINAL RESULTS

Life: Sales Ahead

• Overall sales 6%
• Single premium life sales 1%
• Investment bonds 20%
• Pension 5%
• Annual premium life sales 20%
• Low salary growth and

recruitment

• SME cash-flow weak
• ILIM continues to outperform
• Inflows to €2.5bn

2010 Retail Corporate ILIM & ILI Total €m 146 137 289 572 ▲% (8) (16) +34 +6

* APE basis

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

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2010 FINAL RESULTS

>>> >>> >>>

PROFITABILITY: RETENTION:

Back to normal variances

SALES:

Life: Outlook

Recovery in line with expectations Sustained recovery

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

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2010 FINAL RESULTS

• Funding – responding to debt crisis
• Impairments – increased provisions
• Profitability – pricing and cost cutting actions
• Strategy – sector restructure

Banking Business

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

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2010 FINAL RESULTS

Bank: Funding 2010

• Retail deposit growth via branches and

broker distribution

• Corporate deposits
• Outflows similar to H1 2010
• Impacted by Sovereign and bank

downgrades

• €5bn term debt issuance to end Aug.
• Funding ratios

Dec 10 Dec 09

• Stable

52% 48%

• LTD

249% 246%

• Addition of €3.6bn INBS deposits
• On pro-forma basis would improve

stable funding and LTD ratio to c. 60% & 200% (Dec 2010) Retail deposits Corporate deposits

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

Deposit Mix - Dec 2010

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2010 FINAL RESULTS

Bank: PLAR 2011 & Funding Strategy

• Prudential Liquidity Assessment Review (PLAR)
• To be completed by end March
• Target ratios to be achieved by 2013
• Deposit funding dominant
• Reduced loan to deposit ratio target
• Limited wholesale funding component
• De-leveraging actions
• Contraction in loan book
• Sale of equity tranches of securitisations
• Sale / transfer of non-core assets

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

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2010 FINAL RESULTS

Bank: Loan Book

• Loan book 3% in 2010, constant

currency basis

• Gross new lending €615m in 2010
• Low level of redemptions impacting

level of new lending

• UK book closed to new business

Total Loan Book* €37.6bn (Dec 2009: €38.9bn) Loan Balances

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

* Before impairment provisions

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2010 FINAL RESULTS

PTSB ROI Residential Mortgage Arrears Cases

Bank: Loan Arrears

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

• Reductions in ROI consumer finance

and UK residential arrears

• ROI residential arrears cases

continuing to rise

• > 90 days: up 67%
• <90 days: up 18%
• <90 days: flat in H2
• Impairment provisions at €420m,

12% on 2009 driven by decline in

property values

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2010 FINAL RESULTS

Margins

• Margin higher for 2010
• SVR increases
• Government guarantee

Costs

• Continuing cost reductions
• Voluntary redundancy programme in Q1 2011
• 280 FTEs staff
• Cost €45m
• Annualised saving of €31m

Bank: Profitability - Margins & Costs

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

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2010 FINAL RESULTS

Back to basics

• Deposit driven business
• Lean operation with high level of automation
• Transactions + approvals
• On-line service
• Sales focused branch distribution model supported by:
• Customer analytics

2013 Targets

• Net interest margin > 100bps
• Impairment charge normalised
• Substantially deposit funded – LTD of < 130%
• ROE > 10%

Bank: Outlook

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

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2010 FINAL RESULTS

Strategic Agenda

• PCAR / PLAR
• Consolidation
• INBS + Anglo deposits
• EBS
• Irish Life International

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

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2010 FINAL RESULTS

Summary

LIFE - STRONG PROFIT GROWTH BANKING - MANAGING KEY CHALLENGES STRATEGY - MAKING PROGRESS

KEVIN MURPHY: GROUP CHIEF EXECUTIVE

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2010 FINAL RESULTS

• Earnings
• Funding
• Credit quality & impairment provisions
• Capital
• Outlook

Financial Review

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

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2010 FINAL RESULTS

Operating profit flat on 2009

• Life business continuing to

recover

• Bank continuing to suffer from

worsening economic conditions with higher funding costs and increased impairment provisions Life embedded value changes:

• Improved equity and property

markets compared to large hits in 2009

• Impact of lower gilt yields on

financial options & guarantees and future investment returns

• Cost of VIF financing deal

Group Earnings

Operating (loss) / profit

• Life
• Banking
• Associate / other

Operating (loss) Life embedded value:

• Investment fluctuations
• Economic assumptions
• VIF financing cost
• Other

(Loss) before tax

2009 €m

102 (270) (28) (196) (68) (38)

• (17)

(319)

2010 €m

160 (364) 7 (197) 49 (51) (22) (16) (237)

Change %

57 (35) (1) 26

* Embedded value basis

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

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2010 FINAL RESULTS

Life new business volumes 8%, offset by strong sales in ILIM

• Overall sales 6%

Life (excl. ILIM) new business margin:

• APE: 11.5% (FY 09: 11.4%)

Significant improvement in in-force earnings

• Very strong risk experience
• Improved persistency

Life Earnings

New business Total expected return Experience variances Assumption changes In-force Operating profit Taxation Profit after tax

2009 €m

51 122 (70) (1) 51 102 (12) 90

2010 €m

52 131 18 (41) 108 160 (17) 143

Change %

2 112 57 59

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

* Embedded value basis

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2010 FINAL RESULTS

Experience Variances Assumption Changes Persistency Risk Expenses / Other

Life Variances & Assumptions

Experience variances

• Improved persistency but

pensions business slower to recover

• Very strong risk result in

Corporate business due to positive income protection experience Persistency assumption changes

• Retail: remaining variances to

normalise over next 3 years

• Corporate: adjustment for higher

lapse rates 2009 €m

(42) 9 32 (1)

2010 €m

(62) 16 5 (41)

2009 €m

(66) 23 (27) (70)

2010 €m

(9) 35 (8) 18

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

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2010 FINAL RESULTS

Net interest income Other income* Government guarantee

• Invest. return / other

Expenses Impairment provisions Operating (loss) Taxation (Loss) after tax

2009 €m

375 41 (29) 6 393 (287) 106 (376) (270) 24 (246)

2010 €m

402 39 (110) (3) 328 (272) 56 (420) (364) 47 (317)

Net interest income ahead given mix of funding Net interest margin 86bps excluding cost

• f ELG scheme

Government guarantee in line with guidance

• ELG €97m
• CIFS €13m

Costs down 5% Increased loan impairment provisions due to revised assumptions for house prices and lower commercial property valuations

Bank Earnings

* incl. trading income

Change %

7 (17) (35)

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

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2010 FINAL RESULTS

Net Interest Margin

• Competitive nature of deposit market continuing to

have negative impact on margin

• Significant ECB funding through H2 2010
• Mortgage re-pricing includes two SVR rate changes in

2010

• Book yield of c. 2.7% versus average cost of funds of
• c. 1.8% giving net margin currently of c. 90bps

(indicative)

Cost of Funds Customer accounts Long-term ECB Short term Cost % 2.1 2.1 1.0 2.4 1.8 Book % 35 26 32 7 100 Asset Yields ROI mortgages UK mortgages Commercial mortgages Consumer finance Treasury Yield % 2.7 2.1 3.2 7.4 2.4 2.7 Book % 61 17 5 3 14 100

Net Interest Margin - Run-rate Margin Movement FY 2009 Retail deposit funding Wholesale funding Asset re-pricing Other FY 2010 BPS 83 (12) (3) 24 (6) 86

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

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2010 FINAL RESULTS

Funding

December 2010 - Total €43bn

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

€5bn term debt issuance in 2010

• No access to senior unsecured

markets from Aug 2010 Other funding secured via bi-lateral repo & ABS transactions Deposits 6% yoy

• Retail continue to grow 12%
• Corporate outflows due to Sovereign

and bank downgrades Significant increased reliance on ECB due to closure of debt markets No refinancing requirement of note until 2013 Addition of €3.6bn INBS deposits

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2010 FINAL RESULTS

* Source: UK Council of Mortgage Lenders >3 months, includes repossessions & receivers of rent cases

CHL Mortgage Arrears Cases

Arrears - UK Mortgages

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

• BTL accounts for 94% of Capital Home

Loans (CHL) portfolio

• Closed for new business since early

2008

• Arrears down 42% in Dec 2010 against

peak in Q1 2009

• CHL 3+ month arrears - 2.0% at Dec

2010

• Industry average 3+ month arrears* -

2.6% at Dec 2010

• Average indexed LTV of 83%
• Negative equity 23% of loan book

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2010 FINAL RESULTS

• 49% increase in total arrears cases in

2010

• > 90 days arrears cases increase 67%

in 2010

• Cases > 90 days in arrears 11,500 at

Dec 2010 out of total portfolio of c. 178,000

• < 90 days arrears cases up 18%, flat in

H2 2010

• Average home loan indexed LTV of

69% at Dec 2010

• Negative equity 28% of total cases at

Dec 2010 PTSB ROI Residential Mortgage Arrears Cases

Arrears - ROI Residential Mortgages

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

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2010 FINAL RESULTS

• Slower economic recovery
• Higher level of impairments
• House prices peak to trough decline
• Model assumptions 40%
• HPI at December 2010 38%
• Assumption increased to 43%
• Commercial property
• Further valuation declines
• Impacts performing and non-performing loans

Impairment Model

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

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2010 FINAL RESULTS

ROI mortgages UK mortgages ROI commercial Consumer finance Specific €m 187 25 80 5 297 Collective €m 56 2 25 40 123 Total €m 243 27 105 45 420 2010

Collective provisions: are determined on a portfolio basis generally using a statistical roll-rate model, and are used where individual loans are small and / or to recognise losses which has been incurred but not yet reported.

Impairment Charge

Total €m 154 33 99 90 376 2009

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

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2010 FINAL RESULTS

Regulatory Capital Movement Jan 2010 Capital from existing business New business strain Net capital release Investment fluctuations / other Dividend paid VIF loan Dec 2010 before available dividend Available dividend Dec 2010 €m 685 252 (46) (13) 100 978 (243) 735

Capital - Life

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

• Minimum solvency requirement

for Irish Life Assurance of €401m (Dec 09: €413m) covered 1.75 times (Dec 09: 1.6 times)

• Strong cash-flow generation

boosted by

• €50m of expense reserve

releases

• €40m stop-loss treaty, and
• €30m from a change in risk

assumptions

• Loan secured on VIF
• Dividend available of €243m to

recapitalise bank 327 (75)

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2010 FINAL RESULTS

Basel II Tier 1 capital Total required capital Total RWAs Core Tier 1 ratio Dec 09 €m 1,858 1,313 16,411 % 11.3 Dec 10 €m 1,681 1,265 15,809 % 10.6

• Robust group capital position to absorb

expected defaults

• Core Tier 1 ratio of 10.6% (Dec 09:

11.3%)

• Basel II minimum total capital

requirement of 8%

• Surplus capital of €416m
• Prudential Capital & Liquidity

Assessment Reviews (PCAR / PLAR) in progress with Financial Regulator

• Including available dividend of €243m

in life company would increase Core Tier 1 ratio to 12.2%

Capital - Bank

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

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2010 FINAL RESULTS

• Life
• Banking
• Risks / Uncertainties

Earnings Outlook

DAVID MCCARTHY: GROUP FINANCE DIRECTOR

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2010 FINAL RESULTS Page 35. Group total (loss) after tax - EV basis 36. Group operating (loss) after tax - EV basis 37. Group operating EPS - EV basis 38. Group IFRS (loss) after tax 39. Group IFRS and EV basis results reconciliation 40. Bank non-interest income 41. Bank asset portfolio 42. Bank impaired loans 43. Bank non-performing loans 44. Bank regulatory capital 45. Life embedded value movement 46. Life asset quality 47. Life new business margin 48. Life operating costs 49. Life & investment sales 50. Life sales - Retail & Corporate 51. Other activities operating (loss) / profit

Additional Information

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2010 FINAL RESULTS

Operating (loss) Investment fluctuations Economic assumptions Other changes Total (loss) Pre-tax €m (197) 49 (51) (38) (237) 2010 Tax €m 30

• 4

5 39 2009 Post-tax €m (182) (53) (27) (17) (279) Post-tax €m (167) 49 (47) (33) (198)

Group Total (Loss) After Tax - EV Basis

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2010 FINAL RESULTS

Life assurance Banking Associate Other Operating (loss) / profit Pre-tax €m 160 (364) 9 (2) (197) 2010 Tax €m (17) 47

• 30

2009 Post-tax €m 90 (246) (2) (24) (182) Post-tax €m 143 (317) 9 (2) (167)

Group Operating (Loss) After Tax - EV Basis

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2010 FINAL RESULTS Note: “own shares” included for EPS calculation

Operating (loss) / profit Taxation (Loss) / profit after tax Average no. of shares EPS 2009 €m (196) 14 (182) 276m (66)c 2010 €m (197) 30 (167) 276m (60)c

Group Operating EPS - EV Basis

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2010 FINAL RESULTS

Life assurance & investment Banking General Insurance Other Investment fluctuations Economic variance Other / Goodwill impairment Taxation (Loss) / profit after Tax 2009 €m 93 (270) (2) (26) (205) (73) (22) (10) (3) (313) 2010 €m 167 (364) 9 (2) (190) 41 (29) 21 29 (128) 167 IFRS Life Earnings Movement 2010 €m New business effect (6) Interest on insurance VIF 61 Expected profit on Inv. contracts 70 Exp var. & assumption changes 28 Expected Investment Return 14

Group Total (Loss) After Tax - IFRS Basis

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2010 FINAL RESULTS

Embedded Value basis Investment business

• Value of in-force
• Deferred costs & fees
• Restatement of liabilities

Own shares adjustment VIF loan Other / Tax IFRS (Statutory) basis S’Holders Equity €m 2,045 (635) 140 63

• 17

(14) 1,616 Total (Loss) / Profit after Tax €m (198) 28 (3) (9) 13 17 24 (128) 2010

IFRS / EV Reconciliation

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2010 FINAL RESULTS Note: Bancassurance Embedded Value operating profit €8m [2009: €14m] included in life assurance

Fees & Comms (rec’d) Fees & Comms (payable) Trading income Investment return 2009 €m 54 (10) 44 (3) 6 47 2010 €m 54 (12) 42 (3) (3) 36

Bank Non-Interest Income

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2010 FINAL RESULTS

Category Sovereign Bonds AAA A BAA/BA/B Bank FRNs / Corporate Bonds AA A BAA/BA/B & lower RMBS AAA AA / A

• Total bank asset portfolio of €4.7bn
• The portfolio is made up of €2.9bn

Sovereign Bonds (61%), €1.2bn Bank FRNs (27%) and €0.6bn Prime RMBS (12%)

• 94% of the Prime RMBS is EURO

denominated and there is zero US exposure in balance

€bn 1.0 0.1 1.8 0.2 0.4 0.6 0.4 0.2

Asset Portfolio December 2010

% 35 3 62 17 33 50 67 33

Bank Asset Portfolio

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2010 FINAL RESULTS

Residential mortgages

• ROI
• UK

Commercial mortgages Consumer finance Balances €m 736 105 217 160 1,218 Total Loans % 2.7 1.3 9.1 10.5 3.2 June 2010 Balances €m 415 75 171 167 828 Total Loans % 1.5 1.0 7.2 9.5 2.1 December 2009

Impaired Loans

Impaired loans: are loans where there is objective evidence that an impairment loss had occurred, including cash-flow difficulties,

• verdue contractual payments and breach of loan covenants

Balances €m 992 111 280 155 1,538 Total Loans % 3.8 1.5 11.9 11.3 4.1 December 2010

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2010 FINAL RESULTS

Residential mortgages

• ROI
• UK

Commercial mortgages Consumer finance Balances €m 1,858 265 378 195 2,696 Total Loans % 6.9 3.3 16.2 12.8 7.0 June 2010 Balances €m 1,342 258 307 206 2,113 Total Loans % 4.9 3.4 12.9 11.8 5.4 December 2009

Non-Performing Loans

Balances €m 2,417 258 471 184 3,330 Total Loans % 9.2 3.4 20.1 13.4 8.9 December 2010

Non-performing loans: are impaired loans and loans where repayments are over 90 days in arrears

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2010 FINAL RESULTS

Basel II Capital Available capital Tier 1 Tier 2 Total capital Deductions* Total available capital (Tier 1) Required capital Excess own funds Total RWAs RAR (all Core Tier 1) Dec 09 €bn 3.9 1.2 5.1 (3.3) 1.8 1.3 0.5 16.4 % 11.3 Dec 10 €bn 3.8 1.2 5.0 (3.3) 1.7 1.3 0.4 15.8 % 10.6

Bank Regulatory Capital

* Life company investment and other regulatory adjustments

• Basel II minimum total capital

requirement of 8%

• Surplus capital of €416m
• Strong capital position to absorb

expected defaults

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2010 FINAL RESULTS

Opening 1 Jan 2010 Operating profit Investment fluctuations Economic assumptions VIF loan Capital & other movements Closing 31 Dec 2010 Net Worth €m 566 252 21 (48) 100 (13) 878 VIF €m 1,076 (109) 28 1 (117) (11) 868 Required Capital €m 634 614 Total €m 1,642 143 49 (47) (17) (24) 1,746

Life: Embedded Value Movement

* All movements net of tax

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2010 FINAL RESULTS

Rating AAA AA A / BAA €m 1,366 171 234 1,771 % 77 10 13 100 Non-linked Debt Securities

• Non-linked liabilities matched with debt

securities of appropriate duration

• Majority high quality sovereign bonds

Insurance & investment assets Deposits Property Equity Debt securities / other Subordinated debt €m 697 234 30 133 1,094 (216) 878 % 64 21 3 12 100 Shareholders’ Net Worth

• Property - owner occupied plus seed

capital for property funds

• Subordinated debt - €200m capital raised

in 2007

Life Asset Quality

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2010 FINAL RESULTS

New Business Contribution Life ILIM Margin - APE Life ILIM Margin – PVNBP* Life ILIM 2009 €m 40 11

%

11.4 5.9 % 1.6 0.6 2010 €m 37 15

%

11.5 6.1 % 1.6 0.6 APE Sales 2010 2009 €m €m Life 320 348 ILIM 252 191 PVNBP* Sales 2010 2009 €m €m Life 2,288 2,398 ILIM 2,520 1,908

* Present value of new business premiums

Life New Business Margin

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2010 FINAL RESULTS

Retail & Corporate ILIM Other IFRS adjustment 2010 €m 165 14 10 189 (9) 180 2009 €m 169 14 7 190 1 191

Life Operating Costs

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2010 FINAL RESULTS

Recurring Premium Single Premium 2009 €m 736 471 1,908 252 3,367 337 3,367 2010 €m 689 525 2,520 371 4,105 410 4,105 Retail Corporate ILIM ILI Total APE Basis PVNBP Basis 2009 €m 85 117

• 202

202 939 2010 €m 78 84

• 162

162 703

Life & Investment Sales

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2010 FINAL RESULTS

Products Pension Protection / Risk Investments Savings Distribution Bancassurance Direct Sales force Brokers / IFAs Institutions 2009 €m 82 43 25 9 159 29 42 68 20 2010 €m 68 40 30 8 146 29 38 59 20 Change % (17) (7) 20 (11) (8)

• (10)

(13)

• 159

146 (8) Products DC pension Protection / Risk Annuities PRB / DB Distribution Consultant Brokers Direct / Cornmarket 2009 €m 98 25 18 23 164 64 42 58 164 2010 €m 76 14 24 23 137 64 35 38 137 Change % (22) (44) 33

• (16)
• (17)

(34) (16) Retail APE Sales Corporate APE Sales

Retail & Corporate Life Sales

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2010 FINAL RESULTS

Cornmarket / IPSI Corporate costs Associate 2009 €m 4 (30) (26) (2) (28) 2010 €m 14 (16) (2) 9 7

Other Operating Activities

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2010 FINAL RESULTS

Please contact our Investor Relations Department for any further information or visit our group website at www.irishlifepermanent.ie Contact details: Barry Walsh barry.walsh@irishlife.ie +353 1 704 2678 Orla Brannigan

• rla.brannigan@irishlife.ie

+353 1 704 1345

Contact Information