CONFIDENTIAL DECEMBER 2011

DRAFT

Attica Bank Presentation

November 2015

Together we are stronger

1 www.atticabank.gr CONFIDENTIAL PRESENTATION

DRAFT Table of Contents

EXECUTIVE SUMMARY 2

BUSINESS DESCRIPTION 14

LOANS 20

FUNDING 29

CAPITAL 33

OPERATING INCOME - OPERATING EXPENSES 38

OPERATIONS - HR 41

APPENDIX

APPENDIX 1 - MACROECONOMIC UPDATE 44

APPENDIX 2 – STEPS TO ENTER THE HFSF FRAMEWORK 50

APPENDIX 3 – IT INFRASTRUCTURE 51

APPENDIX 4 –RISK MANAGEMENT 52

APPENDIX 5 – FINANCIAL INFORMATION 55

APPENDIX 6 – CORPORATE GOVERNANCE 60 PRESENTATION

DRAFT

Executive Summary PRESENTATION

DRAFT EXECUTIVE SUMMARY An experienced management team

Ioannis Gamvrilis, Chairman of the BoD  Chairman of the BoD of Attica Bank since 2010

 First Vice-Chairman of the Insurance Fund for Independent Professionals (ETAA), Chairman of the

Insurance Fund for Engineers (TSMEDE) and member of the Representation of the Technical Chamber of Greece. Alexandros Antonopoulos, Chief Executive Officer  Civil engineer/Contractor of public and private Projects  Holds a Master’s Degree in Materials Resistance from  Joined Attica Bank in February 2014 – More than 20 University of Pavia. years of experience in the banking sector Ioannis Ioannidis, General Manager, Corporate  Previously, he was the Chairman of the BoD of the Retail and Investment Banking Deposits and Loans Fund (2010-2014). He has a  Joined Attica Bank in 1999 – More than 35 years of long experience in the financial sector, having experience in the banking sector worked for Bank of Cyprus, Probank and EFG Eurobank-Ergasias as well as in investment and asset management Firms Has worked since 1980, in Ergasias Bank, Bank of Central  He studied Mathematics at the University of Athens, Greece and Bank of Macedonia-Thrace and Piraeus Bank. Operational Research (MSc) at the LSE and Business  He graduated from the Department of Economics of the Aristotle Administration (MBA) at the Imperial College of the London University of Thessaloniki . Graduate studies in Mathematics and University. post-graduate studies in Economics.

Ioannis Tsakirakis, Deputy General Manager and Ioannis Papanikos, Deputy General Manager and Head Head of Credit Restructuring of the IT, Organisation and Operations unit  Joined Attica Bank in 2015  Joined Attica Bank in 2015 – More than 52 years of experience  He has a long experience in the banking sector, in the banking sector holding for 25 years senior level positions in many  Long professional experience in the banking sector, having held the positions of Deputy Governor of ATE banks (NBG, Piraeus Bank, Geniki Bank) and companies of Bank and Vice-Chairman of the BoD of the Consignments and Loans fund. Worked for investing portfolios with expertise in loan portfolios and stock market 38 years in the National Bank of Greece, holding high-level posts and serving as a General Internal Auditor for 7 years  He graduated from the Economic Department of Athens University  Graduate of the Law School Department of Aristotle University of Thessaloniki, and the of Economics and Business and holds a Master’s degree of Economics and Statistics Department of University of Piraeus. Holds a master’s degree economic statistics and econometrics of the University of Athens in Business Administration from the Athens University of Economics and Business .

Polyvios Onoufriou, Deputy General Manager, Head of Credit and Risk Management Christos Marantos, Chief Financial Officer  Joined Attica Bank in 2015 – More than 16 years of  Joined Attica Bank in 1996 – More than 19 years of experience in the banking sector in senior positions experience in the banking sector  From 2013 to 2015 served as Group Financial  He is a member of the Greek Financial Chamber and Transactions Manager at the Hellenic Petroleum Group member in various scientific committees and professional organizations.  Holds a BA in Accounting and Finance from the University of Manchester  Post-graduate training in Accounting and Finance and holds a BA  He is a UK qualified accountant, member of the Institute of Chartered in Public Administration from University of Social and Political Accountants in England and Wales. Science of Athens (Panteion) Source: Company Information

2 PRESENTATION

DRAFT EXECUTIVE SUMMARY Strategic Objectives

1 A bank that is projected to grow in probably the most concentrated banking sector in Europe focusing on providing credit to sectors with positive growth prospects

7 2 Among the 10 banks worldwide which Asset portfolio clean up by use the latest Globus IT platform implementation of prudent provisioning policy, enhanced underwriting procedures and strengthened NPL management 6

Acting as a niche service provider for co-operative banks 3

Effective funding strategy and gradual 5 disengagement from Eurosystem funding Growth in net fees and commissions driven by core banking activities (LoGs, 4 factoring, cash transfers and e- payments) Increased efficiency through cost containment actions already implemented (headcount reduction, branch network restructuring, centralization of NPL legal actions)

3 PRESENTATION

DRAFT EXECUTIVE SUMMARY The Greek recovery and Attica Bank

A Benefit from the Greek macro recovery in the medium to long term…

B …In probably the most concentrated market in Europe with positive growth prospects post recovery…

C …In which Attica is well positioned

D Cleaned up legacy portfolio post CA, with cash provision for NPEs of 51%

E Existing clear governance with a 100% private shareholding

F Lower than system average dependence on Eurosystem Funding, with net Loans/Deposits at 105% (as at 30.9.2015)

G Sound financial structure post capital increase .

4 PRESENTATION

DRAFTA EXECUTIVE SUMMARY Benefit from the Greek macro recovery in the medium to long term…

Key indicators evolution and forecasts Greek gross domestic product (constant prices)

 Significant progress has been made toward rebalancing the economy so that a 320 6.0 recovery started in 2014 after six years of deep recession, with an expected return to 3.5 300 2.7 4.0 pre-crisis level of GDP growth rate at c. 2.7% from 2017 onwards 280 0.8 2.0  Following labour market reforms implemented in 2013 that have facilitated wage 251 260 250 (1) .3 0.0 ) adjustment, the Greek government is focusing on reducing non-wage costs and 239 (2.3) (%) bn 240 (0.4) (2.0) €

rigidities to reduce unemployment ( 226 (26)% 220 (4.0)  After hitting again a bottom at c. (8.3)% of GDP in 2013, the Primary balance is (4.4) 206 (3.9) 200 193 ) (6.0 187 185 expected to improve from 2016 onwards (5.4) 185 182 180 180 (6.6) (8.0) (8.9) 160 (10.0) 2007A 2008A 2009A 2010A 2011A 2012A 2013A 2014A 2015E 2016E 2017E

GDP GDP growth

Unemployment rate in Greece Primary balance, general government (% of GDP)

30 27.5 26.9 27.1 6 26.5 25.7 3.5 24.4 4 25 1.8 2 0.4 0.5 20 17.9 0 force) (2) (0.3) 15 12.7 (%) labor (2.0) (4) (3.0) 9.6 (3.7) 8.4 7.8 total 10 (6) (4.8) (5.1)

(% (8) 5 (10) (8.3) 0 (12) (10.5) 2007A 2008A 2009A 2010A 2011A 2012A 2013A 2014A 2015E 2016E 2017E 2007A 2008A 2009A 2010A 2011A 2012A 2013A 2014A 2015E 2016E 2017E 2018E Unemployment rate Source: European Economic Forecast – Spring 2015

5 PRESENTATION …In a highly concentrated market with DRAFTB promising EXECUTIVE SUMMARY growth prospects post recovery…

 Following Greek banking sector consolidation (acquisitions, mergers, exit of foreign players), the four systemic banks now represent 94% of the Greek market while at the moment the Greek banking sector consists of only 10 commercial Greek and international banks and a small number of cooperative banks

 European experience has shown that in highly concentrated markets smaller banks can increase their market shares.

Smaller banks have disappeared through resolution or Market share of Top 5 Banks (%) asset absorption

Bank Buyer Announced Net loans2 Deposits2 Dec-11 1.8 1.7 Germany 30.6 Jul-12 10.6 14.3 Feb-13 15.0 13.0 Italy 39.6 Mar-13 19.0 15.0 May-13 1.2 1.2

Poland 45.2 Jul-13 6.9 10.7 Jul-13 0.5 0.5 Jul-13 2.2 3.0 Ireland 47.8 Apr-15 280 574

Spain 56.2 Several foreign players have left the market Net loans– Seller Target Buyer Announced Closed deposits2 Greece 59.0 +35pts as of 2005 Oct-12 Feb-13 15.0–13.0

Oct-12 Dec-12 2.0–2.0 Portugal 70.6

Apr-13 Jun-13 4.2–3.0 Greece as of Q1 2015 94.0 Remaining foreign banks in Greece

(15 branches) Sources: Companies

6 PRESENTATION

DRAFTC

EXECUTIVE SUMMARY …In which Attica is well positioned

Comments Loans breakdown by segment - FY 2014 1 2  Traditional full service commercial bank with a clear focus on the SME segment Attica Sector Public Credit Cards Public Sector 2% Sector Credit Cards 5% Corporate  Can leverage on the growth in the infrastructure and construction sector, as Consumer 1% 4% 7% 24% Corporate Consumer 26% 9% demonstrated by its market share, on the back of strong relationship with civil Mortgages 14% engineers and construction companies Mortgages 30%  Exposure to forward looking sectors such as renewable energy, tourism and SMEs SMEs 28% infrastructure 51% Notes: (1) Data as at 31.12.2014. SME segment includes loans to small companies  Participation in infrastructure projects financed by European funds (2) Based on total Group loans; Sector represents balances of Alpha bank, Eurobank, National Bank of Greece and Piraeus bank as reported in their FY 2014 financial statements.

Market share, Greece (Gross loans) — Q3 2015 Loans breakdown by industry1 - FY 2014 Attica1 Sector2 30% Other Trade Trade 14% Other 25% 20% 21% 29% 21% 21% Energy 10%

Tourism Energy 7% 2% 6% Shipping Tourism Manufacturing 2% 2% Manufacturing 5% 19% Construction 22% Shipping Peer 1 Peer 2 Peer 3 Peer 4 Global market Construction 26% 6% Construction share sector market 16% share Total loans: €2.6bn

Notes: (1) Excluding leasing Sources: Company information, Bank of Greece (2) Based on total Greek corporate loans; Sector represents balances of Alpha bank, Eurobank, National Bank of Greece and Piraeus bank as reported in their FY 2014 Group financial statements.

7 PRESENTATION

DRAFTD EXECUTIVE SUMMARY Cleaned up legacy portfolio post CA with high cash provisions for NPEs

Amendment of the civil procedure code Concentration of NPEs – H1 2015  A recent reform of the civil procedure code for secured creditors is expected to Distribution of customers per NPEs cumulative balances (%) significantly enhance creditors position and their ability to activate, if needed, pledge or 98.5% 99.1% 99.5% 99.8% 99.9% 100.0% 30,000 100% any other security 93.5%  Required period to implement the enforcement divided by 3 (1 year vs. 3 years 86.5% 90% previously) 25,000 24,171 77.8%  Significant improvement of recoverability prospects, as lenders will be entitled to 80% 21,758 receive at least 65% of auction proceeds (no floor currently) 19,340 70%  Faster and smoother process enabling to maximize efficiency expected to be 20,000

translated in cost reduction 16,923 60% 55.5% 14,505 Breakdown of NPEs by type – Q3 2015 15,000 50% Mortgages 12,088 11% Consumer 40% Small 4% Businesses 10,000 28% Credit Cards 30% 2% Other 4,835 4% 20% 5 ,000 2,418 10% 1,209 Corporates 242 14% 0 0%

SMEs 37%  The concentration of a large part of NPEs into a limited number  Almost 78% of the Bank’s loan book was subjected to the AQR.  More than 91% of the AQR shortfall is expected to be recorded by of customers, increases the effectiveness of NPE management the end of 2015 processes and constitutes one of the Bank’s strong points.

Source: Company Information

8 PRESENTATION

DRAFTE EXECUTIVE SUMMARY Clear governance with a 100% private shareholding

Comments Shareholding structure (%) – Q3 2015

 No integration burdens unlike systemic peers given no M&A during crisis 35.4  Clean slate to start with 57.2 66.2 66.9 100.0  Operations only in Greece providing pure play macro exposure combined with clear 64.6 42.8 governance rights to navigate through the restructuring challenge and crystalize value 33.8 33.1 uplift Peer 1 Peer 2 Peer 3 Peer 4

Small size allowing flexibility to steer the strategy in a clear direction Private shareholders Hellenic Financial Stability Fund Opportunity to grow in an environment where systemic peers are focused on

downsizing their operations Other shareholders  ETAA: Self financed pension fund insuring professionals (civil 49%  Main shareholder is willing to form strategic alliance not only to bring capital to support engineers, lawyers, doctors etc.)  TSMEDE: Pension fund of the construction sector (engineers and the shortfall but, mainly, to attract the know-how in the whole spectrum of business and public works contractors) with about 110,000 members and 21,000

especially in NPL management ETAA – pensioners. Part of ETAA since 2008 TSMEDE  Free Float: About 20,000 shareholders. No single shareholder holds 51% more than 5% of common shares.

Sources: Companies Information, Bloomberg

9 PRESENTATION

DRAFTF EXECUTIVE SUMMARY Lower than system average dependence on Eurosystem Funding

Comments

 Reliance on Eurosystem funding as a percentage of total assets as at 30/09/2015 stood at c. 25% against a sector average of c. 33%.

 Since the end of 2014 deposits balances have deteriorated due to increased uncertainty. During the first nine months of the year, the Bank's deposits decreased slower than the sector average (-21% against a sector average of -26%)

 Deposit levels have stabilized since the introduction of capital controls

 The additional liquidity post capital increase provides room for cost effective asset liability management

Eurosystem funding (% of total Assets) Eurosystem funding (% of total assets) – Q3 2015

43% 42% 39% 1,000 24.6% 30%

17.7%

20% 25% 180 23% 500 815 4.3% 10% 510 3.7% 2.6%

150 170 100 73 0 0% 2012 2013 Q3 2014 2014 Q3 2015 ECB ELA % of assets Peer 1 Peer 2 Peer 3 Peer 4

Sources: Companies, Bank of Greece

Source: Companies Information

10 PRESENTATION

DRAFTG Sound financial structure of the Greek EXECUTIVE SUMMARY banking sector post capital increase

European banks - Benchmark of Basel III CET1 ratio (fully-phased) – Attica Bank based on a € 750 m capital increase (pro forma)

Average CET1 fully- phased Basel III: 12.8% (1) 24.0%

19.2%

15.8% 15.7% 14.4% 13.9% 13.4% 12.0% 11.6% 11.5% 11.3% 10.7% 10.2% 9.9% 9.3%

Peer 1 Peer 2 Peer 3 Peer 4 Peer 5 Peer 6 Peer 7 Peer 8 Peer 9 Peer 10 Peer 11 Peer 12 Peer 13 Peer 14

Source: Companies Information Note: the sample includes Aldermore Group Plc, Banca Monte dei Paschi di Siena, Banca Popolare dell'Emilia Romagna, Banco BPI, Banco Comercial Portugues, Banco Popolare Societa Cooperativa, Bank of Cyprus Public Co. Ltd., Credito Emiliano, Deutsche Pfandbriefbank AG, Die Raiffeisen Bank International, EFG International AG, Jyske Bank A/S, Spar Nord Bank A/S, Vontobel Holding AG.

(1) Average excluding Attica Bank

11 PRESENTATION

DRAFT EXECUTIVE SUMMARY Overview of the key terms of the share capital increase

ISSUER  Attica Bank SA (“Attica” or the “Company”)

 Share capital increase with preferential subscription rights TRANSACTION STRUCTURE  ETAA / TSMEDE, which owns 50.67% of Attica Bank’s capital, has already expressed its commitment to subscribe to the capital increase to maintain its stake at its current level

 Indicative Subscription price of €0.30 per new share

 c. 2.57 bn. new shares to be issued TRANSACTION TERMS  Gross proceeds of approximately € 750 million

 Subscription ratio of 36 new shares per 1 existing share

 To reinforce the capital position of the Bank, in order to be able to implement its strategy and to comply with the forthcoming requirements of the BASEL III USE OF PROCEEDS framework

 The Major shareholder, ETAA / TSMEDE will seek to attract new investors under the aim to cover the capital shortfall with private sector funds

 However, if this desirable outcome objective is not achieved, for the remaining capital shortfall will exhaust the options offered by the new legislation

 New legal framework allows for the use of HFSF funds for the recapitalisation of non-systemic banks.

12 PRESENTATION

DRAFT HFSF Contingent Convertible Bonds (“CoCos”) are classified in equity EXECUTIVE SUMMARY according to IFRS and eligible for Common Equity Tier 1 capital

HFSF participation to cover the capital needs related to the adverse scenario done through a mix of common equity and Cocos (25%/75%), Common shares subscribed by the HFSF will enjoy full voting rights

 Perpetual instrument

REDEMPTION DATE  Redeemable at any time at the option of the issuer, subject to capital requirement

 HFSF option to force the conversion or the redemption from 2022

 Unsecured and subordinated instrument

RANKING  Junior to all creditors

 Pari passu with ordinary shares

 Until 2022: Discretionary 8% annual coupon, payable in cash or new shares at the share price at the coupon payment date COUPON  Post 2022: annual coupon set a 7-year mid-swap rate + a margin

 Mandatorily convert into ordinary shares if:

 CET1 (solo or consolidated) falls below 7%

 In case 2 interest payments are missed, even if not consecutive

 In case of holder request (after 2022) CONVERSION  Conversion on ordinary shares based on:

 An amount representing 116% of the initial amount of CoCos + accrued interest; and

 A conversion price equal to the offer price of the forthcoming capital raise

 Optional conversion at the hand of the HFSF after 2022

ADJUSTMENTS  Market standards adjustments in case of corporate actions

13 PRESENTATION

DRAFT

Business Description PRESENTATION

DRAFT BUSINESS DESCRIPTION Business Description

Loans/deposits breakdown – Q3 2015

Business description Loans Deposits Other State Leasing Credit 1.4% Consumer  0.9% 7.7% cards Attica Bank focuses on providing credit to small and medium enterprises and private 1.6% loans Public 6.1% Sector individuals in Greece. The Bank also offers a wide range of deposit, investment and Mortgages 29.1% 13.3% insurance products, mutual funds and stock exchange transactions brokerage services Other 0.3% Private Individuals Business segments and products 55.7% Businesses Businesses 70.1% 13.8%  Business banking  Focusing on SME clients, it is the main segment of the bank, mainly engaging with

businesses clients in Athens and Thessaloniki Total gross loans: € 3.8bn Total deposits: € 2.6bn  Product range goes from various secured and unsecured loans and deposit Group Companies – Q3 2015 options to basic business needs of SME clients such as guarantees

 Retail banking

 Retail banking has its core focus on deposit taking and mortgage loans, with 100% 100% 55.00% 100% 100% further consumer loan options and cards business

 Investment banking and treasury Mutual fund Venture capital Specialised Insurance Real estate management fund investment brokerage management  Capital markets activities on ATHEX such as underwritings and secondary management consulting services offerings, brokerage and advisory services % of assets in Greece (gross loans, Q3 2015)  Other segments and products 100.0% 92.0% 85.1% 84.8%  Asset management and brokerage business on the ATHEX 63.3%  Bancassurance

 EU-sponsored projects Peer 1 Peer 2 Peer 3 Peer 4

Source: Companies Source: Companies Information

14 PRESENTATION

DRAFT BUSINESS DESCRIPTION Distribution – Branch network

Branch network background and strategy Branch network overview

 Attica's branch network expanded significantly in the previous decade peaking at 80 branches from 61 in  70 branches, including 2005. The growth was organically driven, as the bank added c. 5-6 branches per annum. As part of the  operational restructuring plan underway, the Bank recently proceeded with the closing of 10 branches 34 in Attica (seven located in Attica, two in Thessaloniki and one in Heraklion, Crete).  8 in Thessaloniki

 Of Attica's current network 5 are owned properties, while 65 are rented.  28 in the rest of Greece

 Extended ATM network with more than 180 service points, in co-

Key stats – Q3 2015 operation with 5 co-operative banks.  Average number of employees per branch : 6.5

 Average net income per branch: € 1.45 m.

 Average costs per branch: €0. 53 m

Branch network market share Branch network evolution

Branches—Greece (Q3 2015) 80 80 80 80 80 Banks Branches (#) 75 71 70 70 65 Peer 1 778 61

Peer 2 609

Peer 3 527

Peer 4 521

70 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Q3 2015

Source: Companies Information

15 PRESENTATION

DRAFT BUSINESS DESCRIPTION Distribution – E-banking

 The e-banking services ensure that banking transactions can be entered into round the clock, 7 days a week, and is particularly user friendly for the Bank’s customers. The number of users of Attica Bank’s e-banking services has increased in recent years, with total number of users reaching approximately 30,500 as of 30 Sept. 2015. The number of new e-banking users has been rising faster since capital controls were introduced in the summer of 2015  The Bank is also a member of the DIAS interbank payment system, through which all transactions are made, such as cheques clearance, money transfers between banks, payroll and pension payments e-Banking users

As a % 2.4 11.1 2.7 13.0 3.0 13.8 3.9 15.7 of total customers

25,823

19,829 18,175 15,309

4,616 3,222 3,791 4,069

2013 2014 H1 2015 Q3 2015

Retail customers Business customers

Source: Company Information

16 PRESENTATION

DRAFT BUSINESS DESCRIPTION Loans - Deposits

Breakdown of Loan Portfolio by Type – Q3 2015 (Loans before provisions: € 3.8bn) Breakdown of Due to Customers per Type – Q3 2015

Credit cards Leasing 1.6% Consumer Other Current State 1.6% 0.9% 7.7% loans 0.5% 6.1% Sight Mortgages 17.4% Savings 13.3% 18.3%

Other 0.3%

Term Businesses 62.2% 70.1%

Loans to Private Individuals Loans to Businesses by by Type – Q3 2015 Sector – Q3 2015 (Total: € 0.81bn) (Total: € 2.65bn) Breakdown of Due to Customers per Type – Q3 2015

Other Agriculture 0.7% 0.4% 0.7% 1.4% 1.4% Credit 0.5% cards 7.4% Commerce Other 16.3% 18.8% 22.6% 22.8% 27.2% 29.1%

19.1% 17.5% Other 15.3% Consumer 13.8% Public Sector loans Mortgages Industry 28.7% 62.5% 14.3% Businesses

Construction Individuals 24.2% Manufacturing 63.9% 63.3% 61.3% 2.5% 55.7%

Shipping Tourism 1.4% 7.4%

Source: Company Information 2013 Q3 2014 2014 Q3 2015

17 PRESENTATION

DRAFT BUSINESS DESCRIPTION Subsidiaries

Turnover FY 2014 Turnover FY 2014 Bancassurance (retail banking) € 1.1 million Venture capital (corporate banking) €1 million  Attica Bancassurance agency offer products through the Bank’s network and are  Attica Bank was the first bank to participate in a venture capital fund divided into two categories  Specialised products (such as professional civil liability, electronic equipment  Attica Ventures aims to invest in innovative small and medium enterprises (SMEs) that insurance, all risk insurance for construction works, travel insurance, etc.) are in their development phase, hold a distinctive competitive advantage and have good potential for equity appreciation, regardless of the industry they compete in.  Non-specialised products (such as car civil liability insurance, home insurance, hospital and out-of-hospital medical care, yacht insurance, life and disability  The company is the only Greek venture capital management company that succeeded insurance, personal accident insurance, pension and investment programmes, in listing four companies in the alternative market of the Athens Exchange. etc.)  Areas of interest: F & B, telecoms, logistics, IT, energy etc.  In addition to all the above products, the Bank offers insurance for photovoltaic facilities (photovoltaic parks and household facilities), insurance for big construction works (CAR, EAR) and products addressed to professionals such as civil engineers, lawyers, Turnover FY 2014 Asset management €1.5 million doctors etc.  Attica Wealth Management manages through 7 mutual funds (3 domestic and 4 Turnover FY 2014 international) Financial consulting (corporate banking) € 0.3 million  manages 180 private client accounts through discretionary portfolio management and investment advisory mandates • Attica Finance is a 55% subsidiary of Attica Bank Group which provides  distribution agreements with major international fund management companies investment banking services, corporate finance and financial consulting. • economy’s set up to exploit the Greek shift towards new sectors of activity Funds under management • Attica Finance is active in the energy sector and has established the venture capital fund “Attica Fund” for this purpose. 1%.8 1%.8 %1.5 %1.5 1%.4 1%.3 Turnover FY 2014: Real estate management (corporate banking) €0.03 million 104,2 93,4 96,8 73,5 59,3 68,8  Attica Bank properties is involved in asset management, valuations prepared on behalf of the Bank and third parties and property investment and development

 The company also acts as a technical consultant to the Greek State. 2009 2010 2011 2012 2013 2014 AuM (€m) Commission fee income margin (bps)

Source: Company Information

18 PRESENTATION

DRAFT BUSINESS DESCRIPTION Synergies with Cooperative Banks

Attica Bank aims to collaborate with the Cooperative Banks to provide them a set of products and services:

MANAGEMENT AND CLEARING OF ATM AND EFT/POS SENDING 180 COMMON ATM MACHINES (ALREADY AND RECEIVING NETWORK IN OPERATION) REMITTANCES THROUGH DIAS AND (ALREADY IN TARGET SYSTEMS OPERATION) USING ATTICA BANK’S NETWORK

PERSONNEL IMPORTS – EXPORTS TRAINING THROUGH ATTICA ’ SERVICES BANK S NETWORK

HELP DESK ISSUING, SUPPORT SERVICES MANAGEMENT AND (ATM, CARDS, POS) CLEARING OF DEBIT, CREDIT AND PREPAID CARDS

LEASING – BROKERAGE FACTORING SERVICES THROUGH ATTICA INSURANCE BANK’S NETWORK PRODUCTS

19 PRESENTATION

DRAFT

Loans PRESENTATION

DRAFT LOANS Loan Portfolio Overview

Comments

 Attica Bank keeps providing the Greek economy with liquidity – Expanding total loan book amounting €3.8bn as of 30 September 2015

 The Bank holds c. 78% of total portfolio in total business lending, c. 14% in mortgage loans and a remaining 8% in other retail loans.

 Total business loans include: – large corporate loans (debtors with consolidated turnover >€50m)

– small medium enterprises (debtors with consolidated turnover between €2.5m and €50m)

– small businesses and professionals (SBP debtors with turnover less than €2.5m)

 Provisions as of 30 September 2015 stood at c.28.4% of total gross loans  Established synergies with the organization for Exports insurance

Loan Portfolio Breakdown – Q3 2015 Gross Loans (€m) and Provisions/Gross Loans (%) – Q3 2015

Public Sector Mortgages 1% € € 3,74 bn € 14% 4,00 € 3,74 bn 3,73 bn 3,78 bn 30% Small Consumer Businesses 3% 20% Credit Cards 3,00 28.4% 2% 14.6% 20% Other 13.4% 3% 2,00 11.7%

10% 1,00 Corporates SMEs 25% 32% 0,00 0% FY 2013 Q3 2014 FY 2014 Q3 2015 Net Loans Provisions Provisions/Gross Loans (%) Source: Company Information

20 PRESENTATION

DRAFT LOANS Loans

Mortgage loan products Evolution of spreads on mortgages (%)  Attica Bank offers a large variety of home loan products that pertain to the market (including the purchase of a plot), construction, completion, expansion and repair of a 70.5 house or professional premises: 51.8 58.7 52.5  Floating interest plan based on the interbank Euribor interest rate or the interest 06.0 rate of the European Central Bank (ECB) 40.4 40.5 37.8 37.8  Fixed period programs 40.5 13.7  Plans for ETAA-TSMEDE members 03.0 31.8 30.5 43.5  Despite a major drop in demand of the mortgage loan segment in the Greek banking 30.0 25.6 21.4 system due to the economic crisis, Attica Bank continued to implement its reliable 01.5 29.3 28.3 scoring system and also adopted a scheme for adjusting debts in its existing portfolio under favourable terms, based on social criteria 0.0 2009 2010 2011 2012 2013 2014 Q1 2015 H1 2015  LTV values among the lowest in the Greek Banking Sector Stock New

Mortgage loans Portfolio by Portfolio by Portfolio Mortgage loans balances(2) market share(1) maturity date(3) balance range(2)(3) by LTV(3)

% of loan 15.0 15.3 15.4 15.3 14.2 13.8 13.3 book 0%-20% 0.8% Peer 1 28.1% 1-3 >1 m. 610 597 574 551 532 0-1 months 3-12 500 k.- 5.8% 20%-40% 5.6% 516 months 504 Peer 2 26.0% months 1.1% 1 m. 0.3% 5.0% 6.8% <100 k. 40%-60% 18.3% 41.4% Peer 3 23.5% 1-5 years 60%-80% 26.6% 27.9% 100-

m) > 5

€ years 500 k. ( Peer 4 21.7% 80%-100% 17.1% 65.8% 45.9%

>100% 31.7% Attica 0.7% 2009 2010 2011 2012 2013 2014 Q3 2015

Source: Company Information Notes: (1) Based on total Group loans; Sector represents balances of Alpha bank, Eurobank, National Bank of Greece and Piraeus bank as reported in their Group FY 2014 financial statements (2) Excludes Corporate Real Estate loans (3) As of 30.06.15

21 PRESENTATION

DRAFT LOANS Loans

Consumer credit products Consumer credit products  Attica Bank offers competitive consumer loan products, among them indicatively the  Attica Bank issues the following credit and debit cards: following:  Visa credit cards  Attica Interest loan (for covering personal and consumer needs, and for debt  The Attica Gift Card Visa, which is a prepaid card that can be used over the entire consolidation from other Banks) VISA network for purchases and all ATMs for withdrawal of cash. The card may be  Loans exclusively for ETAA-TSMEDE members, which are designed to cover both recharged unlimited times either through the Bank’s branches or through the e- their short-term and more permanent needs banking service  Attica XL (loan with very low interest rate with property security by the lender,  Attica Debit me debit card Visa and Mastercard connected with the Euribor interbank interest rate)  Attica Special Credit (loan with coverage through the lender’s deposits)  The Bank has continued the policy of selective development of credit card sales through cross-selling programmes.  In the past years, the Bank has been implementing policies designed to manage and support its customers, primarily by addressing demands for loan settlement schemes by developing appropriate products.

Consumer loans Credit cards market Consumer loans balances market share (1) Credit cards balances share (1)

% of % of loan 7.8 7.0 6.7 6.9 6.6 6.5 6.1 loan 1.5 1.6 1.5 1.5 1.5 1.6 1.6 book book Peer 1 36.7% Peer 1 52.7% 318 272 248 247 246 244 242 Peer 2 21.6% Peer 2 19.8% 63 61 60 56 56 57 58 Peer 3 20.6% Peer 3 14.6% m) m) € ( € Peer 4 20.1% Peer 4 12.3% (

Attica 1.0% Attica 0.6%

2009 2010 2011 2012 2013 2014 Q3 2009 2010 2011 2012 2013 2014Q3 2015 2015

Source: Company Information Note: 1. Based on total Group loans; Sector represents balances of Alpha bank, Eurobank, National Bank of Greece and Piraeus bank as reported in their Group FY 2014 financial statements.

22 PRESENTATION

DRAFT LOANS Asset Quality - Portfolio Overview

 Total portfolio NPE € 2.1bn as of 30/9/2015

 50.9% of NPES are covered by provisions and 50.1% from collateral

Stock of NPEs (€bn) and NPE ratio (%) Stock of provisions (€m) and NPEs provision coverage (%) 1.200,00 50.9% 55.8% 3,00 50%

44.8% Χιλιάδες 41.7% 50% 900,00 2.11 36.0% 32.5% 32.2% 32.6% 2,00 1.68 1.55 600,00 1.34 25%

25% 1.073,1 1,00 300,00 546,3 500,4 436,4

0,00 0% 0,00 0% 2013 Q3 2014 2014 Q3 2015 2013 Q3 2014 2014 Q3 2015

NPE Coverage (€m) NPE total coverage (%) – Q3 2015

120%

100%

1,056 80% 50% Total Coverage 873 60% Collateral 101% 1,073 40% Provisions 546 51% 20% 2014 Q3 2015 0% Cash Collateral

Source: Company Information

23 PRESENTATION

DRAFT LOANS NPE Portfolio Overview

NPE (%) – Q3 2015 NPE Coverage ratio – Q3 2015

58% 56% 127% 50% 109% 45% 101% 42% 83% 50% 60%

53% 52% 44% 51% 49%

Peer 1 Peer 2 Peer 3 Peer 4 Peer 1 Peer 2 Peer 3 Peer 4

Cash coverage ratio NPE Collateral coverage

Evolution of Cost of Risk NPE Breakdown – Q3 2015

3.59% Mortgages 11% Consumer 2.95% Small 4% 2.63% Businesses Credit Cards 28% 2.72% 2% Other 4%

1.03% 1.10% Corporates 0 97% . 14%

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 SMEs 37%

Source: Companies Information

24 PRESENTATION

DRAFT LOANS Asset Quality - Portfolio Overview

 Attica Bank presents an NPE collateral coverage ratio of 50.1% as of 30.09.2015  All collateral presented at Fair Value (real estate valuations adjusted by BoG HPI and CPI) and exclude personal and corporate guarantees

Evolution of total portfolio and collateral value (€m) and collateral coverage (%) Breakdown of total collaterals by type – Total portfolio (€m) –Q3 2015

5.000 %58.7 54% .7 53% .0 48% .2 1,824 297 4.000 3 ,737 3 ,731 3,739 3 ,781 1,432 95

3.000 2,194 2 ,040 1 ,981 1 ,824 2.000

1.000

0 2013 Q3 2014 2014 Q3 2015 Real estate State guarantees Others Total Total gross loans Total collateral fair value Total collateral coverage

Evolution of NPE portfolio collateral value (€m) and collateral NPE real estate collateral breakdown coverage (%)

3.000 Hotels 59.0% 50.1% 9% 2 ,109 2.000 1 ,676 Residential Real Estate 989 1 ,056 42% 1.000

0 Commercial 2014 Q3 2015 Real Estate 49% Total NPEs Total NPEs collateral fair value

Source: Company Information

25 PRESENTATION

DRAFT LOANS NPL management

New organisational structure  The dedicated administrative unit has been designed based on the best national and international practices and was established in accordance with the provisions of Act No 42 of the Executive Committee of the Bank of Greece and reports directly to the CEO of the Bank. The central NPL management division is responsible for all accounts with arrears over 90 days past due, as well as CHIEF EXECUTIVE OFFICER restructured credit relationships and defaulted loans. The changes that have been introduced will (CEO) contribute to: – The timely identification of exposures that risk falling into the arrears status – Fast decision-making as well as fast implementation of decisions – Improved cure rates CREDIT RESTRUCTURING UNIT – Cost savings (legal costs etc.) no. of FTEs: 50  Arrears Management Department Target no. of FTEs: 147 – Management of retail loans and credit cards up to 180 days past due – Management of loans to SMEs, Medium and Large Enterprises from 90 to 180 days past due – Analysis and assessment of borrowers’ financial condition – Delivery of loan restructuring proposals – Handling of borrowers’ appeals DELINQUENT LOANS  ARREARS MANAGEMENT Delinquent Loans management Department MANAGEMENT – Management of loans that have been denounced – Monitoring of all legal actions – Management of foreclosures  Business Restructuring Department – Preparation of restructuring plans for selected companies, that will enable them to meet their financial BUSINESS ADMINISTRATIVE SUPPORT obligations to the Bank RESTRUCTURING OFFICE – Investigates all options regarding additional securities/collaterals that can be obtained – Ongoing monitoring of the company to ensure that targets defined in the restructuring plan are met  Administrative and legal support office – Non performing loan servicing – Provision of legal advice – Reporting Source: Company Information

26 PRESENTATION

DRAFT LOANS NPL management

 Attica Bank has recently reorganised the NPL management unit by creating a clear and efficient organisation scheme to address the growing need for the optimisation of the arrears management process. More specifically, the Bank has launched an ambitious project for the design and implementation of a new organizational and functional model for the centralized management of NPLs. The project comprises of two pillars:

1 2 Re–design of existing and establishment of new NPL management Creation of a dedicated NPL management unit framework / procedures

The dedicated NPL management unit will undertake the handling of the entire Design and establishment of new NPL management procedures underpinning NPL lifecycle, including: the entire NPL management lifecycle - Communication with the client, identification and assessment of the problem - Loan restructuring assessment - Loan servicing - Effectuation of legal actions

NPL management project timeline / progress

NPL portfolio review and Transfer of the 1st wave of NPL Clients’ relationship potential recovery accounts to central management 2014 managed centrally for all assessment in progress unit begins NPL accounts March 2016 October December

January June September Creation of the new Full servicing of NPL  NPL management dedicated NPL 2015 accounts from the project launched management unit centralized NPL  Redesign of NPL management unit management procedures begins Source: Company Information

27 PRESENTATION

DRAFT LOANS Impact of the project

 Project implementation, in conjunction with new Special Account Management Department, is expected to have significant impact in asset quality and profitability.

Cost savings of €2.5m formed in Q3 2015 Impact on asset quality

Legal expenses  Moreover, the Bank, in an effort to reduce the amount of new NPLs, recently formed the “Special Account Management Department”, with two main responsibilities:  Decrease in legal expenses, as a result of the centralisation of legal actions:  The number of legal actions on defaulted loans are expected to be reduced due to 1. Monitoring of the Bank’s portfolio: The unit applies predefined criteria to assess the the more intense restructuring effort imposed by the new NPL management team; quality of the loan portfolio and enable the identification of early warning signs in

 Optimisation of the use of legal resources engaged in the effectuation of legal accounts and clients that are likely to default. actions, targeting mainly non-permanent Bank employees used in remote 2. Management of accounts in pre-arrears or early arrears stage. Specialised staff will locations; take specific measures to promptly address potential symptoms and prevent the  Lower number of legal actions taken by the Bank as the assessment of the accounts from default. requirement to proceed to legal actions will be undertaken by dedicated specialized employees of the centralized unit.  The new unit is expected to reduce NPL formation as it introduces an early warning system and provides for corrective actions that will prevent the accounts from default. Personnel cost  Active arrears and NPL management expected to lead to:  No incremental personnel expenses to be incurred, as personnel needs will be  covered (at least initially) by employees transferred from closed branches / other Cured loans; departments of the Bank.  Decelerating NPL formation;  Improved NPL ratio.

Source: Company Information

28 PRESENTATION

DRAFT

Funding PRESENTATION

DRAFT FUNDING Eurosystem Funding

Comments Evolution of Eurosystem funding (% of total assets)

 Reliance on Eurosystem funding as a percentage of total assets as at Q3 2015 stood at 1000 24% .6 30% 25% against a sector average of c. 32%. 17% .7  Since the end of 2014 deposits balances have deteriorated due to increased 20% uncertainty. During the first half of the year, the Bank's deposits decreased slower than 180 the sector average (-21% against a sector average of - 24%) 500 815 4%3 . 10%  Deposit levels have stabilized since the introduction of capital controls. 510 3%.7 2%.6

150 170 100 73 0 0% 2012 2013 Q3 2014 2014 Q3 2015

ECB ELA % of assets Eurosystem funding (% of total assets) – Q3 2015

43% 42% 39%

25% 23%

Peer 1 Peer 2 Peer 3 Peer 4

Source: Companies Information

29 PRESENTATION

DRAFT FUNDING Funding and Liquidity

Main factors influencing liquidity in the Greek Banking system Net loans to Deposits ratio (%)  Shrinking deposit balances due to the deterioration of the macroeconomic environment and introduction of capital 105% controls since June 2015

 In 2015 deposits amounting to more than € 40bn were withdrawn from the banking system

 From December 2014 until September 2015, the Bank's deposits decreased at a pace slower than the system average 100%

(- 21% against a sector average of - 26%). 98%

 Deteriorating quality of collateral used for central bank funding

2013 2014 Q3 2015

The response of Attica Bank Deposits y-o-y (%) change Deposits evolution (€m)

 Reasonable deposit pricing 30% 3,313 3,259 3,254  Focus on keeping a stable customer base 20% 2,580  Make good use of all available collateral for central bank 10% funding 0%

 Deposit levels have stabilised since the introduction of -10%

capital controls. Dec.2014 Mar. 2014 Mar. 2015 Mar. Dec. Dec. 2013 June 2014 June 2015 June -20% 2014 Sept. 2015 Sept.

-30% 2013 Q3 2014 2014 Q3 2015 Sector Attica Bank

Source: Company Information

30 PRESENTATION

DRAFT FUNDING Evolution of Deposits

 As at 30 September 2015, deposits stood at € 2.6bn. The Bank’s deposits are generated mainly from retail clients  Sight and savings deposit represent 36.2% of total deposits.

Evolution of deposits by segment (€m) Evolution of deposits by customer (€m)

3,313 3,259 3,254 2,580 3,313 3,259 3,254 2,580

10 20 12 (0.3%) (0.6%) (0.4%) 24 15 (0.7%) 21 (0.4%) (0.7%) 379 384 421 (11.4%) 539 (11.8%) (12.9%) 611 323 (16.3%) 741 329 41 (18.8%) (9.8%) 364 (1.6%) 37 (10.1%) (22.8%) (11.2%) 632 (1.4%) (19.1%) 569 461 (17.5%) 498 (17.9%) (15.3%) 751 473 (29.1%) (25.7%) 2,600 (18.3%) 2,526 2,457 (78.5%) (77.5%) (75.5%) 356 (77.5%) 2,117 (75.5%) 2,064 1,994 (13.8%) (63.9%) (63.3%) 1,605 (63.9%) (63.2%) (61.3%) (61.3%) 1,437 (62.2%)(68.6%) (55.7%) (58.4%) 2013 Q3 2014 2014 Q3 2015 2013 Q3 2014 2014 Q3 2015

Other Sight Savings Term Other Public sector Corporations Individuals

Source: Company Information

31 PRESENTATION

DRAFT FUNDING Deposit Pricing

Stock of Deposits costs (bps) Term Deposits costs (bps)

178 216

176 214

174

212

172

210 170

168 208 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15

 Decrease of the deposits costs in spite of deposit withdrawal  Significant reduction in Term Deposits in the next 3 months allow for further reduction in costs

Source: Company Information

32 PRESENTATION

DRAFT

Capital PRESENTATION

DRAFT CAPITAL 2015 comprehensive assessment results

2015 comprehensive assessment results

 Following the 19 August 2015 agreement between Greece and the Institutions, the ECB was requested to provide a forward-looking view of the capital needs of the four Greek systemic banks while the Bank of Greece (BoG) has conducted a similar exercise for Attica Bank

 BoG closely followed the methodology and overall approach applied by the ECB

 In order to assess the specific recapitalisation needs of Attica Bank, this Comprehensive Assessment comprised:  an Asset Quality Review (AQR) to adjust the starting Common Equity Tier 1; and  a forward-looking Stress Test to assess the evolution of the CET1 ratio over the H2 2015-2017 period

 Overall, the Comprehensive Assessment identified a shortfall of €857 million in the baseline scenario and €1,021 million in the adverse scenario, after comparing the projected solvency ratios with the above thresholds defined for the exercise and without taking into account any capital mitigating actions

 Excluding Cocos amounted at 95.6 mln euros and RWA adjustments.

Overview of AQR Overview of Baseline Overview of Adverse

Capital shortfall to Capital shortfall to Capital shortfall to 9.5%: 9.5%: 8.0%: €697M €857M €1,021M

5.9% (9.5%)

(4.9%) (11.9%) (17.2%) (3.5%) (25.2%)

(5.3%)

(7.9%)

Pre AQR CET1 ratio Adjustments to Adjustments to Adjustment to AQR adjusted CET1 Impact of Baseline Baseline scenario Impact of Adverse Adverse scenario CET1 provisions on sampled provisions due to provisions due to ratio scenario CET1 ratio scenario ratio files projection of findings collective provisioning review Final capital needs after the assesement of the Bank's capital plan by the BoG Baseline Scenario: €584m Adverse Scenario:€748m Source: Bank of Greece

33 PRESENTATION

DRAFT AQR adjustments have been determined with a gone concern

CAPITAL approach applied with discounted collateral valuations…

More than 80% of Attica AQR adjustments relates to its corporate loan book which is mainly collateralized with real estate assets (43%)

Discount applied on collaterals in case of forced sale

RRE 25%

CRE 35%

Industrial real estate 50%

Sources: ECB, BoG

34 PRESENTATION

DRAFT

CAPITAL …which leads to adequate provisioning position vs. peers

 Post AQR NPE classification as per EBA definition applied in CA

Post AQR 2015 – NPE Ratio (Retail and Corporate Portfolios) Post AQR 2015 – NPE Coverage Ratio (Retail and Corporate Portfolios)

57.6%

56.8% 54.9% 55.6% 54.9%

44.7% 45.4% 54.2% 41.0%

50.1%

Peer 1 Peer 2 Peer 3 Peer 4 Peer 1 Peer 2 Peer 3 Peer 4

Source: BoG and ECB AQR 2015 Disclosures per bank.

35 PRESENTATION

DRAFT CAPITAL Stress test approach has been performed under adverse assumptions

Methodology and macro assumptions PPI

 Higher CET1 ratio targets vs. 2015 exercise

2014 2015 PPI 2015 H1 x2 68

Baseline 8.0% 9.5% -22% Adverse 5.5% 8.0% 2017 Baseline scenario 53

 No further DTA creation over the 2.5 year time period (H2 2015-2017)

Real GDP (base: 2010)(1) 2015 Adverse scenario 39

100

Represents 79% 95 2016 Adverse scenario 13 of H1 2015 +3.7% 2014 Base annualized PPI 90 +2.9% +0.8% -10.0% 2014 Adverse 85 -2.3% +1.2% -4.4% 2015 Base 2017 Adverse scenario 2 80 -3.1% +2.7% -1.6% -0.6% -1.3% 75 2010 2011 2012 2013 2014 2015 2016 2017

2014 Base 2014 Adverse 2015 Base

Note: (1) Data sourced from Eurostat, ECB

36 PRESENTATION

DRAFT €100.2 million of preference shares qualifying as CAPITAL Core Tier I capital and €215 million of guaranteed bonds

 Preference shares Greek Government guarantees scheme Jan 2009 – Since the beginning of 2009, the Bank is participating in the government Pillar III Bond with Face Value of support plan for the banking sector. Under the provisions of Law 3723/2008 €200 mln – expired within 2011 for the enhancement of liquidity of the Greek economy in conjunction with May 2009 relevant Ministerial Decision, the Bank issued in May 2009 €100.2 million of Issuance of c. €100 mln Preference Shares (Official Journal redeemable preference shares with indefinite duration, underwritten in B’ 1034/1.6.2009 whole by the Hellenic Republic and classified as Core Tier I capital Jun 2010

– Preference shares were issued in exchange of Greek Government bonds of Issuance of Government Guaranteed Bond of €215 mln an equal nominal value. The bond matured in May 2014 and was repaid in for a 3yr Term (Official Journal Feb 2011 B’ 1117/22.7.2010) full. Issuance of Government Guaranteed Bond of €285 mln for a 3yr Term  Key terms of the preference shares (Official Journal B’ 248/15.2.2011))

– The preference shares have a fixed non—cumulative annual return of Jul 2013 10.0%. Payment is subject to the availability of distributable profits in Renewal of €215 mln accordance with relevant Greek Company Law requirements (article 44 of Government Guaranteed Bond for 3yr term (Official Journal B’ 2190/1920). To this date, dividends on preference shares were paid in 2010 1929/9.8.2013) Feb 2014 – According to the current legal framework, if after the five-year period from Renewal of Government Guaranteed Bond of €285 mln for one year their issuance date, the preference shares have not been redeemed, there (Official Journal B’ 392/19.2.2014) is a step up feature of 2.0% per annum (Law 3844/2010). Furthermore, if after that period the Bank is not given permission to buyback the preference  Under the provisions of the same law, Greek Banks participated in the Greek Government Guarantee Scheme. As part of the scheme, shares due to BoG’s capital adequacy ratio not being met, they are subject Attica issued two bonds guaranteed by the Hellenic Republic with a to conversion to ordinary shares. Under the new HFSF framework total value of €500m (current balance € 215m). preference shares convert into common shares owned by the HFSF if it  Guarantee fee amounted to 108 bps p.a. for the first bond and 79 particpates in the share capital of banks. bps p.a. for the second bond – The shares provide the Greek State with the right to participate in the Bank’s BoD, with one member and also provide for certain veto rights

37 PRESENTATION

DRAFT

Operating Income - Operating Expenses PRESENTATION

DRAFT OPERATING INCOME - OPERATING EXPENSES Operating Income, Operating Expenses

Evolution of key P&L aggregates (€m) Operating income by source (€m)

531.0 OPERATING INCOME Q3 2014 Q3 2015

Net interest income 70.6 67.1

Net fee and commission income 16.6 15.2

64.1 34.0 47.4 Gain/ loss from securities 9.3 0.9

(30) .1 Other income 6.1 20.4

Total 102.5 103.7

)(483.6 Operating income by segment (€m) – Q3 2015

Q3 2014 Q3 2015 102.5 103.7 10.5 2.4 Profit before Provisions Provisions for credit risks Profit before Taxes

80.8 81.1

 39.6% increase in pre-provision income (from €34.0m in Q3 2014 to € 47.4m in Q3 2015) 20.5 11.0  Credit risk provisions of €531m were booked in Q3 2015 as a Q3 2014 Q3 2015 result of deteriorating economic conditions as reflected in the Asset Quality Review performed by the Bank of Greece Retail Banking Business Banking Treasury

Source: Company Information

38 PRESENTATION

DRAFT OPERATING INCOME - OPERATING EXPENSES Operating Income, Operating Expenses

NII breakdown (€m) Net Interest Margin – NIM (%)

2.80% 2.63% 126.6

106.5

19.1 9.1 6.8 6.2

)(47.8 (78) .0

(7) .0

)(3.8 Q3 2014 Q3 2015 Q3 2014 Q3 2015

Total NII: 70.6 67.1

Other interest expense(including due to financial institutions and Attica Funds bond loan) Due to customers - expense  The NIM (Net Interest Income / Average interest – bearing assets Loans and advances to customers post provisions) increased to 2.80% in Q3 2015 (Q3 2014:2.63%) Other interest income due to the decrease in interest – bearing assets Leasing (lessor)

Source: Company Information

39 PRESENTATION

DRAFT OPERATING INCOME - OPERATING EXPENSES Significant improvement of cost income ratio

Cost / Income Ratio (excl. provisions) Breakdown of general operating expenses ( € 22.5 m as at 30.09.2015)

Q3 2014 Q3 2015 66.9% Rents 16.4% 18.9%

Advertising and promotion expenses 6.5% 2.0% 56.2%

Telecommunication expenses 5.4% 6.5%

Q3 2014 Q3 2015 Repairs and maintenance 3.2% 4.1% Operating expenses breakdown Utility Services 3.7% 4.4%

0.6% Third party fee and expenses 18.1% 19.4% 3.7% 3.8% 5.4% 21.7% Legal expenses 6.5% 1.0% 26.3%

90.1% Visa expenses 3.8% 5.3% 48.3%

Other 36.2% 38.2% Q3 2014 Q3 2015 Provision for credit risks Salaries and peronnel expenses TOTAL 100% 100% General operating expenses Depreciation

Source: Company Information

40 PRESENTATION

DRAFT

Operations - HR PRESENTATION

DRAFT OPERATIONS - HR Organizational Structure

AUDIT COMMITTEE

RISK MANAGEMENT COMMITTEE BOARD OF DIRECTORS REMUNERATION COMMITTEE

CORPORATE GOVERNANCE & NOMINATION COMMITTEE CHAIRMAN OF THE BoD EXECUTIVE COMMITTEE STRATEGY & COMMUNICATION COMMITTEE LAW COUNSELOR

INTERNAL AUDIT HUMAN RESOURCES CHIEF EXECUTIVE OFFICER (CEO) LEGAL SERVICES STRATEGY AND COMMUNICATION COMPLIANCE

RETAIL, CORPORATE & CREDIT & RISK IT, ORGANISATION CREDIT FINANCIAL OPERATIONS MARKETS & TREASURY INVESTMENT BANKING MANAGEMENT & OPERATIONS RESTRUCTURING

CORPORATE & RETAIL BANKING RISK MANAGEMENT FINANCE IT & TECHNOLOGY ARREARS MANAGEMENT DEPOSITS PRODUCTS

DELINQUENT LOANS BRANCH NETWORK CREDIT BUDGETING & MIS SOFTWARE DEVELOPMENT TREASURY MANAGEMENT

BUSINESS CENTERS PROPERTY, TECHNICAL IT INFRASTRUCTURE CONSUMER CREDIT BUSINESS RESTRUCTURING SUPPORT & PROCUREMENT AND SYSTEMS RETAIL BRANCHES

CORPORATE CREDIT BUSINESS OVERSIGHT E-BANKING

ORGANISATION & PRODUCT DEVELOPMENT & CORPORATE PLANNING NETWORK OPERATIONS SUPPORT

BANCASSURANCE LOAN MANAGEMENT

SPECIAL CREDIT INSTRUMENTS, INVESMENT BANKING AND INTERBANK OPERATIONS SUBSIDIARIES

SPECIAL ACCOUNTS CUSTODY & FINANCIAL MANAGEMENT OPERATIONS SUPPORT

CAPITAL MARKETS

CORPORATE & PROJECT FINANCE

Source: Company Information

41 PRESENTATION

DRAFT OPERATIONS - HR Organizational Structure

Comments Branch network evolution

 10 branches have been closed within 2014 80  The Group headcount has decreased in the last few years from 932 in 2013 down to 902 in September 2015.

 Attica Bank has put in place cost cutting initiatives involving several categories of the 70 70 Bank’s expenses

 Attica Bank has a low loans per branch and deposits per branch ratios, which gives a considerable headroom for productivity improvement. 2013 2014 Q3 2015

Loans and deposits per branch in Greece (€m) – Q3 2015 Headcount evolution

90 85 85 81 68 932 54 49 45 42 37

902 899

Peer 1 Peer 2 Peer 3 Peer 4

2013 2014 Q3 2015 Gross loans per branch Deposits per branch

Source: Company Information

42 PRESENTATION

DRAFT OPERATIONS - HR Employee profile

Gender – Q3 2015 Education – Q3 2015 Location – Q3 2015

15% 16%

44% 44% 15% 56% 29% 69%

12%

Master's degree Bachelor's degree Male Female Attica Rest of Greece Northern Greece Higher education Secondary education

Source: Company Information

43 PRESENTATION

DRAFT

Appendix PRESENTATION

DRAFT

Appendix 1 - Macroeconomic Update PRESENTATION

DRAFT Greece successfully concluded its APPENDIX 1 - MACROECONOMIC UPDATE negotiations with its European Partners

Following the adoption of so-called prior reforms by the Greek Parliament in July, the Greek authorities and the institutions agreed in August on a third bailout worth €86bn that will cover Greece’s financing needs until mid-2018; The agreement proposes a heavily front- loaded policy agenda, including a number of additional prior actions to be passed by the Greek parliament. They mainly concern fiscal issues, but also the resolution of NPLs, product markets and privatization.

Key terms of Greece’s 3rd bailout

 Greece will target a medium-term primary surplus of 3.5% of GDP (with lower targets for 2015-2017) to be achieved through a combination of:  RESTORING FISCAL Upfront fiscal reforms, including to its VAT and pension system (full implementation of 2010 & 2012 pension reform) SUSTAINABILITY  An ambitious program to strengthen tax compliance and public financial management

 A plan to fight tax evasion, while ensuring adequate protection of vulnerable groups

 Greece will immediately take steps to tackle Non-Performing Loans (NPLs) SAFEGUARDING FINANCIAL STABILITY  A recapitalization process of banks should be completed before the end of 2015, which will be accompanied by concomitant measures to strengthen the governance of the Hellenic Financial Stability Fund (HFSF) and of banks

 Greece will design and implement a wide range of reforms in labor markets and product markets (including energy) that not only ensure full compliance with EU GROWTH, requirements, but which also aim at achieving European best practices COMPETITIVENESS AND INVESTMENT  There will be an ambitious privatization program that will target revenues of up to €6bn by 2017, and policies which support investment. In line with the 13th July statement, a new independent fund will be established and have in its possession valuable Greek assets

 Particular attention will be paid to increasing the efficiency of the public sector in the delivery of essential public goods and services. A MODERN STATE AND PUBLIC  Measures will be taken to enhance the efficiency of the judicial system and to upgrade the fight against corruption ADMINISTRATION  Reforms will strengthen the institutional and operational independence of key institutions such as revenue administration and the statistics institute (ELSTAT)

 A first disbursement of funds (€86bn in total) under the program in the amount of €13bn was made on August 20th ; an additional €10bn will be earmarked immediately for bank recapitalization and resolution. These funds are intended to allow the Greek state to cover financing needs, make overdue payments, and IMMEDIATE FINANCING address financial sector needs in order to mitigate hindrances to economic activity, as well as repay a short-term bridge loan of € 7.16bn that was disbursed on July 20th to repay the IMF and the ECB Source: EU Commission

44 PRESENTATION

DRAFT APPENDIX 1 - MACROECONOMIC UPDATE A detailed action plan to tackle the NPLs issue

Target Responsible Timing Key actions party

 Adopt the amendments to the corporate insolvency law ALREADY  Adopt legislation to establish a regulated profession of insolvency administrators Government IMPLEMENTED  Adopt provisions to re-activate the Government Council of Private Debt  Adopt the amendments to the household insolvency law PENDING Government  PRIOR ACTIONS PRIOR Develop a credible strategy for addressing the issue of non-performing loans AUGUST 2015  Issue all necessary provisions to implement the Code of Conduct BoG  Deliver a report on the segmentation of NPLs and an assessment of banks' capacity to deal with each NPL segment BoG

END-OCTOBER  Provide an analysis to identify non-regulatory constraints and impediments to the development of a dynamic NPL market HFSF and BoG 2015  Examine and recommend specific actions to accelerate NPL resolution Government  Establish by law a Debt Information network and Debt Information Centre, providing legal and economic debt advising  Strengthen the institutional framework to facilitate NPL resolution, including (i) improve the judicial framework for corporate and household insolvency matters, (ii) establishing of a Credit and Wealth Bureau as an Independent Authority, (iii) amending the out-of-court workout law and (iv) fully operationalising the specialist chambers for corporate insolvency within courts Government  Establish a permanent social safety net, including support measures for the most vulnerable debtors and differentiating between strategic defaulters and good- END- faith debtors NOVEMBER 2015  Identify mechanisms and processes to accelerate NPL resolution HFSF and BoG  Nominate an executive board member and an internal team to facilitate banks' NPL resolution HFSF  Engage a single special liquidator to ensure individual liquidators are delivering effectively against operational targets and introduce a performance based BoG and HFSF remuneration scheme in order to maximise recovery

MOU MEASURES DECEMBER  Introduce coordination mechanisms to deal with debtors with large public and private debts Government 2015  Adopt the necessary legal instruments setting out the applicable framework and rules for the insolvency administrator profession  Agree on operational targets for NPL resolution including loan restructuring and the creation of joint ventures BoG and Banks END- FEBRUARY  Apply NPL resolution performance criteria to banks' management against KPIs HFSF 2016  Present and implement an NPL resolution action plan END-MARCH  Revise the Code of Conduct for debt restructuring guidelines and introduce fast-track mechanisms BoG and HFSF 2016  Assess the effectiveness of the insolvency legal and institutional framework and introduce any necessary amendments Government JUNE 2016  Report quarterly to the BoG against key performance indicators Banks

45 PRESENTATION

DRAFT APPENDIX 1 - MACROECONOMIC UPDATE Elections’s outcome point to a stable coalition government

Parliamentary Elections of Jan.-2015 Last Parliamentary Elections of Sept.-2015

54% 89% Both Pro-Euro and 35% Pro-Euro against Pro-Euro

13 10 17 13 17 11

75 149 76 145

11% 9 11% 17 Against 18 Against 15 15

Coalition Government

New PASOK / Communist Union of SYRIZA Democracy Golden Dawn DIMAR Party of Greece Potami ANEL Centrist

Sept.’15 35.5% 28.1% 7.0% 6.3% 5.6% 4.1% 3.7% 3.4%

Jan.’15 36.3% 27.8% 6.3% 4.7% 5.5% 6.1% 4.8% 1.8%

 Elections’s outcome point to a stable coalition government  Almost 90% of Members of Parliament are supporting Euro membership and reforms, providing the new Government with legislative power to implement the reforms required by the MoU

Source: Greek Ministry of Interior Affairs, Hellenic Parliament

46 PRESENTATION

DRAFT APPENDIX 1 - MACROECONOMIC UPDATE Update on capital controls

Timeline Comments

 Increased penetration of debit cards

27 June – Number of active Visa debit cards in Greece more than double in Athens Stock Exchange closed July from previous months 28 June • 135% increase in card transactions in the 2 weeks after the Imposition of capital controls capital controls were imposed (€60 per day withdrawal limit) • In 2014, spending on Visa cards was €1 for €37 compared to €1 29 June for €6 in Europe as a whole Greek banks suspend operations Bank Holiday  Limited impact on short-term NPLs 17 July – Early delinquency increased in July as customer contacts, cash deposits in bank branches or loan modifications were forbidden 20 July during the bank holiday Greek banks resume operations but capital – Right after the reopening of branches, payments recovered at a controls remain 3 August quick pace, indicating this was a one-off wave expected to have fully deflated within the following three months Athens Stock Exchange re- opens

• Capital controls became gradually more flexible (e.g. €420 per week limit) • Trade finance framework amended favourably

47 PRESENTATION

DRAFT Infrastructure sector and SMEs will significantly benefit from APPENDIX 1 - MACROECONOMIC UPDATE the Greek economy recovery

Positive growth prospects Pipeline of Greek Infrastructure projects (2014-2022)

 Total pipeline of unfunded Large Infrastructure projects in Greece is estimated at Budget Breakdown €13.3bn until 2022. Historically, bank financing for these type of infrastructure projects Rail stood at c. 50% of total investment, with the remaining funding being split between 7%

public and private sources (40% and 10% respectively). As a result, an additional c. Urban Rail Energy €6.7bn will be needed as bank financing by large companies (acting as contractors / 26% 36% sponsors) or SMEs and SBLs acting as sub – contractors. Upcoming €8bn Tourism  Despite the decreasing slope of the Greek building activity over the 2007-2014 period, Infrastructure the expected economic recovery will trigger the rebound of the building industry. In Progress (airports, €12bn Transit ports, Transport marinas)  Attica Bank will strategically seek to expand its presence in the sector, by providing 24% 7% financing to large infrastructure projects, either through participation in syndicated loans or directly financing involved companies. The Bank targets a 3.5% market share in the Total budget: € 20bn financing of these upcoming projects. Source: PwC Greek building permits (Private-Public) Greek value added breakdown by enterprises sizes in 2014

# of permits Large € Micro 77 13bn 27% €16bn 65 33% 56 50 SMEs, € 36 (83)% 35bn 73% 23 Medium 16 13 €8bn Small 17% €11bn 23%

2007 2008 2009 2010 2011 2012 2013 2014 Total gross loans: € 48bn Total Building Activity (Private-Public)

Source: Hellenic Statistical Authority (Elstat) Source: Hellenic Statistical Authority (Elstat)

48 PRESENTATION

DRAFT APPENDIX 1 - MACROECONOMIC UPDATE Total Infrastructure Budget

Breakdown of infrastructure budget per sector Subsector and Project Budget

Waste Transport Energy Management 4% 28 Rail 7% 5.08 4.89 Energy 34%

2.96 2.73 12 Urban Rail 10 25% 1.32 7 5 5 1.13 3 0.87

Tourism Infrastructure (airports, Transit ports, Trasport marinas) 23% 7%

Total budget (€bn) Number of projects

Comments

 From a total of around 71 infrastructure projects that will be delivered within the following 8 years, 28 refer to Roads and Ports, 12 to Rail and 10 to Waste Management;

 Energy Interconnections account for 16 projects (34% total pipeline budget) consisting mainly of projects in oil & gas and electricity;

 32% of the total pipeline budget relates to rail projects (12 projects), while 23% (14 projects) to motorways

Source: PwC

49 PRESENTATION

DRAFT

Appendix 2 – Steps to enter the HFSF framework PRESENTATION

DRAFT APPENDIX 2 – STEPS TO ENTER THE HFSF FRAMEWORK New HFSF Framework

First week of November 2015 Submission of Capital Plan to Bank of Greece

Second week of November 2015

Submission of the restructuring plan to DGcomp

Third week of November 2015

Application to enter the HFSF framework

50 PRESENTATION

DRAFT

Appendix 3 – IT Infrastructure PRESENTATION

DRAFT APPENDIX 3 – IT INFRASTRUCTURE IT – High end organisation and structure

Main applications Markets Data Flow Core Applications  The Group IT is based on the following main applications – Host: Temenos T24

KeyData Temenos T24 – Portfolio Management Systems – Financial Messaging: Swift – Dealing - Trading Screen – Portfolio Management Accounting Leasing Factoring Systems – Information Providers: Reuters, Bloomberg – Desktop Softwares: MS Office (Microsoft)

Accounting – Electronic Document Management – Collections – Card Management: outsourced

Document Management IT department organisation

 The IT department is organised in three services Centralised Financial Messaging Printing System – Application Development is in charge of implementing and integrating IT applications – Infrastructure and Systems is organized in four distinct groups responsible for:

Document Management • Run Management • Network/Telecommunication Collections • Systems Card Management • Technical Support (Helpdesk) – Technology and Information is in charge of the business process analysis, Outsourced business support and security: • Business Analysis and Design Trading • Operation Support • PMO • Information Security

51 PRESENTATION

DRAFT

Appendix 4 –Risk Management PRESENTATION

DRAFT APPENDIX 4 – RISK MANAGEMENT Risk management

Credit, Market, Liquidity & Operational Risks are independently managed

INDEPENDENT RISK MANAGEMENT

Market and liquidity risk Credit risk management points Operational risk management points management points

 Credit Departments  Assets Liabilities Management Committee (ALCO)  Internal Audit Department  Credit Committee  Treasury Departments  Compliance Department  Credit Council  Risk Management Department  Risk Management Department  High-level Credit Committee  Group consisting of top management staff for  Board of Directors addressing contingency events  Risk Management Committee  Risk Management Department  NPL Management Committees  Departments under the Credit Restructuring Unit

Source: Company Information

52 PRESENTATION

DRAFT APPENDIX 4 – RISK MANAGEMENT Underwriting policy

SME/SBL/corporate Retail

 Identification of business needs  Identification of customer needs  Proposal of products  Proposal of products  Collection of documentation  Collection of documentation Branch  Preparation of profile assessment  Legal and technical valuation in case of real estate collateral  Visit to business premises if necessary

 Credit bureau investigation  Credit bureau investigation  Risk assessment for each case  Risk assessment for each case  Review and evaluation of credit requests and proposals, before  Forward for approval to the relevant approval committee submission for approval to the various Credit Committees  Informs branch in case of preapproval to proceed in property valuation Credit  Forward for approval to the relevant approval committee

 Receives and carefully examines file completeness and approvals  Receives & carefully examines file completeness and approvals  Matches documents with credit approvals  Matches documents with credit approvals  Controls data entries performed by the branches regarding collaterals  Controls data entries performed by the branches regarding collaterals Credit  Releases loan amount or activates credit line for short term, medium to  Releases loan amount for consumer, mortgage and energy loans control long term and long term loans  Updates the system with pending issues  Updates the system with pending issues

Source: Company Information

53 PRESENTATION

DRAFT APPENDIX 4 – RISK MANAGEMENT Credit approval process

Consumer loans  The Group uses credit scoring for consumer loans. The final algorithm is determined by the RT ICAP S.A (stepwise logistic regression) and takes into account factors such as payment history, demographic components (age, place of residence etc.), type of debt (Revolving, Instalment, Open) and credit bureau data (Teiresias). The algorithm leads to the calculation of probability of default which in turn is mapped to a scale of seven degrees for consumer loans (A-B-C-D-E-F-G-NR). As the ranking of the client approaches the ratings of high credit quality (A) the lesser is the probability of default and vice versa. In the category (NR) are classified clients for which is not possible to evaluate a credit rating.

Corporate loans

 External credit ratings are obtained for businesses from the External Credit Assessment Institution ICAP Research and Investment Business Consultants S.A. ICAP Group is the only company in Greece recognised by the Bank of Greece (July 2008) as an External Credit Assessment Institution (ECAI). Moreover, it is the only company in Southeastern Europe accepted by the European Central Bank as Rating Tool source for the purpose of the Eurosystem Credit Assessment Framework. Ratings range from AA (exceptionally high credit rating) to H (exceptionally high credit risk). The Bank receives credit ratings from ICAP and updates its system regularly. Ad hoc ratings are requested if specific indications occur or if a loan to a new client is to be provided. Clients rated from AA to D are subject to standard credit approval procedures. Clients rated from E to H are subject to special credit approval procedures. In addition to the 10 grade system, ICAP uses specific terminology for counterparties which are not rated as follows (N.R.—relates to customers for which adequate information is not available in order to provide rating whilst N.T.—relates to customers which are not trading any longer and thus no rating is provided.)

Standard Credit Approval Procedures Special Credit Approval Procedures Not Rated Not Trading

AA A BB B C D E F G H N.R. N.T.

Source: Company Information

54 PRESENTATION

DRAFT

Appendix 5 – Financial Information PRESENTATION

DRAFT APPENDIX 5 – FINANCIAL INFORMATION P&L Highlights

Amounts in €m GROUP Impact on asset quality Q3 2015 Q3 2014 yoy 1 Interest and similar income 122 152 (20.0%) 1. Decrease in Interest income (- 20.0% vs. Q3 2014) – This decrease is owed to one-off interest income from a specific category of Less: Interest expense and similar charges (55) (82) (33.1%) Greek government bonds recorded in 2014 2 Net interest income 67 71 (4.9%) 2. The NIM (Net Interest Income / Average Interest - bearing Assets post Fee and commission income 17 20 (16.8%) provisions) increased to 2.80% in Q3 2015 (vs. 2.63% in Q3 2014) Less: Fee and commission expense (2) (4) (53.9%) – Decrease in Interest income partially offset by a much lower Interest expense (-33.1% yoy) Net fee & commission income 15 17 (8.6%) Profit / (loss) on financial transactions 0 0 3. The pre-provision profit of the Group displays a c. 40% increase y-o-y € € Profit / (loss) from investment portfolio 1 9 (93.3%) ( 33.9m in Q3 2014 against 47.4m in Q3 2015, taking also into account the income from investment in associates) Other Income/ (Expenses) 20 6 236.4% 3 Operating income 104 103 1.1% 4. Total Operating expenses excluding provisions for credit and other risks decreased by 15.1% on a y-o-y basis. Personnel expenses (32) (35) (8.6%) – Wages and personnel expenses were reduced by 3.0 million euros and General operating expenses (23) (29) (21.9%) stood at 31.9 million euros in Q3 2015 against 34.9 million euros in Q3 Depreciation (4) (5) (21.4%) 2014, displaying a decrease of 8.6% Impairment losses on financial assets (531) (64) 728.2% 4 5. The pre-tax result of the Group in Q3 2015 following the formation of 531 Total operating expenses n.a (589) (133) million euros of provisions for credit risk was a loss of 483.6 million Income from investment in associates 2 0 n.a euros, against a loss of 30.1 million euros in Q3 2014. Respectively, the 5 Profit / loss before income tax (484) (30) n.a Group result after taxes was a loss of 273.5 million euros, against a loss of Less: Income tax 210 6 n.a 23.9 million euros recorded in Q3 2014. Profit / loss for the period (273) (24) n.a

Source: Company Information

55 PRESENTATION

DRAFT APPENDIX 5 – FINANCIAL INFORMATION Group P&L and balance sheet

Amounts in €m GROUP Amounts in €m GROUP CAGR CAGR Q3 2015 2014 2013 2012 12-14 Q3 2015 2014 2013 2012 12-14 ASSETS Interest and similar income 122 195 191 216 (5.0%) Cash and balances with central bank 65 107 71 110 (1.3%) Less: Interest expense and similar charges (55) (105) (144) (174) (22.2%) Due from other financial institutions 27 43 83 52 (9.2%) Net interest income 67 90 46 42 46.0% Derivative financial instruments - assets 0 1 0 1 48.1% Fee and commission income 17 25 26 25 (0.6%) Financial instruments at fair value through P&L 7 42 59 0 5607.2% Less: Fee and commision expense (2) (5) (6) (6) (8.9%) Net loans and advances to customers 2,708 3,193 3,301 3,241 (0.7%) Net fee & commission income 15 20 20 19 1.9% Financial assets available for sale 83 84 146 142 (22.9%) Profit / (loss) on financial transactions 0 (3) 7 1 n.s Investments held to maturity 10 10 7 20 (28.3%) Profit / (loss) from investment portfolio 1 11 1 0 n.s Investments in subsidiaries 0 0 0 0 n.a Other Income/ (Expenses) 20 3 (3) (3) n.s Investments in associates 16 15 22 21 (17.1%) Operating income 104 121 72 59 43.0% Property, plant & equipment 29 30 33 35 (7.9%) Personnel expenses (32) (49) (65) (59) (8.1%) Investment property 60 47 46 43 3.6% General operating expenses (23) (45) (46) (41) 9.7% Intangible assets 35 32 27 23 17.9% Depreciation (4) (6) (8) (7) (6.9%) Deferred tax assets 343 138 83 46 72.3% Impairment losses on financial assets (531) (111) (107) (143) (11.8%) Other assets 222 214 177 163 14.5% Total operating expenses (589) (212) (225) (250) (8.0%) Total assets 3,606 3,956 4,055 3,898 0.7% Income from investment in associates 2 0 0 (1) n.s LIABILITIES Profit / loss before income tax (484) (90) (153) (192) n.s Due to financial institutions 894 203 181 731 (47.3%) Less: Income tax 210 40 41 10 96.1% Due to customers 2,580 3,254 3,313 2,918 5.6% Profit / loss for the period (273) (50) (112) (182) n.s Debt securities issued 0 79 79 95 (8.5%) Defined benefit obligations 11 12 9 3 88.3% Other provisions 11 19 18 17 6.0% Deferred tax liabilities 4 3 2 4 (5.7%) Other liabilities 21 30 43 34 (7.3%) Total liabilities 3,522 3,601 3,645 3,802 (2.7%) EQUITY Share capital (common Shares) 314 314 310 86 91.3% Share capital (preference Shares) 100 100 100 100 0.0% Convertible bond loan 96 96 99 0 n.a Share premium 356 356 356 362 (0.8%) Reserves 1 (1) (5) (37) (83.1%) Retained earnings (784) (511) (453) (416) 10.9% Equity attributable to parent owners 82 354 408 95 92.9% Non controling interests 1 1 1 1 4.5% Total equity 83 355 410 96 92.0% TOTAL LIABILITIES & EQUITY 3,606 3,956 4,055 3,898 0.7%

Source: Company Information

56 PRESENTATION

DRAFT APPENDIX 5 – FINANCIAL INFORMATION Group results by segment

Q3 2014 FY 2014 Q3 2015 Total Investment Investment Investment Business Banking & Business Banking & Business Banking & Amounts in €m Retail Banking Treasury Retail Banking Treasury Retail Banking Treasury Q3 2014 Q3 2015 Change %

Operating Income 11.0 81.1 10.5 12.3 98.6 10.4 20.5 80.8 2.4 102.5 103.7 1.1%

- Net interest income -23.50 91.41 2.66 -30.05 116.71 3.17 -0.25 71.65 -4.27 70.6 67.1 -4.9%

- Net fee and commission income 1.74 14.62 0.22 2.63 17.82 -0.44 1.51 14.56 -0.91 16.6 15.2 -8.6%

- Income from trading & other 2.55 5.73 7.09 2.10 4.25 5.15 7.36 12.65 1.38 15.4 21.4 39.1% income

- Adjustment between segments 30.18 -30.68 0.50 37.66 -40.21 2.56 11.93 -18.10 6.18

Income from investments in 0.00 0.00 0.05 0.00 0.00 0.37 0.41 1.52 0.07 0.0 2.0 associates

Profit / (loss) before taxes -67.38 28.61 8.63 -16.86 -79.85 6.72 -85.55 -397.59 -0.43 -30.1 -483.6

Taxes 6.3 210.1

Profit / (loss) after taxes -23.9 -273.5

Provisions for credit risks and -14.82 -49.18 -0.11 -8.03 -101.97 -1.25 -94.84 -435.16 -1.00 -64.1 -531.0 728.2% securities impairment

Depreciation -1.02 -3.70 -0.13 -1.35 -4.85 -0.18 -0.78 -2.90 -0.13 -4.8 -3.8 -21.4%

Total Assets 814.21 2,891.42 211.80 808.04 2,900.35 247.91 719.71 2,669.43 216.59 3,917.4 3,605.7 -8.0%

Total Liabilities -2,181.81 -1,268.80 -79.26 -2,161.92 -1,360.10 -79.26 -1,959.57 -1,562.81 0.00 -3,529.9 -3,522.4 -0.2%

Source: Company Information

57 PRESENTATION

DRAFT APPENDIX 5 – FINANCIAL INFORMATION Key financial ratios, Q3 2014 – Q3 2015

Group Bank

BALANCE SHEET STRUCTURE Q3 2014 FY 2014 Q3 2015 Q3 2014 FY 2014 Q3 2015

Due to Customers / Loans and Advances to customers 87.35% 87.03% 68.24% 87.77% 87.40% 68.65% (before provisions)

Due to customers / Total Assets 83.19% 82.26% 71.57% 83.43% 82.48% 71.90%

Loans and Advances to customers (after provisions) / 82.46% 80.71% 75.11% 82.30% 80.59% 75.01% Total Assets

Total Equity / Total Assets 9.89% 8.97% 2.31% 9.76% 8.82% 2.10%

Total Equity / Due to Customers 11.89% 10.91% 3.23% 11.70% 10.70% 2.92%

EFFICIENCY

Annualized profit before taxes / Average Equity (RoAE) -10.08% -23.54% -294.16% -10.19% -24.15% -304.49%

Annualized profit before taxes / Average Total Assets -1.01% -2.25% -17.05% -1.00% -2.27% -17.11% (RoAA)

Source: Company Information

58 PRESENTATION

DRAFT APPENDIX 5 – FINANCIAL INFORMATION Key financial ratios, Q3 2014 – Q3 2015

Group Bank

Q3 2014 FY 2014 Q3 2015 Q3 2014 FY 2014 Q3 2015

Total operating expenses less provisions / Total Assets 2.33% 2.54% 2.15% 2.25% 2.45% 2.07%

Operating expenses less provisions / Total operating 66.91% 82.79% 56.17% 66.04% 82.78% 55.47% income

NPE ratio 41.68% 44.80% 55.76% 41.68% 44.80% 55.76%

Provisions / NPE 32.20% 32.60% 50.89% 32.20% 32.60% 50.89%

Source: Company Information

59 PRESENTATION

DRAFT

Appendix 6 – Corporate Governance PRESENTATION

DRAFT Board of Directors and APPENDIX 6 – CORPORATE GOVERNANCE Corporate Governance-Main Committees

 Consists of 14 members with 4 independent non–executive members BOARD OF DIRECTORS  Mr. Ioannis Gamvrilis, who is also chairman of the Engineers and Public Constructors Pension Fund, is chairman of the BoD

EXECUTIVE  Determines the Bank's medium-term and long-term goals as well as the Bank’s policies and the necessary means and strategies to realise them COMMITTEE

 Members are appointed by the Board of Directors

 Sets the risk-taking strategy for all types of risk and capital management in accordance with the business objectives of the bank, and the technical and human resources available to it at a stand-alone and group basis RISK MANAGEMENT COMMITTEE  Is in charge of the development of an internal risk management system and its integration with the decision-making processes across all activities/units of the bank and its subsidiaries

 Sets the principles for the management of risks as to their recognition, forecast, measurement, monitoring and control, in line with the business strategy and the resources available to the bank

 Consists of non-executive members of the BoD

 Is responsible for examining, evaluating and proposing the general pay policy for staff and also makes recommendations to the Board of Directors about the pay REMUNERATION of senior management and supervisory executives COMMITTEE  In order to generate long-term corporate value and to monitor the risks assumed by the bank’s executives, Attica Bank ensures that pay levels and structures are in accordance with the overall framework within which it operates, with its business strategy, objectives, values and long-term interests

 Three non-executive members of the Board, one of whom is an independent member

 Assists the BoD in exercising its duties of examining the adequacy and efficiency of the internal audit system and facilitates communication between the BoD AUDIT COMMITTEE and the internal and external auditors

 Examines the accuracy and completeness of the published financial statements

 Consists of nine members, all of them belonging to the higher levels of the Administration IT COMMITTEE  Determines and manages all IT projects based on the Strategic Business Plan and the IT Strategy of the Bank

60 DRAFT

By receiving this document, the Recipient accepts and agrees to be bound by the following obligations and limitations:

The above material has been prepared by Attica Bank for the exclusive use of the selected parties to whom it is delivered. Neither the whole ore any part of the information in this presentation may be disclosed to, or used by any other person or used for any other purpose without the prior consent of Attica Bank.

Neither Attica Bank nor any of its connected persons accept any liability or responsibility for the accuracy or completeness of, nor make any representation or warranty, express or implied, with respect to, the information on which this material is based or that this information remains unchanged after the issue of this presentation. In addition, the reader of the material agrees that Attica Bank and all “connected persons” neither owe nor accept any duty or responsibility to the former, whether in contract or in tort (including without limitation, negligence and breach of statutory duty), and shall not be liable in respect of any loss, damage or expense of whatsoever nature which is caused by any use the reader may choose to make of this material, or which is otherwise consequent upon the gaining of access to the report by the reader.

The content of this material should not be construed as a solicitation or a recommendation. It has been prepared for information purposes only and is purely indicative. It does not constitute an offer or invitation for sale or purchase of securities or any of the businesses or assets described herein or any form of commitment, advice, recommendation or valuation opinion on the part of Attica Bank or its connected persons. No part of this material should form basis of or can be relied upon in connection with any contract or investment decision or commitment relating thereto.

This material should not be regarded by the Recipient as a substitute for the exercise of its own judgment and the Recipient is expected to rely on its own due diligence, if it wishes to proceed further.

Additionally, the Recipient should not construe the contents of this material as legal, tax, accounting or investment advice. The Recipient should consult its own independent counsel, tax and financial advisers as to financial, tax legal and related matters concerning any transaction described herein. This material does not purport to be all-inclusive or to contain all of the information that the Recipient may require or request.

The present material may contain targets, prospects, returns and/or opinions which obviously involve elements of subjective judgment. Any opinions expressed in this material are subject to change without notice. Forward looking statements may also be contained. Attica Bank gives no undertaking and is under no obligation to update these targets, prospects or potential statements for events or circumstances that occur subsequent to the date of this material or to update or keep current any of the information contained herein and this material and there exists no representation that it will do so.

Actual results will vary from the projections or targets mentioned and such variations may be material.

In this notice “Attica Bank” means Attica Bank S.A. and its “connected persons” means the shareholders, subsidiaries and the respective directors, officers, employees and agents of each of them.

ATTICA BANK S.A. 23 Omirou Str. 106 72, Athens, Greece e-mail: [email protected] Tel.: +30 210 3669000

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