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NOVEMBER 2013

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Delivering for shareholders and customers

2013 Result	FY13 $M	FY12 $M	v	FY13 FY12
Cash Profit	6,498	5,830	Up	11%
Statutory Profit	6,272	5,661	Up	11%
Cash Earnings per Share (cents)	238.5	218.5	Up	9%
Dividend per share (cents)	164.0	145.0	Up	13%
Cash Return on Equity	15.3%	15.1%	Up20bps

Super regional strategy delivering sustained business growth and improving returns
Strong growth in key customer segments and markets
A more efficient, higher quality bank

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SUPER REGIONAL STRATEGY
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STRONG PROFITABLE ENTERPRISE CORE ASIAN APPROACH MARKETS GROWTH

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STRONG LIQUIDITY AND CAPITAL MANAGEMENT
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DISCIPLINED AND EXPERIENCED MANAGEMENT
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We have built scale, capability and momentum in Asia

ANZ has built a substantial business in Asia

A top 4 Corporate Bank in Asia

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USDm Asia Operating Income [1 ] Greenwich Associates Large Corporate Survey
Overall Relationship Quality
70%
38% CAGR 2,243
2,109
1,840 17%
60% Bank A
1,257 11% 17%
877 24%
622 50% 12% 11% Bank B
6%
322
Bank C
40%
FY07 FY08 FY09 FY10 FY11 FY12 FY13 2012
Significantly larger presence than
30%
domestic peers
2011
Asia Staff (FTE) Bank E
20% 2010 Bank D
16,465 Bank H Bank F
Bank G
Bank I
Global 7,635 10%
Hubs
~4,000
8,830 0%
-75 -50 -25 0 25 50 75
ANZ Australian Greenwich Quality Index [3] - Overall Relationship Quality
2 (Difference from the Average)
Domestic Peers
Important Relationships
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Includes Asia Private Bank. 2. Total estimated Asia based staff of CBA, Westpac and NAB.
The Greenwich Quality Index score is based upon a normalized composite of all qualitative evaluations transformed to a scale of 0 to 1,000 with the difference from the

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average shown. Note: Cross-hairs are calculated by the average of the banks shown in graph.

A differentiated strategy that is delivering for shareholders and customers

ANZ has built a substantial business in Asia

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Markets / No. Staff
Japan & Korea – 200
China – 800
Taiwan – 1,500
Hong Kong – 1,100
Greater Mekong [1] – 1,300
Philippines – 1,500
Singapore – 2,200
Indonesia – 1,800
Global Hub
India – 6,100
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Average 5 year GDP growth

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7.0%
2.5%
1.1%
Australia New Zealand Asia
(ex. Japan)
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Established network to support faster growing regional flows in trade, capital and wealth

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Asia-Europe Asia-US
Trade: US$1.0trn Trade: US$0.8trn
Intra-Asia
Trade: US$1.6trn
Australia/NZ-
Asia
Trade: US$235b
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Source: World Trade Organisation

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Greater Mekong includes Vietnam, Cambodia & Laos.

Strengthening Australia – Retail & Wealth

Increase in economic 9% capital allocated to Australia Retail Branch sales staff now 68% accredited to sell home loans Branch sales staff 30% accredited to sell Wealth products 201 Smart ATM‟s installed Increase in branch 16% Home Loan sales 50,000[New Smart Choice ] superannuation customers

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Retail Market Share [1]
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14.4%
13.7%
13.1%
12.4%
2010 2011 2012 2013
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Wealth Products Sold Through Retail Distribution

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

Thousands
+19%
206
173
FY12 FY13
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Source: Roy Morgan Research: rolling 12 months, traditional banking consumer market (Deposits, Cards & Loans). All years as at August

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Strengthening New Zealand – Retail & Wealth

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Products removed as part Retail Income per Branch
85
of simplification
NZDm +34%
4.7
Increase in Kiwisaver
3.5
31% FUM, 81% of sales via
branches
Increase in branch
7%
coverage since 2010 [1 ]
FY10 FY13
Reduction in branch Retail Income per FTE
7%
expenses
NZD
+32%
thousands
356
Auckland sales staff
60% relocated to match market 269
opportunities
10% Total New Zealand FTE
FY10 FY13
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Branch coverage measures the areas in which ANZ is represented relative to where New Zealanders do business

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Strengthening Institutional and Commercial in Australia & New Zealand

Grow Commercial

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Increase in economic Corporate & Commercial Banking Australia
Combined Lending and Deposit Growth [2 ]
9% capital allocated to
Australia
1.9x
16.3%
30,000 [Growth in Australia ]
customer numbers [1 ] 8.5%
Growth in New Zealand
13%
Small Business customers System ANZ
Drive productivity in Institutional
Institutional Australia & New Zealand
Reduction in Aust/NZ
5% Cost to Income Ratio
operating expenses
38.0%
6% Reduction in FTE Aust/NZ
36.2%
36.3%
Ex-software 35.7%
Increase in income Impairment
36%
referred to Asia
FY11 FY12 FY13
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Excludes Esanda; 2. Source: Lending - RBA Lending and Credit Aggregates and Deposits – APRA Monthly Banking Statistics, Non-Financial Corporations

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Profitable Growth in Asia

Build Scale

Asia Customer Growth FY13 v FY12

Institutional Asia 11% customer growth 35%[ANZ Transactive customer ] growth 96%[ANZ Transactive monthly ] transaction volume growth

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19%
16%
12%
7%
6%
Agriculture Financial Resources Global Commercial
Institutions Diversifieds
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Drive Capital Efficiency

Asia Volume Growth FY13 v FY12

Increase in capital 24% allocated to Asia Trade % Institutional Asia 74% portfolio with tenor < 1 year 270bps[1 ][Decline in Asia cost to ] income

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66%
32%
16%
PCM Deposits Trade Lending FX Turnover
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Adjusted for FX and prior period one-off items, unadjusted down 710bps

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Trade a key driver of return

What Customers Want

Natural cross sell product for Cash and Markets

$1 of Trade income = $1.08 of Cross-Sell[1]

On the ground presence
Risk and liquidity appetite
Processing expertise

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$2.08
$0.51
$1.00 $0.57
Cross-Sell Income
Trade Markets Cash Combined
Income Income
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What ANZ Likes

With strong utilisation by new to bank Trade led customers

Quality multinational customer base
Short duration
High quality, high probability cross-sell

% New Trade Customers utilising

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62%
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47%
8%
Markets Cash Global Loans
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New to bank trade led customers using Markets and Payments & Cash Management Products

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Productivity

Operations Volume Growth FY13 v FY12

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

12%
8%
7%
5%
Australia New IIB Global
Zealand Wealth
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Operations Expense Growth FY13 v FY12

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New Global
Australia Zealand IIB Wealth
-6%
-7%
-10%
-11%
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Transaction Quality, Manual Payments Defects Per Million

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865
670
495
400
180
2H11 1H12 2H12 1H13 2H13
Straight Through Processing Aust/NZ
% of Total Transactions
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~90-95%
83%
76%
68%
FY11 FY12 FY13 Global Best
Practice
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Credit Quality

Institutional diversification delivering improved credit quality

% Institutional Exposure At Default

Exposures < 1 year 48% Tenor

Investment Grade 78% Exposures (68% in 2010) Asia Exposures 29% 74% <1 year tenor

Global Loans 39% (47% in 2010) Average Credit RWA 41% rate (54% in 2010)[1 ]

Group Provision Charge

Provision Charge

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Provision Charge as % Avg. Net Advances
0.85%
0.50%
0.32%
3.06 0.30% 0.27%
1.82
1.21 1.25 1.20
FY09 FY10 FY11 FY12 FY13
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Group Impaired Assets

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$b
6.6
5.6 5.6
5.2
4.3
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
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Basel 2 basis

Capital efficiency

$4.5 Organic capital billion generated in FY13

Return on Risk 7bps Weighted Assets increase[1 ]

Proactive allocation of resources



Average Credit RWA 200bps rate (CRWA/EAD)[1 ]

510bps 3 year DPOR increase Neutralised Dividend  Reinvestment Plan

Return on Equity Movement FY13 v FY12

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0.60%
15.3%
0.05%
15.1%
0.25%
0.10%
FY12 FX FVA Increase Reduced FY13
Impact Impact in RoA leverage
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Economic Profit Movement FY13 v FY12

$m 93 2,701 284 46 2,370 FY12 Cash Profit Economic Imputation FY13 net of Cost Credit Cost Credits of Capital

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Basel 2 basis

CEO Priorities

Improving Diversifying Improving Improving customer revenue productivity returns experience

Strategic Focus

Proactive capital allocation
Further improve productivity in NZ
Build share in Australia
Use scale to lower unit cost
Grow Institutional businesses aligned to trade and capital flows
Maintain risk appetite

FY14 Outlook

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

Revenue Expense
Growth Growth
~4-5% ~2%
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Above Peer Improved
Stable Risk
EPS ROE
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Income by Line of Business

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Operating Income Movement
Operating Income Mix by Line of Business
FY13 v FY12
$17.6b $18.4b $m Growth in
Mortgages
Other 6% 5% (margin and Driven by FX
volume growth) turnover
Payments & Cash Management and Loans
• Term Deposits 19% 18% (higher volume) 231 68 18,378
• Merchant Acquiring 655
• Clearing & International Payments 133
• Cash Management & Savings Accounts 15% 16%
Lower margin in
17,557 Cash Management
Risk Management & Term Deposits
• FX & Commodities • Rates & Credit
• Life Insurance • Equity Derivatives
• General Insurance • Investments &
Superannuation
• Wealth Distribution
and Advice
60% 61%
Financing & Capital Management
• Mortgages • Cards
• Personal Loans • Business Loans
• Trade & Supply • Specialised
Chain Finance
FY12 FY13

Normalised
Other FY13
Management
Management
FY12 Normalised Financing & Capital Risk Management Payments & Cash
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FY12 operating income adjusted to exclude the gain on Visa share sale ($291m)

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Income by Division and Geography

Operating Income Mix by Division (FY13)

Operating Income Mix by Geography (FY13)

FY13 Network Revenue[1 ] from APEA represented 21.4% of Group Operating Income

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

Transaction
Banking Retail Asia
Global Pacific
Loans 8% Asia Partnerships
4%2% Other
9%
1% New Zealand
6% Retail APEA
IIB
Global New New Zealand 17%
Markets 12% 36% Zealand 6% Commercial
12%
Funds
Global Wealth 3% Management New Zealand
Australia
8% 3% Insurance
16%
1% Private Wealth 67%
Australia 1%
Other
17% 44%
Australia
Corporate &
Commercial
27%
Australia
Retail
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Network revenue represents income booked in a jurisdiction different from where a client relationship is managed

Balance Sheet composition by Geography

Customer Lending[1] by Geography

Customer Deposits by Geography

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Australia APEA
Institutional Retail & Wealth APEA Commercial
APEA & Institutional
APEA Commercial Retail & Wealth
10% 2% & Institutional 22%
11% 4%
Australia
Commercial 14% APEA Australia APEA
13% New Zealand Institutional 15% 26%
11% Retail & New Zealand
9%
Wealth Retail & Wealth
New
New
Australia Zealand
Other Retail 2% Zealand
Australia 19% 7% NZ Australia 17% 5% CommercialNZ
Commercial
68% Australia 57% 3%
1%
Commercial 12% New Zealand
New Zealand
Institutional
Institutional
42% 30%
Australia
Australia
Retail Mortgages
Retail & Wealth
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Customer lending represents Net Loans & Advances including acceptances

Balance Sheet composition by Segment

Customer Lending[1] by Segment Customer Deposits by Segment

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

Australia Australia
Commercial New Zealand Institutional
New Zealand
Commercial
Commercial
14% APEA 15%
7%
Commercial
New Zealand 5%
Retail & Wealth Australia
11% Commercial 10% Institutional APEA
Australia
APEA 21% Commercial 12% Institutional 22% Institutional
Retail & Wealth 17%
2% Institutional Commercial 40%
21% APEA
10%
Institutional
New Zealand
Retail & Wealth Retail & Wealth 9%
58% 1% New Zealand Retail & Wealth 3% New Zealand
Institutional 43% Institutional
4%
APEA
Retail &
Wealth
45% 30%
Australia
Retail & Wealth Australia
Retail & Wealth
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Customer lending represents Net Loans & Advances including acceptances

Return on Equity

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

IIB Return on Equity (Regulatory Capital Basel 3) [1] Basel 3 Capital Usage Mix
FY12 Basel 3 Proforma FY13 Basel 3
5% 5% Other
3% 3% Retail
11%
IIB Division
12% 18% 19% Partnerships
14%
Institutional
14%
Global
10% 22% 23% Markets
Global Loans
11%
20%
Transaction Banking Transaction
18% 15%
17% Banking
16%
Global Markets
17%
10%
Partnerships 37% 34% Global
11%
Loans
11%
Retail Banking
7%
FY12 FY13
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Capital calculated in accordance with APRA Standards. Capital represents Converted Basel 3 Average RWA plus Average Capital Deductions (i.e. partnership investment)

ANZ A RECOGNISED LEADER IN SUSTAINABILITY

Rated most sustainable bank globally in the 2013 Dow Jones Sustainability Index for the sixth time in seven years

DJSI assesses business management practices including corporate governance, risk management, customer relations, brand management, human resources policies and practices, corporate community investment, climate change mitigation and environmental performance.

ANZ Employee Engagement 72% up from 70% in FY12

Women in management, steady 38% since FY12

IIB lenders who completed Social 5,286 & Environmental training since introduction in 2011

People reached through financial 49,259 education programs in FY13; 240,000 in the past 10 years

Dow Jones Sustainability Index FY10-FY13

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ANZ Global Banks Average Score Lead score
92 92 93 93
92 91 93 93
59 58
53
51
FY10 FY11 FY12 FY13
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Group Treasury

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Strong Balance Sheet profile

FY13 v FY12

Capital

47bps APRA Basel 3 CET1

Internationally Harmonised 76bps CET1

Customer Funded Balance 62% Sheet

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

10.8%
10.0%
8.5%
8.0%
Sep 12 Sep 13
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APRA CET1 Internationally Harmonised CET1

Term Wholesale Funding $24b issued, 29% to Domestic investors

 Lowest funding gap of Australian major banks $7b Total Liquidity Portfolio

FX earnings hedges in place ~60% for FY14

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

Stable Funding Mix
----- End of picture text -----

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

14% 15%
5% 3%
12% 12%
61% 62%
8% 8%
Sep 12 Sep 13
SHE & Hybrid Debt Customer Funding
Term Debt >1yr Term Debt <1yr
ST Wholesale Funding
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Capital levels remain well positioned

Basel 3 CET1
Capital Overview
•
Capital generation and initiatives in FY13
have lifted capital levels by 47bps (APRA
CET1) and 76bps (Internationally
Harmonised CET1)
•
The group is well placed in regards to capital
targets and remains focused on driving
further efficiencies
•
Dividend Payout to remain towards upper
end of 65% - 70% range (Cash Earnings) in
the near term, 69.3% in FY13
•
DRP/BOP will again be neutralised via
on-market buyback
4.5%
CET1 Minimum
2.5%
Capital Conservation
Buffer
7.5%
8.0%
8.5%
9.5%
10.0%
10.8%
Sep 11
Sep 12
Sep 13
Internationally
Harmonised
APRA

Capital position reconciliation under Basel 3

	CET1	Tier 1	Total Capital
Sep 13 APRA	8.5%	10.4%	12.2%
10% allowance for investments in insurance subs and ADIs	0.8%	0.8%	0.7%
Mortgage 20% LGD floor and other measures	0.5%	0.6%	0.7%
IRRBB RWA(APRA Pillar 1 approach)	0.5%	0.6%	0.7%
Upto 5% allowance for deferred tax asset	0.3%	0.2%	0.2%
Other capital items	0.2%	0.2%	0.2%
Sep 13 Internationally Harmonised	10.8%	12.8%	14.7%

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Capital levels have increased in FY13

CET1 – APRA (Sep 2013 v Sep 2012)

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

2.06
0.24
0.35
0.27
8.49
8.02
1.16 0.05
+47bps
Sep-12 Cash RWA Non RWA Capital Dividends Other (5) Sep 13
NPAT (1) Usage (2) Business Initiatives (4) (net DRP)
Usage (3)
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CET1 – APRA (Sep 2013 v Mar 2013)

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

1.03 0.08
8.18 0.08 0.11 0.01 8.49
0.62
+31bps
Mar 13 Cash RWA Non RWA Capital Dividends Other (5) Sep 13
NPAT (1) Usage (2) Business Initiatives (4)
Usage (3)
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Cash earnings net of pref shares. 2. Includes impact of expected loss versus eligible provision shortfall 3. Includes capital retention of deconsolidated entities, capitalised software and other intangibles. 4. Includes refinance of ANZ Wealth (1H13) and ANZ LMI (2H13). 5. Includes net FX, Non-Cash NPAT items, net deferred tax assets. 24

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Liquidity position has benefitted from an improvement in both fundin mix and asset rofile g p

Funding mix has stabilised Shortened asset tenor

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29% 19% 18% 16% 23% 24%
7%
14% 15% 14% 13%
22% 8%
5% 3% 1% 6% 8%
3% 3%
7% 12% 12%
14%
80%
61% 62% 74% 73%
50%
7% 8% 8%
4% 3% 3%
Sep 08 Sep 12 Sep 13 Sep 08 Sep 12 Sep 13
SHE & Hybrid Debt Customer Funding Other Fixed Assets Lending
Term Debt >1yr Term Debt <1yr Trade Loans Other ST Assets
ST Wholesale Funding Liquid Assets
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Lowest structural funding gap of major domestic peers, rovidin flexibilit p g y

Peer Funding Comparison

	ANZ	Westpac	NAB	CBA
Loan – Deposit Ratio (%)	127%	145%	145%	139%
Loan – Deposit Gap ($b)	101	162	153	157
Australia Household Funding Gap ($b)	115	181	129	174
Loan – Deposit Gap Benefits of a lower Funding Gap

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

Loan – Deposit Gap
$b
200
175
150
125 49b 52b
100
75
Mar 12 Sep 12 Mar 13 Sep 13
ANZ Westpac NAB CBA
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Improved capability to manage periods of market volatility
Lessens reliance on offshore wholesale markets – a key focus of Rating Agencies
Enables ANZ to be a regular, but not too frequent, issuer in offshore benchmark markets
Provides greater flexibility for ANZ to manage changes in system credit growth

Source: APRA (Aug 13) and latest bank published financial statements

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A sustainable term wholesale funding profile

Term Wholesale Funding Profile

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

Issuance Maturities
$b
26 26
24 24
Annual indicative
21
issuance volume
18
16 16
13 12
11
Senior Unsecured Covered Bonds Government Guaranteed Tier 2
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19+
----- End of picture text -----

Includes transactions with a call date or maturity date greater than 12 months at time of issue. Excludes Hybrids.

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…which is well diversified

Term Wholesale Funding Portfolio (by Type)

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

8% 9% 8%
6% Tier 2
9%
20%
13% 18%
Government
Guaranteed
Covered
72% 69% 68%
Bonds
Senior
Unsecured
Sep 11 Sep 12 Sep 13
----- End of picture text -----

Term Wholesale Funding Portfolio (by Currency)

Domestic (AUD, NZD) North America (USD, CAD) Europe (EUR, GBP, CHF) Asia (JPY, HKD, SGD, CNY) Other

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

11% [1%]
33%
19%
36%
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Term Wholesale Funding Portfolio Cost

==> picture [297 x 149] intentionally omitted <==

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

150bp
100bp
Actual portfolio cost
50bp
Forecast portfolio cost based
on current market levels
0bp
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Sep 14
----- End of picture text -----

FY13 Term Debt Issuance (by Investor Location)

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

3%
Domestic
18%
29%
North America
Europe
21%
Asia
29% Other
----- End of picture text -----

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Strong liquid asset position

Liquidity Portfolio

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

$b
122
115
39
91 38
31 16
15
13
67
62
47
Sep 11 Sep 12 Sep 13
Internal RMBS
Private Sector Securities & Precious Metals
----- End of picture text -----

Basel 3 Liquidity Rules Update

In August, APRA provided further details on their approach to Basel 3 Liquidity implementation relating to High Quality Liquid Assets (“HQLA”)
Each ADI needs to hold their relative component of the available HQLA in the system
The RBA have indicated that the current aggregate holdings of HQLA at an industry level is appropriate
Final mix of HQLA and Committed Liquidity Facility (CLF) for individual banks is still to be determined by APRA

Cash, Government & Semi-Government Securities

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Impact of the lower $A

Earnings Composition by Currency

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

NZD USD
19%
CNY
Other
19% IDR
AUD INR
62% PGK
MYR
TWD
Other
----- End of picture text -----

FY13 Earnings Per Share (EPS) impact

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

1.9%
0.9%
0.7%
0.5%
2H13 v 1H13 FY13 v FY12
Inclusive of Hedging Unhedged
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Funding impact

A lower $A has a favourable impact on ANZ‟s funding activities:

Results in cash inflows under the cross currency swaps in place for the existing foreign currency wholesale funding
Future foreign currency wholesale funding requirements are lower to meet the same $A funding task

FY14 foreign currency hedging

The key objective of hedging is to manage short term EPS volatility arising from foreign currency earnings
Hedging currently in place to meet FY14 foreign currency earnings: ~50% of USD earnings and ~65% of NZD earnings
At 30 September hedging levels, expected EPS impact on FY14 earnings (inclusive of hedges) is positive ~1% of earnings
Sensitivity to a 5% appreciation of the AUD would negatively impact FY14 EPS by ~0.7% of earnings

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Capital and Replicating Portfolio

Portfolio Earnings & Spread to Cash

Australia

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

%
6
ANZ Portfolio
5 Earnings Rate
4
3 Average RBA
Cash Rate
2
1H11 2H11 1H12 2H12 1H13 2H13
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New Zealand
%
6
ANZ Portfolio
5
Earnings Rate
4
3
2
Average RBNZ
1 Cash Rate
0
1H11 2H12 1H12 2H12 1H13 2H13
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Replicating Portfolios

Portfolio earnings on capital are fully allocated to ANZ businesses and therefore impact business NIM‟s
~$45bn of capital and low interest rate sensitive deposits are notionally invested along the yield curve – typical investment tenor is between 3 and 5 years
This strategy has resulted in a consistently higher yield and NIM outcome relative to being invested at the cash rate
In FY13, portfolio earnings benefit relative to the average cash rate was ~$370m in Australia and ~$125m in New Zealand
The low interest rate environment is reducing the absolute NIM benefit. This impact is lessening as term rates bottom

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Risk Management

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Strong credit quality

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Credit Quality Trends
FY13 v FY12
Collective Provision
100bps
coverage [1 ]
5% Total Provision charge
18% Gross Impaired Assets
22% New Impaired Assets
200bps [Average Credit RWA ]
rate (CRWA/EAD) [2 ]
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Provision Charge

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$m Individual Provision Charge (LHS)
Collective provision Charge (LHS)
Total Provision Charge as % Avg. net Advances
3,500
2,500 0.85%
1,500
0.50%
500
0.32% 0.30% 0.27%
-500
FY09 FY10 FY11 FY12 FY13
Impaired Assets
$m Avg. $0.8b
decline YOY
7,000 since Sep 10
6,000
5,000
4,000
3,000
2,000
1,000
0
Sep Sep Sep Sep Sep FY09 FY10 FY11 FY12 FY13
09 10 11 12 13
Gross Impaired Assets New Impaired Assets
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Collective Provision coverage on an APRA Basel 3 basis. This ratio is the collective provision balance as a proportion of Credit Risk Weighted Assets 2. Credit RWA measured on a Basel 2 basis

Continued transformation of Institutional business deliverin im roved Grou credit ualit g p p q y

Expected Loss rates continue to decline…

Group Regulatory Expected Loss

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bps of
EAD 32bps
89
83
69 67
57
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
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Regulatory Expected Loss is a one-year downturn loss measure as prescribed by APRA and reported in the Results Announcement
Includes conservative overlays that are not reflective of an „expected‟ outcome such as:
includes Balance Sheet Individual Provisions (which have already been expensed to Profit and Loss)
assumes stressed asset valuations
places a minimum 20% LGD (Loss Given Default) on all Australian Mortgages

Group Internal Expected Loss

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bps of
GLA‟s 11bps
48 46
42
38 37
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
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The Group‟s Internal Expected Loss is intended to reflect an average one-year loss outcome through an economic cycle measured using regulatory inputs (except for collateral values)
In most years the actual loss rate will be below the Internal Expected Loss rate
The 11bps improvement in Internal Expected Loss rate since FY09 is predominantly credit quality driven
As Internal Expected Loss assumes a one-year portfolio it does not capture the benefit of a shortening average tenor, for example Trade Finance

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Continued transformation of Institutional business deliverin im roved Grou credit ualit g p p q y

…driven by targeted credit quality improvement in Institutional

Contribution to Group Internal Expected Loss

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Institutional Commercial/SME Lending
Credit Cards/Personal Loans Mortgages
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48
2 37
16 1
8
3
15
14
-11bps of GLA 12
16
9
Sep 09 Credit Business Sep 13
Quality Mix
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Credit Quality improvement reflects:

Progression in credit cycle, as stress moved through the Institutional book and the portfolio re-rated
Actively improving the credit quality mix of our customer base

Business Mix improvement reflects:

Institutional credit exposure growth exceeding SME/Commercial growth

Significant reduction in Institutional average Probability of Default (PD)

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bps of
GLA‟s Institutional IEL Rate (LHS)
100 Institutional Average PD (RHS) 3.00%
80
2.00%
60
40 79
67 1.00%
59
20 44 42
0 0.00%
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
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Global Institutional Expected Loss rate has reduced by more than 37bps since FY09
Loss rate improvement driven by average counterparty credit quality improvement
Counterparty credit quality improvement can be seen via the ongoing reduction in Institutional average PD

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Continued improvement in Credit RWA rate

Group Exposure at Default and Credit Risk Weighted Assets

Global Institutional Exposure at Default and Credit Risk Weighted Assets

Exposure at Default ($b) Basel 2 Credit Risk Weighted Assets ($b) CRWA / EAD (%) - Basel 2 CRWA / EAD (%) - Basel 3

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741
59%
658
54%
615
550 47%
511 43% 46%
45%
42% 41%
40% 39%
39%
37%
Basel 3
288
CRWAs 298
274 265
249 255 239
230 234
206
187
Basel 3
136
CRWAs
124
110 110 112 115
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
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Super Regional strategy has diversified the Institutional ortfolio b Product and Geo ra h p y g p y

Traditional Lending has reduced to ~40% of Institutional credit exposure…

…driven by increased diversification into Asia

Institutional credit exposure composition (by Product)[1 ]

Institutional credit exposure composition (by Geography)[1 ]

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$b $b
350 350
298
300 298 300
265 265 17%
250 240 250 240
16%
41%
14%
41%
200 190 200 190 29%
40% 26%
12% 23%
150 38% 19% 150 19% 10% 9%
10%
17%
16%
11%
100 15% 100
39% 53% 49% 45%
50 44% 41% 50 58%
47%
0 0
Sep 10 Sep 11 Sep 12 Sep 13 Sep 10 Sep 11 Sep 12 Sep 13
Global Loans Transaction Banking Markets 2
Australia New Zealand Asia Other
(includes Trade)
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Credit exposure represents Regulatory Exposure At Default (EAD)
Europe, America, Pacific and Other

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Trade Finance and Asia Institutional growth has im roved avera e credit ualit for Institutional p g q y

Trade Finance portfolios provide access to a large and high quality multi-national customer base
Strong growth in Trade Finance portfolio focussed on shorter duration exposures to investment grade counterparties
Asia Global Loans focussed on shorter duration to Investment Grade customers
Asia Global Loans has a higher proportion of investment grade credit exposure than Australia Global Loans

Trade Finance

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$b
Investment Grade Sub-Investment Grade
60
40
20
69%
67%
67%
64%
0
Sep 10 Sep 11 Sep 12 Sep 13
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Asia Global Loans

Australia Global Loans

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Investment Grade Sub-Investment Grade
80
60
40
20
67%
69% 67%
59%
0
Sep 10 Sep 11 Sep 12 Sep 13
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$b 80

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Investment Grade Sub-Investment Grade
80
60
40
20
55% 56% 57%
50%
0
Sep 10 Sep 11 Sep 12 Sep 13
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Strong Collective Provisioning Coverage

Global Institutional Sub-Investment Grade[1] Exposures continue to decline

Trend in Global Institutional composition

ANZ remains appropriately provided for with a Collective Provision coverage ratio of 100bps
Reductions in Collective Provision overlay have occurred in line with portfolio improvement
This improvement can be seen by the reduction in Institutional Sub-Investment Grade Exposure

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140 40%
130
35%
120
30%
110
100 25%
90
20%
80
15%
70
60 10%
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
Group CP/CRWA Ratio (Basel 3)
Group CP/CRWA Ratio (Basel 2)
Institutional Sub-Investment Grade Exposure (RHS)
credit exposure)
CP / Credit RWA (bps)
Institutional (% of Sub-Investment Grade
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Sub-Investment Grade (LHS)
Investment Grade (LHS)
$m Institutional Basel 2 CRWA Rate CRWA Rate [2]
400 80%
300 60%
200 40%
100 68% 73% 73% 78% 20%
66%
0 0%
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
Collective Provision Charge (CP) by Source
$b
136
43
29
30
34
Lending Risk Impact Portfolio Economic Total FY13
Growth Cycle CP charge
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Sub-Investment grade defined as exposures with a rating below BBB-
CRWA Rate defined as Credit Risk Weighted Assets as a percentage of Exposure at Default (EAD)

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Individual Provision Charge

Individual Provision Charge by Segment

Individual Provision Charge Composition

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$m Institutional Commercial Consumer $m New Increased Writebacks & Recoveries
3,000 2,815
3,000
2,815
1,823 1,637
1,213
1,167
2,000
2,500
1,000
0
2,000
-1,000
1,823
FY09 FY10 FY11 FY12 FY13
1,637
1,500 Individual Provision Charge by Region
1,213
1,167 Australia New Zealand APEA
$m
3,000 2,815
1,000
2,500
2,000 1,823
1,637
500 1,500 1,213 1,167
1,000
500
0 0
FY09 FY10 FY11 FY12 FY13 FY09 FY10 FY11 FY12 FY13
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Risk Weighted Assets

Total Risk Weighted Assets

Total Risk Weighted Assets movement Sep 2013 v Sep 2012

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$b $b
Market & Operational Risk Weighted Assets 5.3 0.9 338.7
14.1
Credit Risk Weighted Assets
18.7 0.4
339
300.1
324
51 Up 8%
300
50
Sep 12 Basel 2 Basel 3 Traded IRRBB Operational Sep 13
280 Credit Credit RWA Market RWA Risk
45 RWA Impacts RWA RWA
264
31
252 Total Risk Weighted Assets
31 movement by Division Sep 2013 v Sep 2012
22
$b
5.1 0.9 338.7
21.5
288
274
11.1
255
249 300.1
230 234
Up 8%
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Sep 13 Sep 12 Australia IIB New GWPB Sep 13
Zealand
Basel 2 Basel 3
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Traded Market Risk & IRRBB Risk Weighted Assets

Strategic decisions driving Risk Weighted Asset and VaR outcomes

Market Risk Weighted Asset Trends

FY13 increase in IRRBB VaR and RWA partly reflects modest increase in Capital and Replicating portfolio duration and additional liquid assets
Increased diversification over time in the Traded Market portfolio has reduced Traded Market Risk 1-day 99% VaR whilst Traded Market Risk RWAs were impacted by Jan 2012 Basel 2.5 introduction

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$b IRRBB RWAs $m
20 Traded Market Risk RWAs 50
Traded Market Risk 1-day VaR (RHS)
40
15
30
10
20
5
10
0 0
Sep 10 Sep 11 Sep 12 Sep 13
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Generating improved Markets Risk-adjusted Income outcomes

Sales & Trading business has continued to grow its income stream in parallel with reducing the Traded Market Risk 1-day 99% VaR
The improved 1-day 99% VaR trend reflects the diversification benefit achieved via Asian growth and via growth and diversity in our Foreign Exchange business

Income ($) / VaR[1 ]

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$
Global Markets Sales & Trading (Traded)
250
Balance Sheet (Non-Traded)
198
200 170
150
91
100
42
50 12 17 14
17
0
FY10 FY11 FY12 FY13
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Average 1-day 99% VaR

Credit Risk Weighted Assets

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Credit Risk Weighted Assets
Credit Risk Weighted Assets
movement Sep 2013 v Sep 2012
Basel 2 Credit Risk Weighted Assets $b
Collective Provision as a % of CRWA (Basel 2) 15.4 10.9 287.7
14.1
Collective Provision as a % of CRWA (Basel 3) 254.9 7.0
0.6
1.32% 1.35%
1.28%
1.08% 1.06%
Sep 12 Basel III Risk Growth Portfolio FX Impact Sep 13
Impact Data
1.00%
Basel 3 Review
CRWAs 288
274 Credit Risk Weighted Assets
255
249 movement by Division Sep 2013 v Sep 2012
230 234 $b Basel 2 Impacts Basel 3 Impacts
1.3 287.7
9.1 5.1 273.6 0.2 [12.5 0.1 ]
5.2
254.9
0.7
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
Sep 12 Australia IIB NZ Other Sep 13 Basel 2 Australia IIB NZ Other Sep 13 Basel 3
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Control List and Risk Grade Profiles

Control List

Group Sub-Investment Grade[1] Exposures as % Exposure at Default

Control List by limits Control List by No of Groups

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Index Sep 09 = 100
120
100
80
60
40
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
Investment Grade Risk Profile
78%
77%
74%
72% 72%
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
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<BBBBBB+ to BB

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

28% 28%
26%
23%
22%
13% 13%
12%
11%
11%
9% 9%
8%
7%
7%
6% 6% 6%
5%
4%
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
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Sub-investment grade defined as exposures with a rating below BBB-

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Gross Impaired Assets

Gross Impaired Assets by Type

Gross Impaired Assets by Size of Exposure

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$m Impaired Loans NPCCD1 Restructured $m > $100m $10-$99m < $10m
8,000 8,000
Avg. $0.8b
decline YOY
7,000 7,000
6,561 since Sep 10 6,561
6,000 5,595 5,581 6,000 5,595 5,581
5,196 5,196
5,000 5,000
4,264 4,264
4,000 4,000
3,000 3,000
2,000 2,000
1,000 1,000
0 0
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
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NPCCD - Non-Performing Commitments, Contingents & Derivatives

Impaired Assets

New Impaired Assets by Division

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Institutional Australia New Zealand Other
$m
6,575
7,000
6,000 5,446
5,000 4,265 4,203
4,000 3,287
3,000
2,000
1,000
0
FY09 FY10 FY11 FY12 FY13
Impaired Assets Concentration
by number of Customers [1 ]
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$10-50m $51-100m $101-200m >$200m

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4% 3% 3% 3%
12% 4% 1% 4% 9%
19% 11%
11% 20%
19%
88%
72% 77% 82%
58%
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
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Net Impaired Assets by Division

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Institutional Australia New Zealand Other
$m
5,000 4,685
4,069
3,884
4,000 3,423
2,797
3,000
2,000
1,000
0
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
Impaired Assets Concentration
by value of Impaired Assets [1]
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$10-50m $51-100m $101-200m >$200m

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31% 27% 24% 26%
55% 5% 16%
11% 18%
31% 18%
29%
16%
56%
16% 37% 42%
29%
13%
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
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Only >$10m customers

Total Credit Exposure (EAD) by Geography

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Exposure at Default by
Exposure by Geography
Line of Business [2 ]
Total Exposure at Default (Sep 13) - $725b [1] Australia
Australia New Zealand APEA
Retail
$450.6b $123.6b $150.8b 28%
Commercial
55%
17%
Institutional
New Zealand
UK & Europe
New Zealand
3% 17% Retail
22%
Americas
3% Commercial
48%
Pacific
1%
Australia 30% Institutional
Singapore 4% APEA 62%
21%
3%
APEA
Hong Kong
4% 5%
1%
Other North
Retail
East Asia 3%
Other South Commercial
East Asia
94% Institutional
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EAD excludes amounts for „Securitisation‟ and „Other Assets‟ Basel asset classes
Institutional includes exposure to Bank and Sovereign counterparties and ANZ‟s Liquidity portfolio

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Total Credit Exposure (EAD) by Industry

Exposure at Default (EAD) as a % of group total	Category	EAD	EAD	% in Non Performing	% in Non Performing
41% 16% 7% 6% 4% 4% 4% 3% 2% 2% 2% 2% 2% 5% ANZ Group Total EAD (Sep 13) $725b
		Mar 13	Sep 13	Mar 13	Sep 13
	Consumer Lending	40.4%	40.8%	0.2%	0.2%
	Finance, Investment & Insurance	16.8%	15.9%	0.2%	0.1%
	Property Services	7.1%	7.1%	1.6%	1.1%
	Manufacturing	6.1%	6.0%	1.0%	0.7%
	Agriculture, Forestry, Fishing	4.2%	4.3%	4.1%	4.1%
	Government & Official Institutions	3.9%	4.0%	0.0%	0.0%
	Wholesale trade	4.0%	3.9%	0.6%	0.8%
	Retail Trade	2.9%	2.9%	0.8%	0.9%
	Transport & Storage	2.2%	2.2%	2.0%	1.6%
	Business Services	1.9%	2.0%	0.7%	0.5%
	Resources (Mining)	1.8%	1.9%	0.2%	1.2%
	Electricity, Gas & Water Supply	1.7%	1.7%	0.1%	0.1%
	Construction	1.6%	1.7%	1.2%	1.1%
	Other	5.4%	5.7%	0.1%	0.9%

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Resources

Resources Exposure by Sector (% EAD)

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Resources
Total EAD (Sep 13) As a % of Group EAD
$13.7b 1.9%
6%
19%
Includes
Iron Ore 7%
37%
22%
16%
Oil & Gas Coal
Metal Ore Mining Services
Other
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Resources Exposure by Geography (EAD)

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Australia
22%
Asia
6%
New Zealand
52%
20%
Europe, America,
Pacific & Other
Resources Exposure by Geography (EAD)
$b
Australia Non-Australia
16
14
12
10
8
6
4
2
0
Sep 10 Sep 11 Sep 12 Sep 13
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Agriculture

Agriculture Exposure by Sector (% EAD)

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Agriculture
Total EAD (Sep 13) As a % of Group EAD
$30.9b 4.3%
14%
10%
38%
14%
3%
8%
4% 5% 4%
Dairy1 Beef
Sheep & Other Livestock Grain
Wheat Horticulture/Fruit
Other Crops Forestry & Fishing
Agriculture Services
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New Zealand Agri Credit Exposure (EAD) and Average Probability of Default

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NZD Total Credit Exposure (LHS)
NZDb
Average PD (Non-Defaulted Customers) (RHS)
25 2.50%
20 2.00%
15 1.50%
10 21 19 1.00%
18 17
5 0.50%
0 0.00%
Sep 10 Sep 11 Sep 12 Sep 13
Agriculture Security Levels
9% 10% 7%
7% 5%
10% 10%
16%
25%
78%
68%
54%
Group Australia New Zealand
Fully Secured 80-100% Secured
60-80% Secured <60% Secured
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93% of Dairy exposure is in New Zealand Agri

Commercial Property credit exposure

Commercial Property Exposure Gross Loans and Advances by Region

Commercial Property Exposure by Sector

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APEA (LHS) New Zealand (LHS)
29% Offices
Australia (LHS) % of Group GLA's (RHS)
Retail
$b
35 8.5% Residential
28%
30.9 30.7
29.3 24% Industrial
28.2
27.8
30
26.1 3.5 4.1 8.0% Tourism
0.8 1.1 3.0 3% 14% Other
1.0 2%
25 6.1 5.3
5.2 5.9 5.0 5.9 7.5% Exposure to REIT‟s, Listed Property
Companies and/or their subsidiaries
20
7.0%
6.6%
15
6.5% Exposure to
10 21.3 19.9 20.8 21.3 22.1 20.7 REITs, listed
Other
property
Commercial 32% companies
5 6.0% Property 68% and/or their
subsidiaries
0 5.5%
Sep 08 Sep 09 Sep 10 Sep 11 Sep 12 Jun 13
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Australia Division Credit Quality

Australia Division Credit Exposure (EAD)

Australia Home Loans 90+ day delinquencies by state

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Sep 10 Sep 11 Sep 12 Sep13
Home Loans 1.00%
Corporate & 24% 0.80%
Commercial
0.60%
Consumer Cards
7% 0.40%
Personal Loans
67% 1%
0.20%
1%
Other
0.00%
VIC NSW QLD WA Portfolio
& ACT
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Australia Division 90+ day delinquencies

Australia Home Loan Portfolio by state

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

Home Loans Credit Cards
2.0% Corporate &
Commercial Banking
1.5%
1.35%
1.0% 1.03%
0.5%
0.44%
0.0%
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13
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----- Start of picture text -----

VIC 26%
NSW & ACT
29%
QLD
18%
WA
10%
Other 17%
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Changes to treatment of hardship cases within Home Loan 90+ DPD impacted underlying trends during FY13. Sep 2013 90+ DPD 0.40% excluding change and 0.44% including.

Australia Division - Home Loan Portfolio

Total Number of Home Loan Accounts	887k		Dynamic Loan to Value Ratio	Dynamic Loan to Value Ratio	Dynamic Loan to Value Ratio	Dynamic Loan to Value Ratio	Dynamic Loan to Value Ratio

Total Home Loan FUM	$195b	0% 10% 20% 30% 40% 50% 60% 0-60% 61-75% 76-80% 81-90% 91-95% 95%+ Mar-11 Sep-11 Mar-12 Sep-12 Mar-13 Sep-13 % of Portfolio	Portfolio

% of Total Australia Geography Lending	60%

% of Total Group Lending	41%

Owner Occupied Loans - % of Portfolio1	62%

Average Loan Size at Origination (2H13 average)2	$329k
Average LVR at Origination (2H13 average)	70%
Average Dynamic LVR of Portfolio	50%
		Individual Provision as % Gross Loans
% of Portfolio Ahead on Repayments3	57%			1H12	2H12	1H13	2H13
		ANZ Group Total		0.36%	0.43%	0.27%	0.24%
First Home Owners - % of New Lending	7%
		Australia Home Loans		0.03%	0.02%	0.02%	0.02%
% of Portfolio Paying Interest Only4	32%

Excludes funds in Equity Manager Accounts.
Average loan size of home loans written in 2H13 excluding offset accounts
% of customers paying Principal and Interest that are one month or more ahead of repayments 4. Excludes revolving credit facilities 53

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New Zealand Division – Home Loan Portfolio

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Total Number of Home Loan Accounts 478k
Total Home Loan FUM (NZD) $59b
% of Total New Zealand Lending 56% 0-60%
61-70%
% of Total Group Lending 11%
71-80%
Owner Occupied Loans - % of Portfolio 77%
81-90%
Average Loan Size at Origination
$247k 90%+
(2H13 average) (NZD)
Average LVR at Origination
67%
(2H13 average)
Average Dynamic LVR of Portfolio 47%
Auckland
% of Portfolio Paying Interest Only [1] 21%
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Dynamic Loan to Valuation Ratio

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9%
11%
45%
18%
17%
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Home Loan Portfolio by Region

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12% [3%]
39%
28%
6% 12%
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Auckland Wellington Christchurch Rest of North Island Rest of South Island Other

Individual Provision as % Gross Loans


	1H12	2H12	1H13	2H13
ANZ Group Total	0.36%	0.43%	0.27%	0.24%
New Zealand Home Loans	0.05%	0.03%	0.02%	0.02%

Excludes revolving credit facilities

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New Zealand – Credit Quality

New Zealand Geography Net Impaired Assets

New Zealand Geography Total Provision Charge

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NZDm NZDm IP Charge CP Charge
Net Impaired Assets NIA as % GLA
1,000 883
800
600 456
1,463 400 190 202
200 66
1,307 0
-200
FY09 FY10 FY11 FY12 FY13
990 New Zealand Division
90+ days delinquencies
1.50%
743 1.38% 2.0% Mortgages Commercial1 Rural
662
1.6%
1.02%
0.76% 1.2%
0.66%
0.8%
0.4%
0.0%
Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 2007 2008 2009 2010 2011 2012 2013
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NZDm

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Spikes in 2012 Commercial 90 day delinquencies are primarily due to internal classifications rather than any deterioration in underlying credit quality.

Australia Division

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We are transforming the business to position ANZ for rowth in a chan in environment g g g

Building our lead in mobile & digital

Expanding customer reach and deepening loyalty
New mobile & digital foundations
Rapid evolution of our market leading applications

Transforming our distribution channels

Retail

Transforming branches and contact centres to focus on more complex sales
Multi-channel connectivity
Migrating low value transactions to self service

Corporate & Commercial Banking

Using our super regional advantage to bring whole of ANZ
• Providing market leading banker tools & centralised service
Offering deep industry insight

Simplifying our products & process

Accelerating through customer insights

Digitising and automating
• Paperless processing
Simplifying product range
New information platforms
Single customer view enabled
Insight driven offers

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Banking on Australia is delivering strong outcomes

FY13 Performance: NPAT up 11% to $2.87bn

Retail Corporate & Commercial Banking Strongest overall growth of #1 major banks across Home Loans, 7% Lending Growth Deposits and Cards in FY13[1 ] Quarters of Above System Home Quarters of Above System 14 6 Loan growth[2 ] Lending growth[2 ] 17% Profit before Provisions growth 30,000 Growth in Customer Numbers[4 ] >80% MFI Customer satisfaction[3 ] 7,000+ ANZ Fastpay Users Increase in sales via Digital Reduction in Cost to Income 19% 158bps channels ratio Reduction in customer 11% 45,000+ Frontline training hours invested complaints

Source: APRA Monthly Banking Statistics, 12 months to August 2013. Excludes impact from sale of Origin Mortgage Management Services;
To June quarter 2013. Retail Source: APRA Monthly Banking Statistics, excludes impact from sale of Origin Mortgage Management Services; C&CB Source: RBA Lending and Credit Aggregates – Non Financial Corporations.; 3. Source: Roy Morgan Research, 6 months to August 2013; 4. Excludes Esanda.

Achieving above system growth

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Retail
Strongest overall growth of major banks across Home Loans, Deposits and Cards in FY13
Home Loans [1] Deposits [1] Consumer Cards [1]
1.3x 1.2x 16.3x
8.8%
6.4% 7.6%
4.9%
1.7%
0.1%
System ANZ System ANZ System ANZ
Corporate & Commercial Banking
Delivering above system growth and cross sell income to Institutional, Retail and Wealth
Lending [2 ] Deposits [2] Cross Sell Income [3] ($m)
3.1x 2.4x +8%
+8%
1,298
6.6%
4.4% 1,202
1,108
2.2% 1.8%
System ANZ System ANZ FY11 FY12 FY13
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Source: APRA Monthly Banking Statistics, Sep 2012 to Aug 2013. System adjusted for new ADI incorporations; 2. Source: Lending - RBA Lending and Credit Aggregates and Deposits – APRA Monthly Banking Statistics, Non-Financial Corporations, Sep 2012 to Aug 2013; 3. C&CB cross sell includes income booked in Retail, Wealth and International and Institutional Banking.

Improving sales efficiency and productivity

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Australia Division Cost to Income Ratio Australia Operations Efficiency
Growth FY13 v FY12
5.0%
41.8%
39.9%
-10.3%
Operations Expenses Operations Volume
37.9%
Uplift in branch sales per FTE
37.2% 7%
in 2013
Increase in Home loans
15% approved at first application
2H13
178,000 [Frontline hours freed up ]
through Operations efficiency
1H12 2H12 1H13 2H13
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Retail Credit Quality

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Australia Retail 90+ days past due [1 ]
Improvement in Home Loan
3bps
90+ days past due in 2013 [1 ]
1.5% Credit Cards Home Loans
Reduction in Credit Card
provisions in FY13, 30+ and 1.0%
13%
90+ day delinquencies at
lowest level in 3 years 0.5%
Maintained prudent risk 0.0%

settings
Home Loan Loss Rates Home Loans 90+ days past by state
Sep 10 Sep 11 Sep 12 Sep 13
IP Charge as % Portfolio
0.03% 1.00%
0.02% 0.02% 0.02% 0.80%
0.01% 0.01% 0.60%
0.40%
2008 2009 2010 2011 2012 2013 0.20%
19 36 21 28 43 45 0.00%
VIC NSW QLD WA Portfolio
Individual Provision Charge ($m)
& ACT
Mar 08 Sep 08 Mar 09 Sep 09 Mar 10 Sep 10 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13
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Excludes changes to treatment of hardship cases that impacted underlying trend. Sep 2013 90+ DPD 0.40% excluding hardship change and 0.44% including.

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Corporate & Commercial Banking Credit Quality

Individual Provision Charge Movement Net Impaired Assets FY13 v FY12

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$m $m
937 949
23 387 1,000 895 1.80%
21
54 803
1.50%
800 1.61%
275 14 1.55%
1.42% 1.20%
+16% 600 1.23%
0.90%
400
0.60%
+41%
200
0.30%
FY12 W/Back & Existing Esanda Other FY13 0 0.00%
Recoveries Impaired New Impaired Mar 12 Sep 12 Mar 13 Sep 13
of net lending assets
Net impaired assets as a %
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Individual Provision Charge as % Gross Loans & Advances

Customer Credit Rating (CCR) Profiles by Exposure at Default

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% of Weighted Average CCR
0.62%
0.61% Portfolio
6.19 6.18
0.57%
Weaker 7-10 12.5% 13.0%
4-6
78.9% 78.2%
Stronger 0-3 8.6% 8.8%
2H12 1H13 2H13 Sep 2012 Sep 2013
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Significant progress made on mobile and digital agenda

Banking on Australia

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ANZ goMoney[TM] is our market leading mobile banking app

2010

First payments app in the Australian market Available for iPhone and Android

Active goMoney 1.0m users[2] goMoney logins >25m per month >$56b Transactions processed

ANZ‟s award-winning app[1] provides a secure and convenient way to bank, 24/7 Customers with ANZ goMoney[TM] demonstrate greater loyalty

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Transforming our branches to focus on more complex needs, generate increased cross-sell and productivity

Uplift in branch sales in FY13

Drop in branch traffic due to increased self service

Uplift in sales via Video 18% Conference in 2H13 New look sales focused 74 branches

Smart ATMs installed 201

Transforming our distribution network by embracing new technology to meet the changing needs of customers

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I nteractive frontline sales tools that improve banker productivit y and deliver ANZ‟s super regional capabilities to our customers

100%

C&CB frontline bankers with iPads

8 Frontline Applications Developed

Digital A-Z reviews completed in last 3 months

5,000

Markets connected 33 via Super Regional App

Average turnaround time saving with each “Sign-on-Glass” application

48 hrs

A-Z Review

1 Customer needs assessment

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2 Collaboration
Video access to specialists
1 5
3 Super Regional
ANZ regional capability resource
2 6
4 Voice notes
Capture of customer notes
5 On Boarding & Identification 3 7
Customer information capture
6 ANZ Podcast 4 8
Banker Training
ANZ Hub
7
Customer & frontline information
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8 ANZ App catalogue Source of banker apps
Faster application turnaround
Access to bank-wide digital customer information

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ANZ FastPa is our award winnin mobile merchant a y[TM] g pp, enabling our small business customers to be paid „on the go‟

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Winner, FIIA Award for Innovation and the Trailblazer award for innovation in banking[1]

Available for iPhone and iPad FastPay users 7,000+

Mobile merchant app for faster card payments

Monthly growth in 30% FastPay customers

Allows businesses to accept card sales on iPhone or iPad with same-day settlement

Transactions >140k processed

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Retail Transformation is improving Home Loan ca abilit p y

Home Loan Sales Mix by Channel

1.1 A to Z customer needs million reviews completed in 2013 Branch sales staff now 55% 68% accredited to sell home loans 45% Increase in branch 16% Home Loan sales in 2013 1H12 Delivered Home Loan  continuous improvement program Thousands $13 Home Loan growth achieved billion in 2013 Percentage of online chats 19% generating mortgage referrals

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55% 51% 49% 47%
Broker
Proprietary
45% 49% 51% 53%
1H12 2H12 1H13 2H13
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Total Home Loan Accounts

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887
869
857
847
1H12 2H12 1H13 2H13
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And increasing cross sell of retail, wealth and small business solutions to our customers

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Revenue from Retail Products Sold to
Branch staff trained to sell
Commercial Customers
1,600 Small Business transaction
$m
accounts +19%
740
Branch staff accredited to
1,300
sell Wealth products
622
Smart Choice Super sales
23,000 sold through branch network FY12 FY13
since November 2012 launch
Wealth Products Sold Through
Retail Distribution
Thousands
Growth in Small Business +19%
16%
deposit accounts
206
173
414,000 [Business sales and wealth ]
referrals through branches
FY12 FY13
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Corporate & Commercial Banking transformation is enhancin banker roductivit g p y

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Revenue per FTE Costs per FTE
Growth in cross sell revenue
8%
to $1.3 billion
+2% -2%
1,137
20% Growth in leads to frontline
1,111
376
367
Establishment of cross border

on-boarding team FY12 FY13 FY12 FY13
Processes removed from
47
frontline staff
Money Magazine Business CANSTAR Best Value Australia
Different product applications Bank of the Year Agribusiness Award
12 to 1
consolidated to a single form
12 Products decommissioned
FIIA Innovative in Mobile Trailblazer „Channel Excellence in
Payments Award 2013 Mobile – Payments‟ Award 2013
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Delivering leading insight and support to help corporate & commercial customers im rove their business p

#1 No.1 Most Trusted Adviser[1 ]

Lent to new small businesses $750 in the first 6 months under million our $1 billion pledge

Monthly customer visits to 6,000 the Small Business HUB, an online customer portal

Small business customer  approval notification via SMS Simplified application and  assessment for new small businesses Single point of contact for  Business Banking servicing

Leading Insights Capabilities

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Business Insights

Real-time peer benchmarking tool for small and medium sized business clients

Client Insights

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Bespoke strategic industry and customer insight for corporate clients

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ANZ Insight Series

A series of client reports covering long-term opportunities and challenges across Asia Pacific

Peter Lee Associates 2013 Large Corporate and Institutional Relationship Banking survey Australia

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And leveraging our super regional advantage to bring the whole of ANZ to our customers

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Relationship Frontline staff
100%
with Super Regional training
Growth in cross-border
45%
referrals from Australia
Relationship Frontline staff
25% with hands-on experience in
key Asian markets
Growth in foreign exchange
30%
customers
Customers per week visit
2,500
anz.com Super-regional site
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Super Regional iPad App to facilitate cross-border customer conversations

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“Can Service My Business Needs
Across Australia, NZ and Asia” [1]
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ANZ Peer 1 Peer 2 Peer 3
40
36
32
28
24
Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13
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DBM‟s Business Financial Services Monitor. Rolling 3 month average, as at Sept-13. Defined as proportion of Commercial Banking customers with $1m to less than $40m turnover who associate bank with the statement „can service my business needs across Australia, NZ and Asia„

International and Institutional Banking Division

Disciplined execution of our strategy is driving improved performance

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32% % Institutional customers dealing with IIB in multiple countries
Strong growth in priority segments – Natural Resources +6%,
Volume [1]
Customer Global Diversified +9%, Financial Institutions +17%, Asia
growth
Commercial +30%, Asia Retail Affluent +31%, Agriculture -13%
Customer
Acquisition Institutional +11%, Affluent Retail +16%, Commercial +19%
in Asia
Cross border income [2] as a percentage of Institutional customer
35%
income
3x
Geography Cross border income growth = 3x Local income growth [3 ]
faster
FY13 APEA operating income as a percentage of Total IIB
48%
operating income - up 12% since FY10
FX income represents 41% of Global Markets income growing at
a 14% CAGR since FY10
Trade income represents 13% of Global Institutional income
Product Diversification
growing at a 18% CAGR since FY10
Trade volumes growing at 59% CAGR since FY10
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Note: Growth rates compare FY13 v FY12 unless specifically stated a

Volume represents total lending and deposits
Represents referred income booked in a jurisdiction different from where a client relationship is managed

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Income CAGR FY10 – FY13

Strong customer relationships

Source	Performance Indicator	2013 Rank	2012 Rank
Australia
Peter Lee Associates1	Overall Market Penetration	Tied for 1st	2
	Relationship Strength Index	2	2

New Zealand
Peter Lee Associates2	Overall Market Penetration	1	1
	Relationship Strength Index	1	1

Asia Pacific
Greenwich Associates3	Overall Market Penetration	4	5
	Greenwich Quality Index4	Tied for 1st	Tied for 10th
Asiamoney5	Overall FX Services voted by Financial Institutions	1	2
	FX Services voted by Corporates	4	5
	FX Options voted by Financial Institutions	2	1

Sources:

Peter Lee Associates 2013 Large Corporate and Institutional Relationship Banking survey Australia
Peter Lee Associates 2013 Large Corporate and Institutional Relationship Banking survey NZ
Greenwich Associates 2012 Large Corporate Banking survey Asia (Note that results for the 2013 survey will be made available at the end of 2013)
Greenwich Quality Index is based on overall relationship quality

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Asiamoney, 2013

Diversification by customer

Institutional: International connectivity, insights, strong balance sheet and consistency of relationship to deliver flow and value added solutions

Customer Asia Pacific Commercial: Seamless connectivity to customers targeting those with Value cross border needs Proposition

Asia Pacific Retail: Banking and wealth solutions focussed primarily on affluent and emerging affluent customers

Growing priority customers

Growing volume with target customers

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Income by Customer Segment (FY10-FY13) Volume Growth [1]
(FY12-FY13)
FY13
31%
Financial 30%
Retail
15% Institutions
24%
Commercial 17%
12%
5%
3% 22% 9%
6%
Property 10% 15% FY10 10%
12% 12% 13% Resources
Local 6%8%
10%
Diversified
Industries 5% 8% 10% -13%
Global Diversified
Agriculture
Industries Agri- Resources Global Financial Asia Retail
Utilities &
culture Diversified Inst. Commercial Asia
Infrastructure
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Financial Institutions - capital, portfolio management, liquidity & transactional banking solutions
Resources - specialist banking products and services
Global Diversified Industries – financial and capital management solutions to clients across a range of global industries
Commercial – solutions, insights and banking support to corporates with cross border needs
Retail – banking solutions and advisory capabilities for affluent and emerging affluent customers

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Volume reflects total lending and deposits on a constant currency basis

Diversification by geography and product

Accessing fast growing Asia: Geography 18% CAGR in Asia IIB income over last three years[1 ] Diversifying income to create Product greater resilience against changing economic cycles Lowering balance sheet Income intensity and delivering Mix improved capital efficiency Income by Product

Income by Geography

Income by Geography (FY10-FY13)

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FY13
Asia Aust & NZ
CAGR CAGR -1%
34%
+18% 24%
FY10
12% 64%
52%
Pacific,
14%
Europe &
America
CAGR +11%
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Income Mix

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

Income by Product (FY10-FY13)
FY13
Markets
Transaction
Trading
14% Banking
23%
16%
21%
Markets
18%
Sales 17% FY10
3%
29%
2% 8%
Relationship & 6% 25%
Infrastructure 11% Global
Retail 6% Loans
Partnerships
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Income Composition (FY10-FY13)

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

FY13
Other
Operating 44%
Income
41%
FY10
59% Net
Interest
56% Income
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CAGR calculated using AUD

Cross border income is 35% of Institutional customer revenue - 3x faster rowth than domestic g

Domestic Institutional

Cross Border[1] Institutional

FY13 cross sell of $0.5 billion Institutional products into Commercial Australia & NZ 5% Local income growth

5% CAGR[2 ]

$1.6 billion

15% CAGR[2 ]

FY13 cross border income

Cross border income growth with 43% CAGR[2] in Intra Asia Referrals

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Domestic lending growth

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18%

Cross border lending growth

% Top 100 Institutional 14% customers[3] banked in one country

86%

% Top 100 Institutional customers[3] banked in multiple countries

Note: Growth rates compare FY13 v FY12 unless specifically stated

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Cross border business represents income booked in a jurisdiction different to where a client relationship is managed 2. Income CAGR FY10 – FY13

Top 100 Institutional customers by FY13 income

Productivity gains enabling focused investment spend

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Strong productivity outcomes
JAWs Flat Delivered flat JAWs YOY
HoH Cost Growth (Constant FX) [1]
4.8%
Costs Driving efficiency by 3.4%
up 1% HOH leveraging Global Hubs 2.5%
$88m In Technology and front line 0.7% 0.8%
Incremental
coverage
spend in FY13
2H11 1H12 2H12 1H13 2H13
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Very modest HoH growth from projects

Managing FTE whilst selectively investing

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

$m HoH Cost Growth
66 1,512 12 1,524
-
1,446
1%
underlying
growth
3
1H13 FX 1H13 Projects Other 2H13
Constant FX
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IIB Full Time Employees[2]

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

14,627
13,838
13,182
6,601 6,029 5,578
4,170 3,944 3,758
3,856 3,865 3,846
Sep 11 Sep 12 Sep 13
Institutional & Commercial Retail Enablement
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2H12 figures exclude one-off Software impairment of AUD162m
Includes contract employees
Includes Asian Core Banking Engine, Transactive and compliance projects

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Institutional - A higher quality balance sheet

Institutional Risk Grade Profile by Exposure at Default

Net Impaired Assets

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

$m
22% 2,062
32%
2.9%
1,329
78%
68%
1.3%
Sep-10 Sep-13 Sep-10 Sep-13
Investment Grade Sub-Investment Grade 11 Net Impaired Assets Net Impaired Assets % GLA
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Lending Composition

Tenor by Exposure at Default

FY13 Avg. Tenor (years)

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

0%
6%
15%
24%
85%
70%
Sep-10 Sep-13
Global Loans Transaction Banking Markets
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48% of portfolio has a tenor <1 year

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

2.7
1.9
0.7
Global Transaction Global
Loans Banking Markets
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Sub-investment grade defined as exposures with a rating below BBB-

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Re-shaping the Australia and New Zealand Institutional businesses

Shifting business mix with a greater focus on flow and value added products

Maintaining cost discipline with costs down 5% YOY[1 ]

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

Volume growth
13%
(FY13 v FY12)
6%
-6%
-7%
Global Commercial Trade FX
Loans Property
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----- Start of picture text -----

$m
Australia / NZ Costs HOH
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----- Start of picture text -----

647
643
634
630
625 624
598
2H10 1H11 2H11 1H12 2H12 1H13 2H13
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Improving risk profile

Greater connectivity and cross sell

Institutional Aus/NZ Risk Grade Profile by Exposure at Default

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

Australia NZ
19% 12%
34% 27%
81% 88%
66% 73%
Sep-10 Sep-13 Sep-10 Sep-13
2
Investment Grade Sub-Investment Grade
----- End of picture text -----

36%

12% CAGR

$0.5b

Super Regional Connectivity : Income thrown to Asia

Referred cross border income over the last 3 years

FY13 cross sell revenue into Commercial Australia & NZ

Note: Growth rates compare FY13 v FY12

Costs exclude 2H12 software impairment of $66m

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Sub-investment grade defined as exposures with a rating below BBB81

A top 4 Corporate Bank in Asia with a growing customer base

Growing our customer base and volume in key products

A top 4 Corporate Bank in Asia

Growth In Asia Customer Numbers By Segment (FY13 v FY12)

Greenwich Associates Large Corporate Survey Overall Relationship Quality

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

70%
19%
16%
60% Bank A
12%
7%
6% 50% Bank B
Bank C
40%
2012
Agriculture Financial Resources Global Commercial
Inst. Diversified
30%
Asia Volume Growth
(FY13 v FY12)
2011
Bank E
66% 20% 2010 Bank D
32% Bank H Bank F
Bank G
25% Bank I
10%
16%
0%
-75 -50 -25 0 25 50 75
Trade Lending FX PCM Retail Greenwich Quality Index [1] - Overall Relationship Quality
Turnover Deposits Deposits (Difference from the Average)
Important Relationships
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The Greenwich Quality Index score is based upon a normalized composite of all qualitative evaluations transformed to a scale of 0 to 1,000 with the difference from the average shown. Note: Cross-pairs are calculated by the average of the banks shown in graph. 82

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The Greenwich Quality Index score is based upon a normalized composite of all qualitative evaluations transformed to a scale of 0 to 1,000 with the difference from the average shown.

Asian business growing in line with strategy

FY13 Performance: NPAT up 45% to USD0.6 billion[1 ]

Growing flow and value added products

Gaining momentum across the region

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

Asia Operating Income [2]
FY13 Flow & value added
Partnerships business
CAGR +10%
Global Markets
18%
21% CAGR +20%
Relationship &
Infrastructure 1% 24% 22%
CAGR flat Trans. Banking
2% FY10 12%
CAGR +36%
17%
26% 13% FY13 Trade = 12%
Retail 29%
FY13 Cash Mgmt. = 5%
CAGR +25%
13%
Global Loans
CAGR +21%
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----- Start of picture text -----

Delivering strong growth
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----- Start of picture text -----

USDm Asia Operating Income [3]
38% CAGR 2,243
2,109
1,840
1,257
877
622
322
FY07 FY08 FY09 FY10 FY11 FY12 FY13
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Income growth by largest geographies (USDm)

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

FY10 FY13
Indonesia Greater China
254 383
384 856
Singapore
Greater Mekong
217 506
134 141
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Realising liquidity advantages

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

USDb Asia Deposits
LDR = 83%
23% CAGR
50 52
43
28
FY10 FY11 FY12 FY13
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NPAT up 19% if adjusted for software impairment on a USD basis 2. FY10–13 CAGR in USD

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Includes Asia Private Bank

Asia Institutional balance sheet – Shorter tenor

Institutional Asia Risk Grade Profile by Exposure at Default

Net Impaired Assets

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$m
139
26% 25%
0.9%
50
74% 75%
0.1%
Sep-10 Sep-13 Sep-10 Sep-13
Investment Grade Sub-Investment Grade 1 Net Impaired Assets Net Impaired Assets % GLA
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Lending Composition

Tenor by Exposure at Default

FY13 Avg. Tenor (years)

74% of portfolio has a tenor <1 year

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37%
45%
63%
55%
Sep-10 Sep-13
Global Loans Transaction Banking
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3.1
0.6 0.6
Global Transaction Global
Loans Banking Markets
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Sub-investment grade defined as exposures with a rating below BBB-

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Asia Pacific Commercial and Retail

Ongoing customer acquisition in Asia

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Active Customer Growth
(FY13 v FY12)
19%
16%
Retail Commercial
Affluent
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Growing with positive JAWS (FY13 v FY12) Retail Commercial

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JAWs +6% JAWs +12%
29%
17%
4%
-2%
Income Cost Income Cost
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Retail: A source of liquidity
Lending Deposits
$b $b 24%
12.9
46%
10.4
8.4
7.2 7.6
4.9
3.7
2.5
Sep-10 Sep-11 Sep-12 Sep-13 Sep-10 Sep-11 Sep-12 Sep-13
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Commercial Asia: Institutional product cross sell to Commercial customers

Commercial Asia cross sell income growth (FY13 v FY12)

77% Markets Cash 16% Management 43% Trade

87% of Commercial income is generated from markets, cash and trade

Note: Growth rates compare FY13 v FY12

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Growing faster in higher return products

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Growing volume
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Growing higher return flow and value added products

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Revenue Growth by Product IIB Volume Growth
(FY10-FY13) (FY12–FY13)
Grow
9%
35%
7%
Maintain
1% 27%
24%
Global Transaction Markets
Loans Banking Sales
FY13 Return on Equity
(Regulatory Capital Basel 3 [1] ) 15%
18% 17%
11%
Global Transaction Global Trade Lending FX PCM Retail
Loans Banking Markets Turnover Deposits Deposits
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18% 17%
11%
Global Transaction Global
Loans Banking Markets
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Capital calculated in accordance with APRA Standards, and represents Average Basel 3 RWA plus Capital Deductions

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Transaction Banking

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Income Net Lending Assets
$m $b
27%
8%
24.1
664
614
19.0
487 15.2 90% of
401
portfolio
Global 9.5 has a
tenor <1
17.3
13.1 year
9.9
Asia 5.7
FY10 FY11 FY12 FY13 2010 2011 2012 2013
Income Deposits
$m $b 15%
CAGR 4%
74.6
-5% 65.7 65.1
Global 58.1
905
858
817
758
35.6
29.3 30.6
Asia 17.4
FY10 FY11 FY12 FY13 2010 2011 2012 2013
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Trade & Supply Chain

Franchise expansion into Asia Asia has driven volumes Expansion and income growth

75% of Assets with Financial Customer Institutions, Resources and Segments Global Diversified. 60% of assets are Intra-Asia trade

Strong #1 in Australia and NZ[1] Market Rapid growth in Asia, now Position ranked #5 in the region[2]

Payments & Cash

Provided ~$50b in surplus Self funded deposits after self funding low risk trade assets

Strong Deposit growth assisting to Deposit offset margin impact from low base rate environment Growth

Asian 9% growth in Asia revenue Income driven by increased volumes Growth and better quality funding mix

Coverage to be extend Transactive beyond existing 5[3] markets Asia to Taiwan, India, Philippines and China in 2014

Global Finance Magazine, 2012 Best Trade Finance Banks
Greenwich Associates, 2013 Asian Large Corporate Trade Finance Survey
Existing deployment includes Singapore, Hong Kong, Vietnam, Cambodia and Japan (Liquidity only)

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Trade a key driver of returns

What Customers Want

Natural cross sell product for Cash and Markets

On the ground presence
Risk and liquidity appetite
Processing expertise

For every $1 of Trade income we generate additional Cross Sell of $1.08[1]

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$2.08
$0.51
$1.00 $0.57
Cross-Sell Income
Trade Markets Cash Combined
Income Income
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What ANZ Likes

Strong utilisation by new to bank Trade led customers

Quality multinational customer base
% of cross sold products that new to bank trade led customers used over past 30mths (as at Sep 2013)

62%

Short duration
Cross-sell income

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47%
8%
Markets Cash Global Loans
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Trade led customers using Markets and Payments & Cash Management Products

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Global Markets

Increased & Diversified Earnings

Markets income growth - FX income up 11% 14% YOY

Trading income on the back of client 28% flows and improved execution capabilities Expanded Asia Footprint

Contribution to Global Markets sales from 24% Asian clients Overall FX Services voted by Financial #1 Institutions[1 ]

Regional Best Sales Service in Interest #1 Rate Derivatives – G10[1 ]

Enhanced Risk Systems Framework

Improvement in Traded Income/$ VAR to 16% global best practice levels driven by a strong risk framework

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Global Markets income growth by product,
client and geography
(FY13 v FY12)
Products Client Segment
14% 11% 15% 12%
6%
Foreign Fixed Capital Financial Global
Exchange Income Markets Institutions Divisified
Geography
25%
7% 8%
Australia Europe & America Asia
& New Zealand
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An improved risk profile

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Income/$ VAR
Global Markets Sales & Trading (Traded)
$m
Balance Sheet (Non-Traded)
250
198
170
200
150
91
100
42
50 12 17 14
17
0
FY10 FY11 FY12 FY13
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Asiamoney FX & FI polls 2013

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Global Markets showing consistent growth while buildin out ca abilities in core franchise roducts g p p

Global Markets Income Global Markets Income by Type

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$m 4% CAGR
Avg. 1H:2H
2,110 Income split ≈
1,856 1,908 53%:47%
1,694
998
2H 879 704 904 1,112 998
1H 977 990 1,003 1,112
FY10 FY11 FY12 FY13 1H13 2H13
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Global Markets Income by Product

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$m
FX Fixed Income Capital Markets Other
2,500
2,000
1,500
1,000
500
0
FY10 FY11 FY12 FY13 1H13 2H13
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$m
Sales Trading Balance Sheet
2,500
2,000
1,500
1,000
500
0
FY10 FY11 FY12 FY13 1H13 2H13
Global Markets Income by Geography
$m
Aus/NZ APEA
2,500 18% APEA CAGR
Highest ever
2,000 proportion
1,500 29% 41% 43% from APEA
36%
1,000
40% 45%
500 71% 64% 59% 57%
60%
55%
0
FY10 FY11 FY12 FY13 1H13 2H13
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Diversification of income and more stable risk adjusted mar ins g

Income

Net Interest Margin

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AUDb
6% CAGR
3.3 3.3 3.3
3.2
3.1
2.9
2.9
2.6
1H10 2H10 1H11 2H11 1H12 2H12 1H13 2H13
Net Interest Income Other Operating Income
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NIM is more stable on a risk adjusted basis
reflecting an improved portfolio risk profile
4.50%
IIB ex Markets NIM down 67bps
4.00%
Risk Adjusted NIM down 17bps
3.50%
3.28%
3.00%
2.61%
2.64%
2.50%
2.47%
2.00%
1H10 2H10 1H11 2H11 1H12 2H12 1H13 2H13
1
Risk Adjusted NIM ex Global Markets
NIM ex Global Markets
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Risk Adjusted NIM represents NII/CRWA

New Zealand Division

Our strategy has been to significantly simplify and focus our business to create scale

Create Scale Leverage Scale Scale advantage 2010 - 2013 2013-2016 2017+

	2010	2012	2013	2017+
Systems	2	1	1	1
Brands	2	1	1	1
Brand Consideration1	27%	32%	39%	Market leading
Staff engagement	64%	74%	76%	Best practice
CTI – NZ Geography2	49.1%	47.7%	42.5%	Market leading
CTI – NZ Division2	48.4%	50.6%	43.1%	Market leading
Cash profit NZDm2	545	827	1,068

Brought together 2 brands as ANZ
Moved to 1 core banking system
Created 1 management structure
Simplified and moved to a single set of policies, processes and products
Leverage global hubs and shared platforms
Further improve branch coverage
Roll out customer data focused sales strategy

• Natural competitive advantage in key markets

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Creating scale to build a stronger bank

Loan to Deposit Ratio

Increased Cross Sell

Cost to Income

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Growth
NZ Division NZ Geography
FY13 v FY12
199%
NZ Simplification Programme
49.1%
48.4%
62% ANZ@work [1 ] 187%
43.1% 42.5%
177%
175%
22% Trade Finance
FY10 FY13 FY10 FY13 Sep 10 Sep 11 Sep 12 Sep13
33% Kiwisaver FUM Net Profit After Tax Return on RWA
NZDm
1,068
2.1%
29% [Direct Insurance ] sales [2 ] 751 827 1.6% 1.7%
545 1.1%
10% [Time spent on sales ]
by frontline staff
FY10 FY11 FY12 FY13 FY10 FY11 FY12 FY13
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199%
NZ Simplification Programme
49.1%
48.4%
187%
43.1% 42.5%
177%
175%
FY10 FY13 FY10 FY13 Sep 10 Sep 11 Sep 12 Sep13
Net Profit After Tax Return on RWA
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ANZ@work is a banking benefits program for employees of ANZ‟s corporate, institutional and selected commercial customers. The program provides consumer product benefits and discounts along with local relationship and financial literacy support, because of the relationship ANZ has with the customers‟ employer

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Includes sales of white-labelled General Insurance products

New operating model is enabling productivity and efficienc im rovements y p

Revenue per FTE

Revenue per Branch

Optimising branch network

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NZDk NZDm
+10% +17%
10.3
361.9
8.8
328.5
FY12 FY13 FY12 FY13
Cost % average total
Branch Coverage [1]
assets
% % NZ Simplification Programme
82.0 1.51
1.24
75.0
2010 2013 FY12 FY13
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7%
7%
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Branch coverage up 7% over 3 years

Branch costs down 7% YOY (-6% HOH)

Leveraging scale

Revenue per FTE up 10% YOY (+8% HOH)

10%

Revenue per branch up 17% YOY (+16% HOH) Revenue per branch up 14% HOH

18% 17%

Achieving productivity gains

Costs down 3% YOY (-1% HOH) ex. NZ Simplification Programme costs[2 ]

Simplified Simplified processes and removed Business duplication

Productivity savings enabling increased investment

Investing in sales capability leading to increased retail sales from proprietary channels & improved customer experience

Branch coverage measures the areas in which ANZ is represented relative to where New Zealanders do business
NZ Simplification pre-tax costs were FY12 NZD196m; FY13 NZD22m; 1H13 NZD18m; 2H13 NZD4m

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Transforming our lending book by focusing on growing mort a e share and balancin risk in the A ri ortfolio… g g g g p

System lending growth driven by mortgages

ANZ out-performing system in key home loans segment

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System lending growth [1]
Business
Mortgage
15%
share [2] up
Agri 20bps 20bps YTD to
14% 30.8%
Cards/ 70%
1%
Personal Mortgages #1 mortgage
sales [3] YTD in
#1
Auckland &
Christchurch
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Indexed Sep 11 = 100

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115
Growth in home loans – ANZ v System [1]
110
105
100
System ANZ
95 |
Sep 11 Mar 12 Sep 12 Mar 13 Aug 13
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Growing mortgages through Retail and Small Business Bank, de-leveraging in Agri

Agri exposure rebalanced and credit quality improved

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NZDb 0.5 91.5 NZDb Total Lending and Impaired Assets
4.2 1.3
1.0
0.6
1.3
85.5 88.0 91.5
85.5
19.4% 18.5% 17.5%
82.5%
CAGR 3% 80.6% 81.5%
FY11 Retail SBB CommAgri FY13 Sep 11 Sep 12 Sep 13
Agri Net impaired assets
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Source: RBNZ schedule S7; September 11 to August 13
Source: RBNZ schedule S7; September 12 v August 13 3. Terralink

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… and this is driving continued improvement in credit ualit q y

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Net impaired assets (NIA)
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NZDm
1.50%
1.34%
1.11%
0.99%
0.63%
1,295
1,158
979
881
573
Sep 11 Mar 12 Sep 12 Mar 13 Sep 13
Net Impaired Assets NIA as % GLA
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Total provision charge

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NZDm
400 349
300
165
200 98 119 101
90
100 36
10
0
-100
1H10 2H10 1H11 2H11 1H12 2H12 1H13 2H13
IP Charge CP Charge
90+ days arrears
1.20% Mortgages Commercial Agri
0.80%
0.40%
0.00%
2007 2008 2009 2010 2011 2012 2013
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Single brand focus has resulted in increased consideration and hi her rofile g p

Increased Brand Consideration…

… driven by best in market advertising campaigns

Brand Consideration[1 ]

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Peer 1 2%
Peer 2 -3%
Peer 3 -7%
Peer 4 -7%
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12%
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ANZ‟s advertising stands out in the market and is delivering high advertising awareness. Combining our marketing spend from two brands into one is having the expected impact

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… and evidenced by greater market recognition

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2012 Nexus Gold Awards 2012 Nexus Gold Awards
ANZ awarded „New ANZ Simplification ANZ Simplification
Zealand Bank of the Program: Customer Program: National Bank
Year‟ Transition Brand Change Direct 98
Communications Communications
2013 2013 2013
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NZ brand consideration change from August 2010 to August 2013 sourced from IPSOS Brand Tracking (online survey, first choice or seriously

Retail – Driving sales through investment in sales ca abilit channels and branch covera e p y, g

Strong result

Increased branch coverage[2 ]

Cash profit up 4% YOY & 15% HOH

CTI down 2% YOY & 3% HOH

12% Consideration[1] scores

Staff engagement up 13% to 76% 13% over 3 years

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82%
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75%
2010 2013
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Increased sales capability during the year

Added branches in 8 new Coverage communities over 2 years

Improved insurance sales 30% performance of front line staff that completed new life insurance training 10% Average time frontline spent on sales Sales of general and life insurance 20% products

Increased sales capability driving higher % of mortgage sales[3] through branches % of mortgage sales by channel

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4
Branch Brokers MMM
48
43
39
30 31 29 28 31
21
2H12 1H13 2H13
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Brand consideration – IPSOS Brand Tracking
Branch coverage represents the areas in which ANZ is represented relative to where people do business
Excludes Small Business Banking
Mobile Mortgage Manager

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Retail - fewer, simpler products

ANZ has award-winning products, including more 5-star Credit Card Ratings[1] than any other bank – which has driven market share gains

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Airpoints Platinum
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Low rate
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Cashback Rewards
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Freedom transaction

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Flexiplus Mortgage

Fixed Mortgage

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A simplified product suite

# Retail & Business Banking Products

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160
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Making it easier for our
customers to access our
products
75
2010 2013
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Increased cross sell

The proportion of Retail customers with four or more needs met has increased 9% over the past three years

+9% 2013 v 2010

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Source: Canstar Credit Card rating report November 2012

100

Winning in key growth mortgage markets without increasin risk g

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1
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Winning share in Auckland and Christchurch

Share of new mortgage sales[1] in Auckland and Christchurch

Share of new mortgage Share of new mortgage sales in Auckland[1] sales in Christchurch[1]

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67%
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Average LVR at origination[4 ]

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Leading peer bank
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30% 27%
>80% LVR lending accounts for c.24% of 28%
27%
ANZ NZ‟s existing mortgage book [2] ANZ ANZ
24% 23%
24% #1 22% #1 22%
ANZ >80% LVR new mortgage lending is ANZ
>80% LVR
mortgages less than the NZ banks average of #2 ANZ
c.30% [[3]] due to our lower emphasis on #2
>90% LVR lending
FY10 FY13 FY10 FY13
Auckland mortgages reflect higher average Loan to Valuation Ratio -
loan size but similar portfolio quality portfolio composition (on balance sheet)
Average LVR at Average Loan Size at
Origination [4] Origination [4] 9%
0-60%
NZDk
67% 67% 328 61-70% 15% 35%
247 71-80%
81-90%
25%
16%
90%+
Total Auckland Total Auckland
Portfolio Portfolio
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24% ANZ >80% LVR new mortgage lending is >80% LVR mortgages less than the NZ banks average of c.30%[[3]] due to our lower emphasis on >90% LVR lending

Auckland mortgages reflect higher average loan size but similar portfolio quality

Source: Terralink
New RBNZ restrictions effective 1 October 2013 require banks‟ new >80% LVR mortgage lending to be capped at 10% of total new mortgage lending. Banks must be compliant by March 2014 3. RBNZ publication, Regulatory impact assessment: restrictions on high-LVR residential mortgage lending, August 2013

101

2H13 Average

Commercial - Strong growth in Small Business Banking

Profit growth driven by lending volumes and improved economic environment

HOH profit growth (+17% YOY) 11% driven by small business lending

YOY increase in revenue cross sell 11% to $93m

Higher risk exposures at default Risk (CCR[1] 7-10) has reduced by NZD3b since FY10

18% Return on RWA up 18% YOY

Lending and Deposit Growth

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13 Lending Growth % YOY
HOH
6
3 1 3 2 1
-1
SBB UDC Commercial Agri
Deposit Growth %
9
6
1 1 2 2
-3 -5
SBB UDC Commercial Agri
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SBB is performing well

Considerable improvement in book quality

EAD[3] distribution by CCR

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SBB revenues [[2]]
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SBB revenues [[2]] SBB new to bank Lower CCR 7-10 exposures have reduced
customers by CCR EAD by NZD3bn in Commercial & Agri
NZDm 4%
13% % Business Bank Commercial Agri
549
5,470 Strong
526 CCR 29 36 38
64 66
4,850 0-4 75
60 39
61
Fair 5-6 28 26
Impaired7-10 8 22 3 11 3 23 7
FY12 FY13 FY12 FY13 FY10 FY13 FY10 FY13 FY10 FY13
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Customer Credit Rating
Normalised to exclude EFTPOS
EAD=Exposure at Default

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102

Commercial – delivering insight to our customers and connectin them to the re ion g g

Connecting customers abroad

Leading the Agribusiness market

Customer tours to India, Hong Kong and China

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Best Agri Bank

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Sponsor: Young Farmers

Strategic Partner: National Fieldays

Providing thought-leadership

UDC - 75 years of providing asset finance to customers

„Passing the Baton‟ Succession planning guide

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Sector focus papers

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103

Customers are increasingly using digital channels to do their banking

Greater than 50% of ANZ NZ >50% customers are using digital channels to do their banking

57%

57% of customer transactions now digital (up 5% YOY)

#1 Banking ANZ goMoney[TM] is currently the most downloaded banking app in New App[1 ] Zealand

% of transactions[2] using digital channels

% of customers actively using Internet Banking or goMoney[TM ]

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57%
53%
52%
48%
1H12 2H12 1H13 2H13
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52%
47%
38%
FY10 FY13 FY13 Australia
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ANZ FastPay[TM] to be launched

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Award winning mobile merchant app currently operational in Australia and soon to be launched in New Zealand
Enables business customers to process credit and debit card payments securely using their iPhone or Android smartphone
Provides same day access to takings in your linked ANZ Business Account
Receipts are emailed directly to the customer

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Global Wealth

Global Wealth supports ANZ‟s Super Regional Strategy

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Improved customer economics Important source of liquidity
Customer Attrition Revenue per customer FY12 FY13
$b $b
-45% +65%
26
22
14
13
10 11
5 5
9 12
5 6
Without With Without With Deposits Loans Deposits Loans
Wealth Wealth Wealth Wealth Wealth Wealth sourced [1]
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Significant source of other operating income (OOI) for ANZ

Delivering value to the Group

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FY13
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FY12

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Wealth OOI [2] Wealth OOI [2]
23% 25%
77% 75%
Non-Wealth Non-Wealth
ANZ OOI ANZ OOI
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Deeper and longer customer relationships with improved customer economics
Diversified revenue stream (significant source of non-interest income)
Important and growing source of liquidity

1. Wealth Sourced includes deposits & lending from Private Bank and E*TRADE which is sourced by Global Wealth but registered in other divisions.

2. Wealth OOI includes Other Operating Income, Net Funds Management and Insurance Income

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107

Embed wealth solutions into all customer touch points across the bank

Increased Wealth Solutions to ANZ Customers

Direct Insurance sales

(Includes Australia, New Zealand & Asia)

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+11%
FY12 FY13
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Australia New Zealand [1]
$m NZDm
+13% +33%
283
250 52
39
FY12 FY13 FY12 FY13
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ANZ Smart Choice Super Accounts and FUM

KiwiSaver Accounts and FUM

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FY13 Sales FUM
Total: 50,000 $m
+150%
„000 Call Centre
& Online
275
25 25
(50%) (50%) 110
Branch 1H13 2H13
Channel
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FY13 Sales FUM [2 ]
Total: 88,000 $m
+51%
„000
Other
17
(19%)
3,813
2,520
71
(81%)
Branch FY12 FY13
Channel
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Includes sales of white-labelled General Insurance products
KiwiSaver FUM in AUD

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108

Deliver higher returns in Life Insurance

Retail Life Insurance Inforce

Insurance Cash Profit

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$m +10% $m 9%
1,067
967
147
128
221
203
920
839
FY12 FY13 FY12 FY13
Australia New Zealand
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Retail Life Lapse Rates

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Australia New Zealand
% %
20bps 70bps
16.6%
15.9%
13.9% 13.7%
FY12 FY13 FY12 FY13
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Awards Direct Life Insurance Life Insurance Australia

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Money CANSTAR CANSTAR Management Awarded Awarded „Outstanding Retail Life Insurance „Outstanding Value‟ for Life awarded „Risk Value‟ for Direct Insurance in 2013 Company of the Year‟ Life Insurance in (6[th] consecutive year) (4[th] consecutive year) 2013

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109

Position for growth in Funds Management

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Funds Under Management (FUM) Funds Management Cash Profit
$m 88%
$b +13%
58.6
51.7
11.2
8.8
128
47.4
42.9
68
FY12 FY13 FY12 FY13
Australia New Zealand
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Efficiently delivering MySuper

Awards

MySuper license approved by APRA
Our MySuper compliant offering (ANZ Smart Choice Super) is a market leading solution that secures our ability to capture the growth of superannuation in Australia
With ANZ Smart Choice Super, we are seizing the opportunity of regulatory reform to materially grow our business and increase market share

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Money Magazine

FundSource

CANSTAR

ANZ SmartChoice OneAnswer New Zealand Fund Super awarded Frontier awarded Manager and „Outstanding Value‟ „Best Featured KiwiSaver Manager in all life stage Pension Product‟ of the Year for categories for 2013 for 2013 2012

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110

The material in this presentation is general background information about the Bank‟s activities current at the date of the presentation. It is information given in summary form and does not purport to be complete. It is not intended to be relied upon as advice to investors or potential investors and does not take into account the investment objectives, financial situation or needs of any particular investor. These should be considered, with or without professional advice when deciding if an investment is appropriate

This presentation may contain forward-looking statements including statements regarding our intent, belief or current expectations with respect to ANZ‟s business and operations, market conditions, results of operations and financial condition, capital adequacy, specific provisions and

risk management practices. When used in this presentation, the words “estimate”, “project”, “intend”, “anticipate”, “believe”, “expect”, “should” and similar expressions, as they relate to ANZ and its management, are intended to identify forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof. Such statements constitute “forward-looking statements” for the purposes of the United States Private Securities Litigation Reform Act of 1995. ANZ does not undertake any obligation to publicly release the result of any revisions to these forward-looking statements to reflect events or circumstances after the date hereof to reflect the occurrence of unanticipated events.

For further information visit

www.anz.com

or contact

Jill Craig Group General Manager Investor Relations

ph: (613) 8654 7749 fax: (613) 8654 9977 e-mail: [email protected]

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AI assistant

Australia and New Zealand Banking Group Ltd. — Annual Report 2013

10425_rns_2013-11-11_a0c18770-31a6-47ef-abe9-d49c5457c73a.pdf

NOVEMBER 2013

Delivering for shareholders and customers

We have built scale, capability and momentum in Asia

ANZ has built a substantial business in Asia

A top 4 Corporate Bank in Asia

A differentiated strategy that is delivering for shareholders and customers

ANZ has built a substantial business in Asia

Average 5 year GDP growth

Strengthening Australia – Retail & Wealth

Wealth Products Sold Through Retail Distribution

Strengthening New Zealand – Retail & Wealth

Strengthening Institutional and Commercial in Australia & New Zealand

Grow Commercial

Profitable Growth in Asia

Build Scale

Asia Customer Growth FY13 v FY12

Drive Capital Efficiency

Asia Volume Growth FY13 v FY12

Trade a key driver of return

What Customers Want

Natural cross sell product for Cash and Markets

$1 of Trade income = $1.08 of Cross-Sell[1]

With strong utilisation by new to bank Trade led customers

% New Trade Customers utilising

Productivity

Transaction Quality, Manual Payments Defects Per Million

Credit Quality

Group Provision Charge

Group Impaired Assets

Capital efficiency

Return on Equity Movement FY13 v FY12

Economic Profit Movement FY13 v FY12

CEO Priorities

Strategic Focus

FY14 Outlook

Income by Line of Business

Income by Division and Geography

Operating Income Mix by Division (FY13)

Operating Income Mix by Geography (FY13)

Balance Sheet composition by Geography

Customer Lending[1] by Geography

Customer Deposits by Geography

Balance Sheet composition by Segment

Customer Lending[1] by Segment Customer Deposits by Segment

Return on Equity

ANZ A RECOGNISED LEADER IN SUSTAINABILITY

Rated most sustainable bank globally in the 2013 Dow Jones Sustainability Index for the sixth time in seven years

Strong Balance Sheet profile

FY13 v FY12

Capital

Capital levels remain well positioned

Capital position reconciliation under Basel 3

Capital levels have increased in FY13

CET1 – APRA (Sep 2013 v Sep 2012)

CET1 – APRA (Sep 2013 v Mar 2013)

Liquidity position has benefitted from an improvement in both fundin mix and asset rofile g p

Funding mix has stabilised Shortened asset tenor

Lowest structural funding gap of major domestic peers, rovidin flexibilit p g y

Peer Funding Comparison

A sustainable term wholesale funding profile

Term Wholesale Funding Profile

…which is well diversified

Term Wholesale Funding Portfolio (by Type)

Term Wholesale Funding Portfolio (by Currency)

Term Wholesale Funding Portfolio Cost

FY13 Term Debt Issuance (by Investor Location)

Strong liquid asset position

Liquidity Portfolio

Basel 3 Liquidity Rules Update

Impact of the lower $A

Earnings Composition by Currency

FY13 Earnings Per Share (EPS) impact

Funding impact

FY14 foreign currency hedging

Capital and Replicating Portfolio

Portfolio Earnings & Spread to Cash

Australia

Australia and New Zealand Banking Group Ltd. Annual Report 2013