Banco BPM SpA — Investor Presentation 2020

Mar 3, 2020

Banco BPM Strategic Plan 2020-2023

UNLOCKING OUR Potential

BUILDING A COMMON Future

INVESTING IN OUR People

Milan, 3 March 2020

Disclaimer

This presentation has been prepared by Banco BPM ("Banco BPM") and includes certain forward looking statements, projections, objectives and estimates reflecting the current views of the management of the Bank with respect to future events.

Forward-looking statements are statements that are not historical facts. These statements include financial projections and estimates and their underlying assumptions, statements regarding plans, objectives and expectations with respect to future operations, products and services, and statements regarding future performance. Forwardlooking statements are generally identified by the words "expects", "anticipates", "believes", "intends", "estimates" and similar expressions. By their nature, forward-looking statements involve a number of risks, uncertainties and assumptions which could cause actual results or events to differ materially from those expressed or implied by the forward-looking statements. These forward-looking statements and information were developed from scenarios based on a number of economic assumptions for a given competitive and regulatory environment.

Banco BPM does not undertake any obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as may be required by applicable law. You should not place undue reliance on forward-looking statements, which speak only as of the date of this presentation. All subsequent written and oral forward-looking statements attributable to Banco BPM or persons acting on its behalf are expressly qualified in their entirety by this disclaimer.

The information contained herein has not been independently verified. No representation or warranty, express or implied, is or will be given by Banco BPM, its subsidiaries or any of their respective representative, directors, officers, employees or advisers or any other person as to the accuracy, completeness or fairness of the information contained in this presentation and no responsibility or liability whatsoever is accepted by the same for the accuracy or sufficiency thereof or for any errors, omissions or misstatements negligent or otherwise relating there to.

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For the purposes of this notice, "presentation" means this document, any oral presentation, any question and answer session and any written or oral material discussed following the distribution of this document. By participating to this presentation and accepting a copy of this presentation, you agree to be bound by the foregoing limitations regarding the information disclosed in this presentation.

Introduction and methodological premise

The context…

Sudden outbreak of COVID-19 resulting in uncertainty over 2020 macroeconomic outlook

Implications for the ordinary "day-to-day" Banco BPM activities

• Immediate set-up of a "Crisis Committee", governing over emergencies to secure ordinary operations and continued support to our clients' needs
• Maximum commitment to minimize impact on colleagues and their families, ensure full support to our customers and play a responsible role for the overall economic system

and

Implications for the 2020-2023 Strategic Plan

• 2020-2023 Strategic Plan rooted on a pre-emergency consensus macroeconomic scenario
• Development of a V-shaped scenario, with GDP shock limited to 2020. Even under this scenario, the Strategic Plan is resilient across the main actions and targets

1. The foundation of Banco BPM 2020-23 Strategic Plan: built on a strong track record and based on real delivery

1. An ambitious and credible Plan, addressing all stakeholders' expectations

2. Financial forecasts

3. Conclusions

Banco BPM: turnaround completed, ready to unlock our full potential

Third bank in Italy, with 4m clients served

• Long-standing strategic vocation as commercial bank, with low risk profile and solid capital position
• Presence "at scale" in the richest areas of the country

Credible team, with robust delivery track record

• Successfully completed, well ahead of schedule, a complex integration "of equals" – the only merger in the Eurozone since the advent of SSM
• Strong delivery machine, able to far exceed cost, de-risking and capital targets, without requesting additional funds to shareholders

Solid financials, built on well-recognized areas of operational excellence

• High capitalization and profitability, providing stable foundations for 2020-23 Strategic Plan
• Unique combination of distinctive specialized banks and best-in-class business partners

Deeply involved in the core communities

• Inclusive organization with a culture of people caring and engagement, able to attract external talents
• High commitment to social action, aimed at making a tangible impact on the wider community

Successful completion of a complex integration

Integration journey

• 2017 BPM S.p.A. IT migration to target system in 7 months
• 2018 Migration of Banca Akros's IT to target system
• 2018 BPM S.p.A. incorporation in holding company (12 months in advance vs. original plan)

Simplification

• New Retail commercial network set-up, creating more value in the relationship with clients
• Optimization of the service to clients, with branch rationalization (690 closures)
• Simplified operating structure delayering to max 3 organizational levels with revised organizational units (from ~570 to ~270), enabling fast decision making
• People requalification and staff reduction (> 3,000 HC)

• Strengthened workout activity

• Risk profile improvement achieved without capital injection from shareholders
  • ~€20bn NPE stock reduction (-66% vs. 2016 level) in the last 3 years, including ~€15bn Bad Loans (~-80% vs. 2016 Bad Loan stock)
• UTP management process continuous upgrade

Specialization

De-risking

• Corporate division set-up, integrating the delivery chain of Corporate and Investment Banking (Banca Akros)
• Strategic partnerships: Asset Management, Bancassurance and Consumer Finance reorganization
• Product factories specialization: Private Banking under Banca Aletti, CIB consolidation under Banca Akros

Launch of the digital transformation program

Project "DOT": significant investments in 2018-19, over 300 colleagues involved

An indisputable track record of solid capital generation…

Over the last 3 years, the Group absorbed CET1 impact in excess of 11% without new capital injections

… paired with over-delivery on operating cost and asset quality targets

Note: 2015 combined figures

1. Calculated on the combined cost base 2. Includes 251 exits related to non-recurring corporate transactions

2. Based on nominal values 4. Corresponding to Nominal target (incl. write-offs) of 17.9%

Revenue path mostly influenced by exogenous factors

Strong 2019YE results paving the way for the new Strategic Plan

…enabling the relaunch of commercial activities A solid financial position resulting from continued de-risking and operating model simplification…

1. Based on share value equal to €1,96 as of 05/02/2020 2. Includes €400m AT1 instrument issued in January 2020, corresponding to 61bps 3. Excluding GACS senior notes, REPOs and Leasing

While completing the integration plan, we progressed in the "Digital Transformation" journey

Well-recognized areas of excellence in Banco BPM business model

% ownership

Deeply involved in our communities

1. Refers to 2018-19 period Note: Data refers to 2017-19, unless otherwise stated

1. The foundation of Banco BPM 2020-23 Strategic Plan: built on a strong track record and based on real delivery

2. An ambitious and credible Plan, addressing all stakeholders' expectations

1. Financial forecasts

2. Conclusions

Comprehensive assumptions, factoring in newly emerged uncertainties and regulatory evolutions

Strategic priorities addressing key stakeholders' expectations

Key targets of the Strategic Plan 2020-2023

BBPM 2020-23 Strategic Plan: 4 key ESG-driven pillars yielding sizable shareholders' remuneration

Sizable shareholder remuneration

Deployment of further service model specialization through Group's product factories and network reshaping

• Increased specialization of Affluent service model
• Strengthened coordination between the network (both to Private Bankers and Affluent Relationship Managers) and the Investment Center responsible for supporting commercial activities

Wealth Management Corporate and SME segments

• Set-up of dedicated service models and service unit for Enterprise and Small Business clients, favoring verticalization and service model specialization
• Set-up of the new Origination team, for Enterprise and Corporate, in charge of accelerating the generation of virtuous cross-selling opportunities
• Strengthened collaboration between the network and Banca Akros

Wealth Management and Family Banking | Unlocking the untapped potential

19 1. Based on 2019YE. Group direct funding data, excluding repos and including capital-protected certificates 2. Sample includes UBI, ISP, UCI, MPS, CREDEM 3. External benchmark data as of 2018YE, figures rescaled at 100 4. Includes mutual funds and SICAV, insurance products and certificates Source: BBPM elaboration on market research data

Commercial step-up in Wealth Management driven by enhanced advisory and digital up-scaling

Key initiatives
Best-in-class service quality via specialization	• Best-in-class service quality through an omni-channel experience and the enhanced specialization of service model per client segment
Commercial boost driven by technological scale-up	• Productivity increase driven by process digitization, "Robot4Advisor" solutions, CRM analytics and roll-out of E2E off-site/remote advisory offering
Product range expansion	• Product range expansion focusing on: – Dedicated offers to drive switching from direct funding – Evolution of management accounts and insurance offer – Boost of sustainable investments and advisory – HNWI-dedicated products (e.g. Private Insurance, Private markets, Lombard) – Integrated "all asset" advisory (e.g.
	real estate, art, taxes, etc.)

• Increasing Investment Center support and coordination

deployed across the network

20

Strategic partnership consolidation in Bancassurance & Consumer Finance and Family Banking development through analytics and digitization

	Key initiatives	Selected KPIs
Product factories and catalogue full potential	• Roll-out of dedicated initiatives to achieve full potential in Consumer Finance, Bancassurance and Payment services partnerships Repricing and simplification of product catalogues, especially on transaction • banking	€1.2bn (+25% vs. '19) Consumer Finance gross annual production in 2023
Analytics & new commercial proposition	• Full implementation of Marketing Automation approach • Switching from traditional campaign to event-driven omni-channel customer journeys Based on new analytical and machine learning capabilities and on "customer – value management" across channels and clients profiles	From €44m in 2019 to €70+ m in 2023 Non-life Bancassurance commissions
Digital sales	Focus on digital / omni-channel sales growth, • – Enhanced customer experience Cost-to-serve reduction – • Webank digital sales capabilities extended to the Group with full integration in the overall commercial strategy	Boosting omni-channel marketing automation - From 8 m to 23 m (3x) annual client interactions - From <15% to >30% overall sales contribution

Corporate segment | Strong positioning to be further consolidated leveraging on Banco BPM key distinctive factors

1. Market share calculated for large enterprises (>20 employees) on net customer loans excluding Bad loans 2. Corporate segment only, i.e. excluding Banca Akros (end-of-year managerial figures) 3. Pro-forma for 2020 portfolio perimeter change 4. Corporate segment only, i.e. excluding Banca Akros (end of year managerial figures), excl. Bad Loan 5. Includes contribution of Corporate segment and Banca Akros (managerial data) Source: BBPM elaboration on public data

Growth in Corporate segment supported by client margin uplift and expansion into new lines of business

	Key initiatives	Focus: service model specialization	Selected KPIs
Specialization boost	• Strengthen the integration and collaboration between client coverage teams and product specialists	Strengthened client-centric coverage model	~12% Loans market share1 in 2023
Growth in new business	Significant expansion of Structured Export Finance • businesses, set-up in 2019 • Boost leverage finance through selective Originate-to Share solutions (~€1.2bn of new origination in 2023) also in partnership with strategic investors • Specialty finance growth on Public Administration through	FX & Derivatives Supply Structured Chain Export Finance Finance Relationship Clients Originate Manager	% Cust. loans hedged 30 pp 60-65% 65% 35%
lines	non-recourse factoring, leveraging on a partnership with a leading player (~€2bn turnover in 2023) • New digital platform to launch Supply Chain Finance business through leading Fintech partner TeamSystem	to Share CSS Public team Administration	2019 2023 Mkt avg Structured export finance outstanding volumes (€bn) 1.8 Set-up
Full potential of FX and	Unlocking full potential of Banca Akros on FX and • derivatives business, by strengthened specialist team (+30%) and promoting hedging activity on Corporate and	• Upgrade of commercial planning solutions to increase collaboration between production and coverage • Set-up of a Capital Structure Solutions	0.4 2019 2023
derivatives and Investment Banking	SME clients • Improved synergies between network and Banca Akros on Investment Banking activities	(CSS) team to foster mid-cap clients' organic and external growth	40+ New product factory specialists and skilled resources

SME segment | Enlarge SME revenue base leveraging on Corporate best practices

1. Data as of 2019 2. Data as of YE 2018, figures rescaled at 100 3. Volumes are end-of-year figures, excl. Bal Loans 4. Managerial data Source: BBPM elaboration on market research and public data

Specialization in SME segment service model enabling expansion in underpenetrated areas and improved cross-selling

	Key initiatives	Focus: service model specialization	Selected KPIs
Enterprise & SB dedicated service models	Specialization of service models with dedicated • approach for Enterprise and Small Business clients	Client segmentation by turnover €75m # clients1 es	From ~€60m in 2019 to ~€90m in 2023 Commissions from
Boost presence in high potential markets	Grow market share in selected attractive areas • • Expansion in high-growth/ESG driven industries leveraging on distinctive in-house know-how in (e.g. Agribusiness)	pris ~40 k er nt E M E S	cross-selling2
	• Pricing optimization and simplification of lending and core daily banking products Boost cross-selling both in core commercial activities • (e.g. trade finance, Italian guarantees, etc.) and wholesale banking products (e.g. hedging, M&A,	€5m b. ~330 all k m S €0m Enterprise: specialization of •	~€2bn (> 2x vs. 2019) New production Finanza Agevolata & FEI plafond in 2023
Development of distinctive integrated solutions	structured finance, etc.) • Optimization of transaction banking (e.g. instant payments, merchant services)	service model following Corporate best practices, increasing commercial activity on cross-selling and wholesale	Geographic expansion:
	• Commercial refocus towards capital efficient products (e.g. MCC guarantees)	banking products • Small Business: full deployment	selected 8 priority areas in North and Center of Italy to bridge market share gap vs.
	• Full potential of smart lending PSD2-enabled solutions Strengthen Remote advisory and Digital branch • channels for more effective interaction with clients	of digital omni-channel model with cost-to-serve optimization	strongholds
	1. Number of NDG as of 2019YE 2. Includes export finance, commitments and guarantees, hedging and other value added services (e.g. structure finance)		25

Expansion of SME customers offer leveraging on digital capabilities and new "open banking" partnerships

Key initiatives		> 1.3 m potential target customers
	Digital integration of ERP1 • and Remote Banking to offer seamless experience for invoice management, payments and Strategic partnership financing	~100 k Common customers
Digital Supply Chain and ERP	• Launch of bundle offer (Banking Current Account + Integrated Invoice Financing + Light ERP solutions + VAS2 ) contributing to customer base growth and cross-selling proposition	> 200 k only customers
integration	• Deployment of Digital Supply Chain Financial services on the TeamSystem platform	> 1 m only customers
	• Funding and Equity agreements with "TeamSystem Financial Value Chain" vehicles to provide financing solutions also on the "open market"	Relevant further "open market" opportunities

BBPM 2020-23 Strategic Plan: 4 key ESG-driven pillars yielding sizable shareholders' remuneration

2

Digital-enabled operating model allowing high cost flexibility as a key lever

• Complete the transition to a fully digital omni-channel model
• Invest in Our People, Thinking Forward
• Technology enabling the Strategic Plan

Complete the transition to a fully digital omni-channel model and to a "paperless" relationship with clients

	Key initiatives	Selected KPIs
	• Implement a seamless experience across all channels to boost the digital adoption	Digital branch: Strengthening FTE1 and commercial focus (FTE)
	• New digital solutions built with "Mobile first" approach, capitalizing on WeBank experience	250-300 Proactive ~140 150-200
Omni-channel evolution	• Scaled-up Digital Branch to focus on commercial propositions, advisory and remote sales; technical support driven by smart assistance solutions	Mostly Reactive ~ 100 2019 2023 Branch distribution network evolution by branch type
	• Deploy new CRM platform enabling single customer view and collaboration across channels	(# branches, %) ~(200) 1,727
Adoption of a paperless approach	• Deploy a paperless relationship with the client, contributing to environment sustainability	~1,530 28% Transactional 20% Relationship 72% 80%
Branch evolution and network rationalization	• Relationship branches at the heart of the distribution network, focused on advisory and with a fully fledged product offer • Strong reduction of transactional branches, especially in areas with high concentration of presence • Further boost of self-service solutions – +30% highly automated branches	2019 2023 Transactions on remote channels2 (%) % transactions on mobile channel +9 pp 83% 74% 7% 24%

2019

2023

Invest in Our People, Thinking Forward | Inclusive people strategy

Key initiatives		Selected KPIs
Inspirational leadership	• Foster an inclusive and adaptive leadership style to promote trust, respect and a collaborative culture Generate value from inclusion and diversity • • Introduce ESG values & metrics into the business, operating model and in the incentive mechanisms	Up-skilling, engagement and transformation training days (person/days) +60% 700,000
Building tomorrow's talent	• Strategic long-term planning of workforce, generational change and skills sourcing to meet the Strategic Plan goals (Managers' Academy) • Personalized career paths • New training model: personalized, flexible and technology enabled ("anytime, anywhere, anyhow" – Learning Evolution)	430,000 2017-19 2020-23 Smart Working time1 (days) Over 6x
Excellent place to work	Invest in a digital "employee-centric" organization (tools and • enablers) to facilitate collaboration and creativity (IT4People) • Increase work-life integration (i.e. Smart Working) • Strengthening of the Employee Welfare & Wellbeing plan and of the sustainable working environment (ESG in the workplace)	200,000 30,000 <4,000 2017 2019 2023

Invest in Our People, Thinking Forward | Skill-set evolution and generational handover

Key initiatives		Selected KPIs
Generational change	• Launch of a strategic recruiting program aimed at attracting talents • Focus on managing and facilitating handover to accelerate knowledge transfer • Generational turnover favored by a voluntary retirement scheme (1,100 HC)	HR cost evolution (€m) ~1,800
Skill-set expansion	• Selective introduction of specialist profiles to support business growth and build the future workforce with new capabilities – Reinforcement of product specialist teams across factories Hiring of new skills (digital, data scientists, security – experts…) • Digital Academy to accelerate the transition towards a more advanced skills set	~1,700 ~1,660 2019 2023 inertial 2023 Including new collective labour agreement and in investments up- and re-skilling Including voluntary retirement scheme

Technology enabling the Strategic Plan | €600+ m IT investments, of which ~40% for digital innovation

Key initiatives		Selected KPIs
	• Evolution of the infrastructure, enabling the adoption of cloud solutions to accelerate time-to-market for new business initiatives	Total IT investments…	… o/w digital-related
Evolve the infrastructural model	• Implementation of "data & analytics tools" to support business expansion (e.g. enhanced cross-selling, pricing optimization)
	Extensive use of automation tools (e.g. Robotics and Artificial Intelligence) • to improve and simplify processes	€600+ m cumulative '20-'23	~€250 m cumulative '20-'23
	• Leverage partnerships with Fintechs, innovation centers and universities to speed up delivery and facilitate an Open Banking approach
		IT investments (€m)
Strengthen Cybersecurity	• Further invest in Group's cybersecurity solutions in line with state of the art technology evolution		> 40%
Enhance the IT operating model	• Enhancement of the up-skilling and re-skilling programs for IT employees to introduce innovative competences (e.g. Digital, Advanced Analytics, Artificial Intelligence, Cybersecurity, …)	110	160
	• Diffusion of a new way to collaborate between Business and IT functions (Agile) in order to speed up business application's delivery
	• Foster the diffusion of a company-wide digital culture through collaborative tools to support clients in adopting advanced solutions	Annual avg. 17-19	Annual avg. 20-23

Building an ESG holistic approach, managed and controlled through a solid governance

Act Responsible – Think sustainable

ESG targets

BBPM 2020-23 Strategic Plan: 4 key ESG-driven pillars yielding sizable shareholders' remuneration

improvement

An impressive de-risking track record, with exceptional performance in both disposals and workout

Large disposal deals: proven evidence of value embedded in Banco BPM NPE portfolio Bank¹ Deal size P/GBV % of BoP³ NPL stock €13.2bn² 28% ~77% €17.7bn 13% ~33% €25.0bn 21% ~85% €10.8bn 29% ~28% Peer 2 Peer 3 Peer 1 2 out of 3 cases enabled by shareholder capital injections

Positive workout impact, with at least €1bn annual NPE net outflow (on top of disposals) starting from 2017 €bn 3.0 1.7 1.6 1.2 -2.4 -2.8 -3.8 -2.3 0.6 -1.1 -2.2 -1.1 2016 2017 2018 2019 Gross NPE reductions excl. ptf. disposals Gross NPE inflows Net NPE delta (excl. disposals) UTP coverage increased more than peers over 2016-2019 (11 pp vs. 7 pp peer average⁴ )

35 1. Peer sample includes UCI, ISP and MPS 2. Includes: Exodus (€5.1bn), ACE (€7.4bn) and L-ACE (€0.7bn) - nominal values 3. 31/12/2016 NPL stock. 4. Peer sample includes: UCG, ISP, and MPS

Further asset quality improvement without disposals: gross NPE ratio at 5.9% in 2023 (3.0% net)

Maintain strong coverage ratios

56.2%

Bad Loans

UTP

39.1%

Loan portfolio quality improvement through end-to-end credit monitoring and NPE management specialization

Advanced Credit risk data warehouse	• Higher consistency of managerial and risk data • Strengthen granularity enabling full data analytics visibility throughout the organization supporting decision making
Strengthening credit policies	• Higher sector specialization and integration with budgeting and MBOs Clearer focus on risk-reward perspective and support of the ESG • initiatives (focus on carbon reduction and energy saving projects)
Monitoring & Early Warning system evolution	• Roll-out of an upgraded monitoring platform – New early warning model development, leveraging on innovative data and machine learning techniques Improved risk control ability through workflow driven strategies – – Performance-based risk prevention, operational kpi setting and monitoring
New UTP management approach	• Roll-out of a specialized management approach for UTP exposures – Core portfolio: focus on maximization of cure and activation of viable forbearance measures – Non-core portfolio: focus on maximization of recovery via early extra-judicial solutions

Default rate (%)

UTP stock evolution over Plan horizon (€bn, GBV)

1. Net of disposals

BBPM 2020-23 Strategic Plan: 4 key ESG-driven pillars yielding sizable shareholders' remuneration

4

Further strengthening of the balance sheet

Optimization of Balance Sheet through more active asset and liability management

Rebalancing of funding mix building on credit investors' recognition of Group delivery capacity

1. Comparables used, for Tier 2: Banco BPM €500m 4.375% Sep-27 NC Sep-22, Intesa €1,000m 3.928% Sep-26, UBI €500m 4.45% Sep-27 NC Sep-22, UniCredit €750m 4.375% Jan-27 NC Jan-22; for AT1:Banco BPM €300m 8.75% Perp NC Jun-24, Intesa €750m 6.25% Perp NC May-24 and UniCredit €1,000m 5.375% Perp NC Jun-25 Source: Bloomberg 2. Based on current TLTRo III terms

1. The foundation of Banco BPM 2020-23 Strategic Plan: built on a strong track record and based on real delivery

2. An ambitious and credible Plan, addressing all stakeholders' expectations

3. Financial forecasts

1. Conclusions

CET1 ratio and MDA buffer well above minimum guidance throughout the plan horizon, even taking into account conservative headwinds

Fully-phased CET1 ratio (%)

Key capital targets

1. 56% of P2R covered with CET1, 19% with AT1 and remaining 25% with T2 2. Economic slowdown in 2020 (GDP growth at -0.1%)

Capital headwinds measured through very conservative assumptions, confirming Banco BPM strengths even under stressed scenarios

1. Conservative estimate not including benefit from waiver application 2. Includes €400m AT1 issue completed in January 2020 3. 56% of P2R covered with CET1, 19% with AT1 and remaining 25% with T2 Note: numbers might not add up perfectly due to rounding

Significant shareholder wealth creation and distribution

Key 2023 financial targets

	€m	2019	2023	Δ '19-'23	CAGR '19-'23 (%)
Profit & Loss	Total revenues	4,288	~4,400	~110	0.6%
	o/w Net interest income	1,993	~1,920	~(70)	(0.9%)
	o/w Net fees & commissions	1,795	~2,190	~400	5.1%
	Operating costs	(2,599)	~(2,590)	~10	(0.1%)
	Loan loss provisions	(779)	~(590)	~190	(6.7%)
	Net income	649	~770	~120	4.3%
Balance sheet & Capital	Net customer loans	105,844	~116,000	~10,150	2.4%
	Direct funding1	108,900	~122,000	~13,100	2.9%
	Indirect funding	89,743	~116,000	~26,250	6.6%
	AuM/ Direct funding1	54%	69%	15 p.p.
	Tangible shareholders' equity	9,486	~10,700	~1,200
	RWA	65,856	~73,000	~7,150
Key ratios	Cost / Income ratio (%)	61%	59%	(2pp)
	Cost of Risk (bps)	73	51	(22)
	RoTE2 (%)	6.8%	7.2%	0.4pp
	Net income/ RWA	1.0%	1.1%	0.1pp
	CET1 ratio FL (%)	12.8%	12.5%	(0.3pp)
	Gross NPE ratio (%)	9.1%	5.9%3	(3.2pp)

1. Excluding REPOs 2. Excluding AT1 from shareholders' equity 3. Calculated according to ECB methodology Note: 2019 normalized data

1. The foundation of Banco BPM 2020-23 Strategic Plan: built on a strong track record and based on real delivery

2. An ambitious and credible Plan, addressing all stakeholders' expectations

3. Financial forecasts

4. Conclusions

BBPM Strategic Plan 2020-2023 Unlocking Our Potential | Building a Common Future | Investing in Our People

Demonstrated track record of delivery in the only sizable European SSM banking merger

Concrete and direct response to internal and external stakeholders, upholding ESG best standards

Attractive shareholder remuneration (€800+m dividends in 4 years) with solid capital position, fully confirmed even under V-shaped scenario

Transformation of the "way we do business" securing future sustainability