Australia and New Zealand Banking Group Ltd. — Investor Presentation 2014

Jul 23, 2014

ANZ ASIA INVESTOR TOUR 2014

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Retail Banking is an integral part of IIB customer segments

International & Institutional Banking

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Customer Business Execution
Global Products Enablement
Segments & Performance
1 4 6 8
Global Finance
Banking Global Markets Business
Performance
and Loans 9
Management
2 Risk
International
10
Banking 5 7
HR
3 Global Credit &
Transaction Capital 11
Retail Banking Banking Management
Asia Pacific Operations &
Technology
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2

Asia Pacific individual wealth growth rates remain high and markets are becomin more well re ulated g g

Growing GDP and maturing financial markets in Asia Pacific

• Strengthening regulatory frameworks

• Proliferation of products & services

• Heightening competition

• Urbanisation and industrialisation

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Asia Pacific North America Europe
5%
4%
3%
2%
1%
0%
-1% 2012 2013 2014 2015 2016 2017
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Real GDP Growth[1 ]

Asia Pacific individual wealth is growing at more than double the global rate to become the largest personal wealth region by 2017[2]

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Private Financial Wealth
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US$t
4.8% 11.4% 2.1% 2.5%
CAGR CAGR CAGR CAGR
48 48
171
43
136 41
36
28
2012 2017 F 2012 2017 F 2012 2017 F 2012 2017 F
Global Asia Pacific North America Western Europe
(ex. Japan)
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1. D&B's Global Economic Outlook - 2013 to 2017

2. The Boston Consulting Group, Global Wealth 2013, Maintaining Momentum in a Complex World

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3

Affluent customers in Asia typically have relationships with 4-5 banks with a ~50% local vs forei n bank ratio g

Number of relationships with and products held by affluent banking clients

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Taiwan
14.8 products with
5 institutions
China
11.5 products with
4.2 institutions
Hon g Kong
12.8 products with
4.7 institutions
Singapore
12.2 products wi th
5.8 institutions
Indonesia
4.9 products with
2.8 institutions
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1. RFi Intelligence, Global Retail Banking Cross-Sell Report, Achieving and maximising the main bank status, November 2013

4

Retail Asia Pacific plays an important role in the ANZ su er re ional strate p g gy

3 core contributions to the super regional strategy

Liquidity

Our strategy is focused on the 4 key pillars

Geography	Segment	Channel	Operating
			model
Focus on	Affluent and	Digital	Efficient
priority	Emerging	proposition	end-to-end
markets	Affluent		model

Driven by 7 key priorities

Brand & Physical Network

• 1 Financial discipline

• 2 Simplify

• 3 Enhance Customer Value Proposition

• 4 Grow our customer base

• 5 Build on connectivity

Connectivity

• 6 Focus on control and compliance 7 Build out talent base

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5

Our balance sheet continues to grow with stable customer deposits, contributing to increased liquidity

Stable Customer Deposits & AUM Growth Strong Growth in Assets

Customer Deposits & AUM

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$b
AUM Customer Deposits
18% CAGR
17.8
14.7
12.8
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Mar-12
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Mar-13 Mar-14

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Diversified Balance Sheet
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$b
$1.2 NLA 37%
6%
$7.9 NLA
$6.8 37%
CASA
32%
Mar-14
Time Deposits
Wealth Deposits
$5.3
Deposits 25%
63%
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Net Loans & Advances

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$b
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35% CAGR
7.9
5.7
4.3
Mar-12 Mar-13 Mar-14
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5% YoY increase in Net Funding
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Lending
$5.5b
Deposits
$5.2b
Mar-13 Mar-14
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6

Our brand awareness and market recognition as a key forei n retail rovider are increasin in Asia g p g

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Brand Awareness and Value Awards & Recognition
Regional Retail Asia Pacific
Most valuable brand globally [1]
#51 Excellence in Customer Centricity
Ahead of Citi & Standard Chartered Bank
Retail Banker International
Uplift in ANZ’s brand value
15%
from 2013 [2 ]
Singapore Singapore Hong Kong
Certified Best in Class Best Deposit
for Service Quality Best Deposit Product Services Bank
2014
(2013 – 2016) 2013 & 2014
Hong Kong Hong Kong Taiwan
Best Financial
Best International Best Consumer
Personal Banking Planning Process Internet Bank
2014 (A – Z review) 2012 & 2013
2013
Indonesia Vietnam Vietnam
Platinum Call Centre Best Retail Bank Best Foreign Bank
Service and Retail Bank
2013
2014 2014
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1. 2014 BrandZ Top 100 Most Valuable Global Brands by Millward Brown – ANZ is ahead of Citi (#57) and SCB (not in Top 100)

2. Brand Value by Millward Brown

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7

A focused strategy and execution are crucial to deliver our 3 core contributions to ANZ in Asia Pacific

GEOGRAPHY	SEGMENT	CHANNELS	OPERATING MODEL
Focus on core	Focus on	Building a strong	Continue to
geographies while	“affluent” and	digital proposition	simplify our
leveraging on our	“emerging		infrastructure and
distinctive	affluent”		processes and
geographic	customer		build an efficient
footprint across	segments		“end-to-end”
Asia Pacific			operating model
markets

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8

Geography: Growing in priority markets and leveraging our distinctive foot rint to deliver connectivit and rowth p y g

A distinctive geographic footprint A distinctive g ographic footprint[1]

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21 Countries
136 Branches
514 ANZ-branded ATMs
3,700 Retail staff
2 MILLION Customers
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Differentiated offering

• Australia & New Zealand expertise

• Clear connections across the region

• One of the world‟s strongest, safest and most sustainable banks

Singapore & Hong Kong Offshore Banking Unit

• Unique offering for other countries customers to invest in Singapore and Hong Kong – the two main hubs of Asia financial centre

ANZ SG and HK offshore banking clients, #‟000

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39%
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Sep-12

Sep-13

Mar-14

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1. As of Jun-14

9

Segment: Positioned as a niche player, targeting Affluent and Emerging Affluent segments

Retail Customer Lifecycle

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Save and
Transact
CASA
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Access to
credit
Credit Card
Personal Loan
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Purchase an
asset
Mortgage
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Grow your
wealth
Investments
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Protect life
and assets
Insurance
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Emerging Affluent

Affluent

Core banking and simple wealth solutions with a focus on self-service:

• Design product and value proposition according to customer life cycle

• Enhancing our online capabilities

Wealth-led advisory proposition to protect and grow assets

• Holistic portfolio management

• Diversified range of wealth solutions

• 1000+ investment products,

• 120+ insurance solutions

Emerging Affluent

Features at a glance

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Segment: Signature Priority Banking is designed to meet the needs of so histicated affluent clients in Asia p

Signature Banking Proposition Dedicated Servicing Model

• “Recognize me, understand me” through the A – Z review

• Banking the family - holistic financial needs planning

• Retirement planning

• Australia and New Zealand expertise

• Wealth solutions and advisory

• Dedicated Relationship Manager

• Supported by a team of Specialists:

• Investment Consultant

• Treasury Specialist

• Insurance Specialist

• Mortgage

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Portfolio Management
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A – Z
Review
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Actionable market insights to make informed decisions

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Channel: Building out our digital proposition to provide a multi-channel ex erience for our customers p

Current Retail Asia Pacific Channel Capability

136 Branches 14 Contact Centres 514 ANZ-branded ATMs 18 Countries with Digital capability

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1. Contact Centre locations include Manila and Suva hub

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Channel: Branchless mobile banking is significantly im rovin our distribution ca abilit in the Pacific p g p y

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• Launched in 4 countries:

• Papua New Guinea

• Samoa

• Solomon Islands

• Vanuatu

• More than 500 merchants

• Acquired over 50,000 new to bank clients

• Processed over 1 million transactions since launch

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Operating model: Streamlining our business to become “sim ler chea er and faster” p , p

Transforming our Operating Model

Improving Revenue per FTE[1 ]

• Simplify our business

• Optimise our resources

• Build a strong execution culture

• Strengthen our foundation

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$‟000
12%
216
192
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Accelerating growth of our Affluent
customers [2 ]
„000 14%
108
95
1H13 1H14
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1H13 1H14 Improving Affluent customer retention through cross sell[3 ]

34% Investment penetration 30% Credit Cards penetration 19% Insurance penetration 29% Term Deposit penetration

1. Annualised Revenue per FTE

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1. Affluent client figures for Asia only

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1. Product Penetration into the Affluent Client Base as at Mar-14

Driven by its 7 priorities, Retail Asia Pacific is delivering diversified income and sustainable rowth g

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Diversified Revenue Improved Financial Indicators
Key Financial Indicators,
Banking &
reduction/increase from 1H12 to 1H14
Wealth,
23%
42% 29% Credit Cards
 9% Cost to Income
Unsecured Lending
1H14 Mortgage
Transaction Banking
18%  10% JAWS
Wealth
21%
8%
Assets, 58%
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Consistent Growth Increasing Profitability
Operating Income Cash Profit
$m $m
6% CAGR
402
42% CAGR
365 43
355
27
21
1H12 1H13 1H14 1H12 1H13 1H14
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Retail Banking strategy and execution are aligned to market o ortunities and IIB’s strate ic riorities pp g p

IIB STRATEGIC PRIORITIES

KEY AREAS OF FOCUS FOR RETAIL BANKING

Connecting more Customers by Providing Seamless Value

• Build end-to-end focus on customer delivery – from point of acquisition and throughout the lifecycle

• Enable our clients with a multi-channel platform with a strong digital proposition, building further our brand awareness

Delivering Leading Products through Insights

• Provide product that delivers value based on customer needs

• Leverage market and competition insights to enable our financial solutions to our customers

Intensifying Balance Sheet Discipline

• Focus on a well-balanced asset and liability growth

• Ensure value-driven product offering with healthy balance growth and margin deliverables

Scaling & Optimising Infrastructure

• Simplify our infrastructure and processes in serving our customers

• Focus on developing bench strength and improve productivity

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16

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

This presentation may contain forward-looking statements including statements regarding our intent, belief or current expectations with respect to ANZ‟s business and operations, market conditions, results of operations and financial condition, capital adequacy, specific provisions and risk management practices. When used in this presentation, the words “estimate”, “project”, “intend”, “anticipate”, “believe”, “expect”, “should” and similar expressions, as they relate to ANZ and its management, are intended to identify forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof. Such statements constitute “forward-looking statements” for the purposes of the United States Private Securities Litigation Reform Act of 1995. ANZ does not undertake any obligation to publicly release the result of any revisions to these forward-looking statements to reflect events or circumstances after the date hereof to reflect the occurrence of unanticipated events.

For further information visit

www.anz.com

or contact

Jill Craig Group General Manager Investor Relations

ph: (613) 8654 7749 fax: (613) 8654 9977 e-mail: jill.craig@anz.com

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ANZ ASIA INVESTOR TOUR 2014

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Global Banking forms a key element of IIB’s coverage of our tar et se ments g g

International & Institutional Banking

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Customer Business Execution
Global Products Enablement
Segments & Performance
1 4 6 8
Finance
Global Banking Business
Global Markets
Performance
and Loans 9
Management
2 Risk
International
10
Banking 5 7
HR
3 Global Credit &
Transaction Capital 11
Retail Banking Banking Management
Asia Pacific Operations
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2

The macro fundamentals show that Asia enjoys the hi hest rowth in bankin revenue ools g g g p

Asia Pac markets will represent ~US$800 billion in revenues by 2017 Forecast revenue pools for key Asia Pacific markets by product US$b, 2017[1]

Asia Pac is expected to deliver almost 50% of growth in banking revenue pools

Forecast absolute growth in Global Banking revenues US$b, 2012-17[1][ ,2 ]

3,087 CAGR:		46% 2% 10% 6%	53% 4%	4,151		Lending	Transaction Banking	Markets
					Australia & NZ	36.9	6.3	10.0
					Singapore	10.0	2.1	4.5
					Hong Kong	8.5	2.5	8.2
					Indonesia	29.9	4.2	0.6
					China	310.7	39.2	13.1
					Japan	186.4	20.6	25.0
					India	56.6	14.1	9.0
World 2012		Australia & NZ Asia	Rest of World	World 2017

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1. Source: BCG Banking Revenue Pools Database 2013 2. Global Banking defined as all banking segments

3

Through industry expertise, Global Banking focuses on lar e cross border com anies o eratin in ANZ’s re ion g , p p g g

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ANZ Customer Segments
IIB Relationship Global Banking
Sub Segments
Businesses Industries
• Oil & Gas
Resources, Energy & • Global Commodities Companies
•
Infrastructure (REI) Mining and Metals
Global Banking • Utilities & Infrastructure
Industry coverage for
large multi national • Food Beverage & Agriculture
companies operating in Global Diversified • Consumer Services & Industrial
ANZ’s region • Telecom, Media, Entertainment &
Industries (GDI)
Technology
• Transportation
• Global, regional and local banks with
International Banking transaction needs in Asia Pacific
Banks & Diversified
• Regulated Brokers, Exchanges, Leasing &
Financials
Finance Companies, Mortgage and Other
Financial Institutions
• Real Money, Sovereign Wealth Funds,
Retail Banking Asia
and Private Equity funds
Pacific Funds and Insurance
• Life and Property/Casualty insurers
• Public Sector
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Global Banking constitutes a significant proportion of IIB’s overall customer business

Global Banking is focused on a select …generating almost half the revenue number of IIB total customer base…

IIB Clients (excl. Retail)[1] (Sep-13)

FY13 Institutional Revenue

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(Sep-13)
Remainder of 41%
Institutional
~$4.5b
Global
Global Banking
Banking, 8% 59%
<30,000
…with approximately half the assets
Institutional Net Loans and Advances
(Sep-13)
International Banking Remainder of
92% Institutional Global
Banking
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1. IIB Clients include Global Banking, International Banking and Emerging Corporate customers

5

A diverse, growing client base focusing on high growth areas

Our client portfolio is diversified across industry…

…and regionally as we build a broader Asian client franchise

Global Banking Revenue[1] Mix by Segment

Global Banking Revenue[1] Mix by Geography

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$2.4b $2.6b $1.4b $2.4b $2.6b $1.4b
Americas
Financial
Europe
Institutions
Group
Pacific
Asia
Resources,
Energy & New Zealand
Infrastructure
Australia
Global
Diversified
Industries
FY12 FY13 1H14 FY12 FY13 1H14
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1. Total Effort revenue in AUD. Percentage splits exclude intra geographic and intra segment revenue

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Global Banking has a specific set of clients with whom we are tar etin a dee er and broader relationshi g g p p

Who we serve and how will we succeed

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Characteristics of a Global
Global Banking Banking client How we will win?
• Senior Industry bankers -
Leading/Significant players in
their industries Experience in the region and
insight, ability to execute,
relationships at CFO/CEO
Specific set
level
of clients
that are of a
global Operates a multi geography • Global team structures -
business model
nature seamless connectivity across
operating in centres for coverage and
Asia Pacific, execution
including our Requirement for banking
home capabilities around flow
markets of business together with need for • Higher intensity - low account
more strategic advisory and loading, stronger alignment
Australia
funding with product sales groups
and New
Zealand
• Stronger Senior Executive
Complex banking requirements
sponsorship - Institutionalise
with multiple buying centres
these relationships
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Strong regional execution capability and product has iven ANZ a stron osition in Australasia and Asia g g p

No.1 Lead Bank for more large corporate customers in Australia[1 ]

A top 4 Corporate Bank in Asia[2 ] by Market Penetration

Share of lead bank, 2014

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40%
35%
31%
30%
23%
21%
20%
10%
0%
ANZ Bank 1 Bank 2 Bank 3
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No.1 Lead Bank for more large corporate customers in New Zealand[1 ]

Share of lead bank, 2014

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60% 53%
50%
40%
27%
30%
21%
20%
7%
10%
0%
ANZ Bank 1 Bank 2 Bank 3
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Greenwich Associates Large Corporate Study Asian Large Corporate Banking Market Penetration

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60%
17% Bank A
50%
11% 17%
24%
12% 11% Bank B
40%6%
Bank C
2013
30%
20%
2010
Bank D
Bank E
Bank G Bank F
10%
Bank I Bank H
0%
Greenwich Quality Index [3] - Overall Relationship Quality
(Difference from the Average)
Represents the momentum of growth and quality improvement
achieved by ANZ Bank over the past 4 years
Important Relationships
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1. Peter Lee Associates Large Corporate and Institutional Relationship Banking surveys, Australia and New Zealand 2014. Ranked against the Top 4 competitors.

2. As defined by Total Relationships Market Penetration In Asia

3. The Greenwich Quality Index score is based upon a normalized composite of all qualitative evaluations transformed to a scale of 0 to 1,000 with the difference from the average shown. Note: Cross-hairs are calculated by the average of the banks shown in graph

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8

Global Banking business offers a good mix of flow and value added solutions with increasing regional connectivity across existing clients

Currently a substantial portion of our business is flow and value add

With extra upside from regional connectivity

Global Banking revenue mix

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1%
21%
26%
FY13 =
~$2.6b
52%
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Strategic Advisory – ECM, M&A

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

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

Regional connectivity[1]

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of Meaningful Clients (LHS)
Avg. Revenue per client (RHS)
# $m
1,400 $4.5m
$4.0m
1,200
$3.5m
An extra country
1,000 increases revenue
$3.0m
exponentially
800
$2.5m
45%
600 $2.0m
$1.5m
400
$1.0m
200
$0.5m
0 $0.0m
1 2 3 4 5 6+
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of countries client banks in with ANZ

Lending – Vanilla Term Loans

1. “Meaningful Client” master groups that generate $30,000 for Institutional clients, and $10,000 for Corporate & Commercial clients in rolling 12 month revenue

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9

With coverage in 17 countries, Global Banking is able to assist our clients row throu h the re ion g g g

From a lending relationship in one country to one company, now banking 33 companies across nine countries in the group and becoming Trusted Advisor Customer Case Study:

2008-09

• Relationship Initiation through participation in key transactions (as JLM)

2008-09 Revenue $4m

• Key products of: Relationship Lending, Import Finance and Short Term Loan

• 4 companies

2010-12

• Led/ Ideated key transactions and broad based engagement across geographies/ products

2010-12 Revenue $13m

• Key products of: Loan Syndications, Trade Financing and Short Term Loan

• 21 companies

2013+

• Partner the Group in strategic dialogue

• Products extended to include DCM and PCM

2013+ Revenue $21m

• On boarded 10+ entities since FY13

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Global Banking will achieve its strategic priorities by rovidin an end-to-end a roach with customers p g pp

Global Banking “Supply Chain”

• Global banking aligned to supply chain of multi nationals

• Able to provide services though the vertical value chain of our customers

• Leveraging off relationships throughout the world to assist clients undertake business

• Ability to provide seamless connectivity through industries and geographies

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PROCUREMENT TRANSPORT PROCESSING
WHOLESALE FREIGHT
STORAGE
TRANSPORT PACKAGING RETAIL
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11

Delivering on these IIB Strategic Priorities will be critical for us to maintain our home market lead osition and accelerate even further in Asia p

IIB STRATEGIC PRIORITIES

KEY AREAS OF FOCUS FOR GLOBAL BANKING

• Deepen existing client relationships

Connecting more Customers by Providing Seamless Value

• Increase connectivity of our clients in ANZ’s region targeting growth on specific trade corridors where ANZ can offer full service

• Provide an end-to-end approach with large customers who are often vertically integrated

• Use industry insights to drive solutions dialogue with clients

Delivering Leading Products through Insights

• More intense coverage with a high degree of industry specialisation

• Aligning our key strengths to customers needs particularly in Capital Markets, Trade, Commodities, and FX on the product side, and Resources/Energy and FIG from an industry perspective

• Review customer value proposition and adjust accordingly using various metrics and balance sheet versus non balance sheet usage

Intensifying Balance Sheet Discipline

• Continual review client list, ensuring resources are allocated to those customers with sophisticated and global reaching needs only

• Multi product service strategy requiring Balance Sheet hold levels and risk limits will continue to be managed

Scaling & Optimising Infrastructure

• Continually update our staffing to customer ratios and staffing footprints to align with our customers growth projections and needs

• Add transaction volumes without increasing the current fixed cost base, and leverage our newly created customer strategy and capital management teams to extract productivity gains

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12

APPENDIX

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Recognised expertise through recent awards

NO.1 LEAD BANK FOR MORE LARGE CORPORATE CUSTOMERS ACROSS AUSTRALIA AND NEW ZEALAND 2014 PETER LEE		PETER LEE NO. 1 FOR OVERALL MARKET PENETRATION IN AUSTRALIA AND NEW ZEALAND 2014		ASIA PACIFIC SYNDICATED LOAN AWARDS ASIA PACIFIC SYNDICATED PROJECT FINANCE LOAN HOUSE OF THE YEAR 2013		ASIA PACIFIC SYNDICATED LOAN AWARDS SYNDICATED LOAN HOUSE OF THE YEAR – AUSTRALIA 2013		SYNDICATED LOAN HOUSE OF THE YEAR - NEW ZEALAND ASIA PACIFIC SYNDICATED LOAN AWARDS 2013
INFRASTRUCTURE BANK OF THE YEAR IN ASIA PACIFIC INFRASTRUCTURE INVESTOR AWARDS 2013		ASIA PACIFIC SYNDICATED LOAN AWARDS SYNDICATED CORPORATE DEAL OF THE YEAR Alibaba Group Holdings Ltd 2013		ASIA PACIFIC SYNDICATED LOAN AWARDS SYNDICATED FINANCIAL INSTITUTION DEAL OF THE YEAR Yes Bank Ltd 2013		ASIA PACIFIC SYNDICATED LOAN AWARDS SYNDICATED PROJECT FINANCE DEAL OF THE YEAR Ichthys LNG Pty Ltd 2013		ASIA PACIFIC SYNDICATED LOAN AWARDS SYNDICATED ACQUISITION FINANCE DEAL OF THE YEAR CNOOC Canada Holding Ltd 2013

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BEST INVESTMENT BANK BEST INVESTMENT BANK ASIA PACIFIC SYNDICATED ASIA PACIFIC SYNDICATED
AWARDS - AUSTRALIA AWARDS - AUSTRALIA LOAN AWARDS LOAN AWARDS
BEST DOMESTIC CURRENCY BOND BEST LOANS ARRANGER BEST SYNDICATED LOAN BEST PROJECT FINANCING
ARRANGER
2013 2013 2013 2013
Origin Energy Ichthys LNG
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1. Peter Lee Associates Large Corporate and Institutional Relationship Banking Surveys, Australia and New Zealand 2014. Ranked against the top 4 competitors

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14

Successful execution capabilities

	AngloGold Australia REFINANCE JOINT MANDATED LEAD ARRANGER & BOOKRUNNER AUD 400,000,000 IN PROGESS	AngloGold Australia REFINANCE JOINT MANDATED LEAD ARRANGER & BOOKRUNNER AUD 400,000,000 IN PROGESS	Volvo REVOLVING CREDIT FACILITIES MANDATED LEAD ARRANGER & BOOKRUNNER JUNE 2014 EUR 2,300,000,000		China Hongqiao 3YEAR SENIOR UNSECURED NOTES JOINT LEAD MANGER & JOINT BOOKRUNNER USD 400,000,000 JUNE 2014		Tong Teik SYNDICATED BORROWING BASE FACILITY FOR AGRI COMMODITIES JOINT MANDATED LEAD ARRANGER & BOOKRUNNER USD 360,000,000 MAY 2014		CNOOC Limited 5 – YR TERM LOAN FACILITY MANDATED LEAD ARRANGER USD 1,500,000,000 JUNE 2014		Formosa Steel IB Pty Ltd TERM LOAN FACILITY MANDATED LEAD ARRANGER, UNDERWRITER & BOOKRUNNER USD 700,000,000 JUNE 2014
	USD 900,000,000 Beijing Capital Group 1 YEAR BRIDGE LOAN FACILITY MANDATED LEAD ARRANGER & UNDERWRITER JUNE 2014		SGD 500,000,000 United Overseas Bank BASEL III-COMPLIANT TIER 2 BONDS JOINT LEAD MANAGER & JOINT BOOKRUNNER MAY 2014		USD 1,350,000,000 PT Perusahaan Gas Negara (Persero) 3Y10-YEAR 5.125% 144A/REGS SENIOR UNSECURED NOTES JOINT LEAD MANAGER & JOINT BOOKRUNNER MAY 2014		USD 1,000,000,000 Cargill Inc. REVOLVING CREDIT FACILITY MANDATED LEAD ARRANGER & BOOKRUNNER MARCH 2014		EUR 1,500,000,000 Compañia Española de Petróleos S.A.U. REVOLVING CREDIT FACILITY MANDATED LEAD ARRANGER & BOOKRUNNER MARCH 2014		USD 700,000,000 Ameropa SYNDICATED BORROWING BASE FACILITY FOR GRAIN AND FERTILIZER PRODUCTS PARTICIPATING BANK JANUARY 2014
	USD 550,000,000 GS Coal Pty Ltd ACQUISITION SOLE MANDATED LEAD ARRANGER, UNDERWRITER & BOOKRUNNER JANUARY 2014		USD 250,000,000 ANZ Commodity Trading Pty Ltd IRON ORE PREPAYMENT FACILITY SOLE MANDATED LEAD ARRANGER, UNDERWRITER & BOOKRUNNER NOVEMBER 2013		AUD 8,600,000,000 Origin Energy SYNDICATED FACILITY JOINT MANDATED LEAD ARRANGER, UNDERWRITER & BOOKRUNNER NOVEMBER 2013		EUR 800,000,000 Origin Energy BOND ISSUANCE JOINT LEAD MANGER NOVEMBER 2013		NZD 725 MILLION Fletcher Building Limited SYNDICATED LOAN FACILITY JOINT LEAD ARRANGER, FACILITY AGENT DECEMBER 2013		AUD 1,000,000,000 AMP Group Finance Services Ltd SYNDICATED REVOLVING FACILITY JOINT MANDATED LEAD ARRANGER & BOOKRUNNER AUGUST 2013

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15

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

This presentation may contain forward-looking statements including statements regarding our intent, belief or current expectations with respect to ANZ’s business and operations, market conditions, results of operations and financial condition, capital adequacy, specific provisions and risk management practices. When used in this presentation, the words “estimate”, “project”, “intend”, “anticipate”, “believe”, “expect”, “should” and similar expressions, as they relate to ANZ and its management, are intended to identify forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof. Such statements constitute “forward-looking statements” for the purposes of the United States Private Securities Litigation Reform Act of 1995. ANZ does not undertake any obligation to publicly release the result of any revisions to these forward-looking statements to reflect events or circumstances after the date hereof to reflect the occurrence of unanticipated events.

For further information visit

www.anz.com

or contact

Jill Craig Group General Manager Investor Relations

ph: (613) 8654 7749 fax: (613) 8654 9977 e-mail: jill.craig@anz.com

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ANZ ASIA INVESTOR TOUR 2014

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FIG is a customer segment within Global Banking

International & Institutional Banking

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Customer Business Execution
Global Products Enablement
Segments & Performance
1 4 6 8
Global
Banking Finance
Business
Global Markets
FIG Performance
and Loans 9
Management
2 Risk
International
10
Banking 5 7
HR
3 Global Credit &
Transaction Capital 11
Retail Banking Banking Management
Asia Pacific Operations
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2

ANZ FIG serves a targeted, select set of Financial Institutions active across our network

	Segment			Description
	Banks		•	Global, regional and local banks with transaction needs			Emphasis on Low Balance Sheet Intensity Products…
	Diversified Financials		•	Regulated Brokers, Exchanges, Leasing & Finance Companies, Mortgage and other Financial			• Markets:FX, Rates, Credit and Commodities
				Institutions			• Transaction Banking:Clearing, Payments and Cash Management,
	Insurance		•	Life insurers, general insurers and re-insurance brokers			Trade Finance • Selective capital support
			•	Fund managers, sovereign wealth funds, and alternative			…Leads to high returns
	Funds			funds with appetite for Asia-
				Pacific and Australia & New
				Zealand assets

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3

FIG continues to grow and has a liquid balance sheet

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FIG Financial Relative to
Performance IIB Total YOY Growth
16.6% 17.5%
13.0%
Revenue [1 ]
1H14
FY12 FY13 1H14 PCP
22.2%
Deposits 7.1%
Mar-14 -2.4%
Sep-12 Sep-13 Mar-14 PCP
14.7%
12.4%
Lending
Mar-14
-6.7%
Sep-12 Sep-13 Mar-14 PCP
Rest of IIB FIG
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1. FIG revenues include amounts booked in other divisions

4

The expanding financial services sector in Asia provides the foundation for FIG rowth g

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Growing Banking Assets Growing Assets Under Management
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Asia Pacific Australia & New Zealand Europe North America Rest of World 2017 142 5 2014 125 4 2010 108 3 Banking Assets US$ tn	2014-2017 CAGR 4.3% 10.3% 3.3% 2.8% 5.0% 5.7% Asia Pacific Rest of World Australia Europe North America 2017 87 3 2014 73 2 2010 55 1 Personal Wealth1 US$ tn	2014-2017 CAGR
		6.2% 7.0% 5.7% 6.0% 9.6% 7.6%

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1. Personal wealth defined as financial assets, including stocks, bonds and funds. Excludes real estate Source: BCG analysis, EIU, Cerulli Associates

5

We have built our FIG capabilities in Asia on our Australia/NZ foundation and the IIB product build-out

• 2009 – 2010 2011 - 2013 Today Building the

• Getting off the Ground Competitive Offering Platform

• • • • Identified FIG as a global Enhance product offering – Strong presence in home growth opportunity DCM, FX, FI Trade, Gold markets, Asian hubs, China, loans and leasing Europe and America

• • Strong AUD and NZD • •

• clearing franchise Extended coverage team Deepening capabilities in India, Indonesia, Japan and

• • Leading AUD and NZD FX • Established presence in Taiwan player Middle East • Balanced franchise with

• • • Established Asia coverage Introduced specialization competitive capabilities team within FIG across both Transaction Banking and Markets

• • • Established India, Malaysia Global presence: circa 140 and Pacific FIG presence FTEs in 18 offices • Leading position in AUD/NZD clearing, Syndications, DCM,

• • Global presence: circa 100 Regional FX and Gold FTEs in 17 offices • Global presence: circa 150 FTEs in 18 offices

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6

FIG is expanding in Asia and improving product mix as we dee en our ca abilities and broaden our reach p p

Geographic Mix

Product Mix

FIG Revenue Mix by Geography[1]

FIG Revenue Mix by Product

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Pacific 3.2% 2.6% 2.6%
Asia 24.3% 26.8% 30.5%
14.9%
Europe 15.2%
14.0%
15.8%
Americas 15.4%
14.3%
Australia &
41.9% 39.9% 38.7%
New Zealand
FY12 FY13 1H14
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Retail, 21.3% 19.9%
24.0%
Private Bank
& Other
8.6%
10.0%
10.1%
Lending
Markets 32.6% 39.8% 41.9%
Transaction
33.3%
29.0% 29.6%
Banking
FY12 FY13 1H14
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1. Based on location of the client irrespective of where revenue is booked

7

FIG competes with global and regional players using a focused model balancin revenue otential with cost g p

FIG Competitive Positioning

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Full Service
Universal
Banks
Increasing
Broad FICC &
cost
Commercial
Banking
Specialist Banks
(Clearing,
Investment
Banks)
Domestic Regional Global
Increasing cost
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8

ANZ FIG’s value proposition is built on a unique mix of ratin foot rint and roduct ca abilities g, p p p

ANZ Global FIG Value Proposition

Value Proposition

ANZ’s Competitive Advantage

• Provide international Financial Institutions with capital raising , transaction banking , and investment opportunities across Australia, New Zealand and Asia Pacific

• With local specialists on the ground, we provide clients with deep insights and access to the right products in individual markets across the region

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• AA rating, reputation and steeping into gaps vacated by competitors

• Flow bank for market products (namely FX, Fixed Income, DCM, Trade Finance) across Asia Pacific

• Liquidity provider to regional financial institutions and targeting investors – specialize in Asian investors

• While ANZ is non competitive with American and European incorporated FI’s in their home market, we can provide their Asian footprint

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9

Leading products strengthen ties to customers and enhance cross-sell of flow roducts p

Debt Markets

Physical Gold

• Strong track record of issuance for Chinese, Korean, Singaporean and Middle Eastern FIG issuers

• Leading position in AUD in both Australia and Asia

• Leader in Basel III compliant issues

• Largest CNH bond issuance for a Taiwanese financial institution

• Top 3 position in gold imports into China – the largest market globally, with 1,540 tonnes imported during 2013

• Recognized as the #1 Foreign Bank Market Maker by Shanghai Gold Exchange 4-yrs running from 2010-2013

• Relationships with the 10 domestic gold importing banks in China – 4 of the 10 did their first import with ANZ and 5 of the 10 their first overseas gold loan

• One of just two foreign banks licensed by the PBOC to import gold into China

• Number 2 by volume and number 1 by number of deals in 2013 as • One of just two foreign bank market makers licensed Mandated Arranger of Loan Syndication on the Shanghai Futures Exchange for Asia Pacific ex Japan

• Also have presence in other markets in Asia and the Middle East

Flow Products

• Markets: FX, Rates and Credit

• Transaction Banking: Clearing, Cash Management and FI Trade

• Rated #1 for AUD and NZD Clearing Relationships by FImetrix[1 ]

• FImetrix 2014 Bank-to-Bank Services in Australia & New Zealand Dollars survey

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10

As demonstrated by sophisticated transactions for our clients

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USD 400m USD 300m USD 800m USD 700m USD 135/EUR 95m
USD
AmBank (M) Berhad China CITIC Bank Int. United Overseas Bank Bank of Communications Hana Bank
USD400mn 5-Year 3.125% Senior Unsecured Notes Reg S only PerpNC5 Basel III-Compliant USD300m 7.250% AT1 Notes 10.5NC5.5 Basel III-USD800mn 3.750% Compliant T2 Notes USD700mn 2.125% Hong Kong Branch 3-Year Bonds Mandated Lead Arranger Term Loan Facility
JUNE 2014 APRIL 2014 MARCH 2014 JANUARY 2014 AUGUST 2013
SGD 500m JPY 12b PHP 1.2b USD 375m equiv. RMB 890m
Local
United Overseas Bank NongHyup Bank Metrobank Card Far East Horizon Chailease Holding
Currency 12NC6 3.5% Basel III- Corporation USD375mn equivalent Term Loan Facility
Compliant Tier 2 Subordinated Term Loan Facility PHP1,170mn 6.210% Multi-currency USD/HKD/CNH Mandated Lead Arranger,
Notes Mandated Lead Arranger 10NC5 T2 Notes Syndicated Term Loan Bookrunner, Sole Coordinating
Arranger
MAY 2014 MAY 2014 DECEMBER 2013 DECEMBER 2013 NOVEMBER 2013
AUD 400m AUD 400m AUD 500m AUD 400m AUD 500m
AUD Korea Development Bank Emirates NBD PJSC The Export-Import Bank of National Bank of Abu Dhabi Bank of China, Sydney
AUD 400mn Dual Tranche AUD400mn 5.750% Korea PJSC Branch
Fixed and Floating Rate Bonds 5-Year Bonds AUD 500mn Dual Tranche AUD400mn 4.750% AUD500mn
Fixed and Floating Rate Bonds 5-Year Bonds 3m BBSW +110bps
Floating Rate TCD
MAY 2014 APRIL 2014 APRIL 2013 MARCH 2013 NOVEMBER 2013
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11

FIG is critical to linking home market and Asian clients to lobal investors in our ori inate-to-distribute model g g

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Originate from Clients Distribute to Clients
Balance Sheet
Resources, Energy Commercial /
& Infra. Private Banks
Global Diversified • Primary
Distribution Investment Funds
Industries
Financial • Secondary Pension Funds &
Institutions Distribution SWFs
International • Originate to
Alternative Funds
Banking known demand
Corporate Insurers
Commercial HNW & Affluent
Cross-sell Cross-sell
Flow Products
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FIG is Critical to Originateto-Distribute Progress to Date

• Distribution of DCM and Syndicated Loans

• Established relationships with key investors – fund managers, pension & sovereign wealth funds, alternative funds and insurers Future Build

• Enhance sales capabilities in key investor markets: London, New York, Japan, Hong Kong, Singapore, Taiwan and Korea

• Develop financing partners for Infrastructure, Energy, Mining and Agriculture assets

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12

FIG’s objective to be a core FICC and TB partner for FI’s across Asia Pacific ali ns to IIB riorities g p

IIB STRATEGIC PRIORITIES

KEY AREAS OF FOCUS FOR FIG

Connecting more Customers by Providing Seamless Value

• Enhance investor client value proposition through increased specialization of the relationship team

• Dedicated Markets and Transaction Banking sales teams for FI for enhanced solution capability

• Deepen investor relationships, facilitating the originate-todistribute model for our corporate business

• Provide Asia footprint for institutions outside Asia Pacific

Delivering Leading Products through Insights

• Enhance Rates and Credit offering for Funds and Insurance

• Continue roll-out of e-FX platform across all FIs

• Cash Management for Insurance and Diversified Financials

Intensifying Balance Sheet Discipline

• Maintain strict risk discipline through Business Risk Appetite Statement and active portfolio reviews

• Manage client returns objectives

• Staying on Strategy

Scaling & Optimising Infrastructure

• Utilize new products in other parts of the business as they become available

• Extend clearing capability to targeted Asian currencies (INR, IDR, PHP, RMB)

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13

APPENDIX

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Loan Syndication League Table

2013 Mandated Arranger League Table for Financial Institutions

(Asia Pacific ex Japan)

Rank	Lender	Amount (USD mn)	Deal Count
1	Mizuho Financial Group	466	6
2	ANZ	435	11
3	HSBC	433	8
4	Mitsubishi UFJ Financial Group	360	5
5	Sumitomo Mitsui Financial Group	316	6
6	Commerzbank	315	10
7	Standard Chartered	290	7
8	Citibank	166	5
9	Bank of America Merrill Lynch	155	5
10	Wells Fargo	144	5

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1. Source: Thomson Reuters LoanConnector, ANZ

15

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

This presentation may contain forward-looking statements including statements regarding our intent, belief or current expectations with respect to ANZ’s business and operations, market conditions, results of operations and financial condition, capital adequacy, specific provisions and risk management practices. When used in this presentation, the words “estimate”, “project”, “intend”, “anticipate”, “believe”, “expect”, “should” and similar expressions, as they relate to ANZ and its management, are intended to identify forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof. Such statements constitute “forward-looking statements” for the purposes of the United States Private Securities Litigation Reform Act of 1995. ANZ does not undertake any obligation to publicly release the result of any revisions to these forward-looking statements to reflect events or circumstances after the date hereof to reflect the occurrence of unanticipated events.

For further information visit

www.anz.com

or contact

Jill Craig Group General Manager Investor Relations

ph: (613) 8654 7749 fax: (613) 8654 9977 e-mail: jill.craig@anz.com

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ANZ ASIA INVESTOR TOUR 2014

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Resources, Energy and Infrastructure (REI) is a customer segment within IIB

International & Institutional Banking

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Customer Business Execution Enablement &
Global Products
Segments & Performance Control
1 4 6 8
Global
Banking Finance
Business
Global Markets
REI Performance
and Loans 9
Management
2 Risk
International
10
Banking 5 7
HR
3 Global Credit &
Transaction Capital 11
Retail Banking Banking Management
Asia Pacific Operations &
Technology
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1

Emerging industry themes in the Resources, Energy and Infrastructure s ace rovide on oin o ortunities p p g g pp

	Key industry themes	Opportunities
Oil & Gas	• Global LNG demand is forecast to more than double by 2030 • China and Japan is emerging as the world‟s major source of demand • Australia will become the largest LNG exporter	• Rationalisation and „high-grading‟ of LNG portfolios including M&A and consolidation expected to increase • Australian energy companies to expand beyond Australia into Asia
Metals & Mining	• Continued demand for coal with unprecedented urbanisation, Australia and Indonesia being key suppliers • Mining companies managing costs in lower commodity price environment	• Asian investors continue to pursue Metals & Mining opportunities • Investors include players from major Asian countries (China, Korea, Japan)
Utilities & Infrastructure	• Australian utility assets remain attractive investments for foreign investors • Port privatisations and new port developments being pursued • Demand for energy infrastructure continues to increase in Asia	• Global investors continue pursuing Australian assets and opportunities • >USD50bn per year of investment required across Asia

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2

The ANZ REI business focuses on 4 key segments

	Segment		Description
			• Oil & Gas development and
	Oil & Gas		production, LNG, refining, and
			petrochemicals			Emphasis on selected products and geographies
			• Globally diversified miners, industry
			leaders, and specialist resource			• Transaction Banking:Trade
	Mining &		companies			Finance and Cash Management
	Metals		• Primary focus is with producers and
			consumers of coal, iron ore, copper, and gold			• Markets: DCM, FX, Rates, and Commodities
	Global Commodities Companies		• Larger diverse global Commodities companies involved with Oil & Gas and Mining & Metals activities • Includes Asian strategic investors			• Global Loans & Advisory: Structured Debt and Financial/M&A Advisory
	Utilities & Infrastructure		and traditional commodity traders • Global, regional, and local infrastructure and utilities companies • Focus on ports, power, privatisation,			• Key countries:Australia, China, Indonesia, and Singapore
			and PPP

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3

REI is a growing priority segment, leveraging strong Australian ex ertise for our offshore offerin p g

REI Financial Relative to Performance IIB Total REI Business Mix – 1H14

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Revenue by geography Revenue by sub-sector
10%
31% 30%
Revenue
43%
48%
11%
1H14
27%
Europe & America Mining & Metals
Australia & NZ Oil & Gas
Deposits Asia Pacific Global Commodities Companies
Utilities & Infrastructure
Mar-14 Loans by geography Deposits by geography
4%
25%
33%
33%
Lending
63%
Mar-14 43%
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Revenue by geography Revenue by sub-sector
10%
31% 30%
Revenue
43%
48%
11%
1H14
27%
Europe & America Mining & Metals
Australia & NZ Oil & Gas
Deposits Asia Pacific Global Commodities Companies
Utilities & Infrastructure
Mar-14 Loans by geography Deposits by geography
4%
25%
33%
33%
Lending
63%
Mar-14 43%
Rest of IIB REI Europe & America Australia & NZ Asia Pacific
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4

We are leveraging our long history with the Australian Resources & Infrastructure sector to row REI loball g g y

ANZ’s rich history with natural resources and infrastructure

• Supported resources and infrastructure clients since 1886 , remaining committed throughout all commodity cycles and changes in the global industry; initially focused predominantly in Mining & Metals

• Natural resources banker to over 60% of the largest resources companies on the ASX300

• We have had a lead bank relationship with a number of major resources and infrastructure companies for over 50 years (BHP: ~140 years, Shell: ~120 years, AGL: ~50 years)

• Built deep LNG expertise in Australia over the last decade , having been involved in every Australian project over the last 8 years

• ANZ has been a key player in the financing of a number of National infrastructure projects

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5

ANZ is differentiating itself with a whole of client a roach throu h insi hts and home market ex ertise pp g g p

Nature of our clients

ANZ’s proposition

Leading with our deep Geographic experience and expertise in breadth in Natural Resources in the operations Australian market

How we will win

• Leveraging our resources expertise to differentiate from global and regional peers

• Continuing to enhance our crossborder product capabilities to differentiate with domestic peers

“ Requiring Global Hybrid Bankers ” cross-border offering strategic dialogue to complex clients; translating into banking insights and tailored solutions solutions

• Established cross-border product suite capability for our bankers to structure for clients

• Debt Capital Market

• Commodities team

Operating in a Deep understanding of challenging associated risks to deliver and complex solutions which are competitive appropriately structured and priced environment

• Structured Trade Finance

• Regional Cash Management platform

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6

We are building a core client and global flow ro osition focusin on ke market corridors p p g y

	REI is focused on a small number of complex multi national clients, the right balance of Industry specialisation, and regional & local teams	REI is focused on a small number of complex multi national clients, the right balance of Industry specialisation, and regional & local teams	REI is focused on a small number of complex multi national clients, the right balance of Industry specialisation, and regional & local teams	REI is focused on a small number of complex multi national clients, the right balance of Industry specialisation, and regional & local teams	REI is focused on a small number of complex multi national clients, the right balance of Industry specialisation, and regional & local teams
			Global Clients	Regional Clients	Local Clients
	Type of client		Specialist relationship teams providing international connectivity	Industry specialists with regional experts provide deeper insights	Local relationships will use industry specialists as needed
			• Flow products focus • Value added solutions important • Strategic Balance Sheet Use	• Value added solutions focus • Grow Flow products • Strategic Balance Sheet Use	• Value added solutions and Flow products focus • Strategic Balance Sheet Use
	Key market corridors		Asia, Europe, & Americas toAustralia	• Australiato and from North Asia • Intra Asia	• Australia • China • Singapore • Indonesia

	REI is focused on a small number of complex multi national clients, the right balance of Industry specialisation, and regional & local teams	REI is focused on a small number of complex multi national clients, the right balance of Industry specialisation, and regional & local teams	REI is focused on a small number of complex multi national clients, the right balance of Industry specialisation, and regional & local teams	REI is focused on a small number of complex multi national clients, the right balance of Industry specialisation, and regional & local teams	REI is focused on a small number of complex multi national clients, the right balance of Industry specialisation, and regional & local teams
			Global Clients	Regional Clients	Local Clients
	Type of client		Specialist relationship teams providing international connectivity	Industry specialists with regional experts provide deeper insights	Local relationships will use industry specialists as needed
			• Flow products focus • Value added solutions important • Strategic Balance Sheet Use	• Value added solutions focus • Grow Flow products • Strategic Balance Sheet Use	• Value added solutions and Flow products focus • Strategic Balance Sheet Use
	Key market corridors		Asia, Europe, & Americas toAustralia	• Australiato and from North Asia • Intra Asia	• Australia • China • Singapore • Indonesia

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7

We will continue to deepen our established relationshi s with less ca ital intensive roducts p p p

Our value added solutions will focus on flow business and value added solutions…

…with deeper focus on key offerings

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REI Revenue Mix
2% 3%
20%
24% 19%
21%
1H14 Our Aim
55% 56%
Strategic advisory Flow business
Value added solutions Vanilla lending
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Flow business (Markets)

• Foreign Exchange

• Commodities

• Rates

• Debt Capital Markets

Structured & Strategic

• Structured Trade & Export finance

• Project finance

• Asset finance

• Advisory & Finance

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8

Good progress to date with our strategic evolution by levera in our home market stren ths to build offshore g g g

Stage I (2008-11): Stage II (2012-13): Initiating our “SuperExecuting to “SuperRegional” approach Regional” approach

Stage III (2014+): Success stories

Our clients are:

• Leading European and USbased Oil & Gas, Commodities companies

• Large operations across multiple countries, particularly across Asia Pacific

ANZ was:

• Deep sector expertise historically in resources sector in Australia, but with limited geographic reach

• Limited cross-border insights

• Leveraging home market expertise to expand offshore capability

Our clients are looking for:

• Deep understanding of their business given the challenging and competitive environment

• Complex cross-border solutions that are tailored to client‟s needs

What ANZ is now:

• Geographic reach in key centres (Australia, HK, Singapore, Europe, US, China, Indonesia)

• Leveraging our history and strong anchor market to provide industry expertise and insights into Australian market

• Translating these insights to offer complex tailored solutions to multi-geographic clients

Becoming one of the primary banks

Structuring complex crossborder solutions

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USD 20,000,000,000 AUD 500,000,000
Inpex Puma Energy
SENIOR DEBT PROJECT ACQUISITION & TRADE
FINANCING FINANCE
MANDATED LEAD ARRANGER & SOLE BRIDGE UNDERWRITER,
BOOKRUNNER, SUB-FACILITY JOINT MANDATED LEAD
AGENT, ARRANGER, UNDERWRITER &
UPSTREAM ACCOUNT BANK BOOKRUNNER
DECEMBER 2012 FEBRUARY 2013
USD 1,150,000,000
Formosa Plastics Group
ADVISORY & FINANCING FOR
JOINT VENTURE AGREEMENT
FOR MINING INVESTMENT IN
AUSTRALIA
FINANCIAL ADVISOR, BRIDGE
FINANCING PROVIDER & TERM
FINANCING UNDERWRITER
AUGUST 2013
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9

Clear opportunities to support the IIB priorities in the medium term

IIB STRATEGIC PRIORITIES

KEY AREAS OF FOCUS

Connecting more Customers by Providing Seamless Value

• Drive deeper multi-geographic sector coverage expertise in the four priority sub-segments to multi-national clients, leveraging our expertise as the leading resources bank in Australia

• Target Global and Regional clients aligned to key corridors where ANZ has strong coverage (e.g. EMEAI-Australia & Asia, China-Australia, Australia-North Asia, Asia-Asia)

Delivering Leading Products through Insights

• Deeper cross-border product penetration across key markets where ANZ has established strong capabilities (e.g. Australia, China, Singapore, Hong Kong, Indonesia)

• Further enhance product expertise to meet the needs of Global Banking clients

Intensifying Balance Sheet Discipline

• Focus on strategic dialogue with clients to drive greater crosssell with less capital intensive complex strategic solutions, and de-emphasise the reliance on balance sheet lending

Scaling & Optimising Infrastructure

• Integrate Natural Resources and Utilities & Infrastructure expertise to drive economies of scale to capture banking opportunities across the entire industry value chain

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10

APPENDIX

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Client feedback with our strategy

Client Testimonials

Oil & Gas

“Over the past 24 months, we have noticed a positive change in working more closely with ANZ‟s global Natural Resources team, and have appreciated the team‟s co-ordination, commitment, and responsiveness to our banking and finance needs. We will continue to seek ANZ‟s industry specialist advice and financing support as one of our close international banking partners.”

“Since ANZ implemented an industry focus, the relationship with ANZ has unequivocally changed from mediocre to being a top relationship bank. Today, the Mining & regional industry mining expertise, coupled with a strong local coverage capability Metals makes ANZ the leader in coverage of this industry in the region. This can only be achieved with the strong leadership from Singapore, as well as the senior level access from key ANZ members in Melbourne.”

Global Commodities Companies

Utilities & Infrastructure

“We like ANZ particularly because they have a speciality in serving commodity and metals companies. They…offer fast execution, and are able to provide a full suite of services, including consulting.”

“ANZ regularly engages with us in strategic discussions, demonstrating a depth of market and industry insights. This has resulted in more informed and dynamic discussions well beyond day-to-day transactional requirements. ANZ‟s industry expertise and regional strengths, are why we have entrusted them to lead arrange select core funding facilities and acquisitions in Asia Pacific.”

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12

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

This presentation may contain forward-looking statements including statements regarding our intent, belief or current expectations with respect to ANZ‟s business and operations, market conditions, results of operations and financial condition, capital adequacy, specific provisions and risk management practices. When used in this presentation, the words “estimate”, “project”, “intend”, “anticipate”, “believe”, “expect”, “should” and similar expressions, as they relate to ANZ and its management, are intended to identify forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof. Such statements constitute “forward-looking statements” for the purposes of the United States Private Securities Litigation Reform Act of 1995. ANZ does not undertake any obligation to publicly release the result of any revisions to these forward-looking statements to reflect events or circumstances after the date hereof to reflect the occurrence of unanticipated events.

For further information visit

www.anz.com

or contact

Jill Craig Group General Manager Investor Relations

ph: (613) 8654 7749 fax: (613) 8654 9977 e-mail: jill.craig@anz.com

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ANZ ASIA INVESTOR TOUR 2014

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International & Institutional Banking Structure

International & Institutional Banking

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

Customer Business Execution
Global Products Enablement
Segments & Performance
1 4 6 8
Global
Finance
Relationship Business
Banking Global Markets Performance
and Loans 9
Management
2 Risk
International
10
Banking 5 7
HR
3 Global Credit &
Transaction Capital 11
Retail Banking Banking Management Operations
Asia Pacific and
Technology
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2

Our function supports the delivery of the IIB strategy

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

Customer interface Customer Service Operations Delivery Model
Customers Frontline Enterprise
business Capability
• Relationship Service Quality
• Global
management Regional Delivery
• Network:
• International Product, market
knowledge People Capability • Melbourne
• Retail, Wealth
& Private • Wellington
Bank • Bangalore
Operations Cost to Serve
Service Providers • Manila
• Technical solution • Chengdu
Customer
delivery
self service Operational Risk • Suva
• Close proximity to
customers
Delivery
Customer initiation
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Technology is a foundation for customer initiation, relationship, service and delivery

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3

Our operations delivery model focuses on customer outcomes

Operations Delivery Model

• In addition to transactional processing responsibilities, we proactively provide customer insights and analytics to service our relationship teams and add value to our customers

Service Quality

• We have made ~3,000 client visits in the last 18 months to deepen our understanding and customise our response

• Through our Tiered Service model, we have an integrated crossproduct service proposition for customers, including a single point of contact and query resolution to better match service capability and transaction delivery standards

• Our enterprise wide operations and technology team has physical presence in ~28 countries .

People Capability

• Our regional delivery networks now have ~10,000 employees across Australia, New Zealand, India, Philippines, China and Fiji and are a source of talent to support future growth

• Our people capability includes change and transformation expertise across Markets, Digital, Payments and Lending

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4

Our Regional Delivery Networks have created scale to su ort efficient business rowth pp g

Operations Delivery Model

• We optimise our cost to serve customers through productivity measures in-country and our regional delivery centres

Cost to Serve

• Our function processed ~30 million transactions in 2013 with the capability to increase for products across Payments, Trade, Retail, Markets and Wholesale Lending

• Appropriate investments in our technology infrastructure has enabled standardisation, simplification and automation in many areas

• We have an improved level of business knowledge and analytical skill-base which are utilised to increase the sophistication of work done in the delivery centers

• Robust governance framework and operational controls mandates are in place with core processes carried out in multiple and best suited locations

Operational Risk

• Workflow tools enable workforce management flexibility and load management

• Disruptions due to business continuity risks are well tested for hypothetical and real risks without adverse customer impacts

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5

Regional Delivery Centres are strategically aligned and inte rated to the business g

From		To		Operational advantages via the Regional Delivery Network
Individual hubs		Integrated Network		Individual Hubs to an Integrated Network with Enterprise thinking • Built-in operational resilience with load balancing of critical processes to improve business continuity planning and execution • Strong cross hub collaboration and resource sharing • Maximise skills and scale in the right geographic location
Business Transitions		Operational Productivity		Optimising capabilities to improve productivity • Process standardisation in key processes with investment in key technology infrastructure • Continuous Process improvements through Quality initiatives
Business Process		Customer Solution		From being part of a process to being an integral part of end-to-end process • Project SMEs in the hubs delivering award winning platforms in payments • Domain expertise for complex transaction in Trade Guarantees and Markets
Hotel Manager		Service Owner		Driving and owning service outcomes • Simplified customer engagement and escalation models • Standard Service Catalogue • Implement functional structures based on standard processes

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6

Technology has a pivotal role in the transformation of all our core business domains

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Connected Customer Experience
Self-serve channels Assisted channels
Common Enterprise Capabilities
Business and Experience Integration
Supported
Products & by a
Customer Payments Operations
Services regional
network
Robust IT Foundation Capabilities
Robust Seamless Convenient
Infrastructure Integration Access
Secure Banking Environment
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• A consistent customer experience via a multi-channel platform for our business

• A regional delivery network allowing standardised processes

• An integrated transaction banking portal for Institutional

• An improved payments network providing a seamless experience

• An upgraded infrastructure to enhance resilience and reduce operating risks

• Keep pace with evolving security environment to maintain customer and regulator confidence

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7

IIB Operations have successfully increased productivity

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Improved capability and geographic
Driving productivity
dispersion of where our employees are based
IIB Operations FTE profile [1 ] IIB Operations Cost to Revenue [2 ]
6.0%
Offshore Onshore 5.41%
5.5%
36% 5.0%
4.45%
4.5% 4.25%
3.86%
33% 4.0%
80%
3.5%
3.0%
74%
FY11 FY12 FY13 1H14
Transactions per FTE
26%
5,346
67%
20%
4,865
64%
4,469
FY11 FY12 FY13 1H14 FY11 FY12 FY13
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1. Operations onshore and offshore profile; excludes countries with regulatory constraints to offshore

2. Cost growth has been calculated on constant FX & includes IIB Operations hub costs

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8

Creating a continuous improvement culture to drive business performance

	Creating a continuous improvement culture to drive business performance	Creating a continuous improvement culture to drive business performance	Creating a continuous improvement culture to drive business performance	Creating a continuous improvement culture to drive business performance
		Standardise	Enrich	Simplify
Actions		Re-engineering standard processes and creating more flexibility across the network	Maintaining a focus on consistent customer service experience while providing specialised support for our top clients	Driving simpler and streamlined processes with a focus on customer experience through end-to-end improvements
How		Using standardised technology solutions across our network to improve efficiency and productivity	Deepening our understanding of customer needs via continued customer visits and better leveraging Customer Insights	Focusing on quality delivery to drive improvement in accuracy and turn-around-times
Outcomes		Won 11 awards from JP Morgan across the network following upgrades of payments infrastructure allowing for greater straight through processing Created consistency of Cross-Border Product Documentation tailored to Global Diversified Industrials	Enhanced servicing model deployed for 350 Australian customers to improve retention and cross sell Client servicing tool utilised to capture client insights in Payments & Cash, Trade and Markets Operations –10 countries	Digitisation (workflow and imaging) of manual payments processing in 12 countries creating capacity and productivity Transactive registration process in Australia & NZ reduced by up to 66% allowing faster take up by customers

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9

Our priorities are focused on supporting the next phase of IIB strate gy

IIB STRATEGIC PRIORITIES

KEY AREAS OF FOCUS FOR OPERATIONS AND TECHNOLOGY

Connecting more Customers by Providing Seamless Value

• Nimble cross-border delivery by making use of our natural timezone advantage to shorten servicing and processing turnaround

• Drive continuous improvement to simplify processes

Delivering Leading Products through Insights

• Continue to utilise customer analytics and insights through our regional delivery network to connect with the business and contribute to revenue generation

Intensifying Balance Sheet Discipline

• Connected and simplified client on-boarding experience leading to enhanced customer cross-sell, leads and retention

• Proactively managing operating and regulatory risks on an end to end basis

Scaling & Optimising Infrastructure

• Continue to improve and consolidate our systems across Payments, Markets, Core Banking, Wholesale Lending and Retail

• Improve straight through process rates and sustain our productivity agenda

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10

APPENDIX

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Our function is well integrated into the IIB business and enter rise deliver division p y

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Divisional IIB COO
Australia
New Zealand
International & Institutional Banking
Global Wealth IIB Payments & Cash
Customer Businesses Operations
Australia IIB Lending Operations
New Zealand
Divisional IIB COO
Global Wealth
Divisional COO’s Global Markets Operations
Wealth Australia New Zealand Asia-Pacific Institutional Global Trade Operations
Operations Operations Operations Operations Operations
Centres of Hub Hub Hubs Centres of
Excellence Excellence Asia Pacific Retail, Private Bank
& Wealth Operations
Regional Network of Hubs and Delivery Centres
IIB Technology
Wealth Australia NZ Asia-Pacific Institutional
IIB Projects
Group Technology
IIB Property
Control and Support Functions
IIB Sourcing
Group Management
Customer
Businesses
IIB COO
Divisional
GTSO – Delivery
Enablement
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12

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

This presentation may contain forward-looking statements including statements regarding our intent, belief or current expectations with respect to ANZ’s business and operations, market conditions, results of operations and financial condition, capital adequacy, specific provisions and risk management practices. When used in this presentation, the words “estimate”, “project”, “intend”, “anticipate”, “believe”, “expect”, “should” and similar expressions, as they relate to ANZ and its management, are intended to identify forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof. Such statements constitute “forward-looking statements” for the purposes of the United States Private Securities Litigation Reform Act of 1995. ANZ does not undertake any obligation to publicly release the result of any revisions to these forward-looking statements to reflect events or circumstances after the date hereof to reflect the occurrence of unanticipated events.

For further information visit

www.anz.com

or contact

Jill Craig Group General Manager Investor Relations

ph: (613) 8654 7749 fax: (613) 8654 9977 e-mail: jill.craig@anz.com

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