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Computershare Limited

MARKET ANNOUNCEMENT

ABN 71 005 485 825 Yarra Falls, 452 Johnston Street Abbotsford Victoria 3067 Australia PO Box 103 Abbotsford Victoria 3067 Australia Telephone 61 3 9415 5000 Facsimile 61 3 9473 2500 www.computershare.com

Date:	28 April 2016
To:	Australian Securities Exchange
Subject:	Investor and Analyst Briefing 2016

Attached are the materials that are being presented to investors and analysts today at Computershare’s annual business briefing session.

A copy of these materials will also be posted on the Computershare website (www.computershare.com.au).

For further information contact:

Mr Darren Murphy Head of Treasury and Investor Relations Ph +61-3-9415-5102 [email protected]

About Computershare Limited (CPU)

Computershare (ASX: CPU) is a global market leader in transfer agency and share registration, employee equity plans, proxy solicitation and stakeholder communications. We also specialise in corporate trust, mortgage, bankruptcy, class action and utility administration, and a range of other diversified financial and governance services.

Founded in 1978, Computershare is renowned for its expertise in high integrity data management, high volume transaction processing and reconciliations, payments and stakeholder engagement. Many of the world’s leading organisations use us to streamline and maximise the value of relationships with their investors, employees, creditors and customers.

Computershare is represented in all major financial markets and has over 15,000 employees worldwide. For more information, visit www.computershare.com

Investor Day Stuart Irving CEO and President Computershare Limited

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Welcome

Format for today

10.00 – 10.15 CEO Welcome

10.15 – 11.30 Loan Services session

11.40 – 12.20

Stream sessions Presentation and Q&A

Employee Share Plans and Innovation
Investor Services and Technology

12.25 – 12.55 Lunch 1.00 – 1.40

Stream sessions Presentation and Q&A

Employee Share Plans and Innovation
Investor Services and Technology
1.50 – 2.50 Blockchain 2.50 – 3.20 Closing remarks and Q&A

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FY16 Guidance

› In February 2016 we said that we expected the Group’s Management EPS would be around 7.5% lower than FY15 and that we were seeing some softening in the operating environment.
› We now have greater clarity on FY16 and reiterate our guidance that Management EPS is expected to be around 7.5% lower than FY15.
› Our guidance assumes no material change to current market conditions for the balance of the fiscal year and that any contributions from the Capital Markets Cooperative LLC acquisition and the potential UKAR appointment will be immaterial in FY16.

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Company overview

A leading global provider of administration services in our selected markets

Who we are

› Global market leader in transfer agency and share registration, employee equity plan administration, proxy solicitation and stakeholder communications
› Also specialise in mortgage servicing, corporate trust, bankruptcy, class action administration and a range of other business services

Our capabilities

› Renowned for our expertise in high integrity data management, high volume transaction processing, reconciliation, payments and stakeholder communications
› Many of the world’s leading organisations use Computershare’s services to streamline and maximise the value of relationships with their investors, employees, customers and other stakeholders

Our strategy and model

› Our strategy is to be the leading provider of services in our selected markets by leveraging our core competencies to deliver outstanding client outcomes from engaged staff
› We focus on new products and services to reinforce market leadership in established markets and invest in technology and innovation to deliver productivity gains and improve cost outcomes
› We have a combination of annuity and activity based revenue streams, strong free cash flow and ROIC >WACC

Growth drivers

› Leverage to rising interest rates on client balances, corporate action and equity market activity
› Investment in mortgage servicing and employee share plans to drive growth and improved returns
› Emerging trend of new non-share registry outsourcing due to rising compliance, technology complexity and requirement for efficient processing, payments and reconciliations

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Computershare core principles

We are creating a simpler, more transparent and disciplined Computershare with greater disclosure.

Continuing to focus on building and protecting scale in core markets to drive operating leverage, profitable growth and improved returns.

Driving Technology to provide superior customer service, enhance and entrench customer relationships and innovate with new products to increase value.

Executing multi year strategies to drive growth, address challenges and improve productivity.

An ongoing commitment of execution and disciplined use of capital has to be a core principle of everything we do .

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Update on current initiatives

Capital Markets Cooperative

› The Capital Markets Cooperative acquisition that we announced in January 2016 is expected to close imminently as we complete the regulatory approval process.

UKAR

› We continue to work through the contract process with UKAR as the preferred supplier. We have made significant progress. It is a large and complex transaction. We expect to be in a position to advise the outcome shortly.

Capital Management

› Post conclusion of the UKAR process we expect to recommence our buyback (currently suspended for governance reasons).
› Reviewing our real estate assets as part of our ongoing focus to optimize our balance sheet and recycle capital to drive enhanced returns, with plans to sell and lease back our global headquarters.

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Key messages for today

US Loan Services

› Attractive industry that we know well where we can leverage our core strengths and existing platform. We have a growth strategy that over the medium term is expected to deliver profitable growth, strong free cash flow and enhanced returns. Today we supply education materials on this business, additional financial disclosure and our risk management approach.

Registry and Technology

› Registry is a strong, stable and consistent business with leverage to corporate actions. Our investment in technology is aimed at driving innovation, new product development and productivity gains.

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Key messages for today

Employee Share Plans

› Equity based compensation continues to be a key element of global remuneration. While there are some short term challenges, long term structural growth remains intact. We bring scale and deep expertise to this market and we are transforming the business to improve customer and productivity outcomes.

Blockchain

› Blockchain is interesting and potentially offers significant cost savings across the post trade environment. For adoption, it will require broad capital markets’ and central banks’ support. Computershare is well placed. We have developed a deep understanding and see more opportunities than threats. In our judgment, our role as the leading global issuer agent will endure. We will also be joined today by subject matter expert, Peter Randall, CEO, SETL.

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US LOAN SERVICES

APRIL 2016

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US Mortgage Servicing Market

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Corporate Branding $30 billion +
in annual
servicing
revenues
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Since ownership returns have consistently exceeded CPU’s cost of capital

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U.S. Mortgage Servicing Recap

The management and administration of mortgage loans and adherence with loan documents and various regulatory requirements. It includes:

› Billing, collection and processing of payments
› Management of customer enquiries
› Monitoring of tax and insurance

What is Mortgage Servicing

› Management of client bank accounts
› Managing loan modification process as alternatives to foreclosure
› Supervising foreclosure, bankruptcy and property dispositions

Mortgage Servicing Rights (“MSRs”) are intangible assets that we acquire for cash and which provide the legal right to service a particular mortgage for a fee for the duration of its life. We hold these assets on our balance sheet and amortize them over 9 years.

Sub-servicing refers to a contractual relationship with the owner of a MSR or Loan, whereby the owner would appoint us to service their loan for a fee for the period of the contract. We perform sub-servicing for banks, hedge funds, bond insurers, GSE’s. Subservicing business can be lost through a sale of the underlying MSR or loan or through a desire of the owner to change servicing provider for whatever reason. Mortgage servicing broadly covers three different type of mortgages.

Types of Mortgage Servicing

Sources of Mortgage Servicing

Agency Servicing (Govt Sponsored Agencies) - Generally higher credit quality and

conventional/conforming loans.
› Low risk of default
› Low cost to service and minimal servicing advance requirements
› Low servicing and subservicing fees
› Acquisition of mortgage servicing rights (MSRs) have a higher value or multiples of servicing fees
› Results in less risk or discount rate or return requirements

Private Securitizations – Generally lower credit quality and/or higher loan-to-value non-conventional/ non-conforming loans.

› Higher risk of default
› Higher cost to service and increased advance requirements
› High servicing and subservicing fees with lower volumes of loans serviced
› Acquisitions of MSRs trade at lower multiples of servicing fees

– Whole Loans Generally not securitized, and owned by a single investor, which tends to be a hedge fund or financial institution that does not have captive or affiliated servicers.

› Whole loan portfolios can be composed of many types of loans
› Servicing fees are generally based on the status of the loan & the servicers are often entitled to incentive fees for loss mitigation activity
› Loan owner owns the MSRs

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Mortgage Servicing Key Terms

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Performing Servicing
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Servicing of a mortgage which is less than 30 days delinquent. Typically loans that meet the criteria of the Government Sponsored Entities.
›

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Non-Performing Servicing
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Servicing of a mortgage that is over 30 days delinquent up to management of the foreclosure process. Typically, non-performing servicing is performed over loans subject to private securitizations.
›

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Mortgage Servicing Rights
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Intangible assets representing an ownership right to service the mortgage for a fee for the life of the mortgage. The owner of the MSR can either service the loan itself or appoint a sub-servicer to do so.
›

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Servicing Advances
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The owner of the MSR is required to fund various obligations required to protect a mortgage if the borrower is unable to do so. Advances receive a priority in any liquidation and are often financed in standalone non-recourse servicing advance facilities.
›

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Government Sponsored
Entities (“GSEs”)
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› Otherwise known as Fannie Mae, Freddie Mac, Ginnie Mae that enable originators to recycle capital.
Buy loans from originators subject to certain lending criteria and guarantee timely payments to bondholders. MSRs created during the sale process can be either retained by originator or sold.
›

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Private Securitizations
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Alternatively, mortgages not sold to GSEs, are aggregated and sold as privately owned securitized pools. Third party servicers are often appointed or able to acquire the MSR pertaining to these pools of loans.

An Excess Strip Sale refers to the sale of a stream of cash flows associated with the servicing fee on a performing MSR. The seller of the servicing strip has the ability to service the mortgage.

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Part Owned MSRs
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An SPV deal refers to the sale of the rights to the MSR and associated servicing advances into an SPV. CPU typically takes a 20% equity stake in the SPV and performs all servicing on the loans via a sub-servicing fee for service relationship.
›

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Addressing our strategic challenges

Why we need to address

Impact of CMC

Strategic Challenge

1.	We need to acquire MSR in	› Drive scale	› Co-issue program provides
	volume at the best possible	› Manage run-off	steady flow and avoids bulk
	price	› Enhance RoIC	auction pricing
			› Provides access to new
			servicing opportunities earlier
			in cycle

2.	We need to grow our sub-	› Capital light	› Provide multiple cross sell
	servicing business at a similar	› Helps drive scale efficiencies	opportunities
	rate to the growth in our	and maximises RoIC	› Key clients are large
	owned business	performance	consumers of sub-servicing
			business

3.	We need to manage risk that legacy sub-servicing could fall away	› High concentration driven by GFC settlements › High oversight costs combined with reducing portfolio could encourage MSR owners to sell	› Expected to deliver steady replacement flow of new business › Provides access to over 200 clients and opportunity to further diversify servicing portfolio

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US Mortgage Servicing Strategy

Our objective is to build a capital light servicing business able to support all parts of the mortgage cycle.

We are investing in building our fulfillment capabilities. This can be a lead in to servicing opportunities, both sub-servicing and MSR purchases. CMC Co-Issue program will help drive greater performing servicing business.

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We do not nor do we intend to originate loans however partnerships with originators are key to our overall strategy, both in terms of driving new owned and sub-serviced business and in potentially directing recapture business.

Fulfill

Originate

Areas of development focus – where the bigger Performing Recapture near term opportunities lie Servicing

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Current strengths and
capabilities – limited near
term growth potential
Special
Recover
Servicing
Asset
Manage
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SLS’ core business is special servicing. This is what drives the large compliance costs and regulatory risk, due to the sensitivities around the borrowers personal situations.

Asset management (of foreclosed properties) and debt recovery are closely aligned with special servicing and an integral part of SLS’ core business. Our plan is to seek to sell these services to 3[rd] parties.

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Why does CPU believe it can be successful in this industry?

Mortgage servicing is a market we know well. The core competencies and market requirements align extremely well with our strengths, capabilities and service suite.

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Requirement for
scale data
processing
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Strong technology
requirements
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Range of
stakeholder
communication
needs
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Treasury
management &
payment
processing
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Heavily regulated
market
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Fragmented
market structure
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Global service
model opportunity
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Experienced
management
team
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Opportunity to
deploy capital at
enhanced returns
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Our Current Business

	Fully-Owned MSRs	Part-Owned MSRs	Sub-servicing
What we mean	CPU owns the MSR outright	CPU has sold part of the MSR to a third party investor	Servicing performed on a contractual basis for another MSR owner
Balance sheet
impact (31 Dec 15)	$67M value on BS $86M advance equity on BS	$31M value on BS	No balance sheet impact
Performing	$4BN UPB 21K Loans	Excess strip deals $10BN UPB 38K Loans	Minimal $ UPB / Loans

Non-performing	$9BN UPB 96K Loans	SPV deals* $10BN UPB 40K Loans	$11BN UPB 99K Loans

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*covered further on Slide 10

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Revenue Drivers

Fully-Owned MSRs Part-Owned MSRs Sub-servicing Typically 20-30 bps Typically 10-15 bps Negotiated fee per loan Performing of UPB of UPB subject to contract Typically a negotiated fee Ranges between 25-50 bps Negotiated price per loan Non-performing of UPB per loan plus equity income subject to contract from SPV Ranges between 2.5-5 bps Subject to negotiation with Other of UPB depending on loan Subject to contract capital partner type

Other income includes fees for title services, valuations, sale of foreclosed properties (REO) and debt collection services as well as any incentive payments for portfolio improvement and late fees. Heavily skewed to non-performing loans.

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Cost Drivers

	Fully-Owned MSRs	Part-Owned MSRs	Sub-servicing
Performing	Low touch, low cost. Varies according to loan type.	Same as if owned MSR	Low touch, low cost but client oversight costs in addition.

	High touch, higher cost		High touch, higher cost.
Non-performing	Varies according to	Same as if owned MSR	Client requirements can be
	delinquency.		substantial.

Typical cost to service a performing loan ranges between $75-$100 p.a. per loan. A non-performing loan typically costs in the range of $400-$1000 p.a. per loan. Generally owning the MSR can lead to a lower cost to serve as far fewer client requirements to manage.

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CPU capital deployment in this business - MSRs

Our balance sheet position at 31 Dec 2015	$M $177 ($79) $98
MSR asset
MSR liability (arises due to association with capital partners)
Net MSR asset

FAQ	Answer
What are they?	Intangible asset giving right to service loan for a fee for the life of the mortgage
How are they valued?	Typically based on the net present value of the cashflows attributable to the servicing of the loan. Non-performing valuations impacted by advance financing rates, cost of service and prepayment / run-off rates. Performing valuations predominantly driven by prepayment/run-off rates and the cost of service. Advances excluded as minimal for performing loans.
How does valuation change over time?	MSR value reduces as the mortgage is repaid by the borrower and UPB amortizes down.
How do we account for them?	Held at cost and amortized on a straight line basis over 9 years. Current book value is $98M – estimated market value is $104M.
How are they financed?	CPU funds its MSR purchases from its operating cashflows.
Can they be sold?	There is a liquid market in MSRs and MSRs are traded regularly.
What are the key risks?	Non-performing : Interest Rate Risk (Advance Financing), Cost of Servicing, Housing Values and credit markets. Performing: Interest Rate Risk (driving prepayment risk) and cost of servicing.

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How does CPU manage its non-performing MSR capital requirements?

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Benefits & Outcomes
Deal type Capital partner SPV
Structure MSR rights and associated advances
sold to an SPV, in which CPU typically
takes a 20% ownership interest
Reduced
Balance sheet MSR and advances replaced by equity Advances capital
impact investment in an SPV (typically 20% of off balance outlay
MSR value and advance equity). sheet
P&L effect CPU in effect assumes a sub-servicing
role, but receives 20% share of profit
Substantial
after interest and servicing cost
capacity
expansion
Illustrative Example $M
Share $M
MSR cost 10
Advances 200 CPU 20% $8
Less Advance Finance (170) Partner 80% $32
Advance Equity 30
Enhanced RoIC
Total Capital Required 40
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How does CPU manage its performing MSR capital requirements?

Deal type	Excess strip	Reduced capital requirement Reciprocal capital partner opportunities Reciprocal sub-servicing opportunities Helps builds scale efficiencies at lower cost Benefits & Outcomes
Structure	50% ownership interest in MSR revenue stream sold to a financial investor
Balance sheet impact	MSR carrying value typically reduced by over 60% being proportionate value attributable to the excess strip
P&L effect	CPU receives only 50% of MSR revenue but retains all servicing expense. Amortization cost typically reduced by over 60%.
Example	MSR valued at $10m. Revenue 25 bps. CPU sell excess strip for $6m. Receive revenue of 12.5bps. Amortization expense reduced by 62%. MSR BV $4m.

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CPU capital deployment in this business - advances

Servicing Advances at 31 Dec 2015	$M
Servicing Advance Receivables	$363
Advance Financing Facility	($277)
Net Advance Asset	$86

FAQ	Answer
What are they?	Payments to the owner of the loan by the servicer on behalf of the borrower. There are typically two kinds of advance – (i) Protective (taxes & insurance) – which are made to protect a lender’s interest in the home; and (ii) Principal & interest – which are servicer paid borrower payments to ensure bondholders receive timely payments.
How are they collected?	Typically reimbursed at the earlier of (i) direct collections from the borrower; (ii) a modification of the loan; (iii) the liquidation of the loan (whether through borrower initiated short sales or the sale of foreclosure properties); or, if collections are insufficient (iv) from the securitization cash-flows prior to any bondholder payment.
How do we account for them?	Held on our balance sheet as a current asset but funded through a non-recourse financing facility.
How are they financed?	Through a non-recourse finance facility. Typically, 80-90% of the advance receivable is able to be financed.
Can they be sold?	Advances follow the MSR. The level of advances can materially impact the MSR value.
What are the key risks?	Servicing Advance Risk is generally contained to duration and financing risk. Servicing advances are non-recourse to CPU and we do not incur a loss from default.

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Surplus capital once optimal size attained

We’re expecting to deploy additional capital in the coming years. Upon reaching optimal scale, our after-tax cash flows will be able to replace our run-off AND deliver strong excess free cash flow.

FOR ILLUSTRATION ONLY	KEY	VALUE $M	CALC
Example Target Portfolio (UPB)	A	$ 10,000.0	A
Avg Period UPB	B	$ 9,444.4	B
Assumed FMV(bps)	C	0.85%	C
Beginning MSR	D	$ 85.0	AxC
(-) Annual Amort	E	(9.4)	D/9
(+) New MSR	F	-	F
End MSR	G	$75.5	D-E
Avg Capital Deployed	H	$ 80.3	(D+G)/2
Annual Pre-tax Marginal Income(bps of UPB)	I	0.12%	I
PBT	J	$11.3	BxI
NPAT	K	$7.0	Jx62%
After Tax Cash Flow	L	$ 16.5	-E+K

(1) Portfolio Run-off	M	$ 1,111.1	A/9
(2) Replacement MSR Cost $ (run-off)	N	$ 9.4	-E
(3)Excess Remainingfree Cash Flow	O	$7.0	K
Annualized RoIC	P	20.52%	L/H

Straight line amortization over 9 years
• Run-off in line with amortization

Note: 20.52% represents the marginal RoIC for a fully owned MSR purchase. Overall RoIC is enhanced by part-owned MSRs and sub-servicing business, as well as the broad mix of ancillary services such as fulfillment.

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The competitive landscape – Why we differ

A lower risk business model aligned to more conservative capital management and ability to leverage core competencies.

Conservative leverage Gearing MSR transfers in small and manageable proportions Higher concentration of third-party servicing Growth Do not compete with our lending or investing clients profile Do not originate loans Credit risk substantially reduced Credit risk Materially smaller than listed peers – far more manageable yet substantial opportunity remains Size Has scale, resources and competencies that drive ability to create material efficiencies CPU

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Management of Risks

MSR volumes drive financial outcomes. Market for bulk purchase of performing MSRs remains very active. CMC provides strong visibility of performing buying opportunity.

›

New mortgage origination and MSR volumes

Increasing rates could have potential impact on origination levels, which could impact flow of new origination servicing. However rise in rates overall a net positive – pricing, run-off.

›

Interest rates

› Overall ROIC is dependent on ability Capital to transact with capital partners at regular intervals for SPV deals and structuring excess strip sales. Track record of delivery and strong investor appetite from our partners.

› Opportunities to acquire large portfolios of non-performing MSRs Legacy Servicing will decline over time as the market improves and delinquencies are worked out.

› Prepayment rates

› Sustainability of MSR pricing

› Sub-Servicing business

›

Regulatory environment

Higher prepayment rates could impact financial outcomes. Increasing interest rates mitigate risk.

MSR prices should fall as interest rates rise, helping improve RoIC. Co-Issue program provides access to MSRs at better than auction pricing.

Sub-servicing is ROIC enhancing BUT retention subject to appetite and strategy of ultimate MSR owner. Good performance can lead to loss of business. Switching is rare so new business linked to new origination.

We have invested significantly in our regulatory management resources and we are not expecting any further material changes.

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Key Execution Priorities

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Boarding of existing MSR portfolio
CMC Integrated loan boarding process for CMC-generated loans, both MSR and sub-servicing
Integration
Further develop sub-servicing relationships
Clients & Execute on new business pipeline
Opportunities
Implementation of new loss mitigation and loan boarding systems which will drive lower
cost to service and greater control in the operational environment.
Technology
Continued regulatory vigilance
Regulatory
compliance
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INVESTOR DAY – EMPLOYEE SHARE PLANS

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Employee Share Plans

State of play

› The Employee Share Plans business remains a strong global franchise with opportunities to grow
› Large and diversified regional business with major centres in Europe, North America, Australia and Asia
› Growth in client mandates despite competitor activity
› The business continues to enjoy growth in fee based revenue
› Recently impacted by lower transaction volumes and some sector concentration affected by weak stock prices
› Margin income continues to be negatively impacted by low rates and large maturing schemes, i.e. UK SAYE Plans
› Elements of the service are regulated and attract appropriate investment
› Encouragingly, the amount and value of post-vest assets under management is growing

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Employee Share Plans

Strong global position

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Global
participant
numbers
growing -
currently
~4.8 million
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~1500
clients
globally
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24% Dow
Jones 30
50% FTSE 100
40% ASX 200
59% TSX
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Plan
participants in
over 190
countries
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Unparalleled global coverage

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Employee Share Plans

Competitor landscape

Global View

We are the only comprehensive full service provider

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Europe View
› Registrars
› Platform providers – part/full outsource
› Bespoke, niche providers
› Legacy, in-country financial services
competitors
China/HK View
› Financial services competitors
› Plans-only competitors
Australia/New Zealand View
› Registry competitors
› Platform providers – part/full
outsource
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North America View
› 401k providers
› Wealth managers
› Platform providers – part/full outsource
› Bespoke niche providers
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Strong globally | Strong regionally

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Employee Share Plans

Comprehensive service suite across the world

All-employee plans Discretionary plans Post vest services Voluntary plans offered to Plans awarded to targeted Accounts to trade/hold all eligible employees individuals e.g. executives shares after vest All-employee plans All discretionary plans – Dealing and custody Europe View SIP, SAYE, Options (+ approved), services Global ESPP Restricted, Performance North America Section 423 qualified All discretionary plans – Dealing and custody (largest provider) RSUs, options (US ISOs), View services RRSP/TFSA in Canada performance All discretionary plans – Dealing and custody HK/China View Lead player in nascent restricted stock & services broad-based plans market performance plans Salary sacrifice All discretionary plans – Dealing and custody Australian View Broad-based exempt gift Rights, tax deferred services Post-tax (global) STI & LTI bonus awards

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We support equity plan requirements in all regions

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Employee Share Plans

Local knowledge supporting complex global requirements

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Europe View
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› UK SAYE & SIP and country-specific plans
› EU regulation on executive pay
› Regional tax requirements
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North America View
› Strong local qualifying plans
› Shift from options to restricted stock
› IRS-specific ESPP support
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China/HK View
› Regional client needs – no qualifying plans
› Regional regulation – SAFE compliance USP
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Australia/New Zealand View
› Global Post Tax, NZ IRD approved/non-approved
› ATO reporting is significant
› AU taxation reform, October 2014 Class Orders and
NZ withholding
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Our regional structure supports local client needs and country-specific requirements

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Employee Share Plans

Multiple revenue sources across the value chain

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Fee revenue
8%
16% Transactions revenue
45%
Margin income
31%
Other revenue
1H15 Actual Revenue $121.6m
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Fee revenue
9%
14%
Transactions revenue
50%
Margin income
27%
Other revenue
1H16 @ Constant Currency $112.4m
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Pre-IPO Launch Maintain Reporting Transact Post-vest Supporting Communicating Managing option Supporting Managing Supporting companies as equity plans to records clients with dealing, retention of they publicly list employees /shares/share transactional, transfers, FX, assets and entitlements/ tax, on demand tax and transactions at cash, events, & financial corporate the end of the statements, calls, reports actions share plan dividends & communications

We can drive increased value from each part of our value chain

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Recoverable income and other participant fees

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Employee Share Plans

Opportunities and challenges

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Cost reduction New clients New products Market factors
and Services
› Redefining our › Further targeting of › Financial reporting › Increased competitive
operational model to global clients where development with environment
increase automation our offering matches Syncbase acquisition
and drive cost savings their requirements for › Global equity markets
their global employees › Using plans data to activity
› Develop effective drive insight and value
solutions to meet › New listed companies › Equity market trends -
ongoing new – leveraging Registry › Share plan propensity to
regulatory demands and Capital Markets communications outsource and
position consolidate
› Driving value from
post-vest assets › Interest rates
› PLANS 2.0
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Current conditions challenging but opportunities prevalent

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INVESTOR DAY – GLOBAL REGISTRY

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Global Registry Strong global position

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15,000+
clients
globally
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Billions
of shareholder
interactions
annually
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Handled over
1,900
corporate
actions last
year
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Computershare is the leading and most globally integrated registry

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Global Registry
Registry maintenance revenue
Registry maintenance revenue in constant currency
450
400
397.2 405.3 411.6
350 377.5 385.2 387.3
367.1
300
250
200
150
100
50
0
1H13 2H13 1H14 2H14 1H15 2H15 1H16
USD M
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Global Registry

Registry maintenance revenue

*FY15 FX rates applied

Registry maintenance revenue split in constant currency

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27% 28%
Issuer Issuer
1H16
1H15 paid paid
$387.3M Marginincome $@ 1H15 367.1M Marginincome
3% actual rates
Holder/Broker Paid 3% rates Holder/Broker
paid
70% 69%
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Global Registry The registry market

Global view

We are the largest global registry

Global capability is important for global issuers trading on multiple exchanges

Europe View

› 1,300 issuers

› Key competitors – Capita, Equiniti, Link, CSD › Key trends – Depositary Interests with links to London Stock Exchange

North America View

› 9,000 issuers
› Key competitors – AST, Broadridge, Continental, Wells Fargo, CST, TMX Equity
› Key trends – shareholder attrition, market competitiveness

China/HK View

› 1,280 issuers

› Key competitors – Tricor

› Key trends – regulatory changes

Australia/New Zealand View

› 1,100 issuers
› Key competitors – Link, Boardroom › Key trends – market competitiveness, blockchain

Strong globally | Strong regionally

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Global Registry

Our services

Pre-IPO

IPO

Maintain

Report

Transact

Supporting clients and shareholders with transactional, tax, on demand and financial reports (Issuer Online and Investor Centre)

Supporting companies as they publicly list

Corporate actions
(raisings, demergers, takeovers), proxy advisory, dealing, transfers, FX and distributions

Communicating with shareholders

Managing shareholder records, events (e.g. AGM), statements, calls, dividends, communications and connection to settlement systems

Specialised services

North America

China/HK

Australia/NZ

Europe

› Depositary Interests with links to London Stock Exchange
› Dividend and paying agent services
› Dividend and paying agent services
› IPO services
› Shareholder Identification
› Dividend reinvestment
› Dividend reinvestment and direct stock purchase plan services
› GILTs (UK Gov’t bonds)
› IPO services
› Direct reinvestment service
› Intermediary services
› Lost shareholder and escheatment services
› Nominee and safekeeping services
› IPO services
› QuickCert™ print-ondemand stock certificates
› Online trading sales

We support all registry requirements in all regions

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The only
truly global
player
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Global Registry Regional strengths

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Diverse
customer
base
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Europe View

› Unique service model: Depositary Interest service and links into the London market have been the growth area in EMEA Registry

North America View

China/HK View

› Largest regional registry

› Market knowledge and market influence in a complex environment, able to provide all of an issuer’s governance and compliance requirements

› Comprehensive suite of issuer services › Product depth and technology

Australia/New Zealand View › Market share and strong brand recognition

Our regional structure supports local client needs and country-specific requirements

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Global Registry

Opportunities and challenges

Market factors

Cost reduction

New clients

New products

› Focused upselling and cross-selling initiatives across our portfolio of services
› Interest rates
› Improvement in operating efficiency through further implementation of standard technology and service models
› Targeting private companies to build a pipeline of IPO and registry potential clients
› Global equity markets activity
› Mobile version of Investor Centre
- › Client corporate action activity
› Winning clients through corporate activity (IPO, spin-offs, etc)
› Working to reduce facilities expense in high cost locations
› Shareholder voting app
› Structural attrition in some markets
› Financial advisor portal
› Virtual annual meetings

We are focusing on specific areas for organic growth

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Registry

Our priorities

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Maintain
Continue to
provide ‘best of appropriate
breed’ servicing remuneration
–
will always be for our
the best
premium
retention tool
Drive revenue offering
uplift through
product
development
Renewed focus
Demonstrate
on cost control
the value we
through
bring to the
technology and
customer
optimisation
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Maintain market leading offering that demonstrates value for our customers

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TECHNOLOGY

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Technology Mandate

Technology partners with the businesses around the globe to prioritise competing investment demands and ensure there is a balance of innovation, risk management and market needs

› Assist in growing revenues
› Improve margins
› Maintain a leadership position in the market
› Strengthen business processes to drive sustainability

Business Demand

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Shareholder Benefits

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Global economies of scale across the registry technology stack

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Web Chat IVR
Paper
Mobile
email Call Centre
SMS
Online
Reporting
Inbound
Transaction Processing
Processing
Outbound
Processing Company Index
Call Centre Operations Business
Analytics
ProcessingPayments Investor Index
Share
Registry
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Investor Services technology ecosystem

Customer Channels

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Web Chat IVR
Paper
Mobile
email Call Centre
SMS
Online
Reporting
Inbound
Processing
Transaction
Processing
Outbound
Processing
Company
Index
Call Centre
Operations Business
Analytics
Payments
Processing Investor Index
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Share Registry

Operations

Record Keeping

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Data & Insight
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Customer Channels – Investors

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The primary self-service channel, Investor Centre, provides convenient access for investors to access their share portfolio

› Registration, portfolio and enquiry
› Transactions, statements and alerts
Integrated online knowledge base and web chat
› Fully responsive web design
› Desktop

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IVR
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Chat
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Web
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Paper
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› Smartphone

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Mobile
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email
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› Tablet (July 2016)

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Call Centre
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SMS
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› Using the latest in web technologies

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Customer Channels – Issuers

A number of products are available for issuers such as Issuer Online for shareholder management and Boardworks for board meeting management

Issuer Online

› A personalised dashboard that can be configured to client needs
› Advanced Holder Search
› Key Management Personnel tracker and Directors’ Interest’s Alert Service
› Meeting tools, including real time proxy information
› Leveraging the same technology stack as Investor Centre

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IVR
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Chat
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Web
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Paper
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Mobile
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email
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Call Centre
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SMS
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Operations – Investor Servicing

Developed on the same technology frameworks as the web platforms, our operations technology is used by thousands of internal staff, processing millions of shareholder requests

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› Integrated interactive voice response (IVR) and skills-based routing into the contact center for caller identification and optimal handling times
› Automated workflow process wizards for processing accuracy and high throughput

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Inbound
Processing
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Transaction
Processing
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› Complex workforce management systems integrated across the stack, providing the ability to measure and benchmark the performance of processing centres around the globe

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Call Centre
Operations
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Payments
Processing
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Operations – Communications

Despite living in the digital age, Computershare still processes tens of millions of inbound pieces of mail as well as sending even more outbound on behalf of our issuers

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› Intelligent form design combined with form recognition technology delivers high volume inbound form processing and auto classification
› Integrated in a digital format into the operations workflow system for prompt processing and quality control

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Inbound
Processing
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Transaction
Processing
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› Outbound we provide issuers with communication strategies and design to interact with investors across their channels of choice

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Call Centre
Operations
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Payments
Processing
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Data and Insight

Investor data that is processed and analysed to deliver internal improvements and client insights

› A range of key management reports for issuers delivered online through Issuer Online, e.g. Significant Movements, Top Holders, Issued Capital etc.
› Data analytics providing patterns of shareholder behaviour to assist issuers and Computershare with insight as to how to best service them
› Creation of stand-alone data products in some regions e.g. Shareholder Identification providing issuers with clarity around beneficial ownership

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Online
Reporting
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Business
Analytics
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Investor
Index
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Recordkeeping

The core recordkeeping system for the management of company shareholder accounts, the SCRIP system is now used for processing millions of transactions worldwide on a daily basis

› Three deployments around the globe that service the EMEA, Americas and Oceania regions
› Providing core registry services such as registry management, corporate actions, annual general meetings, trading and payments
› Providing real-time integration for online self-service platforms, internal operations platforms, analytics platforms, banks, depositories, mail houses etc.

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Share
Registry
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Paper
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Mobile
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SMS
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Inbound
Processing
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Transaction
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Call Centre
Operations
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Payments
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Web
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Chat

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email
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Share
Registry
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Call Centre

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Investor
Index
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IVR

Online Reporting

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Business
Analytics
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Business Transformation – Operations Automation

Computershare is currently performing an innovation pilot to trial the value of Intelligent Process Automation through the use of software robotics

Automated business process

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› The software robot mimics human actions and is provided employee credentials and access so it becomes part of a virtual workforce

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› Automation is facilitated through the user interface (i.e. the “presentation layer”); the same layer used by staff to execute on business processes

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› It doesn’t require system integration – therefore no development is
required
› The primary benefit is agility and scale – the ability to automate quickly and at lower cost

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Product Innovation - Innovation Garage

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21 Computershare Distribution Only

INVESTOR DAY – BLOCKCHAIN What are the implications for Computershare?

28 April 2016

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Blockchain

Introduction

Stuart Irving, CEO, Computershare said:

“There are evangelists who say it will change everything and sceptics who say it will change nothing. The answer will surely be somewhere in between, but to which of these two extremes the outcome skews towards and when it will do so is the subject of much speculation.

"Fear and greed are likely adding fuel to this debate, as various parties analyse what it means for market evolution and what it means for them specifically”

Source: “Blockchain could blow away sharemarkets”, Shaun Drummond, Sydney Morning Herald, March 28[th] , 2016

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Today, our focus is on the implications for Computershare

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Blockchain

Introduction

› Pre-trade order-routing and electronic trading of financial assets is now virtually frictionless and low cost. Various technologies have been applied to push trading responsiveness to millisecond levels.
› In contrast clearing, settlement and custody processes have not similarly evolved. Securities transactions are held in a ‘clearing’ process for 2 or 3 business days creating vast credit exposures that have to be managed, often through complex risk systems and margining requirements.
› The clearing and settlement process has given rise to specialist clearing and settlement organisations with specialist credentials, systems and skillsets.
› Equally, the laws, regulations and rules around the legal register of shareholders has given rise to specialist providers such as Computershare. These legal and regulatory frameworks are not uniform across jurisdictions

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Blockchain

Introduction & Perspective

› We believe the commentary that blockchain is automatically “bad for Computershare” is ill informed and reflects incomplete analysis or competing vested interests.
› The focus should be on payments and trade settlement; not registry. This is where the investments are being channelled.
› The view that ‘distributed ledger’ technology means everyone will get a copy of a share register is naïve.
› Computershare is not an intermediary in the traditional sense. Computershare is an agent for a critical end-user segment of the market (an enviable position in a blockchain environment).
› We see real-life commercial opportunities given Computershare’s unique positioning (e.g. Computershare is not an intermediary), not just risks as is often reported in the local AU market.

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Overview: So what is a Blockchain?

"At its most basic, the blockchain is a global spreadsheet, an incorruptible digital ledger of economic transactions that can be programmed to record not just financial transactions but virtually everything of value andimportance to human kind: birthanddeath certificates, marriage licenses, deeds and titles of ownership, educational degrees, financial accounts, medical procedures, insurance claims, votes, transactions between "smart" objects, and anything else that can be expressed in code."

Source: Don Tapscott: What’s the Next-Generation Internet? Surprise: It’s All About the Blockchain!, HuffPost Business, March 12th, 2015

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What some key market participants said

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“ There are basically three groups – there are the large banks , there are the exchanges , and there is the settlement system . And what's going to happen is one of those three are going to use this technology to disrupt the other two. I think that's the bottom line. ”

Patrick Byrne, Phd. CEO, Overstock.com, November 20[th] , 2015

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“Distributed Ledger Technology could provide a once in a generation opportunity to reduce cost, time and complexity in the post-trade environment of Australia’s equity market,”

Elmer Funke Kuppe, former CEO, ASX, January 22[nd] , 2016

“The industry has a once-in-a-generation opportunity to reimagine and modernise its infrastructure to resolve long-standing operational challenges… To realise the potential of distributed ledger technology in a responsible manner and to avoid a disconnected maze of siloed solutions, the industry must work together in a coordinated fashion .”

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Michael Bodson, President and CEO at DTCC, January 25[th] , 2016

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“ The industry needs to take a collective view on the potential of the technology [...] The market must embrace this potential, show patience with this development and invest in various innovative solutions to bring it to bear.”

Euroclear and Oliver Wyman report, issued February 3[rd] , 2016

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Blockchain: Risk & Opportunities Implications for Computershare

› Our global presence makes us an attractive partner to blockchain solution providers. It also gives us access to a wide range of commercial blockchain ‘use case’ opportunities.
› If blockchain technology delivers on its promise, we are very well positioned and fully expect to service and leverage our strong relationships with issuers globally to simplify their obligations to the market (via distributed ledger technology) and to evolve our services platform to make this seamless for issuers, investors and market participants;
As a global agent acting for issuers, Computershare will seek collaborative solutions to deliver service efficiencies within existing market infrastructures and new market structures.
We will also promote more innovative (‘disruptive’) solutions where they can deliver clear benefits to issuers, investors and market users.

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Market Structure: Centralised vs. Distributed Ledgers

A distributed ledger is a network that records ownership through a shared ledger, not through a centralised institution

Current State

Future State

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Clearing House

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Centralised Ledger

Distributed Ledger (simplified)

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Market structure: future state

More granular analysis: Distributed Ledgers versus Share Register

Distributed Ledger

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The blockchain must be “permissioned” to reflect the different roles and responsibilities of the key actors in the market place , e.g. the exchange for trading purposes, the issuer agent for issuance, cancellation, investor communications and corporate actions management, etc.

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The issuer agent plays a critical role in administering the distributed ledger. This role does not go away.

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Only one trusted party can logically act as the gateway (or node) for the issuer for the purposes of maintaining issued share capital (etc.), otherwise the system will lack the integrity it needs on a distributed basis.

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Share Registrar / Transfer Agent

NOTE: Access to the distributed ledger will be a public policy, regulatory and competition issue. It is hard to envisage a Government approving a monopoly for issuer and investor services where a competitive market exists today.

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Risk or opportunity?

Our current focus

› We are focusing our deep markets and technology expertise on understanding the implications for:
Existing, liquid and deeply established post-trade market infrastructure (e.g., CHESS or DTC)
- › Computershare can “collaborate” with existing market infrastructure to bring about evolutionary efficiencies.
New product markets where no infrastructure exists or is highly inefficient.
- › Computershare can demonstrate innovation, and strong industry leadership by partnering with major market participants and fintech partners.
Collaborative vs disruptive opportunities – which offers the best path short and long term?
Hybrid opportunities, where new digital assets and transactions systems leverage existing market systems.
- › Fungibility and exchangeability of digital securities.

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Risk or opportunity?

So which infrastructure functions logically become redundant, if blockchain technology is widely adopted?

› Some market speculation about how ASX will leverage blockchain technology to move downstream into “issuer agent” services role. The rationale cited is to offset loss of clearing revenue from competition.
› This speculation is no fully informed and fails to reflect the different ways distributed ledgers might be constructed.
Interestingly, CHESS today is a form of distributed ledger system with ASX and registries managing separate components of the register.
› Market speculation hasn’t focused on the most rudimentary aspects of blockchain technology, i.e. that blockchain provides for (i) the transfer of assets electronically and (ii) synchronised asset transfers (shares vs cash), whether using smart contract principles or not.
› Share registry doesn’t seem like the place to start any AU-market analysis re disintermediation of market critical functions.

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Risk or opportunity?

So which infrastructure functions logically become redundant, if blockchain technology is widely adopted?

› Little to no attention has been given to the idea that new channels for post-trade settlement activities may become feasible.
Connecting a registry platform directly to a trading platform through a distributed ledger is a logical construct for a streamlined and efficient market model.
Perhaps not surprisingly the entities seeking to lead the post-trade industry forward are the CSDs
› What seems clear, however, is if blockchain delivers on its promise – and it still has to demonstrate it is sufficiently scalable to support mission critical capital markets - the current “supply chain” could become highly compressed, both in function and time (e.g. T+2 reducing to T+0).
› The market structure implications will remain fluid while organisations jockey for position.

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Current state

Market structure: four level architecture

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

Trade Exchanges Trade
(Listing, Trading, Market
Data, Order Book and
Algorithms)
CCP
Clearing Clearing
(Risk Management)
Investors Brokers Brokers Investors
CSD
(Settlement Asset
Settlement Servicing) Settlement
Registration Registration
Registry
(Registry, Asset Servicing
& Communications)
----- End of picture text -----*

Computershare will facilitate direct investor to investor transaction off market

CCPs include LCH, NSCC etc.
** CSDs include Crest, DTCC, CHESS etc.

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Potential future state

New market model? ~ a potential business opportunity Compressed market structure: 4 to 2 level architecture?

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

Listing, Trading, Market
Data, Order Book and
Algorithms
Risk Management
Settlement Asset
Servicing
Registry, Asset Servicing &
Communications
Exchange
CCP
CSD
Registry
----- End of picture text -----

Note: This existing model today connects Computershare (and it’s Issuer clients) to multiple markets and liquidity pools

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Potential future state

New market model? ~ a potential business opportunity

Compressed market structure: 4 to 2 level architecture?

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

Listing, Trading, Market
Data, Order Book and
Algorithms
Registry, Asset Servicing &
Communications
Exchange
Registry
----- End of picture text -----

Risk management may be embedded within the ledger. Transactions may only occur if securities and funds are immediately available to the trading platform.

Note: This model can be replicated ‘N’ times to connect Computershare to multiple markets and liquidity pools

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Risks and opportunities

Interaction between a Distributed Ledger and the Share Register

› In our view, the share register and the ledger are highly complementary but serve different purposes.
› We do not believe a distributed ledger will be the “share register” for corporate law, privacy reasons or operational purposes.

. Note: The legal register of title is already “the single source of truth”

› We view the distributed ledger as a sophisticated transaction communications channel between different actors in the market system. Access rules and commercial dynamics determine who plays what roles for whom on the ledger.
› We believe there are sound and effective regulatory policy reasons why connecting the register to the distributed ledger will deliver a more effective regulatory outcome based on trusted service providers. It will also provide the best transition to a future state environment.
› We’re engaging with various parties on this issue, including ASX and SEC.

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Share Registry implications Registry responsibility continues

› Registers, share management and reporting
› Transfer processing, including for restricted securities
› Dividends and other Corporate Actions, e.g., splits, acquisitions & spin-offs
› Shareholder Communications and Proxy Voting
› Other innovative solutions:
Development of alternate settlement channels e.g. future state model (ref slide 14) connecting to deeply established exchange platforms and /or alternative trading platforms
Our team is also developing relevant ‘use cases’ to understand product and service benefit and will soon start to focus on what “cost out” opportunities blockchain may separately create (if any).

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Risks and opportunities: Specific Use Cases So where’s the opportunity for CPU?

We’re developing a range of Use Cases for commercial consideration, including:

Registry management for US market, but globally applicable.
Private Market Registry (Transfer Agency) for US market, progressively applicable in a range of Computershare core markets as regulators liberate capital raising mechanisms [crowdfunding]
Restricted Securities Market (includes Public Issued Securities) for large, existing market in US.
Registry to CSD interface to facilitate registry management, CSD interactions and dematerialization, globally applicable.
Development of an “on-register” expedited settlement module
Cross Listed securities, including fungibility of digital securities and exchangeability between digital and analogue securities quoted on different markets
Investor Communications and Proxy Voting, focus on UK/EU, but global applicable. Applicable to new market models and to existing market structures.
Other broader enterprise solutions

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Brief History of FinTech 1970s > 2016

Every decade a new technology changes financial services - 1970s SWIFT - 1980s Dematerialisation / CSDs - 1990s Real Time Gross Settlement Systems [RTGS] / Central Banks - 2000s C21st technology to front office, Chi-X, Algorithmic Trading, ICE - 2010s C21st technology to post-trade

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Strategic rationale for SETL

●We aim to do to the post-trade space what Chi-X did to front office trading
●Blockchain technology has the potential to completely transform settlement and post trade administration
●Three key elements to understand about our plan
○The benefits - why is this such a good idea for the market
○The technology - the essential elements for institutional finance
○The proposition - key elements for the success of SETL

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Benefits of SETL ?

●A simple, unified, t-instant, multi-currency settlement system using central bank

money to

  - ○Transfer Cash

  - ○Settle FX

  - ○Settle Securities and Derivatives Transactions

●A ‘Golden Record’ of financial asset ownership designed to replace multiple
complex and expensive intermediaries
●A way to de-risk the settlement and clearing process
●A way to free up significant bank capital
●A way to drive US$80 bn of costs out of the post-trade environment

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Proposition

●SETL is putting a proposition to the market which has a significant probability of success
○There is a track record in executing disruptive technology - a very particular skill in
- financial markets
○SETL has an understanding of financial markets borne of decades of experience and
- innovation
○SETL has a clear execution strategy based around a phased approach
○SETL can demonstrate technology working at real-world volumes
○The SETL team has the trust and confidence of the market

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SETL

Founded in 2015 after 24 months of pre-incorporation technical development
Key Executives all previously worked together at Flemings / JPMorgan
Board – Chairman Sir David Walker, Dame Rachel Lomax, Antony Jenkins, Ed Richards
Regulatory engagement: BoE, ECB, BIS, IOSCO, ESMA
Deep understanding that this is NOT solely about technology, it is really a project about regulation and adoption
Deep understanding that payments and collateral movements are the ‘core’ of all financial service offerings

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Technology

●To achieve these goals we needed permissioned technology that can work in the real-world of finance. In contrast to other blockchains, institutional finance needs:
○The ability for participants to be ultimately identified
○The ability to SETL real world currency and assets
○The ability to execute 1,000s of transactions per second
○The certainty that DvP and PvP can be executed
○The ability to interface with existing protocols and systems such as SWIFT
- and FIX

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Simplified Equity Process

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

Market
Investors Broker GCM Clearing Central Securities Custodians Sub-Custody Investors Registrar Issuer
Depositary
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Post trade environment is over-crowded with intermediaries

Phased Implementation

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

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Phase 1b
Generalised
Single sided REPO Double sided Non CSD Full CSD,
settlement of all
central bank central bank securities DvP Registrar service
major security
cash transfer cash (FX) with DvP
types
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SETL / Computershare

Computershare brings: neutrality, trust, client base, issuers, regulators, financial infrastructure, geographic coverage and ‘Final Mile’ contact
SETL brings: experience of delivering financial market disruption, robust financial grade Distributed Ledger Technology, deep Cryptographic and Info-security heritage, scalable business model
The project we will jointly explore allows all parties to play to their strengths - Computershare as a provider of node access, as a provider of wallet services, as a provider of regulatory cover. SETL as a provider of working technology, first mover advantage, unified systems
Together we plan to be able to offer to payments and financial services what the container has done for shipping and world trade.

“All the forces in the world are not so powerful as an idea whose time has come”

Victor Hugo

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Summary

› If blockchain technology is widely adopted across our markets:
The share registry function will endure
Computershare is well positioned for market evolution
› We are actively engaged in various blockchain initiatives.
We see opportunities, locally and globally

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Important notice

Forward-looking statements

› This announcement may include 'forward-looking statements'. Such statements can generally be identified by the use of words such as 'may', 'will', 'expect', 'intend', 'plan', 'estimate', 'anticipate', 'believe', 'continue', 'objectives', 'outlook', 'guidance' and similar expressions. Indications of plans, strategies, management objectives, sales and financial performance are also forward-looking statements.
› Such statements are not guarantees of future performance, and involve known and unknown risks, uncertainties and other factors, many of which are outside the control of Computershare. Actual results, performance or achievements may vary materially from any forward-looking statements. Readers are cautioned not to place undue reliance on forwardlooking statements, which are current only as at the date of this announcement.

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AI assistant

COMPUTERSHARE LIMITED. — Investor Presentation 2016

64696_rns_2016-04-27_686156a7-5ceb-4b24-83f1-40705531257d.pdf

Computershare Limited

MARKET ANNOUNCEMENT

For further information contact:

About Computershare Limited (CPU)

Welcome

Format for today

FY16 Guidance

Company overview

A leading global provider of administration services in our selected markets

Who we are

Our capabilities

Our strategy and model

Growth drivers

Computershare core principles

Update on current initiatives

Capital Markets Cooperative

UKAR

Capital Management

Key messages for today

US Loan Services

Registry and Technology

Key messages for today

Employee Share Plans

Blockchain

US LOAN SERVICES

US Mortgage Servicing Market

U.S. Mortgage Servicing Recap

Mortgage Servicing Key Terms

Addressing our strategic challenges

Impact of CMC

Strategic Challenge

US Mortgage Servicing Strategy

Why does CPU believe it can be successful in this industry?

Our Current Business

Revenue Drivers

Cost Drivers

CPU capital deployment in this business - MSRs

How does CPU manage its non-performing MSR capital requirements?

How does CPU manage its performing MSR capital requirements?

CPU capital deployment in this business - advances

Surplus capital once optimal size attained

The competitive landscape – Why we differ

Management of Risks

Key Execution Priorities

INVESTOR DAY – EMPLOYEE SHARE PLANS

Employee Share Plans

State of play

Employee Share Plans

Strong global position

Employee Share Plans

Competitor landscape

Global View

Strong globally | Strong regionally

Employee Share Plans

Comprehensive service suite across the world

Employee Share Plans

Local knowledge supporting complex global requirements

Employee Share Plans

Multiple revenue sources across the value chain

We can drive increased value from each part of our value chain

Employee Share Plans

Opportunities and challenges

Current conditions challenging but opportunities prevalent

Global Registry Strong global position

Global Registry

Registry maintenance revenue

Global Registry The registry market

Global view

We are the largest global registry

Europe View

North America View

China/HK View

Australia/New Zealand View

Strong globally | Strong regionally

Global Registry

Our services

Pre-IPO

COMPUTERSHARE LIMITED. Investor Presentation 2016

Web Chat IVR
Paper
Mobile
email Call Centre
SMS
Online
Reporting
Inbound
Transaction Processing
Processing
Outbound
Processing Company Index
Call Centre Operations Business
Analytics
ProcessingPayments Investor Index
Share
Registry
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Web Chat IVR
Paper
Mobile
email Call Centre
SMS
Online
Reporting
Inbound
Processing
Transaction
Processing
Outbound
Processing
Company
Index
Call Centre
Operations Business
Analytics
Payments
Processing Investor Index
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