Corporate & Institutional Banking (CIB) Deutsche Bank Global - - PowerPoint PPT Presentation

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Corporate & Institutional Banking (CIB) Deutsche Bank Global Financials Conference Donald Workman, Executive Chairman CIB May 2014 Forward Looking Statements Certain sections in this presentation contain forward-looking statements as


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Corporate & Institutional Banking (CIB)

Deutsche Bank Global Financials Conference

Donald Workman, Executive Chairman CIB May 2014

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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 and new strategic plans, divestments, capitalisation, portfolios, net interest margin, capital ratios, liquidity, risk-weighted assets (RWAs), return on equity (ROE), profitability, cost:income ratios, leverage and loan:deposit ratios, funding and risk profile; discretionary coupon and dividend payments; implementation of legislation of ring-fencing and bail-in measures; sustainability targets; litigation, regulatory and governmental investigations; the Group’s future financial performance; the level and extent of future impairments and write-downs; and the Group’s exposure to political risks, including the referendum on Scottish independence, credit rating risk and 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 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: global economic and financial market conditions and other geopolitical risks, and their impact on the financial industry in general and on the Group in particular; the ability to implement strategic plans on a timely basis, or at all, including the simplification of the Group’s structure, the divestment of Citizens Financial Group and the exiting of assets in RBS Capital Resolution as well as the disposal of certain other assets and businesses as announced or required as part of the State Aid restructuring plan; the achievement of capital and costs reduction targets; ineffective management of capital or changes to capital adequacy or liquidity requirements; organisational restructuring in response to legislation and regulation in the United Kingdom (UK), the European Union (EU) and the United States (US); the implementation of key legislation and regulation including the UK Financial Services (Banking Reform Act) 2013 and the proposed EU Recovery and Resolution Directive; the ability to access sufficient sources of capital, liquidity and funding when required; deteriorations in borrower and counterparty credit quality; litigation, government and regulatory investigations including investigations relating to the setting of LIBOR and other interest rates and foreign exchange trading and rate setting activities; costs or exposures borne by the Group arising out of the origination or sale of mortgages or mortgage-backed securities in the US; the extent of future write- downs and impairment charges caused by depressed asset valuations; 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, equity prices and basis, volatility and correlation risks; changes in the credit ratings of the Group; changes to the valuation of financial instruments recorded at fair value; competition and consolidation in the banking sector; the ability of the Group to attract or retain senior management or other key employees; regulatory or legal changes (including those requiring any restructuring of the Group’s operations) in the UK, the US and other countries in which the Group operates or a change in UK Government policy; changes to regulatory requirements relating to capital and liquidity; changes to the monetary and interest rate policies of central banks and other governmental and regulatory bodies; changes in UK and foreign laws, regulations, accounting standards and taxes, including changes in regulatory capital regulations and liquidity requirements; impairments of goodwill; pension fund shortfalls; general operational risks; HM Treasury exercising influence over the operations of the Group; reputational risk; 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

  • f any offer to buy any securities or financial instruments or any advice or recommendation with respect to such securities or other financial instruments.

Forward Looking Statements

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Donald Workman – Executive Chairman, CIB, RBS

2

  • Recently appointed Executive Chairman,

Corporate & Institutional Banking

  • Previously Executive Chairman of Asia Pacific
  • Represented RBS managing the Asset

Protection Scheme, through which the UK Government provided insurance for around £230 billion of RBS assets

  • Former roles include:

– 2008 CEO, ABN AMRO Global Banking & Markets and Member of Managing Board of ABN AMRO – 2005 Development and management of RBS’s wholesale banking strategic partnership with Bank of China – 2000 Integrated the corporate banking divisions of NatWest and RBS – 1993 Head of Corporate Banking for Scotland (prior to the NatWest take-over)

  • Joined RBS in 1992
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Contents

CIB Overview

1

Go-forward financial profile

3

Defending and strengthening the CIB client franchise

2

Page 2 Page 8 Page 5

Management Actions and Initiatives

4

Page 9

Next steps & timelines

5

Page 10

Appendix

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CIB within the new RBS structure

Personal & Business Banking Commercial & Private Banking Corporate & Institutional Banking

UK Commercial UK Mid Corporate High Net Worth UK Mass Retail UK Small Business UK Affluent Ulster UK Large Corporate Int’l Large Corporate Financial Institutions

RWA

  • Op. Profit

RoE3

35% 50%

15+%

RWA

  • Op. Profit

RoE3

30% 30%

15+%

RWA

  • Op. Profit

RoE3

35% 20%

~10%2

Markets

Steady state1 business profile Steady state1 business profile Steady state1 business profile

1 Steady state defined as 2018 to 2020. 2 7-8% medium-term target (2016/17). 3 Divisional return on equity target is based on 12% divisional RWAs, adjusted for capital deductions

(expected loss, securitisations and pension deficit).

4

 CIB is an important component of the new RBS structure  Focused on our most sophisticated domestic and multinational clients’ needs,

centred on the UK with a network across Europe, Asia and US

 Deep relationships with UK and European large corporates

  • 1. CIB Overview
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  • 1. CIB Overview

CIB was set up to serve specific needs of Corporates and Institutional clients

Highlighted the following issues:

 Vulnerable connection with customers  Unsustainable cost base  Inadequate shareholder returns  Cumulative effect of regulation and state

  • wnership making our previous direction

increasingly challenging Set up RBS’s new strategy: UK focused Retail & Commercial bank Bank’s new vision:

 Be reliable, consistent and simple to do

business with

 Earn our customers’ trust and win more of their

business

 Generate reliable returns, positive organic

cash flow and pay an ordinary dividend

RBS strategic review

Strengthen position as the UK’s pre-eminent Corporate Bank

Operate as “one bank” geographically and across products

Align Markets and international capabilities with needs of our most sophisticated domestic and multinational clients’, primarily focusing on supporting clients’ UK and Western European

  • perations

Leader in Sterling & Euro issuance, strong USD capabilities

Core product rankings (Top 3 UK, Top 5 EMEA, Top 15 Globally)

CIB propositions:

− Debt Financing: DCM, Structured Finance,

Loans

− Risk Management: Currencies, Rates − Transaction Services: International &

Domestic Cash, Payments and Trade

− Broad country network across Europe, Asia

and the US

CIB vision and propositions

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CIB is focused on serving a diverse client universe

Financial Institutional Clients UK Corporate Clients Large multinational Corporate Clients # Clients ~2,400 ~11,000 ~1,500 Customer Profile Client Proposition

  • 1. CIB Overview
  • Global/regional FIs

including banks, insurers, hedge funds, asset managers

  • Domestic and smaller UK

Corporates with sophisticated needs

  • Large and multinational

corporates

  • Debt Financing – Lending,

DCM & Advisory solutions

  • Sales & Trading across

multi-assets (FX, Rates, Credit)

  • Transaction services

(Payments, Trade Finance & Cash management)

  • Desk/product driven
  • Less complex end of the

product range offered to CIB corporates: – Debt financing – Risk management – Transaction services

  • Relationship/product driven
  • Debt Financing – Lending,

DCM & Advisory solutions

  • Risk Management solutions

– rates and FX hedging, etc.

  • Transaction services

(Payments, Trade Finance & Cash management)

  • Relationship/product driven

Covered by CIB Covered by C&P, served by CIB

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UK Large Corporate Banking

UK:

 #1 in Large Corporate Banking market penetration  Quality leader in Large Corporate Banking  #1 in Large Corporate cash management market penetration

European Top-Tier:

 #4 in Large Corporate Banking market penetration  #4 (tied) in Large Corporate cash management market penetration

2014 Greenwich Share & Quality Leader Europe Top-Tier Large Corporate Banking

10 20 30 40 50 60 70 80 90

  • 40
  • 30
  • 20
  • 10

10 20 30 40 50 60 70 80 Important Relationship (%) Greenwich Quality Index - Overall Relationship Quality (Difference from average) Bank 9 Bank 8 Bank 7 Bank 6 Bank 5 Bank 4 Bank 3 Bank 2 Bank 1 RBS 5 10 15 20 25 30 35 40 45 50 55 60

  • 20
  • 15
  • 10
  • 5

5 10 15 20 25 30 35 40 45 50 Important Relationship (%) Bank 9 Bank 8 Bank 7 Bank 6 Bank 5 Bank 4 RBS Bank 3 Bank 2 Bank 1 Greenwich Quality Index - Overall Relationship Quality (Difference from average)

Note:

  • 1. Source is Greenwich Associates, 2013 European Large Corporate Banking and Cash Management Study.
  • 2. The Greenwich Quality Index score is based upon a normalised composite of all qualitative evaluations transformed to a scale of 0 to 1,000 with the difference from the average shown.
  • 3. Important Relationship score is based upon the % of clients who cited the bank as an important relationship. Top-tier companies include those with revenue and/or market capital in excess of €2.0 billion and larger

foreign subsidiaries.

CIB has deep relationships with UK and European large Corporates

  • 2. Defending and strengthening the CIB client franchise
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Business strengths

Increasing focus on understanding our client needs to improve service

  • 2. Defending and strengthening the CIB client franchise
  • Good innovative sales coverage

teams who understand customers well

  • Salespeople give excellent service
  • Good research
  • Ahead of peers in terms of advisory

capabilities As part of our commitment to make RBS a truly customer-centric bank, we are working to understand and improve clients’ perception of our customer service. For example: Client satisfaction targeting and tracking:

  • Renewed our client satisfaction targets

and brought tracking to the forefront of business performance discussions Responding to client feedback:

  • Redeveloped and reinvigorated our

approach to responding to customer feedback and customer surveys

  • Each report to be reviewed by CIB Client

Committee to develop management actions for good practice and identify areas of improvement, with systematic tracking and follow-up Areas for improvement

  • Providing solutions to meet client

needs rather than being product driven

  • Simpler product offering and delivery
  • Need to achieve more with limited

resources now available

  • Competitive pricing and deeper

relationships Improving client service Emerging insights

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  • 3. Go-forward financial profile

High level financial profile for the CIB business

RWA as % of Group

(excluding US R&C, RCR, Centre)

Operating Profit as %

  • f Group

RoE 2013 Steady State Target (2018- 2020)

Note:

  • Corporate and Institutional Banking includes large multinational corporates and financial institutions
  • Estimated RoEs based on RWA equivalents (RWAs including capital and other deductions (e.g. pension fund)) and based on a target 12% CT1 ratio

~ 10% 4% 20% 29% 35% 51% 7- 8%

(2016/17 medium term-target)

Q1 2014

7% 29% 47%

(reflects Markets seasonality)

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CIB strategic priorities set and implementation programme under way to deliver a sustainable business model

Strategic Priorities

  • Extend market leadership with UK large

corporates

  • Improve connectivity across the global

network

  • Initiate phased reduction of US balance

sheet and drive better utilisation of the APAC network

  • Deliver next phase of Markets plan,

continuing to focus offering on areas of strength and competitive advantage

  • Improve allocation of capital to target

customer segments and improve risk adjusted returns

  • Continue to drive efficiencies in operating

model and accelerate cost reductions

  • 4. Next steps & timelines

Integration objectives

2

Design a sustainable business model

3

Develop financial plan

4

Maintain focus on risk and control

5

People and culture

6

Stakeholder and programme management

1

Deliver integrated CIB organisation

By end H1 Ongoing

Timeline