Ubs Group Ag · SIX:UBSG
Ubs — UBS Best of Switzerland conference 2024
21 slides from Ubs's conference presentation, Sep 11, 2024
Slide 1: Executing with momentum and delivering for our clients in Switzerland
UBS Executing with momentum and delivering for our clients in Switzerland UBS Best of Switzerland conference Sabine Keller-Busse President Switzerland and Personal & Corporate Banking 11 September 2024
Slide 2: Key messages
Key messages We have stabilized Credit Suisse’s client franchise and funding situation, and are executing the integration of the Swiss business with discipline We are taking targeted actions to remain a reliable partner to the Swiss economy and our clients, and to restore sustainable profitability l
Slide 3: A cornerstone of the Swiss economy
A cornerstone of the Swiss economy >160 ~30% years of history of UBS Group revenues and equity! #3 ~350bn private lending volume to Swiss employer clients, 30.6.242, CHF >50m 10x in annual sponsorships Switzerland’s across education, sport Best Bank? and culture, CHF A stable and reliable partner an
Slide 4: UBS stepped in at a time of need
UBS stepped in at a time of need Profit before tax! CS Swiss Bank, CHF m SNB policy rate +250bps 477 470 ex - (45%) 408 387 1Q21 2Q21 3Q21 4Q21 1922 2Q22 3Q22 4Q22 1Q23 2Q23 Client consideration of CS? among CS clients Customer deposits CS Swiss Bank, CHF bn r— 87%) r— (41%) 153 83% 97 49% 2Q22 2023
Slide 5: Our strength and focus allowed us to stabilize CS's client franchise
Our strength and focus allowed us to stabilize CS’s client franchise 84% +26% top talent retention?, CS client consideration of UBS4, December 2022 vs. December 2023 July 2024 vs. July 2023 ~30bn increase in customer deposits', June 2023 - June 2024 87% +25% asset retention for departing client advi
Slide 6: We are executing on our integration plans with discipline
We are executing on our integration plans with discipline #19.3.23 ® 30.8.23 announced 1.7.24 completed CS merger decision to integrate Swiss bank merger announcement — CS Swiss business Full execution under target operating model and Client migration in Preparation for client migration waves perati
Slide 7: Aligned CS Swiss Bank's organizational setup to UBS's, focusing on client needs
Aligned CS Swiss Bank’s organizational setup to UBS’s, focusing on client needs Illustrative Credit Suisse Swiss Bank UES We have transferred businesses from Credit Suisse’s Swiss Bank HNWI" —w GWM to the business divisions in which clients can be best served , We are leveraging our global expertise
Slide 8: Maintaining our position as leading Swiss personal and corporate bank
Maintaining our position as leading Swiss personal and corporate bank UBS Group PBT IB UBS and CS combined P&C 16% >99% of CS client relationships 28% and lending exposure remain AM 9% within our strategic focus 46% GWM Personal Banking >3m ~1/3 clients Swiss households served Corporate and Institut
Slide 9: Personal clients will benefit from even better services and digital capabilities
Personal clients will benefit from even better services and digital capabilities Personal More More More Banking Investment Local Personal Strategically ~190 11 important branches! relationship Personal clients Doubling the More clients core to Swiss reach of CS receiving a universal bank dedicated
Slide 10: Combining the best of both worlds for Swiss corporates and institutions
Combining the best of both worlds for Swiss corporates and institutions Export Finance International Coverage Mergers & Acquisitions UBS now also acting as a lead Local expertise in Hong Kong, Enhanced mid-market Corporate and arranger for buyer credit Singapore, New York and capabilities and lower
Slide 11: Addressing the root causes of CS P&C's issues
Addressing the root causes of CS P&C’s issues Client relationships that over-rely on lending with often unbalanced risk-reward pricing Non-Nilrevenues average loans, P&C, 1921-1Q24 average! 3 Structurally low profitability in Personal Banking and sub- optimal footprint Return on attributed equity, P
Slide 12: Restoring sustainable profitability in line with the best-in-class
Restoring sustainable profitability in line with the best-in-class Return on attributed equity! P&C Key levers 19.8% 19.5% Aa% cs 118% & 16.3% ‘ing clients while Tis 14.7% strategic areas 5% Costs right-sizing Balance sheet optimization 20217 2022 2023 1H24 ambition UBS 1 Based on pro-forma UBS meth
Slide 13: Supporting clients while growing in strategic areas
Supporting clients while growing in strategic areas Strategic growth areas Targeting #1 position in corporate financing and positioning as the go-to-bank for entrepreneurs Increasing investment opportunities for affluent clients through technology-enabled sales excellence Creating a leading asset se
Slide 14: Generating synergies by removing duplications where necessary
Generating synergies by removing duplications where necessary >1.5bn expected cumulative integration-related expenses P&C, by 026 Targeting <50% cost/ income ratio P&C, 2 &% UBS Move to one platform Completion of Swiss client migrations expected by end-2025 enabling the decommissioning of CS platfor
Slide 15: Working with our clients to find solutions in a challenging environment
Working with our clients to find solutions in a challenging environment We are navigating challenging macro and monetary conditions together with our clients Positive interest rates — clients who refinance today often have to do so at significantly higher interest rates! Money supply — increasing co
Slide 16: Our universal bank in Switzerland will remain a key pillar of the Group's strategy
Our universal bank in Switzerland will remain a key pillar of the Group’s strategy Supporting clients with best-in-class products and services Our commitment #1 #1 #1 most digital bank only truly global Best IB in in Switzerland! wealth manager Switzerland? ~350bn Corporate Global Personal and Asset
Slide 17: Appendix
Appendix
Slide 18: Tightening monetary conditions
Tightening monetary conditions SNB policy rate 9 Dec Dec Dec Dec 19 20 2 22 UBS Source: SNB, UBS CIO Swiss Investment Office; 1 M2 includes cash in circ put further pressure on pricing CHF money supply and supply of domestic loans, cumulated change vs. December 2019 tion, sight deposits, transaction
Slide 19: Credit Suisse's P&C was in structural decline when it was rescued by UBS
Credit Suisse’s P&C was in structural decline when it was rescued by UBS SNB policy rate Profit before tax i +250bps j CHF m : UBS P&C! +54% + 553 614 456 56 504 ane 430 j i i UW i j i | CS P&C3 373 r (35%) 324: aut 36 301 314 296 | L a a a LO L a - - - 1Q21 2Q21 3Q21 4Q21 1Q22 2Q22 3Q22 4Q22 1Q23 2
Slide 20: 2Q24 financial results: Personal & Corporate Banking (CHF)
2Q24 financial results: Personal & Corporate Banking (CHF) Total revenues Net interest income Recurring net fee income Transaction-based income Other income Credit loss expense / (release) Operating expenses Profit before tax Cost / income ratio Deposits, bn Loans, bn RWA, bn &% UBS Underlying 2924
Slide 21: Signatures
21 SIGNATURES Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized. UBS Group AG By: _/s/ David Kelly______________ Name: David Kelly Title: Managing Director By: _/s/