AMP LIMITED — Interim / Quarterly Report 2007

Oct 28, 2007

ASX Announcement

29 October 2007 Manager Manager Company Announcements Office Market Information Services Section Australian Stock Exchange New Zealand Stock Exchange Level 4, 20 Bridge Street Level 2, NZX Centre, 11 Cable Street Sydney NSW 2000 Wellington New Zealand Announcement No: 56/07

Asian Investor Roadshow

Please find attached a copy of briefing materials that will be used by AMP Financial Services Managing Director Craig Meller and AMP Capital Investors Managing Director Stephen Dunne in an investor roadshow in Asia on 29-30 October 2007.

AMP – Investor discussion pack

Craig Meller Managing Director, AMP Financial Services Stephen Dunne Managing Director, AMP Capital Investors Jill Craig Director, Investor Relations

October 2007

Outline

• Market dynamics

• AMP market position

• AMP business model

• Group performance overview

• Group performance – first half 2007

• Business line performance – first half 2007

� Capital management

Market dynamics

Australian private pension market predicted to tri le b 2015 p y

• Australian private pension market set to reach around US$2 trillion by 2015

• Superannuation is the flagship product of the Australian financial services system

• Well entrenched system, in place for over two decades

• Flows are underpinned by mandatory super

Legislative changes highly supportive of su erannuation p

• Successive governments have shaped superannuation as the preferred retirement savings vehicle.

• Major reforms during the past two years have cemented this positioning:

• 2005 : removal of surcharge levy (incentive for higher income earners to increase voluntary contributions); co-contributions; spouse contribution splitting

• 2006 : post-retirement withdrawals tax free at age 60 from 1 July 2007; abolition of Reasonable Benefit Limits (RBLs); post-retirement rules abolished (retirees no longer forced to exit super once they stop working); age based contributions limits replaced with flat $50k pa of deducted contributions (encourages earlier, larger contributions to super); undeducted contributions up to $150k pa or $450k over 3 years from July 2007 (previously constrained by RBLs); undeducted contributions up to $1m as one off opportunity to 30 June 2007

Robust growth outlook for key market sectors

Retirement savings projections to 2016

800 700 600 500 400 300 200 100

Post retirement - CAGR: 18.2% Retail - CAGR: 9.4% SMSF - CAGR: 9.5% Industry funds - CAGR: 12.3%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

AMP market position

AMP has leading positions in 2 of 3 key super channels: employers, planners and accountants

Superannuation market by channel

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Accountants / solicitors / stockbrokers / other
23%
Financial planners
46%
Employers
31%
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AMP has built a strong position in employer channel – highest growth, market leadership

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AMP fastest growing employer super provider
5.0 Employer sponsored products by assets under management
4.5
AMP (total)
4.0
3.5
Mercer
AMP SignatureSuper
NAB (total)
3.0
2.5
CFS FC
2.0
BT (total)
Plum
1.5 BT Bus
Asgard
MLC MK
1.0
AMP ING CS ING (total)
Superleader BT LS
0.5 CBA (total)
MLC ERP ANZ SA AMP CustomSuper
0.0
AMP FLS AXA (total) ING Integra
(0.5)
Net cashflow growth ($b) Dec 2002 to Dec 2006
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AMP’s aligned planner model has scale and is hi hl roductive g y p

	PIS AMP Fi Plannin Count Commonwealth FP Westpac FP ABN Amro Morgans NAB FP Hillross RetireInvest Lonsdale Bridges Millennium 3 Genesys MLC FP / Garvan FP

AMP business model

AMP today – a simple, scaleable model in a high growth industry focused on operational excellence

• Australasian wealth management group

• Integrated business model

• High growth industry

• Highly scaleable business

• Low cost manufacturing platform

• Reducing capital intensity

• Focusing on operational excellence

Key drivers and enablers of AMP business model

Six drivers

Products & Cost Asset Brand Distribution Packaging Platforms Efficiency Management Pre-eminent Large, scaleable Largest planner Cost to income Broadly based Rapidly growing brand in contemporary force in Australia / ratio AUM AUM retirement platform New Zealand < 37% > $130b > $25b savings > $45b

Four enablers

People & Culture Increasingly

Technology Close partnership with business and long record

Operations & Risk Capital Management Management

Invest in core businesses, targeting ‘A’ credit rating,

Strong risk management

Model generates margins across the industry value chain

Pricing - typical industry range for balanced growth fund

Products & Distribution – Products & Asset Platforms Dealer groups / planners platforms management 75 – 115 bps 40 – 95 bps 20 – 40 bps

AMP retail platform with AMPCI investment

AMP retail platform without AMPCI investment

Non-AMP retail platform

Third party retail products and advice only

Comparative advantage of AMP in planner distribution – scale ualit and tenure , q y

Number of Australian financial planners June 2007

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1800
1600
1501
1400
1316 1315
1200
1123
1000
842
800
600 540
645
400
200
0
AMP ANZ/ING AXA CBA NAB WBC
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Compared to industry medians, AMP’s planner groups have:

� lower planner turnover

� more experienced planners*

Number of Certified Financial Planners*

AMP’s cultural profile is increasingly constructive more so than industr avera e , y g

Financial services industry comparison

Group performance overview

Earnings from contemporary businesses have almost tripled in past four years

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306
253
209
156
103
173
116 107 104 107
A$m
1H 03 1H 04 1H 05 1H 06 1H 07
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Operating earnings now over five times underl in investment income y g

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460
342
297
245
234
124
94 101 99 90
A$m
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Underlying EPS trend before and after impact of $2.25b of capital returns*

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(AMP conducted a $750m return of capital in June 2005, $750m in June 2006 and $750m in June 2007)
70
61.2
59.5
60
54.3 55.0
50.6
50 47.7
43.9 43.9 43.9
43.0
40
34.8 34.8
30
20
10
0
Cents per share
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Growing AUM coupled with increasing capital efficienc y

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----- Start of picture text -----

14
140 130
12 11.5
120
110
10 96
100
83
78
8
80
6
60
4.6
4.1
3.8
4 3.2 40
2
20
A$b 0 A$b 0
1H 03 1H 04 1H 05 1H 06 1H 07 1H 03 1H 04 1H 05 1H 06 1H 07
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Strong AUM growth coupled with strong cost discipline

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----- Start of picture text -----

450 439
140 130
412
397 399
400 392
120
110
350
96
100
300
83
78
250 80
200
60
150
40
100
50 20
A$m 0 A$b 0
1H 03 1H 04 1H 05 1H 06 1H 07 1H 03 1H 04 1H 05 1H 06 1H 07
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Evergreen goal to deliver 15% pa growth in value over each five ear c cle y y

• Cornerstone assumptions underpinning goal:

• Equity markets growing at 6% pa plus dividends

• AUM growth > 10% pa

• Revenue margin contraction in CWM of 2-3% pa

• Group costs growth around cost of living type increases

• Expectations on key performance metrics:

• Underlying return on equity – strong trend improvement

• Value metrics – overall growth of 15% pa

• Operating earnings – double digit growth pa

• Cost ratio – continuing trend reduction

• Investment performance – 75% of AUM > benchmark

Group performance – first half 2007

Focused strategy is driving shareholder value

• Strategic focus is “to run the business better than it’s ever been run before”

• Key performance measures tracking well

• Underlying return on equity up from 26.6% to 38.7%

• Operating earnings up 35% to A$460m

• Cost ratio down from 40.1% to new low of 36.5%

• Embedded value up 12.4%1 in half-year, before transfers, and value of new business up 30%1 over year

• 76% of AUM at or exceeding benchmarks in year to June and

Focused strategy is driving shareholder value

• Powerful platform for growth

• Record retail net cashflows – up 62% to A$2.1b

• Group assets under management up 18% to A$130b

• Revenue growth easily outstripping costs driving operating leverage

  • AFS Contemporary Wealth Management 16% v 2%

  • AMP Capital Investors 28% v 19%

• Strong balance sheet and capital management

• Underlying interest cover up to 18.4 times; S&P gearing down to 8%

• Third successive capital return of 40 cents completed

• Interim dividend up 3 cents to 22 cents (85% franked)

Group cost ratios

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439
412
397 399 392 50 46.5% 120
43.9%
45 41.9%
40.1%
100
40 101bps 101bps 36.5%
35
80
84bps
30 77bps
70bps
25 60
20
40
15
10
20
5
% 0 0 bps
A$m
1H 03 1H 04 1H 05 1H 06 1H 07
1H 03 1H 04 1H 05 1H 06 1H 07
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Group assets under management

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----- Start of picture text -----

130
110
96
83
78
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Underlying return on equity
50 48.4%
40
38.7%
30
21.0% 26.6%
20 22.9%
10
6.9%
% 0
1H 03 1H 04 1H 05 1H 06 1H 07 1H 07 assuming
capital return on
1 Jan 07
Pre-demerger Underlying return on equity
29
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Growth in shareholder value

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Value of an investment in AMP has grown 85% from June 2005 to June 2007
(81% in TSR terms based on actual share price)
25
23.2
2.4 21.4
0.7
20 0.4
17.9
16.2
15 13.5
11.6
10
5
0
Opening Opening Opening Opening Dividends Capital Valuation Closing 2009 Goal
value – value – value – value – return – uplift value –
June 2005 Dec 2005 June 2006 Dec 2006 1H 07 June 2007
A$b
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Business line performance – first half 2007

AMP’s earnings by business lines

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AFS Mature operating earnings
92 95
89 88
83
A$m
1H 03 1H 04 1H 05 1H 06 1H 07
Cobalt/Gordian operating earnings
78
27
19 21
15
A$m
1H 03 1H 04 1H 05 1H 06 1H 07
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AFS Australian contemporary wealth management

			Contemporary wealth management	Contemporary wealth management	Contemporary wealth management			Change
			1H 07		1H 06
	Operating earnings		A$145m		A$116m		+ 25%
	Controllable costs		A$178m		A$175m		+ 2%
	Cost to income ratio		43.8%		48.5%		- 4.7 percentage points
	Retail net cashflows		A$2,100m		A$1,294m		+ 62%
	Corporate super net cashflows		A$864m		A$2,015m		- 57%
	Persistency		80.9%		83.1%		- 2.2 percentage points
	AUM (pre capital)		A$55.4b		A$44.7b		+ 24%
	RoEV pre transfers@ 3% discount margin		13.8%		10.4%		+3.4 percentage points
	VNB @ 3% discount margin		A$144m		A$110m		+ 31%
	Return on equity1		49.0%		37.6%		+	11.4 percentage points

AFS contemporary wealth management – significant operational leverage

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400 383
360
341
350
325
299
300
250
200 172 185 175 184 178
150
100
50
A$m 0
1H 05 2H 05 1H 06 2H 06 1H 07
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AFS Australian contemporary wealth protection

			Contemporary wealth protection	Contemporary wealth protection		Change
			1H 07	1H 06
	Profit margins		A$57m	A$49m	+ 16%
	Experience profits		A$2m	A$10m	- 80%
	Operating earnings		A$59m	A$59m	steady
	Operating earnings / API1		20.9%	22.6%	- 1.7 percentage points
	Controllable costs		A$33m	A$31m	+ 7%
	Individual risk annual premium income		A$433m	A$403m	+ 7%
	Individual risk lapse rate		10.0%	9.6%	+ 0.4 percentage points
	RoEV pre transfers@ 3% discount margin		9.5%	13.6%	- 4.1 percentage points
	VNB @ 3% discount margin		A$40m	A$24m	+ 67%
	Return on equity2		29.3%	28.2%	+ 1.1 pe	rcentage p	oints

AFS Australian contemporary wealth protection

� 1H 07 earnings impacted by:

• fall in experience profits due to less favourable claims experience

• lower API growth due to price reduction coupled with lower than expected sales as planners focused on superannuation opportunities

� Business initiatives:

• improving ease and profitability of writing AMP risk products by

• automated underwriting, online lodgement, automatic acceptance for small business plans, product enhancements and improved medical limits

• premium increases and product improvements in income protection

AFS Australian mature

	Mature	Mature	Change
	1H 07	1H 06
Operating earnings Controllable costs Net cashflows Persistency AUM (pre capital) VNB@ 3% discount margin RoEV pre transfers@ 3% discount margin Controllable costs/AUM1 Return on equity2	A$95m A$33m (A$615m) 87.6% A$18.9b A$20m 14.0% 35bps 201.1%	A$92m A$30m (A$564m) 87.7% A$18.2b A$20m 15.8% 32bps 82.5%	+ 3% + 10% - 9% - 0.1 percentage point + 4% steady -1.8 percentage points + 3bps + 118.6 percentage points

AFS New Zealand

			New	Zealand	Change
			1H 07	1H 06
	Profit margins		A$26m	A$22m	+ 18%
	Experience profits		(A$2m)	A$1m	-
	Operating earnings		A$24m	A$23m	+ 4%
	Controllable costs		A$29m	A$31m	- 6%
	Cost to income ratio		42.5%	44.4%	- 1.9 percentage points
	Individual risk annual premium income1		A$101m	A$79m	+ 28%
	Lapse rate		7.1%	6.9%	+ 0.2 percentage points
	AUM (pre capital)		A$4.9b	A$4.2b	+ 17%
	RoEV pre transfers@ 3% discount margin		7.4%	(3.6%)2	-
	VNB@ 3% discount margin		A$11m	A$11m	steady
	Return on equity3		29.8%	23.0%	+ 6.8 percentage points

AFS cost efficiency

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A$m
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----- Start of picture text -----

282
45 42.1% 41.8% 140
274
274
267 38.6%
40
262 36.1% 120
34.3%
35 116bps
100
30 104bps
89bps 80
25
78bps
20
69bps 60
15
40
10
20
5
% 0 0 bps
1H 03 1H 04 1H 05 1H 06 1H 07 1H 03 1H 04 1H 05 1H 06 1H 07
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AFS 1H 07 cashflows

• Total retail net cashflows up 62% to A$2.1b

• Retail superannuation and annuities/pensions net cashflows up 75% to A$1.63b

• External platforms net cashflows up 44% to A$0.55b

• Total corporate super net cashflows down 57% to A$0.9b

• Net cashflows in corporate super (excluding major mandate wins in both periods) up 44% to A$452m

• Strong growth in planner channels

• Net cashflows through AMP Financial Planning up 66% to A$1.45b

• Net cashflows through Hillross up 37% to A$0.5b

• Allowing for internal product flows, persistency fell slightly

• Retail super 91.0% (up 0.5% from 1H06)

• Allocated pensions/annuities 86.6% (down 0.6%)

• Corporate super 93.0% (down 0.8%)

AFS net cashflows by major channel on rolling 12 month basis

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(A$m)
Corporate Super direct AMP Financial Planning
3,500 Corporate Super Direct incl SignatureSuper mandate wins 2,300
Corporate Super Direct excl SignatureSuper mandate wins
3,000
1,800
2,500
1,300
2,000
1,500 800
1,000
300
500
0 (200)
Hillross New Zealand
2,300 2,300
1,800 1,800
1,300 1,300
800 800
300 300
(200) (200)
Q4 02 Q1 03 Q2 03 Q3 03 Q4 03 Q1 04 Q2 04 Q3 04 Q4 04 Q1 05 Q2 05 Q3 05 Q4 05 Q1 06 Q2 06 Q3 06 Q4 06 Q1 07 Q2 07 Q3 07 Q4 02 Q1 03 Q2 03 Q3 03 Q4 03 Q1 04 Q2 04 Q3 04 Q4 04 Q1 05 Q2 05 Q3 05 Q4 05 Q1 06 Q2 06 Q3 06 Q4 06 Q1 07 Q2 07 Q3 07
Q4 02 Q1 03 Q2 03 Q3 03 Q4 03 Q1 04 Q2 04 Q3 04 Q4 04 Q1 05 Q2 05 Q3 05 Q4 05 Q1 06 Q2 06 Q3 06 Q4 06 Q1 07 Q2 07 Q3 07 Q4 02 Q1 03 Q2 03 Q3 03 Q4 03 Q1 04 Q2 04 Q3 04 Q4 04 Q1 05 Q2 05 Q3 05 Q4 05 Q1 06 Q2 06 Q3 06 Q4 06 Q1 07 Q2 07 Q3 07
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AFS net cashflows by wealth management product line on rolling 12 month basis

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(A$m)
Corporate Super 1 AMP-manufactured retail products 2
Corporate Super Direct incl SignatureSuper mandate wins 2,500
3,500
Corporate Super Direct excl SignatureSuper mandate wins
2,000
3,000
1,500
2,500
1,000
2,000
500
1,500
0
1,000 (500)
500 (1,000)
0 (1,500)
(2,000)
1 Includes Corporate Super sales through direct sales force and through planners 2 Australia only, excludes New Zealand.
2,500 External platforms Mature and closed products
2,500
2,000
2,000
1,500
1,500
1,000
1,000
500 500
0 0
(500) (500)
(1,000)
(1,000)
(1,500)
(1,500)
(2,000)
(2,000)
(2,500)
Q4 02 Q1 03 Q2 03 Q3 03 Q4 03 Q1 04 Q2 04 Q3 04 Q4 04 Q1 05 Q2 05 Q3 05 Q4 05 Q1 06 Q2 06 Q3 06 Q4 06 Q1 07 Q2 07 Q3 07
Q4 02 Q1 03 Q2 03 Q3 03 Q4 03 Q1 04 Q2 04 Q3 04 Q4 04 Q1 05 Q2 05 Q3 05 Q4 05 Q1 06 Q2 06 Q3 06 Q4 06 Q1 07 Q2 07 Q3 07
Q4 02 Q1 03 Q2 03 Q3 03 Q4 03 Q1 04 Q2 04 Q3 04 Q4 04 Q1 05 Q2 05 Q3 05 Q4 05 Q1 06 Q2 06 Q3 06 Q4 06 Q1 07 Q2 07 Q3 07 Q4 02 Q1 03 Q2 03 Q3 03 Q4 03 Q1 04 Q2 04 Q3 04 Q4 04 Q1 05 Q2 05 Q3 05 Q4 05 Q1 06 Q2 06 Q3 06 Q4 06 Q1 07 Q2 07 Q3 07
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Super contribution pattern in first half 2007 consistent with AMP market positioning

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1,200
1,000
800
600
400
200
A$m 0
$0 - $1000 $1000 - $100K $100K - $250K $250K - $450K $450K - $1M $1M+
Total super contributions –
FLS, Corporate Super, external platforms
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Strong growth in allocated pensions / annuities net cashflows

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----- Start of picture text -----

450
400
350
300
250
200
150
100
50
A$m 0
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AMP Capital Investors (AMPCI)

			AMPCI	AMPCI		Change
			1H 07		1H 06
	Operating earnings		A$78m		A$55m	+ 42%
	Internal management fees		A$91m		A$80m	+14%
	External management fees		A$93m		A$67m	+39%
	Total performance & transaction fees		A$48m		A$34m	+41%
	Controllable costs		A$124m		A$104m	+ 19%
	Cost to income ratio		51.4%		55.2%	- 3.8 percentage points
	External net cashflows		A$1,261m		A$1,144m	+ 10%
	AUM (pre capital)		A$111.6b		A$96.4b	+ 16%
	Return on equity1		71.6%		60.0%	+ 11.6 percentage points

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AMPCI – volumes and profit margins
120 20
109.1
18
100 94.5
16
81.3
14
80
70 70.4 13.9bps
12
11.6bps
60 10
10.3bps
9.9bps 9.7bps
8
40
6
4
20
2
Basis
A$b 0 0
points pa
1H 03 1H 04 1H 05 1H 06 1H 07
Average AUM in period Operating earnings after tax –
basis points pa before net seed pool
46
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AMPCI – out performance against benchmarks

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Weighted AUM % at or above benchmark
June-07 Dec-06
99%
96%
95% 93%
86%
83%
78%
76% 76%
Target 74% 71%
75%
64%
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AMPCI – out performance in diversified funds

AMP Capital Balanced Growth Fund		AMP Capital Conservative Fund
Return Ranking		Return Ranking
Year 1 17.5% 1		Year 1 10.6% 1
Year 3 16.9% 1		Year 3 10.3% 1
Year 5 12.7% 1		Year 5 8.7% 1

Cobalt/Gordian – operating earnings

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----- Start of picture text -----

74
67
58
51
53
31
52
78
32
27
21
19
15
----- End of picture text -----

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A$m

Cobalt/Gordian – capital position

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237
125
511
615
349 492 484
585
423
499
309
255
224
159
137
A$m
FY 03 FY 04 FY 05 FY 06 1H 07
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Capital management

AMP Financial Services – profit and capital releases

A$m	AFS operating earnings(1)	AFS underlying investment income(1,2)	Investment income market adjustment(1,2)	Additional transfers(3,4)	Cash transfer from AFS(5)
2000	322	258	243	176	999
2001	311	234	(94)	(271)	180
2002	272	221	(258)	736	971
2003	368	169	42	461	1,040
2004	415	96	111	849	1,471
2005	515	81	22	23	641
2006	607	82	13	193	895
1H 2007	323	44	5	(10)	362
Total	3,133	1,185	84	2,157	6,559

1. 2006, 2005 and 2004 AFS operating earnings, underlying investment income and investment income market adjustment are on an AIFRS basis. All other years are on an AGAAP basis. Operating earnings have been restated to exclude transitional tax relief.

2. Actual investment income on capital is split between underlying investment income reported in AFS and investment income market adjustment.

3. Includes capital transfers in and out, transitional tax relief, movements in retained profits of operating subsidiaries, AIFRS adjustments in 2004 and

Financial strength metrics

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20
30 June 2007
18
16
30 June 2006 31 Dec 2006
14
31 Dec 2005
12
30 June 2005
10
8
31 Dec 2003
31 Dec 2004
6
30 June 2004
4 30 June 2003
2
0
60% 50% 40% 30% 20% 10% 0%
Underlying interest cover
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Capital management

• Capital management strategy since 2004 has driven:

• Significant increase in dividends per share

• A$2,250m in capital returns to shareholders

• A$500m reduction in group debt

• Capital management strategy going forward:

• AMP’s surplus regulatory capital position remains above its target range post June 07 capital return following strong profits, share markets and investment out performance in 1H 07

• Capital management strategy now focusing on optimising capital mix

• Future capital initiatives will continue to be framed against the objective to maintain the Group’s ‘A’ range credit rating

• Previous guidance that future capital initiatives are likely to be less frequent and/or significantly smaller in scale stands

Dividends and capital returns since first half 2003

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40
40
40
22
19
13 14
Cents 7
per
share
1H 03 1H 04 1H 05 1H 06 1H 07
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Summary

Summary

• Powerful platform for growth

• Industry growth high, buoyed by Simpler Super reforms

• Flexible, robust and scaleable business model

• Sharp focus on core business

• The better we get at running the business, the more opportunities we find to improve

• Broad basis to grow

• Retail super, corporate super, retirement income products, risk insurance, retail and institutional funds

• Strong balance sheet and cash flow

Appendix

Two distinct planner groups create powerful presence in market

AMP Financial Planning (AMPFP)

Hillross (including Arrive and Magnify)

• 1,216 self-employed planners; 754 practices[1]

• 285 self-employed planners; 109 practices[1]

• 150 Certified Financial Planners[1]

• 495 Certified Financial Planners[1]

• Average planner age 43[1]

• 49% in industry 10+ years, compared to industry median of 31%[2]

• 49% with dealer group 10+ years, compared to median of 17%[2]

• AUM per practice $56.8[1]

• Focus on mass and mass affluent customers

• Network institutionally branded and owned – AMP owns client register

• 62% of AFS contemporary wealth management net cashflows (ex

• Average planner age 45[1]

• 35% in industry 10+ years, compared to industry median of 31%[2]

• 21% with dealer group 10+ years, compared to median of 17%[2]

• AUM per practice $89.1m[1]

• Focus on mass affluent and high net worth customers

• Non-institutionally branded and client owns client

• 21% of AFS contemporary wealth management net cashflows (ex

Pre-tax operating earnings relative to FUM

Wealth management operating earnings per dollar of retail FUM – indexed to AMP

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1.2
1.00
0.96
1.0
0.86
0.76
0.8
0.6
0.48
0.45
0.39
0.4
0.2 0.14
0.0
Index
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AFS embedded value

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RoEV Traditional basis, @ 3% discount margin
1H 03 5.8%
47 8,178 (456)
115
1H 04 9.3%
17 4
176
1H 05 11.1%
1H 06 11.2% 215
7,722
1H 07 12.4% 327
759 7,277
6,518
A$6,000m
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AFS value of new business

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VNB Traditional basis, @ 3% discount margin
1H 03 $100m
1 215
1H 04 $125m 4
9
1H 05 $134m 42 (8)
2
1H 06 $165m
1H 07 $215m
164 1 165
A$120m
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Organisational culture inventory (OCI) – measurin 12 behaviour st les g y

ACHIEVEMENT	SELF- ACTUALISING	HUMANISTIC- ENCOURAGING	AFFILIATIVE
Members are expected to set challenging but realistic goals and solve problems effectively	Members are expected to gain enjoyment from their work and produce high quality products/services	Members are expected to be supportive, constructive, and open to influence in dealing with others	Members are expected to be friendly, open, and sensitive to the satisfaction of the work group

APPROVAL	CONVENTIONAL	DEPENDENT	DEPENDENT	AVOIDANCE
Members are expected to agree with, gain the approval of, and be liked by others	Members are expected to conform, follow the rules, and make a good impression	Members are expected to do what they are told and clear all decisions with their superiors		Members are expected to shift responsibilities to others and avoid being blamed for mistakes
OPPOSITIONAL	POWER	COMPETITIVE	PERFECTIONISTIC