NLB — Annual Report (ESEF) 2023

Apr 12, 2024

NLB Group Annual Report 2023

Building on advantages of our home court

Overview

3 NLB Group at a Glance

4 Statement

Chairman of the Supervisory Board of NLB

8 Key Highlights

15 Shareholder Structure and Market Performance of NLB’s Shares and GDRs

20 Regulatory Environment

27 BUSINESS REPORT

30 Funding Strategy, Capital, and MREL Compliance

32 Risk Factors and Outlook

43 Overview of Financial Performance

46 Segment Analysis

Risk Management

94 IT and Cyber Security

110 Corporate Governance

113 Compliance and Integrity

126 Corporate Governance Statements

128 the 2023 Financial Year

158 Reconciliation of Financial Statements in Business and Financial Part of the Report

159 Alternative Performance Indicator

181 Organisational Structure of NLB

182 FINANCIAL RE

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368 Definitions and Glossary of Selected Terms

371 Forward-looking statements

The expectations, fore based on assumptions and are contingent on a number of factors that will come into play in the future. Consequently, the actual situation may turn out to be different.

3 NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

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NLB Group Annual Report 2023

Overview

Key Highlights

• NLB has been a member of the UNEP FI Net-Zero Banking Alliance since May 2022 and published its first NLB Group Net-Zero Disclosure Report in December 2023.
• Reduction of operational carbon footprint 2023 vs. 2022: -7.6%
• Stable investment grade rating from the S&P Global Ratings.
• Moody’s (unsolicited) long-term Credit rating at BBB.

Vision

Our strategic focus: Sustainable banking

Performance Overview

Total assets	EUR 3,109 million
Total operating income	EUR 1,093 million
Number of active clients
Employees
Number of banks	7

REGIONAL CHAMPION

Be a CLIENTS FIRST

Put GROW our market position OPPORTUNITIES AND SYNERGIES

Contents

NLB Group Annual Report 2023

• Overview
• MB Statement
• SB Statement
• Key Highlights
• Business Report
• Strategy
• Risk Factors & Outlook
• Sustainability
• Performance Overview

Chief executive officer

Peter Andreas Burkhardt

Members

• Antonio Argir
• Hedvika Usenik
• Andrej Lasič
• Archibald Kremser

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NLB Group Annual Report 2023

Overview

MB Statement

Esteemed Stakeholders,

The most inspiring success stories are never only written by great results, unique measures, or continuous winning streaks. They also come from defeats, born in a dignified way. Of joy and satisfaction, when achieving the almost impossible. And they are, above all, made up of indescribable feelings of belonging, homecoming, and our hearts and souls with and for our home region – and we live it every day.

With this in mind, we made sure that 2023 was truly another year to remember – one in which NLB Group demonstrated that its actions and with its strategic focus and business decisions laid the foundations for stable, profitable operations for years to come. All of this was accomplished in addition to our donations to continue to create better footprints, and by that improving the quality of life in South-eastern Europe.

In a continuously uncertain operating environment with escalating geopolitical tensions, the Group’s business model resilience remained one of the key distinguishing factors among the market participants. It provided for recurring solid performance that is characterised by robust net income after tax of EUR 550.7 million, further strengthening market shares across geographies, client segments, and product lines.

Among our key achievements, the acquisition process was successfully completed in September, within the envisaged timeframe and budget, as yet another indication of the Group’s proven capacity to acquire and seamlessly consolidate. The sale and purchase agreement for Summit Leasing Slovenia was signed in November. Subject to regulatory clearances, this transaction will boost NLB Group’s ambitions in the strategically important shareholders, and provide the clients with additional services and solutions.

The latter of these ambitions will also be supplemented in the future by expanding the offer of asset management of NLB Skladi to acquire a 100% shareholding in Generali Investments AD Skopje.

In 2023, the Group continued to focus on enhancing our customers’ user experience, as well as recognising Slovenia launched the new mobile and web application, "NLB Klik," upgraded the Group’s mobile wallet "NLB Pay" with Google Pay, and launched the NLB Smart POS solution for micro and small businesses.

We supported large regional infrastructure projects such as the Krivača and Selac wind power-plants, the Sava Congress Centre in Belgrade, and others. The Bank also successfully issued its first oversubscribed transaction which not only reflected the strong credit and performance of NLB Group, but also demonstrated that NLB has wide access to capital markets, and confirmed our focus on sustainable growth.

We published NLB Group’s first Net-Zero portfolio targets that outline our efforts and progress in aligning emissions with the Net-Zero pathways by 2050 or sooner, focusing on key sectors such as real estate. In NLB Group, we firmly support the transition to a low-carbon sustainable economy that will use resources more efficiently.

We believe, however, that a positive contribution to society is also achieved with direct and decisive actions whenever and wherever needed, which we have proven by further generous support that address the most pressing challenges of our societies, and in 2023 cumulatively amount to more than EUR 17 million.

In June, the Group contributed over EUR 1.35 million across its recipients covering a variety of societal challenges such as childcare, assistance for socially vulnerable families, support for the elderly, and aid for employees facing constraints due to illness during the August floods in Slovenia: to eliminate the consequences of which the Bank donated a total of EUR 9.5 million.

A total of EUR 4 million was allocated to the 20 most-affected municipalities; EUR 1 million was established for dozens of NLB’s impacted employees; and EUR 5 million was transferred to the budget of the Republic of Slovenia.

Furthermore, under the recently adopted regulations, starting in 2024, NLB will be obliged to pay an additional tax exceeding EUR 30 million annually for the next five years. Combining donations and the respective balance sheet tax, NLB will contribute significantly to the community.

2023 translated into significant added value for our shareholders. NLB has delivered on its commitment, performing substantial dividend payments of EUR 110 million in two tranches in cash dividends in a cumulative amount of EUR 500 million between 2022 and the end of 2025.

What is more, the business results of 2023 enabled us to significantly increase our future dividends after tax. In 2024, this translates to EUR 220 million in dividends, representing a 100% uptick from 2023, while at the same time maintaining capacity for organic and/or M&A driven growth for meaningful and value accretive acquisitions to further strengthen our position in target markets.

To complement a strengthened dividend pay-out in December 2023, the Group kicked-off successful operations and added value for all its stakeholders in the future. The details of future strategic priorities and ambitions of the Group will be disclosed at the upcoming Investor Day.

The improvements in the markets in the NLB Group have already been reflected in the improved ratings. Moody’s first upgraded NLB’s long-term deposits rating from Baa1 to A3 with a stable outlook, and later upgraded further.

NLB Group Annual Report 2023

Overview

Furthermore, the Group received a new ESG Risk Rating of 16.0 by Sustainalytics, thus improving the previous rating by 1.7 points. The improved rating ranks in the top 13 per cent among...

Anniversary of the NLB shares listing on the Ljubljana Stock Exchange, and of global share certificates at the London Stock Exchange, as well as the NLB stock reaching record valuations bringing investors 65% price return and more than 128% total return (including dividends), bringing annual return in excess of 17%. At the beginning of the year 2024, share price exceeded...

With shares and GDRs has in the past year materially improved, from combined average daily liquidity around EUR 500,000 in 2020 and 2021 to more than EUR 1,000,000 at the beginning...

Consistent strong performance. All of these accomplishments fuel our motivation to even more enthusiastically address key opportunities that lie ahead. We are fully aware that we can succeed...

In 2023, for the eighth year in a row, been awarded the renowned Top Employer certificate for the best employers, underscoring our focus on their learning and development. We are taking...

Ingredient our economies and businesses need to succeed on the global stage. We are finding inspiration in the effort, dedication, successes, and triumphs of athletes and in the dignity with...

Efforts contribute to a better quality of life in our home region. We are, last but not least, building our success on our home court advantage. And we are confident that the best for our NLB...

Management Team

Lasič Archibald Kremser Peter Andreas Burkhardt Antonio Argir Blaž Brodnjak

Member Member Member Member Member Chief executive officer

Chairman of the Supervisory Board of NLB

Dear shareholders, esteemed clients, valued employees and other interested stakeholders, 1 McKinsey & Co: The Global Banking Annual Review statement that the year 2023 has been transformational from a typical bank shareholder mindset perspective. Banks, in general, have generated record profits following the steepest and fastest years of banks’ profitability evolution bonanza, but (and it’s worth emphasising that "but") with considerable variation between banks, riding the tailwind. The time has come to talk about...

Consider it with a different mindset. As the McKinsey annual review of the sector 1 points out, regardless of what happens next, including cycle change and rate spread "normalisation", the...

Affecting three key banking pillars: the balance sheet, transactions, and distribution. This brings us to the main question: where is our NLB Group on this transition path? At the Supervisor...

Shareholder value. Namely, the banking valuation gap highlights a need for our business model to evolve alongside the three key pillars mentioned above. If the capital markets, on average...

Below) the cost of equity, where then is this "unlocking factor" that can persuade investors there is indeed a way to a long-term sustainable and highly profitable growth of NLB Group, wit...

Sector, carefully underwritten retail and corporate lending remain at the core of our activities. However, the two other "growing revenue pools" are also particularly interesting for the Group...

All their sub-segments. Unlike balance sheet conditioned growth in lending and deposit-taking (the balance sheet factor), where our commitment to organic and inorganic growth remains in...

The two segments also stand out as the largest value creation and total shareholder return generating sub-sectors across the financial institutions’ universe over the last decade. It is easy to...

Debt Primož Karpe Chairman of NLB Supervisory Board

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment

Insurance assets under management have been surpassing on-balance sheet growth over the last decade as the source of funding for investments in the real economy. Even our core SEE re.

Our growth (both geographic and organic) in the asset & wealth management market share proves that, and our adopted payments strategy focus adds further rationale to the above. Transactions players are no longer solely in the domain of banks. Banks have been selling and spinning off operations or acquiring them, in line with their strategies, to either gain scale or rationalize.

NLB Group, with its payment and transaction-focused ambition (coupled with its co-ownership of payment processing) and regional wealth and asset management ambition, can ride this trend.

Channels, although that depends on the market characteristics of the retail bank clientele. We have already created an omnichannel experience where branch and contact centre professionals.

Need to invest more into the most advanced technology and apply it to segments like credit-risk decisioning in real time, back-end processes that drive clients through self-servicing, and web architecture. Nevertheless, as we all know, the deeper we dive into the digital world, the stronger our cyber security defences need to be, addressing the plethora of cyber risks all banks are.

Our minds. Since the distribution channels of NLB Group allow for further development, there is ample room and opportunity for improvements in their utilisation, allowing for an even more.

Products into non-financial platforms or vice versa is also growing. "Traditional" embedded finance ecosystems such as retail and B2C marketplaces (car leasing/mobility being a good example).

Embedded finance’s long-term prospects may look appealing, some already market-proven best practices offer attractive scaling options, for example in insurance and point-of-sale lending.

Channels, removing this silos logic over the mid-term into a more streamlined approach offers us new opportunities for performance improvements. Hence, if the transition of the banking market.

Making it happen. Deploying its capital prudently and strictly in line with our RORAC-driven profitability signalling system. Still, only by relentlessly pursuing excellence will we be able.

Whom we owe all this: to our shareholders, to our employees, to our wider society (in the widest ESG sense) and of course, to our clients.

Yours truly, Supervisory Board of NLB Primož K

Market share of assets under management (AuM) in mutual funds.

Market share of leasing portfolio.

NLB, Ljubljana	NLB Lease\&Go, Ljubljana	NLB Skladi, Ljubljana	Market share by assets
10.1%	NLB Banka, Banja Luka	Active clients	210,985
Market share by total assets	20.4%	Result after tax	24 (in EUR millions)
Total assets	1,041 (in EUR millions)	Active clients after tax	9 (in EUR millions)
Assets under management	2,360 (in EUR millions)	NLB Banka, Prishtina	Active clients
230,418	Market share by total assets	16.9%	Result after tax
36 (in EUR millions)	Market share by total assets	39.6%	NLB Banka, Sarajevo
Market share by total assets	6.2%	Active clients	133,567
Result after tax	13 (in EUR millions)	Total assets	917 (in EUR millions)
Active clients after tax	27 (in EUR millions)	Total assets	971 (in EUR millions)
NLB Banka, Skopje	NLB Lease\&Go, Skopje	Market share by total assets	15.6%
Net loans to customers	9 (in EUR millions)	Result after tax	-1 (in EUR millions)
Total assets	1,902 (in EUR millions)	Total assets	283 (in EUR millions)
NLB Komercijalna Banka, Beograd	NLB Lease\&Go Leasing, Beograd	Market share by total assets	5.1%
Active clients	1,060,357	Result after tax	132 (in EUR millions)
Result after tax	-1 (in EUR millions)	Total assets	5,019 (in EUR millions)
Total assets	71 (in EUR millions)

For further information on NLB Group subsidiaries, please refer to the chapter Segment Analysis.

NLB Group Annual Report 2023

Overview

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Non-performing loans (NPLs)

Gross loans to customers

Built on foundations for strong performance

Year	Profit a.t. (in EUR millions)
2018	204
2019	194
2020	270
2021	236
2022	447
2023	551

Banka Net interest income

Year	Net interest income
2018	313
2019	318
2020	300
2021	409
2022	505
2023	833

Gross loans to customers as of

Date	Gross loans (in EUR millions)
31 Dec 2018	7,627
31 Dec 2019	7,938
31 Dec 2020	10,033
31 Dec 2021	10,903
31 Dec 2022	13,397
31 Dec 2023	622

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segme

Empowering growth through strong capital, delivering significantly higher shareholder returns, underpinned by solid asset quality trends -7 bps Capital Asset quality vs. 15.5% require 1.5 % MREL TCR Dividend pay-out in 2024 MREL ratio MREL funding (stock) cost of risk NPL ratio which represents a 40% pay-out ratio of the 2023 profit MREL funding in 2023: EUR 540 m

Indicators

			Key financial indicators for NLB Group and NLB
	NLB Group	NLB
				2023	2022	2021	2023	2022	2021
				Income statement data (in EUR millions)	Net interest income	833	505	40	(BoS)	300
			Total costs	-502	-460	-415	-238	-208	-184
				Operating costs (BoS)	-541	-496	-451	-249	-218	-193
				Result before impairments and provisions (i)	591	338	252	401	15
				Result before tax	578	483	261	479	164	211
				Result of non-controlling interests	13	11	11
				Result after tax	551	447	236	514	160	208
			Gross loans to customers	13,939	12,700	14,064	13,397	10,903
				Impairments and valuations of loans to customer	-329	-324	-316	-121	-95	-97
				Net loans to customers	13,735
	from customers	20,733	20,028	17,641	11,882	10,984	9,660
			Equity	2,883	2,366	2,079	2,249	1,603	1,552
				Non-controlling interests	65	57	137
				Total off-balance sheet items	6,301	5,449	4,655
			Tier 1 ratio	17.8%	25.2%	25.6%	24.6%	16.9%	15.7%
				CET 1 ratio	16.4%	15.1%	15.5%	18.8%	18.1%	20.3%
				Total RWA (in EUR millions)	15,337	14,653	12,667	9,20
NPL coverage ratio 1 (coverage of gross non-performing loans with impairments for all loans)				110.0%	98.9%	86.1%	87.9%	86.1%	75.1%
NPL coverage ratio 2 (coverage of gross non-performing loans with impairments for all loans)
			NPL coverage ratio (EBA definition) (ii)	65.6%	58.1%	58.4%	61.4%	58.2%	60.8%
				NPL coverage ratio (EBA definition) (BoS) (iii)	65.6%	58.1%	58.4%	61.4%	58.2%	60.8%
NPL volume (in EUR millions)
			Net NPL ratio (internal def.; net NPL / Total net loans)	2.4%	1.2%	1.1%	1.5%	0.5%	0.8%
				NPL ratio (EBA definition) (ii)	2.1%	2.4%	3.4%	1.9%	1.7%	2.4%
NPL ratio (EBA definition) (BoS) (iv)	1.3%	1.7%	0.9%	0.9%	1.1%
			NPE ratio (EBA definition) (BoS)	1.1%	1.3%	1.7%	0.9%	0.9%	1.1%

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NLB Group Annual Report 2023

Overview

Key Highlights

Business Report

Key Indicators

	2023	2022	2021	2023	2022	2021
Received collaterals / NPL	58.1%	61.0%	61.7%	58.7%	58.4%	60.0%
NPL Collateral received / NPL (EBA definition)	45.6%	54.7%	58.8%	67.1%	75.6%	63.1%
Net interest margin (BoS) (v)	3.4%	2.2%	2.0%	2.5%	1.3%	1.2%
Financial intermediation margin (BoS)	4.6%	4.4%	3.4%	4.4%	2.9%	3.1%
Operational business margin (vi)	4.8%	3.6%	3.3%	3.7%	3.3%	1.2%
ROE a.t.	21.0%	19.9%	11.4%	27.9%	10.2%	13.8%
ROA a.t.	2.2%	1.9%	1.1%	3.5%	1.2%	1.8%
Operating costs / Average total assets (BoS)	2.2%	2.2%	2.2%	1	3.3%	2.6%
Total costs / Total assets	1.9%	1.9%	1.9%	1.5%	1.5%	1.4%
Liquidity assets / Short-term financial liabilities to non-banking sector	51.9%	48.5%	48.9%	66.5%
Liquidity Coverage Ratio (LCR)	245.7%	220.3%	252.6%	299.7%	276.5%	314.5%
Net stable funding ratio (NSFR)	187.3%	183.0%	185.2%	175.0%	177.6%	171.4%
Leverage ratio	30.2%	27.6%	26.3%
LTD	66.2%	65.3%	60.0%	60.2%	55.2%	53.3%
Total revenues / RWA	7.1%	5.4%	5.3%	6.9%	4.7%	5.4%

Key indicators per share

Shareholders (vii)	-	-	-	3,457	3,025	2,571
Book value (in EUR)	139.9	114.1	103.9	108.3	75.9	77.6
Branches	Number of branches	418	440	479	68	71	75
Employees	Number of employees	7,982	8,228	8,185	2,554	2,418	2,510

Outlook

	NLB Outlook 2023	NLB Outlook 2022	NLB Outlook 2021
S\&P	BBB	BBB	BBB-
	Stable	Stable	Stable
Fitch	-	-	-
	-	-	-
Moody’s (viii)	A3	Baa1	Baa1
	Stable	Stable	Stable

Further details on the definitions

(i) The result before impairments and provisions of NLB Group for the year 2022 does not include negative goodwill.

(ii) Loans and advances without loans and advances class and advances including cash balances at CBs and other demand deposits.

(iv) The carrying amount of debt instruments measured at fair value through other comprehensive income (FVOCI) average total assets.

(vi) Calculated as Net income from operational business (NII - Tier 2 expenses + Net fee and commission income + Recurring net income from financial operations)/Average total assets.

(KDD). The shares are listed on Ljubljana Stock Exchange. The Bank of New York Mellon (the 'GDR Depositary') represented in the share register of KDD as a single holder is not the ben.

The GDRs representing shares are issued against the deposit of shares and are listed on London Stock Exchange. Therefore, the number in the share register of KDD does not represent all f.

exercised by the GDR holders only through the GDR Depositary and individual GDR holders do not have any direct right to either attend the general meeting of Bank's shareholders or to e.

NLB Group Annual Report 2023

Overview

Key Highlights

• January: "Top Employer" certificate
• February: Moody’s rating upgrade
• March: Acquisition of N Banka submitted to the court registry
• May: Announcement of MREL requirement
• June: Issue of Green Senior Preferred Notes
• July: Dividend payment
• August: Donations for those affected by floods in Slovenia
• September: N Banka legal & operational meeting
• October: First Bankarium commemorative banknote
• December: Prime Market Share of the Year
• Dividend payment
• Additional flood relief donations

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NLB Group Annual Report 2023

Overview

Key Highlights

Employer certificate: The Top Employers Institute awarded the Bank the prestigious "Top Employer" certificate for the 8th consecutive year.

Best Indoor Experience 2023: Bankarium won the competition.

Rating upgrade: Credit rating agency Moody’s upgraded NLB’s long-term deposit rating to A3 from Baa1.

USA regional banks & Credit Suisse turmoil: The turmoil impacted Europe as it put European banks under much stress. Swiss financial regulators engineered an emergency rescue plan for Credit Suisse with the UBS Group AG buying Credit Suisse.

From a liquidity point of view, no material deviations from the normal intra-monthly deposit dynamics were identified at the Group level as a result.

Awarded NLB as part of the global private banking awards in 2023.

Acquisition: The agreement concluded on 16 November 2022 between the acquiring company NLB and the acquired company.

New MREL requirement: From 1 January 2024, the MREL requirement to be met by the Bank on a consolidated basis at the resolution group level shall be 30.99% of the Total Risk.

Dividend payment: The Bank paid the dividends (the first tranche) of EUR 55 million, or EUR 2.75 gross per share.

New members of the Supervisory Board: The General Meeting appointed Mark William Lane Richards, and two new members – Cvetka Selšek and André-Marc Prudent-Toccanier, all for four-year terms.

Green Senior Preferred Notes: The Bank debuted in 4NC3, counting towards meeting the MREL requirement.

Donations to various associations, humanitarian organisations and groups: The Bank donated EUR 1.35 million to more than 30 organisations for the elderly and employees who might be in need due to illness or accident.

ECB’s licence for N Banka merger: On 3 August 2023, NLB received the authorisation of the ECB.

To alleviate the effects of the floods that affected a part of Slovenia, the Bank introduced systemic steps, including a donation of EUR 4 million for sustainable reconstruction to the most affected areas. In addition, NLB Banka, Skopje donated EUR 60,000 to the Slovenian Red Cross and other organisations to support flood relief efforts.

As a part of risk management, the Bank has been enhancing measures to mitigate future negative impacts of similar events.

N Banka legal and operational merger: On 1 September, the legal and operational merger between N Banka and NLB was successful.

First Bankarium commemorative banknote: The Bankarium commemorative banknote was presented to the public.

Acquisition of Summit Leasing: The Bank acquired subsidiaries.

Acquisition of Generali Investment AD Skopje: NLB Skladi signed SPA for acquiring a majority shareholding in Generali Investments AD Skopje.

ESG Risk Rating: The NLB received a rating.

Dividend payment: The Bank paid the dividends (the second tranche) of EUR 55 million or EUR 2.75 gross per share.

Prime Market Share of the Year: Ljubljana Stock Exchange awarded NLB.

Awards from the Croatian Public Relations Association: gold for the NLB Investor Day, silver for the NLB Frame of Help and bronze for the communication support of the N Banka acquisition.

Requirement has been reduced from 2.40% to 2.12% while Pillar 2 guidance remains at 1.00%. The new SREP decision shall apply as of 1 January 2024.

MREL requirement: NLB received a new requirement.

By 2024, NLB must comply with 30.66% TREA (excluding CBR) and 10.69% LRE at the NLB Resolution Group level.

Employer Brand Awards Adria 2023: NLB received two awards at Best Integration of Corporate and Employer Brand.

Additional donations for flood relief: NLB donated an additional EUR 5 million to the Budget of the Republic of Slovenia to a particular budget.

Group Net-Zero disclosure report: The Bank released the first comprehensive overview of efforts and progress to achieve net-zero emissions by 2050 or sooner.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Structure and Market Performance of NLB’s Shares and GDRs

53.03% Shares in GDR format (i) (i) Bank of New York Mellon on behalf of the GDR holders GDR holders with shares >5% shareholders

Shareholder Structure of NLB

The Bank’s shares are listed on the Prime Market sub-segment of the Ljubljana Stock Exchange (ISIN SI0021117344, Ljubljana Stock Exchange of the London Stock Exchange (ISIN: US66980N2036 and US66980N1046, London Stock Exchange GDR trading symbol: NLB and 55VX). Five GDRs represent one NLB share.

Percentage of shares	Bank of New York Mellon on behalf of the GDR holders (ii)	10,605,146	53.03
of which EBRD (iii)	/ >5 and <10
of which Schroders plc (iii)(iv)	/ >5 and <10

This information is sourced from the NLB’s shareholders’ book that is accessible at the web services of CSD (Central Security Depository, Slovenian: KDD - Centralna klirinško depotna d declarations by individual holders pursuant to the applicable provisions of Slovenian legislation, which require that the holders of shares in a listed company notify the company whenever they hold 1/3, 50%, or 75%. The table lists all self-declared major holders whose notifications have been received. In reliance on this obligation vested with the holders of major holdings, the Bank p more percent of the Bank’s shares.

(ii) The Bank of New York Mellon holds shares in its capacity as the depositary (the GDR Depositary) for the GDR holders and is not the beneficial owner. Rights under the deposited shares can be exercised by the GDR holders only through the GDR Depositary, and individual GDR holders do not have any direct right to either attend the share information on GDR ownership is based on self-declarations by individual GDR holders as required pursuant to the applicable provisions of Slovenian law.

(iv) Further information is available.

Market Performance of NLB

Exchange awarded NLB as Prime Market Share of the Year Expanded Analyst Coverage of NLB by HSBC and PKO BP, and first credit rating by Bank of America Market Performance of NLB 11%. It started the year positively, only to fall to the lowest in March as investors were probably spooked by the still elevated inflation and increasingly faltering demand (for loans), as the growing trend up until November. Not surprisingly, the index closed the remainder of the year with a strong performance, reaching its highest price at the close of the year after Q3 results high growth.

The effect was further enhanced by the fact that the liability side of the balance sheet reacted with a notable lag in scope. Hence, the index gained 11% in 2023, outperforming value in March and rebounded to a volatile period, ending with the lowest price in November to finish the year strong. It also reached the

Figure 1: NLB share price movements on the Ljubljana Stock Exchange

GDR Shares (NLBR)	GDR (NLB)
18.00
17.00
16.00
15.00
14.00
13.00
12.00
11.00
10.00
9.00
8.00
90.00
85.00
80.00
75.00
70.00
65.00
60.00
Jan 2023
Feb 2023
Mar 2023
Apr 2023

Source: Ljubljana Stock Exchange, Bloomberg. highest price at the close of the year (bringing forth notable effects of disinflation). The SBI index’s lowest price was seen at the start of the experience a fall in August. It finished the year with a growing trend, reaching growth north of 18% in the year 2023. The price of the Bank’s stock grew rather steadily until August, from highest in mid-December), due to a similar mix of factors as described two paragraphs above. In 2023, the price of the bank’s stock grew by 36%, outperforming the SBI index and Europe.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

GDRs

Table 3: NLB share information

Share information	31 Dec 2023
Total number of shares issued	20,000,000
Highest closing price (in 2023)	EUR 86.0
Lowest closing price (in 2023)	EUR 6.0
NLB Group earnings per share (EPS)	EUR 27.5
Price/NLB Group book value (P/B)	0.61
Dividend per share (for the previous business year)	EUR 5.5
Market capitalisation (i)	EUR 1,700,000

in several indices: the SBITOP index, SBITOP TR index, and ADRIA prime index of the Ljubljana Stock Exchange, FTSE Frontier Index, MSCI Frontier, and MSCI Slovenia, S&P Eastern S&P Frontier BMI, S&P Frontier Ex-GCC BMI, S&P Slovenia BMI, as well as the STOXX All Europe Total Market, STOXX Balkan Total Market, STOXX Balkan Total Market ex-Greece Eastern Europe 300 Banks, STOXX Eastern Europe Large 100, STOXX Eastern Europe Total Market, STOXX Eastern Europe Total Market Small, STOXX Global Total Market, and STOXX.

participated in various forms of engagement, such as investor meetings, calls, conferences, and roadshows to meet the requirements of the Bank’s ownership. Transparent communication with the financial performance of the Group. The Bank promoted greater awareness and understanding of operating businesses, developments, and events, which influence the performance of the.

Hermes, JP Morgan, Deutsche Bank, Wood & Company, Citi, InterCapital, Raiffeisen Bank International, HSBC, PKO BP, and Ilirika BPH. Throughout 2023, the Bank participated in more equity and for fixed-income investors, and met 160+ investors on 200+ investor interactions. Those meetings covered various topics, including governance (including remuneration), sustainability.

rating from Bank of America, expanding analysts’ coverage beyond equity research and helping the Bank with capital markets activities. Additionally, the analysts from HSBC and PKO BP growth in 2023 above 36% EUR 600,000 in combined average regular trading volume per day (excluding block trades). In addition, in December 2023, the Ljubljana Stock Exchange awarded B presentations, financial reports, and important information are available on the Bank’s website in line with IR’s Financial Calendar.

20 NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment Environment

In 2023, the growth in the Euro area was weak, as the economic environment was affected by tighter financial conditions, lower aggregate demand, and an insufficient credit environment. Palestine and the Middle East added to the rise of uncertainty.

The global and European economy: The 2020s are turning into an inactive decade for the global economy as stagnation, loss of momentum, and the unresolved conflict in Ukraine and additional Israel-Palestinian hostilities since October 2023 have contributed to uncertainty.

Freight rates, initially declining since the Suez Canal obstruction, were impacted as Houthi attacks blocked the Red Sea trade route. While the global economy is in a better place concerning the recession risk than last year, developing countries still feel the strain of slow growth that is further aggravated by elevated food prices.

The global economy expanded slowly in 2023, predominantly driven by a solid year for the US economy and emerging markets, which have become a growth driver for the world economy. This has been a pleasant surprise despite the central banks’ substantial tightening of the monetary policy.

US economic growth in 2023 was relatively resilient; however, the unemployment rate rose by 0.4 percentage points within a year, which is a considerable jump in a short amount of time. Credit card debt has already been growing, and retail sales data suggests consumer spending has been low historically.

In China, economic activity stabilised after the reopening, despite weakness in the real estate sector towards the year’s end, as it represents a noticeable portion of the economy. The increasing debt levels are directly muting China’s growth.

In the Euro area, a recession was avoided, but year-on-year GDP growth was on a stagnation in Q3 and Q4. The export of goods started the year strong in Q1, but soon soured after that, remaining in contraction for the remainder of the year in year-on-year terms due to weak external demand.

HICP inflation started the year in the double-digit territory, nearing the mandated goal by year-end, and followed a similar downward trend. Services prices rose noticeably until August, then started declining due to retreating demand. Food maintained significant pressure on prices, especially in the last quarter, primarily due to the base effect.

Industrial production lost the previous year’s momentum in March and contracted until the final quarter as foreign and domestic demand weakened, reflected in the manufacturing PMI. Retail trade as a proxy for demand showed negative momentum (year-on-year) throughout 2023, influenced by higher interest rates and consumer spending cutbacks.

There was a mild uptick in Q3 that was still below the peak in Q3 2022. Negotiated wages and gross disposable income rose, improving for most countries of the Euro area in the same comparison, supporting an increase in the household saving rate, surpassing the 2022 levels.

1.6% economic growth in Slovenia in 2023. Moreover, recent ECB data on year-end wage negotiations suggests persistent future wage pressures. In the closing quarter, consumer confidence slightly improved. However, the Economic Sentiment Indicator (ESI) and its sub-indicators showed signs of bottoming out in the last two months of 2023.

The unemployment rate raised its target range from 4.25%–4.50% to 5.25%–5.50% (by four 25 basis points hikes) and stayed there from July until the end of the year. Despite December minutes suggesting reductions in year-end data in labour markets, consumer demand, and the housing market, supported the FED’s cautious approach to easing monetary policy.

The ECB finished its historic campaign of rate hikes. The ECB has stuck to the "higher for longer" narrative to support its intention to keep the rates there until inflation declines towards the mandated goal. Bond yields dropped in the last quarter, and the ECB urged banks to prepare for more delinquencies, unpaid loans, and elevated liquidity risk. Also, it failed to disclose the quantity and pace of potential cuts in 2024.

21 NLB Group Annual Report 2023

Overview

of tight labour markets and wage growth pressures instilling uncertainty about the "second round effects." The risk of the recession has receded compared to a year ago, and inflation has grown; however, will continue to reflect the impact of monetary policy tightening and elevated rates across advanced economies in 2024, leading to sluggish investment. After contracting noticeably, commodity prices. Borrowing costs for countries with poor credit ratings will remain very high. The Euro area GDP should grow at an underwhelming pace in 2024, supported by expected inflation. Exports should pick up again as global trade improves. However, slowdowns in the Mediterranean economies and the lagged effects of interest rate hikes will cap the overall uptick and pose risks. Governments should continue to roll back the related support measures to reduce elevated public debts and avoid additional inflationary pressures. The Euro area households, especially low-income earners, continue to face pressure as energy prices soar or interest rates continue to remain elevated.

Fiscal

The 2023 was a year of stagnation, slow growth, weak demand and tight labour markets. Austerity must be ushered in to manage the situation. The economy appeared slow, but still slightly less stagnant than the Euro area and began picking up in Q3. As the year started, the export sector grew; however, as economic growth started receding in the first half of the year, double-digit inflation caused domestic demand for foreign goods to retreat even faster, causing imports to contract. Private consumption remained the main growth driver, but disinflationary trends grabbed hold as the CBs lifted policy rates. Only the Serbian economy persisted with double-digit inflation by June, and growth rates subsided by Q3 of 2023. Still, by Q3 of 2023, the item was already experiencing notable disinflationary trends and was surpassed by housing and related costs and leisure and accommodation prices.

Industry

Demand, with Montenegro being an outlier with solid Q1 and Q3 prints. Retail sales mostly posted negative growth in annual terms, apart from Bosnia and Herzegovina and Montenegro, which experienced growth across the region until August, when it experienced a setback but finished the year on a more positive note. Tight labour markets (in historical terms) enabled and supported the growth of employment in Bosnia and Herzegovina, and Slovenia.

Interest Rates

In 2023, the average interest rates in Serbia’s NFC sector increased as consumer and housing loan rates began subsiding in October. In Montenegro, consumer loan rates were lower in November (compared with January). Likewise, in Kosovo, consumer loans saw rates increase marginally from January to November, as NFC and real estate loans saw rates decrease. In North Macedonia, during the same period, average interest rates increased the most for NFC loans, followed by real estate loans, while they have decreased marginally during the period for consumer loans. Slow economic growth impacted global foreign direct investment (FDI) flows in 2023. Despite that, some countries in the region reached new FDI records; Serbia, Kosovo, and Bosnia and Herzegovina reported positive albeit moderated FDI flows. Appetites for regional investments that would decrease global supply chains dependency together with investment potential in the region are supporting eventual transitory moderation.

22 NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Snapshot of NLB Group’s Region

Growth in Slovenia was slow in the first half of 2023 and decreased further in Q3, as it experienced a flood-induced slowdown. The annual decline in good auto industry. Moreover, private consumption shifted into contraction, and both public spending and fixed investment expanded less than in Q2. The savings rate declined notably in Q3, as said, the external sector made a net contribution to GDP as imports declined sharply in comparison to exports. Turning to Q4, the available data suggested growth would pick up as the imports posted the best reading in over a year (which was still rather shabby), while retail trade contracted at a softer YoY pace amid lower inflation, was a good sign for private spending. GDP growth was driven by domestic demand, as household consumption, public spending, and fixed investment grew rapidly. On the flip side, exports shrank, reflecting the stagnation of major growth partners. The economy gathered steam in Q4, while economic sentiment strengthened in the same period, especially in the services sector.

On 17 December, the ruling Serbian Progressive Party (SNS) obtained a majority, while international observers denounced the misuse of public resources during the campaign, and made accusations about voter intimidation. North Macedonia’s annual economic growth increased, expenditure breakdown indicates that the economy weakened in general, as a sharper decline in imports drove the improvement. Public spending, total investment, and exports all contracted in double digits until May and started subsiding after (apart from the hiccup in August). During the last quarter, the economy gathered some steam. Industrial output rebounded annually from Herzegovina, the YoY economic growth accelerated in Q3 to the same slow pace of growth already seen in Q1. The improvement was driven by pickups in both public and private spending while exports continued their sharp contraction since Q3 2020. The economy lost momentum towards the year’s end as industrial output contracted markedly in annual terms in the last quarter and continued to shrink, albeit at a softer rate than in Q3.

In mid-December, the EU decided not to open accession negotiations with the country due to a lack of compliance with the membership criteria. The Q1 growth improvement was driven by more vigorous private spending thanks to robust remittance inflows and a marked pickup in government expenditures due to rising public wages. For Q4 2023, the picture painted was mixed. Tourist arrivals lost steam in October. However, merchandise exports fell at a softer rate relative to Q3. In other news, on 1 January, the country joined other European countries. Montenegro’s YoY GDP growth cooled slightly in Q3, coming from Q2’s expansion. A softer, albeit still-strong increase in exports and a faster expansion in imports was noted, alongside a surprisingly strong disinflationary trend at the end of Q2. That said, both fixed investment and government consumption gained steam. Available data for Q4 2023 is relatively upbeat, as outpaced Q3’s average increase. That said, merchandise exports plunged YoY in October, while economic sentiment was less optimistic than in Q3. 2.2% economic growth in the Group’s region.

System in the Group’s Region

In general, 2023 was a year to remember for the banks as the higher interest rates saw margins increase, bringing profitability to levels not seen in a long time, whereas banks experienced increased funding costs. At the close of the year, the hiking cycle had already entered its final stage, but market participants already anticipated lower rates in the close of the year, resulting in an increased amount of renegotiated loans. Due to rising interest rates, the National Bank of Serbia imposed temporary measures on housing loans, limiting in mortgage for the next 15 months, starting with the October instalment. Despite this, household loan appetite remained very robust throughout the region, with Kosovo notably exceeding Y (compared with the previous year), with only Serbia witnessing similar dynamics to the ones in the Euro area and Slovenia, where NFC loans contracted in YoY terms. The global and Euro.

companies seemingly decided to deleverage and thus turn to their possible internal sources, such as retained earnings and cash buffers, since corporate lending performed much worse than standards) and demand (higher rates) impediments.

Table 4: Movement of key banking systems indicators in the NLB Group region in 2023

Corporate loans	Δ % YoY in EUR millions	Household loans	Δ % YoY in EUR millions	Corporate deposit	Δ % YoY
Slovenia	9,968 -4.9	12,556 3.4	10,784 11.1	26,514 2.8	1.6
Macedonia	3,460 3.3	3,730 6.7	2,625 13.2	5,671 7.9	3.1
BiH	5,854 8.1	5,998 7.8	7,601 2.9	8,417 13.6	2.5
Kosovo	2,954 9.8	1,914 17.3	1,321 12.4		4.7

Source: Statistical offices, CBs, NLB. Note: Net interest margin calculated on interest-bearing assets. Residential loans and deposits for Montenegro. (i) Data for countries, the growth was in the lower single-digit range, except in Kosovo, where it was just shy of double-digit (YoY) growth. Corporate deposit growth was in double digits in Serbia, with growth below the mid-single digit range. The growth of household deposits was least pronounced in Slovenia, and was more notable in Kosovo and North Macedonia, and in double-digit (North Macedonia and Serbia), as well as some marginal movements downwards (Montenegro and Slovenia) with no significant changes occurring despite the notable rise in interest rates, income improved throughout the Group’s region, reflecting the interest rate hikes by respective central banks, the growth of lending, and price effects. The capital adequacy ratio improved it improved to more or less half of that extent, insinuating that the banks in the Group remain solid and well-capitalised.

Figure 2: ROE ratio in the Euro area and NLB Group region

Source: Herzegovina. Data for the Euro area, Bosnia and Herzegovina and North Macedonia are from Q3 2023 and for Serbia is from 30 November 2023.

Slovenia	Euro area	Serbia	Montenegro	Kosovo
12.0%	15.0%	20.6%	19.7%	14.4%

Figure 3: Loans to non-financial corporations and household loans (% GDP) in the Euro area and NLB Group region in 2023

Slovenia	Euro area	Serbia
27.9%	18.1%	21.3%
30.9%	19.4%	19.4%
24.5%

Source: National CBs, National Statistical Offices. Note: Data for Q3 Montenegro.

NLB Group Annual Report 2023

Overview

decreased in Slovenia, North Macedonia, and Serbia, but improved in Bosnia and Herzegovina, Montenegro, and Kosovo. The banks’ profitability in the Group’s region has continued to improve.

the year will certainly not be impossible. The net interest income increased further in 2023 compared to last year and reached levels not seen in approximately 15 years, as the profitability in the...

Figure 4: LTD ratio in the Euro area and NLB Group region

Source:	ECB, National CBs, NLB.
Note:	LTD for Serbia is from 30 November 2023, the rest are from 2022

Year	2022	2023
Slovenia	94.6%	94.3%
North Macedonia	67.1%	63.6%
Serbia	79.3%	74.3%
Bosnia and Herzegovina	85.5%	81.6%
Montenegro	71.3%	71.7%
Kosovo	78.3%	80.2%
Other	60.2%	62.2%

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Adaptability and quick thinking ensure court advantage

Slovenian men's national handball team

Sport excites us and brings us together.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Regulatory Environment

The Group considers and complies with the regulations concerning prevention of money laundering and terrorist financing (AML/CTF), with the Prevention of Money Laundering and Terrorist Financing provisions of Directive (EU) 2019/1153, Directive (EU) 2019/2177, and Regulation (EU) 2018/1672 into Slovenia’s legislation. In addition, an Amendment and supplements to the Act on the Slovenian Official Gazette in November 2022. The Group regularly monitors and manages all newly introduced financial sanctions from all relevant regimes.

The regulatory environment in the EU is evolving, as the European Commission proposed a third Payment Services Directive (PSD3) and a new Payment Services Regulation (PSR) to enhance user protection, open banking, enforcement, and uniformity under the new legislative framework, which is expected to enter into force by the end of 2026. The Bank meets its obligations under PSD2, the respective regulatory technical standards and ZPlaSSIED. The Bank is committed to providing the best user experience while ensuring compliance with the regulatory requirements in the payment and settlement systems.

In the EU, finance is being directed to support economic growth while reducing environmental pressures and considering social and governance aspects. In 2023, the Bank updated its governance of the ESG area by a sustainability management approach. Both documents demonstrate a straightforward top-down and bottom-up process for sustainability governance, including climate change aspects, that extend from the updated other sustainability-related internal documents in various business areas in line with regulatory and other developments. These developments are monitored regularly by the Sustainability team and promptly implemented in the internal governance framework.

In December 2022, the Digital Operational Resilience Act (DORA) Regulation was published in the EU’s Official Journal. The new framework introduces a comprehensive set of rules concerning financial sector firms’ information and communications technologies (ICT) and risk management to strengthen the stability of financial systems. The Group carried out activities to implement the new regulatory requirements, which will apply from 17 January 2025.

Regulatory Environment in the Group’s Region

The regulatory environment in the Group’s region is crucial for the stable functioning of financial systems. During 2023, 132 changes with material effects on the Group were adopted in the regulatory environments in the Group’s region. It is worth noting that during 2023, 119 changes with material effects on the Bank and the Group were adopted in the EU and Slovenian regulatory environments. The Group strives to be fully compliant with the regulation that influences the Group, which are presented herein.

Regulatory Environment in Slovenia

The Bank is subject to capital adequacy and liquidity rules imposed by the EU (CRR/CRD), which ensure the safety and soundness of banks to limit their risk exposure. The CRD V was further transposed into the Banking Act (ZBan-3). In October 2021, the European Commission adopted further elements of the Banking Union III in the EU. These final elements were agreed in December 2023, endorsed by the Council and Parliament, and will be implemented in EU law.

As a financial institution offering benchmark services, the Bank regularly monitors developments in this area by adapting its operations to the requirements of regulators and industry. Due to the constant care about the interests of its customers, especially in the context of regulatory compliance, this is essential to the Bank. The Bank strictly adheres to its obligations imposed on it by GDPR in Slovenia and the Group. The new Slovenian Personal Data Protection Act (ZVOP-2) was adopted, and while there were no significant changes in the regulatory environment in 2023, the Bank complies with MiFIR/MiFID II and EMIR provisions regarding financial market transactions.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Overview

The most significant regulatory changes introduced by the National Bank of Serbia throughout 2023 were related to the facilitation of financing of the citizens, dinarisation of the financial system, further leading to the stabilisation of the prices on the market and related to preserving and strengthening the financial system stability. In that sense, to facilitate Temporary Measures for Banks Relating to Natural Persons’ Housing Loans, introducing a temporary freeze on the variable nominal interest rate. Further, to prescribe measures related to the National Bank of Serbia adopted the Decision on Amendment to the Decision on Capital Adequacy of Banks to increase the exposure in dinars and the Decision on Amendments to the ratios for calculation of required reserves of the dinars and foreign currency base.

In addition, several laws and by-laws regarding tax and accounting, outsourcing of activities and labour law, Payment Services and Payment Systems and related by-laws continued during the 2023 year, and several new by-laws from various areas related to this Law were also adopted and are in the process.

The Republic of North Macedonia adopted several significant acts, such as the Decision on the credit risk management methodology, the Circular for the protection of consumers who use financial services, countercyclical protective layer of the capital for exposures in the Republic of North Macedonia and exposures to other countries, the Decision on the method of implementation of measures, office activities, etc. In addition, the Bank continuously undertakes the necessary activities according to the set deadlines.

In the Federation of Bosnia and Herzegovina, the most important area (Guidelines for Managing Risks Related to Climate Change and Environmental Risks). Implementing the Guidelines is to guide the banking sector in terms of determining, measuring information related to these risks, and segment integration of environmental sustainability in the Bank’s business activities. In June 2023, the Federal Banking Agency adopted the Decision for entities of the banking system, which prescribes new terms for provider and user of services (banks and others), as well as definitions of complaints.

Changes were made to the local procedures. The Law on Prevention of Money Laundering and Financing of Terrorist Activities has not yet been adopted, the Ministry of Security of Bosnia and Herzegovina made Amendments to the Financing of Terrorist Activities. The Rulebook prescribes additional indicators of suspicious transactions and clients, including indicators of suspicious transactions of bank employees.

In addition, numerous decisions were published that influenced the Bank’s internal acts and processes. The most important one is the Decision on minimum standards of recording of banks’ lending activities phase, loan approval, credit exposure, etc., for the entire time of the establishment and duration of the contract with the client. Next to this decision, the Agency published Guidelines for the regulation. The Guidelines are not obligatory; however, certain expectations of banks are to be accomplished and reported to the Agency by 30 June 2024.

Next, the Central Bank of Bosnia and Herzegovina is maintaining mandatory reserves and determining compensation for the amount of reserves, intending to harmonise with the policy of the ECB and mitigate the impact of the increase in the.

Lastly, the National Assembly has adopted the new Family Law, which affects the Bank’s product called Children’s Deposit. Parents or guardians cannot make payments from the Guardianship Authority.

In Kosovo, in 2023, several regulations were adopted by the Central Bank of Kosovo. The Bank’s main activities concerned the implementation of the requirements for customers’ access to payment accounts with basic services as a necessary tool to encourage their participation in the financial market. It is also related to Regulations on the interbank payment system, etc. Furthermore, there have been legal changes and guidelines to follow regarding cyber security, the Law on prevention and protection from violence against women, instructions regarding the Logs of Personal Data Processing Activities, etc.

In Montenegro, the main activities in 2023 were dedicated to implementing the Law on Interbank Fees and Special regulations that govern interbank fees charged when executing payment transactions in Montenegro based on payment cards issued to consumers and special business rules related to issuing or executing Transactions (PSD2) apply from 8 April 2024. The PSD2 regulation in Montenegro relies on and complements the existing EU rules, and it refers to payment services in the internal market, exceptions, improves cooperation and the exchange of information among participants in the payment traffic, and introduces stricter security requirements for electronic payments.

In banking regarding the protection of their rights, and reporting to the regulator. The Bank continued to consistently apply the decisions on introducing international restrictive measures determined by.

30 NLB Group Annual Report 2023

Overview

Key Highlights

Development of the SEE region

• Promoting the ESG agenda
• Supporting stability of the banking sector
• Digitalizing distribution channels
• Adding new financial solutions as per clients' need
• Offering a great place to work
• Finding inorganic expansion opportunities
• Establishing horizontally diversified businesses
• Continuing strategic transformation
• Be a regional champion

Strategy

The Group has continued to execute its medium-term strategy, focusing on strengthening its market position in its home region, actively participating in the growth and consolidation of the banking sector. Efficiency remains a key strategic orientation to deliver the Group’s vision. The Group is currently in the process of defining its new Strategy 2030, which is expected to outline the key decisions to further strengthen its role as a systemically important financial institution in the SEE region. To achieve this, it strives to become a leader in all its target markets and to have a prominent role by facilitating further development of the region and increasing its standard of living. The Group is promoting ambitious environmental, sustainability, and corporate governance agendas.

The Group aims to reduce emissions by 2050. In 2023, the Group published its first net zero portfolio targets within the NLB Group Net Zero disclosure report. For more information on Net Zero, please refer to the report.

As part of the banking system, the Group is carrying its share of responsibility for building a stable banking system. The 2022 acquisition of N Banka is an example of the Group’s resolve to commit capital in turn for sustainable growth, which was successfully closed with the transfer of all customers and their operations.

Put Clients First

The Group is driving its customer-centric agenda by starting with the financial needs of its customers to the utmost extent. One way the Group does this is by digitizing its distribution channels, allowing clients to access its products and services from anywhere at any time. The Group is committed to understanding and meeting client needs.

NLB Group Annual Report 2023

Overview

Key Highlights

of the latest trends, needs, and technologies, it will stay competitive and deliver the best possible banking experience. Ensuring strong customer support remains one of the Group’s key focuses to assist clients with their questions or concerns, wherever they may be.

Digitalisation

The Group continues implementing substantial efforts and resources toward digital distribution channels. Business interactions have remained even after normalisation since the COVID-19 pandemic. Effective and safe digital distribution channels require novel operating models and automated processes. A key aspect of process optimisation is a reduced amount of printed paper. The Group will continue to invest in IT infrastructure and its digital capabilities and roles. The focus will be on improving the speed of the best online experience for customers in the SEE, and enhancing capabilities for processing data, modelling, and delivering relevant services to clients. One such example is the launch of personal finances and offers a unified user experience on mobile phones and PCs.

Grow our market position

The Group is working to strengthen its market position as a systemic player in types of its main stakeholders: shareholders, customers, and employees. Concerning its shareholders, the Group views its decisions through a lens of maximising its return on equity. The employee engagement metric is measured and analysed in relation to its employees. The Group regularly engages with its stakeholders in defining what is material to them and the Group.

Significant strategic business efforts

Significant strategic business efforts have been made to achieve business synergies across the Group regarding costs and operational efficiency. The Group believes that these can help offset the Bank has achieved further synergies with the full integration of N Banka in 2023. The Group monitors market conditions and analyses potential M&A opportunities that could add value to financial services across all its markets, thus diversifying its services horizontally.

Group Strategy

In the Group Strategy, leasing is one of the strategic activities representing an important part of the Group gaining momentum, while new leasing companies were established within the Group in North Macedonia and Serbia in 2022. The Group has further materially enhanced its strategically important position as a leading auto finance provider. In addition, NLB Skladi, which offers clients asset management services, concluded an agreement to purchase the majority ownership of Generali Investments.

Continuing transformation

The Group follows a comprehensive plan to deliver its mission and financial targets to facilitate continuous transformation and has dedicated resources for implementation. All significant running change efforts are channelled into one overall strategic transformation programme. The backbone of the strategy is strengthening the understanding of clients, reimagining digital client journeys, and accelerating innovation to provide lifestyle and value chain services to strengthen relationships. The transformation aims at the improved utilisation of the Group’s capital. Simultaneously, overall operational capabilities are enhanced by improving human capital, optimising IT infrastructure, and digitalising internal processes.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment

Capital, and MREL Compliance

Fostering strong client relationships is vital for maintaining a stable and growing deposit base. At the same time, wholesale funding focuses on meeting M.

Nonetheless, overall funding cost remains low thanks to a reliable deposit base and the stability of sight deposit pricing, which remains unaffected by market fluctuations.

Figure 5: Average cost of wholesale funding

Period	Average cost of wholesale funding
Q3 2023	4.87%
Q2 2023	4.73%
Q4 2023	5.78%
Q1 2023	5.66%
	0.51%
	0.58%
	0.80%
	0.88%
	0.24%
	0.28%
	0.38%
	0.46%

Deposit strategy bank within the Group has established processes that enable prudent strategic deposit management that is aligned with business targets and regulatory requirements. Regularly monitoring d regulatory-related reasons.

The LTD ratio evolution in recent years, including the disruptive COVID pandemic in 2020, political turbulence in 2022, and high inflation in 2023, was still co Group is robust, and the liquidity position strong. A leading Group market position and a responsive client relationship are essential for a stable deposit base.

Besides that, proper deposit pricing is aligned with international standards. The year 2023 further underlined the importance of responsive deposit pricing and active client relationships in highly competitive markets; strategic targets.

The deposit beta, which measures the Group’s response in deposit pricing from the start of the ECB hiking cycle, was low at 8% in 2023, and is a sign of a stable deposit b funding source, with around 80% insured by the Deposit Guarantee Scheme.

Despite the challenging business environment, Group retail deposits recorded an increase in 2023. Sight deposits to increased interest rates and expected transformation to term deposits, sight deposits represent a stable funding source. This supports the stable business of the Group in the region, even d represent a smaller share of the deposit structure of the Group, they are still an important source of liquidity as well.

Despite increased price levels, combined with uncertainties related to th structurally stable.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Capital Adequacy

Capital Requirements

As at the end of 2023, the Bank’s Overall Capital Requirement (OCR) on a consolidated basis was 14.51%. This requirement has two components:

• 2.40% Pillar 2 Requirements. As at 1 January 2023, the Pillar 2 Requirement decreased by 0.2 p.p. to 2.40% due to a better overall SREP assessment.
• The second component is the Conservation Buffer, a 1.25% O-SII Buffer, a 0.26% Countercyclical Buffer and a 0.10% Systemic risk buffer.

2 The Bank of Slovenia has increased the countercyclical capital buffer for exposures in Slovenia from December 2023 onwards.

3 Starting from 1 January 2023, the Bank of Slovenia has mandated that banks maintain systemic risk buffer rates for sectoral exposures. The required rates are 1.0% for all exposures to natural persons.

Figure 6: NLB Group Capital Requirements as at 31 December 2023

Pillar 1	Pillar 2	TSCR	Combined Buffer	P2G	OCR+P2G
8.00%	2.40%	10.40%	OCR	14.51%
OC	1.95%	1.95%	0.45%	0.60%

In addition to the above requirements, the Pillar 2 Guidance (P2G) is 1.0% of Common Equity Tier 1 (CET1). Effective from 1 January 2024, NLB will make a decision on a consolidated basis for 2024. As per the decision, the Pillar 2 Requirement decreased by 0.28 p.p. to 2.12%, since the overall SREP assessment improved. Effective as at 1 January 2024, the countercyclical capital buffer rate for exposures in Slovenia will increase from 0.5% to 1.0%. At the same time, the sectoral systemic risk buffer for retail exposures to natural persons will be adjusted.

Figure 7: NLB Group Capital (in EUR millions), Realised Total Capital Ratios and Regulatory Thresholds

Tier 1	Tier 2	TCR Realised	OCR+P2G Requirement
31 Dec 2021	511	511	2,253
31 Dec 2022	2,806	3,109

Figure 8: NLB Group CET1 (in EUR millions), Realised CET1 Ratio and Regulatory Requirement

CET 1	CET 1 Ratio Realised	CET 1 (OCR+P2G) Requirement
31 Dec 2021	10.46%
31 Dec 2022	10.96%
31 Dec 2023	10.80%

Figure 9: Capital and Capital Ratios of NLB Group – Evolution YoY (in EUR millions)

	0.2%	-0.3%	-0.9%	TCR
31 Dec 2022	Result	OCI	DTA	RWA Impact
TCR	31 Dec 2023

Capital realisation YoY and surplus of NLB Group in EUR millions:

31 Dec 2023	31 Dec 2022	Change YoY	Surplus 31 Dec 2023
Common Equity Tier 1 Capital	2,509.9	2,208.2	301.7	829.0
Tier 1 Exposure Amount (RWA)	15,337.2	14,653.1	684.1
Common Equity Tier 1 Ratio	16.4%	15.1%	1.3 p.p.	5.4 p.p.
Tier 1 Ratio	16.9%	15.7%	1.3 p.p.	4.0 p.p.
Total Capital Ratio	20.3%	19.2%	1.1 p.p.

The Group increased its capital with a partial inclusion of 2023 profit (EUR 327.4 million). Temporary treatment of FVOCI for sovereign securities ceased to apply as at 1 January 2023, with EUR 47.0 million in revaluation adjustments. In December 2023, a deduction item related to deferred taxes appeared in EUR 47.0 million.

NLB Group Annual Report 2023

Overview

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

The dividend payout in 2023 was split into two tranches. The first instalment of EUR 55.0 million was paid in June 2023, while the second was paid in the same amount of EUR 55.0 million.

Total risk exposure dynamic

In 2023 (YoY), the RWA of the Group for credit risk increased by EUR 370.3 million, mainly as the consequence of ramping up lending activity in all Group banks. Higher RWA for exposures associated with particularly high risk due to new project financing loans given, mainly in the Bank and NLB Komercijalna banka, Beograd, was partially offset. In contrast, a RWA decrease was observed for liquidity assets, mainly in Komercijalna Banka, Beograd, due to the maturity of some Serbian bonds and higher MIGA guarantee for assets.

RWA for exposures dominated in EUR at the central bank in Skopje. Furthermore, RWA also decreased due to the maturity of Macedonian bonds and Bosnian bonds of Republika Srpska. The institutions, mainly in the Bank, due to the purchase of bank bonds, a larger volume of deposits at commercial banks and higher risk weights for institutions from countries outside the EEA, resulted in higher impairments and provisions, upgrades, and improved data of real estate collaterals for CRR eligibility, which resulted in the RWA reduction for non-performing exposures.

The increase in RWA million YoY was the result of higher RWA for FX risk of EUR 86.6 million (mainly the result of more opened positions in domestic currencies of non-euro subsidiary banks – mostly RSD), value for derivative transactions subject to CRR risk based on OEM method, and higher RWA for TDI risk of EUR 1.2 million (mostly IRS derivatives). The increase in the RWA for operational risk was observed in the Bank and Komercijalna banka, Beograd, resulting in a higher three-year average of relevant income. There were no significant deviations from previous years in the other components used.

31 Dec 2022	Change YoY	RWA	RWA Density
Total risk exposure amount (RWA)	15,337.2	14,653.1	684.1	4.7%
RWA for credit risk	12,168.1	45.3%	11,797.9	46.7%	370.3	3.1%
governments or local authorities	96.9	37.2%	101.2	42.9%	-4.3	-4.2%
Public sector entities	19.1	19.3%	57.9	37.5%	-38.8	-66.9%
Institutions	369.8	33.6%	292.0	28.9%	77.8	26.6%
Corporates	3,7
Secured by mortgages on immovable property	1,067.5	37.5%	987.7	37.5%	79.7	8.1%
Exposures in default	117.4	113.3%	156.4	113.6%	-39.0	-24.9%
Items associated with particularly high risk	6
Claims in the form of CU	12.9	20.4%	17.9	26.2%	-5.0	-28.1%
Equity exposures	104.4	121.9%	90.1	124.1%	14.3	15.8%
Other items	434.4	48.0%	420.1	46.3%	14.3	3.4%

RWA for market risk + information on capital and capital adequacy is available in the Note 5.23. of the financial part of the report and in Pillar 3 Disclosures.

NLB Group Annual Report 2023

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MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Funding and MREL Wholesale funding activities in the Group are conducted with the aim of achieving diversification, improving structural liquidity and capital position, and fulfilling regulatory requirements.

The Resolution Strategy (PRS) for NLB Group is based on the Multiple Point of Entry (MPE) strategy. Bail-in at the level of NLB is the primary resolution tool to be applied during the stabilization process.

The group in the Banking Union is headed by NLB and the remaining six resolution groups are headed by the banking subsidiaries located in non-EU countries (Bosnia and Herzegovina, Montenegro, and North Macedonia).

Figure 10: Resolution groups within NLB Group

Resolution group	MREL legislation not implemented yet
NLB d.d. & NLB Lease\&Go, NLB Skladi, Other SLO	SRB
NLB Komercijalna Banka, Sarajevo	RKS
NLB Banka, Prishtina	MKD
NLB Banka, Skopje

The NLB Resolution Group consists of NLB as the only banking member and other non-banking members, the latter of which are presented in the table below.

Table 7: Contribution to NLB Resolution Group’s TREA in EUR millions

Entity	31 Dec 2023
NLB d.d.	7,861
NLB Lease\&Go, Ljubljana

Build-up of own funds and eligible liabilities towards the MREL requirement applicable as of 1 January 2024, which amounts to: · 30.66% of TREA + applicable CBR (4.33% on 31 December TREA) and 19.94% LRE, which was well above the required level.

NLB Group Annual Report 2023

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SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

of the own funds and eligible liabilities items by which the Bank met the MREL requirement was as presented in the table below.

2023 CET1	1,768
Additional Tier 1 instruments	82
Tier 2 instruments	508
Unsecured and unsubordinated claims arising from debt instruments	964
Total	3,322

In June 2023, the Bank issued green bonds, ensuring that the Bank could comfortably meet the higher MREL requirement from 1 January 2024 onwards. In addition, the Bank obtained other MREL eligible instruments in a total amount.

MREL requirement and realised MREL ratio

Realised MREL ratio CET1+T1+T2	MREL requirement (including CBR)	MREL deposits and senior funding
31 Dec 2022	2,358	964
30 Sep 2023
31 Dec 2023

SEE banking members in Bosnia and Herzegovina, Serbia, and Montenegro are subject to local MREL requirements. As of 31 December 2023, all banking subsidiaries have secured Total Liabilities and Own Funds (TLOF) target level. In 2024, certain MREL regulation changes are expected in the Group countries of operations, and the subsidiary banks are exploring a.

Outlook

Risk factors affecting the business outlook are (among others):

• The economy’s sensitivity to a potential slowdown in the Euro area or globally
• Potential liquidity inflation
• Energy and commodity price volatility
• Increasing unemployment
• Geopolitical uncertainties
• Potential cyber-attacks
• Litigation risks
• Regulatory, other legislative, and tax matters

The prospective stagflation in 2023. As a result of rising inflation, high-interest rates, weaker external demand, and increased macroeconomic uncertainty, subdued economic growth or its growth could suggest a further slowdown, namely in private consumption and investment growth. Credit risk usually increases considerably due to the potential impact on the credit portfolio in light of anticipated inflationary pressures and expected decreases in economic growth. Lending growth in the corporate and retail segments remains cautious, and the Group carefully monitors the potentially most affected segments to detect any significant increase in credit risk at a very early stage.

In August 2023, certain areas in Slovenia were assessed, and retail segments were estimated as negligible, with only minor client credit quality deterioration or received collaterals occurring. The aforementioned adverse developments could affect the risk management; there can be no certainty that they will be sufficient to ensure the Group’s credit portfolio quality or the corresponding impairments remain adequate. The investment strategy adapts to the expected market trends in accordance with the set risk appetite.

Geopolitical uncertainties have increased volatility in the financial markets, particularly shifts in credit spreads and its prominent bond portfolio positions, mostly sovereigns, and carefully manages them by incorporating adequate early warning systems to limit the potential sensitivity of regulatory capital observed. Current developments, market observations, and potential mitigations are closely monitored and discussed.

While the Group monitors its liquidity, interest rate, credit spread, FX risks, significant and unanticipated movements on the markets or a variety of factors, such as competitive pressures, consumer confidence, or other certain factors outside the Group’s control, could affect the continuous provision of services to clients, their monitoring, and the prevention of cyber-attacks and potential fraud events. The Group has established internal controls that only sometimes entirely prevent possible adverse effects.

With regards to litigation risk, in recent years, and even more so in recent periods, the Bank has seen a shift in case law that is generally unfavorable, including loan insurance premium in Serbia and CHF litigations in Slovenia. In the latter case, we have noticed an increase in the number of proceedings against the Bank, which was expected. The Group is closely monitoring developments.

The Group is subject to various regulations and laws relating to banking, insurance, and financial services. Respectively, it faces the risk of significant impacts from changes in the environment in which it operates, including changes of tax treatment of banking business (e.g., application of VAT on card payments services in Bosnia and Herzegovina) and changes in interpretation of legislation regarding the repayment of consumer loans in Slovenia. The SEE region is the Group’s most significant geographic area of operations outside the RoS, and the economic conditions in this region are, therefore, critical as the Group's financial condition could be adversely affected by any instability or economic deterioration in this region.

Group closely follows the macroeconomic indicators relevant to its operations:

• GDP trends and forecasts
• Economic sentiment
• Unemployment rate
• Consumer confidence
• Construction spreads and related future forecasts
• Interest rate development and related future forecasts
• FX rates
• Energy and commodity prices
• Other relevant market indicators

During 2023, the Group has adjusted its forecasts to reflect the current circumstances and their future impacts accurately. The Group established multiple scenarios (i.e., baseline, optimistic, and severe) for the Expected Credit Losses (ECL) variables for the Group, aligned with the Bank’s consolidated view of the future of economic development in the SEE. The Group formed three probable scenarios with an associated probability in accordance with IFRS 9. These IFRS 9 macroeconomic scenarios incorporate the forward-looking and probability-weighted aspects of the ECL impairment calculation. Both features may change when...

embedded in previous forecasts. The baseline scenario presents an expected forecast macroeconomic view for all the countries of the Group. This scenario is based on recent official and private data. Key characteristics include no additional supply shocks, decreasing inflation due to increased ECB key rate and quantitative tightening, a slightly less tight labour market, GDP growth supported by sufficient energy supplies easing price pressures in the Euro area. China’s decision to abandon strict COVID restrictions supports the Euro area exports, which stimulates demand. Lower inflation expectations, followed by additional ECB support and moderated growth potential in the following two years. The severe, supply- and demand-driven scenario depicts sluggish economic growth and elevated inflation. The Group home countries experience near-zero real economic growth, leading to substantial upward shocks in financial markets. Political tensions persist, causing supply chain disruptions and inflation expectations. GDP growth remains low as the ECB implements a restrictive monetary policy. Despite a slow increase in the unemployment rate, many industries still face a tight labor market.

The Bank considers these scenarios in calculating expected credit losses in the context of the IFRS 9. On this basis, the Group revised scenario weights in H1 2023 and assigned weights (baseline scenario 60%), with minor changes in some entities to reflect the likelihood of relevant future economic conditions in their environment. Regular yearly revision of IFRS 9 provisioning will be conducted.

The stress-testing framework is integrated into the Risk Appetite Assessment Process (ILAAP), and the Recovery Plan to determine how severe and unexpected changes in the business and macro environment might affect the Group’s capital adequacy or proactive management of the Group’s overall risk profile in these circumstances, including capital and liquidity positions from a forward-looking perspective. Risk Management actions that are necessary. Moreover, the selection and application of mitigation measures follow a three-layer approach, considering the feasibility analysis of the measure, its impact on the Group’s business model.

40 NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

outlook constitutes forward-looking statements which are subject to several risk factors and are not a guarantee of future financial performance. The NLB Group is pursuing various strategies given the adaptive monetary policy of the ECB and local central banks to the general economic sentiment. In Slovenia, the economic growth is forecasted to accelerate in 2024 compared to previous years, supported by export demand from the wider Euro area. Downside risks are a slower-than-expected recovery among key trading partners and potential energy price spikes. Economic growth is seen accelerating due to improved performance among trading partners, disinflation, falling interest rates, and stronger household consumption. The performance of the Euro area, ethno-nationalistic tensions, and the wars in Ukraine and Gaza may impact growth in 2024.

Country	GDP (real growth in %)	Average inflation (in %)	Unemployment rate (in %)
2022	2023	2024	2025	2026	2022	2023	2024	2025	2026	2022	2023	2024	2025	2026
Slovenia	6.7	6.5	2.5	1.6	1.9	9.3	7.2	3.1	2.5	2.2	4.0	3.8	4.2	4.2	4.0
Serbia	2.5	2.5	2.9	3.4	3.4	12.0	12.1	5.8	3.7	3.0	9.6	9.5	9.0	8.8	8.6
N. Macedonia	2.2	1.8	2.6	3.2	3.2	14.1	9.4	4.0	2.6	1.8	1
Kosovo	4.3	3.3	3.7	4.0	4.0	11.6	4.9	2.8	2.7	2.5	12.6	11.0	10.5	10.0	9.5
Montenegro	6.4	5.1	3.3	3.2	3.3	13.0	8.6	3.8	2.8	2.4	14.7	13.2	13.0	12.7	12.5

Note: NLB Forecasts are highlighted in grey.

and the performance throughout all of year 2023 in many of the item lines exceeded the plans and previous guidance. The Group is herewith presenting the guidance for the full year 2024 Summit Leasing, which is expected to close before the end of 2024 and thus without material effects for 2024. The Group is preparing a new business strategy and vision for 2030 that will shape the earnings outlook. The announcement of the key strategic directions for the Group is planned for the Investor Day on 9 May in Ljubljana. The outlook for 2024 incorporates a reasonable amount of optimism that the end of 2024 will be lowered by some 150 bps. Despite this assumption, the Group is expected to achieve more than EUR 1,100 million in regular income since a comfortable level of net income is anticipated, stemming from more robust household consumption. The cost to income ratio is expected to stay below 50%, indicating that cost inflation should be reasonably contained. With the segments and geographies, the cost of risk is expected to be between 20 and 40 bps. In January 2024, Tier 2 notes in the amount of EUR 300 million and 10NC5 tenor were issued and have conducted a liability management exercise (LME), repurchasing EUR 219.6 million of its two outstanding Tier 2 notes to optimise its capital structure. Moreover, in 2024, the Bank is considering that issuances will enable the Bank to meet MREL requirements comfortably. The operating environment, coupled with an appropriate tactical and strategic positioning of the Group, have led to a dividend payment that has materialised in increasing dividend payments and, at the same time, meaningful build-up of the capital buffers, allowing for a potential M&A. With this outlook, the translating to a 40% pay-out ratio out of 2023 profit after tax. This represents a 100% increase from dividend payments made in 2023 or more than 75% of the so far’s guidance for the cumulative profit.

NLB Group Annual Report 2023

Overview

capital return will not impede the Bank’s capacity to grow, either organically or through M&A, while, at the same time, avoiding the capital to build excessively. The outlook for 2025 (i.e. subject to revision at the upcoming Investor Day in May. On the "as-is" presumption, the guidance for 2025 indicates the continuation of the current trends with stable and growing results million and higher dividend distribution also translates to a one percentage point increase of ROE a.t. (from around 14% to 15%), and ROE normalised expected to exceed 20% (previously retaining up to EUR 4 billion in M&A capacity. With this guidance on dividends, the Bank will pay cumulative dividends between 2022 and 2024 in the total amount of EUR 430 million.

Table 10: Market performance and outlook for the period 2023-2025

Last Outlook for 2023	Actual 2023 Performance	Outlook for 2024	Last Outlook for 2025	Revised Outlook for 2025
Regular	EUR 1,200 million	CIR \~ 46%	46%	< 50%
Cost of risk	\~ 0 bps	-7 bps	20-40 bps	30-50 bps
Loan growth	Mid single-digit	5%	Mid single-digit	High single-digit
EUR 500 million (2022-2025)	(i) More than 40% of 2024 profit	(i) ROE a.t.	ROE a.t. normalised	(ii) >15%
>20%	21%	29%	\~ 15%	\~ 20%
\~ 15%	> 20%	M\&A potential	Tactical M	capital returns will be revised during the new 2030 strategy process.
(ii) ROE a.t. normalised = result a.t. divided by the average risk-adjusted capital.	An average risk-adjusted capital is calc	contribution.

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It's not just about the jump you make, but the courage to take that leap in the first place.

Slovenian ski jumping team

In the efforts, sacrifices, successes, and triumphs of athletes …

NLB Group Annual Report 2023

Overview

As a systemically important regional financial institution, NLB Group aims to actively contribute to the sustainable transformation of the economy and society to a more green, just and inclusive model.
Sustainability matters and ESG factors are at the core of its business strategy and business model.

Green lending classification refers to the internal methodology of NLB Group, which refers to environmentally sustainable lending. If a loan is mapped to either of these frameworks, it is considered as a green loan.
The Group regularly monitors and strengthens the existing mechanisms, control functions, and activities.

A milestone was the adoption of a comprehensive Sustainability Policy in December 2023, together with the rulebook for harmonised sustainability management across the Group.
The policy focuses on improving quality of life, and contributing to a sustainable economy and society across the Group’s three sustainability pillars.
These pillars define and deliver forward-looking strategic priorities for the Group.

NLB, as a parent bank in the Group, is a signatory to the UN Environment Programme Finance Initiative (UNEP FI) Principles for Responsible Banking and Net Zero Banking Alliance Goals and takes decisive actions to address climate-related risks and opportunities.
This contributes to achieving the 2015 Paris Climate Agreement objective to limit global warming.

The Group Net Zero disclosure report was published, reaffirming our commitment to achieving Net-Zero by setting targets for reducing its financed emissions and maintaining a coal exclusion policy.
This includes transitioning the operational and attributable GHG emissions from lending and investment portfolios to align with pathways consistent with achieving net zero by 2050 or sooner.

The Group’s fundamental commitment to responsible business conduct is set out in the NLB Group Code of Conduct.
At the same time, specific principles are stipulated in several areas. In 2023, the Group put particular emphasis on implementing the Policy on Respect for Human Rights in its business conduct by setting standards for respect for human rights in its operations.

Overview of sustainability pillars – key achievements

Sustainable Finance

NLB Group’s portfolio decarbonisation strategy focuses on four key sectors: power generation, iron and steel, residential and exposure, and has set NZBA-aligned targets.
The Group finances its corporate and retail clients in their sustainable transition and actively engages with them to encourage the development of sustainable practices.

The production volume of sustainable financing stood at EUR 287 million, of which EUR 198 million was corporate, and EUR 89 million was retail and micro business.
Total outstanding volume strategy and assessed market potential in the region, the Group set a new commitment in December 2023 to allocate EUR 1.9 billion by 2030 to clients in sustainable transition.

In June 2023, the Group issued a green bond of EUR 500 million. The proceeds shall be used in line with NLB Green Bond Framework which is aligned with ICMA principles.
The first annual allocation and impact report is expected to be published soon.

The Group has made improvements in orientations and annual plans in risk management. Among other improvements, ESG risk management was upgraded and further integrated into NLB Group’s overall credit-approval process and related credit portfolio management.
Methodologies in credit rating classification and ESG due diligence were improved, within NLB Group’s commitment to the strict limitations of the exclusion list.

Sustainable Operations

Sustainable Finance

Contribution to Society

16.0 Sustainalytics' ESG Risk Rating

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Operations

At the Group, sustainable operations mean managing our non-financial operations by being an environmentally responsible institution and ensuring sustainable relations with our stakeholders. The calculation of operational carbon footprint (Scope 1, Scope 2, Scope 3, limited and without category 15) has been in place since 2019, following the Group’s climate-neutral commitment. We started the initiative to reach operational net-zero by 2050 or sooner.

In 2023, the Group made advancements in implementing ESG diligence. The Group stayed committed to high standards in all aspects of sustainable client relations, including identifying clients’ needs and issues, responsible product development, and the protection of client data, as well as cyber- and physical security.

At the Group, sustainable practices and human resource management are strongly interconnected. In addition to adhering to labour regulations, we foster an inclusive workplace environment, motivational and remuneration mechanisms, increased the number of trainings per employee, promoted health, safety, and well-being, and improved employee engagement. Sustainability training for employees in all hierarchical levels was provided to enhance and further develop their capacity and skills. In total, employees did 7,572 total hours of sustainability training, as well as to strengthen the employees’ client engagement capacity and practices to support the Net-Zero Strategy.

Two major initiatives were completed further to enhance the sustainability practices launched across the Group in September. The Group-wide initiative engaged more than 1,000 employees in several sustainability activities.

Contribution to Society

The Group actively contributes towards more comprehensive socio-economic development and education in the communities where it operates. In 2023, NLB Group continued to manage CSR activities in such a way that each of them contributes to at least one UN SDG. Among the focuses are financial literacy and financial inclusion, especially among young people and the elderly. More information is available in the chapter Corporate Social Responsibility.

Outlook

The Group recognises the challenges. The call to drastically change how companies, governments, and individuals – consumers – address sustainability is expected to be intensified in 2024 and onwards. To further improve standards, the Group will continue to implement initiatives and activities across all three sustainability pillars in accordance with the annual action plans. The main priorities in 2024 are as follows:

• Further developing and implementing a comprehensive NLB Group climate strategy, including pathways to decarbonise corporate and retail clients in line with our net-zero commitment by providing them with sustainable banking, leasing, and asset management products.
• Implementing the newly introduced readiness and aligning sustainability disclosures with the forthcoming new directive and European Sustainability Reporting standards (ESRS) by conducting the new double materiality analysis.
• Keep integrating other relevant reporting frameworks, such as IFRS S1/S2 (where TCFD was transposed at the end of 2023) and keep following the implications of the Taskforce on Nature-related Financial Disclosures.
• Pursuing opportunities stemming from lending or investment portfolios and business relations with key stakeholders, while following ECB and EBA guidelines.
• Further commitment to exploring possibilities to influence and further strengthen the Group’s value chain in terms of sustainable practices.

Despite its clear ambition and action to mitigate sustainability risks, positive changes in business and society necessitate collective efforts. It is imperative for the clients to also take action, while governments should provide the necessary guidance and direction.

ESG Risk score improved by 1.7 points. This represents low risk and ranks the Group among the top 13 percent of all banks assessed with Sustainalytics.

Corporate Social Responsibility

The Group remains determined to create more sustainable and inspiring projects. More information is also available in NLB Group Sustainability Report 2023.

Education, Financial Literacy, and Mentoring

In 2023, Bankarium, the pioneering Slovenia financial literacy centre, guided visitors through six stages of personal finance management with interactive digital games, quizzes, and educational resources, significantly contributing to knowledge transfer for future generations. NLB Banka, Podgorica extended its outreach in Montenegro, hosting financial literacy programs in seven schools.

Culture and Protection of Cultural Heritage

The Bank is a great patron of developing Slovenian art and culture. The Group launched a new NLB Group Art Programme for visual arts, aiming to support contemporary art in SEE, including investing in acquisitions and collaborations.

Responsibility to the Environment

To be responsible for the environment is to care for nature. In response to the degradation of a section of the southern Trnovski gozd, a forest located in Slovenia, we planted 2,500 seedlings across approximately one hectare to aid regeneration efforts. Similarly, NLB Banka Banja Luka organised a tree-planting initiative with colleagues from the Bijeljina region.

In support of Slovenian beekeeping, which is among the best in the world, NLB endorses the preservation of a rich cultural heritage and the protection of the environment. On the 150th anniversary of the International Young Beekeepers Competition, which took place in Slovenia in the summer, the first competition of this kind in Slovenia was attended by over 150 participants from 30 countries.

Sustainable Entrepreneurship

The goal of several "Women in Adria" events that were organised by NLB Banka, Banja Luka throughout Bosnia and Herzegovina was to bring together women. Through inspiring stories, the goal was to empower each other and point out the positive sides of female togetherness. NLB Komercijalna Banka organised a traditional Organic contest to reward the best projects in organic agriculture, with the best four receiving RSD 2.5 million.

Supporting Youth, Female, and Disabled Sports

NLB takes great pride in its long-standing NLB Youth Sports project in Slovenia. In 2023, the project reached its ninth year, supporting a remarkable number of young athletes.

Slovenia, as the Bank actively supports youth sports in other markets, with over 2,000 children participating across the Group's region. Furthermore, NLB Group demonstrates its dedication specifically for disabled basketball players and giving ongoing support to KHF Istog, one of Kosovo's most successful women's handball clubs.

Philanthropy

NLB Group made a substantial donation. Employees proposed and selected recipients for the donation. In response to devastating floods in Slovenia, the Bank donated EUR 9.5 million to help the most affected citizens and municipalities.

Financial Performance

The Group posted a profit after tax of EUR 550.7 million, surpassing the previous year by a remarkable EUR 103.8 million, representing a 23% YoY increase. It is noted that this includes deferred tax assets (EUR 61.9 million), and the 2022 result by the negative goodwill from the acquisition of N Banka (EUR 172.8 million).

Figure 12: Profit after tax of NLB Group – evolution

Net non-interest income	Total costs	Impairments and provisions	Share of profit from investments in associates and joint ventures	Negative goodwill	Income tax	Results of non-controlling interest	Total net operating income

The following key drivers influenced the Group’s performance:

• Despite the challenging rising interest rate environment, the Group experienced a YoY increase of individuals.
• More attractive pricing, especially for term deposits, caused a EUR 705.0 million increase in the deposit base YoY, of which EUR 511.6 million from individuals and EUR 29 million reflected the high price elasticity of the deposits of certain large clients in Slovenia.
• A significant 65% YoY increase in net interest income was driven by healthy loan demand and the cumulative change of the average customer deposit interest rate compared with the cumulative change of the average ECB deposit facility rate in the respective period was 8% on the Group.
• Net fee and commission income benefitted from the favourable impact of economic activity and an upswing in consumer spending across all banking members. Additionally, increased activity...

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NLB Group Annual Report 2023

Overview

Key Highlights

The effects of cancelling the high balance deposit fee in the Bank and implementing temporary measures, particularly in Serbia, were therefore effectively mitigated and resulted in a mode EUR 11.5 million, of which EUR 9.0 million was a direct voluntary contribution to the budget and municipalities for flood recovery in Slovenia, the rest being discretionary support payments.

Factors, namely, general inflationary trends within the region, investments into technology enhancements across the Group, the expansion of the leasing and asset management activities, and costs related to the new acquisition.

The Group net released EUR 11.8 million in impairments and provisions for credit risk, attributed to material repayments of previously written-off development in loans to individuals. Consequently, the cost of risk was negative at -7 bps.

Other impairments and provisions were net established in the amount of EUR 25.9 million, mainly related to the Bank, and legal provisions.

Based on substantially increased profit projections for the upcoming five years (2024 onwards) and the higher corporate income tax rate (nominal rates increased) by EUR 61.9 million (EUR 48.4 million recognised income due to profit projections and EUR 13.5 million due to increase of tax rate). The unrecognised deferred tax assets amount to EUR 9.6 million, which are projected to be paid in the foreseeable future, was recorded on NLB Group.

Enhanced financial performance resulted in ROE a.t. at 21.0%, with goodwill.

A sound financial position was confirmed by a robust Total Capital Ratio (TCR) of 20.3%, which improved by 1 p.p. YoY primarily due to the partial inclusion of 2023 results.

Mostly due to repayments, cured clients, and collection. The combination of successful resolution of NPL and credit growth of a high-quality portfolio resulted in the decrease of gross NPL to 1.1%.

Unencumbered liquidity reserves portfolio amounted to EUR 10,207.1 million (39.6% of total assets). Recurring profit before impairments and provisions of the Group, totalling EUR 550.7 million of net profit.

In Q1 2023, the result before impairments and provisions was affected by the accrual of a one-time yearly payment of regulatory costs in Slovenian banks (EUR 2.9 million Single Resolution Fund), EUR 5.0 million in donations to 20 municipalities affected by the floods in Slovenia, and a EUR 15.3 million in additional donations for the post-flood reconstruction effort.

Figure 13: Result before impairments and provisions of NLB Group (in EUR millions)

124.8	146.1	168.2	152.3	-14.9	6.8	-1.3	-5.9	-14.5	-39.1	-18.2	-7.8	-6.4	-6.7	19.5	-36.1	20
before impairments and provisions w/o non-recurring income and regulatory costs	Non-recurring net non-interest income	Regulatory costs
338.3	591.4	+75%

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NLB Group Annual Report 2023

Overview

recorded a profit on a standalone basis and positively contributed to the Group’s result. The largest contribution of EUR 269.6 million came from NLB, followed by NLB Komercijalna Banka due to elevated net interest income and net released impairment and provisions. The SEE banks contributed 44% to the Group result with growth achieved in all banks. For more information

Figure 14: Contribution to Profit after tax by bank member (in EUR millions)

EUR 550.7 million	48.9%	NLB
2.3%	N Banka (i)	23.9%	NLB Komercijalna Banka, Beograd
NLB Banka, Skopje	7	NLB Banka, Podgorica	4.4%
Other	1.1%	NLB (i)
N Banka (i)	NLB KB, Beograd (ii)	NLB Banka, Skopje	NLB Banka, Banja Luka
NLB Banka, Sarajevo	NLB Banka, Prishtina	NLB Banka, Pod
131.7	12.7	+224%	+99%
-93%	+20%	+26%	+12%
+11%	+48%	NGW	172.8

(i) Merger of NLB and N Banka on 1 September 2023. (ii) Merger of NLB Komercijalna Banka, Beograd and NLB Banka, Beograd 2022 also includes the profit of NLB Banka, Beograd (EUR 2.2 million).

NLB Group Annual Report 2023

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Table 11: Income statement of NLB Group in EUR millions

	2023	2022	Change YoY	Q4 2023	Q3 2023	Q2 2023	Q1 2023	Change QoQ
		Net interest income	833.3	504.9	328.4	65%	231.9	221.5	20.1	2%
	Dividend income	0.2	0.2	-0.1	-30%	0.0	0.1	0.0	0.0
		Net income from financial transactions	17.3	36.6	-19.3	-53%	-2.3	4.7	6.0	8.9
		Net other income	-35.4	-16.6	-18.9	-114%	63.0	-7.1	-10%
	Total net operating income	1,093.3	798.5	294.7	37%	292.5	289.2	269.7	241.9
		Employee costs	-282.2	-257.7	-24.5	-10%	-74.7	-70.0	-70.6	-66.8
		Other general and
	Depreciation and amortisation	-49.2	-47.4	-1.8	-4%	-13.7	-12.0	-11.8	-11.7
		Total costs	-501.9	-460.3	-41.6	-9%	-140.2	-120.9	-123.6	-117.1
Result before impairments and provisions for credit risk	11.8	-17.5	29.3		-15.0	-3.1	11.5	18.4
		Other impairments and provisions	-25.9	-11.4	-14.5	-128%	-13.0	-0.7	-6.2	-6.0
		Impairments and provisions	-14.1	-28
ventures	1.1	0.8	0.3	37%	-0.2	0.7	0.3	0.3
	Negative goodwill	0.0	172.9	-172.9		0.0	0.0	0.0	0.0
		Result before tax	578.4	483.1	95.3	20%	124.0	165.1	151.8	137.5
Income tax	-1.7		15%	3.0	2.8	3.3	3.4
	Result after tax	550.7	446.9	103.8	23%	163.8	144.2	122.6	120.1

Figure 15: Net interest income of NLB Group (in EUR millions)

		2022	2023	Q1 2023	Q2 2023	Q3 2023	Q4 2023
		-28.0	2022	569.8	993.4	207.0	233.2	267.7	285.4
			-64.9	-160.1	-32.2	-46.2	-53.5

Net interest income constituted 76% of the Group’s total net revenues (2022: 63%) and reached EUR 833.3 million. A significant increase in the net interest income was recorded in all Group businesses with prevailing higher interest rates. The growth mainly came from loans to customers, with EUR 253.7 million (EUR 98.3 million allocated to individuals and EUR 155.4 million to corporates). At the same time, interest expenses increased due to higher expenses incurred from wholesale funding raised for the minimum requirement for own funds and eligible liabilities (MREL). Net interest income sensitivity, simulated by 100 bps immediate parallel downward shift in interest rates, yields a net interest income sensitivity.

Stabilising net interest income includes ongoing increased fixed interest rate loan production, active management of funding mix, liabilities hedging activities, and increasing duration of borrowings. Consequently, the Group’s annual net interest margin was improved by 1.21 p.p. to 3.50% in 2023. The annual operational business margin was 4.75%, 1.19 p.p. higher YoY, mainly due to the margin of NLB Group (i) (quarterly data).

		Q1 2023	Q2 2023	Q3 2023	Q4 2023
		3.14%	4.99%	4.39%	4.89%	4.73%

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NLB Group Annual Report 2023

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Income

Figure 17: Net non-interest income of NLB Group (in EUR millions)
2022	2023
Q1	6.8
Q2	1.5
Q3	2.6
Q4	2.8
	-3.1
	-10.0
	-1.3
	-5.9
	-14.5
	19.5
	0.7

The overall YoY decrease in the net non-interest income derives from the negative impact from non-recurrent Serbia, and in Q3, EUR 4.0 million in donations were paid to 20 municipalities affected by the floods in Slovenia. In Q4, there were EUR 5.0 million additional donations paid for the post-interest rate regulation on housing loans in NLB Komercijalna Banka, Beograd. Additionally, regulatory charges were also higher by EUR 2.9 million YoY due to higher deposit base, most net non-interest income, the net fee and commission income – a significant part of it – recorded modest growth. The negative effects of the cancellation of the high balance deposit fee in the effectively mitigated with the positive impact of increased economic activity and consumption, leading to higher fees across all banking members. Additional positive influence on fees came from business.

NLB Group Annual Report 2023

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Total costs of NLB Group (in EUR millions)

2022	2023 Q1	2023 Q2	2023 Q3	2023 Q4
11.7	11.8	12.0	13.7	38.7
41.1	38.8	51.8	257.7	155.2
170.5	47.4	49.2	282.2

Total costs amounted to EUR 501.9 million and were 9% higher than the previous year. The increase was observed in all banks of the NLB Group, and was driven by strong net operating income growth that outpaced the increase in total costs.

The escalation in depreciation and amortisation resulted from higher investment activity in the last quarter. The growth of the other general and administrative expenses was observed, particularly within the region, investments into technology enhancements across the Group, growth of the leasing and asset management activities, and the intensive integration process in Slovenia (EUR 9 million).

Several initiatives were undertaken to keep costs low, including channel strategy, digitalisation, going paperless, instituting a lean process, and branch network optimisation. In Q3, some cost increases were observed. However, owing to prevailing circumstances and the current economic situation, characterised by significant inflationary pressures across all cost categories, many of the successful initiatives were challenged.

Throughout the year, a higher share of costs occurred in the last quarter (28% of total costs, the same as in the previous year) due to year-end employee payments and higher IT and marketing costs.

NLB Group Annual Report 2023

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Figure 19: Impairments and provisions of NLB Group (in EUR millions)

2022	2023 Q1	2023 Q2	2023 Q3	2023 Q4
-3.1	-0.7	-17.5	-11.4	-25.9
11.8	12.4	5.4

The Group released net impairments and provisions for credit risk in the amount of EUR 11.8 million. The established impairments derived from portfolio de repayments of written-off receivables and changes in models contributed to lower total impact and negative cost of risk in the financial year. Other impairments and provisions were net estimates related to Slovenian banks and HR restructuring provisions in the Bank.

NLB Group Annual Report 2023

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Segment Reporting

Tax and deferred taxes of NLB, Ljubljana. The effective tax rate in 2023 was significantly influenced by several non-recurring items, with the most material impact coming from the increase of projections for the upcoming five years (from 2024 onwards). NLB increased recognised deferred tax assets of EUR 56.7 million in 2023 (EUR 48.4 million recognised in income statement) increased for EUR 14.9 million due to a higher corporate income tax rate in the next five years (2024 to 2028), namely EUR 13.5 million income recognised in income statement and EUR.

The rate of NLB was the non-taxable income, consisting mostly of received dividends and the release of impairments of equity investments in subsidiary banks. In addition, tax losses carry-forward, tax assets revaluation, non-taxable dividends, and non-taxable reversal of equity investments, amounts to 11% at NLB d.d., on group level 12% (excluding also non-taxable interest from state bonds). In Slovenia to Republic of Slovenia and Slovene municipalities the equivalent rate amounts to 14%. Based on the Reconstruction, Development and Provision of Financial Resources Act, estimated to amount to more than EUR 30 million, and the tax rate for corporate income tax was increased from 19% to 22% for the years 2024 to 2028. From 2024 on, when these two changes expire, and when NLB’s tax loss carry forward will be utilised, we expect a regular effective tax.

December 2023 based on OECD Pillar 2 Model Rules and related EU Directive. It is expected that the parent company NLB will be liable to pay the top-up tax concerning subsidiaries in for the year 2024, we expect that the tax liability shall not be material.

Table 12: Effective tax and contribution rates in EUR millions

NLB	NLB Group
			Profit before tax	479	578
Non-taxable income	-98	0
	Non-taxable interest from state bonds	0	-40
		Taxable income	243	538
		Adjustments	-145	-232
			Utilization of tax loss carry forward	-115	-117
			Other adjustments (i)	-30	-115
			Tax base	98	306
	Recognition and increase of DTAs	-62	-62
		Non-recognised deferred tax assets on current loss and other	0	11
			Total tax	-36	15
			Regular tax payable (corporate income tax and withholding tax)	26	66
	Contribution (regular tax and donations)	35	75
		Overall contribution rate	14%	14%

Table 13: Statement of financial position of NLB Group in EUR millions

	31 Dec 2023	31 Dec 2022	Change YoY	31 Dec 2023	30 Sep 2023	30 Jun 2023	31 Mar 2023
ASSETS	832.2	16%	6,103.6	5,815.7	5,760.4	5,304.3
	Loans to banks	547.6	223.0	324.7	146%	547.6	518.6	304.7	329.1
				Net loans to customers	13,734.6	13,073.0	661.6	5%	13,734.6	13,666.1	13,431.8	13,455.0
- Corporate	6,437.8	6,345.7	92.1	1%	6,437.8	6,526.0	6,454.4	6,269.3
		- Individuals	7,235.3	6,743.4	491.9	7%	7,235.3	7,107.2	6,945.8	6,850.7
- State	390.4	308.2	82.3	27%	390.4	357.1	3
- Financial assets	4,803.7	4,877.4	-73.8	-2%	4,803.7	4,653.1	4,553.7	4,582.5
			- Trading book	15.8	21.6	-5.8	-27%	15.8	25.0	21.1	19.3
						- Non-trading book	4,787.9	4,855.8	-68.0
Property and equipment	278.0	251.3	26.7	11%	278.0	257.1	254.3	252.1
				Investment property	31.1	35.6	-4.5	-13%	31.1	33.1	34.5	35.3
							Intangible assets	62.1

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Balance Sheet Overview

TOTAL ASSETS	25,942.0	24,160.2	1,781.7	7%	25,942.0	25,278.0	24,701.5	24,011.8
LIABILITIES	Deposits from customers	20,732.7	20,027.7	705.0	4%	20,732.7	20,289.1	19,924.9	19,732.0
	Net loans to customers	13,948.7	511.6	4%	14,460.3	14,156.7	14,168.6	13,951.7
	State	413.2	513.4	-100.2	-20%	413.2	455.7	392.5	448.5
	Deposits from banks and central banks	95.3	106.4	-11.1	-10%	95.3	127.2	107.4
	Securities	509.4	508.8	0.6	0%	509.4	529.0	520.0	513.2
	Other debt securities in issue	828.8	307.2	521.6	170%	828.8	810.0	814.5	311.7
	Other liabilities	587.6	506.7	80.9	16%	587.6	504.9	469.3
	Interests	65.1	56.7	8.4	15%	65.1	61.9	59.2	60.3
TOTAL LIABILITIES AND EQUITY	25,942.0	24,160.2	1,781.7	7%	25,942.0	25,278.0	24,701.5	24,011.8

NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segment

Sheet volume of the Group totalled EUR 25,942.0 million at the end of the year and increased by EUR 1,781.7 million YoY. Growth in the customer’s loan book was fully financed with growth.

Figure 20: Balance sheet structure of NLB Group on 31 December 2023 (in EUR millions)

			Deposits from customers	20,733
			Net loans to customers	13,735
Cash equivalents & placements with banks
		Loans to state	2.8%
			Loans to corporate	45.6%
			Loans to individuals	51.6%
Total Assets	25,942
			Deposits from banks and central banks
		Liabilities	588
	Assets	Other assets	753

The LTD ratio (net) was 66.2% at the Group level; a 1.0 p.p. YoY increase resulted from higher relative increase of gross loans compared to deposits.

Loans (in EUR millions)	Deposits (in EUR millions)
13,073.0	20,027.7
13,734.6	20,732.7
65.3%	66.2%

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Total assets of NLB Group – structure (in EUR millions)

Cash equivalents, placements with banks and loans to banks	715.5	752.5	5,494.3	6,651.2	13,073.0	13,734.6	4,877.4	4,803.7

The distribution of total assets between countries was similar to the previous year, with 57.2% of the total assets related to the Group members located in Slovenia and 19.6% in Serbia.

Figure 2

Country	Percentage
Slovenia	57.7%
Serbia	19.3%
N. Macedonia	7.6%
BiH	7.4%
Kosovo	4.5%
Montenegro	3.6%
Other	0.1%

(i) The geographical distribution of individual NLB Group members is located.

NLB Group Annual Report 2023

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Group gross loans to customers dynamics (in EUR millions)

SEE Banks (i)	31 Dec 2022	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022	31 Dec 2023
Gross loans to individuals	6,653.9	7,235.3	3,664.5	3,608.8	3,050.3	3,523.1	6,828.2	3,667.8
Gross loans to corporate & state	3,245.4	+7%	+5%	+9%	+3%	+0%	+6%

(i) standalone basis. (ii) Merger of NLB and N Banka on 1 September 2023. Volumes for 2022 for N Banka and NLB, interest rates only for NLB.

The lending activity continued with stable growth across banks, with each Group member bank recording high YoY growth from 5% to 18% in outstanding loan balances. The new production of loans was high, with over EUR 900 million of new loans approved in 2023. The solid growth in the volume of loans to individuals was also recorded in Slovenia (NLB and N Banka), with stable new loan production of housing loans in the contractual amount. The production of consumer loans improved, with EUR 394.1 million new deals approved in 2023 (EUR 268.3 million in 2022). Most SEE banks also recorded growth in corporate and state loans. Loans to corporate and state in Slovenia increased by EUR 3.3 million YoY, where in the beginning of 2023, the volume decreased by EUR 120 million due to the repayment of extraordinary loans, with almost EUR 1.3 billion in new loans approved in 2023.

NLB Group Annual Report 2023

Overview

Key Highlights

Significant portfolio growth in all NLB Group banks in 2023, the loan portfolio remained well-diversified, and there was no large concentration in any specific industry or client segment.

Portfolio Overview

The portfolio refers to the euro currency, while the rest originates from the local currencies of the Group banking members. From interest rate type, almost 66% of the loan portfolio was linked.

Loan Portfolio Breakdown

Segment	Amount (in EUR millions)	Percentage
SME	3,764	19%
Corporates	2,865	14%
Retail

Currency Distribution

Currency	Percentage
EUR	82%
RSD	8%
MKD	5%
BAM	4%
Other	1%

Geographical Distribution

Country	Amount (in EUR millions)	Percentage
Slovenia	10,811	53%
BiH	1,447	7%
N. Macedonia	1,493	7%
Montenegro	723	4%
Kosovo	1,016	5%
Other

Additional Information

The loan portfolio also includes account balances, required reserves at CBs, and demand deposits at banks. (ii) State includes exposures to CBs. (iii) The largest part represents EU members. (iv) Country in the region.

NLB Group Annual Report 2023

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Segment Analysis

The book debt securities portfolio slightly decreased YoY to EUR 4,687 million (book value), constituting 18.1% of the Group’s total assets compared to 19.7% in 2022. The portfolio’s average yield was higher in 2023, reaching 1.67%.

Figure 26: Banking book debt securities portfolio by geography, asset class, currency, and maturity profile as at 31 December 2023 (in EUR millions)

Asset Class	Amount (EUR millions)	% of total portfolio
Government bonds	3,584
Corporate bonds	15
Bank senior debt	38
Total	4,687

Portfolio by Geography

Country	Amount (EUR millions)
Slovenia	1,316
Serbia	720
France	376
Germany	275
N. Macedonia	270
Belgium	258
The Netherlands

The models are implemented, dividing the portfolio into securities valued at fair value through other comprehensive income (FVOCI) and securities valued at amortised cost (AC). The FVOCI portfolio was p.p. lower YoY, with an average duration of 1.9 years. The negative valuation of FVOCI Group’s debt securities portfolio during 2023 amounted to EUR 89 million (the net of hedge accounting). In contrast, the AC portfolio at year-end increased to 53.8% of the total Group debt securities portfolio, with an average duration of 3.7 years. Unrealised losses of AC Group represented 6.5% of the whole portfolio. Additional information is available in the NLB Group Sustainability Report 2023.

Liquidity Overview

The Group’s liquidity remains strong, with a high level of unencumbered liquidity reserves in total assets (39.6%) reflected in the LCR ratio of 245.7%, compared to 220.3% at the end of 2022.

Figure 27: LCR quarterly dynamic of NLB Group (in EUR millions)

Date	Unencumbered Liquidity Reserves (EUR millions)	LCR (%)
31 Dec 2022	6,132	220.3%
31 Mar 2023	2,651	231.3%
30 Jun 2023	6,688	244.8%
30 Sep 2023	2,800	238.9%
31 Dec 2023		245.7%

In 2023, the Group’s unencumbered liquidity reserves increased by 11% YoY, comprising of cash, balances with CB without CB-secured funding operations. Among others, these liquidity reserves provided the basis for future strategic growth. The growth of unencumbered liquidity reserves in 2023 can largely be attributed to levels throughout 2023. Encumbered liquidity reserves, used for operational and regulatory purposes, decreased by 66% YoY to EUR 41.5 million (excluding obligatory reserves).

Unencumbered Liquidity Reserves (in EUR millions)

Date	ECB eligible credit claims	Cash & CB reserves	Trading book debt securities
31 Dec 2022	49.4%	0.0%	0.0%
31 Mar 2023	6.1%	49.0%	44.9%
30 Jun 2023	6.6%	48.6%	44.8%
30 Sep 2023	7.0%	45.9%	47.0%
31 Dec 2023	6.3%	48.6%	45.0%

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NLB Group Annual Report 2023

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Sustainability Performance Overview

29: Total liabilities of NLB Group – structure (in EUR millions)

Dec 2022	31 Dec 2023
106.4	95.3
20,027.7	20,732.7
281.1	240.1
508.8	509.4
307.2	828.8
506.7	587.6

The total liabilities of the Group increased and amounted to EUR 22,994.0 million, with additional EUR 2,948.0 of total equity. The Group’s prevailed; however, due to increased interest rates and attractive offers on term deposits, the share of term deposits increased by 3 p.p. in 2023 and accounted for 16% (13% at the end of 20).

NLB Group Annual Report 2023

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Sustainability Performance Overview

Group deposits from customers dynamics (in EUR millions)

	31 Dec 2022	31 Dec 2023
Sight deposits	2,833.0	2,474.2
Term deposits	6,079.0	6,272.4
Deposits from corporate & state	4,359.6	4,177.7
Deposits from individuals	7,841.6	7,923.8

Deposits from customers increased by 4% YoY. The largest increase of 15% was recorded in the corporate and state deposit base. The corporate and state deposit base decreased due to the high price elasticity of certain large corporate and state clients. Deposits from individuals recorded growth in all bank members, increasing by 5 p.p. YoY to 48%, with term deposit volume in 2023 increasing by more than EUR 350 million, mainly in the last four months due to an attractive offer on term deposits.

Strategy, Capital, and MREL Compliance

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64 NLB Group Annual Report 2023

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Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Side, the securities portfolio has a duration of 2.9 years and a loan portfolio of 2.4 years. A large weight in the duration of total assets also has assets with the central bank, which lowers the

has a duration of 1.9 years and a term deposits portfolio of 0.9 year. The largest weight in the duration of total liabilities has a portfolio of sight deposits, which lowers the duration of total

Included are cash flows and not carrying amount.

Figure 31: Duration overview (balance sheet items in EUR millions)

(i)	1,310	Derivatives
1,084	Loans and advances
14,624	Debt securities
4,414	Deposits
3,735	Debt securities issued
Interbank	778	Assets
Liabilities	26,680	O/N
1.6 Y	1.9 Y	0.9 Y
0.6 Y	2.9 Y	O/N
2.4 Y	3.7 Y	1.4 Y
26,680

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NLB Group Annual Report 2023

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Segment Analysis

Figure 32: Off-balance sheet items of NLB Group (in EUR millions)

Item	31 Dec 2022	31 Dec 2023
Guarantees	41.0	35.0
Letters of credit	2,140.8	2,487.5
Loan commitments	1,631.6
Derivatives

Off-balance sheet items amounted to EUR 6,300.8 million and were primarily comprised of guarantees (26%), loan commitments (39%), and derivatives (34%). Loan commitments were primarily divided between the Group’s derivatives, which were concluded by the Bank either for hedging the banking book or trading with customers. The substantial augmentation in derivatives trading volume primarily came from hedging the senior preferred bond issued in June 2023. Secondly, newly participation from NLB Group members was notable, as they engaged in hedging activities following the merger of N Banka with NLB, which led to a notable surge, particularly through the novation of existing derivatives contracts.

Analysis

N Banka is included in the segment analysis for the years 2023 and 2022 as an independent legal entity; in the segment analysis for the year 2023, it is included with the result for the period.

Retail banking with individuals and micro companies (NLB and N Banka), asset management (NLB Skladi), and part of subsidiary NLB Lease&Go, Ljubljana that includes operations with retail clients.

Corporate and Investment Banking in Slovenia includes banking with Key Corporate Clients, SMEs, Cross-Border Corporate Financing, Investment Banking and Custody, Restructuring activities that include operations with corporate clients. Financial Markets in Slovenia include treasury activities and trading with financial instruments, while they also present the results of asset management.

Strategic Foreign Markets consist of the operations of strategic Group banks in the strategic markets (Serbia, North Macedonia, Bosnia and Herzegovina, Kosovo, and Montenegro), as well as investment company K Lease&Go Leasing, Beograd. Other activities include categories in NLB and N Banka whose operating results cannot be allocated to specific segments, including negative goodwill from subsidiaries NLB Cultural Heritage Management Institute and Privatinvest.

Non-Core Segment

Non-Core Members include the operations of non-core NLB Group members, namely REA.

NLB Group Core Segments

Segment	Profit Contribution (%)	Total Assets (in EUR millions)	% of Total Assets
Retail Banking in Slovenia	100%	25,942	100%
Corporate and Investment Banking in Slovenia	31%	3,791	15%
Financial Markets in Slovenia	15%	3,376	13%
Strategic Foreign Markets	6%	7,232	28%
Other Activities	50%	11,059	43%
Non-Core Segment	-1%	436	2%

The indicator of a segment’s efficiency is net profit before tax. No revenues were generated from transactions with a single external customer that would amount to 10% or more of the Group's total revenues.

NLB Group Annual Report 2023

Overview

NLB, as Slovenia’s largest and systematically important bank, has demonstrated remarkable business resilience in the dynamic economic landscape this year. Bolstered by the successful market share, including in both retail and corporate lending. In 2023, NLB achieved a milestone with a record-high profit. The interest rate environment contributed to a considerable increase in profit, including the release of impairments of equity investments (EUR 97.8 million), and deferred tax assets (EUR 61.9 million) materially added to the overall result. Demonstrating responsibility, the Bank donated EUR 4.0 million to the 20 affected municipalities and made a one-time payment of EUR 5.0 million to the Reconstruction Fund, showcasing its commitment.

Key Highlights

a.t. 49% contribution to NLB Group’s result a.t. Largest bank in the country (by total assets) 30.2% market share by total assets

Financial and Business Performance

Key Performance Indicators	2023	2022	Change
Net interest income	372,566	177,027	110%
Net non-interest income	265,946	189,153	41%
Total costs	-237,864	-207,866	-14%
Impairments and provisions	78,098	5,756	-
Result before tax	478,7	-	-
Total assets	16,014,776	13,939,333	15%
Net loans to customers	7,156,068	6,062,305	18%
Gross loans to customers	7,276,656	6,157,442	18%
Deposits from customers	11,881,563	10,984,411	8%
Net interest margin	2.8%	1.5%	1.3 p.p.
ROE a.t.	27.9%	10.2%	17.7 p.p.
ROA a.t.	3.5%	1.2%	2.3 p.p.
CIR	37.3%	56.8%	-19.5 p.p.
NPL volume	138,004	111,170	24%
NPL ratio (internal LTD)	60.2%	55.2%	5.0 p.p.

(i) Data on a stand-alone basis as included in the Group’s consolidated financial statements. Merger of NLB and N Banka on 1 September 2023.

NLB Group Annual Report 2023

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Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Performance Indicators of N Banka (i) in EUR thousands

Key Performance Indicators	2023	2022	Change YoY
Net interest income	27,822	25,270	10%
Net non-interest income	5,225	10,453	-50%
Result after tax	16,747	13,672	22%

Financial Position Statement Indicators

Indicator	2023	2022
Total assets	1,293,280	-
Net loans to customers	939,238	-
Gross loans to customers	955,035	-
Net interest margin	2.0%	-
CIR	64.3%	-
NPL volume	23,633	-
NPL ratio (internal def.: NPL/Total loans)	1.9%	-
Market share by total assets	2.6%	-

Consolidated Financial Statements

N banka's internal calculation of net interest margin and total capital ratio. Data for 2022 are for the period March-December. Data for 2023 are for the period realization YoY and surplus of NLB in EUR millions.

Surplus 31 Dec 2023

Indicator	31 Dec 2023	31 Dec 2022	Change YoY
Common Equity Tier 1 capital (CET1)	1,734.6	1,414.7	319.9
Tier 1 capital amount (RWA)	9,207.5	7,832.7	1,374.8
Common Equity Tier 1 Ratio	18.8%	18.1%	0.8 p.p.
Tier 1 Ratio	19.7%	19.1%	0.6 p.p.
Total Capital Ratio	25.2%	25.6%	-0.3 p.p.

---

The pursuit of excellence knows no boundaries. Cedevita Olimpija basketball team … as well as the dignified handling of defeats, we find inspiration.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Overview

Slovenia

The Bank has prioritised customers’ needs and experience and recently integrated N Banka, thereby strengthening its position as the market leader in retail banking. The Bank offers services accessible through various channels such as traditional branch offices, a mobile branch on wheels, and an extensive ATM network, ensuring that customers can conveniently reach the Bank's Contact Centre and digital banking and remains committed to delivering the highest standards of excellence in everything it does. The Bank’s primary objective is to strive to be the best and leverage its strategic assets and transform the sales process to enhance the user experience.

Financial and Business Performance

	2022	Change YoY
Net interest income from Assets (i)	104.8	159.9
Net interest income from Liabilities (i)	87.2	95.8
Net non-interest income	177.5	9.1
Total costs	-153.8	-144.0
Result before impairments and provisions	213.2	67.4
Impairments and provisions	-32.6	-21.4
Share of profit from investments in associates

	2022	Change YoY
Net loans to customers	3,694.2	3,586.5
Gross loans to customers	3,760.8	3,641.0
Housing loans	2,483.5	2,430.8
Interest rate on housing loans (ii)	8.14%	7.11%
NLB Lease\&Go, Ljubljana	98.2	69.0
Other	360.6	419.2
Deposits from customers	9,357.8	9,085.8
Interest rate on deposits (ii)	0.32%
of risk (in bps)	56	58
CIR	41.9%	68.1%
Net interest margin (ii)	4.17%	1.70%

(i) Net interest income from assets and liabilities using Fund Transfer Pricing (FTP). (ii) The segment’s net interest margin is calculated as the ratio between annualised net interest income (i) and the sum of average interest-bearing assets and liabilities divided by 2.

Income experienced a substantial YoY increase, primarily driven by higher volumes and the positive impact of the key ECB interest rate hike on the segment’s income from clients’ deposits. Attractive offerings on interest rates for term deposits and savings accounts for individuals – which clients perceived positively. Consequently, the deposit base increased by 3% YoY, with a significant increase of 350 million, particularly in the last four months of 2023. Solid growth in the volume of loans to individuals was also recorded, with stable new loan production of housing loans and higher volumes of new deals approved in 2023 vs. EUR 268.3 million in 2022. This increase is related to the adjustments of macroprudential restrictions on consumer lending, which changed the lending landscape. The positive impact of increased economic activity and consumption, with an additional positive influence on fees from the increase of investment in funds and banking services, remained stable YoY.

which in 2022 amounted to EUR 1.8 million. 30.2% and 29.8% market share in housing loans and consumer loans. The segment’s total costs increased YoY due to general inflationary trend of NLB and N Banka. Impairments and provisions for credit risk were net established due to the portfolio development, repayments of written-off receivables and changes in models. Other operational merger of N Banka was successfully completed at the beginning of September. With the merger, the Bank again confirmed its systemically important position in the market. The retail part of NLB Lease&Go, Ljubljana, continued growing steadily and recorded a 42.3% portfolio increase YoY.

Figure 34: Market share of net loans to individuals

	31 Dec 2021	31 Dec 2022	31 Dec 2023
Housing loans	26.9%	29.6%	30.2%
Consumer loans	29.8%	24.4%	30.5%
	15.2%	33.9%	21.5%
	25.1%	36.9%	7.3%
	36.1%	9.8%

Service development is primarily driven by the requirements and expectations of its clients. In addition, the Bank tailors its offer to suit specific segments and devises processes to support segment, serving as the foundation for the Bank’s initiatives and business models. To enhance user experience, the Bank is broadening its spectrum of services to cater to an array of diverse needs. The Net Promoter Score (NPS) indicates transactional satisfaction after a completed service. The Bank’s client satisfaction remained high, with a level of satisfaction with the Bank’s advisors. Kindness and competence are valued the most and are the main reasons for high client satisfaction (80 vs. 73 for the competition). The NPS for the financial sector in 2023 is 52 based on SurveyMonkey global benchmark, influenced mostly by the high satisfaction with advisory service. In the integration process, clients of N Banka have established good practices and services, such as a revolving card offer and a partnership model, focusing on providing a positive user experience. Successful migration and integration of N Banka.

Private Banking

NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segment our clients. Private banking is a leading banking provider for this segment in the market and an integral part of the Bank’s offering, showing a substantial 24% YoY growth in assets under management. Products and services are carefully selected and tailored to meet the unique needs of these clients. The Bank provides comprehensive wealth management, combining banking and financial services. Exceptional service has been recognised by Euromoney, which awarded the Bank’s Private Banking segment as Slovenia’s Best Private Bank for High Net Worth Individuals in 2023.

Slovenia’s largest asset management company maintains a high market share of 39.6%. Net inflows in 2023 amounted to EUR 171.3 million, accounting for 50.5% of all net inflows in the million, of which EUR 1,896.3 million is from mutual funds and EUR 464.0 million is from the discretionary portfolio.

Figure

31 Dec 2020	31 Dec 2021	31 Dec 2022	31 Dec 2023
1,075	1,580	1,200

NLB Lease&Go, Ljubljana, the Bank extended its range of financial services to private individuals. Clients can now visit the branch offices for expert advice and high-quality financial services. The leasing model covers the digital aspect, enabling simple and quick car financing approval through an E2E digital process. The Bank is the largest provider of bancassurance on the market, Zavarovalnica Triglav being its long-term partners. Moreover, Vita’s model of exclusive distribution of life and health insurance products again resulted in record business volume for these products, providing coverage in the event of one or more severe illnesses and further improved its digital footprint within the Bank’s digital solutions.

Figure 36: Active clients’ penetration (i) of ancillary business

	31 Dec 2021	31 Dec 2022	31 Dec 2023
NLB Skladi	17.1%	16.8%	17.4%
Vita	17.1%	10.9%	9.4%
Generali	10.6%	10.3%	2.2%
	2.2%	2.6%	2.5%

Strong and stable market position in lending, deposits.

NLB Group Annual Report 2023

Overview

Key Highlights

Overdraft sales were completed via the CC in 2023. The Bank is promoting the advisory role of its branch offices, focusing on shifting transactional business to digital and card-based services.

With the number of clients using digital banking and 24/7 accessible channels such as CC and ATMs, the Bank is closer to achieving its goal. With one of the largest ATM networks in the country, the Bank is proactively promoting the digitisation of payments through various activities.

The Group’s mobile wallet NLB Pay was significantly improved to become the digital wallet of choice. E-commerce payments gained significant traction and boosted use and improved various customer journeys.

The Bank has also offered the most flexible credit card 3-in-1 feature, providing various options. The implementation of the new Group’s mobile POS terminal solution, the NLB Smart POS, was well-received by micro-segment, small businesses, and other merchants, enabling...

(in EUR thousands)	2020	2021	2022	2023
Value	12,577	36,218	58,924	+108.7%
Total	122,952

The Bank has introduced the possibility of returning part of the value of purchases to customers called NLB Cashback, a novelty in the Slovenian market. The City of Ljubljana has become the first open loop transit city in the region, as the Bank introduced a transit-ready solution for card acceptance for transit entirely by mobile, impacted by customer base demographics.

To grow mobile usage even more, the Bank will continue to add a broader range of servicing functionalities to the new omnichannel digital adoption and engagement. With the new solution, the Bank witnessed another boost in active digital users by 14% YoY and active digital penetration by 5.5 p.p. YoY.

Figure 37: Digital Account

When introducing changes, the Contact Centre (CC), the only 24/7 available banking contact point in Slovenia, plays a crucial role for the Bank’s clients who need assistance or help with contracting new products, as 11% of consumer...

Date	31 Dec 2020	31 Dec 2021	31 Dec 2022	31 Dec 2023
Percentage	61%	43%	56%	49%

Top Retail banking institution in Slovenia. Launch of new digital...

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Investment Banking in Slovenia

The Bank reaffirmed its position as a leading and systemic player in its home region. It continues to support corporate clients with daily banking and tailor border financing. The Bank also strongly emphasises sustainability in all its operations.

Financial and Business Performance

Table 19: Performance of the Corporate and Investment Banking
Net interest income from Assets (i)	106.5
Net interest income from Liabilities (i)	62.2
Net non-interest income	42.7
o/w Net fee and costs	-70.2
Result before impairments and provisions	79.0
Impairments and provisions	7.9
Result before tax	86.9
31 Dec 2023	3,413.2
Corporate	3,306.7
Key/SME/Cross-Border Corporates	3,049.5
Interest rate on Key/SME/Cross Border Corporates loans (ii)	4.54%
NLB Lease\&Go, Ljubljana	159.4
State	105.6
Interest rate on State loans (ii)	5.95%
Deposits from customers	2,471.8
Cost of risk (in bps)	-36
CIR	47.1%
Net interest margin (ii)	3.55%

(i) Net interest income from assets and liabilities using F for NLB. The segment’s net interest margin is calculated as the ratio between annualised net interest income (i) and the sum of average interest-bearing assets and liabilities divided by 2.

(ii) Market share in loans to customers 16 % 25.7%

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment

Investment Banking, the Bank continues its long tradition and commitment to sustainable and long-term business relationships. Cooperating with almost 11,000 corporate clients, the business.

The Bank provides extensive and customised financial solutions to support the broader economy. In 2023, the Bank successfully organised nine regional events for its corporate clients, with AI: Artificial and Human Intelligence Partnering for Business Success. In September, the Bank successfully migrated and integrated N Banka’s clients.

Figure 40: Market share in Corporate

calculation. Similar to the retail segment, the notable YoY rise in net interest income was primarily driven by the loan volume and deposit margin. Deposit interest rates, being less sensitive to the environment, considering the short maturity of the deposit base. In contrast, the loan market has become increasingly competitive, and client rates have not increased fully to reflect recent.

Date	Market Share
Loans to Customers	Deposits from Customers
31 Dec 2021	31.5%	39.0%
31 Dec 2022	20.0%	38.6%
	31 Dec 2023	18.3%	25.7%

the cancellation of the high balance deposit fee, which amounted to EUR 5.7 million in 2022, partially offset by higher fees from guarantees (EUR 1.3 million) and payment transactions (E stemming from the general inflationary trends within the region, investments into technology enhancements, and the integration process of NLB and N Banka. Impairments and provisions successful workout resolution. The volume of gross loans decreased by EUR 11.3 million YoY, primarily due to EUR 120 million repaid extraordinary liquidity credit lines from the energy.

influencing corporate clients to be more cautious when taking business decisions and investing in development projects. However, the Bank has been steadily increasing its market share in price elasticity of certain large corporate clients and slight decline in market share. Nevertheless, the Bank kept a solid deposit base, with most clients having house-bank relationships.

successful financing of the green transformation project throughout the region, encompassing the renovations of electricity distribution networks in Slovenia, the construction of a wind farm, and battery production in Slovenia. The Bank is increasing its share of financing the green transformation of Slovenian companies and beyond. Following the August floods, the Bank has taken.

floods, including a more favourable loan line of EUR 100 million, and a moratorium on the repayment of loan obligations, if required. Trade finance solutions In the trade finance, the Bank portfolio increased by 29.5% compared to the previous year. The Bank’s guarantees support all major infrastructure projects in Slovenia and the region. Through all types of letters of credit, risks for exporters and importers. A strong focus has been given to purchasing the receivables business, including introducing a reverse factoring product developed in Q4 2022.

Cross-Border highlights include EUR 175 million of signed loan facilities in 2023, combined with EUR 435 million in outstanding portfolio, and additionally EUR 100 million in still undisbursed loans for sustainable projects (newly signed loans at approx. EUR 50 million) in the home region while supporting other key industries like infrastructure, energy, and real estate. Outside the home region, investment-grade-rated companies from the Nordics NLB is the first choice for corporate clients in Slovenia 38.6% market share in guarantees and letters of credit.

NLB Group Annual Report 2023

Overview

Europe. Additionally, there has been a strong emphasis on forming strategic partnerships with key stakeholders (developers, equity/quasi-equity providers, investors, and commercial and d globally.

Investment banking & Custody

The Bank executed clients’ buy and sell orders in the amount of EUR 942.6 million within brokerage services in 2023. In dealing with financial ins million, and transactions involving derivatives reached EUR 173.4 million in 2023. The NLB trading platform has been thriving, offering clients the best possible interaction with the Bank introduced last year, have also shown considerable growth and high interest on the clients’ side in 2023. The Bank has been actively involved in the financial advisory business. In addition (as a sole mandated lead arranger) in the amount of EUR 304 million (NLB participating in financing with EUR 162 million), and organising the bond issuing (as a lead arranger or joint l Slovenian players in custodian services for Slovenian and international clients. The total value of assets under custody on domestic and foreign markets has increased throughout the year, billion.

Leasing financing

Intermediary business for NLB Lease&Go, Ljubljana, has also been the focus of the Bank’s commercial activities, providing clients with the best possible finan total volume of new business in 2023 increased by 15% and reached EUR 191.3 million (including short-term financing), which had the effect on increased balance of leasing portfolio at applications have gained further validity and usefulness. They have started to be used on the market, mainly through intermediaries – vehicle broker-dealers (partners), which enables a fas payments, the Bank improved its solutions to corporate clients by revamping NLB Pay and incorporating Google Pay, transforming it into a virtual or smart wallet that enables payments.

Transaction volume in acquiring (in EUR millions)

The Bank was the leading bank in the introduction of instant payments on the Slovenian market and is the only bank enabling users of m- Slovenia and the SEPA area. Flik P2P enables money transfer among all Slovenian banks’ clients, while Flik P2M payments enable purchases on NLB POS terminals and on POS terminal group in the SEE, the Group enables services arising from the SWIFT Global Payment Initiative, an international payments service enabling banks to transfer money faster and more safely related costs.

Year	e-commerce	POS
2020	113	3,244
2021	+48%	2,865
2022		2,535
2023		2,348

Markets in Slovenia

The segment is focused on the Group’s activities in international financial markets, including treasury operations. This continuous focus was on prudent liquidity reser senior preferred green notes of EUR 500 million.

Financial and Business Performance

Performance of the Financial Markets in Slovenia segment in EUR millions consolidated	2023	2022	Change YoY
Net non-interest income	2.7	-0.7	3.4
Total net operating income	40.4	46.6	-6.2
Total costs	-9.9	-9.4	-0.5
Result before impairments	35.3	33.8	1.5

Balances as of 31 Dec 2023

Item	31 Dec 2023	31 Dec 2022	Change YoY
Balances with Central banks	4,153.2	3,373.7	779.5
Banking book securities	2,981.1	2,993.3	-12.3
Subordinated liabilities (Tier 2)	509.4	508.8	0.6
Other debt securities in issue	828.8	307.2	521.6

Interest rate (ii) 1.17% 0.74% Subordinated liabilities (Tier 2) 509.4 508.8 0.6 0% Interest rate (ii) 6.89% 4.16% 2.73 p.p. Other debt securities in issue 828.8 307.2 521.6 170% Interest rate (ii) 6.56% 6.00% 0.56 p.p. (i) Net i business overview includes the operations of the Group’s ALM, due to more comprehensive presentation of the operations on the group level. The net interest income was EUR 9.6 million lower Y Slovenia and Corporate and Investment Banking in Slovenia segments, while interest income from banking book improved. There was an increase in balances with the central bank (EUR 7 the central bank. Borrowings decreased by EUR 77.7 million YoY because of the prepayment of TLTRO in the amount of EUR 63 million in H1.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

The Group’s ALM process strategically manages the Group’s balance sheet concerning the interest rate, currency, and liquidity risk considering the macroeconomic environment and financial conditions. It is decentralized, with uniform guidelines and limits for each type of risk for individual Group members. From the interest rate risk perspective, the surplus liquidity position of the Group consists of high-quality debt securities. In terms of funding, the non-banking sector deposits continued to increase, mainly in the form of term deposits. The Group manages its positions and stabilizes risk exposure; the Group actively adjusts the average duration of liquidity reserves and keeps outstanding "plain vanilla" derivatives. Active profitability management has been supported by the loan market all over the Group’s strategic markets.

Liquidity management

The Group’s liquidity management focuses on ensuring a sufficient level of liquidity reserves to settle all due liabilities. The Group has developed a comprehensive liquidity contingency plan (LCP) to ensure an appropriate level of liquidity for different situations, including emergencies and crisis conditions. This includes the calculation of liquidity reserves (see the subchapter Liquidity Position in the chapter Overview of Financial Performance) and other liquid assets. The latter includes funds held on accounts with other institutions. Liquid assets are managed by each Group member on its own. Capital, liquidity, and interest rate risks management with an active presence on capital markets 63% government securities.

NLB Group Annual Report 2023

Overview

Funding

Wholesale funding activities in the Group aim to achieve diversification, improve structural liquidity and capital position, and fulfil regulatory requirements, especially ensuring compliance.

NLB Group issued its first green EUR 500 million senior preferred notes with 4NC3 tenor in June for MREL purposes. NLB Group members were also active in the wholesale market. More specifically, they obtained a EUR 5 million credit line to meet its MREL requirement.

Table 21: Overview of outstanding NLB notes as at 31 December 2023 (i) in EUR millions

		Type of bond	ISIN code	Issue Date	Maturity Date	Interest Rate	Amount
Senior Preferred	XS2641055012	27 Jun 2023	27 Jun 2027	7.125% p.a.	500
Senior Preferred		19 Jul 2024	19 Jul 2025	6.000% p.a.	300
		Tier 2 (i)	SI0022103855	6 May 2019	6 May 2029	3.650% p.a.	120
Tier 2 (i)	XS2113139195	5 Feb 2020	5 Feb 2030	3.400% p.a.	120
Tier 2	XS2413677464	28 Nov 2022	28 Nov 2032	10.750% p.a.	225
			Total Tier 2:		510
AT1			2028	9.721% p.a.	82
Total outstanding:		1,392

(i) Further information is available in the chapter Events After the End of the 2023 Financial Year. Note: Including issued Tier 2 (both in January 2024). Maturity envisaged on call date.

Figure 43: Volume of outstanding NLB notes (in EUR millions)

SP Tier 2 AT1 31 Dec 2023 31 Dec 2024 31 Dec 2025 31 Dec 2026 800.0

Figure 44: Refinancing needs from matured NLB notes (in EUR millions)

Note: Maturity envisaged on call date. 10.5 SP Tier 2 31 Dec 2024 31 Dec 2025 31 Dec 2026 300.0 54.9 500.0 First is

NLB Group Annual Report 2023

Overview

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Banking Book Debt Securities Portfolio

Figure 45: Banking book securities portfolio of NLB by asset class and geography as at 31 December 2023 (in EUR millions)

Asset Class	Geography	Amount (EUR millions)
Government	Germany	191
	Belgium	191
	The Netherlands	162
	Austria	152
	Finland	117
	Spain	108
	Sweden	90
	Ireland	82
Covered bonds		218
GGB		140
Multilateral bank bonds		117
Subordinated debt		38

The goal is to provide liquidity, stabilise the interest margin, and manage interest rate risk. In 2023, an ongoing goal was to further diversify the Bank’s banking book securities portfolio, which at the year-end, debt securities measured at FVOCI represented 32.9% of the Bank debt securities portfolio, having a duration of 2.7 years, while the duration of the portfolio measured amounted to EUR 48 million (net of hedge accounting effects and related deferred taxes), and unrealised losses from securities measured at AC amounted to EUR 77 million. The average yield on the Bank’s banking book debt securities portfolio increased by 0.43 p.p. YoY to 1.17%.

Maturity Profile of NLB Banking Book Securities

Figure 46: Maturity profile of NLB banking book securities as at 31 Dec

Period	Nominal Exposure (EUR millions)	% of Total Portfolio
2025-2026	344	13%
2027-2028	637	32%
2029+	230	26%
	635	29%
	105
	592
	256

In February 2023, contributing to the impairment release of EUR 4.2 million. As the Group actively works on incorporating ESG in its business profile, the portfolio reflects the growing market of the ESG debt securities issued by governments, multilateral organisations or financial institutions, of which EUR 132 million were bought in 2023. Additional information is available in...

82 NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segments

Markets

Six subsidiary banks, two leasing companies, one IT services company, and one investment fund company. The core financial part of the Group in the Strategic Foreign Markets segment includes two leasing companies. The Group banking subsidiaries are locally firmly entrenched as important financial institutions and market leaders across various business segments and provide stability.

The subsidiary banks have a stable market position and enjoy a robust reputation. The market share of the banking subsidiaries, measured by total assets, reached or surpassed 10% in five out of six markets.

There was remarkable double-digit growth of gross loans to customers, above the local market average, especially in the retail segment, thereby contributing to the overall economic development of the region.

In strategy, the Group banks attracted new depositors (9% YoY growth), adapting to prevailing market conditions, thus ensuring organic growth and keeping an optimal balance sheet structure.

The financial literacy of clients was enhanced by organising the #FrameOfHelp project for small entrepreneurs, tree planting activities, and many more events, as stated in the Group Sustainability report.

In 2023, the Group is offering various digital solutions to clients, thus bringing, first in some markets, various solutions further boosting digital penetration by almost doubling the number of digital users.

For their contributions to the local countries of operation, the Group received awards. Leasing operations continued with solid growth, especially in Serbia, by achieving a market share in new production of 11%.

Banks reached or exceeded 10% in five out of six markets. Profit before tax was EUR 291.5 million, 56% higher compared to last year. Result before tax was 50%. Net interest income was 51%. Net non-interest income was also significant.

NLB Group Annual Report 2023

Overview

Business Performance

Table 22: Results of the Strategic Foreign Markets segment in EUR millions consolidated

	2023	2022	Change YoY
Net interest income	423.2	298.0	125.2 (42%)
Interest income	118.4	129.5	-11.1 (-9%)
o/w Net fee and commission income	124.1	118.7	5.4 (5%)
Total net operating income	541.6	427.6	114.0 (27%)
Total costs	-251.2	-228.1	-23.1 (-10%)
Result before impairment before tax	291.5	187.1	104.4 (56%)
o/w Result of minority shareholders	12.6	11.0	1.7 (15%)

Loans and Interest Rates

	31 Dec 2023	31 Dec 2022	Change YoY
Net loans to customers	6,648.1	6,077.5	570.6 (9%)
Gross loans to retail loans	6.63%	5.66%	0.97 p.p.
Corporate	3,042.9	2,869.0	173.9 (6%)
Interest rate on corporate loans	5.37%	3.84%	1.53 p.p.
State	271.4	181.4	90.0 (50%)
Interest rate on state loans	7.13%	3.65%	0.17% (0.21 p.p.)
Non-performing loans (gross)	134.0	160.6	-26.7 (-17%)

Cost of Risk and Other Metrics

			2023	2022	Change YoY
		Cost of risk (in bps)	-13	7	-20
			CIR	46.4%	53.4%	-7.0 p.p.
				Net interest margin	4.19%	3.14%	1.05 p.p.

Net loans to customers was achieved by NLB Banka, Prishtina (12% YoY), NLB Banka, Sarajevo (10% YoY), NLB Banka, Podgorica (9% YoY) and NLB Komercijalna Banka, Beograd (9% YoY). Several products and services were upgraded, which included streamlining and modernising their distribution network and improving their digital offering. NLB Lease&Go Leasing, Beograd, of EUR 77.9 million YoY, due to a high portion of the portfolio at the variable interest rates. The net fee and commission income increased by EUR 5.4 million due to high bancassurance products. Nevertheless, the total net non-interest income of the segment decreased by EUR 11.1 million YoY due to a EUR 15.3 million modification loss related to interest. Total costs increased by EUR 23.1 million YoY due to higher operating costs resulting from inflationary pressures and increase in leasing activities. However, the CIR of the segment improved to 46.4%. Amid an increasing interest rate environment, persisting pricing pressures, and regulatory changes and interventions, and despite signs of an economic slowdown, the banking members exhibit solid liquidity and capital. The banking members as leading financial institutions in the SEE markets, leasing financing is growing.

NLB Group Annual Report 2023

Overview

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

After Tax of Strategic NLB Group Banks (in EUR millions)

NLB Komercialna Banka, Beograd	+100%
NLB Banka, Skopje	+18%
NLB Banka, Banja Luka	+26%
NLB Banka, Sarajevo	+12%
NLB Banka, Prishtina	+11%

An impressive growth of 1.8 p.p. market share YtD, following NLB Komercijalna Banka, Beograd (0.6 p.p.), NLB Banka, Skopje (0.8 p.p.), NLB Banka, Banja Luka marked a remarkable boost of 1.3 p.p., followed by NLB Komercijalna Banka, Beograd (0.6 p.p.), NLB Banka, Podgorica (0.3 p.p.) and NLB Banka, Skopje (0.3 p.p.).

Green Loans through partners – Eco mortgage loans through business partners, Eco home appliance loans, electric and hybrid vehicles, and so forth. Turbulences in the banking sector at the retained customer confidence as the total segment deposits from individuals increased by 5% YoY.

Corporate Banking

The banking members maintained a positive trend in approving new financing with 6% YoY growth, with the highest growth levels achieved in NLB Komercijalna Banka, Beograd, NLB Banka, Sarajevo and NLB Banka, Prishtina with low-double or high-single digit growth particularly in solar power plants and energy efficiency.

The SEE banks attracted corporate deposits by boosting corporate balances of the segment by 17% YoY. The rising interest rates on deposits ranged between 3.03% (NLB Banka, Sarajevo) and 4.75% (NLB Banka, Podgorica).

Retail Banking

Despite the loan squeeze due to increasing interest rates, the banking members realised robust growth, significantly outperforming the local markets, especially in consumer loans. The highest increase in loans to individuals was achieved by NLB Banka, Prishtina, and both Bosnian banks with an increase in the loan portfolio.

Moreover, all the banks in the Group increased their market share in consumer lending from 0.1 p.p. to 1.8 p.p. YoY. NLB Banka, Banja Luka achieved significant growth in this area.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Komercijalna Banka, Beograd

In 2023, the bank achieved remarkable profitability with growth of its net profit by 100%. The bank managed to increase lending activities in all segments, improving the quality of the loan portfolio by embedding it as a leading banking institution in the local market. Despite a considerable drop in housing loan demand in 2023, the bank maintained profit growth. NLB Komercijalna Banka, Beograd started the complete transformation of the business model by introducing an agile, simple, and fast working model, digitalising products. In 2023, the bank was awarded a digital award for the first time for "Welcome to the Bank of Real Opportunities" for two socially responsible campaigns – "NLB Organic" and "NLB Frame."

Retail banking

Despite operating in a challenging environment, the retail segment recorded 5% YoY growth in gross loans over the average market growth, driven mainly by increased volume of loans to 12%. Significant double-digit growth in consumer loans was marked (10% YoY) by increasing the market share to 10.4%. Despite a decline in demand in the housing segment, growth in the retail segment was noted by 40 bps to 12.7%. The deposit base increased by 5% YoY. The interest margin in the retail segment was still high, but under intense pressure from competition.

Corporate banking

The bank built a strong value proposition for all products and services in the cross and upselling program, which also brought added value to customers. The bank participated in green project financing for the increase of renewable energy in Serbia. The bank also approved several project financings for important real estate developments and sovereign funding for road infrastructure development.

Komercijalna Banka, Beograd (i) in EUR thousands	2023	2022	Change YoY
Key performance indicators	Net interest income	211,296	124,269	70%
	Net non-interest income	49,686	58,805	-16%
	Result before tax	149,281	69,136	116%
	Result after tax	132,313	66,014	100%
Financial position statement indicators	Total assets	5,019,429	4,670,405	7%
	Net loans to customers	2,811,599	2,589,222	9%
	Equity	827,575	737,972	12%
Key financial indicators	Total capital ratio	27.1%	24.6%	2.5 p.p.
	Net interest margin	4.7%	3.0%	1.7 p.p.
	ROE a.t.	16.9%	9.6%	7.3 p.p.
	ROA a.t.	2.8%	1.5%	1.3 p.p.
	NPL/Total loans	0.6%	1.0%	-0.4 p.p.
	Market share by total assets	9.9%	10.0%	-0.1 p.p.
	LTD	70.2%	70.1%	0.1 p.p.

(i) Data on a stand-alone basis as included in the Group’s consolidated financial statements. Key financial indicators (ROE a.t., ROA a.t., CIR and net interest margin) for 2022 calculated for the merged bank. EUR 132 million result a.t. 24% contribution to NLB Group’s results.

NLB Group Annual Report 2023

Overview

Skopje The bank is a leading banking institution in the local market and is identified as a systemically important bank. In 2023, its success was once again confirmed and recognised by recent developments in payment systems of the country, and demonstrated humanity and solidarity. The bank continues to support the country’s population and economy. The focus remains on digitalisation, improving customer experience, and expanding the portfolio of products and services with a particular focus on "green" products, as well as socially responsible projects for caring for their employees and the community.

Key performance indicators of NLB Banka, Skopje (i) in EUR thousands

Indicator	2023	2022	Change YoY
Net interest income	65,406	53,932	21%
Net non-interest income	21,198	21,948	-3%
Operating income	49,427	41,668	19%
Result after tax	44,517	37,874	18%

Financial position statement indicators

Indicator	2023	2022	Change YoY
Total assets	1,902,260	1,847,521	3%
Net loans to customers	1,216,188	1,170,692	4%
Gross loans to customers	279,987	265,844	5%

Key financial indicators

Indicator	2023	2022	Change
Total capital ratio	18.9%	18.2%	0.7 p.p.
Net interest margin	3.7%	3.1%	0.5 p.p.
ROE a.t.	16.5%	15.0%	1.5 p.p.
ROA a.t.	2.4%	2.1%	0.3 p.p.
CIR	42.3%	3.6%	-0.5 p.p.
Market share by total assets	15.6%	16.3%	-0.7 p.p.
LTD	81.1%	80.1%	1.0 p.p.

(i) Data on a stand-alone basis as included in the Group’s consolidated financial statements.

Increased housing (12%) and consumer loans (11%), surpassing the 2023 market growth. The highest amounts of disbursed loans so far in the retail segment led to an increase in the market share. The segment was still high, but under intense pressure from competition. The key drivers of income growth were the portfolio increase, foreign payment operations, account management, and business development. 12.4% in corporate gross loans. Considering the strategic orientation, NLB Banka, Skopje maintained its interest in credit support for investments in renewable sources and projects to increase the portfolio in the segment of long-term financing of highly creditworthy clients, securing a stable portfolio and revenue generation. The bank had a total outstanding balance of loans approved for investments in renewable sources and energy-efficient investments. NLB Banka Skopje also supported many export-oriented companies by offering them services and adapting to macroeconomic developments, corporate interest rates were aligned with market conditions throughout the year. EUR 45 million result a.t. 7% contribution to NLB Group’s result a.t.

Banja Luka

In 2023, the bank remained the second most important bank in the Republic of Srpska market, reaffirming its status as a leading bank in retail with an increased market share of its position in the corporate and retail segments and a solid deposit base. As evidence of a highly successful year, the bank also received several "Golden BAM" awards for the highest ROE, the market of Bosnia and Herzegovina.

Financial and Business Performance

Key performance indicators of NLB Banka, Banja Luka (i) in EUR thousands

Indicator	2023	2022	Change YoY
Result before tax	26,678	20,962	27%
Result after tax	24,269	19,281	26%
Total costs	-19,433	-17,293	-12%
Impairments and provisions	-763	-280	-173%

Financial position statement indicators

Indicator	2023	2022	Change YoY
Gross loans to customers	575,960	540,533	7%
Deposits from customers	840,115	796,668	5%
Equity	107,270	96,237	11%

Key financial indicators

Indicator	2023	2022	Change
Total capital ratio	15.9%	16.0%	-0.1 p.p.

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Key Highlights

CIR	41.5%	44.9%	-3.4 p.p.
NPL volume	5,543	8,272	-33%
NPL ratio (internal def.: NPL/Total loans)	0.7%	1.1%	-0.4 p.p.
Market share by total assets	20.4%	20.1%	0.3 p.p.
LTD	66.3%	65.7%	0

Retail Banking

Retail banking recorded excellent double-digit YoY growth in gross loans (13%), while deposits grew by 6% YoY. Consumer loans increased by 19% and housing loans experienced a YoY increase by 7%, while the market share in retail deposits was 25.7%. The key drivers of income growth were interest income and income from accounts and payments processing. The focus remains on further enhancing customer services, especially in digitalisation and bancassurance services.

Corporate Banking

Corporate banking recorded YoY growth in gross loans (2%) by supporting local companies in the region, which supported the bank’s organic growth. The bank achieved a EUR 24 million result a.t., contributing 4% to NLB Group’s result a.t. It is the 2nd largest bank in the country with a 20.4% market share by total assets.

Performance Overview

In 2023, the bank showed solid performance and remarkable loan growth of 10% by boosting the bank’s market share. The predominant strength of the bank was in consumer lending, with a share of net non-interest income (31% of net fee and commission income in total net operating income). The bank achieved an impressive 31% YoY growth in net interest income, driven by various trends. In 2023, the bank launched new digital products and actively contributed to the country's green financing initiatives. As a result, it received several awards in the local market, including the socially responsible campaign, "The Healing Horse" and "Go Green Star"; as well as the Visa Awards for "Google Pay Launch" and for First-to-Market with "Tap-to-Phone".

Financial and Business Indicators

Thousands	2023	2022	Change YoY
Net interest income	25,490	19,524	31%
Net non-interest income	11,203	12,152	-8%
Total costs	-19,877	-18,304	-9%
Impairments		11,436	12%

Financial Position Statement Indicators

Total assets	917,233	838,117	9%
Net loans to customers	575,560	521,326	10%
Gross loans to customers	597,715	542,001	10%
Deposits from customers
Capital ratio	17.8%	16.5%	1.3 p.p.
Net interest margin	3.0%	2.6%	0.4 p.p.
ROE a.t.	13.6%	12.5%	1.1 p.p.
ROA a.t.	1.5%	1.5%	0.0 p.p.
CIR	54.2%	57.8%	-3.6 p.p.
NPL volume	15,732	16,986	-7%
LTD	76.8%	77.4%	-0.6 p.p.

Retail Banking Continued

Retail banking recorded YoY growth in loans. Housing loans experienced a YoY increase by 7%, while the consumer loans portfolio grew by 12% YoY, attributed to heightened demand, various campaigns, and increased employment.

Corporate Banking Continued

The corporate banking segment achieved YoY growth in gross loans, reaching 10%. The focus was on increasing the client loan portfolio and the guarantees portfolio. A strong focus is placed on green loans and the implementation of ESG standards as well. Corporate deposits reached YoY growth of 21%, accompanied by a shift in strategy.

EUR 13 million result a.t. contributed 2% to NLB Group’s result a.t. It is the 6th largest bank in the Federation of BiH with a 6.2% market share by total assets.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Performance

Prishtina In 2023, the bank kept its leading position in profitability by increasing its net profit by 11%. It ranked the second biggest bank in Kosovo by increasing its total assets by 13% YoY to retail and corporate clients, and being a market leader in innovations in the local banking sector. Net interest income grew by 18% YoY, mainly due to boosting lending activities and optimizing services.

"Most Active Local Bank in Using TFP Line" award for several consecutive years.

Financial and Business Performance

Table 27: Key performance indicators of NLB Banka, Prishtina (i) in EUR
Net interest income	39,844
Net non-interest income	8,017
Total costs	-15,995
Impairments and provisions	776
Result before tax	39,963
Result after tax	35,968
Loans to customers	831,333
Gross loans to customers	866,730
Deposits from customers	1,008,261
Equity	149,669

Key financial indicators

ROA a.t.	27.3%	-1.9 p.p.
CIR	3.2%	-0.1 p.p.
NPL volume	16,234	3%
NPL ratio (internal def.: NPL/Total loans)	1.6%	-0.1 p.p.
Market share by total assets	16.9%

Retail banking

In 2023, the bank achieved YoY growth in gross loans (18%) and deposits (8%). The growth in retail was predominantly driven by an inflation-driven increase in real estate prices. The growth in housing loans reached 16%, and consumer loans showed a substantial 24% YoY increase.

Corporate banking

Corporate banking recorded YoY growth in gross loans of 7%, mainly through the selling of products through existing corporate clients, particularly targeting new retail and SME clients. Optimisation of the bank’s liquidity structure was highlighted by an 18.5% YoY deposit increase and overdrafts. Cooperation on the Group level resulted in financing the construction of a major locally recognised project that contributed largely to clean energy production from renewable sources.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Overview

Podgorica In 2023, the bank maintained the second position within 11 banks in the market and is identified as a systemically important bank. The predominant strength of the bank is seen.

The Bank received the recognition "The Best Bank in Montenegro" for the second year in a row, awarded by the world’s most influential financial magazine, Euromoney. It also presented itself as a responsible bank in Montenegro.

Financial and Business Performance

Table 28: Key performance indicators of NLB Banka, Podgorica (i) in EUR thousands
Key performance indicators	2023	2022	Change YoY
Total costs	-20,418	-20,252	-1%
Impairments and provisions	3,238	1,165	178%
Result before tax	32,110	18,240	76%
Result after tax	26,658	16,613	60%

Financial position statement indicators

Indicators	2023	2022	Change YoY
Loans to customers	603,349	552,470	9%
Deposits from customers	798,018	692,872	15%
Equity	120,390	106,937	13%

Key financial indicators

Indicator	2023	2022	Change
Total capital ratio	19.2%	18.4%	0.8 p.p.
Net interest margin	41.4%	54.3%	-12.8 p.p.
NPL volume	24,140	32,610	-26%
NPL ratio (internal def.: NPL/Total loans)	3.2%	4.6%	-1.4 p.p.
Market share by total assets	14.4%	13.3%	1.1 p.p.
LTD	73.2%	76.8%	-3.6 p.p.

Retail banking

Retail banking recorded YoY growth in gross loans (10%) and deposits (8%). Consumer loans present 52% of the retail portfolio, while housing loans occupied 4% YoY and housing loans by 7% YoY. Consumer loan growth was affected by timely organised and well-executed consumer loan campaigns following increased salaries within state institutions, introducing additional services for customers, especially in digitalisation.

Corporate banking

The corporate banking segment recorded YoY growth in gross loans (3%) and deposits (26%). New production of EUR 81.5 million was recorded in all segments — large corporate, state, and SME — by improving the existing portfolio quality. The Group financed several strategic projects, including an electric transmission infrastructure, and a high-end business centre in Montenegro. The Bank and EBRD signed a contract worth EUR 2 million to lend to the population for energy efficiency projects.

27 million result a.t. 4% contribution to NLB Group’s result a.t. 2nd largest bank in the country 14.4% market share by total assets.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Overview

Beograd The company is the IT hub, supporting the Group members and spearheading digital transformation projects. The company was built on the resource pool of the Group Competenc (2022), and additional external staff onboarding. NLB DigIT’s primary focus is to deliver services with a high level of quality to Group entities in domains where IT resources and expertise IT security setup for all the banks, IT delivery, and others.

Leasing and Asset Management operations expansion in SEE The Group is consolidating its strategically important position in its activities. Leasing is one of the strategic activities of the NLB Group. It complements the Bank’s lending services and enables retail and corporate clients to choose the option that best adds value.

NLB Lease&Go, Ljubljana in the spring of 2020, leasing activities gained momentum. New leasing companies were established within the Group in 2022 in North Macedonia and Serbia. Lease&Go, Skopje ended the year 2023 with EUR 69.4 million and EUR 9.3 million of net loans to customers, respectively.

In November 2023, the Bank entered into a sale and purchase agreement for the parent company of Summit Leasing Slovenija d.o.o., and its subsidiaries, from funds managed by affiliates of Apollo Global Management Inc. and the EBRD. Meanwhile, the Group and its partners are writing a new regional story.

NLB Skladi, asset management, d.o.o. has recently concluded a purchase agreement with Generali Investments to purchase the majority ownership of the company.

NLB Group Annual Report 2023

Overview

Members

The Non-Core Members segment includes the operations of non-core Group members. The main objective in the non-core segment remains a rigorous wind-down of all non-core has been pursued with a variety of measures, including the sales of portfolios (either packages that include portfolios in a single market or entity, as well as packages combining portfolios individual assets, the collection or restructuring of individual assets, and active management of real estate assets.

Financial and Business Performance

	1.3 - Net non-interest income	-1.7	4.4	-6.1
	- Total net operating income	-0.1	4.7	-4.8
	- Total costs	-13.7	-12.6	-1.1
	- Result before impairments and provisions	-13.9	-7.9	-6.0
	-75%
Change YoY	Segment assets	47.1	61.5	-14.5
	-24%
	Net loans to customers	10.9	13.8	-2.9
	-21%
	Gross loans to customers	28.6	35.4	-6.9
	-19%
	Investment property and property & equipment receiv	performing loans (gross)	27.4	32.3
	-4.8	-15%

The wind-down has remained the main objective of the non-core segment in all the non-core portfolios. In line with the divestment strategy, several assets decreased by EUR 14.5 million YoY. Divestment of non-core Group members A liquidation process is ongoing in all non-core leasing and trade finance subsidiaries and some real estate and well-established collection procedures. New business has been suspended for all non-core Group members who are in the process of being wound down. The decrease of the cumulative collection measures. Active management of real estate assets The divestment process of the remaining NPL exposures at the Bank or the non-core subsidiaries’ level is facilitated through a sp expertise and services are offered to the Group members, assisting them in implementing the most efficient divestment manner of the remaining non-performing portfolio or the repossess real estate management, respectively, the collateral value of NPL claims by either temporarily repossessing real estate or ensuring a value-preserving divestment process of the real estate o EUR 290.3 million were executed or supported and directly or indirectly contributed to a EUR 656.4 million NPL reduction, of which EUR 9.9 million in 2023 alone. In order to achieve e per NLB Group Real Estate strategy, as of 2024, the NLB Real Estate Management companies will be part of the non-financial core Group members. EUR 6.9 million reduction of gross lo executed or supported by the real-estate team in 2023.

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NLB Group Annual Report 2023

Overview

The self-funded model, strong liquidity, and a solid capital position continued in 2023, demonstrating the Group’s financial resilience. Efficient management of risks and capital is comprehensively integrated into the Group’s decision-making, steering, and mitigation processes, which aims to support its business operations proactively. The governance risks into its business strategies, risk management framework, and internal governance arrangements. The Group has a well-diversified business model. Under its strategic orientation, core markets, providing innovative, but simple customer-oriented solutions, and actively contributing to a sustainable, more balanced, and inclusive economic and social system.

Risk Management

Risk Management in the Group manages, assesses, and monitors risks within the Bank as the main entity in Slovenia and the competence centre for six banking subsidiaries.

Figure 49: Risk Overview

Credit risk	Concentration risk	Credit spread risk	Interest rate risk in banking book	Operational risk	Market risk	Business and Strategic risk

Based on the Group’s business strategy, credit risk is the main focus, along with operational risk. Credit risk management focuses on moderate risk-taking, striving to assure a diversified credit portfolio, adequate credit portfolio quality, and the sustainable cost of risk. In relation to the other aforementioned risks, market and other non-financial risks are less important from a materiality perspective. The Group integrates and manages ESG risks within the existing management framework. These risks are estimated as low, except for transition risk in the area of credit, which is assessed as low to medium. Liquidity risk tolerance is low. The Group must manage the sources of financing.

Table 30: NLB Group’s Key Risk Appetite indicators (KRIs)

KRIs	31 Dec 2023
Total capital ratio	20.3%
CET1 ratio	16.4%
LCR	245.7%
NSFR	187.3%
Cost of risk	-4.2%

During 2023, the Group’s credit portfolio quality remained high-quality and well-diversified, with a stable rating structure and lower NPLs level. The Group recorded a slower credit.

95 NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment Overview

Corporate and retail loan origination across all markets in 2022 due to inflationary pressures, higher interest rates and low GDP growth. The impacts of the floods in Slovenia were estimated.

Besides, the Group monitored the macroeconomic and geopolitical circumstances closely, remaining very prudent in identifying any increase in credit risk at a very early stage, along with the successful collection of previously written-off receivables, revised risk parameters, and stable portfolio development in the SEE region.

The Group stayed well capitalised and well above regulatory requirements, indicating its low tolerance for liquidity risk. Significant attention was put into the structure and at the same time considering the potential adverse negative market movements.

Investment activity continued with a balanced approach to finding attractive market opportunities while pursuing the interest rate environment and corresponding increased market demand for fixed interest rate products led to moderate interest rate risk exposure, which stayed well within the risk appetite.

Stress Test exercise performed in H1 2023. On 30 July, the results of stress tests carried out for important banks by the ECB to assess the resilience of the financial institutions were disclosed.

The Group’s results of adverse depletion were lower than the peer group and average SSM sample banks results. Moreover, the Group’s up stress test showed that even in a very unfavourable market condition as defined by the EBA and ECB, the Group holds sufficient resilience in terms of capitalisation.

The qualitative outcome of Pillar 2 Guidance, which remained at a relatively low level of 100 bps. Besides, the Group is also included in two ECB Stress test exercises – the 2024 EBA Fit-for-55 climate risk scenario 2023 and will be concluded in H1 2024.

Risk Management

Risk Management and control are performed through a clear organisational structure with defined roles and responsibilities. The organisation and decision-making process is transparent and documented, subject to an appropriate upward and downward flow of information.

Competence line Risk Management in NLB is, by encompassing the bank, involved in the Single Supervisory Mechanism (SSM). Supervision is under the jurisdiction of the Joint Supervisory Team (JST) of: ECB regulations are followed by the Group and the local regulators.

Third-party equivalents are approved in Serbia, Bosnia and Herzegovina, and North Macedonia, aligning local regulations with CRR rules. Across the Group, risks are assessed based on management standards, also considering the specifics of the markets in which individual Group members operate.

ECB BoS · formulating and controlling the Group’s Risk Management policies and limits based on centralised reporting at the Group level. The Group greatly emphasises the risk culture and awareness across the entire Group.

The Group’s Risk Management framework is designed in accordance with its business strategy. The main risk principles and limits are set forth by the Group’s Risk Appetite and Risk Strategy.

The Group performs the risk identification process, including ESG-related ones, which are comprehensively assessed, monitored, and mitigated where necessary. Particular focus is placed on including risk analysis in the decision-making process, optimal capital usage and allocation, appropriate risk-adjusted pricing, and overall compliance with internal rules and regulations.

Risk Management focuses on managing and mitigating risks within the Group’s Risk Management framework. Within these frameworks, the Group monitors a range of risk metrics to ensure the Group’s risk profile is in line with its Risk Appetite.

In addition, the incorporation of ICAAP, ILAAP, the Recovery plan, and other internal stress-testing capabilities into the Risk Management system is essential. Moreover, the Group emphasises their integration in decision-making.

Proactive Risk Management in 2023

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NLB Group Annual Report 2023

Overview

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segmentation

The stress-testing programme, which includes internally developed models, stress scenarios, and sensitivity analysis, is regularly revised and complemented. The Group established an internal framework from climate risk, which is constantly further enhanced by considering available ESG-related data. Such a comprehensive stress-testing framework is the subject of a regular internal validation process. The Group supports a robust validation governance process and controls over applied and selected risk approaches and internal models. The business and operating environment is influenced by responsibility, governance, changing customer behaviour, emerging new technologies, and competitors actively contributing to a more sustainable, balanced, and inclusive economic and social landscape.

Management is continuously adapting to detect and manage new potential emerging risks.

Figure 50: NLB Group’s Risk Management Framework

Business strategy	ICAAP & ILAAP inputs
Recovery plan	Assessment of liquidity and capital (significant deterioration)
ILAAP	Economic and normative assessment of liquidity
	Stress tests
	Liquidity contingency plan (LCP)

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Management in 2023

A prudent capital-level position and achieved interim MREL targets. One of the key aims of Risk Management is to preserve a prudent level of the Group’s capital position in accordance with the Risk Appetite. It also incorporates normative and economic perspectives as part of the established ICAAP process. As at 31 December 2023, the Group had a very solid capital position, the highest quality, stood at 16.4% (1.3 p.p. YoY decrease). Capital is higher mainly due to the partial inclusion of 2023 profit (EUR 327.4 million). Temporary treatment of FVOCI for sovereign securities compensated with EUR 84.5 million of revaluation adjustments. In addition, a deduction item related to deferred taxes decreased the capital by EUR 47.0 million. An increase of RWA in NLB Group is due to lending activity in all NLB Group banks. RWA growth was partially mitigated by CRR-eligible real estate collaterals. A slight increase in RWAs for market risks and CVA is mainly the result of higher net interests, resulting in a higher three-year average of relevant income. As at 31 December 2023, the Group meets all fully loaded regulatory requirements. Moreover, enhanced own funds requirements applicable in 2023 to 2.12% applicable from 1 January 2024, while Pillar 2 Guidance remains at a low level of 1%. The MREL requirement forms part of the Group’s risk appetite, whereby its information on MREL is available in the chapter Funding Strategy, Capital, and MREL Compliance.

Figure 51: NLB Group’s Pillar 2 Requirement evolution

2018	2019	2020	2021	2022	2023

Solid level and structure of liquidity

Maintaining a solid level and structure of liquidity represents the next very important risk target. The liquidity position remained stable and strong at the 25.4 p.p. YoY, remaining well above the risk appetite limit. The level of the unencumbered eligible liquid reserves remained at a high level, representing 39.6% of total assets. The Group securities, and money market placements. Even in the event of the combined adverse stress scenario, the Group would survive at least three months under such stress conditions. The core funding base is stable and constantly growing. LTD increased to 66.2% from 65.3% at the end of 2022, though it remains at a very comfortable level.

Figure 52: NLB Group’s LCR

LCR	NLB Group	31 Mar 2023	30 Apr 2023	31 May 2023	30 Jun 2023	31 Jul 2023	31 Aug 2023	30 Sep 2023	31 Oct 2023	30 Nov 2023	31 Dec 2023	31 Dec 2022

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Maintaining adequate credit portfolio quality is the most important goal, focusing on cautious risk-taking and the quality of new loans, leading to a diversified approach in the credit risk assessment segment in line with best banking practices to enhance the existing risk management tools further.

Figure 53: NLB Group structure of the credit portfolio

Retail housing	4,105
Retail consumer	3,131
State (iii)	5,928
Institutions	451
Total	EUR 20.2 billion

A B C D E 62% 33% 3% 1% 1% 63% 32% 3% 1% 1% 63% NPLs 33% 3% 1% 1% 31 Dec 2021

CBs and demand deposits at banks, which are also shown in the rating distribution. (ii) Ratings A, B, and C are performing exposures. Rating A: investment grade clients with high financial stability; Rating C: performing clients with increased level of risk who may encounter issues with settlement of liabilities in the future.

Clients in delay >90 days and other clients considered "unlikely to pay" with delays below 90 days. The numbers may add up to less than 100% due to rounding. (iii) State includes exposure.

The Group is focused on the early detection of clients with potential financial difficulties and their proactive treatment. The Group actively supports SEE markets by financing existing and SME, and selected corporate business activities within the region and EU. In the Slovenian market, the focus is on providing appropriate solutions for retail, medium-sized companies, and cooperation with selected corporate clients (through different types of lending or investment instruments).

All other banking members in the SEE region where the Group is present are unified segments. Their primary goal is to provide comprehensive services to clients by applying prudent risk management principles.

NLB Group Annual Report 2023

Overview

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment Financing

Financing also includes financing of real estate activities (projects), which represent a smaller part of the portfolio. Projects are carefully monitored throughout each phase of construction.

The LTV is, on average, lower than 60%; a sufficient reserve and repayment to the Bank is not threatened. For most approved loans, an amortization repayment structure was backed.

In the development phase, the Bank requires a minimum of 25% of equity and a pre-lease/pre-sale of 30% for offices, 60% for shopping malls and 20% for residential real estate with proven track records.

In the CRE portfolio, occupancy rates and rent deterioration have not been observed. Lending growth was observed in the corporate, as well as in the retail segments in interest rates; at the same time, the new loan production slowed down compared to the previous year.

In the corporate segment, the Bank seized opportunities to finance some of the region.

The credit portfolio (gross loans) consists of 35.7% retail clients, 14.2% large corporate clients, and 18.6% SMEs and micro companies, while the remainder of the portfolio consists of other clients.

The share of the retail portfolio in the whole credit portfolio is quite substantial, with mortgage loans as the still prevailing segment.

Sector	Retail sector in EUR millions	Corporate sector by industry	NLB Group	% ∆ 2023
Accommodation and food service activities	198.8	3.0%	-17.9
Act. of extraterritorial org. and bodies	0.0
Agriculture, forestry and fishing	344.7	5.2%	18.4
Arts, entertainment and recreation	20.0	0.3%	-3.6
Construction industry	556.9	8.4%	-12.8
Education	15.0	0.2%	1.1
Electricity, gas, steam and air conditioning	543.3
Information and communication	291.6	4.4%	-23.3
Manufacturing	1,524.9	23.0%	66.0
Mining and quarrying	46.1	0.7%	-8.1
Professional, scientific and techn. act.	234.9	3.5%	47.7
Public admin.	13.9	0.2%	-2.8
Transport and storage	619.0	9.3%	-10.5
Water supply	57.1	0.9%	5.8
Wholesale and retail trade	1,290.2	19.5%	12.3
Other	2.8	0.0%	1.5
Total Corporate sector	6,629.3	100.0%	83.7

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NLB Group Annual Report 2023

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Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment Analysis

Group corporate and retail loan portfolio by interest rates as at 31 December 2023

Approximately 53% of the NLB Group corporate and retail loan portfolio is linked to a fixed interest rate, which dominates the corporate segment. In the retail segment, close to 70% of the loan portfolio is linked to a fixed interest rate, which results from considerable growth predominately of housing loans at the client’s request.

Figure 55: NLB Group loan portfolio by stages as at 31 December 2023

Stage 1	95%
Stage 2	3%
Stage 3	2%
FVTPL	0%

Credit portfolio Provisions and FV changes for credit portfolio

	Credit portfolio	Share of Total	YTD change	Provision Coverage	Provision Volume	Provisions & FV changes	Coverage with provisions and FV changes
Total NLB Group	19,239.2	95.0%	1,781.6	704.1	3.5%	85.9	300.5
o/w Retail	6,854.7	94.7%	431.7	249.6	3.4%	57.0	131.0
o/w State	5,928.1	100.0%	1,182.5	-	-	-	0.0

Figure 56: NLB Group Corporate and Retail loan portfolio (valued at amortised cost) by stages

	Corporate	Retail
Stage 1	5,920	6,423
Stage 2	426	193
Stage 3	200	128
31 Dec 2021	4,526	5,371
31 Dec 2022	412	120
31 Dec 2023	242	130
YoY Change	+1%	+7%
Remaining portfolio as Stage 2	3.5%
Stage 3, and FVTPL	1.5%

The portfolio quality remains very stable, with increasing Stage 1 exposures and a relatively low percentage of NPLs. In 2022, i.e., at 94.7% in the retail segment, while in the corporate segment, despite the adverse economic conditions, improved to the level of 90.6%, which is a result of cautious lending policies in the corporate and retail segment due to the changed macroeconomic conditions and improved Early Warning System (EWS). Nevertheless, the increase remains negligible compared to the entire portfolio.

NLB Group Annual Report 2023

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Business Report

Strategy

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Sustainability Performance Overview

Segmentation and NPL management

In 2023, NPL formation amounted to EUR 118 million or 0.6% of the total loan portfolio. Nevertheless, the total amount of NPL decreased during 2023.

Year	Formation / gross loans (stock)
2022	0.9%
2023	0.6%

Corporate: 70, SME: 51, Retail: 76, 43, 80, 58, 143, 127, 118

In 2023, the Bank released impairments and provisions for a credit risk of EUR 118 million, affected by high inflation and relatively low GDP growth, which could have a negative impact on the level of the cost of risk in the following periods, but their impact should not be substantial.

(in EUR millions)	Changes in models / risk parameters	Portfolio development	Repayments of written-off receivables	Net impairments and provisions for credit risk
1-12 2023	release	establishment

Definition: Precisely set targets and various proactive workout approaches facilitated the management of the non-performing portfolio. The Group’s approach to NPL management puts a strong emphasis on the foreclosure of collateral, the sale of claims, and pledged assets.

In 2023, the multi-year declining trend of the non-performing credit portfolio stock continued, primarily due to repayments. The Group decreased to EUR 300.5 million at the end of 2023 compared to EUR 328.3 million at the end of 2022. The combined result of contraction in the non-performing credit portfolio stock led to a decrease in the internationally more comparable NPE ratio, based on the EBA methodology, which stood at 1.1%. The Group’s indicator gross NPL ratio, defined by the EBA, equals 2.1%.

Date	Coverage ratio	NLP ratio	NPLs
Dec 2021	89.2%	3.8%	375
31 Dec 2022	81.8%	3.5%	475
31 Dec 2023	86.1%	2.4%	367

Due to extensive experience gained...

From legacy portfolios, the Group has developed an extensive knowledge base both in the prevention of financial difficulties for clients to restructure viable clients in case of need, and to ensure that this knowledge base is available throughout the Group. Risk units, as well as restructuring and workout teams, are properly staffed and have the capacity to deal, if needed, with considerably increased non-performing loans (NPLs).

NPL coverage ratio 1 (coverage of gross NPLs with impairments for all loans), which remains high at 110.0%. Furthermore, the Group’s NPL coverage ratio 2 (coverage of gross NPLs with impairments) is 42.6% for Q3 2023. As such, it enables a further reduction in NPLs without significantly influencing the cost of risk in the coming years. The Group strives to ensure the best possible conditions for its clients.

Real estate is the most frequent form of loan collateral for corporate and retail clients. In corporate loans, government and corporate guarantees are also common types of collateral. In retail loans, the most common collateral includes personal guarantees.

104 NLB Group Annual Report 2023

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Segment Reporting

Market Risks in the Trading Book

Regarding market risks in the trading book, the Group pursues a low-risk appetite for market risk in the trading book. The exposure to trading (according to the CRR) is limited. The Group carries its main business activities in euros, and the subsidiary banks, in addition to their domestic currencies, also operate in euros, the Group’s reporting currency.

Structural FX positions on a consolidated level, assets and liabilities held in foreign operations are converted into euro currency at the closing FX rate on the balance sheet date. FX differences, therefore, affect shareholder’s equity and CET1 capital.

Proactive Management of Interest Rate Risk in the Banking Book

The exposure to interest rate risk is moderate and derives mainly from the Economic Value of Equity (EVE) indicator while simultaneously monitoring the effects on Earnings At Risk (EAR). Bonds and loans with a fixed interest rate contribute the most to the interest rate risk exposure, which is managed with core deposits, the most important and material element of interest rate risk management. To a lesser extent, the Group also uses plain vanilla derivatives to hedge this risk.

The Group applies different scenarios when assessing the EVE sensitivity. In 2023, the Group upgraded the measuring of interest rate risk according to new EBA Guidelines, which impact the regulatory scenario (parallel up +200 bps) at 4.2% of the Group’s T1 capital.

Figure 60: NLB Group’s EVE Evolution

Date	EVE Change
31 Dec 2022	-5.1%
31 Mar 2023
30 Jun 2023
30 Sep 2023
31 Dec 2023

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105 NLB Group Annual Report 2023

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Sustainability

Performance Overview

Segment

Operational Risk Management

In operational risk management, where the Group has established a robust operational risk culture, the main qualitative activities refer to reporting loss events and control activities, processes, and/or organisation are performed on this basis. Besides that, the Group also focuses on proactive mitigation, prevention, and minimisation of potential damage referring to the potentially high severity, low-frequency events and modelling data on loss events. The Bank uses the gamma distribution technique for modelling, which proved to be the most effective for materially important risks that could happen extremely rarely. Consequently, data on realised loss events are used with a confidence interval of 99.9%. Moreover, some add-ons are added for more plausible, but still severe events which would be absorbed through P&L.

In NLB Group, the reported incurred net loss arising from loss events in 2023 was higher than in the previous year. Costs occurred due to systemic issues such as changes in the interpretation of legislation (e.g. introduction of reimbursement of a proportional part of loan costs in case of early repayment processing fee and loan insurance premium in Serbia) and changes of tax treatment of banking business (e.g. application of VAT on card payments services in Bosnia and Herzegovina). Additionally, one-off and unpredictable extreme events were noted. The list of such potential events is updated yearly, based on current risks in the Bank’s environment or past realised events in the banking industry.

Such scenarios were defined. The cyber-attack scenario as an umbrella scenario was further divided into five more detailed scenarios for different types of such attacks. The results show the difficulties operating electronic banking channels, anti-money laundering, cyber-attacks, other external fraud events, and legal risk. For these scenarios, existent controls were additionally assessed.

Furthermore, key risk indicators serve as an early warning system for the broader field of operational risks (such as HR, processes, systems, and external conditions). They are regularly monitored for timely reactions. The Group supports proactive discussion of operational risks on all hierarchical levels. Every employee can report loss events. The biggest/most important operational risks are closely monitored, and the implementation of the mitigation measures is closely monitored. In addition, the Group was also diligently managing other non-financial risks, referring to the Group’s business model or activities.

Incorporating ESG Risks

The Group contributes to sustainable finance by incorporating ESG risks into its business strategies, its risk management framework, and internal governance arrangements, integrating the main sustainability elements into its business model. The NLB Group Sustainability Committee oversees the integration of ESG factors into the NLB Group business model. Thus, sustainable finance is pursued for the lasting benefit of the Group’s clients and society. ESG risks do not represent a new risk category, but rather one of the risk drivers of the existing type of risks. The Group integrates ESG risks into credit, liquidity, market, and operational risk.

The management of ESG risks follows ECB and EBA guidelines, following the tendency of their comprehensive integration into all relevant processes. Nevertheless, the Group made significant progress in obtaining relevant ESG-related data from its clients, being the prerequisite for adequate decision-making and the corresponding actions.

Regarding GHG emissions, several important activities started in 2022. For larger corporate clients, the Group initiated direct Scope 1, 2, and 3 data-gathering processes, whereas for the SME and residential mortgages, the most essential input for GHG calculation is the buildings’ energy performance certificates. In H1 2023, NLB Group disclosed financed GHG emissions arising from analysed and used relevant historical data for physical risk and publicly available climate change pertinent studies to its region.

The Group conducts a materiality assessment as part of its risk management process, identifying environmental risk factors, relevant transmission channels, and their materiality and impact on the Group’s financial performance. In terms of environmental risk, the most relevant natural disasters are floods, landslides, and drought, while hail and windstorms are also frequent but less material. Despite this, the Group can expect its impact to increase, necessitating timely communication with governments and society. Chronic risk is not determined as a material risk. Transition risks already arise in the short term due to the determination of the EU to reduce carbon emissions, and with the commitment and implementation of NLB Group’s Net Zero Strategy in 2023, its impacts are expected to diminish gradually.

NLB Group Annual Report 2023

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Segment

Nevertheless, the Group assessed them more materially than physical risk. In recent years, the Bank signed Framework Agreements with the EBRD, such as the Contract of Guarantees with the Group established a mechanism for environmental and social screening of current or potential financing applications against the MIGA and EBRD Exclusion List and applicable environmental overall credit approval process and the related credit portfolio management.

Sustainable financing is implemented in accordance with the Group’s Environmental and Social Management System. In the granting process, relevant ESG criteria were also considered in the collateral evaluation process. In the process of the transaction approval, collecting ESG data at the KYC stage was established verification that a client is adhering to the applicable laws, regulations, and standards.

If the transaction is classified with a high E&S risk, a strict deviation management process is in place monitoring is established to assess the impact of each risk and create a strategy for its mitigation. With that, the Group ensures that the risks are adequately addressed and that any changes not face any large concentration towards specific NACE industrial sectors exposed to climate risk, with the role of transitional risk being more prevalent.

Based on the industry segmentation emission-intensive sectors in its corporate clients’ businesses. The Group does not finance companies that extract fossil fuels or operate coal-fired power plants as part of its strategy. Moreover, disclosed its Net-Zero commitment. With this step, the Bank pledged to align its lending and investment portfolio with net-zero emissions by 2050.

In its initial round of NZBA targets, NLB generation and iron and steel and other sectors where the Bank has substantial emissions and/or exposure and available data. These include residential mortgages and commercial real estate.

The Group analyses and monitors its credit portfolio using heat maps. For heat maps, the Group aggregates single risks by using predefined weights to determine a final risk score. Such an approach considers transition risk perspectives.

Concerning physical risk, some adverse events in the region in the past years were observed in the public infrastructure and agriculture. However, they were rein material impacts on the Group’s portfolio quality or liquidity.

The Group carefully considers potential reputation and liability risks that could arise from the sustainable financing of its clients relevant criteria by the clients. Additional key risk indicators have been addressed, serving as an early warning system in the area of ESG risks.

Besides, physical risks, as part of ESG risks management (BCM). As such, BCM is carried out to protect lives, goods, and reputation. Business continuity plans included relevant ESG risks. They are prepared to be used in the event of their consequences.

An internal ESG stress-testing concept to identify the most relevant financial vulnerabilities stemming from transitional and physical climate risks was established, which results of the climate stress tests showed no material impacts on the Group’s capital and liquidity positions.

As a systemically important institution, the Group was included in the ECB Stress Test in December 2023 and will be concluded in March 2024. By performing this exercise, the ECB assessed how banks were prepared to deal with financial and economic shocks stemming from rating reflects a low risk of experiencing material financial impacts from ESG factors.

Further information on risk management is available in Note 6 of the financial part of the report, Pill.

Advantage is built in every slide and every turn. Slovenian alpine skiing team. From it we can truly learn how important it is to work in sync …

108 NLB Group Annual Report 2023

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Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment Security

The Group remains committed to providing its clients with sustainable and efficient services that are supported by highly reliable and secure technology platforms. The Bank is also focused on enhancing its IT systems. IT Security, IT Infrastructure, and IT Governance have made significant progress in the consolidation process at the Group level. Additionally, the Bank rolled out further group-wide initiatives and successfully launched a new digital banking platform in Slovenia. The Bank also successfully carried out a technical merger with N Banka. The Bank has prioritised and invested in extra resources to address the increase in general cyber security risks.

IT Strategy 2020–2024

At the end of 2020, an upgraded IT Strategy incorporating the Group dimension was adopted. Since the existing one is coming to an end, the current IT Strategy covers the following:

• Vision: Build the best digital banking IT team in the SEE region.
• Mission: Enable the best client and employee experiences through:

IT Infrastructure

Ensuring reliability through a set of relevant indicators that are linked to the Balanced Scorecard (BSC) system. The indicators reflect high performance of IT operations and successful risk management in this area. Despite interruptions, the Bank continues to prioritise stability. In 2023, the number of days without system/service interruptions was 79% (2022: 81.1%). Harmonised Service Level Agreements were fulfilled to a very high degree. The Group members recorded high IT operational performance (between 99.87% and 99.99%).

Main IT initiatives

Transformation with expanding group-wide capabilities is ongoing. The Group Competence Centre in Belgrade, Serbia, which was transferred from the Bank to a separate IT service company called NLB Digital, has made significant achievements in the key strategic directions regarding solution delivery. They developed a new call centre solution in Slovenia, executed new deployments in the region, and made progress in reducing reliance on the mainframe by migrating the next set of applications from the mainframe to distributed systems. After acquiring N Banka, the Bank onboarded the technical merger, which was completed in 2023.

Core systems consolidation

IT followed the core banking system strategy, and the consolidation of core banking systems is in progress. Due to the migration, the new target core system has been established.

Enterprise and application architecture

The focus of enterprise and application architecture is on two key areas. The first focuses on the Group roadmaps. New Group solutions have been chosen for a digital web portal and Customer Relationship Management. The second area involves establishing a standardised enterprise architecture, application portfolio management, mitigating software obsolescence and IT risks, and providing support in defining transformation paths.

99.95% availability in NLB

Strengthening the team and management. The Bank continues implementing a comprehensive data management platform across the Group, encompassing an enterprise data warehouse, advanced analytics, risk management, and reporting. The Group continues to address data throughout the entire life cycle by implementing data governance policies and tools.

Outlook

In the upcoming years, the Bank remains dedicated to its strategy, especially in digital, data, the cloud, and customer relationship management. The aim is to consolidate the Group’s infrastructure, simplify core systems, and elevate the client experience. The Group is working towards digitalisation, which involves utilising the available and ever-changing information technology tools to enhance its efficiency and provide clients with more innovative solutions. The objective is to encourage digital banking adoption among active customers.

Cyber security

Strengthening team and implementing new solutions. The Group focuses on cyber security, assuring the safety of banking services and products for clients. Cyber security in the Group is constantly tested and upgraded by security assessments, independent reviews, and penetration testing, as well as through Operational Risk Committee and Management Board meetings. During 2023, the Group stepped up its cyber security capabilities regarding human resources by hiring specialists for different roles, including 21 FTEs in the CISO corner, working as a second line of defence. Additionally, improvements were made in vulnerability management, with all Group members now utilising a unified approach to global trends and most recently published vulnerabilities, which provides a more proactive approach to the whole vulnerability remediation process in the Group.

Several different new cyber security initiatives were initiated in all banks, leading to EUR 1.9 million CAPEX and EUR 2.0 million OPEX annually spent. More than 1.7 million digital users in the Group at the Group level. The goal is to have a significant increase in digital users throughout all Group members. The most significant achievement of the Group Cyber security team is that almost all bank members in 2023 had individual on-demand requests for different cyber security assessments.

Compliance and Integrity

Continuous employee education and information exchange. All employees in the Group are continuously educated about the importance of information security. Employees and customers receive security notifications, especially regarding threats in the (global) environment with potential impact on the banks’ IT systems, services, products, and clients. Threat intelligence data is shared by the Group team with all Group members, providing information on the latest threats and recommendations on mitigation measures.

NLB Group Annual Report 2023

Overview

proprietary phishing platform and effectively executed simulated internal employee phishing tests across all Group members.

Figure 61: Digital penetration of the Group banks as at 31 December

Banka, Banja Luka	NLB Banka, Prishtina	NLB Banka, Podgorica
61%	60%	33%
34%	67%	55%
33%	27%	29%
32%	30%	25%
19%	24%

Employee Headcount

The Group continues with the optimisation of processes and right-sizing its staffing level. Due to the acquisition of N Banka, the number of employees rose to some d

Country	31 Dec 2023	31 Dec 2022	Changes YoY
Slovenia	2,689	2,833	-144
Serbia	2,480	2,614	-134
N. Macedonia	962	954	8
BiH	990	971	19
Kosovo	468	467	1
Total	8,228		-246

Aspiring to maintain "Top Employer" status

The Group continues strengthening its Human Resources (HR) practices based on feedback from reputable institutions and benchmarks. The Bank has been recognised as a "Top Employer" by the Dutch Top Employer Institute for the 8th consecutive year, demonstrating a high level of expertise and contribution in the areas of people strategy, leadership, digitalisation, and more. The Bank will continue to ensure an even more stimulating work environment.

Investing in Employees: A Longstanding Tradition

Continued Organisational culture Recognising the importance of corporate culture, the Group has proactively embraced a comprehensive approach to its enhancement. Following a thorough assessment of the current organisational culture, targeted activities have been initiated to improve corporate culture. With the input of employees, various improvement initiatives were defined and implemented.

The Bank introduced leadership development programmes to improve psychological safety, promoting corporate values and work efficiency through meetings. Multiple initiatives coupled with existing practices have proven to be an effective way to support the desired development, significantly impacting employee satisfaction. Leaders at all levels play an important role in creating a productive atmosphere.

The Group is actively enhancing the leadership competencies. This year, the Group undertook two major activities: Employees at the B and B-1 levels in the Group received individual development and follow-up coaching sessions on their development. After an in-depth leadership assessment, the Group development plans were aligned with strategy and culture improvement.

Moreover, to ensure the leadership succession pipeline, the Bank has identified talented employees in leadership, professionalism, and youth potential. They received additional opportunities, knowledge, personalised development plans, and essential internal Hackathon initiatives to foster internal capabilities and an innovative and entrepreneurial mindset.

The Talents-on Hackathon in the parent bank focused on developing agile cooperation on the Group level to support the broadening and exchanging of skills throughout the Group.

"Top Employer" in 2023 for the 8th consecutive year. On average, employees spent 7.2 days on training.

NLB Group Annual Report 2023

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Segment

NLB Employer Brand

The Group focuses on developing and actively cultivating its Employer Brand to attract top-tier talent across the region. The Group has implemented various internal initiatives. The Bank cooperates with multiple universities throughout the region, offering scholarships and career opportunities to young talents. Also, it invites internal ambassadors to promote and provide continuous improvements to its processes. As a confirmation of the efforts, the Bank received two Best Employer Brand Awards in the categories of banking and the integration of corporate subsidiaries.

The Bank strategically managed across the Group to plan, respond, and accept some challenges based on the workforce market by attracting, developing, and retaining employees. The most commonly used type of mobility is virtual teams, established in all entities and across borders. In addition, some reassignments and job rotations were carried out. Engagement of employees was significant, with 81.5% of employees participating in the survey.

Figure 62: NLB Group Employee Engagement 2023

Engaged	Not engaged	Actively disengaged
50%	37%	13%

Ready to Face Tomorrow’s Challenges

The characteristic of a contemporary learning institution. In response to the swiftly evolving business landscape, the Bank has broadened its array of training programmes to encompass emerging topics such as Analytics, Digital Literacy, ESG, Mergers and Acquisitions, among others, reflecting the shifts in our business and surroundings. To that end, in addition to regular off-the-shelf programmes, we also organised many digital literacy programmes covering subjects from Generative AI tools to MS.

The main goal remains to enhance the accessibility and availability of training or programmes by providing high-class training and workshops, whether conducted internally or externally. The majority of training hours in the Group are provided through internal training (45%) and internal e-learning programmes. In 2023, Udemy for Business was utilised across the Group to a substantial number of employees, enabling them access to 7,000+ quality training courses. The objective is to empower employees with opportunities to upskill or reskill anytime, anywhere. This approach aims to equip them with the necessary capabilities to tackle upcoming challenges effectively. A total of 3,200 employees engaged with video content, averaging 1.7 days per employee with a license.

Well-being & Health

The Group consistently prioritises imparting knowledge about healthy habits and advocates for activities that create an environment conducive to meaningful interpersonal connections and a balanced work-life dynamic. The Bank proudly holds a family-friendly certificate as a testament to these efforts. In cultivating healthy habits, mental well-being, mindfulness, personal energy, and effective communication, an internal sustainable mobility challenge ran from May through November to reduce carbon footprint.

Also, in 2023, the Bank organised a Group-wide program called "Sustainability Festival", celebrating environmental awareness and eco-friendly practices, featuring engaging activities. The Group continuously enables employees whose presence on the Group’s premises is not essential to the business process to work from home (remotely). With it, the Group is enabling employees to maintain a healthy work-life balance.

NLB Group Annual Report 2023

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Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Remuneration System in Fostering Employee Engagement and Commitment

Fixed part	Variable part
Fixed pay is determined when an employee concludes a contract of employment.	It depends on the employee’s working performance. Employees are assessed and awarded: - quarterly or half-yearly, and - annual rewards relate to measurable, achievable, relevant, and time-bound goals.

In 2023, NLB initiated the transformation process regarding the performance management and reward system for employees on collective agreements. The changes are more related to ensuring a more transparent and long-term incentive scheme by implementing target bonuses and yearly assessments.

The Remuneration Policy for members of the Supervisory and Management Boards of NLB

Members of the Supervisory Board may receive remuneration compliant with the relevant Remuneration Policy. Members of the Management Board receive remuneration where the salary for each member is awarded and paid in cash if the variable part does not exceed EUR 50,000 and is not higher than one-third of their total remuneration.

If the amount of the variable part exceeds EUR 50,000 and is higher than one-third of their total remuneration, it is awarded and paid in cash and instruments. The variable part awarded for an individual business year shall be deferred for a period of at least five years, starting on the day of payment of the non-deferred part of the variable part.

The Board adopted this policy in its session on 26 October 2023. It was then submitted to the General Assembly of NLB for voting, which was held on 11 December 2023. The Policy was not confirmed and is applicable as of 1 January 2024. The Remuneration Policy will be further improved and presented to the shareholders at the next General Meeting.

The Remuneration policy for the Group presents the basic framework of principles for rewarding all employees. It defines fixed and variable remuneration, the goal-setting system, and performance criteria for the payment of the variable part of remuneration. The Remuneration Policy includes provisions of deferral, malus, retention, and clawback of the variable part of the remuneration for identified employees and pension benefits for all employees.

Diversity Policy Framework

The Policy on the Provision of Diversity of the Management Body and Senior Management sets the framework for the Bank’s commitments to diversity. It focuses on the representation in the Management Body and senior management on certain aspects where specific professional competencies, skills and experience, continuity of composition of the management body and senior management, international experience, personal integrity, and geographical provenance are considered.

The Bank implements the principles of the Diversity policy through other policies and procedures, namely the Policy on the selection of suitable candidates for members of the Management Board, as well as procedures of the Nomination Committee of the Supervisory Board.

Objectives and process

Considering the size of the Bank, the Group aims to ensure diversity in the following areas:

• Gender representation
• Age structure, which should reflect the age structure in the Bank to the largest extent possible
• Professional competencies, skills and experience
• International experience
• Personal integrity
• Geographical provenance

Goals related to the above-defined aspects of diversity are defined in the relevant diversity policy and are disclosed accordingly.

NLB Group Annual Report 2023

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MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Governance

Corporate governance of the Bank is based on legislation of the RoS, particularly (but not exclusively) the provisions of the Companies Act (ZGD-1) and the Banking Act (ZB). Internal Capital Assessment Procedure for Banks and Savings Banks, relevant EBA Guidelines on internal governance, EBA Guidelines on the assessment of the suitability of members of and relevant EU regulations regarding sustainability issues and other applicable RoS and EU regulations. Apart from a binding legal framework, the Bank complies with the Slovenian Corporate Governance Code and leadership principles based on the "comply or explain" principle of companies listed on the Ljubljana Stock Exchange. Deviations from the recommendations of the said Statement of NLB. This statement is prepared in accordance with Article 70 (Paragraph 5) of the Companies Act (ZGD-1). The before-mentioned statement is also published on the Bank’s website.

Procedures

The Bank’s Corporate Governance includes processes through which Bank objectives are set and pursued (directed and controlled). Lately, it has become an efficient way to change and identify the distribution of rights and responsibilities among different stakeholders in the Bank (Management and Supervisory Board, shareholders, investors, creditors, auditor, regulators, corporate affairs). The most important rules and procedures are: Articles of Association of NLB d.d. NLB operates under a two-tier governance system, defined by the Banking Act (ZBan-3) and the Supervisory Board provides for control and supervision of the Management Board’s work. Shareholders exercise their rights at General Meetings of Shareholders. For more information, see the NLB and NLB Group Governance Policy.

The corporate governance framework of the Bank, the Corporate Governance Policy of NLB (February 2023), is drawn up jointly by the Management and Supervisory Boards publicly disclose commitments to shareholders, clients, creditors, employees, and other stakeholders as a whole and explain how the Bank is managed and supervised, https://www.nlb.si/corporate-governance. The Corporate Governance Policy of NLB should be read together with the NLB Group Governance Policy (December 2023), in which the corporate governance is defined and governed.

NLB Group Code of Conduct

In the NLB Group Code of Conduct, the values, mission, and core principles of conduct are defined together with a set of guidelines to ensure ethical business conduct that the Group respects, promotes, and expects to be followed by the whole Group. Operating with integrity and responsibility is key to the Group’s corporate culture, and every other stakeholder of the Group complies with the highest standards of integrity.

Governing Bodies

Out the first tranche of distributable profit as dividends, totalling EUR 55 million, which is equivalent to EUR 2.75 gross per share. The General Meeting also adopted decisions regarding members of the Supervisory Board, namely Deputy Chairman Andreas Klingen, Shrenik Dhirajlal Davda, Gregor Rok Kastelic, and Mark William Lane Richards, expired, the General Meeting shareholders re-appointed Shrenik Dhirajlal Davda and Mark William Lane Richards. They also appointed two new members, namely Cvetka Selšek, a former CEO and Chairwoman of the bank, and a banker who has held various managerial positions in his 40-year career at Societe Generale. All four were appointed for a four-year term of office, which for the existing members began on 15 August 2023, after the ECB agreed to their appointment to their position.

The General Meeting also decided on payment of the Shareholders held on 11 December, shareholders confirmed the payment of additional dividends at EUR 2.75 gross per share (the second tranche) or EUR 55 million, making a total of EUR 110 million from the profit generated in 2022. Both pay-outs in a total amount of EUR 110 million from the profit generated in 2022 are not included in the capital base, meaning they do not affect the Group's ambition – a total capital return through solid cash dividends in a cumulative amount of EUR 500 million between 2022 and the end of 2025. At the General Meeting, shareholders got acquainted with the Remuneration Policy, which enters into force, irrespective of the outcome of the vote, and applies as of 1 January 2024 to the remuneration of the members of the Supervisory Board. The Remuneration Policy will be further improved and presented to the shareholders by the next General Meeting.

The Bank’s website. The Bank’s corporate governance is based on a two-tier system in which the Management Board manages the Bank’s daily operations, and the Supervisory Board con shareholders exercise their rights related to the Bank’s operations at General Meetings. The Bank’s General Meeting passes decisions that follow legislation and the Bank’s Articles of Association, amending the Articles of Association, use of distributable profit, granting a discharge from liability to the Management and Supervisory Boards, changes to the Bank’s share capital, appointing remuneration of members of the Supervisory and Management Boards, and authorisation regarding the characteristics of the issue of securities. There were two General Meetings of Shareholders. Shareholders took note of the adopted NLB Group Annual Report 2022. They adopted the Report of the Supervisory Board of NLB on the results of the examination of the NLB Group Annual Report 2022, additional information to the Report on remuneration in the business year 2022 based on SSH’s Baselines, and the Internal Audit Report for 2022, with the Opinion of the Supervisory Board from the previous year and granted a discharge from liability to the Management Board and Supervisory Boards. The shareholders decided to pay General Meeting of Shareholders Supervisory Board.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Board

In accordance with the Articles of Association, the Supervisory Board consists of 10 members, eight of whom represent the interests of shareholders and two of whom represent the interests of employees. Members representing shareholders’ interests are elected and recalled at the Bank’s General Meeting from persons proposed by shareholders or the Supervisory Board of the Bank. All Supervisory Board members must be independent experts. As at 31 December 2023, there was only one change in the composition of the Supervisory Board in 2023: two existing and two new members were elected, as mentioned above. At the end of the year, the composition of the Supervisory Board was as follows:

				Primož Karpe	Chairman
Shrenik Dhirajlal Davda		Deputy Chairman	Term of office: 2019–2023, renewed term 2023–2027
				David Eric Simon	Member	Term of office: 2016–2020, renewed term 2020–2024
			Mark William Lane Richards	Member	Term of office: 2019–2023, renewed term 2023-2027
			Cvetka Selšek
			Andre-Marc Prudent-Toccanier
				Sergeja Kočar
				Tadeja Žbontar Rems

Out of 10 members, 4 were female (40%). Diversity: As at 31 December 2023, the Supervisory Board had the following members:

Representatives of Capital

Shrenik Dhirajlal Davda, MBA, LLB Deputy Chairman Term of office: 2019–2023, renewed term 2023–2027

Membership in NLB Supervisory Board committees:

• Audit Committee (Chairman)
• Operations and IT Committee (Member)
• Remuneration Committee (Chairman)

Membership in management bodies of related or unrelated companies:

• Angler d.o.o. – Director
• Charity Commission of England and Wales – Commissioner and Board Member (since 27 March 2023)
• IPSO, UK – Lay Member of the Board (since)
• Jihlavan a.s. – Chairman of the Supervisory Board
• Jihlavan Real Estate a.s. – Chairman of the Supervisory Board
• Czech office: 2021–2025

André-Marc Prudent-Toccanier

Member Term of office: 2023–2027

Mark William Lane Richards, M.Sc.

Member Term of office: 2019–2023, renewed term 2023-2027

Membership in NLB Supervisory Board committees:

• Risk Committee (Chairman)
• Operations and IT Committee (Chairman)
• Remuneration Committee (Deputy Chairman)
• Nomination Committee (Deputy Chairman)

Membership in management bodies of related or unrelated companies:

• Vencap International pic Ukraine (UK) – Chairman
• Berry Palmer & Lyle Ltd. (BPL Global) (Lloyds of London insurance Broker) – Non-Executive Director
• Sheffield

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment of Capital

Members of the Supervisory Board

Name	Term of Office	Membership in Committees	Membership in Management Bodies
Cvetka Selšek	2023–2027	* Nomination Committee (Member)
* Remuneration Committee (Member)	None
Verica Trstenjak, Ph.D.	2020–2024	- None	Slovenia – Member of the Honorable Tribunal
Tadeja Žbontar Rems, M.Sc.	Member	* Operations and IT Committee (Member)
* Remuneration Committee (Member)	None

Further Information

Further information about the governance statement of NLB.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment

The Supervisory Board

The Supervisory Board appoints committees that prepare proposals for resolutions passed by the Supervisory Board, ensure their implementation, and perform other advisory committees.

Selection and independence of an audit firm

The selection of an audit firm is carried according to the internal act. A proposal for the criteria for the appointment of include the mandatory disclosure of all possible (non-) audit services. Based on the recommendation of the Audit Committee, the Supervisory Board proposes the appointment of an audit firm to assess and document compliance with independence requirements before accepting or continuing a statutory audit engagement. The Audit Committee annually requires written declaration from the audit partners and senior personnel involved in the audit engagement.

Further information about the work and composition of the Committees of the Supervisory Board is available in the following sections:

Nomination Committee

Remuneration Committee

Operations and Information Technology (IT) Committee

David Eric Simon	Chairman
Cvetka Selšek	Deputy Chairwoman (from 18 September 2023)
Andreas Klingen	Chairman (until 19 June 2023)
André-Marc Prudent-Toccanier	Chairman (from 18 September 2023)
Cvetka Selšek	Deputy Chair
David Eric Simon	Member
Primož Karpe	Chairman
Andreas Klingen	Deputy Chairman (until 19 June 2023)
Mark William Lane Richards	Deputy Chairman (from 18 September 2023)
Shrenik Dhirajlal Davda	Chairman (from 18 September 2023)
Mark William Lane Richards	Deputy Chairman
Verica Trstenjak	Member
Sergeja Kočar	Member
Mark William Lane Richards	Deputy Chairman (until 19 June 2023)
Primož Karpe	Member
Tadeja Žbontar Rems	Member
André-Marc Prudent-Toccanier	Member (from 18 September 2023)
Gregor Rok Kastelic	Member (until 19 June 2023)
Gre Rems	Member

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Board

The Management Board represents the Bank and manages its daily operations, independently and at its discretion, as provided by the applicable laws and the Articles of Association. It has three to seven members (the president and up to six members) appointed and dismissed by the Supervisory Board. The president and members of the Management Board are assigned with the law and Articles of Association.

As at 31 December 2023, the composition of the Management Board was as follows:

Number of members:	6
5 members - year	2016–2021, renewed term 2021–2026
Peter Andreas Burkhardt	CRO	Term of office: 2013–2016, 2016–2021, renewed term 2021–2026
Archibald Kremser	CFO	Term of office: 2013–2016, 2016–2021, renewed term 2021–2026

Other important functions and achievements:

• More than 23 years of experience in managerial positions on all levels of international banking groups.
• Was a chairman or member of the supervisory board in various countries, a leading asset management company in Slovenia and a multinational production group.

Other important functions and achievements:

• 22 years of experience in banking, especially in finance and asset management, strategy and corporate development, and performance improvement assignments.

Direct responsibility:

• Global Risk
• Credit Risk – Corporate
• Credit Risk – Retail

Direct responsibility:

• Financial Accounting and Administration
• Controlling
• Financial Management
• IT Governance
• IT Security
• Procurement

Membership in management or supervisory bodies of related or unrelated companies:

• Chairman of the Supervisory Board: NLB Banka, Banja Luka
• NLB Banka, Sarajevo
• NLB Banka, Podgorica
• Chairman of the Board of Directors: NLB Komercijalna Banka, Beograd

In 2023, the composition of the Management Board included:

• Blaž Brodnjak as President & CEO
• Archibald Kremser as Chief Financial Officer (CFO)
• Peter Andreas Burkhardt as Chief Risk Officer (CRO)
• Hedvika Usenik as Chief Marketing Officer (CMO), responsible for Corporate and Investment Banking
• Antonio Argir, responsible for Group governance, payments, and innovations.

Term of office:

2022–2027

Link to CV

Other important functions and achievements:

• Under the management of Antonio Argir, NLB Banka, Skopje marked exceptional growth in all segments, significant increase in the bank’s profitability, and share price increased fivefold.
• Vice President of the Economic Chamber of North Macedonia (2018–2023)

Other important functions and achievements:

• Over 21 years of experience in international banking groups, thereof more than 17 years of managerial experience.

Direct responsibility:

• Capital Structure Advisory and Cross-Border Financing
• Large Corporates
• Small and Mid Corporates
• Trade Finance Services

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Management

Direct responsibility:

• Private Banking
• Call Centre 24/7
• Distribution Network
• Customer, Product Management and Digital Services

Membership in management or supervisory bodies of related or unrelated companies:

• Member of the Supervisory Board: NLB Banka, Sarajevo
• Member of the Management Board: NLB Skladi
• Member of the Supervisory Board: NLB Banka, Banja Luka
• Member of Management Board: Institute for Economic Research
• Member of Management Board: British–S

The Management Board is available in the chapter Corporate Governance Statement of NLB.

Decision-Making Bodies

The Management Board appoints different committees, commissions, boards, and working bodies to execute relevant tasks within the powers of the Management Board.

Group NLB Operational Risk Committee

Chairman	CRO
Chairman	CFO
Chairman	CEO
Number of members	8
Number of members	equal to the number of the appointed members of the Management Board

The Committee determines credit ratings, makes decisions on the reclassification of clients, and approves competencies. The Committee adopts decisions on investment transactions in commercial banking within the statutory powers in corporate banking in the Bank (all companies, banks, and financial institutions). Meetings are convened once a week. The Committee monitors conditions in the macroeconomic environment. It analyses the balance sheet, changes to and trends in the assets and liabilities of the structure of the Bank’s and the Group’s balance sheet. Committee meetings are generally convened once a month. The Committee is responsible for monitoring, guiding, and supervising operations. As a rule, the Committee meets once every two months. The Committee is responsible for adopting decisions related to the development portfolio to transform the Bank and decisions associated with...

Risk Committee

Chairman	CRO
Number of members	12

The Risk Committee monitors and periodically reviews matters related to risk and commercial risk and prepares...

Group Real Estate Management Committee

Chairman	CFO
Number of members	3

Sales Committee

Chairman	CMO (responsible for Co)
Number of members	13

Private Individual Credit Committee

Chairman	CRO
Number of members	5

The Sales Committee adopts decisions on managing the range of products and services and the relations with the clients. It decides on the approval of loans and other investment proposals, the conditions of which deviate from standard banking products and services and which represent additional risks for the Bank.

Working Bodies

Committee for New and Existing Products

Group Real Estate Management Sub Committee

Committee for Business IT Architecture

Data Management Committee

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment of the Bank’s Management Board

Watch List Committee

NLB Group Non-Performing Assets Divestment Committee

Chairman: CRO

Chairman: Director of NLB d.d.

Number of members: 20

The Watch List Committee is a body which monitors the progress of activities for clients on the Watch list. As a rule, committee meetings are convened quarterly.

The NLB Group Members and issues opinions, recommendations, and initiatives. As a rule, committee meetings are convened quarterly. The Committee oversees the integration of the ESG factors to the NLB Group across the company, issues opinions, recommendations, and initiatives, and takes relevant decisions when needed.

The Committee shall discuss, develop and approve sustainability strategies, policies, sustainability-related strategic objectives and shall monitor its development and realisation. As a rule, committee meetings are convened quarterly.

NLB Group’s Governance

As the parent bank, NLB Group ensures compliance with EU and BoS legislation, the local legislation, and regulatory requirements applicable to respective Group members while also considering internal rules, ECB Guidelines, and the NLB Group Governance Policy through corporate and business governance rules, principles, criteria, and mechanisms which define the roles, authorisations, and responsibilities of relevant parties.

The Bank, the Group Steering Department is the principal partner of the Bank’s Management Board in the corporate and partially also business governance of strategic and non-strategic Group members.

Introduced in recent years: country managers who support and steer the Group members and facilitate best practice-sharing on different levels, and stream coordinators who address the factors affecting the streams and the Group members, the increasing transmission of current information, needs, and other requirements from the Group members.

Model of Governance of NLB Group

Consists of corporate rules and governance principles comprised of:

• Shareholder voting at the General Meeting of NLB Group members,
• Proposing candidates for supervisory bodies of NLB Group members,
• Offering professional support in the selection of candidates for management of NLB Group members,
• Proposing candidates for various committees of NLB Group members.

Business Governance

Guidance and oversight:

• Setting up a formal business governance framework by Group Steering,
• Standardisation and harmonisation of operations across NLB Group by Competence Lines.

In addition to standardisation and harmonisation in their respective areas, they also oversee the implementation of group rules and requirements (Internal Audit, Risk Management and Compliance).

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment

Group Governance Model

Sustainability Management

General Assembly of NLB

Supervisory Board of NLB

Management Board of NLB

NLB Group Steering Business Governance

Corporate Governance

General Assembly of NLB Group members

Supervisory Bodies of NLB Group members

Management Boards of NLB Group members

Internal Control Functions

Prevention and Physical Security

d.o.o., Ljubljana), two companies were sold (Tara Hotel d.o.o. and Optima Leasing d.o.o. in liquidation), the liquidation process of NLB Leasing d.o.o. Be

In the last year, an in-depth revision and renewal of the existing NLB Group operating model was performed due to recent changes in the Group structure and business governance. As a re

is the main business governance counterpart of the Group members, responsible for harmonisation and standardisation of the Group operations and, therefore, represents the highest level o

entirely or at least primarily dedicated to the Group. The revised NLB Group Governance Policy also provides the formal framework for the operation of other business governance levels (

overarching formal framework and defines the roles of key stakeholders in sustainability management, and establishes clear communication and escalation rules. The policy was adopted in

February 2024. The legal and organisational structure of the banking group, including a description of the internal governance arrangements, the arrangements about close links and the arr

The NLB Group consists of NLB and Group members who represent: · financial core members: banks, leasing companies, and asset management companies; · non-financial core member

companies; · non-core members: companies in wind-down process or companies considered non-strategic for NLB Group. At the end of 2023, the Group comprised 30 members, six fewer

successfully closed in September. Most of the changes relate to the reduction of the non-core part of the Group, namely two companies merged (SPV 2 d.o.o., Beograd with REAM d.o.o.,

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment

Committed to the culture of responsibility to the customer, implementation of the planned business results, care for the environment, and promotion of a healthy lifestyle. The Bank acts in a business practices, as well as the values of the NLB Group. The confidence it enjoys among the customers, fellow employees, shareholders, and society gives it great responsibility. The Bank benefits, and growth. As such, all employees are included in yearly training and awareness-raising activities in general ethics, anti-corruption, anti-money laundering, information security, principles of expected behaviour regarding ethical conduct and requires adequate conduct from all the employees at any level of the organisation, including its contractors.

Prevention activities to protect the Bank and its stakeholders from the risk to reputation, money laundering, terrorist financing, fraud, corruption, and other forms of financial crime. The Bank conducts assessments regarding new and changed products, fit and proper assessments for key function holders, and members of management bodies, outsourcing, and other material changes affect corruption, conflicts of interest, protecting personal data, AML/CFT, Information Security, Physical Security, and other relevant topics related to everyday work were prepared as a standard as prevention of insider trading and market manipulation, ethics, anti-corruption, mitigation of conflict of interests, personal data protection, information security, and similar topics.

The Group regularly raises awareness through various means, such as monthly compliance newsletters, highlighting essential regulatory changes and providing current information on the compliance risk management system and regularly monitors and implements activities, and also renews relevant internal acts to manage compliance risks also in individual areas, such as instruments and custody, data protection, prevention tax evasion, and obligations arising from the automatic exchange of information on financial accounts and the management of the system.

The Group addresses the challenges of stringent regulation and strict regulatory requirements with a systematic approach to mitigating compliance risks. It is essential to ensure that employees are aware of regulations. The Group is continuously strengthening its compliance function and due diligence of its operations. A culture of compliance is integrated into day-to-day business of the Group that compliance risks are mitigated.

Group-wide ethics and integrity standards

Compliance and Integrity addresses the following areas:

• Prevention and investigation of frauds, abuses and other (MLTFP) and restrictive measures;
• Personal data protection (DPO);
• Information protection (CISO);
• Regulatory compliance;
• Prevention of corruption and bribery (ABC) and management;
• Cooperation in the procedure of assessment of suitability of key function holders;
• Efficient, consistent and proportional actions in the event of identified deviations from compliance and Physical/technical security.

Within the framework of the programme of ensuring business compliance, the Group also deals with the ethics and integrity of the organisation.

The number of employees who completed training on the Code of Conduct in 2023	NLB	2,363
NLB Group	4,179
The number of suppliers and b	NLB	350
NLB Group	751

Policies, and conflict of interest policies

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Inside Information (MAR)

In line with the Market Abuse Regulation (MAR) and other relevant regulations, the Bank has established a system at the level of the Bank and the entire Group to comply with the obligations related to inside information identification and disclosure according to the applicable rules and regulations applicable at any time. Also, the Bank has a system to prevent insider trading, market manipulation, and illegal disclosure of inside information.

Prevention of Money Laundering and Terrorism Financing, and Financial Sanctions Compliance

The Bank is committed to the prevention of Money Laundering and Financing of Terrorism (AML/CFT), including the EBA, BoS, and other competent authorities’ guidelines and standards. The RoS is a member of the EU and thus subject to the European recommendations throughout the EU. For the Bank, it is paramount to effectively mitigate the risk of money laundering, financing of terrorism, and breaches of financial sanctions. For the Bank, unified policies and standards apply. The same principles also apply to the Bank’s framework on financial sanctions.

The Bank regularly updates and enhances its governance in line with directives, reporting, and constant on-site and off-site control, the headquarters effectively monitor implementation and execution of standards throughout the Group. The Bank regularly performs customer due diligence and performs additional measures, both in the segment of "Know your customer" and ongoing monitoring of transactional activities. In the case of detected deviations, also considering the AML legislation requires, reports the customers and transactions to the competent Financial Intelligence Unit.

In its Acceptance Policy, the Bank has also adopted additional measures to prevent high awareness of the AML/CFT and financial sanctions with regular training of all Bank employees.

Information Security and Personal Data Protection

The information security area, inter alia, focuses on the Bank’s overall digital resilience by improving cyber threat intelligence situational awareness and testing the cyber security resilience of information systems (pen-tests). Furthermore, the Bank collaborates with outsourcing providers according to EBA guidelines. Special obligatory e-trainings in information security and social engineering were prepared for all employees – with one specially dedicated to prevention measures in this area.

In response to a notable surge in cyber fraud attempts targeting its customers, the Bank has implemented a robust Brand Intelligence/Brand Protection service to combat phishing portals, empowering it to take decisive and independent actions to mitigate threats posed by phishing campaigns targeting its clients. New information security approaches were introduced in each local Chief Information Security Officer (CISO) office in core subsidiaries. The focus was on increasing awareness of the local responsibility for information security management for the organisation's ability to build defence, and local regulatory compliance.

The Bank continues its membership in the only global cyber intelligence-sharing community focused on financial services, and cyber resilience resources to anticipate, mitigate, and respond to cyber threats and NLB Group cyber threat intelligence service was founded. To manage cyber risks, the Group is working on a network of relationships.

In 2023, the Group continued the cyber-attack incident response exercise and participated in the 2023 FS-ISAC CAPS (cyber-attack against payment systems) exercise, simulating systems and processes, locking part of the bank data through forced cooperation of a bank employee and receiving a demand for a payment of ransom.

The Bank runs its operations in line with dedicated Data Privacy Officer, education, and training of employees. A new Slovenian Personal Data Protection Act (ZVOP-2) was adopted in 2022 and is implemented in the Bank’s operations.

The Bank has established standards for preventing and investigating suspected misconduct. This framework enables anyone, both internal and external stakeholders, to unhinderedly report potential suspected misconduct. Various measures are in place to ensure complete and total protection of the informant from any potential retaliation they could endure due to well-intended reporting of a suspicion of harmful conduct. A specialised team centrally handles all reports received, following the detailed internal procedures.

Furthermore, the Bank has implemented effective and appropriate reporting mechanisms safeguarding its brand’s integrity. It has implemented a robust brand protection tool, a testament to its commitment to preserving the trust and confidence that customers place in the Bank.

We are committed to ensuring the security of our customers and employees, and as such, we have strengthened our approaches to managing risks related to cyber security and prevention. The Bank Association (ZBS) initiatives play a pivotal role in educating the public about cyber and payment fraud prevention. We devote significant attention to employee training, informing process improvement.

Fraud prevention in loan origination processes is intricately linked to operational risk and requires a comprehensive approach. We have implemented rigorous verification, credit history analysis, and cross-referencing information from multiple sources to identify any inconsistencies or fraudulent indicators. Our involvement in these activities underscores our commitment to uphold the highest standards of business ethics, ensuring that our customers can engage with our brand with absolute confidence.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segm

Internal Audit reviews key risks in the Group’s operations, advises management at all levels, and deepens understanding of the Bank’s operations. It provides independent and impartial assurance of internal controls; thereby strengthening and protecting the value of the Bank. Internal Audit is an independent, objective, and advisory control body responsible for a systematic and professional evaluation of the functionality of internal control systems, and management of the Group operations on an ongoing basis. Internal Audit provides impartial assurance to the Management and Supervisory Board.

In terms of collection and risk reporting, the ICAAP process, cyber security transformation processes, digital banking platform, the Single Resolution Board – SRB, ESG, anti-money laundering, outsourcing, RWA for credit and operational risk, cash management in branches, and others, Internal Audit performs its tasks and responsibilities at its discretion and in compliance with its internal methodology and comprehensive risk analysis for 2023. Internal Audit planned 91 audits, of which 62 were completed and covered various areas of operations in the Bank. Among these, five were joint audits with a local auditor, three were quality reviews in banking subsidiaries, and one new audit was initiated. In addition, Internal Audit was involved in several other reasons. Most of the recommendations given in 2023 were implemented within the agreed-upon deadlines.

Implementation of uniform rules is a priority for Internal Audit, which continuously increases efficiency through education, updating the internal audit charter and manual, advising management, and ensuring high-quality and professional operations of the internal audit function within the Group. Internal Audit regularly monitors compliance with these rules within the Group.

Following the highest standards, in 2022, an external quality review of the internal audit function was performed and confirmed compliance with the following: 91 planned and extraordinary audits conducted in the Bank, 36 Internal Audit experts, Code of Internal Auditing Principles, Code of Ethics of an Internal Auditor (ZBan-3) or other relevant laws regulating the operations of a Group member.

The collective dream comes true when all hearts beat as one. Slovenian national soccer team … as one team, towards a common goal.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Governance Statements

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment of Management’s Responsibility

ZTFI-1, Official Gazette of the RoS, No. 77/18, 17/19 – corr., 66/19 in 123/21. In accordance with the provisions of Article 134 (2nd paragraph) of the Mark statements made in the business report, which are in accordance with the attached financial statements as of 31 December 2023, and represent the actual and fair financial standing of the Bank as of December 2023. The Management Board confirms that the business report gives a fair view of developments and operating results of the Bank and the Group and their financial standings, companies included in the consolidation that are exposed as a whole.

Ljubljana, 10 April 2024

Management Board of NLB

Hedvika Usenik

Andrej Lasič

Archibald Kremser

Peter Andreas

Chief Executive Officer

Perform Banking Services

NLB has an authorisation to perform banking services pursuant to Article 5 of the Banking Act (Official Gazette of the RS, No. 92/2021, with Amendments; hereinafter referred to as the Banking Act) which includes the acceptance of funds from the public and the granting of credits for its own account. The bank has an authorisation to perform mutually recognised and additional financial services. It may perform the following:

1. Receiving deposits
2. Granting of loans, including:
3. consumer loans,
4. mortgage loans,
5. purchase of receivables with or without recourse (factoring),
6. financing of commercial transactions,
7. receivables at a discount and without recourse, secured by financial instruments (forfeiting)
8. Payment services and electronic money issuing services
9. Issuance and management of other financial instruments, this service is not included in service of point 4 of this Article
10. Issuing of guarantees and other commitments
11. Trading for own account or for the account of clients:
12. in money-market instruments,
13. futures and options,
14. exchange and interest-rate instruments,
15. in transferable securities
16. Participation in securities issues and the provision of associated services
17. Corporate consultancy and services in connection with corporate mergers and acquisitions
18. Monetary intermediation on interbank markets
19. Advice on portfolio management
20. Safekeeping of financial instruments
21. Disseminating information regarding creditworthiness
22. Leasing of safe deposit boxes
23. Investment services and transactions, and ancillary investment services in accordance with the ZBan-3:
24. insurance agency service pursuant to the law governing the insurance industry
25. custodian and administrative services according to the law governing investment funds and markets
26. Intermediation in financial leasing
27. Sale and purchase of investments in gold

Authorisation to perform banking services is published on the official website.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment Governance Statement of NLB

9 The Companies Act (ZGD-1; Official Gazette of the RoS, No. 65/09 and consecutive changes). 10 February 2023. Pursuant to Article 70, paragraph 5 of the Companies Act, this statement is part of the Business Report of the NLB Group Annual Report 2023. The main function of this statement is the prompt informing of investors on the coherence of the Bank’s operations.

CODE 1.1. References to the Code on Corporate Governance

The recommended best corporate governance practices contribute to a transparent and understandable corporate governance system, enhancing the confidence of employees, other stakeholders (shareholders, regulators, suppliers, etc.), and the public. A decision on which code the Bank will follow was made jointly by the Management of NLB.

Last year, the Corporate Governance Statement of NLB was made according to the renewed version of the Slovenian Corporate Governance Code for Listed Companies. Compliance with this statement is on a "comply or explain basis," in which the Bank provides an explanation regarding deviations, reasoning for non-compliance with a certain recommendation, or alternative solutions.

The Bank’s system of corporate governance is described from the beginning to the end of the financial year, which also corresponds to the beginning and the end of the calendar year (from 1 January until 31 December) in the NLB Group Annual Report, and is also published as a separate report on the Bank’s website in the chapter Corporate Governance. NLB strives to increase the level of its business transparency.

Guidelines on the Disclosure for Listed Companies (Ljubljana Stock Exchange, 18 December 2020) are followed on an electronic communications system of the Ljubljana Stock Exchange, and in line with the Rules of the London Stock Exchange through Regulatory News Services (RNS) of the London Stock Exchange. NLB also upholds its own code of conduct.

The NLB Group Code of Conduct defines values, lays down the standards of ethical business conduct, and serves as the guideline for all our relationships regardless of whether it involves clients, competitors, business partners, or employees. At the same time, it is the basis of the Group values and basic principles of conduct which provide specific conduct guidelines to its employees. The aim of this approach is to enhance the ethical standards of the Bank’s operations.

The Corporate Governance system of the Bank and all relevant information on Bank’s management that exceeds the requirements of article 70 of the Companies Act are described in the Risk Management for the year 2023, as well as in the Sustainability chapter of this annual report, and the NLB Group Sustainability Report 2023. Some other aspects about the Governance of this annual report, as well as in the Corporate Governance Policy of NLB published on NLB’s website. Information on the Diversity Policy and Remuneration Policy is also included.

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Compliance with the Slovenian Corporate Governance Code for Listed Companies

The second version was adopted by the Supervisory Board on 19 October 2022 and was adopted by the Supervisory Board on 26 October 2023 but was not approved by the General Meeting of shareholders on 11 December 2023. Since the voting is of consultative nature it has entered into force.

NLB does not provide an external assessment of its compliance with the recommendations of the Slovenian Corporate Governance Code for Listed Companies. For several years, NLB has been a systemically important bank with demanding regulation that takes into account high standards of corporate governance. The Bank is highly regulated by a regulator and adheres to different, in most cases stricter, banking regulations with regard to the following recommendations:

Recommendation 5.6

NLB does not provide an external assessment of its compliance with the recommendations of the Slovenian Corporate Governance Code for Listed Companies.

Recommendation 7.4

The Sustainability Policy of NLB d.d. and NLB Group contains basic principles and guidelines for sustainability management, replacing the previous NLB Sustainability Framework. The Bank has also started activities to support its commitment to a climate-positive future and its net-zero ambition, following UNEP FI – NZBA guidance and methodology. In December 2023, NLB Group published the first NLB Group Sustainability Report, detailing efforts and progress towards transitioning the operational and attributable GHG emissions from lending and investment portfolios to align with pathways that are consistent with achieving net-zero emissions.

Recommendation 12.1

In assessing a candidate’s eligibility to be a Supervisory Board member, statutory criteria and Supervisory Board Members in NLB (June 2022) state that it is not necessary for candidates to have a certificate evidencing their specialised professional competence for membership on a Supervisory Board, provided all strict conditions are fulfilled according to banking legislation, including a wide range of knowledge, skills, and experience.

Recommendation 14.2

Access to the archives after expiration of the term of office of the members of the Supervisory Board is determined by the provisions of the Rules of Procedure of the Supervisory Board of NLB and not in a special agreement.

Recommendation 14.3

The Rules of Procedure of the Supervisory Board of NLB include the scope of topics and time frames of periodic reporting to the Supervisory Board, which are included in the annual Action Plan of the Bank.

Recommendation 14.4

In 2023, the NLB Workers’ Council did not report to the Supervisory Board despite being prompted. The NLB Workers’ Council is expected to report to the Supervisory Board in the future.

Recommendation 14.6

Access to the archives after expiration of the term of office of the members of the Supervisory Board is determined by the provisions of the Rules of Procedure of the Supervisory Board. Members of the Supervisory Board do not sign a special Agreement on access to the archives upon taking up the position.

Recommendation 17.6

Decisions discussed at the Supervisory Board meetings are recorded in the information system. As soon as it is possible, but no later than two working days after the meeting of the Supervisory Board, the Secretariat prepares copies of the decisions adopted at the meeting, which are listed in each decision. An employee of the Secretariat, who is present at the meeting, approves the amendments to the resolutions and thereby confirms the consistency of the content of the decisions.

Board members (representatives of capital and representatives of workers) did not receive attendance fees, but received payments for performing their function based on the decisions of the Supervisory Board. Remuneration of the members of the Supervisory Board is regulated by the Articles of Association and the Remuneration Policy for the Members of the Supervisory Board of NLB d.d.

Minutes of the Supervisory Board are taken by a professional employee of the bank who was specified by the Supervisory Board.

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Board to the Supervisory Board to assist in the implementation of the Supervisory Board’s tasks.

Recommendation 23.5: In accordance with regulations and the Remuneration Policy of the Board of the NLB d.d, in 2023, NLB awarded to the members of its Management Board 50% of their variable remuneration in share-linked instruments: 50% of such instruments were handed over to the members of the Management Board during a 5-year deferral period.

Recommendation 26.6: The Bank maintains a list of transactions with related persons which is submitted to the Supervisory Board by special demand.

Recommendation 30.4: NLB draws up its Financial Calendar which is published on the Banks’ website, and includes the dividend payment date. Date is announced in the publication of the Agenda and Proposed Resolutions to be passed at the Annual General Meeting. The dividend payment date is determined.

Recommendation 32.7: NLB does not publish the rules of procedure of its bodies (Management Board and Supervisory Board and its committees) on its website. However, each year the Bank prepares a Corporate Governance Statement of NLB and publishes it in the NLB Group Annual Report, on the Bank’s website, as well as on the web page of the Ljubljana Stock Exchange.

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Features of Internal Control and Risk Management Systems in Relation to Financial Reporting

NLB is governed by the provisions of the Capital Requirements Banking Act (ZBan-3) and the Regulation on Internal Governance Arrangements, the Management Body and the Internal Capital Adequacy Assessment Process for Banks and Savings Banks to maintain appropriate internal control, and risk management systems. Due to the above, the NLB has developed a steady and reliable internal governance system encompassing the following determined by the independence, quality, and validity of:

• the rules for and controls of the implementation of the Bank’s organisational, business, and work procedures (internal controls).

Internal Controls

The policy entitled "Internal Control System" defines a system of internal controls as a set of rules, procedures, and organisational structures. The system of internal control aims to reduce or manage that risk and that process or measure is effective for that purpose. Mentioned policy introduces a new description of the three lines of defence, namely:

1. First-level (or line 1)

Second-level controls are divided between Risk Management and Compliance control functions (including AML/CTF and Information security management) that carry out independent controls. The effectiveness of controls is performed by the internal audit function, which assesses and regularly checks the completeness, functionality, and adequacy of the internal control system. An internal audit is conducted in the event of deficiencies, irregularities, or breaches identified in the process of implementation of internal controls. The breaches are discussed at the Operational Risk Committee (which is established for execution of individual tasks within powers of the Management Board of the Bank). The mentioned committee adopts decisions so that appropriate actions are taken, and in behalf.

As NLB advances its commitment to sustainable and responsible banking, updates to the Internal Control System policy, implemented in November 2023, reflect our dedication to promoting responsible business practices.

3.1.2. Internal Control Functions

The internal control functions are part of the system of the internal governance in the Bank. Internal control functions operate according to the Charter on the Internal Audit of NLB adopted by the Management Board, to which the Supervisory Board of NLB gave its approval. The Management Board has set up an internal controls system, and management of the NLB. The mission and the principal task of the Internal Audit is to consolidate and secure the value of the Bank by issuing opinions on the adequacy and effectiveness of the Bank’s operations. In addition, the Internal Audit carries out regular control of the quality of operation of the other internal audit departments in the Group and takes care of constant improvement.

The Management Board has its approval of the appointment, remuneration, and dismissal to the Head of the Internal Audit, which ensures their independence and so, the independence of the work of the Internal Audit according to the Charter of the Risk Management Function of NLB adopted by the Management Board, in agreement with the Supervisory Board of NLB. The risk management function is organized within the Risk stream, covered by the member of the Management Board in charge of risk (Chief Risk Officer - CRO). The risk management function is responsible for the management of risks and responsibilities. Global Risk is represented by its General Manager. Global Risk is in functional and organisational terms separate from other functions where business decisions are adopted.

The head of the risk management function has direct access to the Management Board of the NLB, and at the same time has unhindered and independent access to the Supervisory Board. Risk management and control is performed through a clear organisational structure with defined roles and responsibilities. The organisation and delineation is designed to prevent conflicts of interest, to ensure a transparent and documented decision-making process, and is subject to an appropriate upward and downward flow of information.

The risk management function is in charge of formulating and controlling the Group’s risk management policies, setting limits, overseeing the harmonisation, regular monitoring of risk exposures, and limits based on certain criteria. The function is organised according to the local legislation, considering the bases for setup, organisation, and activities in risk management in the members, as defined in the document "Risk Management Security Function, and AML/CTF Function Compliance and Integrity in the Group in its role as internal control function performs control activities with respect to the main following areas:

• information security and data protection;
• personal data protection;
• regulatory compliance management;
• prevention of fraud and internal investigations;
• security;
• development.

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standards; · harmonisation of policies and practices within the Group (Competence line Compliance and Integrity). Compliance and Integrity is an organisational unit of the Bank, placed d adopted the Integrity and Compliance Policy of the NLB and the NLB Group, which was revised in December 2023. This Policy regulates the method and scope of the activities of the com competence of the Compliance and Integrity. This enables the Compliance and Integrity to operate independently from other Bank’s departments. The Director of Compliance and Integrity interests. To ensure his independence, the Director reports directly to the Management and Supervisory Boards. Additionally, the Director provides regular updates to a designated member information security, personal data protection, and AML/CTF functions). This arrangement provides additional assurance for the independence of the Compliance and Integrity operations.

Compliance and Integrity, CISO for NLB (Chief Information Security Officer), Group CISO, DPO (Data Protection Officer), the head of the AML/CTF area for NLB, and head of Group A Compliance and Integrity. Following NLB’s model, the compliance function was established in the core members of the Group, as well based on the Group standards for the compliance an reporting procedures, NLB pursues the adopted Policy on Accounting Controls. The accounting controls are provided through the operation of the complete accounting function with the pu timely financial reporting. The principal identified risks in this area are managed with an appropriate system of authorisations, a segregation of duties, compliance with accounting rules, do in-built control mechanisms in source applications, and archiving pursuant to the laws and internal regulations.

Furthermore, the policy precisely defines primary accounting controls, perfo checking the efficiency of implementation of primary accounting controls. With an efficient mechanism of controls in accounting reporting, NLB ensures: · A reliable decision-making and accounting, and other reports of the Bank; · Compliance with legal and other requirements. Financial statements of NLB and consolidated financial statements of the NLB Group are audit company was appointed as the auditor of NLB by the 38 th General Meeting of shareholders of the Bank dated 20 June 2022 for the financial years 2023 to 2026.

INFORMATION ON POINT 4, PARAGRAPH 5, OF THE ARTICLE 70 OF THE ZGD-1

regarding points 3, 4, 6, 8, and 9 of paragraph 6 of the same article Explanation regarding significant dire stake as determined by the act regulating acquisitions (Point 3 of the sixth paragraph of Article 70 of the ZGD-1) Significant direct and indirect ownership of the company’s securities in te 2023).

Shareholder	Number of shares	Percentage of shares	Nature of ownership
RoS	5,000,001	25.00	shares
EBRD (i) / >5 and <10	GDRs
Schroders plc (i) / >5 and <10	GDRs		(i) In the form of

Explanation regarding the holders of securities that carry special control rights (Point 4 of the sixth paragraph of Article 70 of the ZGD-1) The Bank did not issue any securities carrying sp particular: (i) restrictions of voting rights to a certain stake or certain number of votes, (ii) deadlines for executing voting rights, and (iii) agreements in which, based on the company’s coo ownership of such securities (Point 6 of the sixth paragraph of Article 70 of the ZGD-1) The shares of the Bank are freely transferable, subject to the provisions of the Articles of Associati of shares of the Bank by which the acquirer, together with the shares held by the holder before such an acquisition and the shares held by third parties for the account of the acquirer, excee by the Supervisory Board.

The Bank rejects the request for approval of transfer shares if the acquirer, together with the shares held by the acquirer before the acquisition and the shares held voting rights, increased by one share. Notwithstanding the provision mentioned in the first paragraph, approval for the transfer of shares is not required if the acquirer of the shares has acqu from these shares at its sole discretion, while at the same time committing to the Bank, it will not exercise voting rights on the basis of the instructions of an individual third party for whos receive a written guarantee from that person that this person has shares for his own account, and that this person is not, directly or indirectly, a holder of more than 25% of the Bank’s votin and does not require the issuance of approval for the transfer of shares, or does not receive the approval of the Bank, may exercise the voting right from 25% of the shares with the voting ri.

Explanation on the (i) company’s rules on appointment or replacement of members of the management or supervisory bodies, and (ii) changes to company’s Articles of Association (Point

members of the management or supervisory bodies The Management Board Articles of Association define that the Management Board of the Bank is comprised of three to seven members of Management Board members is determined by a resolution of the Bank’s Supervisory Board. The President and other members of the Management Board are appointed and recalled by the Chair of the Supervisory Board of the Bank to appoint or recall an individual member or the remaining members of the Management Board of the Bank.

The President and members of appointed for another term of office. The President and members of the Management Board may be recalled prior to the expiry of their term of office in accordance with applicable laws an prematurely resign her/his term of office with a period of notice of three months. Written notice shall be delivered to the Chair of the Supervisory Board of the Bank. The notice term may b Board of the Bank in his/her notice and is subject to the approval of the Supervisory Board of the Bank. A member of the Bank’s Management Board may only be a person who fulfils the

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Segment Management

Management board member under the law on banking and who obtained a licence from the BoS or the ECB, if executing the competences and tasks from Item (e) of paragraph 1 of Article.

Management board member under the law regulating banking. The Bank assesses every candidate following the Bank’s Policy governing the Fit & Proper assessment prior to the appointment.

Members, of which eight members represent the interests of shareholders and two members represent the interests of employees. Members representing the interests of shareholders shall be elected and recalled by the Workers’ Council of the Bank. Members of the Supervisory Board of the Bank started their term of office.

The General Meeting of the Bank may dismiss an individual or all members of the Supervisory Board (representatives of shareholders) if adopted with at least a three-quarter majority of all votes cast. The Supervisory Board of the Bank shall at its first meeting after an appointment elect from among its members.

Representing the interests of employees cannot be elected Chair or Deputy Chair of the Supervisory Board of the Bank. All the Supervisory Board members shall be independent professionals.

May only be a person who fulfils the legally prescribed conditions for a supervisory board member under the banking act and who obtained a licence from the BoS or the ECB, if executing no. 1024/2013 for the performance of the function of a bank’s supervisory board member under the law regulating banking. The Bank assesses every candidate following the Bank’s Policy.

Association A qualified majority of at least 75% (seventy-five per cent) of the votes cast by shareholders at the general meeting of the Bank’s shareholders is required for the adoption of a.

The members of the management, particularly authorisations to issue or purchase own shares (Point 9 of the sixth paragraph of Article 70 of the ZGD-1) No authorisation exists which would.

INFORMATION ON THE WORK AND KEY POWERS OF THE SHAREHOLDERS’ MEETING AND OF ITS KEY POWERS, AND A DESCRIPTION OF SHAREHOLDERS’ RIGHTS

through which shareholders exercise their rights, which include among others: decisions on corporate changes (amendments of the Articles of Association, increase or decrease of share capital), issues with respect to appointing and discharging members of the Supervisory Board (representatives of shareholders), and appointment of an auditor, distribution decisions (appropriation of profit).

The General Meeting is convened by the Management Board. The General Meeting may be convened by the Supervisory Board in cases where the Management Board is unable to ensure the unhindered operations of the Bank. The Supervisory Board may amend the agenda of the General Meeting convened in line with the bylaws. As a rule, the General Meeting of the Bank shall take place at a venue specified by the convenor. The Management Board may stipulate that shareholders may attend or vote before or at the General Meeting by electronic means without physical presence.

Votes cast, unless the applicable laws or the Bank’s Articles of Association stipulate a larger majority or other conditions (adoption and amendments of the Articles of Association, issue of new shares, decrease in share capital, the status restructuring of the Bank, liquidation of the Bank and discharge of Supervisory Board members). The shareholders have the right to subscribe for new shares in case of share capital increase, the right to profit participation (dividends), and the right to a share in surplus in the event of liquidation or bankruptcy of the Bank.

The Bank informs shareholders on their rights as shareholders in an Information on the Rights of Shareholders that is published among the documents for convocation of each General Meeting (i.e., informing shareholders, and the shareholders' right to be informed).

There were two General Meetings of shareholders in 2023. Shareholders gathered at the 39th General Meeting on 19 June 2023. At this meeting, the shareholders reviewed the Report, the Report of the Supervisory Board of NLB on the results of the examination of the NLB Group Annual Report 2022, the Report on remunerations for the business year 2022, and on SSH’s Baselines. The shareholders also decided on the allocation of distributable profit for 2022 and granted a discharge from liability to the Management Board and Supervisory Board.

The distributable profit amounted to EUR 515,463,762.89. Part of that profit, in the amount of EUR 55,000,000.00, was paid out as dividends (EUR 2.75 gross per share). The General Meeting of NLB adopted a resolution regarding the re-appointment of four members of the Supervisory Board of NLB, namely Deputy Chairman Andreas Klingen, Shrenik Dhirajlal Davda, Gregor Rok Kastelic, and Mark William Lane Richards, whose terms had expired.

The shareholders re-appointed Shrenik Dhirajlal Davda and Mark William Lane Richards, and also appointed two new members, namely Cvetka Selšek and André-Marc Prudent-Toccanier, who assumed the position of members of the Supervisory Board. The General Meeting of NLB also took note of the Internal Audit Report for 2022 and the Opinion of the Supervisory Board of NLB and adopted a decision on the determination of payment.

The Meeting of NLB Shareholders held on 19 December 2023 confirmed payment of additional dividends of EUR 55 million (EUR 2.75 gross per share), making a total dividend pay-out in 2023 a total of EUR 110 million. The ambition is a total capital return through solid cash dividends in a cumulative amount of EUR 500 million between 2022 and by the end of 2025. At the General Meeting, the shareholders ensured that the members of the management board are rewarded in accordance with the long-term strategic goals of the NLB Group and with the interests and directions of the shareholders.

This includes rewarding board members not only for their contribution to immediate financial success, but also to the overall sustainable development of the NLB Group, growth, and creation of long-term value. Nevertheless, this comes into force. Until the next General Meeting, NLB will further improve its Remuneration Policy and present it to the shareholders. The outcome of the vote is available to shareholders.

NLB Group Annual Report 2023

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Information About the Composition and Work of the Management and Supervisory Body and Its Committees

6.1. Composition of the Management Board

Blaž Brodnjak as President & CEO, Archibald Kremser as Chief Financial Officer (CFO), Andreas Burkhardt as Chief Risk Officer (CRO), as well as Hedvika Usenik as Chief Marketing Officer, responsible for Group governance, payments, and innovations, and Andrej Lasič as CMO – responsible for Corporate and Investment Banking.

Work of the Management Board

Despite the challenges, the Management Board more demonstrated its resilience and delivered strong results. The successful performance of NLB Group can be attributed to the vigorous emphasis on prudent risk management and unwavering commitment to excellent customer services while embracing opportunities for further growth. In 2023, the Management Board continued to work on the NLB Group business model. The Management Board stayed focused on the growth of core business and was aware of all the risks possible and eventual distress, while the bank helped customers and delivered remarkable business results.

They enabled the Bank to pay out a distributable profit for 2022 in the form of dividends in a total amount of EUR 110 million, thereby reaffirming their commitment. Dividends were paid in two instalments, namely in the amount of EUR 55 million in June 2023, and in the amount of EUR 55 million in December 2023.

There are many topics that the Management Board is committed to further improvement and enhancing the satisfaction and user experience of customers, and to increase digital payment penetration and innovation in the payments area. As part of this, the mobile bank, "Klikin," merged into one modern digital bank "NLB Klik," which makes it easier for our customers to manage their finances.

In the business network, we focused on enhancing technologies and people's strengths. The Management Board successfully completed the merger of N Banka (former Sberbanka that NLB acquired in March 2022) into NLB that was formed to ensure integration to make sure that former clients of the bank will benefit from the best of both worlds.

In 2023, the Management Board signed an agreement for the acquisition of the largest leasing company and the acquisition of the third largest asset management company in North Macedonia. Obtaining permits for the acquisition of Summit Leasing, Slovenia Group together with the Croatian branch, we are aware of the banks’ vital role in fighting climate change by supporting the global transition of the real economy towards net-zero, which is why we not only strive to reinforce, accelerate, and enhance our efforts.

In December 2023, our first NLB Group Net-Zero Disclosure Report was published, which reaffirms our commitment to achieving Net-Zero by setting targets for reducing its financed emissions. Regarding environmental issues, the Management Board is equally active about addressing social and governance topics; we advocate equal opportunities, as well as independent and professional conduct, achieving an improved second ESG rating (December 2023) assessed by Sustainalytics (previous ESG risk rating was improved by 1.7 points).

Composition of the Supervisory Board

At the beginning of 2023, the Supervisory Board of NLB consisted of 10 members, of which eight were representatives of shareholders (in addition to Primož Karpe, Shrenik Dhirajlal Davda, David Eric Simon, Gregor Rok Kastelic, Verica Trstenjak, and Osama Zekry), while Sergeja Kočar and Tadeja Žbontar Rems were representatives of the workers. The Board expired. The General Meeting on its session dated 19 June 2023 appointed four members, of whom two were existing, while two members were new.

On 31 December 2023, the Supervisory Board consisted of Davda (Deputy Chairman), David Eric Simon, Mark William Lane Richards, Verica Trstenjak, Islam Osama Zekry, Cvetka Selšek, and André-Marc Prudent-Toccanier, with Sergeja Kočar.

Independence of the Members of the Supervisory Board

In accordance with Article 16 of the Articles of Association of NLB, all Supervisory Board members must be independent experts.

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Employees in the Supervisory Board of the Bank are considered independent despite the existence of an employment relationship with the Bank upon fulfilling certain terms and conditions. Criteria of conflict of interest is provided by a candidate for a function of a member of the Supervisory Board, upon each change that would mean change of his/her independence status on the Bank’s website.

Work of the Supervisory Board

In 2023, the Supervisory Board held seven regular and nine correspondence sessions. In its work, the Supervisory Board of NLB received the Risk Committee, the Nomination Committee, the Remuneration Committee, and the Operations and Information Technology Committee. Mentioned committees function as consulting bodies to the Management Board related to a particular area. Based on their findings, the Supervisory Board passed the appropriate resolutions. Each of the five committees is composed of at least three members.

The Supervisory Board adopted the regular NLB Group Sustainability Implementation Update and NLB Group Payments Progress update. Business Policy and the NLB Group 2024 Budget and Financial Projections 2025 – 2028, adopted the NLB Group Annual Report for 2022, and NLB Group Sustainability Report 2022, the Comprehensive Opinion of the Internal Audit.

In order to implement effective corporate governance arrangements, the Supervisory Board acted within its powers to ensure that the bank’s policies for assuming and managing risks. The Supervisory Board was regularly informed on the risk profile of the Group, and the corresponding types of risk to steer the Group’s fulfilment.

The following items were discussed and adopted – the NLB Group Risk appetite, the NLB Group Risk strategy, ICAAP and ILAAP of NLB Group, the Recovery Plan of NLB Group, regular R III Disclosures. Through the year, the Supervisory Board acknowledged regular reports on documents received from the regulator(s), namely, the Bank of Slovenia and ECB, and the implementation of the Group was included in the ECB Stress Test exercise aiming to assess the resilience of the financial institution, performed in H1 2023.

The Supervisory Board was acquainted with the exercise of the EBA and ECB, the Group holds sufficient resilience in terms of capitalisation. The Supervisory Board adopted decisions with regards to the convocation of the two General Meetings of Shareholders. The General Meeting acknowledged itself with the Annual Report 2022, the Report of the Supervisory Board and the Additional information to the Report on remuneration. The General Meeting adopted decisions on the four proposed candidates for the Supervisory Board and determined payments to members of the Supervisory Board of NLB.

On the allocation of second tranche of the distributable profit for 2022, and approved the Remuneration Policy for the Members of the Supervisory Board of NLB d.d. and the Members of the consultative nature. During the year, the Supervisory Board adopted periodic reports of the Internal Audit, Compliance, and issued approval to the transactions with persons in special relation according to Article 170 of the Banking Act.

According to the recommendation of the Slovenian Corporate Governance Code for Listed Companies, the Supervisory Board adopted a decision to engage the Board of NLB and the Audit Committee of NLB. It also adopted the Internal Audit’s Annual Report for 2023, the Internal Audit Plan (2024 & the long-term plan), the Action Plan for Compliance, and Security.

With the aim of ensuring sustainable development, NLB Group strives to actively contribute to a more balanced and inclusive economic and social system through Responsibility. The Supervisory Board regularly adopts decisions related to sustainability and ESG issues. Throughout the year, the Supervisory Board has maintained a well-balanced process with data-supported inputs from the latter, enabling the Supervisory Board to adopt all its decisions in line with the professional interests of the Bank, whilst always adhering to banking regulations.

Supervisory Board and at sessions of committees on which they sit, members of the Supervisory Board in particular take into account all necessary precautionary measures to avoid conflicts. The Supervisory Board of NLB established and ensured that it regularly and thoroughly monitored the Bank’s and the NLB Group’s operations.

Composition of the Supervisory Board

Members is described in the Appendix C.2 of the Supervisory Board function as consulting bodies of the Supervisory Board of NLB and discuss the material and proposals of Management Board of NLB for the Supervisory Board meeting.

Committees

• Audit Committee
• The Risk Committee
• The Nomination Committee
• The Remuneration Committee
• The Operations and IT Committee

Committees are composed of at least three members, including a representative of the workers into each committee. The member of the Committee may only be appointed from among the members of the Supervisory Board. The term of their term of office as Supervisory Board members. The responsibilities of committees are defined in the Rules of Procedure of the Committees of the Supervisory Board of NLB.

Audit Committee

The Audit Committee prepares draft resolutions for the Supervisory Board on accounting reporting, internal control and risk management, internal audit, the compliance of operations, and external audit, and as well as academic degrees of the Audit Committee members, are reflected in the chart on the Supervisory Board Committees (Appendix C.2 below).

There were six regular, one extraordinary summary of key topics considered by the Audit Committee:

• The NLB Group 2022 Annual Report, Key Performance Indicators;
• Comprehensive Opinion of Internal Audit for 2022;
• Internal Management of Risk of the NLB, the NLB Group Sustainability Report for 2022;
• The Report of the Audit Committee of the Supervisory Board of NLB to the Supervisory Board of NLB Group level;
• Annual Report for the 2022 ECRA – general risk assessment regarding integrity and compliance operations at NLB and NLB Group;
• Audit planning for 2023 financial statements;
• Performance Indicators for NLB and NLB Group;
• Quarterly Internal Audit Reports, Compliance and Integrity Reports, Reports on Information security assurance in NLB;
• Assessment of payment of deferred variable part for Directors in control functions;
• NLB Group Internal Audit Plan (2024 & long-term), Action Plan for Compliance and Integrity Centre for 2024;
• Regulatory documents received from the BoS and ECB and on the implementation of the requirements of the BoS and ECB;
• The Policy of the Internal Controls System;
• The Report on the court proceedings about the costs of the Management Board and Supervisory Board;
• Revision of Rules on the Prevention of Market Abuse and Supervision over the Implementation of Personal Transactions.

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Policy Internal control system

Self-assessment of the Audit Committee for 2022. The Audit Committee performs its tasks both at the meetings themselves and outside of the meetings. In the Supervisory Board, the committee also regularly meets with representatives of professional services for individual areas covered by the committee. The president of the committee also carried out a self-assessment of its work with the help of an external independent evaluator, the Directors' Association of Slovenia. Based on the findings, an action plan March 2024.

6.3.2. The Risk Committee of the Supervisory Board of NLB

The Risk Committee monitors and drafts resolutions for the Supervisory Board in all risk areas relevant to the corresponding risk profile and risk management strategy, and helps carry out control over senior management concerning implementation of the risk management strategy. At the end of 20 (Chairman), Cvetka Selšek (Deputy Chairwoman), Shrenik Davda, Islam Osama Zekry, and David Eric Simon (members). Changes in the membership of the committee that occurred during the year are reflected in the chart on Supervisory Board Committees (Appendix C.2 below). There were five regular sessions of the Risk Committee in 2023. The following is a summary of key topics considered by the Risk Committee:

• Risk Management Strategy of the Security Architecture and Protection of NLB Group;
• Report on status information security in NLB and NLB Group;
• Internal liquidity adequacy process (ILAAP);
• The Internal Capital Adequacy Assessment Process for 2022;
• The Statement of Management of Risk of the NLB;
• The ECB stress test findings related topics;
• Quarterly risk reports of NLB and the NLB Group;
• Pillar III Disclosures of the NLB Group for 2022 and Acknowledgement of quarterly Pillar III Disclosures;
• Information on the status of identified employees in control function for the year 2022;
• Report on the Top 50 groups of clients by exposure in the NLB Group;
• Report on Top 20 largest restructuring cases;
• Report on the material court proceedings for NLB and NLB;
• Approval of the payment of the deferred variable part of the salary for the Director of the Global Risk;
• Changes to Risk Appetite Strategy for the period 2023 – 2025;
• Proposals for the issuance of prior consent of the Supervisory Board of NLB for legal transactions based on Banking Act (ZBan-3) for large exposures MIGA.

6.3.3. The Nomination Committee of the Supervisory Board of NLB

The Nomination Committee drafts proposed resolutions for the Supervisory Board concerning the appointment of Supervisory Board members; recommends to the Supervisory Board the dismissal of members of the Management and Supervisory Boards (representatives of capital); prepares the content for the Supervisory Board; evaluates the performance of the Management and Supervisory Boards; and assesses the knowledge, skills, and experience of individual members of the Management and Supervisory Boards. The membership of the committee was as follows: Primož Karpe (Chairman), Mark Richards (Deputy Chairman), Verica Trstenjak, Sergeja Kočar and Islam Zekry (members). Membership of Bojana Šteblaj was terminated during the year and is reflected in the chart on Supervisory Board Committees (Appendix C.2 below). There were five regular sessions of the Nomination Committee in 2023. The following topics were considered:

• Determination and the appointment of the Deputy President of the Management Board of the Bank;
• Fit and proper assessment – Candidates for members of the Supervisory Board of NLB;
• Integrity – prolongation of the mandate;
• Annual review of the Diversity Policy.

6.3.4. The Remuneration Committee of the Supervisory Board of NLB

The Remuneration Committee carries out initiatives for measures related to improving the management of the Bank’s risks, capital, and liquidity; prepares proposals for remuneration-related decisions of the Supervisory management and compliance functions. At the end of 2023, the composition of the committee was as follows: Shrenik Davda (Chairman), Mark William Lane Richards (Deputy Chairman). Changes in the membership of the committee that occurred during the year are reflected in the chart on Supervisory Board Committees (Appendix C.2 below). There were five regular and two corresponding sessions of the Remuneration Committee. The topics considered by the Remuneration Committee included:

• The proposed goals of the NLB Group for 2023;
• Assessment of goals for the members of the Management Board of the NLB for 2022;
• Financial goals of NLB and goals for each member of the Management Board of NLB for 2022;
• Confirmation of the assessment of the NLB Group and NLB results;
• Identified employees in controlled and supervisory functions;
• Salary increase of the Director of a controlled function;
• Awarding of variable pay to the Management Board members for financial performance;
• Annual review of the NLB remuneration policy to the NLB Group members.

6.3.5. The Operations and IT Committee of the Supervisory Board

The Operations and IT Committee performs the following main tasks: monitors the implementation of the IT Strategy, Information Security Strategy, and Operations Strategy; monitors IT projects and initiatives; monitors operating risks in the area of Operations, IT, and Security; monitors the recommendations for ensuring and increasing the level of information/cybersecurity; monitors incidents in the area of IT security; and monitors the Target Operating Model implementation in the areas of IT, the Security Operating System, Competence Centre, and Operations. At the end of 2023, the composition of the committee was as follows: Shrenik Davda (Chairman), Islam Osama Zekry (Deputy Chairman), Primož Karpe, Tadeja Žbontar Rems, and André-Marc Prudent-Toccanier. Membership of Janja Žabjek Dolinšek was terminated during the year and is reflected in the chart on Supervisory Board Committees (Appendix C.2 below). There were five sessions of the Operations and IT Committee in 2023. The Operations and IT Committee considered the following topics:

• KPIs and Business Priorities;
• Data/BI remediation progress update;
• Report on process metrics;
• Information on the achievement of goals for 2022 in the.

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NLB Group Annual Report 2023

Overview

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SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Information Technology in the Group

• Performance Metrics
• Data/BI remediation progress update
• Customer relationship management – Project update
• Payment IT strategy update
• Banka integration
• Digital Banking Platform status
• Artificial Intelligence and advance analytics activities and plans in NLB Group
• BIT project rollout
• OMNI project
• Web project readiness

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144 NLB Group Annual Report 2023

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Performance Overview

Segment

DESCRIPTION POLICY ON THE PROVISION OF DIVERSITY OF THE MANAGEMENT BODY AND SENIOR MANAGEMENT

7.1. Description of the policy

NLB adopted amendments to the Diversity Policy in 2022 to align it with the stipulations of the changed legislation and to address the concerns of stakeholders. The amended Diversity Policy outlines specific goals for achieving diverse representation on the Supervisory Board, Management Board, and senior management. The policy establishes various diversity goals, including knowledge, skills, and experience. This comprehensive approach aims to foster a deep understanding of the Bank’s strategy, challenges, and the associated risks. This policy concurrently considers a spectrum of knowledge, skills, and experience, international exposure, and geographical origin. The Diversity Policy sets out the targets to be pursued in terms of representation on the Supervisory Board.

The management body is composed in such a way that, as a whole, it has the knowledge, skills, and experience necessary for an in-depth understanding of the Bank’s strategy. The policy is reviewed by the Nomination Committee of the Supervisory Board. The Report on Diversity is adopted by the Supervisory Board on a yearly basis. The Bank implements the principles of Selection of Suitable Candidates for Members of the Supervisory Board, and the Policy on the Selection of Suitable Candidates for Members of the Management Board, as well as procedures related to this diversity policy. One of the measures to influence the selection process is: if two candidates for the position of a member of the Management Board or a member of the Supervisory Board are equally qualified, a candidate of the underrepresented sex shall be selected.

7.2. Objectives of the policy

Considering the size of the Bank and the NLB Group, the diversity objectives include:

• Gender diversity – The Bank pursues this objective by ensuring that all stakeholders involved in the HR process strive to construct a well-balanced pool of candidates during the recruitment process, achieving a suitable balance between both genders in alignment with the objectives outlined in the Policy.
• Age diversity – The Bank pursues the achievement of age diversity that accurately reflects the Bank’s age demographics. To fulfil this objective, the Bank employs recruitment channels ensuring representation from all demographic segments in both the management body and senior management. When appointing new candidates, the Bank carefully considers the appropriate age distribution within senior management.
• Professional competencies, skills, and experience – The collective expertise of the management body must encompass a diverse spectrum of knowledge and skills, encompassing factors such as experience, reputation, effective management of potential conflicts of interest, independence, time commitment, and the overall cohesion of the body.
• Continuity of composition of the management body and senior management – The Bank ensures a suitable ratio between the existing and the new members of the management body and senior management simultaneously when mandates expire.
• International experience – The Bank should ensure a suitable share of the management body and senior management members with international experience (experience abroad). To this end, the Bank has established a timeframe, aligning with relevant policies for selecting qualified candidates in the selection process.
• Personal integrity – The management body is expected to uphold integrity, representing the expected action and responsibility of individuals and organisations in preventing and eliminating risks of using authority, function, authority, or other decision-making powers, in accordance with the guidelines defined in the NLB Group Code of Conduct.
• Geographical provenance – The Bank strives for the management body members to have different geographical provenances, ensuring a variety of cultural, market characteristics, and legal frameworks in the areas where the Bank operates.

Targets related to the above-defined aspects of diversity for the management body and senior management in NLB d.d. were adopted by the General Meeting dated 20 June 2022 (available at www.nlb.si/general-meetings-in-year-2022 and www.nlb.si/addi).

NLB Group Annual Report 2023

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SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

the policy is implemented To achieve the objectives outlined in this diversity policy, the following measures are applied:

• Upon the appointment of new members or re-appointment of the Policy on the selection of suitable candidates for members of the Supervisory Board and the Policy on the selection of suitable candidates for members of the Management Board.
• The appointment of the Bank’s senior management.
• The pre-definition of conditions for the performance of each function, including the required profile of prospective members of the management.
• Sufficiently wide range of different candidates.
• Should two candidates for the position of a member of the Management Board or a member of the Supervisory Board meet all the requirements, a candidate of the underrepresented sex shall be selected.
• In achieving the target representation of the Management Board, as well as by a predetermined replacement plan.
• Considering the objectives of the diversity policy when assessing the collective suitability of management and supervisory bodies.

7.4. Results achieved

Implementa Supervisory Board It is estimated that the goals for 2023 were almost achieved. Members of the Supervisory Board as a whole cover an adequately wide range of knowledge, skills, and professional experience based on the following criteria: experience, reputation, management of potential conflicts of interest, independence, available time, and collective suitability. Also, the Supervisory Board has a suitable ratio between existing and new members is not below 70%. The members of the Supervisory Board have a high level of personal integrity, a suitable share of geographical experience as set in the plan for the year 2023.

Since the term of office of four members of the Supervisory Board expired in 2023, and to retain the proportion of women in Supervisory Board, at the General Meeting dated 19 June 2023, two male representatives were re-appointed for the position, while among two new members for the position, one member was female. The goal for the members of the Supervisory Board has been almost achieved with 40% of representation of women on the Supervisory Board (on 31 December 2023).

In terms of the structure of the Supervisory Board, it is also considered appropriate, according to the plan set up for 2023 as members of the Supervisory Board are represented in the age groups from 40 to 60 years. The members of the Management Board as a whole meet a high level of requirements related to the set goals, namely age structure, gender structure, professional competencies, skills and experience, personal integrity, and geographical provenance. In terms of gender diversity, the target set for 2023 was accomplished, maintaining a representation of 16.7%, the equivalent of at least one senior management at a high level met the requirements relating to the range of knowledge, skills, and professional experience. Regarding the requirements related to international experience, it is also estimated that 43% of women in senior management is appropriate.

146 NLB Group Annual Report 2023

age structure, it is also considered appropriate, as senior management in the age structure is very dispersed and is thus represented in all age groups from 30 to 60 years.

Plan for 2023

Wide range of knowledge, skills and professional experience	High	High	High	High	High	High
International experience of the members in different areas	Medium	High	Medium	High	Medium	High
Personal integrity	High	High	High	High	High	High
Geographical provenance	Medium	High	Medium	High	Medium	High

Additional information on the framework, objectives, and chart 2023, as well as in the chapter Human Resources in this Annual Report.

7.5. Description of diversity policy from a gender perspective

As already mentioned in point 7.2: Gender diversity – process strive to construct a well-balanced pool of candidates during the recruitment process. This involves considering the equitable representation of the less-represented gender and achieving the Policy. The establishment and implementation of a comprehensive policy for candidate selection create incentives for diversity within the management body. In 2023, two new members in Supervisory Board in the recruitment process this criterion was also taken into consideration. The goal for 2023 set for the Management Board was achieved and stayed on 16.7% or one set goal was slightly higher.

7.6. Goals that are followed by the Bank

Goals followed by the bank are published in the Policy on the provision of diversity of the management body and senior at www.nlb.si/general-meetings-in-year-2022 and www.nlb.si/additional-disclosures-according-to-article-104-of-the-zban-3. Apart from goals in the Policy the Bank also respects and f.

committing to achieving the target of gender diversity by the conclusion of the year 2026. This initiative entails achieving a representation of 40% for members of supervisory boards and a

of the underrepresented gender in public joint-stock companies and state-owned enterprises by 2026. With the changed composition of the Supervisory Board in 2023, NLB achieved the f

out of 10 members are women). As far as both goals together are concerned NLB is slightly below 33% (5 out of 16 members). Results of the gender diversity in public companies are che

Association.

147 NLB Group Annual Report 2023

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Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segm

selection procedures Already explained in Point 7.3. All the above criteria are considered in the selection process for the members of the Management Board and the Supervisory Board. In

diversity among the candidates for Supervisory Board of NLB, one female representative was elected. Statement on changes that occurred between the end of accounting period up to the p

Companies, point 6.3.2 (Ljubljana Stock Exchange, 18 December 2020) NLB hereby states that the following changes occurred between the end of accounting period up to the publication

Andrej Lasič	Member
Archibald Kremser	Member
Peter Andreas Burkhardt	Member
Antonio Argir	Member
Blaž Brodnjak	Chief executive officer

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NLB Group Annual Report 2023

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Key Highlights

Business Report

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Risk Factors & Outlook

Sustainability Performance Overview

Segment Composition of Management in financial year 2023 (C.1)

Name and Surname	Position held (President, Member)	Area of work covered within the Management Board	First appointment to the position	Professional profile	Membership in supervisory bodies in companies not related to the company
Blaž Brodnjak	President CEO		6 July 2016	Slovenian 1974 MBA Banking/Finance
Olimpija Archibald Kremser	Deputy CEO/ Member CFO		31 July 2013	Austrian 1971 MBA Banking/Finance
Peter Andreas Burkhardt	Member CRO	governance, payments and innovations	18 September 2013	Macedonian 1975 MBA Banking/Finance	Economic Chamber of North Macedonia
Andrej Lasič	Member CMO	(responsible for Retail Banking and Private Banking)	28 April 2022	Slovenian 1972 MBA Banking/Finance
Hedvika Usenik	Member CMO	(responsible for Retail Banking and Private Banking)	28 April 2022	Slovenian 1972 MBA Banking/Finance

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NLB Group Annual Report 2023

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Business Report

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Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Composition of Supervisory Board and Committees in financial year 2023 (C.2)

Name and Surname	Position held (Chairman, Deputy Chairman, Member)	First appointment to the position	Attendance at SB session in regard to the total number of SB session (for example 5/7) applicable on his/her mandate	Gender	Citizenship	Year of birth	Qualification	Professional profile	Membership in supervisory bodies in other companies or institutions
Primož Karpe	Chairman	10 February 2016	7/7					Representative of the company‘s capital structure
Andreas Klingen	Deputy Chairman	22 June 2015	3/3	male	German	1964	University Degree	Banking/ Finance	Kyrgyz Invest
David Eric S	Member	10 June 2019	7/7	male	British	1960	MBA, LLB	Finance	Charity Commission of England and Wales, PSO, UK
Mark William Lane	Member	1966					MSc	Banking/ Finance	BPL Global (Lloyds of London insurance Broker), Sheffield Haworth Ltd, Vencap International pic Ukraine (UK)
Gregor Rok Kastelic	Member	10 June 2019					Banking/ Finance	YES
Verica Trstenjak	Member	15 June 2020	7/7	female	Slovenian	1962	PhD	Law
Cvetka Selšek	Member	19 June 2023					University Degree	Banking/ Finance	Honorable Tribunal of Managers Association of Slovenia, Directors’ Association of Slovenia
André-Marc Prudent- Toccanier	Member	19 June 2023						YES
Sergeja Kočar	Member	17 June 2020	7/7	female	Slovenian	1968	MSc	Management
Tadeja Žbontar Rems	Member	22 January 2020						NO
Islam Osama Zekry	Member	14 June 2021	6/7	male	Egyptian	1977	PhD	IT	CIB Housing association, Egypt, Egyptian AI Council

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Management of Risk

NLB d.d.’s Management Board and Supervisory Board provide herewith a concise statement of the risk management according to Article 17 of the Decision on Internal Assessment Process for Banks and Savings Banks (Official Gazette of the RS, no. 73/15 and 115/2021), Regulation (EU) 575/2013, article 435 (Risk management objectives and policies) (EBA/GL/2021/05) and EBA Guidelines on Disclosure requirements (EBA GL/2016/11).

Risk management in NLB Group, representing an important element of the Group’s overall corporate governance, is based on internal policies, and procedures that take into account the European banking regulations, the regulations adopted by the Bank of Slovenia, the current EBA guidelines, and the relevant good practices. Subsidiaries operating outside Slovenia are also compliant with the rules set by the local regulators. NLB Group gives high importance to the risk culture and awareness of all relevant risks.

Committee Membership

Surname			Membership in committees (audit, nominal, income committee, etc.)	First appointment to the position	Conclusion of the position/term of office	Chairman/Deputy Chairman/Member	Attendance at sessions (applicable on his/her mandate)
			Shrenik Dhirajlal Davda	Remuneration Committee	28 June 2019	2027	Chairman	5/5
Mark William Lane Richards			Remuneration Committee	26 June 2020	202	Member	1/2
			Tadeja Žbontar Rems	Remuneration Committee	18 September 2023	2025	Member	2/2
				Sergeja Kočar	Remuneration Committee	26 June 2020	2024	Member	5/5
Primož Karpe	Nomin Committee	18 September 2023	2027	Deputy Chairman	1/1
			Verica Trstenjak	Nomination Committee	26 June 2020	2024	Member	5/5
	David Eric Simon		Audit Committee	7 April 2016	2024	Chairman	6/6
				Cvetka Selšek	Audit Committee	18 September 2023	2027	Deputy Chairwoman	1/1
Primož Karpe	Audit Committee	15 April 2027	Member	1/1
			Shrenik Dhirajlal Davda	Audit Committee	28 June 2019	2027	Member	6/6
				André-Marc Prudent-Toccanier	Risk Committee	18 September 2023	2027	Chairman	1/1
Cvetka Selšek	Risk Committee		8 July 2021	2027	Member	5/5
			David Eric Simon	Risk Committee	7 April 2016	2024	Member	5/5
				Islam Osama Zekry	Risk Committee	8 July 2021	2025	Member	3/5
Mark William Lane Richards			Operational and IT Committee	8 July 2021	2025	Deputy Chairman	4/5
				Primož Karpe	Operational and IT Committee	15 April 2016	2024	Member	5/5
Tadeja Žbontar Rems		Operational and IT Committee	18 September 2023	2027	Member	1/1

(i) There were also extraordinary sessions of the committees that are not reflected in this table. External member in committee stipulating that, irrespective of provision of Companies Act (ZGD-1) only members of the Supervisory Board can be appointed to Supervisory committees.

Name and Surname Attendance at sessions Gender Qualification Year of birth Professional profile Membership in supervisory bodies in companies not related to the company none

strategy of the Group. The business and operating environment, relevant for the Group’s operations, is changing with trends such as sustainability, social responsibility, governance, changing new regulatory requirements. Respectively, risk management is continuously adapting with the aim to detect and manage new potential emerging risks. NLB Group uses the "three lines of management function acts as a second line of defence. The Group has enhanced overall corporate governance, which is reflected in a lower SREP requirement in recent years. The robust and Group’s business and risk profile, based on a forward-looking perspective to meet internally set strategic objectives, and all external requirements. The Proactive Risk management and con the Group’s Business strategy, and focused on early risk identification and efficient risk management. Set governance and different risk management tools enable adequate oversight of the incorporating escalation procedures, and using different mitigation measures when necessary. In this respect, the Group is constantly enhancing and complementing the existing methods a sustainable finance by incorporating environmental, social, and governance (ESG) risks into its business strategies, risk management framework, and internal governance arrangements.

W main sustainability elements into its business model. The goal of this strategic, organisation-wide initiative is to ensure sustainable financial performance of the Group by considering ESG inclusive economic and social system. Thus, sustainable finance integrates ESG criteria into the Group’s business and investment decisions for the lasting benefit of Group’s clients and so Alliance, publicly disclosed its Net-Zero commitment. With this step, the Bank pledged to align its lending and investment portfolio with net-zero emissions by 2050. The NLB Group Sus business model. The management of ESG risks addresses the Group’s overall risk management framework, namely the credit approval process, collateral evaluation process, and related cre comprehensive integration into all relevant processes. The availability of ESG data in the region where NLB Group operates is still lacking. Nevertheless, the Group has set up the process decision-making and the corresponding proactive management of ESG risks. NLB Group plans a prudent risk profile, optimal capital usage, and profitable operations in the long run, considering key internal risk policies of NLB Group, approved by the Management Board and the Supervisory Board of NLB d.d., specify the strategic objectives and guidelines concerning risk assumption managing all types of risk at different relevant levels.

Moreover, the main strategic risk guidelines are consistently integrated into regular business strategy review, budgeting process, and o regularly monitoring its target risk appetite profile and internal capital allocation, representing the key component of proactive management. Risk limits usage and potential deviations from Management Board of the Bank, the Risk Committee of the Supervisory Board, and the Supervisory Board of the Bank. Additionally, NLB Group established a comprehensive stress testing contribute to setting and pursuing the Group’s business strategy, to support decision-making on an ongoing basis, to strengthen the existing internal controls, and to enable timely response those related to ESG, and various relevant stress scenarios or sensitivity analysis, according to the vulnerability of the Group’s business model. Stress testing has an important role when assessing adequacy, and in a liquidity forward-looking perspective. As such, it is embedded into the Group’s Risk management system, namely Risk appetite, ICAAP, ILAAP, and the Recovery plan NLB Group as a

important bank also participates in the regulatory stress test exercises carried out by the ECB. NLB Group is one of the largest Slovenian banking and financial groups with an important pr sustainably profitable, predominantly working with clients in its core markets, providing innovative but simple customer-oriented solutions, and actively contributing to a more balanced an model. Efficient managing of risks and capital is crucial for the Group to sustain long-term profitable operations. Based on the Group’s business strategy, credit risk is the dominant risk category banking book, operational risk, liquidity risk, market risk, and other non-financial risks. ESG risks do not represent a new risk category, but rather one of risk drivers of the existing types o manages them within the established risk management framework. Regular risk identification and their assessment is performed within the ICAAP process with the aim to assure their overall efficient management.

Management of credit risk, representing the Group’s most important risk, focuses on the taking sustainable cost of risk, and ensuring an optimal return considering the risks assumed. The liquidity risk tolerance is low. The NLB Group must maintain an appropriate level of liquidity at Further, with the aim of minimising this risk, the Group pursues an appropriate structure of sources of financing. The Group limited exposure to credit spread risk, arising from the valuation Group’s basic orientation in the management of interest rate risk is to limit unexpected negative effects on revenues and capital that would arise from changed market interest rates, and the indicated activities for further comprehensive enhancement of the existing interest rate risk management. When assuming operational risk, NLB Group pursues the orientation that such risk is to moderate, with a focus on mitigation actions for important risks and key risk indicators servicing as an early warning system.

The conclusion of transactions in derivative financial instruments positions. In the area of currency risk, the NLB Group thus pursues the goals of low to moderate exposure. Based on environmental and climate risk assessment impact of these risks is estimated to medium. The tolerance for all other risk types, including non-financial risks, is low with a focus on minimising their possible impacts on the Group’s operations. The main NLB Group R capital adequacy; · fulfilment of MREL requirement; · maintenance of low leverage; · improvement in the quality of the credit portfolio, sufficient NPL coverage, sustainable credit risk volume; · sustainable industry and individual concentration, sustainable exposure to cross border, leverage, M&A and project financing; · maintenance of a solid liquidity position, maintaining stable banks and sovereigns; · limited exposure to credit spread risk; · limited exposure to interest rate risk; · limited exposure to foreign exchange risk; · sustainable exposure to ESG risks; · sustainable financing in accordance with Environmental and Social Management System (ESMS) was integrated in the Group’s Risk appetite and overall risk management framework.

In addition, public beginning of the year 2024. In its initial round of NZBA targets, NLB Group has focused on fossil fuel-based and highly energy-intensive sectors, such as power generation and iron and s available data. These include residential mortgages and commercial real estate. Values of the most important risk appetite indicators of NLB Group as at the end of year 2023, reflecting internal profile, were following: · Total capital ratio 20.3%, · Tier 1 capital ratio 17.0%, · Common Equity Tier 1 ratio (CET1) 16.4%, · Leverage ratio 9.6%, · Cost of risk -7 bps, · The share of non CR) 64.6%, · Loan-to-deposit ratio (LTD) 66.2%, · LCR 245.7%, · NSFR 187.3%, · EVE sensitivity (of 200 bps) -4.2% of capital, · Transactional FX risk 1.4% of capital, · No new financ

Operational Risk

20.0% of capital requirement for operational risk. During 2023, the Group’s credit portfolio quality remained high-quality and well-diversified, with a stable rating structure after strong new corporate and retail loan origination across all markets in previous year due to inflationary pressures, higher interest rates, and low GDP growth. The impacts of the floods or received collaterals occurred. Besides, the Group monitored the macroeconomic and geopolitical circumstances closely, remaining very prudent in identifying any increase in credit risk low level, mainly successful collection of previously written-off receivables, revised risk parameters, and stable portfolio development in the SEE region. The Group stayed well capitalised and well above the regulatory requirements.

The Group also remained solid, with liquidity indicators high above the regulatory requirements, indicating its low tolerance for this risk. Significant attention was put into the structure and consideration of potential adverse negative market movements. Investment activity continued with a balanced approach to finding attractive market opportunities while pursuing well-informed strategies. The interest rate environment and corresponding increased market demand for fixed interest rate products led to moderate interest rate risk exposure, which stayed well within the risk appetite to liquidity and a very solid capital position, demonstrating the Group’s financial resilience.

Moreover, in 2023, NLB’s ESG Risk Rating assigned by Sustainalytics was revised and improved considering ESG factors. N Banka, which legally and operationally merged at the end of September 2023 with NLB d.d., had a similar business model to the Bank’s or the Group’s, and so, its impact was of material nature to impact on NLB Group’s risk profile or distribution of the risks on the Group level. The Condensed Statement of the management of risk is also published on the NLB internet Bank, as regards the definition and importance of a consistent tendency of the adopted risks, and ways to take into account when adopting its daily business decisions.

Ljubljana, 21 March

Hedvika Usenik

Andrej Lasič

Archibald Kremser

Peter Andreas Burkhardt

Antonio Argir

Blaž Brodnjak

Member

Member

Member

Member

Member

Chief Executive Officer

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Non-Financial Operation

In accordance with Article 56 and in conjunction with Article 70c of the Companies Act, the Bank has prepared a consolidated Statement on Non-Financial Operation. This consolidated report enables interested parties to understand the material dimensions of the NLB Group’s development, performance, and position, and the impact of its activities, and includes:

• Sustainability Report 2023:
• NLB Group’s business model, which is presented in Chapters NLB Group at a Glance and Sustainability Strategy.
• Policy description and results on environmental and related chapters, and Climate (Net-Zero) Strategy.
• Policy description and results on respect for human rights are described in Chapter Respecting Human Rights.
• Policy description against corruption and bribery.
• The main risks regarding the aforementioned issues are listed in Sustainability Strategy, Climate (Net-Zero) Strategy, Sustainable Finance and ESG Risk Management.
• Activities are described in 2023 NLB Group Sustainability Report and summarised in Chapter Sustainability KPIs and Targets.
• In addition to the aforementioned information, the report discusses reporting frameworks:
• EU Taxonomy: Regulation (EU) 2020/852 establishing a framework for the promotion of sustainable investments and the delegated acts adopted under this Regulation.
• BS, Securities Market Agency (SMA);
• The United Nations Principles for Responsible Banking (UN-PRB United Nations Principle for Responsible Banking);
• ECB Guide on Climate and Reporting;
• The recommendations of the Task force on Climate Related Financial Disclosures (TCFD) - in line with the requirements and recommendations of the Financial Conduct Authority.

The NLB Group Sustainability Report 2023 is published on the Bank’s website, on the Ljubljana Stock Exchange’s SEOnet system, on the websites of the Agency of the Republic of Slovenia, and the London Stock Exchange (LSE), at the same time as the NLB Group Annual Report 2023. The NLB Group’s Consolidated Annual Report 2023 is thus in line with the requirements of the Companies Act, exceeding 500 on the balance sheet cut-off date to include a Statement on Non-Financial Operation in their business report.

Ljubljana, 10 April 2024

Management Board of NLB

Hedvika Brodnjak

Member

Member

Member

Member

Member

Chief executive officer

It takes control, timing, and unwavering focus to win. Slovenian table tennis team

That is why NLB has been proudly supporting Slovenian sports for decades.

Shares and Shareholders of NLB

1. Information pursuant to the Companies Act (ZGD-1), Article 70, paragraph 6

1.1 Structure of the Bank’s share capital

The Bank has issued only ordinary registered shares that grant shareholders the right to participate in the General Meeting of the Bank’s shareholders, the pre-emptive right to subscribe for new shares in case of a share capital increase, the right to profit participation (dividend) and the right to be informed. All shares belong to a single class and are issued in book-entry form. Information regarding the shareholder structure of NLB (as at 31 December 2023) is available.

1.2 All restrictions relating to the transfer of shares and the restrictions on voting rights

The shares of the Bank are freely transferable, subject to the approval of the Supervisory Board, namely for the transfer of shares of the Bank by which the acquirer, together with the shares held by the holder before such an acquisition and the shares of the Bank’s voting shares. Approval for the transfer of shares is issued by the Supervisory Board. The Bank rejects the request for approval of transfer shares if the acquirer, together with the shares held by the acquirer, exceed the 25% share of the Bank with voting rights, increased by one share. Notwithstanding the provision mentioned in the first paragraph, approval for the transfer of shares is required if the acquirer commits to the Bank that (s)he will not exercise voting rights from these shares at his/her sole discretion, while at the same time committing to the Bank, (s)he will not exercise voting rights from the shares acquired if, together with the instructions for voting, (s)he does not receive a written guarantee from the person that this person has shares on his/her own account and that this person will not exercise voting rights from these shares.

The acquirer who exceeds the share of 25% of the Bank’s shares with voting rights and does not require the issuance of approval for the transfer of shares or does not receive the approval of the Supervisory Board is subject to the same restrictions. There are no restrictions other than those mentioned and those that are regulatory.

1.3 Qualifying holdings

This information is included in the chapter Corporate Governance Statement of NLB.

1.5 The employee share scheme

The company does not have an employee share scheme. In accordance with the relevant remuneration policies (when required by ZBan-3), a part of variable remuneration of NLB’s Identified Staff shall consist of share-linked instruments determined by the Supervisory Board. So far, NLB has not used its own shares for this purpose. It currently uses NLB share-linked instruments. More information will be provided in the 2023 Business Year.

1.6 Explanation regarding restrictions related to voting rights

This information is included in the chapter Corporate Governance Statement of NLB.

1.7 All agreements to the transfer of securities or voting rights

The Bank is not aware of such agreements.

1.8 The company’s rules on the appointment or replacement of management and supervisory board members

This information is included in the chapter Corporate Governance Statement of NLB.

1.10 Authorisations given to management

This information is included in the chapter Corporate Governance Statement of NLB.

1.11 All agreements between the Bank and its management or supervision bodies or its employees which envisage compensation

In line with the employment contracts of the members of the Management Board, if the Supervisory Board recalls a member of the Management Board, that member is entitled to compensation for early termination of his term of office. The member of the Management Board shall not be entitled to compensation for early termination of the term of office. In the event of resignation, the member of the Management Board shall not be entitled to any compensation for early discontinuation of the term of office.

Table 37: Number of shares held by members of the Supervisory Board and Management Board

Name of member	Shares held as at 31 Dec 2023	Percentage
Islam Osama Zekry	-	0.003%
Shrenik Dhirajlal Davda	-	-
Mark William Lane Richards	-	-
Verica Trstenjak	-	-
André-Marc Prudent-Toccanier	-	-
Cvetka Selšek	-	-
Sergeja K	-	-
Blaž Brodnjak	1,700	0.009%
Archibald Kremser	791	0.004%
Peter Andreas Burkhardt	800	0.004%
Andrej Lasič	325	0.002%
Hedvika Usenik	450	0.002%
Antonio Argir	620	0.003%

3. Stock option agreements

The Bank has no stock option agreements in relation to its listed shares.

4. Dividend taxation

Withholding tax In 2023, a Slovenian payer was required to withhold tax on dividend payments made to certain categories of payees:

• Individuals: 25%
• Intermediaries: 25%
• Legal entities (other than Intermediaries): 15%

There are some exemptions if dividends are paid to certain legal entities. According to legislation, the GDR depositary will qualify as an intermediary. Therefore, the dividends paid by the custodian to the GDR depositary will be subject to the deduction and withholding of Slovenian tax. Legal entities may be entitled, if and to the extent applicable, to claim a refund of the withholding tax. In the case of legal entities, the exemptions are related to the characteristics of the legal entities. The RoS (FURS) may approve the application of a lower tax rate specified in the double tax treaty between the RoS and the country of residence of the payee if the Slovenian payer provides documentation for taxation purposes in such a country, issued by the tax authorities of such a country.

Refund of Withholding Tax

If the Slovenian tax was deducted and withheld at a higher tax rate than it was supposed to be, the payee may claim a refund.

as a payee or a higher tax rate than the one specified in the double tax treaty, the payee of the dividend is entitled to the refund of the overpaid tax. The tax refund is enforced by filing a claim with respect to the shares received by a legal person who is a Slovenian resident are exempt from Slovenian corporate income tax (davek od dohodkov pravnih oseb).

Individuals The amount of Slovenian Personal Income Tax (dohodnina) with respect to such a dividend payment.

158 NLB Group Annual Report 2023

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End of the 2023 Financial Year

On 24 January 2024, the Bank issued Tier 2 notes in the amount of EUR 300 million and 10NC5 tenor (ISIN: XS2750306511). In parallel, the Bank conducted two outstanding Tier 2 notes with approaching call dates (ISIN: XS2080776607 and XS2113139195). The LME was concluded on 26 January 2024.

On 21 March 2024, the shareholding of subordinated notes as of 2 April 2024: NLB will, based on the obtained permission of the European Central Bank, redeem its subordinated notes in the aggregate nominal amount of EUR before their maturity. Pursuant to the terms and condition of the notes the early repayment of principal and accrued and unpaid interest will be made on the fifth anniversary from the issuance.

NLB Group Annual Report 2023

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Performance Overview

Segment of Financial Statements in Business and Financial Part of the Report

Item	Amount (in EUR million)
Income	993,405
4.1. Interest and similar expenses	(160,071)
4.1. Net fee and commission income	278.0
Fee and commission income	398,741
4.3. Fee and commission expenses	(120,780)
Gains less losses from financial assets and liabilities not measured at fair value through profit or loss	(742)
4.4. Gains less losses from financial assets and liabilities held for trading	32,187
4.5. Gains less losses from financial liabilities measured at fair value through profit or loss	(799)
Fair value adjustments in hedge accounting	3,899
5.5.a) Foreign exchange translation gains
Net other income	(35.4)
Gains less losses on derecognition of non-financial assets	3,200
Other net operating income	(4,692)
4.8. Cash contributions to resolution funds and deposit guarantee schemes
Losses on derecognition of investments in subsidiaries, associates and joint ventures	(766)
5.12.b), c) Net non-interest income	260.0
Total net operating income	1,093.3
1,093,296
Employment expenses	(170.5)
Depreciation and amortisation	(49.2)
Depreciation and amortisation	(49,232)
4.11. Total costs	(501.9)
(501,855)
Result before impairments and provisions	591.4
591,441
Impairments of financial assets	6,717
4.14. Other impairments and provisions	(25.9)
Provisions for other liabilities and charges	(25,925)
4.13. Impairment of non-financial assets	53
4.14. Impairments and provisions
Joint ventures
1.1 Share of profit from investments in associates and joint ventures (accounted for using the equity method)	1,072
5.12.g) Result before tax	578.4
Profit before income tax	578,413
Attributable to non-controlling interests	12,623
Result after tax	550.7
Attributable to owners of the parent	550,700

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NLB Group Annual Report 2023

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Segment Statement of Financial Position of NLB Group as at 31 December 2023

Business Report in EUR millions	Financial Report in EUR thousands
ASSETS
Cash, cash balances at central banks	6,103,561
demand deposits at banks	5.1. Loans to banks
547.6	Financial assets measured at amortised cost - loans and advances to banks
547,640	5.6.b) Net loans to customers
13,734.6	Financial assets
4,803.7	4,803,678 - Trading book
15.7	Financial assets held for trading
15,718	5.2.a) - Non-trading book
4,788.0	Non-trading financial assets mandatorily at fair value through other comprehensive income
2,251,556	5.4. Financial assets measured at amortised cost - debt securities
2,522,229	5.6.a) Investments in subsidiaries, associates, and joint ventures
12.5	Investment property
278,034	5.8. Investment property
31.1	Investment property
31,116	5.9. Intangible assets
62.1	Intangible assets
62,117	5.10. Other assets
368.7	Financial assets measured at amortised cost
value changes of the hedged items in portfolio hedge of interest rate risk	(10,207)
5.5.c) Current income tax assets	42
Deferred income tax assets	111,305
5.17. Other assets	49,154
5.13. Non-current
LIABILITIES
Deposits from customers	20,732.7
Financial liabilities measured at amortised cost - due to customers	20,732,722
5.15.a) Deposits from banks and central banks	95.3
Financial liabilities measured at amortised cost - borrowings from banks and central banks	140,419
5.15.b) Financial liabilities measured at amortised cost - borrowings from other
at amortised cost - debt securities issued	1,338,235
5.15.c) Other debt securities in issue	828.8
Other liabilities	587.6
Financial liabilities held for trading	13,217
5.2.b) Financial liabilities measured at amortised cost - other financial liabilities	357,116
5.15.d) Derivatives - hedge accounting	3,540
5.5.b) Provisions	113,305
Current income tax liabilities	35,879
Deferred income tax liabilities	1,426
the parent	2,882,850
Non-controlling interests	65.1
Non-controlling interests	65,140
TOTAL LIABILITIES AND EQUITY	25,942.0
Total liabilities and equity	25,941,985

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NLB Wheel We also believe that if a single athlete can make it to the top, everyone is worth supporting. Willpower and determination transcend all barriers.

162 NLB Group Annual Report 2023

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Segm Performance Indicators

The Bank has chosen to present these APIs, either because they are in common use within the industry or because they are commonly used by investors and as such of the Bank and the Group, and are not considered to be directly comparable with similar KPIs presented by other companies. The Bank’s APIs are described below together with definitions annualized from the income statement and average net loans to customers.

NLB Group	2023	2022
Numerator Credit impairment	12,256.6
Cost of risk (bps)	-7	14

(i) NLB internal information. Credit impairments and provisions are annualized, calculated as all established and released impairments on loans and provisions for the reporting period and multiplied by 12. The net established Credit impairments and provisions are shown with a positive sign, and the net released Credit impairments and provisions are calculated as sum of the balance of the previous year end (31 December) and monthly balances of the last day of each month from January to month t divided by (t+1). Cost costs and total net operating income.

NLB Group	2023	2022	2021	NLB	2023	2022	2021
Total costs	501.9	460.3	41	366.2	361.5
Cost to income ratio (CIR)	45.9%	57.6%	62.3%	37.3%	56.8%	50.8%

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Group’s banking subsidiaries CIR calculation in EUR millions

	NLB Komercijalna Banka, Beograd	NLB Banka, Skopje	NLB Banka, Banja Luka	NLB Banka, Sarajevo	NLB Banka, Prishtina
2022	113.6	36.4	19.4	19.9	16.0
2023	109.0	31.8	17.3	18.3	14.3
Numerator Total cost	20.4	20.3	23.0
Denominator Total net operating income	261.0	86.6	46.9	36.7	54.2%
	192.4	75.9	38.5	31.7	57.8%
					29.0%

Total average cost of funding (quarterly)

– Calculated as the ratio between interest expenses annualized and average interest-bearing liabilities.

Group

	Q4 2023	Q3 2023	Q2 2023	Q1 2023
Numerator Interest expenses (i)	194.1	173.8	123.2	107.6
Denominator Average interest-bearing liabilities (ii)	22,083.7	21,828.0	21,097.3	21,060.6

(quarterly) are annualized, calculated as the sum of interest expenses in the period divided by the number of days in the quarter and multiplied by the number of days in the year. Interest expenses on financial liabilities. (ii) NLB internal information. Average interest-bearing liabilities (quarterly) for the NLB Group are calculated as the sum of monthly balances (t) for the corresponding quarters and monthly balance at the end of the previous quarter divided by (t+1).

Cost of wholesale funding (iii) (quarterly)

– Calculated as the ratio between interest expenses on deposits from customers annualized and average wholesale funding.

	2023	Q3 2023	Q2 2023	Q1 2023
Numerator Interest expenses from wholesale funding (i)	96.9	94.4	62.9	58.8
Denominator Average wholesale funding (ii)	1,674.7	1,665.8	1,329.1	1,205.7

Average wholesale funding (quarterly) are annualized, calculated as the sum of interest expenses from wholesale funding in the period divided by the number of days in the quarter and multiplied by (quarterly) for the NLB Group, calculated as the sum of monthly balances (t) for the corresponding quarters and monthly balance at the end of the previous quarter divided by (t+1). (iii) W instruments, and subordinated liabilities.

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Segment rate for deposits from customers (quarterly)

– Calculated as the ratio between interest expenses on deposits from customers annualized and average deposits from customers.

Millions	NLB Group	Q4 2023	Q3 2023	Q2 2023	Q1 2023
Numerator	Interest expenses on deposits from customers (i)	94.7	77.2	55.4	47.1
Denominator	Average deposits from customers (ii)	20.4
	Ratio	0.46%	0.38%	0.28%	0.24%

(i) Interest expenses on deposits from customers (quarterly) are annualized, calculated as the sum of interest expenses on deposits from customers in the period divided by...

(ii) NLB internal information. Average deposits from customers (quarterly) for the NLB Group, calculated as the sum of monthly balances (t) for the corresponding quarters and monthly balances.

Deposit beta calculation

– The ratio between the change of interest rate on deposits from customers and change of ECB deposit facility interest rate over the selected period.

Deposits from customers (i)	0.09%	0.46%	37
Denominator	ECB deposit facility interest rate (ii)	-0.5%	4.0%	450
Deposit beta	8%

(i) NLB internal information. Interest rate on deposits from customers (average).

NLB Group Annual Report 2023

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Segment Financial Assets

Financial assets measured mandatorily at fair value through profit or loss represent the minor part (0.002% December 2023; 0.002% December 2022) of the loan portfolio (before the deductions of principal and interest on the principal amount outstanding). Classification into stages is calculated in the internal data source, by which the NLB Group measures the loan portfolio.

IFRS 9 requires an expected loss model, where an allowance for the expected credit losses (ECL) is formed. Loans measured at amortised costs (AC) are classified into the following:

• Stage 1 – Performing portfolio: If there is a significant increase of credit risk since initial recognition, NLB Group recognises an allowance based on a 12-month period;
• Stage 2 – An underperforming portfolio: a significant increase in credit risk over the period;
• Stage 3 – An impaired portfolio: NLB Group recognises lifetime allowances for these financial assets.

The definition of default is harmonised with the EBA guidelines. A significant increase in credit risk is assessed at the reporting date in comparison to the credit rating at initial recognition; when a financial asset has material delays over 30 days (days past due are also included in the credit rating assessment), it is placed on a watch list.

Tables

Numerator	Total (AC) loans in Stage 1	Denominator	Total gross loans and advances
2023	19,239.2		20,243.9

Numerator	Total (AC) loans in Stage 2	Denominator	Total gross loans and advances
2023	704.1		20,243.9

Numerator	Total (FVTPL) non-performing loans	Denominator	Total gross loans and advances
2023	0.3		20,243.9

Numerator	Total gross loans to Corporates	Corporates - IFRS 9 classification into Stage 1
6,005.6	6,629.3	90.6%

Numerator	Total gross loans to Corporates	Corporates - IFRS 9 classification into Stage 2
	6,629.3	6.9%

Numerator	Total gross loans to Corporates	Corporates - IFRS 9 classification into Stage 3
0.3	6,629.3	2.6%

Numerator	Total gross loans to Retail	Retail - IFRS 9 classification into Stage 1
	7,235.3	94.7%

Numerator	Total gross loans to Retail	Retail - IFRS 9 classification into Stage 2
	7,235.3	3.4%

Numerator	Total (AC) loans in Stage 3	Retail - IFRS 9 classification into Stage 3
		1.8%

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Segment Reporting

Its calculation uses Tier 1 as the numerator, and the denominator is the total exposure of all active balance sheet and off-balance-sheet items after the adjustments are made in the context of funding, and other off-balance sheet items are especially pointed out. The leverage ratio is a non-risk based supplementary measure to the risk-based capital requirements. A minimum level of Bank balance sheets, and with a special emphasis on exposures which are not weighted within the framework of the existing capital requirement calculations.

Table 47: NLB Group and NLB	Tier I	Denominator Total Leverage Ratio exposure measure	Leverage ratio
	2,597.8	26,927.7	9.6%
	2,295.7	25,240.5	9.1%
	1,965.6	19,229.5	10.2%
	1,816.6	16,637.0
	1,496.7	14,553.0
	1,362.7	10,041.1

The financial institution to cover its net liquidity outflows over a 30-calendar day stress period. The LCR requires financial institutions to maintain a sufficient reserve of high-quality liquid hold must equal to or greater than their net cash outflow over a 30-calendar-day stress period (having at least 100% coverage). The parameters of the stress scenario are defined under Base.

Table 48: NLB Group LCR calculation (i) in EUR millions	NLB Group	31 Dec 2023	30 Nov 2023	31 Oct 2023	30 Sep 2023	31 Aug 2023	31 Jul 2023	30 Jun 2023	31 May 2023	30 Apr 2023	31 Mar 2023
Numerator	6,719.5	6,687.9	6,687.7	6,772.4	6,594.5	6,505.1	5,922.2	5,943.8	6,131.6	6,093.1	6,069.0	6,028.3	5,367.1
Denominator	2,853.9	2,736.9	2,809.2	2,799.8	2,691.4	2,648.8
	238.9%	251.6%	249.0%	244.8%	233.0%	222.5%	231.3%	228.8%	229.0%	220.3%	252.6%

(i) Based on the European Commission’s Delegated Act on LCR.

Deposit ratio (LTD) – Calculated as the ratio between net loans to customers and deposits from customers. There is no regulatory defined limitation on the LTD, however, the aim of this measure is to maintain a healthy balance between loans and deposits.

Table 49b: NLB Group’s banking subsidiaries LTD calculation in EUR millions	NLB Komercija	Banka, Prishtina	NLB Banka, Podgorica	N Banka, Ljubljana
31 Dec 2023	1,216.2	557.0	575.6	831.3
31 Dec 2022	1,170.7	523.2	521.3	740.8
31 Dec 2023	11,881.6	10,984.4	9,659.6	584.5
Denominator	Deposits from customers	4,004.1	1,499.5	840.1
	3,692.2	1,462.0	796.7	673.4
	1,008.3	894.2	798.0	692.

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Net Interest Margin on the Basis of Interest-Bearing Assets

Calculated as the ratio between net interest income annualized and average interest-bearing assets calculation (iii) in EUR millions

	NLB	NLB Komercijalna Banka, Beograd	NLB Banka, Skopje	NLB Banka, Banja Luka	NLB Banka, Sarajevo	NLB Banka, Prishtina	NLB Banka, Podgorica
2023	372.6	177.0	211.3	131.6	65.4	53.9	32.5
2022	23.6	25.5	19.5	47.2	39.8	40.3	29.6
	27.8

Net Interest Margin on Interest-Bearing Assets

2.8% 1.5% 4.7% 3.0% 3.7% 3.1% 3.4% 2.6% 3.0% 2.6% 4.2% 4.1% 4.8% 4.0% 2.0%

(i) Net interest income is annualized, and calculated as the sum of interest income and interest expenses in the period divided by the number of days in the year.

(ii) NLB internal information. Average interest-bearing assets for NLB are calculated as the sum of total assets of the previous year in reporting month divided by (d+1).

Average interest-bearing assets for individual bank members are calculated as the sum of balance of previous year end (31 December) and monthly balances of the last day in reporting month divided by (t+1).

NLB Group’s Net Interest Margin

	Numerator	Denominator
Net interest income (i)	833.3	23,782.7
	504.9	21,988.4
Net interest margin on interest-bearing assets	3.50%	2.30%

Net Interest Margin on the Basis of Interest-Bearing Assets (Quarterly)

	NLB Group
Q4 2023	920.0
Q3 2023	878.7
Q2 2023	806.0
Q1 2023
Net interest margin on interest-bearing assets (quarterly)	3.74%
	3.64%
	3.46%
	3.14%

Net Interest Margin on Total Assets

Calculated as the ratio between net interest income annualized, and average total assets.

	Numerator	Denominator
Net interest income (i)	833.3	24,706.3
	504.9	22,975.9
	409.4	20,659.0
	372.6	14,728.7
	177.0	13,133.2
	139.5	11,853.9
Net interest margin on total assets	3.4%	2.2%
	2.0%

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Segment

Includes risk exposure to D- and E-rated clients (includes loans and advances, debt securities, and off-balance exposures, which are included in report Finrep18; before the deduction of allowances for the ECL; the ratio is in gross terms. Non-Performing Exposure includes risk exposure to D- and E-rated clients included in the report Finrep18 before the deduction of allowances for the ECL). The share of NPEs is calculated based on an internal data source, with which the NLB Group monitors the.

NLB Group	2023	2022	2021
Total Non-Performing on-balance and off-balance Exposures in Finrep18		NPE per cent.	NPE – The NPE indicator, according to the BoS calculation
30,122.3		1.1%	FVOCI
28,133.2		1.3%
	24,328.0	1.7%
NLB	2023	2022	2021
Total Non-Performing on-balance and off-balance Exposures in Finrep18		NPE per cent.	NPE – The NPE indicator, according to the BoS calculation
	17,874.0	0.9%
	15,512.0	0.9%
	13,869.9	1.1%

NLB Group	Performing on-balance and off-balance Exposure in Finrep18
2023	333.8
2022	373.6
2021	415.5
NLB	Performing on-balance and off-balance Exposure in Finrep18
2023	155.1
2022	136.0
2021	159.5

Denominator Total on-balance and off-balance exposures in Finrep18, where carrying amount of 17,907.9 15,506.3 13,872.1 NPE per cent. 1.1% 1.3% 1.7% 0.9% 0.9% 1.1%

NLB Group Annual Report 2023

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Segment

Loans include loans to D- and E-rated clients, namely loans at least 90 days past due or loans unlikely to be repaid without recourse to collateral (before deduction of loan loss allowances).

A percentage of total loans to clients before deduction of loan loss allowances; ratio in gross terms. Where non-performing loans are defined as loans to D- and E-rated clients, namely loans (before deduction of loan loss allowances). The share of non-performing loans is calculated based on an internal data source, with which the NLB Group monitors the loan portfolio quality.

Non-Performing Loans	138.0	111.2	130.4
Denominator Total gross loans	11,562.7	9,667.2	8,522.5
NPL per cent.	1.2%	1.1%	1.5%

NLB Group’s banking subsidiaries	2023	2022	2023	2022	2023	2022	2023	2022	2023	2022
Banka, Prishtina	1,558.5	1,506.5	783.9	734.4	772.2	724.2	1,043.6	940.5	756.1	715.3
Denominator Total gross loans	3,960.1
NPL per cent.	3.1%	3.6%	0.7%	1.1%	2.0%	2.3%	1.6%	1.7%	3.2%	4.6%

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Segment Ratio

1 – The coverage of the gross non-performing loans portfolio with loan loss allowances on the entire loan portfolio - loan impairment in respect of non-performing loans.

It shows the accounts with respect to the total of impaired loans. The NPL coverage ratio 1 is calculated based on an internal data source, with which the NLB Group monitors the quality of the loan portfolio.

	2021	2020	2019
Numerator Loan loss allowances entire loan portfolio	121.3	95.7	97.9
Denominator Total Non-Performing Loans	138.0	111.2	130.4
NPL coverage ratio 1 (NPL CR 1)	87.9%	86.1%	75.1%

NPL coverage ratio 2 calculation in EUR millions

	NLB Group	NLB
Numerator Loan loss allowances non-performing loan portfolio	194.2	84.4
2023	2022	2021
	187.4	64.5
	212.9	79.0
NPL coverage ratio 2 (NPL CR 2)	64.6%	61.2%
	57.1%	58.1%
	57.9%	60.6%

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The share of net non-performing loans in total net loans: non-performing loans after deduction of loss allowances on the non-performing loans portfolio as a percentage of total loans to presented below are based on internal data sources.

	NLB Group	NLB
2023	19,913.3	11,441.4
2022	18,079.1	9,571.5
2021	15,225.4	8,424.7
Net NPL ratio per cent. (% Net NPL)	0.5%	0.5%
	0.8%	0.5%
	1.0%	0.6%

Received collaterals for NPLs/NPL – The coverage of the gross market value is used for this calculation. The calculations presented below are based on internal data sources.

	NLB Group	NLB
2023	174.6	81.0
2022	200.3	64.9
2021	226.6	78.2
Total Non-Performing Loans	300.5	138.0
	328.3	111.2
	367.4	130.4

Non-performing loans include loans and advances in accordance with EBA Methodology that are classified as D and E, namely loans at least 90 days past due or loans unlikely to be repaid.

(EBA def.) – The gross NPL ratio is the ratio of the gross carrying amount of non-performing loans and advances to the total gross carrying amount of loans and advances, in accordance with the EBA methodology. Loans classified as held for sale, cash balances at CBs, and other demand deposits are excluded from the denominator and the numerator. The calculations presented below are based on internal data sources.

	NLB Group	NLB
2023	14,780.1	7,520.3
2022	13,796.0	6,610.8
2021	11,128.8	5,498.9
Gross NPL ratio per cent. (% NPL)	2.1%
	2.4%
	1.2%
	1.1%
	1.5%

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Sustainability Performance Overview

ratio (EBA def.) – The NPL coverage ratio is the ratio of the amount of accumulated impairment, negative changes in fair value due to credit risk to the non-performing loans and advances classified as held for sale, cash balances at CBs and other demand deposits are excluded from the denominator and the numerator.

Numerator	Volume of allowances and value adjustments for credit losses on Non-Performing loans and advances (i)	Denominator	Gross volume of Non-Performing loans and advances
(i)	204.0	310.8	65.6%
	195.9	337.2	58.1%
	219.1	375.1	58.4%
	85.6	139.4	61.4%
	65.0	111.7	58.2%
	79.8	131.2	60.8%

(i) Without loans and advances classified as held for sale, cash balances at CBs, and other demand deposits. NPL coverage ratio (EBA def.) (BoS) calculation in EUR millions.

NLB Group	NLB	2023	2022	2021
Collateral received/NPL (EBA def.)	16.7	36.6
	30.7	56.1
	36.7	62.5
	7.0	10.4
	6.2	8.2
	12.2	19.4

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NLB Group Annual Report 2023

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SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Funding ratio (NSFR) – The net stable funding ratio is a liquidity risk standard requiring financial institutions to hold enough stable funding to cover the duration of their long-term assets. Required stable funding is based on the current Basel Committee guidelines. This ratio should be equal to at least 100% on an ongoing basis. "Available stable funding" is defined as the amount of such stable funding required of a specific institution, which is a function of the liquidity characteristics and residual maturities of the various calculations presented below are based on internal data sources.

	NLB Group	NLB
31 Dec 2023	20,409.1	11,677.6
31 Dec 2022	18,446.7	11,154.7
31 Dec 2021	13,375.3	9,960.8
3	11,691.2	7,577.5
	10,815.8	6,582.3
	6,309.5
NSFR	187.3%
	183.0%
	185.2%
	176.5%
	177.6%

Sensitivity of changes in market interest rates on the economic value of financial instruments. EVE represents the present value of net future cash flows and provides a comprehensive view standardized interest rate shock scenarios or more if necessary, according to the situation on financial markets. Calculations take into account behavioural and automatic options, as well as interest rates of 200 bps on the economic value of the banking book position:

	NLB Group
31 Dec 2023	-83,353.2
30 Sep 2023	-61,615.8
30 Jun 2023	-110,452.4
Denominator Equity (Tier I)	2,589,612.0
	2,281,260.0
	2,269,153.0
	2,254,020.0
	2,166,333.0
EVE as % of Equity	-4.2%
	-3.0%
	-3.7%
	-2.7%
	-5.1%

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NLB Group Annual Report 2023

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SB Statement

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Strategy

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Performance Overview

Segment

Operational Business Margin (OBM)

Calculated as the ratio between operational business net income annualized and average assets.

	2023	2022	2021	2023	2022	2021
Numerator Operational business net income (i)	1,272.4	1,223.6	1,145.3	1,054.7
Denominator Average total assets (ii)	25,494.3	25,037.1	24,211.9	24,049.9
OBM (annualized)	Calculated as operational business income in the period divided by the number of days in the quarter and multiplied by the number of days in the year.

Return on Equity Before Tax (ROE b.t.)

Calculated as the ratio between result before tax and average equity.

	NLB Group	NLB
Numerator Result before tax (i)	578.4	478.7
2022	483.1	164.1
2021	261.4	211.5
ROE b.t.	21.6%	26.0%
	20.6%	10.5%
	11.8%	14.0%

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NLB Group Annual Report 2023

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SB Statement

Key Highlights

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Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Performance

Return on Equity after Tax (ROE a.t.)

Calculated as the ratio between result after tax annualized and average equity.

	NLB Group
Numerator	Result after tax (i)	159.6	208.4
Denominator	Average equity (ii)	2,623.0	2,248.7
	ROE a.t.	21.0%	19.9%
		11.4%	27.9%
	10.2%	13.8%

(i) The result after tax is annualized and calculated as a result after tax in the period and multiplied by 12. (ii) NLB internal information. Average equity is calculated as the sum of the balance as at the end of the previous year end (31 December) and monthly balance.

Group (w/o negative goodwill) ROE a.t. calculation in EUR millions

	NLB Group (w/o NGW)	2022
Numerator	Result after tax (i)	274.0
Denominator	Average equity (ii)	2,248.7
	ROE a.t.	12.2%

ROE a.t. calculation in EUR millions

	NLB Komercijalna Banka, Beograd	NLB Banka, Skopje	NLB Banka, Banja Luka	NLB Banka, Sarajevo	NLB Banka, Prishtina	NLB Banka, Podgorica
2023	132.3	68.2	44.5	37.9	24.3	19.3
	12.8	11.4	36.0	32.4	26.7	16.6
Denominator	Average equity (ii)	784.6	713.0	270.4	252.9	100.2	95.3
	94.1	91.5	131.8	111.1	116.6	99.5
	ROE a.t.	16.9%	9.6%	16.5%	1

Return on Assets before Tax (ROA b.t.)

Calculated as the ratio between result before tax annualized and average total assets.

	Result before tax (i)	578.4	483.1	261.4	478.7	164.1	211.5
Denominator	Average total assets (ii)	24,706.3	22,975.9	20,659.0	14,705.7	13,147.5	11,876.0
	ROA b.t.	2.3%	2.1%	1.3%	3.3%	1.2%	1.8%

(i) Result before tax is annualized, calculated as a result before tax in the period divided by the number of months for the reporting period and multiplied by 12. (ii) NLB internal information. Average total assets are calculated as the sum of the balance as at the end of the previous year end (31 December) and monthly balance from January to month t divided by (t+1).

NLB Group Annual Report 2023

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Performance Overview

Segment

after tax (ROA a.t.) – Calculated as the ratio between result after tax annualized and average total assets.

NLB Group	2022	2023
Numerator Result after tax (i)	159.6	208.4
Denominator Average total assets (ii)	24,706.3	22,975.9
	20,659.0	14,705.7
	13,147.5	11,876.0
ROA a.t.	2.2%	1.9%
	1.1%	3.5%
	1.2%	1.8%

(i) The result after tax is annualized and calculated for the reporting period and multiplied by 12. (ii) NLB internal information. Average total assets are calculated as the sum of balance as at the end of the previous year end (31 December) and monthly averages.

Bank	Numerator Result after tax (i)	Denominator Average total assets (ii)
NLB Komercijalna Banka, Beograd	132.3	4,760.5
NLB Banka, Skopje	68.2	4,668.8
NLB Banka, Banja Luka	44.5	1,833.2
NLB Banka, Sarajevo	37.9	1,771.1
	24.3	1,003.6
	19.3	948.7
	12.8
	11.4
	36.0
	32.4
	26.7
	16.6

(i)(ii) Please refer to the notes under Table 74a.

NLB Group Annual Report 2023

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Performance Overview

Segment Ratio (TCR)

TCR is the own funds of the institution expressed as a percentage of the total risk exposure amount.

Numerator	Total capital (Own funds)
Dec 2022	3,109.2
31 Dec 2023	2,806.4
31 Dec 2022	2,252.5
31 Dec 2023	2,324.1
31 Dec 2022	2,004.2
31 Dec 2023	1,647.3

Bank	Numerator Total capital	Denominator Total risk exposure Amount (Total RWA)
NLB Komercijalna Banka, Beograd	717.0	15,337.2
NLB Banka, Skopje	620.9	14,653.1
NLB Banka, Banja Luka	268.7	12,667.4
NLB Banka, Sarajevo	251.4	9,207.5
NLB Banka, Prishtina	88.6	7,832.7
NLB Banka, Podgorica	81.4	6,708.5

Bank	Dec 2022	31 Dec 2023
NLB Komercijalna Banka, Beograd	27.1%	24.6%
NLB Banka, Skopje	18.9%	18.2%
NLB Banka, Banja Luka	15.9%	16.0%
NLB Banka, Sarajevo	17.8%	16.5%
NLB Banka, Prishtina	15.8%	15.7%
NLB Banka, Podgorica	19.2%	18.4%
	21.4%

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NLB Group Annual Report 2023

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SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Overview

The chart shows voting rights shares. The Group includes entities according to the definition in the Financial Conglomerates Act (Article 2).

(i.a)	100% direct ownership	Prvi Faktor, v likvidaci
(ii)	46.03% direct ownership of NLB d.d.	Abanka merged into Nova KBM, which currently has a 29.22% share in Bankart. This is over the 25% threshold set in the Foundation.
(iii)	100% direct ownership	NLB Lease\&Go, leasing, d.o.o., Ljubljana.
(iv)	51% direct ownership	NLB Lease\&Go, leasing, d.o.o., Ljubljana, 49% NLB Banka AD Skopje.
(v)	50%	Komercijalna Banka, Beograd.

Ownership Structure

Nova Ljubljanska banka d.d., Ljubljana	Banks	Core	Non-Core	Financial institutions	Companies
Slovenia	Bankart, Ljubljana	(ii)	50%	ARG-Nepremičnine, Horjul	75%
75%	PRIVATINVEST, Ljubljana	100%	100%	Slovenia	NLB Lease\&Go, leasing, Ljubljana
100%	NLB Cultural Heritage Management, Ljubljana	100%	PRO-REM, Ljubljana – v likvidaciji	100%	100%
Foreign countries	NLB Banka, Sarajevo	97.35%	Banka, Banja Luka	99.85%	99.85%
NLB Banka, Skopje	86.97%	86.97%	NLB Komercijalna Banka, Beograd	100%	100%
KomBank Invest, Beograd	100%	100%	NLB Lease\&Go, Skopje	(iv)	51%
100%	NLB InterFinanz in Liquidation, Zürich	100%	NLB InterFinanz, Beograd – u likvidaciji	100%	100%
LHB AG, Frankfurt am Main	100%	100%	NLB Crna Gora, Podgorica	100%	100%
OL Nekretnine – u likvidaciji, Zagreb	100%	100%	Subsidiary	% direct share	% indirect share at the group level
Associate	% direct share	% indirect share at the group level	Joint Venture	100%	Prvi faktor-faktoring, Beograd – u likvidaciji
(i.b)	90%	95%

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NLB Group Annual Report 2023

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SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Structure of NLB Worker´s Council

(i)	Compliance and Integrity	Group Steering	Strategy and Business Development	Legal and Secretariat	Brand and Communication	Human Resources and Or
and Control	Restructuring	Workout and Legal support	CRO	Group Real Estate Management	Controlling	Financial Accounting and Administration
Financial Markets	CFO	CSA & Cross-border F	Banking and Custody	NLB Group Corporate and Investment Banking Management	Customer, Product Management and Digital Services	Private Banking
KC	24/7 Distribution Network	Area Branch East Slovenia	Area Branch Southeast Slovenia	Area Branch Southwest Slovenia	Micro Enterprises	Mobile Banking
Distribution Network Coordination	CMO	IT Delivery	Data Man Services and Business Development	Payments Processing	Cash Processing	Financial Instruments Processing
Corporate Customer Delivery	Retail Banking Processing	COO	Understanding of the	taken into account in accordance to the definitions of the (currently valid) Banking Act-ZBan-3.	(i)	Worker´s Council is independent organisational unit with no subordinate or superior orga

Supervisory Board

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NLB Group Annual Report 2023

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Risk Factors & Outlook

Sustainability

Performance Overview

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Independent auditor’s report

186

Statement of management’s responsibility

190

Income statement for the annual period ended 31 December

192

Statement of financial position as at 31 December

193

Statement of changes in equity for the annual period ended 31 December

197

Notes to the financial statements

199

1. General information

199

2.1. Statement of compliance

199

2.2. Basis for presenting the financial statements

199

2.3. Comparatives

201

2.5. Business combinations, goodwill, and bargain purchases

201

2.6. Investments in subsidiaries, associates or businesses under common control

202

2.8. Foreign currency translation

203

2.9. Interest income and expenses

204

Dividend income

204

2.12. Financial instruments

204

2.13. Allowances for financial assets

211

2.16. Offsetting

211

2.17. Sale and repurchase agreements

212

2.18. P

212

2.20. Investment properties

212

2.21. Non-current assets and disposal groups classified as held for sale

213

2.23. Cash and cash equivalents

213

2.24. Borrowings, deposits, and issued debt securities with characteristics of debt

213

2.25. Other issued financial instruments

214

Provisions

214

2.27. Contingent liabilities and commitments

214

2.28. Taxes

215

benefits

215

2.31. Share-based payment transactions

216

2.32. Share capital

216

2.33. Estimates and judgments in applying accounting policies

216

2.35. Implementation of the new and revised International Financial Reporting Standards

219

3. C

222

4.1. Interest income and expenses

222

4.2. Dividend income

223

4.3. Fee and commission income measured at fair value through profit or loss

226

4.5. Gains less losses from financial assets and liabilities held for trading

226

4.6. Profit or loss

227

4.7. Foreign exchange translation gains less losses

227

4.8. Other net operating income

229

4.10. Cash contributions to resolution funds and deposit guarantee schemes

230

4.11. Depreciation and amortisation

231

4.12. Gains less losses

231

Provisions

231

4.14. Impairment charge

232

4.15. Income tax

235

statement of financial position

235

5.1. Cash, cash balances at central banks, and other demand deposits at banks

235

5.2. Financial instruments held for trading

237

5.4. Financial assets measured at fair value through other comprehensive income

238

5.5. Derivatives for hedging purposes

246

for sale

246

5.8. Property and equipment

246

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Risk Factors & Outlook

Sustainability

Performance Overview

Segment

5.10. Intangible assets	250
5.11. Leases	251
5.13. Other assets	263
5.14. Movements in allowance for the impairment of financial assets	275
5.16. Provisions	278
5.17. Deferred income tax	285
5.19. Other liabilities	289
5.20. Share capital	290
5.21. Other equity income and reserves	291
5.23. Capital adequacy ratios	292
5.24. Off-balance sheet liabilities	298
6.1. Credit risk management	301
6.2. Market risk	324
6.3. Liquidity risks	341
6.5. Fair value hierarchy of financial and non-financial assets and liabilities	342
6.6. Environmental and climate-related risks	352
7. Analysis by segment for NLB Group	354
8. Related-party transactions	358
9. Events after the reporting date	367

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NLB Group Annual Report 2023

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Business Report

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Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Auditor’s Report

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NLB Group Annual Report 2023

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NLB Group Annual Report 2023

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NLB Group Annual Report 2023

Overview

Management’s Responsibility

The Management Board hereby confirms its responsibility for preparing the consolidated financial statements of NLB Group and the financial statements of NLB, including the accounting policies and notes to the financial statements. The Management Board is responsible for the preparation and fair presentation of these financial statements in accordance with the International Financial Reporting Standards, the requirements of the Slovenian Companies Act and the Banking Act so as to give a true and fair view of the financial position of NLB Group and NLB as at 31 December 2023, and their financial performance.

The Management Board confirms that the appropriate accounting policies were consistently applied, and that the accounting estimates were prepared according to the principles of prudence and good management. NLB, together with the accompanying notes, have been prepared on a going-concern basis for NLB Group and NLB, and in line with valid legislation and the International Financial Reporting Standards.

The Management Board is responsible for appropriate accounting practices, the adoption of appropriate measures for safeguarding assets, and the prevention and identification of fraud and other irregularities or illegal acts.

Peter Andreas Burkhardt

Antonio Argir

Blaž Brodnjak

Member

Member

Member

Member

Member

Chief Executive Officer

NLB Group Annual Report 2023

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Risk Factors & Outlook

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Performance Overview

Segment Statement for the Annual Period Ended 31 December

in EUR thousands

		NLB Group	NLB	Notes	2023	2022	2023	2022
Interest income calculated using the effective interest method	952,875	993,405	569,776	498,338	221,962
			Interest expenses calculated using the effective interest method	(148,034)	(53,086)	(115,779)	(34,166)
Other interest and similar expenses	(125,772)	(44,935)
		Net interest income	833,334	504,922	372,566	177,027
			Dividend income	169	242	145,258	56,044
			Fee and commission income	398,741	381,599	170,981	166,440
Fee income	277,961	273,350	128,549	129,149
			Gains less losses from financial assets and liabilities not measured at fair value through profit or loss	(742)	866	(834)	(1,050)
Gains less losses from non-trading financial assets mandatorily at fair value through profit or loss			1,784	90	2,445	(1,451)
Gains less losses from financial liabilities measured at fair value through profit	3,588	1,655
		Foreign exchange translation gains less losses	(2,778)	297	3,003	(1,588)
			Net gains or losses on derecognition of investments in subsidiaries, associates and joint ventures
	Other net operating income	(4,692)	16,778	(4,006)	4,411
		Administrative expenses	(452,623)	(412,886)	(218,407)	(190,865)
Cash contributions to resolution funds and deposit guarantee	(47,390)	(19,457)	(17,001)
		Gains less losses from modification of financial assets	(16,271)	(26)	-	-
			Provisions for credit losses	5,055	(3,050)	3,074	282
Provisions for other liabilities and charges	(14,454)	(7,668)	(14,968)
		Impairment of non-financial assets	53	(5,433)	97,114	22,767
			Gain from bargain purchase	-	172,878	-	-
Share of profit from investments in associates and joint ventures		5,903	921	172	168
		Profit before income tax	578,413	483,063	478,746	164,070
			Income tax	(15,090)	(25,230)	35,541	(4,468)
			Profit for the year	563,323		159,602
		Attributable to non-controlling interests	12,623	10,971	-	-
			Earnings per share (in EUR per share)	27.5	22.3	25.7	8.0
			Diluted earnings per share (in EUR per share)	27.5	22.3	25

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Segment

Other Comprehensive Income for the Annual Period Ended 31 December

in EUR thousands

			NLB Group	NLB	Notes	2023	2022	2023	2022
						Net profit for the year after tax	563,323	457,833		51
Items that will not be reclassified to income statement	Actuarial gains/(losses) on defined benefit pensions plans	5.16.c)	(444)	4,031	588	2,048
Fair value changes of equity instruments measured at fair	comprehensive income/(losses) of entities accounted for using the equity method		45	121	-	-
					Income tax relating to components of other comprehensive income	5.18.	(973)	17	(465)	80
Translation gains/(losses) taken to equity	1,884	596	-	-
					Debt instruments measured at fair value through other comprehensive income	70,926	(163,055)	33,822	(92,030)
Valuation gains	statement 4.4., 4.14.	(6,312)	5,538	(4,224)	6,142
			Income tax relating to components of other comprehensive income		5.18.	6,718	10,996	11,849	1,382
Total comprehensive income for the year after	562,365	69,157
Attributable to non-controlling interests	13,042	10,220	-	-

The notes are an integral part of these financial statements.

NLB Group Annual Report 2023

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Segment Financial Position as at 31 December

in EUR thousands

NLB Group	NLB	Notes	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Cash, cash balances at central banks, and other demand trading	15,718	21,588	17,957	21,692
	Non-trading financial assets mandatorily at fair value through profit or loss	14,175	19,031	16,643	15,411
		Financial assets measured at fair value
Assets measured at amortised cost - debt securities	2,522,229	1,917,615	1,966,169	1,597,448
		- loans and advances to banks	547,640	222,965	149,011	350,625
- loans and advances to customers	165,962	177,823	101,596	114,399
	Derivatives - hedge accounting	47,614	59,362	47,614	59,362
		Fair value changes of the hedged items in portfolio hedge of interest rate risk	(10,207)
Investments in associates and joint ventures	12,519	11,677	4,823	4,571
	Tangible assets
		Property and equipment	278,034	251,316	85,970	78,592
		Investment property	31,116	35,634
Deferred income tax assets	111,305	55,527	109,449	34,888
	Other assets	49,154	72,543	13,907	13,161
		Non-current assets held for sale	4,849	15,436	4,048	4,235
Total	5.2.b)	13,217	21,589	17,510	22,150
	Financial liabilities measured at fair value through profit or loss	4,482	1,796	3,210	2,514
		Financial liabilities measured at amortised cost - deposits from
and central banks	140,419	198,609	82,797	57,292
	- due to customers	20,732,722	20,027,726	11,881,563	10,984,411
		- borrowings from other customers	99,718	82,482	-	21
Liabilities	5.15.d)	357,116	294,463	198,020	164,567
	Derivatives - hedge accounting	3,540	2,124	1,420	2,124
		Provisions	113,305	122,652	48,456	45,216
		Current income tax liabilities
Liabilities	5.19.	58,653	49,081	32,350	25,387
	Total liabilities	22,993,995	21,737,915	13,765,325	12,336,463
		Equity and reserves attributable to owners of the parent
		Share capital	5.20.	200,000	20
Instruments	5.21.	84,178	84,184	84,178	84,184
	Accumulated other comprehensive income	5.22.b)	(76,118)	(160,588)	(36,316)	(81,677)
		Profit reserves	5.22.a)	13,522	13,522	13,522	13,522
Retained earnings
	Total equity	2,947,990	2,422,325	2,249,451	1,602,870
		Total liabilities and equity	25,941,985	24,160,240	16,014,776	13,939,333

Management Board of NLB

Hedvika Usenik

Andrej Lasič

Archibald Kremser

Peter Andreas Burkhardt

Antonio Argir

Blaž Brodnjak

Member

Member

Member

Member

Member

Chief executive officer

for issue the financial statements and the accompanying notes.

NLB Group Annual Report 2023

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Sustainability

Performance Overview

Segment Changes in Equity for the Annual Period Ended 31 December

			in EUR thousands	Accumulated Other Comprehensive Income	NLB Group Share Capital	Share Premium	Other Equity Instruments	Profit Reserves	Retained Earnings	Equity Attributable to Owners of the Parent	Equity Attributable to Non-controlling Interests	Total Equity
	1,357,089	2,365,585	56,740	2,422,325	- Net Profit for the Year	-	-	-	-
		-	-	-	-	-	550,700	550,700	12,623	563,323
	- Other Comprehensive Income	-	-		82,953	1,897	(317)	-	84,533	419
Total Comprehensive Income							84,952
Dividends	-	-	-	-	-	-	(110,000)	(110,000)	(4,634)
Transactions with Non-controlling Interests (note 3.)	-	-	-	-	-	-	8	8	(8)
Transfer of Fair Values Reserve	-	-	-		(63)	-	-	63	-	-
					Other	-	-	(60,019)	(14,588)	(1,511)	13,522	1,789,890	2,882,850	65,140
			2,947,990
			in EUR thousands	Accumulated Other Comprehensive Income	NLB Group Share Capital	Share Premium	Other Equity Instruments	Profit Reserves	Retained Earnings	Equity Attributable to Owners of the Parent	Equity Attributable to Non-controlling Interests	Total Equity
	1,004,385	2,078,733	137,390	2,216,123	- Net Profit for the Year	-	-	446,862	446,862
	- Other Comprehensive Income	-	-		(153,255)	632	3,697	-	(148,926)	(751)
	Dividends	-	-	-	-	-	-	(100,000)	(100,000)	(4,568)
Other Equity Instruments Issued	-			82,000	-	-	-	-	-	82,000	-
Transactions with Non-controlling Interests (note 3.)				-	-	(1)	-	-	-	-	-	-
Other	-	2,184	-	-	-	-	(2,405)	(221)	56
			Balance as at 31 December 2022	200,000	871,378	84,184	(142,909)	(16,485)	(1,194)	13,522	1,357,089	2,365,585	56,740	2,422,325

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thousands	Accumulated other comprehensive income	NLB Share capital	Share premium	Other equity instruments	Fair value reserve of financial assets measured at FVOCI	Other Profit reserves
at 1 January 2023	200,000	871,378	84,184	(79,743)	(1,934)	13,522	515,463	1,602,870
- Net profit for the year	-	-	-	-	-	514,287	514,287
- Other comprehensive income	-	-	47,521	557	-	48,078
(110,000)	(110,000)	Merger of subsidiary	-	-	(2,889)	172	-	204,904	202,187
- Other	-	(6)	-	-	-	(7,965)	(7,971)
Balance as at 31 December 2023	200,000	871,378	84,178	(35,111)	(1,205)	13,522

capital	Share premium	Other equity instruments	Fair value reserve of financial assets measured at FVOCI	Other Profit reserves	Retained earnings	Total equity
Notes	5.20.	5.22.a)	5.21.	5.22.b)	5.2
458,266	1,551,934	- Net profit for the year	-	-	-	159,602	159,602
- Other comprehensive income	-	-	(92,207)	1,762	-	(90,445)
Total comprehensive income after tax	-	-	(92,207)	1,762	-	15
82,000	-	-	-	-	82,000
- Other	-	2,184	-	-	(2,405)	(221)
Balance as at 31 December 2022	200,000	871,378	84,184	(79,743)	(1,934)	13,522	515,463	1,602,870

The notes are an integral part of the

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Cash Flows for the Annual Period Ended 31 December in EUR Thousands

		NLB Group	NLB	Notes	2023	2022	2023	2022
			CASH FLOWS FROM OPERATING ACTIVITIES
Interest received	Dividends received	417	965	138,327	75,071
		Fee and commission receipts	397,366	382,354	164,611	162,129
			Fee and commission payments	(120,892)	(105,086)	(41,809)	(37,183)
		Net gains/(losses) from financial assets and liabilities held for trading	29,374	32,799	4,287	12,073
			Payments to employees and suppliers	(467,937)	(428,539)	(216,407)	(186,800)
		Income tax (paid)/received	(33,404)	(18,336)	(7,750)	3,635
			Cash flows from operating activities before changes in operating assets and liabilities	620,715	417,114	412,400
		Net (increase)/decrease in trading assets	200	(213)	200	(213)
			Net (increase)/decrease in non-trading financial assets mandatorily at fair value through profit or loss	6,416	3,357
			Net (increase)/decrease in loans and receivables measured at amortised cost	(818,626)	(1,357,757)	(414,239)	(890,003)
		Net increase/(decrease) in deposits and borrowings measured at amortised cost	854,231	476,590	280,488	621,876
Net increase/(decrease) in other liabilities	(108,705)	678,724	46,580
		CASH FLOWS FROM INVESTING ACTIVITIES
		Receipts from investing activities	445,345	211,536	196,331	138,980
Proceeds from sale of property, equipment, net of cash and cash equivalents		12,776	-	20,068	21,130
			Proceeds from non-current assets held for sale	16,786	1,081	944	645
Proceeds from disposals of debt securities measured at amortised cost	(1,083,639)	(252,726)	(551,632)	(442,731)
		Purchase of property, equipment, and investment property	(42,681)	(26,910)	(10,152)	(5,748)
			Purchase of intangible assets	(19,305)	(14,273)	(1)
		Purchase of debt securities measured at amortised cost	(1,021,653)	(409,784)	(528,893)	(309,355)
			Net cash flows from investing activities	(638,000)
	Proceeds from financing activities	497,708	599,338	497,708	598,902
		Issuance of subordinated bonds	-	217,873	-	217,873
			Issuance of senior preferred notes	497,708	299,020	-	82,000
		Other proceeds related to financing activities	-	436	-	-
		Payments from financing activities	(122,273)	(131,745)	(111,264)	(100,974)
			Dividends paid	(114,749)	(104,586)	(110,000)
		Net cash flows from financing activities	375,435	467,593	386,444	497,928
			Effects of exchange rate changes on cash and cash equivalents	(595)	6,213	1,039	(1,106)
	Cash and cash equivalents at beginning of year	5,500,222	5,176,311	3,494,435	3,254,784
			Cash and cash equivalents of merged bank at the date of the merger	-	-	118,158	-

Cash flows are an integral part of these financial statements.

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thousands	NLB Group	NLB	Notes	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Cash and cash equivalents comprise:	Cash, cash balances at central banks, and other demand deposits	original maturity up to three months		506,266	208,404	5,000	155,054
Debt securities measured at fair value through other comprehensive income	with original maturity up to three months			26,022

1. General Information

Nova Ljubljanska banka d.d. Ljubljana (hereinafter: ‘NLB’ or ‘the Bank’) is a Slovenian joint-stock entity providing universal banking services.

Slovenia and the SEE market. Information on NLB Group’s structure is disclosed in note 5.12. Information on other related party relationships of NLB Group is provided in note 8. NLB is Republike 2, 1000 Ljubljana. NLB’s shares are listed on the Ljubljana Stock Exchange, and the global depositary receipts (‘GDR’) representing ordinary shares of NLB, are listed on the L and as at 31 December 2022, the largest shareholder of NLB with significant influence is the Republic of Slovenia, owning 25.00% plus one share. All amounts in the financial statements otherwise stated.

2. Summary of Material Accounting Policy Information

The material accounting policy information adopted for the preparation of the separate and consolidated financial statements.

2.1. Statement of compliance

The principal accounting policies have been prepared in accordance with the International Financial Accounting Standards (hereinafter: ‘the IFRS’) as adopted by the European Union (hereinafter: ‘EU’). Additional requirements under financial statements are comprised of the income statement and statement of other comprehensive income, the statement of financial position, the statement of changes in equity, the statement presenting the financial statements.

The financial statements have been prepared on a going-concern basis, under the historical cost convention as modified by the revaluation of financial assets and financial liabilities at fair value through profit or loss, including all derivative contracts, hedged items in fair value hedge accounting relationships, non-current assets held for sale, and investments.

This requires the use of estimates and assumptions that affect the reported amounts of assets and liabilities, the disclosure of contingent assets and liabilities on the date of the financial statements. Although these estimates are based on management’s best knowledge of current events and activities, actual results may ultimately differ from those estimates. Accounting estimates and updates are recognised in the period in which the estimate is revised. Critical accounting estimates and judgements in applying accounting policies are disclosed in note 2.34.

This document contains NLB Group. The presented accounting policies apply to both sets of financial statements, with the exception of policies described in notes 2.4. and 2.5., which only apply to the consolidated financial statements for investments in subsidiaries, and associated and joint ventures between separate and consolidated financial statements are described. Data relating to separate financial statements is marked ‘NLB 200’.

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Comparative amounts

Except when a standard or an interpretation permits or requires otherwise, all amounts are reported or disclosed with comparative amounts. Where IAS 8 applies, comparative amounts have been adjusted to reflect changes compared to the presentation of the financial statements for the year ended 31 December 2022, subtotals of line items ‘Interest income/expenses calculated using the effective interest method’ were changed due to reclassification of line item income/expenses to section ‘Interest income/expenses calculated using the effective interest method,’ and separately disclosed line item ‘F and advances to customers at amortised cost.’

Income statement

in EUR thousands	31 Dec 2022	NLB Group	NLB	Old presentation	New presentation
Interest income calculated using the effective interest method	561,467	558,826	2,641	214,163	217,881
				(3,718)	Other interest and similar income
	8,309	10,950	(2,641)	7,799	4,081
Interest and similar income	4.1.	569,776	569,776	-	221,962
				-	Interest expenses calculated using the effective interest method
(43,785)	(53,086)	9,301	(27,373)	(34,166)
				6,793	Other interest and similar expenses
(21,069)	(11,768)	(9,301)	(17,562)	(10,769)
				(6,793)	Interest and similar expenses
	(64,854)	(64,854)	-	(44,935)	(44,935)
				-	Net interest income
504,922	504,922	-	177,027	177,027

Note 4.1. Interest income and expenses

Analysis by type of assets and liabilities

Interest and similar income

Interest income calculated using the effective interest method	561,467	558,826	2,641	214,163	217,881
Loans and advances to customers at amortised cost	489,999	483,392	6,607	174,543	174,543
Negative interest	-	3,966	(3,966)	-	3,718
Other interest and similar income	8,309	10,950	(2,641)	7,799	4,081
Finance leases	-	6,607	(6,607)	-	-
Negative interest	3,966	-	3,966	3,718	-

Interest and similar expenses

Interest expenses calculated using the effective interest method	43,785	53,086	(9,301)	27,373	34,166
Negative interest	-	9,301	(9,301)	-	6,793
Other interest and similar expenses	21,069	11,768	9,301	17,562	10,769
Negative interest	9,301	-	9,301	6,793	-

‘Negative interest’ from section ‘Other interest and similar these changes in the presentation.

201 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm

the presentation of the financial statements for the year ended 31 December 2022, some subtotals in the Statement of cash flows were change due to separately disclosed line item ‘Lease p included in the line item ‘Net increase/ (decrease) in deposits and borrowings measured at amortised cost’ under the section ‘Cash flows from operating activities.’ Comparative amounts h

Statement of cash flows

		NLB Group	NLB
		Old presentation	New presentation	Change	Old presentation	New presentation	Change
CASH FLOWS FROM OPERATING ACTIVITIES		Increases/(decreases) in operating liabilities	468,473	476,590	(8,117)	620,902	621,876	(974)
	Net increase/(decrease) in deposits and borrowings measured at amortised cost	467,966	476,083	(8,117)	616,303	617,277	(974)
			Net cash flows from operating activities	(116,822)	(108,705)	(8,117)	45,606	46,580	(974)
CASH FLOWS FROM FINANCING ACTIVITIES		Payments from financing activities	(123,628)	(131,745)	8,117	(100,000)	(100,974)	974
			Lease payments	-	(8,117)	8,117	-	(974)	974
	Net cash flows from financing activities	475,710	467,593	8,117	498,902	497,928	974

2.4. Consolidation

In the consolidated financial statements (NLB Group), subsidiaries which are directly or indirectly controlled by NLB have been fully consolidated. Subsidiaries are consolidated from the date on which effective control is transferred to NLB Group. NLB controls an entity when all three elements of control are met:

• it has power over the entity;
• it is exposed or has rights to variable returns from its involvement with the entity; and
• it has the ability to use its power over the entity to affect the amount of the entity’s returns.

NLB reassesses whether it controls an entity if facts and circumstances indicate there are changes to one or more of the three elements of control. If the loss of control of a subsidiary occurs, the subsidiary is no longer consolidated from the date that the control ceases. Where necessary, the accounting policies of subsidiaries have been amended to ensure consistency with the policies adopted by NLB. The financial statements of consolidated subsidiaries are prepared as at the parent entity’s reporting date.

Non-controlling interests are disclosed in the consolidated statement of changes in equity. Non-controlling interest is that part of the net results, and of the equity of a subsidiary, attributable to interests which NLB does not own, either directly or indirectly. NLB Group measures non-controlling interest on a transaction-by-transaction basis, either at fair value, or by the non-controlling interest’s proportionate share of net assets of the acquiree. Inter-company transactions, balances, and unrealised gains on transactions between NLB Group entities are eliminated. Unrealised losses are also eliminated unless the transaction provides evidence of impairment of the asset transferred.

NLB Group treats transactions with non-controlling interests as transactions with equity owners of NLB Group. For purchases of subsidiaries from non-controlling interests, the difference between any consideration paid and the relevant share acquired of the carrying value of net assets of the subsidiary is deducted from the equity. For sales to non-controlling interests, the differences between any proceeds received and the relevant share of non-controlling interests are also recorded in the equity. All effects are presented in the line item ‘Equity Attributable to Non-controlling Interest.’

2.5. Business combinations, goodwill, and bargain purchases

NLB Group accounts for business combinations using the acquisition method when the acquired set of activities and assets meets the definition of a business, and control is transferred to the Group. In determining whether a particular set of activities and assets is a business, the Group assesses whether the set of assets and activities acquired includes, at a minimum, an input and substantive process, and whether the acquired set has the ability to produce outputs.

The acquired process is considered substantive if it is critical to the ability to continue producing outputs; and the inputs acquired include an organised workforce with the necessary skills, knowledge, or experience to perform that process or it significantly contributes to the ability to continue producing outputs and is considered unique or scarce or cannot be replaced without significant cost, effort, or delay in the ability to continue producing outputs.

The consideration transferred is measured at the fair value of the assets transferred, equity interest issued, liabilities incurred or assumed, including the fair value of assets or liabilities from contingent consideration arrangements and fair value of any pre-existing equity interest in the subsidiary. However, amounts related to the settlement of pre-existing relationships which are recognised in profit or loss. Acquisition-related costs such as advisory, legal, valuation, and similar professional services are deducted from the equity, and all other transaction costs associated with the acquisition are expensed.

Identifiable assets acquired and liabilities assumed in a business combination are measured at fair value at the acquisition date. A contingent consideration classified as equity is not re-measured and its subsequent settlement is accounted for within equity. A contingent consideration classified as an asset or liability is measured at fair value at each reporting date, and changes in fair value are recognised in the statement of profit or loss in accordance with IFRS 9. Other contingent considerations that are classified as assets or liabilities are also measured at fair value at each reporting date, and changes in fair value are recognised in profit or loss.

For each business combination, NLB Group elects whether to measure the non-controlling interests in the acquiree at fair value or at the acquiree’s identifiable net assets at the date of acquisition. All other components of non-controlling interests are measured at their acquisition-date fair values, unless another measurement basis is required. The consideration transferred is measured at fair value, the amount of any non-controlling interest in the acquiree, and the fair value of an interest in the acquiree held immediately before the acquisition.

Any negative amount, a gain on a bargain purchase, is recognised in profit or loss after management reassesses whether it has identified all the assets acquired and all the liabilities assumed. Goodwill is tested annually for impairment. For the purpose of impairment testing, goodwill arising from a business combination is, from the acquisition date, allocated to the Group’s cash-generating units (CGUs) that are expected to benefit from the synergies of the combination.

Where goodwill has been allocated to a cash-generating unit (CGU) and part of the operation within that unit is disposed of, the goodwill associated with the disposed operation is included in the gain or loss on disposal. Goodwill disposed in these circumstances is measured based on the relative values of the disposed operation and the portion of the cash-generating unit retained.

In a business combination achieved in stages, NLB Group remeasures its previously held equity interest in the acquiree at its acquisition-date fair value, and recognises the resulting gain or loss in profit or loss.

2.6. Joint ventures

In the separate financial statements (NLB), investments in subsidiaries, associates and joint ventures are accounted for with the cost method. Dividends from subsidiaries, joint ventures and associates are recognised in profit or loss when the right to receive the dividend has been established. In the consolidated financial statements, investments in associates are accounted for using the equity method of accounting. These are generally entities over which NLB Group exercises significant influence, but does not have control. Joint ventures are entities over whose activities NLB Group has joint control, established by contractual agreement, and are accounted for using the equity method of accounting.

NLB Group’s share of its associates and joint ventures post-acquisition profits or losses is recognised in the consolidated income statement as income. The cumulative post-acquisition movements are adjusted against the carrying amount of the investment. When NLB Group’s share of losses in an associate and joint venture equal or exceed its interest in the associate and joint venture, including any long-term interests that form part of the net investment, NLB Group does not recognise further losses unless it has incurred obligations or made payments on behalf of the associate and joint venture. NLB Group resumes recognising its share of losses only after its share of profits is recognised (note 5.12.g). NLB Group’s subsidiaries, associates and joint ventures are presented in note 5.12.

2.7. A combination of entities or businesses under common control

A merger of entities or businesses under common control is accounted for using the pooling of interests method.

2.8. Foreign currency translation

Functional and presentation currency Items included in the financial statements environment in which the entity operates (i.e., the functional currency). The financial statements are presented in euros, which is NLB Group’s presentation currency. Transactions and balances are recorded at the exchange rates prevailing at the dates of the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation of monetary assets are recognised in the income statement, except when deferred in other comprehensive income as qualifying cash flow hedges. Translation differences resulting from changes in the amortised cost of monetary items denominated in foreign currencies are recognised in the income statement. Translation differences on non-monetary items, such as equity instruments at fair value through profit or loss, are reported in the income statement. Non-monetary items, such as equity instruments classified as financial assets measured at fair value through other comprehensive income, are included together with valuation reserve in the equity. Gains and losses resulting from foreign currency purchases and sales for trading purposes are included in the income statement as gains less losses from financial assets and liabilities.

Entities that have a functional currency different from the presentation currency are translated into the presentation currency as follows:

• Assets and liabilities for each statement of financial position;
• Income and expenses for each income statement are translated at average annual exchange rates; and
• Components of equity are translated at the historical rate.

Goodwill and fair value adjustments arising from the acquisition of a foreign entity are treated as assets and liabilities of the foreign entity and translated at the closing rate. In the consolidated financial statements, exchange differences arising from the translation of the net investment in foreign operations are recognised in other comprehensive income. If the foreign operation is lost, the previously recognised exchange differences on translations to a different presentation currency are reclassified from other comprehensive income to profit and loss for the period. The accumulated currency translation differences are reclassified as a non-controlling interest within the equity.

2.9. Interest income and expenses

Interest income and expenses for all financial instruments are recognised in the income statement for all interest-bearing instruments on an accrual basis using the effective interest method. Interest income on all trading assets and liabilities is recognised using the contractual interest rate. The effective interest method is used to calculate the amortised cost of a financial asset or financial liability, and to allocate the interest income over the expected life of the financial instrument, or a shorter period (when appropriate) to the gross carrying amount of the financial asset.

Interest income is earned on fixed-yield investments and trading securities, and accrued discounts and premiums on securities. The calculation of the effective interest rate includes all fees and points paid or received. Interest income is calculated by applying the effective interest rate to the gross carrying amount of financial assets other than credit-impaired assets. When a financial asset becomes credit-impaired, interest income is calculated using the effective interest rate to the net amortised cost of the financial asset. If the financial asset cures and is no longer credit-impaired, interest income is again calculated on a gross basis. An adjusted effective interest rate is applied to the amortised cost of the financial asset from initial recognition. The credit-adjusted effective interest rate is the interest rate that, at initial recognition, exactly discounts estimated future cash payments or receipts over the expected life of the financial instrument.

At the NLB Group level, most POCI exposures relate to the initial recognition of non-performing exposures in the case of credit-impaired financial assets. Fee and commission income are recognised when the Group is entitled, in exchange for providing the services. The performance obligations, as well as the timing of their satisfaction, are identified and determined at the inception of the contract.

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The NLB Group provides a service to its customers, the consideration is invoiced and generally due immediately upon satisfaction of a service provided at a point in time. When the service is provided, the NLB Group has generally concluded that it is the principal in its revenue arrangements because it typically controls the services before transferring them to the customer. Fees and commissions are presented within interest income or expenses.

2.11. Dividend income

Dividends are recognised in the income statement within the line item ‘Dividend income’ when NLB Group’s right to receive the dividend is established. In the consolidated financial statements, dividends received from associates and joint ventures reduce the carrying value of the investment.

2.12. Financial instruments

a) Classification and measurement

In the case of a financial instrument not measured at fair value through profit or loss, transaction costs that are directly attributable to the acquisition or issue of the financial instrument are included in the initial measurement. Subsequent to initial recognition, debt financial assets need to be assessed based on a combination of the Group’s business model for managing the assets and the instruments’ contractual cash flow characteristics. The measurement categories for financial assets are:

• Amortised costs (AC);
• Financial assets at fair value through other comprehensive income (FVOCI);
• Financial assets held for trading (FVTPL); and
• Non-trading financial assets, mandatorily measured at FVTPL.

Financial assets are classified as held to collect if they are held within a business model for the purpose of collecting contractual cash flows, and if cash flows are solely payments of principal and interest on the principal amount outstanding. Interest income is calculated using the effective interest method and is subject to impairment. Interest income calculated using the effective interest method, foreign exchange gains and losses, and impairment are recognised separately in profit or loss.

Any gain or loss on derecognition is recognised in profit or loss in the line item ‘Gains less losses from financial assets and liabilities not measured at fair value through profit or loss.’ Debt financial instruments are classified for the purpose of both collecting contractual cash flows and selling if cash flows are solely payments of principal and interest on the principal amount outstanding. FVOCI positions are measured at the AC in the income statement. Interest income is calculated using the effective interest method, foreign exchange gains and losses, and impairments are recognised separately in profit or loss until the instrument is derecognised.

At derecognition of the debt financial instrument, the cumulative gains and losses previously recognised in other comprehensive income are reclassified to profit or loss in the line item ‘Gains less losses from financial assets and liabilities not classified at fair value through profit or loss.’ Equity instruments that are not held for trading may be irrevocably designated as FVOCI, with no subsequent reclassification of gains or losses unless the dividend clearly represents a recovery of part of the cost of the investment, in which case, such gains are recorded in other comprehensive income.

For the NLB Group, the most material equity instrument irrevocably designated as FVOCI is the investment in the National Resolution Fund (note 5.4.a). NLB Group decided to use this presentation to ensure safety, low risk, and the high liquidity of the fund. All other financial assets are mandatorily measured at FVTPL, including financial assets held for trading and financial assets with contractual cash flows that are not solely payments of principal and interest on the principal amount outstanding. Net gains and losses, including any interest income, are recognised in profit or loss.

The NLB Group may designate financial assets at fair value through profit or loss if doing so eliminates or significantly reduces a measurement or recognition inconsistency that would otherwise arise from measuring assets or liabilities on different bases, or if the liabilities are part of a group of financial instruments which are managed and their performance evaluated on a fair value basis in accordance with a documented risk management strategy.

Financial liabilities are subsequently measured at amortised cost or at fair value through profit or loss when they are held for trading, derivative instruments, or irrevocably designated as measured at fair value through profit or loss if that eliminates or significantly reduces a measurement or recognition inconsistency that would otherwise arise from measuring assets or liabilities on different bases. Changes in the fair value of financial liabilities measured at fair value through profit or loss are recognised in profit or loss, with the exception of movement in the fair value due to changes of NLB Group’s own credit risk.

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comprehensive income with no subsequent reclassification to the income statement. Other financial liabilities are subsequently measured at amortised cost using the effective interest method. Any gain or loss on the derecognition of a financial liability is recognised in profit or loss. In the event of derecognition of a financial liability measured at amortised cost, the gains and losses classified at fair value through profit or loss. Gains and losses on disposals of financial liabilities designated as measured at fair value through profit or loss are also presented separately from...

determined its business model separately for each reporting unit within NLB Group, and is based on observable factors for different portfolios that best reflect how the Group manages group...

the business model and the financial assets held within that business model are evaluated and reported to key management personnel; • the risks that affect the performance of the business are compensated (e.g., whether the compensation is based on the fair value of the assets or on collection of contractual cash flows); and • the expected frequency, value, and timing without taking worst-case and stress case scenarios into consideration. In general, the business model assessment of the Group can be summarised as follows: • Loans and deposits given a...

for the loan portfolio is to collect the contractual cash flows; • Debt securities are divided into three business models: • the first group of debt securities presents ‘held for trading’ category; sale’ with the intention of collecting the contractual cash flows and sale of financial assets, and forms part of the Group’s liquidity reserves; • the third part of debt securities is held within...

regard to debt securities within the ‘held to collect’ business model, the sales which are related to the increase of the issuers’ credit risk, sales made close to the final maturity, or sales in order to an increase in credit risk may still be consistent with a held to collect business model if such sales are incidental to the overall business model, and: • are insignificant in value both individually and collectively; or • are significant in value. A review of instruments’ contractual cash flow characteristics (the SPPI test – solely payment of principal and interest on the principal amount outstanding) The se...

‘held to collect and sell’ relates to the assessment of whether the contractual cash flows are consistent with the SPPI test. The principal amount reflects the fair value at initial recognition level, consideration for the time value of money, credit risk, other basic lending risks, and a profit margin consistent with basic lending features. If the cash flows introduce more than de minimis...

asset is mandatorily measured at fair value through profit or loss. NLB Group reviews the portfolio within ‘held to collect’ and ‘held to collect and sale’ for standardised products on a level...

established a procedure for SPPI identification as part of regular investment process with defined responsibilities for primary and secondary controls. Special emphasis is put on new and n...

financial assets When contractual cash flows of a financial asset are modified, NLB Group assesses if the terms and conditions have been modified to the extent that, substantially, it becomes...

making such assessment: • reason for modification of cash flows; • change in currency of the loan; • introduction of an equity feature; • replacement of initially agreed debtor with a new debtor...

the SPPI test. If the modification results in derecognition of a financial asset, the new financial asset is initially recognised at fair value, with the difference recognised as a derecognition gain. If the modification does not result in cash flows that are substantially different, the modification does not result in derecognition. In such cases, NLB Group recalculates the gross carrying amount...

The gross carrying amount is recalculated as the present value of the renegotiated or modified contractual cash flows that are discounted at the financial asset’s original effective interest rate...

financial assets). b) Reclassification Financial assets can be reclassified when and only when NLB Group’s business model for managing those assets changes. The reclassification takes place to be very infrequent, and none occurred during the presented periods. Financial liabilities shall not be reclassified. c) Day one gains or losses The best evidence of fair value at initial recognition unless the fair value of that instrument is evidenced by a comparison with other...

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Current market transactions in the same instrument (i.e., without modification or repackaging), or based on a valuation technique whose variables only include data from observable market transactions in the same instrument, or is based on a valuation technique whose variables only include data from observable markets, the difference between the one gains or losses. In cases where the data used for valuation are not fully observable in financial markets, day one gains or losses are not recognised immediately in the income statement. It is either amortised over the life of the transaction, deferred until the instrument’s fair value can be determined using market observable inputs, or realised through settlement.

d) Derecognition of financial assets occurs when the financial asset expires, or when the financial asset is transferred, and the transfer qualifies for derecognition. A financial liability is derecognised only when it is extinguished, i.e., when NLB Group writes off financial assets in their entirety or a portion thereof when it has exhausted all practical recovery efforts and has no reasonable expectations of recovery. Criteria indicating collateral, and different stages of enforcement procedures. NLB Group may write off financial assets that are still subject to enforcement activities, but this does not affect its rights in the event of recovery in full. A write-off reduces the gross carrying amount of a financial asset and allowance for the impairment. Any subsequent recoveries are credited to credit loss expenses.

Write-offs and recoveries of financial instruments traded on active markets is based on the price that would be received to sell the assets or transfer liability (exit price) being measured at the reporting date, estimated using discounted cash flow techniques or pricing models. If discounted cash flow techniques are used, estimated future cash flows are based on management’s best estimates; and terms and conditions. If pricing models are used, inputs are based on market-based measurements at the reporting date.

g) Derivative financial instruments and hedge accounting. Derivative financial instruments are initially recognised in the statement of financial position at fair value. Derivative financial instruments are subsequently re-measured at their fair value. Fair values are obtained from quoted market prices. Derivatives are carried at their fair value within assets when the derivative position is favourable to NLB Group, and within liabilities when the derivative position is unfavourable to NLB Group.

The derivative is designated as a hedging instrument and, if so, the nature of the item being hedged. NLB Group designates certain derivatives as either: • hedges of the fair value of recognised assets or liabilities, or a highly probable forecasted transaction (cash flow hedge); or • hedges of a net investment in a foreign operation. NLB Group and NLB have exercised the option to continue applying the existing IAS 39 hedge accounting requirements in accordance with the policy choice permitted under IFRS 9.

Instruments: Disclosures are implemented. At the inception of the transaction, NLB Group documents the relationship between hedged items and hedging instruments, as well as its risk management transactions. NLB Group also documents its assessment, both at the hedge inception and on an ongoing basis, of whether the derivatives used in hedging transactions are highly effective in offsetting changes in fair value or cash flows attributable to the hedged risk. Effective changes in the fair value of hedging instruments and related hedged items are reflected in ‘Fair Value Adjustments in Hedge Accounting’ in the income statement, recorded in the same line as change in fair value of hedging instruments and hedged item if they are different.

If a hedge no longer meets the hedge accounting criteria, the adjustment used is amortised to profit or loss over the remaining period to maturity. The adjustment to the carrying amount of a hedged equity security is included in the income statement upon disposal of derivatives that are designated and qualify as cash flow hedges is recognised in other comprehensive income. The gain or loss relating to the ineffective portion is immediately recognised from other comprehensive income to the statement in the periods when the hedged item affects the profit or loss.

When a hedging instrument expires or is sold, or when a hedge no longer meets hedge accounting criteria, any cumulative gain or loss that was reported in other comprehensive income is immediately transferred to the income statement. Hedge of a net investment in a foreign operation. Hedges of net investments in foreign operations are recognised directly in equity. The gain or loss relating to the ineffective portion is recognised in profit or loss.

Assets and Liabilities Held for Trading. Gains and losses accumulated in other comprehensive income are included in the consolidated income statement when the foreign operation is disposed of.

Expected credit losses for collective allowances. IFRS 9 applies an expected loss model that provides an unbiased and probability-weighted estimate of credit losses by evaluating a range of scenarios. The loss model requires NLB Group to recognise not only credit losses that have already occurred, but also losses that are expected to occur in the future. An allowance for expected credit losses is recognised together with loan commitments and financial guarantee contracts.

In the general model, the allowance is based on the expected credit losses associated with the probability of default in the recognition, in which case, the allowance is based on the probability of default over the life of the financial asset (LECL). When determining whether the risk of default has increased significantly, information that is relevant and available without undue cost or effort is considered. This includes both quantitative and qualitative information and analysis, based on the Group’s historical data, experience.

Classification into stages. NLB Group prepared a methodology for ECL defining the criteria for classification into stages, transition criteria between stages, models for risk indicators calculation. Instruments are classified into Stage 1, Stage 2, and Stage 3, based on the applied ECL allowance methodology as described below: • Stage 1 – performing portfolio: no significant increase of credit risk since initial recognition; • Stage 2 – underperforming portfolio: significant increase in credit risk (SICR) since initial recognition, NLB Group recognises an allowance for lifetime period; and • Stage 3 – impaired portfolio: Bank has aligned its definition of credit impaired assets under IFRS 9 to the new European Banking Authority (EBA) definition of non-performing loans (NPLs) as at 31 December 2020.

rated D, DF, or E based on the internal rating system and contains the clients with material delays over 90 days, as well as the clients that were assessed as unlikely to pay. All facilities of r when a credit rating significantly deteriorates at the reporting date in comparison to the credit rating at initial recognition a significant deterioration is a 3-notch rating decrease taking into c deterioration from invest/invest with care to speculative investment rating grade on the short rating scale (with only 3 performing rating groups), • when a threefold increase of LPD since i instrument origination and the last available PD curve), • when a financial asset has material delays over 30 days with a healing period of 3 months and the materiality limit aligned with th default definition, the holding period of 3 months is applied), • if NLB Group grants a forbearance to the borrower where the rules of forbearance expiry are aligned with the ECB Guidelin placed on the watch list based on features which lead to increased credit risk (such as spending habits, decreased employment security, political risk and similar). The methodology of cred a rating from international credit rating agencies – Fitch, Moody’s, or the S&P. Ratings are set on a basis of the average international credit rating. If there are no international credit ratings Classification for Financial Markets clients' segments in NLB d.d. and NLB Group. For banks without an international credit rating, we obtain information from Bureau van Dijk, a Moody information is obtained by an analyst from the annual reports with the assistance of the central relationship manager. The classification into stages is based on the facility level. Neverthele the same client. When the SICR criteria no longer exist, the facility may be transferred to a more favourable stage subject to the prescribed cure period of three months. The ECL for Stage remaining maturity of the financial asset is shorter than 1 year.

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PD already includes the macroeconomic impact effect. Allowances in Stage 1 are designed to reflect expected credit losses that had been incurred in the performing portfolio, but have not (LPD) because their credit risk has increased significantly since their initial recognition. This calculation is also based on a forward-looking assessment that considers several economic sce economic forecasts. For financial instruments in Stage 3, the same treatment is applied as for those considered to be credit impaired. Exposures below the materiality threshold obtain colle 3 if they no longer meet the criteria of being credit-impaired after a probation period. Special treatment applies for purchased or originated credit-impaired financial instruments (POCI), w recognised as a loss allowance. The calculation of collective allowances is performed by multiplying the EAD (exposure at default) at the end of each month with an appropriate PD and L time using the original effective interest rate of the facility. For Stage 1 exposures, the ECL only takes a 12-month period into account, while for Stage 2 or 3 all potential losses until the m possible scenarios. The final ECL for each facility is calculated as a weighted average ECL for each scenario. The EAD represents the anticipated outstanding amount owed by the obligor, the off-balance exposure. The drawings are assessed by applying the CCF (credit conversion factor) based on the Bank’s historic experience with similar types of facilities. The PD is the e performed separately for each unique segment (corporate clients by size, institutions, or central government), or by product group (mortgage, consumer loans, and other retail products). Th possible scenarios. Risk parameter calculations are based on the data from each subsidiary, while the calculations and modelling are performed centrally. In the case where the data sample benchmarks. Expected Life When measuring ECL, the NLB Group must consider the maximum contractual period over which the NLB Group is exposed to credit risk. For certain revolvi the period over which the NLB Group is exposed to credit risk and where the credit losses would not be mitigated by management actions. Forward-looking information During 2023, NLB to accurately reflect the current circumstances and their future impacts. NLB Group established multiple scenarios (i.e., baseline, optimistic, and severe) for the ECL calculation, aiming to cr with the Bank’s consolidated view of the future of economic development in the SEE. The Group formed three probable scenarios with an associated probability of occurrence for forward- lo macroeconomic scenarios incorporate the forward-looking and probability- weighted aspects of the ECL impairment calculation. Both features may change when material changes in the futu baseline scenario presents an expected forecast macroeconomic view for all the countries of the Group. This scenario is based on recent official and professional forecasts, with specific ad supply shocks, decreasing inflation due to an increased ECB key rate and quantitative tightening, a slightly less tight labour market, GDP growth supported by declining interest rates and effects of financial system issues on the real economy. The alternative scenarios are based on plausible drivers of economic development for the next three years. The optimistic scenario is pressures in the euro area. China’s decision to abandon strict COVID restrictions supports the euro area exports, and stimulating demand. Lower inflation leads to an optimistic financial m ECB support and moderated growth potential in the following two years. The severe, supply- and demand-driven scenario depicts sluggish economic growth due to lower consumer purcha experience near-zero real economic growth, leading to substantial upward shocks in financial markets. Political tensions persist, causing supply disruptions, and inflation remains higher th low as the ECB implements a restrictive monetary policy. Despite a slow increase in the unemployment rate, many industries still face a tight labour market. The financial system stabilises calculating expected credit losses in the context of the IFRS 9.

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Segment Scenarios for Explanatory Variables, Developed for Each Country in the NLB Group Used in 2022 (in %):

Country

Optimistic Scenario			Baseline Scenario
	2022	2023	2024	2022	2023	2024
Slovenia	4.7	5.5	4.0	3.5	3.1	2.8
Bosnia and Herzegovina	4.0	4.9	4.6	2.4	2.3	3.0
Montenegro	6.2	6.9	5.2	4.2	3.9	3.2
North Macedonia	4.1	6.0	5.2	2.9	3.6	4.0
Serbia	4.8	6.5	5.0	3.6	4.1	3.8
Kosovo	4.4	6.5	5.1	2.8	3.9	3.5

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Segment Scenarios for Explanatory Variables, Developed for Each Country in the NLB Group Used in 2023 (in %):

Country

Optimistic Scenario	Baseline Scenario
	2023	2024	2025	2023	2024	2025
Slovenia	2.4	3.4	2.5	0.6	2.2	2.5
Bosnia and Herzegovina	2.3	2.9	2.4	1.0	2.0	2.3
Montenegro	6.0	5.5	3.4	2.6	3.2	3.2
North Macedonia	3.6	4.3	3.3	1.6	3.0	3.3
Serbia	3.3	4.2	3.6	1.8	3.1		3.4
Kosovo	4.1	4.6	3.8	2.4	3.5	3.8

NLB Group formed three probable scenarios with an associated probability of occurrence for forward-looking assessment of risk provisioning in the context of IFRS 9. IFRS 9 macroeconomic impairment calculation. Both features may change when material changes in the future development of the economy are recognised and not embedded in previous forecasts. On this basis, receiving 20% each, and the baseline scenario 60%), with minor changes in some entities to reflect the likelihood of relevant future economic conditions in their environment. Effects of expected credit losses are disclosed in notes 5.14. and 5.16.b).

b) Individual assessment of allowances for impaired financial assets NLB Group assesses impairments of financial assets. The threshold is set at a EUR 0.5 million exposure for legal entities, and EUR 0.1 million for private persons on the level of NLB, while the Group members apply lower thresholds applicable. The amount of loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows, which are discounted to the estimation date. The scenario of expected operations is considered along with the sale of collateral that is not crucial for future business. In the case of the ‘gone concern’ principle, the repayments are based on expected cash flows from appraised market value of the collateral, the haircut is used as defined in the Haircut Methodology, and discounted. Off-balance sheet liabilities are also assessed individually and, where necessary, measured at amortised cost is reduced through an allowance account and the loss is recognised in the income statement line item ‘Impairment of financial assets.’ If the amount of allowance recognised (e.g., repayment in the collection process exceeds the assessed expected payment from collateral), the reversal of the loss is recognised as a reduction in the allowance account, and the amount of ECL is recognised in the statement of financial position.

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‘Provisions’ and in the income statement in the line item ‘Provisions for credit losses.’ The ECLs for debt instruments measured at fair value through other comprehensive income do not red which remains at fair value. Instead, an amount equal to the allowance that would arise if the assets were measured at amortised cost is recognised in other comprehensive income as an accumulated loss recognised in other comprehensive income is recycled to the profit or loss upon derecognition of the assets, or when the amount of allowances for ECL decreases due to an (or restructured financial asset) arises as a result of a debtor’s inability to repay a debt under the originally agreed terms, either by modifying the terms of the original contract (via an annexation of the repayment of the original debt.

When receivables from the client receive restructuring status, the debtor must be classified in the rating grade C or lower. The definitions of forborne loans c These definitions aim to achieve comprehensive coverage of exposures to which forbearance measures have been extended. The accounting treatment of forborne loans depends on the type repayment proceeding from extending the deadline for the repayment of the principal and/or interest, and/or a forbearance of the repayment of the principal, and/or interest or a reduction in on the basis of the discounted value of the estimated future cash flows under the modified terms, and recognises the resulting effect in profit or loss.

In the event of the reduction of a claim contractually agreed debt waiver and ownership restructuring or debt to equity swap, NLB Group derecognises the claim in the part relating to the write-down or the contractually agreed u written down, is based on an updated estimate of the probability of loss. NLB Group considers the debtor’s modified position, the economic expectations, and the collateral of the forborne assets (i.e., property, plant and equipment; securities; and other financial assets), including investments in the equity of debtors obtained via debt-to-equity swaps, it recognises the acquire between the fair value of the asset and the carrying amount of the eliminated claim in profit or loss.

Forborne exposures may be identified in both the performing and non-performing parts portfolio, it can be reclassified to the performing part when exposure is no longer considered as impaired or defaulted, when determined amounts were repaid, when one year has passed from performing part, repayment of the last overdue amount, end of the grace period), and after the introduction of forbearance there have been no overdue amounts or doubts concerning the repayment. The absence of doubt is confirmed by analysis of the financial situation of the debtor.

The forborne status is withdrawn when: • at least a 2-year probation period has passed since the latest of: deemed performing; • regular payments of the principal or interest were made, in a substantial total amount, during at least half the probation period; • no exposure, in the probation period financial indicators. In the case of a deferral of payment approved due to the COVID-19 crisis, the probation period is extended for the period of deferral.

2.15. Repossessed assets

In certain default. Repossessed assets are initially recognised in the financial statements at their fair value and classified in the appropriate category according to their purpose and are sold as soon as repossessed assets are measured and accounted for in accordance with the policies applicable to the relevant asset categories. Non-financial repossessed assets mainly represent items of real estate obtained as collateral from the foreclosure of loans and receivables (realisable value), wherein only the direct costs of sales can be considered, but up to the amount of gross carrying amount of foreclosed loan.

At subsequent measurement, the realisable value is determined by certified real estate appraisers. The real estate is impaired when the carrying value exceeds the realisable value. The effect of impairment is recognised as the impairment of other assets.

2.16. Offsetting

Financial assets and liabilities are offset, and the net amount reported in the statement of financial position when there is a legally enforceable right to offset the recognised the liability simultaneously.

2.17. Repurchase agreements

Securities sold under sale and repurchase agreements (repos) are retained in the financial statements, and the counterparty liability is recognised in financial liabilities are reclassified in the financial statements as pledged assets when the transferee has the right by contract or custom to sell or re-pledge the collateral. Securities purchased under agreement In financial statements, the difference between the sale and repurchase price is treated as interest and accrued over the life of the repo agreements using the effective interest method.

2.18. Property and equipment

They are subsequently measured at cost less any accumulated depreciation and any accumulated impairment loss. Each year, NLB Group assesses whether there are indications that property estimated. The recoverable amount is the higher of the fair value less costs to sell and value in use. If the recoverable amount exceeds the carrying value, the assets are not impaired. If the carrying value exceeds the recoverable amount, an impairment loss is recognised in the income statement.

Items of a largely independent property and equipment which do not generate cash flows are included in the cash-generating unit and later tested for possible impairment.

The following annual depreciation rates were applied:

2.19. Intangible assets

Intangible assets include software licenses, goodwill (note 2.5.), and identifiable intangible assets with a finite useful life and are in the statement of financial position stated at cost, less accumulated amortisation and impairment losses. Amortisation is calculated on a straight-line basis at rates as follows:

Core banking system	10 years
Other software	3 – 5 years

Amortisation does not begin until the assets are available for use. The identifiable intangible assets from goodwill are recorded at fair value on the acquisition date if the intangible asset is separable or arises from contractual or other legal rights. After initial recognition, intangible assets are measured at cost less accumulated amortisation and impairment losses.

2.20. Investment properties

Investment properties include properties held to earn rentals, or to increase the value of the properties. They are carried at fair value determined by a certified appraiser. Fair value is based on current market prices. Any gain or loss arising from a change in the fair value is recognised in the income statement.

Current assets and disposal groups are classified as held for sale if their carrying amount will be recovered through a sale transaction rather than through continuing use. This condition is deemed to be met only when the asset is available for immediate sale in its present condition. Management must be committed to the sale, which should be expected to qualify for recognition as a completed sale within one year from the date of classification.

Assets held for sale are measured at the lower of the assets’ previous carrying amount and fair value less costs to sell. In the case of business combinations, NLB Group measures an acquired non-current asset (or disposal group) at fair value less costs to sell.

2.21. Leases

NLB Group as a lessee recognises a liability to make lease payments and an asset representing the right to use the underlying asset (i.e., the right-of-use asset) during the lease term. Leases are defined as those which at the commencement date have a lease term of 12 months or less without the option to purchase the underlying asset. Leases of underlying assets with a value are recognised as expenses on a straight-line basis over the lease term.

At the commencement date, NLB Group measures the right-of-use asset at cost. The cost of right-of-use assets includes:

• Any lease payments made at or before the commencement date, less any lease incentives received.
• Any initial direct costs incurred by the lessee.
• An estimate of costs to be incurred by the lessee in dismantling and removing the underlying asset to the condition required by the terms and conditions of the lease.

Right-of-use assets are depreciated on a straight-line basis over the lease term, and interest on the lease liabilities is recognised separately. In the statement of financial position, right-of-use assets are presented in the line item ‘Other financial liabilities.’

NLB Group as a lessor classifies a lease as a finance lease when the risks and rewards incidental to ownership of a leased asset are transferred to the lessee. Payments under operating leases are recognised as income on a straight-line basis over the lease term.

2.24. Borrowings, deposits, and issued debt securities with characteristics of debt

Loans and deposits received and issued debt securities are initially recognised at fair value. The difference between the value at initial recognition and the final value is recognised in the income statement as interest expenses, applying the effective interest rate. Repurchased own debt is disclosed, and the book value and the price at which own debt was repurchased is disclosed in the income statement.

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issued financial instruments with characteristics of equity Upon initial recognition, other issued financial instruments are classified in part or in full as equity instruments if the contractual characteristics of the instrument indicate that it is an equity instrument in accordance with IAS 32 Financial Instruments: Presentation. An issued financial instrument is only considered an equity instrument if that instrument does not represent a contractual obligation to deliver cash or another financial asset to another entity.

Transaction costs incurred for issuing such instruments are deducted from retained earnings. The corresponding interest is recognised in equity in the statement of financial position. The line item ‘Other Equity Instruments’ presents the issued financial instruments with characteristics of equity in the statement of changes in equity.

2.26. Provisions

Provisions are recognised when NLB Group has a present obligation (legal or constructive) as a result of a past event, it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation, and a reliable estimate of the amount of the obligation can be made. They are recognised in the statement of financial position as a liability at the end of the reporting period.

When the effect of the time value of money is material, NLB Group determines the level of provisions by discounting the expected cash flows.

Liabilities and Commitments

Financial and Non-Financial Guarantees

Financial guarantees are contracts that require the issuer to make specific payments to reimburse the holder for a loss it incurs because the specified debtor fails to make payment when due in accordance with the terms of debt instruments. Such financial guarantees are given to banks, financial institutions, and other bodies on behalf of the customer to secure loans, overdrafts, and other banking facilities.

The obligation of the Bank (guarantor) to pay if the client fails to perform certain works in accordance with the terms of the commercial contract. Financial and non-financial guarantees are initially recognised at fair value and subsequently measured at the greater of:

• the initial measurement of the guarantee; or
• ECL provisions as set out in note 2.13.

Documentary Letters of Credit

Documentary (and standby) letters of credit constitute a written and irrevocable commitment of the issuer to pay the beneficiary the value set out in the documents by a defined deadline:

• if the letter of credit is payable on sight; and
• if the letter of credit is payable for deferred payment, the bank will pay according to the documents that are in line with the conditions and deadlines set out in the letter of credit.

A commitment may also take the form of a letter of credit confirmation, which is usually done at the request of the customer by the confirming bank, in addition to that of the issuing bank, which independently assumes a commitment to the beneficiary under certain conditions.

Other Contingent Liabilities and Commitments

Other contingent liabilities and commitments to extend credit, uncovered letters of credit, and other commitments. The nominal contractual values of guarantees, letters of credit, and undrawn loan commitments where the...

Contingent Liabilities Recognised in a Business Combination

A contingent liability recognised in a business combination is initially measured at its fair value and is recognised as a liability. Upon subsequent recognition, it is measured at the higher of:

• the amount that would be recognised in accordance with IAS 37 Provisions, Contingent Liabilities and Contingent Assets; or
• the amount initially recognised in accordance with the principles of IFRS 15 Revenue from Contracts with Customers.

This requirement does not apply to contracts accounted for in accordance with IFRS 9.

2.28. Taxes

Income tax for NLB Group is calculated on taxable profits at the applicable tax rate in the respective jurisdiction. Income tax rates within NLB Group range from 9% to 32%. The corporate income tax rate is increased to 22% from 2024 to 2028 as per the Provision of Financial Resources Act. Current and deferred taxes are recognised in profit or loss, except to the extent that they relate to items recognised directly in equity (deferred tax related to the fair value re-measurement of financial assets measured at fair value).

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Other comprehensive income, cash flow hedges, and actuarial gains and losses on defined benefit pension plans is charged or credited directly to other comprehensive income. Deferred in arising between the tax bases of assets and liabilities, and their carrying amounts for financial reporting purposes. Deferred tax assets are recognised if it is probable that future taxable profits can be utilised. Deferred tax assets and liabilities are measured at tax rates enacted or substantively enacted at the end of the reporting period that are expected to apply to the period when the carrying amount of deferred tax assets and assesses future taxable profits against which temporary taxable differences can be utilised. Deferred tax assets for temporary differences arising are recognised only to the extent that it is probable that:
- the temporary differences will be reversed in the foreseeable future; and
- taxable profit will be available.

NLB Group recognises a deferred tax liability on withholding tax payable on future planned dividend pay-out. In the case of business combination, deferred tax balances are recognised if related to temporary differences resulting from the acquisition. Income taxes are measured in accordance with IAS 12 Income Taxes. Slovenian tax law does not set deadlines by which uncovered tax losses must be utilised. A tax (financial services, exempt from value-added tax (with the exception of securities transactions) and the services of insurance brokers and agents), paid in Slovenia. The tax rate is 8.5% (2022: 8 sales tax, it reduces accrued revenues in the financial statements.

2.29. Fiduciary activities

NLB Group provides asset management services to its clients. Assets held in a fiduciary capacity are recognised in the income statement when the service has been provided (see also note 2.10.). Further details on transactions managed on behalf of third parties are disclosed in note 5.25. Based on the requirements of Slovenian legislation, NLB Group has, in note 5.25., information related to the receipt, processing, and execution of orders and related custody activities.

2.30. Employee benefits

Employee benefits include:
- short-term employee benefits (salary, separation allowance, and non-monetary benefits);
- reimbursement of commuting costs, meal allowance, compensation for use of own resources;
- retirement indemnity bonuses (post-employment supplementary pension insurance);
- variable remuneration.

Short-term employee benefits are recognised in the period to which they relate and included in the income statement line item ‘Administrative expenses’ as defined benefit costs, while interest expenses on the defined benefit plan’s terms and conditions. Service costs are included in the income statement in the line item ‘Administrative expenses’ as defined benefit costs, while interest expenses represent the change during the period in the defined benefit liability that arises from the passage of time. For post-employment benefits, actuarial gains and losses from the difference between the realised and expected payments are recognised in other comprehensive income under the line item ‘Actuarial Gains/(Losses) on Defined Benefit Pensions Plans,’ and will not be recognised in the income statement as defined benefit costs. In the statement of financial position, liabilities for short-term employee benefits are included in the line item ‘Provisions.’ In the case of a business combination, employee benefits are recognised and measured in accordance with the relevant standards.

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Cash-settled share-based payment transactions If certain conditions are met, members of the Management Board and employees performing special work (i.e., and activities) receive part of their variable remuneration in the form of financial instruments, whose value is linked to the value of NLB share. Upon expiration of the legally prescribed period, the first contracts, including share-based payment transactions, were concluded in the second quarter of 2022. In the statement of financial position, a liability is recognised in value is measured initially and at each reporting date up to and including the settlement date, with changes in fair value recognised in the income statement line item ‘Gains less losses from share-based payment transactions. NLB Group does not have any equity-settled share-based payment transactions.

2.32. Share capital

Dividends on ordinary shares Dividends on ordinary shares Treasury shares If NLB or another member of NLB Group purchases NLB shares, the consideration paid is deducted from the total shareholders’ equity as treasury shares. If such shares are purchased by NLB itself or other NLB Group entities, NLB creates reserves for treasury shares in equity. Share issue costs Costs directly attributable to the issue of new shares are recognised.

Segments are reported in a manner consistent with internal reporting to the Management Board of the Bank, which is the executive body that makes decisions regarding the allocation of resources. Organisational units (OUs) are managed under normal operating conditions. Interest income among individual OUs in the parent bank (NLB) and N Banka is allocated using a fund transfer pricing model. Income is allocated to the OU that actually provides the service that generates income. Direct costs are attributed to the segment that is directly related to the provided service, and indirect costs are allocated according to general keys. External net income is the net income of NLB Group from the consolidated income statement presented in note 7. In accordance with IFRS 8, NLB Group has the following reportable segments: Retail Banking in Slovenia, Corporate and Investment Banking in Slovenia, Strategic F.

2.34. Critical accounting estimates and judgments in applying accounting policies

NLB Group’s financial statements are influenced by accounting policies, assumptions, estimates, and management judgments regarding the amounts of assets and liabilities within the next financial year. All estimates and assumptions required in conformity with the IFRS are best estimates undertaken in accordance with the applicable standards based on past experience and other factors, including expectations with regard to future events.

a) Allowances for expected credit losses on loans and advances

NLB Group monitors and challenges estimates to determine the necessary allowances for ECL. NLB Group creates individual allowances for individually significant financial assets attributed to Stage 3. Such an assignment is based on information about the debtor, and other important facts. Individual assessments are based on the expected discounted cash flows from operations and/or the assessed expected payment from collateral. Allowances are created for assets in Stage 3 with exposure below the materiality threshold. The ECL in this group of assets are estimated based on expected value of risk parameters combining the historic movement to estimate future risk parameters are validated and back-tested on a regular basis to make the loss estimations as realistic as possible. NLB Group applies 3 different macroeconomic scenarios.

The key features of each scenario are described in note 2.13.a) Forward-looking information. Recognised allowances represent a weighted average of the results of the three scenarios of assets from performing to non-performing status) and loss rates (the % of exposure that will not be repaid in case of default occurrence). Applying a 100% probability on each of the scenarios.

NLB Group show the following deviations of the severe and optimistic scenario from the baseline as at 31 December 2023:

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Optimistic scenario

Baseline scenario

Severe scenario

Level of collective allowances	91%	100%	137%

The result shows that the optimistic scenario would result in 91% of the baseline provisions, while the severe scenario and its conservative assumptions lead to an increase of 37% compared to the baseline.

b) Fair value of financial instruments

The fair values of financial investments traded on the active market are based on current bid prices (financial assets) or offer prices (financial liabilities). The fair values of financial instruments that are not traded on the active market are determined by using valuation models. These include a comparison with recent transaction prices, the use of a discounted cash flow model, valuation based on comparable entities, and other frequently used valuation models. These valuation models at their best estimate reflect current market conditions at the measurement date, which may not be representative of market conditions either before or after the measurement date.

Management reviewed all applied models as at the reporting date to ensure they appropriately reflect current market conditions, including the relative liquidity of the market and the applied credit spread. Changes in assumptions regarding these factors could affect the reported fair values of financial instruments held for trading, and financial assets measured at fair value through other comprehensive income.

The fair values of derivative financial instruments are determined on the basis of market data (mark-to-market), in accordance with NLB Group’s methodology for the valuation of financial instruments. The market exchange rates, interest rates, yield, and volatility curves used in valuations are based on the market snapshot principle. Market data are saved daily at 4 p.m., and later used for the calculation of the fair values (market value, NPV) of financial instruments. NLB Group applies market yield curves for valuation, and fair values are additionally adjusted for credit risk of the counterparty. The fair value hierarchy of financial instruments is disclosed in note 6.5.

c) Impairment of investments in subsidiaries, associates and joint ventures

The process of identifying and assessing the impairment of investments in subsidiaries, associates and joint ventures is inherently uncertain, as the forecasting of cash flows requires the significant use of estimates, which themselves are sensitive to the assumptions used. The review of impairment represents management’s best estimate of the facts and assumptions such as:

• Future cash flows from individual investments present the estimated cash flow for periods for which adopted business plans are available. For core members, estimated cash flows are based on a five-year business plan. For non-core members, estimated cash flows are based on a period in line with the strategy of divestment. The business plans of individual entities are based on an assessment of future economic conditions that will impact an individual member’s business and the quality of the credit portfolio;
• The growth rate in cash flows for the period following the adopted business plan is between 2.8 and 4.0%;
• The target capital adequacy ratio of an individual bank is between 14 and 17%;
• The discount rate derived from the capital asset pricing model that is used to discount future cash flows is based on the cost of equity allocated to an individual investment. The discount rate reflects the impact of a range of financial and economic variables, including the risk-free rate and risk premium. The value of variables used is subject to fluctuations outside management’s control. The pre-tax discount rate is between 10.2 and 20.25% (31 December 2022: between 13.1 and 22.2%).

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Benefits

Liabilities for certain employee benefits are calculated by an independent actuary. The main assumptions included in the actuarial calculation are as follows:

	NLB Group	NLB
		2023	2022	2023
Actuarial assumptions
Discount factor		3.6% - 8.0%	3.1% - 8.3%	4.0%
Wage growth based on inflation, promotions, and wage growth based on past years of service		2.4% - 13.4%	2.3% - 14.2%	2.4% - 8.0%
Other assumptions
Number of employees eligible for benefits		7,177	7,154	2,519

A sensitivity analysis of significant actuarial assumptions for post-employment benefit:

	31 Dec 2023	31 Dec 2022
	NLB Group	NLB	NLB Group	NLB
	Discount rate	Future salary increases	Discount rate	Future salary increases	Discount rate	Future salary increases	Discount rate	Future salary increases
			+0.5 p.p.	-0.5 p.p.	+0.5 p.p.	-0.5 p.p.	+0.5 p.p.	-0.5 p.p.	+0.5 p.p.	-0.5 p.p.
Impact on provisions for employee benefits - post-employment benefits (in %)		(4.4)	4.8	4.8	(4.5)	(4.2)	4.5	4.5	(4.2)
Impact on provisions for employee benefits - post-employment benefits (in %)	(4.7)	5.0	5.1	(4.8)	(4.5)	4.8	4.9	(4.7)

Individual analysis is done by changing one assumption for +/- 0.5 percentage points, while all other assumptions stay the same. The breakdown of actuarial gains and losses for post-employment benefit by causes:

	NLB Group	NLB
		2023		2022	2023	2022
Actuarial gains and losses due to changed financial assumptions	(470)		4,093	614		1,759
Actuarial gains and losses due to changes in demographic assumptions	141		-	-	-
Actuarial gains and losses due to experience	(115)		(62)	(26)	289

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Total actuarial gains and losses for the year

(444)	4,031	588	2,048

The weighted average duration of liabilities in years:

	NLB Group		NLB
	2023	2022	2023	2022
Post-employment benefit	9.6 - 20.9	11.1 - 22.0	10.9	11.1

NLB Group operates in countries governed by different laws. The deferred tax assets recognised as at 31 December 2023 are based on profit forecasts and take the expected manner of recovery of assets or changes in profit forecasts can lead to the recognition of currently unrecognised deferred tax assets or derecognition of previously created deferred tax assets. If profit projections in the foreseeable future (i.e., within five years) would change by 10%, the estimated amount of deferred tax assets would change by approximately EUR 10.7 million (notes 4.15. and 5.17.).

During the current year, NLB Group adopted all new and revised standards and interpretations issued by the International Accounting Standards Board (hereinafter: ‘the IASB’) and the International Financial Reporting Standards that are endorsed by the EU that are effective for annual accounting periods beginning on 1 January 2023. Accounting standards and amendments to existing standards effective for annual periods beginning on or after 1 January 2023 include:

• IAS 1 (amendment) – Presentation of Financial Statements and IFRS Practice Statement 2 – Disclosure of Accounting policies is effective for annual periods beginning on or after 1 January 2023. The amendments to IFRS Practice Statement 2 provide guidance on how to apply the concept of materiality.
• IAS 8 (amendment) – Accounting policies, Changes in Accounting Estimates and Errors: Definition of Accounting Estimates is effective for annual periods beginning on or after 1 January 2023. This amendment distinguishes accounting policies from changes in accounting estimates, which is important because changes in accounting estimates are applied prospectively only to future transactions and other future events.
• Insurance Contracts is effective for annual periods beginning on or after 1 January 2023. The new standard will replace IFRS 4 Insurance Contracts and requires insurance contracts to be measured using current fulfilment cash flows.
• IAS 12 (amendment) – Income Taxes: Deferred Tax specifies how a company accounts for income taxes. In specified circumstances, companies are exempt from recognising deferred tax when they recognise assets or liabilities for the first time. The amendments clarify that the exemption does not apply to all situations.
• Tax Reform – Pillar Two Model Rules is effective for annual periods beginning on or after 1 January 2023. The amendments to IAS 12 relate to the implementation of the OECD Pillar Two Model Rules.

NLB Group has disclosed the impact on financial statements in note 4.15. Accounting standards and amendments to existing standards that were endorsed by the EU, but not mandatory for annual accounting periods beginning on 1 January 2023, were not adopted early by NLB Group. These standards and amendments are not expected to have a significant impact on future reporting periods and on foreseeable future transactions.

NLB Group plans to adopt the accounting standards and amendments listed below for reporting periods commencing on or after 1 January 2024:

• IAS 1 (amendment) – Presentation of Financial Statements: Classification of Liabilities as Current or Non-current is effective for annual periods beginning on or after 1 January 2024. The amendments clarify that liabilities are classified based on the rights that exist at the end of the reporting period.
• IAS 1 (amendment) – Presentation of Financial Statements: Non-current Liabilities with Covenants is effective for annual periods beginning on or after 1 January 2024. The amendments improve the classification of liabilities subject to compliance with covenants.
• IAS 12 (amendment) – Income Taxes: Deferred Tax.
• IAS 12 (amendment) – Income taxes: International.
• IAS 7 (amendment) – Statement of Cash Flows and IFRS 7 (amendment) – Financial Instruments: Disclosures: Supplementary disclosures are effective for annual periods beginning on or after 1 January 2024. The amendments add a disclosure objective to IAS 7.

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provide the entity with extended payment terms or the entity’s suppliers with early payment terms. NLB Group does not expect an impact on the financial statements.

• IAS 21 (amendment for annual periods beginning on or after 1 January 2025. The amendments clarify how an entity should assess whether a currency is exchangeable and how it should determine a spot exchange exchange that currency for another currency through market or exchange mechanisms that create enforceable rights and obligations without undue delay at the measurement date and for a specific estimate the spot exchange rate as the rate that would have applied to an orderly exchange transaction between market participants at the measurement date under prevailing economic conditions expect an impact on the financial statements.

3. Changes in the composition of the NLB Group

Changes in 2023 Capital changes:

• In January 2023, NLB Lease&Go, leasing, d.o.o., Ljubljana increased ownership interest from 95.20% to 99% with a cash contribution of EUR 1,195 thousand in company Zastava Istrabenz Lizing, d.o.o., Beograd.
• In January 2023, the company was renamed to ‘NLB Lease&Go leasing d.o.o.’
• In January 2023, share capital increased from 99% to 99.30% with a cash contribution of EUR 767 thousand in company KomBank Invest a.d. Beograd.
• In September 2023, NLB Lease&Go, leasing, d.o.o., Ljubljana and NLB increased share capital in the amount of EUR 1,571 thousand in company NLB Lease&Go, d.o.o. Skopje.
• In December 2023, NLB Komercijalna banka a.d. Beograd increased share capital in the form of a cash contribution.
• After merging with REAM d.o.o., Beograd, subsidiary SPV 2 d.o.o., Beograd ceased to exist. All its assets and liabilities were transferred to REAM d.o.o., Beograd which became after Hotel d.o.o. Budva (note 5.12.c).
• In July 2023, a purchase agreement was signed for the sale of NLB Group’s subsidiary Optima Leasing d.o.o., Zagreb – u likvidaciji. The transfer of the.
• In August 2023, NLB received an authorisation of the ECB for the merger of the N Banka. On 1 September 2023, with entry of the merger in the Register of Companies, the process of legal to exist as an independent legal entity, and NLB as a universal successor, took over all of its rights and obligations (note 5.12.d).
• In September 2023, NLB Leasing d.o.o., Beograd – u likvid court register.
• In September 2023, after cross border merging with S-REAM d.o.o., Ljubljana, subsidiary REAM d.o.o, Zagreb ceased to exist. All its assets and liabilities were transferred.
• On 30 November 2023, NLB concluded a purchase agreement for the acquisition of a 100% stake in the company SLS HOLDCO d.o.o., the parent company of Summit Leasing Slovenija Inc. and the European Bank for Reconstruction and Development. The purchase price for the mentioned deal is equal to the book value of Summit Leasing with an additional small mark-up from competent authorities/institutions for the protection of competition and is expected in the second half of 2024.

221 NLB Group Annual Report 2023

Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm

2022 Capital changes:

• In March 2022, in accordance with Resolution and Compulsory Winding-Up of Banks Act, NLB became an owner of 100% shares of Sberbank banka d.d., Ljubljana (note 5.12.e). At the General Meeting of Shareholders of Sberbank banka d.d., Ljubljana, held in April 2022, a decision was made to rename Sberbank banka d.d., Ljubljana to ‘N Banka d.o.o., Beograd.’
• In May 2022, NLB acquired an additional 442,799 ordinary shares of NLB Komercijalna banka a.d. Beograd and combined with existing shareholding reached the ownership increase in capital investment was recognised in the amount of EUR 15,715 thousand.
• In July 2022, NLB successfully squeezed out the remaining shareholders of NLB Komercijalna banka a.d. Beograd. Through the squeeze-out process, NLB acquired 1,528,110 regular shares and 316,260 preferred shares.
• In December 2022, NLB sold its 100% ownership interest in PRO-REM d.o.o., Ljubljana – v likvidaciji to S-REAM d.o.o., Ljubljana.
• Share capital in the form of a cash contribution in the amount of EUR 306 thousand in NLB Lease&Go, leasing, d.o.o., Ljubljana for the purpose of achieving NLB Group’s leasing strategy.
• In December 2022, NLB established the financial company named ‘NLB Liz&Go d.o.o. Skopje.’
• In November 2022, NLB Komercijalna banka a.d. Beograd sold a cash contribution in the amount of EUR 21,130 thousand in S-REAM d.o.o., Ljubljana for the purpose of consolidation of real estate companies in Slovenia.

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Income Statement

4.1. Interest Income and Expenses

Analysis by Type of Assets and Liabilities

NLB Group	NLB
in EUR thousands	2023	2022	2023
Interest and similar income	952,875	558,826	477,154
Interest income calculated using the effective interest method	952,875	558,826	477,154
Financial assets measured at fair value through other comprehensive income	38,645	38,840	9,184
Securities measured at amortised cost	36,886	16,791	24,237
Deposits with banks and central banks	130,829	12,067	122,807
Loans and advances to banks measured at amortised cost	21,616	3,770	9,584
Loans and advances to customers at amortised cost	724,899	483,392	311,342
Negative interest	-	3,966	-
Other interest and similar income	40,530	10,950	21,184
Financial assets held for trading	6,213	3,732	6,459
Non-trading financial assets mandatorily at fair value through profit or loss	48	48	417
Derivatives - hedge accounting	14,529	559	14,308
Finance leases	18,959	6,607	-
Other	781	4	-
Total	993,405	569,776	498,338

Interest and Similar Expenses

Interest expenses calculated using the effective interest method	148,034	53,086	115,779
Deposits from banks and central banks	3,372	795	6,914
Borrowings from banks and central banks	1,880	1,236	712
Due to customers	68,784	19,464	36,266
Borrowings from other customers	1,515	939	-

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Subordinated liabilities

in EUR thousands	NLB Group	2023	2022	NLB
Subordinated liabilities	35,155	12,737	35,155
Debt securities issued	36,579	8,183	36,579
Lease liabilities (note 5.11.a)	728	431	132
Negative interest	21	9,301	21
Other interest and similar expenses	12,037	11,768	9,993
Derivatives - hedge accounting	4,470	7,468	4,444
Financial liabilities held for trading	5,595	3,497	5,191
Interest expenses on defined employee benefits (note 2.30., 5.16.c)	668	374	330
Other	1,304	429	28
Total	160,071	64,854	125,772

Net interest income

in EUR thousands	NLB Group	2023	2022	NLB
Net interest income	833,334	504,922	372,566

The line item ‘Negative interest’ classified under the line item ‘Interest income calculated using the effective interest method’ in 2022 mainly includes the interest from targeted longer-term and EUR 3,677 thousand for NLB (note 5.15.b). The line item ‘Negative interest’ classified under the line item ‘Interest expenses calculated using the effective interest method’ in 2022 in thousand for NLB Group and EUR 6,238 thousand for NLB. It also includes interest from deposits with financial organisations in the amount of EUR 186 thousand for NLB Group and NLB for NLB Group and NLB.

Financial assets measured at fair value through other comprehensive income

in EUR thousands	NLB Group	2023	2022	NLB
Financial assets measured at fair value through other comprehensive income	116	173	-
- related to investments held at the end of reporting period	116	173	-
Investments in subsidiaries	-	-	144,930
Investments in associates and joint ventures	-	-	275
Non-trading financial assets mandatorily at fair value through profit or loss	53	69	53
Total	169	242	145,258

Fee and commission income and expenses

a) Fee and commission income and expenses relating to activities of NLB Group and NLB

in EUR thousands	NLB Group	2023	2022	NLB
Fee and commission income
Fee and commission income relating to financial instruments not at fair value through profit or loss
Credit cards and ATMs	130,460	113,358	50,094
Customer transaction accounts	93,527	89,277	53,355
Other fee and commission income
Payments	88,334	94,035	24,977
Investment funds	32,994	29,640	9,916
Agency of insurance products	13,425	10,511	9,679
Other services	10,381	17,336	3,816
Total fee and commission income from contracts with customers	369,121	354,157	151,837
Guarantees	17,954	16,417	9,577
Total	387,075	370,574	161,414

Fee and commission expenses

in EUR thousands	NLB Group	2023	2022	NLB
Fee and commission expenses
Fee and commission expenses relating to financial instruments not at fair value through profit or loss
Credit cards and ATMs	91,543	78,291	33,387
Other fee and commission expenses
Payments	13,169	13,812	1,351
Insurance for holders of personal accounts and gold cards	1,516	1,335	888
Investment banking	4,627	4,036	679
Guarantees	1,691	1,713	1,598
Other services	4,314	5,594	606
Total	116,860	104,781	38,509

Net fee and commission income related to banking activities

in EUR thousands	NLB Group	2023	2022	NLB
Net fee and commission income related to banking activities	270,215	265,793	122,905

4.2. Dividend income

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Commission income and expenses relating to fiduciary activities

NLB Group	NLB
in EUR thousands	2023	2022	2023
Fee and commission income related to fiduciary activities
Receipt, processing, and execution of orders	1,661	1,928	1,546
Management of financial instruments portfolio	1,724	1,601	-
Initial or subsequent underwriting and/or placing of financial instruments without a firm commitment basis	228	143	228
Custody and similar services	6,027	5,150	5,842
Management of clients‘ account of non-materialised securities	1,942	1,696	1,942
Safe-keeping of clients‘ financial instruments	75	34	-
Advice to companies on capital structure, business strategy, and related matters and advice, and services relating to mergers and acquisitions of companies	9	473	9
Total	11,666	11,025	9,567
Fee and commission expenses related to fiduciary activities
Fee and commission related to Central Securities Clearing Corporation and similar organisations	3,844	3,374	3,847
Fee and commission related to stock exchange and similar organisations	76	94	76
Total	3,920	3,468	3,923
Net fee income related to fiduciary activities	7,746	7,557	5,644
Total fee and commission income a) and b)	398,741	381,599	170,981
Total fee and commission expenses a) and b)	120,780	108,249	42,432
Total net fee and commission a) and b)	277,961	273,350	128,549

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NLB Group

2023

Retail Banking in Slovenia

Corporate and Investment Banking in Slovenia

Strategic Foreign Markets

Financial Markets in Slovenia

Non-Core Members

Other activities

Intercompany relations

Total

				Fee and commission income
Fee and commission income relating to financial instruments not at fair value through profit or loss	84,170	22,043	117,756	125	-	14	(121)	223,987
				Other fee and commission	71,260	23,400	71,358	493	46	2,763	(12,520)	156,800
Total fee and commission income from contracts with customers
		Guarantees	120	10,361	7,545	35	-	13	(120)	17,954
				Total	155,550	55,804	196,659	653	46	2,790	(12,761)	398,741
Fee and commission expenses			(41,434)	(15,593)	(72,547)	(2,727)	(122)	(1,118)	12,761	(120,780)
			Total	(41,434)	(15,593)	(72,547)	(2,727)	(122)	(1,118)	12,761	(120,780)
Net fee and commission income	114,116	40,211	124,112	(2,074)	(76)	1,672	-	277,961

2022

Retail Banking in Slovenia

Corporate and Investment Banking in Slovenia

Strategic Foreign Markets

Financial Markets in Slovenia

Non-Core Members

Other activities

Intercompany relations

Total

			Fee and commission income
Fee and commission income relating to financial instruments not at fair value through profit or loss		76,956	19,022	106,491	635	-	11	(480)	202,635
				Other fee and commission	71,481	29,072	70,320	687	182	2,132	(11,327)	162,547
Total fee and commission income from contracts with customers
			Guarantees	120	9,365	7,014	32	-	-	(114)	16,417
				Total	148,557	57,459	183,825	1,354	182	2,143	(11,921)	381,599
Fee and commission expenses	(35,312)	(13,907)	(65,087)	(3,012)	(184)	(2,668)	11,921	(108,249)
			Total	(35,312)	(13,907)	(65,087)	(3,012)	(184)	(2,668)	11,921	(108,249)
Net fee and commission income	113,245	43,552	118,738	(1,658)	(2)	(525)	-	273,350

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Other Comprehensive Income

	2023	2022	2023	2022
- gains	94	96	2
- losses	(836)	(1,764)	(836)
Debt instruments measured at amortised cost	- gains	-	3,269	-
	- losses	-	(735)	-
Total	(742)	866	(834)

Sales of debt instruments measured at amortised cost in 2022 were made due to increase in credit risk.

4.5. Gains Less Losses from Financial Assets and Liabilities Held for Trading

	NLB Group	NLB
	2023	2022	2023	2022
Foreign exchange trading	- gains	35,774	43,213	12,308	19,388
	- losses	(7,394)	(13,988)	(7,299)	(11,465)
Debt instruments	- gains	188	237	134	195
	- losses	(28)	(175)	(28)	(175)
Derivatives	- currency	2,462	3,636	(1,512)	2,768
	- interest rate	1,182	512	(4,014)	605
	- securities	3	16	3	16
Total	32,187	33,451	(408)	11,332

Interest income from financial assets held for trading is included in the income statement line item ‘Interest and similar income’ and interest expenses from financial liabilities held for trading.

Losses from Non-Trading Financial Assets Mandatorily at Fair Value Through Profit or Loss

	NLB Group	NLB
	2023	2022	2023	2022
Equity securities	- gains	2,667	3,481		1,901	2,699
	- losses	(985)	(3,162)		(712)	(1,925)
Debt securities	- gains	122	70	-	-
	- losses	(44)	(299)	-	-
Loans and advances to customers	- gains	24	-		1,256	(2,225)
Total	1,784		90		2,445	(1,451)

Interest income from non-trading financial assets mandatorily at fair value through profit or loss is included in the income statement line item ‘Interest and similar income’ (note 4.1.)

Operating Income

	NLB Group	NLB
2023	2022	2023
Other operating income
Income from non-banking services	7,933	6,862
- cash transportation	3,455	3,481
- operating leases of movable property	2,133	485
- IT services	221	1,249
- other	2,124	1,647
Rental income from investment property	1,755	359
Revaluation of investment property to fair value (note 5.9.)	617	223
Sale of investment property	427	17
Other operating income	6,676	2,915
Total	17,408	10,376

Other Operating Expenses

	NLB Group	NLB
2023	2022	2023
Donations	12,008	11,564
Expenses related to issued service guarantees	545	545
Revaluation of investment property to fair value (note 5.9.)	1,734	41
Other operating expenses	7,813	2,232
Total	22,100	14,382

Other Net Operating Income

(4,692)

16,778

(4,006)

The line item ‘Donations,’ classified under the ‘Other operating expenses’ in year 2023 also include donations of NLB for floods mitigation in Slovenia to municipalities in the total amount of EUR 5,000 thousand. Other operating expenses mainly include expenses associated with the changes in income mainly include reimbursement of costs and taxes and income from sale of gold.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Administrative expenses

	NLB Group 2023	NLB Group 2022	NLB 2023
Employee costs	252,731	230,277	118,962
Gross salaries, compensations, and other short-term benefits	17,424	16,343	8,225
Social security contributions	12,612	11,404	6,864
Defined benefit expenses (note 5.16.c)	(602)	(365)	(279)
Post-employment benefits	(1,134)	(82)	(452)
Other employee benefits	532	(283)	173
Total	282,165	257,659	133,772

Other general and administrative expenses

	NLB Group 2023	NLB Group 2022	NLB 2023
Material	6,672	6,091	1,624
Services	46,735	47,053	26,824
Intellectual services	18,385	20,393	9,768
Costs of supervision	4,942	5,422	2,806
Costs of other services	23,408	21,238	14,250
Other tax expenses	4,454	4,096	1,040
Membership fees and similar	903	833	359
Business travel	1,684	1,230	561
Marketing	17,373	15,340	9,213
Buildings and equipment	32,680	33,092	15,290
Electricity	8,285	10,212	4,307
Rents and leases	3,012	2,079	526
Maintenance costs	9,370	8,846	4,977
Costs of security	5,952	6,181	2,203
Insurance for tangible assets	656	689	152
Other costs related to buildings and equipment	5,405	5,085	3,125
Technology	43,093	32,735	23,100
Maintenance of software and hardware	22,527	15,792	10,232
Licences	12,612	9,725	8,829
Data assets and subscription costs	3,267	3,022	2,157
Other technology costs	4,687	4,196	1,882
Communications	12,490	11,146	4,567
Postal services	4,868	4,043	2,814
Telecommunication and internet	5,141	4,717	558
Other communication costs	2,481	2,386	1,195
Other general and administrative costs	4,374	3,611	2,057
Total	170,458	155,227	84,635

Total administrative expenses

Total administrative expenses	452,623	412,886	218,407

Number of employees

Number of employees	7,982	8,228	2,554

Costs of other services include costs for cash transport, archiving costs, costs for certification agency and e-business, and other attorneys and notaries services costs.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Reporting

Expenses Related to the Services of the Statutory Auditor

	NLB Group		NLB
	2023	2022	2023	2022
External audit services	944	750	333	275
Other audit services	28	412	28	287
Total	972	1,162	361	562

The contractual amount of remuneration of auditor for audit of annual report (without VAT, predefined costs and inflation, if exceeds 3% in individual state of the NLB Group member) in 20.

Additionally, to the services included in the paragraph above, the statutory auditor in 2023 performed also other assurance services in the amount of EUR 343 thousand (Group: EUR 35,017 thousand), both related to the issuance of bonds. Amounts are presented without VAT. Payment was included in the calculation of the effective interest rate on the instrument issued.

Tax on Banks’ Balance Sheets

For the years 2024-2028 tax on banks’ balance sheets was introduced in Slovenia. The yearly tax liability is estimated to be more than EUR 30 million.

Cash Contributions

	NLB Group		NLB
	2023	2022	2023	2022
Cash contributions to deposit guarantee schemes		36,946		33,884	9,686
Cash contributions to resolution funds		2,147		2,260	1,697
Total		39,093		36,144	11,383

Depreciation and Amortisation

in EUR th

NLB Group

	2023	2022	2023	2022
Amortisation of intangible assets (note 5.10.)	16,402	15,757	7,528	5,769
Depreciation of property and equipment:
- own property and equipment (note 5.8.b)	24,832	22,941	10,508	10,260
- right-of-use assets (note 5.11.a)	7,998	8,692	1,421	972
Total	49,232	47,390	19,457	17,001

4.12. Gains less losses from modification of financial assets

in EUR thousands	2023	2022	NLB Group	12-month expected credit losses	Lifetime ECL not credit - impaired	Lifetime ECL credit- impaired	Total
12-month expected credit losses	Lifetime ECL not credit - impaired	Lifetime ECL credit- impaired	Total	Financial assets modified during the period	Amortised cost before modification	510,682	4,141	4,145	518,968
Net modification gains/(losses)	(16,043)	(123)	(105)	(16,271)	(56)	5	25	(26)

The majority of modification loss of financial assets in 2023 refers to the Decision on temporary measures for banks in relation to housing loans to natural persons, which limited the interest rates of housing loans in Serbia. The loss represents the difference between the balance of the loan on the modification date and the discounted value of the cash flows of the modified repayment plans using the original effective interest rate.

in EUR thousands

NLB Group	31 Dec 2023	31 Dec 2022
Financial assets modified since initial recognition	Gross carrying amount of financial assets for which loss allowance has changed to 12-month measurement during the period	775	-

4.13. Provisions

	NLB Group		NLB		2023	2022	2023	2022
Provisions for credit losses	(5,055)	3,050	(3,074)	(282)

---

Guarantees and commitments (note 5.16.b)

	2023	2022	2023	2022
Guarantees and commitments	(5,055)	3,050	(3,074)	(282)

Provisions for other liabilities and charges

	2023	2022	2023	2022
Provisions for other liabilities and charges	25,925	5,932	14,422	2,325

Restructuring provisions (note 5.16.d)

	2023	2022	2023	2022
Restructuring provisions	3,654	10,325	3,800	-

Provisions for legal risks (note 5.16.e)

	2023	2022	2023	2022
Provisions for legal risks	7,280	1,645	(2,678)	125

Other provisions (note 5.16.f)

	2023	2022	2023	2022
Other provisions	14,991	(6,038)	13,300	2,200

Total

	2023	2022	2023	2022
Total	20,870	8,982	11,348	2,043

Impairment charge

NLB Group

2023

2022

NLB

2023

2022

Impairment of financial assets

	2023	2022	2023	2022
Cash balances at central banks, and other demand deposits at banks	(504)	(6,600)	110
Loans and advances to banks measured at amortised cost (note 5.14.a)	23	67	(80)
Loans and advances to individuals measured at amortised cost (note 5.14.a)	37,632	17,140	15,689
Loans and advances to other customers measured at amortised cost (note 5.14.a)	(41,396)	(2,629)	(4,254)
Debt securities measured at fair value through other comprehensive income (note 5.14.b)	(7,054)	3,870	(5,058)
Debt securities measured at amortised cost (note 5.14.b)	1,749	474	672
Other financial assets measured at amortised cost (note 5.14.a)	2,833	2,132	589
Total impairment of financial assets	(6,717)	14,454	7,668

Impairment of investments in subsidiaries, associates and joint ventures

	2023	2022	2023	2022
Investments in subsidiaries	-	-	(96,876)
Investments in associates and joint ventures	-	-	(241)
Total	-	-	(97,117)

Impairment of other assets

	2023	2022	2023	2022
Property and equipment (note 5.8.b)	47	1,620	-
Other assets	(100)	3,813	3
Total	(53)	5,433	3

Total impairment of non-financial assets

	2023	2022	2023	2022
Total impairment of non-financial assets	(53)	5,433	(97,114)

Total impairment

	2023	2022	2023	2022
Total impairment	(6,770)	19,887	(89,446)

Impairment of financial assets in 2022 includes EUR 8,900 thousand of 12-month expected credit losses for Stage 1 financial assets, acquired through a business combination (note 5.12.e) thousand to financial assets measured at fair value through other comprehensive income, and EUR 1 thousand to cash balances at central banks and other demand deposits at banks. Impair Russian sovereign debt, which was sold in February 2023 (note 5.4.). In 2023, NLB released impairments related to equity investments in subsidiaries and an associate in total amount of EUR 730 thousand (2022: EU subsidiaries.)

Current income tax

Current income tax	66,072	26,753	25,210	5,992
Deferred income tax (note 5.17.)	(50,982)	(1,523)	(60,751)	(1,524)
Total	15,090	25,230	(35,541)	4,468

Reconciliations of differences from the amount of tax determined by applying the Slovenian statutory tax rate and reconciliation of effects:

		NLB Group			N
	2023		2022		2023
Profit before tax	578,413		483,063		478,746
Tax calculated at prescribed rate of 19%	109,898	19.0%	91,782	19.0%	90,962
Tax effect of:
Income not subject to tax	(13,180)	-2.3%	(45,621)	-9.4%	(45,966)
Non-deductible expenses	10,572	1.8%	7,332	1.5%	3,130
Utilization of previously non-deductible expenses	(16,034)	-2.8%	(3,370)	-0.7%	(2,578)
Tax reliefs	(3,324)	-0.6%	(4,132)	-0.8%	(3,301)
Use of previously unrecognised tax losses	(22,266)	-3.8%	(5,022)	-1.0%	(21,898)
Unrecognised deferred tax assets on current period tax losses	14,218	2.4%	487	0.1%	-
Recognition of previously unrecognised deferred tax on tax losses	(46,697)	-8.1%	-	-	(46,697)
Recognition of previously unrecognised deferred tax on deductible temporary differences	(1,918)	-0.3%	(4,688)	-1.0%	(1,918)
Changes in deferred taxes due to the increase of tax rate	(13,491)	-2.3%	-	-	(13,544)
Effect of different tax rates in other countries	(18,636)	-3.2%	(12,963)	-2.7%	-
Withholding tax for which no tax credit was available	6,920	1.2%	1,617	0.3%	6,920
Deferred tax liability on undistributed profits	9,626	1.7%	-	-	-
Adjustment to tax in respect of prior years	50	-	(282)	-0.1%	(3)
Other	(648)	-0.1%	90	-	(648)
Total	15,090	2.6%	25,230	5.2%	(35,541)

Each member of NLB Group (disclosed in note 5.12.a) is taxable as required by local tax legislation. Income tax rates within NLB Group ranges from 9 to 32%. A tax rate of 19% was applied.

The effect of income not subject to tax of NLB in 2023, related to:

• dividends in 2023 amounted EUR 26,219 thousand (2022: EUR 10,116 thousand). They are based on non-taxable income.
• release of impairments of equity investments in 2023 amounted to EUR 18,591 thousand (2022: EUR 4,444 thousand). They are based on non-taxable income from release of deferred tax assets accrued on the basis of temporary differences in an amount that, given future profit estimates, is expected to be reversed in the foreseeable future (i.e., within five years).

In 2023, NLB increased recognised deferred tax assets for EUR 56,668 thousand. The losses in the amount of EUR 46,697 thousand, recognition of previously unrecognised deferred tax on deductible temporary differences (tax non-deductible impairments of non-core equity investments) and deferred tax assets for valuation of financial instruments which was recognised in other comprehensive income in amount of EUR 8,290 thousand. Deferred tax assets were also increased for the years 2024 to 2028, of which EUR 13,544 thousand was recognised in the income statement, and EUR 1,380 thousand in other comprehensive income.

The deferred tax assets for tax losses in 2023 are recognised in the amount that takes into account other recognised deferred tax assets expected within five years. The deferred tax assets from this calculation include deferred tax assets for temporary non-deductible expenses for impairment of debt securities measured at fair value through other comprehensive income.

NLB is not aware of any tax audits initiated by tax authorities. NLB has a special tax status at the Financial Administration of the Republic of Slovenia (FURS). The purpose of the status is to establish cooperation between FURS and the taxpayers, with the aim of reducing tax risks and uncertain tax positions.

Global minimum tax for multinational and large domestic groups is expected to impact NLB Group. Based on first estimates for the year 2024, we expect that the tax liability will amount to approximately EUR 4 million.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Earnings per share are calculated by dividing the net profit by the weighted average number of ordinary shares in issue, less treasury shares. Diluted earnings per share are the same.

Issued debt securities have no future conversion options, and consequently there are no dilutive potential ordinary shares.

NLB Group

	2023	2022	2023	2022
Net profit attributable to the owners of the parent (in EUR thousands)	550,700	446,862	514,287	159,602
Weighted average number of ordinary shares (in thousands)	20,000	20,000	20,000	20,000
Basic earnings per share (in EUR per share)	27.5	22.3	25.7	8.0
Diluted earnings per share (in EUR per share)	27.5	22.3	25.7	8.0

5. Notes to the statement of financial position

5.1. Cash, cash balances at central banks, and other demand deposits at banks

	NLB Group	NLB	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Balances and obligatory reserves with central banks	5,435,460	4,536,526	4,077,399	3,104,442
Cash	470,902	489,197	181,735	180,483
Demand deposits at banks	198,489	246,815	59,365	54,456
Total	6,104,851	5,272,538	4,318,499	3,339,381
Allowance for impairment	(1,290)	(1,173)	(467)	(357)
Total	6,103,561	5,271,365	4,318,032	3,339,024

Slovenian banks are required to maintain a compulsory reserve with the Bank of Slovenia relative to the volume and structure of their customer deposits. Other banks in NLB Group maintain a compulsory reserve in accordance with local legislation. NLB and other banks in NLB Group fulfil their compulsory reserve deposit requirements.

instruments held for trading

a) Financial assets held for trading

	NLB Group	NLB	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Derivatives, excluding hedging instruments
Swap contracts	13,867	16,169		16,135		16,274
- currency swaps	3,687	743		3,712		849
- interest rate swaps	10,180	15,426		12,423		15,425
Options	1,249	2,312	1,249	2,312
- interest rate options	1,229	2,295	1,229	2,295
- securities options	20	17	20	17
Forward contracts	602	2,904		573		2,903
- currency forward	602	2,904		573		2,903
Total derivatives	15,718	21,385		17,957		21,489
Securities
Treasury bills	-	203	-	203
Total securities	-	203	-	203
Total	15,718	21,588		17,957		21,692
- quoted securities	-	203	-	203
of these debt instruments	-	203	-	203

b) Financial liabilities held for trading

	NLB Group	NLB	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Derivatives, excluding hedging instruments
Swap contracts	11,139			15,903		15,440		16,535
- currency swaps	2,035			1,550		4,216		1,963
- interest rate swaps	9,104			14,353		11,224		14,572
Options	1,573			2,800	1,573			2,742
- interest rate options	1,573			2,800	1,573			2,742

---

Forward contracts

	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
currency forward	505	2,886	497	2,873
Total	13,217	21,589	17,510	22,150

The notional amounts of derivative financial instruments are disclosed in note 5.24.b).

Financial instruments measured at fair value through profit or loss

	NLB Group		NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Assets
Shares	6,300	5,579	6,300	5,211
Investment funds	2,658	10,336	2,558	2,308
Bonds	5,217	3,116	-	-
Loans and advances to companies	-	-	7,785	7,892
Total	14,175	19,031	16,643	15,411
- quoted securities	5,217	3,484	-	-
of these equity instruments	-	368	-	-
of these debt instruments	5,217	3,116	-	-
- unquoted securities	8,958	15,547	8,858	7,519
of these equity instruments	8,958	15,547	8,858	7,519

As at 31 December 2023, NLB Group did not have any assets received by taking possession of collateral and included in financial assets mandatorily at fair value through profit or loss (31 Dec 2022, NLB did not have any assets received by taking possession of collateral and included in financial assets mandatorily at fair value through profit or loss (note 6.1.l).

Financial liabilities

	NLB Group		NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Liabilities
Loans and advances to companies	-	-		1,234	1,786
Other financial liabilities (note 2.31.)	4,482	1,796		1,976	728
Total	4,482	1,796		3,210	2,514

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NLB Group Annual Report 2023

Overview

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment Assets Measured at Fair Value Through Other Comprehensive Income

in EUR thousands

NLB Group		NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Bonds	1,836,604	2,506,224	962,084	1,196,760
- governments	1,398,036	1,895,891	523,516	586,427
- Republic of Slovenia	246,155	269,853	210,509	199,224
- other EU members	200,914	271,464	194,599	253,346
- Republic of Serbia	579,333	898,531	4,482	3,913
- other non-EU members	371,634	456,043	113,926	129,944
- banks	413,926	578,552	413,926	578,552
- other issuers	24,642	31,781	24,642	31,781
Shares	26,467	22,285	303	269
National Resolution Fund	60,625	58,122	60,625	42,515
Treasury bills	301,838	310,748	-	94,517
- Republic of Slovenia	19,902	52,723	-	32,908
- other EU members	247,827	170,382	-	10,888
- other non-EU members	34,109	87,643	-	50,721
Commercial bills	26,022	21,824	-	-
Total	2,251,556	2,919,203	1,023,012	1,334,061
of these debt securities	2,164,464	2,838,796	962,084	1,291,277
of these equity securities	87,092	80,407	60,928	42,784
Allowance for impairment (note 5.14.b)	(7,329)	(15,876)	(2,448)	(8,799)
- quoted securities	1,997,126	2,612,330	962,084	1,291,277
of these debt instruments	1,992,263	2,593,533	962,084	1,291,277
of these equity instruments	4,863	18,797	-	-
- unquoted securities	254,430	306,873	60,928	42,784
of these debt instruments	172,201	245,263	-	-
of these equity instruments	82,229	61,610	60,928	42,784

As at 31 December 2023, the Bank does not have any exposure towards the Russia anymore. A Russian government bond in the nominal amount of USD 8,000 thousand that would otherwise...

Quality analysis for financial assets and contingent liabilities is disclosed in note 6.1.j) and movements in allowance for the impairment of debt securities in note 5.14.b).

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

of financial assets measured at fair value through other comprehensive income

in EUR thousands	NLB Group	NLB	2023	2022	2023	2022
					Debt securities	Equity securities	Debt securities	Equity securities	Debt securities	Equity securities	Debt securities	Equity securities
		Balance as at 1 January	2,838,796	80,407	3,395,261	66,599	1,291,277	42,784	1,541,042	44,709
Effects of translation of foreign operations to presentation currency	(293)	(34)	1,358	30	-	-	-	-
		Acquisition of subsidiary (note 5.12.e)	-	-	53,223	16,164	-	-	-	-
				Additions	1,446,746	-	1,699,839	-	59,345	-	290,245	-
						Derecognition	(2,249,943)	(82)	(2,141,377)	-	(479,962)	-	(414,666)	-
	Net interest income	38,624	-	38,471	-	9,163	-	10,846	-
				Exchange differences on monetary assets	1,901	-	3,104	-	(766)	-	4,484	-
Changes in fair values	88,633	6,801	(211,083)	(2,386)	49,410	2,284	(140,674)	(1,925)
			Merger of subsidiary (note 5.12.d)	-	-	-	-	33,617	15,860	-	-
					Balance as at 31 December	2,164,464	87,092	2,838,796	80,407	962,084	60,928	1,291,277	42,784

As at 31 December 2023, and as at 31 December 2022, NLB Group and NLB do not have any equity instruments measured at fair value through other comprehensive income obtained by taking possession of collateral in the statement of financial position (note 6.1.l).

Accumulated other comprehensive income related to financial assets measured at fair value through other comprehensive income

		in EUR thousands	NLB Group	NLB	2023	2022	2023	2022
				Debt securities	Equity securities	Debt securities	Equity securities	Debt securities	Equity securities	Debt securities	Equity securities
			Balance as at 1 January	(144,578)	1,332	7,481	3,257	(78,283)	(1,460)	12,365	99
Effects of translation of foreign operations to presentation currency		(31)	(5)	(12)	3	-	-	-	-
			Net gains/(losses) from changes in fair value	77,269	6,801	(168,581)	(2,386)	38,046	2,284	(98,172)	(1,925)
Gains/losses transferred to net profit on disposal (note 4.4.)		742	-	1,668	-	834	-	316	-
			Impairment (note 4.14.)	(7,054)	-	3,870	-	(5,058)	-	5,826	-
				Transfer of gains/losses to retained earnings	-	(63)	-	-	-	-	-	-
Deferred income tax (note 5.17.)	6,718	(1,054)	10,996	458	11,849	(434)	1,382	366
			Merger of subsidiary	-	-	-	-	(2,643)	(246)	-	-
				Balance as at 31 December	(66,934)	7,011	(144,578)	1,332	(35,255)	144	(78,283)	(1,460)

for hedging purposes

NLB Group entities measure exposure to interest rate risk using repricing gap analysis and by calculating the sensitivity of the statement of financial position and off-balance measure of risk in the management of securities in the banking book. NLB Group entities use interest rate swaps (IRS) to close open positions in an individual maturity bucket. Micro and macro cash flow hedges are also occasionally used, i.e. the swapping of a variable interest rate on a hedged item for a fixed interest rate. All fair value...

NLB Group

2023

2022

2023

	Fair value hedge from assets items	2,735	1,655	2,424
	Net effects from hedging instruments	(24,799)	89,894	(22,803)
- interest rate swap for micro hedge	(15,677)	57,981	(13,681)
- interest rate swap for macro hedge	(9,122)	31,913	(9,122)
	Net effects from hedged items	27,534	(88,239)	25,227
- loans measured at amortised cost - micro hedge	(3)	(57)	(3)
- bonds measured at amortised cost - micro hedge	2,684	(14,834)	2,684
- bonds measured at fair value through OCI - micro hedge	11,293	(42,499)	11,293
- loans measured at amortised cost - macro hedge	13,560	(30,849)	11,253

in EUR thousands

	NLB Group	2023	2022	NLB	2023	2022
Fair value hedge from liability items	1,164	-	1,164	-
Net effects from hedging instruments	6,505	-	6,505	-
- interest rate swap for micro hedge	6,505	-	6,505	-
Net effects from hedged items	(5,341)	-	(5,341)	-
- debt securities issued	(5,341)	-	(5,341)	-

In both years presented, all fair value hedges were effective, with actual results of the hedge ratio within a range of 80–125%, therefore, no discontinuation of the hedge accounting was required.

Designated for cash flow hedge accounting or for hedge of a net investment in a foreign operation. NLB Group applied a hedge of a net investment in a foreign operation in years 2011 and other comprehensive income (note 5.22.b). This gain will be included in the consolidated income statement when the foreign operation is disposed of as a part of the gain or loss on the disposal.

241 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm amounts of interest rate swaps

in EUR thousands
NLB Group	NLB	Fair value	Change in fair value of hedging instrument used for calculating hedge ineffectiveness
Notional amount	Fair value
Fair value hedge of assets items
31 Dec 2023	633,798	38,738	3,540	19,708
31 Dec 2022	644,132	59,362	2,124	90,439

in EUR thousands
NLB Group	NLB	Fair value	Change in fair value of hedging instrument used for calculating hedge ineffectiveness
Notional amount	Fair value
Fair value hedge of liability items
	31 Dec 2023	450,000	8,876	-	8,774
	31 Dec 2022	-	-	-	-

The hedging instrument is included in the statement of financial position in the line item Derivatives – hedge accounting.

242 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm fair value adjustments arising from the corresponding continuing hedge relationships.

The table below presents accumulated fair value adjustments arising from the corresponding continuing designation during presented in the same line of statement of financial position as a hedged item, except for macro fair value hedges. In such relationships, hedged items are presented in the adjustment is presented in a separate line item ‘Fair value changes of the hedged items in portfolio hedge of interest rate risk.’

in EUR thousands

Item	NLB Group 2023	NLB Group 2022	NLB 2023	NLB 2022
		Carrying amount of hedged items	Accumulated amount of FV adjustments on the hedged item	Carrying amount of hedged items	Accumulated amount of FV adjustments on the hedged item	Carrying amount of hedged items	Accumulated amount of FV adjustments on the hedged item
		Micro fair value hedges
			Fixed rate corporate loans measured at AC	-	-	573	3
Fixed rate bonds measured at AC	108,494	(4,349)	108,979	(6,721)
		Fixed rate bonds measured at FVOCI	242,347	(15,841)	261,879	(27,205)
	Fixed rate issued bonds	464,393	5,341	-	-
		Macro fair value hedges
			Fixed rate retail loans	267,908	(10,207)	153,594	(23,767)

The change in fair value of the hedge item used as the basis for recognising hedge ineffectiveness:

Item	NLB Group 2023	NLB Group 2022	NLB 2023	NLB 2022
Micro fair value hedges	3,591	57,201	3,591	57,201
Macro fair value hedges	10,577	31,122	8,540	31,122

d) IBOR reform

NLB Group continuously monitors the development of Benchmark Interest Rate Reform and is actively preparing for the changes imposed by the regulation. In 2018, NLB formed a special working group which deals with the preparation for the discontinuation of some important reference interest rates and reports on this to the NLB Group ALCO.

NLB Group no longer offers new products that would be tied to reference rates in termination. With regards to the reference rates, the NLB Group offers only products related to EURIBOR, which is not scheduled for discontinuation. Therefore, NLB Group’s attention in the past few years has been focused on the modification of new contractual relationships with customers in which EURIBOR occurs.

Due to the timely transition to the new hybrid EURIBOR methodology which meets the BMR requirements, EURIBOR can continue to be used in new and legacy fallback clauses into contractual documentation with the clients. In November 2019, the Euro risk-free rates (RFR) Working Group published high level recommendations for fallback provisions required in contracts subject to the EU Benchmark Regulation. The Bank already incorporated the generic fallback clause into all new EURIBOR (both retail and corporate) contracts.

Our mid-term activities are expected to undertake on the implementation of more precise fallback provisioning, based on line with the current market consensus on those fallbacks and intends to proceed with the activities for inclusion on EURIBOR fallbacks into all new EURIBOR-based contracts. In the next period, the exact timing depends on regulatory/market development and best practice.

NLB as a supervised entity, is required to comply with the Benchmark regulation and, as a user of benchmarks, to prepare for the event that a benchmark materially changes or ceases to be provided. NLB has prepared a plan, which sets out an inexhaustive/summary action list, and will continue to closely follow market developments regarding existing benchmarks.

LIBOR discontinuation: Since many LIBOR settings ceased to exist at the beginning of 2022, the Bank finished the process of winding-down the exposures in a most efficient manner. Group activities for implementation of LIBOR transition were as follows:

• Review of outstanding LIBOR referencing loans.
• Identification of alternative reference rate to be used for loans.
• Calculation of any economic difference between LIBORs and the selected alternative reference rates.
• Consideration of IT system accommodation with alternative reference rates.
• Documentation of the average maturity of derivatives on the NLB Group level and separately NLB d.d. sole in hedging relationships that will be affected by the IBOR reform, analysed on an interest rate basis.

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NLB Group Annual Report 2023

Interest Rate Swaps

in EUR thousands	2023	2022	Notional amount (in EUR thousands)	Weighted average maturity (years)	Notional amount (in EUR thousands)	Weighted average maturity (years)
NLB Group Interest rate swaps (assets)			EURIBOR (3 months)	318,509	8.94	280,981	10.01
			EURIBOR (6 months)	315,289	5.68	355,651	6.06
			USD LIBOR (6 months)	-	-	7,500	0.71
NLB Group Interest rate swaps (liabilities)			EURIBOR (3 months)	350,000	2.49	-	-
			EURIBOR (6 months)	100,000	2.49	-	-

As can be seen from the table, the majority of long-term derivatives in hedging relationships are exposed to EURIBOR, therefore, the uncertainty arising from interest rate benchmark reform derives mainly from derivatives with longer maturities, when a change of EURIBOR could be expected. As at 31 December 2023, derivatives with remaining maturity of five or more years amount to EUR 285,280 thousand (31 December 2022: EUR 295,580 thousand).

Assets Measured at Amortised Cost

Analysis by Type

in EUR thousands	NLB Group	31 Dec 2023	31 Dec 2022	NLB	31 Dec 2023	31 Dec 2022
Debt securities	2,522,229	1,917,615	1,966,169	1,597,448
Loans and advances to banks	547,640	222,965	149,011	350,625
Loans and advances to customers	13,734,601	13,072,986	7,148,283	6,054,413
Other financial assets	165,962	177,823	101,596	114,399
Total	16,970,432	15,391,389	9,365,059	8,116,885

The credit quality analysis for financial assets and contingent liabilities is disclosed in note 6.1.j).

a) Debt Securities

in EUR thousands	NLB Group	31 Dec 2023	31 Dec 2022	NLB	31 Dec 2023	31 Dec 2022
Governments	1,898,725		1,486,496		1,347,161		1,184,601
Companies	79,679		84,979		72,458		64,913
Banks	536,096		323,944	536,096	323,944
Financial organisations	13,251		25,980	13,251	25,980
Total	2,527,751		1,921,399		1,968,966		1,599,438

Allowance for impairment (note 5.14.b) (5,522) (3,784) (2,797) (1,990)

Total 2,522,229 1,917,615 1,966,169 1,597,448

b) Loans and Advances to Banks

in EUR thousands	NLB Group	31 Dec 2023	31 Dec 2022	NLB	31 Dec 2023	31 Dec 2022
Loans	623		782		119,914		127,717
Time deposits	249,765		118,241		25,865		221,271
Reverse sale and repurchase agreements	294,069		102,358		-	-
Purchased receivables	3,482		1,853	3,482	1,853
Total	547,939		223,234		149,261		350,841

Allowance for impairment (note 5.14.a) (299) (269) (250) (216)

Total 547,640 222,965 149,011 350,625

c) Loans and advances to customers

NLB Group	NLB
in EUR thousands	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Loans	13,117,311	12,626,259	6,946,199	5,873,443
Overdrafts	449,145	425,135	236,792	208,499
Finance lease receivables (note 5.11.b)	337,610	193,948	-	-
Credit card business	154,664	148,870	82,457	64,460
Called guarantees	4,498	2,772	2,403	1,423
Total	14,063,228	13,396,984	7,267,851	6,147,825
Allowance for impairment (note 5.14.a)	(328,627)	(323,998)	(119,568)	(93,412)
Total	13,734,601	13,072,986	7,148,283	6,054,413

Loans and advances to customers by sector

	NLB Group	NLB
in EUR thousands		31 Dec 2023		31 Dec 2022	31 Dec 2023	31 Dec 2022
Governments	386,291	303,443	118,220	124,736
Financial organisations	91,523	116,078	384,995	286,504
Companies	6,169,972	6,031,795	3,101,465	2,606,674
Individuals	7,086,815	6,621,670	3,543,603	3,036,499
Total		13,734,601		13,072,986	7,148,283	6,054,413

d) Other financial assets Analysis by type of other financial assets

	NLB Group	NLB
		31 Dec 2023		31 Dec 2022	31 Dec 2023
Receivables in the course of settlement and other temporary accounts			43,608			36,712	20,207
Credit card receivables			54,748			41,364	42,753
Debtors			9,265			8,516	2,013
Fees and commissions			9,734			8,737	2,924
Receivables to brokerage firms and others for the sale of securities and custody services			-			31,587	-
Accrued income			7,171			3,390	6,247
Prepayments			2,176			2,563	-
Other financial assets			50,065			53,988	29,066
Total			176,767			186,857	103,210

Allowance for impairment (note 5.14.a) (10,805) (9,034) (1,614)

Total 165,962 177,823 101,596

Receivables in the course of settlement are temporary balances which will be transferred to the appropriate item in the days following their occurrence. Other financial assets in the amount recognised in accordance with the ‘Act for Value Protection of Republic of Slovenia’s Capital Investment in Nova Ljubljanska banka d.d., Ljubljana’ (note 5.16.a). The remaining balance i assets by sector

Assets by sector

	NLB Group	NLB
in EUR thousands		31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Banks	51,020	38,362	19,779	11,918
Government	44,233	78,285	25,756	55,708
Financial organisations	30,715	23,644	23,554	17,578
Companies	5,062	6,368	723	670
Individuals	34,932	31,164	31,784	28,525
Total	165,962	177,823	101,596	114,399

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

called non-financial guarantees

5.7. Non-current assets held for sale

The line item ‘Non-current assets held for sale’ includes business premises and assets received as collateral that are in the process of being sold. As at 31 December 2023, the value of assets received by taking possession of collateral and included in non-current assets held for sale by NLB Group amounted to EUR 474 thousand (31 December 2022: EUR 651 thousand). As at 31 December 2023, and as at 31 December 2022, NLB did not have any non-current assets obtained by taking possession of collateral and included in non-current assets held for sale (note 6.1.l).

Analysis of movements of non-current assets held for sale

in EUR thousands	NLB Group	NLB
		2023	2022	2023	2022
Balance as at 1 January	15,436		7,051			4,235		4,089
							Effects of translation of foreign operations to presentation currency	11	9	-	-
Transfer from/(to) property and equipment (note 5.8.)	584		8,226	584				617
Disposals		(10,861)	(637)			(655)		(532)
Valuation	(321)		787			(116)	61
Balance as at 31 December	4,849		15,436			4,048		4,235

5.8. Property and equipment

a) Analysis by type

		in EUR thousands	NLB Group	NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Own property and equipment	249,920	228,944	80,240	75,262
Right-of-use assets (note 5.11.)	28,114	22,372	5,730	3,330
Total	278,034	251,316	85,970	78,592

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in EUR thousands

NLB Group

			Land & Buildings	Computers	Other equipment	Total	for own use in operating lease
Land & Buildings	Computers	Other equipment	Total
		Cost
			Balance as at 1 January 2023	347,252	84,875	95,075	9,304	536,506	195,685	42,180	43,783	3,722	285,370
Effects of translation of foreign operations		(68)	(20)	(3)	-	(91)	-	-	-	-	-
			Additions	16,827	14,104	15,217	7,604	53,752	3,527	4,737	2,829	482	11,575
Disposals	(5,519)	(4,969)	(5,627)	(1,904)	(18,019)	-	(1,357)	(2,403)	(2)	(3,762)
			Transfer to/from investment property (note 5.9.)	86	-	-	-	86	-	-	-	-	-
Transfer to/from non-current assets held for sale (note 5.7.)	(1,051)	-	-	-	(1,051)	(1,051)	-	-	(1,051)
		Merger of subsidiary (note 5.12.d)	-	-	-	-	-	3,919	992	657	-	5,568
			Disposal of subsidiaries (note 5.12.b), c)	-	(22)	(50)	-	(72)	-	-	-	-	-
	Balance as at 31 December 2023	357,527	93,968	104,612	15,004	571,111	202,080	46,552	44,866	4,202	297,700
			Depreciation and impairment
Balance as at 1 January 2023	177,896	53,340	72,310	4,016	307,562	138,264	29,619	38,891	3,334	210,108
			Effects of translation of foreign operations	(10)	(3)	11	-	(2)	-	-	-	-	-
Disposals	(914)	(4,615)	(4,845)	(335)	(10,709)	-	(1,350)	(2,359)	(2)	(3,711)
			Depreciation (note 4.11.)	6,782	10,123	6,412	1,515	24,832	3,750	4,635	1,884	239	10,508
Impairment (note 4.14.)	47	-	-	-	47	-	-	-	-	-
		Transfer to/from non-current assets held for sale (note 5.7.)	(467)	-	-	-	(467)	(467)	-	-	(467)
			Merger of subsidiary (note 5.12.d)	-	-	-	-	-	233	515	274	-	1,022
			Disposal of subsidiaries (note 5.12.b), c)	-	(22)	(50)	-	(72)	-	-	-	-	-
		Balance as at 31 December 2023	183,334	58,823	73,838	5,196	321,191	141,780	33,419	38,690	3,571	217,460
			Net carrying value
	Balance as at 31 December 2023	174,193	35,145	30,774	9,808	249,920	60,300	13,133	6,176	631	80,240
			Balance as at 1 January 2023	169,356	31,535	22,765	5,288	228,944	57,421	12,561	4,892	388	75,262

As at 31 December 2023, the value of assets received by taking possession of collateral and included in property and equipment by NLB Group amounted to EUR 11,641 thousand (31 December 2022: EUR 11,962 thousand). As at 31 December 2023 and as at 31 December 2022, NLB did not have any assets received by taking possession of collateral and included in property and equipment (note 6.1.l).

248 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment property

in EUR thousands	NLB Group	NLB
		Buildings	Land &	Computers	Other equipment	Total	Buildings	Land &	Computers	Other equipment	Total
		Cost		Balance as at 1 January 2022	346,858	80,131	94,729	5,609	527,327	195,852	43,899	46,143	3,519	289,413
	Effects of translation of foreign operations to presentation currency	39	13	3	-	55	-	-	-	-
				Acquisition of subsidiary (note 5.12. e), f)	4,552	818	1,154	-	6,524	-	-	-	-
					Additions	8,118	13,508	10,767	4,262	36,655	1,448	3,072	1,420	271	6,211
	Disposals	(1,242)	(9,595)	(11,550)	(567)	(22,954)	-	(4,791)	(3,780)	(68)	(8,639)
				Impairment (note 4.14.)	79	-	-	-	79	-	-	-	-
	Transfer to/from investment property (note 5.9.)	(1,358)	-	(28)	-	(1,386)	-	-	-	-
			Transfer to/from non-current assets held for sale (note 5.7.)	(9,794)	-	-	-	(9,794)	(1,615)	-	-	(1,615)
	Balance as at 31 December 2022	347,252	84,875	95,075	9,304	536,506	195,685	42,180	43,783	3,722	285,370
			Depreciation and impairment	Balance as at 1 January 2022	172,160	53,833	74,415	3,326	303,734	135,514	30,087	37,782	3,125	206,508
		Effects of translation of foreign operations to presentation currency		(3)	7	4	-	8	-	-	-	-
				Disposals	(1,109)	(9,608)	(8,084)	(134)	(18,935)	-	(4,713)	(904)	(45)	(5,662)
	Depreciation (note 4.11.)	7,030	9,108	5,979	824	22,941	3,748	4,245	2,013	254	10,260
				Impairment (note 4.14.)	1,699	-	-	-	1,699	-	-	-	-
					Transfer to/from investment property (note 5.9.)	(313)	-	(4)	-	(317)	-	-	-	-
		Transfer to/from non-current assets held for sale (note 5.7.)		(1,568)	-	-	-	(1,568)	(998)	-	-	(998)
					Balance as at 31 December 2022	177,896	53,340	72,310	4,016	307,562	138,264	29,619	38,891	3,334	210,108
	Net carrying value			Balance as at 31 December 2022	169,356	31,535	22,765	5,288	228,944	57,421	12,561	4,892	388	75,262
	Balance as at 1 January 2022	174,698	26,298	20,314	2,283	223,593	60,338	13,812	8,361	394	82,905

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in EUR thousands

NLB Group	NLB	2023	2022
Balance as at 1 January	35,639	47,624	6,753	9,181
Effects of translation of foreign operations to presentation currency	(14)	22	-	-
Acquisition of subsidiaries (note 5.12.e), f)	-	766	-	-
Additions	-	70	-	-
Disposals	(3,392)	(17,004)	(79)	(2,512)
Transfer from/(to) property and equipment (note 5.8.)	(86)	1,069	-	-
Transfer from/(to) other assets	86	-	-	-
Net valuation to fair value (note 4.8.)	(1,117)	3,092	182	84
Merger of subsidiary (note 5.12.d)	-	-	784	-
Balance as at 31 December	31,116	35,639	7,640	6,753

As at 31 December 2023, the value of assets received by taking possession of collateral and included in investment property by NLB Group amounted to EUR 21,253 thousand (31 December 2022: EUR 25,326 thousand), and in NLB amounted to EUR 2,263 thousand (31 December 2022: EUR 1,901 thousand) (note 6.1.l).

Operating expenses arising from investment properties:

	NLB Group	NLB	2023	2022
Leased to others	1,986	2,496	373	355
Not leased to others	459	564	298	300
Total	2,445	3,060	671	655

250 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm assets

5.11. Leases

a) NLB Group as a lessee

in EUR thousands	NLB Group	NLB
Software licenses	Cost
Balance as at 1 January 2023	259,684	13,227
32,336	305,247	207,769
Effects of translation of foreign operations to presentation currency	(25)	(13)
-	(38)	-
Merger of subsidiary (note 5.12.d)	-	-
-	-	979
Additions	20,697	-
-	20,697	13,797
Disposals	(4)	-
-	(4)	-
Write-offs	(7,740)	-
-	(7,740)	(4,366)
Disposal of subsidiary (note 5.12.b)	(167)	-
-	(167)	-
Balance as at 31 December 2023	272,445	13,214
32,336	317,995	218,179
Amortisation and impairment	Balance as at 1 January 2023	210,821
7,384	28,807	247,012
177,344	Effects of translation of foreign operations to presentation currency	(16)
(13)	-	(29)
Merger of subsidiary (note 5.12.d)	-	-
-	-	294
Disposals	(4)	-
-	(4)	-
Amortisation (note 4.11.)	14,037	2,365
-	16,402	7,528
Write-offs	(7,336)	-
-	(7,336)	(4,366)
Disposal of subsidiary (note 5.12.b)	(167)	-
-	(167)	-
Balance as at 31 December 2023	217,335	9,736
28,807	255,878	180,800
Net carrying value	Balance as at 31 December 2023	55,110
3,478	3,529	62,117
37,379	Balance as at 1 January 2023	48,863
5,843	3,529	58,235
30,425	Other intangible assets represent additionally identified intangible assets in a business combination, namely core deposits and trade name.

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Right-of-use assets

	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Land and buildings	24,541	19,567	2,794	2,241
Vehicles	92	130	2,681	1,089
Computers	395	-	255	-
Furniture and equipment	3,086	2,675	-	-
Total	28,114	22,372	5,730	3,330

Lease liabilities: 28,944 (2023), 23,840 (2022), 5,793 (2023), 3,349 (2022).

In the statement of financial position, right-of-use assets are included in the line item ‘Property and equipment’ and lease liabilities are included in the line item ‘Other financial liabilities.’ Additions to the right-of-use assets during 2023 in NLB Group amounted to EUR 19,149 thousand (2022: EUR 6,411 thousand), and in NLB EUR 4,656 thousand of which EUR 500 thousand from N Banka merger (2022: EUR 1,751 thousand).

Statement shows the following amounts relating to leases:

	NLB Group		NLB
	2023	2022	2023	2022
Depreciation of right-of-use assets (note 4.11.)	6,519	7,092	692	511
Vehicles	160	276	705	448
Computers	61	-	24	-
Furniture and equipment	1,258	1,324	-	13
Total	7,998	8,692	1,421	972

NLB Group

	2023	2022
Interest expenses on lease liabilities (note 4.1.)	(728)	(431)
Expenses relating to short-term leases (included in administrative expenses)	(1,554)	(855)
Expenses relating to leases of low-value assets that are not shown above as short-term leases (included in administrative expenses)	(1,237)	(1,129)
Income from sub-leasing right-of-use assets (included in other operating income)	140	77

The total cash outflow for leases in 2023 in NLB Group was EUR 8,242 thousand (2022: EUR 8,547 thousand), and in NLB EUR 1,386 thousand (2022: EUR 1,001 thousand). NLB Group lease contracts for offices and branches generally have lease terms between 5 to 20 years, while some contracts are made for indefinite periods. Contracts for indefinite periods are included in the maturity analysis of lease liabilities.

NLB Group

Lease Liabilities

	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Up to 1 Month	448	3,440	149	82
1 Month to 3 Months	446	431	258	155
3 Months to 1 Year	2,125	2,913	1,187	664
1 Year to 5 Years	15,693	16,300	3,592	2,056
Over 5 Years	10,232	756	607	392
Total	28,944	23,840	5,793	3,349

The increase in lease liabilities in the NLB Group in 2023 arising from the newly concluded long-term lease contracts for business premises. NLB Group as a lessor Finance and operating leases represent the majority of agreements in which NLB Group acts as a lessor. Most of the lease agreements entered into by NLB Group as lessor contracts are finance lease agreements. Most have lease terms between 2 and 10 years. Some contracts are made for an indefinite period. Finance leases Loans and advances to customers in NLB Group include finance lease receivables undiscounted lease payments to be received after the reporting date.

Undiscounted Lease Receivables

NLB Group	2023	2022
Less than 1 year	115,449	70,629
1 to 2 years	89,047	46,515
2 to 3 years	76,876	39,899
3 to 4 years	62,091	29,423
4 to 5 years	31,172	17,422
More than 5 years	20,787	13,878
Total undiscounted lease receivable	395,422	217,766
Unearned finance income	(57,812)	(23,818)
Net investment in the lease	337,610	193,948

During 2023, NLB Group recognised interest income on lease receivables in the amount of EUR 18,959 thousand (2022: EUR 6,607 thousand).

Maturity Analysis of Lease Receivables

	NLB Group	2023	2022	2023	2022
Less than 1 year	4,991	2,580	300	345
1 to 2 years	2,920	1,657	297	343
2 to 3 years	1,678	1,028	271	340
3 to 4 years	1,434	694	254	315
4 to 5 years	1,013	488	189	315
More than 5 years	689	1,314	592	1,224
Total	12,725	7,761	1,903	2,882

NLB Group realised rental income arising from: investment properties in the amount of EUR 1,755 thousand (2022: EUR 2,912 thousand); and movable property in the amount of EUR 2, investment properties in the amount of EUR 359 thousand (2022: EUR 459 thousand); and movable property in the amount of EUR 485 thousand (2022: EUR 475 thousand) (note 4.8.).

Investments in Subsidiaries, Associates and Joint Ventures

a) Analysis by Type of Investment in Subsidiaries

	31 Dec 2023	31 Dec 2022
Banks	901,765	813,362
Other financial organisations	30,407	32,126
Enterprises	43,585	58,552
Total	975,757	904,040

Data of subsidiaries as included in the consolidated financial statements of NLB Group as at 31 December 2023:

NLB Group Annual Report 2023

Nature of Business

Country of Incorporation	Equity as at 31 Dec 2023 (in EUR thousands)	Profit/(loss) for 2023 (in EUR thousands)	NLB Group Shareholding (in %)	Voting rights (in %)	Shareholding (in %)	Voting rights (in %)
NLB Banka a.d., Skopje	279,987	44,517	86.97	86.97	86.97	86.97
NLB Banka a.d., Podgorica	120,390	26,658	99.87	99.87	99.87	99.87
NLB Banka a.d., Banja Luka	107,270	24,269	99.85	99.85	99.85	99.85
NLB Banka sh.a., Prishtina	149,669	35,968	82.38	82.38	82.38	82.38
NLB Banka d.d., Sarajevo	95,980	12,819	97.34	97.35	97.34	97.35
NLB Komercijalna banka a.d. Beograd	827,575	132,313	100	100	100	100
KomBank Invest a.d. Beograd	769	(1,201)	100	100	-	-
NLB Skladi d.o.o., Ljubljana	13,707	9,498	100	100	100	100
NLB Lease\&Go, leasing, d.o.o., Ljubljana	21,251	1,664	100	100	100	100
NLB Lease\&Go, d.o.o. Skopje	1,493	(605)	100	100	-	-
NLB Lease\&Go leasing d.o.o. Beograd	7,115	(736)	99.64	99.64	-	-
NLB Zavod za upravljanje kulturne dediščine, Ljubljana	3,500	86	100	100	100	100
NLB DigIT d.o.o., Beograd	2,569	204	100	100	100	100
NLB Leasing d.o.o., Ljubljana - v likvidaciji	2,021	1,487	100	100	-	-
NLB Crna Gora d.o.o., Podgorica	3,643	348	100	100	100	100
NLB InterFinanz AG, Zürich in Liquidation	9,762	(2,321)	100	100	100	100
NLB InterFinanz d.o.o., Beograd	3	1	100	100	-	-
LHB AG, Frankfurt	684	(402)	100	100	100	100
REAM d.o.o., Podgorica	2,156	389	100	100	100	100
REAM d.o.o., Beograd - Novi Beograd	2,042	(576)	100	100	100	100
S-REAM d.o.o., Ljubljana	22,452	(384)	100	100	100	100
PRO-REM d.o.o., Ljubljana - v likvidaciji	20,447	635	100	100	-	-
OL Nekretnine d.o.o., Zagreb - u likvidaciji	1,153	(314)	100	100	-	-
NLB Srbija d.o.o., Beograd	18,252	(603)	100	100	100	100
Privatinvest d.o.o., Ljubljana	110	(11)	100	100	100	100

*100% ownership of NLB Lease&Go, leasing, d.o.o., Ljubljana.

**51% ownership of NLB Lease&Go, leasing, d.o.o., Ljubljana and 49% ownership of NLB Banka a.d., Skopje.

***50.73% ownership of NLB Lease&Go, leasing, d.o.o., Ljubljana and 48.91% NLB Komercijalna banka a.d. Beograd.

Data of subsidiaries as included in the consolidated financial statements of NLB Group as at 31 December 2022

Nature of Business	Country of Incorporation	Equity as at 31 Dec 2022 (in EUR thousands)	Profit/(loss) for 2022 (in EUR thousands)	NLB Group Shareholding (in %)	Voting rights (in %)	Shareholding (in %)	Voting rights (in %)
NLB Banka a.d., Skopje	Banking	265,844	37,874	86.97	86.97	86.97	86.97
NLB Banka a.d., Podgorica	Banking	106,937	16,613	99.87	99.87	99.87	99.87
NLB Banka a.d., Banja Luka	Banking	96,237	19,281	99.85	99.85	99.85	99.85
NLB Banka sh.a., Prishtina	Banking	113,844	32,402	82.38	82.38	82.38	82.38
NLB Banka d.d., Sarajevo	Banking	90,608	11,436	97.34	97.35	97.34	97.35
NLB Komercijalna banka a.d. Beograd	Banking	737,972	66,014	100	100	100	100
KomBank Invest a.d. Beograd	Finance	1,203	(148)	100	100	-	-
N Banka d.d., Ljubljana	Banking	186,423	11,085	100	100	100	100
Privatinvest d.o.o., Ljubljana	Real estate	123	(99)	100	100	-	-
NLB Skladi d.o.o., Ljubljana	Finance	12,598	8,404	100	100	100	100
NLB Lease\&Go, leasing, d.o.o., Ljubljana	Finance	19,578	810	100	100	100	100
NLB Lease\&Go, d.o.o. Skopje	Finance	529	(68)	100	100	-	-
NLB Lease\&Go leasing d.o.o. Beograd	Finance	766	(390)	95.20	95.20	-	-
NLB Zavod za upravljanje kulturne dediščine, Ljubljana	Cultural heritage management	3,414	2,601	100	100	100	100
NLB DigIT d.o.o., Beograd	IT services	2,368	(36)	100	100	100	100
Non-core members
NLB Leasing d.o.o., Ljubljana - v likvidaciji	Finance	16,936	366	100	100	-	-
Optima Leasing d.o.o., Zagreb - „u likvidaciji“	Finance	821	(434)	100	100	-	-
NLB Leasing d.o.o., Beograd - u likvidaciji	Finance	5,899	(91)	100	100	100	100
NLB Crna Gora d.o.o., Podgorica	Finance	3,295	165	100	100	100	100
NLB InterFinanz AG, Zürich in Liquidation	Finance	10,029	(2,213)	100	100	100	100
NLB InterFinanz d.o.o., Beograd	Finance	4	1	100	100	-	-
LHB AG, Frankfurt	Finance	1,086	(646)	100	100	100	100
Tara Hotel d.o.o., Budva	Real estate	13,546	(3,255)	100	100	12.71	12.71
REAM d.o.o., Podgorica	Real estate	1,767	71	100	100	100	100
REAM d.o.o., Beograd - Novi Beograd	Real estate	1,758	(90)	100	100	100	100
SPV 2 d.o.o., Beograd - Novi Beograd	Real estate	867	35	100	100	100	100
S-REAM d.o.o., Ljubljana	Real estate	23,141	(184)	100	100	100	100
REAM d.o.o., Zagreb	Real estate	994	66	100	100	-	-
PRO-REM d.o.o., Ljubljana - v likvidaciji	Real estate	19,974	162	100	100	-	-
OL Nekretnine d.o.o., Zagreb - u likvidaciji	Real estate	1,467	153	100	100	-	-
NLB Srbija d.o.o., Beograd	Real estate	31,591	(709)	100	100	100	100

*100% ownership of NLB Lease&Go, leasing, d.o.o., Ljubljana.

**51% ownership of NLB Lease&Go, leasing, d.o.o., Ljubljana and 49% ownership of NLB Banka a.d., Skopje.

Changes in ownership interest in the subsidiaries of NLB Group in 2023 and 2022 are presented in note 3.

Subsidiaries with significant non-controlling interests, before intercompany eliminations:

NLB Banka, Skopje	NLB Banka, Prishtina
			2023	2022	2023
Non-controlling interest in equity in %		13.03	13.03				17.62
Non-controlling interest‘s voting rights in %		13.03	13.03				17.62
Income statement and statement of comprehensive income
Revenues		111,640			94,624		68,468
Profit/(loss) for the year		44,517			37,874		35,968
Attributable to non-controlling interest		5,801			4,935		6,339
Other comprehensive income		3,363			(5,071)		(141)
Total comprehensive income		47,880			32,803		35,827
Attributable to non-controlling interest		6,239			4,274		6,314
Paid dividends to non-controlling interest		4,391			1,332	-

---

Statement of financial position

Current assets	867,333	826,723	716,000
Non-current assets	1,034,922	1,020,798	513,757
Current liabilities	1,393,480	1,404,491	856,340
Non-current liabilities	228,788	177,186	223,748
Equity	279,987	265,844	149,669
Attributable to non-controlling interest	36,482	34,639	26,376

2023, NLB Group sold its subsidiary Optima Leasing d.o.o., Zagreb – u likvidaciji. The assets and liabilities derecognised from NLB Group financial statements as a result of disposal are as follows:

	in EUR thousands
Cash, cash balances at central banks and other demand deposits at banks	713
Financial assets measured at amortised cost	- other financial assets	4
Other assets	104
Total assets	821
Provisions	30
Other liabilities	22
Total liabilities	52
Net assets of subsidiary	769
Total disposal consideration	470
Cash and cash equivalents in subsidiary sold	(713)
Cash outflow on disposal	(243)
Consideration for disposal of the subsidiary	470
Carrying amount of net assets disposed of	769
Loss from disposal of subsidiary in consolidated financial statements	(299)

At sale of subsidiary Optima Leasing d.o.o., Zagreb – u likvidaciji, NLB Group realised a loss in the amount of EUR 299 thousand.

c) Disposal of subsidiary Tara Hotel d.o.o., Budva In M derecognised from NLB Group financial statements as a result of disposal are as follows:

	in EUR thousands
Cash, cash balances at central banks and other demand deposits at banks	2
Financial assets measured at amortised cost	- other financial assets	19
Other assets	13,938
Total assets	13,959
Financial liabilities measured at amortised cost	- borrowings from banks and central banks	178

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Financial Overview

Liabilities

Other financial liabilities	20
Deferred income tax liabilities	193
Other liabilities	82
Total liabilities	473

Disposal of Subsidiary

Net assets of subsidiary	13,486
Total disposal consideration	13,019
Cash inflow on disposal	13,019
Consideration for disposal of the subsidiary	13,019
Carrying amount of net assets disposed of	13,486
Loss from disposal of subsidiary in consolidated financial statements	(467)

At sale of Tara Hotel d.o.o., Budva NLB Group realised a loss in the amount of EUR 467 thousand and NLB in the amount of EUR 105 thousand.

Merger of N Banka d.d. with NLB d.d.

On 1 September 2023, with entry of the merger in the Register of Companies, the process of legal merger of N Banka d.d. with NLB d.d. was closed. As at the date universal legal successor, took over all of its rights and obligations. Merger was accounted for using merger accounting principles, due to the fact that such a merger is considered to be a business combination.

The following accounting policy was applied:

• As of 1 September 2023 all assets, liabilities and off-balance sheet items of N Banka were recognised as they were reported for the purposes of NLB Group.
• As of 1 September 2023 all income and expenses of N Banka were recognised as they were reported for the purposes of NLB Group; only income and expenses from 1 September 2023 onwards were recognised in the income statement of merged bank.

As at the day of the merger, NLB also took over control of the company of repossessed real estate. N Banka also had an investment in Bankart d.o.o., Ljubljana, which was on the day of the merger transferred to NLB.

Statement of Financial Position

Items of the statement of financial position	in EUR thousands
Cash, cash balances at central banks and other demand deposits at banks	118,158
Financial assets measured at fair value through other comprehensive income	49,477
Financial assets measured at amortised cost
- debt securities	13,044
- loans and advances to banks	3
- loans and advances to customers	765,552
- other financial assets	2,664
Investments in associates and joint ventures	134
Tangible assets
Property and equipment	4,884
- own property and equipment	4,546
- right-of-use assets	338
Investment property	784
Intangible assets	685
Deferred income tax assets	2,426
Other assets	68
Total assets	957,879

Financial Liabilities

Financial liabilities held for trading	189
Financial liabilities measured at amortised cost
- deposits from banks and central banks	131,070
- borrowings from banks and central banks	40,084
- due to customers	574,747
- other financial liabilities	2,193
Provisions	7,881
Current income tax liabilities	1,026
Other liabilities	943
Total liabilities	758,133
Equity	199,746
Total liabilities and equity	957,879

Off-Balance Sheet Liabilities

As a result of the merger, NLB’s off-balance sheet liabilities increased by EUR 200,933 thousand:

Guarantees	108,673
Commitments to extend credit	92,260
Total	200,933

Income Statement

Items of the N Banka income statement for the period 1 January - 31 August 2023 as they were reported for the purposes of NLB Group financial statements:

NLB Group Annual Report 2023

Overview

Key Highlights

Net interest income	27,822
Net fee and commission income	6,016
Profit for the year	13,389

Business Report

On the level of the European Central Bank and the Single Resolution Board, a decision was made on 28 February 2022 to suspend the business operations of the same time, a transitional period or short-term moratorium was adopted, during which a solution for the Slovenian subsidiary, Sberbank banka d.d., was found with the aim to ensure the continuity of operations in a way that all shares are transferred from the shareholders to the transferee.

In the process of finding a new owner of Sberbank banka d.d., Ljubljana, a sale agreement was concluded in 2022. At the date of acquisition, the acquired bank had one 100% owned subsidiary, company Privatinvest d.o.o., whose assets consist only of repossessed real estate. It also had an investment accounted for as a financial asset measured at fair value through other comprehensive income, while on the level of NLB Group it is an associate.

In April 2022, Sberbank banka d.d. was acquired for EUR 5,109 thousand and was fully paid in cash. There are no contingent consideration arrangements. At the acquisition date, cash in acquired entities amounted to EUR 265,062 thousand (statement of cash flows within payments from investing activities).

The assets and liabilities recognised as a result of the acquisition are as follows:

in EUR thousands
Cash, cash balances at central banks and other demand deposits at banks	265,062
Financial assets held for trading	4,788
Non-trading financial assets mandatorily at fair value through profit or loss	332
Financial assets measured at fair value through other comprehensive income	69,387
Financial assets measured at amortised cost
- debt securities	12,819
- loans and advances to banks	2,489
- loans and advances to customers	1,148,615
- other financial assets	3,465
Investments in associates and joint ventures	11
Tangible assets
Property and equipment	10,905
- own property and equipment (note 5.8.b)	6,387
- right-of-use assets	4,518
Investment property	464
Intangible assets	1,424
Current income tax assets	46
Deferred income tax assets	4,481
Other assets	2,169
Total assets	1,526,457
Financial liabilities held for trading	4,698
Financial liabilities measured at amortised cost
- deposits from banks and central banks	24,937
- borrowings from banks and central banks	190,008
- due to customers	1,072,411
- other financial liabilities	30,155
Provisions	21,896
Current income tax liabilities	2,249
Other liabilities	2,184
Total liabilities	1,348,538
Net identifiable assets acquired	177,919
Consideration given	5,109
Gain from bargain purchase	172,810

NLB owns 100% of N Banka, therefore no non-controlling interests were recognised as a result of acquisition. The acquisition of N Banka resulted in a gain from a bargain purchase in the amount of the item ‘Gain from bargain purchase.’ Current market conditions, when banks are generally valued below their net book values, usually result in recognition of a gain from a bargain purchase transaction, since the bank was acquired in the process of resolution. Gain from bargain purchase is not taxable.

NLB Group Annual Report 2023

Overview

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment

the acquisition, NLB Group’s off-balance sheet liabilities increased by EUR 277,772 thousand:

in EUR thousands
Guarantees	136,309
- financial	41,615
- non-financial	94,694
Commitments to extend credit	138,749
Letters of credit	2,714
Total	277,772

Since the bank was acquired within a very short timeframe in the process of resolution, acquisition-related costs were immaterial. NLB obtained all the necessary information for measuring.

Valuation Techniques

The valuation techniques used for measuring the fair value of material assets and liabilities acquired were as follows:

Assets acquired

Performing loans

Discounted cash flow approach: Since these are performing loans, it was assumed that they would be repaid by future cash flows in accordance with amortisation schedules. Credit risk was considered for loans which are classified in Stage 2 in N Banka individual financial statements, by reducing future cash flows accordingly. Also, prepayment risk was estimated for consumer and mortgage loans. The discount rates used for fair value measurement of loans were based on the publicly available interest rates published by Bank of Slovenia, that represent market rates and are thus considered the most appropriate. Discount rates differ based on product type, client segment, maturity and currency.

Non-performing loans

Discounted cash flow approach: Since these are non-performing loans, it could generally not be assumed that they would be repaid with cash flows from client’s regular business. Instead, gone concern principle was used, taking into account liquidation value of collateral as expected cash flows. Appropriate haircuts for age of valuations, type of collateral, type of location, and type of real estate were used to estimate the liquidation value of collateral, which was then discounted for a period of 4 years, with the required yield of 15%.

Debt securities

For debt securities classified in Level 1 of fair value hierarchy, fair values were determined by an observable market price in an active market for an identical asset. For valuing debt securities in Level 2, income approach was used, based on the estimation of future cash flows discounted to the present value. The input parameters used in the income approach were the risk-free yield curve and the spread over the yield curve (credit, liquidity, country).

Real estate

Three approaches were used for estimating the value of real estate - the income capitalisation approach, the sale comparison approach and the residual land value approach. Each views the valuation from different perspectives and considers data from different market sources. The most suitable approach depends on the characteristics and use of individual real estate.

The income capitalization approach:

Values property by the amount of income - cash flow that it can potentially generate. The value of the property is derived by converting the expected income generated from a property into a present value estimate using market capitalization rate. This method is commonly used for valuing income-generating properties.

The sale comparison approach:

Values property by comparing similar properties that have been sold recently. This approach is sometimes referred to as the ‘direct sales comparison approach.’ The reliability of an indication found by this method depends on the quality of comparable data found.

in the marketplace and application of adequate adjustments for individually appraised real estate. When sale transactions are not available, the direct sales comparison approach is not applicable.

Residual land value approach

is a method for calculating the value of development land. It is performed by subtracting from the total value of a development project, all costs associated with the development project, including profit but excluding the cost of the land. It is applicable only for development/ construction land.

Liabilities acquired Valuation technique

Discounted cash flow approach

Aggregated future cash flows were discounted by applying market interest rates for term deposits. As a discount rate, average market rates on the deposits, published by Bank of Slovenia, were used.

The fair value of acquired loans and advances to customers is EUR 1,148,615 thousand, of which EUR 1,127,261 thousand relates to performing portfolio and EUR 21,354 thousand to non-performing portfolio. The latter was recognised as purchased or originated credit-impaired financial assets (POCI). The gross contractual amount for performing loans and advances to customers is EUR 1,135,072 thousand and for this exposure 12-month expected credit losses in the amount of EUR 8,552 thousand were recognised through the income statement. The gross contractual amount for non-performing loans and advances to customers is EUR 49,641 thousand, and it is expected that approximately EUR 23 million of the contractual cash flows will not be collected. Immediately after acquisition, 12-month expected credit losses for Stage 1 financial assets in the amount of EUR 8,900 thousand and attributable deferred taxes in the amount of EUR 1,691 thousand were recognised. Additionally, EUR 39,657 thousand of revenue, EUR 18,294 thousand of gain after tax, and EUR 2,650 thousand of other comprehensive loss were recognised in NLB Group financial statements since the acquisition date. Had the acquisition occurred on 1 January 2022, management estimates that the consolidated revenue (excluding gain from bargain purchase) would have been approximately EUR 960 million, and the consolidated profit for the year (excluding gain from bargain purchase) approximately EUR 265 million. The exact result is difficult to determine due to the changed circumstances during the year, especially the impact of the war in Ukraine.

NLB Lease&Go leasing d.o.o. Beograd

In November 2022, NLB Lease&Go, leasing, d.o.o., Ljubljana became an owner of 95.20% of financial company Zastava Istrabenz Lizing, d.o.o., Lease&Go leasing d.o.o. Beograd. The purchase price for the company was EUR 1,036 thousand and was fully paid in cash. There are no contingent consideration arrangements. At the acquisition date, cash amounted to EUR 919 thousand (included in the statement of cash flows within payments from investing activities).

in EUR thousands
Cash, cash balances at central banks and other demand deposits at banks	117
Financial assets measured at amortised cost
- loans and advances to banks	171
- loans and advances to customers	913
- other financial assets	5
Tangible assets
Property and equipment	137
- own property and equipment (note 5.8.b)	137
Investment property	302
Intangible assets	20
Current income tax assets	5
Other assets	2
Total assets	1,672
Financial liabilities measured at amortised cost
- borrowings from other customers	490
- other financial liabilities	7
Provisions	7
Other liabilities	8
Total liabilities	512
Net identifiable assets acquired (100%)	1,160
Less: non-controlling interests	56
Net assets acquired (NLB Group share)	1,104
Consideration given	1,036
Gain from bargain purchase	68

NLB Group recognises non-controlling interests in NLB Lease&Go leasing d.o.o. Beograd at the non-controlling interest’s proportionate share of the acquired entity’s net identifiable assets. Gain from bargain purchase in the amount of EUR 68 thousand, which is recognised in the income statement under the line item ‘Gain from bargain purchase.’ Gain from bargain purchase is not taxable.

NLB Group

in EUR

	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec
Carrying amount of the NLB Group‘s interest	12,519	11,677	4,293	4,282
Other financial organisations
Enterprises	-	-	530	289
Total	12,519	11,677	4,823	4,571

NLB Group’s associates

2023

Nature of Business	Incorporation Country of	Shareholding	Voting rights
Bankart d.o.o., Ljubljana	Slovenia	46.03	46.03
ARG - Nepremičnine d.o.o., Horjul	Slovenia	75.00	75.00

2022

Nature of Business	Country of Incorporation	Shareholding	Voting rights
Bankart d.o.o., Ljubljana	Slovenia	46.03	46.03
ARG - Nepremičnine d.o.o., Horjul	Slovenia	75.00	75.00

By contractual agreement between the shareholders, NLB does not control ARG-Nepremičnine, Horjul, but does have a significant influence. Therefore, the entity is accounted as an associate.

Statements of NLB Group:

in EUR thousands

	2023	2022
Carrying amount of the NLB Group‘s interest	12,519	11,677
NLB Group‘s share of:
- Profit for the year	1,072	781
- Other comprehensive income	45	121
- Total comprehensive income	1,117	902

NLB Group’s interest in an associate was in previous years reduced to zero, consequently NLB Group did not recognise a share of profit in the amount of EUR 347 thousand in 2023 (2022: December 2023 amounted to EUR 1,742 thousand (31 December 2022: EUR 2,083 thousand).

Joint Ventures

in %

Nature of Business	Incorporation Country of	Voting rights	Voting rights
Prvi Faktor Group, Ljubljana	Finance	50	50

NLB Group’s interest in a joint venture was in previous years reduced to zero, consequently NLB Group did not recognise a share of profit in the amount of EUR 751 thousand in 2023 (2022: 31 December 2023 amounted to EUR 13,645 thousand (31 December 2022: EUR 14,396 thousand).

Movements of investments in associates

in EUR thousands

NLB Group	2023	2022
Balance as at 1 January	11,677	11,525
Acquisition of subsidiary (note 5.12.e)	-	11
Share of result before tax	1,394	827
Share of tax	(322)	(46)
Net gains/(losses) recognised in other comprehensive income	45	121
Dividends received	(275)	(761)

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5.13. Other assets

	NLB Group	NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Assets, received as collateral (note 6.1.l)	27,637	51,586	3,129	3,170
Deferred expenses	12,313	12,200	6,915	6,929
Inventories	5,825	4,961	2,943	2,324
Claim for taxes and other dues	1,599	1,509	531	417
Prepayments	1,780	2,287	389	321
Total	49,154	72,543	13,907	13,161

Assets, received as collateral on NLB Group in the amount of EUR 27,122 thousand (31 December 2022: EUR 50,913 thousand), and on NLB in the amount of EUR 3,129 thousand (31 D

264 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm

Movements in allowance for the impairment of financial assets

a) Movements in allowance for the impairment of loans and receivables measured at amortised cost

NLB Group Balance as at 1 Jan 2023

in EUR thousands	Effects of translation of foreign operations to presentation currency	Balance as at 31 Dec 2023	Repayments of written-off receivables
	Transfers	Increases/ (Decreases)	Write-offs	Changes in models/risk parameters	Foreign exchange differences and other movements	Disposal of subsidiary
Loans and advances to banks	161	-	-	49	-	-	3	213	-
	Loans and advances to individuals	31,385	(13)	31,614	(22,681)	(221)	(419)	3	39,668	-
Loans and advances to other customers	59,840	(17)	(1,229)	5,634	-	(13,134)	(7)	51,087	-
	Other financial assets	1,246	-	(17)	(201)	(42)	(117)	(225)	(20)	624
Lifetime ECL not credit-impaired
Loans and advances to individuals	14,582	(5)	(28,704)	34,051	(18)	5,121	24	25,051	-
	Loans and advances to other customers	31,230	1	(1,988)	(9,837)	(8)	156	224	19,778	-
Other financial assets	38	-	(36)	82	(17)	(26)	(1)	40	-
Lifetime ECL credit-impaired
	Loans and advances to banks	108	-	-	(26)	-	-	4	86	-
Loans and advances to individuals	75,807	(5)	(2,910)	29,543	(23,445)	720	4,070	83,780	8,703
Loans and advances to other customers	111,154	645	3,217	(8,614)	(19,399)	(364)	22,624	109,263	15,237
Other financial assets	7,750	-	53	3,374	(764)	(18)	17	(271)	10,141
Of which: Purchased or originated credit-impaired
Loans and advances to individuals	(499)	-	-	(414)	(456)	-	2,393	1,024	1,377
Loans and advances to other customers	(3,134)	(6)	-	(4,817)	(1,026)	-	14,968	5,985	2,012
	Other financial assets	185	(2)	-	185	-	-	863	1,231	-

Notes 4.14. 5.6.b), c), d) 4.14.

NLB Group Balance as at 1 Jan 2022

in EUR thousands	Effects of translation of foreign operations to presentation currency	Transfers	Foreign exchange differences and other movements	Balance as at 31 Dec 2022	Repayments of written-off receivables	Increases/ (Decreases)	Write-offs	Changes in models/risk parameters	Notes
Loans and advances to banks	198	1	-	(46)	-	5	3	161	4.14.
Loans and advances to individuals	18,336	(6)	19,708	(12,932)	(239)	6,521	(3)	31,385
Loans and advances to other customers	50,961	6	(4,026)	18,487	(1)	(5,585)	(2)	59,840
Other financial assets	476	1	(263)	911	(72)	20	173	1,246
Lifetime ECL not credit-impaired
Loans and advances to individuals	7,398	(4)	(12,893)	16,206	(18)	3,897	(4)	14,582
Loans and advances to other customers	26,624	2	2,175	2,943	(1)	(493)	(20)	31,230
Other financial assets	36	(1)	13	1	(26)	12	3	38
Lifetime ECL credit-impaired
Loans and advances to banks	-	-	-	108	-	-	108
Loans and advances to individuals	76,047	4	(6,815)	28,969	(21,199)	(751)	(448)	75,807
Loans and advances to other customers	136,607	626	1,851	(9,912)	(27,759)	144	9,597	111,154
Other financial assets	5,714	(3)	250	1,556	(1,136)	(22)	1,391	7,750
Of which: Purchased or originated credit-impaired
Loans and advances to individuals	(157)	1	-	24	(219)	-	(148)	(499)
Loans and advances to other customers	613	(2)	-	(11,136)	(244)	-	7,635	(3,134)
Other financial assets	(608)	-	-	(1,034)	-	-	1,827	185

Column Increases/(Decreases) also includes 12-month expected credit losses recognised at the acquisition of N Banka in the amount of EUR 187 thousand for Loans and advances to banks, in the amount of EUR 8,552 thousand for Loans and advances to customers, and in the amount of EUR 95 thousand for Other financial assets (notes 4.14. and 5.12.e). Other movements relate mainly to income from repayments of non-performing exposures in NLB Komercijalna banka a.d. Beograd and N Banka, which were at acquisition recognised at fair value, without a corresponding allowance for the impairment and to expenses due to initial recognition of non-performing exposure at fair value in NLB.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

in EUR thousands	NLB Balance as at 1 Jan 2023	Balance as at 31 Dec 2023
	Transfers (Decreases)	Increases/ Write-offs	Changes in models/risk parameters	Foreign differences and other exchange movements	Merger of subsidiary
Loans and advances to banks	216	-	(54)	-	2	-	164
	Loans and advances to individuals	6,161	15,744	(14,192)	(189)	(603)	1	8,073
Loans and advances to other customers	14,880	(1,199)	(2,541)	-	(3,622)	25	13,482
Other financial assets	203	(193)	(92)	(7)	(34)	(1)	98
	Lifetime ECL not credit-impaired
Loans and advances to individuals	7,385	(14,921)	15,949	(10)	2,127	24	11,489
Loans and advances to other customers	800	1,344	(2,647)	(1)	(444)	-	2,553
	Other financial assets	2	(6)	7	(1)	-	-	2
Lifetime ECL credit-impaired
Loans and advances to banks	-	-	(28)	-	-	4	86
	Loans and advances to individuals	34,286	(823)	15,358	(5,797)	17	819	45,663
Loans and advances to other customers	29,900	(145)	11,822	(7,292)	(29)	1,677	38,308
	Other financial assets	808	199	785	(296)	-	(8)	1,514
	Of which: Purchased or originated credit-impaired
Loans and advances to individuals	-	-	1,672	(20)	-	88	1,755
	Loans and advances to other customers	638	-	4,661	(247)	-	626	5,678
Other financial assets	1	-	-	-	-	1	2

---

in EUR thousands
NLB Balance as at 1 Jan 2022	Transfers	Increases/ (Decreases)	Write-offs	Changes in models/risk parameters	Foreign exchange differences and other movements
Balance as at 31 Dec 2022	Repayments of written-off receivables	Notes
4.14.	4.14.	5.6.b), c), d)	4.14.	12-month expected credit losses
Loans and advances to banks	182	-34	-	-	216
Loans and advances to individuals	3,503	7,665	(6,686)	(238)	1,916
	1	6,161
Loans and advances to other customers	10,101	833	5,358	(1)	(1,440)
	29	14,880
Other financial assets	62	16	95	(17)	46
	1	203
Lifetime ECL not credit-impaired
Loans and advances to individuals	2,421	(6,808)	8,313	(15)	3,474
	-	7,385
Loans and advances to other customers	1,787	1,192	(2,277)	(1)	100
	(1)	800
Other financial assets	1	2	(1)	-	-
	2
Lifetime ECL credit-impaired
Loans and advances to individuals	31,497	(857)	9,321	(5,761)	(279)
	365	34,286	2,536
Loans and advances to other customers	47,110	(2,025)	3,922	(11,178)	(94)
	(7,835)	29,900	10,313
Other financial assets	1,090	(16)	225	(491)	-
	-	808	210
Of which:
Purchased or originated credit-impaired	Loans and advances to other customers	838	-	4,801	-
	(5,001)	638
Other financial assets	6	-	(5)	-	-
	1

Other movements relate mainly to expenses due to initial recognition of non-performing exposure at fair value. The contractual amount outstanding on financial assets that were written off during the year ending 31 December 2023 and that are still subject to enforcement activity for NLB Group amounted to EUR 43,080 thousand (31 December 2022: EUR 29,654 thousand), and for NLB amounted to EUR 15,715 thousand (31 December 2022: EUR 9,949 thousand), of which EUR 2,962 thousand in NLB Group (31 December 2022: EUR 1,730 thousand) and EUR 1,904 thousand in NLB (31 December 2022: EUR 1,140 thousand) represent interest receivables that have not been recognised in the income statement prior to the write-off.

268 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm

NLB Group Annual Report 2023

Balance as at 1 Jan 2023

in EUR thousands	NLB Group	Effects of translation of foreign operations to presentation currency	Transfers	Increases/ (Decreases)	Write-offs	Changes in models/risk parameters	Foreign exchange differences and other movements	Balance as at 31 Dec 2023
Debt securities measured at amortised cost	3,519	2	(52)	1,478	-	9	(10)	4,946
Debt securities measured at fair value through other comprehensive income	9,029	4	-	(2,470)	-	(87)	(1)	6,475
Lifetime ECL not credit-impaired
Debt securities measured at amortised cost	265	(1)	52	(253)	-	515	(2)	576
Debt securities measured at fair value through other comprehensive income	70	-	-	(13)	-	(1)	-	56
Lifetime ECL credit-impaired
Debt securities measured at fair value through other comprehensive income	6,777	-	-	(4,483)	(1,537)	-	41	798

Release of lifetime ECL credit-impaired debt securities measured at fair value through other comprehensive income relates to impairment of Russian sovereign debt, which was sold in February 2023.

Balance as at 1 Jan 2022

in EUR thousands	NLB Group	Effects of translation of foreign operations to presentation currency	Transfers	Increases/ (Decreases)	Changes in models/risk parameters	Foreign exchange differences and other movements	Balance as at 31 Dec 2022
Debt securities measured at amortised cost	3,253	(2)	-	158	104	6	3,519
Debt securities measured at fair value through other comprehensive income	11,148	5	(25)	(2,049)	(67)	17	9,029
Lifetime ECL not credit-impaired
Debt securities measured at amortised cost	52	1	-	271	(59)	-	265
Debt securities measured at fair value through other comprehensive income	70	-	(803)	739	12	52	70
Lifetime ECL credit-impaired
Debt securities measured at fair value through other comprehensive income	798	-	828	5,235	-	(84)	6,777

Column Increases/(Decreases) includes also 12-month expected credit losses recognised at the acquisition of N Banka in the amount of EUR 60 thousand for Debt securities measured at amortised cost, and in the amount of EUR 5 thousand for Debt securities measured at fair value through other comprehensive income (notes 4.14. and 5.12.e). Impairment of debt securities measured at fair value through other comprehensive income relates mainly to impairment of Russian sovereign debt (note 5.4.).

in EUR thousands

		NLB		Changes in models/risk parameters	Merger of subsidiary	Foreign exchange differences and other movements	Balance as at 31 Dec 2023	Balance as at 1 Jan 2023
12-month expected credit losses	Debt securities measured at amortised cost	1,990	(52)	585	-	(36)	140	(3)	2,624
					Debt securities measured at fair value through other comprehensive income	2,022	-	(554)	-	(21)	204	(1)	1,650
	Lifetime ECL not credit-impaired	Debt securities measured at amortised cost	-	52	123	-	-	-	(2)	173
	Lifetime ECL credit-impaired	Debt securities measured at fair value through other comprehensive income	6,777	-	(4,483)	(1,537)	-	-	41	798

Release of lifetime ECL credit-impaired debt securities measured at fair value through other comprehensive income relates to impairment of Russian sovereign debt, which was sold in February 2023.

in EUR thousands

NLB	Changes in models/risk parameters	Foreign exchange differences and other movements	Balance as at 31 Dec 2022	Balance as at 1 Jan 2022	Transfers	Increases/ (Decreases)	Notes
12-month expected credit losses	Debt securities measured at amortised cost	1,826	-	119	42	3	1,990
	Debt securities measured at fair value through other comprehensive income	2,203	(25)	(192)	32	4	2,022
	Lifetime ECL not credit-impaired	Debt securities measured at fair value through other comprehensive income	-	(803)	751	-	52	-
	Lifetime ECL credit-impaired	Debt securities measured at fair value through other comprehensive income	798	828	5,235	-	(84)	6,777

Impairment of debt securities measured at fair value through other comprehensive income relates mainly to impairment of Russian sovereign debt (note 5.4.).

270 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm of how significant changes in the gross carrying amount of financial instruments contributed to changes in the loss allowance Movement of gross carrying amount of loans to banks

NLB Group Annual Report 2023

Overview

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Expected Credit Losses

in EUR thousands	NLB Group	NLB	2023	2022
12-month expected credit losses	Lifetime ECL credit-impaired	12-month expected credit losses	Lifetime ECL credit-impaired	12-month expected credit losses
Balance as at 1 January	223,126	108	140,881	-
Effects of translation of foreign operations to presentation currency	(105)	-	74	-
Acquisition of subsidiaries (note 5.12.e), f)	-	-	2,660	-
Increases/(Decreases)	322,034	5	75,516	-
Exchange differences on monetary assets	2,771	-	4,103	-
Transfers	-	-	(108)	108
Merger of subsidiary (note 5.12.d)	-	-	-	-
Balance as at 31 December	547,826	113	223,126	108

Expected Credit Losses - NLB Individuals

in EUR thousands	NLB Group	NLB Individuals	12-month expected credit losses	Lifetime ECL not credit-impaired	Lifetime ECL credit-impaired	Total
Balance as at 1 January 2023	6,422,877	190,121	130,446	6,743,444	2,922,907	101,744
Effects of translation of foreign operations to presentation currency	(1,606)	(24)	(12)	(1,642)	-	-
Transfers	(103,434)	70,870	32,564	-	(48,707)	34,682
Increases/(Decreases)	551,995	(12,564)	(7,469)	531,962	204,972	5,439
Write-offs	(221)	(18)	(23,445)	(23,684)	(189)	(10)
Exchange differences on monetary assets	783	124	186	1,093	1,914	127
Modification losses (note 4.12.)	(15,669)	(85)	(105)	(15,859)	-	-
Merger of subsidiary (note 5.12.d)	-	-	-	-	298,616	10,279
Balance as at 31 December 2023	6,854,725	248,424	132,165	7,235,314	3,379,513	152,261

Expected Credit Losses - NLB Individuals (Previous Year)

in EUR thousands	NLB Group	NLB Individuals	12-month expected credit losses	Lifetime ECL not credit-impaired	Lifetime ECL credit-impaired	Total
Balance as at 1 January 2022	5,372,551	120,235	128,285	5,621,071	2,570,925	66,035
Effects of translation of foreign operations to presentation currency	672	(12)	8	668	-	-
Acquisition of subsidiaries (note 5.12.e)	411,068	-	6,583	417,651	-	-
Transfers	(106,876)	78,073	28,803	-	(46,023)	35,084
Increases/(Decreases)	746,532	(8,179)	(12,059)	726,294	396,545	596
Write-offs	(239)	(18)	(21,199)	(21,456)	(238)	(15)
Exchange differences on monetary assets	(746)	34	12	(700)	1,698	44
Modification losses (note 4.12.)	(85)	(12)	13	-	-	-

---

(84) - - - - Balance as at 31 December 2022

6,422,877	190,121	130,446	6,743,444	2,922,907	101,744	59,680	3,084,331

In year 2023, the loss allowance for loans and advances to individuals increased by EUR 26,725 thousand at the NLB Group level, while at the NLB level it increased by EUR 17,393 thousand. The reasons for increases are also changed risk parameters, which increased the loss allowance by EUR 5,422 thousand at the NLB Group level, and by EUR 1,541 thousand at NLB level. At the NLB level, it also increased due to the merger of N Banka by EUR 3,889 thousand. At the NLB Group level, the gross carrying amount increased by EUR 491,870 thousand, mainly due to increased exposure, while at the NLB level it increased by EUR 524,497 thousand due to increased exposure and the merger of N Banka (EUR 318,198 thousand).

In year 2022, the loss allowance for loans and advances to individuals increased by EUR 19,993 thousand at the NLB Group level, while at the NLB level it increased by EUR 10,411 thousand. The main reasons for these increases are changed risk parameters, which increased loss allowance by EUR 9,667 thousand at the NLB Group level, and by EUR 5,111 thousand at NLB level and an increase of the gross carrying amount. At the NLB Group level, the gross carrying amount increased by EUR 1,122,373 thousand, mainly due to increased exposure and the acquisition of subsidiaries, while at the NLB level it increased by EUR 389,975 thousand. Acquisition of subsidiaries in 2022 (note 5.12.f) contributed EUR 417,651 thousand to the gross carrying amount of loans and advances to individuals on the NLB Group level.

Movement of gross carrying amount of loans and advances to individuals

in EUR thousands	NLB Group	NLB
	gross carrying amount of loans and advances to other customers
		12-month expected credit losses	Lifetime ECL not credit - impaired	Lifetime ECL credit- impaired	Total	12-month expected credit losses	Lifetime ECL not credit - impaired	Lifetime ECL credit- impaired	Total
		Balance as at 1 January 2023	6,028,285	423,671	201,584	6,653,540	2,960,455	51,906	51,133	3,063,494
	Effects of translation of foreign operations to presentation currency	(1,887)	(128)	960	(1,055)	-	-	-	-
		Transfers	(94,306)	80,889	13,417	-	(41,456)	36,860	4,596	-
Increases/(Decreases)	277,557	(53,135)	(27,449)	196,973	115,612	26,546	(2,303)	139,855
	Write-offs	-	(8)	(19,399)	(19,407)	-	(1)	(7,292)	(7,293)
			Exchange differences on monetary assets	(1,622)	(97)	(6)	(1,725)	(91)	-	-	(91)
Modification losses (note 4.12.)	(374)	(38)	-	(412)	-	-	-	-
		Merger of subsidiary (note 5.12.d)	-	-	-	-	400,313	47,665	15,080	463,058
Balance as at 31 December 2023	6,207,653	451,154	169,107	6,827,914	3,434,833	162,976	61,214	3,659,023

---

Credit Impaired

Category	Total 12-month expected credit losses	Lifetime ECL not credit-impaired	Lifetime ECL credit-impaired	Total
Other customers	4,630,485	412,184	239,354	5,282,023
Balance as at 1 January 2022	2,351,275	123,304	72,637	2,547,216
Effects of translation of foreign operations to presentation currency	1,189	87	893	2,169
Acquisition of subsidiaries (note 5.12.e), f)	716,577	-	15,300	731,877
Transfers	(154,654)	123,967	30,687	-
Increases/(Decreases)	835,299	(112,477)	(56,944)	665,878
Write-offs	(1)	(1)	(27,759)	(27,761)
Exchange differences on monetary assets	(639)	(106)	41	(704)
Modification losses (note 4.12.)	29	17	12	58
Balance as at 31 December 2022	6,028,285	423,671	201,584	6,653,540

In 2023, the gross carrying amount of loans and advances to other customers increased by EUR 174,374 thousand at the NLB Group level mostly in Stage 1 due to the increased exposure. Irrespective of that, the loss allowance decreased by EUR 22,096 thousand. The main reason for the decrease were write-offs in the amount of EUR 19,407 thousand. Also, in 2023, the gross carrying amount of loans and advances to other customers increased by EUR 595,529 thousand at the NLB level, mostly due to merger of N Bank (EUR 463,058 thousand). The loss allowance increased by EUR 8,925 thousand, the main reason was the merger of N Banka (EUR 11,815 thousand). In 2022, the gross carrying amount of loans and advances to other customers increased by EUR 1,371,517 thousand at the NLB Group level and EUR 516,278 thousand at the NLB level, mostly in Stage 1 due to the acquisition of subsidiaries and the increased exposure. Regardless of that, the loss allowance decreased by EUR 11,968 thousand at the NLB Group level and EUR 12,631 thousand at the NLB level, mainly in Stage 3. The main reason for the decrease were write-offs in the amount of EUR 27,761 thousand at the NLB Group level and EUR 11,180 thousand at the NLB level.

Gross Carrying Amount of Other Financial Assets

The gross carrying amount of other financial assets in 2023 decreased (by EUR 10,090 thousand at the NLB Group level and EUR 12,202 thousand at the NLB level) due to the sale of securities. As these receivables are by their nature short-term, they did not contribute significantly to the decrease of the loss allowance. Therefore, the loss allowance for other financial assets in 2023 decreased by EUR 823 thousand at the NLB Group level and by EUR 601 thousand at the NLB level. The main reason for this moderate increase at the NLB Group level and on the NLB level are write-offs (EUR 823 thousand at the NLB Group level and EUR 601 thousand at the NLB level). The gross carrying amount of other financial assets in 2022 increased (by EUR 58,402 thousand at the NLB Group level and EUR 21,855 thousand at the NLB level), with the majority of this increase relating to credit card receivables. As these receivables are by their nature short-term, they did not contribute significantly to the increase of the loss allowance. Therefore, the loss allowance for other financial assets in year 2022 on the NLB Group level increased only moderately. The main reason for this moderate increase at the NLB Group level and decrease on the NLB level are write-offs (EUR 1,234 thousand at the NLB Group level and EUR 509 thousand at the NLB level).

in EUR thousands	NLB Group 2023	NLB Group 2022	NLB 2023	NLB 2022
12-month expected credit losses	1,914,170	7,229	1,713,711	7,220
Lifetime ECL not credit-impaired	1,599,438	-	1,438,250	-
Effects of translation of foreign operations to presentation currency	(344)	(8)	(187)	9
Acquisition of subsidiaries (note 5.12.e)	-	-	12,819	-
Additions	1,023,233	-	411,724	531,650
Derecognition	(453,836)	(24)	(226,884)	-
Net interest income	36,750	136	16,791	-

---

Movement of gross carrying amount of debt securities measured at amortised cost

in EUR thousands
NLB Group	NLB	12-month expected credit losses	Lifetime ECL not credit-impaired	Lifetime ECL credit-impaired	Total
Balance as at 1 January 2023	2,999,030	165	8,337	3,007,532	1,367,496
Effects of translation of foreign operations to presentation currency	(262)	-	-	(262)	-
Additions	1,446,746	-	-	1,446,746	59,345
Derecognition	(2,233,255)	(21)	(7,526)	(2,240,802)	(463,403)
Net interest income	38,624	-	-	38,624	9,163
Exchange differences on monetary assets	1,914	-	(13)	1,901	(753)
Merger of subsidiary	-	-	-	-	37,085
Balance as at 31 December 2023	2,252,797	144	798	2,253,739	1,008,933

Movement of gross carrying amount of debt securities measured at fair value through other comprehensive income

in EUR thousands
NLB Group	NLB	12-month expected credit losses	Lifetime ECL not credit-impaired	Lifetime ECL credit-impaired	Total
Balance as at 1 January 2022	3,396,101	184	798	3,397,083	1,526,972
Effects of translation of foreign operations to presentation currency	1,370	-	-	1,370	-
Acquisition of subsidiaries	(note 5.12.e)	53,223	-	53,223	-
Additions	1,699,839	-	-	1,699,839	290,245
Derecognition	(2,171,808)	(13,750)	-	(2,185,558)	(443,781)
Net interest income	38,554	38	(121)	38,471	10,929
Exchange differences on monetary assets	2,054	973	77	3,104	3,434
Transfers	(20,303)	12,720	7,583	-	(20,303)
Balance as at 31 December 2022	2,999,030	165	8,337	3,007,532	1,367,496

---

NLB Group

31 Dec 2023

31 Dec 2022

NLB

31 Dec 2023

31 Dec 2022

Item	NLB Group 31 Dec 2023	NLB Group 31 Dec 2022	NLB 31 Dec 2023	NLB 31 Dec 2022
Deposits from banks and central banks	95,283	106,414	147,002	212,656
Borrowings from banks and central banks	140,419	198,609	82,797	57,292
Due to customers	20,732,722	20,027,726	11,881,563	10,984,411
Borrowings from other customers	99,718	82,482	-	216
Debt securities issued	1,338,235	815,990	1,338,235	815,990
Other financial liabilities	357,116	294,463	198,020	164,567
Total	22,763,493	21,525,684	13,647,617	12,235,132

a) Deposits from banks and central banks and amounts due to customers

Item	NLB Group 31 Dec 2023	NLB Group 31 Dec 2022	NLB 31 Dec 2023	NLB 31 Dec 2022
Deposit on demand
- banks and central banks	75,756	86,892	127,726	193,523
- other customers	17,454,515	17,386,022	10,674,541	10,268,908
- governments	351,313	421,770	64,406	151,251
- financial organisations	285,540	306,836	225,295	254,948
- companies	4,639,997	4,374,028	2,543,280	2,241,793
- individuals	12,177,665	12,283,388	7,841,560	7,620,916
Other deposits
- banks and central banks	19,527	19,522	19,276	19,133
- other customers	3,278,207	2,641,704	1,207,022	715,503
- governments	61,880	91,662	35,813	42,049
- financial organisations	215,457	237,758	90,590	95,637
- companies	718,230	646,944	378,340	282,560
- individuals	2,282,640	1,665,340	702,279	295,257
Total	20,828,005	20,134,140	12,028,565	11,197,067

b) Borrowings from banks and central banks and other customers

Item	NLB Group 31 Dec 2023	NLB Group 31 Dec 2022	NLB 31 Dec 2023	NLB 31 Dec 2022
Loans
- banks and central banks	140,419	198,609	82,797	57,292
- other customers	99,718	82,482	-	216
- governments	20,357	21,535	-	-
- financial organisations	79,361	60,731	-	-
- companies	-	216	-	216
Total	240,137	281,091	82,797	57,508

As at 31 December 2023, NLB Group and NLB had EUR 95,249 thousand in undrawn borrowings (31 December 2022: EUR 96,878 thousand).

276 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm

term refinancing operations (TLTRO) In December 2021, N Banka participated in ECB TLTRO III.10 operation and had drawn a credit tranche of EUR 93,000 thousand for three years. In June 2023, N Banka also repaid the remaining part of the loan early in the amount of EUR 63,000 thousand. In June 2021, NLB participated in the ECB TLTRO III.8 operation and repaid early in June 2022. NLB Group accounted for these loans according to the requirements of IFRS 9 and recognises interest income by applying the expected effective interest rate (note 4 a lending performance threshold, and in the case of NLB, also expected early repayment was taken into account. As the lending performance threshold was achieved in both banks, there were criteria. Changes in the interest rate applied by the ECB were implemented prospectively. NLB Group does not consider these loans as loans at below-market rate of interest, as these targeted loans.

Debt securities issued

Currency	Due date	Interest rate	Carrying amount	Nominal value
EUR	06.05.2029	4.20% to 06.05.2024, thereafter 5Y MS + 4.159% p.a.	45,980	45,000
EUR	19.11.2029	3.65% to 19.11.2024, thereafter 5Y MS + 3.833% p.a.	119,781	120,000
EUR	05.02.2030	3.40% to 05.02.2025, thereafter 5Y MS + 3.658% p.a.	123,176	120,000
EUR	28.11.2032	10.75% to 28.11.2027, thereafter 5Y MS + 8.298% p.a.	220,458	225,000

---

Total Debt securities issued

Total Subordinated bonds			509,395	510,000
Senior Preferred notes	EUR	19.07.2025	6% to 19.07.2024, thereafter 1Y MS + 4.835% p.a.	307,507	300,000
	EUR	27.06.2027	7.125% to 27.07.2026, thereafter 1Y MS + 3.606% p.a.	521,333	500,000
Total Senior Preferred notes			828,840	800,000
Total Debt securities issued			1,338,235	1,310,000

All issued subordinated bonds represent non-convertible Tier 2 instruments (note 5.23.). In the event of bankruptcy or liquidation of the issuer, obligations arising from Tier 2 instruments rank in priority to all subordinated obligations (if any) which are expressed to rank in priority to Tier 2 instruments; with the same priority (pari passu) as, and proportionally with the obligations arising of repayment as the Tier 2 instruments; in priority to the obligations arising from shares or other instruments which qualify as Common Equity Tier 1 capital instruments or Additional Tier 1 capital.

Debt securities issued in EUR thousands

NLB Group and NLB	Subordinated bonds		Senior Preferred notes
	2023	2022	2023	2022
Balance as at 1 January	508,778	288,519	307,212	-
Cash flow items:	(34,538)	207,523	479,708	299,029
- new issued	-	217,873	497,708	299,029
- repayments of interest	(34,538)	(10,350)	(18,000)	-
Non-Cash flow items:	35,155	12,736	41,920	8,183
- accrued interest	35,155	12,736	36,579	8,183
- other	-	-	5,341	-
Balance as at 31 December	509,395	508,778	828,840	307,212

Other financial liabilities

	NLB Group		NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023
Items in the course of settlement	93,425	70,232	17,957
Debit or credit card payables	113,398	72,148	90,495
Suppliers	22,872	19,608	16,614
Lease liabilities (note 5.11.a)	28,944	23,840	5,793
Accrued expenses	35,628	33,574	17,065
Fees and commissions	1,242	751	1,133
Liabilities to brokerage firms and others for securities purchase and custody services	288	224	268
Other financial liabilities	61,319	74,086	48,695
Total	357,116	294,463	198,020

Other financial liabilities in the amount of EUR 24,025 thousand (31 December 2022: EUR 24,788 thousand) relate to a liability recognised in accordance with the ‘Act for Value Protection’ (note 5.16.a). The remaining balance also includes liabilities to insurance companies, liabilities for received EIB financial initiatives, that can be used for specified purposes, received warrants.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment Analysis

a) Analysis by type of provisions

	NLB Group	NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023
Provisions for guarantees and commitments (note 5.24.a)	32,548	37,609	17,941
Stage 1	18,429	18,826	7,653
Stage 2	1,655	1,953	319
Stage 3	12,464	16,830	9,969
Employee benefit provisions	17,892	18,026	11,795
Restructuring provisions	12,592	21,036	7,198
Provisions for legal risks	44,833	43,209	6,219
Other provisions	5,440	2,772	5,303
Total	113,305	122,652	48,456

Provisions for guarantees and commitments represent expected credit losses in accordance with IFRS 9, employee benefits are recognised in accordance with IAS 19, while all other provisions are based on expectations regarding the probable outcome of legal disputes. As at 31 December 2023, NLB Group was involved in 41 (31 December 2022: 41) legal disputes with material claims (31 December 2022: EUR 462,564 thousand). As at 31 December 2023, NLB was involved in 21 (31 December 2022: 17) legal disputes with material monetary claims against NLB (31 December 2022: EUR 219,847 thousand). In connection with legal risks, the largest amount of material monetary claims relates to civil claims filed by Privredna banka Zagreb (the PBZ) regarding the Branch Zagreb savers, which were transferred to these two banks in a principal amount of approximately EUR 174.4 million (as per 31 December 2023). Due to the fact the proceedings have not yet concluded, NLB is not liable for the old foreign currency savings, based on numerous process and content-related reasons, NLB has all along objected to these claims. Two key reasons NLB cites are the Constitutional Act on 27 July 1994 (at the time the savings were deposited with LB Branch Zagreb, NLB did not yet exist), and NLB did not assume any such obligations. Moreover, Slovenia and the Republic of Croatia agreed in a Memorandum of Understanding signed in 2013 whose intent was to find a solution to the transferred foreign currency savings of Ljubljan. The Memorandum also stated that the Republic of Croatia would ensure the stay of all the proceedings commenced by the PBZ and the ZaBa in relation to the transferred foreign currency savings. Understanding to stay all of the proceedings commenced, the Court of Appeal, the County Court of Zagreb, ruled in six claims (as explained below in detail) in favour of the plaintiff. In four cases, NLB's appeal with the Supreme Court of the Republic of Croatia was not successful, and in two, NLB filed an extraordinary legal measure with the Supreme Court of the Republic of Croatia. Consequently, the extraordinary legal measure with the Supreme Court of the Republic of Croatia, filed by the plaintiff, was dismissed by the court. The procedures described above are pending, and final court decisions have not yet been issued.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

summarises the amounts according to final court decisions (not including penalty interest):

Current Legal Proceedings Overview

Date of the ruling	Plaintiff	Principal amount	Costs of the proceedings	Measures taken by NLB
May 2015	PBZ	254.76 EUR	2,094.53 EUR	Constitutional suit against the final judgement, as NLB found the court decision contrary to the legislation in force and constitutional principles and as well contrary to the Memorandum concluded between the Republic of Slovenia and the Republic of Croatia. Constitutional Court of the Republic of Croatia rejected the constitutional appeal of NLB d.d. on 21 May 2018.
April 2018	PBZ	222,426.39 EUR	33,616.48 EUR	Constitutional suit against the court decisions (including the decision of the Supreme Court of the Republic of Croatia in the revision proceeding), as NLB found the court decision contrary to the legislation in force and constitutional principles, and as well contrary to the Memorandum concluded between the Republic of Slovenia and the Republic of Croatia. Constitutional Court of the Republic of Croatia rejected the constitutional appeal of NLB d.d. on 5 October 2021.
September 2017	ZaBa	492,430.53 EUR	99,354.14 EUR	Constitutional suit against the court decisions (including the decision of the Supreme Court of the Republic of Croatia in the revision proceeding), as NLB found the court decision contrary to the legislation in force and constitutional principles, and as well contrary to the Memorandum concluded between the Republic of Slovenia and the Republic of Croatia. Constitutional Court of the Republic of Croatia rejected the constitutional appeal of NLB d.d. on 5 October 2021.
November 2017	PBZ	220,115.98 EUR	91,348.88 EUR	NLB challenged the judgments with the extraordinary legal measure (revision) on the Supreme Court of the Republic of Croatia, which rejected NLB‘s revision on 22 November 2023 (judgment received on 5 January 2024). NLB intends to challenge the judgment in question with a constitutional lawsuit before the Constitutional Court of the Republic of Croatia.
December 2018	PBZ	3,855,173.35 SEK	90,241.70 EUR	Constitutional suit against the court decisions (including the decision of the Supreme Court of the Republic of Croatia in the revision proceeding), as NLB found the court decision contrary to the legislation in force and constitutional principles and as well contrary to the Memorandum concluded between the Republic of Slovenia and the Republic of Croatia. Constitutional Court of the Republic of Croatia rejected the constitutional appeal of NLB d.d. on 3 October 2023.
March 2019	PBZ	424,548.41 EUR		NLB challenged the judgment with the extraordinary legal measure (revision) on the Supreme Court of the Republic of Croatia and later, if necessary, will challenge the judgment with all other available remedies of the obligations of the old foreign currency savings in accordance with Slovenian Constitutional Law are not the liabilities of NLB.

9,185,141.76 USD

The NLB Shareholders’ Meeting provided the Management Board of NLB with instructions how to act in the event of existing or potential new final decisions by Croatian courts against LB and NLB regarding the transferred foreign currency deposits, especially not to voluntarily settle the adjudicated amounts, and also gave some additional instructions on the usage of legal remedies and regarding the management of the property from that perspective.

On 19 July 2018, the National Assembly of the Republic of Slovenia passed the ‘Act for Value Protection of Republic of Slovenia’s Capital Investment in Nova Ljubljanska banka d.d., Ljubljana’ (Zakon za zaščito vrednosti kapitalske naložbe Republike Slovenije v Novi Ljubljanski banki d.d., Ljubljana, hereinafter: ‘the ZVKNNLB’) which entered into force on 14 August 2018.

In accordance with the ZVKNNLB, the Succession Fund of the Republic of Slovenia (Sklad Republike Slovenije za nasledstvo, javni sklad, hereinafter: ‘the Fund’), shall compensate NLB for the sums recovered from NLB by enforcement of final judgements delivered by Croatian courts with regard to the transferred foreign currency deposits, that is the principle amount, accrued interest, expenses of court, attorney’s expenses and other expenses of the plaintiff, and expenses related to enforcement with the accrued interest, and shall not compensate NLB for its own costs or for the difference between the book value of its assets sold in enforcement proceedings and the price obtained for such assets in enforcement proceedings. There shall be no compensation for any voluntarily made payments by NLB.

In accordance with the ZVKNNLB and pursuant to the agreement between NLB and the Fund, as envisaged by the ZVKNNLB (which was concluded on 14 August 2018), NLB has to contest the claims made against it in court proceedings in relation to transferred foreign currency deposits, and use against court decisions that are disadvantageous for NLB, all reasonable legal remedies and to continue to actively challenge the judicial decisions of the courts of the Republic of Croatia in relation to transferred foreign currency deposits on the basis of which enforcement took place, leading, on the basis of ZVKNNLB, to the compensation of the sums recovered from NLB by enforcement.

In the aforementioned case from May 2015, the Succession Fund of the Republic of Slovenia has already compensated the sums recovered from NLB by enforcement. Provisions for legal risks for existing claims filed by PBZ and ZaBa are not formed, since NLB believes that based on the factual and legal evaluation there are greater prospects for the court proceedings to end in favour of NLB than the opposite. Regardless of the negative outcomes for claims for which the final ruling was issued, in the financial statements NLB Group did not recognise the negative impact on profit and loss due to protection provided by the ZVKNNLB. For final judgements, NLB Group recognised the liabilities and related assets, which are included within other financial assets (note 5.6.d) and other financial liabilities (note 5.15.d).

NLB Group Balance as at 1 Jan 2023

in EUR thousands	Effects of translation of foreign operations to presentation currency	Transfer	Increases/ (Decreases)	Changes in models/risk parameters	Foreign exchange differences and other movements	Balance as at 31 Dec 2023	Notes
18,826	(3)	583	2,609	(3,587)	1	18,429	4.13. 4.13. 5.16.a)
Lifetime ECL not credit-impaired	Guarantees and commitments	1,953	-	(263)	(873)	837	1	1,655
Lifetime ECL credit-impaired	Guarantees and commitments	16,830	-	(320)	(4,039)	(2)	(5)	12,464
	Of which: Purchased or originated credit-impaired	Guarantees and commitments	4,095	1	-	(1,015)	-	14	3,095

NLB Group Balance as at 1 Jan 2022

in EUR thousands			Effects of translation of foreign operations to presentation currency	Acquisition of subsidiaries	Transfer	Increases/ (Decreases)	Changes in models/risk parameters	Foreign exchange differences and other movements	Balance as at 31 Dec 2022	Notes
		12,912	2	921	740	1,468	2,765	18	18,826	5.12.e) 4.13. 4.13. 5.16.a)
			Lifetime ECL not credit-impaired	Guarantees and commitments	1,640	(1)	-	(55)	291	76	2	1,953
Lifetime ECL credit-impaired		Guarantees and commitments	18,889	(1)	180	(685)	(1,462)	(88)	(3)	16,830
Of which: Purchased or originated credit-impaired	Guarantees and commitments	4,344	-	180	(11)	(444)	-	26	4,095

281 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm

in EUR thousands
Balance as at 1 Jan 2023	Transfer	Increases/ (Decreases)	Changes in models/risk parameters	Merger of subsidiary	Balance as at 31 Dec 2023
12-month expected credit losses	Guarantees and commitments	8,156	158	(146)	(1,142)	627	7,653
Lifetime ECL not credit-impaired	Guarantees and commitments	378	147	(616)	387	23	319
Lifetime ECL credit-impaired	Guarantees and commitments	11,765	(305)	(1,589)	32	66	9,969
Of which: Purchased or originated credit-impaired	Guarantees and commitments	2,876	-	(3)	-	62	2,935

	in EUR thousands
Balance as at 1 Jan 2022		Transfer	Increases/ (Decreases)	Changes in models/risk parameters	Foreign exchange differences and other movements	Balance as at 31 Dec 2022
12-month expected credit losses			Guarantees and commitments	3,909	570	(229)	3,910	(4)	8,156
		Lifetime ECL not credit-impaired	Guarantees and commitments	141	60	192	(15)	-	378
Lifetime ECL credit-impaired			Guarantees and commitments	16,510	(630)	(4,146)	6	25	11,765
		Of which: Purchased or originated credit-impaired	Guarantees and commitments	4,041	(11)	(1,179)	-	25	2,876

NLB Group

12-month expected credit losses	Lifetime ECL not credit-impaired	Lifetime ECL credit-impaired	Total	12-month expected credit losses
Balance as at 1 January 2023	3,843,293	83,270	26,897	3,953,460
Effects of translation of foreign operations to presentation currency	(837)	(28)	(2)	(867)
Increases/(Decreases)	224,499	(9,271)	(7,960)	207,268
Foreign exchange differences	231	-	-	231
Transfers	(34,627)	32,645	1,982	-
Merger of subsidiary (note 5.12.d)	-	-	-	-
Balance as at 31 December 2023	4,032,559	106,616	20,917	4,160,092

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NLB Group Annual Report 2023

Overview

Employee Benefit Provisions

Post-employment benefits

	NLB Group	NLB
	2023	2022	2023
Balance as at 1 January	16,021	19,227		10,672
Effects of translation of foreign operations to presentation currency	(3)	2		-
Acquisition of subsidiaries (note 5.12.e), f)	-	1,393	-
Merger of subsidiary (note 5.12.d)	-	-		531
Additional provisions (note 4.9.)	227	1,046		587
Provisions released (note 4.9.)	(1,361)	(1,128)		(1,039)
Interest expenses (note 4.1.)	587	335		297
Utilised during year (payments)	(447)	(823)		(91)
Actuarial gains and losses	444	(4,031)		(588)
Balance as at 31 December	15,468	16,021		10,369

Other employee benefits

	NLB Group	NLB
	2023	2022	2023
Balance as at 1 January	2,005	2,220		1,204
Effects of translation of foreign operations to presentation currency	(1)	-	-
Acquisition of subsidiary (note 5.12.e)	-	167	-
Merger of subsidiary (note 5.12.d)	-	-		79
Additional provisions (note 4.9.)	636	275		173
Provisions released (note 4.9.)	(104)	(558)		-
Interest expenses (note 4.1.)	81	39		33
Utilised during year	(193)	(138)		(63)
Balance as at 31 December	2,424	2,005		1,426

Other employee benefits include NLB Group’s obligations for jubilee long-service benefits.

Movements in restructuring provisions

	NLB Group	NLB
	2023	2022	2023
Balance as at 1 January	21,036	19,217	7,288
Effects of translation of foreign operations to presentation currency	(1)	10	-
Additional provisions (note 4.13.)	4,006	10,335	3,800
Provisions released (note 4.13.)	(352)	(10)	-
Utilised during year	(12,097)	(8,516)	(3,890)
Balance as at 31 December	12,592	21,036	7,198

Additional restructuring provisions recognised during the year 2023 relate mainly to NLB for the purpose of continuing the reorganisation, optimisation of work processes/business in individual business demands and the related reduction in the number of employees. Additional restructuring provisions recognised during the year 2022 relate mainly to N Banka and NLB Komercijalna.

Movements in Provisions

in EUR thousands	NLB Group	NLB	2023	2022
Balance as at 1 January	43,209	4,5,288	3,584	3,466
Effects of translation of foreign operations to presentation currency	8	54	-	-
Acquisition of subsidiary (note 5.12.e)	-	1,790	-	-
Disposal of subsidiaries (note 5.12.b)	(30)	-	-	-
Merger of subsidiary (note 5.12.d)	-	-	5,382	-
Additional provisions (note 4.13.)	16,354	7,595	899	125
Provisions released (note 4.13.)	(9,074)	(5,950)	(3,577)	-
Utilised during year	(5,634)	(5,568)	(69)	(7)
Balance as at 31 December	44,833	43,209	6,219	3,584

Movements in Other Provisions

in EUR thousands	NLB Group	NLB	2023	2022
Balance as at 1 January	2,772	11	2,169	-
Effects of translation of foreign operations to presentation currency	1	-	-	-
Acquisition of subsidiary (note 5.12.e)	-	17,452	-	-
Merger of subsidiary (note 5.12.d)	-	-	1,173	-
Additional provisions (note 4.13.)	15,019	2,372	13,300	2,200
Provisions released (note 4.13.)	(28)	(8,410)	-	-
Utilised during year	(12,324)	(106)	(11,339)	(31)
Other	-	(8,547)	-	-
Balance as at 31 December	5,440	2,772	5,303	2,169

Other provisions in year 2023 in the NLB Group and NLB relate mainly to liability in relation to reimbursement of fees in case of early loan repayment. At the acquisition of N Banka on 1 March 2022, other provisions increased by EUR 17,452 thousand, which represents the assessed fair value of contingent liabilities of N Banka as at the acquisition date. During March 2022, some unfavourable events, which were taken into account already at assessing initial fair values realised, therefore EUR 8,547 thousand of provisions were used to decrease the amount of related receivables, mainly for unsettled derivative transactions. Additionally, the amount of other provisions significantly decreased in December 2022 (for EUR 8,400 thousand), when possible obligation ceased to exist.

285 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm income tax

Deferred Income Tax Assets and Liabilities

	in EUR thousands		NLB Group	NLB
31 Dec 2023	Deferred income tax assets	Deferred income tax liabilities	Included in the income statement	Included in other comprehensive income	31 Dec 2023	Deferred income tax assets	Deferred income tax liabilities	Included in the income statement	Included in other comprehensive income
Valuation of financial instruments and capital investments		59,640	7,218	8,055	4,322	55,098	3,556	7,517	10,244
								Impairment of financial assets	9,704	3,589	801	1,342	1,153	538	(961)	1,171
Provisions for liabilities and charges	9,047	-	(928)	81	1,856	-	23	(31)
					Depreciation and valuation of non-financial assets		4,141	1,304	(452)	-	123	168	9	-
Fair value adjustments of financial assets measured at amortised cost	1,940	6,651	(1,398)	-	1,412	-	94	-
			Tax losses	54,069	-	54,069	-	54,069	-	54,069	-
								Undistributed profit of subsidiaries	-	9,626	(9,626)	-	-	-	-	-
									Other	248	522	461	-	-	-	-	-
Total	138,789	28,910	50,982	5,745	113,711	4,262	60,751	11,384

The table above does not include the effects of the merger of N Banka.

Deferred Income Tax Assets and Liabilities (31 Dec 2022)

in EUR thousands	NLB Group	NLB
31 Dec 2022	Deferred income tax assets	Deferred income tax liabilities	Included in the income statement	Included in other comprehensive income	31 Dec 2022	Deferred income tax assets	Deferred income tax liabilities	Included in the income statement	Included in other comprehensive income
	Valuation of financial instruments and capital investments	48,415	8,375	6,416	12,346	38,028	5,283	4,819	2,850
Impairment of financial assets	9,480	5,501	2,934	(892)	2,050	1,672	1,133	(1,102)
	Provisions for liabilities and charges	9,899	-	(1,718)	(441)	1,819	-	(555)	(286)
Depreciation and valuation of non-financial assets	4,737	1,641	962	-	109	163	3	-
	Fair value adjustments of financial assets measured at amortised cost	2,046	5,366	(2,540)	-	-	-	-	-
		Unpaid dividends	-	-	(3,876)	-	-	-	(3,876)	-
Tax losses	-	-	(253)	-	-	-	-	-
Tax reliefs	-	-	(945)	-	-	-	-	-
Other	141	877	543	-	-	-	-	-
	Total	74,718	21,760	1,523	11,013	42,006	7,118	1,524	1,462

Temporary differences on which NLB did not recognise deferred tax assets, as related deferred tax assets would exceed the amount of deferred tax assets expected to be reversed in five years are presented in the table below, together with non-recognised deferred tax assets.

a) Analysis by type of deferred income taxes

NLB Group	Temporary difference	deferred tax assets Non-recognised
Tax loss	580,388	127,686
Impairments and valuation of capital investments and financial instruments	-	-

Due to highly successful year 2023 and the projected good profits in the 5 years profit projections and also due to the increase of tax rate to 22% for the years 2024-2028, NLB importantly in previously non-recognised deferred tax assets for impairments and valuation of capital investments and financial instruments and deferred tax assets for tax loss in amount of EUR 54,069 th 2023 amounts to EUR 580,388 thousand (31 December 2022: EUR 950,469 thousand). Slovenian tax law does not set deadlines by which uncovered tax losses must be utilised, but the use losses. NLB did not recognise deferred tax assets on temporary differences arising from the impairments of investments in subsidiaries and associates where it is not probable that the temp to EUR 189,311 thousand as at 31 December 2023 (31 December 2022: EUR 282,092 thousand).

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment in deferred income taxes

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NLB Group Provisions for liabilities and charges

			in EUR thousands	Provisions for liabilities and charges
Valuation of financial instruments and capital investments	Depreciation and valuation of non-financial assets	Impairment of financial assets		Unpaid dividends	Tax losses	Tax relief	Fair value adjustments of financial assets measured at amortised cost	Other
Balance as at 1 January 2022	10,128	33,002	3,505	5,879	3,876	253	945	320	62	57,970
					Effects of translation of foreign operations to presentation currency	6	2	3	7	-	-	-	-	-	18
(Charged)/credited to profit and loss	(1,718)	4,837	1,229	3,583	(3,876)	(253)	(945)	(516)	79	2,420
				(Charged)/credited to other comprehensive income	(441)	10,270	-	-	-	-	-	-	-	9,829
					Acquisition of subsidiary (note 5.12.e)	1,924	304	-	11	-	-	-	2,242	-	4,481
		Balance as at 31 December 2022		9,899	48,415	4,737	9,480	-	-	-	2,046	141	74,718
					Effects of translation of foreign operations to presentation currency	(5)	1	-	(8)	-	-	-	2	-	(10)
		(Charged)/credited to profit and loss		(928)	7,490	(596)	232	-	54,069	-	(108)	107	60,266
					(Charged)/credited to other comprehensive income	81	3,734	-	-	-	-	-	-	-	3,815
Balance as at 31 December 2023	9,047	59,640	4,141	9,704	-	54,069	-	1,940	248	138,789

NLB Provisions for liabilities and charges

		in EUR thousands		Provisions for liabilities and charges
Valuation of financial instruments and capital investments	Depreciation and valuation of non-financial assets	Impairment of financial assets	Tax losses	Fair value adjustments of financial assets measured at amortised cost	Unpaid dividends
		Balance as at 1 January 2022	2,660	31,696	112	917	-	-	3,876	39,261
				(Charged)/credited to profit and loss	(555)	4,688	(3)	1,133	-	-	(3,876)	1,387
(Charged)/credited to other comprehensive income	(286)	1,644	-	-	-	-	-	1,358
				Balance as at 31 December 2022	1,819	38,028	109	2,050	-	-	-	42,006
					(Charged)/credited to profit and loss	23	7,517	14	(961)	54,069	94	-	60,756
		(Charged)/credited to other comprehensive income		(31)	8,517	-	-	-	-	-	8,486
					Merger of subsidiary (note 5.12.d)	45	1,036	-	64	-	1,318	-	2,463
					Balance as at 31 December 2023	1,856	55,098	123	1,153	54,069	1,412	-	113,711

Deferred income tax assets

in EUR thousands	Impairment of financial assets	Valuation of financial instruments	Depreciation and valuation of non-financial assets	Undistributed profit of subsidiaries	Fair value adjustments of financial assets measured at amortised cost
Balance as at 1 January 2022	3,960	12,026	1,374	-	3,338
Effects of translation of foreign operations to presentation currency	-	4	-	-	4
Charged/(credited) to profit and loss	649	(1,579)	267	-	2,024
Charged/(credited) to other comprehensive income	892	(2,076)	-	-	-
Balance as at 31 December 2022	5,501	8,375	1,641	-	5,366
Effects of translation of foreign operations to presentation currency	(1)	(4)	-	-	(5)
Charged/(credited) to profit and loss	(569)	(565)	(144)	9,626	1,290
Charged/(credited) to other comprehensive income	(1,342)	(588)	-	-	-
Disposal of subsidiaries	-	-	(193)	-	-
Balance as at 31 December 2023	3,589	7,218	1,304	9,626	6,651

NLB

in EUR thousands	Impairment of financial assets	Valuation of financial instruments and capital investments	Depreciation and valuation of non-financial assets
Balance as at 1 January 2022	570	6,620	169
Charged/(credited) to profit and loss	-	(131)	(6)
Charged/(credited) to other comprehensive income	1,102	(1,206)	-
Balance as at 31 December 2022	1,672	5,283	163
Charged/(credited) to profit and loss	-	-	5
Charged/(credited) to other comprehensive income	(1,171)	(1,727)	-
Merger of subsidiary (note 5.12.d)	37	-	-
Balance as at 31 December 2023	538	3,556	168

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NLB Group Annual Report 2023

Overview

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment Reporting

Relating to components of other comprehensive income

2023

	Before tax	Tax expense	Net of tax	Before tax
Actuarial gains and losses	(444)	81	(363)	588
Financial assets measured at fair value through other comprehensive income	77,722	5,664	83,386	36,106
Share of associates and joint ventures	45	-	45	-
Total	77,323	5,745	83,068	36,694

2022

	Before tax	Tax expense	Net of tax	Before tax
Actuarial gains and losses	4,031	(441)	3,590	2,048
Financial assets measured at fair value through other comprehensive income	(165,438)	11,454	(153,984)	(93,955)
Share of associates and joint ventures	121	-	121	-
Total	(161,286)	11,013	(150,273)	(91,907)

5.19. Other liabilities

	NLB Group	NLB
in EUR thousands	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Accrued salaries	28,228	21,948	19,461	14,014
Unused annual leave	7,657	6,886	2,761	2,569
Deferred income	11,376	11,177	4,376	4,749
Taxes payable	7,015	5,724	4,895	4,023
Payments received in advance	4,377	3,346	857	32
Total	58,653	49,081	32,350	25,387

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment Capital

The share capital of NLB amounts to EUR 200,000 thousand and did not change in 2023. It is comprised of 20,000,000 no-par-value ordinary registered shares, with the corresponding authorised shares. As at 31 December 2023, the major shareholder of NLB with significant influence is the Republic of Slovenia, who owns 25.00% plus one share.

The book value of a NLB share was EUR 114.1, and on a solo level was EUR 108.3 (31 December 2022: EUR 75.9). It is calculated as the ratio of net assets’ book value excluding other equity instruments issued and the number of shares.

As at 31 December 2023, the net profit for 2023 amounted to EUR 514,287 thousand (2022: EUR 159,602 thousand), and retained earnings included the Banka merger effect in the amount of EUR 204,904 thousand and reduced for the interests of subordinated bonds issued in the year 2023 – which are considered instruments of additional capital.

The decision by the Bank’s General Assembly will be prepared by the Management and the Supervisory Board, considering restrictions imposed by the actual prevailing capital position at the time of the proposal. The shares give to their holders the right to vote at the NLB’s meeting of shareholders where, as a rule, each share entitles its holder to one vote.

Shareholders whose shares already held by such shareholder or by a third person on behalf of such shareholder, represent more than 25% of the NLB’s share capital, may only exercise their voting rights under certain conditions. The Board’s approval may only be rejected if, following such an acquisition, such a person would hold shares representing more than 25% of NLB’s issued share capital plus one share.

The approval is necessary with respect to the shares acquired by a person on behalf of third persons provided that such a person is not entitled to exercise the voting rights arising out of such shares at its own discretion unless such voting instructions are accompanied with a confirmation that the person giving such instructions is the beneficial owner of the shares with respect to which more NLB shares with voting rights.

The shares also give their holders the right to be informed, as well as the pre-emptive right to subscribe for new shares on a pro rata basis in the case of bankruptcy or liquidation of NLB, and the right to receive a dividend. In 2023, NLB paid dividends for the previous year in the amount of EUR 5.5 per share (2022: EUR 5.0 per share).

As at 31 December 2023 and 31 December 2022, NLB holds no own shares. In June 2019, the General Assembly of NLB authorised the Management Board that in the period of the Bank for the payment of variable remuneration to certain employees as required by the Banking Act and other relevant regulations. NLB did not buy any own shares based on this authorisation.

NLB issued subordinated notes intended to qualify as Additional Tier 1 Instruments in the aggregate nominal amount of EUR 82 million. The notes have no scheduled maturity date. The issuer has the right to redeem the notes on 23 March 2028, and on each distribution payment date after 23 March 2028. Until 23 March 2028, the interest on the principal of the notes will accrue at the interest rate of 9.721% per annum, which shall be reset prior to the commencement of each such period (5Y MS + 7.20% per annum).

The coupon payments are discretionary and non-cumulative. The notes terms provide for a temporary suspension of payments if NLB drop(s) below 5.125%. The issue price was equal to 100% of the nominal amount of the notes. The ISIN code of the notes is SI0022104275. The carrying amount as at 31 December 2023 is not specified.

Accumulated Other Comprehensive Income and Reserves

a) Reserves

The share premium account as at 31 December 2023 and 31 December 2022 comprises paid-up premiums in the amount...

amount of EUR 49,205 thousand. As at 31 December 2023 and 31 December 2022, profit reserves in the amount of EUR 13,522 thousand relate entirely to legal reserves in accordance with

thousand (2022: net profit EUR 159,602 thousand) which is included in the retained earnings as at 31 December 2023. b) Accumulated other comprehensive income

	NLB Group	NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Financial assets measured at fair value through other comprehensive income - debt securities	(66,666)	(143,954)	(35,255)	(78,283)
Financial assets measured at fair value through other comprehensive income - equity securities	6,647	1,045	144	(1,460)
Actuarial defined benefit pension plans	(2,265)	(1,948)	(1,205)	(1,934)
Foreign currency translation	(14,588)	(16,485)	-	-
Hedge of a net investment in a foreign operation	754	754	-	-
Total	(76,118)	(160,588)	(36,316)	(81,677)

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	NLB Group	NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023
Paid up capital instruments	200,000	200,000	200,000
Share premium	871,378	871,378	871,378
Retained earnings - from previous years	1,235,363	908,965	602,402
Profit eligible - from current year	327,398	334,297	159,833
Accumulated other comprehensive income	(75,662)	(98,470)	(36,316)
Other reserves	13,522	13,522	13,522
Minority interest	28,798	26,806	-

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Prudential filters: Additional Valuation Adjustments

	(2,295)	(2,981)	(1,067)
(AVA)
(-) Goodwill	(3,529)	(3,529)	-
(-) Other intangible assets	(37,153)	(41,351)	(20,846)
(-) Deferred tax assets	(47,002)	-	(54,069)
(-) Insufficient coverage for non-performing exposures	(907)	(418)	(246)

COMMON EQUITY TIER 1 CAPITAL (CET1)

	2,509,911	2,208,219	1,734,591
Capital instruments eligible as AT1 Capital	82,000	82,000	82,000
Minority interest	5,907	5,481	-
Additional Tier 1 capital	87,907	87,481	82,000

TIER 1 CAPITAL

	2,597,818	2,295,700	1,816,591
Capital instruments and subordinated loans eligible as Tier 2 capital	507,516	507,516	507,516
Minority interest	3,874	3,159	-

TIER 2 CAPITAL

	511,390	510,675	507,516

TOTAL CAPITAL

	3,109,208	2,806,375	2,324,107

RWA for credit risk

	12,168,121	11,797,851	7,449,829

RWA for market risks

	1,447,713	1,359,476	818,113

RWA for credit valuation adjustment risk

	14,200	85,600	15,613

RWA for operational risk

	1,707,128	1,410,132	923,943

TOTAL RISK EXPOSURE AMOUNT (RWA)

	15,337,162	14,653,059	9,207,498

Common Equity Tier 1 Ratio

	16.4%	15.1%	18.8%

Tier 1 Ratio

	16.9%	15.7%	19.7%

Total Capital Ratio

	20.3%	19.2%	25.2%

European banking capital legislation – CRD IV, is based on the Basel III guidelines. The legislation defines three capital ratios reflecting a different quality of capital: - Common Equity Tier 1 (CET1) to RWA, which must be at least 4.5%, - Tier 1 capital ratio (Tier 1 capital to RWA), which must be at least 6%, and - Total capital ratio (total capital to RWA), which must be at least 8%. In addition, there are other requirements and recommendations that are imposed by the supervisory institutions or by the legislation: - The Pillar 2 Requirement (SREP requirement): bank-specific, obligatory requirement that represents the minimum total SREP capital requirement – TSCR), - The applicable combined buffer requirement (CBR): a system of capital buffers to be added on to limitations in the payment of dividends and other distributions from capital. Some of the buffers are prescribed by law for all banks and some of them are bank-specific, set by the supervisory institution. - Pillar 2 Capital Guidance: capital recommendation set by the supervisory institution through the SREP process. It is bank-specific and is a recommendation, and not obligatory. Any non-compliance may lead to intensified supervision and the imposition of measures to re-establish a prudent level of capital (including preparation of capital restoration plan).

293 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm requirements of NLB Group on consolidated level:

SREP requirement

Requirement	2023	2022	2021
Pillar 1 (P1R)	CET1 4.5%	4.5%	4.5%
	AT1 1.5%	1.5%	1.5%
	T2 2.0%	2.0%	2.0%
Pillar 2 (P2R)	CET1 1.35%	1.46%	1.55%
	Tier 1 1.80%	1.95%	2.06%
	Total Capital 2.40%	2.60%	2.75%
Total SREP Capital Requirement (TSCR)	CET1 5.85%	5.96%	6.05%
	Tier 1 7.80%	7.95%	8.06%
	Total Capital 10.40%	10.60%	10.75%
Combined buffer requirement (CBR)
Capital Conservation buffer CET1	2.50%	2.5%	2.5%
O-SII buffer CET1	1.25%	1.0%	1.0%
Systemic risk buffer CET1	0.10%	0.0%	0.0%
Countercyclical buffer CET1	0.26%	0.0%	0.0%
Overall capital requirement (OCR) = MDA threshold	CET1 9.96%	9.46%	9.55%
	Tier 1 11.91%	11.45%	11.56%
	Total Capital 14.51%	14.10%	14.25%
Pillar 2 Guidance (P2G)	CET1 1.0%	1.0%	1.0%
	OCR + P2G CET1 10.96%	10.46%	10.55%
	Tier 1 12.91%	12.45%	12.56%
	Total Capital 15.51%	15.10%	15.25%

As at December 31, 2023, the Group’s Overall Capital Requirement (OCR) on a consolidated basis was 14.51%. This requirement has two components:

• The Total SREP Capital Requirement (TSCR) is 10.40%, including 8.00% Pillar 1 and 2.40% Pillar 2 Requirements. As at 1 January 2023, the Pillar 2 Requirement decreased by 0.2 p.p. to 2.40% due to a better overall SREP assessment.
• The second component is the Combined Buffer Requirement (CBR), which is 4.11%, and includes a 2.50% Capital Conservation Buffer, a 1.25% O-SII Buffer, a 0.26% Countercyclical Buffer and a 0.10% Systemic risk buffer.

In addition to the above requirements, the Pillar 2 Guidance (P2G) is 1.0% of Common Equity Tier 1 (CET1). Effective from 1 January 2024, NLB has lower capital requirements. On 1 December 2023, NLB received a new SREP decision on a consolidated basis for 2024. As per the decision, the Pillar 2 Requirement decreased by 0.28 p.p. to 2.12% since the overall SREP assessment improved.

Effective as at 1 January 2025, there will be some changes in the capital buffer rates for Slovenia. The countercyclical capital buffer rate for exposures in Slovenia will increase from 0.5% to 1.0%. At the same time, the sectoral systemic risk buffer for retail exposures to natural persons secured by residential real estate will decrease from 1.0% to 0.5%.

The Bank and NLB Group’s capital covers all the current and announced regulatory capital requirements, including capital buffers and other currently known requirements, as well as the P2G. As at 31 December 2023, NLB Group capital ratios on a consolidated basis stand at:

• 16.4% CET1 ratio,
• 16.9% Tier 1 ratio,
• 20.3% Total Capital ratio.

In the scope of regulatory risks, which include credit risk, operational risk, and market risk, NLB Group uses a standardised approach for credit and market risks, while the calculation of capital requirement for operational risks is made according to a basic indicator approach. The same approaches are used for calculating the capital requirements for NLB on a standalone basis, except for the calculation of the capital requirement for operational risks where the standardised approach is used.

As at 31 December 2023, the TCR for the NLB Group stood at 20.3% (or 1.1 p.p. increase compared to 31 December 2022), and the CET1 ratio stood at 16.4% (1.3 p.p. increase compared to 31 December 2022), well above requirements. The higher total capital adequacy derives from higher capital (EUR 302.8 million compared to 31 December 2022), which compensated for the increase of the RWA (EUR 684.1 million compared to 31 December 2022). The NLB Group increased its capital with a partial inclusion of 2023 profit (EUR 327.4 million).

Temporary treatment of FVOCI for sovereign securities ceased to apply as at 1 January 2023, which decreased capital by EUR 61.6 million. This effect was compensated with EUR 84.5 million in revaluation adjustments. In December 2023, a deduction item related to deferred taxes appeared in EUR 47.0 million.

RWA of Group for credit risk increased by EUR 370.3 million, mainly as the consequence of ramping up lending activity in all NLB Group banks, the most in the Bank, NLB Komercijalna banka a.d. Beograd, particularly high risk due to new project financing loans given, mainly in the Bank and NLB Komercijalna banka a.d. Beograd, was partially offset by repayments or by withdrawing the high observed for liquidity assets, mainly in NLB Komercijalna banka a.d. Beograd, due to the maturity of some Serbian bonds and higher MIGA guarantee for assets at central banks in a foreign nominated in EUR at the central bank in Skopje. Furthermore, RWA also decreased due to the maturity of Macedonian bonds and Bosnian bonds of Republika Srpska.

The RWA decline for the Bank due to the purchase of bank bonds, larger volume of deposits at commercial banks and higher risk weights for institutions from countries outside the EEA that are not on the third-party provisions, upgrades, and improved data of real estate collaterals for CRR eligibility resulted in the RWA reduction for non-performing exposures. The increase in RWAs for market risks in December 2022 was the result of higher RWA for FX risk of EUR 86.6 million (mainly the result of more opened positions in domestic currencies of non-euro subsidiary banks – mostly R value for derivative transactions subject to CRR risk based on OEM method) and higher RWA for TDI risk of EUR 1.2 million (mostly IRS derivatives).

The increase in the RWA for operational net interests, mainly from the Bank and NLB Komercijalna banka a.d. Beograd, resulting in a higher three-year average of relevant income. There were no significant deviations from previous internal capital adequacy assessment process (ICAAP) in NLB Group, set up in accordance with ECB Guidelines, is ensuring adequate capital and sustainability on an ongoing basis.

The processes to assess and maintain capital on an ongoing basis, as well the adequate distribution of internal capital for covering the nature and level of the risks to which NLB Group is exposed, are part of the overall risk management system in order to assure proactive support for informed decision-making. From an economic perspective, NLB Group manages its capital adequacy by ensuring a multiyear forward-looking assessment of NLB Group which shows its ability to fulfil all of its capital-related regulatory and supervisory requirements and risk appetite of NLB Group.

Within the regulatory and supervisory requirement, and the internal capital needs that allow it to sustainably follow its business strategy. A normative perspective includes several stress scenarios which.

NLB Group Annual Report 2023

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Business Report

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Sustainability

Performance Overview

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Balance Sheet Liabilities

Contractual amounts of off-balance sheet financial instruments in EUR thousands

	NLB Group	NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Short-term guarantees	369,849	407,967	205,731	176,535
- financial	154,769	220,786	88,373	96,473
- non-financial	215,080	187,181	117,358	80,062
Long-term guarantees	1,261,764	1,103,341	817,646	613,061
- financial	513,523	427,743	309,909	230,318
- non-financial	748,241	675,598	507,737	382,743
Loan commitments	2,469,800	2,388,468	1,822,847	1,635,498
Letters of credit	41,026	35,029	10,446	13,204
Other	17,653	18,655	7,904	9,706
	4,160,092	3,953,460	2,864,574	2,448,004
Provisions (note 5.16.b)	(32,548)	(37,609)	(17,941)	(20,299)
Total	4,127,544	3,915,851	2,846,633	2,427,705

Fee income from issued non-financial guarantees amounted to EUR 8,628 thousand (2022: EUR 7,535 thousand) in NLB Group, and to EUR 5,552 thousand (2022: EUR 4,574 thousand).

Have also some low-risk off-balance sheet items, for which a 0% credit conversion factor is applied in accordance with the Capital Requirements Regulation (credit and other lines which can Group level amount to EUR 915,450 thousand (31 December 2022: EUR 657,232 thousand), and at the NLB level EUR 412,330 thousand (31 December 2022: EUR 316,977 thousand).

NLB Group Annual Report 2023

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Business Report

Strategy

Risk Factors & Outlook

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Performance Overview

Segment

Derivative Financial Instruments by Notional Amounts

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Financial Overview

in EUR thousands	NLB Group	NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Short-term Long-term Swaps	486,874	1,526,962	257,015	1,111,946	715,173	1,586,962	359,978	1,111,690
	- currency swaps	482,463	10,799	256,820	-	710,762	10,799	359,587	-
- interest rate swaps	4,411	1,516,163	195	1,111,946	4,411	1,576,163	391	1,111,690
	Options	-	45,924	72	60,626	-	45,924	72	60,626
		- interest rate options	-	30,189	72	46,963	-	30,189	72	46,963
- securities options	-	15,735	-	13,663	-	15,735	-	13,663
Forward contracts	74,351	6,640	54,660	11,720	72,120	6,640	54,384	11,720
		- currency forward	74,351	6,640	54,660	11,720	72,120	6,640	54,384	11,720
Total	561,225	1,579,526	311,747	1,184,292	787,293	1,639,526	414,434	1,184,036

2,140,751 1,496,039 2,426,819 1,598,470

As at 31 December 2023, the NLB Group held interest rate swaps intended as fair value hedges of assets with a total nominal value of EUR 633,798 thousand (31 December 2022: EUR 644,132 thousand) and intended to hedge the fair value of bonds issued in 2023 with a total nominal value of EUR 450,000 thousand (note 5.5.b). As at 31 December 2023, the NLB held interest rate swaps intended as fair value hedges of assets with a total nominal value of EUR 573,798 thousand (31 December 2022: EUR 644,132 thousand) and intended to hedge the fair value of bonds issued in 2023 with a total contractual value of EUR 450,000 thousand (note 5.5.b). Derivatives that qualify for hedge accounting are used to hedge interest rate risk. The fair values of derivative financial instruments are disclosed in notes 5.2. and 5.5.

Capital Commitments

in EUR thousands	NLB Group				NLB
				31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Capital commitments for purchase of:	- property and equipment	3,131		1,651		3,022		1,496
- intangible assets	2,901			5,246		2,470		5,206
Total	6,032			6,897		5,492		6,702

Fiduciary Activities

in EUR thousands	NLB Group	NLB
			31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Fiduciary activities	30,241,726	26,935,868		28,278,498	24,990,075
Settlement and other services	1,085,213	1,247,360		1,010,624	1,156,361
Total	31,326,939	28,183,228		29,289,122	26,146,436

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in EUR thousands

	NLB Group	NLB	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Assets	Clearing or transaction account claims for client assets		30,196,860	26,886,137	28,243,725	24,950,876
	From financial instruments		30,196,322	26,866,494	28,243,237	24,931,891
	- receipt, processing, and execution of orders		11,217,662	10,004,881	10,407,489	9,166,585
	- management of financial instruments portfolio		573,177	509,000
	- custody services		18,405,483	16,352,613	17,835,748	15,765,306
	To Central Securities Clearing Corporation or bank settlement account for sold financial instrument		128	891	78	233
	To other settlement systems and institutions for bought financial instrument (debtors)		410	18,752	410	18,752
	Clients‘ money		44,866	49,731	34,773	39,199
	- at settlement account for client assets		27,082	22,037	16,989	22,037
	- at bank transaction accounts		17,784	27,694	17,784	17,162

Liabilities

	NLB Group	NLB	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Clearing or transaction liabilities for client assets			30,241,726	26,935,868	28,278,498	24,990,075
	To clients from cash and financial instruments		30,238,652	26,931,466	28,275,954	24,986,135
	- receipt, processing, and execution of orders		11,233,595	10,024,193	10,423,422	9,185,897
	- management of financial instruments portfolio		582,790	519,728
	- custody services		18,422,267	16,387,545	17,852,532	15,800,238
	To Central Securities Clearing Corporation or bank settlement account for bought financial instrument		138	444	138	444
	To other settlement systems and institutions for bought financial instrument (creditors)		2,532	3,540	2,002	3,078
	To bank or settlement bank account for fees and costs, etc.		404	418	404	418

Fee income for funds managed on behalf of third parties

	NLB Group	NLB	2023	2022	2023	2022
Fiduciary activities (note 4.3.b)	11,666			9,567	11,025	9,395
Settlement and other services	912			806	1,372	1,363
Total	12,578			10,373	12,397	10,758

5.25. Funds managed on behalf of third parties

Funds managed on behalf of third parties Fiduciary activities

298 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm management

Risk management in NLB Group is implemented in accordance with the set strategic guidelines, established internal policies, and procedures which take into account European banking regulations and relevant good banking practices. In addition, the Group is constantly enhancing and complementing the existing approaches, methodologies, and processes in all risk management segments.

Efficiently managing risk is crucial for NLB Group's sustained long-term profitable operations. A robust Risk Management framework is comprehensively integrated into decision-making, steering, and mitigation processes, ensuring awareness of all relevant risks within the entire Group. NLB Group’s Risk management framework supports business decision-making on strategic and operating levels, comprehensive statement and risk strategy orientations.

• yearly review of strategic business goals, budgeting, and the capital planning process;

• internal capital adequacy assessment process (ICAAP) and other internal stress-testing capabilities, early warning systems, and regular risk analysis;

• regulatory and internal management reporting.

NLB Group uses the ‘three lines of defence framework’ where the risk management function acts as a second line of defence. Set governance and different risk management tools enable adequate oversight of the Group’s risk profile. Moreover, they support business operations and different mitigation measures when necessary.

a) Risk management strategies and processes

The key goal of NLB Group’s Risk Management is to proactively manage, assess, and monitor risks across the entire organisation, focusing on risk identification at a very early stage, efficient risk management, and mitigation of risks with the aim of ensuring the prudent use of its capital and resources.

The risk management principles of NLB Group are defined by its Risk Appetite and Risk Strategy, designed in accordance with the Group’s business model, integrating forward-looking perspectives. The policies of NLB Group – which are approved by the Management and Supervisory Boards – specify the strategic goals, risk appetite guidelines, approaches, and methodologies for monitoring and fulfilling all external requirements.

The main strategic risk guidelines are comprehensively integrated into decision-making, including the business plan review and budgeting process. NLB Group considers risk management as an essential element of its business strategy and related mid-term financial targets.

The management of credit risk, which is the most important risk category in NLB Group, concentrates on taking measures to reduce the costs of risk, and ensuring an optimal return considering the risks assumed. As regards liquidity risk, the tolerance is low, while the activities are geared towards ensuring an adequate liquidity position.

From the valuation risk of debt securities portfolio servicing as liquidity reserves, to moderate level. The fundamental orientation in the management of interest rate risk is to limit unexpected fluctuations.

When assuming operational risk, the Group pursues the orientation that such a risk must not significantly impact its operations. On this basis, changes of control activities, processes, and proactive mitigation, prevention, and minimisation of potential damage are implemented.

The conclusion of transactions with derivative financial instruments at NLB is primarily limited to servicing customers' needs, with the goals of low to moderate exposure. The tolerance for other risk types is low and focuses on minimising their possible impacts on NLB Group’s entire operations.

Environmental, social, and governance (ESG) factors are integrated into the risk management framework, allowing the Group to monitor and manage the drivers of the existing types of risks, such as credit, liquidity, market, and operational risk. The Group integrates and manages them within the established risk management framework.

Based on environmental and climate risk assessment, the impact of these risks is estimated as low, except for transition risk in the area of climate change. NLB Group has made a pledge to align the Bank’s lending and investment portfolio with net-zero emissions by 2050.

The availability of ESG data in the region where NLB Group operates is still lacking, which affects the ability to collect related data from its clients, being a prerequisite for adequate decision-making and the corresponding proactive management of ESG risks.

Risk management focuses on managing and mitigating risks through established frameworks, and the Group monitors a range of risk metrics, including internal capital allocation in order to assure the Group’s risk profile is in line with its risk appetite. The usage of risk limits is regularly reviewed by respective committees and/or the Management Board of the Bank.

The banking subsidiaries within NLB Group adapted a corresponding approach to monitor and manage their target risk profiles, including early warning systems in different risk areas with the intention to strengthen the existing internal controls and timely response when necessary.

NLB Group Annual Report 2023

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Business Report

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Risk Factors & Outlook

Sustainability Performance Overview

Segment

The uniform stress-testing programme includes all material types of risk and relevant stress scenario analysis, according to the vulnerability of the Group’s business model. The Group establishes measures stemming from climate risk, which will be further enhanced by considering disposable ESG-related data. Stress testing is integrated into the risk appetite, ICAAP, ILAAP, Recovery Plan, the capital and liquidity positions in a forward-looking perspective. In addition, the Group also performs reverse stress tests with the aim to test its maximum recovery capacity. Other parties are integrated into the process of setting a risk management limit system.

For the purpose of an efficient risk mitigation process, NLB Group applies a single set of standards to retail and corporate credit risk management and optimal capital consumption. The Group has a system for monitoring and reporting collateral at fair (market) value in accordance with the International Valuation standards. Lending criteria are set within internal lending guidelines. Credit risk mitigation principles and rules in NLB Group are described in more relevant details in the section ‘Credit risk management’.

In line with the set risk appetite, NLB Group follows the principle of natural hedge or using derivatives in line with hedge accounting principles.

b) Risk management structure and organisation

Responsible governance, in accordance with the applicable legislation of the Republic of Slovenia, particularly the provisions of the Companies Act (ZGD-1) and the Banking Act (ZBan-3), Internal Capital Adequacy Assessment Process for Banks and Savings Banks, the EBA Guidelines on internal governance, the EBA Guidelines on the assessment of the suitability of members and remuneration practices. Several layers of management provide cohesive risk management governance in NLB Group.

NLB Group established the three lines of a defence framework with the division of activities and defines roles and responsibilities for risk management at different levels within the Group. Risk management in the Group acts as a second line of defence, accounting for the main entity in Slovenia, and as the competence centre in charge of six banking members, leasing members, and other non-core subsidiaries which are in a controlled wind-out.

Overall, the structure is designed to prevent conflicts of interest and ensure a transparent and documented decision-making process, subject to an appropriate upward and downward flow of information.

The Global Risk Department, the Credit Risk – Corporate Department, the Credit Risk – Retail Department, and which reports to the Management Board, Assets and Liabilities Committee (ALCO), Risk Committee (RICO), and Credit Committee of the Management Board and the Risk Committee are responsible for formulating and controlling the risk management policies of NLB Group, setting limits, establishing methodologies, overseeing the harmonisation of risk management policies within the Group.

All members of NLB Group that are included in the financial statements of NLB Group report their exposure to risks to the competent organisational units within the Risk management to the Management Board and its respective Committees and the Supervisory Board and its respective Committees, which is where appropriate measures are adopted.

The credit ratings of clients are centralised via the Credit Committee of NLB. The process follows the co-decision principle, in which the credit committee of the respective Group member first approves their decision, followed by the Credit Committee of NLB, which is made on the basis of all available documentation, including a non-binding rating opinion prepared by the underwriting department of NLB. This same principle and process apply to the Group.

Risk monitoring in NLB Group members is operating within an independent and/or separate organisational unit. This way, monitoring of risks is established based on standardised and the Group’s and of each member’s statement of financial position. In compliance with the risk appetite, risk management strategy, and policies of NLB Group, risk monitoring in each NLB Group member ensures the objectivity required when assessing business decisions (three lines of defence concept).

The organisational unit for managing risks directly reports to the Management Board and its committees, which report to the Supervisory Board (the Risk Committee of the Supervisory Board or Board of Directors).

c) Risk measurement and reporting systems

As a systemic banking group, by the Joint Supervisory Team (JST) of the ECB and the Bank of Slovenia, the Group member complies with the ECB regulation, while NLB Group subsidiaries operating outside Slovenia are approved in Serbia, Bosnia and Herzegovina, and North Macedonia, resulting in alignment of local regulation with CRR rules. With regards to capital adequacy, based on the provisions of...

NLB Group Annual Report 2023

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SB Statement

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Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

(CRD), Decision (CRR), NLB Group applies a standardised approach to credit and market risk, and the basic approach (a simplified approach with less data granularity) to operational risks, risks are assessed, monitored, managed, or mitigated in a uniform manner, as defined in the Group’s Risk management standards, and consider the specifics of the markets in which individual liquidity risk, interest rate, and credit spread risk in the banking book, operational risk, market risk, ESG, and non-financial risks, in addition to the prescribed regulations, NLB Group uses management of risks. These internal methodologies are aligned with ECB, EBA, and Basel guidelines, as well as best practices in banking methodologies.

As for risk reporting, NLB Group frequency of reporting required by the Bank of Slovenia and the ECB. In addition, each member of NLB Group also complies with the requirements of its local regulations. Risk reporting is based on common methodologies for measuring exposure to risks, uniform database structure within Data Warehouse (DWH), comprehensive data quality assurance, and automated reporting.

Data and IT system Risk data are calculated and stored in NLB Group DWH and collected from NLB and other Group member’s DWH. The established process provides an integrated information subject-oriented format. Data are regularly checked and validated. Data used for internal risk assessment, management, and reporting are the same as data which NLB Group uses for regulatory compliance that aligns with the goals and objectives of the Group’s risk management function.

NLB Group data governance and data quality framework consists of identifying risks, developing policies, and the second line of defence controls by an independent validation unit under the responsibility of Group Data Governance Officer. This framework covers agreed service level standards for efficient managing of risks and capital remains crucial for NLB Group to sustain long-term profitable operations.

The Group further enhanced the robustness of its risk management comprehensively, and prudently. Risk identification in a very early stage, its efficient managing, and the corresponding mitigation processes represent essential steps in such a system. The trends, such as sustainability, social responsibility, governance, changing customer behaviours, emerging new technologies and competitors, as well as increasing new regulatory requirements detecting and managing new potential emerging risks.

The NLB Group gives special focus on the inclusion of risk analysis into the decision-making process on strategic and operating levels, appropriate risk-adjusted pricing, regular education/trainings at all levels of management, and the assurance of overall compliance with internal policies/rules and relevant regulations. During with a stable rating structure and lower level of NPLs.

In the light of inflationary pressures, higher interest rates and low GDP growth, the Group recorded a slower credit portfolio growth in minor client credit quality deteriorations or received collaterals were recorded. Besides, the Group monitored the macroeconomic and geopolitical circumstances closely, remaining prudent in management.

The cost of risk remained at low level, mainly due to the successful collection of previously written-off receivables, revised risk parameters, and a stable portfolio development. In a highly unfavourable liquidity scenario would materialise, the Group holds a sufficient level of high-quality liquidity reserves. Significant attention was put into the structure and concentration of potential adverse negative market movements.

The management of ESG risks follows ECB and EBA guidelines with a tendency of their comprehensive integration into all relevant process management. Sustainable ESG financing in accordance with Environmental and Social Management System is integrated into the Group’s Risk Appetite Statement. As part of its strategy, plants.

Moreover, in December 2023 NLB as a member of the UN Net-Zero Banking Alliance, publicly disclosed its Net-Zero commitment. With this step, the Bank made a pledge to align systemically important institution, the Group was included in the ECB Stress Test exercise performed in H1 2023.

On 30 July, the results of stress tests carried out for important banks by the bottom-up stress test showed that even in a very unfavourable market condition defined by the EBA and ECB, the Group holds sufficient resilience in terms of capitalisation. The quality namely setting Pillar 2 Guidance.

Besides, the Group is also included in two ECB Stress test exercises – 2024 EBA Fit-for-55 climate risk scenario analysis and the 2024 ECB Cyber Resilience.

Management

a) Introduction

In its operations, NLB Group is exposed to credit risk, or the risk of losses due to the failure of a debtor to settle its liabilities to NLB Group. For that reason, it process, NLB Group follows the International Financial Reporting Standards, regulations issued by the European Central Bank or Bank of Slovenia, and the EBA guidelines. This area is governed by acts.

Through regular reviews of the business practices and the credit portfolios of NLB entities, NLB ensures that the credit risk management of those entities function in accordance with consolidated level. NLB Group manages credit risk at two levels:

• At the level of the individual customer/group of customers appropriate procedures are followed in various phases of the credit process.

Prior to concluding an agreement, a customer’s performance, financial position, and past cooperation with NLB are assessed. To objectively assess a client’s operation, internal scoring models are important to secure high-quality collateral even though it does not affect a customer’s credit rating.

This is followed by various forms of monitoring a customer, in particular an assessment of contractual obligations. In this part of the credit process, regular monitoring of clients within the Early Warning System (EWS) is important. In the case of client default, restructuring or write-offs trends in the credit portfolio, including on-balance and off-balance sheet exposures, are actively monitored and analysed at the level of the overall portfolio of NLB Group and single.

The portfolio quality through time and to identify any breach of limits or targets. Great emphasis is placed on the evolution of portfolio structure in terms of client segmentation, credit rating coverage of NPL is an important indicator of potential future losses that is closely monitored.

Apart from analysing the portfolio as a whole, the quality of new loans production is monitored to ensure that quality is maintained within the Group Risk Appetite. Beside default risk, the portfolio management is also focused on monitoring single name and industry concentration, migration, FX.

Emphasis is also placed on stress tests that forecast the effects of adverse negative macroeconomic movements on the portfolio, on the level of impairments and provisions, and on capital.

These are calculated according to the Standardised approach, while within the second pillar an internal IRB approach is used to estimate the RWA for default, migration, and FX lending risk. In methodology, and an industry concentration add-on is estimated based on the HHI concentration indexes.

NLB and other NLB Group members assess the level of credit risk losses on an individual review is performed for material Stage 3 financial assets which have been rated as non-performing based on the information regarding significant financial problems.

the settlement of liabilities, whether financial assets will be restructured for economic or legal reasons, and the likelihood that a customer will enter bankruptcy or a financial reorganisation collateral) are assessed following an individual review. If their discounted value differs from the book value of the financial asset in question, impairment must be recognised. Collective E individual basis. Based on IFRS 9 requirements, financial assets measured at amortised cost or at fair value through other comprehensive income are attributed to the appropriate stage bas stage of financial assets determines whether a 12-month or lifetime ECL must be considered. The ECL calculation is based on the forward-looking probability of default (PD) and loss give as predicted macroeconomic parameters for different scenarios. For off-balance financial assets, the probability of the redemption of guarantees is considered when creating collective prov regular basis to make loss estimations as realistic as possible. The management of ESG risks addresses the Group’s overall credit approval process and related credit portfolio management Lending Policy for Non-Financial Companies in NLB d.d. and NLB Group where in the special chapter Environmental and Social Framework three categories are defined (prohibited Framework in NLB d.d. and NLB Group applies to certain transactions with the greatest potential for significant E&S impact (exclusion list, regulatory compliance check, category A list); Framework in NLB d.d. and NLB Group provides a guide to the typical level of inherent environmental and social risk according to NACE codes.

302 NLB Group Annual Report 2023

Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm addressing ESG risks in all relevant stages of the credit-granting process relevant ESG criteria were also considered in the collateral evaluation process. On the portfolio level, the Group do climate risk, whereby the role of transitional risk is more prevailing. The availability of ESG data in the region where NLB Group operates is still lacking, nevertheless the Group has made Main emphasis in 2023 In the process of constantly complementing and enhancing credit risk management, NLB Group focuses on taking moderate risks, and at the same time ensuring an o represents the most important key aim, with a focus on the quality of new placements leading to a diversified portfolio of customers. The Group is actively present on the market in the region management tools, the Group is constantly developing a wide range of advanced approaches supported by mathematical and statistical models in credit risk assessment in line with best banki growth, which was observed in the Corporate, as well as in the Retail segment in 2022 no longer prevailed in 2023 due rising interest rates that led to less favourable lending conditions. In the especially in the housing loans market. In the Corporate segment, the Bank seized opportunities to finance some of the top corporate clients in the region while keeping the focus on SME as i any specific industry or client segment. The share of retail portfolio in the whole credit portfolio is quite substantial, with still prevailing segment of mortgage loans. In 2023, the Group’s cre Great emphasis was placed on intensive and proactive handling of problematic customers and an early warning system for detecting increased credit risk at a very early stage. The stock of 2023, the share of non-performing exposure by EBA methodology in NLB Group was 1.1% (1.3% at the end of 2022). Moreover, the coverage ratio remains high at 64.6%, which is above

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Exposure to Credit Risk

	NLB Group	NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023
Cash, cash balances at central banks, and other demand deposits at banks	6,103,561	5,271,365	4,318,032
Financial assets held for trading	15,718	21,588	17,957
Non-trading financial assets mandatorily at fair value through profit or loss	5,217	3,116	7,785
Financial assets at fair value through other comprehensive income	2,164,464	2,838,796	962,084
Financial assets at amortised cost
Debt securities	2,522,229	1,917,615	1,966,169
Loans to governments	386,291	303,443	118,220
Loans to banks	547,640	222,965	149,011
Loans to financial organisations	91,523	116,078	384,995
Loans to individuals	7,086,815	6,621,670	3,543,603
Loans to companies	6,169,972	6,031,795	3,101,465
Other financial assets	165,962	177,823	101,596
Derivatives - hedge accounting	47,614	59,362	47,614
Total net financial assets	25,307,006	23,585,616	14,718,531
Guarantees	1,631,613	1,511,308	1,023,377
Financial guarantees	668,292	648,529	398,282
Non-financial guarantees	963,321	862,779	625,095
Loan commitments	2,469,800	2,388,468	1,822,847
Other potential liabilities	58,679	53,684	18,350
Total contingent liabilities	4,160,092	3,953,460	2,864,574
Total maximum exposure to credit risk	29,467,098	27,539,076	17,583,105

Maximum exposure to credit risk is a presentation of NLB Group’s exposure to credit risk separately by individual types of financial assets and contingent liabilities. Exposures stated in the statement of financial position, and for off-balance sheet items in the amount of their nominal value.

NLB Group Annual Report 2023

Overview

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment

from financial assets measured at amortised cost in EUR thousands	31 Dec 2023	NLB Group	Fully/over collateralised	Financial assets not or not fully covered	financial assets with collateral
Loans to banks	-	-	-	113	27
Loans to individuals	47,586	28,634	133,472	83,423	17,960
financial assets	119	57	4,507	10,484	405
Total	150,468	75,929	481,136	160,352	31,002	25,071

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NLB Group Financial Assets Overview

As of 31 Dec 2022

Financial Assets	Fully/over collateralised	Financial assets not or not fully covered with collateral	Gross value of financial assets	Net value of financial assets	Fair value of collateral
Loans to banks	-	-	-	108	-
Loans to individuals	46,587	32,322	135,480	81,523	19,235
Loans to other customers	127,938	69,180	426,805	71,733	19,227
Other financial assets	249	104	7,301	8,979	1,374
Total	174,774	101,606	569,586	162,343	39,836

As of 31 Dec 2023

Financial Assets	Fully/over collateralised	Financial assets not or not fully covered with collateral	Gross value of financial assets	Net value of financial assets	Fair value of collateral
Loans to banks	-	-	-	113	27
Loans to individuals	32,400	20,097	76,149	43,943	10,579
Loans to other customers	41,759	18,968	145,806	19,456	3,938
Other financial assets	7	2	355	1,655	146
Total	74,166	39,067	222,310	65,167	14,690

As of 31 Dec 2022 (NLB)

Financial Assets	Fully/over collateralised	Financial assets not or not fully covered with collateral	Gross value of financial assets	Net value of financial assets	Fair value of collateral
Loans to banks	-	-	-	-	-
Loans to individuals	22,988	16,518	50,403	36,692	8,876
Loans to other customers	36,494	17,154	93,719	14,637	4,079
Other financial assets	3	2	379	830	23
Total	59,485	33,674	144,501	52,159	12,978

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NLB Group Annual Report 2023

Overview

Financial Assets Measured at Amortised Cost Classified into Stage 1 and 2

in EUR thousands

NLB Group 31 Dec 2023	NLB Group 31 Dec 2022
Fully/over collateralised financial assets	Financial assets not or not fully covered with collateral	Total	Fully/over collateralised financial assets	Financial assets not or not fully covered with collateral	Total
	Debt securities	113,822	2,413,929	5,963,606	123,860	1,797,539	5,838,200
Loans to banks	216	547,610		480	222,646
	Loans to individuals	3,358,508	3,745,797		3,245,998	3,369,336
Loans to other customers	2,489,620	4,169,199		2,467,255	3,986,614
	Other financial assets	1,440	164,724		607	177,022
Total	5,963,606	11,041,259	12,847,635	5,838,200	9,553,157	12,300,583

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in EUR thousands NLB 31 Dec 2023

Fully/over collateralised financial assets	Financial assets not or not fully covered with collateral	Gross value of financial assets	Net value of financial assets	Fair value of collateral
Financial assets at amortised cost	Debt securities	113,822	113,724	113,161
	Loans to banks	-	-	-
	Loans to individuals	1,902,110	1,900,201	4,027,602
	Loans to other customers	1,024,057	1,025,532	2,437,145
	Other financial assets	44	44	130
Total		3,040,033	3,039,501	6,578,038
		6,309,922	6,271,801	349,391

in EUR thousands NLB 31 Dec 2022

Fully/over collateralised financial assets	Financial assets not or not fully covered with collateral	Gross value of financial assets	Net value of financial assets	Fair value of collateral
Financial assets at amortised cost	Debt securities	123,860	123,753	123,860
	Loans to banks	-	-	-
	Loans to individuals	1,611,092	1,610,129	3,256,002
	Loans to other customers	837,771	836,196	1,630,471
	Other financial assets	6	6	19
Total		2,572,729	2,570,084	5,010,352
		5,529,143	5,500,149	369,617

e) Collateral from loans mandatorily at fair value through profit or loss

	31 Dec 2023	31 Dec 2022
NLB	Fully/over collateralised loans	Loans not or not fully covered with collateral
Fair value of loans	70	149
Fair value of collateral	7,715	5,800
Fair value of loans	4,345	4,699
Fair value of collateral	3,547	2,000

NLB Group Annual Report 2023

Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm protection policy NLB Group applies a single set of standards to retail and corporate loan collateral, as developed by NLB Group members in accordance with regulatory requirements.

The Policy in NLB d.d. and NLB Group has been adopted by the Management Board of NLB Group. The Policy represents the basic principles that NLB Group’s employees must aim at reducing credit risk. In line with the policy, the primary source of loan repayment is the debtor’s solvency, and the accepted collateral is a secondary source of repayment in case the debtor fails to repay.

Complying with the Basel II requirements with the aim of improving credit risk management and consuming capital economically. In accordance with Basel II, collateral may consist of pledges from governments and central banks, bank debt securities, and real-estate mortgages (the real estate must be, beside other criteria, located in the European Economic Area or in a country recognised by the European Union).

Companies and sole proprietors may be secured by other forms of collateral, as well (e.g., a lien on movable property, a pledge of an equity stake, investment coupons, collateral by pledged assets).

If there is a lower probability that this type of collateral would generate a cash flow, NLB Group takes a conservative approach and accepts only collateral that is deemed reliable.

The merger of N Banka into NLB was successfully completed with the transfer of all customers and their business. During the transition period prior to the merger, N Banka has adopted all relevant internal processes for valuing collateral.

In compliance with relevant regulations, NLB Group has established a system for monitoring and reporting collateral at fair (market) value. The market value of movable property is obtained from valuation reports of licensed appraisers or from sales agreements. Both, valuation reports and sales agreements must not be older than a specified period.

Controls are performed by internal appraisers. The subject of control is the content, value, scope, and format of the report, its compliance with international valuation standards, and the correction of the value of the external valuation (in %) and correct the value of the external valuation. The value adjustment can only be negative and can be applied only in a limited range.

and provisions, additional deductions (haircuts) are applied to the eventual adjusted market value, depending on the type of collateral. These haircuts for purpose of liquidation value are for movables they range between 50 and 100%, depending on the type of movable. The market value of financial instruments held by NLB Group is obtained from the organised market with the internal methodology for unlisted financial instruments (such collateral is used exceptionally and on a small scale in loans granted to companies and sole proprietors). NLB has compiled a reference list of appraisers for valuations of real estate, made for the purpose of secured lending and in accordance with the international valuation standards (IVS, EVS, and RICS). Appraisals related to retail loans are generally ordered only from appraisers included on the NLB’s reference list, and appraisals are usually submitted by clients. If a client submits an appraisal that is not made by an appraiser included on the NLB’s reference list, the NLB’s expert department which employs Ministry of Justice, and certified real-estate value appraisers with licences granted by the Slovenian Institute of Auditors, will verify the appraisal. The expert department is also responsible for ensuring that members obtain valuations from in-house appraisers and outsourced appraisers, all possessing the necessary licences. NLB Group has compiled a reference list of appraisers for valuations of real estate according to the international valuation standards, and for larger exposures, real-estate evaluations must also be reviewed by an internal licensed appraiser with knowledge of the local real-estate market. If the adjustment is greater than a certain limit, the appraisal is rejected as inadequate. When assuring collateral, NLB Group follows the internal regulations which define the minimum security or pledge exposure (depending on the borrower’s rating, loan maturity, etc.) with the aim of reducing negative consequences resulting from any major swings in market prices of the assets used as collateral. NLB Group’s lien on such assets should be top ranking. Exceptionally, where the value of the mortgaged real estate is large enough, the lien can have a different priority order. NLB Group monitors mandatory periods and internal instructions. For example, the value of collateral using mortgaged real estate is monitored annually, either by preparing individual assessments or by using the public records and indexes of real-estate value published by the relevant government authorities (the Surveying and Mapping Authority in the Republic of Slovenia) or on analyses carried out once a year (in NLB automated, with a straight-line depreciation over the period of the remaining useful life).

h) The main types of collateral taken by the NLB Group

NLB Group accepts collateral in the form of business and residential real estate: land, buildings, and individual parts of buildings in a storeyed property for construction, apartments, residential buildings, garages and holiday homes, business premises, industrial buildings, offices, shops, hotels, branches and warehouses, forests, parking spaces where the pledge right of the Bank is entered in the first place and real estate is already owned by the debtor and/or the pledger. For real estate, there must be a market, and it must be redeemable. Given to the types of movable property, that are highly likely to be sold in the event of execution, and the funds received are used to repay the collateralised claims (their market value must be considered). The Bank includes motor vehicles, agricultural machinery, construction machinery, production lines, and series-produced machines, and some custom-made production machines; securities of different issuers, investment fund units, equity securities, or convertible bonds: - Cash receivable collateral: bank deposits and savings with Bank are appropriate in domestic Bank’s assessment, are suitable for securing investments and are traded on a regulated market (marketable securities of higher-quality Slovenian and foreign issuers); - The pledge of investment funds (NLB Skladi) and are, according to the Bank’s assessment, suitable for insurance of investments. - A pledge of an equity stake: non-marketable capital shares with a credit rating of at least have longer maturities than the maturity of the investment and they must not be due and not be paid; - Other material forms of loan collateral (e.g., life insurance policies pledged to NLB) investment life insurance policy and a life insurance policy with a guaranteed return that includes saving, in addition to insurance.

Personal loan collateral is a method for reducing credit risk in the event of defaulting. NLB Group accepts the following types of personal loan collateral: - Joint and several guarantees by retail and corporate clients: for the collateralisation of private individuals’ loans with a repayment period not exceeding 60 months. For the collateralisation of legal entities investments, guarantees; - Government guarantees (e.g., of the Republic of Slovenia); - Guarantees by national and regional development agencies with which the Bank has a contract on the acceptance of collateral. Loans are very often secured by a combination of collateral types. The general recommendations on loan collateral are specified in the internal instructions and include the elements that depend on the client’s creditworthiness (credit rating), loan maturity, and varies depending on whether the loan is granted to retail or a corporate client. NLB has also created, in the area of real estate in the Republic of Slovenia, which allows direct and immediate verification of the existence of property. NLB Group strives to ensure the best possible collateral for long-term loans, in particular, the frequent form of loan collateral of corporate and retail clients. In corporate exposures, the next most frequent forms of collateral are government and corporate guarantees, while in retail.

Client/counterparty credit risk is the key decision parameter when approving exposures. Collateral is a secondary source of repayment, and therefore decisions on the approvals of exposure are an important comfort element in the approval process and, depending on the credit rating of the client, a prerequisite. NLB Group has prescribed the minimum ratios between the value of collateral and the credit rating. The ratios are based on experience and regulatory guidelines. NLB Group pays particular attention to closely monitoring the fair value of collateral, and to receiving regular and independent examination of all collateral received, NLB has ensured that only collateral from which payment can be realistically expected if it is liquidated, is considered.

310 NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

the largest concentration of collaterals arising from mortgages on real estate, which is a relatively reliable and quality type of collateral. Due to the possible decrease of real estate market prices, the Group establishes higher amounts of impairments and provisions for non-performing loans secured by real estate, based on estimated discounts of the real-estate value, which are expected to be a pledge right of the Group is entered in the first place and the real estate is already owned by the debtor and/or the pledger. For real estate, there must be a market, and it must be redeemable.

the risk of changes in the prices of securities on capital markets. To limit such risks and restrict the possibility of the value of instruments received as collateral falling below approved limits, securities and equity shares in NLB. Deviations from the Rules are subject to the prior approval of the respective decision bodies of the Bank. The ratio between the loan amount and the securities is determined by maturity, and correlation with changes in market indexes, i.e., by considering the key features reflecting the level of volatility of market prices, and the ability to sell the securities at the market.

individuals, and bank guarantees entail the credit risk of the provider of the collateral. NLB Group includes the amount of the guarantees received in the exposure of the guarantor, and guarantees are assessed based on creditworthiness. The Business Rules – Collateral for Retail and Corporate Loans regulate which forms of collateral are acceptable, and which preconditions a type of collateral needs to fulfill.

311 NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment analysis for financial assets and contingent liabilities

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NLB Group

31 Dec 2023

in EUR thousands	NLB Group	NLB	12-month expected credit losses	Lifetime ECL not credit - impaired	Lifetime ECL credit- impaired	Purchased credit- impaired financial assets	Total
Debt securities at amortised cost	A	1,779,525	-	-	-	1,779,525	1,590,676
	B	735,905	-	-	-	735,905	373,190
	C	-	12,321	-	-	12,321	5,100
Loss allowance		(4,946)	(576)	-	-	(5,522)	(2,797)
Carrying amount		2,510,484	11,745	-	-	2,522,229	1,966,169
Loans and advances to banks at amortised cost	A	166,615	-	-	-	166,615	145,666
	B	381,211	-	-	-	381,211	3,482
	D and E	-	113	-	-	113	113
Loss allowance		(213)	-	(86)	-	(299)	(250)
Carrying amount		547,613	-	27	-	547,640	149,011
Loans and advances to individuals at amortised cost	A	6,787,523	111,211	-	632	6,899,366	3,450,942
	B	64,863	55,590	-	10	120,463	37,338
	C	2,339	81,623	-	514	84,476	44,204
	D and E	-	126,743	4,266	131,009	-	76,343
Loss allowance		(39,668)	(25,051)	(82,756)	(1,024)	(148,499)	(65,224)
Carrying amount		6,815,057	223,373	43,987	4,398	7,086,815	3,543,603
Loans and advances to other customers at amortised cost	A	1,344,256	3,758	-	-	1,348,014	1,169,524
	B	4,724,560	158,829	-	12	4,883,401	2,241,740
	C	138,837	288,567	-	-	427,404	186,545
	D and E	-	152,759	16,336	169,095	-	61,215
Loss allowance		(51,087)	(19,778)	(103,278)	(5,985)	(180,128)	(54,344)
Carrying amount		6,156,566	431,376	49,481	10,363	6,647,786	3,604,680
Other financial assets at amortised cost	A	125,514	77	-	-	125,591	83,752
	B	39,042	156	-	-	39,198	17,630
	C	819	556	-	-	1,375	166
	D and E	-	9,346	1,257	10,603	-	1,662
Loss allowance		(624)	(40)	(8,910)	(1,231)	(10,805)	(1,614)
Carrying amount		164,751	749	436	26	165,962	101,596
Debt instruments at fair value through other comprehensive income	A	1,221,592	-	-	-	1,221,592	854,472
	B	1,031,205	-	-	-	1,031,205	154,461
	C	-	144	-	-	144	-
	D and E	-	798	-	798	-	798
Loss allowance		(6,475)	(56)	(798)	-	(7,329)	(2,448)
Contingent liabilities	A	1,691,834	26,522	-	37	1,718,393	1,383,375
	B	2,286,997	33,489	-	11	2,320,497	1,409,435
	C	53,728	46,605	-	170	100,503	57,853
	D and E	-	17,221	3,478	20,699	-	13,911
Loss allowance		(18,429)	(1,655)	(9,369)	(3,095)	(32,548)	(17,941)
Carrying amount		4,014,130	104,961	7,852	601	4,127,544	2,846,633

31 Dec 2022

in EUR thousands	NLB Group	NLB	expected 12-month losses	Lifetime ECL not credit - impaired	Lifetime ECL credit- impaired	Purchased credit- impaired financial assets	Total
Debt securities at amortised cost	A	1,388,564	-	-	-	1,388,564	1,318,134
	B	525,606	-	-	-	525,606	281,304
	C	-	7,229	-	-	7,229	-
Loss allowance		(3,519)	(265)	-	-	(3,784)	(1,990)
Carrying amount		1,910,651	6,964	-	-	1,917,615	1,597,448
Loans and advances to banks at amortised cost	A	87,422	-	-	-	87,422	350,138
	B	135,704	-	-	-	135,704	703
	D and E	-	-	108	-	108	-
Loss allowance		(161)	-	(108)	-	(269)	(216)
Carrying amount		222,965	-	-	-	222,965	350,625
Loans and advances to individuals at amortised cost	A	6,327,508	82,441	-	772	6,410,721	2,915,578
	B	80,749	40,465	-	50	121,264	7,329
	C	14,620	67,215	-	1,514	83,349	34,720
	D and E	-	-	122,350	5,760	128,110	-
Loss allowance		(31,385)	(14,582)	(76,306)	499	(121,774)	(7,385)
Carrying amount		6,391,492	175,539	46,044	8,595	6,621,670	2,916,746
Loans and advances to other customers at amortised cost	A	1,366,495	1,405	-	-	1,367,900	1,007,159
	B	4,508,706	146,749	-	15	4,655,470	1,907,775
	C	153,084	275,517	-	1,898	430,499	28,397
	D and E	-	-	178,206	21,465	199,671	-
Loss allowance		(59,840)	(31,230)	(114,288)	3,134	(202,224)	(800)
Carrying amount		5,968,445	392,441	63,918	26,512	6,451,316	2,945,575
Other financial assets at amortised cost	A	138,353	57	-	-	138,410	102,414
	B	37,103	169	-	-	37,272	11,362
	C	1,370	577	-	-	1,947	759
	D and E	-	-	7,940	1,288	9,228	-
Loss allowance		(1,246)	(38)	(7,565)	(185)	(9,034)	(2)
Carrying amount		175,580	765	375	1,103	177,823	114,332
Debt instruments at fair value through other comprehensive income	A	1,453,671	-	-	-	1,453,671	1,159,704
	B	1,545,358	-	-	-	1,545,358	207,791
	C	-	165	-	-	165	-
	D and E	-	-	8,338	-	8,338	-
Loss allowance		(9,029)	(70)	(6,777)	-	(15,876)	(2,022)

---

Contingent liabilities

A	1,500,489	6,657	-	34	1,507,180	1,118,801	4,426
B	2,294,429	38,878	-	318	2,333,625	1,256,792	17,906
C	48,375	37,735	-	88	86,198	22,149	12,911
D and E	-	-	20,134	6,323	26,457	-	-
Loss allowance	(18,826)	(1,953)	(12,735)	(4,095)	(37,609)	(8,156)	(378)
Carrying amount	3,824,467	81,317	7,399	2,668	3,915,851	2,389,586	34,865

The client credit rating classification is based on an internally developed methodology, drawing from internal statistical analyses, good banking practices, as well as Bank of Slovenia regulation across the entire NLB Group. It includes a uniform credit grade scale of 12 rating classes, out of which nine represent performing clients and three non-performing clients.

Rating Group A is characterised by high coverage of financial liabilities with free cash flow. The Rating Group A is considered as investment grade classification. Rating Group B (BBB to B rating classes) includes clients who show stable performance, acceptable financial ratios, and qualitative elements, and have sufficient cash flow to settle their obligations, but may be more sensitive to changes for BBB, and an ‘invest with care’ for BB and B.

Rating Group C (CCC to C rating classes) includes clients who are exposed to a higher and above-average level of credit risk. CCC rated clients have effects for the Bank; however, Rating Group C is overall considered as a substantial risk. The Bank reasonably restricts cooperation with such clients and decreases its exposure to them. Rating D, DF, and E classified clients are ordinarily transferred to the specialised units for restructuring (which performs business and financial restructuring with the goal of minimising losses due to default).

The NLB Group ratings in the master scale are mapped to the following PD structure:

Rating class	Average PD in %
AAA	0.05
AA	0.15
A	0.30
BBB	0.60
BB	1.20
B	2.40
CCC	4.80
CC	9.60
C	19.20
D	100
DF	100
E	100

In 2020, NLB Group applied a new default definition based on the EBA guidelines, where the materiality threshold for delays is determined in absolute and relative terms (EUR 100 for re client level). At the same time, the assessment of rating for private individuals was improved by establishing a common rating on the client level. In 2023, a scoring model for private individuals was introduced as it introduces 9 performing rating classes (instead of the previous 3).

A standard corporate rating methodology, with the prescribed set of parameters (qualitative and quantitative) is materially important for the NLB Group whenever exposure exceeds EUR 7 million, or EUR 15 million for NLB Group members with total assets greater than EUR 1.5 billion. Materially important business practices and credit portfolios of NLB Group entities to make sure they are operating in accordance with the minimum risk management standards of NLB Group. This ensures appropriate risk management at the group level.

NLB Group Annual Report 2023

Overview

in EUR thousands			NLB Group 31 Dec 2023	NLB Group 31 Dec 2022
All forborne exposures	Impairment, provisions and value adjustments	Collateral and financial guarantees received on forborne exposures	Gross carrying amount	Performing	Non-performing	Performing forborne exposures	Non-performing forborne exposures	Impaired	Defaulted
Loans and advances (including at amortised cost and fair value)	246,402		116,477	129,874	129,925	(7,883)	(81,121)	92,352	272,249	117,808	154,385	154,441	(9,929)	(79,535)	121,376
				Governments	624	419	205	205	(22)	(205)	-	840	604	236	236	(12)	(234)	-
				Other financial organisations	1,388	-	1,388	1,388	-	(1,388)	-	1,526	201	1,325	1,325	(6)	(1,325)	-
			Non-financial organisations	168,726	77,709	90,966	91,017	(3,857)	(59,606)	58,611	207,473	89,871	117,546	117,602	(7,267)	(61,900)	87,245
				Households	75,664	38,349	37,315	37,315	(4,004)	(19,922)	33,741	62,410	27,132	35,278	35,278	(2,644)	(16,076)	34,131
Debt instruments other than held for trading	246,402		116,477	129,874	129,925	(7,883)	(81,121)	92,352	272,249	117,808	154,385	154,441	(9,929)	(79,535)	121,376
			Loan commitments given	434	84	350	350	(1)	(27)	352	1,392	743	649	649	(2)	(209)	740
				Total exposures with forbearance measures	246,836	116,561	130,224	130,275	(7,884)	(81,148)	92,704	273,641	118,551	155,034	155,090	(9,931)	(79,744)	122,116

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NLB Group Annual Report 2023

Overview

Impairment, provisions and value adjustments

in EUR thousands	NLB	All forborne exposures	Impairment, provisions and value adjustments	Collateral and financial guarantees received on forborne exposures
31 Dec 2023	Gross carrying amount	Performing	Non-performing	Performing forborne exposures
	110,905	42,584	68,270	68,321
	(3,718)	(41,050)	53,937
Other financial organisations	1,388	-	1,388	1,388
	-	(1,388)	-
Non-financial organisations	50,979	15,166	35,762	35,813
	(70)	(23,142)	27,232
Households	58,538	27,418	31,120	31,120
	(3,648)	(16,520)	26,705
Debt instruments other than held for trading	110,905	42,584	68,270	68,321
	(3,718)	(41,050)	53,937
Loan commitments given	434	84	350	350
	(1)	(27)	352
Total exposures with forbearance measures	111,339	42,668	68,620	68,671
	(3,719)	(41,077)	54,289

Exposures of debt instruments by periods of forbearance

in EUR thousands	NLB Group	31 Dec 2023	Up to 3 months	3 to 6 months	6 to 12 months	Over 12 months
Performing exposures		7,519	1,813	8,140	91,122
Non-performing exposures		1,569	6,838	5,071	35,275
Total exposures with forbearance measures		9,088	8,651	13,211	126,397

in EUR thousands	NLB	31 Dec 2023	Up to 3 months	3 to 6 months	6 to 12 months	Over 12 months
Performing exposures		7,059	1,690	2,880	27,237
Non-performing exposures		1,312	6,634	2,455	16,819

---

Total exposures with forbearance measures

	31 Dec 2022
Performing exposures	2,063	608	1,864	10,531
Non-performing exposures	1,939	1,261	7,300	20,184
Total exposures with forbearance measures	4,002	1,869	9,164	30,715

The main forbearance measurements used by NLB Group and NLB are: deferral of payment, reduction of interest rates, acquisition of collateral for partial repayment of claims, and others.

NLB Group and NLB received the following assets by taking possession of collateral held as security and held them at the reporting date:

Nature of assets	NLB Group	31 Dec 2023	31 Dec 2022	NLB
Equity securities mandatorily measured at fair value through profit or loss (note 5.3.a)	-	368	-
Investment property (note 5.9.)	21,253	25,326	2,263
Property and equipment (note 5.8.)	11,641	11,962	-
Investments in subsidiaries and associates	-	-	530
Real estates (note 5.13.)	27,122	50,913	3,129
Other assets (note 5.13.)	515	673	-
Non-current assets held for sale (note 5.7.)	474	651	-
Total	61,005	89,893	5,922

Loans and advances by industry sectors

NLB Group

Industry sector	Gross loans	Impairment provisions	Net loans	(%)	Gross loans
Banks	547,939	(299)	547,640	3.79	223,234
Finance	154,385	(2,321)	152,064	1.05	235,737
Electricity, gas, and water	599,988	(9,284)	590,704	4.09	601,556
Construction industry	535,444	(23,798)	511,646	3.54	547,251
Heavy industry	1,487,769	(29,619)	1,458,150	10.09	1,415,304
Education	14,278	(481)	13,797	0.10	13,246
Agriculture, forestry, and fishing	108,204	(3,536)	104,668	0.72	98,813
Public sector	390,522	(4,234)	386,288	2.67	285,495
Individuals	7,235,314	(148,499)	7,086,815	49.05	6,743,441
Mining	45,801	(1,733)	44,068	0.31	53,854
Entrepreneurs	388,668	(7,604)	381,064	2.64	389,376
Services	929,438	(34,385)	895,053	6.19	809,891
Transport and communications	884,162	(20,676)	863,486	5.98	920,149
Trade industry	1,254,749	(41,550)	1,213,199	8.40	1,239,161
Health care and social security	34,506	(907)	33,599	0.23	43,710
Other financial assets	176,767	(10,805)	165,962	1.15	186,857
Total	14,787,934	(339,731)	14,448,203	100.00	13,807,075

NLB

Industry sector	Gross loans	Impairment provisions	Net loans	(%)	Gross loans
Banks	149,261	(250)	149,011	2.01	350,841
Finance	440,080	(2,914)	437,166	5.90	383,781
Electricity, gas, and water	429,569	(2,577)	426,992	5.76	371,356
Construction industry	131,462	(8,652)	122,810	1.66	150,715

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Analysis of net loans and advances by geographical sectors

Country	31 Dec 2023	31 Dec 2022	31 Dec 2023
Slovenia	6,705,660	6,704,603	6,701,924
Other European Union members	414,732	274,795	222,556
Serbia	3,306,766	2,790,892	193,376
Other countries	4,021,045	3,703,484	288,819
Total	14,448,203	13,473,774	7,406,675

Heavy industry

Heavy industry	847,052	(11,135)	835,917	11.29	688,517	(
Education	3,509	(63)	3,446	0.05	3,529	(
Agriculture, forestry, and fishing	14,566	(65)	14,501	0.20	15,432	(
Public sector	116,388	(824)	115,564	1.56	104,303	(
Individuals	3,608,827	(65,224)	3,543,603	47.84	3,084,331	(
Mining	19,996	(71)	19,925	0.27	23,736	(
Entrepreneurs	83,802	(2,753)	81,049	1.09	64,471	(
Services	607,989	(15,368)	592,621	8.00	342,882	(
Transport and communications	580,244	(3,814)	576,430	7.78	589,152	(
Trade industry	370,514	(5,521)	364,993	4.93	308,724	(
Health care and social security	21,638	(587)	21,051	0.28	24,788	(
Other financial assets	103,210	(1,614)	101,596	1.37	115,412	(
Total	7,528,107	(121,432)	7,406,675	100.00	6,621,970	(

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Analysis of debt securities and derivative financial instruments by geographical sectors

31 Dec 2023

NLB Group

Country	Financial assets measured at amortised cost	Financial assets measured at fair value through OCI	Non-trading financial assets mandatorily at FV through profit or loss	Derivative financial instruments measured at
Slovenia	428,163	274,855	-	1,092	416,679
Other members of European Union	1,567,873	805,334	5,217	35,121	1,440,075
- Austria	113,531	77,472	707	-	105,552
- Belgium	173,326	84,471	706	7,819	156,407
- Bulgaria	34,226	1,002	-	-	34,226
- Czech Republic	12,975	-	-	-	12,975
- Cyprus	18,172	1,550	-	-	18,172
- Denmark	16,662	8,187	-	-	16,662
- Finland	67,257	90,419	707	-	59,293
- France	239,395	136,115	-	9,227	211,895
- Germany	167,538	107,278	505	12,301	136,969
- Hungary	45,211	5,639	-	-	45,211
- Ireland	58,793	31,191	-	2,677	52,634
- Italy	51,566	5,989	100	-	51,566
- Latvia	23,276	-	-	-	23,276
- Lithuania	20,596	-	-	-	20,596
- Luxembourg	69,567	7,337	-	-	69,567
- Malta	27,442	-	-	-	27,442
- Netherlands	117,309	112,840	2,492	3,097	91,519
- Poland	35,024	7,126	-	-	35,024
- Portugal	42,677	16,574	-	-	42,677
- Romania	53,190	5,013	-	-	53,190
- Slovakia	63,406	18,900	-	-	58,488
- Spain	67,471	40,190	-	-	67,471
- Sweden	41,597	48,041	-	-	41,597
- Other	7,666	-	-	-	7,666
United States of America	37,158	58,889	-	-	6,831
Other countries	489,035	1,025,385	-	27,119	102,584
- Bosnia and Herzegovina	59,073	132,027	-	-	4,064
- Kosovo	-	48,614	-	20	-
- Montenegro	60,109	22,665	-	-	6,760
- North Macedonia	154,398	115,535	-	29	13,129
- Serbia	140,796	579,332	-	821	3,972
- Albania	-	27,819	-	-	-
- Canada	26,681	12,133	-	-	26,681
- Great Britain	1,638	51,436	-	26,249	1,638
- Iceland	7,737	8,205	-	-	7,737
- Israel	7,408	9,062	-	-	7,408
- Kazakhstan	-	7,507	-	-	-
- Norway	19,303	6,465	-	-	19,303
- Other	11,892	4,585	-	-	11,892
Total	2,522,229	2,164,463	5,217	63,332	1,966,169

Other members of the European Union included in the line item ‘Other’ are Estonia and Greece. Other members of the ‘Other countries’ in the line item ‘Other’ are Egypt, Uzbekistan, Sou

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Financial Assets as of 31 Dec 2022

Country	Financial assets amortised cost measured at	Financial assets held for trading	Financial assets through OCI at fair value measured at FV through mandatorily profit or loss	Non-trading financial assets	Derivative financial instruments	Financial assets amortised cost measured at
Slovenia	360,623	-	331,539	-	2,450	347,976
Other members of European Union	1,214,523	-	951,992	2,267	36,606	1,184,663
- Austria	96,349	-	79,119	-	-	96,349
- Belgium	129,217	-	94,088	-	11,397	129,217
- Bulgaria	41,233	-	3,029	-	-	41,233
- Czech Republic	12,901	-	-	-	-	12,901
- Cyprus	10,187	-	1,553	-	-	10,187
- Denmark	5,975	-	13,333	-	-	5,975
- Finland	57,440	-	114,292	-	-	57,440
- France	184,831	-	169,157	-	10,087	179,844
- Germany	139,370	-	105,082	-	10,447	114,497
- Greece	-	-	10,888	-	-	-
- Hungary	37,346	-	5,260	-	-	37,346
- Ireland	53,384	-	31,592	-	-	53,384
- Italy	37,472	-	13,544	99	-	37,472
- Latvia	15,507	-	-	-	-	15,507
- Lithuania	16,798	-	-	-	-	16,798
- Luxembourg	91,588	-	27,256	-	-	91,588
- Netherlands	57,523	-	112,907	2,168	4,675	57,523
- Poland	19,772	-	17,691	-	-	19,772
- Portugal	46,750	-	16,440	-	-	46,750
- Romania	37,802	-	4,827	-	-	37,802
- Slovakia	31,523	-	31,592	-	-	31,523
- Spain	55,076	-	39,097	-	-	55,076
- Sweden	24,753	-	61,245	-	-	24,753
- Other	11,726	-	-	-	-	11,726
United States of America	25,966	-	62,170	849	-	4,690
Other countries	316,503	203	1,493,095	-	41,691	60,119
- Bosnia and Herzegovina	7,648	-	177,746	-	-	4,056
- Kosovo	-	-	58,034	-	17	-
- Montenegro	40,672	-	20,949	-	-	6,780
- North Macedonia	189,383	-	134,268	-	5	15,260
- Serbia	25,490	-	898,531	-	-	-
- Albania	-	-	25,866	-	-	-
- Canada	3,007	-	21,147	-	-	3,007
- Great Britain	-	-	54,178	-	41,669	-
- Iceland	7,746	-	7,892	-	-	7,746
- Israel	-	-	9,053	-	-	-
- Kazakhstan	-	-	12,970	-	-	-
- Norway	16,186	-	11,206	-	-	16,186
- Russia	-	-	2,026	-	-	-
- Switzerland	19,287	203	54,572	-	-	-
- Other	7,084	-	4,657	-	-	7,084
Total	1,917,615	203	2,838,796	3,116	80,747	1,597,448

Other members of the European Union included in the line item ‘Other’ are Malta and Estonia. Other members of the ‘Other countries’ in the line item ‘Other’ are Egypt, Uzbekistan, and

Rating of Derivatives Counterparties

	NLB Group	NLB
	31 Dec 2023	31 Dec 2022
A	92.94	88.90
B	6.91	11.10
C	0.08	0.00
D and E	0.08	0.00
Total	100.00	100.00

All derivatives in the banking book are entered into with counterparties with an external investment-grade rating. When derivatives are entered into on behalf of NLB Group’s customers, such through back-to-back transactions involving third parties with an external investment-grade rating.

in EUR thousands

31 Dec 2023

NLB Group	NLB
Internal rating	A	B	C	D	Total	A	B	C	D	Total
	Financial assets measured at fair value through other comprehensive income	28,421	-	-	-	28,421	28,421	-	-	-	28,421
Financial assets measured at amortised cost	-	-	-	-	-	-	-	-	-	-
- debt securities	9,484	-	-	-	9,484	9,484	-	-	-	9,484
	- loans and advances to banks	-	-	-	-	-	90,153	-	-	-	90,153
- loans and advances to customers	-	-	-	-	-	-	-	7,050	-	7,050
Total	37,905	-	-	-	37,905	128,058	-	7,050	-	135,108

31 Dec 2022

	NLB Group	NLB
		Internal rating	A	B	C	D	Total	A	B	C	D	Total
Financial assets measured at fair value through other comprehensive income	28,014	-	-	-	28,014	28,014	-	-	-	28,014
	Financial assets measured at amortised cost	-	-	-	-	-	-	-	-	-	-
- debt securities	2,612	-	-	-	2,612	2,612	-	-	-	2,612
- loans and advances to banks	-	-	-	-	-	84,713	-	-	-	84,713
- loans and advances to customers	-	-	-	-	-	-	-	6,613	-	6,613
Total	30,626	-	-	-	30,626	115,339	-	6,613	-	121,952

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NLB Group Financial Assets Overview

31 Dec 2023

in EUR thousands	Financial assets held for trading	Non-trading financial assets mandatorily at FV through P\&L	Financial assets measured at FV through OCI	Financial assets measured at amortised cost	Financial leases	Derivatives for hedge accounting	Total
Cash and obligatory reserves with central banks, and other demand deposits at banks	-	-	-	6,103,561	-	-	6,103,561
Securities	-	14,175	2,251,556	2,522,229	-	-	4,787,960
Bonds	-	5,217	1,836,604	2,522,229	-	-	4,364,050
Shares	-	6,300	87,092	-	-	-	93,392
Commercial bills	-	-	26,022	-	-	-	26,022
Treasury bills	-	-	301,838	-	-	-	301,838
Investment funds	-	2,658	-	-	-	-	2,658
Derivatives	15,718	-	-	-	-	47,614	63,332
Loans and receivables	-	-	-	13,945,973	336,268	-	14,282,241
Loans to governments	-	-	-	386,059	232	-	386,291
Loans to banks	-	-	-	547,640	-	-	547,640
Loans to financial organisations	-	-	-	91,460	63	-	91,523
Loans to individuals	-	-	-	6,986,045	100,770	-	7,086,815
Loans to other customers	-	-	-	5,934,769	235,203	-	6,169,972
Other financial assets	-	-	-	165,962	-	-	165,962
Total financial assets	15,718	14,175	2,251,556	22,737,725	336,268	47,614	25,403,056

31 Dec 2022

in EUR thousands	Financial assets held for trading	Non-trading financial assets mandatorily at FV through P\&L	Financial assets measured at FV through OCI	Financial assets measured at amortised cost	Financial leases	Derivatives for hedge accounting	Total
Cash and obligatory reserves with central banks, and other demand deposits at banks	-	-	-	5,271,365	-	-	5,271,365
Securities	203	19,031	2,919,203	1,917,615	-	-	4,856,052
Bonds	-	3,116	2,506,224	1,917,615	-	-	4,426,955
Shares	-	5,579	80,407	-	-	-	85,986
Commercial bills	-	-	21,824	-	-	-	21,824
Treasury bills	203	-	310,748	-	-	-	310,951
Investment funds	-	10,336	-	-	-	-	10,336
Derivatives	21,385	-	-	-	-	59,362	80,747
Loans and receivables	-	-	-	13,102,729	193,222	-	13,295,951
Loans to governments	-	-	-	303,086	357	-	303,443
Loans to banks	-	-	-	222,965	-	-	222,965
Loans to financial organisations	-	-	-	116,046	32	-	116,078
Loans to individuals	-	-	-	6,550,704	70,966	-	6,621,670
Loans to other customers	-	-	-	5,909,928	121,867	-	6,031,795
Other financial assets	-	-	-	177,823	-	-	177,823
Total financial assets	21,588	19,031	2,919,203	20,469,532	193,222	59,362	23,681,938

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Financial Assets Overview

	in EUR thousands		NLB	31 Dec 2023	Financial assets held for trading	Non-trading financial assets mandatorily at FV through P\&L	Financial assets measured at FV through OCI	Financial assets measured at amortised cost	Derivatives for hedge accounting	Total
				Cash and obligatory reserves with central banks, and other demand deposits at banks	-	-	4,318,032	-	4,318,032
	Securities	-	8,858	1,023,012	1,966,169	-	2,998,039
			Bonds	-	-	962,084	1,966,169	-	2,928,253
				Shares	-	6,300	60,928	-	-	67,228
				Investment funds	-	2,558	-	-	-	2,558
Derivatives	17,957	-	-	47,614	65,571
			Loans and receivables	-	7,785	-	7,297,294	-	7,305,079
				Loans to governments	-	-	-	118,220	-	118,220
				Loans to banks	-	-	-	149,011	-	149,011
Loans to financial organisations	-	-	-	384,995	-	384,995
			Loans to individuals	-	-	-	3,543,603	-	3,543,603
				Loans to other customers	-	7,785	-	3,101,465	-	3,109,250
				Other financial assets	-	-	-	101,596	-	101,596
Total financial assets	17,957	16,643	1,023,012	13,683,091	47,614	14,788,317

Financial Assets Overview (2022)

			in EUR thousands	NLB	31 Dec 2022	Financial assets held for trading	Non-trading financial assets mandatorily at FV through P\&L	Financial assets measured at FV through OCI	Financial assets measured at amortised cost	Derivatives for hedge accounting	Total
Cash and obligatory reserves with central banks, and other demand deposits at banks		-	-	3,339,024	-	3,339,024
			Securities	203	7,519	1,334,061	1,597,448	-	2,939,231
			Bonds	-	-	1,196,760	1,597,448	-	2,794,208
Shares	-	5,211	42,784	-	-	47,995
	Treasury bills	203	-	94,517	-	-	94,720
		Investment funds	-	2,308	-	-	-	2,308
			Derivatives	21,489	-	-	59,362	80,851
			Loans and receivables	-	7,892	-	6,405,038	-	6,412,930
Loans to governments	-	-	-	124,736	-	124,736
		Loans to banks	-	-	-	350,625	-	350,625
			Loans to financial organisations	-	-	-	286,504	-	286,504
Loans to individuals	-	-	-	3,036,499	-	3,036,499
	Loans to other customers	-	7,892	-	2,606,674	-	2,614,566
		Other financial assets	-	-	-	114,399	-	114,399
			Total financial assets	21,692	15,411	1,334,061	11,455,909	59,362	12,886,435

Market Risk Overview

As at 31 December 2023 and 31 December 2022, all of NLB Group’s financial liabilities, except for derivatives designated as hedging instruments, trading liabilities, and financial liabilities measured at fair value through profit or loss, were carried at amortised cost.

NLB Group defines market risk as the risk of potential financial losses due to changes in rates and/or market prices (exchange rates, credit spreads, and equity prices), or in parameters that example in the case of trading book positions. However, for the banking book positions they are reflected in the revaluation reserve. The exposure to the market risk is to a certain degree in value.

The Global Risk Department of NLB is independent from the trading activities and reports to the Bank’s Assets and Liabilities Committee (ALCO). Global Risk also monitors and limits are monitored daily and reported to the ALCO committee on a regular basis. The Bank uses a wide selection of quantitative and qualitative tools for measuring, managing, and reporting scenarios, other market risk mitigants (concentration of exposures, gap limits, stop-loss limits, etc.), net interest income sensitivity, economic value of equity, and economic capital. Stress-testing is also conducted.

In the area of currency risk, NLB Group pursues the goal of low to medium exposure. NLB monitors the open position of NLB Group on an ongoing basis. The orientation of NLB Group economic value of equity arising from changed market interest rates. The conclusion of transactions involving derivatives at NLB is limited to the servicing of the clients’ and hedging of the risks.

With financial instruments in NLB Group, the trading activities in other NLB Group members are very restricted. For monitoring and managing NLB Group’s exposure to market risks, unified methodologies are applied across entities. The methodologies are in line with regulatory requirements on individual and consolidated levels, while reporting to the regulator on the consolidated level is carried out using the appropriate frameworks.

The exposure of an individual NLB Group entity is regularly monitored and reported to the Assets and Liabilities Committee. Currency risk (FX) is a risk of the potential losses from the open FX positions due to the changes of the foreign currency rates. The exposures of NLB to the movement of the FX rates have an impact on the overall financial stability.

the FX risk with a usage of combination of sensitivity analysis, VaR, scenarios, and stress-testing. In the trading book, similar to the other market risks, risk is managed on the basis of VaR limits adopted policy of managing market risk in the trading book of NLB. The trading FX risk is managed on an integrated basis at a portfolio level. NLB monitors and manages FX risk in the bank composed to protect Common Equity Tier 1 against the negative effects of the volatility of the FX rates, whilst limiting the volatility in the income statement. FX exposures in banking book currency risk policy, which also includes a limit system and is in line with the parent Bank’s guidelines and standards, as well as local regulatory requirements. Policies are confirmed by either Group currency risk exposure on a monthly basis for each member and on the consolidated level. NLB Group banks follow the guidelines for managing FX lending in NLB Group. The guidelines include identifying hidden risks, and tail-event risks related to FX lending, to mitigate the respective risk, to internalise the respective costs, and to hold adequate capital with respect to FX which a daily limit is set, are monitored daily. FX positions are managed on the currency level so that they are always within the limits. Regarding structural FX positions on a consolidation the closing FX rate on the reporting date. Foreign exchange differences of non-euro assets and liabilities against euro are recognised in OCI, and therefore affect shareholder’s equity and capital exposure, including matched funding of assets and liabilities. Exposure to currency risks is discussed at daily liquidity meetings and monthly meetings of the ALCO committee of the NLB.

325 NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Financial instruments by currency exposure

	EUR	RSD	USD	CHF
Financial assets
Cash, cash balances at central banks, and other demand deposits at banks	5,117,465	468,397	37,052	38,933
Financial assets held for trading	15,718	-	-	-
Non-trading financial assets mandatorily at fair value through profit or loss	7,875	-	6,300	-
Financial assets measured at fair value through other comprehensive income	1,629,595	389,392	138,401	-
Financial assets measured at amortised cost
- debt securities	2,112,344	117,940	96,660	-
- loans and advances to banks	173,510	294,884	41,070	28,361
- loans and advances to customers	11,215,215	1,049,206	19,600	47,409
- other financial assets	95,883	18,890	23,091	47
Derivatives - hedge accounting	47,614	-	-	-
Fair value changes of the hedged items in portfolio hedge of interest rate risk	(10,207)	-	-	-
Total financial assets	20,405,012	2,338,709	362,174	114,750
Financial liabilities
Financial liabilities held for trading	13,217	-	-	-

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Financial Liabilities

	EUR	RSD	USD	CHF
Financial liabilities measured at fair value through profit or loss	2,914	532	-	-
Derivatives - hedge accounting	3,540	-	-	-
Financial liabilities measured at amortised cost
- deposits from banks and central banks	55,741	14,320	5,113	6,199
- borrowings from banks and central banks	127,206	-	13,213	-
- due to customers	16,968,455	1,418,343	360,062	212,261
- borrowings from other customers	99,718	-	-	-
- debt securities issued	1,338,235	-	-	-
- other financial liabilities	249,881	41,067	36,216	1,808
Total financial liabilities	18,858,907	1,474,262	414,604	220,268
Net on-balance sheet financial position	1,546,105	864,447	(52,430)	(105,518)
Derivative financial instruments	(233,578)	(25,498)	55,204	123,650
Net financial position	1,312,527	838,949	2,774	18,132

31 Dec 2022

	EUR	RSD	USD	CHF
Total financial assets	19,235,733	1,834,866	323,743	209,176
Total financial liabilities	18,039,672	1,188,425	416,320	208,949
Net on-balance sheet financial position	1,196,061	646,441	(92,577)	227
Derivative financial instruments	(75,897)	42,632	82,411	(2,031)
Net financial position	1,120,164	689,073	(10,166)	(1,804)

31 Dec 2023

	EUR	RSD	USD	CHF
Financial assets
Cash, cash balances at central banks, and other demand deposits at banks	4,284,634	544	7,518	8,844
Financial assets held for trading	17,957	-	-	-
Non-trading financial assets mandatorily at fair value through profit or loss	10,343	-	6,300	-
Financial assets measured at fair value through other comprehensive income	989,555	-	28,234	-
Financial assets measured at amortised cost
- debt securities	1,891,752	-	59,625	-
- loans and advances to banks	149,011	-	-	-
- loans and advances to customers	7,085,715	-	13,205	49,112
- other financial assets	78,522	3	23,036	4
Derivatives - hedge accounting	47,614	-	-	-
Fair value changes of the hedged items in portfolio hedge of interest rate risk	(12,514)	-	-	-
Total financial assets	14,542,589	547	137,918	57,960

Financial Liabilities

	EUR	RSD	USD	CHF
Financial liabilities held for trading	17,510	-	-	-
Financial liabilities measured at fair value through profit or loss	3,210	-	-	-
Derivatives - hedge accounting	1,420	-	-	-
Financial liabilities measured at amortised cost
- deposits from banks and central banks	111,289	78	6,915	11,607
- borrowings from banks and central banks	69,584	-	13,213	-
- due to customers	11,595,732	23	148,346	84,643
- debt securities issued	1,338,235	-	-	-
- other financial liabilities	173,942	2	23,703	135
Total financial liabilities	13,310,922	103	192,177	96,385
Net on-balance sheet financial position	1,231,667	444	(54,259)	(38,425)
Derivative financial instruments	(157,517)	5	55,204	39,957
Net financial position	1,074,150	449	945	1,532

Other mostly relates to exposures in currency MKD and BAM.

31 Dec 2022

Total financial assets	12,552,661	474	130,881	115,791
Total financial liabilities	11,905,320	104	196,776	86,245
Net on-balance sheet financial position	647,341	370	(65,895)	29,546
Derivative financial instruments	(79,626)	-	65,535	(29,451)
Net financial position	567,715	370	(360)	95

Other mostly relates to exposures in currency GBP and CAD.

b) FX sensitivity analysis

	NLB Group and NLB	31 Dec 2023	31 Dec 2022
Scenarios	USD	+/-13.32%	+/-9.27%
	CHF	+/-9.67%	+/-7.88%
	CZK	+/-7.10%	+/-5.70%
	RSD	+/-0.55%	+/-0.40%
	MKD	+/-1.82%	+/-1.62%
	JPY	+/-19.69%	+/-12.35%
	AUD	+/-9.20%	+/-9.91%
	HUF	+/-20.39%	+/-13.43%
	HRK	-	+/-0.98%
	BAM	+/-0%	+/-0%

Effects on income statement

	NLB Group	NLB	NLB Group
Appreciation of USD	(342)	-	(333)
CHF	(730)	1,330	(662)
CZK	-	-	(2)
RSD	(125)	4,775	11
MKD	4	5,234	1
Other	100	93	251
Effects on comprehensive income	(1,093)	11,432	(734)
Depreciation of USD	262	-	277
CHF	601	(1,096)	565
CZK	-	-	2
RSD	124	(4,724)	(11)
MKD	(4)	(5,047)	(1)
Other	(70)	(93)	(203)
Effects on comprehensive income	913	(10,960)	629

The effect on the other comprehensive income statement of NLB Group has increased due to the higher translation positions in MKD and RSD currencies, and because of the higher volatility.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Market Risks in the Trading Book

Market risk exposure in the trading book arises mostly as a result of the changes in interest rates, credit spreads, FX rates, and equity prices. The Management is monitored daily by the Global Risk Department. NLB uses an internal VaR model based on the variance-covariance method for other market risks. The daily calculation of the VAR value is based on a 10-day holding position period.

6.2.3. Interest Rate Risk

Interest rate risk is the risk to NLB Group’s capital and profit or loss arising from changes in market interest rates. Interest rate risk is managed based on the positions in the balance sheet assets and liabilities which are divided into the trading and banking book according to regulatory standards. It takes into account the positions in each currency. Interest rate risk management is based on general Basel standards on interest rate management in the banking book (IRRBB; hereinafter: ‘Standards’) and European Banking Authority guidelines. In the trading book, interest rate risk is managed with the adopted policy for managing market risk in the trading book of NLB.

The interest rate risk in the banking book is measured and monitored within a framework of interest rate risk management. NLB Group manages interest rate risk exposure through application of two main measures:

• Economic value sensitivity – using BPV method (Basis Point Value), which measures the extent of exposure according to the scenario;
• Sensitivity of net interest income – which measures the impact of the interest rate change on future net interest income over a one-year period, assuming constant exposure in the banking book under various standardized and additional scenarios of changes in the level and shape of interest rate yield curve, including all significant sources of risk.

Optionality risk is mainly derived from behavioral options, reflected in prepayments and expected cash flows. Non-performing exposures, as well as off-balance sheet items, are considered when measuring interest rate risk exposure. The interest rate risk is closely measured, monitored, and managed. NLB stabilizes its interest rate margin primarily with the pricing policy and a fund transfer pricing policy. An important part of the interest rate risk management is presented by liquidity reserves, while it also contributes to the stability of the interest rate margin.

NLB Group also manages interest rate risk by using plain vanilla derivative financial instruments (interest rate swap agreements), most of which are treated according to hedge accounting rules. Each member of NLB Group is responsible for its own interest rate risk policy, which includes the limit system in accordance with regulatory requirements. NLB regularly monitors the interest rate risk exposure of each individual member of NLB Group in accordance with the Standards for Risk Management in NLB Group.

Interest rate risk in the banking book is measured, monitored, and reported by the Global Risk Department (weekly in the case of NLB). Exposure to interest rate risk is discussed on ALCO monthly on NLB’s individual level and quarterly on the consolidated level.

Financial Instruments According to the Exposure to Interest Rate Risk

The following table presents open net interest rate risk positions by the most important currencies of NLB Group, irrespective of their behavioral characteristics:

Currency	1 - 3 years	3 - 5 years	5 - 10 years	Over 10 Years
EUR thousands

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NLB Group Annual Report 2023

Overview

Income Sensitivity Analysis and Economic View of Interest Rate Risk in the Banking Book

The analysis of interest income sensitivity for the horizon of the next 12 months assumes a sudden change in interest rates of 50/100 basis points on the amount of net interest income.

Net Interest Income Sensitivity

Currency	1 - 3 years	3 - 5 years	5 - 10 years	Over 10 Years
EUR	(2,109,587)	1,278,722	1,519,103	756,545
RSD	573,943	195,097	69,386	5
MKD	253,734	25,929	(5,110)	5,960
Other	(206,743)	130,171	87,324	3,970

in EUR thousands

31 Dec 2022 - NLB Group

Currency	1 - 3 years	3 - 5 years	5 - 10 years	Over 10 Years
EUR	(2,061,940)	1,461,068	1,389,104	667,013
RSD	338,852	213,972	52,070	2
MKD	192,033	13,086	17,792	10,070
Other	(131,316)	73,414	52,832	6,652

in EUR thousands

31 Dec 2023 - NLB

Currency	1 - 3 years	3 - 5 years	5 - 10 years	Over 10 Years
EUR	(1,772,291)	1,004,157	1,436,836	645,084
Other	(176,222)	19,729	20,418	-

in EUR thousands

31 Dec 2022 - NLB

Currency	1 - 3 years	3 - 5 years	5 - 10 years	Over 10 Years
EUR	(1,871,890)	1,050,116	1,023,946	550,833
Other	(81,512)	29,436	395	7,189

NLB Group’s Expectations

Net interest income sensitivity: 57,595

Net interest income sensitivity - as % of Equity: 2.22%

Economic Value of Equity (EVE)

The ‘EVE’ method is a measure of the sensitivity of changes in market interest rates on the economic value of financial instruments. The EVE represents the long-term effects of changing interest rates under the prescribed standardized interest rate shock scenarios.

Interest Risk in Banking Book - EVE

		NLB Group	31 Dec 2023	31 Dec 2022	NLB
	Interest risk in banking book - EVE		108,489			122,276	60,747
	Interest risk in banking book - EVE as % of Equity		4.19%			5.60%	3.36%

The applied sudden parallel interest rate shock is by 200 basis points, which represents a “worst case” scenario for NLB Group.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Risk

Liquidity risk is the risk of the NLB Group being unable to fulfil current or future expected and unexpected cash requirements, across all time horizons. The risk may stem from the related to funding liquidity risk (the NLB Group’s liquidity on the liabilities-side) and market liquidity risk (counterbalancing capacity on the assets-side). On the liabilities-side, liquidity because of its incapacity to provide sufficient funds to settle its obligations, is forced to raise the necessary funds at a cost which significantly exceeds the normal cost. On the assets-side, the case of significant reduction of market value of an individual financial instrument and may result in insufficient value of counterbalancing capacity to cover the NLB Group’s liquidity needs.

In the risk identification process, first the reasons for the realisation of each identified material risk are analysed and grouped together. Part of liquidity is affected by the realisation of the material risks: the liabilities side, the assets side, and intraday liquidity risk. The origin of each risk is determined as being internal, external to the Bank, or external shock; meaning it comes from outside the Bank – e.g., a major macroeconomic event, physical or transition event, ESG rating downgrade. Based on the identified material risks, there are factors that are expected to trigger a substantial deterioration of the Group’s liquidity position. This deterioration may take place in the form of an increase in outflows, a decrease in inflows.

Liquidity risk is defined as an important risk type for NLB Group, and one which must be managed carefully. NLB Group has a liquidity risk management framework in place that enables maintaining a long-term liquidity position within the requirements set by the regulator. By maintaining a smooth long-term maturity profile, limiting dependence on wholesale funding, and holding sufficient liquidity even under severely adverse conditions. The Management Board approves the Liquidity Risk Management Policy, which outlines the key principles for the Bank’s liquidity management.

Approved limits and targets. ALCO oversees the development of the Bank’s funding and liquidity position and decides on liquidity risk-related issues in NLB Group. Risk tolerance for liquidity is defined to ensure that the Group can meet its liabilities at all times, even if a specific stress scenario is realised. NLB Group measures and manages its liquidity in two stages: - Static view (current exposure), - Forward-looking and stress-testing of liquidity risk.

The objectives are as follows: - ensuring a sufficient amount of liquidity for the settlement of all NLB Group’s liabilities; - minimising the costs of maintaining liquidity; - determining an adequate amount of liquidity for different situations and stress scenarios; - anticipating emergencies or crisis conditions, and implementing contingency plans in flows and stress-testing of liquidity risk; - preparing proposals for establishing additional financial assets as collateral for sources of funding; - to ensure that climate-related and environmental factors are incorporated into liquidity risk management and liquidity reserves calibration.

Overall assessment of the liquidity position of NLB Group is assessed in the Internal Liquidity Adequacy Assessment Process (ILAAP), which includes a formal statement on liquidity adequacy, supported by an analysis of ILAAP outcomes. The ILAAP process is integral to risk management frameworks and is aligned with the NLB Group’s management board. Based on the Risk Appetite, the NLB Group prepares a business plan and financial forecasts which are crucial for defining internal capital needs (the ICAAP process) and the normative and economic perspectives and supplemented by the stress-testing programme.

NLB Group performs stress tests on a regular basis for a variety of bank-specific and market-wide scenarios to assess liquidity strain and to ensure that current exposures remain in accordance with the NLB Group’s established liquidity risk tolerance. Stress test outcomes are used to adjust its liquidity risk management framework, counterbalancing capacity, and to develop effective contingency plans.

NLB Group has a formal liquidity contingency plan (LCP) that clearly sets out the procedures for addressing liquidity needs in stressed environments, establishes clear lines of responsibility, includes clear invocation and escalation procedures, and is regularly tested and updated to ensure that it is operationally robust. NLB Group maintains a portfolio of securities that are eligible for refinancing via the ECB/central bank or on the market. In the current situation, NLB Group also strives to follow as closely as possible the long-term.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Diversification

NLB Group regularly performs stress tests with the aim of testing the liquidity stability and the availability of liquidity in accordance with the liquidity regulation (CRR/CRD), with monitoring and reporting of the liquidity coverage ratio (LCR) according to the Delegated Act and net stable funding ratio (NSFR). This also includes consolidated levels. In accordance with the Commission Implementing Regulation (EU), NLB Group regularly monitors and issues quarterly reports on asset encumbrance. The Group manages advance, based on the planning and monitoring of cash flows.

Each NLB Group member is responsible for its own liquidity position and carries out the following activities:

• managing intraday liquidity regulations of the central bank;
• adopting business decisions;
• forming and managing liquidity reserves;
• performing a liquidity stress test to define the liquidity reserves for members actively manage liquidity over the course of a day, taking into account the characteristics of payment settlements to ensure the timely settlement of liabilities in normal and stress.

NLB as a parent bank. Reporting to NLB by all Group members is performed daily. Global Risk gives guidelines and defines minimal standards for Group members regarding liquidity risk responsible for ensuring adequate liquidity via the necessary sources of funding and their appropriate diversification and maturity, and by managing liquidity reserves and fulfilling the requirements.

Member towards liquidity risk is regularly monitored and reported to ALCO, and to local Assets and Liabilities Committees.

a) Managing NLB Group’s liquidity reserves

NLB Group has reserves must become available on short notice. Liquidity reserves are comprised of cash, the settlement account at the central bank above reserve requirement, debt securities valued at market operations on the basis of which the Bank may generate the requisite liquidity at any time. The available liquidity reserves are liquidity reserves decreased by the required balances for the claims for different purposes (secured funding). The structure of liquidity reserves is shown in the following table.

in EUR thousands	NLB Group	NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Liquidity reserves	4,958,969	4,020,397		4,142,013	3,180,523
Cash, cash balances at central banks*	4,569,721	4,542,597		2,810,064	2,679,404
Trading book securities**	-	203	-	203
Banking book securities**	678,445	624,278	678,445	624,278
Total available liquidity reserves	10,207,135	9,187,475		7,630,522	6,484,408
Encumbered liquidity reserves	41,502	122,963	41,502		5,451

*above reserve requirement As at 31 December 2023, 79.5% (31 December 2022: 81.0%) of debt securities in the banking book of NLB Group were government securities (including government unsecured bonds). The purpose of banking book securities is to provide liquidity, along with stabilisation of the interest margin and the interest rate risk management, simultaneously. When managing the portfolio’s structure in terms of issuers’ ratings and asset class. The general rules and principles for managing the banking book securities are laid in the Framework for managing debt securities with high eligibility criteria set by the ECB itself and for domestic loans are specified in the general terms about execution of monetary policy framework (Part 4) adopted by the Bank of Slovenia. Eurosystem. As such, these ECB credit claims are included among liquidity reserves. Members of NLB Group manage their liquid assets on a decentralised basis in compliance with the liquidity regulations.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Encumbered/unencumbered assets

in EUR thousands	NLB Group	NLB
Carrying amount of encumbered assets	31 Dec 2023
Fair value of encumbered securities
Carrying amount of unencumbered assets
Fair value of unencumbered securities
Loans on

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Encumbrance

	NLB Group		NLB
	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Equity instruments	293,343	262,947	265,757	239,405
Loans and advances other than loans on demand	175,307	167,431	51,190	16,867
Other assets	13,599,848	12,876,402	6,408,890	4,721,729
Total	14,068,498	13,306,780	6,725,837	4,978,001

Carrying Amounts

	NLB Group		NLB
	Carrying amount of encumbered assets	Fair value of encumbered securities	Carrying amount of unencumbered assets	Fair value of unencumbered securities
31 Dec 2022	Loans on demand	1,109,016	-	3,673,152
	Equity instruments	742	742	95,580
	Debt securities	77,522	74,992	4,682,208
	Loans and advances other than loans on demand	27,000	-	13,446,808
	Other assets	-	-	1,048,212
Total	1,214,280	22,945,960	181,258	13,758,075

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NLB Group Annual Report 2023

Collateralised Liability and Assets Given as Collateral

in EUR thousands	NLB Group	NLB	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Derivatives	2,486	9,638	3,238	13,753	2,486	9,638
Deposits	-	-	62,755	65,048	-	-
Other sources of encumbrance	2,861	1,291,180	2,901	1,135,479	-	159,524
Total	5,347	1,300,818	68,894	1,214,280	2,486	169,162

As at 31 December 2023, NLB Group and NLB had a large share of unencumbered assets. Other sources of encumbrance mostly relate to the obligatory reserve. On the NLB Group level, the amount of encumbered assets equalled EUR 1,301 million (31 December 2022: EUR 1,214 million).

Derivative Cash Flows

The tables below illustrate the cash flows from non-derivative financial instruments by residual maturities at the end of the year. The amounts disclosed in the table are as at the end of the reporting period.

NLB Group

31 Dec 2023

	Carrying amount	Total	Up to 1 Month	1 Month to 3 Months	3 Months to
Cash, cash balances at central banks, and other demand deposits at banks	6,103,561	6,103,561		-	-
Non-trading financial assets mandatorily at fair value through profit or loss	14,175		1,009	707	11,586
Financial assets measured at fair value through other comprehensive income	2,251,556		283,269	222,258	434,430
Financial assets measured at amortised cost	- debt securities	2,522,229	64,238	115,969	273,677
- loans and advances to banks	547,640		500,739	43,829	1,572
- loans and advances to customers	13,734,601		691,501	622,566	3,068,830
- other financial assets	165,962		132,368	1,150	1,732
Total financial assets	25,339,724		7,776,685	1,006,479	3,791,827

Financial Liabilities

	Carrying amount	Total	Up to 1 Month	1 Month to 3 Months	3 Months to
Financial liabilities measured at fair value through profit or loss	4,482		-	-	-
Financial liabilities measured at amortised cost	- deposits from banks and central banks	95,283	75,818	-	15,330
- borrowings from banks and central banks	140,419		1,198	1,417	11,311
- due to customers	20,732,722		17,921,304	258,812	1,661,298
- borrowings from other customers	99,718		1,101	1,835	8,261
- debt securities issued	1,338,235	-		4,079	84,166
- other financial liabilities	357,116		274,348	6,915	9,111
Credit risk related commitments	3,196,771	3,196,771		-	-
Non-financial guarantees	963,321		76,594	97,262	338,287
Total financial liabilities and credit-related commitments	26,928,067		21,547,134	370,320	2,127,764

NLB Group

31 Dec 2022

Carrying amount	Total	Up to 1 Month	1 Month to 3 Months	3 Months to
Cash, cash balances at central banks, and other demand deposits at banks	5,271,365	5,271,370	-	-
Non-trading financial assets mandatorily at fair value through profit or loss	19,031	6,028	-	-

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Financial Assets and Liabilities

Financial Assets Measured at Fair Value Through Other Comprehensive Income

2,919,203	3,155,399	622,857	210,878	413,150

Financial Assets Measured at Amortised Cost

- debt securities	1,917,615	2,015,086	21,204	93,066	220,454
- loans and advances to banks	222,965	223,182	216,396	763	4,495
- loans and advances to customers	13,072,986	15,075,576	625,837	674,761	2,959,896
- other financial assets	177,823	177,822	145,170	5,804	3,100

Total Financial Assets

23,600,988	25,937,466	6,908,862	985,272	3,601,095

Financial Liabilities Measured at Fair Value Through Profit or Loss

1,796	1,796	-	-	-

Financial Liabilities Measured at Amortised Cost

- deposits from banks and central banks	106,414	106,787	85,924	101	164
- borrowings from banks and central banks	198,609	201,625	1,386	2,067	5,809
- due to customers	20,027,726	20,069,028	17,972,715	301,188	958,293
- borrowings from other customers	82,482	85,495	651	1,413	6,247
- debt securities issued	815,990	1,176,970	-	4,427	52,572
- other financial liabilities	294,463	294,463	200,302	8,979	22,610

Credit Risk Related Commitments

3,090,681	3,090,681	3,090,286	70	75

Non-Financial Guarantees

862,779	862,779	238,213	65,243	155,752

Total Financial Liabilities and Credit-Related Commitments

25,480,940	25,889,624	21,589,477	383,488	1,201,522

NLB Group Annual Report 2023 Overview

31 Dec 2023

	Carrying amount	Total	Up to 1 Month	1 Month to 3 Months	3 Months to
Cash, cash balances at central banks, and other demand deposits at banks	4,318,032	4,318,032		-	-
Non-trading financial assets mandatorily at fair value through profit or loss	16,643	17,515	4	43	12,714
Financial assets measured at fair value through other comprehensive income	1,023,012	1,063,468	11,640	38,854	241,365
Financial assets measured at amortised cost	- debt securities	1,966,169	2,202,821	6,764	30,167	154,110
- loans and advances to banks	149,011	201,826	5,933	6,719	15,928
- loans and advances to customers	7,148,283	8,487,918	405,580	212,509	1,284,363
- other financial assets	101,596	101,597	70,972	1,131	1,583

Total Financial Assets

14,722,746	16,393,177	4,818,925	289,423	1,710,063

Financial Liabilities Measured at Fair Value Through Profit or Loss

3,210	3,210	1,234	-	-

Financial Liabilities Measured at Amortised Cost

-	-	-	-	-

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Financial Liabilities and Credit-Related Commitments

Item	2023	2022	2021	2020	2019
Deposits from banks and central banks	147,002	147,442	127,726	-	15,330
Borrowings from banks and central banks	82,797	83,851	-	-	1,654
Due to customers	11,881,563	11,919,187	10,985,068	97,176	540,607
Debt securities issued	1,338,235	1,852,163	-	4,079	84,166
Other financial liabilities	198,020	198,020	149,601	6,481	6,871
Credit risk related commitments	2,239,479	2,239,479	2,239,479	-	-
Non-financial guarantees	625,095	625,095	29,712	68,768	196,286
Total financial liabilities and credit-related commitments	16,515,401	17,068,447	13,532,820	176,504	844,914

---

in EUR thousands

		Carrying amount	Total	Up to 1 Month	1 Month to 3 Months	3 Months to 1 Year	1 Year to 5 Years	Over 5 Years
Cash, cash balances at central banks, and other demand deposits at banks	3,339,024	3,339,024	3,339,024	-	-	-	-
			Non-trading financial assets mandatorily at fair value through profit or loss	15,411	16,201	553	102	330	7,378	7,838
		Financial assets measured at fair value through other comprehensive income	1,334,061	1,398,203	66,285	105,372	212,998	834,228	179,320
Financial assets measured at amortised cost	- debt securities	1,597,448	1,681,693	20,826	30,251	141,751	848,140	640,725
		- loans and advances to banks	350,625	390,583	112,305	55,403	40,168	101,332	81,375
- loans and advances to customers	6,054,413	6,975,507	326,426	210,512	1,174,802	2,828,633	2,435,134
			- other financial assets	114,399	114,399	90,598	375	89	23,320	17
Total financial assets	12,805,381	13,915,610	3,956,017	402,015	1,570,138	4,643,031	3,344,409
		Financial liabilities measured at fair value through profit or loss	2,514	2,514	1,786	-	-	728	-
Financial liabilities measured at amortised cost	- deposits from banks and central banks	212,656	212,967	193,526	-	-	19,441	-
			- borrowings from banks and central banks	57,292	58,819	13,086	681	-	45,052	-
- due to customers	10,984,411	10,996,371	10,604,437	60,516	119,935	208,066	3,417
		- borrowings from other customers	216	216	1	-	-	215	-
			- debt securities issued	815,990	1,176,970	-	4,427	52,572	473,176	646,795
- other financial liabilities	164,567	164,567	122,875	4,891	6,494	29,915	392
		Credit risk related commitments	1,985,199	1,985,199	1,985,199	-	-	-	-
			Non-financial guarantees	462,805	462,805	23,682	52,473	106,608	243,618	36,424
		Total financial liabilities and credit-related commitments	14,685,650	15,060,428	12,944,592	122,988	285,609	1,020,211	687,028

When determining the gap between the financial liabilities and financial assets in the maturity bucket of up to one month, it is necessary to be aware of the fact that financial liabilities include total demand deposits, and that NLB may apply a stability weight of 60% to demand deposits when ensuring compliance with the central bank’s regulations concerning calculation of the liquidity position. To ensure NLB Group’s and NLB’s liquidity, and based on its approach to risk, in previous years, NLB Group compiled a substantial amount of high-quality liquid investments, mostly government securities and selected loans, which are accepted as adequate financial assets by the ECB. Liabilities and credit-related commitments are included in maturity buckets based on their residual contractual maturity.

339 NLB Group Annual Report 2023 Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm cash flows

The table below illustrates cash flows from derivatives, broken down into the relevant maturity buckets based on residual maturities. The amounts disclosed in the table are the contra

NLB Group Annual Report 2023

Overview

in EUR thousands

NLB Group 31 Dec 2023

	Up to 1 Month	1 Month to 3 Months	3 Months to 1 Year	1 Year to 5 Years	Over 5 Years	Total
Foreign exchange derivatives - Forwards - Outflow	(52,767)	(12,024)	(15,874)	(250)	-	(80,915)
- Inflow	52,821	12,035	15,890	250	-	80,996
- Swaps - Outflow	(264,488)	(150,003)	(77,229)	-	-	(491,720)
- Inflow	264,597	150,432	78,250	-	-	493,279
Interest rate derivatives - Interest rate swaps and cross-currency swaps - Outflow	(1,000)	(5,613)	(27,240)	(51,905)	(22,798)	(108,556)
- Inflow	3,250	4,043	34,172	79,633	37,296	158,394
- Caps and floors - Outflow	(211)	(51)	(768)	(586)	(6)	(1,622)
- Inflow	179	37	629	416	3	1,264
Total outflow	(318,466)	(167,691)	(121,111)	(52,741)	(22,804)	(682,813)
Total inflow	320,847	166,547	128,941	80,299	37,299	733,933

NLB Group 31 Dec 2022

	Up to 1 Month	1 Month to 3 Months	3 Months to 1 Year	1 Year to 5 Years	Over 5 Years	Total
Foreign exchange derivatives - Forwards - Outflow	(31,846)	(22,128)	(5,856)	(6,475)	-	(66,305)
- Inflow	31,895	22,136	5,863	6,487	-	66,381
- Swaps - Outflow	(194,674)	(52,726)	(10,042)	-	-	(257,442)
- Inflow	193,719	53,098	9,996	-	-	256,813
Interest rate derivatives - Interest rate swaps and cross-currency swaps - Outflow	(819)	(2,100)	(10,699)	(105,839)	(24,177)	(143,634)
- Inflow	816	2,560	19,982	76,356	44,616	144,330
- Caps and floors - Outflow	(14)	(36)	(667)	(16,104)	(8,632)	(25,453)
- Inflow	45	30	850	1,468	15	2,408
Total outflow	(227,353)	(76,990)	(27,264)	(128,418)	(32,809)	(492,834)
Total inflow	226,475	77,824	36,691	84,311	44,631	469,932

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Management of non-financial risks

a) Operational risk

When assuming operational risks, NLB Group follows the guideline that such risks may not materially impact its operations and, the decreasing due to the reduced complexity of operations in NLB Group, with the disinvestment process of non-core activities and optimisation of internal processes. NLB Group has set up operational risks, all with the aim of ensuring quality management of operational risks. This is particularly valid in strategic banking members. All NLB Group banking members monitor the amount of net loss that an individual member still allows in its operations. If the sum of net loss exceeds the tolerance limit, a special treatment of major loss events is required and, if necessary, events are taken. The warning and critical limit of loss events are also defined, which in case of exceeding require escalation procedures and acceptance of possible additional risk management so-called ‘zero tolerance’ was defined.

For monitoring some specific more important key risk indicators that could show a possible increase of an operational risk, the Bank developed a specific methodology across different business areas, and the results are discussed at the Operational Risk Committee. The latter was named as the highest decision-making authority in the area of operational risk management. The Management Board serves in this role at other subsidiaries. The main task of the aforementioned bodies is to discuss the most significant operational risks and loss events, and mitigation within an individual entity. All NLB Group entities, which are included in the consolidation, have adopted relevant documents that are in line with NLB Group standards. In banking management, these documents are regularly updated. The whole NLB Group uses uniform software support, which is also regularly upgraded.

In NLB Group, the reported incurred net loss arising from loss limits for operational risk. In general, considerable attention is paid to reporting loss events, their mitigation measures, and defining operational risks in all segments. To treat major loss events, bigger or more important loss events are escalated to the top levels of decision-making at NLB and the Supervisory Board of NLB. Additional attention is paid to the reporting of potential loss events in operations.

Furthermore, the methodology to monitor, analyse, and report key risk indicators is established, servicing as an early warning system. The aim is to improve business and supporting processes. In terms of risks, possible future losses are identified, estimated, and appropriately managed. Each year, special emphasis is placed on current risks as a result of the risk identification process, including operational risks, servicing as an early warning system. The major operational risks are actively managed with the measures taken to reduce them. An operational risk profile is prepared once a year based on the identified risks, among which in particular are those with a low probability of occurrence and very high potential financial influence.

For this purpose, the Bank has developed the methodology of stress-testing and scenario analysis for exceptional, but plausible events. Scenario analyses are made based on experience and knowledge of experts from various critical areas. The capital requirement for operational risk is calculated using the standardised approach at the NLB level.

b) Business Continuity Management (BCM)

In NLB Group, business continuity management is carried out to protect lives, goods, and services from various threats including natural disasters, IT disasters, epidemic/pandemic, and the undesired effects of the environment to mitigate their consequences. The concept of the action plan that is prepared each year is such that it aligns with the Business Continuity Management System. In 2023, Business Continuity Management was upgraded and optimised – rationalisation of Business Impact Analysis (hereinafter BIA). The basis for modernising the business continuity plans is the adequacy of the plans for Organisational Unit Plans (merged office buildings and HR plans) and IT plans are checked. The best indicator of the adequacy of the business continuity plans is the Recovery Plan and external audits. No major deviations were identified.

In NLB Group, know-how and methodologies are transferred to its members. The members have adopted appropriate documents for the development of business continuity management. The activity of the members is monitored throughout the year, and expert assistance is provided if necessary. For more efficient functioning, support to individual banking members is also provided. All preventive and response measures with regard to business continuity are regularly sent to the members with the purpose to help and enhance the Business Continuity Management System to all the NLB Group members to be more resilient in all relevant circumstances.

NLB Group Annual Report 2023

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Business Report

Strategy

Risk Factors & Outlook

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Performance Overview

Segment

Natural disasters (floods) and IT failures, the Bank successfully used the business continuity plans and instructions for manual procedures, and thus also ensured business operations in emergencies.

Reputation risk, and profitability risk. Risks not included in the regulatory capital requirements (standardised approach) but have or might have an important influence on the risk profile of the Bank are integrated into internal capital adequacy assessment process (ICAAP).

NLB Group established internal methodologies for identifying and assessing specific types of risk, referring to the assessed as a materially important risk, relevant disposable preventive and mitigation measures are applied, including regular monitoring of their effectiveness.

On this basis, internal capital adequacy assessment process (ICAAP) is conducted for financial and non-financial assets and liabilities. Fair value is the price that would be received when selling an asset or paid to transfer a liability in an orderly transaction between market participants.

IFRS 13 specifies a fair value hierarchy with respect to the inputs and assumptions used to measure financial and non-financial assets and liabilities at fair value. Observable inputs reflect the assumptions of NLB Group. This hierarchy gives the highest priority to observable market data when available, and the lowest priority to unobservable market data.

The fair value hierarchy comprises the following levels:

• Level 1 – Quoted prices (unadjusted) on active markets. This level includes listed equities, debt instruments, gold, derivatives, etc.
• Level 2 – Inputs other than quoted prices included in Level 1 that are observable for the asset or liability, either directly (i.e., prices) or indirectly (i.e., derived from prices).

Where inputs are observable, either directly (i.e., prices) or indirectly (i.e., derived from prices). Level 2 includes prices quoted for similar assets or liabilities in active markets and prices from observable sources of input parameters for financial instruments, such as yield curves, credit spreads, foreign exchange rates, and the volatility of interest rates and foreign exchange rates, is Bloomberg data.

Unobservable inputs are used to the extent that relevant observable inputs are not available. Unobservable inputs must reflect the assumptions that market participants would use when pricing the asset or liability.

Derivatives associated with these investments and other assets and liabilities for which fair value cannot be determined with observable market inputs. Wherever possible, fair value is determined using valuation techniques.

An active market is a market in which transactions for an asset or liability are executed with sufficient frequency and volume to provide pricing information on an ongoing basis. Assets and liabilities are measured at the measurement date, multiplied by the quantity of units owned by NLB Group.

The fair value of assets and liabilities whose market is not active is determined using valuation techniques depending on the availability of observable market inputs associated with the asset or liability that is the subject of the valuation.

Unobservable inputs shall reflect the estimates and assumptions that market participants would use when pricing the asset or liability.

For financial assets measured at fair value and not classified at Level 1, fair value is determined based on valuation reports provided by certified valuators. Valuations are prepared in accordance with applicable standards.

Non-financial assets and liabilities measured at fair value in the financial statements.

Financial Assets and Liabilities

	in EUR thousands	31 Dec 2023	31 Dec 2022
		NLB Group	Level 1	Level 2	Level 3	Total fair value	NLB	Level 1	Level 2	Level 3	Total fair value
				Financial assets	Financial instruments held for trading	-	15,698	20	15,718	-	17,937	20	17,957
		Derivatives	-	15,698	20	15,718	-	17,937	20	17,957
			Derivatives - hedge accounting	-	47,614	-	47,614	-	47,614	-	47,614
Financial assets measured at fair value through other comprehensive income		1,456,684	793,516	1,356	2,251,556	955,638	67,071	303	1,023,012
				Debt instruments	1,451,824	712,570	70	2,164,464	955,638	6,446	-	962,084
	Equity instruments	4,860	80,946	1,286	87,092	-	60,625	303	60,928
			Non-trading financial assets mandatorily at fair value through profit and loss	5,317	-	8,858	14,175	-	-	16,643	16,643
Debt instruments	5,217	-	-	5,217	-	-	-	-
		Equity instruments	100	-	8,858	8,958	-	-	8,858	8,858
			Loans	-	-	-	-	-	-	7,785	7,785
				Financial liabilities	Financial instruments held for trading	-	13,217	-	13,217	-	17,510	-	17,510
		Derivatives	-	13,217	-	13,217	-	17,510	-	17,510
			Derivatives - hedge accounting	-	3,540	-	3,540	-	1,420	-	1,420
Financial liabilities measured at fair value through profit or loss	-	4,482	-	4,482	-	3,210	-	3,210
		Non-financial assets	Investment properties	-	10,927	20,189	31,116	-	7,640	-	7,640
				Non-current assets held for sale	-	4,048	801	4,849	-	4,048	-	4,048
Non-financial assets impaired during the year			Recoverable amount of property and equipment	-	-	89	89	-	-	-	-
				Recoverable amount of investments in subsidiaries, associates and joint ventures	-	-	-	-	-	-	1,646	1,646

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Non-trading financial assets

mandatorily at fair value	11,512	-	7,519	19,031	-	-
through profit and loss	Debt instruments	3,116	-	-	3,116	-
Equity instruments	8,396	-	7,519	15,915	-	-
Loans	-	-	-	-	-	-

Financial liabilities

Financial instruments held for trading	-	21,589	-	21,589	-	2
Derivatives	-	21,589	-	21,589	-	2
Derivatives - hedge accounting	-	2,124	-	2,124	-	2
Financial liabilities measured at fair value through profit or loss	-	1,796	-	1,796	-	2

Non-financial assets

Investment properties	-	12,192	23,447	35,639	-	6
Non-current assets held for sale	-	4,235	11,201	15,436	-	4

Non-financial assets impaired during the year

Recoverable amount of property and equipment	-	-	30,636	30,636	-	-
Recoverable amount of investments in subsidiaries, associates and joint ventures	-	-	-	-	-	-

NLB Group’s policy of transfers of financial instruments between levels of valuation

is illustrated in the table below. Fair v

Equities

Equity stake	Gold	Funds	Debt securities	Loans	Derivatives	Equities	Currency	Interest
1 market value from exchange market	market value from spot market	official price by fund management company	market value from exchange market
2 valuation model	valuation model (underlying in level 1)	valuation model	valuation model
3 valuation model	valuation model	valuation model	valuation model	valuation model	valuation model (underlying instrument in level 3)

Transfers from level 1 to 3 equity excluded from exchange market from level 1 to 3 fund management company stops publishing regular valuation from level 1 to 2 debt securities excluded from exchange market from level 2 to 3 underlying instrument excluded from exchange market from level 1 to 3 companies in insolvency proceedings from level 3 to 1 fund management company starts publishing regular valuation from level 1 to 2 debt securities not liquid (not trading for 6 months) from level 3 to 2 underlying instrument included in exchange market from level 1 to 3 equity not liquid (not trading for 2 months) from level 1 to 3 and from 2 to 3 companies in insolvency proceedings from level 3 to 1 equity included in exchange market from level 2 to 1 and from 3 to 1 start trading with debt securities on exchange market from level 3 to 2 until valuation parameters are confirmed on ALCO (at least on quarterly basis).

For 2023, neither NLB Group nor NLB had any significant transfers between levels of valuation of financial instruments measured at fair value in financial statements.

346 NLB Group Annual Report 2023

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Non-financial assets and liabilities at Level 2 regarding the fair value hierarchy Financial instruments on Level 2 of the fair value hierarchy at NLB Group and NLB include: - debt securities - derivatives: derivatives except forward derivatives and options on equity instruments that are not quoted on active markets; and - the National Resolution Fund. Non-financial assets on Level 2 include non-current assets held for sale.

When valuing bonds classified on Level 2, NLB Group primarily uses the income approach based on an estimation of future cash flows discounted to the present value and the spread over the yield curve (credit, liquidity, country). Fair values for derivatives are determined using a discounted cash flow model based on the risk-free yield curve. Fair values are determined using the income model, the binomial model, and the Black-Scholes model. At least one of the three valuation methods are used for the valuation of investment property. The majority of investment property is assessed. When valuing an investment property, average rents at similar locations and capitalisation ratios such as: the risk-free yield, risk premium, and the risk premium to account for like data from lessors and lessees, web databases, and own databases. NLB Group has observable data for all investment property at its disposal. If observable data for similar locations are available, wider locations and adjusts it appropriately.

Financial and non-financial assets and liabilities at Level 3 of the fair value hierarchy

Financial instruments on Level 3 of the fair value hierarchy in NLB Group and NLB include: - equities not quoted on active markets and valuated by valuation model with inputs which are not based on observable market data; - derivative financial instruments: forward derivatives and options. Fair values for forward derivatives are determined using the discounted cash flow model. Fair values for equity options are determined using valuation models for options (the Garman and Kohlhagen model). Fair values of underlying instruments determined using valuation models. The source of observable market inputs is the Bloomberg information system; - loans measured at fair value, which are based on discounted expected future cash flows with the required rate of return. In defining the expected cash flows for loans, the value of collateral and other pay off estimates can be used. Non-financial properties and non-current assets held for sale. NLB Group uses three valuation methods for the valuation of equity financial assets mentioned in the first bullet: income, market, and cost approach. Reasonable possible range, but uses model and input data that other market participants would use. At least one of the three valuation methods are used for the valuation of investment property. The present value of future expected returns is assessed. When valuing an investment property, average rents at similar locations and capitalisation ratios such as: the risk-free yield, risk premium, and the risk premium to account for like data from lessors and lessees, web databases, and own databases. NLB Group has observable data for all investment property at its disposal.

347 NLB Group Annual Report 2023

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financial assets and liabilities at Level 3

Financial Instruments

in EUR thousands	Financial instruments	Total financial assets
held for trading	Financial assets measured at fair value through OCI		Non-trading financial assets mandatorily at fair value through profit or loss	NLB Group
		Balance as at 1 January 2022	1	351	1,136	4,472	5,960
Effects of translation of foreign operations to presentation currency	-	-	(2)	-	(2)
	Acquisition of subsidiaries	-	-	12	-	12
	Valuation:	- through profit or loss
-		16	-	477	493	-
-				0	239	110	-	349
Foreign exchange differences	-	(25)	-	262	237
Increases	-	-	-	2,873	2,873
	Decreases	-	(141)	-	(565)	(706)
		Transfers to Level 3	-	1,812	-	-	1,812
			Balance as at 31 December 2022	17	2,236	1,256	7,519	11,028
	Valuation:	- through profit or loss
-	3	-	1,362	1,365	-
-	0	5,768	49	-	5,817
			Foreign exchange differences	-	21	-	(173)	(152)
				Increases	-	-	-	150	150
Decreases	-	(6,418)	(19)	-	(6,437)
Write-offs	-	(1,537)	-	-	(1,537)
	Balance as at 31 December 2023	20	70	1,286	8,858	10,234

NLB Group Annual Report 2023

NLB recognise the effects from valuation of trading instruments in income statement line item ‘Gains less losses from financial assets and liabilities held for trading,’ the effects from valuation profit or loss in the income statement line item ‘Gains less losses from non-trading financial assets mandatorily at fair value through profit or loss,’ and the effects from valuation of financial assets measured at fair value through other comprehensive income line item ‘Financial assets measured at fair value through other comprehensive income.’ In 2023 and in 2022, NLB Group and NLB recognised the following unrealis.

NLB Group Financial Assets

in EUR thousands	Financial assets held for trading	Financial assets measured at fair value through OCI	Non-trading financial assets mandatorily at fair value through profit or loss
2023	Derivatives	Debt instruments	Equity instruments	2023	Equity instruments	Items of Income statement
Gains less losses from financial assets and liabilities held for trading	3	-	-	-	Gains less losses from non-trading assets mandatorily at fair value through profit or loss	-	-	1,362
Foreign exchange translation gains less losses	-	-	-	(173)	Item of Other comprehensive income	Financial assets measured at fair value through other comprehensive income	-	49

2022

in EUR thousands	Financial assets held for trading	Financial assets measured at fair value through OCI	Non-trading financial assets mandatorily at fair value through profit or loss
		2022	Derivatives	Debt instruments	Equity instruments	2022	Equity instruments	Items of Income statement
Gains less losses from financial assets and liabilities held for trading	16	-	-	-	Gains less losses from non-trading assets mandatorily at fair value through profit or loss	-	-	477
Foreign exchange translation gains less losses	-	(25)	-	262	Item of Other comprehensive income	Financial assets measured at fair value through other comprehensive income	-	239	110
	349

NLB Group Annual Report 2023

Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segment

NLB Group Annual Report 2023

Overview

Financial instruments not measured at fair value in financial statements

Financial instruments not measured at fair value in financial statements are not managed on a fair value basis. For re impact NLB Group statement of financial position or income statement. The table below shows estimated fair values of financial instruments not measured at fair value in the statement of

		NLB Group		NLB
		31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
Carrying value	Fair value	Carrying value	Fair value	Carrying value	Fair value
Financial assets measured at amortised cost - debt securities	2,522,229	2,440,596	1,917,615	1,749,169	1,966,169
	1,889,481	1,597,448	1,442,453
- loans and advances to banks	547,640	547,555	222,965	223,077	149,011
	149,011	350,625	362,422
- loans and advances to customers	13,734,601	13,256,192	13,072,986	12,883,859	7,148,283
	6,895,232	6,054,413	5,965,468
- other financial assets	165,962	165,962	177,823	177,823	101,596
	101,596	114,399	114,399
Financial liabilities measured at amortised cost - deposits from banks and central banks	95,283	95,657	106,414	106,627	147,002
	147,379	212,656	212,880
- borrowings from banks and central banks	140,419	134,020	198,609	193,774	82,797
	75,152	57,292	52,897
- due to customers	20,732,722	20,746,603	20,027,726	20,031,938	11,881,563
	11,892,641	10,984,411	10,989,255
- borrowings from other customers	99,718	101,649	82,482	80,684	-
	-	216	216
- debt securities issued	1,338,235	1,363,301	815,990	788,892	1,338,235
	1,363,301	815,990	788,892
- other financial liabilities	357,116	357,116	294,463	294,463	198,020
	198,020	164,567	164,567

---

maturities. The fair value of overnight deposits equals their carrying value. Loans and advances to customers The estimated fair value of loans and advances represents the discounted amount of estimated future cash flows expected to be received. Expected cash flows are discounted at current market rates for debts with similar credit risk and residual maturities to determine their fair value. Deposits and borrowings The fair value of sight deposits and overnight deposits equals their carrying value. However, their actual value for NLB Group depends on the timing and amounts of cash flows, current market rates, and the credit risk of the depository institution itself. A portion of sight deposits is stable, similar to term deposits. Therefore, their economic value for NLB Group differs from the carrying amount. The estimated fair value of other deposits and borrowings from customers is based on discounted cash flows using interest rates for new deposits with similar residual maturities. Debt securities measured at amortised cost and debt securities issued The fair value of debt securities measured at amortised cost and debt securities issued is based on their quoted market price or value calculated by using a discounted cash flow method and the prevailing money market interest rates. Loan commitments For credit facilities that are drawn soon after the NLB Group grants loans (drawn at market rates) and loan commitments to those clients that are not impaired, the fair value is close to zero. For loan commitments to clients that are impaired, fair value represents the amount of the recognised provisions. Other financial assets and liabilities The carrying amount of other financial assets and liabilities is a reasonable approximation of their fair value as they mainly relate to short-term receivables and payables.

351 NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

in EUR thousands

31 Dec 2023	31 Dec 2022
NLB Group	NLB	Level 1	Level 2	Level 3	Total fair value	Level 1	Level 2	Level 3	Total fair value
Financial assets measured at amortised cost	- debt securities	2,030,120	403,255	7,221	2,440,596	1,779,995	109,486	-	1,889,481
	- loans and advances to banks	-	547,555	-	547,555	-	149,011	-	149,011
- loans and advances to customers	-	-	13,256,192	13,256,192	-	-	6,895,232	6,895,232
	- other financial assets	-	-	165,962	165,962	-	-	101,596	101,596
Financial liabilities measured at amortised cost	- deposits from banks and central banks	-	95,657	-	95,657	-	147,379	-	147,379
	- borrowings from banks and central banks	-	134,020	-	134,020	-	75,152	-	75,152
- due to customers	-	20,746,603	-	20,746,603	-	11,892,641	-	11,892,641
	- borrowings from other customers	-	-	101,649	101,649	-	-	-	-
	- debt securities issued	1,363,301	-	1,363,301	1,363,301	-	-	1,363,301	-
- other financial liabilities	-	-	357,116	357,116	-	-	198,020	198,020

---

Level 3 Total fair value

Financial assets measured at amortised cost	- debt securities	1,476,615	265,325	7,229	1,749,169	1,350,003	92,450	-	1,442,453
- loans and advances to banks	-	223,077	-	223,077	-	362,422	-	362,422
- loans and advances to customers	-	12,883,859	12,883,859	-	-	5,965,468	5,965,468
- other financial assets	-	177,823	177,823	-	-	114,399	114,399

Financial liabilities measured at amortised cost

	- deposits from banks and central banks	-	106,627	-	106,627	-	212,880	-	212,880
- borrowings from banks and central banks	-	193,774	-	193,774	-	52,897	-	52,897
- due to customers	-	20,031,938	-	20,031,938	-	10,989,255	-	10,989,255
	- borrowings from other customers	-	80,684	80,684	-	216	216	-
- debt securities issued	748,958	39,934	-	788,892	748,958	39,934	-	788,892
- other financial liabilities	-	294,463	294,463	-	-	164,567	164,567

Fair value hierarchy of financial instruments not measured at fair value in financial statements

Environmental and climate-related risks

The NLB Group is engaged in contributing to sustainable finance by incorporating environmental, social, and governance (ESG) risks into its business model. Thus, sustainable finance integrates ESG criteria into the Group's operations.

The NLB Group Sustainability Committee oversees the integration of the ESG factors into the NLB Group business model. ESG risks do not represent a new risk category, but rather fit within the established risk management framework in the areas of credit, liquidity, market, and operational risk.

The management of ESG risks follows ECB and EBA guidelines, following the management of ESG risks incorporated into the Group’s overall credit approval process and the related credit portfolio management.

Sustainable financing is implemented in accordance with addressing ESG risks in all relevant stages of the credit-granting process; relevant ESG criteria were also considered in the collateral evaluation process.

The NLB Group conducts a materiality assessment of transitional and physical risk to which the Group is exposed. In this process, the identification of environmental risk factors, relevant transmission channels, and their materiality and impact on the Group is evaluated.

From the perspective of physical risk, the most relevant natural disasters are floods, landslides, and drought, while hail and windstorms are also frequent, but less material. Despite this, the Group can respond in a timely manner. Chronic risk is not determined as a material risk.

Transition risks already arise in the short term due to the determination of the EU to reduce carbon emissions, according to the NLB Group’s Net Zero Strategy in 2023; its impacts are expected to diminish gradually in the long run. Nevertheless, the Group assessed them more materially than physical risk.

As a systemic exercise, the 2024 EBA Fit-for-55 climate risk scenario analysis started in December 2023 and will be concluded in March 2024. By performing this exercise, the ECB assessed how banks would respond.

Offsetting financial assets and financial liabilities

NLB Group has entered into bilateral foreign exchange netting arrangements with certain banks and corporates. Cash flows from such transactions are netted into a single cash flow for each currency. The settlement of all interest rates derivatives is also carried out by netting of both legs of the transaction.

Assets and liabilities related to these netting arrangements follow netting rules that apply to cash flows and not to the entire financial instrument. NLB Group also holds certain standardized derivatives (some interest rate swaps) with a clearing house or central counterparty for exposures, as well as the daily settlement of cash flows for each currency.

All derivatives are conducted under the conditions of signed Master Agreements (MA), with international banks in place, which enable daily evaluation and exchange of margining.

Financial Position as of 31 Dec 2023

in EUR thousands	NLB Group	31 Dec 2023	Amounts not set off in the statement of financial position	Financial assets/liabilities	Gross amounts of recognised financial assets/liabilities	Impact of master netting agreements	Financial instruments collateral	Net amount
Derivatives - assets	63,283	4,992	52,103	6,188
Derivatives - liabilities	16,714	4,992	1,563	10,159

Financial Position as of 31 Dec 2022

in EUR thousands	NLB Group	31 Dec 2022	Amounts not set off in the statement of financial position	Financial assets/liabilities	Gross amounts of recognised financial assets/liabilities	Impact of master netting agreements	Financial instruments collateral	Net amount
Derivatives - assets	80,724	3,053	72,204	5,467
Derivatives - liabilities	17,482	3,053	1,959	12,470

Financial Position for NLB as of 31 Dec 2023

in EUR thousands	NLB	31 Dec 2023	Amounts not set off in the statement of financial position	Financial assets/liabilities	Gross amounts of recognised financial assets/liabilities	Impact of master netting agreements	Financial instruments collateral	Net amount
	Derivatives - assets	65,551	5,013	54,346	6,192
		Derivatives - liabilities	18,929	5,013	1,563	12,353

Financial Position for NLB as of 31 Dec 2022

in EUR thousands	NLB	31 Dec 2022	Amounts not set off in the statement of financial position	Financial assets/liabilities	Gross amounts of recognised financial assets/liabilities	Impact of master netting agreements	Financial instruments collateral	Net amount
Derivatives - assets	80,834	3,133	72,204	5,497
Derivatives - liabilities	24,273	3,133	8,251	12,889

NLB Group and NLB have no financial assets/liabilities set off in the statement of financial position.

NLB Group 2023

Financial Overview

in EUR thousands	NLB Group
	Retail Banking in Slovenia	Corporate and Investment Banking in Slovenia	Strategic Foreign Markets	Financial Markets in Slovenia	Non-Core Members	Other activities	Unallocated	Total
	Total net income	366,988	149,184	541,624	40,437	(131)	5,574	-	1,103,676
	Net income from external customers	246,811	204,868	541,098	95,748	(578)	5,349	-	1,093,296
Intersegment net income	120,177	(55,684)	526	(55,311)	447	225	-	10,380
	Net interest income	264,707	106,462	423,249	37,752	1,540	(376)	-	833,334
Net interest income from external customers	147,803	161,103	429,464	94,023	1,444	(503)	-	833,334
	Intersegment net interest income	116,904	(54,641)	(6,215)	(56,271)	96	127	-	-
Administrative expenses	(141,132)	(63,955)	(223,239)	(9,202)	(13,230)	(12,740)	-	(463,498)
	Depreciation and amortisation	(12,675)	(6,240)	(27,990)	(689)	(508)	(635)	-	(48,737)
Reportable segment profit/(loss) before impairment and provision charge	213,181	78,989	290,395	30,546	(13,869)	(7,801)	-	591,441
Other net gains/(losses) from equity investments in associates and joint ventures	1,072	-	-	-	-	-	-	1,072
Impairment and provisions charge	(32,592)	7,909	1,124	4,757	3,729	973	-	(14,100)
	Profit/(loss) before income tax	181,661	86,898	291,519	35,303	(10,140)	(6,828)	-	578,413
Owners of the parent	181,661	86,898	278,896	35,303	(10,140)	(6,828)	-	565,790
	Non-controlling interests	-	-	12,623	-	-	-	-	12,623
	Income tax	-	-	-	-	-	-	(15,090)	(15,090)
Profit for the year	550,700
Reportable segment assets	3,778,767	3,376,370	11,058,835	7,232,457	47,097	435,940	-	25,929,466
	Investments in associates and joint ventures	12,519	-	-	-	-	-	-	12,519
Reportable segment liabilities	9,381,016	2,512,801	9,329,079	1,540,000	3,419	227,680	-	22,993,995
	Additions to non-current assets	19,775	9,826	40,239	505	4	4,099	-	74,448

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NLB Group 2022

Financial Overview

in EUR thousands	NLB Group	Total
Retail Banking in Slovenia	Corporate and Investment Banking in Slovenia	Strategic Foreign Markets	Financial Markets in Slovenia	Non-Core Members	Other activities	Unallocated
Total net income	211,474	105,198	427,519	46,601	4,697	10,024	805,513
Net income from external customers	227,590	121,042	429,999	5,558	4,426	9,934	798,549
Intersegment net income	(16,116)	(15,844)	(2,480)	41,043	271	90	6,964
Net interest income	104,809	52,930	298,042	47,304	267	1,570	504,922
Net interest income from external customers	125,541	71,832	303,349	2,169	453	1,578	504,922
Intersegment net interest income	(20,732)	(18,902)	(5,307)	45,135	(186)	(8)	-
Administrative expenses	(132,893)	(60,471)	(199,593)	(8,812)	(12,109)	(7,309)	(421,187)
Depreciation and amortisation	(11,149)	(4,629)	(28,538)	(618)	(498)	(621)	(46,053)
Reportable segment profit/(loss) before impairment and provision charge	67,432	40,098	199,388	37,171	(7,910)	2,094	338,273
Other net gains/(losses) from equity investments in associates and joint ventures	781	-	-	-	-	-	781
Gain from bargain purchase	-	-	68	-	-	172,810	172,878
Impairment and provisions charge	(21,435)	12,156	(12,325)	(3,363)	(829)	(3,073)	(28,869)
Profit/(loss) before income tax	46,778	52,254	187,131	33,808	(8,739)	171,831	483,063
Owners of the parent	46,778	52,254	176,160	33,808	(8,739)	171,831	472,092
Non-controlling interests	-	-	10,971	-	-	-	10,971
Income tax	-	-	-	-	-	(25,230)	(25,230)
Profit for the year	446,862
Reportable segment assets	3,665,110	3,372,047	10,179,396	6,514,047	61,563	356,400	24,148,563
Investments in associates and joint ventures	11,677	-	-	-	-	-	11,677
Reportable segment liabilities	9,108,497	2,777,001	8,539,025	1,118,681	3,754	190,957	21,737,915
Additions to non-current assets	10,717	6,088	29,042	261	99	4,688	50,895

Segment Reporting

Segment reporting is presented in accordance with the strategy on the basis of the organisational structure used in management reporting of NLB Group’s results. NLB Group’s segments are business units that focus on different customers and markets. They are managed separately because each business unit requires different strategies and service levels. The business activities of the parent bank (NLB) and N Banka are divided into several segments. Interest income and expenses are reallocated between segments on the basis of fund transfer prices (FTP). Other NLB Group members are, based on their business activity, included in only one segment except NLB Lease&Go Ljubljana, which is according to its business activities divided into two segments. The segments of NLB Group are divided into core and non-core segments.

Core Segments

• Retail Banking in Slovenia, which includes banking with individuals and micro companies (NLB and N Banka), asset management (NLB Skladi), and part of subsidiary NLB Lease&Go Ljubljana that includes operations with retail clients, as well as the contribution to the result of the associated company Bankart.
• Corporate and Investment Banking in Slovenia, which includes banking with Key Corporate Clients, SMEs, Cross-border corporate financing, Investment Banking and Custody, Restructuring and Workout in NLB and N Banka, and part of the subsidiary NLB Lease&Go Ljubljana that includes operations with corporate clients.
• Strategic Foreign Markets, which consist of the operations of strategic Group banks in the strategic markets (North Macedonia, Bosnia and Herzegovina, Kosovo, Montenegro, and Serbia), as well as investment company KomBank Invest, Beograd, NLB DigIT, Beograd, NLB Lease&Go Skopje, and NLB Lease&Go leasing Beograd.
• Financial Markets in Slovenia include treasury activities and trading with financial instruments, while they also present the results of asset and liabilities management (ALM) in both NLB and N Banka.
• Other activities include categories in NLB and N Banka whose operating results cannot be allocated to specific segments, including gain from bargain purchase from acquisition of N Banka in 2022, as well as subsidiaries NLB Cultural Heritage Management Institute and Privatinvest.

Non-Core Members

Non-Core Members include the operations of non-core NLB Group members, namely REAM and leasing entities in liquidation, NLB Srbija, and NLB Crna Gora. NLB Group is primarily a financial group, and net interest income represents the majority of its net revenues. NLB Group’s main indicator of a segment’s efficiency is net profit before tax. No revenues were generated from transactions with a single external customer that would amount to 10% or more of NLB Group’s revenues.

Geographical Analysis

Geographical analysis includes a breakdown of items with respect to the country in which individual NLB Group entities are located.

NLB Group Annual Report 2023

Financial Overview

	in EUR thousands	Revenues	Net income	Profit/(loss) before income tax	Income tax
				2023	2022	2023	2022	2023	2022	2023	2022	2023	2022
NLB Group					1,392,315	951,617	1,093,296	798,549	578,413	483,063	(15,090)	(25,230)
Slovenia	729,170	445,749	556,854	367,121	275,533	288,563	19,447	(9,719)
		South East Europe	663,042	505,855	538,752	431,267	305,507	194,764	(34,525)	(15,487)
				Bosnia and Herzegovina	104,460	84,065	85,158	71,205	40,677	33,475	(3,467)	(2,635)
	Croatia	-	23	(557)	473	(527)	(170)	-	(45)
			Kosovo	68,279	58,297	56,374	49,251	39,797	35,922	(3,995)	(3,693)
					Montenegro	62,625	49,528	51,658	38,251	32,032	15,436	(5,502)	(1,838)
	North Macedonia	111,599	94,660	90,233	78,369	49,895	41,807	(4,910)	(3,795)
				Serbia	316,079	219,282	255,886	193,718	143,633	68,294	(16,651)	(3,481)
Western Europe	103	13	(2,310)	161	(2,627)	(264)	(12)	(24)
		Germany	-	-	51	58	(402)	(647)	-	-
				Switzerland	103	13	(2,361)	103	(2,225)	383	(12)	(24)

The column ‘Revenues’ includes interest and similar income, dividend income, and fee and commission income. The column ‘Net Income’ includes net interest income, dividend income, net fee and commission income, the net effect of financial instruments, foreign exchange translation, the effect on the derecognition of assets, net operating income, and gain less losses from non-current assets held for sale.

Assets Overview

	in EUR thousands	Non-current assets	Total assets	Number of employees
31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022	31 Dec 2023	31 Dec 2022
NLB Group	383,786	356,867	25,941,985	24,160,240	7,982	8,228
Slovenia	160,574	152,037	14,851,067	13,935,167	2,689	2,833
		South East Europe	223,185	204,802	11,072,317	10,216,136	5,291	5,392
Bosnia and Herzegovina	38,861	35,550	1,934,891	1,799,877	990	971
	Croatia	-	377	1,194	3,557	1	6
	Kosovo	13,810	14,289	1,229,426	1,082,474	468	467
Montenegro	23,163	17,416	928,913	825,400	390	380
North Macedonia	34,276	36,348	1,895,297	1,832,477	962	954
	Serbia	113,075	100,822	5,082,596	4,672,351	2,480	2,614
		Western Europe	27	28	18,601	8,937	2	3
Germany	27	28	552	691	-	1
Switzerland	-	-	18,049	8,246	2	2

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NLB Group Annual Report 2023

Overview

	in EUR thousands	Revenues	Net income	Profit/(loss) before income tax	Income tax
			2023	2022	2023	2022	2023	2022	2023	2022	2023	2022
NLB Group			1,580,178	1,031,042	1,245,280	860,482	817,111	389,046	(5,933)	(25,129)
Slovenia	909,550	523,774	704,971	431,187	511,693	191,900	28,958	(9,153)
	South East Europe	670,510	507,243	542,776	429,307	308,129	199,981	(34,879)	(15,952)
			Bosnia and Herzegovina	105,503	84,107	83,567	70,211	40,555	33,352	(3,467)	(2,635)
	Croatia	-	128	(385)	617	(366)	(170)	-	(45)
		Kosovo	68,468	58,296	55,182	48,391	39,963	36,095	(3,995)	(3,693)
			Montenegro	64,729	49,738	50,465	37,822	32,836	18,374	(5,502)	(1,838)
	North Macedonia	111,933	94,624	86,612	75,882	48,822	41,601	(4,910)	(3,795)
		Serbia	319,877	220,350	267,335	196,384	146,319	70,729	(17,005)	(3,946)
Western Europe	118	25	(2,467)	(12)	(2,711)	(2,835)	(12)	(24)
		Germany	-	1	51	54	(402)	(646)	-	-
		Switzerland	118	24	(2,518)	(66)	(2,309)	(2,189)	(12)	(24)

Related Party Transactions

A related party is a person or entity that is related to NLB Group in such a manner that it has control or joint control, has a significant influence, or is a member of the key management personnel (Management Board, other key management personnel and their family members); the Supervisory Board; companies in which members of the Management Board have control, joint control, or a significant influence; a major shareholder of NLB with significant influence, subsidiaries, associates and joint ventures.

Related-party transactions with Management and related parties have control, joint control, or significant influence. A number of banking transactions are entered into with related parties within regular course of business. The volume of re

NLB Group Annual Report 2023

Management Board and Other Key Management Personnel

	in EUR thousands	NLB Group Management Board and other Key management personnel	Family members of the Management Board and other key management personnel	Companies in which members family members have control, joint control or a significant influence
			2023	2022	2023	2022	2023	2022	2023	2022
		Loans issued	Balance at 1 January	2,173	2,097	469	415	-	532	54	60
			Increase	1,214	1,526	307	324	-	8	46	76
			Decrease	(1,532)	(1,450)	(332)	(270)	-	(540)	(76)	(82)
	Balance at 31 December	1,855	2,173	444	469	-	-	24	54
		Interest income	57	41	17	10	-	-	1	-
			Deposits received	Balance at 1 January	2,556	2,170	926	718	218	590	348	505
	Increase	2,617	2,938	1,440	634	496	6,413	407	398
		Decrease	(2,806)	(2,552)	(1,213)	(426)	(442)	(6,785)	(338)	(555)
			Balance at 31 December	2,367	2,556	1,153	926	272	218	417	348
	Interest expenses	(33)	(7)	(6)	-	-	-	(5)	(2)
		Other financial liabilities	1	2	-	-	12	3	-	-
			Other financial liabilities measured at fair value through profit or loss (note 2.31.)	2,075	801	-	-	-	-	-	-
Other operating liabilities	11,066	6,559	-	-	-	-	-	-
		Guarantees issued and loan commitments	287	237	64	70	-	-	14	17
			Fee income	19	19	8	7	3	66	1	2
			Other income	16	17	-	-	-	-	-	-
			Other expenses	-	-	-	-	(94)	(382)	(1)	-

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Key Management Compensation

	in EUR thousands		NLB Management Board and other Key management personnel	Family members of the Management Board and other key management personnel	Companies in which members of the Management Board, key management personnel or their family members have control, joint control or a significant influence	Supervisory Board
					2023	2022	2023	2022	2023	2022	2023	2022
		Loans issued	Balance at 1 January	2,172	2,097	469	415	-	532	54	60
				Increase	1,203	1,480	307	324	-	8	46	76
					Decrease	(1,521)	(1,405)	(332)	(270)	-	(540)	(76)	(82)
	Balance at 31 December	1,854	2,172	444	469	-	-	24	54
				Interest income	57	41	17	10	-	-	1	-
				Deposits received	Balance at 1 January	2,536	2,170	926	718	218	590	348	505
	Increase	2,555	2,643	1,440	634	496	6,413	407	398
			Decrease	(2,734)	(2,277)	(1,213)	(426)	(442)	(6,785)	(338)	(555)
				Balance at 31 December	2,357	2,536	1,153	926	272	218	417	348
	Interest expenses	(33)	(7)	(6)	-	-	-	(5)	(2)
			Other financial liabilities	1	2	-	-	12	3	-	-
				Other financial liabilities measured at fair value through profit or loss (note 2.31.)	1,975	728	-	-	-	-	-	-
					Other operating liabilities	11,080
			Guarantees issued and loan commitments	279	223	64	70	-	-	14	17
					Fee income	19	18	8	7	3	66	1	2
					Other income	16	17	-	-	-	-	-	-
					Other expenses	- (94) (382) (1) -

The remuneration for the 2023 for the members of the Supervisory Board of NLB d.d. and the Management Board of NLB d.d. is regulated in Remuneration Policy for the Members of the Supervisory Board of NLB d.d. and the Members of the Management Board of NLB d.d. The remuneration for the identified employees and other employees is regulated in Remuneration Policy for employees of NLB d.d. and NLB Group. In the Remuneration Policy and based thereon and in accordance with Commission Delegated regulation (EU) 2021/923, the Bank designates identified employees. In designating identified employees, the internal organisation and the nature, scope, and complexity of the Bank’s activities are taken into account. The criteria fully take into account the risks that the Bank or the NLB Group is or could be exposed to its given risk profile and risk appetite. The Remuneration Policy includes members of the Supervisory Board, members of the Management Board, senior management, and other identified employees who are included in the Policy on the basis of the Bank’s self-assessment. Members of the Supervisory Board may, in relation to their function of a member of the Supervisory Board, only receive remuneration that is compliant with the relevant resolutions of the Bank’s General Meeting. The Supervisory Board members are entitled to a remuneration for performing their function and/or attendance fees for their membership in the Supervisory Board of the Bank and the committees of the Supervisory Board of the Bank, which are determined in accordance with respective applicable resolution by the General Meeting of the Bank, and to reimbursement of travel expenses, daily allowances, and accommodation costs up to the amount provided by the regulations governing reimbursement of costs related to work and other income not included in the tax base. The Bank’s General Meeting may determine and change the remuneration of the members of the Supervisory Board independently from the Remuneration Policy, and may change, repeal, or replace any of its resolutions in relation to the remuneration of the Supervisory Board members at any time, or adopt a new resolution in relation to the remuneration of the Supervisory Board members. The last changes of the remuneration of members of the Supervisory Board were adopted at the General Meeting of NLB d.d. 19 June 2023. The performance of key management is defined by financial and non-financial criteria. In addition to the salary determined in their employment contract, they are entitled to the annual variable part of the salary based on their achievement of the financial and non-financial performance criteria, which encompass the goals of NLB Group or NLB, the goals of the organisational unit, and the personal goals of the employee performing special work. The performance assessment criteria of each member of the Management Board shall be determined each year by the Supervisory Board NLB d.d. at the time of adoption of the Bank’s Annual Report. The objectives and performance assessment criteria for the identified employees are determined by the Management Board. The variable portion of remuneration for identified employees is awarded only in proportional part to the actual period of employment (duration of the term of office) of the Bank during the period to which the variable part of the performance benefit relates to the adoption of the Annual Report of NLB Group for the business year to which the variable remuneration relates. Variable remuneration part of payment of an identified employee is awarded higher than one-third of his/her total remuneration for each financial year, and if this is permissible in accordance with the relevant regulation. If the variable remuneration part of payment is higher than one-third of his/her total remuneration for each financial year and if this is permissible in accordance with the relevant regulation, then at least 50% of the variable remuneration must consist of instruments whose value is based on the value of the share of NLB d.d. (with the part of the salary that must be deferred for a period of at least five years from the day on which the non-deferred part of such variable remuneration is paid and it is paid in proportional shares, according to the valid Remuneration Policy).

Payments to individual members of the Management Board

Member / Mandate	2023	2022
Blaž Brodnjak 1.12.2012	* Short-term benefits:
* * - gross salary and holiday allowance: 662,159
* - benefits and other short-term bonuses: 9,040
Costs refunds: 1,490
* Long-term bonuses:
* * - other benefits: 2,904
* - variable part of payments: 92,854
Total: 768,447	- Short-term benefits:
- * - gross salary and holiday allowance: 542,3
* - benefits and other short-term bonuses: 6,908
Costs refunds: 1,318
- Long-term bonuses:
- * - other benefits: 1,912
* - variable part of payments: 95,214
Total: 647,7
Peter Andreas Burkhardt 18.09.2013	* Short-term benefits:
* * - gross salary and holiday allowance: 552,167
* - benefits and other short-term bonuses: 46,318
Costs refunds: 1,540
* Long-term bonuses:
* * - other benefits: 3,364
* - variable part of payments: 83,480
Total: 686,869	- Short-term benefits:
- * - gross salary and holiday allowance: 486,4
* - benefits and other short-term bonuses: 33,588
Costs refunds: 1,243
- Long-term bonuses:
- * - other benefits: 1,452
* - variable part of payments: 89,13
Total: 611,85
Archibald Kremser 31.07.2013	* Short-term benefits:
* * - gross salary and holiday allowance: 632,159
* - benefits and other short-term bonuses: 33,364
Costs refunds: 1,324
* Long-term bonuses:
* * - other benefits: 3,364
* - variable part of payments: 88,539
Total: 758,750	- Short-term benefits:
- * - gross salary and holiday allowance: 517,3
* - benefits and other short-term bonuses: 39,220
Costs refunds: 1,302
- Long-term bonuses:
- * - other benefits: 1,452
* - variable part of payments: 91,870
Total: 651,2

Key Management Personnel

in EUR thousands	NLB Group	NLB Management Board	Other key management personnel	Supervisory Board
2023	3,076	6,604	728
2022	2,282	6,148	696
Short-term benefits	3,437	8,251	832
Cost refunds	9	112	104
Long-term bonuses:	- severance pay	-	-
- other benefits	53	163	-
- variable part of payments	299	1,252	-
Total	3,437	8,251	832

Short-term benefits include: - monetary benefits (gross salaries, supplementary insurance, holiday allowances, and other bonuses); - non-monetary benefits (company cars, health care, residential facilities, etc.). The reimbursement of cost comprises food allowances, travel expenses, and use of own resources.

Payments to individual members of the Supervisory Board

Member / Mandate		2023	2022
Primož Karpe	Annual compensation	103,680	96,000
	Other bonuses - benefit	279	382
	Costs refunds	9,300	10,952
David Eric Simon	Annual compensation	87,480	81,000
	Other bonuses - benefit	279	382
	Costs refunds	13,162	7,931
Shrenik Dhirajlal Davda	Annual compensation	83,683	72,000
	Other bonuses - benefit	279	382
	Costs refunds	19,444	8,767
Mark William Lane Richards	Annual compensation	87,480	81,000
	Other bonuses - benefit	279	382
	Costs refunds	18,141	9,493
Verica Trstenjak	Annual compensation	73,254	66,000
	Other bonuses - benefit	279	382
	Costs refunds	3,490	1,473
Sergeja Kočar	Annual compensation	23,659	8,327
	Other bonuses - benefit	279	382
	Costs refunds	1,017	1,183
Islam Osama Bahgat Zekry	Annual compensation	77,760	72,000
	Other bonuses - benefit	279	382
	Costs refunds	17,656	17,622
Tadeja Žbontar Rems	Annual compensation	44,774	31,215
	Other bonuses - benefit	279	382
	Costs refunds	309	185
Cvetka Selšek	Annual compensation	30,102	-
	Other bonuses - benefit	279	-
	Costs refunds	2,580	-
André Marc Richard Prudent Toccanier	Annual compensation	33,063	-
	Other bonuses - benefit	279	-
	Costs refunds	6,773	-
Gregor Rok Kastelic	Annual compensation	38,025	81,000
	Other bonuses - benefit	-	382
	Costs refunds	4,527	9,340
Andreas Klingen	Annual compensation	42,250	90,000
	Other bonuses - benefit	-	382
	Costs refunds	7,917	7,360
Bojana Šteblaj	Annual compensation	-	12,014
	Other bonuses - benefit	-	-

---

Costs refunds

Janja Žabjek Dolinšek	Annual compensation	-	1,473
20.11.2020 - 08.07.2022	Other bonuses - benefit	-	-
Costs refunds	-	32	-

NLB Group Annual Report 2023

Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm transactions with subsidiaries, associates and joint ventures

in EUR thousands

NLB Group	Associates	Joint ventures	2023	2022
	Loans issued	Balance at 1 January	1,057	1,011	201	201
Acquisition of subsidiaries	-	77	-	-
Increase	1,161	145	2	2
Decrease	(2,208)	(176)	(203)	(2)
Balance at 31 December	10	1,057	-	201
Interest income	63	39	1	3
Impairment	825	(8)	6	2
			Deposits received	Balance at 1 January	5,375	7,967	3,071	3,492
Effects of translation of foreign operations to presentation currency	-	-	(3)	3
Increase	10,378	5,982	6,902	1,073
Decrease	(9,585)	(8,574)	(8,519)	(1,497)
Balance at 31 December	6,168	5,375	1,451	3,071
Interest expenses	-	-	(36)	(46)
Other financial assets	7	7	1	-
Other financial liabilities	1,460	1,116	-	1
Guarantees issued and loan commitments	30	2,034	-	-
Income/(expenses)	provisions for guaranties and commitments	2	(1)	-	-
Fee income	8	69	-	-
Fee expenses	(16,167)	(12,894)	-	-
Other income	53	92	5	5
Other expenses	(1,174)	(571)	-	-

in EUR thousands

	NLB	Subsidiaries	Associates	Joint ventures	2023	2022
		Loans issued	Balance at 1 January	337,900	250,303	982	1,011
		Increase	660,088	536,279	1,161	145	2	2
	Decrease	(539,304)	(448,682)	(2,133)	(174)	(203)	(2)
		Balance at 31 December	458,684	337,900	10	982	-	201
		of which at amortised cost	450,213	328,641	10	982	-	201
	of which at fair value through profit or loss	8,471	9,259	-	-	-	-
		Interest income	19,938	7,461	63	39	1	3
		Impairment	11	(645)	861	27	6	2
		Valuation	1,231	(2,225)	-	-	-	-
		Deposits	Balance at 1 January	223,492	83,948	-	-	-
	Increase	1,120,256	2,171,418	-	-	-	-
		Decrease	(1,321,986)	(2,031,874)	-	-	-	-
		Balance at 31 December	21,762	223,492	-	-	-	-
		Interest income	985	940	-	-	-	-
	Interest expenses	-	(5)	-	-	-	-
	Impairment	43	(18)	-	-	-	-
	Loans received	Balance at 1 January	13,001	44,484	-	-	-
		Increase	36,887	13,001	-	-	-	-
		Decrease	(49,888)	(44,484)	-	-	-	-
	Balance at 31 December	-	13,001	-	-	-	-
		Interest income	-	9	-	-	-	-
		Interest expenses	(12)	(2)	-	-	-	-
		Deposits received	Balance at 1 January	165,778	68,372	5,375	7,967	40	27
		Increase	87,107,211	23,967,799	10,378	5,982	418	82
	Decrease	(87,168,040)	(23,870,393)	(9,585)	(8,574)	(63)	(69)
		Balance at 31 December	104,949	165,778	6,168	5,375	395	40
		Interest expenses	(5,205)	(465)	-	-	-	-
Derivatives	Fair value	54	(6,681)	-	-	-
	Contractual amount	298,290	113,711	-	-	-	-
		Interest income	25	312	-	-	-	-
		Interest expenses	(208)	(181)	-	-	-	-
		Other financial assets	2,058	2,514	7	7	-	-

---

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Segment Transactions with Major Shareholder with Significant Influence

The volumes of related party transactions with major shareholder are as follows:

in EUR thousands	NLB Group	NLB
	2023	2022	2023	2022
Loans issued	Balance at 1 January	17,595	20,534	17,595	20,534
					Increase	2,731	3,708	2,731	3,708
					Decrease	(6,942)	(6,647)	(6,942)	(6,647)
	Balance at 31 December	13,384	17,595	13,384	17,595
				Interest income	713	713	713	713
Investments in securities	Balance at 1 January	564,287	534,522	473,389	483,656
	Exchange difference on opening balance	(27)	36	-	-
				Acquisition of subsidiaries	-	151,047	33,617	-
					Increase	550,561	672,692	409,682	553,823
					Decrease	(548,065)	(746,698)	(410,346)	(521,066)
Valuation	10,773	(47,312)	10,584	(43,024)
				Balance at 31 December	577,529	564,287	516,926	473,389
					Interest income	7,131	5,816	5,692	5,844
					Interest expenses	(21)	-	(21)	-
Other financial assets	65	31,141	65	31,141
		Other financial liabilities		20	2	20	2
				Guarantees issued and loan commitments	1,466	1,194	1,466	1,194
					Fee income	574	350	574	350
					Fee expenses	(28)	(28)	(28)	(28)
	Other income	272	257	272	257
		Other expenses	(5,009)	(3)	(5,009)	(3)
					Gains less losses from financial assets and liabilities not measured at fair value through profit or loss	(656)	-	(656)	-
		Gains less losses from financial assets and liabilities held for trading	-	(66)	-	(66)

NLB disclose all transactions with the major shareholder with significant influence. For transactions with other government-related entities, NLB Group discloses individually significant.

NLB Group and NLB

Amount of significant transactions concluded during the year

	2023	2022	Number of significant transactions concluded during the year
Guarantees issued and loan commitments	50,000	188,000	1
			3

Year-end balance of all significant transactions

	2023	2022	Number of significant transactions at year-end
Loans	406,005	565,330	10
Debt securities measured at amortised cost	64,132	64,913	1
Borrowings, deposits and business accounts	30,399	108,606	3
Guarantees issued and loan commitments	152,500	152,500	2

Effects in income statement during the year

	2023	2022
Interest income from loans	18,489	5,130
Fees and commissions income	51	777
Interest income from debt securities measured at amortised cost and net valuation effects from hedge accounting	2,411	(4,940)
Interest expenses from borrowings, deposits, and business accounts	-	(99)
	367

NLB Group Annual Report 2023

Overview MB Statement SB Statement Key Highlights Business Report Strategy Risk Factors & Outlook Sustainability Performance Overview Segm

Subordinated notes

On 24 January 2024, NLB issued subordinated Tier 2 notes in the total nominal amount of EUR 300 million, 10NC5 tenor and ISIN code XS27503. EUR 219.6 million of its two outstanding subordinated Tier 2 notes with approaching call dates with ISIN code XS2080776607 and XS2113139195. The liability management exercise of 2 April 2024 NLB will, based on the obtained permission of the European Central Bank, redeem its subordinated notes in the aggregate nominal amount of EUR 45 million, issued on 6 maturity. Pursuant to the terms and condition of the notes the early repayment of principal and accrued and unpaid interest will be made on the fifth anniversary from the issuance, being 6.

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment Directory

Nova Ljubljanska banka d.d., Ljubljana

Trg republike 2

1000 Ljubljana, Slovenia

Tel: +386 1 476 39 00, +386 1 477 20 00

E-mail: info@nlb.si

www.nlb.si

Blaž Brodnjak, CEO

Burkhardt, CRO

Archibald Kremser, CFO

Andrej Lasič, CMO (responsible for Corporate and Investment Banking)

Hedvika Usenik, CMO (responsible for Retail Banking and Private Banking)

Area Branches

Northwest and Central Slovenia	Ljubljanska cesta 62	1230 Domžale, Slovenia
East Slovenia	Titova cesta 2	2000 Maribor, Slovenia
Northeast Slovenia	3	8000 Novo mesto, Slovenia
Southwest Slovenia	Cesta Zore Perello - Godina 7	6000 Koper, Slovenia

Private Banking

Trg republike 2

1000 Ljubljana, Slovenia

Micro Enterprises

Ljubljana, Slovenia

Small and Mid-corporates

Central region

Trg republike 2

1000 Ljubljana, Slovenia

Northwest region

Ljubljanska cesta 62

1230 Domžale, Slovenia

Primorsko-Goriška region

Titova cesta 2

2000 Maribor, Slovenia

Savinjsko-Koroška region

Kocenova 1

3000 Celje, Slovenia

Dolenjsko-Posavska region

Seidlova cesta 3

8000 Novo mesto, Slovenia

CSA & Cross-Border Investors

Trg republike 2

1000 Ljubljana, Slovenia

Large Corporates

Trg republike 2

1000 Ljubljana, Slovenia

Investment Banking and Custody

Trg republike 2

1000 Ljubljana, Slovenia

NLB Group Annual Report 2023

Overview

Management Board

NLB Komercijalna Banka AD Beograd

Bulevar Mihajla Pupina 165v

11070 New Belgrade, Serbia

E-mail: kontakt.centar@nlbkb.rs

www.nlbkb.rs

Vlastimir Vuković, President of the Management Board

Vladimir Bošković, Member of the Management Board

Bojana Kaličanin - Stojanović, Member of the Management Board

NLB Banka AD Skopje

Vodnjanska 1

1000 Skopje, North Macedonia

Management Board

Peter Zelen, Member of the Management Board

Igor Davčevski, Member of the Management Board

NLB Banka a.d. Banja Luka

Milana Tepića 4

78000 Banja Luka, Republic of Srpska

Goran Babić, President of the Management Board

Marjana Usenik, Member of the Management Board

Ljiljana Krsman, Member of the Management Board

NLB Banka d.d., Sarajevo

www.nlb.ba

Lidija Žigić, President of the Management Board

Denis Hasanić, Member of the Management Board

Jure Peljhan, Member of the Management Board

Marjana Usenik was appointed as Member of the Management Board starting from 1 January 2024.

Mirsad Haskaj was appointed as Member of the Management Board as of 1 January 2024.

NLB Banka d.d., Prishtina

10000 Prishtina, Kosovo

E-mail: qendrakontaktuese@nlb-kos.com

www.nlb-kos.com

Gazmend Kadriu, President of the Management Board

Gem Maloku, Member of the Management Board

NLB Banka d.d., Montenegro

E-mail: info@nlb.me

www.nlb.me

Martin Leberle, President of the Management Board

Dražen Vujošević, Member of the Management Board

Lana Đurasović, Member of the Management Board

NLB Digital Banka d.o.o., Belgrade, Serbia

E-mail: office@nlbdigit.rs

www.nlbdigit.rs

Vladimir Rupar, Director

Mina Popović, Director

KomBank Invest a.d. Beograd

Kralja Petra 19

11000 Belgrade, Serbia

E-mail: info@nlb.me

NLB Lease&Go, leasing, d.o.o., Ljubljana

Šlandrova ulica 2

1231 Ljubljana - Črnuče, Slovenia

E-mail: info@nlbleasego.si

www.nlbleasego.si

Andrej Pucer, Director

Anže Pogačnik, Director

NLB Lease&Go Leasing d.o.o., Beograd

Mihajla Pupina 1

1000 Skopje, North Macedonia

E-mail: info@nlbleasego.mk

www.nlbleasego.rs

Gregor Martinuč, Director

Gjore Andonovski, Director

NLB Cultural Heritage Management Institute, Ljubljana

Čopova ulica

NLB Leasing d.o.o., Ljubljana – v likvidaciji

Šlandrova ulica 2

1231 Ljubljana - Črnuče, Slovenia

E-mail: anze.pogacnik@nlbleasing.si

Anže Pogačnik, Liquidator

Prvi faktor d.o.o., Beograd – u likvidaciji

Bulevar Mihajla Pupina 1

France Zupan, Liquidator

Iztok Zupanc, Liquidator

Atanasković, Liquidator

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segments

d.o.o. u likvidaciji, Zagreb Miramarska cesta 24 10000 Zagreb, Croatia E-mail: info@prvifaktor.hr Vjekoslav Budimir, Liquidator

NLB InterFinanz AG in Liquidation, Zürich Beethovens Llort, Liquidator Polona Žižmund, Liquidator

NLB InterFinanz d.o.o., Beograd – u likvidaciji Bulevar Mihajla Pupina 165v 11070 New Belgrade, Serbia Liljana Zoraja, Liquidator

NLB S E-mail: info@nlbskladi.si www.nlbskladi.si Luka Podlogar, President of the Management Board Blaž Bračič, Member of the Management Board

Bankart d.o.o., Ljubljana Celovška cesta Kurtevski, Director Tomaž Borštner, Director

LHB Aktiengesellschaft, Frankfurt am Main Silberbornstrasse 14 D-60320 Frankfurt, Germany E-mail: matjaz.jevnisek@lhb.de Matjaž Jevn

128A 1000 Ljubljana, Slovenia E-mail: info@privatinvest.si Anže Boris Dugar, Director Julijana Milić, Director

PRO-REM d.o.o., Ljubljana – v likvidaciji Čopova 3 1000 Ljubljana, Slov Novak, Liquidator

REAM d.o.o., Podgorica Bul. Džordža Vašingtona br. 102, I. sprat/20 81000 Podgorica, Montenegro E-mail: gligor.bojic@nlb.me www.nlbrealestate.com Gligor Bojić,

Zagreb Miramarska 24 10000 Zagreb, Croatia E-mail: ivan.strek@olnekretnine.hr Vjekoslav Budimir, Liquidator Ivan Štrek, Liquidator

REAM d.o.o., Beograd Bulevar Mihajla Pupina 16 www.nlbrealestate.com Miroslav Živković, Director Bojana Kostandinović, Director

NLB Srbija d.o.o., Beograd Bulevar Mihajla Pupina 165v 11070 New Belgrade, Serbia E-mail: office@

Podgorica Bulevar Džordža Vašingtona 102, II sprat/38 81000 Podgorica, Montenegro E-mail: goran.lalicevic@nlb.me Goran Laličević, Executive Director Barbara Šink, Authorised Repre

1000 Ljubljana, Slovenia E-mail: nepremicnine@s-ream.com www.nlbrealestate.com Lamija Hadžiosmanović, Director Miroslav Živković, Director

ARG – Nepremičnine d.o.o. Vrhniška Director Branches and representative Offices of NLB Group members outside their country of residence

NLB InterFinanz AG in Liquidation Ljubljana Branch in liquidation Puharjeva ulica 3 1

NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability

Performance Overview

Segment

Glossary of Selected Terms

AC	Amortised Costs
ALCO	Asset and Liability Committee
ALM	Asset and Liability Management
ALMM	Additional Liquidity Monitoring Metrics
AML/CTF	Anti-Money Laundering/Counter-Terrorism Financing
Assets under Management
B2C	Business-to-Consumer
BCA	Baseline Credit Assessment
BCM	Business Continuity Management
BIA	Business Impact Analysis
BiH	Bosnia and Herzegovina
BM	Central Bank
CBR	Combined Buffer Requirement
CEE	Central Eastern Europe
CEO	Chief Executive Officer
CET1	Common Equity Tier 1 capital
CFO	Chief Financial Officer
CGU	Cash-Generating Unit
CoR	Cost of Risk
CRD	Capital Requirements Directive
CRE	Commercial Real Estate
CRM	Customer Relationship Management
CRO	Chief Risk Officer
CRR	Capital Requirements Regulation
CSR	Corporate Social Responsibility
CSRD	Corporate Sustainable Reporting Directive
CVA	Credit Value Adjustments
DGS	Deposit Guarantee Scheme
DTA	Deferred Tax Asset
DWH	Data Warehouse
ECB	European Central Bank
ECL	Expected Credit Losses
ECRA	Enterprise Compliance Risk Assessment
EEA	European Economic Area
EI	Per Share
ESEF	European Single Electronic Format
E\&S	Environmental and Social
ESG	Environmental, Social and Governance
ESMS	Environmental and Social Management System
EU	European Union
FTE	Full Time Equivalent
FTP	Fund Transfer Pricing
FURS	Financial Administration of the Republic of Slovenia
FVOCI	Fair Value Through Other Comprehensive Income
FVTPL	Fair Value Through Profit or Loss
GDP	Gross Domestic Product
GDPR	General Data Protection Regulation
GDR	Global Depositary Receipts
GGB	Government Guaranteed Bonds
HHI	Herfindahl-Hirschman Index
HR	Human Resources
IA	Internal Capital Adequacy Assessment Process
ICMA	International Capital Market Association
IFRIC	International Financial Reporting Interpretations Committee
IFRS	International Financial Reporting Standards
IRRBB	Interest Rate Risks for Banking Book
IRS	Interest Rate Swaps
ISDA	International Swaps and Derivatives Association
IVS	International Valuation Standards
JST	Joint Supervisory Team
KRI	Key Risk Indicators
LCP	Liquidity Contingency Plan
LCR	Liquidity Coverage Ratio
LECL	Lifetime Expected Credit Losses
LPD	Lifetime Probability of a Default
LRE	Leverage Ratio Exposure
LTD	Loan-to-Deposit Ratio
M\&A	Mergers and Acquisitions
MA	Master Agreements
MAR	Market Abuse Regulation
MIGA	Multilateral Investment Guarantee Agency (part of the World Bank Group)
MREL	Minimum Requirement of Own Funds and Eligible Liabilities
MS	Mid-swaps
NGW	Negative Goodwill, i.e. Gains from Bargain Purchase
NLB or the Bank	NLB d.d.
NPE	Non-Performing Exposures
NPL	Non-Performing Loans
NPS	Net Promoter Score
OBM	Operational Business Margin
OCI	Other Comprehensive Income
OCR	Overall Capital Requirement
OEM	Original Exposure Method
O-SII	Other Systemically Important Institutions
P2G	Pillar 2 Guidance
P2M	Person to Merchant
P2P	Person to Person
P2R	Pillar 2 Requirements
PD	Probability of Default
PMI	Purchasing Managers’ Index
POCI	Purchased or Originated Credit-Impaired
RFR	Risk-Free Rates
RICO	Risk Committee
RICS	Royal Institution of Chartered Surveyors
ROA	Return on Assets
ROE	Return on Equity
RORAC	Return On Risk-Adjusted Capital
SICR	Significant Increase of Credit Risk
SLA	Service Level Agreements
SME	Small and Medium-sized Enterprises
SPPI	Solely Payment of Principal and Interest
SRB	Single Resolution Board
SSM	Single Supervisory Mechanism
TCFD	Task force on Climate Related Financial Disclosures
TCR	Total Capital Ratio
TDI	Traded Debt Instruments
The Group	NLB Group
TSCR	Total SREP Capital Requirement
UN	United Nations
UN SDG	United Nations Sustainable Development Goals
UNEP FI PRB	United Nations Environment Programme Finance Initiative’s Principles for Responsible Banking

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NLB Group Annual Report 2023

Overview

MB Statement

SB Statement

Key Highlights

Business Report

Strategy

Risk Factors & Outlook

Sustainability Performance Overview

Legislation

Slovenian Banking Act ZGD-1

Companies Act

ZPIZ Slovenian Pension and Disability Insurance Act

ZPPDFT-2 Prevention of Money Laundering and Terrorist Financing Act

ZPPDFT-2A Act Am Instruments Market Act

ZVKNNLB Slovenian Act for Value Protection of Republic of Slovenia’s Capital Investment in Nova Ljubljanska banka d.d., Ljubljana

ZVOP-2 Slovenian Personal Data

Production: Saatchi & Saatchi Ljubljana

Photographs: Archive of NLB and Archives of Sports Associations and Clubs

All rights reserved: NLB d.d., Ljubljana

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