Swedbank was founded in 1820, as Sweden’s first savings bank was established. Today, our heritage is visible in that we truly are a bank for each and every one and in that we still strive to contribute to a sustainable development of society and our environment. We are strongly committed to society as a whole and keen to help bring about a sustainable form of societal development. Our Swedish operations hold an ISO 14001 environmental certification, and environmental work is an integral part of our business activities.

1. 1
Positioned for profitability and growth
Mr Jan Lidén
CEO
Capital Markets Day
Kiev, 5 March 2008
© Swedbank 2
Agenda
• Positioned for profitability and growth
– CEO Mr Jan Lidén
• High quality funding
– CFO Mr Mikael Inglander
• Break
• Swedish Banking
– Head of Swedish Banking, Mr Kjell Hedman
• Baltic Banking
– Head of Baltic Banking, Mr Erkki Raasuke
• Swedbank Ukraine
– Head of Swedbank Ukraine, Mr Sergey Tigipko
• Summary and wrap-up
• Press meeting
• Dinner

2. 2
© Swedbank 3
Strong position for profitability and growth
Ukraine and RussiaBalticsSweden
Stable base
Growth and
experience
Future growth and
profitability
Swedbank is the leading bank in
Sweden. Profitability is high and
stable and the bank is
consolidating its market shares in
important segments in both the
private and corporate sectors.
Swedbank has a small but
growing presence in Ukraine and
Russia. In the long term, a
significant share of Swedbank’s
growth will be generated in these
markets.
The Baltic economies are
experiencing strong economic
growth that is expected to remain
for many years. As the largest
bank in the region, growing with
the market ensures attractive
earnings growth.
Share of profit
2007: 66%
Share of lending
2007: 80%
Share of profit
2007: 2%
Share of lending
2007: 2%
Share of profit
2007: 32%
Share of lending
2007: 16%
© Swedbank 4
Growing number of home markets
2003 2008 2012
Business is conducted through decentralized decision making,
but supported by common methodology and processes

3. 3
© Swedbank 5
Strategic recap – what was highlighted last time we met in
November 2006?
High ROE / low
risk Swedish
retail business
Baltic focus -
long term
growth
Moderate
differentiation
in selected
businesses
Active capital
management
• Expected
beneficiary of
Basel 2
• Denmark, Norway,
Finland & Russia
• Investment &
merchant banking
• Capture market
growth opportunity
• Realize cross-border
synergies
• Retain high market
share
• Target growing
segments
• Maintain excellent
asset quality
• Manage cost base
© Swedbank 6
Tier 1 capital
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
2,200
2,400
Q2
06
Q3
06
Q4
06
Q1
07
Q2
07
Q3
07
Q4
07
0.0
0.1
0.2
0.3
0.4
0.5
Income Costs C/I-ratio
SEKm %
Baltic Banking Operations
Did we deliver?
Lending in Denmark, Norway,
Finland and Russia SEKbn
2007 2006 Growth
12.2 18.4 51%
Swedbank Markets has opened 4 new corporate
finance units in Estonia, Latvia, Lithuania and Russia
2007 2006
Return on equity,% 23.2 22.3
Market shares % (private):
Mortgages 30 30
Net new savings 18 17
Deposits 26 26
No. of payments 32 31
Impaired loans gross (SEKm) 1,167 1,129
Total costs increased by 3.5% as well as Swedish CPI
0
1
2
3
4
5
6
7
8
9
10
Q105
Q205
Q305
Q405
Q106
Q206
Q306
Q406
Q107
Q207
Q307
Q407
0
1
2
3
4
5
6
7
8
9
10
Tier 1 ratio, Basel 2
Tier 1 ratio, transition rules
Target Tier 1 ratio
% %
Swedish Banking

4. 4
© Swedbank 7
Strong profit development
-1,000
1,000
3,000
5,000
7,000
9,000
11,000
13,000
15,000
17,000
2000 2001 2002 2003 2004 2005 2006 2007
-1,000
1,000
3,000
5,000
7,000
9,000
11,000
13,000
15,000
17,000
Profit before loan losses Capital gains EnterCard and KIAB
Loan losses, net* Operating profit (excl. capital gains)
SEKm SEKm
*Loan losses, net = write-offs
+ provisions – recoveries
+ change in property taken over
© Swedbank 8
A value-driven organization
Service
Leadership
Results-oriented
Open
Innovative
Committed
Accessible
Uncomplicated
Proactive
Values Customer perception

5. 5
© Swedbank 9
Strategic priorities for the coming year
Efficiency Growth
© Swedbank 10
Strategic priorities for the coming year – Efficiency
Sweden
• Structural measures
(operational and
branch structure)
• Channel
management
• Cash handling
The Baltic region
• Improve cross-border
capabilities
• Productivity -
measurement and
continuous
improvement scheme
• Employee retention
• IT management
development
Ukraine
• HR management
• Competence build-
up and growth
management
• Process
management
• IT systems
Broad client base and large volumes together with efficient processes will drive
operational efficiency

6. 6
© Swedbank 11
Strategic priorities for the coming year – Growth
Sweden
• Private banking and
wealth management
• Metropolitan areas
• Corporate market
• New initiatives to
come – life and
pension, etc
The Baltic region
• Leverage on pan-
Baltic position within
corporate sector
• Broaden client
offerings
• Investment
management
growth
Ukraine
• Capture growth
• Grow distribution
network – ATMs,
branches and
agency network
• Broader product
range
From a strong position in several markets there is an excellent organic growth
opportunity for Swedbank in many areas – with some differences in regional focus
© Swedbank 12
Swedbank Markets – Objectives
• Swedbank Markets shall be a
leading multi-domestic player in
the region with the competitive
advantage of serving our
customers with access to/from
the CEE region.
• Overall priority is to further
increase cross-border capital
markets business in the region.
In 2007 Swedbank Markets delivered a record profit
Swedbank Market’s profit to Swedbank’s shareholders
0
200
400
600
800
1,000
1,200
2003 2004 2005 2006 2007
SEKm
Swedbank Markets excluding First Securities
First Securities

7. 7
© Swedbank 13
Swedbank Russia – Objectives
• Long-term vision of a universal bank in Russia intact
– but a relatively slow pace during 2008
• Building robust administrative routines
• Growing corporate business
• Open a few new retail branches during 2008
– retail products development
• Implementation of new IT system
• Risk management improvement
In 2007 Swedbank Russia faced significant challenges but
still increased lending and profits
© Swedbank 14
Summary
• Swedbank offers a strong and stable banking operation
with high profitability across several geographical areas
• Swedbank has a solid foundation that offers very good
organic growth opportunities
• Focus on efficiency will secure continued profitable growth
for the Group
Swedbank - Positioned for profitability and growth