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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

Alex Thursby Chief Executive Officer International & Institutional Banking

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Introduction

We have successfully implemented the first phase of our Super Regional strategy

The next phase of growth is suited to the new world of banking

We will continue to deliver against our commitments while we build the leading Super Regional bank

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Our Super Regional strategy is delivering strong results, with Asia Pacific and flow products the growth drivers APEA & Institutional Financial Metrics % CAGR % Contribution to Group

% CAGR % Contribution to Group

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Asia Pacific, Europe & America Institutional
USDm AUDm
+38% +15%
2,570
Revenue 4,819 [4,862 4,906 ]
1,870 [2,091 ]
2,800 [3,624 ]
1,295 [1,442 ] 2,390 [2,769 ]
716 [1,184 ]
8% 20% [(1)] 25% 32%
2007 2008 2009 2010 2011 2H11 1H12 2007 2008 2009 2010 2011 2H11 1H12
USDm +31% AUDm +12%
739
617
543 1,430 [1,778 1,895 ]
NPAT 1,214
393 358 432 915 1,123
253 771
8% 14% 31% 38%
2007 2008 2009 2010 2011 2H11 1H12 2007 2008 2009 2010 2011 2H11 1H12
USDb AUDb
+48% 74 +20% 120
Customer 63 118
45 98
Deposits 27 56 65 77
18
13
8% 23% 31% 39%
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Sep 07 Sep 08 Sep 09 Sep 10 Sep 11 Mar 12

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Includes Europe and America results not included in originally reported figures
Series impacted by changes in capital allocation methodologies; numbers have been pro forma adjusted for RBS acquisition and the inclusion of Business Banking in Institutional for 2007 2

APEA

The ANZ Group began this journey with a roadmap to build a leadin r R ional bank across Asia-Pacific g Supe eg

2008 2009 2010 2011 2012+ 2008 2009 2010 2011 2012

Develop strategy and Continue organic Extend and deepen build business model growth with bolt-ons franchise

Build substantive Institutional Organic growth anchored by Establish Hong Kong and business Institutional Singapore as significant centres with broad capabilities
 Build Singapore and Hong Rapid build out of Retail and Kong hubs Private Bank Commence India operations
Build South East Asia business Complete RBS acquisition Launch offshore RMB services and integration
Created business model for ½ Deepening industry Retail and Private Bank – Continue to focus on liability specialisation in Natural scaled up with RBS growth Resources, Agriculture and Infrastructure
Build risk and governance ½ Deepen influence in five key model partnerships ½ Delivering client connectivity capabilities with cash platform
Obtained licences ½ Continue to build out build, expanded markets and FI
technology and operational sales distribution platforms

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International & Institutional Banking

The impact we are achieving with our clients is r nised across the r R ion ecog Supe eg

Institutional

Asia

Top 5 Corporate Bank in Asia by Greenwich Associates

Australia

No. 1 for Market Share in non-Australian bank corporate bonds[1]
No. 1 for Relationship Strength (amongst the Top 10 competitors) in corporate bonds[1]

New Zealand

No. 1 for Market Share in Government Stock[1]
No. 1 for Market Share in Corporate Bonds[1]
Awarded The Asian Banker Outstanding Achievement in Risk Management

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Euromoney Foreign Exchange Survey AWARDS FOR EXCELLENCE IFR ASIA AWARDS
BEST IN ASIAN CLIENT BEST TRADE BANK IN LOAN HOUSE OF THE
SERVICES VIETNAM YEAR
2012 2011 2011
APLMA SYNDICATED Euromoney Foreign
LOAN AWARDS Exchange Survey
ASIA PACIFIC SYNDICATED LOAN HOUSE OF THE YEAR BEST IN ASIAN CURRENCIES
2011 2012
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Retail

Hong Kong
Best Deposits Service Bank by 12th Capital Outstanding Enterprise Awards
Best Consumer Finance Bank by Prime Awards for Banking & Finance Corporations 2011
Benchmark Advisor of the Year 2012 award for one of our Retail bankers
Indonesia
Service to Care Award 2012
Service Quality Award 2012 in Regular Banking
Vietnam – Best Mortgage Business (Asia) by The Asian Banker-hosted International Excellence in Retail Financial Services Awards 2010
Taiwan – 2011 WebAward for ANZ Mobile Banking

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Based on the Peter Lee Associates Large Corporate and Institutional Relationship Banking Survey – Australia and New Zealand 2011.

International & Institutional Banking

We are winning greater value added and substantial flow transactions

Value-added transactions

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Newcastle Coal Indian Railway Finance
Infrastructure Group Sinopec Corporation Tata Shinhan Bank
AUD200m USD5bn USD200m GBP25m Cross-border CNH625m
Infrastructure Group II CNH Complex Dimsum Bond and
Project Finance deal Syndicated Loan deal Syndication Loan deal Structured Loan deal CNH/USD Swap
2011 2011 2011 2012 2012
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Substantial Flow transactions

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Industrial Development PT. Sarana Multi
Bank of India Infrastruktur Persero Bunge China Volkswagen
USD175M USD/IDR Cross USD12.5m Soybean hedging for US and Chinese based entities London following ANZ’s RMB Offshore CNH hedging in
Syndicated Loan Currency Swap deal executed in London roadshow across Europe
2012 2012 2012 2012
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APEA

Our brand continues to develop across Asia and the Pacific

What we have done

First global advertising campaign featuring Simon Baker

Australian Open

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On court signage seen by a cumulative 119 million people across Asia Pacific over 3,662 hours of coverage
Supported with ads on ESPNStar Sports coverage across the region
Aligned with target segments

Improving our brand awareness

Signature Priority Banking New Branches

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Brand awareness[1 ] across Hong Kong, Singapore and Taiwan Average Percentage, 2010-2011

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75 69
62
53
34 29
Affluent Emerging Institutional
Corporates
20102 20113
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Includes both Prompted and Spontaneous awareness, arithmetic average across all three markets
Based on ANZ Brand Health Tracker study 2010, Hall & Partners
Based on ANZ Brand Campaign Tracking 2011, Hall & Partners

International & Institutional Banking

We have prioritised our build-out to emphasise our franchise markets while establishing network presence across the Super Region

Franchise Markets

Institutional Network Markets

Network Entry Markets

Australia • Indonesia
• New Zealand • Malaysia

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Australia • Indonesia • Korea • UAE • Thailand • Myanmar
New Zealand • Malaysia • Japan • Europe
Franchise Network
Greater China • Singapore • Philippines • America
Greater Mekong [[1]] • Pacific Entry
India
Asia-Europe
Trade:
US$1.0trn Intra- Asia-US
Asia Trade:
Trade: US$0.8trn
US$1.6trn
Europe
(2)
Greater China America (1)
India (1) (33)
Greater Mekong (31)
Malaysia
Singapore (6)
Pacific (55)
Indonesia (28)
Aus/NZ-
E&A Aus/NZ-
Trade: Asia
US$101b Trade:
US$235b
-
() Number of branches and representative offices
in each country
1. Focus on Vietnam
7
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Greater China • Singapore
Greater Mekong[[1]] • Pacific
India

Source: WTO

APEA

We have delivered strong financial performance against new and established competitors as we have built scale

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Revenue CAGR
Established players in
2007-2011, % New Regional Players
Asia Pacific
Average
CAGR %
33%
7% ~5%
ANZ [(1)] CIMB [(2)] BEA [(2)] OCBC [(2)] DBS [(2)] UOB [(2)] SCB [(3)] Citi [(4)] HSBC [(5)]
Average
Loans
Total Asia Pacific Loans 241 US$b
2011, USD billion
96
36
N/A
ANZ [(1)] CIMB [(2)] BEA [(2)] OCBC [(2)] DBS [(2)] UOB [(2)] SCB [(3)] Citi [(4)] HSBC [(5)]
Average
Total Asia Pacific Deposits Deposits
2011, USD billion US$b
371
110
53
N/A
ANZ [(1)] CIMB [(2)] BEA [(2)] OCBC [(2)] DBS [(2)] UOB [(2)] SCB [(3)] Citi [(4)] HSBC [(5)]
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Source: Bloomberg standardised income statements

Notes:

1) ANZ - North Asia, SSEA, and Pacific businesses only, excludes Australia, New Zealand, Europe and America; Profit-after Tax
2) Figures for all regions
3) SCB - Hong Kong, Singapore, Korea, Malaysia, India, Other Asia Pacific
4) Citi - Asia Citicorp as result of restructuring in 2009; Geographical Pre-tax Income not reported, Net Income as proxy
5) HSBC - Hong Kong, Rest of Asia Pacific

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International & Institutional Banking

As we enter our next phase, the global banking industry faces reputational, regulatory, competitive and economic ressures p

Macro-economic

Deleveraging in the developed world
Euro-zone crisis
Investors’ flight to quality
Slow U.S. recovery
Different sources of growth as emerging markets restructure to domestic consumption

Regulatory

Higher capital and funding costs
These trends are not all cyclical
• Higher compliance and will adversely affect future costs ROE and revenue growth for the
• industry
Limits on pricing
Restrictions on some profitable businesses

Reputational

Community concerns post GFC
Sensitivity towards:
Remuneration
Pricing
Banking practices

Competitive

“Tug of war” in supply and demand of funds
New entrants and expansion by current players
New competitive hierarchy as the crisis and new regulations redefine peer groups

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International & Institutional Banking

The Asia Pacific region’s economic and financial services growth will likely continue in spite of the global headwinds

Key trends in the Asia Pacific region

Asia Pacific is driving global banking growth

Continuing growth of middle class driving increased consumption and overall economic growth

Pro growth policy attracting foreign and domestic investment

Sound financial systems with strong capitalisation and liquidity from savings

High demand for continuing investment in infrastructure and education

Significant contributor to global trade flows, with Asia trade growth higher than the world average

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Corporate and Investment Banking Post Risk
Revenues [1 ] (USDb)
CAGR, %
Asia EMEA Americas
2,107 9
679 10
1,343
422
659
7
479
769 12
442
2010 2015
APAC share in
33% 37%
global pools
10
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At constant exchange rates. Source: McKinsey

International & Institutional Banking

ANZ’s strategy starts with our clients at the centre

Core banking status with our target clients in Australia, NZ and Asia Pacific

Become a substantial flow provider within the Super Region

Financial Institutions
Natural Resources
Utilities and Infrastructure
Agribusiness
International Commercial
SME – liability only
Global Diversified Corporates
Global Financial Institutions
Natural Resources
Utilities and Infrastructure
Agribusiness
Affluent
Emerging Affluent

Super Region core clients place a major proportion of their revenue wallet with their 1[st] or 2[nd] bank Wallet share by relationship status (%)

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47%
1st Bank
2nd Bank 24%
3rd Bank 14%
4th Bank 6%
5th Bank 3%
Lending Cash Management Markets
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…while global corporates and FIs typically use 10 banks for flow products

Corporate banking revenues (USDb) 1,343

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442
Number of banks
31%
Lending required:
43%
Regional corporates:
36% 10-30 banks
19%
Markets
33% Transaction Global corporates:
38%
Banking 5-15 banks
2010 2010
11 Asia Europe Americas
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Source: McKinsey CIB Survey of Asian Corporates, ANZ

Sources: Booz Allen Hamilton Research

International & Institutional Banking

Our value proposition is built to meet the requirements of our flow customers, and further developed for core clients

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Core Value Proposition
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We build on the flow value proposition to achieve core bank status

Deep relationships & trust
Insight
Consistency of relationship from a strong balance sheet
Our unique Super Regional footprint

Our flow value proposition is fundamental to our competitiveness

International connectivity
Access to Super Regional investment paper
Product capabilities
AA credit rating

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International & Institutional Banking

Our Institutional strategy is to develop flow business for all our clients with value added solutions for our core clients

Currently a substantial portion of our business is lending driven

ANZ’s current Institutional revenue mix

Our strategy is to grow our business while reducing the overall reliance on funded revenue and growing unfunded

ANZ’s target Institutional revenue mix

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1%
34%
45%
20%
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1%
24%
38%
37%
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Strategic Advisory – ECM, M&A

Value added solutions – Investment Products, Structured Lending, Derivatives, DCM and Trade

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Flow business – Cash, Trade, Vanilla FX, Commodities, Rates and Credit

Lending – Vanilla Term Loans

International & Institutional Banking

ANZ will increasingly utilise an originate-to-distribute model in order to activate core status and deliver acce table ROE p

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Originate from Clients Distribute to Clients
Balance Sheet
Natural Resources Commercial / Private Banks
Agriculture • Hedge Funds
Primary Distribution
Utilities & Infrastructure Pension Funds
•
Secondary
Financial Institutions Distribution Sovereigns
Global Diversified Corporates Life Insurers
•
Originate to known
demand
Commercial HNW & Affluent
Cross-sell Cross-sell
• Cash • Clearing / Settlements
• Trade • Cash and Trade
• FX and Commodities • FX and Derivatives
• Bonds • Bonds
Flow
Flow
Products Products
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APEA

Commercial – our goal is to be a core bank to our target clients rovidin seamless connectivi by p g ty

How we will succeed

ANZ focuses on Cash, Markets, and Trade, whereas local banks focus on lending

The right risk and service framework

Implement a risk framework appropriate to Commercial Banking
Operate a low cost to serve model

Target cross border clients

Clients with cross border requirements
Clients with supply chain linkages to multinationals

Leverage existing network and expertise

Further develop competitive advantage through regional connectivity capabilities

Asia Revenue Breakdown

2012 forecast

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Lending
11%
Local
State-
Owned ICBC, BOC,
and SBI, ICICI, 56% 27%
Local OCBC, Cash
Private Chinatrust
Banks
Markets,
32% Cash &
Global Trade Trade 89%
of
Bank
Revenue
HSBC, Citi,
SCB, DBS 34%
ANZ
Emerging 30%
Regional Markets
Banks 3%
7%
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Leverage Institutional and Retail capabilities

Competitors Commercial ANZ Banking Commercial Revenue Pool

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APEA

Retail – our strategy is to achieve core bank status with the Affluent and Emerging Affluent segments in key franchise markets

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Key Drivers
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Targeted segments account for a significant portion of the revenue & liquidity pools in key markets

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Customer Pyramid Asia Retail Revenue and
Deposit Pools [1]
Customer’s banking
wallet
AUM Requirement USD338b USD11,204b
(developed mkt)
13%
24%
State of Market HNW USD3m+
Development
USD100k-3m
Retail
Affluent 61%
42%
Asia
Pacific
Cost to Serve Model Emerging USD25k-100k
Affluent
34%
Mass
26%
Value Proposition
Risk Deposit Pool
Adjusted
Revenues
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1.ANZ markets

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Source: Countries’ statistical data and census, BCG, CIA Factbook, Datamonitor, Euro Monitor, IMF data, McKinsey Global Banking Revenue Pool, Nielsen Surveys, Nomura Research, Press search and ANZ analysis 16

International & Institutional Banking

World class products are beginning to arrive across our segments as we continue executing our product roadma p

Phase 1 (2008) Limited Capability

Current State (2012) Target State (2017) Competitive Capability World Class Capability

Account service • Cash management • Network Cash Management –
• Documentary trade • Full trade products netting and pooling • Supply chain suite
• Plain vanilla FX & Rates • Global syndication/bonds • Sophisticated structured trade offering core fx / rates / options/ - eg. derivatives
• Lending structured/project bonds / commodities/ • Integrated and segmented sales and syndication
lending service, e-channel capability • FX, Rates and Commodities • Specialised and high yield bonds spot and derivatives • Convertibles
Limited structured deposits • Insurance and investment • Alternative investments: collateralised and account services products eg bonds, mutual FX, equity and bond financing; unique
• Credit cards funds, dual currency commodities offerings deposits, local currency •
• Full suite of targeted segment credit cards Dual currency mortgages mortgages • Foreign property mortgages
• Affluent Credit Cards • Tablet based sales and service delivery

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International & Institutional Banking

We are driving an aggressive productivity agenda while buildin on our existin service and deliver ca abilit g g y p y

Building a new operating model and redefining the ‘ScaleComplexity’ cost dynamic

Medium/Small Large national International local banks banks banks Limited-scale Full-scale Higher leverage leverage complexity - – Historical normal scale benefit offset by cost of complexity New normal We are creating a new operating model + -

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+
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Focus on service and delivery capability with a productivity agenda

Implement global technology platforms that support business growth
Roll-out risk management framework
Deliver superior customer service
Embed greater productivity and efficiency agenda

Size & Complexity

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International & Institutional Banking

This focus has enabled us to improve efficiency as we continue to grow

APEA FTE (including contract employees) Movement Sep 2010 to Mar 2012

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~12,100
~11,900
~11,900
Sep 10 Support Retail Institutional Sep 11 Support Retail Institutional Regional Hub Mar 12
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Institutional FTE (including contract employees) Movement Sep 2010 to Mar 2012

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~6,000
~5,900
~5,900
Sep 10 Markets Transaction Global Relationship Enablement Sep 11 Markets Transaction Global Relationship Enablement Mar 12
banking loans banking banking loans banking
19
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APEA

Our strategy is focused on organic growth, with acquisitions only considered to build presence or roduct ca abilities p p

Selective M&A opportunities

Maintain consistent M&A discipline
Strategic fit
Delivers value
Executable
Two critical objectives:
Build deeper presence in our
- Franchise markets
Pursue opportunities to broaden specific product capabilities

Managing the value of ANZ partnerships

Path to control
Linking partnership customers to ANZ’s international network
Actively managing the portfolio to optimise strategic positioning

Key Partnerships

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SRCB, China

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BOT, China

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Panin Bank, Indonesia AmBank, Malaysia MCC, Philippines

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APEA

We have a strong, well funded and low risk balance sheet

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Customer Deposits Net Loans & Advances APEA Institutional Risk Grade profile
(incl. acceptances) by Exposure at Default
USD 19b growth YOY
USD 10b growth YOY
USDb
80
74
+41%
70
60
55 71%
75% 76%
50
+53% 42 AAA-BBB
37
40 BBB-
32
30 BB+~BB-
18 BB-
20
>BB-
10 16%
16%
15%
0
9%
Mar 10 Mar 11 Mar 12 Mar 10 Mar 11 Mar 12 6% 6% 2%
2% 2%
1%
Retail Deposits Retail Lending 2% 1%
Transaction Banking Deposits Funded Trade Lines Mar 11 Sep 11 Mar 12
Other Institutional Deposits Other Institutional Lending
21
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International & Institutional Banking

We have a clear roadmap to continue building the franchise

2012	2013	2014	2015	2016	2017+
Continue product & platform build		Activate the full franchise model		Deepen franchise

Grow Commercial segment
Grow FI / Investor segment
Build Global Diversified • Attack Emerging Affluent Corporate specialisation through new e-Channels
Deepen customer • Build product channel bundling relationships and cross-sell and capability products and across borders
Grow China into full franchise
Improve productivity and • Grow SME segment (liabilities)
strengthen balance sheet in •
Australia Pursue Thailand and Myanmar as target entry markets
Roll-out Transactive and e- Channels
Build out RMB and commodities specialisation and products
• Complete core systems
Build out Markets hubs in HK and London
Continue build of product, platforms and channels
Deliver full product suite into the rest of ANZ Bank
Build India into full franchise
Deepen organic growth and customer penetration in franchise countries
Improve advisory capabilities
Dispose of tail businesses
Reposition retail in the Pacific

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International & Institutional Banking

To sum up: we have the strategy and competitive strength to become a top tier player in the sector

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ANZ - a strong
Regional Giants network and
Leaders
rapidly improving
product set
Regional Giants maintain
position, but with slower growth
Former national
champions building
Crisis-impacted
regional networks,
Internationals
Competitive with some poised
to compete with
Regional Giants
International banks
forced to shrink or
Emerging Emerging
slow growth
Regional
Players
2008 2012 2017
23
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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

Appendix

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A top team with an excellent depth of experience, sitting in a matrix structure to integrate business lines with geographies

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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

James Burdett Chief Financial Officer International & Institutional Division

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ANZ’s international businesses financial performance

APEA Division Revenue (USDm)[1]

APEA Division NPAT (USDm)[1]

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CAGR 739
+31%
617
543
432
393
358
253
2007 2008 2009 2010 2011 2H11 1H12
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CAGR 2,570
+38%
2,091
1,870
1,442
1,184 1,295
716
2007 2008 2009 2010 2011 2H11 1H12
Institutional Division Revenue
(AUDm) [1]
CAGR
+15%
4,906
4,862
4,819
3,624
2,800 2,769
2,390
2007 2008 2009 2010 2011 2H11 1H12
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Institutional Division NPAT (AUDm)[1 ]

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CAGR
+12% 1,895
1,778
1,430
1,214
1,123
915
771
2007 2008 2009 2010 2011 2H11 1H12
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Series impacted by changes in capital allocation methodologies; numbers have been pro forma adjusted for RBS acquisition and the inclusion of Business Banking in Institutional for 2007

We are growing strongly in our targeted markets, segments and products

Geographies Customer Segments Products 16% 27% 7% 19% 28% 13% 1% 24% 71% 17% 13% 5% -1% 5% Greater China India Indonesia Greater Mekong Singapore Institutional Australia Institutional New Zealand 1H12 v 2H11 1H12 v 1H11 35% 20% 18% -2% 5% -15% 59% 31% 26% -3% 3% 14% Commercial Natural Resources Financial Institutions Agriculture Affluent & Emerging Affluent Infrastructure Revenue Growth 22% 45% 9% 12% 6% 47% 3% 19% 16% 14% Trade & Supply Chain Global Markets Cash Management Retail Deposits Investments & Insurance	Geographies Customer Segments Products 16% 27% 7% 19% 28% 13% 1% 24% 71% 17% 13% 5% -1% 5% Greater China India Indonesia Greater Mekong Singapore Institutional Australia Institutional New Zealand 1H12 v 2H11 1H12 v 1H11 35% 20% 18% -2% 5% -15% 59% 31% 26% -3% 3% 14% Commercial Natural Resources Financial Institutions Agriculture Affluent & Emerging Affluent Infrastructure Revenue Growth 22% 45% 9% 12% 6% 47% 3% 19% 16% 14% Trade & Supply Chain Global Markets Cash Management Retail Deposits Investments & Insurance	Geographies Customer Segments Products 16% 27% 7% 19% 28% 13% 1% 24% 71% 17% 13% 5% -1% 5% Greater China India Indonesia Greater Mekong Singapore Institutional Australia Institutional New Zealand 1H12 v 2H11 1H12 v 1H11 35% 20% 18% -2% 5% -15% 59% 31% 26% -3% 3% 14% Commercial Natural Resources Financial Institutions Agriculture Affluent & Emerging Affluent Infrastructure Revenue Growth 22% 45% 9% 12% 6% 47% 3% 19% 16% 14% Trade & Supply Chain Global Markets Cash Management Retail Deposits Investments & Insurance	Geographies Customer Segments Products 16% 27% 7% 19% 28% 13% 1% 24% 71% 17% 13% 5% -1% 5% Greater China India Indonesia Greater Mekong Singapore Institutional Australia Institutional New Zealand 1H12 v 2H11 1H12 v 1H11 35% 20% 18% -2% 5% -15% 59% 31% 26% -3% 3% 14% Commercial Natural Resources Financial Institutions Agriculture Affluent & Emerging Affluent Infrastructure Revenue Growth 22% 45% 9% 12% 6% 47% 3% 19% 16% 14% Trade & Supply Chain Global Markets Cash Management Retail Deposits Investments & Insurance	Geographies Customer Segments Products 16% 27% 7% 19% 28% 13% 1% 24% 71% 17% 13% 5% -1% 5% Greater China India Indonesia Greater Mekong Singapore Institutional Australia Institutional New Zealand 1H12 v 2H11 1H12 v 1H11 35% 20% 18% -2% 5% -15% 59% 31% 26% -3% 3% 14% Commercial Natural Resources Financial Institutions Agriculture Affluent & Emerging Affluent Infrastructure Revenue Growth 22% 45% 9% 12% 6% 47% 3% 19% 16% 14% Trade & Supply Chain Global Markets Cash Management Retail Deposits Investments & Insurance
-1% Greater China India Indonesia Greater Mekong Singapore Institutional Australia Institutional New Zealand Revenue Growth	16% 27% 24%

				3


			20% 18% 5% 31 26 3% 14%







		Affluent
	1% 5%

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With Asia playing a far greater role in the ANZ Group; the APEA target of over 25% of Group earnings is in sight

APEA Contribution to Group Revenue

Driving 25 to 30% of Group earnings by 2017

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By Segment By Geography
20% 20%
Australia & NZ revenue
4% derived from APEA 4%
managed customers [1]
9%
11%
8% 8%
Asia
Institutional 3%
4%
& Commercial
4%
Asia Retail 1% Europe & America 2% 2%
Pacific Retail 2% 2%
Pacific 3% 3%
Partnerships & Other 1% 1%
FY07 1H12 FY07 1H12 FY17
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Australia & NZ revenue derived from APEA not available for FY07

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The Super Regional Strategy is delivering a diversified product mix with less reliance on the capital-intensive

APEA Institutional revenue by product Institutional division revenue by product

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

27% 31% 29% 24%
15% 20%
33% 23%
32% 29%
26%
25%
15% 20% 24% 27%
2009 2010 2011 1H12
Transaction Banking Market Sales
Markets Trading Global Loans
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----- Start of picture text -----

38% 42% 42% 37%
14%
22% 18% 12%
21% 22%
21% 18%
19% 22% 25% 27%
2009 2010 2011 1H12
Transaction Banking Market Sales
Markets Trading Global Loans
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APEA division by income stream

Institutional division by income stream

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

Other Operating Other Operating
Income Income
51% 39%
49% 61%
Net Interest Net Interest
Income Income
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Connectivity is a key differentiator for ANZ, driving cross-border revenue growth across the network

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

EUROPE ASIA PACIFIC AMERICA
Intra-APEA
Catch & Throw
46% CAGR
APEA throw to APEA catches
Aust/NZ from Aust/NZ
9% CAGR 35% CAGR
APEA Cross-Border Income
1H10 to 1H12
Catch & Throw refers to revenues booked in a geography that is different to that which a client is managed from.
5
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A focus on Asia Institutional cross sell is enabling us to deepen our share of wallet

Customer revenue & numbers[1] (Mar-10 to Mar-12)

Customer Numbers +56%

Customer Revenue +68%

Growth in number of customers by product holdings (Mar-09 to Mar-12)

Customers Customers Holding Holding 3 to 5 6+ Products Products +31% +77%

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1 Excludes Commercial revenue and customers

Retail - Growing affluent & emerging affluent while repositioning the portfolio and providing more funding to the business

Asia Retail Customer Movement (millions)

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

Up 7% Up 8%
Up 6%
1.68
1.64 1.65
Up 1% Up 2%
Mar 11 Acquired Exited Sep 11 Acquired Exited Mar 12
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APEA Retail Balance Sheet

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

USDb
Customer Deposits Net Loans & Advances
20
17
14
15 13
12
10 8 8
7
6
5
4
5
0
1H10 2H10 1H11 2H11 1H12
7
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Accounting charges impacted partnership performance which is led by four significant contributors

Partnerships NPAT 1H12 v 2H11 (USDm)

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

176 35 24 165 10
141
125
32
18
2H11 Reported Accounting & 1 2H11 Adjusted Earnings growth 1H12 Adjusted Gain on SSI impairment Accounting 1 1H12 Reported
tax adjustments Sacombank sale adjustments
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Four partnerships delivering largest contribution…

AMMB, BoT, Panin and SRCB all delivered more than USD 25 million revenue in 1H12

Adjusted NPAT contribution by Partnership

Gain on sale of Sacombank stake of USD 10 million
Partnerships also deliver referral and other revenue across the ANZ network

…impacted by accounting adjustments and SSI impairment

USD 35 million of positive accounting impacts in 2H11 and negative USD 18 million accounting impacts in 1H12
1H12 SSI impairment charge of USD 32 million
Earnings recognised by ANZ differ from published results of partnerships due to application of IFRS, Group accounting policies and acquisition adjustments.

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USDm 2H11 1H12
53
44 44
38 39
34
25
23
AMMB BoT SRCB Panin
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We are managing expenses in order to fund deployment of revenue generating headcount and improve CTI

APEA FTE (including contract employees) Movement Sep 2010 to Mar 2012

Additional investment 1H12[1]

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

~12,100
~11,900
Sep 10 Support Retail Institutional Regional Mar 12
Hub
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Revenue & Expense Growth Pro Forma USD HOH

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

Income Growth Expense Growth
2H11 Ex-markets
20%
7% Revenue
18%
3% Expenses
14%
13%
12%
11%
9%
6%
5%
2%
1H10 2H10 1H11 2H11 1H12
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USD54m

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

4%
14%
6%
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Branding

Launched global brand campaign in Asia

Capabilities

Build out of Commercial footprint

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

76%
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New Mongkok branch in Hong Kong
New Singapore and Hong Kong head offices

Compliance

Anti-Money Laundering Program
Risk and Security Program

Systems

ANZ Transactive Asia
Asian Core Engine
Global Markets platform
Global Cards Platform
Singapore Data Centre

1H12

Incremental 1H12 v 2H11 investment spend, inclusive of capitalised project expenditure associated with ANZ Transactive Asia and Asian Core Engine

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Focus on less capital intensive products is improving risk weighted returns

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APEA Division (ex-Partnerships) Institutional Division
RORWA (%) [1] RORWA (%) [1]
1.58%
1.43% 1.47%
1.02%
0.90%
0.84%
2010 2011 1H12 2010 2011 1H12
Revenue Mix Revenue Mix
1H12 1H12
Transaction
Transaction
17% Banking
Banking
27%
11% Markets Sales
38% 37% 22% Markets Sales
14%
45% 42%
2010 18% Markets Trading 2010
13% 18% Markets Trading
17% Global Loans 18%
22%
15% 12% 14% Global Loans
Retail
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RORWA calculation excludes any capital deductions

Return on equity has improved in both divisions

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APEA Division Institutional Division
Return on Regulatory Capital (%) [1] Return on Regulatory Capital (%) [1]
1H12 2H11 1H12 2H11
10.5% 17.4%
APEA Institutional
9.4% 14.8%
12.3% 28.5%
Transaction
Retail
Banking
10.2% 25.1%
11.4% 12.5%
Partnerships Global Loans
17.6% 13.9%
15.1% 23.8%
Global
Institutional
Markets
10.0% 9.3%
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Regulatory Capital equals RWA x 8.9% + identifiable capital deductions disclosed in results announcement

APEA utilises 20% of ANZ’s Group capital

Current capital levels are strong (Mar-12)

APEA utilises 20% of ANZ’s capital

Common Equity Tier 1 Ratio (CET1) Tier 1 Ratio

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

Total Capital Ratio
15.3%
14.0% 14.3%
12.6%
11.8% 11.8%
11.3%
9.7%
11.7%
9.8%
8.9%
7.8%
Basel II Basel III Basel III UK FSA
APRA Full
Alignment
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----- Start of picture text -----

10%
6%
3%
1%
80%
Rest of Group Rest of Apea
APEA Retail Partnerships
APEA Institutional
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Regional Peers

Operating Income

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

HOH PCP
13%
11%
9%
8%
4% 3% 3% 4%
0% 1%
ANZ ANZ APEA HSBC Standard Aus Peer
(AUD) (USD) Asia Pacific Chartered Avg (AUD)
(USD) (USD)
Expenses
HOH PCP
15%
12%
12%
3% 5% 6% 4% 4% 3%
2%
ANZ ANZ APEA HSBC Standard Aus Peer
(AUD) (USD) Asia Pacific Chartered Avg (AUD)
(USD) (USD)
Profit before Tax growth
HOH PCP
28%
10% 13%
5% 4% 4% 3% 5%
-5% -14%
ANZ ANZ APEA HSBC Standard Aus Peer
(AUD) (USD) Asia Pacific Chartered Avg (AUD)
(USD) (USD)
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HSBC & SCB 1H12 represents 6 month period ending 31 December 2011
ANZ converted at constant FX AUD/USD 1.0401

Customer Deposits growth

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

HOH PCP
35%
17% 17%
15%
13% 12%
7%
4% 3% 2%
ANZ ANZ APEA HSBC Standard Aus Peer
(AUD) (USD) Asia Pacific Chartered Avg (AUD)
(USD) (USD)
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Customer Loans growth

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

HOH PCP
32%
12% 13% 13%
9%
6%
4% 3% 3%
0%
ANZ ANZ APEA HSBC Standard Aus Peer
(AUD) (USD) Asia Pacific Chartered Avg (AUD)
(USD) (USD)
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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

Sreeram Iyer Chief Operating Officer International & Institutional Banking

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We are building a solid foundation from which to grow, leverage scale and support our super regional strategy

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

2010 2011 2012
Country-centric Regionally focused Globally aligned
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•	Mature service in Australia	• Completed integration of the	• Development of global
	and New Zealand, silo delivery model in Pacific, minimal Asia footprint.	RBS acquired portfolios across 6 countries in Asia	platforms • Improving customer channels
•	Developed standard Operating model across Institutional business	• Began progressive implementation of core technology platform in Asia	• Putting in enterprise led payments solutions
•	Commenced hubbing program in earnest with	• Simplified and re-engineered processes for efficiency	• Deepening the capability of our people
	focus on supporting the Australia and New Zealand	• Established global support	• Continuing simplification and
	operations	hubs in Manila and Chengdu	Process Transformation

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A reduction in cost to serve is assisting with delivery of positive JAWS, but we need to broaden this outcome

Enabling positive JAWS

Trade and Supply Chain example

Supporting business growth with minimal increase in the Operational cost base, thereby contributing to improving the positive JAWS outcome

Reducing cost per FTE

We are utilising lower cost locations, improving processes and reducing waste; as a result average total cost per FTE has reduced significantly (i.e. property costs, other associated costs).
In Singapore and Hong Kong, the average Operations cost per FTE has reduced by 13% and 9% respectively since the start of FY11

Increasing transactions per FTE

Through simplification and reengineering of processes we can create capacity to absorb transaction volume growth
Across APEA, transactions per FTE have increased by 11% in the past year

Revenue growth v Operational cost growth[1]

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$m
400 30%
300
20%
200
10%
100
0 0%
FY07 FY08 FY09 FY10 FY11
TSC Operations Expense ($m)
Revenue ($m)
% TSC Operations Cost to Revenue (RHS)
FTE growth vs average cost per FTE
Thousands
800 120.00
700
100.00
600
80.00
500
400 60.00
300
40.00
200
20.00
100
0 0.00
FY07 FY08 FY09 FY10 FY11
FTE Cost/FTE (RHS)
Total FTE
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Excludes non-trade related guarantees

Our destination service and delivery model is a seamless partnership across business lines and Enterprise

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

Customer interface Customer Service Operations Execution Model
Operating Delivery Enterprise
Front line
Model Capability
business
Customers
• Global
•
Relationship
Service Quality processing
• Institutional Management.
Centres:
-Bangalore
• Commercial •Product, market
-Manila
knowledge Cost to serve
-Chengdu
• Retail
-Pacific
Operations
People Capability • Centres of
Service
Excellence
Providers
Customer Risk controls
• Technical
self service
solution delivery
Execution
Customer initiation
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Technology foundation - customer initiation, relationship, service and delivery

Challenge: the balance of high quality service, at optimal cost, in a well controlled operational risk environment

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We have a diverse presence to support the super regional strategy

Leveraging expertise from mature markets

Developing capability in growth markets across Asia, Pacific, Europe and America

1,200 Institutional Operations FTE in 9 locations delivering market leading service and product capability across our Institutional customer segment Institutional Hub

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Others
Europe – 39
America – 22
21 35
200
Interconnected 243 581
service & delivery 24 41
network 387 29 21
178
368
926 93
10 19
18
25 24
38
109 7
17
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Global hub capability

By the end of 2012 we will have appx. 8,000 FTE across our 4 global Hubs delivering process & service excellence

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

200
(Ops)
1,500
(Ops)
3,800 (Ops)
2,200 (Tech)
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Approximately 3,500 Operations and Technology FTE covering 28 markets supporting the delivery of products and services across Lending, Retail, Payments & Cash, Global Markets and Trade

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

266
(Ops & Tech)
----- End of picture text -----

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The external environment in which we operate has been changing across three broad fronts

Post GFC, customers are now more savvy, better informed and demand higher standards of service delivery and product capability

Increased customer expectations

Delivery standards / turn around times
Expectations around quality – especially in our target retail segments
Customers expect multiple electronic channels and a global borderless capability
The pressure to be more efficient and more productive in everything we do is greater than ever before.

Increased competitor pressure

Reduced cost to serve and prioritised investment for greater shareholder return
Customer driven demands for technology investments to keep pace with competition
Margin compression has led to challenges in prioritising our operating model
Banking regulations have tightened significantly, impacting the way we work and the cost
Increasing cost of compliance across multiple geographies

Tightening regulations

Focus on Anti-money laundering laws
Changes in the hosting of customer data
Focus on customer confidentiality and KYC

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Our strategic goals include - prioritising technology investment & a strong risk management framework…

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

Strategic goal Actions Business outcomes
• •
Invest in technology platforms Simple uncomplicated banking for
across countries to our customers, connected across
Global technology
simplify, automate and reduce the the globe
platforms that
need for manual processing
support business •
Customers have high availability
growth •
Invest in technology to develop and accessibility to multiple
additional delivery channels channels
• Build scalable and standardised • Fewer touch points for customers
business architecture when dealing with ANZ
• Rollout of new risk management • Preserve the Bank’s operational risk
framework profile as we grow
Risk Management • Ensure robust operational risk • Ensure a secure and compliant
Framework management controls in place to operating environment
effectively manage volume growth
and product complexity • Protect our customers information
and confidentiality
•
Intensify risk management
training to our people
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….and ensuring we deliver superior customer service while driving improved productivity and efficiency

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

Strategic goal Actions Business outcomes
• Migrate best in class operating • Consistent, convenient and
methodology from Australia and improved customer
New Zealand across the portfolio experience across borders
aligned to customer tiers
Superior customer •
Continue to implement a global
service delivery customer on-boarding programme • Deep and wide knowledge
of our customers
• Build a culture of continuous
•
improvement across the Asian Quality service with less
footprint errors
• •
Professionalise operations to deepen Leading people capability
the skill base of our people
• •
Maximise the value of our global Year on year reduction in
footprint by leveraging our global processing costs
Embed greater hubs • Operations efficiencies re-
productivity and • Implement enterprise led invested for business
efficiency agenda reengineering program aimed at outcomes
reducing manual processing and
standardising processes
•
Fully leverage centres of excellence
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Our 5 priorities are closely aligned to those of the business

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

• Implement an enhanced core banking platform across Asia
• Improve speed to market for new products and responsiveness to local
Core Platforms requirements
• Orchestrate global connectivity and transparency by improving process
workflow
• Implement e-matching, e-reporting for customer convenience and
quality in delivery and capability,
Global Markets • Further technology investments including FLOW FX, Credit Risk
Business engine, and MOSA
• Ongoing development and delivery of a diverse product mix, improving
customer solutions and outcomes
• Deliver a new payments platform for Operations in Asia
Payments Business • Investment in local payment solutions (Singapore real-time payments)
• Implement cash management system in 9 countries
• Provide customer channels of choice and self service (online portals)
eChannels capability
• Upgrade internet banking capability in 3 Asian countries
• Continue to centralise process based location agnostic roles for flexible
Our Hubbing cost effective growth
Programme • Consolidate functional activity into centres of excellence for scale and
quality
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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

Sameer Sawhney Managing Director Institutional APEA

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Institutional APEA, building the franchise

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

23%
1,971
1,602
1,308 682
1,201 (1)
Revenue 588 Offshore
424
378
USDm Onshore
1,289
884 1,014 823
2009 2010 2011 1H12
21%
2,966
2,709
2,134
1,865
Institutional
clients
2009 2010 2011 1H12
57
61% 49
33
Deposits
USDb 19
2009 2010 2011 1H12
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Offshore revenue represents revenue generated from APEA customers but booked in Australia/New Zealand

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Building momentum in line with strategy

Revenue mix by product

Revenue mix by customer segment

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FY09 1H12 FY09 12 months rolling to Mar 12
Transaction Global Transaction Other Other
Banking Loans Banking Global
Loans 38% 36%
15% 27% 24% U&I U&I
27% 7% 6%
25% 33% 20% 29% 19% FIG 23%
29% 28%
Market NRG NRG
Sales Market Market 7% 7% FIG
Trading Market Trading
Sales Agri Agri
Revenue by geography Income composition
FY09 1H12
E&A, Korea,
E&A, Korea, Japan Impact of Other
Japan 28% financial 53% 46% 50% 48% Operating
41% crisis Income
Pacific Pacific
SEA
10% 11%
Net
7% Greater 24% 7% Greater Interest
Mekong Mekong
47% 54% 50% 52% Income
13%
26% Greater 4% 26%
2% China
SEA India, Greater
India, Middle East China
Middle East FY09 FY10 FY11 1H12
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U&I = Utilities & Infrastructure; NRG = Natural Resources Group; FIG = Financial Institutions Group; Agri = Agribusiness SEA = Indonesia, Singapore, Philippines, Malaysia, Thailand Greater Mekong = Vietnam and Cambodia 3 Greater China = China, Hong Kong, Taiwan

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A well diversified portfolio accompanied by a strong balance sheet

Improving Balance Sheet construct

More than fully funded

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Loans & Deposits Split of Balance Sheet by
Institutional APEA, USDb Product Type
Institutional APEA, USDb
Loans & Advances 57.0 Global Loans
Customer Deposits 48.7 Trade Finance 21
32.8 30.7 34.2 13
10
19.1 20.8
13.1
3
2009 2010 2011 1H12 2009 1H12
• •
Commitment to keep Disproportionate growth in
liabilities at 1.2 x assets Trade assets compared to
Lending
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Payments and Cash Management
Reduced average book tenor (down ~15% from 2009)
“Originate to Distribute” model
Improves ROE
Capabilities in Syndications and Debt Capital markets
Boost flow business

Sound and improving risk profile

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Provisions and Net Loans &
Advances
% Provisions (USDm)
Provisions as a % of NLAs (RHS)
110
120 1.00%
100 77 84 0.80%
80
56 0.60%
60
0.40%
40
20 0.20%
0 0.00%
2009 2010 2011 1H12
•
Discipline around customer
strategy, risk appetite and
hold levels
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Concentration managed at customer, industry, country and product level
Regular portfolio monitoring and rebalancing

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Prioritisation of investment and BAU cost control coupled with growth is delivering positive jaws

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

Institutional APEA FTE Revenue & expense growth
Movement Sep 11 to Mar 12 ‘jaws’
$m Savings Investment Income Growth Expense Growth
# FTE 43 1,552
29%
26%
23%
1,507 10
18
10 20
10
26
2%
1H12 v. 1H11 1H12 v. 2H11
5
Sep 11 Markets Mar 12
Banking Banking Banking
Global Loans Transaction Relationship Transaction
Relationship
Banking & Grads Transactive Cash Platform Project
----- End of picture text -----

Increasing capability across priority sectors

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

Utilities & Infrastructure Financial Institutions
5-YEAR CORPORATE EURO MTM 5-YR SYNDICATED SGD 7-YEAR 3-YR FIXED
DEPOSIT CLUB LOAN LOAN PRODUCT
USD/IDR CCS LOAN & IRS PLACEMENT LOAN BOND ISSUE RATE CD
PT Sarana Multi PT Pelabuhan Indian Housing &
Larsen & Hutchison Development China Merchants
Infrastruktur 2012 Toubro Limited Indonesia III Port Bank of Japan Railway Development Bank
Perser o (PERSERO) Finance Corp Board
2012 2012 2012 2011 2012 2011 2011 2012
Natural Resources Agribusiness
LEASING REVOLVING LOAN US LOAN TRADE & FORWARD INT
CLUB DEAL LOAN PRODUCT
FACILITY CR FACILITY PRODUCT SYNDICATION SYNDICATION SUPPLY CHAIN RATE HEDGING
PT. Bayan Chinatex Grains Louis
PT. Harum Salamander Olam
PT. Petrosea Tbk Resources, and Oils Imp & Dreyfus Bunge
Energy Tbk Energy plc International
Tbk Exp Group Group
2011 2011 2011 2012 2011 2011 2012 2011
Global Diversified Corporates
STRUCTURED CSFC DIM SUM
FORWARD FX DEPOSIT
TRADE FINANCE BOND
Samsung C&T GS E&C CO., LTD Caterpillar Meyer
2012 2012 2012 2011
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Our customer centric approach has led to improved market penetration

ANZ recognised as a Top 5 Corporate Bank in Asia[1]

… while gap to top 3 remains, we are progressing quickly

Surveyed Market FY11 Penetration[1] Revenue[2]

Surveyed market penetration % of Respondents

2009 2010 2011

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58% USD8.4b 59% USD7.2b

74% USD7.0b

ANZ aspires to be a top 4 bank in Asia

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

73 74
68
58 59 58 58 60 58
37
31 31
28
23
11
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HSBC Citi StanChart Deutsche ANZ

Five years ago, ANZ was outside the top 20

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34% USD4.1b 28% USD1.3b

	ANZ Position	Key actions for ANZ
2009	Outside Top 20	• Not yet on the field
2010	16th (tied),11%	• Increase brand awareness
2011	6th (tied), 23%	• Build customer acquisition
2012	5th, 28%	• Cross-sell and wallet penetration

Source: Greenwich Large Corporate Banking Survey 2012
Banks listed are based on top 5 ranking in Greenwich Large Corporate Banking Survey 2012. Revenue shown is the most comparative metric to ANZ‟s Institutional APEA segment.

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Source: Annual Reports. HSBC = Global Banking and Markets; Citi = Institutional Clients Group (Asia); Standard Chartered = Wholesale Banking (excludes Africa and Middle East); 7 Deutsche = Corporate & Investment Bank (Asia Pacific)

Non-franchise players are losing competitive position

Investment Banks losing their stronghold in the traditional markets European banks Growth in intra-Asia trade: retracting, niche players USD3.7t in 2010 and losing customer confidence growing Competitive Landscape Emergence of local banks – International franchise model particularly in the local banks captivating market currency space Higher capital and funding costs

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Our strategy has the client at the centre

Core status with our target clients in Asia Pacific, Australia and New Zealand

Substantial flow provider for global diversified corporates and financial institutions within the Super Region

Providing product to all other customer segments in the bank

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

Products Per Customer
Index 2010 = 100 115
103
100
2010 2011 1H12
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New customers # (since 2009)

250 Global Diversified Corporates Over 1,300 new active Asian customers (over 400 financial institutions)

Actual # products per customer rebased to 2010

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

Growth by product
%
37%
Trade
63%
20%
FX Sales
47%
Cash 14%
Management 44%
1H12 v. 2H11 1H12 v. 1H11
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Number of countries Asian customers bank #

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

532
246
132
85
57 34 20
>2 >3 >4 >5 >6 >7 8+
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Developing our product capability in Asia will strengthen our network and our cross-sell capacity

Footprint in 15 Asian countries across focus business segments…

… growing product capability in Asia

HONG KONG
VIETNAM
TAIWAN
JAPAN
MALAYSIA1
PHILIPPINES
CAMBODIA
LAOS
THAILAND1
CHINA
INDIA
UAE
SINGAPORE
INDONESIA
Large Corporate &
Institutional Banking
Commercial
Banking
Retail Banking
Private
Banking
Institutional
Client support
across Europe
& America
and Asia
businesses
•
Institutional and
Retail Client
support across
Australia, New
Zealand, Pacific and
Asia businesses
•
Funding support
across the network
1.
Representative Offices
10

Product
% Build
completed
Cash
Documentary Trade
Structured Trade / Supply Chain
Clearing (AUD/NZD)
Regional Clearing
FX & Rates
Credit & DCM
Syndications
Equities
Project Finance
Leasing
Structured Export Finance
Specialist M&A / Advisory

Institutional has a clear value proposition

Our value proposition focuses on deepening customer relationships by leveraging our global networks and industry specialisation and continuously developing our products, platforms and capability

Core Value Proposition

Global industry specialisation in Natural

Global Resources, Infrastructure, Agribusiness and Financial Institutions insight, with Flow Value Proposition local execution

Connectivity and network access for Asian multinationals, Global Diversified Corporates and Local Corporates

Core Value Proposition

Seamless

connectivity

Delivery to multi-product and multi-geography customers

Flow Value Proposition

Continue to build regional product and platform capability
Simplified processes and policies to improve customer experience

Core Value Proposition

Full service Execution Capabilities in Loan Syndications, DCM, Structured product Trade, Advisory, Specialised Finance capability Flow Value Proposition
Cash, Trade and FX at the core of the proposition

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Continued disciplined approach to execution

Strategic Priorities

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Clients
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Connectivity
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Risk
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Products
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Be core to clients – Top 4 Corporate and FIG Bank in Asia
A leader across key industries, including financial institutions
Continued investment in China, Singapore, Hong Kong, Indonesia
Further enhance Europe & America, Japan & Korea „throw‟ business
Further investment in India branches
New Geographies: Thailand, Myanmar
Maintaining strong liquidity
Building CASA[(1)] to improve concentration risk
Continue to proactively manage credit risk and balance sheet cross clients and industry segments
Full suite of FX / Rates, Commodities
Leading Capital Markets offering
Cross-border, integrated Payments & Cash Management
Deliver value to Commercial, Private Bank and Wealth business

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Current Account Savings Account (not bearing interest)

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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

Steve Bellotti Managing Director ANZ Global Markets

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In a slowing environment, we are building the franchise and accessin new markets to diversif revenue streams g y

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The Global Wholesale Revenue Pool [1] ANZ Global Markets Revenue
USDb 2% CAGR AUDm Sales Trading & Balance Sheet
8% CAGR
315 2,500
265 2,191
2,000 1,752
220 220 1,241 1,563
205
1,500
984
1,000 680
500
0
2008 2009 2010 2011 2012F 2008 2009 2010 2011 2H11 1H12
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ANZ Global Markets Revenue by Asset Class

ANZ Global Markets Revenue by Geography

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AUDm
2,500 2,191
1,752
2,000
1,563
1,500 1,241
984
1,000 680
500
0
2008 2009 2010 2011 2H11 1H12
Fixed Income Foreign Currency Capital Markets & Other
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AUDm
2,500 2,191
2,000 1,752
1,241 1,563
1,500
984
1,000
680
500
0
2008 2009 2010 2011 2H11 1H12
Australia / New Zealand Asia Pacific, Europe & America
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Source: Oliver Wyman Analysis, 23 March 2012

ANZ Global Markets revenue potential is not yet fully realised

HSBC – 2011

Standard Chartered – 2011

ANZ – 2011

Operating Income - US$83.5b

Operating Income - US$17.6b

Operating Income - US$17.2b

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Markets Markets
14%
26%
Other Other
86% 74%
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Markets
10%
Other
90%
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Markets - US$11.6b

Markets - US$4.6b

Markets - US$1.7b

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Commodities Balance
Securities
Services Balance & Equities Sheet
15% Sheet 13% Mgmt
20%
Equities 31% Mgmt Capital
9% Markets 12%
Balance
24%
Sheet
30% 15% 31%
Fixed
FX 14% Fixed FX Income
Income
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Commodities &
Balance
Equities
Sheet
Capital Markets
Mgmt
9% [6%]
19%
23%
Fixed
43% Income
FX
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Notes:

For HSBC and Standard Chartered represents 12 months to December 2011, ANZ 12 months to September 2011. Markets’ defined as Fixed Income (Rates, Credit), FX, Capital Markets, Commodities, Equities, Securities Services, and Balance Sheet Management and based on reported disclosures.

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The Changing World - Competitors

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Market forces Global Wholesale ANZ competitive
Banking Revenue Pool Advantage
-
~USD220b [1]
Changing environment Customer Excellence
• Margin compression across banking • Strong reputation and credit rating
sector FX/
ensures relationship stability
Commodities
through challenging times
• Difficult market trading conditions 22%
• Deep customer relationships
• Global regulatory changes leveraging all areas of Institutional
Rates Banking
21%
Customers Our Commitment to Asia
• Customer needs becoming more • Unique Super-regional footprint
global and cross-border Credit &
• Local experts with in-depth
Securitisation
• Technology a key enabler to industry knowledge and insight
8%
competitive pricing for Financial across 14 countries in Asia
Institutions customers
• International connectivity
Equities
Major Competitors 25% Core Product Offering
Local Regional Global
• Originate risk in Australasia and
distribute to Asia, Europe &
Investment
Americas
Banking • Ability to leverage global
24% strengths to offer a core suite of
local Markets products, including
niche equity derivatives
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1) Source: Morgan Stanley Oliver Wyman – 23 March 2011

We are being recognised for our customer excellence in value-add solutions and flow business

ANZ‟s Target Institutional Revenue Mix

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Strategic Advisory
Value Added
Solutions
Flow businesslow Business
Lending
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Recognised Value-Added Transactions

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DISTINCTION DISTINCTION BEST DEAL AND
AWARDS AWARDS INVESTMENT BANK
BOND DEAL OF THE NZ BOND DEAL OF BEST LOCAL AWARDS
YEAR – LLOYDS THE YEAR – IAG CURRENCY BOND -
BANK RETAIL WOOLWORTHS
2011 2011 2011
AUSTRALIA & NZ AUSTRALIA & NZ AUSTRALIA & NZ
ACHIEVEMENT ACHIEVEMENT ACHIEVEMENT
BEST BEST EQUITY LINKED BEST LOCAL BOND
INTERNATIONAL DEAL DEAL
BOND DEAL
2011 2011 2011
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Recognised Flow Business Excellence
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FX POLL -
CORPORATES
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BEST BANKS
AWARDS
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FX SURVEY
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BEST PROVIDER OF DOMESTIC FX SERVICES

BEST IN ASIAN CURRENCIES

BEST BANK FOR THE AUSTRALIAN DOLLAR

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2011
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2012
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2007 - 2011
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FX POLL – FIs BEST PROVIDER OF DOMESTIC FX SERVICES

BEST DEAL - DISTINCTION AUSTRALIA AWARDS BEST EQUITY LINKED BEST MARKET OFFERING MARKER

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2011
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2011
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2010 - 2011
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Value Proposition - we provide liquidity, transactional and risk management solutions to ANZ customers

ANZ Customers

Corporates Investors Wealth
• Institutional • Global/ Regional/ Local Banks • Private Bank • Corporate • Government / Semi• Wealth Government / Central Banks
• Commercial • Fund Managers
Business Banking • Hedge Funds  SMEs • Insurers • Other Non-Bank Financial Institutions

ANZ Relationships

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Global Markets
Product
Liquidity / Risk
Manufacture Balance Sheet
Functions Sales Transaction Management
& Deal Management
Processing & Trading
Structuring
Asset
FX Rates Credit Commodities Equities [1)]
Classes
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1) ANZ Global Markets Equities offering includes Equity Derivatives sales and trading and niche Equity Cash Management

What does Super Regional mean for Global Markets?

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EUROPE ASIA PACIFIC [1 ] AMERICA
Secondary Primary Secondary
“Throw
“Throw
“Intra-
&
&
Region” Catch”
Catch”
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Providing Asia Pacific clients with Asia Pacific products
• Providing Asia Pacific clients with global products
• Providing global clients with Asia Pacific products

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Asia-Pacific broadly defined includes Australia & New Zealand

We will continue to grow and diversify our business to deliver global products to Super Regional clients

2012 2013 2014 2015

2016 2017+

Diversify Asset Classes & Clients

Invest in FX
Leverage investments already made in Capital Markets
Build-out other asset classes according to core client demand
Disciplined prioritisation focussing resources for greatest gain
Strengthen enabling functions and business infrastructure
Continue to attract key trading and sales talent in APEA

„Originate & Distribute‟ Model

Build out Financial Institution and Investor Client activities
Enhance global client connectivity
Build on strength in APEA , including in the key financial hubs of London & New York, to service our super-regional clients
Selective geographical expansion via “Throw and Catch”
Develop centres of excellence for risk management
Delivering Global Products to Super Regional Clients
Core bank for our Super Regional clients offering a global product set
Truly global risk and client management

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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

Christina Tonkin Global Loans & Transaction Banking

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Cash management and trade are driving the growth of Global Loans & Transaction Bankin and Asia is leadin the wa g g y

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3,293
2,993
2,798
Trade & Supply
Chain
1,690 1,766
Revenue
Payments & Cash
AUDm
Management
Global Loans
FY09 FY10 FY11 2H11 1H12
1,458
Trade & Supply
1,050 Chain
NPAT 760 795
AUDm 581 Payments & Cash
Management
Global Loans
FY09 FY10 FY11 2H11 1H12
3,293
2,993
2,798 APEA
Revenue by 1,690 1,766
region New Zealand
AUDm
Australia
FY09 FY10 FY11 2H11 1H12
FY09 adjusted to include non-trade guarantees
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We began this journey with a roadmap to build a leading Super Regional bank across Asia-Pacific, Australia and NZ

2008 2009 2010 2011 2012+ 2008 2009 2010 2011 2012

Develop strategy and Continue organic Extend and deepen build business model growth with bolt-ons franchise

Build internet-enabled cash	Increased regional presence	Full trade product suite
platform to replace outdated	and connectivity focussing	(trade, structured trade, supply
offering (ANZ OnLine)	on transaction banking	chain)
Develop complete cash management product suite to	solutions ANZ Transactive Trans-	Delivery of a robust mobile ANZ Transactive platform for
close existing gaps	Tasman fully operational	smartphone in Australia and
Providing core trade capability via globally	Internet core cash management platform	New Zealand Roll out of advanced liquidity
consistent platform	available pan-Asia, with	management capability in Asia
Providing loan products via a number of platforms across	rapidly deepening capability Strong growth delivered in	via ANZ Transactive Automation of end-to-end
the region	Asia deposit balances	payments processing in key
Recruited key trade and cash	Comprehensive trade	Asian countries
management personnel with	offering on a super regional
expertise in cross border	basis
product management and
distribution
	2

We are winning greater value added and substantial flow transactions

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Value-added Substantial Flow
FMG Resources DISTINCTION AWARDS FOR
(August 2006) Pty LGHK Macarthur Windfarm LEADERS IN TRADE AWARDS EXCELLENCE
Ltd. Group
BEST TRADE FINANCE BEST INTERNATIONAL
MANDATED LEAD ARRANGER DEAL OF THE YEAR RENEWABLE DEAL OF THE YEAR BANK IN AUSTRALIA & THE PACIFIC TRADE FINANCE HOUSE OF THE YEAR TRADE BANK VIETNAM
AND BOOK RUNNER
2012 2011 2011 2009 - 2011 2008 - 2011 2011 - 2012
Jurong Aromatics CASH MANAGEMENT DISTINCTION
Corporation APA Group POLL AWARDS
ASIA PACIFIC PETROCHEMICAL DEAL OF THE YEAR MANDATED LEAD ARRANGERHALLETT 5 WIND FARM TERM FACILITY BEST SYNDICATED LOAN BEST CASH MANAGEMENT BANK IN AUSTRALIA CASH MANAGEMENT HOUSE OF THE YEAR SOLE TRANSACTION BANKING PROVIDER IN AU, NZ, HONG KONG, TAIWAN &
PHILIPPINES
2011 2012 2011 2005 - 2011 2011 2011
Wiggins Island Coal Export Terminal Adiya Birla Sinopec APLMA SYNDICATED LOAN AWARDS BEST DEAL & INVESTMENT BANK AWARDS IFR ASIA AWARDS
BEST PROJECT IFR ASIA AWARDS Most Impressive ASIA PACIFIC BEST LOANS LOAN HOUSE OF THE
FINANCE DEAL LOAN OF THE YEAR Syndicated Loan in SYNDICATED LOAN ARRANGER YEAR
Asia Pacific HOUSE OF THE YEAR
2011 2011 2011 2011 2011 2011
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We are well placed in a competitive market place

Payments and Cash Management

Leading transactional banker by market penetration to Institutional customers in Australia and NZ[1]
1 AUD Clearing Services[3]
1 NZD Clearing Services[3]
Positioned in the Top 10 for providers of domestic cash management in Asia[4]
Leading Domestic Cash Management/Clearing Services positions in PNG and Fiji

Trade and Supply Chain

1 for market penetration and as a lead provider of trade services to
Institutional customers in Australia and NZ[1]
Highest rated bank in Australia for Trade Risk Advice and Management across all customer segments[2]
ANZ is widely regarded for the quality of its trade services advice, receiving more positive evaluations from its clients than any other Australian bank[1]
A pre-eminent provider of structured trade finance in Australia and NZ

Global Loans

Rated #1 Mandated lead arranger in Asia-Pac ex Japan (2011)[5]
Rated #1 Mandated lead arranger in Australia (2011)[5]
Rated #4 Bookrunner in Asia (2011)[5,6]
Rated # 1 Joint Lead Arranger Project Finance Australia (2011)[5,7]
Rated # 1 Joint Lead Arranger Asia Pacific (ex India)[5,7]
1 Peter Lee (2011)

2 East & Partners (2012)

3 Swift volumes

4Greenwich Associates

5 Thomson Reuters
6 Ranked by number of transactions

7Dealogic

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Transaction banking represents a large and growing portion of the wholesale banking market

Asia wholesale banking revenues by product

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Post Risk Revenues; USD Bn [1] CAGR
769 12%
135
11%
12%
442 336
CMIB [2] 82
Lending 192
12%
298
Transaction
168
Banking
2010 2015
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Source : McKinsey Global Banking Pools

Strategic Aspirations

Grow trade revenues ahead of system
Recognised as a top 3 provider of trade solutions
The lead provider of Agri and NRG structured trade solutions
Top 4 regional cash management provider
Major provider of RMB/INR services
Preferred agent bank for clients of European and North American banks
Lead with specialised lending
Further develop loan distribution capability
World class client-facing platform amalgamating cash, trade and markets products

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At constant 2010 exchange rates

2.Capital Markets and Investment Banking

Providing financial supply chain management capability that is core to the profitability of our customers

Working Capital Cycle Solutions

Receivables Solutions Payables Solutions Clients Trade Finance Liquidity Management Suppliers Supply Chain Finance Cash Management Customer’s Transaction Banking Account • Receipts Globally Consistent Payments • Internationally Competitive • Regionally Networked Term Loans Cash Investments Lenders Asset Finance M&A Investments Investors FX Interest Rate Hedging Fixed Capital and Investment Cycle Solutions

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Cash management and trade products are key to cementing core banking status

Cash Management is central to core banking relationships

% services used with core bank

% services used	with core bank
Cash management services	87
Derivative transactions Foreign exchange services Credit facilities	41 69 71
Trade finance	32
Pension Trust services Risk management Custodian services Asset management Consultancy/Advisory services	13 21 22 29 13 29

Core Relationship Impact

Cash management is typically the key product provided by the core bank
Trade finance is also an important means of building a core relationship
Cash management enhances customer retention and provides opportunities to cross-sell higher margin products
Cash management customers tend to be more profitable
Corporate treasurers are increasingly turning to their cash management banks to provide diversified funding capabilities
Credit facilities continue to represent a critical factor in building customer relationships

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Source : J.P. Morgan Asset Management Global Liquidity Survey 2011

We have a clear roadmap that will deliver the value ro osition to achieve core bankin status with our customers p p g

2012 2013 2014 2015 2016 2017+
Continue product & Activate the full Deepen franchise
platform build franchise model
• We will deliver a transaction • ANZ Transactive platform will • Deepen organic growth in banking platform that can enable servicing of multifranchise countries compete with our global peers country and multi product and enable ANZ to win clients operating in • Extend transaction banking capability to key global network
business across the region Corporate and Commercial and origination points
segments
• The platform to be fully •
• Client self-servicing for global
integrated and provide a Single on-line point of access account opening and
consistent client experience to a comprehensive range of maintenance
cash, trade, markets and
• Enhanced cross-sell of loan products and services • Data analytics and trend
transaction banking products • reporting to provide value-
into SME segments in Asia, Delivery of a robust mobile added services to clients
Australia and New Zealand platform with phone and tablet capability for Asia
Commence convergence of single transaction banking • Single loan management dashboard linking trade, cash platform management, loan and FX capabilities across the region

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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

Appendix

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Payments & Cash Management at ANZ

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ANZ’s Payments & Cash Management (PCM) offering forms an integral part
of our customers’ business. We help our customers to efficiently manage
cash flow and develop payment and clearing solutions, positively affecting
their working capital and bottom line. By delivering the right mix of end-to-
end solutions, we help our customers uncover the full potential hidden
within their financial supply chain practices – and we show them how to
realise this value.
We continue to invest in our regional cash management solution – ANZ
Transactive. This platform, together with ongoing product innovation (e.g.
Cashactive) allows the PCM teams located in 17 countries to deliver services
and solutions to more than 10,000 customers. PCM also plays an key role in
driving and executing the deposit gathering strategy of the International
and Institutional Business across the region.
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Unlock internal liquidity via improved liquidity management

CASH MANAGEMENT

Key products:

Liquidity Management
Foreign currency accounts
Transaction accounts

CLEARING SERVICES

Key products:

AUD and NZD domiciled clearing accounts
Agency clearing

PAYMENTS

Key products:

Cross-border payments
Domestic payments
Investment accounts
Payables and Receivables

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Trade & Supply Chain at ANZ

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Trade & Supply Chain is the face of ANZ’s super-regional strategy for
many customers, for whom increasingly, the Asia Pacific region represents
an important growth market. We assist by providing trade finance and
supply chain solutions that manage risk and liquidity, and support a
deepening of their own customer relationships.
ANZ is the leading trade and supply chain bank in Australia and New
Zealand, delivering superior sales and service, underpinned by a global
proposition that few banks can match – teams on the ground in 28
countries, with product, risk management, service and operations
provided via a global platform. This global network provides
insights, connectivity and greater transaction capacity. We service 9,400
clients across all segments and process over 56,000 documentary credits
p.a.
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Leverage trade finance solutions to free up working capital

TRADE

Key products:

Letters of Credit
Collections
Documentary receivables and payables

SUPPLY CHAIN

Key products:

Open account financing
Receivables and
payables financing
Invoice and Purchase Order financing

STRUCTURED TRADE FINANCE Key products:

Warehouse Finance
Pre-Export Finance
Offtake payment confirmation

GUARANTEES

Key products:

Bid and Performance Bonds
Financial Guarantees
Standby Letters of Credit

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Global Loans at ANZ

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Global Loans is a leading provider of both corporate and structured
lending, with specialist origination, structuring and execution teams
providing optimal customer financing solutions.
Loan facilities are a key determinant for customers deciding whom they view
as their “primary banker”, providing significant cross-sell opportunity.
Our specialised lending capabilities are integrated into the IIB growth
segments of Infrastructure, Natural Resources and Agriculture.
Our industry insight, product capability and specific asset class knowledge
allows Specialised Finance to deliver innovative and competitive funding
solutions for our clients, whilst Loan Product and Execution and Loan
Syndications creates a cohesive centre of excellence providing cutting edge
customer service and distribution.
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Provide lending financing solutions

Specialised Finance

Key capabilities:

Project & Structured Finance
Structured Asset & Export Finance
Debt Structuring & Acquisition Finance

Loan Product and Execution

Key capabilities :

Loan Structuring & Execution
Loan Agency
Loan Product Management

Loan Syndications

Our award-winning Loan Syndications team specialises in originating, structuring, underwriti ng and distributing syndicated loans to investors on behalf of borrowers seeking to raise capital.

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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

Gilles Planté CEO Asia

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ANZ Asia has established strong business momentum, driving both onshore and offshore growth

Booked Revenue Share of Partnerships Additional Thrown Revenue 1

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CAGR 2,102
+50%
1,434
1,134
1,058
877
622
1,840 172 123
1,257
744 859
FY08 FY09 FY10 FY11 2H11 1H12
4.5% Revenue as % of Group 11%
Share of Partnerships
CAGR 628 Column1
+35%
419
374 334
305
254
125
176
209
129
FY08 FY09 FY10 FY11 2H11 1H12
46 48
30
16
10
Sep 08 Sep 09 Sep 10 Sep 11 Mar 12
1
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Revenue
USDm
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Net Profit after Tax
USDm
Deposits
USDb
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Thrown revenue represents additional revenue from Asia managed clients reported in other jurisdictions. Data not available pre FY10 1

Reported on a divisional and underlying basis

We continue to leverage our super-regional strategy to enhance client connectivity and diversify our funding base

Increasing network contribution

Deposit Composition

Offshore’ revenue contribution of Asia Institutional 1H12, %

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NZ 5%
Aus 53%
Throw Intra-APEA
24% 42%
Throw by Destination
Catch
Local
63% 13% Aus 11%
Aus 11%
Intra-APEA
Intra-APEA 89%
89%
Catch by Origination
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% of Total Deposits

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Private Bank 7%
Other Asia 18%
Retail 18% Taiwan 8%
Commercial 7%
Japan 16%
Global Markets 12%
HK 17%
Transaction
Banking 56% Singapore 41%
Total Deposit by Total Deposit by
Business Country
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Intra-Asia connectivity increasingly important – Catch and Throw revenue up by 22% compared to prior period
Asia Transaction Banking and Retail Banking grew deposit base by 38% and 42% PCP respectively
532 Asian Institutional clients have an active relationship with ANZ in 3 or more jurisdictions
Self funding, Loan to Deposit ratio of 68%
Offshore customers represent 33% of our Retail Banking customer base in Singapore and Hong Kong

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Offering comprehensive capabilities in Asia and across the network…

Footprint in 15 Asian countries across focus business segments…

… providing comprehensive product capabilities across the network

CAMBODIA VIETNAM LAOS HONG KONG Institutional Client support THAILAND[1] TAIWAN across Europe & CHINA America and JAPAN Asia businesses INDIA SOUTH KOREA UAE PHILIPPINES SINGAPORE MALAYSIA[1] INDONESIA

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Institutional and Retail Client support across Australia, New Zealand, Pacific and Asia businesses

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Large Corporate & Retail Banking Institutional Banking Commercial Private Banking Banking

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Funding support across the network
Sector expertise in Natural

Resources, Agribusiness, Infrastructure, Global Diversified MNCs, Financials Institutions, Public Sector

Super-regional geographic expertise delivering seamless cross-border solutions
Strong risk and balance sheet management
Knowledge of the markets and insights in our chosen industry segments
Leverage super-regional connectivity to drive cross-border business success
Strong relationship across client’s business lifecycle
Target customers in Affluent and Emerging Affluent segments
‘ Understand and recognise ’ our affluent segment customers as part of our Signature Priority Banking proposition
Accessibility – Capitalise on ANZ’s branches and ATM networks across Asia Pacific
Understand and meet holistic financial needs
Provide a full suite of banking solutions

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Representative Offices

… Along with maximising the value of strong ANZ Asia Partnerships

Key Partnerships enhancing our strategic proposition

Providing solid financial returns

Broadening ANZ’s organic business coverage and providing access to additional market segments:

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Shanghai Rural Commercial Bank:

Access to fast growing Shanghai/Yangtze River Delta region in China; large base of commercial and retail customers (~330 branches)

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Bank of Tianjin: Access to Tianjin/Bohai Bay region in China – one of the four key growth regions; high visibility in politically important city (~185 branches)

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Panin Bank: 7th largest bank in profitable and growing Indonesian banking market; strong corporate and affluent/emerging affluent customer base (~390 branches)

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AmBank: Exposure to restricted Malaysian banking market; access to all Malaysian customer segments (~190 branches)

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Metrobank Card Corporation: Access to Philippines card business (4[th] largest cards issuer in Philippines)

NPAT contribution to ANZ

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USDm
25%
400 CAGR 327
300
169
200
125
100
0
2008 2011 1H12
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Adjusted NPAT contribution by four largest Partnerships[1]

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USDm 2H11 1H12
53
44 44
38 39
34
23 25
AMMB BoT SRCB Panin
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Adjusted to remove accounting impacts of IFRS, Group accounting policies and acquisition adjustments and reflect underlying performance. 4

Business growth is substantiated with solid franchise build, brand presence and market recognition…

Strong franchise build & brand presence

Gaining recognition across businesses

Completed rebranding across Asia

Recognition

Launched Chinese brand across the region

2012 Greenwich Associates Corporate Banking

Positioned as an upscale international brand aligned to HNW and affluent customer focus. Building Institutional recognition around connectivity & insight
Top 5 Corporate Bank in Asia
Recognition of coverage quality (measured by the Greenwich Quality Index) improved 30 points in ’11
2012 12[th] Capital Outstanding Enterprise Award

ANZ Offices in prime locations

Best Deposits Services Bank

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IFR Asia Awards

Loan House of the Year ’11

Trade Finance Magazine, Award for Excellence

Best International Trade Bank in Vietnam, NZ (‘11)
Asiamoney FX Poll 2011

Prominent branding and Retail branch locations

Top 3 Best for Overall FX services in Vietnam
Top 3 Best FX Prime Broking Services in Taiwan & Vietnam

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ANZ brand recognition[1]

Affluent and Institutional brand awareness in Singapore, Hong Kong, Vietnam, Indonesia, and Taiwan increased by 7.85%[2] and 136%[2] respectively from 2010 to 2011

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Includes both Prompted and Spontaneous awareness, arithmetic average across these 5 markets
Source: Annual Global Brand Health Tracker Study 2010 & 2011, by Hall & Partners

…With significant success in winning client transactions across flow and value-added businesses

Accelerated flow business…

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USD 300 SGD 200
Million Million
Structured trade
Participated in 3-yr Joint Lead Arranger finance facility &
Syndicated Facility & Swap Provider MOTF facility provider
February 2012 Feb/March 2012 March 2012
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USD 200
Million
Gold Loan Facility &
Mandated sole cash Coordinating arranger
management bank 4-yr Loan Facility
March 2012 November 2011
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M + S Pte Ltd

Syndicated secured term loan & revolving credit facility Joint Lead Arranger January 2012 February 2012

Options with rebates Mandated Lead Structured Trade & Enhanced Yield Arranger Finance Loan Deposit provider April 2012 March 2012 Oct/Dec 2011 & Mar 2012

…Substantiated by value-added deals

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AUD 500 CNY 300 USD 750 USD 3.5 RMB 750
Million Million Million Million Million
Senior Unsecured CD Principal Only Swap &
Joint Lead Arranger Sole Lead Manager & Joint Lead Manager 7 year Asset Swap USD/IDR cross currency Joint Lead Manager
& Bookrunner Bookrunner & Bookrunner (RTB on yr 5) swap provider & Bookrunner
February 2012 February 2012 February/March October 2011 April 2012 March 2012
2012
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USD 275 AUD 125
Million Million
3-year Sr.
Unsecured Fixed 6-year tenure Euro
Rate CD Medium Term Note
Joint Lead Manager
October 2011 January 2012
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Increasing shift of economic opportunity towards Asia, especially post global financial crisis…

Total Banking Wallet

Individual wealth and liquidity are on the rise, further fuelling the Asian growth story

USD 640b

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Wealthy individuals [2] (m) Deposits (USDb)
Other Asia 5.2% Investments 12.8% CAGR 22,901 CAGR
Singapore 3.4%India 6.1% Retail 49.9 6.4% 9.2%
Hong Kong 6.6%Korea 6.2%Korea 6.2% Bancassurance 1.2% Deposits 11.5%Cards 2.8% 41.6% 41.4 6.4% 17,605 8.0%
Loans 13.3%
Japan 31.0% 7.5% 14.0%
Banking 22.6%Transaction 12.6% 18.9%
Institutional
Relationships / & Transaction 0.3% 0.3%
China 41.5% Balance Sheet Lending 20.6% Commercial Banking 54%
58.3% 2009 2012 2009 2012
Markets 13.9%
SL 1.2% Australia/New Zealand Singapore, Indonesia, India, Malaysia
Revenue Pool by Revenue Pool by
Greater China: China, Hong Kong, Taiwan Japan
Country Business Segment
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Strong FDI and Trade flows create solid fundamentals for Asia’s growth

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2010 FDI Inward Flows [1] 2010 Trade Flows [1]
(USDb) (USDtr)
Asia 361.7 Intra-Asia [2] 3.7
Europe 313.1 Asia [2] – Europe 1.1
–
United States 228.2 Asia [2] USA 0.9
–
Australia 32.5 Asia [2] Aus 0.24
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Sources: World Bank, IMF, IHS Global Insight, Oxford Economic Forecasting, and UNCTAD; GDP data all converted to a 2005 base year
Asia includes: China, Cambodia, India, Indonesia, Hong Kong, Japan, Korea, Laos, Malaysia, Philippines, Singapore, Taiwan, and Vietnam. Wealthy individuals: AuM > US$60k + for developing countries and AuM> US$100k+ for developed countries

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…Providing key opportunities to ANZ in its Asian franchise markets

Singapore

Greater China

Asian financial and client hub

World’s growth engine

World’s 4th largest and Asia’s 2nd largest daily FX turnover (~USD266b)
5[th] highest #of listed domestic companies
2[nd] highest high-net worth population
~7,000 MNCs, Offshore commodities trading hub for >300 global companies
• Highest affluent density with 7% of world’s offshore wealth (USD500bn)
Largest Asian importer of Agri
Major producer of oil, coal, base metals
Largest infrastructure market in Asia Pac
Massive intra-region cross-border flows

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Competitive banking landscape
Branches Revenue (USDm) Loans (USDb)
ANZ 26 552 14
SCB 249 ~4,400 73
HSBC 430+ ~16,000 181
Citibank 173 ~3,000 56
DBS 110 ~1,600 35
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Competitive banking landscape:

5 18	352 ~1600	8 35
10 21 80	, ~1,000 ~1,200 ~3,800	18 10 74

Greater Mekong

Indonesia

Strategically aligned, high potential market

Largest South East Asian economy

USD2.2b of developmental projects through GMS Program 2012-2014
Major commodity exporter (largest thermal coal, top 5 in LNG, gold, copper)
47% of the top 20 merchandise exports in Vietnam fall into Agri and NRG
Upgraded credit rating to investment grade December 2011 by Fitch & Moody
Vietnam 2nd largest coffee & rice exporter
Significant reforms in the financial sector

Competitive banking landscape:

Competitive banking landscape (VN):

	Branches	Revenue(USDm)	Loans(USDb)
ANZ	28	294	2.5
SCB	24	~460	2.7
HSBC	43	~520	3.2
Citibank	22	~620	2.8
CBA	93	~100	1.1

	Branches	Revenue(USDm)	Loans(USDb)
ANZ	8	94	1.1
SCB	3	~80	0.1
HSBC	16	~200	1.1
ACB	326	~360	4.7
Sacom	408	~330	3.7

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Sources: McKinsey, BCG, IMF, ANZ Analysis, World Bank, Asian Development Bank, Capgemini Consulting & Merrill Lynch Wealth Management
Competitor figures are best estimate basis only. Citi, SCB, HSBC and DBS SG (estimated) numbers as of FY2010. Within Greater Mekong, HSBC has 13 branches in Laos and generates AUD0.7Bn in loans and SCB has rep offices in Laos and Cambodia.

Our aspiration is to be the top 4 International Bank in Asia

Strategic Build a top 4 International bank in Asia with well-balanced franchises and Aspiration & leading shared service centres Positioning

Significant Franchise Build

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2008 Today 2017 [1]
32 branches; 98 branches; 105+ branches;
Branches
7 partnerships 7 partnerships Strategic
partnerships
~2,200 FTE ~8,200 ~20% FTE
Staff Base FTE, ~65% growth
frontline 70% frontline
Few high end Enhanced Integrated ‘Asian
products for product Platform’ for
Institutional portfolio & key simplified client
Products/ and Retail platforms (core experience,
Platform clients, no banking, KYC/A network
electronic ML, integrated connectivity and
channels ex-RBS faster delivery to
systems) market
~950 Strengthened ‘Tier-1’ bank for
Institutional customer base: selected key
and ~500k Institutional clients. Growth of
Clients Retail clients ~3,000, ~15% p.a. of
Commercial Institutional &
~13,000, Retail Commercial and
~2m ~25% p.a. of
Retail clients
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Franchise Presence

Strategic and Entry Network Markets

Deep Franchise Presence in Greater China, Greater Mekong, Indonesia, Singapore, India and Malaysia

Be among top 4 International Bank
Additionally Singapore & HK as regional hubs of client network and liquidity

Strategic Network Markets in Japan, South Korea, Philippines, UAE

Expand relationships with top-tier Institutional clients, onshore & across network
Focused retail and private banking in selected countries

Network Entry Markets in Thailand, Myanmar

Aspirational estimates only, subject to future regulatory and business constraints

Key management initiatives undertaken to further accelerate growth momentum over the next 5 years

Revenue diversification across focus franchise markets and client segments

Franchise/ network build

Further build Greater China, India and Malaysia franchises to complement Singapore and Indonesia
Right-size branch network in Greater Mekong
Deepen relationships with product cross-sell

Focused client acquisition/

relationship build

Acquire ~15% new Institutional and Commercial clients per annum. Double ‘offshore’ revenue
Grow new-to-bank clients by 25% in Retail

Leading product and channel capabilities to support business growth

Build core banking platforms (Project Foundation) for standardised technology
Product & deployment for key product sets in key Asian markets Channel
enhancement • Enhance multi channel capability via Transactive Asia, and Retail Channel enablement (internet and mobile banking)

Efficient business delivery via agile enablement processes, executed by talented and motivated workforce

Enablement processes simplification

Improve speed and customer experience for key processes in Payments, Markets, Retail
Reduce Operations unit costs by 15%; Improve STP by 30%; Increase % of Operations FTE in hubs by 30%
Provide dedicated career paths for front line roles. Create more sophisticated
Talent attraction & interventions to support Line Managers to grow staff careers
retention
Reduce voluntary attrition rate to below 15%

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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

Mark Robinson Chief Executive Officer Europe, Middle East, America & India

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Europe, Middle East, America & India performance

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Booked Revenue Thrown Revenue 1
920
778
561
Revenue 473
300
USDm 241
321
254 221
153
FY08 FY09 FY10 FY11 2H11 1H12
711
594 663
Institutional 492 504
Clients
Sep 08 Sep 09 Sep 10 Sep 11 Mar 12
21
13
Deposits 11
8
USDb 5
Sep 08 Sep 09 Sep 10 Sep 11 Mar 12
Thrown revenue represents revenue from EMEAI managed clients reported in other jurisdictions. Data not
available pre FY10.
Reported on a divisional basis. 1
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Thrown revenue represents revenue from EMEAI managed clients reported in other jurisdictions. Data not available pre FY10.
Reported on a divisional basis.

EMEAI is integral to our Super Regional strategy

Delivering connectivity between the Western Hemisphere and India to Asia, Pacific, Australia and NZ

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EMEAI accounts for 60% of world GDP and 31% of population

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4 key branches

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New York

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London

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Dubai

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Mumbai

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• Mumbai

Country	GDP (USD tr)	Population	Branches	ANZ Presence Established Staff
North America	16	347 m	1		1968	100
Europe1	19	596 m	2		1835	250
Middle East	1	41 m	2		2007	10
India	5	1.2 b	1		2011	100

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Source: CIA World Factbook

Europe is defined as the 27 EU member states, Iceland, Liechtenstein, Norway, Switzerland and Turkey

We deliver Super Regional capabilities to the world’s largest institutions doing business in the Asia Pacific

Value added transactions

Sole Lead Manager for A$250m EMTN (deal upsized due to strong demand in Europe)

Joint Lead Manager for NZD 300m EMTN

Sole Lead Manager for A$125m EMTN

Substantial Flow transactions

Offshore CNH hedging in London following ANZ’s RMB roadshow across Europe

Soy Bean hedging for US and Chinese based entities executed in London

Offshore CNH hedging in New York and RMB deposit taking in China

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Our network helps deliver our Super Regional capabilities to clients

Europe & America business is focussed on connecting clients into the Asia Pacific, majority of growth will come from Asia Pacific generated revenues

Why do Europe & America institutions choose to bank with ANZ?

A well rated bank (AA-) with a strong balance sheet

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Few dominant banks in Asia with a regional network like ANZ

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Industry and country sector expertise and insight (e.g. Agri, Natural Resources)
An agile participant with positive track record and compelling strategy
Building connectivity

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USDm 94
81
63
Strong momentum in
E&A ‘throw’ revenue to
Asia Pacific region
1H11 2H11 1H12
USDm 239 246
216
E&A ‘throw’ revenue to
Australia & New Zealand
a more mature and
stable business
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1H11 2H11 1H12

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Europe and America are centres of financial markets activity and integral to our Global Markets strategy

Customer Focus

Global accounts with significant superregional exposure:
Global Diversified Corporates
Global Investors
Central Banks/Sovereigns
Asia-Pacific based clients (covered by Europe & America while other ANZ offices are closed)

Product Focus

Global Foreign Exchange
Commodities (e.g. Metals, Agricultural)

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78% of Global Markets profit pools in E&A
Europe & Middle East
39%
22%
America
39% Asia Pacific
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77% of Global FX turnover in E&A
$2.9T
$1.2T
Europe & Middle East
57%
23%
America
20% Asia Pacific
$1.0T
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Increasing Asian currency turnover in London (Daily avg. USDb)

Interest Rates

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314
248 233
169 189
1H09 2H09 1H10 2H10 1H11
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Credit
Debt Capital Markets
Loan Syndications (For Asian distribution)

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Source: Oliver Wyman, BCG, ANZ forecasts; Bank of International Settlements; Note: Asia-Pacific is defined to include Australia and New Zealand

We are building a broad business in India, beginning with Institutional clients

India is a $1+ trillion economy with significant long-term potential for ANZ

2008 2011/2012 2017
Develop strategy and Build onshore Extend and deepen build business model presence franchise
• Offshore business • Granted Indian banking • Top 4 International bank licence in 2011
• Regulatory and • ‘Institutional’ bank of •
compliance frameworks Branch opened in choice for priority sectors established Mumbai June 2011 • Dominant bank for network
• Product capabilities • Core product trade under construction capabilities established
Dominant bank for network trade
• Leading bullion bank
Main focus on Financial • 100 active Institutional Institutions clients
Significant Markets business
ANZ’s bullion business is 15% of India’s gold imports
Affluent / High Net Individual banking
Serving Commercial bank customers

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ANZ India Revenue (USDm)
2008 2009 2010 2011
4 15 19 48
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We are executing transactions with key clients in India

Indian Companies are global players[1]

India – Europe India – USA Trade USD122b Trade USD46b

Company	Revenues (USDb)	Industry
Indian Oil	68	Oil & Gas
Reliance Industries	59	Oil & Gas
Bharat Petroleum	34	Oil & Gas
State Bank of India	32	Banking
Hindustan Petroleum	29	Oil & Gas
Tata Motors	27	Consumer Durables
Tata Steel	27	Materials
		Syndication
		Loan
		Sole Deal Coordinator to
	arrange USD175M in 3 weeks

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India – China Trade USD63b

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India – ASEAN Trade USD58b

India Total Trade USD621b[2]

India – Australia Trade USD12b

ANZ has won the Asia-Pacific - Loan of the Year Award from The Banker and the IFR Asia Awards Loan of the year 2011 for ADITYA BIRLA’S $900M ACQUISITION FINANCE

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Source: 1. 2011 Global Fortune 500 (CNNMoney) Eight Indian companies have been listed in the Fortune Global 500 ranking for 2011 2. Total Imports and Exports - Govt. of India Ministry of Commerce & Industry website

Our Middle East presence focuses on Gulf States with investor and trade links to the Super Region

Top Gulf Sovereign Wealth Funds

Investment Fund	Country	Assets (USDb)
Abu Dhabi Investment Authority	Abu Dhabi	627
SAMA Foreign Holdings	Saudi Arabia	532
Kuwait Investment Authority	Kuwait	296
Qatar Investment Authority	Qatar	100
Investment Corporation of Dubai	Dubai	70
International Petroleum Investment Company	Abu Dhabi	58
Barzan Gas
Company Ltd
Trade Lead Arranger
Trade Finance for USD 100 m for 6 months Project financing for greenfield natural gas project in Qatar

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Dubai
Middle East – Asia
Trade USD501b
Middle East –
Australia / NZ
Trade USD11b
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Source – International Monetary Fund, SWF Institute

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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

Appendix

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Europe and America Provide Access to the World’s Leadin Com nies and Lar Financial Markets g pa gest

~60%[1] of Fortune Global 500 clients headquartered in E&A
~45%[2] of Asian companies surveyed are presently conducting or looking to do business in Europe
ANZ E&A onboarded 242 New to Bank names over the past 3 years

Our E&A branches are located at the centres of global corporate headquarters and financial & trade activity

75% of the worlds largest companies are in E&A

	# 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20	Company Wal-Mart Stores Royal Dutch Shell Exxon Mobil BP Sinopec Group China National Petroleum State Grid Toyota Motor Japan Post Holdings Chevron Total ConocoPhillips Volkswagen AXA Fannie Mae General Electric ING Group Glencore International Berkshire Hathaway General Motors	Revenues (USDb) 422 378 355 309 273 240 226 222 204 196 186 185 168 162 154 152 147 145 136 135	Headquarters USA Netherlands USA Britain China China China Japan Japan USA France USA Germany France USA USA Netherlands Switzerland USA USA

Provide Global Account Management coverage to clients
Positioned to capture trade flows into Asia, Australia, and New Zealand
Located within the world’s largest financial hubs: London, New York

Europe and America play an important role in the world’s financial markets

50+ exchanges in E&A
Domestic market capitalisation of North American & EU exchanges is US$35trn vs. A$19.7trn[3 ] for rest of the world (2012)
Critical to global FX & Commodities markets — 78% of profit pools (~A$176b)
77% of turnover (~A$3.9trn)

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Source: 1. 2011 Global Fortune 500 (CNNMoney) 2. 2012 FTI Consulting Eurozone Poll 3. World Federation of Exchanges

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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

Wendy Lim Managing Director Retail Banking Asia Pacific

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Asia Pacific Retail has generated strong momentum in revenues, customer build-out and funding base

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+28%
925
786
Revenue
489
USDm 354 472
342
2008 2009 2010 2011 2H11 1H12
+34% 107
Net Profit after Tax 67
50
USDm 44 29
8
2008 2009 2010 2011 2H11 1H12
+30% 17
14
12
Deposits
6
USDb 6
Sep 08 Sep 09 Sep 10 Sep 11 Mar 12
1
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We achieved many milestones in establishing the Retail franchise focused on Customer Obsession, Connectivity and Channels

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2008 2009 2010 2011 2012+
2009 & prior 2010 2011 2012
Develop strategy and Continue organic Extend and deepen
build business model growth with bolt-ons franchise
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Develop strategy and build business model	Continue organic growth with bolt-ons	Extend and deepen franchise
Building of retail businesses in	Integration of ex-RBS retail	Introduced Priority Banking
emerging markets	businesses	services in the Pacific, Laos &
Acquisition of RBS retail businesses in 2H09	Exited low value accounts; focused acquisition on targeted segments	Cambodia in 2012 Launched A to Z sales process
	Launched Signature Priority Banking proposition in 9 Asia Pacific	in key markets in Asia Piloting a series of customer
	markets	obsession initiatives
	Expanded investment and insurance	Optimising branch networks
	product suite	across Asia Pacific
	Launched International Connectivity	Obtained RMB licence for China
	Champions in Jan 2011.	in May 2012
	Launched ANZ Global Brand
	campaign in 2H2011
	Launched mobile banking in Taiwan
	in Sep 2011
	Launched ANZ Spot micro-site and
	iPhone application in Sep 2011

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… and have been recognised for delivering a strong customer value ro osition p p

Service and product excellence awards

Global Brand and Signature Priority Banking Campaign across Asia Pacific

Hong Kong

Best Deposits Service Bank by 12th Capital Outstanding Enterprise Awards
Best Consumer Finance Bank by Prime Awards for Banking & Finance Corporations 2011
Benchmark Advisor of the Year 2012 award for one of our Retail bankers

Indonesia

Service to Care Award 2012 for Savings
Service Quality Award 2012 in Retail Banking
Service Excellence Awards 2012 for Call Centre

Taiwan

2011 WebAward for ANZ Mobile Banking

Vietnam

Best Mortgage Business (Asia) 2010 by The Asian Banker
First global brand advertising campaign in 2H11
Launched Signature Priority Banking advertising campaigns
Opened high-visibility, street-level flagship branch in Kowloon (Nathan Road)

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Retail Banking has become an integral component of the APEA Business

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• 32% of total APEA Revenue (1H 2012)
Revenue
Contribution • Sustainable and low volatility revenue stream
• 16% of total APEA deposit base; 39% of total APEA CASA (31 Mar
2012)
Stable Funding
Base • Core portion of Retail CASA is 95% “sticky”
• Loan to Deposit Ratio of less than 50%
• Generates cross-sell of Market‟s products (FX, DCI and Structured
Deposits), close to USD20 million revenue in 1H12 (not captured in
Distribution
Retail revenue)
Channel
• Branches service other customer segments (e.g. commercial)
• Branch network helps build brand
Brand
Extension • Marketing campaigns reinforces our brand positioning
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Customer behaviour and the regulatory climate are evolving, making the environment more complex

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• Increased mobility among the Asian affluent customers
Macro &
• Fast aging populations in many Asian markets
Economic
• High savings rate coupled with limited national pension schemes
• Consumer behaviour in credit cards evolving to be more “transactors”
Customer
Behaviour • Growing awareness of the need for retirement planning
• Growing consumer „protectionism‟ in the credit card market
• Interest rate and currency controls
Regulatory
• Tougher regulatory environment post GFC leading to higher cost of
compliance
• Fast changing technology resulting in changing banking behaviour
Competitive
• Emergence of mobile banking and sales tools
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Country business model is driven by four main factors including ….

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Targeted segments account for a significant portion
Key Drivers
of the revenue & liquidity pools in key markets
Customer Pyramid Asia Retail Revenue and
Deposit Pools [1]
Customer’s banking
wallet
AUM Requirement USD338b USD11,204b
(developed mkt)
13%
24%
State of Market HNW USD3m+
Development
USD100k-3m
Retail
Affluent 61%
Asia 42%
Pacific
Cost to Serve Model Emerging USD25k-100k
Affluent
Mass 34%
26%
Value Proposition
Risk Deposit Pool
Adjusted
Revenues
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1.ANZ markets

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Business model is aligned to the state of the market development

GDP per capita vs. cycle of economic development

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GDP Per Capita in USD
(PPP, 2010-11)
70,000
Developed – Large Affluent class
60,000 Emerging – Rapidly growing Affluent class Singapore
Niche - Rapidly growing Middle class
50,000 Size of bubble =population
Hong Kong
Concentration of income
(Gini coefficient – 1= most
unequal and 0 = most equal)
40,000 Taiwan
>0.33
<=0.33 Japan
30,000 NA
Beijing
20,000 Mumbai Shanghai
Laos [Vietnam] Indonesia
Guangdong
10,000
Cambodia Delhi
Fiji
0
Stage of economic development
Papua New Guinea Philippines
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-10,000

Source: CIA World Factbook, Countries‟ census bureaus, IMF, UN Data, World Bank and ANZ analysis

Developed Markets

Higher GDP per capita
Hong Kong, Singapore and Taiwan

Emerging Markets

GDP per capita is relatively low
China (selected cities), Fiji, Indonesia, Vietnam

Niche Markets

Low GDP per capita
Provide „liquidity‟ to bank and referrals to network
Cambodia, Laos, Philippines, Rest of Pacific

Opportunistic Markets

Sizable affluent population
High market barriers
Wealth management focused
India (selected cities), Japan

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Affluent and Emerging Affluent customers will be acquired and served through distinct channels

Affluent - relationship led through Relationship Managers

ANZ Asia Pacific Retail Level Sales Service Model of Access Relationship Manager Branch Affluent Internet Banking, Mobile Banking, Phone Banking, Direct Sales Agents

Emerging Affluent

RM is the 1[st] point (and primary) of customer interactions
RM provides customers guidance on asset allocation and product selection based on customer needs
Customers have access to all channels and products

Emerging Affluent – Productled through self-service and direct channels

Singular/bundled products are used to acquire customers
Acquire and serve primarily through self-service and direct channels and occasionally through branches
May pursue opportunistic play in the upper mass market for selected products

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ANZ’s value proposition is aligned to the market we operate in

We are positioned to compete effectively vs. competitors

‘Layering’ of Retail Value Proposition (based on operating model)

International competitors

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Differentiated through

AA credit rating
Insider knowledge & expertise in 23 Asia Pacific markets
“Australia” brand – accessible, friendly and stable

Local competitors

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Differentiated through

Super-regional footprint

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1. Connectivity – Serving Affluent client needs across the Region (All Markets)

Targeting offshore and host country banking wallets

2. Deep Relationship and Trust – Banking you & your family (Developed, Emerging & Opportunistic Markets)

Focused on relationships and customer satisfaction
An ANZ RM for the family

3. Capabilities to ‘Plan for your Tomorrow Today (Developed Markets)

ANZ positioned as a financial partner, with expertise in Retirement Planning
Cross-border products and services
Product and „advisory‟ capabilities

As the wealth proposition is developed in the future we will fully integrate this and its various execution points into the APEA retail banking proposition

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How products support the business model

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Developed Emerging Niche Opportunistic
Markets Markets Markets Markets
Hong Kong, China (selected Cambodia, Laos, India (selected
Singapore and Taiwan cities), Fiji, Philippines, Rest of cities), Japan
Pacific
Indonesia, PNG,
Vietnam
Current / Savings
accounts
Mortgages/ Secured
Loans
Unsecured loans/ Credit
Cards
Selected Investment &
Insurance (I&I) products
Full suite of I&I products,
investment lending and
Advisory Services
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We have a clear roadmap to continue building the Retail franchise focused on Customer Obsession, Connectivity and Channels

2012 2013 2014 2015 2016 2017

Continue product & platform build

Activate the full Deepen franchise franchise model

Acquire new affluent customers and deepen customer relationships
Build China business post RMB and QDII licenses
Realign the business model in Greater Mekong and Pacific
Simplify and automate processes to improve productivity
Launch of our Retirement Planning proposition in the key franchise markets
Launch of internet and mobile banking and mobile sales tools
Standardised operating platforms and processes
Fully leveraging our hubs in Manila and China
Deepen organic growth in franchise countries
Improve advisory capabilities
Define and launch proposition for India
Continue optimisation of branch networks

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AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED

Appendix

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Developed sales tools that better support a growing business

Sales Tracker

A web-based application providing timely and up-to-date sales performance

RM Workstation

A frontline application that allows RM to have an overview of customer‟s data and portfolio information.

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AI assistant

Australia and New Zealand Banking Group Ltd. — Investor Presentation 2012

10425_rns_2012-06-05_5ada0bd9-8776-41fd-b938-38e2f382a037.pdf

Introduction

We have successfully implemented the first phase of our Super Regional strategy

Our Super Regional strategy is delivering strong results, with Asia Pacific and flow products the growth drivers APEA & Institutional Financial Metrics % CAGR % Contribution to Group

The ANZ Group began this journey with a roadmap to build a leadin r R ional bank across Asia-Pacific g Supe eg

International & Institutional Banking

The impact we are achieving with our clients is r nised across the r R ion ecog Supe eg

Institutional

Asia

Australia

New Zealand

Retail

We are winning greater value added and substantial flow transactions

Value-added transactions

Substantial Flow transactions

Our brand continues to develop across Asia and the Pacific

What we have done

First global advertising campaign featuring Simon Baker

Australian Open

Improving our brand awareness

Brand awareness[1 ] across Hong Kong, Singapore and Taiwan Average Percentage, 2010-2011

International & Institutional Banking

We have prioritised our build-out to emphasise our franchise markets while establishing network presence across the Super Region

Franchise Markets

Institutional Network Markets

Network Entry Markets

We have delivered strong financial performance against new and established competitors as we have built scale

International & Institutional Banking

As we enter our next phase, the global banking industry faces reputational, regulatory, competitive and economic ressures p

Macro-economic

Regulatory

Reputational

Competitive

International & Institutional Banking

The Asia Pacific region’s economic and financial services growth will likely continue in spite of the global headwinds

Key trends in the Asia Pacific region

Asia Pacific is driving global banking growth

ANZ’s strategy starts with our clients at the centre

International & Institutional Banking

Our value proposition is built to meet the requirements of our flow customers, and further developed for core clients

We build on the flow value proposition to achieve core bank status

Our flow value proposition is fundamental to our competitiveness

International & Institutional Banking

Our Institutional strategy is to develop flow business for all our clients with value added solutions for our core clients

Strategic Advisory – ECM, M&A

International & Institutional Banking

ANZ will increasingly utilise an originate-to-distribute model in order to activate core status and deliver acce table ROE p

Commercial – our goal is to be a core bank to our target clients rovidin seamless connectivi by p g ty

The right risk and service framework

Target cross border clients

Leverage existing network and expertise

Asia Revenue Breakdown

Retail – our strategy is to achieve core bank status with the Affluent and Emerging Affluent segments in key franchise markets

1.ANZ markets

International & Institutional Banking

World class products are beginning to arrive across our segments as we continue executing our product roadma p

International & Institutional Banking

We are driving an aggressive productivity agenda while buildin on our existin service and deliver ca abilit g g y p y

Building a new operating model and redefining the ‘ScaleComplexity’ cost dynamic

International & Institutional Banking

This focus has enabled us to improve efficiency as we continue to grow

APEA

Our strategy is focused on organic growth, with acquisitions only considered to build presence or roduct ca abilities p p

Selective M&A opportunities

Managing the value of ANZ partnerships

Key Partnerships

We have a strong, well funded and low risk balance sheet

International & Institutional Banking

We have a clear roadmap to continue building the franchise

International & Institutional Banking

To sum up: we have the strategy and competitive strength to become a top tier player in the sector

A top team with an excellent depth of experience, sitting in a matrix structure to integrate business lines with geographies

ANZ’s international businesses financial performance

APEA Division NPAT (USDm)[1]

We are growing strongly in our targeted markets, segments and products

With Asia playing a far greater role in the ANZ Group; the APEA target of over 25% of Group earnings is in sight

APEA Contribution to Group Revenue

The Super Regional Strategy is delivering a diversified product mix with less reliance on the capital-intensive

Australia and New Zealand Banking Group Ltd. Investor Presentation 2012