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RBC Centura: Initiatives and Strategy

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RBC Centura: Initiatives and Strategy RBC Centura: Initiatives and Strategy Presentation to Analysts & Institutional Investors Kel Landis CEO, RBC Centura Banks, Inc. Charlotte, North Carolina June 12, 2002 Agenda Centura background RBC Centura overview Progress against initial goals 2002-2003 strategic priorities Eagle Bancshares 1 Looking back 2 Looking back Centura was a leader In: sales culture evolution è started 7 years ago with daily sales routines customer profitability è among the first U.S. banks to operationalize this channel development è first in NC and among first in U.S. to offer online banking capital deployment è adopted EVA in 1994 3 Company history June 5, 2001: Merger closes Feb. 2000: Triangle Bancorp. with Royal Bank of Canada March 1998: Pee Dee State Bank s June 1995: First Southern Savings Bank n io it Dec. 1992: Orange Fed. Sav. Bank is u Feb. 1999: First Coastal Bank cq A Oct. 1996: First South Bank 29 Dec. 1993: First Charlotte Nov. 2, 1990: Peoples Bancorp. and Planters Corp. form Centura 10 year EPS CAGR > 12% Banks, Inc. 4 Consistent values RBC Centura RBC Care about the customer Excellent service to clients and each other Always do what’s right Trust through integrity in everything we do Respect and empower Diversity for growth and each other innovation Working together to succeed Expect excellence in everything we do Personal responsibility For high performance 5 Who we are now transition well received by customers and employees no customer loss actually, gaining business from affiliation with RBC Financial Group 6 Our corporate vision To build a leading U.S. financial services network in areas where we have a clear competitive advantage and where we can generate top-tier performance 7 Our mission To make a difference in the lives of our customers and communities in a way that differentiates us in the marketplace and provides personal growth opportunities for each of us 8 U.S. footprint RBC Centura Locations Virginia 17 202 North Carolina 9 15* South Georgia Carolina 1 RBC Centura Locations Florida RBC Mortgage Locations RBC Builder Finance Locations *Pending close of Eagle Bancshares transaction 9 RBC Banking – U.S. platform 800,000 personal and commercial clients RBC Centura è 230 retail and business branches in five Southeastern states (North Carolina, South Carolina, Virginia, Georgia, and Florida) è assets of US$14.0 billion (3/31/02) National niche business lines: è RBC Mortgage – 235 offices in 28 states è RBC Builder Finance – 14 offices in 11 states 10 RBC Mortgage Shauneen Bruder President, RBC Centura Banks, Inc. 12 RBC Mortgage corporate vision To be a premier national mortgage broker/banker, operating under the RBC brand and leveraging each mortgage transaction to deepen customer relationships across all RBC companies To be an employer of choice for mortgage professionals seeking an innovative and flexible origination environment 13 RBC Mortgage FY 2001 highlights Record production volume - US$14 billion vs. goal of US$9 billion in fiscal year 2001 Closed over 74,000 mortgage loans 62% increase in revenue 23% increase in non-interest expense Mortgage Bank capture rate: è 62% vs. goal of 55% 23.1% return on equity 14 RBC Mortgage production growth Production volume in US$ billions 18 16 14 e 12 m 10 u l o 8 V 6 4 2 0 1997 1998 1999 2000 2001 Calendar year 15 RBC Mortgage 2001 production highlights 2001 production volume Purchase vs. refinance Purchase 40% Refinance 60% 16 RBC Mortgage product mix 2001 production volume Jumbo 37.84% Conventional 46.13% Gov’t 11.41% Sub-prime Other 0.05% 4.57% 17 RBC Mortgage geographic opportunities Areas ranked by 2000 originations 1. Los Angeles/Long Beach 11. Phoenix/Mesa 2. Chicago 12. Boston 3. Washington DC 13. San Jose 4. New York City 14. San Francisco 5. Atlanta 15. Riverside/San Bernardino 6. Oakland 16. Seattle/Bellevue/Everett 7. Orange County 17. Philadelphia 8. Detroit 18. Dallas 9. San Diego 19. Minneapolis St. Paul 10.Denver 20. Nassau/Suffolk 18 RBC Mortgage strategic priorities Expand origination capabilities in high growth markets across the U.S. Create substantial earnings across all rate cycles through increasing percentage of variable costs Leverage RBC Financial Group capabilities to cross-sell additional products to RBC Mortgage customers Build scale in secondary marketing, servicing and operations with RBC Centura 19 RBC Mortgage - building our business In a stable or declining market Gain market share è geography, price, product Create new customers è products, cross-sell, bundled products Create new channels è wholesale lending to complement retail Manage costs 20 RBC Builder Finance Scott Custer President, RBC Centura Bank RBC Builder Finance highlights 2001 4 new offices - San Francisco, Chicago, Washington D.C., Boca Raton, FL Surpassing business plan goals regarding production, revenue and portfolio growth 2002 3 new offices - Boise, Salt Lake City, Austin Successful Integration of Centura RBC Builder Finance book to RBC Builder Finance platform Meeting business plan goals to-date and fully expect to achieve year end projections 23 Progress against initial objectives Progress against initial Volume 100 120 140 160 180 in US$ millions US$ in 20 40 60 80 0 Nov RBC BuilderFinanceproduction Dec 2001 CEO, RBCCentura Banks, Inc. Jan Feb Production volume Mar Apr Kel Landis May Month Jun 24 Jul Aug Sep Oct Nov Dec 2002 Jan Feb Mar Apr growth May Centura merger rationale January 26, 2001 Consistent with RBC’s stated US expansion strategy Leverages RBC’s retail banking expertise through an integrated US platform Provides strong foothold in attractive higher growth Southeastern US markets Further diversifies RBC’s revenue and earnings base 26 Centura merger rationale January 26, 2001 1. Realize cost synergies è consolidate US retail banking businesses è consolidate & centralize key administrative functions (treasury, risk management, marketing & sales, etc.) è integrate back offices 2. Implement integrated branding 3. Provide a platform for follow-on acquisitions 27 Integration priorities January 26, 2001 Achieve cost savings of US$70MM over three years Focus on core business Leverage RBC strengths to enhance revenue growth Note: no revenue synergies included in financial projections 28 Cost savings results in US$ 3 year % of target Key initiatives FY02 plan* target by FY02 Consolidate Internet platforms & back end product and marketing $30MM $45MM 150% capabilities Shared mortgage operations & back office for mortgage $20MM $7MM 35% origination Functional cost savings $20MM $16MM 80% TOTAL $70MM $68MM 97% * November 2001 through October 2002 29 1. Cost synergies Initiative Objective Results to date Strategic • Leverage RBC’s • RBC Centura – travel, office Sourcing expertise and pricing supplies and ground courier power • RBC Mortgage – travel, office supplies, asset management • 2002 combined fiscal impact of over $600M • Exploring temporary help, credit bureau, records management, commercial print Functional • Drive efficiencies • General Ledger conversion plan Integration through consolidation of underway across RBC platforms • U.S. harmonization of benefits, Banking US • Realize cost synergies 401k entities from integrating • North American Treasury common head office functions fully integrated functions 30 1. Cost synergies Initiative Objective Results to date S& T • Leverage enterprise • Call Center and Web Hosting Integration capabilities integration completed • RBC hardware and software sourcing fully integrated through RBC contracts. Desktop software converted to RBC standards • Project underway to assess Lending and CRM solutions • ATM delivery system conversion support underway • Credit and Debit Card system conversion to the Canadian solution completed Call Center • Add new capability • SFNB call center integration Integration through Moncton completed, with RBC Centura overflow volumes now handled by Moncton 31 2. Focus on core businesses Exited non-strategic businesses: Visa Business & SFNB credit card portfolios (calendar Q4/01) non-conforming mortgage loan origination è First Greensboro Home Equity (calendar Q3/01) è NCS Mortgages Services (calendar Q2/01) insurance (calendar Q4/01) 32 Progress against initial objectives Shauneen Bruder President, RBC Centura Banks, Inc. 3. Building a platform for enhanced revenue growth Data Management CRM Readiness Assessment • Data Collection • Data Management • Predictive Model Development 8.5 4 Value Proposition Client Strategy 5 2 2 6 • Client Valuation/ Segmentation • Market Research • Decision Strategies • Offering Innovation 2 • Continuous Learning • Product Management • Segment Management 5 Closing the Gap….. Customer Contact/ RBC Centura will achieve Ratings: 0 = Low Operations 10 = High same state of readiness as RBC Banking 1998 • Client Dialogue RBC Banking by leveraging RBC Centura 2001 • Contact Tracking Canadian infrastructure CRM Readiness is assessed by analyzing • Channel Coordination 6 primary dimensions: Competence, Process, Organization, Technology, Culture and Motivation, and Resources 34 3. Building a platform for enhanced revenue growth • LifeStage Segmentation Leveraging Customer • Predictive Modeling Information • Profitability Creating • Channel Preference Value in Customer the Eyes • Strategic / Tactical Codes Touchpoints of Our Customers Infrastructure 35 3. Building a platform for enhanced revenue growth Brand Rollout Leveraging • Customer • Market Research Information • Product Management Creating • Segment Management Value in Customer the Eyes • Channel Management Touchpoints
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