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Investor Presentation Investor presentation May 2020 4.4 DKB at a 1990 million FOUNDING YEAR CLIENTS 100% subsidiary Local authorities, companies and glance of BayernLB retail clients • Leading lender for green and EUR 84 EUR 70 social infrastructure billion billion • Second largest BALANCE SHEET TOTAL CLIENT LOANS One of the top 20 banks in Germany Onlinebank in Germany in Germany • Industry Leader in EUR 951 sustainability 4,148 million EMPLOYEES NET INTEREST INCOME Highlights 2019 Strengthening the position among the TOP 20 banks in Germany Business Results . Strong growth in core business - EUR 3.6 billion . Net interest income of EUR 951 million was slightly above increase in loans and advances to customers the previous year's figure (2018: EUR 945 million) . Significant growth in total assets by more than . Earnings with EUR 298m in line with previous year´s FY EUR 6 billion to EUR 84 billion profit . Expansion of digital distribution channels in the . Investments in digitization and growth as main cost drivers business customer segment Risk Ratios . Further enhancement of asset quality . Return on equity: 9.5% . Significantly improved risk result . Cost-Income-ratio: 56.7% . NPL ratio at a historical low (0.8%) . Equity ratio: 11.2% 3 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 DKB and the Corona-crisis Interim status as of 31/03/2020 Germany Business development . Comprehensive package of measures by the . No extraordinary developments in core activities at German government and federal states to present combat the economic consequences of corona . Stable deposits and growing lending business Public authorities and development banks as . Support of borrowers with the help of promotional financiers and guarantors for many aid loans and other tools programmes ! Credit risk Market risk . DKB business focused in Germany . Equity exposure in the low three-digit million range . Consequences for borrowers cannot be fully assessed yet . Bond exposure almost exclusively in LCR-eligible bonds of core European issuers . Task Force for monitoring and management of the Corona crisis established 4 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Corona-impact due to DSGV-scenario analysis As of 01/04/2020 (for corporate and individual clients only) Loan Volume (EURbn) Corona impact scenario 30 . German Savings Banks Association (DSGV) has published a scenario analysis Housing regarding the impact of Covid-19 22,7 20 . Based on economic sectors and DSGV industry forecast Local authorities & social infrastructure . Considers supply shortfalls, the 13,8 drop in demand and the Environmental government interventions 10 technologies 8,6 . Impact index (6 = strong impact Food & Individual clients of crisis, 1 = low) agriculture 2,7 Other corporates Energy & supply 3,7 (incl. tourism) . “Translation” of the impact index 6,5 1,4 into DKB client groups 0 0 1 2 3 4 5 6 Impact index Source: DSGV and DKB 5 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Investor presentation Agenda 1 DKB´s position in BayernLB group 2 Business model 3 Sustainability 4 Facts and figures 5 Funding 6 Contacts 6 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Investor presentation 1 DKB´s position in BayernLB group 7 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Ownership structure Wholly-owned subsidiary of BayernLB Association of Bavarian Savings Banks Free State of Bavaria BayernLB Holding AG ≈ 75 % ≈ 25 % Binding letter of comfort and profit/loss transfer agreement Real Estate & Corporates & Markets Savings Banks/Association Specialized bank for the future issues Reliable and strong real estate Innovative Tech-Bank with of the German economy financier industry know-how Central Bank of the Bavarian savings banks 8 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Realignment of Bayerische Landesbank Focus, efficiency, growth Transformation programme until 2024 Key note Investments . Specialisation in high-growth future fields . Investment offensive at DKB . Sustainable banking and responsibility for society . Expansion in real estate financing business . Investments in infrastructure and IT Focus Costs . Concentration in business with corporate . Significant cost reduction in BayernLB core bank customers and in capital market business on . Simplification and streamlining of IT profitable and sustainable areas . Expansion of real estate business and structured financing Source: Excerpt from the presentation "Strategic realignment of BayernLB" (as of 19.12.2019) 9 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Current corporate concept of DKB Sustainable growth Client Market . Excellence in all touchpoints . > 8m clients until end of 2023 . Convincing customer experiences . Corresponding growth in the loan portfolio . Sustainability as USP Organisation Processes . Crossfunctional organisation . Scalability and acceleration of structures the business . New type of cooperation and target . Conversion of the current culture process landscape 10 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Investor presentation 2 2 Business model 11 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Business model Lending business as the core of the bank - sustainable and low-risk . Second biggest Online Bank in Infrastructure 43.0 Germany Retail clients . Financing of services for the 12.8 public welfare . Market leader regarding current accounts . Biggest renewable energy portfolio in . Projects usually with a Germany Corporate municipal background clients . Market leader in 13.5 agricultural Loan volume business = 84% of total assets 12 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Business units Focus on only a few business lines - low risk and sustainable Business customers Retail clients 26 branches across Infrastructure Corporate clients Online Germany approach 6.5bn 8.6bn 7.8bn 22.7bn Energy & Environmental supply technology 3.7bn Mortgage loans 2.3bn 13.8bn Housing 2.7bn Personal Food & 1.4bn loans agriculture Local authorities & Individual social Other clients and infrastructure corporates other 13 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Retail clients Growth and digitisation drivers 3.2m accounts 2.8m accounts 1.7m accounts Digital (further) development and cooperation with Fintechs as a long-term strategy Market leader in current accounts among the top3 online banks* *Source: Annual reports, corporate press releases for 2019 14 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Growth strategy Currently 4.4m clients, goal 8m customers 8m clients until 2023 9,0 Scalability of 8,0 Lending business 7,0 6,0 5,0 DKB Broker 4,0 3,0 Expansion of product range 2,0 DKB Cash 1,0 0,0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 15 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Digitization within DKB Innovations across all customer segments DKB Crowd Own Fintech Stake in municipal funding platform 16 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Investor presentation 3 Sustainability 17 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Sustainability anchored in business model Implemented regarding clients, products and processes 1996 2001 2004 2014 2016 2018 First wind Launch of the Establishment of Account opening First green bond First social bond turbine online bank. DKB STIFTUNG. process becomes issued. issued. financed. 100% digital. 1998 2002 2009 2015 First day-care First public- Sustainability Industry centre for children private management Leader with (Kita). partnership embedded ISS-oekom for project. 2000 2003 directly in the 2013 the first time. 2017 2019 DKB Bürger- First First Board of New forms of Rated as sparen biogas PV plant Management. work through outstanding by scheme. plant. financed. “Projekt Arbeiten Focus Money. 4.0” project. 18 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Blue Sustainability DKB‘s sustainability concept Differentiation Blue sustainability • Expansion of the • Ecological + social concept of sustainability • Orientation towards • Sustainable people's needs Development Goals (SDGs) as a strategic • Positioning foundation sustainability in the mainstream • Inclusive instead of exclusive 19 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Sustainability@ DKB Our four central goals for the future Lead the most convincing sustainable product range until 2023 among the TOP-20 banks until 2030 EUR 80bn in sustainable financing until 2030 Become carbon neutral in our office operations until 2050 Meet the 2-degree-goal with all DKB products (under Paris Climate Convention on Global Warming) 20 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Signpost sustainability SDG-Mapping of the balance sheet 77.8% 77.8% of our customer loans (EUR 54.1bn) have a significant contribution Source: DKB Annual Report 2019 (Data as of 31.12.19) 21 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Outstanding ratings for sustainable performance Industry leader among commercial banks Industry Leader in sustainability Best Green Bond Ratings worldwide 22 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Investor presentation 4 Facts and figures 23 I Investor presentation I May 2020 I IFRS-data as of 31/12/2019 Overview Annual comparison* Key figures 2019 2018 2017 2016 2015 2014 Total assets 83.8bn 77.3bn 77.3bn 76.5bn 73.4bn
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