Consistent Progress 24 th February 2011 Philip Hampton, Chairman - - PowerPoint PPT Presentation

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Consistent Progress 24 th February 2011 Philip Hampton, Chairman - - PowerPoint PPT Presentation

Consistent Progress 24 th February 2011 Philip Hampton, Chairman Important Information Certain sections in this presentation contain forward-looking statements as that term is defined in the United States Private Securities Litigation


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Consistent Progress

Philip Hampton, Chairman 24th February 2011

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Certain sections in this presentation contain ‘forward-looking statements’ as that term is defined in the United States Private Securities Litigation Reform Act of 1995, such as statements that include the words ‘expect’, ‘estimate’, ‘project’, ‘anticipate’, ‘believes’, ‘should’, ‘intend’, ‘plan’, ‘could’, ‘probability’, ‘risk’, ‘Value-at-Risk (VaR)’, ‘target’, ‘goal’, ‘objective’, ‘will’, ‘endeavour’, ‘outlook’, ‘optimistic’, ‘prospects’ and similar expressions or variations on such expressions. In particular, this presentation includes forward-looking statements relating, but not limited to: the Group’s restructuring plans, capitalisation, portfolios, net interest margin, capital ratios, liquidity, risk weighted assets, return on equity (ROE), cost:income ratios, leverage and loan:deposit ratios, funding and risk profile; the Group’s future financial performance; the level and extent of future impairments and write-downs; the protection provided by the Asset Protection Scheme (APS); and the Group’s potential exposures to various types of market risks, such as interest rate risk, foreign exchange rate risk and commodity and equity price risk. These statements are based on current plans, estimates and projections, and are subject to inherent risks, uncertainties and other factors which could cause actual results to differ materially from the future results expressed or implied by such forward-looking statements. For example, certain of the market risk disclosures are dependent on choices about key model characteristics and assumptions and are subject to various limitations. By their nature, certain of the market risk disclosures are only estimates and, as a result, actual future gains and losses could differ materially from those that have been estimated. Other factors that could cause actual results to differ materially from those estimated by the forward-looking statements contained in this presentation include, but are not limited to: the full nationalisation of the Group or other resolution procedures under the Banking Act 2009; the global economy and instability in the global financial markets, and their impact on the financial industry in general and on the Group in particular; the financial stability of other financial institutions, and the Group’s counterparties and borrowers; the ability to complete restructurings on a timely basis, or at all, including the disposal of certain Non-Core assets and assets and businesses required as part of the EC State Aid restructuring plan; organisational restructuring; the ability to access sufficient funding to meet liquidity needs; cancellation, change or withdrawal of, or failure to renew, governmental support schemes; the extent of future write-downs and impairment charges caused by depressed asset valuations; the inability to hedge certain risks economically; costs or exposures borne by the Group arising out of the origination or sale of mortgages or mortgage-backed securities in the United States; the value and effectiveness of any credit protection purchased by the Group; unanticipated turbulence in interest rates, yield curves, foreign currency exchange rates, credit spreads, bond prices, commodity prices and equity prices; changes in the credit ratings of the Group; ineffective management of capital or changes to capital adequacy or liquidity requirements; changes to the valuation of financial instruments recorded at fair value; competition and consolidation in the banking sector; HM Treasury exercising influence over the operations of the Group; the ability of the Group to attract or retain senior management or other key employees; regulatory

  • r legal changes (including those requiring any restructuring of the Group’s operations) in the United Kingdom, the United States and other countries in which the Group operates or a change in United

Kingdom Government policy; changes to regulatory requirements relating to capital and liquidity; changes to the monetary and interest rate policies of the Bank of England, the Board of Governors of the Federal Reserve System and other G7 central banks; impairments of goodwill; pension fund shortfalls; litigation and regulatory investigations; general operational risks; insurance claims; reputational risk; general geopolitical and economic conditions in the UK and in other countries in which the Group has significant business activities or investments, including the United States; the ability to achieve revenue benefits and cost savings from the integration of certain of RBS Holdings N.V.’s (formerly ABN AMRO Holding N.V.) businesses and assets; changes in UK and foreign laws, regulations, accounting standards and taxes, including changes in regulatory capital regulations and liquidity requirements; the participation of the Group in the APS and the effect of the APS on the Group’s financial and capital position; the ability to access the contingent capital arrangements with HM Treasury; the conversion of the B Shares in accordance with their terms; limitations on, or additional requirements imposed on, the Group’s activities as a result of HM Treasury’s investment in the Group; and the success of the Group in managing the risks involved in the foregoing. The forward-looking statements contained in this presentation speak only as of the date of this announcement, and the Group does not undertake to update any forward-looking statement to reflect events or circumstances after the date hereof or to reflect the occurrence of unanticipated events. The information, statements and opinions contained in this presentation do not constitute a public offer under any applicable legislation or an offer to sell or solicitation of any offer to buy any securities or financial instruments or any advice or recommendation with respect to such securities or other financial instruments.

Important Information

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Philip Hampton Stephen Hester Bruce Van Saun

Introduction 2010 Highlights and Business Review Finance & Risk Review

Agenda for Today

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2010 Highlights and Business Review

Stephen Hester, Group Chief Executive

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SLIDE 5

RBS strategic plan re-affirmed and “on-track”

  • All key Group metrics on or ahead of Plan for this stage
  • Particular progress on Group reshaping, disposals and balance sheet reductions

Business performance improved

  • Group operating profit of £1.9bn well ahead of plan (£6.1bn loss in 2009)

1

  • Break-even at net attributable level, pre APS charge (£3.6bn loss in 2009)

Core bank strategy progressing well

  • Customer franchises strong
  • Sharp improvement in Retail & Commercial keeps Core returns above cost of capital despite

GBM normalising

  • New management across Group businesses establishing positive track record
  • Cost and investment programmes on-track to deliver

Non-Core and Risk reduction ahead of plan

  • TPAs

2 reduced to £138bn from £258bn at start of 2009

  • Liquidity, funding and leverage ratios back “in the pack”

Business Achievements 2010

1

1 Excluding Fair Value of Own Debt (FVoD). 2 Third party assets excluding derivatives.

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1 Excluding Fair Value of Own Debt (FVoD). 2 Equity allocated based on share of Group tangible equity. 3 Adjusted C:I ratio net of insurance claims. 4 Attributable loss of £1,125m less net APS cost of £1,116m. 5 Net of provisions. 6 Third party assets excluding derivatives.

£1,026bn, (-£58bn vs FY09) Reflects disposals and Non-Core run down £63bn reduction in TPAs

6

On track to be <10% of Group funded assets

6 by FY11

Core Tier 1 of 10.7% Group is well capitalised £7.4bn Retail & Commercial divisions +66% y-o-y 13%, (R&C 10%, GBM 16.6%) Stable performance, good underlying progress in R&C 3.14%, (+25bps y-o-y) Asset re-pricing has outweighed higher funding and liquidity costs 56% (+300bps y-o-y) Costs down 4% y-o-y, investment programme on track £3.8bn (-19% y-o-y) Underlying trend still improving 96% 2013 strategic target achieved early Funded assets

6

Non-Core run-down Capital strength Operating profit

1

Return on Equity

1,2

R&C NIM Cost : income ratio

1,3

Impairments Loan : deposit ratio

5

Attributable profit

4 ex APS

Break-even Core £5.4bn, Non-Core (£3.9bn), Other (£1.5bn)

Financial Highlights 2010

2

Group Progress: Core Business:

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Strategy

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To be amongst the world’s most admired, valuable and stable universal banks, powered by market-leading businesses in large customer-driven markets To target 15%+ sustainable RoE, from a stable AA category risk profile and balance sheet Well balanced business mix to produce an attractive blend of profitability and moderate but sustainable growth – anchored in the UK and in retail and commercial banking with strong customer driven wholesale banking. Credible presence and growth prospects geographically and by business line Management hallmarks to include an open, investor-friendly approach, strategic discipline and proven execution effectiveness, strong risk management and a central focus on the customer

Clear Vision and Targets

3

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1 As at October 2008 2Amount of unsecured wholesale funding under 1 year. 3 As of December 2008 4 Eligible assets held for contingent liquidity purposes including cash, government issued securities and

  • ther securities eligible with central banks. 5 Funded tangible assets divided by Tier 1 Capital. 6 As of June 2008 7 As of 1 January 2008. 8 Group return on tangible equity for 2008 9 Indicative: Core

attributable profit taxed at 28% on attributable core average tangible equity (c70% of Group tangible equity based on RWAs). 10 Excluding fair value of own debt (FVoD). 11 2008. 12 Adjusted cost:income ratio net of insurance claims. 13 As of December 2009. 14 Net of provisions.

Tracking Well to Plan Targets

Divisions – Key performance indicators

4

Group – Key performance indicators RoE Cost : income ratio

12

Loan : deposit ratio

14

RoE Cost : income ratio

12

Third Party Assets Core Tier 1 Capital Liquidity reserves

4

Leverage ratio

5

Return on Equity (RoE) Cost : income ratio

12

Loan : deposit ratio (net of provisions) Short-term wholesale funding

2

Worst point FY 10 Actual 2013 Target 4%

7

£90bn

3

28.7x

6

(31%)

8

97%

11

154%

1

£343bn

3

10.7% £155bn 16.9x Core 13%

9,10

Core 56%

10

117% £157bn >8% c£150bn <20x Core >15% Core <50% c100% <£150bn Worst point FY 10 Actual 2013 Target 7%

13

60%

13

99%

3

10% 56% 86% >20% c45% <90% (9%)

3

169%

3

16.6% 56% >15% c.55% £258bn £138bn £20-40bn Retail & Commercial: GBM: Non-Core:

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SLIDE 10

Core RBS Performance

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Core RBS produced solid FY10 performance, increasingly well balanced GBM revenues “normalised” in weaker markets On-going actions to underpin cyclical recovery

— New management teams gaining traction — Investment programme — Customer targeting and service initiatives — Improved risk disciplines throughout

Good cost re-engineering, Retail & Commercial C:I ratio improved 430bps y-o-y Good deposit growth delivers Core LDR of 96%, 800bps improvement

Core Performance

Retail & Commercial businesses up strongly despite losses in Ireland

5

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A complementary group of businesses….

Global Banking & Markets GTS Retail & Commercial UK Retail UK Corporate Wealth Ulster Bank US R&C Global Corporate Clients Financial Institutions Retail Customers Deposits SMEs Governments Domestic Corporate Market Funding Shared branches Shared operations (e.g. customer centres, processing) Shared technology (e.g. systems, data centres)

  • Shared vendor management & purchasing
  • Shared property management

Citizens Ulster Bank Wealth UK Retail UK Corporate GTS GBM

… with shared infrastructure… … well balanced by business mix and geography

US R&C 12% Ulster 4% GTS 10% Wealth 4% UK Corporate 16% UK Retail 22%

1 Excluding Fair Value of Own Debt (FVoD), excluding RBS Insurance.

Retail & Commercial 68% GBM 32%

Internationally operating R&C business 30%

FY10 Core revenues

1 by Division

Core RBS

6

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Customer Metrics

Robust franchises, increasing customer satisfaction; strong deposit and mortgage performance

10% £96.1bn

1

UK Retail

Leading customer satisfaction & market position Strong growth in deposits reflecting success in broadening of relationships

14% £100.0bn UK Corporate

Lending up 18% driven by strong mortgage growth (+20%) Coutts UK customer numbers up 1%. Good growth in Q4, deposits up 5%, AUM up 3%

2% £36.4bn Wealth

Strong trade finance lending, up 58%, driven by increasing world trade flows Strong deposit increase driven by international cash management business

13% £69.9bn GTS

Resilient deposit performance Good growth in customer numbers, up 3%

5% £23.1bn Ulster

Strong customer satisfaction, improving quality of relationships, average checking balances up 11%3, improving product and customer mix

(2%) £58.7bn

2

US R&C FY10 deposits

Rating / pricing action has reduced higher risk motor customer numbers, while high retention rates have been maintained for preferred risks. Growth in own brands home (2%), international (15%) and travel ( 64%)

Insurance

Continued focus on improving target client revenues and share of wallet. Maintaining top tier positions with FICC. Banking client relationships: #1 important relationships in UK, #3 Europe, #5 USA, #9 APAC

GBM Y-o-Y change Customer Numbers/satisfaction Market position Comments £bn Division

7

1 Excluding Bancassurance. 2 Excluding repos, US$ deposits FY10 $91.2bn (-6% y-o-y). 3 Total US Retail & Commercial including Commercial and SME checking balances.

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FY09

GBM UK Retail UK Corporate Wealth GTS Ulster Bank US R&C

2013 Target

Return on Equity

1, %

FY10 FY10 2013 Target c.55 c.50 <35 <50 <50 c.50 <55 56 52 43 70 57 59 72

Cost : income Ratio, %

FY09 42 60 43 59 59 73 78

ns – none stated, nm – not meaningful

1 Return on Equity is based on divisional operating profit after tax, divided by divisional notional equity based on 9% of divisional risk weighted assets (10% GBM), adjusted for capital deductions.

16.6 (21) 12 18 4 >15 >15 ns ns >15 >15 >15 30 (12) 9 3 (1) FY10 2013 Target nm <105 <130 <30 <20 <150 <90

Loan : deposit ratio, %

110 110 nm 44 21 152 81 FY09 115 126 nm 38 21 177 80 nm nm nm

Core Divisional Performance

8

19 30 43 42

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Customer initiatives strengthening franchise

1

Enhancing the business Balanced growth in deposits and mortgages Re-establishing profitability - Improving jaws £bn

Margin rebuild helping to drive revenues Cost initiatives gaining traction 70 75 80 85 90 95 100 Q109 Q209 Q309 Q409 Q110 Q210 Q310 Q410 Deposits Mortgage lending Rated among the best for satisfaction Growing market shares in key target products

20% (8%) 5% Q-o-Q

2

35% (4%) 13% Y-o-Y

3

Pre impairment profit Income growth Cost growth

UK Retail

Retail Transformation programme, c£800m investment – 45 of 65 planned projects mobilised – Driving efficiencies through leaner branches & HQ – Improvements in product-set – Driving decisions based on customer value Customer charter launch, related service improvements Re-engineering the online sales platform to support all

channels

Needs-based selling program designed to increase

share of wallet

9

67% 66% 62% 61% 69% 68% 61% 64% 50% 60% 70% 80% NatWest Other high street brands (England & Wales) RBS Other high street brands (Scotland)

December 2010 December 2009

1 Source GFK NOP FRS, 3 months ending December 2010; % of customers stating they are Extremely/Very satisfied with service on main current account, NatWest and other high

street brands (England & Wales), RBS and other high street brands (Scotland). 2 Q410 versus Q310. 3 Q410 versus Q409.

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65 70 75 80 85 90 95 100 Q109 Q209 Q309 Q409 Q110 Q210 Q310 Q410 100 110 120 130 140 150 Customer Deposits Loan:deposit ratio

Leading customer franchise Supporting customers while building a more balanced business Closing funding gap – balancing loans with deposit growth Re-establishing profitability - Rebuilding margins

500 600 700 800 900 1,000 1,100 Q109 Q209 Q309 Q409 Q110 Q210 Q310 Q410 1.5 2.0 2.5 3.0 3.5 UK Corporate total income UK Corporate NIM

£m % £bn

1 Source: Charterhouse Research UK Business Banking Survey. 2 Clients with turnover of £0m-£25m.

³ Clients with turnover of £25m+. 4 Applied for the period March 2010 to February 2011. 5 Peak NIM for Mid Corporate and Commercial Banking, 2005.

Funding gap closing

%

Pre-2008 NIM 3.25%

5

Strong momentum in drive to sustainable model

35 31 30

UK Corporate

10 60% 67% 66% 60% 67% 65% 61% 62% 55% 60% 65% 70% RBSG Market average RBSG Market average Q210 Q410

SMEs

2

Mid and Large Corporates

3

Leading franchise in scale and customer satisfaction Good momentum in net promoter scores Major SME “retooling” strategy underway

Customer satisfaction scores

1

79 112 88 82 112 100 33 30 20 40 60 80 100 120

Lending ex property Commercial Property Lending Total L&A Deposits 2009 2010

£55.3bn of gross lending facilities extended in 2010 On target to reach gross lending target of £50bn

4

4% (9%) 0% 14%

£bn

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NIM – rebuilding margins Robust customer metrics Good jaws drive improved profitability Rebalancing asset mix towards Commercial

FY10 US R&C returns to profit NIM continues to strengthen, NII up 7% y-o-y despite

fall in total L&A

$0.9bn investment across franchise during Plan period

US Retail & Commercial

11

2.69% 2.78% 2.92% 3.02%

2.5% 2.6% 2.7% 2.8% 2.9% 3.0% 3.1% Q110 Q210 Q310 Q410

42% 58% 39% 61% FY08 FY10 38% (2%) 7% FY10

2

22% 0% 5% Q410

3

PBIL growth Cost growth Income growth Y-o-Y

1 Source: Kantum Research. Scores based on full footprint, competitors are an aggregate of regional competition. 2 FY10 vs. FY09. 3 Q410 vs Q409.

Customer satisfaction is high 74%

1, and above regional

competition, 71%

1

Good consumer perception; 13%

1 of non-customers

most likely to switch to Citizens

Active online banking accounts up 4%

2

Consumer checking balances up 6%

2

Small business banking balances up 11%

2

US R&C quarterly margin

Commercial Retail

+33bps

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A resilient franchise Strategic progress

1 Underlying revenues also excluding fair value of own debt (FVoD) and Sempra. 2 Coalition (Equities ranking based RBS regional product offerings). 3 EuroMoney. 4 RBS Estimate. 5 Dealogic (EMEA all debt).

Resilient performance in weaker markets FY10 RoE > CoE Solid base to rebuild target returns post regulatory

change via:

– Management actions, income & cost – Business adjustments to mitigate regulatory

impacts

– Technology investment for offence and defence Portion of GTS tied to GBM raises 2010 RoE to 17.4%

Business performance – revenues & rankings

1.8 #6

5

PM & Origination 2.2 Top 5

4

Credit markets 2.1 Top 5

2

Rates - Flow & MM 0.9 0.9 FY10 Revenues £bn Top 10

2

Top 5

2,3

FY10 Est. Ranking Equities Currencies

Top tier in key product areas

Revenues

GBM

12

FY10 represented a more ‘normalised’ performance

7.9 11.1 7.1 7.2

4 8 12 2007 2008 2009 2010

GBM Core revenues

1 £bn 1 1

GBM continues to evolve its proposition … … while delivering required returns

Deepening client franchise & wallet share Focus on improving target client revenues and share of wallet Enhanced product capability Increased penetration of e-Commerce platforms notably FX & Bonds Cost discipline Cost:Income ratio of 56% among lowest in peer group Meeting targeted returns Reported FY10 RoE 16.6%, well placed relative to peers

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Wealth - Significant opportunity Growing customer commitments

Assets Under Management, £bn 30.2 31.1 32.1 FY08 FY09 FY10 34.1 35.7 36.4 Deposit Growth, £bn FY08 FY09 FY10 61.8 61.8 69.9 Deposit Growth, £bn FY08 FY09 FY10 1,002 973 1,088 PBT £m

Higher deposits drives net-interest income GTS - International reach

  • High return potential with world class brand
  • Management change: new CEO (Rory Tapner),

Strategic Review underway

  • Strength in UK, established International platform

with growth potential

  • Strong deposit growth reflecting success both in

the UK and offshore markets

  • Stable good returns through-the-cycle
  • Product channel and infrastructure improvements;
  • ptimising network footprint
  • Revenue diversified across divisional clients; FY10

GBM revenues c£920m, UK Corporate c£750m, Citizens c£140m

  • Deposit growth reflects gains in International Cash

Management business

Q210 Q310 Q410

GTS and Wealth

13

+6.7% +6.3% +13.1% +8.6%

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Non-Core and Risk

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Non-Core run down & EU disposals Non-Core – Good progress made

FY08 funded assets FY10 funded assets Commercial Real Estate 31% SME 3% Corporate 43% Other Retail 7% 15% Markets

£43bn £9bn £60bn £4bn £20bn

1% Total Assets = £138bn

£2bn

Other Retail 8% Markets 18% Commercial Real Estate 24% SME 2% Corporate 43% Total Assets = £258bn 4%

£9bn £63bn £21bn £112bn £6bn £47bn

Non-Core:

Non-Core funded assets reduced by £120bn since inception FY11 TPA target improved 19% to £96bn On target to be <10% of Group funded assets by FY11

EU mandated disposals: UK SME / branches

Completion targeted by 31 March 2012 Announced premium of £350m over net assets at closing

Global Merchant Services

Completed in Q410 Transaction premium £837m

RBS Sempra

Majority of business sold, residual disposal in progress Net neutral to P&L

Insurance

H2 2012 current target for IPO/sale

Non-Core and Disposals

14

258 201 143 138 85 36 25 21 20-40 96 8 15 2009 2011 2012 Funded assets Undrawn commitments 2008 2010 target 2010 actual 2013 £bn

120 100-120

£118bn: original 2011 funded target

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SLIDE 22

Refinancing requirement outweighed by Non-Core target reduction

100 200 300 400

Bank deposits Short-term wholesale funding Liquidity Pool

0% 20% 40% 60% 80% 100% 120% 140% 160%

FY08 FY09 FY10 Group Target Core Group

1 Amount of unsecured wholesale funding under 1 year excluding bank deposits. 2 Maturing term funding includes government guaranteed MTNs, unguaranteed MTNs and subordinated debt. 3 Includes AAA rated US government guaranteed entities.

Consistent reduction in short term funding needs

FY08 FY09 FY10 2013 Target

Improving loan : deposit ratio

118% 104% 96% 100% 100% 117% 135% 151%

Funding and Liquidity

15

Key messages

Group loan : deposit ratio on target to reach c.100%

by 2013, Core strategic target already met

Short term wholesale funding

1 now 39% of total

wholesale, down from 55% at FY08

2013 liquidity target of £150bn reached, includes

£41bn AAA rated Government Bonds

3

Funding & liquidity metrics increasingly in the pack

1

£63bn reduction in Non-Core funded assets in 2010

significantly outweighed £13bn term funding maturity

2 during the year

2011-2013 average Non-Core run-down of c£35bn

pa significantly higher than 2011-2013 average term funding maturity of £26bn pa

Down £186bn

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RBS capital ratios strong with Non-Core reducing Capital and balance sheet outlook However regulatory uncertainties remain

  • Increased capital requirements per Basel, FSA
  • Market Risk changes implemented in 2011
  • Counterparty changes implemented in 2013
  • Proposals relating to Countercyclical buffer and

important Banks buffers still to be determined

  • Continued regulatory conservatism around RWA

measurement The Group’s leverage is in-line with conservative peers

  • Target to exit APS by late 2012
  • Optimise capital structure in best interests of

shareholders and creditors longer term as regulatory and market needs clarify

10.8 10.5 9.0 9.0

1.2 4 8 12 RBS Barclays HSBC Lloyds Standard Chartered

Comparative Core Tier 1 Capital Ratios

1, %

Need to sustain strong credit standing with counterparties and in markets

5.5 5.5 4.1 7.0

3 6

RBS FY10 UK Peer Group European Peer Group US Peer Group Tier 1 Leverage Ratios

2 vs Peer averages 3 % 1 As at FY10 for Barclays, Q310 for HSBC and H110 for LBG and Standard Chartered. 2 Tier 1 leverage ratio is Tier 1 Capital divided by funded tangible assets. 3 UK Peers consist of Barclays, HSBC,

LBG and Standard Chartered; European Peers consist of Credit Suisse, Deutsche Bank, Santander, BNP Paribas and UBS; US Peers consist of Bank of America, Citigroup, JP Morgan and Wells Fargo.

Capital Planning

16

10.7

  • Ex. APS

APS benefit

9.4

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Targets and Outlook

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SLIDE 25

RBS Plan Targets

Leading positions in all our customer businesses Strong, predictable and resilient business performance Top tier market franchises Complementary portfolio with clear cohesion logic and synergies Balanced by geography, growth, risk profile and business cycle Balanced portfolio Targeting RoE 15%+ on a strong equity base Attractive and sustainable income characteristics Solid profitability and attractive return potential Clean balance sheet with a CT1 target >8% Criteria for standalone AA category rating met Low volatility underpinned by strong balance sheet Proven management track record, positive disciplines well established Orderly UK Government stake sell down to be commenced Standalone strength and solid foundations Transparent responsive communication with few negative surprises Clearly articulated strategy with evidence of it working Investor friendly

17

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SLIDE 26

Outlook

  • Economic & interest rate outlook
  • Irish & Real Estate impairments
  • Regulatory capital, liquidity & “bail-ins”
  • Independent Banking Commission
  • Path to full privatisation

External uncertainties may take time to clarify

  • Progress targeted per RBS Plan
  • Retail & Commercial continued improvement but slower in 2011
  • GBM, market dependent
  • Non-Core, impairment path improving, losses on asset sales to continue
  • Continued progress on risk metrics

Progress expected in Core profits and Non-Core risk reduction

18

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SLIDE 27

Finance and Risk Review

Bruce Van Saun, Chief Financial Officer

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SLIDE 28

(0%) 51.3p (1%) 51.8p 51.1p Net tangible equity per share 50bps (4%) (5%) Change 10.2% £592bn

3

£1,080bn 30 Sept 10 (5%) £1,084bn £1,026bn Funded balance sheet 0% £566bn

3

£568bn

3

Risk-weighted assets (pre APS) (30bps) Change 10.7% 31 Dec 10 11.0% Core tier 1 ratio 31 Dec 09 Capital & Balance Sheet (132) 637 – (6,232) 2,087 Operating profit (858) 582 – (142) 174 Fair value of own debt (FVoD) 2.05% 2.04% 25bps 1.76% 2.01% Net interest margin 60% 65% (900bps) 69% 60% Adjusted cost:income ratio

2

12 4 (633) 55 (2,141) 2,196 (1,182) (4,081) 7,459 Q410 £m (3,607) (1,928) 4,304 (6,090) (13,899) 7,809 (4,357) (17,401) 29,567 FY09 £m (1,379) – (239) Profit/(Loss) Before Tax (1,146) (1,247) 726 (1,953) 2,679 (1,142) (4,096) 7,917 Q310 £m (33%) (9,256) Impairment Losses – 1,913 Operating Profit/(Loss) ex. Fair value of own debt (FVoD) – (2,326) Other

1

(1,125) 11,169 (4,783) (16,710) 32,662 FY10 £m – Attributable Profit/(Loss) 43% Profit before Impairment Losses 10% Claims (4%) Operating Expenses 10% Income FY10 vs FY09 %

1 Includes restructuring & integration costs, APS CDS fair value of own debt (FVoD) changes, amortisation, bonus tax, gain on redemption of own debt, strategic disposals and gain on pensions curtailment.

See slide 24. 2 Calculated using income net of insurance claims and ex fair value of own debt (FVoD). 3 Excludes £106bn RWA relief of APS at FY10, £117bn at Q310 and £128bn at FY09.

Group Financial Highlights

19

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SLIDE 29

4% 13,838 13,283 3,365 3,459 3,567 3,447 3,340 NII for NIM calculation, £m 690.0 1.16 1.05 3.14 2.01 10,911 14,200 FY10 AIEA

1 (£bn):

(8%) 753.0 661.4 676.3 704.3 717.9 730.8 Group 47bps 0.69 1.10 1.05 1.22 1.25 1.17 Non-Core, % 5% 13,567 3,578 3,404 3,684 3,534 3,446 Reported Group NII, £m 11% 9,874 2,818 2,803 2,731 2,559 2,576 R&C NII, £m NIM: 0.94 3.24 2.04 Q410 (33bps) 25bps 25bps Y-o-Y 1.38 2.89 1.76 FY09 1.11 2.97 1.92 Q110 0.89 3.04 1.83 Q409 1.14 3.23 2.05 Q310 1.01 3.11 2.03 Q210 GBM, % R&C, % Group, % Margin progression

Absolute NII has improved vs. FY09, reflects rising NIM offsetting asset de-levering NIM expansion powered by asset re-pricing in R&C Earnings assets down 8% y-o-y given Non-Core run-down Q4 NIM stable, reflecting lower money market income in GBM (-2bps) and higher funding and liquidity costs

(-2bps), balanced by recoveries in Non-Core (+2bps) and R&C growth (+1bp)

1 Average Interest Earning Assets.

Net Interest Income

20

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SLIDE 30

Y-o-Y FY09 FY10 Q410 Q310 Q210 Q110 Q409 16,000 (3,835) 19,549 4,106 8,815 6,009 £m 18,462 1,074 17,112 4,003 6,636 5,927 £m (12%) 3,901 3,979 4,078 5,154 4,227 Core

3

(3%) 979 999 1,015 1,010 1,090 Insurance n.m. (81) 450 339 366 (470) Non-Core

4

(1%) 1,470 1,492 1,514 1,451 1,494 R&C

2

3,881 1,342 £m 15% (25%) % 5,589 2,445 £m 3,824 1,639 £m 4,513 1,237 £m 4,479 1,612 £m Total GBM Non-interest Income Progression (ex fair value of own debt (FVoD))

1

Non interest income up 15% vs. FY09, although volatile in GBM and Non-Core R&C resilient while contending with regulatory changes to business model GBM FY09 performance exceptional Non-Core improvement reflects de-risking, better environment

– Q4 net loss reflects write-downs, changes in derivative life assumptions, disposal losses

Non-Interest Income

1 Divisional non-interest income figures taken from divisional pages of company announcement. 2 Net of Bancassurance claims. 3 Includes other unallocated central items. 4 Including operating lease income and funding.

21

slide-31
SLIDE 31

Cost reduction programme FY10 FY09 17.4 0.3 Operating expenses, FY09-FY10, £bn (0.2) Non-Core

2

16.7 Inflation, staff costs and other

1

Investment projects

  • Cost Reduction Programme realised a further £1bn of savings in 2010
  • Impact of investment program in 2010 is £0.3bn
  • All other costs up only slightly as bonus reduction offsets inflation and other growth
  • Non-Core lower expenses reflect asset run-off
  • Cost : income ratio

3 improves to 60% (vs 69% FY09) 1 Includes incentive payments, staff related inflation, non-staff inflation and volume. 2 Includes country exits and GMS. 3 Calculated using income net of insurance claims and ex Fair Value of Own Debt (FVoD)

0.2 (1.0)

Group Operating Expenses

22

slide-32
SLIDE 32

REIL Trends

  • No. of wholesale cases transferred to

Recoveries Units globally

Other

4

Transport & Storage Manufacturing Construction Wholesale & Retail Trade Property

# cases

Group Credit Trends

47% 47% 46% 43% Provision coverage

2

0.9% 0.9% 0.7% 1.1% Core % of gross L&A 4.9% 4.4% 3.9% 5.7% Non-core % of gross L&A 7.5% 38.6 1.7%

1,211 930

2,141 Q410 7.1% 38.2 1.4%

1,171 782

1,953 Q310 6.2% 35.0 2.3%

9,221 4,678

13,899 FY09 7.5% Group % of gross L&A

1

5,476

  • /w Non-Core, £m

3,780

  • /w Core, £m

9,256 Group Impairment charge, £m 1.8% Group % of gross L&A 38.6 FY10 REILs, £bn

100 200 300 400 500 Q409 Q110 Q210 Q310 Q410

3

Group Impairments

35.0 36.5 36.3 38.2 38.6 10 20 30 40 Q409 Q110 Q210 Q310 Q410

Group REILs Group REILs ex Property

£bn

+10% (8%)

23

1 REILs and PPLs as % of gross loans and advances. 2 Provisions as % of REILs. 3 Q409 excludes transfer to GRG reflecting revised management of Ulster Non-Core property portfolio. 4 Other is spread across a large number of sectors incl TMT, Tourism & Leisure and Business Services. 5 Ulster Bank Core and Non-Core combined including EMEA.

Q410 Ulster Bank

5 charge £1.2bn vs. £1.0 bn in Q3;

£3.9bn FY10 vs. £2.0bn in FY09

UK Corporate Q410 uptick reflects a few specific name

cases

REIL growth slowing; transfers to work-out slowing

slide-33
SLIDE 33

Below the Line Items

614 (1,247) (633) (6,630) 4,304 (2,326) Net other ex fair value of own debt (FVoD) – (825) (15) 27 – (311) (123) (858) Q310 (2,148) (1,550) 109 39 (3,237) 254 (97) 316 Chg £ 1,440 582 (142) 174 Fair value of own debt (FVoD) – – 2,148 – Gains on pensions curtailment (725) (15) 502 – (299) (96) Q410 – (208) 132 3,790 (1,286) (272) FY09 100 475 – 12 27 Chg £ (99) Bonus tax (1,550) APS

2

171 553 (1,032) (369) FY10 Strategic disposals (net) LME

1 gain

Integration and restructuring costs Amortisation of purchased intangible assets £m

Fair value of own debt (FVoD) highly volatile quarterly, modest y-o-y impact Significant LME gain and pension curtailment recognition benefit in 2009 APS cost recognition negatively impacts 2010 bottom line Note: full year high tax charge reflects adverse P&L mix, DTA non recognition totalling

£730m

1 Liability Management Exercise. 2 APS credit default swap accounting.

24

slide-34
SLIDE 34

1,732 1,671 (12%) 8,467 7,418 Operating Profit

2

(930) 2,601 (937) (3,583) 7,121 3,901 3,220 Q410 £m (4,678) 13,145 (3,769) (14,954) 31,868 19,549 12,319 FY 09 £m 3,050 2% 12,517 Net Interest Income 3,979 (12%) 17,112 Non Interest Income (782) 2,514 (998) (3,517) 7,029 Q310 £m (19%) (3,780) Impairment Losses 11,198 (4,046) (14,385) 29,629 FY10 £m (15%) PBIL

1

7% Claims (4%) Operating Expenses (7%) Income FY10 vs. FY09 %

  • Solid performance in 2010, driven by Retail and Commercial

– 2009 GBM exceptional performance flattered results

  • Tight control over costs, down 4% y-o-y
  • Impairment losses down 19% y-o-y, well distributed across businesses
  • Q4 reflects stable PBIL, slight uptick in impairments, primarily Ulster

1 Profit before Impairment Losses. 2 Operating Profit ex fair value of own debt (FVoD).

Core Performance

25

slide-35
SLIDE 35

309 267 12% 973 1,088 Operating profit / (loss) 668 638 3% 2,487 2,561 Income (3) (3) (77%) (39) (9) Impairments 312 270 8% 1,012 1,097 PBIL GTS 74 87 (28%) 420 304 Operating profit / (loss) (1) (6) (45%) (33) (18) Impairments 75 93 (29%) 453 322 PBIL 264 271 (5%) 1,109 1,056 Income Wealth (158) (219) (18%) (927) (761) Impairments 422 333 30% 1,125 1,463 Operating profit / (loss) (251) (222) (31%) (1,679) (1,160) Impairments 552 983 558 780 1,455

Q410 £m

2,052 3,582 229 1,908 4,947

FY 09 £m

1,382 9% 5,405 Income 649 33% 2,532 PBIL 580 986 398

Q310 £m

9% 3,895 Income 2,224 1,372

FY10 £m

8% PBIL UK Corporate – Operating profit / (loss)

FY10 vs. FY09 %

UK Retail

UK Retail

Strong operating profit growth Good income growth driven mainly by higher mortgage

balances and improved margins

Cost reduction initiatives continue to drive down costs

and impairments continue downward trend

UK Corporate

Good PBIL performance driven by continued re-pricing of

assets

Impairments uptick in Q410 driven by a few individual

exposures

Funding gap closed further due to strong deposit growth

Wealth

Strong lending growth in FY10, up 18% driven by

mortgage lending

Deposits increased £1.6bn in Q410 on prior quarter New management in place

GTS

Strong operating result driven by income growth and

stable costs

Deposits grew 13% mainly in International Cash

Management

GMS divestment completed according to plan

Core by Division

26

slide-36
SLIDE 36

113 102 – (174) 473 Operating profit / (loss) GBM 1,554 1,587 (28%) 11,058 7,912 Income 549 522 (45%) 6,398 3,515 PBIL 40 5 (76%) (640) (151) Impairments 589 527 (42%) 5,758 3,364 Operating profit / (loss)

1

(176) (271) 107% (368) (761) Operating profit / (loss) (33) (9) – 58 (295) Operating profit / (loss) (949) (906) 9% (3,635) (3,961) Claims 1,016 997 (2%) 4,155 4,092 Income Insurance (193) (168) (27%) (1,099) (799) Impairments 306 270 38% 925 1,272 PBIL 1,164 1,106 7% 4,264 4,553 Income US R&C ($m) 110 105 42% 281 400 PBIL (286) (376) 79% (649) (1,161) Impairments 243

Q410 £m

1,034

FY 09 £m

244

Q310 £m

975

FY10 £m

(6%) Income

FY10 vs. FY09 %

Ulster Bank

Ulster Bank

PBIL up y-o-y driven by cost reduction programme Impairment charge remains elevated, primarily from

provision strengthening against the mortgage book

Deposits remained stable in Q410

US R&C

Good income growth in FY10, despite tough

backdrop and impact of regulatory change in Q410

NIM increase of 10bps in Q410 Total loans stable as growth in commercial offsets

muted personal demand in FY10

Insurance

Franchise improvement continues in Q410 Underlying

2 operating profit run-rate entering 2011 of

£270-300m p.a.

Bodily injury claims have stabilised but c.£100m

higher charge in December due to bad weather

GBM

Resilient revenue performance despite weaker

market backdrop

Impairments at low levels in 2010 Balance sheet remains tightly managed

Core by Division

27

1 Pre fair value of own debt (FVoD). 2 Based on adjusted Q410 and FY10 performance.

slide-37
SLIDE 37

154 138 (1,616) (1,211) (245) (160) (498) 338 419 (81) Q410 (144) (149) (588) (737) Claims 450 4,909 (3,835) 1,074 Non-Interest Income 167 (17) 171 154 RWAs

2, £bn

154 (63) 201 138 TPAs

1, £bn

(14,557) (9,221) (4,748) (2,447) (2,301) 1,534 FY 09 438 425 1,959 Net Interest Income (1,006) (1,171) 309 (579) 888 Q310 3,745 (5,476) Impairment Losses (5,505) 708 (2,325) 3,033 FY10 9,052 Operating Profit/(Loss) 5,456 Profit before other operating charges 122 Operating Expenses 5,334 Total Income FY10 vs. FY09 £ £m

Full year results reflect improved performance on trading book and lower impairments

– Non-Interest Income includes £504m of losses on disposals for FY10

TPA reduction ahead of schedule, £12bn pending Q4 higher loss reflects FV write-downs on Real Estate investments, changes in derivative life

assumptions, losses on disposals and higher Ulster impairments

1 Third party assets, excluding derivatives. 2 Includes Sempra: 31 December 2010, RWAs £4.3bn.

Non-Core Performance

28

slide-38
SLIDE 38

1 Calculated on a product basis from the Company Announcement disclosure. 2 Provisions as a % of REILs.

CRE Manufacturing Other Corporate Mortgages Other personal Other Total Non-Core

Q110 Q210 Q310 Q410 Non-Core impairments by asset type Q110 – Q410, £bn

1.4 1.7

Non-Core provision coverage of 44%

2, +900bps y-o-y

1.2 1.2

9,221 302 421 547 3,163 1,492 3,296 FY09 £m

Continued steady improvement despite Ulster

1,211 1,171 1,390 1,704 5,476 Total 9 (3) 16 31 53 Other 48 17 49 51 165 Other personal 328 887 (264) 4,307 FY10 £m 137 411 24 1,050 Q110 £m 80 281 (260) 1,224 Q210 £m 60 224 (48) 921 Q310 £m 51 (30) 20 1,113 Q410 £m

Remain at moderate levels reflecting some improvements across portfolios

Mortgages

Improving corporate health

Manufacturing Other Corporate

Elevated impairments continue at Ulster

Comments CRE

Non-Core Impairments

1

29

slide-39
SLIDE 39

Non-Core Ahead of Plan

On track to be <10% of Group assets by FY11

2008 2009 2010 target 2010 actual 2011

1

2012 2013

£bn

Un-drawn commitments Funded assets

1 Previous target for funded assets for 2011 was £118bn. 2 Excludes FY08 impairments of £4.9bn. 3 Excludes Ulster Bank CRE portfolio of £5.0bn (value as at 31/06/10), transferred to Non-

Core on 1st July 2010. 4 38% adjusted for transfer of Ulster Bank CRE portfolio.

Rollovers & drawings Impairments Asset sales Run-off FX (90)-(100) (20)-(30)

2

20-30 (110)-(130) (10)-(20) Progress to date 2009-2013 2009-2010 (46) (15) 12 (64) (7) Target

FY08 funded assets FY10 funded assets Commercial Real Estate 31% SME 3% Corporate 43% Other Retail 7% 15% Markets

£43bn £9bn £60bn £4bn £20bn

1% Total Assets = £138bn

£2bn

Other Retail 8% Markets 18% Commercial Real Estate

3

24% SME 2% Corporate 43% Total Assets = £258bn 4%

£9bn £63bn £21bn £112bn £6bn £47bn

Total portfolio down 47% from FY08

reflecting:

£52bn (46%) in Corporate £27bn (57%) reduction in Markets £20bn (32%)

4 reduction in CRE

£12bn (57%) reduction in Retail

120 100-120

258 201 143 138 85 36 25 21 20-40 96 8 15

£118bn original 2011 funded target

Non-Core: Good Progress

30

slide-40
SLIDE 40

Disposals (34) Impairments (6) Q310 201 Q410 138 FX 2 Run-Off

2

(25)

FY10

  • £63bn reduction in third party

assets in FY10

  • A further £12bn of sales signed

but pending

  • Disposals comprise £12bn of

country and whole business exits, £22bn of assets

  • Non-Core comprises 12% of

Group TPAs

3,4 vs. Citi Holdings 4

at 19%

  • Current 2011 YE target is £96bn

TPAs, (<10% group TPAs) Q410

  • £16bn reduction in third party

assets in Q410

  • A further £12bn of sales signed

but pending

  • Disposals comprise £4bn of

country and whole business exits and £9bn of assets

  • Q4 P&L reflects costs

associated with pending deals

TPAs

1 1 Third party assets excluding derivatives. 2 Net of rollovers and drawings. 3 Includes a further £12bn of signed but pending deals at FY10. 4 Non-Core third party assets excluding derivatives and pending deals as % of total RBS Group funded assets. Citigroup Holdings as a % of Citigroup Inc. funded assets.

FY10 - Pending 126

3

Non-Core Run-Down 2010

31

Non-Core asset reduction 2010, £bn Non-Core asset reduction Q410, £bn

TPAs

1

(13) (1) 154 138 1 (3) 126

3

Disposals Impairments FY09 FY10 FX Run-Off

2

FY10 - Pending

slide-41
SLIDE 41

Risk, Funding & Capital

slide-42
SLIDE 42

£41bn £31bn £30bn

  • /w AAA rated govt. bonds

8:

62% 97% £151bn (£5bn) (£107bn) 101% 126% Q310 50% 89% £171bn (£16bn) (£142bn) 104% 135% FY09 61% 101% £155bn +£17bn (£74bn) 96% 117% FY10 Wholesale funding > 1 year

4

Core (gap) / surplus (+) Core Net Stable Funding Ratio

9

Liquidity reserves Loan:deposit (gap) / surplus (Group)

5

Loan:deposit ratio (Group)

3

58% of total funding made up of customer deposits at FY10 versus 51% at FY09 Funding from bank deposits

11 reduced by £45bn in FY10

Liquidity reserves of £155bn, AAA Central Treasury government bonds £41bn

8

Wholesale funding

4 >1 year now 61% of total wholesale funding

Key Funding Metrics Key Funding Metrics

1 Funding profile excluding derivatives, repos and other liabilities. 2 Includes cash collateral of £9.9bn (FY09), £9.2bn (Q310) and £10.4bn (FY10). 3 Net of provisions. 4 Excludes bank deposits. 5 Net loans & advances to customers less

customer deposits (excluding repos). 6 Cash collateral received from banks. 7 Includes cash collateral received from banks. 8 Includes AAA rated government guaranteed agencies. Also not that FSA eligible bonds as of FY10 were £35bn, the balance residing in RBS NV/Citizens. FSA eligible Q310 £31bn, FY09 £20bn. 9 Net stable funding ratio measures the level of net stable funding divided by long-term assets. 10 Wholesale funding < 1 year, plus bank deposits <1 year. 11 Excludes cash collateral received from banks

Evolution of Group funding mix towards more stable long-term funding sources

1

4 28 5 38 4 33

  • /w cash collateral

6

157 178 250 Memo: Total ST wholesale funding

10

33 245 34 263 34 278 Wholesale funding

4

58 429 55 421 51 414 Customer deposits

2

764

162 101

£bn Q310 100

62 38

% % £bn % £bn 100

50 50

808

139 139

FY09

61 150

  • /w wholesale >1year

740

95

FY10 100 Total

39

  • /w wholesale <1 year

More resilient funding base, further termed-out funding

Funding and Liquidity

9 66 11 80 14 116 Deposits by banks

9 63 10 77 13 109

  • /w < 1 year to maturity

7

32

slide-43
SLIDE 43

Funding - Issuance

2011 plan c.£20bn of issuance Less requirement for public unsecured

issuance going forward

£38bn 2010 issuance: — 45% private, 55% public — 62% of public deals unsecured,

38% secured

Strong private placement capabilities

linked to structured and equity linked business within GBM

CGS term funding outstanding of

£41.5bn

— Will be fully repaid by July 2012

Continued deleveraging through Non-Core run-down lessens refinance requirement

1 Non-Core third party funded assets. 2 Unguaranteed term debt and subordinated liabilities contractual maturity.

10 20 30 40 50 60 70 £bn

2010 2011 2012

Target Issuance

2013 Asset reduction lessens market funding requirement

Issuance CGS Maturity Term Maturity

2

Non-Core Run-down

1

33

slide-44
SLIDE 44

RWAs £bn

  • RBS NV move to Basel II impact £21bn
  • Minimal pro-cyclicality impact in 2010
  • Estimated CRD 3 impact £25-30bn end FY11

FY09 FY10 Other

3

Non- Core run-off Core Tier One Ratio %

  • APS covered asset run-down reduces RWAs but is
  • ffset by lower APS relief benefit
  • Q4 10 CT1 increases from 10.2% to 10.7%

primarily reflecting reduction in RWAs and disposals FY09 Gross RWA increase FY10 Other

4

APS roll-off APS Roll-off

2

1.2

RWA & Capital Progression

40 22 (30) (8) (0.1) (0.3) 0.1

1.6

34

9.4 9.4 APS cover

1 NV reflects move to Basel II; regulatory changes include methodology and modelling adjustments around event risk and large corporate model. 2 Reflects portfolio run-down and removal of covered assets. Includes £10bn of RBS NV impact covered by APS. 3 Includes lower business growth and defaults. When a loan moves to default it moves to a deduction rather than an RWA. 4 Other includes gain on redemption of own debt, preference share conversion, attributable loss and FX.

NV & Reg changes

1

438 462 11.0 10.7

slide-45
SLIDE 45

Clarification provided from Basel Committee Uncertainties remain, with a range of potential outcomes Updated impacts broadly in line with previous guidance Impacts split between Core and Non-Core Manageable within context of group

RWA

1 impacts

CRD3 (Basel 2.5) CRD4 (Counterparty Risk) CRD 4 Deductions Total

25-30 45-50 18-20

2

£bn End 2011 2013 2013 88-100

2

Year of impact

1 Assessment based on current EU proposals. Net of Non-Core run-down, enhancements to internal models and mitigation. 2 Net equivalent change in RWAs after reflecting the impact of the current capital deduction from Core Tier 1. Gross impact is forecast to be c£30-35bn.

Indicative RWA Impacts under Basel 3

35

slide-46
SLIDE 46

APS Considerations

Benefits

Provides RWA relief/CT1 benefit of 1.2% at FY10. Benefit expected to fall steadily as

assets run-off

Provides additional protection to RBS’s regulatory capital ratios in the event of a severe

downturn

Form of contingent capital; sunk cost until 2012 Provides comfort to rating agencies, equity and debt investors as Non-Core reduces

Considerations

Exiting APS would signal RBS is recovering standalone strength Removal of significant annual cost once sunk cost amortised Operational processes would be simplified outside APS

Base case is to remain in programme for period of minimum committed fee (until October 2012)

36

slide-47
SLIDE 47

Risk concentrations improved across the board Government bond portfolio concentrated in G10 countries (89% of total) Property lending down by £9.1bn (9%) in 2010

1 Country chart is based on lending: cash and balances at central banks, L&A to banks and customers (including overdraft facilities, instalment credit and finance leases). 2 Loans and advances to customers excluding reverse

repos and disposal groups, excluding interest accruals. 3 The SNC framework sets graduated appetite levels according to counterparty credit ratings. The chart shows names that are in breach of the framework.

Sector

2

Country

1

Top A+ and lower countries by lending Top industry sectors by loans and advances Single name concentration exposures over risk appetite

Single name concentrations

3

50 100 150 £bn

10 20 30 40 50 Ireland Spain Italy India China Turkey South Korea Russia Mexico Brazil Romania Poland Portugal Greece £bn

FY09 FY10

Reducing Risk

Service industries and business activities Finance leases and instalment credit Central and local Government Finance Individuals - Mortgages Individuals - Other Property Construction Manufacturing Agriculture, forestry and fishing

37

£24bn £39bn £36bn £49bn £39bn £69bn

20 40 60 80

Financial Institutions Corporates

# cases

Jun 2010 Dec 2010 Dec 2009 96 118 89 324 385 241

(-38%) (-43%)

slide-48
SLIDE 48

Update on Ireland – Asset Deep Dive

1 Excludes EMEA L&A of £0.4bn. 2 Provisions as a % of REILs. 3 Includes CRE – development.

Ulster Bank – Core gross L&A, £37bn, (-7% y-o-y)

FY10 L&A £37bn

Mortgages £21.2bn 57% CRE – Investment £4.3bn, 12% Corporate – Other £9.0bn, 25% Personal unsecured £1.3bn, 3%

Ulster Bank – Non-Core gross L&A

1, £15bn, (-10% y-o-y)

FY10 L&A £15bn

CRE - Investment £3.9bn, 26% CRE - Development £8.8bn, 60% Other £2.0bn 14%

Ulster Bank – Core REILs, Provisions & Coverage

2

0.0 0.4 0.8 1.2 1.6 2.0 Mortgages Corporate - Other CRE - Investment Personal Unsecured & other Balance Sheet Provision REIL

£1.6bn £1.2bn £0.6bn £0.3bn Coverage 28% 55% 56% 78%

Ulster Bank – Non-Core REILs, Provisions & Coverage

2

2 4 6 8 CRE - Development CRE - Investment Other

Balance Sheet Provision REIL

£6.3bn £2.4bn £1.3bn Coverage 44% 42% 43%

REILs/ Provisioning

CRE: 59% RoI 18% NI 23% UK Mortgages: 90% RoI 10% NI Total coverage 45% vs 43% FY09 Total coverage 43% vs 22% FY09

38

CRE - Development £1.1bn, 3% CRE: 65% RoI 26% NI 9% UK

£bn REILs/ Provisioning £bn

3

slide-49
SLIDE 49

Update on Ireland – Operating Metrics

Number three bank in Ireland; long history and established

market presence

Stable margin despite crisis, improvement on asset pricing Cost re-engineering delivering results, PBIL up 44% y-o-y Franchise intact, 5% increase in deposit base y-o-y Long-term outlook for Ireland remains favourable: – Positive demographics – Strong export markets – Favourable fiscal environment

Key points Cost re-engineering delivering results Robust PBIL trends A stable deposit franchise

10 20 30 Q409 Q110 Q210 Q310 Q410 1.5 2.0 2.5 3.0 UB Core Deposits UB Core NIM

£bn %

50 100 150 200 250 300 Q409 Q110 Q210 Q310 Q410 Operating expenses

£m

50 100 150 Q409 Q110 Q210 Q310 Q410 Pre-Impairment Profit

£m

39

1 Q410 vs Q409

  • 35% y-o-y

1

+5% y-o-y

1

+44% y-o-y

1

slide-50
SLIDE 50

Improving underlying business performance

New pricing engines and models for better underwriting data and

more flexible and responsive pricing

Improved claims handling capabilities to reduce expenses, mitigate

claims inflation, combat fraud and improve service

Efficiency improved through implementation of Lean management

practices and announcement of plans to offshore back office

  • processes. Reduction in UK operating sites from 38 to 13 underway

Focus on business that delivers better risk adjusted returns Exit of non-core businesses; focus on direct personal lines and SME

Commercial

1 Source: Consumer Intelligence, DfT, NOP, Strategy team research & analysis. 2 Not seasonally adjusted. 3 Mix Improvement implied by the movement of actual average premium 'vs' known

price increases. 4 Loss ratio represents the modelled claims cost as a proportion of the premium income of each policy sold.

… hence significantly improving the motor loss ratio Key highlights

Update on Insurance Turnaround

100 200 300

We have reduced motor risk and increased prices ...

Direct Line Motor Q4 Gross Written Premium Waterfall

3

Q409 GWP Q410 GWP Price Increases De-risking Policy Nos. Reduced Mix Improved

£m 40

– 212 (88) 205 390 (295) FY10 £m 300 268 Underlying profit – annualised

2

100 Exceptional bad weather claims 75 (16) – (9) Q410 £m 67 100 (33) Q310 £m Underlying profit Other Bodily injury reserving Reported profit / (loss)

Proportion Loss Ratio

4

0% 5% 10% 15% 20% Nov-09 (in hindsight) Nov-10 Improvement in Direct Line Motor New Business Loss Ratio

4

LR = 100%

slide-51
SLIDE 51

Conclusions

R&C’s strong recovery driven by NIM, good cost control and declining

impairments

GBM – a resilient performer despite weaker market environment

Good recovery in Core franchises

Substantial progress made in 2010 reflecting improved trading book

performance and lower impairments

TPA reduction program ahead of plan, c50% of original target met Risk exposures much reduced, still more to do

Non-Core & risk

Strong deposit performance across the Group, up £14bn y-o-y Short-term wholesale funding reduced by £93bn in the year All measures significantly improved in 2010, tracking ahead of plan

Balance sheet

Core Tier 1 capital currently at 10.7% Well-positioned to support business plan, absorb regulatory increases

Capital position remains robust

41

slide-52
SLIDE 52

Questions?

slide-53
SLIDE 53

Appendix I

slide-54
SLIDE 54

60 70 80 90 100 110 120 130 140 150 160 FY09 Q110 Q210 Q310 FY10 Short-Term Wholesale Funding, ex. Bank Deposits, Derivative Cash Collateral

Transformation of Short Term Wholesale Funding Position

£bn

  • 140
  • 120
  • 100
  • 80
  • 60
  • 40
  • 20

FY08 Q109 Q209 Q309 FY09 Q110 Q210 Q310 FY10

Interbank Net Position(1)

1 Interbank net funding position consists of interbank deposits and cash collateral less interbank lending, net of repurchase agreements and stock lending. 2 Debt securities and subordinated liabilities with residual maturity of <1 year excluding bank deposits.

13% of Funded assets 9% of Funded assets

Short Term Wholesale Funding Net Interbank Funding

£bn

£118bn £8bn

Much improved short term funding position

2, now 9% of funded assets (14% FY08)

Net interbank funding position reduced £110bn driven by a reduction in bank deposits of £113bn since 2008 CP and CD balances now £64bn (£144bn FY08)

A1

slide-55
SLIDE 55

Core impairments by division Q110 – Q410, £bn

1 Impairments as a % of L&A excludes Available for Sale. 2 Includes Wealth, GTS, RBS Insurance and Central Items. 3 Provisions as a percentage of REILs.

0.9% 0.7% 1.0% 0.9% 0.9% 3,780 Total Core

  • 30

Other

2

Impairments at low levels in 2010

  • (0.2)

0.7 0.1 0.2 151 GBM 517 1,161 761 1,160 FY10 £m 1.0 3.1 0.7 1.1 FY10 %

1

1.0 2.3 0.7 1.5 Q110 %

1

1.1 3.1 0.7 1.1 Q210 %

1

1.0 3.0 0.6 0.9 Q310 %

1

0.7 4.1 0.8 0.8 Q410 %

1

Gradual improvement in underlying credit environment US R&C Q4 increase driven by a few individual exposures UK Corporate Remains elevated, gentle decline forecast in H2 11 Ulster Bank General improvement across the book Comments UK Retail

UK Retail UK Corporate Ulster Bank US R&C GBM Total Core Q1 10 Q2 10 Q3 10 Q4 10

1.0

Core provision coverage of 50%

3

1.1 0.8 0.9

Core Impairments

A2

slide-56
SLIDE 56

18 7 11 64 17 6 12 65 Residential development Commercial development Residential investment Commercial investment Dec-10 Dec-09

Global portfolio

1 as at 31/12/10: £87bn, (£98bn FY09 2)

By division

CRE Exposure

GBM 2% UK Corporate 35% Ulster 6% Citizens 4% Non-Core 53%

%

Note: Speculative lending at origination represents less than 2% of the portfolio (Short-term lending to property developers without firm long-term financing in place is characterised as speculative. The availability of long term finance will in many cases be dependent upon planning outcomes and the strength of the market.)

1 Credit risk assets includes Core and Non-Core portfolios. 2 2009 restated on a comparable basis.

Global portfolio

1 as at 31/12/10: £87bn, (£98bn FY09 2)

By sector

Global portfolio was reduced by £11bn (11.5%) in 2010

A3

slide-57
SLIDE 57

Ulster Bank – Commercial Real Estate

Development Property £9.9bn -2.6%1

Core: £1.1bn; Non-Core: £8.8bn

Corporate property1 credit trends, Q409 – Q310 Total Portfolio £18.0bn -1.7%1

Core:£5.4bn; Non-Core: £12.6bn

Investment Property £8.1bn -0.7%1

Core: £4.3bn; Non-Core: £3.8bn

22 2 2 4 18 5 14 34

Commercial investment Residential investment Commercial development Residential development Core Non-core

% 63% ROI, 24% NI and 13% UK

7 5 18 7 18 46

United Kingdom Northern Ireland Republic of Ireland Core Non-core

%

22 44 7 22 4 1

United Kingdom Northern Ireland Republic of Ireland Residential Commercial

%

10 49 4 1 22 14

United Kingdom Northern Ireland Republic of Ireland Residential Commercial

%

A4

Total Portfolio £18.0bn -1.7%1

Core:£5.4bn; Non-Core: £12.6bn

1 Versus FY09

slide-58
SLIDE 58

Ireland Economic Outlook

House prices

3

Corporate property1 credit trends, Q409 – Q310

1 Source: CSO, Ulster Bank. 2 Source: CSO. 3 Source: Permanent TSB/ESRI House Price Index. 4 Source: CSO.

Exports (% Y-o-Y)

2

Contribution to GDP growth

1

Unemployment rate (LR estimate)

4

(15) (10) (5) 5 10 2005 2006 2007 2008 2009 2010 2011E 2012F Private Final Demand Government Spending Net Trade GDP (20) (10) 10 20 30

Q3 00 Q3 01 Q3 02 Q3 03 Q3 04 Q3 05 Q3 06 Q3 07 Q3 08 Q3 09 Q3 10

Goods Services Total (10) (5) 5 10

Q1 97 Q3 98 Q1 00 Q3 01 Q1 03 Q3 04 Q1 06 Q3 07 Q1 09 Q3 10

  • 30
  • 20
  • 10

10 20 30 40 % Q-to-Q % Y-o-Y

A gradually improving economic back-drop

2 4 6 8 10 12 14 16

Dec-07 Apr-08 Aug-08 Dec-08 Apr-09 Aug-09 Dec-09 Apr-10 Aug-10 Dec-10

Live register (SUR)

A5

slide-59
SLIDE 59
  • Structured Credit

Portfolio £11.7bn

  • Equities £0.6bn
  • Credit Collateral

Financing £0.1bn

  • Exotic Credit Trading

£0.1bn

  • Sempra £6.7bn
  • Other Markets £1.1bn
  • Structured Credit

Portfolio £20.1bn

  • Equities £5.0bn
  • Credit Collateral

Financing £8.6bn

  • Exotic Credit Trading

£1.4bn

  • Sempra £6.3bn
  • Other Markets £6.2bn

Markets

2008 Year-End funded assets

Non-Core Asset Class Composition Changes

Total Assets = £258bn

  • UK Mortgages &

Personal Lending £3.2bn

  • US Mortgages &

Personal Lending £11.9bn

  • Ireland Mortgages

£6.5bn

Retail

  • Real Estate Finance £38.7bn
  • UK B&C £11.4bn
  • Ireland £9.9bn
  • US £2.8bn

Commercial Real Estate

  • Project & Export

Finance £21.3bn

  • Asset Finance

£24.2bn

  • Leveraged Finance

£15.9bn

  • Corporate Loans &

Securitisations £41.6bn

  • Asset Management

£1.9bn

  • Countries £6.7bn

Corporate

47 21

SME

  • UK SME

£4.2bn

  • US SME

£1.6bn

  • RBS Insurance £2.0bn
  • Bank of China / Linea

Directa £4.5bn

  • Whole Businesses £0.8bn
  • Shared Assets and Other

£1.5bn

Other

Total Assets = £138bn

Markets

  • UK Mortgages &

Personal Lending £1.9bn

  • US Mortgages &

Personal Lending £6.2bn

  • Countries £0.9bn

Retail Commercial Real Estate

  • Project & Export

Finance £16.9bn

  • Asset Finance

£19.2bn

  • Leveraged Finance

£7.4bn

  • Corporate Loans &

Securitisations £13.4bn

  • Asset Management

£1.6bn

  • Countries £1.2bn

Corporate

20 9

SME

  • UK SME

£3.1bn

  • US SME

£0.6bn

  • RBS Insurance £1.6bn
  • Whole Businesses

£0.1bn

  • Shared Assets and Other

£0.6bn

Other

112 6 63 9

  • Real Estate Finance £23.8bn
  • UK B&C £7.2bn
  • Ireland £10.3bn1
  • US £1.4bn

60 4 43 2

1 Increase due to the replacement of Irish Mortgages with Irish Commercial Real Estate announced at H1 2010 results. As at 30 June 2010 the CRE portfolio transferred was £5.0bn.

2010 Year-End funded assets

Corporates and Markets reduced by 46% and 57% since inception; Real Estate by 32%

A6

slide-60
SLIDE 60

GBM Balance Sheet

GBM balance sheet – Continued focus on de-leveraging, £bn

FY07 ‘Old GBM’ R FY09 GBM Core R Q210 GBM Core A R 874 412

R – Reported A – Adjusted

1

Reverse Repos Derivative Cash Collateral

2

Securities Other Settlement balances

400 359

Loans & Advances (excl. Derivative Cash Collateral)

1 Adjusted balances include US GAAP compliant netting in respect of counterparty risk for Reverse Repos, Settlement Balances and Derivative Cash Collateral. It should not be taken to

represent a fully US GAAP compliant presentation of the overall balance sheet.

2 Cash collateral posted in relation to derivative liabilities across GBM. 3 On a reported basis.

Q410 GBM Core A R 397 362

  • Funded assets declined 4% y-o-y

due to lower loans and advances

  • Target range remains

c£400-450bn

3

A7

slide-61
SLIDE 61

43 99 20 25 95 39 76

Q410

2 2 4 1 5 5 1 2 8 1 3 4 1 2 9 1 3 3 1 1 9 1 6 6 1 5 6 1 3 7 1 5 5 1 4 4 1 5 4 1 4 4 8 9 7 5 7 3 9 3 8 6 9 2 9 5 2 0 5 2 7 4 6 2 4 1 4 2 3 9

Q40 8 Q2 09 Q40 9 Q110 Q210 Q3 10 Q4 10

1 Short Term Markets and Financing. 2 Cash collateral posted in relation to derivative liabilities across GBM. 3 Deals pending settlement. 4 Loans and Advances (ex Collateral) comprises Loans and Advances to Customers £59bn and Loans and Advances to Banks £17bn. 5 Delta is a provider of interest rate risk management solutions, providing a full range of fixed income cash and interest rate derivative instruments covering all currencies and maturities.

Loans & Advances Securities & Other Reverse Repos Cash & T- bills

GBM Core Assets

Loans and Advances (ex cash collateral)4 Debt Securities Derivative cash collateral2 Equity shares Other (mainly DPS3) Reverse Repos Cash & T-bills

8% 5% 6% 24% 45% 12% Flow Credit Mortgage Trading Other Emerging Markets STMF1 Delta5

Debt Securities & Reverse Repos held by businesses

STMF + Delta5 = 57% These are high grade debt securities

3% 10% 6% 69% 12%

STMF1 Delta5 Equities Other

Note: Reverse repos in Delta5 is managed by STMF

STMF + Delta5 = 81% These are high grade, very short term assets Mortgage Trading

397 499 438 412 444 400 421

GBM Balance Sheet Detail – Assets

A8

slide-62
SLIDE 62

1 Short Term Markets and Financing. 2 Cash collateral received in relation to derivative assets across GBM. 3 Deals pending settlement. 4 Deposits comprises Deposits by Customers £28bn and Deposits by Banks £23bn. 5 Delta is a provider of interest rate risk management solutions, providing a full range of fixed income cash and interest rate derivative instruments covering all currencies and maturities.

223 163 126 124 123 108 90 154 151 135 125 107 115 100 67 67 59 84 74 80 71 128 110 98 120 106 121 110

Q408 Q209 Q409 Q110 Q210 Q310 Q410

39 100 47 24 110 51

Q410

Deposits Securities & Other Repos Deposits4 Debt Securities in Issue Derivative cash collateral2 Short Positions in Securities Other (mainly DPS3) Repos

6% 9% 13% 29% 42%

Treasury Conduits Other Global Equities STMF1

371 573 491 417 453 410 Debt Securities in Issue

GBM Core Liabilities Debt Securities in Issue & Repos held by businesses

424 3% 88% 8% 1% STMF1

Delta5 Equities Other

GBM Balance Sheet Detail – Liabilities

A9

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SLIDE 63

UK Retail & Business Banking Credit Indicators

1 Council of Mortgage Lenders 2 Debt flow rate is calculated by looking at the monthly default balances (also known as transfer into recoveries or debt flow) as a % of total Loans & Receivables in that month 3 Covers 92% of the UK Retail mortgage portfolio, the majority of the remainder are current account mortgages.

Mortgages – Arrears vs. CML

1,3

0% 1% 2% 3% Q4 '03 Q4 '04 Q4 '05 Q4 '06 Q4 '07 Q4 '08 Q4 '09 Q4'10 CML 3+ % UK Retail 3+ %

Personal and Cards – Bad debt flows

2

0.0% 0.5% 1.0% 1.5% Dec-07 Sep-08 Jun-09 Mar-10 Dec-10 Credit Cards Bad Debt flow % Personal Unsecured Loans Bad Debt Flow %

Business Banking – Debtflows

2

0% 0.05% 0.10% 0.15% 0.20% 0.25% 0.30% Q2'08 Q4'08 Q2'09 Q4'09 Q2'10 Q4'10

Debtflow as % of balances

Cumulative loan to value ratio – mortgages (%)

¹

54 43 32 22 13 5 61 40 27 15 8 62 51 38 24 12 5 51 > 50% > 60% > 70% > 80% > 90% > 100% 2008 2009 2010

Current LTV using Halifax Index

A10

slide-64
SLIDE 64

Pro forma Impact of Disposals on Income Statement

160 (279) 439 (463) 902 UK branch disposals2 £m 49 (61) 110 (100) 210 Country disposals1 £m 1,495 (8,916) 10,411 (4,783) (15,500) 30,694 Adjusted FY10 £m 209 209 (273) 482 GMS FY10 £m (9,256) Impairment Losses 1,913 Operating Profit/(Loss) ex. Fair value of

  • wn debt (FVoD)

11,169 (4,783) (16,710) 32,662 Reported FY10 £m Profit before Impairment Losses Claims (374) Operating Expenses 374 Income Sempra1 £m

1 Shown in Non-Core. 2 Completion expected by 31st March 2012.

A11

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SLIDE 65

Appendix II

RBS Group Sustainability 2010

slide-66
SLIDE 66

The Sustainability Programme focuses on five key themes that are in line with the Groups’ strategic plan. These themes are built on the foundation of good governance and financial sustainability, which is key to the Group’s overall success.

Focus on five themes

Fair Banking Supporting Enterprise Employee Engagement Safety & Security Citizenship & Environmental Sustainability

Good Governance & Financial Sustainability

A12

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SLIDE 67

Governance

The Group Sustainability Committee (GSC) is a Board Committee chaired by Sir Sandy Crombie, Senior Independent Director, RBS Group. Representatives from major business areas sit on the Committee, including:

Group Remuneration Committee Group Sustainability Committee Group Board Group Nominations Committee Group Audit Committee Board Risk Committee Environment Working Group Retail Sustainability Taskforce Microfinance Advisory Board Group Sustainability Team Group Sustainability Forum

Brian Hartzer CEO, UK Retail, Wealth and Ulster Bank John Hourican CEO, Global Banking & Markets Chris Sullivan CEO, Corporate Banking Division Nathan Bostock Head of Restructuring & Risk

A13

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SLIDE 68

Sustainability in 2010

Fair banking – We are one of the leading providers of Basic Bank Accounts in the UK with a market share of 14%, we currently hold over 1.1 million accounts in total, including 200,000 that were opened in 2010 – Our MoneySense for schools financial education programme reached nearly 1 million children in the UK – Ulster Bank opened 45 branches on Saturdays for the first time in 2010, more than any other bank in Ireland – Citizens and Charter One conducted more than 275 financial literacy programmes educating more than 13,000 people Supporting enterprise

  • Citizens was named second in the US for delivering the best experience for small business customers
  • We have a leading market share in lending to third sector businesses. We currently lend £525m in term loans and £57m in
  • verdrafts in the 5% most deprived electoral wards in the UK
  • Our livelihood projects reach over 63,000 households across 11 states in India

Employee engagement

  • 39,500 employees were given nearly 170,000 hours off to volunteer their time to make a difference in the communities we operate

in

  • Nearly 120,000 employees took part in our annual Employee Opinion Survey, a response rate of 81%

Safety and security

  • We achieved a 26% reduction in fraud losses when compared with 2009
  • Due to several initiatives in the US, the number of ID theft cases decreased by over a third and losses were reduced by 18.2%

Citizenship and environmental sustainability

  • We achieved the joint highest score of any bank globally in the 2010 Carbon Disclosure Project results, attaining 93 out of 100 in

the disclosure index and ‘A’ in the performance index

  • We were awarded the Gold LEED environmental certification for our RBS buildings in Amsterdam and Chennai

A14

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SLIDE 69

Reporting, disclosure and ratings

Attained the AA1000 assurance standard for the second year running Included in the Dow Jones Sustainability Index scoring 76%, and in the FTSE4Good Index Included in the Carbon Disclosure Project ‘FTSE350’ Leadership Index; scoring 93% Members of Global Compact and the Equator Principles since 2003

A15