RBS 2012 Annual Report Download - page 6

Performance highlights 2012 2011
Return on equity (%) 24.4 24.5
Cost:income ratio (%) 51 49
Loan:deposit ratio (%) 103 106
see page 22 for further information
04
ESSENTIAL READING
Our Core
businesses
UK Retail
We offer a comprehensive range of banking products and related
financial services to the personal market. We serve customers through
the RBS and NatWest networks of branches and ATMs, and also
through telephone and digital channels.
UK Corporate
We are a leading provider of banking, finance and risk
management services to the corporate and SME (small and
medium-sized enterprise) sector in the United Kingdom. We offer
a full range of banking products and related financial services.
Performance highlights 2012 2011
Return on equity (%) 14.5 15.2
Cost:income ratio (%) 44 44
Loan:deposit ratio (%) 82 86
see page 23 for further information
Performance highlights 2012 2011
Return on equity (%) 13.7 13.1
Cost:income ratio (%) 74 75
Loan:deposit ratio (%) 44 44
see page 24 for further information
Performance highlights 2012 2011
Return on equity (%) 9.2 11.5
Cost:income ratio (%) 66 62
Loan:deposit ratio (%) 85 103
see page 25 for further information
Wealth
We provide private banking and investment services in the UK
through Coutts & Co and Adam & Company; offshore banking
through RBS International, NatWest Offshore and Isle of Man Bank;
and international private banking through Coutts & Co Ltd.
International Banking
We offer a core banking proposition to multi-national corporates
and financial institutions by providing debt financing, risk
management and transaction services. We work with clients
to find the best product mix to execute their strategy.
RBS is rooted in the UK serving personal, business and
institutional customers in the UK and around the world.
Our businesses are strong players in the markets
in which we choose to compete. As a Group, the
businesses are stronger together than apart, to
the benefit of customers and shareholders.
Since we began the job of rebuilding RBS in 2009,
our priorities have been:
to serve customers well;
to restore RBS to a sustainable and
conservative risk profile; and
to rebuild sustainable value for all shareholders.
We are building the new RBS on our Core businesses.
They have competitive strengths in their markets. We are
managing them so that their performance will improve and they
can meet external challenges that arise. Separately, we manage
the businesses that we are winding-down or plan to sell in our
Non-Core Division.
RBS is now safer and the day when we will be able to offer
shareholders a decent return is closer. But making RBS a really
good bank demands more. That is why we are investing more
effort still in all of our businesses to serve customers well.