Capital Adequacy and Divisional Performance slide image

Capital Adequacy and Divisional Performance

Merger Update Synergies exceed 2009 full year target by 33% and already exceed 2010 cost and one-off synergies a year ahead of plan ◉ Target Synergies USD 94m of recurring annual synergies by the third year post merger, plus USD 7m of one-off synergies totaling USD 101m Key Drivers of Synergies Revenue synergies for 2008 and 2009: Largest distribution network of 132 branches & 705 ATMs and SDMs The recurring synergies below are targeted to be delivered 33% in year 1 (2008), 66% in year 2 (2009) and fully by year 3 (2010) - Focus on cross selling- e.g. mortgages - Enhanced market share/pricing advantages - e.g. FDs Embedded Customer efficiency framework - e.g. Tafawouq has tripled Synergies (1) branch sales in Umm Suqeim & DCC - % of Smaller Base(1) USD million 2008 2009 2010 Revenue 18 35 53 Costs 14 27 41 22.2% Target Benchmark 10.5% 5-10% 14-26% % of Combined Base(1) Benchmark 4.1% - Increased corporate pricing power from enhanced scale Cost synergies for 2008 and 2009: 8.3% One-off costs 2 5 7 Total 34 67 101 " Actual 2009 Synergies (USD Million) Achieved synergies of USD 89m - ahead of 2009 full year target by 33% Recurring cost and one-off cost synergies achieved in 2009 of USD 46m and USD 8m already exceed 2010 target of USD 41m and USD 7m respectively. 2009 Target vs. Actual Synergies 89 33% 67 - - Single head office in place Created efficiencies through unified business models Combined marketing & advertisement activities Staff efficiencies across all businesses and support units One-off synergies for 2008 and 2009: - Projects & initiatives discontinued due to merger, namely Islamic banking set up previously planned in NBD Initiatives conducted in one group as opposed to the separate legacy banks; e.g. Basel II regulatory requirements 69% 46 35 35 27 8 76% 5 Revenue Cost ■Target One-off ■ Actual Total 1) Synergy base used when computing synergy targets were 2006 financials, smaller base was NBD and combined was aggregated EBI and NBD Emirates NBD 31 34
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