Union Bank of Nigeria Plc, H1 2012

Facts Behind the Figures

Funke OsiboduGroup Managing Director/Chief Executive

Outline

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1 Overview of UBN

2Branch Footprint3

The Group- Business Divisions & Subsidiaries

4Our Transformation Journey So far…5

6 UBN Historical Performance

Rescue and Reposition Strategy

7 UBN Ratios

8 H1 2012 Results & Position Assessment

9 New Core Investors, Board & Management

10 Going Forward Strategy

Overview Of UBN

–Established as Colonial Bank in 1917; later acquired by and re-named to Barclays Bank in 1925; became Union Bank of Nigeria in 1979

–Listed on the Nigeria Stock Exchange in 1971

–Has the third largest branch network in Nigeria with 349 branches

Key strengths

–Iconic, trusted household brand

–Low cost and stable deposit base

–Pan Nigerian branch network

–Banks most of the largest and prominent domestic corporates in Nigeria

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Business Divisions

4

Corporate Banking Corporate Banking

UBNUBN

Retail BankingRetail Banking

Asset ManagementAsset Management Other Group Companies

Other Group Companies

InsuranceInsurance

Treasury & Investment Banking

Treasury & Investment Banking

8 Subsidiary Entities/4

Associated Companies

8 Subsidiary Entities/4

Associated Companies

UBN Subsidiaries

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UBN subsidiaries include:

UBN has requested for regulatory forbearance with compliance with CBN Regulation 3 of 2010 that

restricts the scope of banking activities

This is to allow for the input of core investors given the ongoing ownership and board changes

S/N Subsidiary Nature of Business

1 Union Bank, UK Commercial Banking

2 Union Capital Markets Stock brokerage & Investment Banking

3 Union Homes Savings & Loans

Mortgage Banking

4 Union Trustees Trusteeship & Asset Management

5 Union Assurance Company Insurance

6 UBN Property Company Real Estate Development & Facility Management

7 Union Registrars Registrars

8 Union Pensions Pension Custodian

UBN Branch Footprint

UBN’s far-reaching network of ~350(1) branches that caters for both rural and sub-urban regions in Nigeria gives it a competitive advantage

– The bank has a concentration of branches in the South West, the economic hub of Nigeria

– With banking sector reform and current competition in the financial sector, the size of UBN’s branch network will be difficult to replicate

Extensive Distribution/ Branch Footprint(1)

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Union Bank Branch Network

Note (1) Excludes branches associated with Union Homes, UBN’s mortgage business

Union Bank Then (What went wrong?)Weak Corporate Governance and

Absence of dynamic Management

Weak Risk Management Framework &

Systems

Weak internal controls combined with poor financial

controls

Manual processes and inadequate

technology support

Aging work force and decaying branch infrastructure

Operational Losses

High Cost to Income Ratio

Large Portfolio of Non-performing

Loans

Un-reconciled GL balances

Declining Market Share in core areas

of business

Low contribution of Subsidiaries to

Group Profitability

Low Staff Productivity compared to Competitors

Increasing Number of Loss Making

Branches

Low Fee Income Compared to Competitors

Over concentration of loan portfolio on downstream oil and

gas companies

• CBN intervened on August 14 2009, replaced the Executive Management Team and appointed a five-man team largely

made up of professionals with strong and versatile experience to stabilise and recapitalise the bank.

• The Central Bank of Nigeria’s made an initial $800mm cash injection (in the form of a 7-year, 6% note) into UBN in

2009 to stabilize the institution, and contain the liquidity crisis. This has since been repaid

• CBN guaranteed all inter-bank placements and foreign lines of credit to ensure continued confidence in the banking industry

• Engagement of KPMG to undertake diagnostic review of Union bank and all its subsidiaries to independently

ascertain issues in the bank and set the context on identified lapses

• Set up of Asset Management Corporation of Nigeria as a resolution vehicle to buy non-performing loans of banks and provide support in recapitalising the bank to encourage private sector interest in the banks

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Management Team

Funke OsiboduGroup Managing DirectorOver 30 years experience

in the banking sector

Philip IkeazorDirector

Corporate, Investment Banking and Treasury

Over 21 years experience in the banking sector

Adekunle AdeosunDirector

Commercial & Retail Banking, South

Over 23 years experience in the banking sector

Ibrahim KwarganaDirector

Commercial & Retail Banking, North

Over 25 years experience in the banking sector

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Internationally experienced team with extensive experience with various multinational corporates

Excellent performance of the team over the last 3 years resulting in the Managing Director being ranked amongst the top 50 world business women by the Financial Times Review

Create a new bank that leverages the strengths of the old bank and create a merit-driven organization

Clean up the books

Wind down the old bank in a safe & structured manner

‘Close the Tap’

Union Bank ‘Reloaded’ – The New Union Bank

Aug 09– Dec ‘09 Jan ’10 – Dec‘10 Jan’11 – Dec ‘12

Turn Bank intoprofitability

Commence medium term strategic renewal for sustainable growth

Reposition the Bank for Growth

Rescue and Repositioning Strategy

Repositioning the Bank for Growth

Aggressive, structured and focused marketing and sales approach to a well segmented customer base

Operational Efficiency

Risk Management

Financial Strategy

Capacity Building

Leveraging scale, technology, superior business processes and cost to drive down the cost to income ratio

Reducing loan losses on a sustainable basis and deploying a robust enterprise risk framework

Producing accurate and reliable financial information and developing a more strategic approach to economic strategy and forecasting to improve revenue and profit

Increase workforce productivity through improvements in employee skill set, deployment and attitude

Selling and Marketing

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Credit and Credit Infrastructure

Performance Improvement

Systems and MIS Infrastructure

Process & Systems(cont)

Human Capital (Culture and Key Hires) and

People Management

Centralization of Credit Review/Approval

Cleansing of risk assets portfolio

Rigorous credit documentation requirements

Credit Risk Management transformation

Development of market risk and operational risks disciplines

Started the implementation of Enterprise Risk Management Systems

Improved proportion of profitable branches from 66% in September 20102 to 76% as at July 2012

Improved mobilization of low cost deposits

Enhanced branch leadership and accountability

Adopted alternate channels to service customers (eg. ATMs

Established 70 flagship branches

Plan to upgrade to Flexcube UBS

Phased renovation of branch infrastructure; starting with “flagship” branches

Significant reduction in number of reconciling items and unproofed GL accounts

Implementation of cost management initiatives to drive operational efficiency and reduce cost to income ratio, including group shared services

Tech investment: infrastructure, real-time treasury, risk mgmt

Maintained clean balance sheet; no off- balance-sheet credits

Contractor rational-isation and spending moratorium

Process & IT re-engineering

Shifted back office to front-office from 60/40 to nearly 40/60

Strategic hiring in key areas

Staffing realignment with emphases on business development and customer relationship management

Merit-based performance management

Rejuvenation of workforce. 1500 staff left and 600 joined the bank

Senior Management engagement with Union

Key Accomplishments During the Rescue & Reposition Phases (2010-2012) & Major Strategic Thrusts to Sustain Them In The Long Term

The Brand

Considered a first generation bank, UBN is one of Nigeria’s oldest and largest commercial banks by assets and size

– Viewed as a national asset/household name in Nigeria

– Strong brand recognition and a loyal customer base

– Customer base mostly made up of people who have grown and stayed with the bank

– Retained significant brand equity despite recent challenges

In order to maintain and grow the customer loyalty and brand recognition enjoyed by the bank, a rebranding drive has been initiated to make the brand more visible

– Post the rebranding exercise, the internal transformation of the bank is also being evidenced externally

The New UBN

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OUR NEW LOOK (Cont’d)

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UBN Historical Performance12 months 9 months 12 months3/31/2009 12/31/2009 12/31/2011N’million N’million N’million

Gross earnings 129,182 97,387 66,492   

Interest and similar income 104,865 72,832 53,235Interest and similar expense (37,565) (45,331) (31,264)Net interest income 67,300 27,501 21,971

   Fee and commission income 24,317 24,555 9,748

   Net fee and commission income 24,317 24,555 9,748

   Operating income 91,617 52,056 35,228

   Operating expenses (64,288) (56,793) (71,976)

   Profit/(Loss) before provisions, prior year items & Exceptional Items 27,329 (4,737) (55,277)

Prior year items 2,421 (2,421) -Provision for losses on risks assets/employee benefits/others (96,668) (278,212) (59,712)Profit/(Loss) before taxation (66,918) (285,370) (114,989)

UNION BANK-FUNDING & LIQUIDITY

• The liquidity ratio has remained well above the regulatory requirement .• Above is a graphical representation of UBN’s Liquidity ratio trend between June 2011 and June 2012

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20.00

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100.00

120.00

LIQUIDITY RATIO Benchmark

LIQUIDITY RATIO

Diversified Loan Portfolio

% by Industry, FY2009, FY2011 and H1 2012

UBN’s loan portfolio has become more diversified– Oil & Gas, which made up a significant portion of loans in 2009 has declined from 30%

to 10% at H1 2012

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30% 23%

15%

3%

12%

10%

11%

14%

10%

6%

6%

33% 26%

2009 2011

Others

Communication

Real Estate

Agriculture

General Commerce

Manufacturing

Consumer Credit

Finance & Insurance

Oil & Gas

2009 2011 JUNE 2012

Pre-Intervention StatusDeclining market share in core areas of the

businessWeak financial position:

High NPL ratio > 40% Weak liquidity Capital deficiency with CAR of -9.51% Low level of branch profitability Huge number of un-reconciled GL balances High operational expense profile Weak internal controls

Decaying branch infrastructureWeak corporate governancePoor risk management practicesAging workforcePoor financial control Subsidiaries not leveraging Group synergy to

drive value creation

Post-Intervention StatusQuality growth in market share and

profitability Strong financial position:

Low NPL ratio @ 5% Strong liquidity Solid capitalization with CAR of 20.79% Increased number of profitable branches Books significantly reconciled Improved system of internal controls Significantly reduced cost profile

Improved bank infrastructureStrengthened corporate governanceSignificantly improved risk management

practicesYounger workforce emerging Improved financial accountabilityAccountable Subsidiaries

Rescue and Repositioning Strategy - Outcome

Half Year 2012 Results

Group Bank Group Bank CommentaryStatements of Comprehensive Income  Unaudited Results Unaudited Results

In millions of Nigerian Naira6 months to 30/6/2012

6 months to 30/6/2011

Interest income 44,382 39,126 50,633 46,189 Slight reduction in interest income is primarily due to lower yields on average earning assets following migration from risk assets to government securities in 2012

Interest expense (9,673) (7,903) (16,679) (15,544)Significant reduction in interest expense is due to exit from

expensive funding sources following recapitalization in 2011Net Interest Income 34,709 31,223 33,954 30,645 Net fee and commission inicome 7,314 6,619 6,285 5,324 Net trading income 2,574 1,746 2,473 1,426 Other operating income 3,027 1,891 7,116 6,704   12,915 10,255 15,874 13,454 Underwritting Profits 702 - 1,313 - Net Premiums from insurance contracts 702 - 1,313  Operating income 48,326 41,479 51,141 44,099

Net impairment gain/(loss) on financial assets

(1,274) (1,359) (44,950) (45,369)

Huge reduction in impairment charge reflects improved quality of risk assets portfolio following sale of NPLs to AMCON

Personnel expenses (19,826) (17,261) (17,033)

(14,482)

Depreciation and amortisation (2,507) (2,108) (2,756)

(2,414)

Other operating expenses (12,260) (10,957) (47,979) (47,513)Reduction in other operating expenses is due to a non-

recurring other operational provisions of N37 bn in 2011  12,460 9,793 (61,577) (65,679)

Profit/Loss before income tax 12,460 9,793 (61,577)

(65,679)Income Tax 3,678 3,758 21,280 21,669 Profit/Loss for the Period 16,139 13,551 (40,297) (44,010)

Current Position Assessment of UBN

    Rating  

Assessment Criteria  1  2  3  4  5 Rating Justification

C Capital Adequacy         Capital Adequacy Ratio stood at

20.16% as at June 30, 2012

A Asset Quality    

   Asset quality is good post sale of NPLs

toAMCON

MManagement Quality

        Strong management team, and will be

augmented in several key areas.

E Earnings        

Earnings are positive and growing quarter on quarter on account of increased earning assets and better portfolio quality following sale of NPLs to AMCON

L Liquidity     The bank has been a net placer of

funds in the interbank market since its recapitalization

Key:1 – Excellent; 2 – Good; 3 – Satisfactory; 4 – Poor; 5 – Unsatisfactory 19

Recapitalisation through Core Investor led Strategy

Due diligence by prospective investors commenced in early 2010: African Capital Alliance (ACA) investment consortium emerged as Preferred Core Investor

Proposed capital injection was $500million Tier 1 and $250million Tier 2

ACA consortium - now Union Global Partners Ltd - holds controlling interest in UBN: African Capital Alliance

Standard Chartered Private Equity

ABC Holdings Group

Corsair Capital

FMO Netherlands

Richard Chandler Corporation

A newly reconstituted board, reflecting the change in ownership of the bank, has commenced charting a course for the new Union Bank that will build upon, and complement, the stabilizing actions taken after the intervention

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Although UGPL’s investment took place in 3 phases, full recapitalisation was achieved in December 2011 through AMCON’s investment to:

bring net asset value to zero, &

Provide equity bridge of $299.5m to UGPL, which was fully taken up by UGPL in July/September 2012

As promised to shareholders, Rights Issue was attempted (without success) by the Bank, but with no impact on full capitalisation

Post recapitalization, the UBN Board was reconstituted

Full recapitalization accomplished in December 2011 with an AMCON bridge

UGPLAMCON

UBN Holding Company

Current Shareholders

20% 2) 65%(5year lock up) 15%

100.0%

UBNOther

Subsidiaries/Associates

100.0%

September, 2011 (USD200.5m)

African Capital Alliance

Standard Chartered PE

African Development Corporation

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March, 2012 (USD397m)

Corsair Capital

FMO

Inter-Private Equity

Partner Re

African Capital Alliance

July/September, 2012 (USD500m)

Richard Chandler Corporation

African Development Corporation

Consortium Members

Consortium Member Brief Profile Value Add

Founded in 1997, ACA is a leading independent private equity firm investing in West Africa (principally in Nigeria and the Gulf of Guinea)

Local presence and knowledge Broad local network

Private equity arm of Standard Chartered Bank Plc

USD4.2 bn principal investments to date Has invested USD400 mn in Africa since

2008

Access to know-how from one of Africa’s leading banks

Significant risk management expertise which will be brought into UBN

Financial services group focussing on the banking, insurance market and payment solutions in SSA. In addition, ADC is part of the German ABL group of companies which has total AUM/administration of EURO€6.8bln (US$8.5bln

African financial services operational capability through ABC Holdings Limited

Experience in bank turnaround in SSA

RCC

A multi-billion dollar international investment group with Head office in Singapore since 2005, with satellite offices in India, Indonesia, Kenya & Egypt

Good partner for sponsoring shareholder group

Investor with significant experience in developing economies

Highlights the importance of building book value per share as a key performance metric

Private Equity

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Consortium Members

Committed Consortium Member

Brief Profile Value Add

One of the longest standing private equity firms focused exclusively on investing in the global financial services industry

Corsair invests exclusively in financial services and has over $2.5b in assets under management

International PE fund that is specialised in the financial services sector with rich banking industry expertise

Excellent in turnaround strategy and operational efficiency capability

FMO is a leading DFI in developing countries and is one of the largest bilateral private sector development banks worldwide. FMO has a AAA rating from Standard and Poor's.

Expertise in international governance, controls, Enterprise Risk Management

Experienced using sustainable environmental, social and governance (ESG) practices to drive strong financial results and long-term viability

Highly regarded by regulators

Committed Tier 2 Debt Provider

Brief Profile Value Add

OPIC is the U.S. Government’s development finance institution. It is an independent agency of the United States Government that mobilizes U.S. private sector investment in new and emerging markets in order to support sustainable economic development of those markets

Since its establishment in 1971, OPIC has financed more than 4,000 projects providing USD188 billion of investment in emerging markets.

OPIC commitment reflects confidence in Nigeria and the Consortium to successfully transform UBN

OPIC is providing the USD250m Tier 2 loan investment in UBN

OPIC performed significant due diligence and, based on that diligence, committed to the largest U.S. governmental agency loan in Nigeria

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Current Board & Management Highly Experienced

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Grade Number Cumulative Years of Experience

Average Years of Experience

Key Institutions Prior to Joining Union Bank

Executive Directors

4 (new GMD and additional

EDs expected)

118 29.5 NAL Merchant Bank Ltd, Continental Merchant Bank Ltd (Former Chase Merchant Bank), Nigeria Int’l Bank Ltd (Citibank)MBC Int’l Bank Ltd, Ecobank Nigeria LtdEcobank Transnational Inc, FBN Merchant Bankers LtdFirst Bank of Nigeria Plc, Nigerian-American Bank LtdUnited Bank of Africa Plc, Ecobank Kenya LtdBankers Trust Company New York, National Bank of Nigeria Ltd

Non Executive Directors

5 (more additions expected)

187 37.4 Arthur Anderson & Co., African Capital AllianceMinistry of Industry (Minister), Nigeria Economic Summit GroupNigeria Industrial Development Bank (now Bank of Industry)National Insurance Corporation of Nigeria, Nigerian National Petroleum Corporation, Kaduna Refining & Petrochemical Co.Nigerian Reinsurance Corporation, Goldman SachsVirgin Management Ltd, Virgin Nigeria AirwaysStandard Chartered Private Equity

Assistant General Managers, Deputy General Managers, &General Managers

53 & growing 1,444 27

UBA, FIRST BANK, SPDC, ECOBANK, MBC INTBANK, CITIBANK, STANBIC IBTC BANK PLC, GTB, BRITISH AMERICAN TOBACCO, PHILLIPS CONSULTING, ZENITH BANK, KPMG, FITC, FCMB, ACCESS BANK

Managers & Senior Managers

269 and growing 6,998 26

PRICEWATERHOUSE COOPERS,ASSOCIATED DISCOUNT HOUSE,DIAMOND BANK, FIRSTBANK, UBA, KPMG CONSULTING, AKINTOLA WILLIAMS DELOITTE,NIGERIAN BOTTLING COMPANY, GLOBACOM LIMITED,ROYAL BANK OF CANADA,ACCESS BANK,FCMB,BP Oil UK

Current New Non-Executive Directors

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Dick Kramer(OFR) – Chairman – Chairman of African Capital Alliance. Came to Nigeria 34 years ago to launch Arthur Andersen & Company as Managing Partner. He trained in Accountancy and earned an MBA from Harvard Business School before joining Arthur Andersen in 1958. Mr. Kramer continued in Nigeria to consult, invest and continue community service activities including at the Nigeria Economic Summit Group (NESG); the Harvard Business School Association of Nigeria (HBSAN); the Lagos Business School; and the American Business Council. He has been honoured with many prestigious awards, including the national merit award of Officer of the Order of the Federal Republic (OFR); the Zik Prize in Leadership; and Institute of Directors award for Entrepreneurship.

Dr. Yemi Osindero is the Head of West Africa Private Equity of S tandard Chartered Private Equity. He co-founded Virgin Nigeria Airways in 2005 and was Chief Operating Officer and member of its Board of Directors. His experience spans investment banking, financial advisory, M&A initiatives, and strategy at global firms like Goldman Sachs, Virgin Group, Hawkpoint Partners Limited , etc. He holds a B.Eng. (First Class Honours) in Chemical and Bioprocess Engineering from University of Bath, UK; and a Ph.D in Chemical Engineering from the same university. He has played a number of leadership roles, including at the Board of Airline Representatives (BAR) in Nigeria and the Presidential Committee on Ticket Pricing, among others.

Dickie Agumba Ulu is a management expert with over 30 years of professional/industrial experience. He trained at various times in the UK in Marketing/Insurance; Risk Management; Human Resource Management and Organisational Designs. He was General Manager, UK, Nigeria Reinsurance Corporation, London; Managing Partner at DKU Associates, London; and Special Assistant to the Presidential Adviser on National Orientation and Public Affairs, among others. He had also undertaken many national assignments, including Chairman, Presidential Review Committee on Streamlining the Functions of Nigerian Film Corporation and the National Films & Video Censors Board;

Chief Dr. (Mrs.) Akande (OON) studied Accountancy at the University of North London. Completed her postgraduate programme at the Harvard Business School, Boston, USA and also attended management courses at both Oxford University, United Kingdom, and Institute for Management Development in Lausanne, Switzerland. She was the first woman honourable minister of industry in the Federal Government of Nigeria in December, 1997. At various times, Chief Mrs. Akande was a director of both the National Insurance Corporation of Nigeria, (NICON), and Nigeria Industrial Development Bank (NIDB). She was bestowed with the national honour of Officer of the Order of the Niger (OON) in 2003. She was appointed to the board of Union Bank in 2008

Engineer Mansur Ahmed holds a first degree in Mechanical Engineering from Nottigham University and a Masters degree in Industrial Engineering and Administration from Cranfield University. He also holds a postgraduate certificate in Investment Appraisal and Management of the Harvard Institute of International Development. He started his working career as a Research Assistant with Epsom Research Laboratories, UK and later returned to Nigeria where he joined the Ahmadu Bello University as an Assistant Lecturer in the Department of Mechanical Engineering. He has worked in the Manufacturing industry in companies such as Dunlop Nigeria Industries Limited, Bgauda and Kaduna Textiles Limited. He is currently the Director General of the Nigeria Economic Summit Group (NESG). He joined the Board of the Bank as Non- Executive Director in 2007.

The next phase of transformation is under the incoming Group Managing Director - Emeka Emuwa

This is a going forward journey, building upon the successes thus far delivered and based upon the core principles of:

Creating a client-driven institution serving customers through competitive and innovative products supported by positive customer experiences

Investing in top-tier people, efficient processes and scalable systems and infrastructure

Instituting holistic risk management strategies supported by underlying infrastructure to enable prudent growth

Going Forward

New Executive Management Team- November 2012

Emeka EmuwaGroup Managing Director –

Designate

Philip IkeazorDirector

Corporate, Investment Banking and Treasury

Over 21 years experience in the banking sector

Adekunle AdeosunDirector

Commercial & Retail Banking, South

Over 23 years experience in the banking sector

Ibrahim KwarganaDirector

Commercial & Retail Banking, North

Over 25 years experience in the banking sector

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Near Term strategy Near Term Strategy Long-Term Strategy

Quality growth of risk asset portfolio

– Focus on priority sectors of the economy

– Adopt best credit risk management practices

Strengthen Nigerian Franchise

– Build capacity in key areas

– Increase wallet share of customers’ business to grow fee-based income

– Optimize branch network architecture and enhance group synergy

– Deepen customer relationships

– Extend product offerings

Continue reengineering of operational processes for improved efficiencies

– Utilize Shared Services, where appropriate, to reduce operating cost

– Reinforce operational risk management practices

– Upgrade IT and physical infrastructures, including branches to improve customer service delivery

Accelerate rollout of i Union strategic initiatives

– Leverage cashless and financial inclusion policies to deploy mobile banking products to the unbanked

– Deepen awareness of bank’s suite of e-Business products to enhance bank’s capacity to serve existing customers via alternative channels

Become top 5 most profitable financial institution group in Nigeria

Leverage group synergy to transform strategic subsidiaries

Improve customer service delivery by adopting best practices and upgrade infrastructure

Increase share of wallet of existing customers to boost fee-based income

Leverage technology and e-Business platform to improve cost/income ratio

Near-term and Long-term Strategy

New executive management installed by the CBN were successful over past three years in Rescuing & Repositioning the bank through: addressing the issues that led to CBN intervention in the bank redirecting the credit infrastructure and operational infrastructure, rebranding the bank improving the customer service and customer base rejuvenating existing work force whilst also injecting a new breed of talent.

Amcon provided the facility to clean up the bank’s toxic assets and bridge the capital formation system

At the same time, working alongside the Central Bank capitalization plan for the bank, Union Global Partners Limited, a consortium of strategically aligned group of investors, completed it’s USD$500m recapitalization in September 2012.

Union Bank Group is now back in profit and progressing well The new journey of transformation going forward will result in an institution that

will create lasting value for all key stakeholders

Conclusion

OUR REALITY

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Thank You