Re-building and Recovery Debt Investor Presentation Q1 2010 Results - - PowerPoint PPT Presentation

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Re-building and Recovery Debt Investor Presentation Q1 2010 Results - - PowerPoint PPT Presentation

Re-building and Recovery Debt Investor Presentation Q1 2010 Results 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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Re-building and Recovery

Q1 2010 Results Debt Investor Presentation

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Important Information

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’, ‘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 document includes forward-looking statements relating, but not limited, to: the Group’s restructuring plans, capitalisation, portfolios, capital ratios, liquidity, risk weighted assets, return on equity, cost-to-income ratios, leverage and loan-to-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 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. Such statements are subject to risks and uncertainties. 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 document include, but are not limited to: general economic conditions in the UK and in other countries in which the Group has significant business activities or investments, including the United States; developments in the global financial markets, and their impact on the financial industry in general and on the Group in particular; the full nationalisation of the Group or other resolution procedures under the Banking Act 2009; the monetary and interest rate policies of the Bank

  • f England, the Board of Governors of the Federal Reserve System

and other G7 central banks; inflation; deflation; unanticipated turbulence in interest rates, foreign currency exchange rates, commodity prices and equity prices; changes in UK and foreign laws, regulations and taxes, including changes in regulatory capital regulations; a change of UK Government or changes to UK Government policy; changes in the Group’s credit ratings; the Group’s participation in the APS and the effect of such scheme on the Group’s financial and capital position; the conversion of the B Shares in accordance with their terms; the ability to access the contingent capital arrangements with Her Majesty’s Treasury (“HM Treasury”); limitations on, or additional requirements imposed on, the Group’s activities as a result of HM Treasury’s investment in the Group; changes in competition and pricing environments; the financial stability of other financial institutions, and the Group’s counterparties and borrowers; the value and effectiveness of any credit protection purchased by the Group; the extent of future write-downs and impairment charges caused by depressed asset valuations; the ability to achieve revenue benefits and cost savings from the integration of certain of the businesses and assets of RBS Holdings, N.V. (formerly ABN AMRO); natural and

  • ther disasters; the inability to hedge certain risks economically; the ability

to access sufficient funding to meet liquidity needs; 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 approval; the adequacy of loss reserves; acquisitions or restructurings; technological changes; changes in consumer spending and saving habits; 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 presentation, 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

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

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Concluding remarks RBS compared to peers Funding & Liquidity Reducing and managing risk

Agenda

Introduction to RBS, the strategic vision and Q110 highlights Building blocks of the RBS Recovery External factors Internal metrics Appendices

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The New RBS – What we aspire to be

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To be one of the world’s most admired, valuable and stable universal banks To return to >15% sustainable RoEs, powered by market-leading businesses in large customer-driven markets The business mix to produce an attractive blend of profitability, stability and sustainable growth – anchored in the UK and in retail and commercial banking together with customer driven wholesale banking, and with credible growth prospects geographically and by business line Management hallmarks to include an open, investor-friendly approach, discipline and proven execution effectiveness, strong risk management and a central focus on the customer To deliver its strategy from a stable AA category risk profile and balance sheet

RBS’s 2013 vision

What did we set out to achieve in February 2009?

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How are we going to do it?

Focus on UK and US franchises, and move balance of Group towards UK Retail and Commercial businesses Resize and refocus GBM on corporate and financial institutions franchises and core locations Reposition other overseas businesses to align with Group competencies and reduce risk Use smaller balance sheet with much less wholesale funding reliance Understand and manage down our Non- Core bank effectively A cost base that is reduced, controlled and transparent Returns and balance sheet use targeted and measured A strong risk management organisation and processes A management framework and incentives to reward longer-term performance Management and accounting mechanisms for Non-Core assets

A reshaped business New management disciplines RBS’s Strategic Plan

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2011 Return to Group profitability Initial cost reduction programmes completed Interest rates start to rise 2009 Formation of the Strategic Plan Creation of Non-Core £2.5bn cost saving programme announced Business restructuring and reinvestment New Management and Board APS entered into and Recapitalisation completed ‘Tools for the job’ in place 2010 Execution and implementation phase of the plan ‘Roll up our sleeves’ Economic recovery takes hold Retail & Commercial starts to rebound Ongoing revenue and cost initiatives Completion of Non-Core run- down 2013 targets achieved – Returns – Risk – Franchise

Progress to date

Core profits build, Non-Core losses fall

2011 onwards Target >15% RoE

Strategic plan timeline

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Progress to date

1 As at 1 January 2008. 2 As at October 2008 3

Amount of unsecured wholesale funding under 1 year. 2009 includes £109bn of bank deposits and £141bn of other wholesale funding. 2013 target is for <£65bn

  • f bank deposits, <£85bn of other wholesale funding. 4 As at December 2008 5 Eligible assets held for contingent liquidity purposes including

cash, government issued securities and other securities eligible with central banks. 6 Funded tangible assets divided by Tier 1 Capital. 7 As at June 2008 8 Group return on tangible equity for 2008 9 Indicative Core attributable profit taxed at 28% on attributable core spot tangible equity (c70% of Group tangible equity based on RWAs). 10 2008

Key performance indicator Worst point FY 09 Actual 2013 Target

Core Tier 1 Capital 4%(1) 11.0% >8% Loan : deposit ratio (net of provisions) 154%(2) 135% c100% Wholesale funding reliance(3) £343bn(4) £250bn <£150bn Liquidity reserves(5) £90bn(4) £171bn c£150bn Leverage ratio(6) 28.7x(7) 17.0x <20x Return on Equity (RoE) (31%)(8) Core 13%(9) >15% Cost : income ratio net of claims 97%(10) Core 53% Core <50%

Q1 10 Actual

10.6% 131% £222bn £165bn 17.6x Core 15%(9) Core 54%

Current position versus 2013 targets

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Core Business (Retail & Commercial, GBM, GTS and Insurance)

– Core customer franchises remain strong – UK Retail now serves >12.8m current account customers – Operating profit: £2.3bn, +92% vs Q409 driven by seasonally strong results in GBM and improving Retail & Commercial trends – ROE: 15%, in line with long run targets – NIM: 2.11%, +5bps vs Q409 driven by GBM – Credit profile: ongoing improvement, impairment losses reduced 25% q-o-q to £971m – RWAs: £421bn, +7%, driven by ABN AMRO migration

Group Profile

– Group operating profit of £713m vs loss of £1.4bn Q409 – Impairments: £2.7bn, -14% q-o-q driven by improvements in Core and Non-Core – Non-Core run off: tracking to plan, a further 4% (£8bn) reduction in TPAs in Q1 – Core Tier 1 ratio 10.6%, RBS remains a highly capitalised bank – Good progress made against key metrics published in our Strategic Plan

Key Q1 10 Results Highlights

1 Note: All financial information contained in these materials in relation to the performance of the Group in the first quarter of the calendar year 2010, and comparisons of such data with the fourth quarter of the calendar year 2009, the first quarter of the calendar year 2009 or any other period, are extracted without amendment from the announcement on 7 May 2010 of the financial results

  • f the

Group for the end of the first quarter of the calendar year 2010 in its Interim Management Statement Q1 2010, disseminated to the London Stock Exchange via RNS announcement on that date.

Core Business (Retail & Commercial, GBM, GTS and Insurance) Group profile

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Funding

– Short Term wholesale funding reduced to £222bn (£128bn excluding bank deposits) in Q1 2010, on the way to target of under £150bn in 2013 –

  • c. £8bn of unguaranteed long-term issuance in Q1 2010 (£21bn 2009) covering a range of maturities.

– Re-introducing issuance of different currencies to the funding platform and building the yield curve in existing markets for RBS name – Limited impact of run-off of Government funding schemes. Asset reduction outpaces maturities of CGS and SLS – Establishment of an FSA regulated RBS residential mortgage-backed Covered Bond programme launched on April 1st 2010

Liquidity

– Net Stable Funding Ratio1

  • f 90% as at Q110
  • up from 79% in at FY08

– Significant increase in liquidity reserves; increasing from £90bn in FY08 to £165bn in Q110, with higher quality

  • f liquidity

– FSA-eligible government bonds portfolio in the Plc will increase under the current plan from £25bn at Q1 2010 to £50bn at 2013 to strengthen Group liquidity (£1bn FY08, £20bn FY09) – Ongoing collateral enablement effort to expand and diversify secured funding resources

Key Q1 10 Results Highlights

Funding Liquidity

1 Net Stable Funding Ratio measures the level of net stable funding divided by long-term assets (RBS Definition)

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Building blocks of the RBS Recovery

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Building blocks of the RBS Recovery

Internal metrics We have strong franchises in large customer-driven markets Sustained and improving customer satisfaction levels Remain well capitalised and can deliver our funding plan Non-Core run-off drives the decline in risk concentrations and wholesale funding reliance Strategic plan, investment and income initiatives drive sustainable growth We can deliver good cost efficiency Liability margins to improve – asset margins to hold Management execute the plan well and drive cultural change Impairments trend to “normalised” levels External factors World economic recovery continues Strong but rational competition going forward Interest rates normalise Path of regulatory change will be phased and sensible

What are the necessary external factors and internal metrics to achieve the plan?

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Building blocks of the RBS Recovery

External Factors Internal Metrics

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Current position

Building blocks of the RBS Recovery – External factors

Possible risks

  • Outlook is better than expected 6-12 months ago
  • US and UK current account and savings deficits are starting to improve
  • UK housing market has performed better than expected
  • Confidence in markets has improved but will remain sensitive to news flow

and market developments

  • Low interest rates have improved liquidity which could continue

World economic recovery continues

  • Economic growth falters
  • Economic imbalances
  • Sovereign credit risks
  • Wholesale funding, liquidity risks
  • Harsh capital and liquidity regimes hinder growth
  • Interest rates, inflation rise rapidly
  • Strong but rational competition - competitors have similar capital, funding

and return targets

  • Banking, similar to other mature capital intensive industries, is relatively

concentrated

  • New business margins are broadly consistent with industry return targets
  • Increased industry funding costs e.g. liquidity, capital and funding need to

be reflected as interest rates normalise

  • Banks are capital intensive and becoming more so and cannot survive

without moving to exceed cost of capital (CoE 10-15%)

Strong but rational competition going forward

  • New market entrants / return of foreign banks
  • Irrational behaviour from established competitors
  • Return of irrational wholesale and securitisation

markets

  • Banks move up risk profile again to generate

increased returns

  • Regulatory intervention
  • Proposals published, but subject to consultation and impact assessment
  • Implementation likely phased so as not to destabilise Banking System

Path of regulatory change will be phased and sensible

  • More penal at implementation
  • Shortened timeline for introduction
  • Failure to gain global agreement, UK or EU ‘goes

it alone’

  • UK and other Governments have been supportive
  • UK Government, through UKFI, has remained a constructive shareholder

and operated in line with shareholder best practice

Government policy

  • Debates around industry structure, bank specific

taxes and levies and Basel III capital / liquidity proposals

  • Impact of consumer legislation – e.g. overdraft

fees

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Building blocks of the RBS Recovery

External Factors Internal Metrics

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Our franchises have sustained market positions, with customer numbers steady or growing

Building blocks of the RBS Recovery – Internal metrics

1 2010 Greenwich Associates H209 data (Large Corporate Banking study), rankings relate to Total Relationships. 2 Partnership, broker and other policies

UK Retail >12.8m current accounts 10m savings accounts #2 Current Accounts £4.9bn £89.4bn Q1 Customer Numbers Market Positions Income FY09 Deposits Q110 UK Corporate 1.2m Business, Commercial & Corporate customers #1 SME #1 Corporate & Commercial £3.6bn £91.4bn Wealth 258,000 UK Wealth customers #1 Private Banking in the UK £1.1bn £36.4bn GBM #1 UK, #3 Europe, #6 USA, #7 APAC1 Top tier in key product areas £11.0bn £47.0bn Ulster 1.9m customer accounts #1 in Northern Ireland #3 in island of Ireland £1.0bn £23.7bn US R&C 3.9m Retail 0.5m SME & Corporate Top 5 in 8 of top 10 markets in which we operate £2.7bn £62.5bn Insurance 11.1m own brand policies 6.6m other policies2 #1 Motor insurance £4.5bn n.a. GTS >1.2m customers #5 Trade Finance #4 Merchant Acquirer £2.5bn £64.6bn

We have strong franchises in large customer-driven markets

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Current Position

Margin To achieve the plan:

Current new business asset margins hold steady Interest rates rise towards end of plan period

Group NIM 1.92% 1.83% R&C NIM1 3.01% 3.01% Q110 Q409

Outlook

Overall margin Liability margins R&C margin GBM margin Non-Core margin Impact of funding & liquidity Overall deposit margin 2011-13 Asset margins Possible risks:

Irrational competition Interest rates remain near zero for extended

period GBM 1.11% 0.89% Non-Core 1.25% 1.17%

Building blocks of the RBS Recovery – Internal metrics

1 Underlying, adjusted for days in month; 2.97% (Q110) and 3.04% (Q409) on a reported basis

Liability margins to improve – asset margins to hold

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Investment - major programmes underway Non Interest Income - Leveraging for growth

Investment In systems, proposition, technologies and staff Cross-sell Leverage group capabilities e.g:

New affluent proposition in UK Retail GBM Capital Market products in UK

Corporate

New Bancassurance platform in Ulster GTS products available across the

corporate franchise Customer relationships Leveraging client relationships e.g:

GBM – deepening corporate and FI

relationships, focus on core clients

Retail & Commercial – increasing share

  • f wallet through client cross-sell

5 year spend > £6bn to foster growth & efficiency Example projects:

Multi-channel / internet development – c12% of spend

– UK Retail; build new channel platforms & capabilities – UK Retail; migrate customers to remote channels & improve productivity – GTS; on-line portals/cash mgt/trade services

Reduce cost to serve – c55% of spend

– Group - process efficiencies across business areas – GBM - automation of operational processes

Improve MI systems – c4% of spend Improve & integrate infrastructure – c10% of spend

– UK Retail – new sales management platform – GBM – enhanced trading platforms

Building blocks of the RBS Recovery – Internal metrics

Strategic plan, investment and income initiatives drive sustainable growth

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FY09 Cost reduction programme Impact of Disposals Inflation Volume and

  • ther1

Core costs broadly flat over the planning horizon Impact of inflation & volume growth in Core offset by business re-investment & cost reduction Rump of Non-Core costs of c£300-400m expected in 2013, falling away rapidly thereafter Target cost:income ratio of less than 50%

15.0 2.4 17.4 Non-Core Core £bn Non-Core roll-off

Building blocks of the RBS Recovery – Internal metrics

1 Includes FX impact

We can deliver good cost efficiency

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Trend back towards historic levels Historic levels flattered by high loan growth

in 2003-07 period

Large Non-Core impairment reduction as

portfolio runs off – small impairment charges remain in 2013-14

Recovery path not sustained Event risk – individual significant shocks

Outlook Possible Risks Impairments – returning to normalised levels Impairment as a % of net L&A ‘98 ‘99 ‘00 ‘01 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 ‘08 ‘09 2003-07 avg: 0.5% 1998-2008 avg: 0.6% ~‘13 1.1% 2.5%

Building blocks of the RBS Recovery – Internal metrics

Non-Core Core £bn 9.2 4.7 % of L&A 5.7 1.1

Impairments trend to “normalised” levels

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Reducing and managing risk

Focus on composition of the RBS loan book

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Reducing & managing risk

Improved risk policies & framework Non-Core reduction on track GBM de-leveraged and de-risked Prime Core credit portfolios

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The New Risk Agenda

Risk agenda – delivering the 5 year plan with strong risk management

Strategy & Policy Alignment – risk & business strategy Group policy framework Capital / risk adjusted performance Risk Architecture Risk systems Risk data architecture Analytics and modelling Risk information & reporting Operating model Governance Organisation, people & culture One risk community Regulatory and operational risk coverage Risk Appetite & Framework Credit approval Market risk limits and controls Risk concentrations Country risk Scenario testing

New Head of Restructuring & Risk appointed in H1 2009 bringing significant changes to senior leadership in risk management function Adoption of new, enhanced risk management framework and architecture including appointment of Board Risk Committee and Executive Risk Forum (ERF) Disciplined RWA usage in the Core bank (value not volume) and total balance sheet size controlled and liquidity surprise avoided Introduction of new and enhanced risk concentration limits – reduced single name, sector and country limits Appointment of Board Risk Committee and Executive Risk Forum (ERF) Ongoing work to fully embed improved risk management framework

The Group has seen significant change in risk culture and process

Ongoing work to fully embed improved risk management framework including new reporting systems to increase transparency

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Reduced exposures to CDPCs, monolines and conduits

Counterparty credit market exposures Total assets held by sponsored conduits

£bn

FY08 FY09 Q110 Monolines CDPCs

8.3 2.6 2.5

Group Credit Risks (REILs1) Significant reduction in exposure to monolines and CDPCs since FY08 Exposure to loss from sponsored conduits has also been managed down NPLs2 are showing signs of stabilisation however

  • ur outlook remains cautious.

Provisions as a percentage of NPLs2 have increased from 43% at FY09 to 46% as at Q110

£bn

Stabilising but our outlook remains cautious

20 40 60 FY07 FY08 H109 Q309 FY09 Q110 £bn

FY08 Q209 Q309 FY09 Q110 Core Non Core

49.9 35.0 30.5 27.4 24.1

1 Risk Elements In Lending 2 Non Performing Loans

Risk profile – worst should be past

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1 Country and Sector charts are based on Credit Risk Assets – see Report and Accounts for further details. Country chart shows ten largest countries rated A+ or below by domicile of borrower.

  • New frameworks, polices and

limits in place

  • Good progress on de-risking, with

proactive management of both Core and Non-Core exposures

  • Reduced concentrations overall

but more remains to be done

  • Exposure to higher risk

economies reduced

  • Greek exposure is small, with

<£1bn of credit risk assets and

  • c. £1.5bn of Greek government

debt securities (as at 31/3/10)

Reducing credit risk concentrations

Sector1 Country1

Dec 2008 Dec 2008

Top 10 A+ and lower countries by credit risk assets Top 10 Corporate industry sectors by credit risk assets

2 4 6 8 10 12 Italy India China Turkey South Korea Russia Poland Mexico Romania Portugal £bn

20 40 60 80 100 120 £bn

Transport & Storage Wholesale & Retail Tourism & Leisure Power, Water & Waste Natural Resources & Nuclear Property Manufacturing TMT Public Sector Building March 2010 March 2010

Portfolio concentrations continue to reduce

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26 100 200 300 400 500 600 Q408 Q109 Q209 Q309 Q409 Q110 1 2 3 4 5 6 7 8 9

5 10 15 20 25 30 35 40 Q109 Q209 Q309 Q409 Q110 0% 1% 2% 3% 4%

Impairments outlook

Group credit trends, Q109 – Q110

  • No. & value of wholesale cases transferred to Recoveries

Units globally, Q408-Q110 (monthly average)

Impairments as a % of gross L&A (annualised) REILs

1

Average value transferred Other1 Transport & Storage Manufacturing Construction Wholesale & Retail Trade Property Average value transferred inc Ulster Transfer to GRG reflecting revised management of Ulster non-core property portfolio

£bn NPLs increased by 4% No individual large names in Q1 Ulster Bank Core & Non-Core drove Q1 growth Q1 continues previous trends seen in 2009 No large individual cases Uptick in commercial customers having problems – classic late cycle phenomenon

1 Other is spread across a large number of sectors and includes TMT, Tourism & Leisure and Business Services

Impairments appear to have peaked in Q209 but remain elevated

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Reducing & managing risk

Improved risk policies & framework Non-Core reduction on track GBM de-leveraged and de-risked Prime Core credit portfolios

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  • Plan revised to reflect removal of c. £30 billion APS securitisation, which is no longer viable under

final terms of APS

  • FY 2013 targets revised to £20-40 billion, reflecting removal of securitisation that is partially offset by

additional sales

  • Sales selected for pricing and capital preservation

Rollovers & drawings Impairments Asset sales

Breakdown of changes in TPAs 2009-2013

Non Core third party assets (TPAs excluding derivatives & Sempra) run-off targets, £bn

252 143 118 82 1871 20-40 2013 13 2012 19 2011 23 2010 29 2009 36 2008 85

  • c. 212

TPAs Undrawn commitments

Run-off FX (60)-(80) (20)-(30) 20-30 (110)-(130) (10)-(20)

Non-Core long term run-off targets

1 Excluding Sempra which had £14bn of assets as at 31 December 2009

Run-off is key to reducing risk on the balance sheet

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Non-Core run-off1 current progress

£bn

Run-Off Disposals Impairments FY 09

  • Non-Core assets reduced 4% (£8bn) during Q1 2010 on a reported basis
  • Excluding negative FX moves (£5bn), TPAs reduced 7% (£13bn)
  • Run-off driven by CRE, Corporate and Markets
  • Asset sales primarily Corporate
  • C. £40bn targeted reduction pa. Excluding the FX movement Q110 is on

track for FY2010

1 Third party assets excluding Sempra, excluding mark to market derivatives 2 Run-off, MTM, disposals, impairments and FX

187 Mvmt2 FY08 FX Q110 (2) (2) (9) 5 179 252 (65)

Significant progress already achieved on Non-Core run-off

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1 Excluding MTM derivatives and Sempra

Based on data from RBS risk systems

Total Assets = £252bn Total Assets = £187bn

2008 Y/E TPAs1 by asset class

Project & Export Finance £21.3bn Asset Finance £24.2bn Leveraged Finance £15.9bn Corp & Warehouse Loans £41.6bn UK £26.0bn Ireland £9.9bn Rest of Europe £15.1bn US £7.3bn APAC £2.9bn Structured Credit Portfolio £20.1bn Equities £5.0bn Credit Collateral Financing £8.6bn Exotic Credit Trading £1.4bn Other £6.2bn UK Mortgages & Personal Lending £3.2bn US Mortgages & Personal Lending £11.0bn Ireland Mortgages £6.5bn RBS Insurance £2.0bn Retail & Commercial Countries £6.7bn Bank of China / Linea Directa £4.5bn Other Whole businesses £4.2bn ABN AMRO Shared Assets £1.5bn Asset Management £1.9bn

Corporate Commercial Property Markets Retail Other

2009 Y/E TPAs1 by asset class

Project & Export Finance £20.6bn Asset Finance £22.2bn Leveraged Finance £13.1bn Corp & Warehouse Loans £23.2bn UK £23.6bn Ireland £8.1bn Europe £13.0bn US £4.7bn APAC £2.3bn Structured Credit Portfolio £14.9bn Equities £2.0n Credit Collateral Financing £4.8bn Other £2.9bn UK Mortgages & Personal Lending £2.4bn US Mortgages & Personal Lending £7.8bn Ireland Mortgages £6.1bn

Corporate Commercial Property Markets Retail Other 12 16 25 52 3 79

RBS Insurance £1.5bn Retail & Commercial Countries £4.3bn Other Whole Businesses £3.3bn ABN AMRO Shared Assets £1.3bn Asset Management £1.6bn

SME

UK SME £2.3bn US SME £1.6bn

SME

UK SME £1.9bn US SME £0.9bn

21 21 41 61 103 4

Good run-off progression across all asset classes

Non-Core make up by division

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Non-Core impairments1 stabilised in Q1

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

Q109 Q309 Q409 Q110

Non-Core impairments by asset type Q109, Q409 & Q1102, £bn 1.8 1.7

Q110 £m Q110 % L&A1 Q409 % L&A1 FY09 % L&A1 Q1 10 Key Sector Impairments: UK Retail 5 0.8 1.1 2.1 Mortgage & Personal lending UK Corporate 155 1.9 3.9 4.8 Property & construction 34% of total Ulster Bank2 552 13.0 7.0 8.3 Property £461m, 84% of total US R&C 208 7.4 7.6 9.7 SBO/Home Equity £102m, and CRE £63m - 80% of total GBM 753 3.6 4.1 4.9 Property £472m, 62% of total Other 31 3.7 6.5 9.3 Mainly Wealth Total 1,704 4.6 4.6 5.7 Absence of large individual cases but with Ulster Bank remaining at elevated levels

1.8

1 Excludes Available for sale impairments. 2 Includes EMEA.

2.1 Non-Core provision coverage of 39%, +300bps q-o-q

Impairments appear to have stabilised, albeit at elevated levels

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Reducing & managing risk

Improved risk policies & framework Non-Core reduction on track GBM de-leveraged and de-risked Prime Core credit portfolios

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GBM - Strategy

GBM Summary – FY07 vs FY09 & Q110

FY07 “Old” GBM Core GBM FY09 Q110 Income, £bn 9.11 6.7 11.0 2.8 Costs, £bn (5.8)2 (5.1) (4.7) (1.3) Profit, £bn 3.21 1.5 5.7 1.5 ROE, % 10.8% 10.4% 30.7% 28.4% Balance Sheet, £bn 873.8 617.3 412.2 443.7 People 24,100 20,900 16,8003 n.d

Distribution of Core Clients 57% 43% FI’s Corporates Core GBM ~5,800 “Old GBM” 26,000+ Client base

Focus on core clients

  • Top 5 wholesale bank in chosen markets
  • Fewer, deeper client relationships
  • Clear product choices
  • Global, focused on major hubs
  • Financing and risk management-led
  • “Flow monster”
  • Leadership in fixed income
  • Enhanced equity and advisory
  • Tight risk, capital and funding control
  • Sustainable efficient platform
  • New management team

GBM strategy refocused to a capital efficient business model

1

Core + Non Core

2 Source: GBM Finance (Core only, excluding Sempra) 3 Source: Published FY09 financials (Core only, excluding Sempra)

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GBM – De-leveraged and de-risked

GBM balance sheet, £bn

FY07 ‘Old GBM’ R C FY09 GBM Core R C Q110 GBM Core C R 874 412 360 444 381 R – Reported C – Constant Currency Reverse Repos Loans & Advances Securities Other Settlement balances

  • Continued focus on de-leveraging
  • 56% reduction from FY07 CFX
  • Remaining within target range of

c£400-450bn

  • FX driving £11bn (33%) of Q110

growth

  • Settlement Balances driving

£12bn (37%) of Q110 growth

  • Excluding FX and Settlement

Balances, total assets declined 1% Q-o-Q

Continuing focus on deleveraging and risk management

Loan Impairments by quarter (£m)

269 (31) 272 130 32

  • Recent impairments lower than Q109 & Q309 peaks,
  • Future quarterly trend likely to be ‘lumpy’ given

nature of counterparties

  • Risk for larger impairments in 2010 remains high,
  • uter-year outlook will develop alongside the

developing economic picture

Q109 Q209 Q309 Q409 Q110

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Reducing & managing risk

Improved risk policies & framework Non-Core reduction on track GBM de-leveraged and de-risked Prime Core credit portfolios

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Group loan portfolio breakdown

Breakdown of Loans & Advances (Q110 Gross, £612bn)1

UK Retail 17% UK Corporate 19% Wealth 2% GBM 22% GTS 2% Ulster 6% US R&C 8% Non-Core 24%

Loan Impairments (£bn)3 A well diversified portfolio with UK Retail and Corporate representing c. 36%, GBM c. 22% and other divisions c. 18% of gross loans Non Core loans < 25% of assets, but approximately two thirds of impairments per quarter Impairments plateauing in Core and demonstrating improvements in Non Core though volatility remains likely

1.0 1.1 1.2 1.3 1.0 1.8 3.5 2.1 1.8 1.7 Q109 Q209 Q309 Q409 Q110 Core impairments Non Core impairments

1 Gross loans and advances including provisions. 2 GBM loans and advances include L&A to banks 3 Figures represent loan impairments as percentage of gross loans & advances

2

Well diversified loan portfolio across geographies and customer segments

2.8% 8.2% 5.4% 4.6% 4.6% 0.8% 0.9% 1.0% 1.2% 0.9%

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37

Core Retail1 Loan Book

Core Retail L&A by geography (Q110 Gross, £168bn) Core Retail L&A by product

76 % 76 % 77 % 78 % 78 % 12% 12% 12% 11% 12% 4% 4% 4% 4% 4% 9% 8% 8% 7% 7%

Q109 Q209 Q309 Q409 Q110 Retail / Secured Personal

UK 71% Ulster 11% US 18%

Strategic focus shifted to generating mortgages through retail branch networks with secured lending now representing over 78% of the book – share of UK mortgage market increased significantly in 2008/09 Ulster Bank represents 11% of retail loans with the balance originating in the US Unsecured personal loans and credit cards gradually declining through exit from non-bank channels and falling demand as customers reduce overall debt levels

Cards Other

1 Retail comprises UK Retail, Wealth, and retail parts of Ulster and US R&C

Core Retail exposure dominated by secured, prime residential mortgages

£164bn £159bn £164bn £165bn £168bn

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38

UK Retail4

Mortgage Book Loan To Values

  • 98% of the UK mortgage book is Core and
  • nly 7% buy-to-let
  • Average LTV of 59% (67% for the buy-to-let

portfolio)

  • Rising house prices in H2 09 led to reduction

in value of houses over 95% LTV

61 32 27 15 11 8 5 8 13 22 27 54 11 15 19 29 35 61

Dec-08 Jun-09 Dec-09 >50% >90% >80% >75% >95% >100% Cumulative LTV distribution as % of book volume1 %

Ulster Bank4

59 40 37 29 24 20 9 13 18 27 32 53 15 19 24 32 36 56

Dec-08 Jun-09 Dec-09 >50% >90% >80% >75% >95% >100% Cumulative LTV distribution as % of book volume2 %

US R&C5

9 19 34 51 61 70 17 30 44 57 66 74

Dec-08 Dec-09 >50% >80% >70% >60% >90% >100% Cumulative LTV distribution as % of book volume %

  • Average indexed LTV of 63%
  • Mortgage impairments 0.8% of loans and

advances

  • Continued stress in the Irish residential

mortgage market since H2 09

  • Average LTV of 72%, 67.5% excluding SBO3
  • SBO3 portfolio fully moved into Non Core
  • Average FICO of 737
  • Origination focused in mature and stable

markets of New England and Mid-Atlantic

1Excludes wealth and business offset mortgages 2 LTV basis current value by volume 3 Serviced by others 4 Core 5 Including Core and Non-Core

Mortgage lending further protected by low average LTVs

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39

Core Retail1 Loan Impairments by product (£m) RBS UK mortgage arrears vs. CML2

88 106 167 77 106 195 299 247 282 233 137 130 131 134 106 82 60 32 62 72

100 200 300 400 500 600 Q109 Q209 Q309 Q409 Q110 Mortgages4 Personal

2 Council of Mortgage Lenders 3 3 months average 4 Including Home Equity

  • 0.5 %

1.0 % 1.5 % 2.0 % 2.5 % 3.0 % Q4 '03 Q4 '04 Q4 '05 Q4 '06 Q4 '07 Q4 '08 Q4 '09 CML 3+ % RBS & NW 3+ %

Cards Other

  • Overall retail impairments are seen to be plateauing, albeit at elevated levels
  • Impairment reduction seen predominantly through the unsecured area; derived from a combination of

exiting non-bank channels and reduced demand as households de-lever

  • RBS’s mortgage impairments are stable in absolute terms and are trending below industry trends

3 1 Retail comprises UK Retail, Wealth, and retail parts of Ulster and US R&C

Mortgage arrears trending below industry average

Core Retail credit trends

502 595 577 555 517

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40

Core Corporate Loan Book

Core Corporate1 L&A by geography (Q110 Gross, £155bn) Core Corporate L&A by sector (£bn)2

36.6 35.2 34.7 34.2 33.8 5.1 4.9 4.9 4.6 4.7 8.5 8.5 8.5 8.5 8.8 7 6.7 6.8 6.4 6.4 10.5 10.1 10.1 9.8 10.1 4.6 4.5 6.3 6.5 6.3 6.1 6 5.7 5.8 38.1 36.6 36.8 36.1 38.2 24.2 20.5 20.5 19.5 20.5 22.8 21.2 21.9 21.1 20.3 6.1

50 100 150 Q109 Q209 Q309 Q409 Q110

Property Housebuilding & construction Asset & invoice finance Hotels & restaurants Wholesale & retail trade, repairs Banks & FI Manufacturing Other US Corporate Ulster Corporate

UK 74% Ulster 13% US 13%

  • Corporate loan book well diversified by product
  • UK Corporate represents circa 74% of the corporate lending portfolio
  • Portfolio concentration reducing towards a more balanced business mix

1 Corporate comprises UK Corporate and Corporate sections of Ulster and US R&C 2 US and Ulster Corporate sector breakdown not provided

164 154 156 152 155

Core Corporate1 loan book (£155bn as at Q110)

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41

10 20 30 40 50 60 Total Other Residential Development Commercial Development Residential Investment Commercial Investment Q110 FY09

Total Commercial Real Estate Exposure

1 Includes Core and Non-Core portfolios 3 Investment properties are income generating, ie occupied with a tenant 2 2009 restated on a comparable basis 4 Development is any stage through construction but will include speculative deals that remain empty.

GBM 3% UK Corporate 37% Ulster 11% US R&C 5% Non-Core 44%

Global exposure has remained broadly stable (£85.2bn at Q110 vs £86.3bn at FY 09) of which 44% has been transferred to Non Core GBM interest cover ratio (ICR) 1.60x1, UK Corporate ICR 1.64x1 Exposure principally dominated by commercial investment properties, c. 60% of total exposure Low interest rates are supporting ongoing debt-servicing Credit quality remains under pressure but no major shift from year-end Global CRE portfolio by division (Q1 10, £85.2bn) Global CRE portfolio by sector (Q1 10, £85.2bn)

50 51 13 13 9 10 12 11 1 1 85 86

3 3 4 4

Credit quality remains under pressure but no major shift from year-end

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42

Core Corporate & Commercial credit trends

Core UK Corporate Loan Impairments by product (£m) UK Business Banking (SME) – Debtflows1

Q1 09 Q2 09 Q3 09 Q4 09 Q1 10 Property Asset & invoice finance

Impairments have risen since Q1 09 reflecting the deteriorating economic environment during the year Q2 09 impairments included a charge of £271m for latent loss provisioning Impairments charge has been biased towards the housebuilding, property and construction sectors Excluding latent loss provisioning, impairments appear to have stablised in recent quarters albeit at high levels; though the financial condition of many clients remains delicate

1 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

0.00% 0.05% 0.10% 0.15% 0.20% 0.25% 0.30% Dec-07 Jun-08 Dec-08 Jun-09 Dec-09 Debtflow as % of balances

Housebuilding & Construction Hotels & Restaurants Other 100 450 187 190 186

Core Corporate impairments are stabilising albeit at elevated levels

Total Portfolio £18.5bn; Core £16.3bn, Non-Core £2.2bn

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SLIDE 43

Funding & Liquidity

Good progress made, more to do

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44

FY07 1,322

1 Tier 1 leverage ratio is based on total tangible assets (after netting derivatives) divided by Tier 1 capital 2 Tangible equity leverage ratio is based on total tangible equity divided by total tangible assets (after netting derivatives) 3 Excluding Sempra

£bn 1,084 FY09 Funded balance sheet road map FY07 – Q110 1,227 FY08

  • Total BS decreased by £636bn since FY08 despite £75bn increase in the liquidity portfolio to £165bn at Q110
  • Long run funded balance sheet target of £1.1trn
  • Significantly reduced leverage ratio of 17.6x (vs 23x at the worst point)
  • On-going risk reduction

Key Ratios FY 2009 Q1 2010 Leverage ratio1 17.0x 17.6x Tangible common equity ratio2 5.2% 5.1% Tangible equity per share 51.3p 51.5p Core Tier 1 Ratio 11.0% 10.6% 1,500 FX vs FY09 Liquidity portfolio Q110 1,121

Overall deleveraging progress in line with plan

Ongoing de-leveraging

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45

Funding and Liquidity

1 Net of provisions 2 Net loans & advances to customers less customer deposits (excluding repos) 1 Net of provisions 2 Net loans & advances to customers less customer deposits (excluding repos)

Wholesale funding maturity

£bn

50 100 150 200 250 300 350 FY08 HY09 FY09 Q110 > 5 years 1 - 5 years < 1 year

Reduction of £42bn in overall wholesale funding requirements between FY08 and Q110 Absolute wholesale funding greater than 1 year remains stable despite total wholesale funding

requirement declining. Mix of wholesale funding greater than 1 year increases to 53%, +3% from FY09

Strong term issuance programme with over £8bn of public and private unguaranteed issuance in Q110 €15bn covered bond programme registered with the FSA on 01 April 2010

Stable >1yr absolute funding Reduction in funding requirement seen in short term bucket 55% 53% 50% 47%

Key Funding Metrics Key Funding Metrics

H109 FY09 Q110 Loan:deposit ratio (Group)1 143% 135% 131% Core 110% 104% 102% Loan:deposit gap (Group)2 £180bn £142bn £131bn Core £41bn £16bn £10bn Liquidity reserves £121bn £171bn £165bn Of which central govt bond portfolio: £7bn £20bn £25bn Net Stable Funding Ratio3 83% 90% 90% Wholesale funding > 1 year4 47% 50% 53%

3 Net Stable Funding Ratio measures the level of net stable funding divided by long-term assets 4 Excluding bank deposits

Reducing wholesale funding requirements

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46

50 100 150 200 250 300

TPAs 2008 1H09 2012e 2011e FY09 2010e 2013e

Non-Core third party assets (TPAs excl MTMs) run-

  • ff targets1

trend with the Group Loan:Deposit gap

1

Run-off at constant year-end 2008 FX rates

2 Net customer loans less customer deposits excluding repos 3 Maturing term funding includes government guaranteed MTNs, unguaranteed MTNs and subordinated debt. Figures exclude RBS NV (£15bn total)

Loan to deposit gap2

10 20 30 40 50

Run-off of Non-Core TPAs p.a.

Refinancing requirement outweighed by run-off in Non-Core third party assets2

Reduction in the loan to deposit gap expected to continue trending closely with the run-off of Non-Core TPAs Future wholesale funding requirement is significantly outweighed by the level of run-off from Non-Core TPAs

2012e 2011e 2010e 2013e Group maturing term funding p.a.3 £bn £bn

Funding and Liquidity

Refinancing requirement outweighed by run-off in Non-Core

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SLIDE 47

Benchmarking

Well capitalised, funding & liquidity still improving

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48

Well capitalised, funding & liquidity still improving

UK Banks (FY09)

RBS Core Barclays HSBC Lloyds Banking Group Standard Chartered

European Banks (FY09)

Credit Suisse Deutsche Bank Santander UBS

Loan to Deposit Ratio

104% 130% 77% 80% 169% 83% 100% 135% 75%

Funding Gap

£(16)bn £(109)bn £146bn £29bn £(289)bn £29bn £8bn £(172)bn £60bn

Impairment charge to Gross Loans

1.1% 1.7% 2.7% 3.4% 1.0% 0.2% 1.0% 1.4% 0.6%

Provisions coverage of NPLs

67% 42% 57% 44% 71% 61% 37% 73% 39%

Liquidity Reserve

£127bn £58bn £151bn n/d n/d £49bn £89bn n/d 10.0% 9.4% 8.1% 8.9% 11.2% 8.7% 8.6% 11.9%

Core Tier 1 ratio

Green – Better than RBS Blue – In-line with RBS Red – Worse than RBS RBS Group 135% £(142)bn 2.3% 43% £171bn 11.0% Further to go Middle of the pack Amongst the best

  • RBS remains among the best

capitalised banks compared to the UK and European peer group

  • RBS in the middle of the pack for

impairments against UK peers

  • Majority of our impairments

(63%) generated by the Non- Core division which is meeting its reduction targets

  • Group loan:deposit ratio is

improving, reducing from 151% at FY08 to 131% at Q1 2010

  • Core loan:deposit ratio already at

102%

Among the best capitalised banks in the peer group

US Banks (FY09)

Bank of America ML Citi JP Morgan Wells Fargo 87% 66% 64% 92% £56bn £151bn £136bn £25bn 5.4% 6.6% 4.5% 2.8% 108% 107% 160% 91% £75bn n/a n/a n/a 7.8% 10.9% 8.8% 6.5% RBS Rank (Core/Group) RBS Rank (Core/Group) RBS Rank (Core/Group) 3rd/4th 3rd/4th 2nd/3rd 2nd/4th 1st 1st 4th/~4th 4th/4th 5th/5th 2nd/4th 1st 3rd 5th/5th 5th/5th 1st/1st 5th/5th n/m 1st RBS Overall Rank 10th/~11th 10th/11th 6th/7th 7th/10th 1st 3rd

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SLIDE 49

Concluding remarks

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50

Conclusion

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 Commitment to RoE >15% on an expanded 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, universal disciplines in place Roadmap to orderly UK Government stake sell down Standalone strength and solid foundations Transparent and responsive communication with few negative surprises Clearly articulated strategy with evidence of it working Investor friendly

Delivering the plan should create an attractive investment case

The New RBS in 2013

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SLIDE 51

Appendices

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SLIDE 52

52

Appendices

Funding programmes Core Impairments Risk External factors Peer group credit ratings GBM Funding and liquidity

slide-53
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53

Subdued loan growth as economies recover slowly

and customers delever

RBS deposit growth marginally ahead of nominal

GDP growth; c4-5% p.a.

Interest rates move and “normalise” from 2011

1 Consensus economics (April 2010 survey) 2 Claimants count

Outlook is better than expected 6-12 months ago US and UK current account and savings deficits are

starting to improve

UK housing market has performed better than

expected

Confidence in markets has improved but will remain

sensitive to news flow and market developments

Low interest rates have improved liquidity which could

continue

Economic growth falters Economic imbalances Sovereign credit risks Wholesale funding, liquidity risks Harsh capital and liquidity regimes hinder growth Interest rates, inflation rise rapidly

Current position Possible Risks Assumptions Consensus Economic Data1

UK (%) 2009 2010 2011 2012 2013 GDP1

  • 4.9

1.3 2.3 2.1 2.4 Unemployment2 5.2 5.2 n.a. n.a. n.a. Inflation (CPI)1 2.2 2.7 1.7 2.1 2.5 US (%) 2009 2010 2011 2012 2013 GDP1

  • 2.4

3.2 3.1 3.4 3.2 Unemployment 2 9.6 9.1 n.a. n.a. n.a.

Building blocks of the RBS Recovery – External factors

World economic recovery continues

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54

  • Strong but rational competition
  • Banking, similar to other mature capital intensive industries, is relatively concentrated
  • New business margins are broadly consistent with industry return targets
  • Increased industry funding costs e.g. liquidity, capital and funding need to be reflected as

interest rates normalise

  • Competitors have similar capital, funding and return targets
  • Banks are capital intensive and becoming more so and cannot survive without moving to

exceed cost of capital (CoE 10-15%)

Current position and outlook

  • New market entrants / return of foreign banks
  • Irrational behaviour from established competitors
  • Return of irrational wholesale and securitisation markets
  • Banks move up risk profile again to generate increased returns
  • Regulatory intervention

Possible risks

Building blocks of the RBS Recovery – External factors

Strong but rational competition going forward

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55

Capital – RWA impacts 2010 2011 2012 2013 BASEL II CHANGES e.g.: Stressed VaR Correlation Trading Book CHANGES TO CAPITAL DEDUCTIONS e.g.: Deferred Tax Assets Material holdings Pension deficit Observations: Proposals published, but subject to consultation and impact assessment Implementation likely phased so as not to destabilise Banking System 2014 To be phased in from 2012 Liquidity LIQUIDITY REQUIREMENTS: Increased liquidity reserves Costs of holding Risks: More penal at implementation Shortened timeline for introduction Failure to gain global agreement, UK or EU ‘goes it alone’

Counterparty & OTC Derivative reforms expected to impact RWAs from 2012

Building blocks of the RBS Recovery – External factors

Path of regulatory change will be phased and sensible

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56

UK and other Governments have been supportive ̶ Liquidity and funding support can now wind down ̶ Crucial task for RBS to provide opportunity for UK Government to sell down stake profitably UK Government, through UKFI, has remained a constructive shareholder and operated in line with shareholder best practice Debates around: ̶ Industry structure ̶ Bank specific taxes and levies ̶ Basel III capital and liquidity proposals Impact of consumer legislation – e.g. overdraft fees Lending commitments 2010: ̶ Residential lending – make available £8bn net ̶ Business lending – make available £50bn gross new facilities Competition – EU mandated sales

Risks RBS Commitments Support

Building blocks of the RBS Recovery – External factors

Government policy

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57

Appendices

Funding programmes Core Impairments Risk External factors Peer group credit ratings GBM Funding and liquidity

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58

Peers ratings sorted in descending order by Moody’s rating Ratings correct as at 20th May 2010

Credit Agency Ratings – LT Issuer Ratings

Peer’s Ratings Moody’s S&P Fitch JPMorgan Chase Bank NA Aa1 AA- AA- Credit Suisse AG Aa1 A+ AA- BNP Paribas Aa2 AA AA HSBC Bank plc Aa2 AA AA Santander Aa2 AA AA BBVA Aa2 AA AA- Société Génerale Aa2 A+ A+ Barclays Bank Aa3 AA- AA- RBS Aa3 A+ AA- Bank of Scotland Plc Aa3 A+ AA- Lloyds TSB Bank Aa3 A+ AA- Nationwide Aa3 A+ AA- Deutsche Bank Aa3 A+ AA- Bank of America NA Aa3 A+ A+ ING Bank NV Aa3 A+ A+ UBS Aa3 A+ A+ Commerzbank AG Aa3 A A+ Goldman Sachs Aa3 A A+ Citibank NA A1 A+ A+ Morgan Stanley Bank NA A1 A+ A+ UniCredit Bank AG A1 A A+ Standard Chartered Bank A2 A+ A+ RBS Group Ratings Moody’s S&P Fitch RBS (Bank Level) Aa3 A+ AA- RBS (Group Level) A1 A AA- NatWest (Bank) Aa3 A+ AA- RBS Citizens A2 A- A+ Ulster Bank Ltd A2 A A+ Ulster Bank Ireland Ltd A2 A A+ RBS NV A2 A+ AA-

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59

Appendices

Funding programmes Core Impairments Risk External factors Peer group credit ratings GBM Funding and liquidity

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60

RBS NV

S&P: A+/A-1/Stable Moody’s: A2/P-1/Stable Fitch: AA-/F1+/Stable

RBS plc

S&P: A+/A-1/Stable Moody’s: Aa3/P-1/Stable Fitch: AA-/F1+/Stable

RBS Group plc

S&P: A/A-1/Stable Moody’s: A1/P-1/Stable Fitch: AA-/F1+/Stable

Ulster

S&P: A/A-1/Stable Moody’s: A2/P-1/Negative Fitch: A+/F1+/Stable

CP/CD MTN Securitisation Covered Bond

Diversity of wholesale funding programmes, across maturities and markets to support Group needs

€10bn ECP $10bn USCP €20bn ECP €20bn French CD $12.5bn USCP A$20bn Australian ECP &

ECD

€25bn ECP €20bn French CD €12bn ECP €10bn French CD £90bn EMTN $35bn USMTN WKSI SEC Shelf No Limit £90bn EMTN $35bn USMTN WKSI SEC Shelf No Limit Securitisation programme €15bn CB programme

registered with FSA on 01 April 2010

£90bn EMTN, $35bn USMTN & WKSI SEC Shelf can be issued out of either RBSG or RBS plc

Wholesale Funding Issuance Programmes

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61

Appendices

Funding programmes Core Impairments Risk External factors Peer group credit ratings GBM Funding and liquidity

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62

Wholesale residual maturity excl. bank deposits (£271bn) Total funding (£796bn)

Capital securities, £31.9bn, 4% Securitisations, £18.6bn, 2% MTNs, £126.6bn, 16% CDs, £57.4bn, 7% CP, £36.6bn, 5% Bank deposits, £100.2bn, 13% Customer deposits, £425.1bn, 53%

Wholesale funding requirement, Q110

  • Strong progress on terming out of wholesale funding requirements with 53% of funding greater than 1

year versus 45% at FY08, driven in the main by a reduction in the wholesale funding requirement1 from £313bn to £271bn

  • Funding across a number of different currencies including GBP (c. 20%), USD (c. 40%), EUR (c.25%)

and Other (c. 15%)2

1

Excluding bank deposits

2

Approximate figures

Less than 1 year, 127.9bn, 47% 1-5 years, 79.9bn, 30% More than 5 years, 62.3bn, 23%

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SLIDE 63

63 20 25 28 20 10 14 52 42 42 46 20 17 Central Group Treasury Portfolio Treasury Bills Other government securities Cash and central bank balances Unencumbered collateral Other liquid assets

Build-up of liquidity reserves

  • RBS’s contingent liquidity reserves

continue to grow in line with new regulatory liquidity reforms

  • Credit risk associated with liquidity

reserves is well controlled

  • FSA eligible liquidity portfolio will

constitute UK, US and G10 European government bond issues

  • nly

£165bn £171bn £90bn Q110 Q409 FY08 Q209 Q309 £140bn £121bn

Continued progress in increasing the strength of liquidity reserves

Liquidity reserves

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64

Appendices

Funding programmes Core Impairments Risk External factors Peer group credit ratings GBM Funding and liquidity

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65

UK Retail UK Corporate Ulster Bank US R&C GBM Total Core Q109 Q209 Q309 Q409 Q110

Core impairments by division Q109 – Q1103, £bn

1.3

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

Q110 £m Q110 % L&A1 Q409 % L&A1 FY09 % L&A1 Q110 Key Sector Impairments: UK Retail 387 1.5 1.8 1.6 A reduction in unsecured charges; mortgage growth reflects increased provisions UK Corporate 186 0.7 0.7 0.8 Broadly spread, but property related sectors most prominent Ulster Bank 218 2.3 3.5 1.6 Lower, primarily as a result of a Q409 non recurring latent provision US R&C 143 1.0 1.3 1.4 Broadly stable performance; good improvement in Corporate & Commercial GBM 32 0.1 0.6 0.6 Minimal charge reflecting absence of large single name provisions Other2 5 n.m. 0.2 0.3 Small charge in Wealth Total Core 971 0.9 1.2 1.1 25% decline sequentially driven by improving trends in UK & US Retail

1.0 1.1 1.2 1.0

Core provision coverage of 59%, +200bps q-o-q

Core impairments

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66

Appendices

Funding programmes Core Impairments Risk External factors Peer group credit ratings GBM Funding and liquidity

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67

Risk Management risk agenda

Market risk framework Integrated stress testing and scenarios

Activity

Operating Model Regulatory risk and operational risk framework & controls Strategy & Policy Alignment of risk & business strategy One risk community Rationalise group policy framework Improved governance Organisation, people & culture Capital / risk adjusted performance Risk Appetite & Framework Credit approval framework Concentration risk framework & limits Country risk framework Risk appetite and framework Operating Model Strategy and Policy Risk architecture Embedding Development

2009 2010 2011 2012

Risk Architecture Regulatory risk and operational risk framework & controls Risk systems Risk data architecture Analytics and modelling Risk information and reporting

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68

Adopting a new Risk Framework

Strategic Risk Profile Maintain Capital Adequacy Deliver Stable Earnings Growth Stable / Efficient Access to Funding Maintain Market Confidence Key Risk Appetite Measures

RWA Mgmt Capital Allocation Stressed ratios Leverage Ratios Earnings Volatility Value at Risk Credit Volatility Cost of Funding Leverage Ratios Stressed measures Target Agency Rating of AA Reputation Risk Credit Risk Single Name Concentration

  • Sector

Concentration

  • Asset Class and

Product

  • Market Risk

Value at Risk

  • Sensitivities
  • Treasury

Capital

  • Balance Sheet Risks

Funding & Liquidity

  • Operational

Risk Policy Standards

  • Regulatory

Risk Policy Standards

  • Country Risk

Policy Standards

  • A

C B

Board Risk Committee Risk Management

Day to day risk management Detailed Risk Appetite Strategy and high level Risk Appetite Key Risk Appetite Measures

B

Risk Limits

C

Group Strategy Strategic Risk Profile

A

Board

ERF

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69

1 Exposures are defined as credit risk assets consisting of loans and advances (including overdraft facilities), instalment credit, finance lease receivables and other traded instruments across all customer types. Asset Quality (AQ) bands allow the internal reporting and oversight of risk assets by differentiating on the basis of the key drivers of default for a customer

  • type. Bands also map to asset quality and wholesale exposure scales, enabling detailed internal and external reporting of risk depending on audience and business need

2 A further £31bn of assets are covered by the standardised approach for which a PD equivalent to those assigned to assets covered by the internal ratings based approach is not available.

Normal monitoring Non-performing book Heightened monitoring

Portfolio performance £bn Normal monitoring

  • /w Financial institutions
  • /w Corporates and

Personal

Heightened monitoring

  • /w Financial institutions
  • /w Corporates and

Personal Defaulted assets Total 491 362 50 12 38 16 557

493 107 386 72 27 45 13 578

HY 2009 FY 2009 129 Exposure by division Portfolio by division, % 10 20 30 40 Other GTS Wealth Ulster Bank US R&C UK Retail UK Corporate GBM

£110bn £103bn £52bn £42bn £16bn £7bn £3bn

Exposure1,2 risk rating Portfolio by grade, % 5 10 15 20 25 AQ10 AQ9 AQ8 AQ7 AQ6 AQ5 AQ4 AQ3 AQ2 AQ1 Average AQ = 4.4

£124bn £13bn £27bn £85bn £108bn £78bn £43bn £21bn £11bn £16bn £224bn

Portfolio quality – Core overview

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70

Portfolio performance £bn Normal monitoring

  • /w Financial institutions
  • /w Corporates and

personal

Heightened monitoring

  • /w Financial institutions
  • /w Corporates and

Personal Defaulted assets Total Exposure by division Portfolio by division, % 25 50 75 100 Non-Core

Normal monitoring Non-performing book Heightened monitoring

98 10 88 41 8 33 21 160 HY 2009 98 13 85 30 6 24 23 151 FY 2009

£151bn

Exposure1 risk rating Portfolio by grade, % 10 20 AQ2 AQ1 AQ10 AQ9 AQ8 AQ7 AQ6 AQ5 AQ4 AQ3 Average AQ = 5.6

£2bn £17bn £6bn £21bn £27bn £19bn £6bn £14bn £5bn £23bn

1 Exposures are defined as credit risk assets consisting of loans and advances (including overdraft facilities), instalment credit, finance lease receivables and other traded instruments across all customer types. Asset Quality (AQ) bands allow the internal reporting and oversight of risk assets by differentiating on the basis of the key drivers of default for a customer

  • type. Bands also map to asset quality and wholesale exposure scales, enabling detailed internal and external reporting of risk depending on audience and business need

2 A further £11bn of assets are covered by the standardised approach for which a PD equivalent to those assigned to assets covered by the internal ratings based approach is not available.

Portfolio quality – Non-Core overview

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71

Exposure by sector Portfolio by sector, % 5 10 15 20 25 30 Agriculture and Fisheries Business Services Power, Water & Waste Tourism and Leisure Natural Resources and Nuclear Building Public Sectors & Quasi-Government TMT Wholesale and retail trade Transport and Storage Manufacturing Property Banks, other FIs Personal

1 Exposures are defined as credit risk assets consisting of loans and advances (including overdraft facilities), installment credit, finance lease receivables and other traded instruments across all customer types

Normal monitoring Heightened monitoring Non-performing book

Exposure by region Portfolio by region, % 10 20 30 40 50 Middle East & Africa CEE & Central Asia Latin America Asia & Pacific North America Western Europe (Excluding UK) United Kingdom

£272bn £134bn £89bn £29bn £14bn £10bn £9bn £165bn £134bn £57bn £31bn £31bn £25bn £17bn £22bn £19bn £16bn £13bn £12bn £12bn £3bn

Core portfolio quality – by region and sector

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72

Exposure by sector Exposure by region 10 20 30 40 Middle East & Africa CEE & Central Asia Latin America Asia & Pacific North America Western Europe (Excluding UK) United Kingdom 5 10 15 20 25 30 35 Agriculture and Fisheries Business Services Public Sectors & Quasi-Government Tourism and Leisure Natural Resources and Nuclear Wholesale and retail trade Power, Water & Waste Building Manufacturing TMT Transport and Storage Banks, other FIs Personal Property

1 Exposures are defined as credit risk assets consisting of loans and advances (including overdraft facilities), installment credit, finance lease receivables and other traded instruments across all customer types

Normal monitoring Heightened monitoring Non-performing book

Portfolio by region, % Portfolio by sector, %

£50bn £25bn £48bn £10bn £9bn £6bn £3bn £46bn £21bn £19bn £15bn £6bn £5bn £5bn £4bn £3bn £2bn £0bn £7bn £8bn £10bn

Non-core portfolio quality – by region and sector

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Appendices

Funding programmes Core Impairments Risk External factors Peer group credit ratings GBM Funding and liquidity

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+ –

Profit days (#) Loss days (#) Total Profit days (%) Loss days (%) H2 08 94 38 132 71% 29% H1 09 123 2 125 98% 2% H2 09 115 14 129 89% 11%

Note: Chart data shows GBM’s daily Markets revenues (excluding Sempra)

1 July 08 31 Dec 09 1 Jan 09 1 July 09

Radical upgrading of front office risk management frameworks

Moved VaR to 99 percentile tail risk

Created a market leading Counterparty Exposure Management business

GBM’s daily profitability improved considerably in 2009

Progress to date - Risk revolution

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GBM – De-leveraged and de-risked

46 94 12 31 73 74 82

Q409

188 224 205 155 156 128 225 166 161 156 164 137 207 89 81 75 75 73 35 20 29 52 64 74

Q308 Q408 Q109 Q209 Q309 Q409

1

Short Term Markets and Financing (“STMF”) includes repo financing and Money Markets.

2 Cash collateral posted in relation to derivative liabilities across GBM. 3 Deals pending settlement 4 Lending portfolio also includes a proportion of assets that could be liquidated swiftly, prices depend on market conditions.

Loan Trading Assets Reverse Repo Cash & T- bills

GBM Core Assets

Lending portfolio4 Debt Securities Derivative collateral (booked in CEM)2 Equity shares Other (mainly DPS3) Reverse Repo Cash & T-bills 31% 22% 26%

3% Flow Credit 9% Mortgage Trading 9% Other Emerging Markets STMF Flow Rates Trading

12% 69% 11%

STMF Flow Rates Trading Equities 8% Other

Proportion of liquidity in GBM Core Assets (Q409) Debt Securities & Reverse Repo held by businesses

476 438 459 655 499

Note: Reverse repo in Flow Rates Trading is managed by STMF

412

2

Significant reduction in debt securities and reverse repo in H208 80% of GBM Core Assets in Q409 are liquid assets

STMF1 + Flow Rates Trading = 80% These are high grade, very short term assets STMF + Flow Rates Trading = 53% These are high grade debt securities

Also highly liquid

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11 50 27 144 254

Other3

23

Equities L&A T bills Debt securities & reverse repos Non- derivative trading assets 90.1 291.3 25.3 10.8 54.8 16.0 94.2 FY08 £bn % change Reverse repos1 GBM Core2 Other Equities Loans & advances T Bills Debt securities Asset

£bn

(23%) (13%) (10%) (1%) (8%) 66% (21%) FY09 £bn 69.5 253.9 22.7 10.7 50.3 26.5 74.2

1 Trading book reverse repos 2

Excludes Non-Core portfolio of £32.5bn

3 Mainly comprises of DPS (deals pending settlement)

GBM - Non-Derivative trading book assets

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39 73 34

Only 4% of portfolio (£2.9bn) in Non-Core Total reverse repos Customers Banks % of total MTM < 6 months < 1 year Total 100 0.0 4.4 3.9 91.7 FY09 12.1 4.4 100 0.8 82.6 FY08 > 1 year < 3 months Maturity profile 88.8 32 57 FY08 £bn (18%) Total 73.3 39 34 FY09 £bn 22% Reverse repos – Customers (40%) Reverse repos – Banks % change Exposure by counterparty Total Other 100.0 3.4 85.9 10.7 FY09 % Corporates Government 100.0 3.5 89.3 7.2 FY08 % Collateral quality distribution

£bn

1 Including assets transferred to non-core. Banking and trading book repos. Note:Collateral quality distribution and tenor distribution are calculated based on gross reverse repos

GBM - Reverse repos1

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2 2 4 11 24 70

Unrated BB+ and below BBB- and below A AA AAA

£bn

FY09 £bn Banks & Building Society Debt Securities total Mortgage & asset-backed securities Central & Local Government Treasury & other bills Asset 7.2 113 30.6 41.9 28.3 – Majority of non-related linked to exposures in ABS, Fund derivatives and Corporates – Excess liquidity invested in Treasury and Other Bills Corporate (inc Financials) 5

1 Core debt securities – banking book & trading book, excludes £13.5bn of unanalysed securities

GBM debt securities total consists of £32.5bn T Bills included in Cash & T-Bills and £94bn Debt Securities on summary slide 17

GBM - Debt securities1

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1 Exposures are defined as credit risk assets consisting of loans and advances (including overdraft facilities), installment credit, finance lease receivables and other traded instruments

across all customer types.

46% 4% 8% 15% 14% 4% 2% 1% 1% 5% 13% 2% 6% 15% 24% 12% 1% 4% 14% 9%

AQ1 AQ2 AQ3 AQ4 AQ5 AQ6 AQ7 AQ8 AQ9 AQ10

Core Non Core

Average rating AQ3.0 Average rating AQ5.4

GBM – Credit grade exposures1

38% 14% 9% 6% 3% 6% 4% 4% 12% 4%

GBM – Sector exposures1

4% 16% 11% 10% 26% 9% 5% 2% 11% 6%

Banks and Building Societies Financial Intermediaries Manufacturing Transport and Storage Property TMT Power, Water & Waste Natural Resources and Nuclear Public Sectors Other

Non Core £87.7bn Core £224.4bn

Property: 3% Property: 26%

GBM - Credit portfolio by credit grade