Commerzbank AG — Earnings Release 2012

Nov 8, 2012

Commerzbank targets 2016

Commerzbank – Figures, Facts, Targets

Investor Relations

3rd Quarter 2012

Authorised by "Bundesanstalt für Finanzdienstleistungsaufsicht" and by the Financial Services Authority; regulated by the Financial Services Authority for the conduct of UK business.

This publication appears four times a year to accompany the quarterly results and the annual financial statements.

This publication can also be found on Commerzbank's website, in German and English.

German: www.commerzbank.de Investor Relations Investor Relations Publikation English: www.commerzbank.com Investor Relations Investor Relations Publication

Completed on November 7, 2012

Commerzbank – Figures, Facts, Targets

Content

Commerzbank Financials at a glance
Core Bank with solid result ______ 2
Group revenues decline
due to NCA development Profit per quarter ________ 3
Commerzbank Group's
income statement
Net interest income ______ 4
Loan loss provisions by segment
Breakdown of net
commission income _____ 5
Net trading income and net income from hedge accounting
Operating expenses _____ 6
Profitability ratios
Development of business volumes ______ 7
Claims on customers
Probability of default rating ______ 8
Breakdown of assets
Breakdown of liabilities ___ 9
Revaluation reserve
RWA, Tier 1 capital ratio, total capital ratio and
core Tier 1 capital ratio __ 10
Commerzbank is more resilient
than before Dresdner Bank acquisition
Capital management will remain key for Commerzbank ___ 11
Segment reporting
Value drivers ____ 12
Operating profit by segment
New Segment structure of
Commerzbank Group ___ 13

Private Customers
Mittelstandsbank _______ 14
Central & Eastern Europe
Corporates & Markets ___ 15
Non-Core Assets
New brand promise:
"The bank at your side" __ 16
Group equity definitions
Average capital employed within
Commerzbank Group ___ 17
Basel III Core Tier I
Optimise capital allocation ______ 18
Capital market funding
Key figures of Commerz
bank share _____ 19
Commerzbank's shareholders
Equity and market capitalization _ 20
Performance of the
Commerzbank share
Trading volume of the
Commerzbank share ____ 21
Offices of Commerzbank
Group worldwide
Personnel data ________ 22

All figures – if not stated otherwise – according to IAS/IFRS

Commerzbank Financials at a glance

G r o u p	Q 3 2 0 1 1	Q 2 2 0 1 2	Q 3 2 0 1 2
O ti fi ( € ) t p e r a n g p r o m	8 5 5 -	4 5 1	2 1 6
C Ti I ti B 2. 5 ( % ) o r e e r r a o	9. 4	1 2. 2	1 2. 2
R W A ( € b ) n	2 4 4	2 1 0	2 0 6
1) L ti ( % ) e e r a g e r a o v	2 2	1 9	1 9
C (i O & C ) B k cl o r e a n n	Q 3 2 0 1 1	Q 2 2 0 1 2	Q 3 2 0 1 2
O ti fi t ( € ) p e r a n g p r o m	8 6 8	5 8 0	6 9 2
O R E ( % ) p. o	1 6. 4	1 2. 6	1 2. 9
C I R ( % )	6 4. 7	7 0. 0	6 8. 9
Ri k d si ty f E D ( b s) s e n o a p	3 1	2 8	2 7
L T D ti ( % ) r a o	8 5	7 8	7 7
N C A	Q 3 2 0 1 1	Q 2 2 0 1 2	Q 3 2 0 1 2
O fi ( € ) ti t p e r a n g p r o m	-1 ,5 1 1	-1 4 9	4 7 6 -
)2 ) ( € E D ol b a v u m e n	1 9 2	1 5 5	1 4 8
f ( s) Ri k d si ty E D b s e n o a p	3 6	5 1	5 8

1) excl. trading assets. 2) EaD performing book only.

Group Operating profit of €216m – Core Bank with solid result

G ti fi f € 2 1 6 ti l f f d b N C A t t r o u p o p e r a n g p r o o m n e g a v e y a e c e y –
O ti fi t i C B k it h € 6 9 2 b 1 9 % rt l rt d b p e r a n g p r o n o r e a n w m u p y q o q p a y s u p p o e y - - , f f f f t o n e o e e c s -
S li h t i i N C I i l i h t f it i k t ti t, h il N II i i g n c r e a s e n n g o p o s v e m a r e s e n m e n w e m a r g n r e m a n s b d d s u u e
E f fi i i i f f G C I R b l 7 0 % c e n c y g a n s a r e p a y n g o r o u p e o w - –
R W A l t fl t t € 2 0 6 b C T i I ti t 1 2 2 % a m o s a q o q a n o r e e r r a o a - - ,

• • Decline in NCA resulting from valuation effects on derivatives and hedge positions Slight net LLP increase on Group level – higher net LLP in CRE hot spot markets not fully
• compensated by net releases in MSB and C&M
• -Costs remain stable despite headwinds thanks to efficiency gains
• -Higher tax charge due to revaluation of DTA in UK business units

1) consolidated result attributable to Commerzbank shareholder.

Profit per quarter

3

	1. 1. 3 0. 9. 2 0 1 2 -	1. 1. 3 0. 9. 2 0 1 1 -	C h	a n g e
	€ i n m	in € m	in € m	in %
N t i nt st i e e r e n c o m e	4, 1 4 1	5, 1 0 6	9 6 5 -	-1 8. 9
L lo vi si o a n s s p r o o n s	-1 ,0 4 6	-1 ,0 0 9	3 7 -	3. 7
N t i nt st i ft r l lo vi si e e r e n c o m e a e o a n s s p r o o n s	3, 0 9 5	4, 0 9 7	-1 ,0 0 2	2 4. 5 -
N t is si in e c o m m o n c o m e	2, 4 4 0	2, 7 9 2	3 5 2 -	-1 2. 6
N t tr di i t i f h d nt + e a n g n c o m e n e n c o m e r o m e g e a c c o u	1, 1 5 8	1, 4 4 8	2 9 0 -	2 0. 0 -
N t i st nt i e n v e m e n c o m e	-1 6 9	2, 2 0 9 -	2, 0 4 0	9 2. 3 -
C nt t i f ni nt d f u rr e n e n c o m e r o m c o m p a e s a c c o u e o r si t h ui ty th d u n g e e q m e o	3 4	2 9	5	1 2 7.
O th t i e r n e n c o m e	5 5 -	4 0 7	4 6 2 -
f In b l l vi si c o m e e o r e o a n o s s p r o o n s	7, 5 4 9	7, 5 7 3	2 4 -	0. 3 -
O ti p e r a n g e x p e n s e s	5, 2 5 2	6, 2 2 0	9 6 8 -	-1 5. 6
O fi ti t l p e r a n g p r o o r o s s	1, 2 1 5	3 4 4	9 0 7
I ai f d ill d b d nt m p r m e s o g o o a n r a n n a m e s w	-	-	-
R st ct ri e ru u n g e x p e n s e s	4 3	-	4 3
N t nt ai r l th ct iv e m e a s u r e m e g n o o s s o n e p r o s p e e el li ri f di al s n g p c e o s p o s g r o u p s	8 3 -	-	8 3 -
P fi l -t t r e a p r o o r o s s x	1, 1 2 5	3 4 4	8 1 7
T in a x e s o n c o m e	3 2 4	5 4 -	3 7 8
C li d t d fi t l o n s o a e p r o o r o s s	8 0 1	3 9 8	4 0 3
tt ri b ut bl t nt ol li i nt st a a e o n o n c o r n g e r e s - -	9 7	6 7	3	3. 9
C tt ri b ut bl t B K h h ol d a a e o s a r e e rs -	7 2 2	3 2 2	4 0 0

Net interest income

Loan loss provisions by segment

Commerzbank Group, in € ^m

Breakdown of net commission income

Net trading income and net income from hedge accounting

Commerzbank Group, in € ^m

Operating expenses

Profitability ratios

Development of business volumes

661.8 675.6 754.3 206.3 236.6 267.5 327.8 296.6 293.4 31.12.2010 31.12.2011 30.9.2012 Balance-sheet total Risk-weighted assets Claims on customers Commerzbank Group, in € bn 1)

1) after provisions

Claims on customers1)

Commerzbank Group

Probability of Default-Rating of Commerzbank

Breakdown of assets

Commerzbank Group, in € ^m

Breakdown of liabilities

in € bn

RWA, Tier I capital ratio, total capital ratio and core Tier I capital ratio

1) The core Tier I capital ratio is the ratio of core Tier I capital (ordinary shares, retained earnings and silent participations) to risk-weighted assets

Commerzbank is more resilient than before Dresdner Bank acquisition

1) Commerzbank stand-alone figures; segmental structure as at year-end 2009.

Capital management will remain key for Commerzbank

11

Segment reporting

Commerzbank Group, 1.1.-30.9.2012, in € ^m

	P C	M S B	C E E	C & M	N C A	P R U	O t h & e r s C ol i o n s d ti a o n	T t al o
N i i et nt st er e n c o m e	1, 3 71	1, 5 0 0	3 61	3 7 5	5 0 2	4 2	-1 0	4, 1 41
L n l vi si o a o ss p ro o ns	-7 9	1 2	-8 1	-3 3	-8 6 2	-3	-	-1 ,0 4 6
N et i nt st i af te er e n c o m e r lo n l vi si a o ss p ro o n s	1, 2 9 2	1, 51 2	2 8 0	3 4 2	-3 6 0	3 9	-1 0	3, 0 9 5
N mi io n i et c o m ss n c o m e	1, 1 9 3	8 0 0	1 4 4	2 4 5	7 4	-	-1 6	2, 4 4 0
N et tr di g i et + a n n c o m e n in fr h d nt c o m e o m e g e a c c o u	2	-2 5	9 0	5 6 0	-1 91	1 4 6	5 7 6	1, 1 5 8
N et i st nt i n v e m e n c o m e	-2	-7	8	12 5	-3 3 6	2 8	1 5	-1 6 9
C fr nt et i ur re n n c o m e o m ni nt d fo c o m p a e s a c c o e r u si th ui ty et h d u n g e e q m o	1 6	3	-	12	-	-	3	3 4
O th et i er n n c o m e	-3 7	-1 9	2 8	-3 4	1 3	-	-6	-5 5
In b ef L L P c o m e or e s	2, 5 4 3	2, 2 5 2	6 3 1	1, 2 8 3	6 2	2 1 6	5 6 2	7, 5 4 9
O ati p er n g e x p e ns e s	2, 2 4 9	9 91	3 5 2	9 8 4	2 7 8	2 9	3 6 9	2 2 5, 5
O at in of it r l p er g pr o o s s	21 5	1, 2 7 3	1 9 8	2 6 6	-1 ,0 7 8	1 8 4	1 9 3	1, 2 51
I ai nt of d wi ll m p r m e s g o o d br d a n a n n a m e s	-	-	-	-	-	-	-	-
R st ct in e ru ur g e x p e ns e s	-	-	-	-	4 3	-	-	4 3
n/l N et nt ai m e a s ur e m e g o ss th cti ell in o n e pr o s p e v e s g ic of d is al pr e p o s g ro u ps	-	-	-8 3	-	-	-	-	-8 3
P -t of it r l re a x pr o o s s	21 5	1, 2 7 3	11 5	2 6 6	-1 ,1 21	1 8 4	1 9 3	1, 1 2 5

Value drivers

Commerzbank Group, 1.1.-30.9.2012

	P C	M S B	C E E	C & M	N C A	P R U	O t h & e r s C li o n s o d ti a o n	T l t o a
A pi al t v e r a g e c a pl d ( € ) e m o y e m	3 9 5 3 ,	5 8 1 6 ,	1, 7 9 3	3 ,1 8 6	1 0 ,1 3 2	1, 3 7 8	3 ,1 1 3	2 9 3 7 1 ,
R W A ( f ) d ri d e n o p e o	2 7 7 3 3 ,	5 3 5 1 6 ,	1 5 6 5 4 ,	2 9 8 9 1 ,	6 4 5 7 0 ,	-	1 4 9 4 8 ,	2 0 6 3 1 1 ,
O ti p e r a n g t/ in c o s c o m e ti ( % ) r a o	8 8 4	4 4 0	5 5 8	7 6 7				6 9 6
O ti t p e r a n g r e u r n 1 ) ( % ) ui t o n e q y	7 3	2 9 2	1 4 7	1 1. 1	-1 4 2			5 7
S t ff ( a a v e r a g e h d t) e a c o n u	1 7 2 4 2 ,	5 5 2 5 ,	8 8 3 5 ,	1, 8 7 6	7 6 5	2 4	1 8 8 3 9 ,	5 3 ,1 0 6

1) annualized

Operating profit by segment

in € ^m

1) transferred to C&M

-212

-45

2011 2012

1)

New Segment structure of Commerzbank Group

P C	M S B	C E E	C & M	C N A	O t h e r s
P ri at Cl ie nt v e s W al th e M nt a n a g e m e Di ct B ki re a n n g C R al o m m er z e	S G M B er m a n y L C at & ar g e or p or e s In io al te at rn n Fi ci al n a n In st it ut io n s	B R E B k a n B k F * a n or u m	E ui ty M k et & q ar s C di ti o m m o e s & Fi d In x e c o m e C ci ur re n e s C at Fi or p or e n a n c e Cl ie nt R el at io hi n s p M nt a n a g e m e R h e s e ar c C di t P tf ol io re or M nt a n a g e m e	C ci al R al o m m er e E st at e P bli Fi u c n a n c e D ut h e s c e S hi ff b k c s a n	G S t ro u p u p p or F ct io n n s u G T ro u p re a s ur y
f 3 0. 9. 2 0 1 Fi g u re s a s o	2
(€ n) R W A b	(€ n) R W A b	(€ n) R W A b	(€ n) R W A b	(€ n) R W A b	(€ n) R W A b
2 7. 7	5 3. 5	1 5. 7	2 9. 9	6 4. 6	1 4. 9
E A D (€ b n)	E A D (€ b n)	E A D (€ b n)	E A D (€ b n)	E A D (€ b n)	E A D (€ b n)
7 6	1 1 4	2 5	6 9	1 4 8	4 5

* Sale of Bank Forum (signed)

Private Customers

C b k ' S t t i o m m e r z a n s r a e g c P it i o s o n	S d l ri b k i G it h b l t t t t e c o n a r g e s p v a e c u s o m e r a n n e r m a n y w s a e › b f b 1 1 ill i ri t t t t c u s o m e r a s e o a o u m o n p v a e c u s o m e r s : O f t h l t ri t t b d i G it h n e o e a r g e s p v a e c u s o m e r r a n s n e r m a n y w › h i h ti id (t t: 1, 2 0 0 b h ) g n a o n w e c o v e r a g e a r g e r a n c e s d ir t G : l d i O li B k d k t l d i c o m e c r o p e a n g n n e r o e r a n m a r e e a e r n u › f li ri ti b si i t o n n e s e c u e s u n e s s o r n v e s o r s O f t h l d i lt h i G it h l n e o e e a n g e a m a n a g e r s n e r m a n a a r g e › w y w ti i d n a o n e c o e r a g e w v f H i h tt ti it ri t b ki t g a r a c v y o r p v a e a n n g c u s o m e r s › S i d f fi ci l i f b si tr t o n g p r o v e r o n a n a s e r v c e s o r u n e s s c u s o m e r s ›
P fi b il it D ri t r o a y v e r s	B si d l si t tl b d t ri t ti t h h u n e s s m o e c o n s e n y a s e o n c u s o m e r o e n a o n r o u g : › R i i t tr t b si t t d iti l l e g a n n g c u s o m e r u s y r e v e r o n o r a o n a v a u e s › h f ir d t t h b tr t h i t h s u c a s a n e s s a n c o m p e e n c e : e r e y s e n g e n n g e b si it h is ti t b ll i i n e s s o r e n g c s o m e r a s e a s e a s g a n n g u w u x u w t n e c s o m e r s w u L d is ti f O li B ki d b h -t o n g e r m m o e r n a o n o o u r n n e a n n g a n r a n c › k t n e w o r
S t t i G l r a e g c o a s	T b G 's N 1 b k f h is ti d ri b t t t o e e r m a n y o a n o r s o p c a e p v a e c u s o m e r s y › li h d fi b ili t t t t q u a y g r o w a n p r o a y , O h " C B k t t t u r c u s o m e r s s e e u s a s e u s o m e r a n › " A b i ci ti i l h d rt -t t t o v e a v e r a g e p a p a o n n o n g e r m g r o w r e n s ›

Mittelstandsbank

C b k ' S t t i o m m e r z a n s r a e g c 1 ) P it i o s o n fi P t b il it D ri r o a e r s y v	L d i b k f h G " M it ls d " i d ti k d t t t t e a n g a n o r e e r m a n e a n n o m e s c m a r e a n › b d a r o a S f " " t i b l d tr t i rt t h ti M it t ls t d s a n a e a n s a e g c p a n e r o r e e n r e e a n a c r o s s › u k t cl m a r e c y e s O f f t h t 3 b k i i t d i i t h E n e o e o p a n s n o r e g n r a e s e r c e s n e r o o n e › v u z ll i E ti rl d i d t tr a s w e a s n u r o p a y m e n a n s a c o n s w o w e C i ci d t b l b si d l: o n n n g a n s a e n e s s m o e v u U ri l d i l i d ti k d d t n v a e r e g o n a c o v e r a g e n o m e s c m a r e a n e n s e › 2 ) i t ti l t k
	n e r n a o n a n e w o r S ri l ti h i b d i h ri ti l u p e o r r e a o n s p a s e s e r v c e a p p r o a c e n s u n g o p m a › - l ti f h i d i i d l cl i t s o u o n s o r e a c n v u a e n f F i t d rt is t rt cl i t i i ci d o r e g n r a e e p e e o s p p o o r e n s n n a n n g a n › x u u si f f i d ti iti t p r o c e s n g o o r e g n r a e a c v e s C li t- tr i it l k t k h d b C t & e n c e n c c a p a m a r e n o o e n s r e o r p o r a e s › w w u y - M k it d d i d h " M it ls d " t t t t t t a r e s u n s e c a e o s e r v e e e a n R si li t lt si 2 0 0 9 t t d i K P I i ti ti e e n r e s u s n c e o u s a n n g s n c o m p e v e › , ri ( R E C I R ) c o m p a s o n o ,
S i G l t t r a e g c o a s	F rt h si d tr t h i f si ti l d i u e r e x p a n o n a n s e n g e n n g o o u r p o o n a s e a n g " " M it t ls t d b k b e a n s a n y : G i i ll cl i d i si h f ll i t t a n n g n e w s m a c a p e n s a n n c r e a n g o u r s a r e o w a e n › t h i d / l cl i t t e m a r g e c a p e n s e g m e n I ti l h b li is ti b si d l t t n e r n a o n a g r o w y s c a n g e x n g u n e s s m o e › E t si f h t d t d f i b si x e n o n o c a s m a n a g e m e n a n r a e n a n c e u n e s s › F h ti iz ti f d i i rt t t u e r o p m a o n o c u s o m e r p r o c e s s e s a n n c r e a s e n c o s › ff i ci e e n c y
1) di to st i at 2) 1 5 0 lo at io a c c or n g o w n e m e s c n s	in G 3 0 in te at io al b h 7 0 0 0 d nt b k > > er m a n y, rn n ra n c e s, c or re s p o n e a n s

Central & Eastern Europe

C b k ' S i t t o m m e r z a n s r a e g c 1) P it i o s o n	L d i G b k i C tr l & E t E it h t h e a n g e r m a n a n n e n a a s e r n u r o p e w m o r e a n 4 t rt i l rl t h h t h P li h B R E B k m c s o m e r s p a c a r o g e o s a n u u y u F si C b k' k ci i f ll i t o c u n g o n o m m e r z a n s e y c o m p e e n e s n u s e r v c e b ki d d ir t b ki a n n g a n e c a n n g C f tr ti ti t tt ti k t i t h i o n c e n a o n o o p e r a o n s o n m o s a r a c e m a r e s n e r e g o n v S li i f i l l f B k F tr t e a m n n g o n o n c o r e r e g o n a a s s e s e g s a e o a n o r u m - ,
P fi b il it D ri t r o a y v e r s	fi F si t b l b si o c u n g o n p r o a e c o r e u n e s s O ti iz ti f d t rt f li p m a o n o p r o u c p o o o D l t f b si d e v e o p m e n o n e w u n e s s a n r e v e n u e s o u r c e s O ff i i ci n g o n g e e n c y m e a s u r e s
S t t i G l r a e g c o a s 1) di to st i at a c c or n g o n e m e s w	fi f F rt h i si t b ili t i t b ki d t h e r n c r e a n g p r o a n c o r p o r a e a n n g o c s e g r o u y u w , i il b ki t n r e a a n n g R d ci is k t tr i t t t d d l t f e u n g r c o s s s c c o s m a n a g e m e n a n e v e o p m e n o , tr n e w r e v e n u e s e a m s F h d l f b si d ls b si i d rt t u e r e v e o p m e n o u n e s s m o e e g u n e s s m x a n , ti l ll o p e r a o n a e x c e e n c e C F si k t P l d i h i h b k lr d o c u n g o n c o r e m a r e o a n n w c o m m e r z a n a e a y h ti ti d t d h i t t ti l f d i a s c o m p e v e a v a n a g e s a n w e r e s e e s p o e n a o r m e u m t l -t b t h o o n g e r m a o v e a v e r a g e g r o w

Corporates & Markets

C b k ' S t t i o m m e r a n s r a e g c z P it i o s o n	L i t ti l i h l it h tr it t t h a r g e n e r n a o n a n c e p a e r s o n g c o m m m e n o o m e › y w k t & t h i d E i it h f d l b l m a r e e w e r u r o p e a n r e g o n w a o c u s e g o a p r e s e n c e C li i b si d l b il l l ti h i t- tr t -t › e n c e n c u n e s s m o e u o n o n g e r m r e a o n s p s a s ll d t d i d tr t rt is w e a s p r o u c a n n u s y s e c o r e x p e e P d t ri k t d d i t d ri t t d i d k › r u e n s m a n a g e m e n n o e c a e p r o p e a r y r a n g e s s – D i si fi d b si d l it h f i ill C tr t t › v e r e u n e s s m o e w o u r s a e g c p a r s : o r p o r a e F i E it M k t & C d iti F i d I & n a n c e q a r e s o m m o e s e n c o m e u y x , , C ci d C d it P rt f li M t u rr e n e s a n r e o o o a n a g e m e n S it ti is d it l d b l h tr t t t › o n g c o m m m e n o o p m e c a p a a n a a n c e s e e u s a g e d t ff i ci a n c o s e e n c y
fi P t b il it D ri r o a e r s y v	C lli h G 's si cl i fr h is t t t t r o s s s e n g o e r o u p e x e n v e e n a n c e › - A k l d d d t rt is c n o e g e p r o c e p e e › w u x : N N 1 si ti i 2 0 1 2 t h S A d › u m e r o u s o p o o n s n a c r o s s e c o p e w a r s , T h E l R h S E F X P ll, D h R is k t t o m s o n x e e s e a r c u r v e y u r o m o n e y o e u c e s , S D ri ti P ll d t h tr t d R t il P d t A d i b t h e v a v e s o a n e u c u r e e a r o u c s w a r s n o E d A si u r o p e a n a N 1 f G L h E k S d i d L A d t t t › o o r e r m a n o a n s a e u r o w e e y n c a e o a n s w a r s f f f t h l t ti d l d o r e a s o r c o n s e c e e a r s a n n m e r o s a c c o a e s o r o r u u v y u u u , i l t i C it l M k t t ti n v o v e m e n n a p a a r e s r a n s a c o n s
S t t i G l r a e g c o a s	E h si ti i i C d it, I R d F X is k t l ti & n a n c e p o o n n g n r e a n r m a n a g e m e n s o u o n s › f h d l si ti i f l i l tf rt tr u e r e v e o p p o o n n g o e e c o n c p a o r m s S tr t h E k t l d h i i it d ri ti e n g e n r o p e a n m a r e e a e r s p n e q e a e s › u u y v v F rt h i f tr t f i f h is u e r r e n o r c e s o n g c o r p o r a e n a n c e r a n c e ›

Non-Core Assets (NCA) 1)

C b k ' o m m e r z a n s p r o v e n t k d r a c r e c o r	C b k h tr d f rt f li i d d d it o m m e r a n a s a s o n g r e c o r o p o o o n o n e s p e a › z w w h ll i ir t v e r y c a e n g n g e n v o n m e n B t Y E 2 0 0 8 d 3 Q 2 0 1 2 N C A rt f li d ti f 4 5 % t e w e e n a n p o o o r e u c o n o o › € 1 6 0 b t h f: n e r e o C R E f li d d b 3 9 % € 6 b rt t 5 p o o o e c r e a s e y o n › P F rt f li d d b 5 1 % t € 7 7 b ( cl P F I) p o o o e c r e a s e y o n e x › S % € h i F i d d b 2 2 t 2 0 b p n a n c e e c r e a s e o n › y
R d t t u n o w n s r a e g y	V l i d it h f f f li d ti d t rt a u e p r e s e r v n g r u n o w n w o c u s o n a s p o o o r e u c o n a n › ri k iti ti s m g a o n K ti t ti t ri t f t h rt f li d e y q u a n a v e s e e n g p a r a m e e r s o r e p o o o r u n o w n › ill b it l li f d d ti f f li l t rt w e n e c a p a r e e a n r e u c o n o p o o o v o u m e I d d iti k li t ti t ri t ill b is k n a o n e y q u a a v e s e e n g p a r a m e e r s w e r › , f f d ti t b ili ti ls d ti l it r e c o n s a a o n o c o e r p o o r e c o n o c o m p e u z v u x y , , W i d d d it f li i ti it h cl i rt t n o w n c r e p o o o n c o o p e r a o n w e n s › A l t d ti i d d f t it h t it l li f d / c c e e r a e a c v e w n o w n o r a s s e s w n e c a p a r e e a n o r › ti is k tl k n e g a e r o o o v u
S t t i l r a e g c g o a s	f f Q E D d ti V l i rt li d ti 3 2 0 1 2 til a r e c o n a e p r e s e r n g p o o o r e c o n r o m n › u : u v u u - Y E 2 0 1 6 b 4 2 % l d € 9 3 b t y p a n n e o n F Y E 2 0 1 2 t Y E 2 0 1 6 R W A d ti f b t € 3 0 b ti ci r o m o r e u c o n o a o u n a n p a › - , f f € 2 t d i li d it l li b t 7 b e m p e c a p a r e e o a o u n – A ti rt f li t: ti is rt f li d ti b si t t c v e p o o o m a n a g e m e n o p m e p o o o r e u c o n y c o n s e n › t ri h ll t cl s e e n g a p p r o a c a c r o s s a a s s e a s s e s

1) Consisting of Public Finance, Commercial Real Estate and Ship Finance

New brand promise: "The bank at your side"

Group equity definitions

R ci li ti f it d fi it i e c o n a o n o e q u y e n o n s			E it b si f R E q u y a s o r o
E ui d ef in iti in € ty q o n s m	Q 3 2 0 1 2 E d f ri d n o p e o	9 M A v e ra g e
S b ib d pi l ta u s cr e c a	5, 8 2 8	5, 5 4 3
C pi ta l r a e s er v e	11 ,6 7 8	11 ,1 9 5
R et ai d ni n e e ar n g s	8, 9 0 0	9, 1 7 8
Si le nt ti ci at io S F Fi n/ Al lia p ar p n s o n z	2, 3 7 6	2, 4 9 3
C sl io tr at ur re n c y a n n re s er v e	-1 8 0	-2 3 7
C ol id d P & L* at o n s e	6 0 0	4 1 3
In st ' C pi ta l it h ut nt ol li in te st e o rs a o n o n- c o r n g re v w	2 9, 2 0 2 s	2 8, 8 5 5		f fi B si R E et t a s o r o o n n p r o
N nt lli in te st (I F R S ) o n- c o ro n g re s	8 3 6	7 8 6
In st ' C pi ta l v e o rs a	3 0, 0 3 8	2 9, 3 7 1		B si f ti R E d -t R E a s o r o p e ra n g o a n p re a x o
C pi ta l d d cti d wi ll d ot h dj st nt a e u o n s, g o o a n er a u m e s	-4 ,7 9 3
B el II pi ta l it h ut h b ri d pi ta l a s c o re c a w o y c a	2 5, 2 4 5
H br id pi ta l y c a	2, 2 6 5
B el II T ie r I pi ta l a s c a	2 7, 5 1 0

* After deduction of estimated pro-rated distribution to silent participants;** excluding: Revaluation reserve and cash flow hedges

Average capital employed within Commerzbank Group

Average, 1.1.-30.9.2012

• Private Customers €3,953m
• Mittelstandsbank €5,816m
• Central & Eastern Europe €1,793m
• Corporates & Markets €3,186m
• Non-Core Assets €10,132m
• Portfolio Restructuring Unit €1,378m
• Others & Consolidation €3,113m

Basel 2.5 Core Tier I and Basel III Core Tier I under phase-in

Note: estimated impacts as of September 2012

Optimise capital allocation: RWA reduction in NCA results in significantly improved capital allocation in 2016

Due to run-down of NCA and strong increase in client deposits no significant capital market funding in the medium-term required

Key figures of Commerzbank share

Commerzbank's shareholders

as of 30.9.2012

1) according to latest shareholder ID

Equity and market capitalization

Performance of the Commerzbank share

Month-end figures, January 2010 = 100

Trading volume1) of the Commerzbank share

Offices of Commerzbank Group wordwide

as of 30.9.2012

Personnel data

C G b k o m m e r a n r o p z u	2 0 0 9	2 0 1 0	2 0 1 1	3 0 9 2 0 1 2
E l m p o y e e s	6 2 6 7 1 ,	5 9 ,1 0 1	5 8 ,1 6 0	5 6 2 8 7 ,
in G e r m a n y	4 6, 4 8 7	4 3 0 1 5,	4 4 ,4 4 7	4 3 3 9 7 ,
b d a r o a	1 6, 1 9 3	1 3, 8 0 0	1 3, 6 8 6	1 2 8 9 0 ,

Notes

Disclaimer

Reservation regarding forward-looking statements

This publication contains forward-looking statements on Commerzbank's business and earnings performance, which are based upon our current plans, estimates, forecasts and expectations. The statements entail risks and uncertainties, as there are a variety of factors which influence our business and to a great extent lie beyond our sphere of influence. Above all, these include the economic situation, the state of the financial markets worldwide and possible loan losses. Actual results and developments may, therefore, diverge considerably from our current assumptions, which, for this reason, are valid only at the time of publication. We undertake no obligation to revise our forward-looking statements in the light of either new information or unexpected events.

2013 Financial Calendar

February 15, 2013	Annual Results Press Conference
End-March 2013	Annual Report 2012
May 7, 2013	Interim Report Q1 2013
May 22, 2013	Annual General Meeting
August 8, 2013	Interim Report Q2 2013
November 7, 2013	Interim Report Q3 2013

Commerzbank AG Head Office Kaiserplatz Frankfurt am Main

www.commerzbank.com

Postal address 60261 Frankfurt am Main

Group Management

Investor Relations Tel. +49 (0)69 / 136-2 22 55 Fax +49 (0)69 / 136-2 94 92

Mail ir@commerzbank.com