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Facts Behind the Issue Presentation August 2014

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Outline

1. Diamond Bank Plc’s Rights Issue 3

2. Overview and Strategy of Diamond Bank Plc 6

3. 2013 Business Snapshot 15

4. Group Financial Position and H1 2014 Performance 20

5. Concluding Remarks 38

6. Next Steps 40

7. Appendix

Full Year 2013 Financials

Macroeconomic and Banking Sector Overview

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DIAMOND BANK PLC’S RIGHTS ISSUE 1

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Key Issue Terms

Issuer: Diamond Bank Plc (“Diamond Bank” or the “Bank” or the “Group”)

Use of Proceeds:

• Development of the Bank’s IT infrastructure • Supporting the Bank’s working capital • Expansion and refurbishment of the Bank’s business locations

Issue Size: N50.37 billion (US$305 million)*

Method of Issue: By way of rights to existing shareholders

Provisional Allotment: 3 new Ordinary Shares for every 5 Ordinary Shares of 50 Kobo each held as at close of business on 13 June, 2014

Issue Price per share: N5.80

Discount to Market: • 13% (as at record date) • 16% (as at July 25, 2014)

Theoretical Ex-rights Price (TERP): N6.36**

Discount to TERP: 8.80%**

Opening Date: Wednesday, 30 July 2014

Closing Date: Tuesday, 26 August 2014

Quotation:

Diamond Bank’s entire issued and paid-up share capital is listed on The Nigerian Stock Exchange. The Bank’s GDRs are listed on the Professional Securities Market of the London Stock Exchange. An application has been made to The Council of The Exchange for the admission to its Daily Official List of the 8,685,145,863 Ordinary Shares being offered by way of rights.

**Assuming US$1:N165 **As at record date (13 June, 2014)

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Diamond Bank Rights Issue - Use of Proceeds

Upgrade of the Bank’s banking application software systems including the FLEXCUBE and Customer Relationship

Management software to maximize employee productivity and improve customer service

Improve the Bank’s efficiency through training and the Bank’s human capacity development framework by

institutionalizing staff learning and development programs through the Diamond Academy

Intensify efforts in the deployment of electronic channels and electronic banking solutions across all its target markets to

increase the Bank’s effective presence and enhance convenient banking in various locations

Increase focus in the retail segment by promoting financial inclusion and providing financial services to individuals and

communities

Defending and growing market share of the middle market principally MSMEs, including sole proprietors and traders

Strengthening the Bank’s niche position in the corporate sector including large conglomerates and multinationals in the

power, oil and gas, consumer goods, construction, telecommunications, manufacturing and public sectors

Majority of the Rights Issue proceeds will be used to strategically establish new business locations across Nigeria to

increase the Bank’s footprint

The Bank’s business expansion strategy revolves around organic growth involving the expansion of its footprints to take

advantage of immense growth opportunities within the growing retail banking segment in Nigeria

Development of the Bank’s IT infrastructure

Supporting the Bank’s working capital

Expansion and refurbishment of the Bank’s business locations

*

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OVERVIEW AND STRATEGY OF DIAMOND BANK PLC 2

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Dr Alex Otti started his banking career with Nigeria International Bank Limited, a subsidiary of Citibank N.Y. in 1989

His banking experience spans across Nigerian Intercontinental Merchant Bank Ltd (now Access Bank Plc..) Societe Bancaire Nigeria Ltd (Merchant Bankers), a subsidiary of Banque SBA Paris and United Bank for Africa

He was appointed Chief Executive Officer of Diamond Bank in March 2011. Before joining Diamond Bank he served as the Executive Director of Public Sector South at First Bank Nigeria

Uzoma Dozie started his banking career in the Commercial Banking Unit at Guaranty Trust Bank Plc.. where he worked for years and later moved to Citizens International Bank Limited working in the oil and gas division

He joined Diamond Bank in 1998 as an Assistant Manager and Head of the Bank's oil and gas Unit. He became the Head of Financial Control, Retail banking, as well as two distinctive strategic business units in the Bank

He was appointed as an Executive Director in 2005 and recently as one of the two Deputy Managing Directors in the Bank

Mr Akinyemi had initially joined Diamond Bank from Lead Merchant Bank in 1991 as Head of Systems Unit. He later headed the Commercial & Consumer Banking and the Retail Banking Units of the Bank before leaving for UBA in 1997

He left UBA to become an Executive Director of One-to-One Nigeria Limited. He then joined Citibank Nigeria in 1999 as Head of Cards, Cash Management and e-Solutions Group

He re-joined Diamond Bank in 2002 as Head of the Information Technology Group and was appointed as an Executive Director in 2006

Victor Ezenwoko banking career started at Ecobank Nigeria Plc.. in 1992 where he worked in the Financial Controls Department and later moved into a Branch Management position

He joined Diamond Bank in 1997 as a start-up Branch Manager

He was appointed an Executive Director in 2010

Abdulrahman Yinusa joined Diamond Bank in 2011 as Chief Financial Officer from his CBN appointment as Executive Director, Finance and Strategy in Finbank

Prior to the CBN appointment, he was Managing Director/CEO of United Bank for Africa’s subsidiary in Sierra Leone

Before that, he was the Managing Director/CEO of UBA Asset Management Limited

Caroline Anyanwu started her professional career in PriceWaterhouseCoopers (Chartered Accountants)

Prior to her CBN appointment, Caroline was the Head of Risk Management & Control Division in Diamond Bank Plc., having joined the Bank in February 2006 from UBA Plc. where she was Head of Credit Risk Management

She re-joined Diamond Bank in 2011 as the Executive Director, Risk Management & Control after her CBN appointment as Executive Director, Risk Management in Finbank, and has just been appointed as the second Deputy Managing Director of the Bank.

Alex Otti

GMD / CEO

Uzoma Dozie

Deputy Managing Director

Oladele Akinyemi

ED, Regional Bus., North

Victor Ezenwoko

ED, Regional Business, South

Abdulrahman Yinusa

ED, CFO

Caroline Anyanwu

Deputy Managing Director

Top Management Team

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Overview of Diamond Bank

Diamond Bank

Diamond Bank Togo*

Diamond Bank Senegal*

Diamond Bank Cote d’Ivoire*

Current Group Structure

Diamond Pension Fund

Custodian

Diamond Bank Benin S.A.

Diamond Bank

UK

Diamond Bank commenced operations in March 1991 as a private limited liability company. It assumed the universal banking status in February 2001 and was listed on The NSE in May 2005 subsequent to a private placement

Diamond Bank acquired Lion Bank Plc in October 2005. The Bank listed its GDRs on the Professional Securities Market of the London Stock Exchange in January 2008

The Group has 286 business locations across Nigeria, Benin Republic, Cote d’Ivoire, Senegal, Togo and the UK

In line with the new Central Bank of Nigeria (“CBN”) banking model, Diamond divested from its non-banking subsidiaries (except Diamond Pensions) and obtained licence to operate as a commercial bank with international authorisation

Diamond Bank’s strategy remains to strengthen the Retail/MSME franchise while consolidating its position in the Corporate Banking space

Background

*Diamond Bank Benin branches/business locations

14.79% 5.86%

20.17% 59.18%

Actis DB Holdings Limited

Kunoch Limited

Stanbic Nominees

Others

Top Shareholders (1) (with over 5%)

(1) Source: Bloomberg as at 1st August 2014. Diamond Pension Fund Custodian Limited remains a subsidiary of Diamond Bank in line with the general waiver granted by the CBN to Nigerian banks in relation to their Pension Fund Custodian subsidiaries.

100% 100% 97.07%

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Key Highlights

Total Assets: NGN 1.7 trillion

Capital Adequacy Ratio: 17.0%

Liquidity Ratio: 34.1%

No. of Business Locations: 286

No. of Accounts: 3.8 million

No. of ATM’s: 730

Employee Headcount: 4,366

Listing: NSE (2005), London PSE (2008)

Net Interest Margin(2): 7.1%

Ratings: Fitch B S&P B

NPL Ratio: 4.6%

Market Capitalisation(1): N91.9 billion

Source: Banks’ H1 2014 Financials and Investor Presentations. (1) Bloomberg as at 1 August, 2014. (2) Bank Only

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International Presence and Awards

Source: Diamond Bank

2013 Best issuing Bank in Sub-Saharan Africa

International Finance Corporation (IFC), World Bank Group

2013 Best Oil and Gas Investment

World Finance Magazine

2013 Best Credit Card Product of the Year

Coalition for e-Payments

2013 Best Co-branded Program of the Year

Coalition for e-Payments

2013 Newgen Early Adopters Award 2012

Newgen EMEA Conclave, 2013

2012 Deal of the Year Award 2012

London-based Trade Finance Magazine an Affiliate of Euromoney

2012 Best Oil and Gas Investment Coy. Africa

London based World Finance Magazine

2010/11 Best Credit Card Award Cards, Mobile and ATM EXPO, Africa

2009 Nigeria’s Bank of the Year

ThisDay Annual Awards

2008 Best GTFP South-South Trade Bank in Africa

International Finance Corporation (IFC), World Bank Group.

2007 Best Bank in Benin The Highest Financial industry award in the Republic of Benin in 2007

2007 Nigeria’s Bank of the Year

ThisDay Annual Awards

Cote d’Ivoire

Benin Republic

Senegal

UK

Nigeria

Subsidiaries

Togo

Awards & Recognition International Presence

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Our Winning Strategy

*Diamond Pension Fund Custodian Limited remains a subsidiary of Diamond Bank in line with the general waiver granted by the CBN to Nigerian banks in relation to their Pension Fund Custodian subsidiaries

Innovative Market Leading Products

Diamond is pursuing a “bank-only” model, having substantially divested from its non-bank subsidiaries*

Management primary focus is Nigeria, with banking presence in Francophone West Africa Benin, Cote d’Ivoire, Senegal, Togo as well as United Kingdom

Development of specialized lending skills in project finance and oil & gas to strengthen its niche position in the corporate sector

Improved productivity including the development of the Bank’s IT infrastructure

Focus on Retail Segment and Acquire Cheaper Deposits

Diamond Bank has a healthy deposit mix with access to low cost deposits through retail customers and MSMEs

Increased focus on growing cheap deposits as source of funding for risk assets growth and preservation of NIMs

Continue to reach out to the under-banked and under-served population via savings promotion, direct sales agents, mobile money arrangements and business locations network

Growth in High-end Corporate Banking Clients

Increased exposure to top corporate clients in the oil & gas, telecommunications, power, construction and manufacturing sectors

Current CEO well placed to drive and consolidate relationships

Slow growth in mid-corporate market while strategically growing the retail book – effectively reducing the cost of risk to the business

Focus on Human Capital Management

Retaining the best people through the use of a reward and recognition model and competitive remuneration

Creating a culture of ownership, responsibility and accountability, using customised performance management initiatives

Driving business expansion through organic growth

Expansion of our footprint to take advantage of immense growth opportunities within the growing retail segment in Nigeria

Diamond plans to increase its business locations from 255 to at least 350 in Nigeria by the end of 2016

Intensify our efforts in the deployment of electronic channels and electronic banking solutions across all its target markets

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Summary of Our Equity Story

•Source: Bloomberg •*Share price as at 1st August, 2014 *** Central Bank of Nigeria

In a Fast Growing Economy

One of the top Performing Nigerian banks

Strategic Management Team

Attractive Valuation

1

Well staffed Risk Management Team

Strengthened underwriting and credit monitoring procedures

Regular stress tests

2 Credible leadership with a clear focus and enhanced risk management approach

Returned the bank to profitability in 2012

Strong profitability and a healthy balance sheet are testament to Management’s commitment

Diversified business model

Ranked 6th among Nigerian banks in total assets, deposits and earnings;

2nd by ROE*;

3

4

Significant growth from Dec-13 to Jun-14 : Assets ↑ 15% , Deposits ↑ 8%, NPL ratio ↑ 4.6%, PBT ↓ 11%.

Strong net interest margin at 7.1% as at HY2014

5

Strong and attractive economic fundamentals– real GDP growth in Nigeria of 6.8% in 2013***

The recent rebasing of the GDP (to $510bn) offers fresh imperatives for investment opportunities.

6 Currently trading at c.0.70x P/B

Current share price of N6.35** per share versus 12 month target of N9.22 according to broker consensus (+45% upside)

c.% buy recommendation

Strong Financial Upturn

Enhanced Risk Management Framework

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02468

1012

Last 12 Months Broker Recommendation

Analyst Target Prices DB Price at 01/08/14

Share Price Performance

Source: Bloomberg

Following the banking

crisis in 2009, the new

management team

has, since coming on

board in 2011 ,made

significant strides in its

turnaround strategy

demonstrated by its

outperformance in

recent years

The stock is currently

up c.332% since 2012

versus the NSE

Banking and All Share

indices, which are both

up only 155% and

202% respectively for

the same period

Notably, Diamond

Bank has been the

best performing Tier 2

Bank since 2012 in

terms of ROE and

stock market

performance

Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Buy Hold Buy Spec. Buy Buy Hold

N

Buy

0%

100%

200%

300%

400%

500%

Jan 12 Mar 12 May 12 Jul 12 Sep 12 Nov 12 Jan 13 Mar 13 May 13 Jul 13 Sep 13 Nov 13 Jan 14 Mar 14 May 14 Jul 14

Relative Share Price Performance*

Diamond Stanbic Skye Fidelity Sterling FCMB NSE Banks NSE

*The chart shows share prices from 1st January 2012 up to 1st August 2014

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HY 2014 Financial Highlights

Strong Balance Sheet Growth (Dec. 2013 to

Jun. 2014)

+15%

Assets

+10%

Loans (net)

+9%

Deposits

ROAE of 19.2% (Dec. 2013: 23.0%); ROAA of 1.7% (Dec. 2013: 2.1%)

EPS (annualized) of 190k (Dec. 2013: 197k)

Profit before tax (PBT) drop of 8.5% to N16.1 billion (Jun. 2013: N17.6 billion)

Efficiency and

Profitability

Capital ratios – 17.0% risk adjusted capital ratio as against 15% statutory limit (Dec 2013: 17.3%)

Liquidity ratios of 34.1% (Dec. 2013: 41.8%)

Liquidity was adversely impacted by the increase in CRR on both public and private sector funds

Capital and

Liquidity

Strong net interest margin of 7.1%

13.6% growth in gross earnings to N98 billion (Jun. 2013: N87 billion)

Relatively low cost of funds – driven by the continuous growth in retail deposits

Revenue Mix

NPL – 4.6% in June 2014 (within 5% statutory limit); 3.5% in Dec. 2013

Coverage ratio – 102.7% in June 2014 from 116.1% in Dec. 2013 Assets Quality

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2013 BUSINESS SNAPSHOT 3

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Retail Banking

MSME - Micro, Small & Medium scale Enterprise *Source: Diamond Bank

16% 12% 11% 10%

4% 6% 5% 6%

11% 10% 9% 8%

53% 51% 50% 49%

16% 21% 25% 27%

Dec. 12 Jun. 13 Dec. 13 Jun. 14

Personal Loan Auto Loan & Lease Mortgages MSME Credit Card

More Efficient Balance Sheet

Strategic Partnerships

Continue to drive low-cost deposits by deploying cost effective delivery channels.

Continue to reach out to the un(der)banked population through the BETA proposition in partnership with Women’s World Banking (WWB)

Continue to offer propositions to the youth & school banking segment, in partnership with MTN (Diamond Y’ello Account)

New Segments

Continue to drive propositions to the school banking segment with the aim of capturing the entire value chain of the educational sector.

MSME Initiatives

Currently developing sector specific propositions for some of the existing customer segments.

Setting up advisory centers across the network to provide assistance to MSME customers

86% 84% 85% 81%

14% 16% 15% 19%

Dec. 2012 Jun. 2013 Dec. 2013 Jun. 2014

Low Cost Deposits Fixed Deposits

Retail Deposits (N’Bn)

N393bn N460bn N334bn N305bn

Retail Banking Loan Portfolio Retail Banking Growth Strategy

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Our Retail Footprint: Diverse Channel Options - Bank

Source: Diamond Bank

Number of ATMs

240

408

671 730

Dec. 2011 Dec. 2012 Dec. 2013 Jun. 2014

204%

Number of Customer Accounts (million)

1.5

2.1

3.4 3.8

Dec. 2011 Dec. 2012 Dec. 2013 Jun. 2014

153%

1,053 1,092

1,567

1,987

Dec. 2011 Dec. 2012 Dec. 2013 Jun. 2014

Number of Direct Sales Agents

89%

No. of Business Locations

210 223

252 258

Dec. 2011 Dec. 2012 Dec. 2013 Jun. 2014

23%

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Business Banking

SMEs

Strategic Partnerships

Continue to provide flexible access to credits – provision of on-lending facilities

Continue to partner with Development Financial Institutions to support SMEs and build capacity to increase access to agric. finance

International Trade

Continue to leverage on the relationship with our UK subsidiary (Diamond Bank UK Plc) in providing trade finance support

Business Banking Growth Strategy

65% 68% 66% 73%

35% 32% 34% 27%

Dec. 2012 Jun. 2013 Dec. 2013 Jun. 2014

Middle Market Others

Deposits (N’Bn)

N542bn N548bn N493bn N429bn

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Corporate Banking

NGAAP : Jun. 2011 – Dec. 2011; IFRS: Jun. 2012 – Jun. 2013 * Source: Diamond Bank

28% 21% 21% 20%

16% 17% 18% 16%

56% 62% 61% 64%

Dec. 2012 Jun. 2013 Dec. 2013 Jun. 2014

Institutional banking Infrastructure & Transport Energy Business

47% 35% 38% 38%

22% 33% 30% 33%

31% 32% 32% 29%

Dec. 2012 Jun. 2013 Dec. 2013 Jun. 2014

Institutional banking Infrastructure & Transport Energy Business

More Efficient Balance Sheet

Strategic Partnerships

Continue to leverage on e-payment and cash management services.

Continue to work with DFIs and multilateral agencies to provide funding

Loan Portfolio

Deposits

Corporate Banking Growth Strategy

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GROUP FINANCIAL POSITION & H1 2014 PERFORMANCE 4

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H1 2014 Group Performance Summary

Gross earnings grew 14% to N98.3 billion, driven by the growth

in balance sheet and other transactional activities

Balance sheet size (in terms of total assets) grew by 15% to

N1.7 trillion from N1.5 trillion achieved as at 31st December

2013.

Growth in balance sheet was driven by growth in customer

deposits in addition to the successful issuance of $200 million

Eurobonds

Comments P & L (N’Bn) H1 2014 H1 2013 %

Growth

Gross Earnings 98.3 86.5 13.6

Net Operating Income

64.4 57.2 12.6

Profit Before Tax 16.1 17.6 (8.5)

Profit After Tax 13.8 12.6 9.0

Balance Sheet H1 2014 FY 2013 % Growth

Total Assets 1,744 1,519 15

Loans to customers 756 689 10

Deposits 1,308 1,206 9

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Forecast for 2014 Profitability

Impact on P&L (N’Bn)

Operating Profit 55

Provision for Losses

- Direct Provision (Circa) ~ (20)

Profit/(Loss) Before Tax 35

45 55

28 32

2012 2013 2014 est

Operating Profit PBT

Deposits (N’Bn) Operating Profit and PBT (N’Bn)

ROE of 19.2% achieved in H1 2014 financial year

ROE of above 20% expected in 2014 (excluding impact of any

increase in equity capital)

Comments

35

55

-11.4%

22.7% 23.0%

> 20% 2011 2012 2014 est.

ROAE

2013

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Group Three years Financial Projection (Post-Rights Issue)

N’M

31st Dec. 2014

31st Dec. 2015

31st Dec. 2016

Key P&L items:

Gross earnings 198,092 226,502 268,270

Profit after taxation 27,977 44,515 50,961

Key Balance Sheet items:

Total assets 1,895,110 2,200,787 2,538,318

Total deposits 1,474,532 1,731,782 2,040,482

Key ratios:

Return on equity 16.2% 20.0% 20.5%

Total assets per share N81.83 N95.02 N109.60

Number of retail customers 4.5 million 6.7 million 9.7 million

Capital adequacy ratio (Basel 1) 20.2% 20.3% 20.5%

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Group Key Performance Metrics

H1 2014

Q1 2014

FY 2013

9-M 2013

H1 2013

Q1 2013

FY 2012

Net Interest Margin (NIM) 7.1% 7.4% 8.1% 8.6% 8.8% 8.8% 9.9%

Cost of Risk 2.4% 2.7% 3.5% 3.4% 3.1% 2.1% 3.3%

Cost of Funds 3.4% 3.3% 3.4% 3.4% 3.5% 3.6% 2.9%

Loan-to-Deposit Ratio 60.6% 61.0% 59.6% 67.4% 64.0% 63.2% 67.1%

Capital Adequacy Ratio (CAR) 17.0% 17.4% 17.3% 17.1% 16.5% 16.3% 17.3%

Liquidity Ratio 34.1% 37.3% 41.8% 36.7% 48.2% 46.9% 42.3%

Cost to Income Ratio 65.8% 62.2% 60.3% 58.9% 59.1% 60.7% 60.6%

Earnings per share (annualized) 190k 232k 197K 185k 175k 174k 153k

ROE (annualized) 19.2% 23.5% 23.0% 22.4% 22.1% 22.5% 22.7%

The Group Net Interest Margin (NIM) decreased to 7.1% in June 2014 from 8.1% in FY 2013 due principally to full impact of 75% CRR charge on public sector

funds, as well as 15% CRR charge on private sector funds.

Comments

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Group Risk Management Metrics

H1 2014 N’ billion

Q1 2014 N’ billion

FY 2013 N’ billion

9-M 2013 N’ billion

H1 2013 N’ billion

Q1 2013 N’ billion

FY 2012 N’ billion

Gross Risk Assets 793.1 753.7 718.7 715.4 652.1 625.0 610.7

NPL 36.1 33.0 25.4 31.0 26.7 28.9 28.7

Provisions 37.1 34.3 29.5 33.6 27.6 32.4 25.5

NPL Ratio 4.6% 4.4% 3.5% 4.3% 4.1% 4.6% 4.7%

NPL Coverage Ratio 102.7% 104.0% 116.1% 108.4% 103.1% 112.1% 88.9%

NPL ratio stood at 4.6% in June 2014 from 3.5% in Dec. 2013

Coverage Ratio declined to 102.7% in H1 2014 from 116.1% in FY 2013

Comments

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Group Statement of Comprehensive Income (H1 2014)

Gross earnings up 14% or N12 billion to N98.3 billion (YoY) on the back of 16% increase in other income (fees and commission), and 12% growth in interest income

Net interest income up 8% YoY to N55 billion driven by increase in risk assets

Total operating income rose by 13% to N64 billion in H1 2014 from N57 billion in H1 2013 on the back of improved earnings

Operating expense up 22% YoY to N48bn driven by increase in business activities, branch expansion, increase in staff strength, staff promotions and retirements

PBT dropped 8.5% YoY to N16billion in H1 2014 from N18bn in H1 2013

Comments

H1 2014 Actual

N' billion

H1 2013 Actual

N' billion YoY % Δ

Gross Earnings 98.3 86.5 13.6

Interest Income 78.7 70.1 12.3

Interest Expense (23.3) (18.6) 25.3

Net Interest Income 55.4 51.4 7.8

Impairment Charge (9.1) (9.8) (7.1)

Net interest income (after impairment charge) 46.3 41.6 11.3

Other Income (net) 18.1 15.6 16.0

Operating Income 64.4 57.2 12.6

Operating Expenses (48.3) (39.6) 22.0

Profit Before Tax 16.1 17.6 (8.5)

Profit After Tax 13.8 12.6 9.5

Other comprehensive income 0.3 (0.7) (142.9)

Total comprehensive income 14.1 11.9 18.5

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Group Statement of Financial Position (H1 2014)

27

Net loan book of N756 billion, up 10%

from December 2013 (N689 billion)

primarily reflecting growth in volume of

business.

Deposit base continues to grow above

the N1 trillion mark closing at N1.308

trillion, up 9% from December 2013

(N1,206 trillion).

Total assets up 15% to N1.7 trillion from

N1.5 trillion as at December 2013.

Effect of new CRR Policy led to increase

in cash and balances sterilized at the

CBN.

Comments

H1 2014 Actual

N' billion

FY 2013 Actual

N' billion

% Δ

H1 2013 Actual

N’ billion

YoY % Δ

Cash & Balances with Central Banks 248.7 228.3 8.9 129.4 92.2

Loans & Advances to Banks 292.3 129.4 125.9 149.6 95.4

Loans & Advances to Customers 756.0 689.2 9.7 624.5 21.1

Investments 228.9 294.0 (22.1) 258.7 (11.5)

Pledged Assets 115.7 96.5 19.9 89.5 29.3

Other Assets 40.5 22.1 83.3 25.8 57.0

Fixed Assets & Intangibles 55.3 52.7 4.9 48.0 15.2

Deferred Tax Asset 6.7 6.7 0.0 8.3 (19.3)

Total Assets 1,744.1 1,518.9 14.8 1,333.8 30.8

Deposits from Banks 103.4 54.6 89.4 33.8 205.9

Deposits from Customers 1,308.3 1,206.0 8.5 1,032.0 26.8

Derivative Liability 14.7 14.7 0.0 13.2 11.4

Other Liabilities 60.6 36.3 66.9 65.4 (7.3)

Borrowings 79.3 47.5 66.9 49.4 60.5

Long Term debt 29.2 20.9 39.7 19.2 52.1

Equity 148.6 138.9 7.0 120.8 23.0

Total Equity & Liabilities 1,744.1 1,518.9 14.8 1,333.8 30.8

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Group Profit Drivers – Strong Revenue Generation

Loans to banks

4% (7%) Loans and

advances to customers 72% (71%)

Investment securities 24% (22%)

Interest Income

Commission on turnover 14% (18%)

Letter of credit

commission 12% (9%)

Service fees & charges 36% (38%)

Others 38% (35%)

Net Fee and Commission Income

Gross earnings up 14% to N98 billion YoY

Interest income accounted for 80% of gross earnings (81% in 2013) while 20% was derived from non-interest income (19% in 2013)

Revenue growth was driven by sustained growth in risk assets volume and fee generating transactions

However, this was partially offset by the impact of margin compression.

Jun 2014 (Jun 2013) Jun 2014 (Jun 2013)

70.1 78.7

16.4 19.6

Jun. 2013 Jun. 2014Int Income Non int. Income

Revenue Mix (YoY : +13%)

N86.5bn N98.3bn

Comments

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Group Profit Drivers – Moderate Operating Expenses

N’Billion

9.8

9.1

Jun. 2013 Jun. 2014

Impairment Charge (YoY: -7%)

59.1% 65.8%

Jun. 2013 Jun. 2014

Cost to Income Ratio (excludes provisions)

Staff strength in the Bank increased to 4,183 in Jun. 2014 from

3,155 in Jun. 2013.

Operating expenses increased 25% year-on-year to N31.8 billion,

due mainly to investment in new branches, increase in staff

strength and gratuity payments to retiring staff.

Impairments dropped by 7% from N9.8 billion in H1 2013.

Comments

N’Billion

25.4 31.8

14.2

16.5

Jun. 2013 Jun. 2014

Operating expenses Employee benefit expenses

Expense Summary (YoY: +22%)

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Balance Sheet Analysis – Funding and Deposit

2011 2012 2013 2014

78% 76% 74% 73%

22% 24% 26% 27%

Demand & Savings Deposits Time Deposits

Sustaining Stable Low-Cost Funding Base

11% 9% 9% 9%

76% 77% 79% 75%

2011 2012 2013 Jun. 2014

Equity Tier 2 Capital Borrowings

Other Liabilities Deposits Dep. From Banks

Funding Structure

2013

57% 59% 57% 55%

21% 17% 17% 18%

22% 24% 26% 27%

2011 2012 2013 Jun. 2014

Demand Savings Time

Deposit Mix by Type

31%

43%

24%

Corporate

Deposit Mix by Business Segment

35%

19%

42%

4%

Retail Business

2014

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31

Group Balance Sheet Structure

1,178

1,519 1,584 1,744

910

1,206 1,235 1,308

585 689 719 756

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

Total Assets Deposits Loans & Advances

Balance Sheet Trend (N’Bn)

Total assets stood at N1.7 trillion as at H1 2014, up N225 billion or 15%,

from N1.5 trillion at the end of Dec 2013.

Growth in balance sheet driven by growth in deposits (N1.3 trillion as at

H1 2014, from N1.2 trillion in Dec. 2013), as well as impact of the

successful issuance of $200 million Eurobonds.

Net Risk Assets up by N67 billion or 10% to N756 billion (Dec. 2013:

N689 billion).

Comments

1,744

541

756

229

116 62 41

Total assets Liquid Assets Risk Assets Investments PledgedAssets

Fixed Assets Other Assets

Total Assets (N’Bn) Jun. 2014 (Dec. 2013)

1,519 358

689

294

59 22 97

1,744 103 1,308

79 61 44 149

TotalLiabilities

Dep. FromBanks

Depositsfrom

Customers

Borrowings OtherLiabilities

Tier 2 Capital Equity

Total Liabilities (N’Bn) Jun. 2014 (Dec. 2013)

1,519 1,206

36 36 139 48

55

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32

Balance Sheet Analysis – Group Loan Growth

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

611 719 754 793

Gross Loans Gross Risk Assets (N’Bn)

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

29 25

33 36

26 29

34 37

Non Performing Loans Provisions

Non Performing Loans & Provisions (N’Bn)

Loans and advances (gross) went up by 22% to N793 billion year-on-

year (Jun 2013: N652 billion).

The growth in loan portfolio is driven by our growing customer

relationships especially in the business and corporate banking

segments.

Loan to deposit ratio stood at 61% as at 30th Jun. 2014 from 60% in

Dec .2013.

Comments Loan to Deposit Ratio

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

67.1%

59.6% 61.0% 60.6%

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33

Group Lending

27%

20%

10%

5% 10%

8% 3%

5%

3%

1%

2%

2%

1%

3%

Oil & Gas (26%) 27%

General Comm (18%) 20%

Manufacturing (8%) 10%

Others (10%) 5%

Real Est & Const (9%) 10%

Power (7%) 8%

Government (4%) 3%

Communication (5%) 5%

Consumer Credit (3%) 3%

Transportation (1%) 1%

Agriculture (2%) 2%

Mortgage (2%) 2%

Education (1%) 1%

Financial and insurance (4%)3%

Gross Loan Breakdown – (Dec 2013) Jun 2014

(N719 bn) N793 bn Retail 11%

Corporate 58%

Business 31%

Treasury 0%

Dec. 2013

Retail 12%

Corporate 57%

Business 31%

Treasury 0%

Jun. 2014

Gross Loan Business Segments

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34

Group NPL Analysis

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

23% 33% 35% 30%

52% 51% 53%

42%

25% 16% 12% 28%

Substandard Doubtful Lost

NPL by Category

N33.0bn N36.1bn

General Commerce and Oil & Gas accounted for about 61% of total

NPLs.

The Group has managed its credit risk more effectively through its

improved risk management practices as demonstrated by < 5% NPL

ratio.

Comments

N25.4Bn

N36.1Bn

N28.7bn N25.4bn General Commerce 38%

Oil & Gas 23%

Construction 5%

Others 3%

Agriculture, Forestry & Fishing 5%

General 10%

Power & Energy 11%

Information & Communication 3%

Transportation & Storage 2%

NPL by Sector (Dec. 2009) NPL by Sector (Jun 2014)

General Commerce 34%

Oil & Gas 31%

Consumer Credit 9%

Communication 4%

Others 4%

Agriculture 6%

Real Estate & Constr. 7%

Manufacturing 1%

Power 1%

Mortgage 3%

NPL by Sector (Dec 2013)

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35

Group Asset Quality

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

4.7%

3.5%

4.4% 4.6%

NPL Ratio

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

88.9% 116.1% 104.0% 102.7%

Coverage Ratio

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

3.3% 3.5% 2.7% 2.4%

Cost of Risk

Cost of risk declined marginally in Jun 2014.

Coverage ratio dropped to 102.7% in Jun. 2014 from 116.1% in Dec 2013.

NPL ratio remained at sub 5% in June 2014.

Comments

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36

Group Net Interest Margin

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

9.9%

8.1% 7.4% 7.1%

Strong Net Interest Margin (NIM)

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

13.8%

11.1% 10.3% 10.1%

Yield on Earning Assets

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

2.9% 3.4% 3.3% 3.4%

Low Cost of Funds Comments

Reduction in NIM by 30 bps due to the impact of CRR on private sector

funds as additional funds were sterilized thereby constraining

earnings.

Despite the impact of the new CRR policy, the bank will continue to

protect its margin by leveraging on its Retail Banking strategy to

maintain cost of funds below industry average.

Stable cost of funds of 3.4%

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37

Bank Capital and Liquidity

42.3% 41.8% 38.4%

34.1%

30% 30% 30% 30%

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

Liquidity Stat. Minimum Requirement

Liquidity

Liquidity ratio of 34.1% in H1 2014 from 41.8% in FY 2013 despite

higher mandatory cash reserve requirement for public and private

sector funds.

The deposit liabilities funded over 75% of the group’s total assets.

Capital adequacy ratio remained within regulatory benchmark of 15%

Comments

17.3% 17.3% 17.1% 17.0%

15% 15% 15% 15%

Dec. 2012 Dec. 2013 Mar. 2014 Jun. 2014

Actual CAR Stat. Minimum Requirement

Capital Adequacy (CAR)

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38

CONCLUDING REMARKS 5

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39

Concluding Remarks

The Group’s financial performance for H1 2014 is a further confirmation of our resilience in sustaining profitability despite

regulatory constraints. We will continue to offer propositions that will enable us sustain our leadership position in retail banking

space

The new Central Bank leadership revealed a three-pronged policy for the next five years that would be hinged on stable prices,

stable exchange rates and real sector development. Whichever way the pendulum swings, we are competitively positioned to make

the best out of the emerging policy regime

For the remaining half of 2014, the macro-economic and banking sector outlook presents interesting business themes for the

industry, and Diamond Bank in particular. We are thus determined to continue to explore the frontiers of innovation to deliver on

our profit guidance in 2014

In order to support the Group’s rapidly expanding businesses and to maintain the Group’s profitability, we solicit your support

towards the capital raise and encourage all shareholders to take up their rights or trade such rights that you do not wish to take up

Accordingly, we are confident that our esteemed shareholders will take up their rights thus making this offer a very successful

venture

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40

NEXT STEPS 6

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41

Next Steps

Are you an existing shareholder?

Do you have appetite and funds to subscribe for your rights?

• Fill and submit acceptance forms along with

a cheque or bank draft to a Receiving Bank

− Can subscribe for more shares than your

proportional rights, if desired

• Sell some or all of your rights via your

Stockbroker

− Funds from the sale of some rights can be

utilised to subscribe for some new shares

1 1

• Buy rights on the floor of the exchange to

guarantee allocation of new shares

• Subscribe for shares via your Stockbrokers

1

2

Important

Acceptance/Renunciation of rights must be made on the Acceptance/Renunciation Form in the Rights Circular

Any cheque or draft for subscription of new shares must be crossed “Diamond Bank Rights”

Any rights forfeited will result in dilution of existing shareholding and a loss of proportionate value of the rights

Further information on the acceptance/renunciation process in included on the Acceptance/Renunciation Form

All shareholders are advised to contact their stockbroker for guidance

Yes

Yes No

No

Retain Shareholding Receive monetary value of equivalent dilution Become shareholder of Diamond Bank

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42

Abridged Timetable

ACTIVITY DATE

Acceptance List opens/Trading in Rights begins Wed, 30 July, 2014

Acceptance List closes/Trading in Rights closes Tue, 26 August, 2014

Receiving Agents make returns Tue, 2 September, 2014

File allotment proposal and draft newspaper announcement with SEC Fri, 19 September, 2014

CBN Verification Process Mon, 20 October, 2014

Receive SEC’s clearance of allotment proposal Mon, 27 October, 2014

Pay net Issue proceeds to Diamond Bank Tue, 28 October, 2014

Publish allotment announcement Mon, 3 November, 2014

Return surplus/rejected application monies Mon, 3 November, 2014

Distribute share certificates/credit CSCS accounts Mon 17 November, 2014

Listing of new Diamond Bank shares/trading commences Tue, 18 November, 2014

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43

APPENDIX 1 Full Year 2013 Financials

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Group 5 year Financial Performance at a Glance

-

20

40

60

80

100

120

140

160

180

2009 2010 2011 2012 2013

Gross Earnings (N‘Billions)

(40)

(30)

(20)

(10)

-

10

20

30

40

2009 2010 2011 2012 2013

Profit Before Tax (N‘Billions)

-

200

400

600

800

1,000

1,200

1,400

1,600

2009 2010 2011 2012 2013

Total Assets (N‘Billions)

-

200

400

600

800

1,000

1,200

2009 2010 2011 2012 2013

Total Deposits (N‘Billions)

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45

Summary Financials – Group (IFRS) (FY 2013)

Source: IFRS FY 2013

FY 2013 Actual

N' billion

FY 2012 Actual

N' billion

YoY % Δ

Cash & Balances with Central Banks 228.3 132.2 72.7

Loans & Advances to Banks 129.4 139.8 (7.4)

Loans & Advances to Customers 689.2 585.2 17.8

Investments 294.0 173.7 69.3

Pledged Assets 96.5 79.3 21.7

Other Assets 22.1 13.8 60.1

Fixed Assets & Intangibles 52.7 45.8 15.1

Deferred Tax Asset 6.7 8.3 (19.3)

Total Assets 1,518.9 1,178.1 28.9

Deposits from Banks 54.6 31.2 75.0

Deposits from Customers 1,206.0 910.2 32.5

Derivative Liability 14.7 13.2 11.4

Other Liabilities 36.3 45.2 (19.7)

Borrowings 47.5 50.0 (5.0)

Long Term debt 20.9 19.4 7.7

Equity 138.9 108.9 27.5

Total Equity & Liabilities 1,518.9 1,178.1 28.9

FY 2013 Actual

N' billion

FY 2012 Actual

N' billion YoY % Δ

Gross Earnings 181.2 138.8 30.5

Interest Income 143.1 112.4 27.3

Interest Expense (38.5) (23.0) (67.4)

Net Interest Income 104.6 89.3 17.1

Impairment Charge (23.3) (17.0) (37.1)

Net interest income (after impairment charge) 81.3 72.3 12.4

Other Income (net) 34.9 23.7 47.3

Operating Income 116.3 96.0 21.1

Operating Expenses (84.2) (68.5) (22.9)

Profit Before Tax 32.1 27.5 16.7

Profit After Tax 28.5 22.1 29.0

Other comprehensive income 0.9 (0.2) 550.0

Total comprehensive income 29.4 21.9 34.2

Balance Sheet (NGN’bn) Statement of Comprehensive Income (NGN’bn)

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46

Balance Sheet Analysis – NPL (FY2013)

General Commerce and Oil & Gas accounted for about 65% of total

NPLs.

The Group has managed its credit risk more effectively through its

improved risk management practices as demonstrated by < 5% NPL

ratio.

Comments

N28.7Bn

General Commerce 34%

Oil & Gas 27%

Consumer Credit 12%

Communication 9%

Others 8%

Agriculture 4%

Real Estate & Constr. 3%

Manufacturing 3%

Power 0%

NPL by Sector (Dec 2012)

N25.4Bn

General Comm 34%Oil & Gas 31%Consumer Credit 9%Others 4%Agriculture 6%Real Estate & Constr. 7%Manufacturing 1%Power 1%Communication 4%Mortgage 3%

NPL by Sector (Dec. 2009) NPL by Sector (Dec 2013)

Dec. 2012 Mar. 2013 Jun. 2013 Sep. 2013 Dec. 2013

23% 20% 21% 15% 33%

52% 52% 57% 73% 51%

25% 28% 22% 12% 16%

Substandard Doubtful Lost

NPL by Category

N28.9bn N26.7bn N28.7bn N31.0bn N25.4bn

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47

Balance Sheet Analysis – Asset Quality (FY2013)

Dec. 2012 Mar. 2013 Jun. 2013 Sep. 2013 Dec. 2013

4.7% 4.6% 4.1% 4.3%

3.5%

NPL Ratio

Dec. 2012 Mar. 2013 Jun. 2013 Sep. 2013 Dec. 2013

88.9% 112.1% 103.1% 108.4% 116.1%

Coverage Ratio

Dec. 2012 Mar. 2013 Jun. 2013 Sep. 2013 Dec. 2013

3.3%

2.1% 3.1% 3.4% 3.5%

Cost of Risk

Cost of risk remained within 5% in Dec 2013.

Coverage ratio improved to 116.1% in Dec 2013 from 88.9% in Dec 2012.

NPL ratio of sub 5% achieved through out 2013.

Comments

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Group Net Interest Margin (FY 2013)

Dec. 2012 Mar. 2013 Jun. 2013 Sep. 2013 Dec. 2013

9.9% 8.8% 8.8% 8.6%

8.1%

Strong Net Interest Margin (NIM)

Dec. 2012 Mar. 2013 Jun. 2013 Sep. 2013 Dec. 2013

13.8% 13.4% 13.4% 12.0%

11.1%

Yield on Earning Assets

Dec. 2012 Mar. 2013 Jun. 2013 Sep. 2013 Dec. 2013

2.9% 3.6% 3.5% 3.4% 3.4%

Low Cost of Funds Comments

Reduction in NIM by 50 bps due to the impact of CRR on public sector

funds as additional funds were sterilized thereby constraining

earnings.

Despite the impact of the new CRR policy, the bank will continue to

protect its margin by leveraging on its Retail Banking strategy to

maintain cost of funds below industry average.

Cost of funds remained stable in FY 2013.

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49

Bank Capital & Liquidity (FY 2013)

42.3% 46.9% 48.2%

36.7% 42.4%

30% 30% 30% 30% 30%

Dec. 2012 Mar. 2013 Jun. 2013 Sep. 2013 Dec. 2013

Liquidity Stat. Minimum Requirement

Liquidity

Liquidity ratio of 41.8% in FY 2013 from 36.7% in Q3 2013 despite

higher mandatory cash reserve requirement for public sector funds.

The deposit liabilities funded over 79% of the group’s total assets.

Sustained growth in Capital adequacy from Q1 to Q4 2013. This is

driven by improved asset efficiency and internal capitalization of

earnings.

Comments

17.3% 16.3% 16.5%

17.1% 17.3%

15% 15% 15% 15% 15%

Dec. 2012 Mar. 2013 Jun. 2013 Sep. 2013 Dec. 2013

Actual CAR Stat. Minimum Requirement

Capital Adequacy (CAR)

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50

Group Lending (FY 2013)

26%

18%

8%

10% 9%

7% 4%

5%

3%

1%

2%

2%

1%

4%

Oil & Gas 26%

General Comm 18%

Manufacturing 8%

Others 10%

Real Est & Const 9%

Power & Energy 7%

Government 4%

ICT 5%

Consumer Credit 3%

Transportation 1%

Agriculture 2%

Mortgage 2%

Education 1%

Financial and insurance 4%

Gross Loan Breakdown – Dec 2013

(N611bn) N719bn N719bn

26%

18%

8%

10% 9%

7%

4%

5%

3%

1%

2%

2%

1%

4%

Oil & Gas (26%) 26%

General Comm (20%) 18%

Manufacturing (13%) 8%

Others (8%) 10%

Real Est & Const (7%) 9%

Power & Energy (6%) 7%

Government (6%) 4%

ICT (4%) 5%

Consumer Credit (3%) 3%

Transportation (3%) 1%

Agriculture (2%) 2%

Mortgage (2%) 2%

Gross Loan Breakdown – (Dec 2012) Dec 2013

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APPENDIX 2 Macroeconomic and Banking Sector Overview

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52

Nigerian Economy – A Stable Dynamic Economy

Sustained democratic transition indicates greater political stability

Economy buoyed by the oil sector, but also supported by strong non-oil revenues which has led to stable growth

Partial removal of the petroleum subsidy intended to bolster government finances and help contain budget deficits

Strong focus on monetary policy regulation – championed by CBN aimed at sustaining stable exchange rates regime

Low public sector debt***

Potential key drivers of growth include:

– Privatisation of power sector, including private investment in electricity generation and transmission

– Nigerian Content Act 2010 and the Petroleum Industry Bill currently at the National Assembly

– Agricultural initiatives such as the Agricultural Credit Guarantee Schemes (ACGS) – agriculture remains the biggest

driver of GDP

– Lower cost of building materials

– Increased use of Private/Public Partnerships (PPPs) and private sector activity, including possible sale of government’s

holdings in various parastatals

– Large and relatively young population

AMCON acquired non-performing loans from banks and recapitalized intervened banks*

Low level of banking penetration provides substantial growth opportunities – only 30% of adult population currently has

a bank account**

Commencement of market making, securities lending and short-selling programme***

Relatively high crude oil prices

Average ROE of16.3%

Sound and Stable Macroeconomic Environment

Strong and Visible Drivers of Growth

Healthy Financial Sector, With Growth Potential

*AMCON is a stabilisation vehicle created in July 2010 to acquire toxic assets, recapitalize intervened banks and prevent a systemic crisis in the Nigerian banking industry ** EFInA: Access to financial services in Nigeria survey *** Central Bank of Nigeria and National Bureau of Statistics

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53

Nigerian Economy – Key Trends

Source: Central Bank of Nigeria

0

2

4

6

8

10

12

14

16

2008 2009 2010 2011 2012 2013

Monetary policy rate Standing lending rate Standing deposit rate

-10

-8

-6

-4

-2

0

2

4

6

8

10

12

14

2008 2009 2010 2011 2012 2013

Interest Rates, %

Private Sector Credit Growth, % YoY

GDP Growth Rates, % YoY

Inflation Rate, % YoY

13.9% 10.9% 12.2%

8.5%

2010 2011 2012 20132010 2011 2012 2013

7.9% 7.4%

6.6% 6.8%

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54

Nigerian Banking Sector Update

The Nigerian banking sector has undergone significant development in the past decade, with recent waves of consolidation resulting in a leaner and robust sector

The Nigerian banking industry is currently comprised of 21 operational commercial banks and 2 merchant banks

The banking system largely comprises domestic institutions, with some foreign banks having established local presence

Of the 21 banks, 14 are publicly listed on the local Nigerian Stock Exchange

These 14 commercial banks represent ~30% of the total market capitalisation of the Nigerian Stock Exchange

As at 2013YE, the top five banks in the Nigerian banking sector by assets accounted for ~60% of total assets

Nigerian banks are regulated primarily by the Central Bank of Nigeria (CBN), which acts autonomously from the Nigerian Federal Ministry of Finance and the Nigerian Deposit Insurance Corporation (NDIC)

Godwin Emefiele appointed as new CBN Governor March 2014 New bank licensing regime in place of universal banking Implementation of IFRS reporting CBN cashless policy to promote transparency and curb money laundering

AMCON established by CBN to support troubled banks, purchase Non Performing Loans (NPLs), significant exposures to individual obligors, and recapitalise eligible financial institutions Regulatory guidelines issued for capital adequacy, related parties and large exposures, risk management, internal control and auditing

Industry crisis triggered by global events

Fall in oil price and naira devaluation impacted banks with exposure to the energy sector, while the corresponding downturn on the NSE affected banks exposed to margin lending

The CBN undertook a comprehensive set of measures to rescue the banking industry

Special examination by the CBN led to intervention in 8 banks

Credit growth through retail expansion and margin lending collateralised by shares

Increasing exposure to capital markets, borrowers speculating in the equity market

Regulation driven consolidation resulted in a reduction in total number of banks in the sector from 80 to 24

Key Developments Overview of the Banking Sector

Source: CBN, Bloomberg, company disclosure.

2012 Onwards

2010 - 2011

2008 - 2009

2006 - 2007

2004 - 2005

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55

Contact Details

Source: CBN, Bloomberg, company disclosure.

STANBIC IBTC CAPITAL LIMITED FBN CAPITAL LIMITED

Contact: Yinka Osoba

Email: Yinka.osoba@stanbicibtc.com

Tel: +234 0703 304 3613

Contact: Okikiola Azeez

Email: okikiola.azeez@fbncapital.com

Tel: +234 0703 305 7537

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56

Q & A

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57

Important Notice

This presentation contains or incorporates by reference ‘forward-looking statements’ regarding the belief or current expectations of

Diamond Bank, the Directors and other members of its senior management about the Group’s businesses and the transactions described

in this presentation. Generally, words such as ‘‘could’’, ‘‘will’’, ‘‘expect’’, ‘‘intend’’, ‘‘anticipate’’, ‘‘believe’’, ‘‘plan’’, ‘‘seek’’ or similar

expressions identify forward-looking statements.

These forward-looking statements are not guarantees of future performance. Rather, they are based on current views and assumptions

and involve known and unknown risks, uncertainties and other factors, many of which are outside the control of the Company and/or its

Group and are difficult to predict, that may cause actual results to differ materially from any future results or developments expressed or

implied from the forward-looking statements. Such risks and uncertainties include, but are not limited to, regulatory developments,

competitive conditions, technological developments and general economic conditions. The Bank assumes no responsibility to update

any of the forward looking statements contained in this presentation.

Any forward-looking statement contained in this presentation based on past or current trends and/or activities of Diamond Bank should

not be taken as a representation that such trends or activities will continue in the future. No statement in this presentation is intended

to be a profit forecast or to imply that the earnings of the Company for the current year or future years will necessarily match or exceed

the historical or published earnings of the Company. Each forward-looking statement speaks only as of the date of the particular

statement. Diamond Bank expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-

looking statements contained herein to reflect any change in Diamond Bank’s expectations with regard thereto or any change in events,

conditions or circumstances on which any such statement is based.