1. The ABN AMRO Deal ANIRBAN RAY SUMIT THAWRANI A MONETRIX PRESENTATION

2. What sparked it off? ABN AMRO was seen as a takeover target for years because of its underperforming share price, but rival banks were deterred by its mix of businesses, which was unattractive to any single bidder. Rijkman Groenink, ABN AMRO CEO has been under pressure to raise ABN AMRO's share price, and investors criticized a string of failed acquisition attempts and the bank's lack of focus. The pressure intensified when The Children's Investment Fund , known for buying minority stakes in companies and then forcing the management to change its strategy, asked ABN AMRO to either to put itself up for sale or split itself up. The bank's shares jumped to a record following the announcement.

3. March 20 April 13 April 23 April 25 July 23 July 30 July 16 May 7 May 29 May 5 Barclays and ABN outline the plan for a potential merger. Royal Bank of Scotland (RBS) Spain's Santander and Belgian-Dutch group Fortis approach ABN AMRO. Barclays agrees to buy ABN in a recommended all-share deal, ABN will sell LaSalle to Bank of America for $21 billion. RBS, Santander and Fortis propose a cash-and-share offer for ABN worth about $98 billion RBS consortium offer worth $24.5 billion for LaSalle, conditional on buying the rest of ABN. ABN rejects the RBS consortium offer for LaSalle The RBS-led consortium bid for ABN valued at 38.40 euros per share, worth a total $95.7 billion The RBS-led consortium improves its bid for ABN, raising the cash component to 93 percent from 79 percent before. Barclays raises its offer for ABN AMRO, to 67.5 billion euros , include a cash element. (35 euros per share) ABN AMRO withdraws its recommendation of a takeover by Barclays. ABN AMRO Deal : IMPORTANT TIMELINES August 29 Barclays Bid falls to €59bn in value, with speculation regarding credit crisis at Sachsen Landesbank

7. The Bid from Barclays

12. Investment Banking The markets are large and highly fragmented, providing significant opportunity for growth and Combination will add incremental growth

13. Investment Management

14. Total synergies of €3.5bn (£2.37bn) by 2010: €2.8bn cost-related and €0.7bn in net revenue synergies Expected Total Synergies by Year (€m) Expected Total Synergies by Business (€m)

15. Cost Synergies: 5 Major Areas have been identified 5.0% 1610 Headcount Rationalization 1.6% 520 IT Platform / Software Consolidation 0.9% 290 IT Infrastructure (Networks/Hardware) 8.7% € 2800m Total 0.5% 160 Property 0.7% 220 Project Integration / Discretionary Spend % of combined 2006 cost base € m Initiative

20. The Bid from The Consortium

21. Key Highlights of the Consortium Bid

23. Transaction Benefits to the Consortium Cost Savings = €4228m Revenue Benefits = €1215m Driving Force for the BID

25. THANK YOU!