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Goldman Sachs 18th Annual European Financials Conference 12 june 2014

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In this presentation “Think Forward, Act Now”, Ralph Hamers (CEO ING Group) elaborates on the bank’s strategy which was first announced on 31 March 2014 at the ING Investor Day in Amsterdam …

In this presentation “Think Forward, Act Now”, Ralph Hamers (CEO ING Group) elaborates on the bank’s strategy which was first announced on 31 March 2014 at the ING Investor Day in Amsterdam (http://www.ing.com/Newsroom/All-news/Press-releases/PR/ING-Bank-Strategy-Update-Think-Forward-1.htm). With strong financials, a unique business model and an attractive portfolio, ING is well positioned to take advantage of the transformation that is taking place in the banking landscape.

He also highlights the recently announced IPO of NN Group which signalled the launch of the final major transaction in ING’s restructuring, paving the way for the repositioning of ING as a pure bank.

Published in: Economy & Finance, Business

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  • 1. ING Group Think Forward, Act Now Ralph Hamers CEO, ING Group Goldman Sachs Conference, Madrid – 12 June 2014 www.ing.com NOT FOR PUBLICATION, DISTRIBUTION OR RELEASE, DIRECTLY OR INDIRECTLY, IN OR INTO CANADA, JAPAN OR AUSTRALIA.
  • 2. Key points 2 • ING Group announced Intention to Float of NN Group on Euronext Amsterdam • The IPO of NN Group substantially completes the repositioning of ING as a pure bank • ING Bank has strong financials, a unique business model and an attractive portfolio • ING is well positioned to take advantage of the transformation in the banking landscape • ING Bank posted a strong first quarter 2014 with a RoE of 10.2% • ING will start paying a dividend over financial year 2015
  • 3. ING Group announced IPO of NN Group on Euronext Amsterdam 3 • The intended IPO will only consist of existing ordinary shares in NN Group and the proceeds of the offering will be for ING Group • Following the Offering, ING Group is expected to hold a majority stake in NN Group; complete exit by year-end 2016 • As previously announced, ING has agreed to sell NN Group shares at the IPO to three Asian-based investment firms for a total amount of EUR 150 mln • In addition, ING Group has issued to each of these 3 investors mandatory exchangeable subordinated notes for a total amount of EUR 1,125 mln, of which EUR 450 mln will exchange at IPO • Further details of the intended offer to be announced in the prospectus
  • 4. Strong solvency and disciplined capital framework 4 Resulting in Pro-forma 1Q14 IGD ratio of 264%3 Commercial capital at operating units • NN Group intends to manage its operating units to their commercial capital levels • All surplus capital above commercial levels returned from operating units to holding, subject to regulatory restrictions • Pro-forma 1Q14 NN Life solvency of 251%1 Cash capital at holding • NN Group seeks to hold cash capital in the holding to cover stress events and to fund 18 months of holding costs (incl. interest and other holding expenses) • Pro-forma 1Q14 cash capital at holding of EUR 0.9 bln2 Leverage • NN Group aims to maintain leverage and fixed charge cover ratios consistent with single ‘A’ financial strength rating • Last Twelve Months (LTM) fixed charge coverage ratio of 5.6x as of 1Q14 • Pro-forma 1Q14 leverage ratio of 24%1 • Pro-forma 1Q14 gross financial leverage of EUR 3.7 bln1 Note: all pro-forma numbers are approximate 1. Pro-forma based on 1Q14 capital positions adjusted for EUR 850 mln injection from ING Group, EUR 200 mln reduction of debt and EUR 450 mln injection into NN Life 2. Pro-forma cash at holding of EUR 0.9bln including EUR 0.2 bln capital injection and EUR 0.1 bln proceeds from the sale of ING BoB Life and IIM Taiwan 3. Pro-forma 1Q14 IGD solvency ratio of 264% based on 1Q14 IGD solvency ratio of 245% adjusted for EUR 850 mln capital injection from ING Group prior to IPO and issuance of external hybrid debt, which has been used to repay EUR 0.4 bln senior debt to ING Group
  • 5. NN Group has set medium-term targets to deliver on earnings improvement and cash generation 5 Medium-term goal to increase earnings and recurring cash flows • Over time and assuming normal markets, current regulatory framework and no material special items, generating free cash available to shareholders in a range around NN Group’s net operating result of the ongoing business • Annual operating result before tax of the ongoing business* growth rate on average of 5-7% • Reduction in administrative expenses in Netherlands Life, Non-life and Corporate/Holding by EUR 200 mln by 2016 versus 2013 reported • Increase the net operating Return on Equity of the ongoing business* (from a pro-forma 7.1% in 2013) in the medium term Dividend policy is focused on returning cash to shareholders • 2014 half-year dividend of EUR 175 million, payable in 2015 • For 2015 and beyond, regular and ordinary dividend annually in line with medium to long-term financial performance • Target pay-out ratio of 40-50% of IFRS net operating result from ongoing business • Capital generated in excess of NN Group’s capital ambition, which may change over time, is expected to be returned to shareholders unless it can be used for any other appropriate corporate purpose, including investments in value creating corporate opportunities • NN Group is committed to distributing excess capital in a form which is most appropriate and efficient for shareholders at that specific point in time, such as cash or share buy backs Business strategy focused on increasing cash and capital generation through efficiency, while delivering excellent service and products to our customers. * Ongoing business includes Netherlands Life, Netherlands Non-Life, Insurance Europe, Japan Life, Investment Management and Other
  • 6. ING Bank 6
  • 7. ING Bank has a unique starting position 7 Effective business model • Strong deposit gatherer across Europe • Leading ‘direct first’ bank in Europe • Client-focused Commercial Bank supported by leading Industry Lending franchise Track record of delivery • Disciplined cost management • Solid balance sheet • Consistent capital generator Significant upside potential • Mix of mature and growth businesses • Increasingly strong positions in “challenger” countries • Well placed to benefit from the European Banking Union Market Leaders Challengers Growth Markets Netherlands, Belgium/Luxembourg Germany/Austria, Spain, Italy, France and Australia Poland, Turkey, Romania and Asian stakes Commercial Banking International Network
  • 8. Our business model: strong retail deposit gatherer and profitable Commercial Bank 8 54% 46% Commercial Banking Retail Banking Individual customers* (in mln) 30.5 32.9 2010 2013 +8% Strong retail deposit gathering ability (in EUR bln) Underlying result before tax (in %) 2013 Commercial Banking continues to deliver solid results (in EUR mln) Underlying result before tax 338 355 381 389 2010 2011 2012 2013 Commercial Banking Return on Equity (based on CET1 ratio of 10%) rose to 12.8% Percentages based on pre-tax result Bank excluding Corporate Line * Excluding Asian stakes and Vysya 2,218 2,071 1,784 2,160 2010 2011 2012 2013 11.6% 11.5% 9.7% 12.8% 2010 2011 2012 2013
  • 9. Our balance sheet has a strong foundation to grow the business 9 46 42 20 23 5 Retail deposits Corporate deposits Public debt Subordinated debt Interbank Repo 1.18 1.13 1.04 1.02 2011 2012 2013 Mar 14 4.5% 2.5% 3.0% >10%10.0% 10.1% 1Q14 Reported 1Q14 Fully-Loaded Ambition 2017 Required 2019 Minimum CET1 requirement Capital conservation buffer* Systemic buffer* 10.0% 3.0 2.1 3.0 0.9 1.6 -0.2 2011 2012 2013 Change Common Equity Tier 1 Dividend upstream 3.9 3.7 2.8 * Phased-in from 2016-2019 ** Adjusted for divestments Strong capital generation allowing EUR 8.1 bln dividend upstream to Group in past 3 years (in EUR bln) Conservative funding mix Per 31 March 2014 (%) Fully-loaded CET1 ratio at 10.1%, already above required level Attractive Loan-to-Deposit Ratio**
  • 10. 435 1,000 640 512 450 11 141532 24 1710 2011 2013 2015F Branch Calls Mobile Internet Our ‘direct first’ business model is focused on the self-directed customer 10 0 25 50 75 0 20 40 60 80 Italy Spain Germany Poland Turkey UK France Netherlands Sweden Self-directed consumer segment is expected to reach ~80% in Europe within 10-15 years Online banking access Customers in Northern Europe are most self-directed today (in %) Level of self-directed consumers Belgium Source: McKinsey Mobile customers have much more frequent contact with their bank ING NL, total number of contacts (in mln) Source: ING Bank Netherlands
  • 11. 30.5 32.9 2010 2013 Increase in Individual customers ING Bank*… (in mln) Our dedication to customer satisfaction leads to high NPS positions and a growing number of customers 11 Source: ING Analysis AustriaItaly 1st 1st 2nd 1st 2nd 2nd 1st 1st 1st 2nd France Spain Australia Turkey Romania Poland GermanyNetherlandsBelgium 2nd +8% Net Promoter Score (NPS) ranking vs. local competitors …driven by strong customer growth in the challenger countries (in mln) 12.8 14.4 2010 2013 +13% * Excluding Asian stakes and Vysya
  • 12. We continue to converge towards a ‘direct first’ business model 12 Converging to a ‘direct first’ model with high cross-buy… Bubble size = ING Client Balances 2013 Cross-buy = average # of products per active customer 2013 * Based on CET1 ratio of 10% on RWA Direct first with high cross-buy High Cross-Buy Direct firstMainly branch based Belgium and Germany prove the model is working ING Belgium – leading market position • Product sales through direct channels increasing, while branches still dominate cross-buy • C/I ratio declined to 62.5%, supported by reduction of branches • RoE* of 20.5% in 2013 ING Germany – challenger position • Diversifying product offering to customers to increase cross-buy, while maintaining low cost base • C/I ratio declined to 50.5% in 2013 as scale benefits come through • RoE* of 16.6% in 2013
  • 13. ING Bank strategy 13
  • 14. EMPOWERING PEOPLE TO STAY A STEP AHEAD IN LIFE AND IN BUSINESSPurpose Enablers Customer Promise ANYTIME, ANYWHERE EMPOWER KEEP GETTING BETTERCLEAR AND EASY OPERATIONAL EXCELLENCE PERFORMANCE CULTURE LENDING CAPABILITIES SIMPLIFY & STREAMLINE CREATING A DIFFERENTIATING CUSTOMER EXPERIENCEStrategic Priorities 4 THINK BEYOND TRADITIONAL BANKING TO DEVELOP NEW SERVICES AND BUSINESS MODELS 2 DEVELOP ANALYTICS SKILLS TO UNDERSTAND OUR CUSTOMERS BETTER 3 INCREASE THE PACE OF INNOVATION TO SERVE CHANGING CUSTOMER NEEDS 1 EARN THE PRIMARY RELATIONSHIP 14
  • 15. 32.9 14.5 7.2 Customers Active payment customers Primary customers Growing our share of payment accounts is crucial to winning the primary relationship and increasing cross-buy 15 Primary customer: payment customer with recurrent income and at least one extra product 61% 67% 25% 47% 38% 14% 67% 84% 75% 82% 72% 79% NL Belgium Germany Spain Italy Australia % of multi-product (total active base) % of multi-product clients with payments Payment accounts customers have more products ING aims to increase the amount of primary customers to at least 10 mln in 2017 Total Individual Customers (in mln)
  • 16. Improving customer service by further developing analytical skills 16 Improving customer service • Provide an integrated, personalised and easy to use omni-channel offering • Cater to individual customer preferences of channel and mode of interaction Countering fraud and cybercrime • Detect and prevent fraudulent activity (e.g., suspicious credit card activity and money laundering) Operational excellence • Optimise ATM and branch locations, cash handling and branch staffing Risk Management • Optimise underwriting to increase consumer lending and reduce the time it takes to obtain a loan • Detect and prevent future defaults through early-warning systems and processes Creating commercial opportunities • Maximise retail banking campaign reactions using digital redesign and response modeling • Define cross-buy opportunities in Commercial Banking by embedding next-product-to-buy modeling into (automated) account planning
  • 17. Further reduction of complexity of IT platforms mainly required in the Benelux Low cost model provides competitive advantage 17 Among the best Below average Below average Among the best Challengers 2013 Benelux 2013 Benelux 2015 CB 2013 CB 2015 Current projects To be developed Efficiency Cost effectiveness 0.0 0.5 1.0 1.5 2.0 2.5 0 100 200 300 400 ING Direct trendline ING non Direct trendline Universal banks trendline Other Direct trendline Economies of scale in Direct model Economies of scale in non-Direct model Loans + Deposits (in EUR bln) Light branch network enables us to reach scale faster Cost / (Loans + Deposits) (in %) 1 ING internal data Source: McKinsey Bank Explorer, SNL, Capital IQ, consolidated annual reports, ING
  • 18. 204 96 157 144 Netherlands Germany / Spain / Italy ING Bank well positioned to gain from the European Banking Union (in EUR bln) We are broadening our asset base while ensuring maximum upside from the European Banking Union 18 Balance Sheet integration progressing well (in EUR bln) Cumulative BS integration 24 35 48 2011 2012 2013 • Transferability of liquidity and capital to provide room for loan growth or reducing the investment portfolio or professional funding • ING’s strategy keeps options open as far as direction and timing of a true European Banking Union is concerned • Our strategy to develop local asset generating capabilities is therefore a no regret decision Diversify balance sheets of funding rich countries • Merged Retail Banking franchises with Commercial Banking in most challenger countries • To create sustainable positions, we need to diversify our balance sheets through lending Lending Funds entrusted
  • 19. Mortgages Consumer/SME/MC lending Industry Lending General Lending We aim to grow customer lending by approximately 4% per annum Volume growth General Lending + Industry Lending ++ SME ++ Consumer Lending ++ Mortgages + / - LeverageCB expertise Expandretailfranchise A more diversified lending mix to result in higher NIM 19 Focus on relatively higher margin lending products NIM 150-155 bps 56% 50% 19% 23% 15% 16% 8% 10% 1%2% 2013 Indicative 2017 Lending to be more diversified Other CB lending General Lending & Transaction Services Industry Lending Consumer / SME / MC lending Mortgages
  • 20. Industry Lending growth to provide superior returns 20 65.7% 0.5% 33.8% Structured Finance (SF) Real Estate Finance (REF) Corporate Investments (CI) 18.3% 22.3% 18.3% 19.2% 2010 2011 2012 2013 1 22 74 66 129 147 37 7174 -66 -16-17-1 2001 2003 2005 2007 2009 2011 2013 40-45 bps across the cycle Industry Lending • Mature franchise built over 20 years • Deep-rooted relationships, with over 90% repeat business in 2013 • Selected industries: Oil & Gas, Metals & Mining, Power & Infra, Transportation, Commodities, Telecom & Media • Strong risk management and structuring capabilities - focused on solutions to clients needs • Currently building local expertise centres in Germany and Belgium, e.g. through transfer of knowledge Industry Lending dominated by Structured Finance... ...which generates a high RoE** ...and risk costs across the cycle in line with total bank EUR 72 bln* * Lending assets ** Based on CET1 ratio of 10% on RWA
  • 21. We will selectively expand our offer in the challenger countries with Consumer and SME Lending 21 …supported by payment accounts Germany (# ‘000s accounts) Cross-buy likelihood Consumer Lending 2.7 4.2 1.7 64 2003 2010 2013 Relevant Market CAGR +9% Successfully continue building our Consumer Lending portfolio… • Consumer lending proposition offered in Germany and Spain mainly via direct model. Similar offering was launched in Italy in 2013 • Increase the usage of mobile as additional sales channel providing instant approval • Use analytical skills to speed up approval process, particularly for payment clients …ready to explore new segment: SME/self-employed with Direct offer • SME direct proposition launched in Spain in 2013 • Model with focus on self-employed being investigated in Germany • Leverage strength in direct retail banking to move into self- employed/micro-business segments in challenger countries • Straight-through-processing Consumer Lending volume Germany (in EUR bln) w/o Payment with Payment 5x 234 731 1,084 2003 2010 2013 CAGR +17%
  • 22. Ambition 2017 22
  • 23. Restructure to a pure bank Ongoing Accelerate 2014-2015 Unlock full potential 2016 onwards Finalise restructuring to become a pure bank • Complete Insurance divestments • Repay the Dutch State Creating a differentiating customer experience • Relentless customer focus • Increase primary relationships • Upgrade analytical skills • Increase pace of innovation • Increase cross-buy Accelerate operational excellence • Start cost savings programmes • Deliver current cost savings programmes • Deliver next wave of IT savings Expand lending capabilities • Invest to expand lending capabilities • Expand lending and NIM • Leverage our European franchise when Banking Union is in place Simplify and streamline • Reduce bureaucracy • Appoint new Chief Operating Officer and Chief Innovation Officer Think Forward, Act Now 23 57% 9%ROE (%) C/I (%) ~53-55% ~10-13% ~50-53% 10-13%
  • 24. Value Creation roadmap is tailored to current market positions 24 2013 – 2017 roadmap Market leaders Challengers Growth markets ING Bank 2017 Income + ++ ++ ~4% loan growth and margin improvement Costs - + + Flat till 2015. Thereafter depending on income growth C/I - - - 50-53% RoE + + + 10-13% Manage for dividend Manage for sustainable profitable growth
  • 25. We intend to resume dividend payments to shareholders over financial year 2015 25 Ambition 2017 Guidance CET1 (CRD IV) >10% • Target fully loaded CET1 ratio remains >10% but it is prudent to maintain a comfortable buffer above the minimum to absorb regulatory changes and potential volatility Leverage ~4% • Approximately 4% leverage; awaiting final regulations C/I 50-53% • Aim to reach 50-53% cost/income ratio in 2016. Over time, improve further towards the bottom end of the range. RoE (IFRS-EU equity) 10-13% • RoE target range maintained at 10-13% based on IFRS-EU equity (absorbing capital buffer) Dividend pay-out >40% • Target dividend pay-out >40% • First payment over the financial year 2015
  • 26. 1Q14 results 26
  • 27. ING Bank posted another solid quarter… 27 Bank results (in EUR mln) Gross result Addition to loan loss provisions Underlying result before tax+ 1,730 1,762 1,655 1,464 1,644 -561 -616 -552 -560 -468 = 4Q13 1Q141Q13 2Q13 3Q13 4Q13 1Q141Q13 2Q13 3Q13 4Q13 1Q141Q13 3Q132Q13 • Underlying result before tax was EUR 1,176 mln in 1Q14, roughly flat from 1Q13 and up from 4Q13 • Gross result was down from 1Q13 due to negative CVA/DVA impacts • Excluding CVA/DVA impacts, gross result was up 1.7% as higher results in Retail Banking were offset by lower results in Commercial Banking, mainly due to Financial Markets • Risk costs were down from both 1Q13 and 4Q13 as economic conditions improved in certain markets 1,169 1,147 1,103 904 1,176
  • 28. 2.5 1.4 -0.4 2.1 5.1 1Q13 2Q13 3Q13 4Q13 1Q14 ...supported by higher margins, volume growth, strict cost control and lower risk costs… 28 81 89 80 81 65 1Q13 2Q13 3Q13 4Q13 1Q14 40-45 bps over the cycle 138 142 150 145144 1Q13 2Q13 3Q13 4Q13 1Q14 Net interest margin increased to 150 bps in 1Q14, driven by higher results in Financial Markets which is volatile by nature (in bps) Risk costs started to decline from 2013 bps (of RWA) Operating expenses, adjusted for Dutch/Belgian bank taxes and restructuring costs, down from 1Q13 and 4Q13 Increase in net loan growth in 1Q14 Net loan growth (Client Balances, in EUR bln) 39 12 11 94 149 2,0802,1152,0522,0782,094 1256 76 1Q13 2Q13 3Q13 4Q13 1Q14 Expenses Belgium bank taxes Restructuring costs Dutch bank tax
  • 29. …resulting in a Return on Equity of 10.2% 29 ING committed to deliver target RoE of 10-13% in 2015 and beyond • Normalisation of risk costs supports ROE growth • New business is ROE accretive • Re-pricing of the current balance sheet at the targeted net interest margin will have a further uplift • Capital buffer to withstand volatility will impact ROE 10-13% 10.2% 9.0% 7.0% 2012 2013 1Q14 Ambition 2017 ING committed to deliver target RoE of 10-13% in 2015 and beyond
  • 30. Wrap up 30
  • 31. Wrap up 31 • ING Group announced Intention to Float of NN Group on Euronext Amsterdam • The IPO of NN Group substantially completes the repositioning of ING as a pure bank • ING Bank has strong financials, a unique business model and an attractive portfolio • ING is well positioned to take advantage of the transformation in the banking landscape • ING Bank posted a strong first quarter 2014 with a RoE of 10.2% • ING will start paying a dividend over financial year 2015
  • 32. Appendix 32
  • 33. Netherlands #1 Life & #3 Non-life Belgium #10 Life & #12 Non-life Czech Rep. #6 VPF2 Pensions & #4 Life Poland #1 MPF1 Pension & #7 Life Slovakia #1 MPF1 & #4 VPF Pensions & #6 Life Hungary #1 MPF1 & #6 VPF Pensions #1 Life Spain #16 Life3 Romania #1 VPF2/MPF1 Pensions & #1 Life Bulgaria #3 VPF2 Pensions & #8 Life Greece #2 Life Turkey #6 VPF2 Pensions & #15 Life Japan Top 3 player in COLI Note: Other countries not included above are Luxembourg (#11 Life) 1. MPF: Mandatory Pension Fund (2nd pillar); 2. VPF: Voluntary Pension Fund (3rd pillar); 3. Spanish Life market remains dominated by banks 4. The EV methodology used by the Company is based on a market consistent approach Our business • Strong business positions with international presence • Investment management presence in 18 countries • Deep operating knowledge of markets as market positions were built organically • Unified international business culture, with best practice sharing across geographies • Shareholders’ equity of EUR 14.7 bln as at 31 March 2014 • 1Q14 pro-forma shareholders’ equity, including capital injection of EUR 850 mln, of EUR 15.5 bln • Embedded Value (EV) of EUR 10.3 bln as at 31 December 2013 • Indicative EV adjusted for Pre-IPO impacts (capital injection and pension agreement) of EUR 10.7 bln as at 31 December 2013 Our presence NN Group is leading Dutch insurer with strong European insurance and investment management footprint, and attractive Japanese business 33
  • 34. All segments NN Group contributing to clear and ambitious financial targets 34 Management objectives Netherlands Life • Maintain operating result before tax broadly stable at 2013 levels over the medium term NetherlandsNon-life • Achieve a combined ratio of 97% or below by 2018 Insurance Europe • Achieve mid-single digit operating result before tax annual growth rate on average over the 2013-18 period Investment Management • Achieve mid-single digit operating result before tax annual growth rate on average over the 2013-18 period Japan Life • Achieve low to mid-single digit operating result before tax annual growth rate on average over the 2013-18 period NN Bank • Achieve a RoE of 7% by 2018, based on the net operating result of NN Bank as a percentage of the average shareholders' equity of NN Bank.
  • 35. Double leverage comfortably covered by proceeds from Insurance 35 3.8 -0.2 -3.0 0.8 -1.3 0.2 1Q14 MV 43% Voya MV 10% SulAm Capital injection NN Group Pre-IPO investments NN Group Pro-forma balance covered by IPO NN Group Group core debt of EUR 3.8 bln at 1Q14 covered by (market) value Voya, SulAm, pre-IPO investments and intended IPO NN Group • Remaining stake Voya 43% and remaining stake SulAmerica 10% • Ahead of the base case IPO, ING will inject EUR 850 mln of capital into NN Group to finalise the capital structure of NN Group • ING Group secures EUR 1.275 bln investment in NN Group ahead of IPO • Remaining balance of ING Group core debt will be covered by intended IPO of NN Group; IPO to comprise only secondary shares Group core debt covered by (market) value Voya, SulAm, pre-IPO investments and IPO NN Group (in EUR bln)
  • 36. Strategic Framework ING bank for Decision Making 36 Strategic Review Market Attractiveness Strategic Fit Connectivity Sustainable Share Relevance to Customers Market Position Sustainable Balance Sheet Financial Hurdles High Medium / Low Grow / build scale Maintain Repair Consolidate / Exit Market leader Challengers Business Action Plan For every business, we will execute one of these four options Sub-scale Growth markets
  • 37. Net lending increased further in both Retail and Commercial Banking 37 489.4 490.70.61.7 0.5 -0.31.1 1.8 1.5 -0.6 -0.5 -4.4 31/12/13 Retail NL Retail Belgium Retail Germany Retail RoW CB SF* CB REF* CB GL&TS* CB Other* Deconsolidation Vysya / Transfers FX 30/03/14 Lending Assets ING Bank (Client Balances, in EUR bln) Net lending, excluding the impact of FX and deconsolidation Vysya / asset transfers, increased by EUR 5.1 bln • Net lending in Retail Banking increased by EUR 2.6 bln as higher net lending in Retail Belgium, Retail Germany and Retail RoW more than offset lower net lending in the Netherlands • Net lending in Commercial Banking increased by EUR 2.4 bln as higher net lending in Structured Finance and General Lending & Transaction Services offset lower net lending in Real Estate Finance and Lease run-off (included in CB Other) • The impact of the deconsolidation of ING Vysya amounts to EUR -4.0 bln and the transfers to NN Bank were EUR -0.3 bln in 1Q14 Retail Banking: EUR +2.6 bln Commercial Banking: EUR +2.4 bln * SF is Structured Finance; REF is Real Estate Finance; GL&TS is General lending & Transaction Services; Other includes Lease run-off
  • 38. ING Group’s Annual Accounts are prepared in accordance with International Financial Reporting Standards as adopted by the European Union (‘IFRS-EU’). In preparing the financial information in this document, the same accounting principles are applied as in the 1Q2014 ING Group Interim Accounts. All figures in this document are unaudited. Small differences are possible in the tables due to rounding. Certain of the statements contained herein are not historical facts, including, without limitation, certain statements made of future expectations and other forward-looking statements that are based on management’s current views and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in such statements. Actual results, performance or events may differ materially from those in such statements due to, without limitation: (1) changes in general economic conditions, in particular economic conditions in ING’s core markets, (2) changes in performance of financial markets, including developing markets, (3) consequences of a potential (partial) break-up of the euro, (4) the implementation of ING’s restructuring plan to separate banking and insurance operations, (5) changes in the availability of, and costs associated with, sources of liquidity such as interbank funding, as well as conditions in the credit markets generally, including changes in borrower and counterparty creditworthiness, (6) the frequency and severity of insured loss events, (7) changes affecting mortality and morbidity levels and trends, (8) changes affecting persistency levels, (9) changes affecting interest rate levels, (10) changes affecting currency exchange rates, (11) changes in investor, customer and policyholder behaviour, (12) changes in general competitive factors, (13) changes in laws and regulations, (14) changes in the policies of governments and/or regulatory authorities, (15) conclusions with regard to purchase accounting assumptions and methodologies, (16) changes in ownership that could affect the future availability to us of net operating loss, net capital and built-in loss carry forwards, (17) changes in credit ratings, (18) ING’s ability to achieve projected operational synergies and (19) the other risks and uncertainties detailed in the Risk Factors section contained in the most recent annual report of ING Groep N.V. Any forward-looking statements made by or on behalf of ING speak only as of the date they are made, and, ING assumes no obligation to publicly update or revise any forward-looking statements, whether as a result of new information or for any other reason. This document does not constitute an offer to sell, or a solicitation of an offer to purchase, any securities in the United States or any other jurisdiction. The securities of NN Group have not been and will not be registered under the U.S. Securities Act of 1933, as amended (the “Securities Act”), and may not be offered or sold within the United States absent registration or an applicable exemption from the registration requirements of the Securities Act. www.ing.com Important legal information 38