TELSTRA GROUP LIMITED - Investor Presentation 2013

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23 October 2013

The Manager

Company Announcements Office Australian Securities Exchange 4[th] Floor, 20 Bridge Street SYDNEY NSW 2000

Office of the Company Secretary

Level 41 242 Exhibition Street MELBOURNE VIC 3000 AUSTRALIA

General Enquiries 08 8308 1721 Facsimile 03 9632 3215

ELECTRONIC LODGEMENT

Dear Sir or Madam

Investor Day – Media Release and Slide Presentations

In accordance with the Listing Rules, I attach a copy of a media release and the presentations to be delivered at Telstra’s Investor Day, for release to the market.

Yours faithfully

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Damien Coleman Company Secretary

Telstra Corporation Limited ACN 051 775 556 ABN 33 051 775 556

MEDIA RELEASE

23 October 2013

TELSTRA REFINES STRATEGY, REALIGNS KEY BUSINESS UNITS

Telstra today announced a refined long term strategy supported by business unit changes aligning senior leaders to growth opportunities in Australia and overseas.

Telstra CEO David Thodey said the realignment would ensure Telstra focused on the critical areas of customer service excellence, core revenue and growth.

Speaking at a Telstra investor day in Sydney, Mr Thodey said Telstra must continue to focus on its core Australian business while exploring new opportunities domestically and internationally, particularly across the Asia region.

Telstra’s strategy now has three pillars evolving from the previous four pillars –

Improve customer advocacy;
Drive value from the core; and
Build new growth businesses.

“Our strategy is simpler and more impactful. It makes our ambitions clearer and shows where shareholders can expect us to continue building value,” Mr Thodey said.

“We must serve our global customers at international scale, leveraging our expertise into Asia and other regions, while seeking to deliver outstanding customer service every day in every home, street and business around Australia.

“This strategy provides greater organisational clarity around our growth portfolios. New businesses such as global applications and platforms, cloud solutions and e-health were not opportunities three years ago and can play important roles as we head towards 2020 and beyond.”

The investor day reviewed Telstra’s performance in key growth areas such as Network Applications and Services, mobile network expansion, digital media and global applications and ventures. Full presentation materials are available at http://www.telstra.com.au/abouttelstra/investor/

Telstra strategy refinements

Telstra’s three-pillar strategy simplifies the previous strategic framework developed in 2010, reflecting the company’s evolution in its customer-focused journey and identification of new opportunities.

Improving customer advocacy reflects progress from customer satisfaction and retention and is a stand-alone proposition across the company. There are four major sub-pillars: Telstra’s use of the Net Promoter System, product differentiation, process improvement focus and creating a uniquely positive customer service experience.
Driving value from the core concentrates on customer and revenue growth, network superiority and driving productivity through simplifying the business. This pillar has four key focus areas in 2013-14: mobiles, fixed broadband, transitioning Sensis to a digital business and broader productivity improvements through simplification plans.
Building new growth business is centred on network services, Asian expansion, e-health and longer term growth opportunities such as digital media and global applications and platforms. These will change over time while the focus on growth opportunities remains constant.

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www.youtube.com/telstracorp

Telstra’s capital management framework, announced by the company in 2012, remains unchanged. The framework guides management decisions according to a set of criteria and provides transparency for shareholders.

Telstra portfolio changes

Following Telstra’s new strategic pillars, key portfolio changes in the business include –

Global Enterprise and Services: Brendon Riley appointed Group Executive of a new $5 billion revenue business unit operating as a global scale, industry-based services and solutions business. Riley’s responsibilities will include Network Application Services worldwide, Global Applications and Platforms, a new cloud division, Telstra Ventures, Telstra Enterprise and Government and Defence. The unit reflects rapid growth in key portfolio areas and the global market in which these services are provided.
Telstra Operations: Kate McKenzie appointed Chief Operations Officer, now including the Chief Technology Office and innovation portfolios to better integrate technology development and implementation. The function’s leadership was reorganised in an operational review earlier this year. Telstra Operations will lead Telstra’s ongoing technical excellence across fixed and mobile networks; and
Telstra Retail: Gordon Ballantyne appointed Group Executive bringing together key retail-facing segments including Telstra Consumer and Telstra Business, products, National Broadband Network product, sales and marketing, Telstra Country Wide and the Chief Marketing Office. Ballantyne will also have responsibility for growth through the new e-health division. He will have key aspects of Customer Sales & Service and Innovation, Products & Marketing portfolios.

Chief Financial Officer Andrew Penn will work with Mr Thodey and Telstra International Group President and Group Executive Tim Chen to enhance Telstra’s Asia strategy, drawing on Mr Penn’s extensive experience across Asia Pacific markets. Group Executive Corporate Affairs Tony Warren will again lead Telstra’s negotiations with the Federal Government on the National Broadband Network. All portfolio changes will be effective Monday 28 October.

Other CEO leadership team members reporting to Mr Thodey remain unchanged: Rick Ellis , Group Executive Telstra Media Group; Tracey Gavegan , Group Executive Human Resources; Stuart Lee , Group Executive Telstra Wholesale; Carmel Mulhern , Group General Counsel; and Robert Nason , Group Executive Business Support and Improvement.

“These changes make sense because they reflect our business needs and the exciting and rapidly moving environment around us,” Mr Thodey said.

“Structure follows strategy so we have asked some of our most senior leaders to take on new or expanded opportunities to ensure we deliver on these promises. Each executive has considerable experience inside the industry as well as other industry sectors or global markets.”

Media contacts: Jason Laird 0488 126823, Nicole McKechnie 0429 004617 Email: [email protected] www.telstra.com.au/abouttelstra/media-centre/

Reference: 249/2013

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www.youtube.com/telstracorp

CEO SPEECH NOTES TELSTRA INVESTOR DAY 23 OCTOBER 2013

SLIDE 1: OPENING SLIDE

• ... Good morning and welcome

• The purpose of today is to:

Update you on our strategy ;
Hear from senior management about how we will execute this strategy; and
Give you an opportunity to ask questions .
I recognise you may have questions about the National Broadband Network and what impact the change of Government policy will have. As you know, NBN Co has just begun a 60 day strategic review so there is very little we can add at this time.
However, Kate McKenzie (Group Executive Director Telstra Innovation Products and Marketing) and Tony Warren (Group Managing Director of Corporate Affairs) will talk briefly on the NBN later this morning and you will have a chance to ask questions then.

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SLIDE 2: MAJOR INDUSTRY TRENDS

Increasingly , smart technology is at the forefront of everything we do.
Think of the smart home; smart workplaces; smart transportation; smart education; smart health; smart cities; smart states etc.
This presents tremendous new opportunities for our

industry.

This morning I want to highlight some of the major
trends shaping the way we think about our business:
Exponential Growth in Connectivity: We are driving
- to a world where everything will be connected, wherever you are and whenever you want to be connected. This will require different network design and configurations... and different business models.
Demand for bandwidth: The growth in connected devices and use of the network is driving an
- extraordinary increase in demand for bandwidth, across fixed and mobile networks (e.g. entertainment;

equipment monitoring and maintenance; environmental controls etc). This is driving a new age of innovation. Telcos must remain ahead of this demand curve but what a wonderful industry to be in with such demand.

Consumer behaviour is changing and expectations are increasing: Consumers are more informed, more

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demanding and less patient than at any other time. Not only are they more informed about the products and services they require, they have higher expectations about the services they receive. We must continue to improve our service and products.

4. Smarter networks and improved user interfaces:

The intelligence that now exists in networks has improved functionality. New generation human to machine interfaces like Suri and Google Now allow technology to be used more simply and by more people. Machine intelligence, gesture recognition and new user interfaces mean millions of people are able to participate in this digital revolution.

5. New network dependent, innovative applications

continue to grow very quickly : There are now billions of mobile and fixed network applications available around the world and an innovative software industry has been born. Each one of these applications is dependent on the network and is both driving network usage and creating new opportunities.
Data Analytics: To deliver the type of experience customers are demanding requires the analysis of vast amounts of data. Data analytics have always been a part of our world. Our ability to use this data to improve the customer experience is an essential part of our future.

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The last trend I want to mention is that of the Asian century . The Asian region presents a huge market opportunity with its growing middle class; rapid urbanisation; and unprecedented economic growth. Half of the world’s internet users live in Asia, and their influence in the online world is only set to grow.
These trends place telecommunications companies at the heart of a societal and economic change taking place around the world — we must capitalise upon this opportunity as we can create tremendous value for our customers.

SLIDE 3: THREE CRITICAL TECHNOLGIES FOR TELSTRA

There are three technological changes that are critical for our future:
The Mobile Internet is enabling a new generation of applications and solutions which in turn is enabling individuals, businesses, governments, industries and societies in ways we could never have imagined. This rate of technological innovation will only accelerate.
Cloud solutions (the use of computer hardware and software resources delivered over a network or the Internet) are becoming an essential part of business. There are already over two billion global users of cloud based email services like Gmail, Yahoo! and

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Hotmail. This is now extending to business critical applications. The rate of innovation in building seamless end-to end solutions to meet business needs is accelerating.

The third technology is what we call “the internet
of things” (also known as the Industrial Internet or Machine to Machine) where everything

communicates. This is growing rapidly – and goes beyond phones and devices connected to the

internet. These changes are happening now (for example, in e-health, smart meters, vehicle tracking) and will drive a fundamental change in our

landscape. As you will hear today, we recently past the one million mark for our Machine to Machine services.

I believe Telstra is well placed to leverage its strengths and be a serious competitor in each of these areas.
You will hear more about these opportunities throughout the course of the day. With that in mind let me now turn to our strategy.

SLIDE 4: OUR STRATEGY HAS SERVED US WELL

Since 2010 we have been focused on four strategic

priorities :

`o` Improving customer satisfaction;

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`o` Retaining and growing our customer numbers;

`o` Simplifying the business; and

`o` Building new growth businesses.

As our results demonstrate, these priorities have served

us well:

  - For the past three years, we have delivered **top line growth.**

  - We continue to **hold operating costs** , having delivered around $2.7B in productivity benefits over the past three years.

  - Last financial year our **earnings per share** grew 12%.

  - Our efforts have translated into **strong shareholder returns.**

Telstra is a great Australian telecommunications
company, focused on enabling our customers to utilise network connectivity to improve their quality of life, enhance business productivity and enable industries and governments to achieve their ambitions. We are focused on providing connectivity to enable new capabilities. We will progressively expand these capabilities through Asia.

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SLIDE 5: WE HAVE REFRESHED OUR STRATEGY

We regularly review our long-term strategy with a view to ensuring we have the right focus on how to deliver long-term value.
As a result, we have made some subtle but important changes to our strategic priorities which we think better reflect the way we think about managing and growing our business.
Our refreshed strategy is centred around three

priorities :

`o` Improving customer advocacy;

`o` Driving value from the core business; and

`o` Building new growth businesses.

Today we are going to explore each of those priorities.
You will notice a shift in emphasis but the foundations
.
of our strategic framework remain strong

SLIDE 6: IMPROVING CUSTOMER ADVOCACY

We are moving from a focus on satisfying our customers to driving customer advocacy . Why? The evidence suggests that turning customers into advocates translates into shareholder value.
Let me explain this. Advocates :

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`o` Buy more;

`o` Churn less;

`o` Recommend more often; and

`o` Generate fewer complaints and call volumes.

To do this, we need to change:

`o` We are embedding the Net Promoter System

into our business and improving our interactions with customers;
We are investing in product differentiation and

bundling :

`o` We are focusing on getting our processes right ;

  - and

We’re providing customers with a unique service experience.
While the industry has followed Telstra’s lead on customer service, I’m pleased to say our data indicates we are improving faster than the industry as a whole... and we have really only begun the journey.
While our focus on improving our core service delivery remains, our attention has shifted to broadening our

. service relationship with our customers

We are approaching customer loyalty in ways that differentiate us from our competitors.

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Our approach to bundling telecommunication services, entertainment and shared data is opening up new service paradigms for consumers.
We are now part of the productivity agenda for other businesses and our offerings allow us to establish true customer service partnerships with small, medium and large business.
This morning Gordon Ballantyne will lead the discussion into this strategic priority.

SLIDE 7: DRIVING GREATER VALUE FROM THE CORE

Our second priority is to drive greater value from the core .
We define the core as our key domestic products, services and costs that comprise the bulk of our portfolio today.
Our focus on retaining and growing customer numbers remains a priority but the emphasis has expanded to delivering organic revenue growth ; as well as maintaining our network leadership and .
driving productivity by simplifying the business
As at the end of September we have:
15.3 million mobile customers (having added 243,000 customers in the first quarter);

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2.8 million fixed broadband customers (having added 41,000 customers in the first quarter); and
1.7 million customers with a fixed broadband
bundle (having added 51,000 customers this

quarter).

This morning you will hear more about this priority from Kate McKenzie ; Warwick Bray (Group Executive Director Mobile and Wireline); Philip Jones (Executive Director Data IP Network Application and Services) and

Robert Nason .

Driving value from the core is important because the scale of our core business is so significant in terms of customers, revenue and networks.
We continue to invest in our networks to maintain our network leadership.
We believe there is enormous potential for growing revenue and returns in our core business.
As you know, last week at our Annual General Meeting we reaffirmed our financial guidance for FY13 which includes low single digit income and EBITDA growth.

SLIDE 8: BUILDING NEW GROWTH BUSINESSES

Turning to our third priority of building new growth businesses . We have adjusted our focus to reflect more

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accurately the way we look at our business and the growth opportunities that exist.

When we talk about growth we are talking about:
The more immediate opportunities in our Network
- Applications and Services business and Asia ; as well as
Emerging opportunities including Digital Media Global Applications and Platforms and eHealth
You will hear about these opportunities during the breakout sessions this afternoon . You will have the chance to select three of the five growth areas I just mentioned.
Our strategic growth opportunities focus on leveraging our current strengths . We believe we can provide customers with a unique service experience that makes it compelling to choose Telstra.

SLIDE 9: ORGANISATIONAL ALIGNMENT

It is important that our organisation is aligned to our strategy, especially our growth agenda and value from the core.
As a result of the changes we have made to our strategy, we have made some important changes to the

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structure of our leadership team . We have a strong leadership team. The depth of capability is evident.

We have asked some of our most senior leaders to take on new or expanded opportunities to ensure we deliver on our strategy.
Each executive has considerable experience inside the industry as well as other industry sectors or global markets.
Let me step you through the changes.
We are establishing a new business unit , Global
Enterprise and Services , in what will be a $5 billion revenue business unit from day one. This business has exciting growth opportunities.
- Brendon Riley will lead this business unit, bringing together Network Application Services on a worldwide basis, Global Applications and Services, a new cloud division, Telstra Ventures, Telstra Enterprise and Government and Defence contract.
- This will be an industry-based services and solutions business, operating at a global scale,
Now to Telstra Operations :
- Kate McKenzie is our new Chief Operations Officer, including the Chief Technology Office and innovation

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portfolios to better integrate technology development and implementation.

Telstra Operations will lead Telstra’s ongoing technical excellence across fixed and mobile networks.
As you know, Kate was most recently responsible for Innovation, Products and Marketing.

• Turning to Telstra Retail :

Gordon Ballantyne will lead a new group that will consolidate our key retail-facing segments including Telstra Consumer and Telstra Business; retail products management; National Broadband Network retail roll-out; Telstra Country Wide and the Chief Marketing Office. Gordon will also have responsibility for growth through the new eHealth division.
In addition, I’ve asked Andy Penn to work with me and Tim Chen to enhance our Asia strategy, drawing on Andy’s extensive experience across Asia Pacific markets.
Tony Warren will again lead Telstra’s negotiations with the Federal Government on the National Broadband Network.

• Other CEO leadership team members remain

unchanged.

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These changes become effective next Monday , 28 October.

SLIDE 10: SUMMARY

Before I hand over to Gordon Ballantyne to lead the discussion on the first of our strategic priorities, customer advocacy, let me summarise our focus for today:
We have a clear strategy in place and we are focused on delivering against that strategy.
We have made some subtle but important
- refinements to our strategy to reflect where the business is heading.
We have made some organisational changes to align the organisation to our strategy.
:
Our strategy is centred around three priorities
Improving customer advocacy;
Driving value from the core; and

`o` Building new growth businesses.

Thank you.

[END]

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TELSTRA INVESTOR DAY
0CTOBER 2013
TELSTRA TEMPLATE 4X3 BLUE BETA | TELPPTV4
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DISCLAIMER

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These presentations include certain forward-looking statements that are based on information and assumptions known to date and are subject to various risks and uncertainties. Actual results, performance or achievements could be significantly different from those expressed in, or implied by, these forward-looking statements. Such forward-looking statements are not guarantees of future performance and involve known and unknown risks, uncertainties and other factors, many of which are beyond the control of Telstra, which may cause actual results to differ materially from those expressed in the statements contained in these presentations. For example, the factors that are likely to affect the results of Telstra include general economic conditions in Australia; exchange rates; competition in the markets in which Telstra will operate; the inherent regulatory risks in the businesses of Telstra; the substantial technological changes taking place in the telecommunications industry; and the continuing growth in the data, internet, mobile and other telecommunications markets where Telstra will operate. A number of these factors are described in Telstra’s Annual Report dated 8 August 2013 and 2013 Debt Offering Circular lodged with the ASX and available on Telstra’s Investor Centre website www.telstra.com/investor.
All forward-looking figures in this presentation are unaudited and based on A-IFRS. Certain figures may be subject to rounding differences. All market share information in this presentation is based on management estimates based on internally available information unless otherwise indicated.
All amounts are in Australian Dollars unless otherwise stated.
® ™ Registered trademark and trademark of Telstra Corporation Limited (ACN 051 775 556) and its subsidiaries. Other trademarks are the property of their respective owners.

		2011/12	2011/12			2012/13	2012/13
	MOBILES REVENUE*		FY12	H1			H2		FY13
	($ MILLIONS)	JUN-12	PCP GROWTH	DEC-12	PCP GROWTH	JUN-13	PCP GROWTH	JUN-13	PCP GROWTH
	Postpaid handheld	4,672	6.0%	2,377	0.3%	2,427	5.4%	4,804	2.8%
	Prepaid handheld	654	2.7%	351	7.7%	376	14.6%	727	11.2%
	Total handheld	5,326	5.5%	2,728	1.2%	2,803	6.6%	5,531	3.8%
	Mobile broadband	1,018	10.8%	576	16.8%	620	18.1%	1,196	17.5%
	Machine to Machine (M2M)	80	15.9%	44	10.0%	46	15.0%	90	12.5%
	Satellite	12	0.0%	7	0.0%	6	20.0%	13	8.3%
TELSTRA TEMPLATE 4X3 BLUE BETA	TELPPTV4	Mobile services revenue - retail	6,436	6.5%	3,355	3.7%	3,475	8.6%	6,830
	* From 5 year P&L sheet of Full Year 2013 Financial Results		supporting Material spreadsheet

AI assistant

TELSTRA GROUP LIMITED — Investor Presentation 2013

65927_rns_2013-10-22_81a1188b-1f65-47da-8506-8722471b23dd.pdf

Office of the Company Secretary

ELECTRONIC LODGEMENT

Investor Day – Media Release and Slide Presentations

MEDIA RELEASE

23 October 2013

TELSTRA REFINES STRATEGY, REALIGNS KEY BUSINESS UNITS

Telstra strategy refinements

Telstra portfolio changes

CEO SPEECH NOTES TELSTRA INVESTOR DAY 23 OCTOBER 2013

SLIDE 1: OPENING SLIDE

• ... Good morning and welcome

• The purpose of today is to:

SLIDE 2: MAJOR INDUSTRY TRENDS

4. Smarter networks and improved user interfaces:

5. New network dependent, innovative applications

SLIDE 3: THREE CRITICAL TECHNOLGIES FOR TELSTRA

SLIDE 4: OUR STRATEGY HAS SERVED US WELL

priorities :

o Improving customer satisfaction;

o Retaining and growing our customer numbers;

o Simplifying the business; and

o Building new growth businesses.

us well:

SLIDE 5: WE HAVE REFRESHED OUR STRATEGY

priorities :

o Improving customer advocacy;

o Driving value from the core business; and

o Building new growth businesses.

SLIDE 6: IMPROVING CUSTOMER ADVOCACY

o Buy more;

o Churn less;

o Recommend more often; and

o Generate fewer complaints and call volumes.

o We are embedding the Net Promoter System

bundling :

o We are focusing on getting our processes right ;

. service relationship with our customers

SLIDE 7: DRIVING GREATER VALUE FROM THE CORE

Robert Nason .

SLIDE 8: BUILDING NEW GROWTH BUSINESSES

SLIDE 9: ORGANISATIONAL ALIGNMENT

• Turning to Telstra Retail :

• Other CEO leadership team members remain

unchanged.

SLIDE 10: SUMMARY

o Building new growth businesses.

[END]

DISCLAIMER

TRENDS IN THE GLOBAL TELCO INDUSTRY

ORGANISATIONAL ALIGNMENT

SUMMARY

FOCUSING ON THE THINGS THAT MATTER FOR OUR CUSTOMERS

CONTINUED MOMENTUM

ARPU DECLINE SLOWING

WORKING WITH INDUSTRY SOLUTION PARTNERS IN M2M

WINNING IN FIXED BROADBAND

WE ARE WELL PLACED TO COMPETE: ~700 MICRO MARKETS

THE NBN IS A LOCAL CONVERSATION

WINNING IN THE MARKET WITH CUSTOMER BASED OFFERS

NBN IS PART OF OUR CONNECTED HOME STRATEGY FOR BROADBAND

PROJECT NEW WAS ESTABLISHED TO DRIVE CROSS-COMPANY BUSINESS IMPROVEMENT

OUR FOCUS HAS BEEN ON THREE KEY BUSINESS IMPROVEMENT AREAS

FUTURE OPPORTUNITIES

GROWING NAS

TELSTRA CHINA

TELSTRA GLOBAL

WHY TELSTRA WILL SUCCEED IN eHEALTH

OUR INTEGRATED eHEALTH ECOSYSTEM AVAILABLE TO MILLIONS OF AUSTRALIANS

BUILDING A SOFTWARE BUSINESS KEY CHARACTERISTICS

FINANCIAL

CULTURAL

BUSINESS

GLOBAL APPLICATIONS AND PLATFORMS

RATIONALE

OPPORTUNITY LANDSCAPE

VENTURES

CHANGING CONSUMPTION PATTERNS

TELSTRA GROUP LIMITED Investor Presentation 2013

`o` Improving customer satisfaction;

`o` Retaining and growing our customer numbers;

`o` Simplifying the business; and

`o` Building new growth businesses.

`o` Improving customer advocacy;

`o` Driving value from the core business; and

`o` Building new growth businesses.

`o` Buy more;

`o` Churn less;

`o` Recommend more often; and

`o` Generate fewer complaints and call volumes.

`o` We are embedding the Net Promoter System

`o` We are focusing on getting our processes right ;

`o` Building new growth businesses.