SUNCORP GROUP LIMITED — Capital/Financing Update 2009

Nov 23, 2009

24 November 2009

SUNCORP MARKET UPDATE AND APS 330 DISCLOSURES

Suncorp-Metway Limited today released a brief market update and its APS 330 disclosures.

The presentation and APS 330 tables are attached.

There will be a teleconference hosted by Group Chief Executive Officer, Patrick Snowball, this morning at 10.00am AEDT / 9.00am AEST.

Teleconference details

Participants will be asked for their full name and conference ID when joining the call Australia: 1800 148 258 International: +61 2 8524 6650 Conference ID: 4218 8901

ENDS

For more information please contact:

Analysts / investor contact: Mark Ley +61 (0)7 3835 5639 / +61 (0)411 139 134

Media contact: Jamin Smith +61 (0)409 170 035 Ron Burke +61 (0)419 334 452

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Suncorp Market Update (including APS 330) 24 November 2009

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Agenda
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1. CEO Update – Phase 1 ‘ getting to know the business’ 1 September – 28 October E x ens ve consu t i lt a ti on Review findings consolidated

2. 2 . Bank core & non core update Strong core regional bank Non-core within expectations

3. CEO Update – Phase 2 ‘ strategic building blocks’ 29 October – 24 February Business model agreed and adopted Key appointments finalised GI restructure underway Key projects launched

4. Business lines update

5. Questions

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Phase 1: Incoming Group CEO review
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September 1 – October 28

“Getting to know the business”

Internal Stakeholder Consultation Suncorp Board Joint venture partners Executive teams and Suncorp employees across all levels and business locations including Brisbane, Sydney, Melbourne and Auckland

External Stakeholder Consultation

Regulators – APRA, ACCC, RBA, State and Federal Governments, Rating Agencies, Institutional investors, analysts and retail shareholders , Customers and consumers

Objective feedback

Fast tracked review assisted by UK experts with operational expertise in Banking, I, People, Actuarial and Technology G

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Phase 1: Findings
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• The underlying business is sound

• There are no transformational needs

• We have great people

• But there has been an imbalance between specialists and generalists

• We need to improve our long-term financial planning

• Crisis management has understandably created a short term focus

• Integration met financial targets

• But further benefits are available

• The organisation is overly complex – a legacy of multiple acquisitions.

• M u lti p e l GI sys ems an t d v ews on pr c ng, mu i i i lti p e emp oy ng en l l i titi es, mu lti p e nanc a l fi i l systems

• Business Technology is a real asset

• A modern inventory of systems and on-the-shelf technology is available for deployment

• Multibrand is the right strategy

• We can out-com p ete lar g e incumbent and smaller new market entrants but the g rou p currently lacks a number of essential tools required to optimise this strategy

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Phase 1: The Bank was a key focus of the review
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The Bank review covered:

• The strategy: Is the core/non core split correct?

• Execution capability: Do we have the right people capability to drive the core franchise and run-off non-core?

• Franchise strength: Is the franchise robust enough to support the strategy and withstand a step-change in the competitive environment?

• Regulatory and Government responses: How do we respond to possible short and medium term policy responses - particularly competition law, prescribed ca ital re uirements and li uidit olicies? p q q y p

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5
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Phase 1: Bank review findings
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• The de-risking strategy is sound

• The team is on top of the core/non-core split.

• The Bank’s funding position is secure

• While continued vigilance is necessary, absent any major external shocks, the non-core should run-off in an orderly manner.

• The Bank franchise has held up well

• There are significant reserves of support, particularly in Queensland, but continued speculation about Bank sale has the potential to threaten our strategy.

• A unique competitive opportunity will emerge

• As conditions stabilise retail customers will increasingly look to the non-major

• alternatives. As the largest and highest rated, non major Suncorp is best placed to meet this need.

• Funding markets are stabilising

– Reliance on the Government guarantee will reduce and spreads will contract although not to pre-crisis levels.

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6
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Agenda
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1. CEO Update – Phase 1 ‘ getting to know the business’ 1 September – 28 October � E x ens ve consu t i lt a ti on

2. Review findings consolidated

3. 2 . Bank core & non core update Strong core regional bank Non-core within expectations

4. CEO Update – Phase 2 ‘ strategic building blocks’ 29 October – 24 February Business model agreed and adopted Key appointments finalised GI restructure underway Key projects launched

5. Business lines update

6. Questions

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Bank strategic positioning
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• Elimination of funding risk, lengthened balance sheet and higher levels of liquidity in place for both core and non-core

• Separate core and non-core operations, management teams

• Appropriate capital levels to support both businesses

Core

Non-core

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Focus

• Capitalise on market opportunity

• Customer service focus

• Manage lending to deposit growth

• Streamline and simplify

• Stick to what we do best

Focus

• Orderly run off of assets

• Opportunities for disposals

• Management of non performing accounts

• Cost extraction

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Core bank opportunity
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Banking national customer satisfaction, September 2009

Banking national share of wallet, September 2009

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83.3%
57.6%
75.1% 75.1% 74 . 4% 74 . 3% 74 . 0% 72.3% 71 . 4% 68.0% 56.2% 56.2% 55 . 4% 52.3% 52.1% 51.4% 49.1%
40.8%
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6 month moving average Source: Roy Morgan Research Pty Ltd

12 month moving average Source: Roy Morgan Research Pty Ltd

Bank re-brand

Opportunity

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• Regional consolidation has opened up new oppor un t iti es

• Strong customer satisfaction will be a key differentiator

• Refreshed brand is resonating with consumers

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Core bank: deposits and lending assets
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Retail deposits (A$b) and deposit to loan ratio (%)

Total deposits growth, September 2009

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57.1% 61.3% 60.1% 64.1% 66.0%
23.4 23.6 24.2
21.8 2.8 22.92.1 2.2 2.2
3.2
20.6 20.8 21.4 22.0
18.6
Sep-08 Dec-08 Mar-09 Jun-09 Sep-09
Personal and business customers Retail treasury customers
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1.64%
1 Mth
0.95%
2.35%
3 Mths
1.90%
3.33%
6 Mths
3.33%
14.38%
12 Mths
14.11%
SUN APRA System
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Core lending assets, A$b

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36.8 36.8
3.6 3.5
4.3 4.3 Agribusiness
0 . 6 0 . 6
Commercial
(SME)
Consumer
28.3 28.4
Housing
Jun-09 Sep-09
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Summary

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• Progressing well towards target upper end of 60-70% deposit to loan mix

• Deposit growth ahead of system

• Lending continues to be carefully managed to deposits and is focused on direct channel

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Core bank: credit quality
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Total retail arrears (past 90 days due)

Core GNPL trends, $m

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0.63%
312 249
174
0.39% 0.39%
0.26%
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145 153
108
Mar 09 Jun 09 Sep 09
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Impaired assets > 90 days

Bad and doubtful debt expense	Bad and doubtful debt expense	Bad and doubtful debt expense
	Jun 09 Qtr	Sep 09 Qtr
Collective provision charge	$2m	($1m)
Specific provision charge	$10m	$4m
Actual net write-offs	$6m	$6m
Impairment loss	$18m	$9m
Impairment charge to credit RWA	38 bp	18 bp

Summary

• C re di t qua li ty o core port o f f li o rema ns strong, w t i i h no credit cards and limited unsecured lending

• Retail arrears at same level as June 2008 and improving

• Lower arrears in Commercial/SME and Agribusiness

• Positive trends reflected in lower bad and doubtful debt charge

• Coverage of credit provisions and reserves remains in excess of 100% of impaired assets

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Non-core bank: assets
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Summary

• Run off of $ 0.9bn ahead of forecast b y $ 0.4bn durin g the q uarter.

• Total facility limits have been reduced by over $1.4bn

• Seeing positive signs in the market regarding opportunities for divestment

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Non-core assets, $b Forecast run-off, $b
17 5.
16.6
1.5 Actual run-off ahead
1.3
of forecast by $0.4bn
$20bn
Expected
$18bn
6 . 6
6 . 2 Actual
$16bn
$14bn
$12bn
$10bn
6.1 6.0
$8bn
$6bn
$4bn
3.3 3.1
$2bn
-
Jun-09 Sep-09 Jun-09 Dec-09 Jun-10 Dec-10 Jun-11 Dec-11 Jun-12 Dec-12 Jun-13 Dec-13 Jun-14
Structured finance Lease Finance
Property Investment Development Finance
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Note: June 09 restated with $1.5bn Commercial (SME) appropriately reallocated to Property Investment and Corporate.

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Non-core bank: credit quality
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Non-core GNPL trends, $b

Impaired asset movements, $m

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0.3
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0.2
0.2
1 . 6
1.3
1.1
Mar 09 Jun 09 Sep 09
Impaired assets > 90 days
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Non-core < 90 day arrears – not impaired, $b
2.06%
1 . 04%
0.86%
0.36
0.17
0.15
Mar-09 Jun-09 Sep-09
< 90 Days % of Gross Loans
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1 x Corporate 3 x Property 1 , 599
developers 412 (8)
1 , 330
(135)
Jun-09 BBI Single Name Other Sep-09
exposures
Summary
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• Continuing to see improvement in arrears levels and limited new watchlist accounts

• Impaired assets increased with four new single name exposures totalling $412m transferred from watchlist

• Si g ns that macro conditions im p rovin g but remain cautious

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Non-core bank: bad and doubtful debts expense
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	Jun 09 Qtr Sep 09 Qtr Collective rovision chare ($5m) $7m	Jun 09 Qtr Sep 09 Qtr Collective rovision chare ($5m) $7m	Jun 09 Qtr Sep 09 Qtr Collective rovision chare ($5m) $7m	Jun 09 Qtr Sep 09 Qtr Collective rovision chare ($5m) $7m
		Jun 09 Qtr	Sep 09 Qtr
	Collective rovision chare	($5m)	$7m
	p g
	Specific provision charge - BBI write-off -Sinle name imaired assets	$183m	($98m) $89m
	g p - Other movements		$16m
	Actual net write-offs (including BBI write-off )	$22m	$112m
	Impairment loss	$200m	$126m

• Bad and doubtful debt charge in line with expectations

• • Stable collective p rovision with reducin g arrears and no si g nificant new watch list accounts

• Sep 09 Quarter • Sale of BBI syndicated loan to third party realised reduction in specific Adapt

• Summary provision and crystallised write off

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14
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Non-core bank: impairment coverage
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Provision, $m
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New 380
methodology 190
228 235
233
435 426
265
Mar-09 Jun-09 Sep-09
Specific provision
Collective p rovision
Equity Reserve for Credit Loss Coverage
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Summary

• Provisioning levels were flat quarter on quarter but were impacted by churn in impaired assets

• Reductions in provisions to impaired assets coverage with the disposal of syndicated Babcock & Brown International facility offset by increase in ERCL

• New ERCL methodology reinforces strong credit loss coverage

Provision coverage to impaired assets, %

Provisions to Gross Loans, Adv and Other Rec, bps

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New
methodology 14%
24%
17%
21% 15%
33%
27%
23%
Mar-09 Jun-09 Sep-09
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Specific provision Collective Provision Equity Reserve for Credit Loss Coverage

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228
New
methodology 108
130 141
138
248 255
157
Mar-09 Jun-09 Sep-09
Specific provision
Collective Provision
Equity Reserve for Credit Loss Coverage 15
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Non-core bank: funding
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Funding composition at 30 September 2009

Summary

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40%
49%
Liquid Assets
Lending
Short - term wholesale
103%
100% Long-term wholesale
Other
6%
Loans/Liquids Funding
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• Since 1 July, we have raised $2.9 billion in long-term funding including a $500m+ unguaranteed transaction

• Long-term wholesale funding represents 103% of lending

• Non-core funding almost entirely derisked

Non-core portfolio: funding maturity profile (2009 – 2016)

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4,000
3,000
2,000
1 , 000
A$m
0
-1,000
-2,000
-3,000
-4,000
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Non-core loan portfolio run down Long-term funding Liquid Assets funded by LT wholesale Cumulative funding position

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Bank capital
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Movement in risk weighted assets ($bn)

ACE

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0.2 0.5
(1.4)
41.6 0.6 0.1 41.6
Bank Capital Adequacy
12.77 13.10
10.84 10.44 10.67
Dec-07 Jun-08 Dec-08 Jun-09 Sep-09
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6.25 6.20
5.45
4.95
3 97.
Dec-07 Jun-08 Dec-08 Jun-09 Sep-09
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Tier 1 Capital
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11.31 11.28
8.83
8 04.
7 69.
Dec-07 Jun-08 Dec-08 Jun-09 Sep-09
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Agenda
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1. CEO Update – Phase 1 ‘ getting to know the business’ 1 September – 28 October � E x ens ve consu t i lt a ti on

2. Review findings consolidated

- 2 . Bank core & non core update

• Strong core regional bank

• Non-core within expectations

• CEO Update – Phase 2 ‘ strategic building blocks’ 29 October – 24 February Business model agreed and adopted Key appointments finalised GI restructure underway Key projects launched

• Business lines update

• Questions

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Business model and group structure
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A lean, strong corporate

Five operating divisions

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Personal Commercial
Vero NZ Suncorp Bank Suncorp Life
Insurance Insurance
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Group shared serv cesi

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General Insurance Business Model Changes
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Core Design Principles

• Clearer positioning of our core general insurance functions (product, pricing & underwriting, distribution, claims and support)

• Improved customer value propositions through shared best practice and optimising our complimentary brands, channels and products

• Greater alignment between the Personal and Commercial Insurance business models

• Leverage scale, further streamlining operations, reducing complexity and removing duplication and driving towards common technology platforms

Personal Insurance Model

Commercial Insurance Model

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Personal Insurance Distribution Commercial Insurance Distribution
Retail Distribution Niche Markets Intermediated Distribution Direct Distribution
Commercial Insurance Portfolio & Underwriting
Customer Product & Pricing Commercial Portfolio & Statutory Portfolio &
Underwriting Underwriting
Commercial Insurance Claims
Personal Insurance Claims
Commercial Claims Statutory Claims
Personal Insurance CFO Commercial Insurance CFO
Personal Insurance Enablers – Technology, HR Commercial Insurance Enablers – Technology, HR
20
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Executive management team
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Patrick Snowball
Group CEO
Mark Anthony David Geoff Jeff Scott
Roger TBA TBA
Milliner Day Foster Summerhayes Smith Alomes
Bell
CEO Chief Chief
CEO CEO CEO GE GE
CEO Financial Risk
Personal Commercial Vero NZ Suncorp Suncorp Business Human Officer Officer
Insurance Insurance Bank Life Technology Resources
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Internal appointments

Confirmed in roles

External appointments

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21
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Strategic building blocks
A single view of…
People Customers Processes Financials
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A single and One view of A single A consistent and consistent view customers claims, policy flexible approach of our employees across our and pricing to our financial businesses s y stem across management General systems Insurance

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Key projects underway - further update February 2010
22
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Agenda
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1. CEO Update – Phase 1 ‘ getting to know the business’ 1 September – 28 October

2. E x ens ve consu t i lt a ti on

3. Review findings consolidated

- 2 . Bank core & non core update

• Strong core regional bank

• Non-core well managed / within expectations

• CEO Update – Phase 2 ‘ strategic building blocks’ 29 October – 24 February

• Business model agreed and adopted

• Key appointments finalised

• GI restructure underway

• Key projects launched

• Business lines update

• Questions

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General Insurance
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•

Premium Income

• Solid aggregate GWP growth offset to some degree by exiting unprofitable lines that contributed $110 million to GWP in the 1H09 result .

• Claims expense

• O pera ti ng con diti ons ave een avoura h b f bl e w ith na ura t l h azar d c a ms marg na l i i ll y behind our expectations. Attritional losses also favourable.

• Reserve releases likely to be below previous periods which benefited from reserving assumptions adjustments due to favourable experience and the reduction in wage inflation

• Investment income

• Credit spreads have narrowed year to date providing mark to market gains

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Solid start assisted by generally favourable weather and stable credit markets

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Suncorp Bank
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• Core

• Continued focus on de osit atherin p g g

• Margins are likely to be stable

• Asset quality remains pristine given global economic conditions

• Non-core

• Funding has been de risked

• Margins have reduced

• Bad debt profile has stabilised but continues to be impacted by weakness in t t l d i l

• corpora e proper y va ues an s ng e name exposures

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Profit impacted by increased funding costs and bad debt cycle

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Suncorp Life
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• Life Risk

• Operating in a growing life risk market

• Pressure on lapse rates and disability claims , with negative experience compared to last year

• Funds Management

• Flat year-on-year investment sales

• Planned profit is reduced in 09/10 due to flow on effects of the GFC on the participating book

• Market adjustments

• Favourable YTD, but continues to be volatile

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Volatile investment markets will continue to impact profitability

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Agenda
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1. CEO Update – Phase 1 ‘ getting to know the business’ 1 September – 28 October

2. E x ens ve consu t i lt a ti on

3. Review findings consolidated

- 2 . Bank core & non core update

• Strong core regional bank

• Non-core within expectations

• CEO Update – Phase 2 ‘ strategic building blocks’ 29 October – 24 February

• Business model agreed and adopted

• Key appointments finalised

• GI restructure underway

• Key projects launched

• Business lines update

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1. Questions

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Disclaimer
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This report contains general information which is current as at 24 November 2009. It is information given in summary form and does not purport to be complete.

It is not a recommendation or advice in relation to Suncorp-Metway Limited or any product or service offered by the Suncorp Group. 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 report should be read in conjunction with all other information concerning Suncorp-Metway Li m it e d fil e d w ith th e us ra A t li an ecur S iti es xc E h ange.

The information in this report is for general information only. To the extent that the information may constitute forward-looking statements, the information reflects Suncorp’s intent, belief or current expectations with respect to our business and operations ,market conditions, results of operations and financial condition, capital adequacy, specific provisions and risk management practices at the date of this report. Such forward-looking statements are not guarantees of future performance and involve known and unknown risks and uncertainties , many of which are beyond Suncorp’s control, which may cause actual results to differ materially from those expressed or implied. Suncorp undertakes no obligation to update any forward-looking statement to reflect events or circumstances after the date of this report (subject to stock exc h di l i . ange sc osure requ rements )

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Questions?

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Provision for impairment

Provision for impairment	As at Sep‐09				As at Jun‐09
	Core	Non‐Core	Total	Core	Non‐Core	Total
	$M	$M	$M	$M	$M	$M
Collective Provision
Balance at the beginning of the period	54	228	282	52	233	285
Charge against contribution to profit for the quarter	(1)	7	6	2	(5)	(3)
Balance at the end of the period	53	235	288	54	228	282
Specific provision
Balance at the beginning of the period	42	435	477	35	265	300
Charge against impairment losses	4	7	11	10	183	193
Charge against interest income for the quarter	(1)	(17)	(18)	(3)	(13)	(16)
Balance at the end of the period	45	425	470	42	435	477
Total provision for impairment	98	660	758	96	663	759
Equity reserve for credit loss
Balance at the beginning of the period	62	133	195	33	‐	33
Transfer to/from retained earnings for the quarter	(11)	133	122	29	133	162
Balance at the end of the period	51	266	317	62	133	195
Pre‐tax equivalent coverage	73	380	453	89	190	279
Total provision for impairment and equity reserve for credit loss coverage	171	1,040	1,211	185	853	1,038
Provision for impairment expressed as a percentage of gross impaired assets are as follows:	%	%	%	%	%	%
Collective Provision	34.7	14.7	16.4	37.2	17.1	19.1
Specific Provision	29.4	26.6	26.8	29.0	32.7	32.4
Total Provision	64.2	41.3	43.3	66.2	49.9	51.5
Equity reserve for credit loss coverage	47.7	23.8	25.8	61.4	14.3	18.9
Total provision and equity reserve for credit loss coverage	111.9	65.1	69.1	127.6	64.2	70.4
Impaired Assets	As at Sep‐09				As at Jun‐09
	Core	Non‐Core	Total	Core	Non‐Core	Total
	$M	$M	$M	$M	$M	$M
Gross balances of individually impaired loans	153	1,599	1,752	145	1,329	1,474
Specific provision for impairment	(45)	(425)	(470)	(42)	(435)	(477)
Net individually impaired loans	108	1,174	1,282	103	894	997
Past due loans not shown as impaired assets	174	293	467	249	200	449
Gross non performing loans	327	1,892	2,219	394	1,529	1,923
	%	%	%	%	%	%
Gross individually impaired assests as a percentage of gross loans	0.42	9.61	3.28	0.38	7.58	2.66
Gross non performing loans as a percentage of gross loans	0.89	11.37	4.15	1.04	8.72	3.47
Gross individually impaired assets as a percentage of impairment provisions and ERCL coverage	89.39	153.73	144.65	78.38	155.80	142.00
Impairment provisions and ERCL coverage as a percentage of credit risk weighted assets	0.84	5.82	3.17	0.98	4.41	2.71
Impairment losses on loans and advances	Quarter ended Sep‐09			Quarter ended Jun‐09
	Core	Non‐Core	Total	Core	Non‐Core	Total
	$M	$M	$M	$M	$M	$M
Collective provision for impairment	(1)	7	6	2	(5)	(3)
Specific provision for impairment	4	7	11	10	183	193
Actual net write offs	6	112	118	6	22	28
Total	9	126	135	18	200	218
	%	%	%	%	%	%
Impairment charge to credit RWA (annualised)	0.18	2.82	1.41	0.38	4.14	2.28

SUNCORP-METWAY LTD

APS 330 DISCLOSURE : TABLE 16 CAPITAL ADEQUACY 30 SEPTEMBER 2009

Risk Weighted Balance 30-Sep-09 $m 38 2 830 20 10,349 2,705 1,444 20,362 615 36,365 162 1,107 11 1,437 142 157 291 432 1,870 38,235 555 2,861 41,650 % 11.277% 13 099% .

On-Balance Sheet Risk Weighted Assets Cash items Claims on Australian and foreign governments Claims on central banks, international banking agencies, regional development banks, ADIs and overseas banks Claims on securitisation exposures Claims secured against eligible residential mortgages Past due claims Other retail assets Corporate Other assets and claims Total Banking assets Off balance sheet positions Guarantees entered into in the normal course of Business Commitments to provide loans and advances Capital commitments Foreign exchange contracts Interest rate contracts Securitisation exposures Total off balance sheet positions Total Credit Risk capital charge Market risk capital charge Operational risk capital charge Total risk weighted assets Risk weighted capital ratios Tier 1 Total risk weighted capital ratios

SUNCORP-METWAY LTD

APS 330 DISCLOSURE : TABLE 17 CREDIT RISK

Table 17A: CREDIT RISK BY GROSS CREDIT EXPOSURE - OUTSTANDING AS AT 30 SEP 09

30-Sep-09	Receivables due from other banks Trading securities Investment securities Loans, advances and other receivables Credit commitments Derivative instruments $m $m $m $m $m $m	Total Credit Risk $m	Impaired assets Past Due not Impaired < 90days Past Due not Impaired > 90days Total not past due or impaired Specific Provisions $m $m $m $m
Agribusiness Construction and development Financial services Hospitality Manufacturing Professional services Property investment Real estate - Mortgage Personal Government and public authorities Other commercial and industrial Total gross credit risk Eligible securitised loans Total including eligible securitised loans Impairment provision TOTAL	- - - 3,392 21 - - - - 6,350 174 - 192 6,888 3,548 2,658 157 1,225 - - - 1,624 - - - - - 865 - - - - - 589 - - - - - 6,710 - - - - - 25,434 1,132 - - - - 594 - - - - - 7 - - - - - 4,006 472 -	3,413 6,524 14,668 1,624 865 589 6,710 26,566 594 7 4,478	197 19 27 3,170 65 1,059 142 237 5,087 250 0 1 1 14,665 - 116 8 7 1,493 15 19 6 10 830 10 8 7 5 569 3 264 21 15 6,410 95 29 877 109 25,550 13 - 20 2 572 - - - - 7 - 60 99 53 4,265 19
	192 6,888 3,548 52,229 1,956 1,225 - - - 3,097 - -	66,037 3,097	1,752 1,200 466 62,619 470 3,097
	192 6,888 3,548 55,326 1,956 1,225	69,135 (758)	1,752 1,200 466 65,716 470 (470) - (213) (75)
		68,377	1,282 1,200 254 65,641 470

Table 17A: CREDIT RISK BY GROSS CREDIT EXPOSURE - AVERAGE GROSS EXPOSURE OVER PERIOD - 01 JUL 09 to 30 SEP 09

30-Sep-09	Receivables due from other banks Trading securities Investment securities Loans, advances and other receivables Credit commitments Derivative instruments $m $m $m $m $m $m	Total Credit Risk $m	Impaired assets Past Due not Impaired < 90days Past Due not Impaired > 90days Total not past due or impaired Specific Provisions $m $m $m $m
Agribusiness Construction and development Financial services Hospitality Manufacturing Professional services Property investment Real estate - Mortgage Personal Government and public authorities Other commercial and industrial Total gross credit risk Eligible securitised loans Total including eligible securitised loans Impairment provision TOTAL	- - - 3,464 20 - - - - 6,463 220 - 155 6,791 3,740 2,368 181 1,142 - - - 1,683 - - - - - 885 - - - - - 622 - - - - - 7,067 - - - - - 24,564 1,093 - - - - 602 - - - - - 8 - - - - - 3,695 622 -	3,483 6,683 14,377 1,683 885 622 7,067 25,657 602 8 4,317	135 16 31 3,300 39 931 217 193 5,342 237 0 0 1 14,375 - 95 31 17 1,540 14 20 9 6 849 9 76 9 5 532 59 266 19 19 6,762 82 30 934 134 24,560 11 - 20 4 578 - - - - 8 - 59 89 48 4,121 22
	155 6,791 3,740 51,419 2,135 1,142 - - - 3,933 - -	65,382 3,933	1,613 1,344 458 61,968 474 3,933
	155 6,791 3,740 55,352 2,135 1,142	69,315 (758)	1,613 1,344 458 65,901 474 (474) - (210) (75)
		68,557	1,139 1,344 248 65,826 474

Table 17B: CREDIT RISK BY PORTFOLIO

30-Sep-09	Gross Credit Risk Exposure Average Gross Exposure Impaired assets Past Due not Impaired < 90days Past Due not Impaired > 90days Specific Provisions Charges for Specific Provisions & Write offs $m $m $m $m $m $m
Claims secured against eligible residential mortgages Other retail Financial services Government and public authorities Corporate and other claims	26,566 25,657 29 877 109 13 2 594 602 - 20 2 - 4 14,668 14,377 0 1 1 - - 7 8 - - - - - 24,203 24,738 1,722 302 354 457 123
Total	66,037 65,382 1,752 1,200 466 470 129

Table 17C: GENERAL RESERVES FOR CREDIT LOSSES

30-Sep-09	$m
Collective provision for impairment		288
FITB relating to collective provision		-87
Equityreserve for credit losses		317
General Reserve for Credit losses		518