the new commerzbank roadmap 2012: focus, optimization ... · pdf filethe new commerzbank...

Markus Beumer ‌ Member of the Board of Managing Directors ‌‌‌ Roadshow Stockholm / Copenhagen ‌‌‌ June 2009

THE NEW COMMERZBANK"Roadmap 2012": Focus, optimization, downsizing

1Markus Beumer ‌ Member of the Board of Managing Directors ‌‌‌ Roadshow Stockholm / Copenhagen ‌‌‌ June 2009

Our "Roadmap 2012"

Severe financial and economic crisis and integration of Dresdner Bank

Ourresponse

Strategic three-point program entitled "Roadmap 2012"

Ourobjective

"Hausbank" for private and corporate customers in Germany

Our strategy

We will focus: Create a "client-centric bank" with profitable core business areas

We will optimize: Scale down our credit business secured by mortgages

We will downsize: Maximize value through active management of downsize-portfolios

The challengewe face


Key features of SoFFin II

Cornerstones of SoFFin IIEquity injection of €10bn, thereof

€1.8 bn as shares

€8.2 bn as silent participation (conditions following SoFFin I) Condition for silent participation: German Government has to hold 25% + one share in new Commerzbank

CommitmentsSale of Eurohypo AG within about 5 years

Sale of other subsidiaries:Bankhaus Reuschel & Co. KG, Privatinvest Bank AG, Kleinwort Benson Private Bank Ltd., Dresdner Van Moer CourtensS.A., Dresdner VPV N.V., Allianz Dresdner Bauspar AG

Reduction of group balance sheet total from currently €1,045 bn to approx. €900 bn by 2012 and following sale of Eurohypo to approx. €600 bn

Acquisition ban until end of April 2012

(Non-) price leadership commitment

** SEB, KBC, SG, BNP, Deutsche Bank, Postbank, SCH, BBVA, Lloyds, Erste, Intesa, Unicredit* As of end-March; following Financial Market Stabilization Fund (SoFFin) II and silent participation of Allianz

Commerzbank's capitalization with a Tier 1 ratio of 10.2%* in upper third of peer group**


Overview of our new strategy

FOCUS

OPTIMIZATION

DOWNSIZING

Creation of a "client-centric bank" with profitable core business areas (Private Customers, Mittelstandsbank and CEE)

Ability to generate stable earnings by focussing on core business

Quick integration of Dresdner Bank and cost leadership

Substantial downsizing of investment banking and enhanced client-orientation

Concentrate on client-oriented services

Provide German-focused investment banking products and services with European footprint

Redimensioning our asset-based credit business (Real Estate and Public Finance)

Realign market leader Eurohypo

Retain healthy core business of CRE

Continue pursuit of downsizing strategy in public finance

Value maximization by active management of downsize-portfolios

Ring-fence structured credit products, exotic credit and "credit flow" (proprietary credit trading)

Actively manage portfolios in the Portfolio Restructuring Unit (PRU)


Our new structure

* Indicative derivation on the basis of a model for future capital management; calculation of group RoE on the basis of the sum of segment capital (not on the basis of shareholders' capital)** Composition of PRU as of 31.12.2008

FOCUS OPTIMIZATION DOWNSIZING

Mittelstands-bank

Private Customers

Corporates & Markets

CEE Other and consolidation

› Structured credit products**

› Exotic credit

› "Credit Flow" (proprietary credit trading)

The new Commerzbank

Real Estate and Public Finance

126-195N/A521028243CIRin %

337301002121583473RWAin € bn

-20-255-103619-382921Pre tax RoE*in %

-5,444-5,910-909709323-1,5918101,124Op. profitin € m

Total2008


Further expansion of customer franchise, especially in business with smaller corporate clients

Improvement of risk/return profile among mid-sized SMEs

Expansion of cross-border business (in- and outbound) –withdrawal from local foreign business

Financial institutions: leading provider for cash and trade services in Germany and one of the top 3 providers in Europe

Mittelstandsbank: Outlook within our Roadmap 2012… increasing profitability

Goal for 2012Initial situation in 2008Strong year in 2008 with results of around €1,124 m

Combined bank with largest SME portfolio in Germany and market shares, depending on customer segment of 6 - 20%

Financial institutions: holistic support for banks worldwide, specialist for challenging markets due to dense network of representations

43CIR (in %)

73RWA (in € bn)

21Pre tax RoE* (in %)

1,124Operating profit (in € m)

Pro-forma figures 2008

CIR (in %)

RWA (in € bn)

Pre tax RoE* (in %)

>1,500Operating profit (in € m)

Goal for 2012

* Indicative derivation on the basis of a model for future capital management; calculation of group RoE on the basis of the sum of segment capital (not on the basis of shareholders' capital)


Mittelstandsbank

Business clients/freelancer

< €2.5 m annual turnover

Own CRM by Private Customer segment

Independent branch structure

MNCs and Institu-tionalsclients

Defined multinational corporatesmainly of DAX- and MDAX

CRM by IB with separate model

Private Customers

Small corp.Win new customer to increase market shareOffering full product rangeSole advisor


Clear corporate customer segmentation based on size and product affinity

Mid-sized corp.Increase of wallet shareFull product range., incl. FE*Being a strategic partner

Large corp.Develop cross sellingProduct range also incl. IBBeing a strategic partner and product manager

Global playersSmall and mid-sized banks in advanced marketsBanks in emerging markets No. 1 provider forCash- and Trade Services forbanks in Germany and No. 3 in Europe Leading partnerfor banks in the Eurozone

Corporate Clients Financial Institutions

Inbound and outbound business with international corporate clients Generating additional revenues via identified market potentialsSelective implementation of our Large Corp business modelBeing with 15 locations in all important markets

InternationalCorporate Clients

Increasing degree of product-complexity

Standardized Solutions

IndividualSolutions

Enlargement of market shares driven by Dresdner acquisitionClear focus on regional support as well as a branch-oriented approachWide range of products, differentiated by customer needs

* Financial Engineering


~4% ~6% ~11% ~18-20% ~7% ~12%

Customerrelationships

Market share (gross income)

CoBa (old) CoBa (new)

SMEs(Turnover of €2.5-12.5m)

Mid-sized SMEs(Turnover of €12.5-250m)

Large corporate clients(Turnover of >€250m)

Expansion of customer relation-ships to increase the market share in this diversified segment

Selective expansion of customer relationships and increase in share of wallet

Already very high customer penetration; increase in share of wallet

Mittelstandsbank: First choice for small and mid-sized SMEs

CoBa (old) CoBa (new) CoBa (old) CoBa (new)

CoBanew

Double clients

DreBa old

CoBaold

CoBanew

Double clients

DreBa old

CoBaold

CoBanew

Double clients

DreBa old

CoBaold

55%

51%

-6%

100%

76%100%

43%-19%

-48%

100%78%

70%


Local sales unit

Sales unit for large corporates Commerzbank NEW

Expansion of branch network

No. of regional distribution units grow from 85 to 106additionally 44 local sales units

Large corporates serviced by 7 sales units (before 5)

Regional distribution unit Commerzbank NEWRegional distribution unit Commerzbank OLD

Expansion of branch network to optimise client coverageDomestic branch network

Sales unit for large corporates Commerzbank OLD

Densest branch network of all commercial banks in Germany

Setting an international focus

Coverage of important markets in Western Europe (9 locations) and Asia (6 locations)Restructuring of local business

Reliable partner for all international business with Germany


Risk provisioning a main challenge in 2009

Corporates Financial Institutions

Given restructuring competence in the group

Regular liquidity controlling and continuous portfolio reduction

Overall strongest economic downturn since the Great Depression, deep recession expected combined with a slow recovery in the second half (earliest)

In particular Germany with its dependency on foreign trade is affected

Strong increasing corporate insolvencies with the need to restructure single deals

The loan book on the Mittelstandsbank is well diversified with only few identified bulk risks*

GER

MA

NY

INTE

RN

ATI

ON

AL

Expected further charges in the banks´balance sheets driven by the worldwide economic downturn

Consequences due to decreasing country ratings reflecting the deterioration of countries especially in Central and Eastern Europe

Efforts to strengthen the collateral basis with single names

Consistent de-risking and reducing of the portfolio

Concentration on relevant relationship partners needed to support our customers´business

* Definition based on overall LaD, EaD, EL


Key Performance Indicators of Mittelstandsbank

Growth Step-up of revenues

Profitability Boost value adding loan business

Risk Increase quality of risk-volume

1.

2.

3.

Emphasize on commission generating products with low equity allocation, increase cross selling

Growth in the segment of smaller corporates

Stronger focus on risk-adjusted pricing

Positioning for further growth with higher risk-adjusted margins

Increase part of strong value adding products (ICLM, CMIB)

Force collateralization to decrease risk weighted assets

Reduce existing bulk risks


One bank with one brand for branch bank, combined customer base and product offering

No. 1 retail bank in Germany with closest customer proximity

No. 1 wealth manager in Germany with growing business especially with entrepreneurs

No. 2 in direct banking with strengthened position by expanded range of services

Top 3 in retail credit with lean production factory

Improved cost efficiency due to platform synergies

Private Customers: Market leader in Germany

Goal for 2012Initial situation in 2008In 2008 combined profit of over €800m

Two brands for branch bank

Separated customer bases of combined more than 11m customers

Two separated branch networks with more than 1.500 locations

Different product offerings, systems and processes

82CIR (in %)

34RWA (in € bn)


810Operating profit (in € m)


CIR (in %)

RWA (in € bn)

>30Pre tax RoE* (in %)

Operating profit (in € m)

Goal for 2012

≈



Private Customers: Quantum step in market presence

Branch network: Close to our customersNumber of branches

More than 11 m private customers in GermanyCustomers (in m)

Top 3 position in credit businessCredit volumes (in € bn)

Market leader in investment businessCustomer assets (in € bn)

* German customer base, total global customer base: 14,6m ** Estimate *** Excluding retail portfolio Eurohypo

1,540

HVB

Postbank

Deutsche Bank

New Commerzbank Target: ~ 1,200 branches

HVB**

Postbank Retail

Deutsche Bank

New Commerzbank

ING Diba

HVB

Postbank

ING Diba

New Commerzbank

Deutsche Bank*

~

HVB

Postbank

Deutsche Bank

New Commerzbank***

ING Diba

14.1

>11

~10

6.7

4.3

986

855

846

91

77

66

45

44

230

214

97

91

75

Source: Annual Report.2008


Deposits grew by more than 26 billion euros y-o-y

Number of retail clientsin `000

10.620 10.805 11.028 11.209 11.292

3.2912.7012.149

2.934 3.113

Mar`08 Jun`08 Sep`08 Dez`08 Mar`09

12,769

Clients in PC (without Allianz Banking clients)Clients in CEE

+14.2%

182 185195

206 208

Mar`08 Jun`08 Sep`08 Dez`08 Mar`09

+14.3%

Deposit volume 1)

in € bn

14,58314,32213,96213,506

1) Only retail and corporate customers



Client-centric business model for core clients of the bank (no "bank in the bank")

Efficient capital management and reduction of non-core capital intense businesses

Strong sales culture with cautious approach to risk taking

Building on CBC&M chassis enhanced with selected DKIB elements

Two trading-hubs strategy in Frankfurt and London

Corporates & Markets: Client business and risk reduction

Goal for 2012Initial situation in 2008Combination of very different units of customer-oriented Commerzbank and product-oriented DKIB

Global presence through multiple trading hubs

102CIR (in %)

58RWA (in € bn)

-38Pre tax RoE* (in %)

-1,591Operating profit (in € m)


CIR (in %)

RWA (in € bn)

>20Pre tax RoE* (in %)

Operating profit (in € m)

Goal for 2012



The new CBC&M is a client-focused investment banking house with ~ 1.7x revenues of C&M old

Goal 2012in € bn

CBC&M target business model


Client-centric business model for core customers of the bank (no "bank in the bank")

Efficient capital management and reduction of non-core, capital intense businesses, e.g., US, WE

Strong sales culture with cautious approach to risk taking

Building on CoBa C&M chassis enhanced with selected DKIB elements

Two trading-hubs strategy in Frankfurt and London

Excl. PRU

REVENUE

PBT

REG. CAPITAL

FTE

Multiples

C&M old

CBC&M new

2.2

0.9

3.0

~1,500-1,700

x1.7

x2.0

SoP*

x1.4

SoP*

SoP*

x1.4-1.5

* Normalized sum of Parts C&M old and DKIB


Expectation: CEE will exhibit far stronger growth than Western Europe and US once the global recession has come to an end

2009/2010: substantial risk reduction, focused cost-cutting, optimization funding – focus on profitable core business and efficiency gains

CEE: Portfolio optimization

Goal for 2012Initial situation in 2008Record result in 2008 with 10% increase vs. 2007;significant decline in profits in Q4 2008 due to financial market crisis

Substantial increase in loan loss provisions; risk-reduction measures taken at early stage show first results

Launch of efficiency programs

52CIR (in %)

21RWA (in € bn)


323Operating profit (in € m)


CIR (in %)

RWA (in € bn)

Pre tax RoE* (in %)

>350Operating profit (in € m)

Goal for 2012

≈≈



Goal for 2012 Initial situation in 2008

Real Estate and Public Finance: Value recovery and reduction of RWA

Broad coverage of more than 30 markets across the world

Growth strategy

Highly decentralized organization in Germany

Negative operating profit due to higher loan loss provisions and sub-prime write-downs

Generation of stable and predictable contributions to earnings/high RoEs not possible

Major impact of Lehman insolvency and Icelandic banks on portfolio

Holistic offering of financial services

Focus on Germany and Greece

Reduction in new business

Downsizing of portfolio to €60 bn by 2012

Reduction from more than 30 markets today to 10 markets

Target clients in Germany are professional real estate investors and developers from €15 m financing volume upwards

Strong redimensioning and increase in profitability/efficiencyDownsizing of portfolio to maximum €100 bn by 2010; decrease of new business

Funding ensured by ability of using assets as cover fund; refinancing at matching maturities

EUROHYPO (CRE)

PUBLIC FINANCE

SHIPPING


Real Estate and Public Finance:Substantial downsizing of portfolio and significant "de-risking"

RWAin € bn

Shipping

Real Estate**

Public Finance*

2012e2008

17

71

12

17

50

774

100 -25%

* Eurohypo (Public Finance) and other Public Finance** Eurohypo (CRE/ Retail) and other CRE (excluding shipping)


Goal

Portfolio earmarked for downsizing: Active management of €38* bn

Portfolio earmarked for downsizing

Structured credit(ABS, MBS, CDOs, Conduits)

Structured, exotic credit derivatives (Bonds, loans trading, indices, other)

"Credit Flow": loan trading

Not included

SLABS (Government wrapped student loans)

Leveraged Acquisition Financing

Client driven Conduits

Other positions

Comprehensive spin-off of all ABS-related and structured credit portfolios

Additionally all credit run-down portfolios from C&M (focus on core activities)

Systematic reduction of assets to ease pressure on P&L, separated from core operating business

No spin-off of individual assets from core business

Current total marketvalue of ~ €38* bn

* Composition of PRU as of Q1 2009


"Roadmap 2012" and objectives for the new Commerzbank

≈

≈

FOCUS OPTIMIZATION DOWNSIZING

Mittelstands-bank

Private Customers


CEE Other and consolidation

Real Estate and Public Finance

› Structured credit products

› Exotic credit

› "Credit Flow" (proprietary credit trading)

The new Commerzbank

<60CIRin %

<290RWAin € bn

>20>30Pre tax RoE*in %

>4,000>350>1,500Op. profitin € m

Total2012e


≈

-After tax RoEin % ≈12- - - - -


Our targets (1/3)

Targets for 2009 achieved to date Targets for 2009 to 2011 Longer-term targets

Completion of Dresdner Bank acquisition

Reconciliation of interests and social compensation plan for headquarters in Frankfurt

Recapitalization of the new Commerzbank (SoFFin)

New strategic orientation: "Roadmap 2012"

Integration process on time


Our targets (2/3)


Reduction in operating expenses significantly under €8 bn

Brand integration completed (Dreba and CoBa)

Return to profitability (break-even before SoFFin)

End-2010

End-2010

2011 at the latest

Planned reduction of silent participations subject to favorable market conditions 2011


Our targets (3/3)


>€4 bn in sustainable operating profit

RoE target after tax 12%

Reduction of RWAs to <€290 bn (before sale of Eurohypo)

2012

2012

2012


Appendix 1: Backup Mittelstandsbank


Transfer of our domestic relationship approach to Western Europe and Asia

Focus on cross-border business to support our core clients

74% of countries, German exports are going to, are covered by Commerzbank as well as 73% of import-related countries

Restructuring of local business

BarcelonaMailand

Wien

BrüsselLondon

Paris

Madrid

Amsterdam

Zürich

PekingTianjin

Tokyo

Shanghai

Hong Kong

Singapur

Western Europe

Asia

Focus on cross border and restructuring of local business

International

Reliable partner for all international business with Germany


Consistent leadership in financial institutions services worldwide

Full market coverage through network of Representative Offices distributed worldwide

State-of-the-art product range

Synergies through consolidation of locations

Financial Institutions

Sales Unit IAdvanced Markets

4 Locations

Sales Unit IICEE, Russia & CIS

13 Locations

Sales Unit IVMiddle East, Africa,

Latin America12 Locations

Sales Unit IIIAsia

11 Locations

Leverage our leading position in cash-and trade services in Germany and Top 3

providers in Europe


Indepth product know-how offered to our corporate clients…

Cash Management & International Business

(CMIB)

Financial Engineering(FE)

Payments (domestic and international)

Cash & Treasury Management

Documentary Business

Trade services

Investments

- Asset Management- Liquidity Management- Capital Markets (bonds,

structured products)

Risk management

- Derivatives- FX- commodities

Commission generating products

- Pension models (‘Zeit-wertkonten‘)

- Financing of pension obligations

Interest, Currency and Liquditiy Management

(ICLM)

Financing of current assets

Financing of capital investments (incl. Public allowances)

Financial Engineering (FE)

- Structured Finance- Mezzanine Finance- Management of receivables

Investment Banking provided by

Corporates&Markets

EXAMPLES

Equity Capital Market Solutions

Debt Capital Markets / Securitisation

M&A Advisory

Loans used as anchor products for sustainable customer relations


…and financial institutions

Cash ServicesMoving Money and Securities

Banking ProductsRaising Debt

Market ProductsHedging Risk

Trade ServicesFinancing Trade

Account Management

Commercial Payments

Clearing Services

Payment Enabling

Cheque Services

Direct Debit

EUREX Clearing

Custody Services

Banknote Services

Money Market

Bilateral Loan

Club Deal

Promissory Note (Schuldschein)

Syndicated Loan

Transfer Risk Exempt Loan

Bonds and other debt instruments

Islamic Financing

Asset Securitization

ICLM products

Precious Metals

Commodities

Proprietary Investments

Third Party Investments

Documentary collection

Letter of Credit –Business

Guarantee / Standby Letter of Credit

Supply Chain Financing

Buyers Credit

Forfaiting

EXAMPLES


Appendix 2: ABS Portfolio & Leveraged Acquisition Finance (LAF)


Charges on ABS Portfolio in Q1 2009

* Nominal figures not available, market values are used as a proxy** Markdown-Ratio = 1-(Market Value / Nominal Value)*** Includes drawn and undrawn back-up lines

DetailsThe Q1 2009 charges resulting from ABS portfolio are totalling €1.4bn; thereof €1.2bn as P&L effect and €0.2bn as effect on revaluation reserve

OutlookDue to further shift of financial market crisis to real economy and the weak fundamental situation more charges from ABS portfolio are expected for 2009

Further charges are expected from US CDO of ABS and RMBS (US and Non-US), CMBS and CDO Corporates as well as effects from weak monolinecounterparts concerning protected ABS assets

No significant losses expected with regard to conduit business21%-169-1,192-1,36141,49452,391Total

27%-176-1,192-1,36829,53940,254thereof critical portfolio

1%70711,95512,137thereof other ABS positions

0%0004,5314,531thereof critical portfolio

0%0006,1056,105thereof other conduits

44%-176-622-7989,19916,394thereof critical portfolio

3%7075,8506,032thereof government guaranteed

0%00010,63610,636Conduits***

N/A0-19-19850820CIRC

2%0-15-15584595Others (incl. Term Structures)

0

0

-169

Effect on revaluation

reserve

-64

-472

-622

P&L effect

Overview - ABS portfolioAs of March 2009

33%-79115,04922,426Secondary Market ABS

24%-47211,20014,675ABS Hedge book

-64

Q1-Charges

3,175

Market values

N/A3,239SIV – K2*

Mark-down-

Ratio**

Nominal values(in € m)


Secondary Market ABSDetails

Government guaranteed ABS constitute the largest sub-asset class with market values stable at €5.8bn

Loss drivers: US related assets, Non-US RMBS, CMBS/ CRE CDO and CDO Corporates; markdown ratios of the most critical classes US CDO of ABS and US RMBS currently stand at 75% and 74% respectively

OutlookFurther impact from US related positions expected for 2009 due to unchanged weak economic fundamental situation; other segments will also contribute to this development (e.g. CMBS, Non-US RMBS and CDO Corporates)

30%-80-93-1731,2521,783CMBS/CRE CDO45%-93-92-1851,1822,166CDO Corporates11%1-23-221,0561,192Consumer ABS12%-9-18-27701797SME CDO

20%-58-96-1542,3222,897Non-US RMBS

21%-47-17-641,1181,410Others-169

1091

7

Effect on revaluation reserve

-622

-88-195

0

P&L effect

33%-79115,04922,426Total

3%75,8506,032Government guaranteed

75%-1948343,304US CDO of ABS21

Q1-Charges

734

Market values

74%2,845US RMBS

Mark-down-ratio*Nominal values(in € m)

* Markdown-Ratio = 1-(Market Value / Nominal Value)

Breakdown of products & rating distribution – secondary market ABSAs of March 2009Market values in € bn

16%

4%

10%

63%

8%

BB&worse

BBB

A

AA

AAA

€ 15.0 bn


ConduitsDetails

Majority of exposure refers to own conduits Silvertower(53%) Beethoven (31%) and Kaiserplatz (12%). 4% refers to third party conduits

Main part of exposure consist of liquidity back-up lines for these conduits (94%), with the remainder stemming from credit enhancement provided by the two banks

OutlookNo losses occurred in Q1 2009 concerning Commerzbank conduits

No significant losses expected with regard to conduit business

0%000647647Equipment Leasing0%000493493Div. Payment Rights0%000566566Capital Commitments0%000524524Rated Securities0%000143143Consumer Loans

0%000984984Film Receivables

0%000721721Others0

000


0

000

P&L effect

0%010,63610,636Total

0%02,5312,531Corporate Loans0%02,6512,651Trade Receivables

0

Q1-Charges

1,376

Market values

0%1,376Auto Loans/Leases

Mark-down-ratio*Nominal values(in € m)

* Markdown-Ratio = 1-(Market Value / Nominal Value)** Includes drawn and undrawn back-up lines

3%

14%

18%

24%

42%

BB&w orse

BBB

A

AA

AAA

Breakdown by productsAs of March 2009Market values in € bn

€ 10.6 bn**


ABS Hedge BookMonoline asset classes As of March 2009Market values in € bn

DetailsMonoline portfolio stable. About 58% AAA-rated Non-US-RMBS

Non-Monoline hedge book increased due to new positions within a Total Return Swap transaction with a major bank

OutlookSituation and outlook concerning monoline industry has not improved

Dresdner is currently negotiating commutations of monoline-hedged positions. P&L effects possible

30 %0007381,057Corporate CDO70 %000136446Other ABS

Monoline asset classes

9 %000331365Non-US RMBS

55 %0-1-1219490CMBS/CRE CDO

10 %0-20-20614680Other ABS22 %0-74-74163208CMBS/CRE CDO

Non-Monoline asset classes

52 %000445921US CDO of ABS

19 %0-9-9261323US RMBS

0

000


-472

-15-277

-76

P&L effect

24 %-47211,20014,675Total

1 %-765,3975,475Non-US RMBS45 %-2771,9483,542US CDO of ABS

-15

Q1-Charges

948

Market values

19 %1,168Corporate CDO

Markdown-ratio*Nominal values(in € m)

* Markdown-Ratio = 1-(Market Value / Nominal Value)

Non-Monoline asset classes per Ultimo March 2009Market values in € bn

€ 9.3 bn

48%

0%

0%

0%

44%

9%

B & worse

BB

BBB

A

AA

AAA

€ 1.9 bn

0%

2%

1%

15%

76%

6%

B

BB

BBB

A

AA

AAA


CDA and Counterparty Risk from Monolines

Net counterparty risk from monolinesAs of March 2009in € bn

MtM(Recovery costs)

3.3

CDA

1.8

Development of Counterparty Default Adjustments1)

in € m

1.5

NetCounter-

party Risk

1) CDAs refering to monoline and non-monoline counterparts

9986

102

1,811

12/2005 12/2006 12/2007 12/2008

-13 16

1,709

2006 20072008

2,283

03/2009

472

2009YTD 1,750

533P&L Effect(positive figure = loss)

CDA-MonolinesCDA-Other

CDA total

DetailsM-t-M of derivatives is adjusted to the creditworthiness of the counterparty. The fair value of the derivative needs to be corrected through P&L. Main driver of the increase in Q1 2009 were increased market values of credit derivatives and widening spread curves concerning monolines.P&L effect of €529m refers to monoline counterparts, thereof €453m ABS. The overall gross P&L impact of €529m is partly offset by a release in CDA-adjustments of €57m from non-monoline counterparts (mainly driven by increases in the own credit spread). Thus, net P&L-Impact is €472m.

OutlookFurther P&L impact in 2009 is expected due to restructuring of monolines and / or widening spread curves.

CDA-ratio formonoline

positions at 53%


Portfolio detailsAs of March 2009Market values in € bn

DetailsK2 portfolio decreased due to the termination of liquidity reserves and netting of CDS positions respectively

ABS assets have good quality with 98% currently being investment grade rated

OutlookFurther reduction of K2 portfolio in case of favourable market development

Forced liquidation is not planned

0--


-0.1--

P&L effect

N/A-0.13.23.2Total

N/A-2.8ABSN/A-0.4Non-ABS

Q1-Charges**Market values Markdown-ratioNominal values*(in € bn)

* Nominal figures not available, market values are used as a proxy** P&L effect reflects changes of Net Asset Value (NAV) that is calculated as market value of the assets minus present value of the senior and mezzanine liabilities

Structured Investment Vehicle (SIV) – K2

€ 3.2 bn

2%

2%

91%

5%

BB and below

BBB

AA

AAA

12%

33%

14%

41%

BBB

A

AA

AAA

Ratings of Non-ABS Assets

Ratings of ABS Assets


€4.8bn

LAFportfolio financing

Leveraged-Loan-CIRCsUnderwriting

Final Hold

7.2

3.8

1.0

0.8

1.6

Italy6%

France4%

The Netherlands5%

UK22% Belgium4%

Rest of Europe15%

Germany 33%

USA11%

Regions

Overall portfolio with focus on Underwriting / Final Hold PortfolioAs of March 2009Exposure at Default in € bn

Daten zu aktualisieren

auf März 2009

Portfolio details*

In Q1 2009 significant specific charges could beavoided in the final hold and underwriting bookthrough active risk managementand close customer contact.

The reduction in volume in the underwriting book issubstantially due to the transfer of transactions to the default portfolio (specific provisions per 12/2008 were made).

In Q1 2009 two CIRCs were restructured / unwoundwithout a loss. Volumes and risk could be reducedsignificantly as a result. Six transactions are still outstanding.

OutlookDue to the high gearing ratios of the companies in the portfolio, they are especially vulnerable to a recession.

In direct LAF business this can lead to furtherburdens on revenues due to specific provisions.

Potential losses concerning CIRCs have beenlimited due to de-risking measures.

For the portfolio financing, downratings, restructurings as well as losses from individualtransactions cannot be excluded.

Leveraged Acquisition Finance (LAF)

* excluding default portfolio


Appendix 3: Update on Integration


The lead has been taken: full commitment to integration within the entire Bank

Integration cultivates advantages - both banks complement each other strategically (product portfolio, franchise) to create Germany's leading customer bank

EUR 5 bn in cash synergies have been identified for implementation (tbd exceeded)

Integration slated to progress at high speed

Integration: "Growing Together" project running on schedule and making good progress

Dresdner Bank transaction complete – merger finalized on May 11, 2009

Synergies identified



Integration cultivates advantages - both banks complement each other strategically

Commerzbank

6 million private customers in Germany

3 million private customers in CEE

820 branches in Germany

7% market share in German Mittelstand

Dresdner Bank


720 branches in Germany

6% market share in German Mittelstand

New Commerzbank


3 million private customers in CEE

With 1,200 branches the largest branch network in Germany (medium-term plan)

11 - 13% market share in German Mittelstand


Cost synergies identified

Planned development as of May 8, 2009 compared with Sept. 1, 2008

Planned development as of May 8, 2009 compared with Sept. 1, 2008Planned development for Sept. 1, 2008Planned development for Sept. 1, 2008

0

10

20

30

40

50

60

70

80

90

100

2009

44%

2010

82%

2011

100%

2012

%

Cost synergies up ~10% on due diligence; Realization on schedule

0

10

20

30

40

50

60

70

80

90

100

2009

45%

2010

84%

2011 2012

%111%


100% acquisition

Jan 12, 2009


Phase I:Integration preparation

Phase II: Preparation for integration implementation

Phase III:Integration implementation

MergerMay 11 2009

( )

IT Migration Q4 2010

Beginning of implementation

Q3 2009

› Goals for the new Commerzbank

› Business model/strategy› Organization› Core processes› Synergies/business case

› Preparation for IT implementation

› Technical requirements› Technical design› IT concept

› Works council negotiations› Headquarters - already

negotiated› Region (planned for summer

2009) › Detailed integration planning

› Implementation in target structure

› IT implementation› Target model: CB platform› Reduction of complexity:

significant reduction of IT costs

› Implementation of synergy measures

( )

Employee committee negotiations for headquarters concluded early


Disclaimer

Department

This presentation has been prepared and issued by Commerzbank AG. This publication is intended forprofessional and institutional customers

Any information in this presentation is based on data obtained from sources considered to be reliable, butno representations or guarantees are made by Commerzbank Group with regard to the accuracy of the data. The opinions and estimates contained herein constitute our best judgement at this date and time, and aresubject to change without notice. This presentation is for information purposes, it is not intended to be and should not be construed as an offer or solicitation to acquire, or dispose of any of the securities or issuesmentioned in this presentation

Commerzbank AG and/or its subsidiaries and/or affiliates (herein described as Commerzbank Group) mayuse the information in this presentation prior to its publication to its customers. Commerzbank Group or itsemployees may also own or build positions or trade in any such securities, issues, and derivatives thereonand may also sell them whenever considered appropriate. Commerzbank Group may also provide bankingor other advisory services to interested parties

Commerzbank Group accepts no responsibility or liability whatsoever for any expense, loss or damagesarising out of, or in any way connected with, the use of all or any part of this presentation.

Copies of this document are available upon request or can be downloaded fromwww.commerzbank.com/aktionaere/index.html


Jürgen Ackermann (Head of IR)P: +49 69 136 22338M: [email protected]

Sandra Büschken (Deputy Head of IR)P: +49 69 136 23617M: [email protected]

Michael KleinP: +49 69 136 24522M: [email protected]

Wennemar von BodelschwinghP: +49 69 136 43611M: [email protected]

Ute Heiserer-JäckelP: +49 69 136 41874M: [email protected]

Simone NuxollP: +49 69 136 45660M: [email protected]

For more information, please contact Commerzbank´s IR team:Stefan PhilippiP: +49 69 136 45231M: [email protected]

Karsten SwobodaP: +49 69 136 22339M: [email protected]

www.ir.commerzbank.com

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