Executive Leaders Network: Finance, Procurement & HR Transformation Summit - May 2022

1. ‘How to solve the future of work,
accelerating change, integration
& transformation during a
pandemic?’
26 May 2022
David Carnegie

2. 2 TITLE | DATE

3. 3 TITLE | DATE

4. 4 TITLE | DATE

5. Net New Money1
(NNM)
€3.3bn
Core PB AuM, €41.7bn,
50%
FIM AuM,
€15.3bn, 18%
Asset Servicing AuC,
€20.3bn, 24%
LY, €7.0bn, 8%
2018 2019 2020
QUINTET
Present in 7 countries, a unique
coverage of key European WM markets
Pan-European network of private banks1
Deep expertise in M&A integration
Strong track record in deal
execution & integration
Strong local brands with new umbrella brand
Heritage built up over time on
client focus and excellence



€Xbn of client assets
Quintet is a Top-15 pure-play
Private Bank in Europe

Growing low risk loan book1, 4

Strong growth, but with low risk
profile (avg. cost of risk 2bps5)

Robust Core PB AuM1 growth
Strong growth trend, supported by
organic growth and selected
acquisitions
Dec. 2020, in €bn
2016
Insinger de Beaufort €10.5bn
The Roberts Partnership €0.6bn
2018 Lombard Odier €0.6bn
2019 The NW Brown €1.0bn
2020 Bank Am Bellevue €1.6bn
Sound capitalization and excellent liquidity

High quality and liquid balance
sheet with fully-loaded CET1 ratio
well above regulatory requirement
In €bn
2018-2020 CAGR 13%
Total PB AuM:
€57.0bn, 68%
Access to deep talent pool (front/non-front office)
~90 key hires since January 2019,
including from industry’s leading
firms

~70 Client Advisors hired to
cover a broad range of regions
(Nordics, LatAm, Asia, etc.)
~20 key strategic hires to
strengthen all core functions
2
in €bn
2018-2020 CAGR ~25%
AuM3
19.6% CET1 / 23.6% Tier 1
44% Loan-to-Deposit ratio
141% Liquidity Coverage Ratio
Dec. 2020
2018 2019 2020

6. 6
ABC Bank – Why does it stand out?
…and whilst ABC’s weighting towards lending is the highest amongst major
US banks, Non-Interest Income growth is also phenomenal…
• ABC’s non-interest income has increased nearly eight fold in the last decade (albeit
from a low base), which equates to a CAGR of over 20%...
• The type of non-interest income generated is capital-efficient and should create
reliable long term repeating revenue
$906
$1,066 $1,173 $1,224 $1,331
$1,517
$1,817
$2,151
$2,501
$2,764
$3,263
$4,114
$46 $118 $169 $244 $306 $325 $395 $459 $542 $578 $651
$920
$-300
$200
$700
$1,200
$1,700
$2,200
$2,700
$3,200
$3,700
$4,200
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Net Interest Income and Non-Interest Income
$Net Int. Inc $Non Int. Inc %Net Int.Inc Growth %Non Int. Inc Growth

7. 7
A competitive advantage arising from culture …
An employee-centric culture that promotes an entrepreneurial attitude leading to…
• Client satisfaction levels that are in a different league to other banks
• Credit quality that is in a different league to other banks
• Large and growing markets where ABC’s market penetration remains relatively low
• A client base consisting of younger, high net worth individuals who are likely to grow their wealth
over time

8. 8
Conclusions from the 72 hours online conversation (Digital Jam)
The analysis revealed four key conclusions derived from the four elements that will help drive a culture of inclusion and belonging at Quintet.
There is a sense of
belonging to
individual
countries rather
than to Quintet
01
Clarity on DEI is
needed at
individual and
organisational
level
02
Leaders do not
role model the
behaviours for
psychological
safety
03
Confusion has
arisen around who
is accountable for
DEI
04
“One-Quintet” Inclusive Practices
Speak-up Culture
DEI Driven

9. 9
From the ‘The Difference’ by Scott Page, 2007
Why inclusion matters

10. 10
Why inclusion matters