Exhibit 99.1
Royal Bancshares of Pennsylvania, Inc.Investor Presentation February 2015
This presentation may include forward-looking statements within the meaning of the Private Litigation Securities Reform Act of 1995. These forward looking statements can be identified by such forward-looking terminology as “expect”, “look”, “believe”, “plan”, “anticipate”, “may”, “will” or similar statements or variations of such terms or otherwise express the views of management of Royal Bancshares of Pennsylvania, Inc. (“Royal”) concerning anticipated trends and future developments. Such forward looking statements involve certain assumptions which may or may not materialize. These include, but are not limited to, the direction of U.S. monetary policy, interest rates, continued levels of loan quality and origination volume, continued relationships with major customers including sources for loans, as well as the effects of international, national, regional and local economic conditions, including local unemployment levels, actions by state and federal banking regulators, and other risks described in reports filed with, or furnished to, the Securities and Exchange Commission by Royal. Actual results may differ materially from these forward looking statements. Royal assumes no obligation to update any forward looking statement in the future. Preface 1
Investment Thesis for RBPAA 2 One of Few Mid-Sized Community Banks with Significant Footprint in Attractive Greater Philadelphia MarketRestarting the growth engine with a low loan to deposit ratio and solid core funding baseLong-term dedicated customer base; new base outpacing legacy baseWell into Recovery; Rare Distinction of Regulatory C&D Order Lifted without Requirement of New CapitalAggressively reduced classified assets and real estate and construction concentrationsClassified assets of $25.0 million at December 31, 2014 down from $170.6 million at March 31, 2010Maintained strong capital ratios by de-levering non-core businesses (investment securities, FHLB borrowings, brokered CDs, tax lien and national loan syndications)Significant Value in Deferred Tax Asset (Approximately $37 Million as of 12/31/13); Critical to Equity and M&ACompany-Wide Commitment to Turnaround and Repositioning; Success with Profit Program , Customer GrowthSignificant additions to the Board of Directors of independent, seasoned business leadersNew President and CEO, Kevin Tylus hired December 2012—PIP built and executedFamily-Ownership Majority – with Strong Alignment of Incentives Toward Creating Shareholder ValueFocus More on Deeper Commercial Relationships, Small Business, C&I, Consumer Lending, Broader Retail PlatformSuccessful Exit from US Treasury (TARP); Shareholder Diversification; Capital Plan, De-Levering of Debt Underway
Royal Bancshares at a Glance 3 Represents bank-level regulatory dataSource: SNL Financial OverviewFounded in 1963 as The Bank of King of PrussiaHeadquartered in Narberth, PennsylvaniaSingle bank holding company structureOwnership and Capital StructureAdditions to Board of Directors included independent seasoned bankersMajority owned; two well-known institutional investors
4 Company Profile and Locations Source: SNL Financial Henderson Rd. branch closed on January 17, 2013; 15th Street branch closed August 8, 2013 Branches (13)Admin / LPO (2)Leasing Company (1) Attractive footprint, improved 4 locations, added “LPO”Real estate and branch rationalization contributed to earningsGeographic gaps partially offset by product offeringNew brand and go-to-market strategy
Royal Bancshares/Royal Bank America Formed by Tabas Family with 1980 Purchase of Bank of King of Prussia (with Roots to 1963); $12 Million in Assets, $3.5 Million Purchase PriceHistorical Focus on Commercial Real Estate, a Strength of the Previous Management TeamCatered to experienced developers versus a more broad consumer-based strategyRoyal Began Originating Out-of-Market Business When Some Local Customers Moved Out of AreaAt the Height of the Real Estate Market, Funded a Number of Projects on a Mezzanine and Equity Basis, All of which have been Completed or Resolved; National Syndications Also DiscontinuedPurchased in 2001 Assets from Crusader Holding Corporation, which Originally Created Royal’s Tax Lien BusinessHistorically a Top Performer Among Peers until Downturn, No New Mezzanine or Tax Lien Assets in the “New” RoyalTrading Volume Up 10 Fold Since Initiation of 1/1/13 Turnaround Plan Company History 5
Last piece of executive team; joined January 2015 after acquisition of Valley Green Bank by UnivestSuccessfully built and grew high quality loan portfolios; broad product diversityTrained by Fleet, success at PNC and National Penn Management and Key Executives 6 Kevin TylusChief Executive Officer President & CEO since December 2012 and a Director of the CorporationFormerly, Regional President for PNC BankLast President of Yardville National BankStrategic planning, turnaround, repositioning, growth experience as Deloitte consulting partner, non-banking senior executive Michael ThompsonChief Financial Officer Senior Wachovia/Wells Fargo credit officerConsultant to community banks during recessionApplied strong workout skills throughout career Kathryn McDonaldChief Credit Officer Mark Biedermann Chief Lending Officer CFO since 2012From 2008 to 2012, served as the Chief Accounting OfficerJoined in 1999 as Bank’s Controller Career retail specialist and executiveProven track record with TD, National City and industry consultantExpert in all product platforms for go-to-market retail strategy Lars EllerChief Retail Officer
Board of Directors 7 Robert TabasChairman of the Board William R. HartmanLead Director Edward F. Bradley Wayne R. Huey Michael J. Piracci Linda Tabas Stempel Murray Stempel III Gerard M. Thomchick Kevin Tylus Howard J. Wurzak Tenured Board Members Recent Additions CEO of the corporation from 2008 to 2012 Previously, investor relations head for the corporation; experience at large investment management firm Lead Trustee of RAIT Financial TrustPreviously, Executive VP & CLO at the bank Chairman & CEO of the Wurzak Hotel Group, Philadelphia Previously, President & CEO of Citizens Republic Bancorp, President & CEO for subsidiaries of Banc One Previously, financial services partner at Grant ThorntonAdjunct professor in taxation, Philadelphia University Previously, Executive VP & CLO of Meridian Bank Former senior supervisory officer with the FDIC Previously, Sr. EVP & COO, First Commonwealth Financial Corporation and board member of the FHLB President & CEO and Director of the corporation
Deposits and Funding Composition 8 Core Deposits 68% of Total Funding Versus 41% at Year-End 2008 Dollars in thousands December 31, 2014 December 31, 2008
Loan Portfolio Composition 9 December 31, 2008 Focusing on Core Business Dollars in thousands December 31, 2014 December 31, 2008
Through the Transition 10 Significant Improvement in Asset Quality and Loan CompositionSizable reductions in non-performing and classified assets; purposeful post-recession downsizingBetter portfolio balance, less reliance on “top borrowers”, strategic value of in-market borrowersMaterial reduction in out-of-market portfolio, both syndications and originated businessRemaining non-performing loans carried at 51% of cost basisNet growth, strong quality, about 75% of loans from customers new to Royal BankRegulatory Capital Well in Excess of Regulatory Guidelines, in Excess of Mandated LimitsBroader Portfolio Includes Small Business, C&I, Consumer; Success with Commercial Deposits (1) Nonperforming assets and loans exclude TDRs
Credit Management 11 Significant Changes Were Made to Historical Credit Culture Highly Experienced and Transparent Credit Leadership; New Market-Leading Commercial Lender Joined TeamCCO and New CLO have “Chief Credit” ExperienceClose Working Relationship with Board Loan Committee on Complex Credits and Larger BorrowersEarly and Frequent Interaction Between Lenders and Credit Decision MakersInteractive “pre-screen” process to discuss credits in the pipelineRelationship management, not just salesEfficient Credit DecisioningConsultative approachAttractive speed to answer borrowerEconomic profit assessment; broad relationship over simply a loan transactionCreative outsourcing of non-performers, REO to specialty firm; contributing to earnings
Repositioning Branches and FootprintMoved four branches to more attractive locations; added Princeton, NJ “LPO”Additional Fee Income ServicesSuite of cash management products, remote deposit capture, merchant servicesUse of Web for Better Sales DistributionVarious on-line banking servicesOn-line consumer applications Mobile “touch” bankingCross Selling Opportunities More effective sales integration of Bank and Leasing SubsidiaryCross-product teams on sales, customer callsNew Logo, Signage, Marketing and Advertising, Active “Press Relations”The “new” Royal Bank story is well chronicled Establishing a Stronger Brand 12
Royal Bancshares Profitability 13 Strengthening Profitability Note: Financial data as of December 31, 2014
Capital Ratios 14 Well Capitalized Institution Represents bank-level regulatory data Note: Financial data as of December 31, 2014; capital ratios represent bank-level regulatory data
Relative Value Comparison 15 Market Valuation Versus Core Capital Strength Market value at 1/30/15; BV as of 12/31/14; Unpaid UST dividends and interest as of 12/31/14; DTA as of 12/31/13
Consolidation Has Created An Opportunity 16 Philadelphia-Camden-Wilmington MSA June 2014 June 2000 Excludes $51.5 mm deposits domiciled in the Reading, PA MSADollars in thousands; excludes credit card and internet banks. Banks in red in 2014 column are locally owned;banks shaded yellow in 2000 column have been sold.Source: FDIC; SNL Financial 15 of the top 30 banks in the MSA in 2000 have been sold or consolidatedCurrently, 14 out-of-market banks control 91% of the deposits in the MSA
High Level of Engagement, Energy, Communication, Coordination “Comply, Reposition and Grow” to “On the Way Back” to “Core Growth thru PIP’15”First full year with all (non-branch) employees co-locatedProfitability Improvement Program ContinuanceProfit from recurring items targeted at 10% over 2014Efficiency ratio improvement with emphasis on revenue growth and modest expense reductionDeepen Customer Relationships for “Economic Profit”Continued Focus on Quality Portfolio GrowthTarget total NPAs below 2%Loan pipeline approximately 4-months of budgeted volumeMajority of revenue from solid commercial lending; further volume in consumer and small business; look for more SBA and C&IContinue strong relationships with participating banks within our market Assessment of Priorities 17
Achieve Full Regulatory ComplianceContinued implementation of post-TARP capital plan committed to Federal Reserve Continued Capital and Equity ImprovementRecapture deferred tax asset, thereby increasing equity by approximately 50% once fully realizedOver time, address remaining Series A preferred shares Drive book value growth and overall inherent valueConsider an Accretive Acquisition at the Right Time Assessment of Priorities 18
Reinvigorated mid-sized community bank in a highly attractive geographyWell-rooted transition to core performing community bankHighly experienced Board and management team with aligned goals and objectives to increase shareholder valueImproving asset quality; a growing loan portfolio and customer baseRemaining challenges well understood with focused strategic planSizeable imbedded value from the DTA Summary 19