ABN AMRO Bank. Back to stay in Hong Kong. 29 March 2011

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1 ABN AMRO Bank Back to stay in Hong Kong 29 March 2011

2 ABN AMRO Bank A long international tradition together with our clients

3 ABN AMRO: 180 years of (international) history ABN AMRO has a long history in worldwide financing of large and complex deals ABN AMRO is built on a rich history of offering financial services, starting with the establishment, in 1720, of the predeccessor of the oldest Dutch merchant bank, later MeesPierson; One of our predeccessors organised the financing of the purchase of the Louisiana Territory by the U.S. from France, an agreement that doubled the size of the US; ABN AMRO s long history in Asia dates back to 1826, when it first began operations in Indonesia; For centuries, the Dutch settlement in Deshima was Japan s only window to the outside world. When the bank established its first office in Deshima in 1858, it began the development of international trade and related banking services of modern Japan. Our office in Singapore, also opened in 1858, is the oldest bank of this city state. Catharina de Grote The purchase of Louisiana Koning Willem I Deshima Canadian Pacific Railway Dealingroom Amsterdam Head Office ABN AMRO Hope & Co places first of many loans for Catherina II of Russia Establishment Nederlandsche Handelsmaatschappij door Koning Willem I Offices opened in Deshima and in Singapore Financing of the Beijing-Hankow Railway (900 miles) Opening largest dealingroom of Europe Establishment of the oldest Dutch merchant bank, later MeesPierson Purchase by U.S. from France of the Louisiana Territory Office opened in Indonesia, first office in Asia Financing of the Canadian Pacific Railway (3000 miles) Merger ABN and AMRO into ABN AMRO Merger ABNAMRO and Fortis Bank Nederland

4 ABN AMRO Bank A modern (international) bank dedicated to its clients

5 An overview of recent corporate actions On 1 July 2010 ABN AMRO and Fortis Bank Nederland were merged into a strong combined Dutch bank, giving us the opportunity to further build the bank on proven values. ABN AMRO Holding N.V. ( ABN AMRO ) was acquired by a consortium of banks through RFS Holdings ( RFS ) on 17 October The consortium consisted of The Royal Bank of Scotland, Fortis and Banco Santander; In October 2008 the Dutch State acquired Fortis Bank Nederland (Holding) N.V., including its stake in RFS Holdings B.V.. Fortis Bank Nederland was separated from the exchange listed Fortis; On 1 April 2010, the ABN AMRO business units that were acquired by the Dutch State were legally separated from the RFS Holdings B.V. and named ABN AMRO Bank N.V; On 1 July 2010, ABN AMRO Bank N.V. and Fortis Bank Nederland N.V. were legally merged into the current ABN AMRO Bank N.V. Ownership ABN AMRO Dutch network Private Banking Asset Management Wholesale clients Global clients (Europe & Asia) Antonveneta Banco Real - Dutch network October 2007 Consortium of Fortis, RBS and Banco Santander acquire ABN AMRO Holding N.V. for EUR 71bn or EUR 38 per share Fortis, RBS and Banco Santander initiate integration of the acquired parts of the former ABN AMRO Group - Private Banking October 2008 Dutch government takes control over FBN and certain former ABN AMRO Group activities acquired by Fortis 1 July 2010 ABN AMRO standalone and FBN merge to form a new bank with strong Dutch roots

6 A strong Dutch bank with selected international presence Present in 28 countries and territories covering three time zones The Netherlands continues to be the home market for commercial and retail clients Outside the Netherlands, ABN AMRO is present in all major financial centres, countries and territories required to: Support Dutch clients abroad Serve specialist businesses such as Brokerage, Clearing & Custody, Energy, Commodities & Transportation and International Private Banking Americas Europe, Middle East and Africa Asia & Pacific Brazil Curaçao United States Belgium Botswana Denmark France Germany Greece Guernsey Italy Jersey Luxembourg Netherlands Norway Poland Spain Turkey United Emirates United Kingdom Sweden (1) Switzerland Australia China (2) Hong Kong India Japan Singapore 1. serviced from Denmark 2. serviced from Hong Kong

7 Strategic focus on key themes lead to first tangible results FINANCIAL AMBITION Target cost / income ratio 60-65% end 2012 Achievements 2010 Improvement cost-income ratio, from 75% to 70% EUR 350 million Integration synergies Integration costs under control GROWTH Growth in the Netherlands and a select number of global specialist markets Achievements 2010 Re-gain global leading positions in ECT and Clearing Stable market share in mortgages and savings despite declining markets CLIENT FOCUS Our clients' success is our success Achievements 2010 Rationalisation savings offering and simplification mortgage documentation Local branches are given more authority to serve clients faster Broadened and strenghtened product and (international) service offering MODERATE RISK PROFILE We are entrepreneurial, but we never take risks that we do not understand Achievements 2010 Integrated risk governance and risk policy framework and defined new risk appetite Funding sources further diversified and maturity profile extended Good starting point to meet Basel 3 capital & liquidity requirements CULTURE AND BEHAVIOUR Our goal is to achieve a collective result, not individual success Achievements 2010 Implementation of Corporate Values: Trusted, Professional, Ambitious New collective labour signed and Social Plan implemented SUSTAINABILITY We integrate long-term perspectives into all our decisions Achievements 2010 Renewed Sustainability strategy launched Businesses have sustainability objectives going forward On-track to clear diversity targets by 2014

8 Full year 2010 results Underlying profit rose significantly year-on-year Reported net result for the period 2010 amounted to a loss of EUR 414 mln, impacted by separation and integration-related items; Adjusted for these items (total of EUR 1,491 mln net) underlying net profit of EUR 1,077 mln increased strongly; Increase was mainly driven by a higher net interest income and lower loan impairments. Income statement Reported Separation & integrationrelated costs Underlying in EUR mln % change Net interest income 4,905 4, ,905 4,268 15% Non-interest income 1,892 3, ,754 2,718 1% Operating income 6,797 7, ,659 6,986 10% Operating expenses 6,229 5, ,335 5,239 2% Loan impairments 837 1, ,585-47% Operating profit before tax , , Income tax Profit for the period , , Net interest income (in EUR bln) Operating expenses (in EUR bln, underlying) Loan impairments (in EUR bln) % 4.0 2% % 0.0 FY 2009 FY FY 2009 FY FY 2009 FY 2010

9 Our core values are at the heart of everything we do Core Values Trusted We strive for long term client relationships and when we make a promise, we always live up to it. Professional We create solutions for clients that are simple, understandable and workable. We know our solutions, our clients and the environment they are part of. Ambitious We are never satisfied and are always stretching our boundaries and striving to achieve more for our clients.

10 ABN AMRO organisation structure CEO Gerrit Zalm Integration, Communication & Compliance Caroline Princen Vice-Chairman & CFO Jan van Rutte Risk Management & Strategy Wietze Reehoorn Commercial & Merchant Banking Joop Wijn Retail & Private Banking Chris Vogelzang Operations, Property & IT Johan van Hall Bedrijven (EUR <30m) Corporate Clients (EUR m) Large Corporates & Merchant Banking (EUR >500m) Markets Hans Hanegraaf Ruut Meijer Rutger van Nouhuijs Jos ter Avest Commercial Banking International Edzard Enschedé

11 ABN AMRO Asia China (serviced from Singapore & Hong Kong) Energy, Commodities & Transportation Japan ABN AMRO Clearing ID&JG United Arab Emirates (Dubai) Private Banking International ID&JG Energy, Commodities & Transportation India ID&JG Hong Kong Private Banking International Commercial Banking International* ID&JG ABN AMRO Clearing Commercial Finance Energy, Commodities & Transportation Equity Derivatives Securities Financing Singapore Private Banking International Commercial Banking International* ABN AMRO Clearing Debt Solutions Energy, Commodities & Transportation Foreign Exchange & Rates Australia ABN AMRO Clearing Commercial Banking International services all ABN AMRO commercial banking clients, from SME to Large Corporate. *CBI Singapore scheduled for mid-2011 (local Dutch - staff already present) and Hong Kong for Q

12 Commercial Banking International Re-establishing our presence in Asia

13 Commercial Banking International CBI: supporting Dutch clients in their international needs Dedication to Dutch linked Corporates ABN AMRO bank has a clear Dutch footprint; CBI s focus is on those locations that are important to Dutch corporates. SME to Large Corporate CBI offers services to all Dutch corporates with a local banking need; From a non-resident account for a small SME that requires full servicing and account access from the Netherlands to a Multinational with its own local operation in Asia. Some distinguishing factors of Commercial Banking International One Global Relationship Manager for all our clients (international) needs supported by local RM s; Dutch language spoken throughout the ABN AMRO CBI network; International and sector expertise to advise and inform on international business; Access Online as strategic channel for payments and reporting, multi bank, multi country; Client service model that gives client proximity, e.g. International Service desks in the NL for NL based clients; Cross border lending for our home banking clients without bank guarantees in our branch network. CBI also functions as starting point for inbound business from Asia to the Netherlands.

14 AAB Commercial Banking International network Servicing our clients throughout the world Hong Kong Singapore Country live Country scheduled for 11 1 Strategic Ambition for 12 and beyond 1 Client servicing via Partner Banks ABN AMRO offers its clients a one-stop shop for all their international needs throughout our network via one Global Relationship Manager and uniform (product) offering / online channels. 1. Countries scheduled for 2011 and beyond are being serviced via PBA s until Go live.

15 Commercial Banking International Asia CBI: local branches planned in Hong Kong and Singapore We offer our (future) clients in Hong Kong Our deeply routed local network - Trust companies, Law Firms, Export Credit Agencies (ECAs), Embassies and Chambers of Commerce. Competitive Product offering - Accounts & Payments; - Trade Finance: LCs, Guarantees, Collections; - Markets: Forex, Interest rate, Deposits; - Lending; - NOTE: In Singapore and Hong Kong products will become commercially available in a phased approach during Go live of the HK branch is scheduled for Q Tailored sales, servicing and support - Both a Global Relationship Manager located in NL and a local Relationship Manager in Hong Kong; - Both a multilingual service desk for all international queries in the Netherlands and a local service team based in Hong Kong. Specialist local teams in Hong Kong - For full servicing of other client wishes (e.g. Factoring, Private Banking).

16 Contact details ABN AMRO Hong Kong Sander Montanus Head Commercial Banking International Singapore & Hong Kong Telephone: Mobile: Beryl van Wilgen International Commercial Banker Asia (based in NL) Telephone: Mobile: Edzard Enschedé Managing Director International Network C&MB Telephone: Mobile: Please feel free to contact us with your international queries as together we can find solutions to support your international business, also in the period until opening of our Hong Kong branch.

17 Annex

18 ABN AMRO on track to improve profitability of the bank Key messages Key figures 1 Reported net result for the period 2010 amounted to a loss of EUR 414 mln, impacted by separation and integrationrelated items Adjusted for these items (total of EUR 1,491 mln net) underlying net profit of EUR 1,077 mln increased strongly Increase in underlying net profit was driven by - operating income up 10% year-on-year in EUR mln FY 2010 FY 2009 Underlying Operating income 7,659 6,986 Underlying Operating expenses 5,335 5,239 Loan impairment/credit prov ,585 Underlying Net profit 1, Reported Net profit Underlying Cost/Income ratio 70% 75% Total Assets (in EUR bln) AuM (in EUR bln) FTEs 26,161 29,551 Note: 1. Underlying figures are adjusted for an exceptional result on FCC, closing of EC Remedy and separation & integration costs (as defined hereafter) 2. Please note that the pro forma capital figures shown currently do not reflect the impact of the harmonisation of the determination of the RWA and the capital components 3. The Core Tier 1 ratio is defined as Tier 1 excluding all hybrid capital instruments divided by RWA - loan impairments decreased 47% yearon-year Underlying cost/income ratio improved 5% points to 70% First year of integration concluded successfully resulting in EUR 350 mln of integration benefits At year-end 2010 ABN AMRO is adequately capitalised in EUR bn 31 Dec 2010 Ratings as of 1 January Sept 2010 IFRS equity Tier 1 capital² Total capital² RWA Basel II Core tier 1 ratio² ³ 10.4% 10.1% Tier 1 ratio² 12.8% 12.6% Total Capital ratio² 16.6% 16.6% Rating agency Long term LT outlook Short term S&P A Stable A-1 Moody s Aa3 Stable P-1 Fitch Ratings A+ Stable F1+ DBRS A(high) Stable R-1(middle)

19 Full year 2010 results Excluding EC Remedy shows a moderate growth of the balance sheet Balance sheet in EUR mln 31 Dec Dec 2009 Balance sheet impacted by divestment of EC Remedy in Excluding this divestment - total assets increased by EUR 4.5 bln Cash and balances 906 4,368 Financial assets held for trading 24,300 20,342 Financial investments 20,197 20,763 Loans and receivables - banks 41,117 45,062 Loans and receivables customers 275, ,729 Other 17,324 15,260 Total Assets 379, ,524 Financial liabilities held for trading 19,982 26,951 Due to banks 21,536 37,387 Due to customers 211, ,748 Issued debt 86,591 70,837 Subordinated liabilities 8,085 11,747 Other 20,016 19,899 Total Liabilities 367, ,569 Total Equity 12,112 8,955 Total Equity and Liabilities 379, ,524 - loans and receivables to customers grew by EUR 5.6 bln, mainly as a result of a growth in the commercial loan portfolio and repurchase agreements - due to customers went up by EUR 10.0 bln mainly due to an increase in repurchase agreements and securities lending activities The majority of Loans and receivables to customers are residential mortgages (mainly Dutch) amounting to EUR bln at year-end 2010, almost unchanged compared to the end of 2009 Due to banks decreased by EUR 15.9 bln as ECB funding was redeemed in full and securities lending transactions were significantly reduced Subordinated liabilities decreased by EUR 3.7 bln mainly as a result of the conversions of EUR 2.6 bln of mandatory convertible securities into equity and a buyback of GBP 600 mln of perpetual subordinated securities Total Equity increased by EUR 3.2 bln to EUR 12.1 bln primarily as a result of the abovementioned conversion of EUR 2.6 bln securities into equity, the remaining capital injection by the Dutch State (part of 2009 capital actions) and the full year result