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Commerzbank AG — Interim / Quarterly Report 2013
Nov 8, 2013
81_rns_2013-11-08_1841be5f-9e80-4d29-a41a-b389043cb77e.pdf
Interim / Quarterly Report
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Commerzbank with strengthened capital ratios Group figures
Commerzbank – Figures, Facts, Targets
Investor Relations
3rd Quarter 2013
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 6, 2013
Commerzbank – Figures, Facts, Targets
Content
| Commerzbank financials at a glance |
|
|---|---|
| Group operating result of €103m in Q3 2013 ______ 2 |
|
| Group operating result reflects | |
| sale of UK CRE-portfolio | |
| Profit per quarter ________ 3 | |
| Commerzbank Group's income statement |
|
| Net interest income/ | |
| Net trading income ______ 4 | |
| Loan loss provisions by segment |
|
| Loan loss provisions ____ 5 | |
| Breakdown of net | |
| commission income | |
| 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 |
|
| New strategic agenda ___ 11 | |
| Segment structure | |
| of Commerzbank Group | |
| Operating profit by segment ____ 12 | |
| Segment reporting | |
| Value drivers ____ 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 CET 1 comfortably above 9% under phase-in Optimise capital allocation ______ 18 |
|
| Capital market funding Key figures of Commerz bank share _____ 19 |
|
| Commerzbank's shareholders Equity and market capitalisation _ 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 2 |
Q 2 2 0 1 3 |
Q 3 2 0 1 3 |
|---|---|---|---|
| O ti ul ( € ) t p e r a n g r e s m |
2 0 8 |
7 8 |
1 0 3 |
| 1) ( € ) N t ul t e r e s m |
6 7 |
3 4 |
7 7 |
| C 1 2. ( % ) Ti ti B 5 o r e e r r a o |
1 2. 2 |
1 2. 1 |
1 2. 7 |
| ( € b ) T ta l ts ( € ) n o a s s e m |
6 7 6 |
6 3 7 |
5 9 3 |
| R W A ( € b ) n |
2 0 6 |
2 0 6 |
1 9 7 |
| C B k (i cl O & C ) o r e a n n |
Q 3 2 0 1 2 |
Q 2 2 0 1 3 |
Q 3 2 0 1 3 |
| O ti ul t ( € ) p e r a n g r e s m |
6 8 5 |
4 6 5 |
3 7 5 |
| O R E ( % ) p. o |
1 4. 1 |
9. 9 |
7. 8 |
| C I R ( % ) |
6 9. 2 |
7 1. 0 |
7 2. 0 |
| Ri k d si f E D ( b s) ty s e n o a p |
2 7 |
2 7 |
2 9 |
| ( % ) L T D ti r a o |
7 7 |
7 4 |
7 5 |
| N C A |
Q 3 2 0 1 2 |
Q 2 2 0 1 3 |
Q 3 2 0 1 3 |
| O ti ul t ( € ) p e r a n g r e s m |
4 7 7 - |
3 8 7 - |
2 7 2 - |
| E D i cl N P L ol ( € b ) a n v u m e n |
1 6 0 |
1 3 6 |
1 2 4 |
| Ri k d si ty f E D ( b s) s e n o a p |
5 8 |
7 0 |
7 6 |
1) Attributable to Commerzbank shareholders
Group operating result of €103m in Q3 2013 - Sale of €5bn UK CREportfolio completely reflected in P&L and balance sheet
| S d ti o u n o p e r a n g f p e r o r m a n c e i Q 3 2 0 1 3 n |
G al t t bl d pi t f t d i i t t ni t i N C A › r o u p r e v e n u e s m o s s a e e s e a s e r r u n o w n n n e r e s e a r n g a s s e s n - C B k' t h l el Q 2 2 0 1 3 sl ig h t lo t h i P C d M S B › o r e a n s r e v e n u e s o n e s a m e e v a s a n g r o w n a n – b lo i C & M i li it h pi al k t t t u w e r r e v e n u e s n n n e w c a m a r e s L L P f € 4 9 2 i Q 3 2 0 1 3 i li it h ui d C B k' rt f ol io al it ai › s o m n n n e w o u r g a n c e o r e a n s p o q u y r e m n s – d it h N P L ti b el 2 % N C A it h si t t d t vi si ni s o n -r a o o c o n s e n p r e n p r o o n g u w w w u - S d ti it h b el € 1. 7 b bl d b in ff ic ie rt t t › e c o n c o n s e c u v e q u a e r w c o s s o w n e n a e y o n g o g c o s e n c y – - d b al d i h t t m e a s u r e s a n a a n c e n v e s m e n a p p r o a c G t ul t tt ri b t bl t h h ol d f € 7 7 € 4 3 i Q 2 2 0 1 3 › r o u p n e r e s a u a e o s a r e e r s o m v s. m n |
|---|---|
| S i if i t g n c a n d ti f r e u c o n o € 2 5 b i N C A n n |
W it h € 1 2 4 b ( 1 8 % ) d d f € 1 2 b al d hi d f Q 3 2 0 1 3 t t 5 › n y e a r- e n r u n o w n a r g e o n r e a y a c e v e a s o - - - C f Q € ( % ), f € f C f N A rt li d ti i 3 2 0 1 3 b 1 2 b 9 t h 5 b al U K R E rt li p o o o r e u c o n n y n e r e o n s e o p o o o - 4 4 % d ti t d i hi h ri k rt f ol io i C R E d S hi F in ( € 1 4 3 b t € 8 0 b ) › r e u c o n y n g e r s p o n a n p a n c e n o n |
| F rt h e r p r o g r e s s u i it l d n c a p a a n l ti e v e r a g e r a o s |
C % f T h k t el t d N A d B el I II h -i ti i d t 1 1. 0 › a n s o a c c e r a e r u n o w n a s p a s e n r a o m p r o v e o a s o - Q 3 2 0 1 3 ( B el I II f ul ly h d -i ti i d 8 6 % ) t a s p a s e n r a o n c r e a s e o B al h t d ti t € 5 9 3 b i t h C R D 4 l ti ( h -i ) t 4 .1 % › a n c e s e e r e u c o n o n m p r o v e s e e v e r a g e r a o p a s e n o |
Q3 2013 vs. Q2 2013
- -Group revenues almost stable despite faster run-down in interest earning assets in NCA
- LLP benefits from lower LLP level in NCA CRE (Q2 2013 including UK CRE sale)
- Operating costs for the second consecutive quarter below €1.7bn shows ongoing progress on cost management
- Significant de-risking in NCA by €12bn across all business units
1) Incl. sale of UK CRE-portfolio with P/L charges of €179m as communicated (Q2 2013: €134m LLP; Q3 2013 €-45m revenues) 2) Consolidated result attributable to Commerzbank shareholders
Profit per quarter
Commerzbank Group, in € m
1) attributable to CBK's shareholders; 2) Prior-year figures restated due to first-time application of the amended IAS 19
Commerzbank Group's income statement
| 1. 1. 3 0 9 2 0 1 3 - |
1) 1. 1. 3 0 9 2 0 1 2 - |
C h a n g e |
||
|---|---|---|---|---|
| i € n m |
in € m |
in € m |
in % |
|
| 4 ,4 6 8 |
4 ,7 5 9 |
2 9 1 - |
6 .1 - |
|
| -1 ,2 9 6 |
-1 ,0 4 6 |
2 5 0 - |
2 3. 9 |
|
| 3, 1 7 2 |
3, 7 1 3 |
5 4 1 - |
-1 4 .6 |
|
| 2 ,4 4 0 |
2 ,4 8 5 |
4 5 - |
-1 .8 |
|
| 2 3 4 |
4 7 2 |
2 3 8 - |
5 0 .4 - |
|
| 1 0 |
-1 6 9 |
1 7 9 |
||
| 5 0 |
3 4 |
1 6 |
4 7. 1 |
|
| -1 4 7 |
5 5 - |
9 2 - |
||
| 9 5, 7 5 |
6, 8 0 4 |
2 1 7 - |
1 1. 1 - |
|
| 5, 1 0 9 |
5, 2 5 4 |
-1 4 5 |
2 .8 - |
|
| 6 5 0 |
1, 2 2 6 |
5 7 6 - |
4 7 0 - |
|
| - | - | - | ||
| 4 9 3 |
4 3 |
4 0 5 |
||
| - | 8 3 - |
8 3 |
-1 0 0. 0 |
|
| 1 5 7 |
1, 1 0 0 |
9 4 3 - |
8 5 7 - |
|
| 6 0 |
3 2 9 |
2 6 9 - |
8 1. 8 - |
|
| 9 7 |
7 7 1 |
6 7 4 - |
8 7 4 - |
|
| 7 1 |
7 9 |
8 - |
-1 0. 1 |
|
| 2 6 |
6 9 2 |
6 6 6 - |
9 6 .2 - |
|
1) Prior-year figures restated due to first-time application of the amended IAS 19 and other disclosure changes
Net interest income/Net trading income
Commerzbank Group, in € m
1) Prior-year figures restated due to first-time application of the amended IAS 19 and other disclosure changes
Loan loss provisions by segment
Commerzbank Group, in € m
Loan loss provisions
Commerzbank Group, in € m
Breakdown of net commission income
Commerzbank Group, in € m
1) Prior-year figures restated due to disclosure changes
Operating expenses
Commerzbank Group, in € m
1) Prior-year figures restated due to first-time application of the amended IAS 19 and other disclosure changes
Profitability ratios
in %
1) Prior-year figures restated due to first-time application of the amended IAS 19 and other disclosure changes
Development of business volumes
Commerzbank Group, in € bn
1) after provisions; 2) Prior-year figures restated due to first-time application of the amended IAS 19
Claims on customers1)
Commerzbank Group
Probability of Default-Rating of Commerzbank
as of 30.09.2013, in %
1) Reduction of R1-portfolio in CEE predominantly based on rating restatement for Poland
Breakdown of assets
Commerzbank Group, in € m
Balance-sheet total
1) after provisions; 2) Prior-year figures restated due to first-time application of the amended IAS 19
Breakdown of liabilities
Commerzbank Group, in € m
1) Prior-year figures restated due to first-time application of the amended IAS 19
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
Taking into account the changed market environment, Commerzbank sets up its new strategic agenda
Segment structure of Commerzbank Group
| P C |
S M B |
C E E |
C & M |
N C A |
O t h e r s |
|---|---|---|---|---|---|
| P ri at C st v e u o m e rs R ai l d B si et a n u n e s s C st u o m e rs ( N E / S W ) W al th e M nt a n a g e m e Di B ki ct re a n n g C R al o m m e rz e |
C te B ki o rp o ra a n n g S tr at d e g y a n P je ct ro s S M E ( N W ) d a n ( S E ) L C te a rg e o rp o ra s ( N W ) d ( S E ) a n C te o rp o ra s In te at io al rn n Fi ci al n a n In it io st ut n s |
B R E B k a n › |
C te Fi o rp o ra n a n c e & E ui ty M rk et q a s C di ti o m m o e s Fi d In x e c o m e, C ci u rr e n e s C di P fo li t rt re o o M nt a n a g e m e C li nt R el at io hi e n s p M nt a n a g e m e R h e s e a rc N Y rk e w o C O O |
C ia l R al o m m e rc e E st at e D ut h e s c e S hi ff b k c s a n P bl ic Fi u n a n c e |
G S rt ro p p p o u u F ct io u n n s G T ro u p re a s u ry |
| Fi f 3 0. 9. 2 0 1 g r e s a s o u |
3 | ||||
| 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 n) |
| 2 9 |
5 7 |
1 4 |
2 8 |
6 5 |
1 2 |
| E D (€ b n) a |
E D (€ b n) a |
E D (€ b n) a |
E D (€ b n) a |
E D (€ b n) a |
E D (€ b n) a |
| 8 2 |
1 1 8 |
2 5 |
6 5 |
1 1 3 |
4 0 |
Operating profit by segment1)
in € m
2) transferred to C&M 1) Prior-year figures restated due to first-time application of the amended IAS 19 and other disclosure changes
Segment reporting
Commerzbank Group, 1.1.-30.9.2013, in € m
| P C |
M S B |
C E E |
C & M |
N C A |
O & t h e r s C li o n s o d ti a o n |
T t al o |
|
|---|---|---|---|---|---|---|---|
| N t i t st i e n e r e n c o m e |
1, 3 2 5 |
1, 3 1 5 |
3 1 3 |
1, 1 3 0 |
4 1 1 |
2 6 - |
4, 4 6 8 |
| L l vi si o a n o s s p r o o n s |
9 3 - |
3 3 1 - |
8 3 - |
2 | 7 6 5 - |
2 6 - |
-1 ,2 9 6 |
| ft N t i t st i e n e r e n c o m e a e r lo l vi si a n o s s p r o o n s |
1, 2 3 2 |
9 8 4 |
2 3 0 |
1, 1 3 2 |
3 5 4 - |
5 2 - |
3, 1 7 2 |
| N t is si i e c o m m o n n c o m e |
1, 1 9 6 |
8 1 5 |
1 5 0 |
2 6 7 |
4 4 |
3 2 - |
2, 4 4 0 |
| N t tr di i t + e a n g n c o m e n e in f h d c o m e r o m e g e t. a c c o u n |
2 | 7 | 8 4 |
8 5 |
5 5 - |
1 1 1 |
2 3 4 |
| N t i st t i e n v e m e n n c o m e |
9 | 2 4 |
1 3 |
7 5 |
-1 4 5 |
1 6 |
1 0 |
| C f t t i u rr e n n e n c o m e r o m ni t d f c o m p a e s a c c o u n e o r si h ui th d t t u n g e e q y m e o |
2 5 |
7 | - | 1 0 |
8 | - | 5 0 |
| O th t i e r n e n c o m e |
3 5 - |
2 7 |
2 8 |
4 3 |
1 9 |
2 2 9 - |
-1 4 7 |
| I b f L L P n c o m e e o r e s |
2, 5 2 2 |
2, 2 1 3 |
5 8 8 |
1, 6 1 0 |
2 8 2 |
1 6 0 - |
7, 0 5 5 |
| O ti p e r a n g e p e n s e s x |
2, 2 6 4 |
9 9 1 |
3 1 5 |
1, 0 0 3 |
2 6 2 |
2 7 4 |
5, 1 0 9 |
| O ti fi l t p e r a n g p r o o r o s s |
1 6 5 |
8 9 1 |
1 9 0 |
6 0 9 |
7 4 5 - |
4 6 0 - |
6 5 0 |
| I ai ts f d ill m p r m e n o g o o w d b d a n r a n n a m e s |
- | - | - | - | - | - | - |
| R st ct ri e r u u n g e x p e n s e s |
- | - | - | - | - | 4 9 3 |
4 9 3 |
| fr N t ai r l al e g n o o s s o m s e f di al o s p o s g r o u p s |
- | - | - | - | - | - | - |
| fi P -t t l r e a x p r o o r o s s |
1 6 5 |
8 9 1 |
1 9 0 |
6 0 9 |
7 4 5 - |
9 5 3 - |
1 5 7 |
Value drivers
Commerzbank Group, 1.1.-30.9.2013
| P C |
M S B |
C E E |
C & M |
N C A |
O & t h e r s C li o n s o d ti a o n |
T t l o a |
|
|---|---|---|---|---|---|---|---|
| A pi t l v e r a g e c a a pl d ( € ) e m o y e m |
3 9 6 7 , |
5 9 3 2 , |
1, 6 7 3 |
3 ,1 2 1 |
9 6 8 0 , |
4 2 1 7 , |
2 8 5 9 0 , |
| R W A ( d f ri d ) e n o p e o |
2 9 2 0 9 , |
5 7 3 5 4 , |
1 4 0 9 1 , |
2 8 0 9 1 , |
5 6 4 1 3 , |
1 2 ,1 3 0 |
1 9 7 2 8 7 , |
| O ti p e r a n g t/ in c o s c o m e ti ( % ) r a o |
8 9 8 |
4 4 8 |
5 3 6 |
6 2 3 |
9 2 9 |
7 2 4 |
|
| O ti t p e r a n g r e u r n 1) ui t ( % ) o n e q y |
5 5 |
2 0 0 |
1 5 .1 |
2 6 0 |
1 0 3 - |
1 4 5 - |
3 0 |
| S ff ( t a a v e r a g e h d t) e a c o u n |
1 0 8 7 4 , |
3 5 7 4 , |
0 1 7 7 , |
2 0 0 5 , |
6 8 4 |
1 8 3 8 0 , |
1 9 5 5 7 , |
1) annualised
Private Customers
| C b k ' S i t t o m m e r a n s r a e g c z P it i o s o n |
O f h l d i ri b k i G it h b l t t t t n e o e e a n g p v a e c u s o m e r a n s n e r m a n y w s a e › t b f b t 1 1 ill i ri 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 i d g n a o n w e c o v e r a g e G O d ir t l d i it i li B k d i c o m e c r o u p : e a n g p o s o n a s n n e r o e r a n n › li ri ti b i f i t o n n e s e c u e s u s n e s s o r n v e s o r s O f h l d i lt h i G it h l t 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 w e c o v e r a g e H i h tt ti it f ri t b k i 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 i l i f b i t t r o n g p r o e r o n a n c a s e r c e s o r s n e s s c s o m e r s v v u u › |
|---|---|
| P fi b il it D ri t r o a y v e r s |
B i d l i t tl b d t ri t ti t h h u s n e s s m o e c o n s 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 b i d it i l l t t t t t e g a n n g c u s o m e r r u s y r e v e r s o n o r a o n a v a u e s › f h ir d t t h b t 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 r e n g e n n g e b i it h i ti t b ll i i u s n e s s w o u r e x s n g c u s o m e r a s e a s w e a s g a n n g t n e w c u s o m e r s f O L -t d i ti li B k i d b h o n g e r m m o e r n s a o n o o u r n n e a n n g a n r a n c › t k t b i t t d lt i h l b k n e w o r o e c o m e a n n e g r a g e m u c a n n e a n |
| S G t t i l r a e g c o a s |
G ' f f T b b k h i h i ti t d ri t t o e e r m a n y s a n o c o c e o r s o p s c a e p v a e c u s o m e r s › b li t t h d fi t b ili t y q u a y g r o w a n p r o a y , B i T h b k i d " f t t e n g e a n a o r s e o r o r c s o m e r s y u u u › " A b rt i i ti i l -t t h t d o v e a v e r a g e p a c 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 a n s r a e g c z 1 ) P it i o s o n |
f G " " L d i it i t h M it t l t d i d ti k t e a n g p o s o n o r e e r m a n e s a n n o m e s c m a r e › d b d a n a r o a S t i b l d t t i rt f t h ti " M it t l t d " u s a n a e a n s r a e g c p a n e r o r e e n r e e s a n a c r o s s › k t l m a r e c y c e s O f f t h l d i b k i i t d i i t h E n e o e e a n g a n s n o r e g n r a e s e r v c e s n e u r o z o n e › ll i E ti rl d i d t t a s e a s n r o p a m e n r a n s a c o n s o e w u y w w C i i d t b l b i d l: |
|---|---|
| P fi t b il it D ri r o a y v e r s |
o n v n c n g a n s a e u s n e s s m o e U ri l d i l i d ti k t d d 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 › i ti l k 2) t t n e r n a o n a n e w o r |
| R l ti h i b d i h i ti l l ti f t e a o n s p a s e s e r c e a p p r o a c a m s a o p m a s o o n s o r › v u - h i d i i d l li t e a c n v u a c e n fi F i t d rt i t rt li t i i d o r e g n r a e e x p e s e o s u p p o o u r c e n s n n a n c n g a n › i f f i d ti it i t p r o c e s s n g o o r e g n r a e a c v e s C li ri it l k k h d b C & t- t t 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 t it d d i t d t t h " M it t l t d " a r e s u n s e c a e o s e r v e e e s a n R ili t lt i 2 0 0 9 li d K P I i ti ti ri e s e n r e s u s s n c e s o s n c o m p e v e c o m p a s o n › , ( C ) R E I R o , |
|
| S i G l t t r a e g c o a s |
F h i d h i f it i b rt t t e r e p a n s o n a n s r e n g e n n g o o r p o s o n u x u y : G i i ll li t d i i h f ll t i a n n g n e w s m a c a p c e n s a n n c r e a s n g o u r s a r e o w a e n › t h i d /l li t t e m a r g e c a p c e n s e g m e n |
| 1) rd in to st i at 2 ) 1 5 0 lo at io a c c o g o w n e m e s c n |
I t ti l t h b li i ti b i d l n e r n a o n a g r o w y s c a n g e x s n g u s n e s s m o e › E i f h d d fi b i t t t e n s 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 s n e s s x u › F rt h ti i ti f t d i i t u e r o p m z 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 › f fi i e c e n c y in G 3 0 in te at io al b h lo b al et rk f d nt b k > s e r m a n y, rn n ra n c e s, g n w o o c o rr e s p o n e a n s |
Central & Eastern Europe
| C S b k ' t t i o m m e r z a n s r a e g c P it i o s o n |
T h l d i G b k i P l d it h h 4 ill i t e e a n g e r m a n a n n o a n m o r e a n m o n w 1) t c s o m e r s u F i C b k ' k i i f ll i t o c u s n g o n o m m e r z a n s e y c o m p e e n c e s n u s e r v c e b k i i P l d d d ir b k i i P l d C h R b li t a n n g n o a n a n e c a n n g n o a n z e c e p u c , d S l k i a n o v a a C t ti fi t b l i t h it h i t h k t o n c e n r a o n o n p r o a e o r g a n c g r o w w n e s e m a r e s |
|---|---|
| P fi t b il it D ri r o a y v e r s |
N B k b k i l tf i t d d i i d b t e w m a n a n n g p a o r m n r o u c e w n n n g a w a r s a s e s › , 2) li b k d b t b il b k i t h rl d o n n e a n a n e s m o e a n n e w o fi F i t b l b i o c u s n g o n p r o a e c o r e u s n e s s O f f ti i ti d t rt li p m z a o n o p r o u c p o o o f D l t b i d e v e o p m e n o n e w u s n e s s a n r e v e n u e s o u r c e s O f fi i i n g o n g e c e n c y m e a s u r e s |
| S G t t i l r a e g c o a s |
F h i i fi b ili i b k i f d h rt t t t t u e r n c r e a s n g p r o a y n c o r p o r a e a n n g o c u s e g r o w , i il b k i t n r e a a n n g S ri ri k ti f fi i i d t t t, t c s m a n a g e m e n c o n n o s e c e n c m p r o e m e n a n u u y v d l f t t e e o p m e n o n e r e e n e s r e a m s v w v u F h d l f b i d l b i i d rt t e r e e o p m e n o s n e s s m o e s e g s n e s s m a n u v u u x , ti l ll o p e r a o n a e c e e n c e x |
| 1) fe K N F R b b k rk i rt ut et r e re n c e: e p o a o a n m a |
P ol d H 1/ 2 0 1 3; n a n |
2) Global Efma competition "Distribution and Marketing Innovation Awards". mBank outpaced 158 banks from 54 countries on five continents
Corporates & Markets
| C S b k ' t t i o m m e r z a n s r a e g c P it i o s o n |
L i t ti l i h l it h t it t t t h h a r g e n e r n a o n a n c e p a y e r w s r o n g c o m m m e n o e o m e › k & h i d E i d f d l b l t t m a r e e e r r o p e a n r e g o n a n a o c s e g o a p r e s e n c e w u u C li t- t ri b i d l b il t l -t l ti h i › e n c e n c u s 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 d i d i t t t rt e a s p r o c a n n s r s e c o r e p e s e w u u y x 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 if i d b i d l it h f t t i ill C t › v e r s e u s n e s s m o e w o u r s r a e g c p a r s : o r p o r a e F i E it M k & C d it i F i d I & t 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 C f i d d it P rt li M t u r r e n c e s a n r e o o o a n a g e m e n S t it t t ti i d it l d b l h t › r o n g c o m m m e n o o p m s e c a p a a n a a n c e s e e u s a g e f fi d t i a n c o s e c e n c y |
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|---|---|---|---|---|
| P fi b il it D ri t r o a e r s y v |
C G ' f lli t t h t i li t h i r o s s s e n g o e r o u p s e x e n s v e c e n r a n c s e › - A k l d d d t rt i c n o w e g e p r o u c e x p e s e : › T h E l S 2 0 1 3 T it i h l d i G t t › o m s o n e r e o p p o s o n a s e e a n g e r m a n x u v y : C i li t b k i l. N .1 L d i B k F ir T t s p e c a s r o e r, n c o e a n g r o e r a g e m o p o u n r y , R h f t h i t h ti d T A l t k i e s e a r c o r e s x c o n s e c u v e y e a r a n o p n a y s r a n n g s E k 2 0 1 3 N 2 O ll M I i F i i l I ti ti t t › r o e e o e r a o s m p r e s s e n a n c a n s o n s u w : v v u G ( F I G ) H N 2 M t I i H f F I G r o u p o u s e o o s m p r e s s v e o u s e o r , S b d i d D b N 3 M I i F I G T i E t t, t o r n a e e o o s m p r e s s e e a m n r o p e u v u C f S d B d A d 2 0 1 3 N .1 I ti E 5 0 0 M E › o v e r e o n w a r s : o n n o v a o n o r u r m S t t d C d B d A l d d T h C I ti A d r u c u r e o v e r e o n s o a w a r e e o v e r n n o v a o n w a r E F X S 2 0 1 3 N 2 T h i l A l i N 3 M t › r o m o n e r e o e c n c a n a s s o o s u y u v y : y , i d l b i ti t ti t fi i l ti m p r o v e v o u m e y n s u o n y p e n o n n a n c a c o r p o r a o n s – - |
|||
| S t t i G l r a e g c o a s |
S t t h E k t l d h i i ri ti d d t r e n g e n u r o p e a n m a r e e a e r s p n s e c u s e p r o u c s › E h it i i i C d it I R d F X ri k l ti t n a n c e p o s o n n g n r e a n s m a n a g e m e n s o o n s u › , f C f F rt h i E D b t it l M k t h i u e r r e n o r c e u r o p e a n e a p a a r e s r a n c s e › S h d i ri b ti i ti ti l li t t t t t t r e n g e n s o n o n s o n a c e n s › u u |
Non-Core Assets (NCA)
| 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 f f b k h t d rt li i d d d it o m m e r z a n a s a s r o n g r e c o r o p o o o w n o w n e s p e a › h ll i ir t v e r y c a e n g n g e n v o n m e n 2 0 0 8 Q 3 2 0 1 3 C f ( B t Y E d N A rt li d ti E D i l. e w e e n a n p o o o r e u c o n a n c › ) f 6 0 % € 1 2 N P L l t t 4 b o a m o s o n |
|---|---|
| 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 e p r e s e r n g r n o n o c s o n a s p o o o r e c o n a n u v u w w u u › ri k it i ti s m g a o n K ti ti ri f h f li d t t t t rt e q a n a e s e e n g p a r a m e e r s o r e p o o o r n o n › y u v u w ill b t it l li f d d ti f rt f li l 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 it i k li t ti t ri t ill b ri 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 s › , d ti t b ili ti f l d ti f l it r e u c o n s a z a o n o c o v e r p o o s r e u c o n o c o m p e x y , , W i d d d it rt f li i ti it h li t n o w n c r e p o o o n c o o p e r a o n w c 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 ri k tl k n e g a v e s o u o o |
| S t t i l r a e g c g o a s |
f f € E D d ti V l i rt li d ti 1 2 4 b a r e u c o n : a u e p r e s e r v n g p o o o r e u c o n r o m n › - ( Q ) if € ( ) 3 2 0 1 3 t i i tl l t h 9 0 b Y E 2 0 1 6 l d o s g n c a n y e s s a n n p a n n e f f A ti rt li t: ti i rt li d ti b i t t c v e p o o o m a n a g e m e n o p m s e p o o o r e u c o n y c o n s s e n › ri h ll l t t s e e n g a p p r o a c a c r o s s a a s s e c a s s e s F h ti i i d f d i it h f d rt t t u e r o p m s e a c c o m p a n e u n n g s r u c u r e w o c u s o n s e c u r e › f d i n n g u O ti l f h i f h b ili d b ti ti f f rt t t p e r a o n a r a n c s e e r s a e m o a n g s a u z y v › |
New brand promise: "The bank at your side"
Group equity definitions
| R il i ti f it d fi it i e c o n c a o n o e q e n o n s u y |
E | it q u |
f b i R E y a s s o r o |
||
|---|---|---|---|---|---|
| E ui t d fi ni ti in € q y e o n s m |
Q 3 2 0 1 3 E d f ri d n o p e o |
9 M A v e r a g e |
|||
| S b ri b d pi ta l u s c e c a |
1, 1 3 9 |
2, 9 5 9 |
|||
| C pi ta l r a e s e rv e |
1 9 3 8 5, |
1 2, 8 6 0 |
|||
| R et ai d in n e e a rn g s |
1 0, 7 0 0 |
1 0, 8 3 8 |
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| Si le nt rti ci at io S F Fi n/ A lli p a p n s o a n z |
0 | 1, 1 8 8 |
|||
| C sl io tr at rr e n c a n n re s e rv e u y |
-1 8 0 |
-1 4 8 |
|||
| 1) C & ol id at d P L o n s e |
2 6 |
3 8 |
|||
| In s' C pi al it h ol li i t t t tr t t v e s o r a w o u n o n c o n n g n e r e s s - |
2 7, 6 2 3 |
2 7, 7 3 5 |
B si f R E t fi t a s o r o o n n e p r o |
||
| 2) N lli in (I F R S ) nt te st o n- c o ro n g re s |
8 9 5 |
8 5 5 |
|||
| In t s' C pi t al v e s o r a |
2 8, 5 1 8 |
2 8, 5 9 0 |
B si f ti R E d -t R E a s o r o p e r a n g o a n p r e a x o |
||
| C pi ta l d d ct io d ill d ot h dj st nt a e u n s, g o o w a n e r a u m e s |
3, 6 1 5 - |
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| B el II pi t al it h t h b ri d pi t al a s c o r e c a w o u y c a |
2 4, 9 5 7 |
||||
| H b ri d pi l ta c a y |
8 1 6 |
||||
| B el II Ti r I pi t al a s e c a |
2 3 5, 7 7 |
1) After deduction of distribution to silent participants; 2) excluding: Revaluation reserve and cash flow hedges
Average capital employed within Commerzbank Group
Average, 1.1.-30.9.2013
Note: estimated impacts as of Q3 2013, numbers may not add up due to rounding
Optimise capital allocation: RWA reduction in NCA results in significantly improved capital allocation in 2016
1) figures according to current NCA structure
Commerzbank issues Pfandbriefe to reduce funding costs and diversify funding structure
Senior Unsecured
- Focus on private placements
- €1.9bn senior unsecured funding until Q3 2013
Subordinated Bond
USD 1.0bn lower Tier 2 (144a/Reg S) in Q3 2013
Covered Bonds
- Two inaugural covered bonds issued until Q3 2013 with attractive funding levels to reduce overall funding costs
- €500m 5Y inaugural SME structured covered bond as innovative structure to refinance SME business
- First Pfandbrief of Commerzbank AG; €500m 5Y public-sector Pfandbrief to refinance guaranteed export finance business of MSB
- In October 2013: First Mortgage Pfandbrief of Commerzbank AG; €500m 7Y at Euro MS flat to refinance PC loan business
Key figures of Commerzbank share
1) result for the quarter on accumulative basis; 2) Prior-year figures restated due to first-time application of the amended IAS 19;
3) prior-year figures restated due to 10:1 reverse stock split
Commerzbank's shareholders
as of 30.09.2013
Equity and market capitalisation
Commerzbank Group, in € bn
1) as shown in balance-sheet; 2) Prior-year figures restated due to first-time application of the amended IAS 19
Performance of the Commerzbank share
Month-end figures, January 2011 = 100
Trading volume1) of the Commerzbank share
in € bn
1) Xetra, Xetra Frankfurt Specialist, Tradegate, source: Deutsche Börse
Offices of Commerzbank Group wordwide
as of 30.9.2013
Personnel data
| 1) C b k G o m m e r z a n r o u p |
2 0 1 0 |
2 0 1 1 |
2 0 1 2 |
3 0 9 2 0 1 3 |
|---|---|---|---|---|
| E l m p o y e e s |
5 9 ,1 0 1 |
5 8 ,1 6 0 |
5 3 6 0 1 , |
5 3 6 4 9 , |
| G i n e r m a n y |
4 5 3 0 1 , |
4 4 4 7 4 , |
4 2 8 5 7 , |
4 1 8 0 4 , |
b d a r o a |
1 3 8 0 0 , |
1 3 6 8 6 , |
1 0 7 4 4 , |
1 1 8 4 5 , |
1) year-end figures
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.
2014 Financial Calendar
| February 13, 2014 | Annual Results Press Conference |
|---|---|
| End-March 2014 | Annual Report 2013 |
| May 8, 2014 | Annual General Meeting |
| May 9, 2014 | Interim Report as of March 31, 2014 |
| August 7, 2014 | Interim Report as of June 30, 2014 |
| November 6, 2014 | Interim Report as of September 30, 2014 |
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 [email protected]