Results Presentation & Investor Discussion Pack

Transcription

1 Results Presentation & Investor Discussion Pack

2 Index Full Year Result Overview CEO Presentation 3 CFO Presentation 13 Additional Financial Information Adjustments between Statutory Profit and Cash Profit 32 Net Interest Margin 40 Balance Sheet 43 Treasury 46 Risk Management 57 Divisional Performance AUSTRALIA DIVISION Australia Division 81 International and Institutional Banking Division 104 New Zealand Division 138 Global Wealth Division 158 All figures are presented on Cash basis in Australian Dollars unless otherwise noted. In arriving at Cash Profit, Statutory Profit is adjusted to exclude non-core items as set out on slide 32 with further information included on pages 81 to 89 of the 2013 Full Year Results announcement 2

3 Mike Smith Chief Executive Officer

4 Delivering for shareholders and customers 2013 Result FY13 $M FY12 $M FY13 v FY12 Cash Profit 6,498 5,830 Up 11% Statutory Profit 6,272 5,661 Up 11% Cash Earnings per Share (cents) Up 9% Dividend per share (cents) Up 13% Cash Return on Equity 15.3% 15.1% Up20bps Super regional strategy delivering sustained business growth and improving returns Strong growth in key customer segments and markets A more efficient, higher quality bank 4

5 SUPER REGIONAL STRATEGY STRONG CORE MARKETS PROFITABLE ASIAN GROWTH ENTERPRISE APPROACH STRONG LIQUIDITY AND CAPITAL MANAGEMENT DISCIPLINED AND EXPERIENCED MANAGEMENT 5

6 SUPER REGIONAL STRATEGY STRONG CORE MARKETS Strengthen our position in core markets of Australia and New Zealand to drive Group earnings and returns Above market growth in core customer segments Home Loans Retail Deposits Cards Commercial Lending & Deposits FX, Trade & Capital Markets Cost to Income down Strong Customer Satisfaction Australia 330bps New Zealand 750bps Australia & New Zealand >80% Transforming our business for future success Banking on Australia New Zealand Simplification Wealth simpler, digital, cross sell 6

7 SUPER REGIONAL STRATEGY PROFITABLE ASIAN GROWTH Asian expansion focused on connecting customers to faster growing regional capital, trade and wealth flows Achieving double-digit income growth in Asia in targeted segments Institutional Asia 19% Trade 10% Markets 25% Cash Management 9% Increased quality and sustainability Institutional lending: 75% investment grade; 74% < 1 year tenor Revenue Mix: 55% OOI / 45% NII Improved returns driven by business mix and scale benefits Institutional Asia CTI 80bps Retail Asia CTI 580bps 7

8 SUPER REGIONAL STRATEGY ENTERPRISE APPROACH Built on common infrastructure and enterprise focus for greater responsiveness, efficiency and control Building operational leverage and efficiency Business volume growth of up to 12% & Operations expenses down 10% Enterprise approach to operations delivers: Reduced cost and complexity Enhanced customer experience Stronger controls and risk management Higher staff engagement 8

9 SUPER REGIONAL STRATEGY STRONG LIQUIDITY AND CAPITAL MANAGEMENT Maintaining a strong balance sheet and conservative funding approach One of the world s strongest, best capitalised banks AA band credit rating APRA Common Equity Tier 1 ratio 47 bps to 8.5%, Internationally Harmonised 10.8% Disciplined management of balance sheet, liquidity and funding Lowest structural funding gap of domestic peers 62% customer funded Liquidity portfolio $7b to $122b Delivering on capital efficiency and returns DRP neutralisation Increased DPOR Reducing RWA intensity Improved ROE 9

10 SUPER REGIONAL STRATEGY DISCIPLINED AND EXPERIENCED MANAGEMENT Experienced management team. Growing the business in a low risk, sustainable manner A strong effective management team A diverse workforce appropriate for the strategy Disciplined approach to acquisitions Driving quality outcomes while investing for the future 10

11 Building a better bank for customers Building a better bank for shareholders CEO Priorities Improving customer experience Diversifying revenue Improving productivity Improving returns Financial Outcomes Above peer growth CTI <43% ROE of 16%+ 11

12 ANZ A RECOGNISED LEADER IN SUSTAINABILITY Rated most sustainable bank globally in the 2013 Dow Jones Sustainability Index for the sixth time in seven years DJSI assesses business management practices including corporate governance, risk management, customer relations, brand management, human resources policies and practices, corporate community investment, climate change mitigation and environmental performance. 72% 38% ANZ Employee Engagement up from 70% in FY12 Women in management, steady since FY12 Dow Jones Sustainability Index FY10-FY13 ANZ Global Banks Average Score Lead score ,286 IIB lenders who completed Social & Environmental training since introduction in ,259 People reached through financial education programs in FY13; 240,000 in the past 10 years FY10 FY11 FY12 FY13 12

13 Shayne Elliott Chief Financial Officer

14 2013 financial performance Cash Profit Movement FY13 v FY12 $m ,498 5,830 Up 5% Down 2% Down 3% Down 5% Up 9% Up 11% FY12 Cash Profit Net Interest Income Other Operating Income Expenses Provisions Tax & OEI FY13 Cash Profit FY13 1 Year 3 Year Return on Equity 15.3% +20bps +41bps Total Shareholder Return FY13 1 Year 3 Year 32% 56% Earnings per Share (cents) % +25% Economic Profit 2, % +2% Dividend per Share % +30% Return on RWA % +7bps +12bps 1. Basel basis 14

15 Impact of foreign exchange and one-off items Actual FX Adjusted $m FY12 FY13 FY13 v FY12 FY13 v FY12 Headline Operating Income 17,848 18, % Visa sale (291) Funding Value Adjustment (FVA) 61 Core Operating Income 17,557 18, % 4.2% Headline Operating Expenses 8,519 8,236 (3.3%) NZ Simplification (148) (18) Software Impairment (273) Core Operating Expenses 8,098 8, % 0.3% Headline Cash Net Profit after Tax 5,830 6, % Core Cash Net Profit after Tax 5,931 6, % 9.9% 15

16 The Group Result in 2013 Growth 2013 v 2012 Adjusted for FX & One-Off Items Growth Income Expenses Australia +6.9% +0.2% Wealth +4.0% -0.3% Institutional Asia +16.2% +14.5% Operating Income +4.2% Productivity Income Expenses Operating Expenses +0.3% New Zealand -0.3% -3.6% Institutional Aust/NZ -3.3% -6.6% Retail Asia +2.9% -4.4% 16

17 Productivity Commitments Cost to Income Ratio -200bps 46.1% 1.3% 44.8% 44.1% <43.0% FY12 1 Productivity Uplift FY13 FY13 FY14 Target FY16 Target 1. Excludes impact of one-off items in FY12 Gain on Visa sale ($291m), software impairment ($273m) and NZ Simplification ($148m) 17

18 2013 Result by Division FY13 v FY12 FY13 v FY12 Australia Operating Income 7,867 +7% Operating Expenses 2,951-2% New Zealand (NZD) Operating Income 2,678-1% Operating Expenses 1,155-15% Cost to Income Ratio 37.5% -330 bps Cost to Income Ratio 43.1% -750 bps Net Interest Margin 2.53% +5 bps Net Interest Margin 2.49% -14 bps International & Institutional Banking Global Wealth Operating Income 6,564 +2% Operating Expenses 2,970-3% Operating Income 1,510 +5% Operating Expenses 944-2% Cost to Income Ratio 45.2% -260 bps Cost to Income Ratio 62.5% -470 bps NIM ex markets 2.69% -41 bps Lapse Rates - Australia 13.7% -20 bps 18

19 2013 Result by Division FY13 Cash Net Profit after Tax ($m) +11% +15% 2,873 2, % % 469 Australia International & Institutional Banking New Zealand Global Wealth Excludes Group Centre that includes a $301m decrease in revenue mainly due to the gain on sale of Visa shares in

20 SUPER REGIONAL STRATEGY STRONG CORE MARKETS PROFITABLE ASIAN GROWTH ENTERPRISE APPROACH STRONG LIQUIDITY AND CAPITAL MANAGEMENT DISCIPLINED AND EXPERIENCED MANAGEMENT 20

21 Strengthening Australia Retail & Wealth 9% 68% 30% Increase in economic capital allocated to Australia Retail Branch sales staff now accredited to sell home loans Branch sales staff accredited to sell Wealth products Retail Market Share % 13.7% 13.1% 12.4% Smart ATM s installed Thousands Wealth Products Sold Through Retail Distribution +19% 16% Increase in branch Home Loan sales ,000 New Smart Choice superannuation customers FY12 FY13 1. Source: Roy Morgan Research: rolling 12 months, traditional banking consumer market (Deposits, Cards & Loans). All years as at August 21

22 Strengthening New Zealand Retail & Wealth 85 31% Products removed as part of simplification Increase in Kiwisaver FUM, 81% of sales via branches Retail Income per Branch NZDm +34% % Increase in branch coverage since FY10 FY13 7% 60% Reduction in branch expenses Auckland sales staff relocated to match market opportunities Retail Income per FTE NZD thousands +32% % Total New Zealand FTE FY10 FY13 1. Branch coverage measures the areas in which ANZ is represented relative to where New Zealanders do business 22

23 Strengthening Institutional and Commercial in Australia & New Zealand Grow Commercial 9% 30,000 Increase in economic capital allocated to Australia Growth in Australia customer numbers 1 Corporate & Commercial Banking Australia Combined Lending and Deposit Growth 2 8.5% 1.9x 16.3% 13% Growth in New Zealand Small Business customers System ANZ Drive productivity in Institutional 5% Reduction in Aust/NZ operating expenses Institutional Australia & New Zealand Cost to Income Ratio 6% Reduction in FTE Aust/NZ 36% Increase in income referred to Asia 36.3% 38.0% 36.2% Ex-software Impairment 35.7% FY11 FY12 FY13 1. Excludes Esanda; 2. Source: Lending - RBA Lending and Credit Aggregates and Deposits APRA Monthly Banking Statistics, Non-Financial Corporations 23

24 Profitable Growth in Asia Build Scale Asia Customer Growth FY13 v FY12 11% 35% Institutional Asia customer growth ANZ Transactive customer growth 6% 7% 12% 16% 19% 96% ANZ Transactive monthly transaction volume growth Agriculture Financial Institutions Resources Global Commercial Diversifieds Drive Capital Efficiency Asia Volume Growth FY13 v FY12 24% 74% 270bps 1 Increase in capital allocated to Asia Trade % Institutional Asia portfolio with tenor < 1 year Decline in Asia cost to income 66% 32% 16% PCM Deposits Trade Lending FX Turnover 1. Adjusted for FX and prior period one-off items, unadjusted down 710bps 24

25 Trade a key driver of return What Customers Want On the ground presence Natural cross sell product for Cash and Markets $1 of Trade income = $1.08 of Cross-Sell 1 $2.08 Risk and liquidity appetite $1.00 $0.57 $0.51 Cross-Sell Income Processing expertise Trade Income Markets Cash Combined Income What ANZ Likes Quality multinational customer base Short duration High quality, high probability cross-sell With strong utilisation by new to bank Trade led customers 62% % New Trade Customers utilising 47% 8% Markets Cash Global Loans 1. New to bank trade led customers using Markets and Payments & Cash Management Products 25

26 Productivity Operations Volume Growth FY13 v FY12 12% Transaction Quality, Manual Payments Defects Per Million 865 5% 7% 8% Australia New Zealand IIB Global Wealth 2H11 1H12 2H12 1H13 2H13 Operations Expense Growth FY13 v FY12 Straight Through Processing Aust/NZ % of Total Transactions Australia New Zealand IIB Global Wealth 68% 76% 83% ~90-95% -10% -6% -11% -7% FY11 FY12 FY13 Global Best Practice 26

27 Credit Quality Institutional diversification delivering improved credit quality Group Provision Charge $b Provision Charge % Institutional Exposure At Default 0.85% Provision Charge as % Avg. Net Advances 48% 78% 29% 39% Exposures < 1 year Tenor Investment Grade Exposures (68% in 2010) Asia Exposures 74% <1 year tenor Global Loans (47% in 2010) 0.50% % 0.30% 0.27% FY09 FY10 FY11 FY12 FY13 Group Impaired Assets $b % Average Credit RWA rate (54% in 2010) 1 Sep 09 Sep 10 Sep 11 Sep 12 Sep Basel 2 basis 27

28 Capital efficiency $4.5 billion 7bps Organic capital generated in FY13 Return on Risk Weighted Assets increase 1 Return on Equity Movement FY13 v FY % 15.3% 15.1% 0.05% 0.25% 0.10% Proactive allocation of resources FY12 FX Impact FVA Impact Increase in RoA Reduced leverage FY13 200bps Average Credit RWA rate (CRWA/EAD) 1 Economic Profit Movement FY13 v FY12 $m 93 2, bps 3 year DPOR increase 2, Neutralised Dividend Reinvestment Plan FY12 Cash Profit Economic Imputation net of Cost Credit Cost Credits of Capital FY13 1. Basel 2 basis 28

29 CEO Priorities Improving customer experience Diversifying revenue Improving productivity Improving returns Strategic Focus Proactive capital allocation Build share in Australia Grow Institutional businesses aligned to trade and capital flows Further improve productivity in NZ Use scale to lower unit cost Maintain risk appetite FY14 Outlook Revenue Growth ~4-5% Expense Growth ~2% Stable Risk Above Peer EPS Improved ROE 29

30 Additional Financial Information

31 Overview of Financial Performance FY13 $M FY12 $M FY13 v FY12 Cash Profit 6,498 5, % Operating Income 18,378 17,848 +3% Expenses 8,236 8,519-3% Provisions 1,197 1,258-5% Statutory NPAT 6,272 5, % EPS (cents) % Dividend per Share (cents) % All figures other than Statutory Net Profit after Tax and Dividend per Share are presented on Cash basis 31

32 Adjustments between Statutory Profit and Cash Profit FY13 $M FY12 $M Statutory NPAT 6,272 5,661 Adjustments between statutory profit and cash profit Treasury shares adjustment Revaluation of policy liabilities 46 (41) Economic hedging (13) 229 Revenue and net investment hedges 159 (53) Structured credit intermediation trades (50) (62) Total Adjustments Cash Profit 6,498 5, Refer to pages 81 to 89 of the ANZ Consolidated Financial Report Dividend Announcement and Appendix 4E for an analysis of the reconciliation of Statutory Profit to Cash Profit 32

33 Segment Performance Profit Before Provisions Profit Before Provisions Cash Profit Cash Profit Cash Profit $M FY13 FY13 v FY12 FY13 FY12 FY13 v FY12 Australia 4, % 2,873 2, % IIB 3,594 +7% 2,430 2, % New Zealand 1, % % Global Wealth % % Group Centre (190) Large (155) 133 Large Total 10,142 +9% 6,498 5, % All figures are presented on Cash basis 33

34 Financial Performance Snapshot Cash Profit EPS $m 4,822 5,467 5,830 6,498 cents FY10 FY11 FY12 FY13 FY10 FY11 FY12 FY13 Return on Equity Return on Risk Weighted Assets RoRWA (Basel 3 Basis) 14.9% 15.6% 15.1% 15.3% 1.97% 2.03% 2.02% 2.09% 2.03% FY10 FY11 FY12 FY13 FY10 FY11 FY12 FY13 All figures are presented on Cash basis 34

35 Return on Equity IIB Return on Equity (Regulatory Capital Basel 3) 1 Basel 3 Capital Usage Mix FY12 Basel 3 Proforma FY13 Basel 3 IIB Division 11% 12% 5% 5% 3% 3% 18% 19% Other Retail Partnerships Institutional 14% 14% Global Loans 10% 11% 22% 23% Global Markets Transaction Banking 20% 18% 15% 17% Transaction Banking Global Markets 16% 17% Partnerships 10% 11% 37% 34% Global Loans Retail Banking 7% 11% FY12 FY13 1. Capital calculated in accordance with APRA Standards. Capital represents Converted Basel 3 Average RWA plus Average Capital Deductions (i.e. partnership investment) 35

36 Drivers of income growth in FY13 $m 17, ,557 Operating Income by Division Movement FY13 v FY12 7% 2% 5% 5% Operating Income up 5% ex Visa Gain Operating Income up 3% 18,378 Australia Above system growth in mortgages and strong growth in C&CB Disciplined margin management partly offset by deposit pricing pressure International & Institutional Banking Volume growth in APEA deposits and lending offset by margin pressure from competition, mix shift to lower risk trade products and lower rate environment OOI higher driven by Trade and Markets and Asia Partnerships New Zealand Margins impacted by competition, mix impacts with customers preferring lower margin fixed rate products and higher funding costs, partially offset by improved deposit margins OOI driven by the sale of EFTPOS and improved wealth management and insurance revenues Global Wealth FY12 Gain on Visa sale 2H12 FY12 Normalised Australia IIB New Zealand Global Wealth Group Centre FY13 Growth in Funds Management, Insurance and Private Wealth income driven by gains in the investment market, improved insurance related claims, stable lapse experience, higher inforce premiums and solid growth in volumes 36

37 FY12 Normalised Financing & Capital Management Risk Management Payments & Cash Management Other FY13 Income by Line of Business Operating Income Mix by Line of Business Operating Income Movement FY13 v FY12 Payments & Cash Management Term Deposits Merchant Acquiring Clearing & International Payments Risk Management Other Cash Management & Savings Accounts $17.6b $18.4b 6% 5% 19% 18% 15% 16% $m Growth in Mortgages (margin and volume growth) and Loans (higher volume) 17, Driven by FX turnover Lower margin in Cash Management & Term Deposits 68 18,378 FX & Commodities Rates & Credit Life Insurance Equity Derivatives General Insurance Investments & Superannuation Wealth Distribution and Advice Financing & Capital Management 60% 61% Mortgages Personal Loans Cards Business Loans * Trade & Supply Chain Specialised Finance FY12 Normalised* FY13 * FY12 operating income adjusted to exclude the gain on Visa share sale ($291m) 37

38 Income by Division and Geography Operating Income Mix by Division (FY13) Operating Income Mix by Geography (FY13) Global Markets Australia Corporate & Commercial 12% Global Loans 17% 9% Transaction Banking IIB 36% 8% Australia 44% Retail Asia Pacific 4% 2% 1% 6% New Zealand 12% Global Wealth 8% 27% Australia Retail Asia Partnerships Other 6% 3% 3% 1% 1% New Zealand Retail New Zealand Commercial Funds Management Insurance Private Wealth Other FY13 Network Revenue 1 from APEA represented 21.4% of Group Operating Income Australia 67% APEA 17% New Zealand 16% 1. Network revenue represents income booked in a jurisdiction different from where a client relationship is managed 38

39 FY12 Gain on Visa Sale 2H12 Normalised Australia IIB New Zealand Global Wealth Group Centre FY13 Other Operating Income Operating Income Mix Net Interest Income movement FY13 v FY12 Other Operating Income 15% 31% 44% Net Interest Income 16% $m 12, Up 5% 65 12,772 92% 2H12 Australia IIB New Zealand Global Wealth Other 1H13 69% ANZ Group 85% 56% 84% Australia IIB New Zealand 8% Global Wealth $m 5,738 5, Other Operating Income movement FY13 v FY Normalised OOI up 3 % 75 5,606 3% 7% 2% 5% 5% Operating Income Growth FY13 v FY12 39

40 Net Interest Margin Group ex markets bps Net Interest Margin movement 2H13 v 1H H13 Impact of lower interest rates Funding costs (ex impact of lower rates) Business & funding mix Deposits Assets (incl. credit risk mix) Other 2H13 Net Interest Margin movement FY13 v FY12 bps FY12 Impact of lower interest rates Funding costs (ex impact of lower rates) Business & funding mix Deposits Assets (incl. credit risk mix) Other FY13 40

41 Net Interest Margin Movement summary Net Interest Margin Movment Summary 2H13 v 1H13 Group Divisions bps Australia New Zealand IIB 1H13 NIM excluding Markets Funding costs (incl. impact of lower interest rates) Business & funding mix Deposits Assets (incl. credit risk mix) Other Total Movement H13 NIM excluding Markets Net Interest Margin Movment Summary FY13 v FY12 Group Divisions bps Australia New Zealand IIB FY12 NIM excluding Markets Funding costs (incl. impact of lower interest rates) Business & funding mix Deposits Assets (incl. credit risk mix) Other Total Movement FY13 NIM excluding Markets

42 Operating Expenses Operating Expenses by Division movement FY13 v FY12 Operating Expense growth $m 8,519 FY13 v FY12 4% 2H13 v 1H13 5% 51 1% ,236-2% -3% -3% Group Australia IIB 3% 5% Down 2% Down 3% Down 10% Down 2% Operating Expenses down 3% Flat -2% FY12 1 Australia IIB New Zealand Global Wealth Group Centre FY13-10% New Zealand Global Wealth 1. Includes $274m software impairment and $148 New Zealand Simplification programme restructuring expenses 42

43 Balance sheet Customer Lending & Deposits by Geography Customer Lending 1 movement FY13 v FY12 $b Customer Lending 1 Customer Deposits $b % CAGR % CAGR Up 10% Sep 12 Australia New Zealand APEA Sep 13 Customer Deposits movement FY13 v FY $b Sep 10 Sep 11 Sep 12 Sep 13 Sep 10 Sep 11 Sep 12 Australia New Zealand APEA Sep Up 12% 2H12 Australia New Zealand APEA 1H13 1. Customer lending represents Net Loans & Advances including acceptances 43

44 Balance Sheet composition by Geography Customer Lending 1 by Geography Customer Deposits by Geography Australia Commercial Australia Other Retail 2% Australia Institutional 14% 10% 2% Australia 68% APEA Retail & Wealth APEA 13% 11% New Zealand 19% APEA Commercial & Institutional 11% 1% 7% New Zealand Retail & Wealth NZ Commercial New Zealand Institutional Australia Institutional Australia Commercial APEA Retail & Wealth 15% 12% 4% Australia 57% APEA 26% APEA Commercial & Institutional 22% New Zealand 17% 9% 5% 3% New Zealand Retail & Wealth NZ Commercial New Zealand Institutional 42% Australia Retail Mortgages 30% Australia Retail & Wealth 1. Customer lending represents Net Loans & Advances including acceptances 44

45 Balance Sheet composition by Segment Customer Lending 1 by Segment Customer Deposits by Segment New Zealand Retail & Wealth APEA Retail & Wealth 2% 11% Australia Commercial 45% 14% Commercial 58% 21% Retail & Wealth 7% New Zealand Commercial 10% Institutional 21% 10% 1% Australia Institutional APEA Institutional New Zealand Institutional Australia Commercial New Zealand Retail & Wealth APEA Retail & Wealth New Zealand Commercial APEA Commercial 12% Institutional 17% Commercial 40% 9% 4% 5% Australia Institutional 15% Retail & Wealth 43% 30% 22% 3% APEA Institutional New Zealand Institutional Australia Retail & Wealth Australia Retail & Wealth 1. Customer lending represents Net Loans & Advances including acceptances 45

46 Group Treasury

47 Strong Balance Sheet profile FY13 v FY12 Capital 47bps 76bps 62% $24b APRA Basel 3 CET1 Internationally Harmonised CET1 Customer Funded Balance Sheet Term Wholesale Funding issued, 29% to Domestic investors Lowest funding gap of Australian major banks APRA CET1 10.0% 10.8% 8.0% 8.5% Sep 12 Sep 13 Internationally Harmonised CET1 Stable Funding Mix 14% 15% 5% 3% 12% 12% $7b Total Liquidity Portfolio ~60% FX earnings hedges in place for FY14 61% 62% 8% 8% Sep 12 Sep 13 SHE & Hybrid Debt Customer Funding Term Debt >1yr Term Debt <1yr ST Wholesale Funding All growth rates reflect FY13 v FY12 47

48 Capital levels remain well positioned Basel 3 CET1 Capital Overview 10.8% 9.5% 10.0% 7.5% 8.0% 8.5% Sep 11 Sep 12 Sep 13 Internationally Harmonised APRA 2.5% Capital Conservation Buffer 4.5% CET1 Minimum Capital generation and initiatives in FY13 have lifted capital levels by 47bps (APRA CET1) and 76bps (Internationally Harmonised CET1) The group is well placed in regards to capital targets and remains focused on driving further efficiencies Dividend Payout to remain towards upper end of 65% - 70% range (Cash Earnings) in the near term, 69.3% in FY13 DRP/BOP will again be neutralised via on-market buyback Capital position reconciliation under Basel 3 CET1 Tier 1 Total Capital Sep 13 APRA 8.5% 10.4% 12.2% 10% allowance for investments in insurance subs and ADIs 0.8% 0.8% 0.7% Mortgage 20% LGD floor and other measures 0.5% 0.6% 0.7% IRRBB RWA (APRA Pillar 1 approach) 0.5% 0.6% 0.7% Up to 5% allowance for deferred tax asset 0.3% 0.2% 0.2% Other capital items 0.2% 0.2% 0.2% Sep 13 Internationally Harmonised 10.8% 12.8% 14.7% 48

49 Capital levels have increased in FY13 CET1 APRA (Sep 2013 v Sep 2012) bps Sep-12 Cash NPAT (1) RWA Usage (2) Non RWA Business Usage (3) Capital Initiatives (4) Dividends (net DRP) Other (5) Sep 13 CET1 APRA (Sep 2013 v Mar 2013) bps Mar 13 Cash NPAT (1) RWA Usage (2) Non RWA Business Usage (3) Capital Initiatives (4) Dividends Other (5) Sep Cash earnings net of pref shares. 2. Includes impact of expected loss versus eligible provision shortfall 3. Includes capital retention of deconsolidated entities, capitalised software and other intangibles. 4. Includes refinance of ANZ Wealth (1H13) and ANZ LMI (2H13). 5. Includes net FX, Non-Cash NPAT items, net deferred tax assets. 49

50 Liquidity position has benefitted from an improvement in both funding mix and asset profile Funding mix has stabilised Shortened asset tenor 29% 19% 18% 16% 23% 24% 22% 7% 14% 15% 5% 3% 12% 12% 7% 8% 1% 14% 13% 6% 8% 3% 3% 14% 61% 62% 80% 74% 73% 50% 7% 8% 8% Sep 08 Sep 12 Sep 13 SHE & Hybrid Debt Customer Funding Term Debt >1yr Term Debt <1yr ST Wholesale Funding 4% 3% 3% Sep 08 Sep 12 Sep 13 Other Fixed Assets Lending Trade Loans Other ST Assets Liquid Assets 50

51 Lowest structural funding gap of major domestic peers, providing flexibility Peer Funding Comparison ANZ Westpac NAB CBA Loan Deposit Ratio (%) 127% 145% 145% 139% Loan Deposit Gap ($b) Australia Household Funding Gap ($b) Loan Deposit Gap Benefits of a lower Funding Gap $b 200 Improved capability to manage periods of market volatility Lessens reliance on offshore wholesale markets a key focus of Rating Agencies b 52b Enables ANZ to be a regular, but not too frequent, issuer in offshore benchmark markets 75 Mar 12 Sep 12 Mar 13 Sep 13 ANZ Westpac NAB CBA Provides greater flexibility for ANZ to manage changes in system credit growth Source: APRA (Aug 13) and latest bank published financial statements 51

52 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19+ A sustainable term wholesale funding profile Term Wholesale Funding Profile Issuance Maturities $b Annual indicative issuance volume Senior Unsecured Covered Bonds Government Guaranteed Tier 2 Includes transactions with a call date or maturity date greater than 12 months at time of issue. Excludes Hybrids. 52

53 which is well diversified Term Wholesale Funding Portfolio (by Type) Term Wholesale Funding Portfolio Cost 8% 9% 8% 9% 6% 20% 13% 18% 72% 69% 68% Sep 11 Sep 12 Sep 13 Tier 2 Government Guaranteed Covered Bonds Senior Unsecured 150bp 100bp 50bp Actual portfolio cost Forecast portfolio cost based on current market levels 0bp Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Sep 14 Term Wholesale Funding Portfolio (by Currency) FY13 Term Debt Issuance (by Investor Location) 19% Domestic 11% 1% (AUD, NZD) North America 33% (USD, CAD) 36% Europe (EUR, GBP, CHF) Asia (JPY, HKD, SGD, CNY) Other 18% 21% 3% Domestic 29% North America Europe Asia 29% Other 53

54 Strong liquid asset position Liquidity Portfolio Basel 3 Liquidity Rules Update $b In August, APRA provided further details on their approach to Basel 3 Liquidity implementation relating to High Quality Liquid Assets ( HQLA ) Each ADI needs to hold their relative component of the available HQLA in the system 13 The RBA have indicated that the current aggregate holdings of HQLA at an industry level is appropriate Final mix of HQLA and Committed Liquidity Facility (CLF) for individual banks is still to be determined by APRA Sep 11 Sep 12 Sep 13 Internal RMBS Private Sector Securities & Precious Metals Cash, Government & Semi-Government Securities 54

55 Impact of the lower $A Earnings Composition by Currency Funding impact AUD 62% NZD 19% Other 19% USD CNY IDR INR PGK MYR TWD Other A lower $A has a favourable impact on ANZ s funding activities: Results in cash inflows under the cross currency swaps in place for the existing foreign currency wholesale funding Future foreign currency wholesale funding requirements are lower to meet the same $A funding task FY13 Earnings Per Share (EPS) impact FY14 foreign currency hedging 1.9% 0.7% 2H13 v 1H13 Inclusive of Hedging 0.9% 0.5% FY13 v FY12 Unhedged The key objective of hedging is to manage short term EPS volatility arising from foreign currency earnings Hedging currently in place to meet FY14 foreign currency earnings: ~50% of USD earnings and ~65% of NZD earnings At 30 September hedging levels, expected EPS impact on FY14 earnings (inclusive of hedges) is positive ~1% of earnings Sensitivity to a 5% appreciation of the AUD would negatively impact FY14 EPS by ~0.7% of earnings 55

56 Capital and Replicating Portfolio % % Portfolio Earnings & Spread to Cash Australia Average RBA Cash Rate ANZ Portfolio Earnings Rate 1H11 2H11 1H12 2H12 1H13 2H13 New Zealand ANZ Portfolio Earnings Rate Average RBNZ Cash Rate 1H11 2H12 1H12 2H12 1H13 2H13 Replicating Portfolios Portfolio earnings on capital are fully allocated to ANZ businesses and therefore impact business NIM s ~$45bn of capital and low interest rate sensitive deposits are notionally invested along the yield curve typical investment tenor is between 3 and 5 years This strategy has resulted in a consistently higher yield and NIM outcome relative to being invested at the cash rate In FY13, portfolio earnings benefit relative to the average cash rate was ~$370m in Australia and ~$125m in New Zealand The low interest rate environment is reducing the absolute NIM benefit. This impact is lessening as term rates bottom 56

57 Risk Management

58 Strong credit quality 100bps Credit Quality Trends FY13 v FY12 Collective Provision coverage 1 Provision Charge $m Individual Provision Charge (LHS) Collective provision Charge (LHS) Total Provision Charge as % Avg. net Advances 3,500 2, % 5% Total Provision charge 1, % 0.32% 0.30% 0.27% -500 FY09 FY10 FY11 FY12 FY13 18% Gross Impaired Assets Impaired Assets 22% New Impaired Assets 200bps Average Credit RWA rate (CRWA/EAD) 2 $m 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 Sep 09 Sep 10 Avg. $0.8b decline YOY since Sep 10 Sep 11 Sep 12 Sep 13 FY09 FY10 FY11 FY12 FY13 Gross Impaired Assets New Impaired Assets 1. Collective Provision coverage on an APRA Basel 3 basis. This ratio is the collective provision balance as a proportion of Credit Risk Weighted Assets 2. Credit RWA measured on a Basel 2 basis 58

59 Continued transformation of Institutional business delivering improved Group credit quality Expected Loss rates continue to decline Group Regulatory Expected Loss bps of EAD 32bps Regulatory Expected Loss is a one-year downturn loss measure as prescribed by APRA and reported in the Results Announcement Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Includes conservative overlays that are not reflective of an expected outcome such as: includes Balance Sheet Individual Provisions (which have already been expensed to Profit and Loss) assumes stressed asset valuations places a minimum 20% LGD (Loss Given Default) on all Australian Mortgages bps of GLA s 11bps Group Internal Expected Loss The Group s Internal Expected Loss is intended to reflect an average one-year loss outcome through an economic cycle measured using regulatory inputs (except for collateral values) In most years the actual loss rate will be below the Internal Expected Loss rate Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 The 11bps improvement in Internal Expected Loss rate since FY09 is predominantly credit quality driven As Internal Expected Loss assumes a one-year portfolio it does not capture the benefit of a shortening average tenor, for example Trade Finance 59

60 Continued transformation of Institutional business delivering improved Group credit quality driven by targeted credit quality improvement in Institutional Contribution to Group Internal Expected Loss Institutional Credit Cards/Personal Loans Sep Credit Quality -11bps of GLA Commercial/SME Lending Mortgages Business Mix Sep 13 Credit Quality improvement reflects: Progression in credit cycle, as stress moved through the Institutional book and the portfolio re-rated Actively improving the credit quality mix of our customer base Business Mix improvement reflects: Institutional credit exposure growth exceeding SME/Commercial growth Significant reduction in Institutional average Probability of Default (PD) bps of GLA s 100 Institutional IEL Rate (LHS) Institutional Average PD (RHS) 3.00% Global Institutional Expected Loss rate has reduced by more than 37bps since FY % Loss rate improvement driven by average counterparty credit quality improvement Sep 09 Sep 10 Sep 11 Sep 12 Sep % 0.00% Counterparty credit quality improvement can be seen via the ongoing reduction in Institutional average PD 60

61 Continued improvement in Credit RWA rate Group Exposure at Default and Credit Risk Weighted Assets Exposure at Default ($b) Basel 2 Credit Risk Weighted Assets ($b) CRWA / EAD (%) - Basel 2 CRWA / EAD (%) - Basel 3 Global Institutional Exposure at Default and Credit Risk Weighted Assets Exposure at Default ($b) Basel 2 Credit Risk Weighted Assets ($b) CRWA / EAD (%) - Basel 2 CRWA / EAD (%) - Basel % 54% % % 40% 39% 39% 37% 47% 43% 46% 41% Basel 3 CRWAs Basel 3 CRWAs Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 61

62 Super Regional strategy has diversified the Institutional portfolio by Product and Geography Traditional Lending has reduced to ~40% of Institutional credit exposure driven by increased diversification into Asia Institutional credit exposure composition (by Product) 1 $b $b Institutional credit exposure composition (by Geography) % % 41% % % 23% % 26% 17% 29% % 15% 16% 17% 19% % 11% 10% 10% 9% 50 47% 44% 41% 39% 50 58% 53% 49% 45% 0 Sep 10 Sep 11 Sep 12 Sep 13 Global Loans Transaction Banking (includes Trade) Markets 0 Sep 10 Sep 11 Sep 12 Sep 13 Australia New Zealand Asia Other 2 1. Credit exposure represents Regulatory Exposure At Default (EAD) 2. Europe, America, Pacific and Other 62

63 Trade Finance and Asia Institutional growth has improved average credit quality for Institutional Trade Finance portfolios provide access to a large and high quality multi-national customer base Strong growth in Trade Finance portfolio focussed on shorter duration exposures to investment grade counterparties Asia Global Loans focussed on shorter duration to Investment Grade customers Asia Global Loans has a higher proportion of investment grade credit exposure than Australia Global Loans $b Trade Finance Investment Grade Sub-Investment Grade 69% 67% 67% 64% Sep 10 Sep 11 Sep 12 Sep 13 Asia Global Loans Australia Global Loans $b 80 Investment Grade Sub-Investment Grade $b 80 Investment Grade Sub-Investment Grade % 69% 67% 67% Sep 10 Sep 11 Sep 12 Sep % 55% 56% 57% Sep 10 Sep 11 Sep 12 Sep 13 63

64 CP / Credit RWA (bps) Institutional (% of Sub-Investment Grade credit exposure) Strong Collective Provisioning Coverage Global Institutional Sub-Investment Grade 1 Exposures continue to decline ANZ remains appropriately provided for with a Collective Provision coverage ratio of 100bps Reductions in Collective Provision overlay have occurred in line with portfolio improvement This improvement can be seen by the reduction in Institutional Sub-Investment Grade Exposure Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Group CP/CRWA Ratio (Basel 3) Group CP/CRWA Ratio (Basel 2) 40% 35% 30% 25% 20% 15% 10% Institutional Sub-Investment Grade Exposure (RHS) $m Trend in Global Institutional composition 0 66% Sub-Investment Grade (LHS) Investment Grade (LHS) Institutional Basel 2 CRWA Rate CRWA Rate 2 68% 73% 73% 78% Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 80% 60% 40% 20% 0% Collective Provision Charge (CP) by Source $b 136 Lending Growth Risk Impact Portfolio Economic Cycle 30 Total FY13 CP charge 1. Sub-Investment grade defined as exposures with a rating below BBB- 2. CRWA Rate defined as Credit Risk Weighted Assets as a percentage of Exposure at Default (EAD) 64

65 Individual Provision Charge Individual Provision Charge by Segment $m Institutional Commercial Consumer 3,000 2,815 2,500 Individual Provision Charge Composition $m New Increased Writebacks & Recoveries 2,815 3,000 1,823 1,637 1,213 2,000 1,167 1, ,000 1,823 1,637-1,000 FY09 FY10 FY11 FY12 FY13 1,500 Individual Provision Charge by Region 1,000 1,213 1,167 $m Australia New Zealand APEA 3,000 2,815 2, ,000 1,500 1,000 1,823 1,213 1,637 1, FY09 FY10 FY11 FY12 FY13 0 FY09 FY10 FY11 FY12 FY13 65

66 Risk Weighted Assets Total Risk Weighted Assets Total Risk Weighted Assets movement Sep 2013 v Sep 2012 $b Market & Operational Risk Weighted Assets Credit Risk Weighted Assets 339 $b Up 8% Sep 12 Basel 2 Credit RWA Total Risk Weighted Assets movement by Division Sep 2013 v Sep 2012 $b Basel 3 Credit RWA Impacts 21.5 Traded Market RWA IRRBB RWA Operational Risk RWA Sep Up 8% Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Basel 2 Sep 13 Basel 3 Sep 12 Australia IIB New Zealand GWPB Sep 13 66

67 Traded Market Risk & IRRBB Risk Weighted Assets Strategic decisions driving Risk Weighted Asset and VaR outcomes FY13 increase in IRRBB VaR and RWA partly reflects modest increase in Capital and Replicating portfolio duration and additional liquid assets Increased diversification over time in the Traded Market portfolio has reduced Traded Market Risk 1-day 99% VaR whilst Traded Market Risk RWAs were impacted by Jan 2012 Basel 2.5 introduction Market Risk Weighted Asset Trends $b IRRBB RWAs $m 20 Traded Market Risk RWAs 50 Traded Market Risk 1-day VaR (RHS) Sep 10 Sep 11 Sep 12 Sep 13 Generating improved Markets Risk-adjusted Income outcomes Sales & Trading business has continued to grow its income stream in parallel with reducing the Traded Market Risk 1-day 99% VaR The improved 1-day 99% VaR trend reflects the diversification benefit achieved via Asian growth and via growth and diversity in our Foreign Exchange business 1. Average 1-day 99% VaR $ Income ($) / VaR 1 Global Markets Sales & Trading (Traded) Balance Sheet (Non-Traded) FY10 FY11 FY12 FY13 67

68 Sep 12 Australia IIB NZ Other Sep 13 Basel 2 Australia IIB NZ Other Sep 13 Basel 3 Credit Risk Weighted Assets Credit Risk Weighted Assets Basel 2 Credit Risk Weighted Assets $b Credit Risk Weighted Assets movement Sep 2013 v Sep 2012 Collective Provision as a % of CRWA (Basel 2) Collective Provision as a % of CRWA (Basel 3) % 1.35% 1.28% % 1.06% Basel 3 CRWAs 1.00% $b Sep 12 Basel III Impact Risk Growth Portfolio Data Review FX Impact Sep 13 Credit Risk Weighted Assets movement by Division Sep 2013 v Sep 2012 Basel 2 Impacts Basel 3 Impacts Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 68

69 Control List and Risk Grade Profiles Control List Group Sub-Investment Grade 1 Exposures as % Exposure at Default Control List by limits Index Sep 09 = Control List by No of Groups <BB- BB- BB+ to BB 28% 28% 26% Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Investment Grade Risk Profile 13% 13% 12% 23% 11% 22% 11% 9% 9% 8% 7% 7% 72% 72% 74% 77% 78% 6% 6% 6% 5% 4% Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Sep 09 Sep 10 Sep 11 Sep 12 Sep Sub-investment grade defined as exposures with a rating below BBB- 69

70 Gross Impaired Assets Gross Impaired Assets by Type Gross Impaired Assets by Size of Exposure 1 $m Impaired Loans NPCCD Restructured 8,000 $m > $100m $10-$99m < $10m 8,000 7,000 6,561 Avg. $0.8b decline YOY since Sep 10 7,000 6,561 6,000 5,595 5,581 5,196 6,000 5,595 5,581 5,196 5,000 5,000 4,264 4,264 4,000 4,000 3,000 3,000 2,000 2,000 1,000 1,000 0 Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 0 Sep 09 Sep 10 Sep 11 Sep 12 Sep NPCCD - Non-Performing Commitments, Contingents & Derivatives 70

71 Impaired Assets $m 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 New Impaired Assets by Division Institutional Australia New Zealand Other 6,575 5,446 4,265 4,203 FY09 FY10 FY11 FY12 FY13 Impaired Assets Concentration by number of Customers 1 $10-50m $51-100m $ m >$200m 12% 11% 19% 58% 4% 3% 3% 3% 1% 4% 4% 20% 19% 11% 3,287 9% 72% 77% 82% 88% Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 $m 5,000 4,000 3,000 2,000 1,000 0 Net Impaired Assets by Division Institutional Australia New Zealand Other 55% 16% 16% 13% 4,069 Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Impaired Assets Concentration by value of Impaired Assets 1 $10-50m $51-100m $ m >$200m 31% 27% 24% 26% 11% 29% 29% 4,685 3,884 3,423 5% 16% 31% 18% 37% 42% 2,797 18% 56% Sep 09 Sep 10 Sep 11 Sep 12 Sep Only >$10m customers 71

72 Total Credit Exposure (EAD) by Geography Exposure by Geography Total Exposure at Default (Sep 13) - $725b 1 Exposure at Default by Line of Business 2 Australia Australia New Zealand APEA $450.6b $123.6b $150.8b 28% 17% 55% Retail Commercial Institutional UK & Europe Americas Pacific Singapore Hong Kong Other North East Asia Other South East Asia 3% 1% 4% 3% 3% 4% 3% New Zealand 17% APEA 21% Australia 62% New Zealand Retail 22% 48% Commercial 30% Institutional APEA 5% 1% Retail Commercial 94% Institutional 1. EAD excludes amounts for Securitisation and Other Assets Basel asset classes 2. Institutional includes exposure to Bank and Sovereign counterparties and ANZ s Liquidity portfolio 72

73 Total Credit Exposure (EAD) by Industry Exposure at Default (EAD) as a % of group total Category EAD % in Non Performing ANZ Group Total EAD (Sep 13) $725b 16% 7% Mar 13 Sep 13 Mar 13 Sep 13 Consumer Lending 40.4% 40.8% 0.2% 0.2% Finance, Investment & Insurance 16.8% 15.9% 0.2% 0.1% Property Services 7.1% 7.1% 1.6% 1.1% Manufacturing 6.1% 6.0% 1.0% 0.7% 6% Agriculture, Forestry, Fishing 4.2% 4.3% 4.1% 4.1% 41% 5% 4% 4% 4% 3% 2% 2% 2% 2% 2% Government & Official Institutions 3.9% 4.0% 0.0% 0.0% Wholesale trade 4.0% 3.9% 0.6% 0.8% Retail Trade 2.9% 2.9% 0.8% 0.9% Transport & Storage 2.2% 2.2% 2.0% 1.6% Business Services 1.9% 2.0% 0.7% 0.5% Resources (Mining) 1.8% 1.9% 0.2% 1.2% Electricity, Gas & Water Supply 1.7% 1.7% 0.1% 0.1% Construction 1.6% 1.7% 1.2% 1.1% Other 5.4% 5.7% 0.1% 0.9% 73

74 Resources Resources Exposure by Sector (% EAD) Resources Exposure by Geography (EAD) Total EAD (Sep 13) Resources As a % of Group EAD 22% Australia $13.7b 1.9% 6% Asia 19% 6% 52% 20% New Zealand Europe, America, Pacific & Other Includes Iron Ore 7% 22% Oil & Gas Metal Ore Other 16% Coal 37% Mining Services Resources Exposure by Geography (EAD) $b Australia Non-Australia Sep 10 Sep 11 Sep 12 Sep 13 74

75 Agriculture Agriculture Exposure by Sector (% EAD) New Zealand Agri Credit Exposure (EAD) and Average Probability of Default Agriculture Total EAD (Sep 13) As a % of Group EAD $30.9b 4.3% 14% 10% NZDb NZD Total Credit Exposure (LHS) Average PD (Non-Defaulted Customers) (RHS) 2.50% 2.00% 1.50% % % 0.00% Sep 10 Sep 11 Sep 12 Sep 13 38% 4% 5% 4% 8% 14% 3% Agriculture Security Levels 9% 10% 7% 7% 5% 10% 10% 16% 25% 78% 68% 54% 1 Dairy Sheep & Other Livestock Wheat Other Crops Agriculture Services Beef Grain Horticulture/Fruit Forestry & Fishing Group Australia New Zealand Fully Secured % Secured 60-80% Secured <60% Secured 1. 93% of Dairy exposure is in New Zealand Agri 75

76 Commercial Property credit exposure Commercial Property Exposure Gross Loans and Advances by Region Commercial Property Exposure by Sector APEA (LHS) New Zealand (LHS) $b Australia (LHS) % of Group GLA's (RHS) 29% Offices Retail % 8.0% 7.5% 28% 3% 2% 14% 24% Residential Industrial Tourism Other Exposure to REIT s, Listed Property Companies and/or their subsidiaries % 7.0% % 6.0% Other Commercial Property 68% 32% Exposure to REITs, listed property companies and/or their subsidiaries 0 Sep 08 Sep 09 Sep 10 Sep 11 Sep 12 Jun % 76

77 Australia Division Credit Quality Australia Division Credit Exposure (EAD) Home Loans 1.00% Australia Home Loans 90+ day delinquencies by state Sep 10 Sep 11 Sep 12 Sep13 Corporate & Commercial Consumer Cards Personal Loans Other 67% 24% 7% 1% 1% 0.80% 0.60% 0.40% 0.20% 0.00% VIC NSW & ACT QLD WA Portfolio Australia Division 90+ day delinquencies Australia Home Loan Portfolio by state Home Loans Credit Cards 2.0% 1.5% 1.0% 0.5% Corporate & Commercial Banking 0.0% Sep 09 Sep 10 Sep 11 Sep 12 Sep % 1.03% 0.44% VIC NSW & ACT QLD WA Other 29% 10% 26% 17% 18% Changes to treatment of hardship cases within Home Loan 90+ DPD impacted underlying trends during FY13. Sep DPD 0.40% excluding change and 0.44% including. 77

78 Australia Division - Home Loan Portfolio Total Number of Home Loan Accounts 887k Dynamic Loan to Value Ratio Total Home Loan FUM $195b % of Total Australia Geography Lending 60% % of Total Group Lending 41% Owner Occupied Loans - % of Portfolio 1 62% Average Loan Size at Origination (2H13 average) 2 $329k Average LVR at Origination (2H13 average) 70% Average Dynamic LVR of Portfolio 50% % of Portfolio 60% 50% 40% 30% 20% 10% 0% 0-60% 61-75% 76-80% 81-90% 91-95% 95%+ Mar-11 Sep-11 Mar-12 Sep-12 Mar-13 Sep-13 Individual Provision as % Gross Loans % of Portfolio Ahead on Repayments 3 57% 1H12 2H12 1H13 2H13 First Home Owners - % of New Lending 7% ANZ Group Total 0.36% 0.43% 0.27% 0.24% % of Portfolio Paying Interest Only 4 32% Australia Home Loans 0.03% 0.02% 0.02% 0.02% 1. Excludes funds in Equity Manager Accounts. 2. Average loan size of home loans written in 2H13 excluding offset accounts 3. % of customers paying Principal and Interest that are one month or more ahead of repayments 4. Excludes revolving credit facilities 78

79 New Zealand Division Home Loan Portfolio Total Number of Home Loan Accounts 478k Dynamic Loan to Valuation Ratio Total Home Loan FUM (NZD) $59b % of Total New Zealand Lending 56% % of Total Group Lending 11% Owner Occupied Loans - % of Portfolio 77% Average Loan Size at Origination (2H13 average) (NZD) $247k Average LVR at Origination (2H13 average) 67% Average Dynamic LVR of Portfolio 47% 0-60% 9% 61-70% 11% 71-80% 45% 18% 81-90% 90%+ 17% Home Loan Portfolio by Region % of Portfolio Paying Interest Only 1 21% Individual Provision as % Gross Loans 1. Excludes revolving credit facilities 1H12 2H12 1H13 2H13 ANZ Group Total 0.36% 0.43% 0.27% 0.24% New Zealand Home Loans 0.05% 0.03% 0.02% 0.02% Auckland Wellington Christchurch Rest of North Island Rest of South Island Other 12% 3% 39% 28% 6% 12% 79

80 New Zealand Credit Quality NZDm New Zealand Geography Net Impaired Assets Net Impaired Assets 1,463 1,307 NIA as % GLA New Zealand Geography Total Provision Charge NZDm IP Charge CP Charge 1, FY09 FY10 FY11 FY12 FY % 1.38% % % 1.6% New Zealand Division 90+ days delinquencies Mortgages Commercial Rural % 0.66% 1.2% 0.8% 0.4% Sep 09 Sep 10 Sep 11 Sep 12 Sep % Spikes in 2012 Commercial 90 day delinquencies are primarily due to internal classifications rather than any deterioration in underlying credit quality. 80

81 Australia Division

82 A strong domestic franchise is critical to the success of ANZ s Super Regional strategy The Banking on Australia program is our path to: Delivering consistent above system growth focused in our target segments, Maintaining strong margins, cost discipline and asset quality, And leveraging ANZ s Super Regional advantage to bring the whole of ANZ to our customers To deliver peer leading financial outcomes 82

83 We are transforming the business to position ANZ for growth in a changing environment Building our lead in mobile & digital Expanding customer reach and deepening loyalty New mobile & digital foundations Rapid evolution of our market leading applications Transforming our distribution channels Retail Transforming branches and contact centres to focus on more complex sales Multi-channel connectivity Migrating low value transactions to self service Corporate & Commercial Banking Using our super regional advantage to bring whole of ANZ Providing market leading banker tools & centralised service Offering deep industry insight Simplifying our products & process Accelerating through customer insights Digitising and automating Paperless processing Simplifying product range New information platforms Single customer view enabled Insight driven offers 83

84 Banking on Australia is delivering strong outcomes FY13 Performance: NPAT up 11% to $2.87bn #1 Retail Strongest overall growth of major banks across Home Loans, Deposits and Cards in FY13 1 Corporate & Commercial Banking 7% Lending Growth 14 Quarters of Above System Home Loan growth 2 6 Quarters of Above System Lending growth 2 17% Profit before Provisions growth 30,000 Growth in Customer Numbers 4 >80% MFI Customer satisfaction 3 7,000+ ANZ Fastpay Users 19% Increase in sales via Digital channels 158bps Reduction in Cost to Income ratio 11% Reduction in customer complaints 45,000+ Frontline training hours invested 1. Source: APRA Monthly Banking Statistics, 12 months to August Excludes impact from sale of Origin Mortgage Management Services; 2. To June quarter Retail Source: APRA Monthly Banking Statistics, excludes impact from sale of Origin Mortgage Management Services; C&CB Source: RBA Lending and Credit Aggregates Non Financial Corporations.; 3. Source: Roy Morgan Research, 6 months to August 2013; 4. Excludes Esanda. 84

85 Delivering strong financial results Income ($m) Expenses ($m) PBP ($m) NPAT ($m) Cost to Income % Australia Division FY13 7,867 2,951 4,916 2, % v FY12 % +7% -2% +13% +11% -330bps FY13 4,846 1,974 2,872 1, % Retail v FY12 % +9% -2% +17% +20% -434bps Corporate & Commercial Banking FY13 3, ,043 1, % v FY12 % +4% -1% +6% -2% -158bps 85

86 Achieving above system growth Retail Strongest overall growth of major banks across Home Loans, Deposits and Cards in FY13 Home Loans 1 Deposits 1 Consumer Cards 1 1.3x 1.2x 16.3x 8.8% 6.4% 7.6% 4.9% 0.1% 1.7% System ANZ System ANZ System ANZ Corporate & Commercial Banking Delivering above system growth and cross sell income to Institutional, Retail and Wealth Lending 2 Deposits 2 Cross Sell Income 3 ($m) 3.1x 2.4x +8% 2.2% 6.6% 1.8% 4.4% +8% 1,108 1,202 1,298 System ANZ System ANZ FY11 FY12 FY13 1. Source: APRA Monthly Banking Statistics, Sep 2012 to Aug System adjusted for new ADI incorporations; 2. Source: Lending - RBA Lending and Credit Aggregates and Deposits APRA Monthly Banking Statistics, Non-Financial Corporations, Sep 2012 to Aug 2013; 3. C&CB cross sell includes income booked in Retail, Wealth and International and Institutional Banking. 86

87 And increasing market share while maintaining margins Net Interest Margin Corporate & Commercial Banking Combined Lending and Deposit Growth % 2.58% 2.45% 2.50% 2.53% 2.52% Growth August 2013 v August x 16.3% 8.5% 1H11 2H11 1H12 2H12 1H13 2H13 System ANZ Retail Market Share 1 Affluent Market Share % 12.4% 15.3% 12.4% August 2010 August 2013 August 2010 August Source: Roy Morgan Research: rolling 12 months, traditional banking consumer market (Deposits, Cards & Loans); Affluent defined as customers with all financial services FUM between $400k and $1m (in all financial institutions) or income greater than $150k/year; 2. Source: Lending - RBA Lending and Credit Aggregates and Deposits APRA Monthly Banking Statistics, Non-Financial Corporations. 87

88 Improving sales efficiency and productivity Australia Division Cost to Income Ratio 41.8% Australia Operations Efficiency Growth FY13 v FY12 5.0% 39.9% -10.3% Operations Expenses Operations Volume 37.9% 37.2% 7% Uplift in branch sales per FTE in % Increase in Home loans approved at first application 2H13 178,000 Frontline hours freed up through Operations efficiency 1H12 2H12 1H13 2H13 88

89 Mar 08 Sep 08 Mar 09 Sep 09 Mar 10 Sep 10 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Retail Credit Quality 3bps Improvement in Home Loan 90+ days past due in % Australia Retail 90+ days past due 1 Credit Cards Home Loans 13% Reduction in Credit Card provisions in FY13, 30+ and 90+ day delinquencies at lowest level in 3 years 1.0% 0.5% Maintained prudent risk settings 0.0% Home Loan Loss Rates Home Loans 90+ days past by state 0.03% IP Charge as % Portfolio 1.00% Sep 10 Sep 11 Sep 12 Sep % 0.02% 0.02% 0.80% 0.01% 0.01% 0.60% 0.40% % Individual Provision Charge ($m) % VIC NSW & ACT QLD WA Portfolio 1. Excludes changes to treatment of hardship cases that impacted underlying trend. Sep DPD 0.40% excluding hardship change and 0.44% including.

90 Net impaired assets as a % of net lending assets Corporate & Commercial Banking Credit Quality Individual Provision Charge Movement FY13 v FY12 Net Impaired Assets $m % +16% $m 1, % 1.55% % % 1.80% 1.50% 1.20% 0.90% 0.60% 0.30% FY12 W/Back & Recoveries 0.62% Existing Impaired 0.57% Esanda Other FY13 New Impaired Individual Provision Charge as % Gross Loans & Advances 0.61% 0 % of Portfolio Weaker 7-10 Mar 12 Sep 12 Mar 13 Sep 13 Customer Credit Rating (CCR) Profiles by Exposure at Default Weighted Average CCR % 13.0% 0.00% % 78.2% Stronger % 8.8% 2H12 1H13 2H13 Sep 2012 Sep

91 Significant progress made on mobile and digital agenda Banking on Australia 91

92 ANZ gomoney TM is our market leading mobile banking app 2010 First payments app in the Australian market Available for iphone and Android 1.0m >25m >$56b Active gomoney users 2 gomoney logins per month Transactions processed ANZ s award-winning app 1 provides a secure and convenient way to bank, 24/7 Customers with ANZ gomoney TM demonstrate greater loyalty 1. Winner of 2011 IDC Financial Insights Innovation Award, 2011 CANSTAR Innovation in Financial Services Award, 2011 Banking & Payments Asia Trailblazer Award, 2011 Australian Banking & Finance Magazine Innovative Retail Banking Product of the Year Award; 2. Active users within past 120 days. 92

93 Transforming our branches to focus on more complex needs, generate increased cross-sell and productivity 7% 5% 18% Uplift in branch sales in FY13 Drop in branch traffic due to increased self service Uplift in sales via Video Conference in 2H13 New look sales focused branches Smart ATMs installed Transforming our distribution network by embracing new technology to meet the changing needs of customers 93

94 Interactive frontline sales tools that improve banker productivity and deliver ANZ s super regional capabilities to our customers 100% C&CB frontline bankers with ipads 8 Frontline Applications Developed >5, hrs Digital A-Z reviews completed in last 3 months Markets connected via Super Regional App Average turnaround time saving with each Sign-on-Glass application A-Z Review Customer needs assessment Collaboration Video access to specialists Super Regional ANZ regional capability resource Voice notes Capture of customer notes On Boarding & Identification Customer information capture ANZ Podcast Banker Training ANZ Hub Customer & frontline information ANZ App catalogue Source of banker apps Faster application turnaround Access to bank-wide digital customer information 94

95 ANZ FastPay TM is our award winning mobile merchant app, enabling our small business customers to be paid on the go Winner, FIIA Award for Innovation and the Trailblazer award for innovation in banking 1 Available for iphone and ipad Mobile merchant app for faster card payments Allows businesses to accept card sales on iphone or ipad with same-day settlement 7, % >140k FastPay users Monthly growth in FastPay customers Transactions processed Financial Insights Innovation Awards (FIIA) 2013; 2013 Banking & Payments Asia Trailblazer Awards

96 Retail Transformation is improving Home Loan capability 1.1 million A to Z customer needs reviews completed in 2013 Home Loan Sales Mix by Channel 68% Branch sales staff now accredited to sell home loans 55% 51% 49% 47% Broker Proprietary 16% Increase in branch Home Loan sales in % 49% 51% 53% 1H12 2H12 1H13 2H13 $13 billion 19% Delivered Home Loan continuous improvement program Home Loan growth achieved in 2013 Percentage of online chats generating mortgage referrals Total Home Loan Accounts Thousands H12 2H12 1H13 2H13 96

97 And increasing cross sell of retail, wealth and small business solutions to our customers 1,600 Branch staff trained to sell Small Business transaction accounts $m Revenue from Retail Products Sold to Commercial Customers +19% 740 1,300 Branch staff accredited to sell Wealth products ,000 16% Smart Choice Super sales sold through branch network since November 2012 launch Growth in Small Business deposit accounts Thousands FY12 Wealth Products Sold Through Retail Distribution +19% FY ,000 Business sales and wealth referrals through branches 173 FY12 FY13 97

98 Corporate & Commercial Banking transformation is enhancing banker productivity 8% Growth in cross sell revenue to $1.3 billion Revenue per FTE +2% Costs per FTE -2% 20% Growth in leads to frontline 1,111 1,137 Establishment of cross border on-boarding team FY12 FY FY FY13 47 Processes removed from frontline staff 12 to 1 Different product applications consolidated to a single form Money Magazine Business Bank of the Year CANSTAR Best Value Australia Agribusiness Award 12 Products decommissioned FIIA Innovative in Mobile Payments Award 2013 Trailblazer Channel Excellence in Mobile Payments Award

99 Delivering leading insight and support to help corporate & commercial customers improve their business #1 No.1 Most Trusted Adviser 1 Leading Insights Capabilities $750 million 6,000 Lent to new small businesses in the first 6 months under our $1 billion pledge Monthly customer visits to the Small Business HUB, an online customer portal Small business customer approval notification via SMS Simplified application and assessment for new small businesses Single point of contact for Business Banking servicing Business Insights Real-time peer benchmarking tool for small and medium sized business clients Client Insights Bespoke strategic industry and customer insight for corporate clients ANZ Insight Series A series of client reports covering long-term opportunities and challenges across Asia Pacific 1. Peter Lee Associates 2013 Large Corporate and Institutional Relationship Banking survey Australia 99

100 And leveraging our super regional advantage to bring the whole of ANZ to our customers 100% Relationship Frontline staff with Super Regional training Super Regional ipad App to facilitate cross-border customer conversations 45% Growth in cross-border referrals from Australia 25% Relationship Frontline staff with hands-on experience in key Asian markets Can Service My Business Needs Across Australia, NZ and Asia 1 30% Growth in foreign exchange customers ANZ Peer 1 Peer 2 Peer ,500 Customers per week visit anz.com Super-regional site Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep DBM s Business Financial Services Monitor. Rolling 3 month average, as at Sept-13. Defined as proportion of Commercial Banking customers with $1m to less than $40m turnover who associate bank with the statement can service my business needs across Australia, NZ and Asia 100

101 A strong domestic franchise is critical to the success of ANZ s Super Regional strategy. Outperforming the market Trained and productive workforce Strong asset quality Innovative Technology ANZ s Super Regional advantage Strongest overall growth of major banks across Home Loans, Deposits and Cards in FY13 Strong above system lending growth in Corporate & Commercial Banking Retail MFI Customer Satisfaction >80% 1 and complaints down 11% CTI down 330bps to 37.5% and revenue per FTE up 7.1% Highly trained & engaged workforce with 170k+ hours of frontline sales training Average risk grade maintained for Corporate & Commercial Banking, with net impaired assets as a % of portfolio reducing 32bps to 1.23% over the year Improved Home Loan and Credit Card delinquency rates Deepening customer reach and loyalty Enhancing the customer experience Improving frontline productivity Leveraging our Super Regional advantage to bring the whole of ANZ to our customers Banking on Australia is delivering 1. Source: Roy Morgan Research, 6 months to August

102 Australia Division 2013 Performance Financial Highlights FY13 Net Profit after Tax Movement FY13 v FY12 $m, 12 months FY13 v FY12 Operating Income 7,867 7% Operating Expenses (2,951) (2%) Profit before Provisions 4,916 13% $m 2, ,873 Provisions (820) 28% Net Profit after Tax 2,873 11% Up 11% Net Interest Margin (%) 2.53% Up 5bps Cost to Income Ratio (%) 37.5% Down 330bps Financial Highlights 2H13 FY12 Volume Margin Other Expenses Provisions Tax FY13 Operating Income Net Profit after Tax Movement 2H13 v 1H13 $m, 6 months 2H13 v 1H13 Operating Income 3,998 3% $m Operating Expenses (1,486) 1% Profit before Provisions 2,512 4% Provisions (434) 12% 1, ,458 Net Profit after Tax 1,458 3% Net Interest Margin (%) 2.52% Down 1bps Cost to Income Ratio (%) 37.2% Down 70bps Up 3% 1H13 Volume Margin Other Expenses Provisions Tax 2H13 Operating Income 102

103 Australia Division 2013 Performance Australia Division Balance Sheet $b Sep 2013 v Mar 2013 v Sep 2012 Customer Deposits % 8% Retail Deposits % 10% C&CB Deposits % 5% Customer Lending % 7% Home Loan Lending % 7% Other Retail Lending % 6% C&CB Lending % 7% Customer Deposits Offset Balances 10% Transaction 9% Term 40% Online 12% Savings 29% Business Lending Other Retail Customer Lending Asset Finance 18% 4% 6% Home Loans 72% Customer Deposits Movement Sep 2013 v Sep 2012 Customer Lending Movement Sep 2013 v Sep 2012 $b $b Up 8% Up 7% FY12 Retail C&CB FY13 FY12 Home Loans Other Retail C&CB FY13 103

104 International and Institutional Banking Division

105 Building a leading regional bank focused on customer relationships and driven by Trade and Capital Flows Leveraging our strengths in Australia and New Zealand while increasing our contribution from Asia Intermediating Trade and Capital Flows in the Asia Pacific region Diversifying by customer, geography and product while using scalable platforms Tight risk discipline, improving returns 105

106 International & Institutional Banking Division summary Institutional Banking Australia & New Zealand Asia Global products summary Financials 106

107 Strong business outcomes driven by enhanced focus on target customers and disciplined management Increased Operating Income 2%, NPAT 15% and ROE 82 bps to ,2 Enhanced focus on target segments: Financial Institutions, Natural Resources, Global Diversified, Agriculture, Asia Commercial and Asia Retail Affluent Maintained tight cost discipline with costs down 3% and CTI down 260 bps to 45.2% 1 Reduced risk with percentage of the portfolio that is investment grade up 3% to 78% and the percentage of net assets that are impaired down 37 bps Disciplined balance sheet management with Loan to Deposit Ratio dropping 1.4% to 67.5% 107 Note: Growth rates compare FY13 v FY12 1. Excluding the impact of one-off software impairment of AUD162m in 2H12, Costs were up 2% YOY, CTI flat YOY, NPAT up 8% YOY, ROE up 6 bps 2. Calculated on a Basel 3 basis

108 Disciplined execution of our strategy is driving improved performance Customer Geography 32% Volume 1 growth Customer Acquisition in Asia 35% 3x faster 48% % Institutional customers dealing with IIB in multiple countries Strong growth in priority segments Natural Resources +6%, Global Diversified +9%, Financial Institutions +17%, Asia Commercial +30%, Asia Retail Affluent +31%, Agriculture -13% Institutional +11%, Affluent Retail +16%, Commercial +19% Cross border income 2 as a percentage of Institutional customer income Cross border income growth = 3x Local income growth 3 FY13 APEA operating income as a percentage of Total IIB operating income - up 12% since FY10 Product Diversification FX income represents 41% of Global Markets income growing at a 14% CAGR since FY10 Trade income represents 13% of Global Institutional income growing at a 18% CAGR since FY10 Trade volumes growing at 59% CAGR since FY10 Note: Growth rates compare FY13 v FY12 unless specifically stated a 1. Volume represents total lending and deposits Represents referred income booked in a jurisdiction different from where a client relationship is managed 3. Income CAGR FY10 FY13

109 Financial outcomes - FY13 IIB Division Global Institutional Transaction Banking Global Loans Global Markets Retail Asia Pacific Asia Partnerships Income ($m) Expenses ($m) PBP ($m) NPAT ($m) Cost to Income % FY13 6,564 2,970 3,594 2, % v FY12 % +2% -3% +7% +15% -260bps FY13 5,302 2,126 3,176 2, % v FY12 % +1% flat +2% +10% -50bps FY13 1, % v FY12 % flat -3% +3% +6% -169bps FY13 1, , % v FY12 % -8% -12% -6% +6% -130bps FY13 2,110 1,060 1, % v FY12 % +11% +8% +13% +19% -112bps FY % v FY12 % +4% -2% +69% -22% -485bps FY n.a v FY12 % +16% -13% +17% +16% n.a 109

110 Strong customer relationships Source Performance Indicator 2013 Rank 2012 Rank Australia Peter Lee Associates 1 Overall Market Penetration Tied for 1 st 2 Relationship Strength Index 2 2 New Zealand Peter Lee Associates 2 Overall Market Penetration 1 1 Relationship Strength Index 1 1 Asia Pacific Greenwich Associates 3 Overall Market Penetration 4 5 Greenwich Quality Index 4 Tied for 1 st Tied for 10 th Asiamoney 5 Overall FX Services voted by Financial Institutions 1 2 FX Services voted by Corporates 4 5 FX Options voted by Financial Institutions 2 1 Sources: 1. Peter Lee Associates 2013 Large Corporate and Institutional Relationship Banking survey Australia 2. Peter Lee Associates 2013 Large Corporate and Institutional Relationship Banking survey NZ Greenwich Associates 2012 Large Corporate Banking survey Asia (Note that results for the 2013 survey will be made available at the end of 2013) 4. Greenwich Quality Index is based on overall relationship quality 5. Asiamoney, 2013

111 Diversification by customer Customer Value Proposition Institutional: International connectivity, insights, strong balance sheet and consistency of relationship to deliver flow and value added solutions Asia Pacific Commercial: Seamless connectivity to customers targeting those with cross border needs Asia Pacific Retail: Banking and wealth solutions focussed primarily on affluent and emerging affluent customers Growing priority customers Income by Customer Segment (FY10-FY13) FY13 Retail 15% 24% Commercial 5% 12% 3% 22% Property 15% 10% FY10 10% 12% 12% 13% Local 6% 8% 10% Diversified Industries 10% 5% 8% Agriculture Utilities & Infrastructure Financial Institutions Resources Global Diversified Industries Growing volume with target customers -13% Agriculture 6% 9% Resources Global Diversified Volume Growth 1 (FY12-FY13) 17% Financial Inst. 30% 31% Asia Commercial Retail Asia Financial Institutions - capital, portfolio management, liquidity & transactional banking solutions Resources - specialist banking products and services Global Diversified Industries financial and capital management solutions to clients across a range of global industries Commercial solutions, insights and banking support to corporates with cross border needs Retail banking solutions and advisory capabilities for affluent and emerging affluent customers 1. Volume reflects total lending and deposits on a constant currency basis 111

112 Diversification by geography and product Geography Product Income Mix Accessing fast growing Asia: 18% CAGR in Asia IIB income over last three years 1 Diversifying income to create greater resilience against changing economic cycles Lowering balance sheet intensity and delivering improved capital efficiency Income by Geography Income by Geography (FY10-FY13) Asia CAGR +18% 34% 24% Pacific, 14% Europe & America CAGR +11% FY13 FY10 12% 64% 52% Aust & NZ CAGR -1% Income by Product Income Mix Income by Product (FY10-FY13) Markets Trading 14% FY13 23% 16% 21% Markets Sales 18% 17% FY10 3% 29% 2% 8% Relationship & 6% 25% Infrastructure 11% Retail 6% Partnerships Transaction Banking Global Loans Income Composition (FY10-FY13) Other Operating Income 44% FY13 41% FY10 59% 56% Net Interest Income 1. CAGR calculated using AUD 112

113 Cross border income is 35% of Institutional customer revenue - 3x faster growth than domestic Domestic Institutional Cross Border 1 Institutional FY13 cross sell of $0.5 billion Institutional products into $1.6 billion FY13 cross border income Commercial Australia & NZ 5% CAGR 2 Local income growth 15% CAGR 2 Cross border income growth with 43% CAGR 2 in Intra Asia Referrals 6% Domestic lending growth 18% Cross border lending growth 14% % Top 100 Institutional customers 3 banked in one country 86% % Top 100 Institutional customers 3 banked in multiple countries Note: Growth rates compare FY13 v FY12 unless specifically stated 1. Cross border business represents income booked in a jurisdiction different to where a client relationship is managed 2. Income CAGR FY10 FY Top 100 Institutional customers by FY13 income

114 Productivity gains enabling focused investment spend JAWs Flat Delivered flat JAWs YOY Strong productivity outcomes HoH Cost Growth (Constant FX) 1 4.8% Costs up 1% HOH Driving efficiency by leveraging Global Hubs 2.5% 3.4% $88m Incremental spend in FY13 In Technology and front line coverage 0.7% 0.8% 2H11 1H12 2H12 1H13 2H13 $m Very modest HoH growth from projects HoH Cost Growth Managing FTE whilst selectively investing IIB Full Time Employees 2 1, , ,524-14,627 13,838 13,182 1% underlying growth 6,601 6,029 5,578 4,170 3,944 3,758 3,856 3,865 3,846 1H13 FX 1H13 Projects Other 2H13 Constant FX 3 Sep 11 Sep 12 Sep 13 Institutional & Commercial Retail Enablement 1. 2H12 figures exclude one-off Software impairment of AUD162m 2. Includes contract employees Includes Asian Core Banking Engine, Transactive and compliance projects

115 Institutional - A higher quality balance sheet Institutional Risk Grade Profile by Exposure at Default Net Impaired Assets 32% 68% Sep-10 Investment Grade 22% 78% Sep-13 Sub-Investment Grade 1 $m 2, % Sep-10 Net Impaired Assets 1, % Sep-13 Net Impaired Assets % GLA 4% 3% 3% 2% 2% 1% 1% 0% Lending Composition Tenor by Exposure at Default FY13 Avg. Tenor (years) 0% 15% 85% 6% 24% 70% 48% of portfolio has a tenor <1 year Sep-10 Sep-13 Global Loans Transaction Banking Markets Global Loans Transaction Banking Global Markets 1. Sub-investment grade defined as exposures with a rating below BBB- 115

116 International & Institutional Banking Division summary Institutional Banking Australia & New Zealand Asia Global products summary Financials 116

117 Reshaping the Australia & New Zealand Institutional businesses Improving customer relationships in target growth segments: Financial Institutions, Natural Resources, Agriculture, Global Diversified Maximising cross sell of flow and value added products within our customer base Intensifying connectivity with Asia with a focus on increasing throw business 1 Maintaining cost discipline Improving risk profile Throw or Referred business refers to revenue controlled locally and booked to another Country/Region or Segment

118 A market leading Australian and New Zealand Institutional business FY13 Performance: NPAT up 12% to $1.46 billion Market Position 1,2 Market Penetration (equal) Trusted Adviser Australia #1 Relationship Capability Lead Trade Bank Loan Syndications (MLA and Bookrunner) 3 USPP and MTN s both in Corporate Market Australian Mandated Arranger and Bookrunner - Project Finance Market Penetration New Zealand #1 Lead Bank Penetration Relationship Strength Corporate and Frequent Issuer Bonds Note: Growth rates compare FY13 v FY12 1. Source: Peter Lee Associates Source: Thompson Reuters 3. Source: Bloomberg (including self led) 118

119 Re-shaping the Australia and New Zealand Institutional businesses Shifting business mix with a greater focus on flow and value added products Maintaining cost discipline with costs down 5% YOY 1 Volume growth (FY13 v FY12) 13% $m Australia / NZ Costs HOH 6% % -6% Global Loans Commercial Property Trade FX 2H10 1H11 2H11 1H12 2H12 1H13 2H13 Improving risk profile Greater connectivity and cross sell Institutional Aus/NZ Risk Grade Profile by Exposure at Default Australia NZ 36% Super Regional Connectivity : Income thrown to Asia 34% 27% 66% 73% 19% 12% 81% 88% 12% CAGR Referred cross border income over the last 3 years Sep-10 Sep-13 Investment Grade Sep-10 Sep-13 2 Sub-Investment Grade $0.5b FY13 cross sell revenue into Commercial Australia & NZ Note: Growth rates compare FY13 v FY12 1. Costs exclude 2H12 software impairment of $66m 2. Sub-investment grade defined as exposures with a rating below BBB- 119

120 International & Institutional Banking Division summary Institutional Banking Australia & New Zealand Asia Global products summary Financials 120

121 Growing in Asia We continue to build our Asia business by: Intermediating the fast growing Trade and Capital Flows in the region Focusing on our target segments of Financial Institutions, Natural Resources, Global Diversified, Agriculture, Asia Commercial, Asia Retail Affluent Expanding our products delivering strong capabilities in Trade, FX and Debt Capital Markets Increasing cross sell, including Markets and Trade products to our Commercial customers Building liquidity through our retail business and strengthening our brand across the region 121

122 Important Relationships A top 4 Corporate Bank in Asia with a growing customer base Growing our customer base and volume in key products Growth In Asia Customer Numbers By Segment (FY13 v FY12) 12% 16% 19% 70% 60% A top 4 Corporate Bank in Asia Greenwich Associates Large Corporate Survey Overall Relationship Quality Bank A 6% 7% 50% Bank B Agriculture 32% Financial Inst. Resources Asia Volume Growth (FY13 v FY12) 66% Global Commercial Diversified 25% 40% 30% 20% 10% 2010 Bank G Bank C 2011 Bank D Bank H Bank I 2012 Bank E Bank F 16% 0% Trade Lending FX Turnover PCM Deposits Retail Deposits Greenwich Quality Index 1 - Overall Relationship Quality (Difference from the Average) 1. The Greenwich Quality Index score is based upon a normalized composite of all qualitative evaluations transformed to a scale of 0 to 1,000 with the difference from the average shown. Note: Cross-pairs are calculated by the average of the banks shown in graph The Greenwich Quality Index score is based upon a normalized composite of all qualitative evaluations transformed to a scale of 0 to 1,000 with the difference from the average shown. Note: Cross-hairs are calculated by the average of the banks shown in graph.

123 Asian business growing in line with strategy FY13 Performance: NPAT up 45% to USD0.6 billion 1 Growing flow and value added products Partnerships CAGR +10% Relationship & Infrastructure CAGR flat Retail CAGR +25% Asia Operating Income 2 1% 18% 24% FY13 22% 21% 2% FY10 12% 17% 26% 29% 13% 13% Global Loans CAGR +21% Flow & value added business Global Markets CAGR +20% Delivering strong growth Trans. Banking CAGR +36% FY13 Trade = 12% FY13 Cash Mgmt. = 5% Gaining momentum across the region Income growth by largest geographies (USDm) FY10 FY13 Indonesia Greater China Singapore Greater Mekong Realising liquidity advantages USDm Asia Operating Income 3 38% CAGR 2,109 1,840 1,257 2,243 USDb Asia Deposits LDR = 83% 23% CAGR FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY10 FY11 FY12 FY13 1. NPAT up 19% if adjusted for software impairment on a USD basis 2. FY10 13 CAGR in USD 3. Includes Asia Private Bank 123

124 Asia Institutional balance sheet Shorter tenor Institutional Asia Risk Grade Profile by Exposure at Default Net Impaired Assets 26% 25% 74% 75% Sep-10 Sep-13 Investment Grade Sub-Investment Grade 1 $m % Sep-10 Net Impaired Assets 1% 1% 1% 50 0% 0.1% 0% 0% Sep-13 Net Impaired Assets % GLA Lending Composition Tenor by Exposure at Default FY13 Avg. Tenor (years) 74% of portfolio has a tenor <1 year 37% 45% % 55% Sep-10 Global Loans Sep-13 Transaction Banking Global Loans Transaction Banking Global Markets 1. Sub-investment grade defined as exposures with a rating below BBB- 124

125 Asia Pacific Commercial and Retail Ongoing customer acquisition in Asia Active Customer Growth (FY13 v FY12) 19% 16% Growing with positive JAWS (FY13 v FY12) Retail 29% Commercial JAWs +6% JAWs +12% 4% 17% Retail Affluent Commercial Income -2% Cost Income Cost Retail: A source of liquidity Lending Deposits $b $b 24% % Commercial Asia: Institutional product cross sell to Commercial customers Commercial Asia cross sell income growth (FY13 v FY12) 77% Markets 16% 43% Trade Cash Management 87% of Commercial income is generated from markets, cash and trade Sep-10 Sep-11 Sep-12 Sep-13 Sep-10 Sep-11 Sep-12 Sep-13 Note: Growth rates compare FY13 v FY12 125

126 International & Institutional Banking Division summary Institutional Banking Australia & New Zealand Asia Global products summary Financials 126

127 Growing faster in higher return products Growing higher return flow and value added products Revenue Growth by Product (FY10-FY13) 9% Grow 7% Growing volume IIB Volume Growth (FY12 FY13) 35% Maintain 1% 27% Global Loans Transaction Banking Markets Sales 24% FY13 Return on Equity (Regulatory Capital Basel 3 1 ) 15% 18% 17% 11% Global Loans Transaction Banking Global Markets Trade Lending FX Turnover PCM Deposits Retail Deposits 1. Capital calculated in accordance with APRA Standards, and represents Average Basel 3 RWA plus Capital Deductions 127

128 Transaction Banking Trade & Supply Chain Asia Expansion Customer Segments Strong Market Position Franchise expansion into Asia has driven volumes and income growth 75% of Assets with Financial Institutions, Resources and Global Diversified. 60% of assets are Intra-Asia trade #1 in Australia and NZ 1 Rapid growth in Asia, now ranked #5 in the region 2 $m 401 Income % 664 $b Global Asia Net Lending Assets 27% % of portfolio has a tenor <1 year Payments & Cash FY10 FY11 FY12 FY Self funded Strong Deposit Growth Asian Income Growth Transactive Asia Provided ~$50b in surplus deposits after self funding low risk trade assets Deposit growth assisting to offset margin impact from low base rate environment 9% growth in Asia revenue driven by increased volumes and better quality funding mix Coverage to be extend beyond existing 5 3 markets to Taiwan, India, Philippines and China in 2014 $m 758 Income CAGR 4% 817-5% FY10 FY11 FY12 FY13 $b Global Asia Deposits 15% Global Finance Magazine, 2012 Best Trade Finance Banks 2. Greenwich Associates, 2013 Asian Large Corporate Trade Finance Survey 3. Existing deployment includes Singapore, Hong Kong, Vietnam, 128 Cambodia and Japan (Liquidity only)

129 Trade a key driver of returns What Customers Want On the ground presence Risk and liquidity appetite Natural cross sell product for Cash and Markets For every $1 of Trade income we generate additional Cross Sell of $ $1.00 $0.57 $0.51 Cross-Sell Income $2.08 Processing expertise Trade Income Markets Cash Combined Income What ANZ Likes Strong utilisation by new to bank Trade led customers Quality multinational customer base Short duration % of cross sold products that new to bank trade led customers used over past 30mths (as at Sep 2013) 62% 47% Cross-sell income 8% Markets Cash Global Loans 1. Trade led customers using Markets and Payments & Cash Management Products 129

130 Global Markets Increased & Diversified Earnings 11% 28% Markets income growth - FX income up 14% YOY Trading income on the back of client flows and improved execution capabilities Global Markets income growth by product, client and geography (FY13 v FY12) 14% Foreign Exchange Products 6% Fixed Income 11% Capital Markets Client Segment 15% 12% Financial Institutions Global Divisified 24% #1 Expanded Asia Footprint Contribution to Global Markets sales from Asian clients Overall FX Services voted by Financial Institutions 1 7% 8% Australia & New Zealand Geography Europe & America An improved risk profile 25% Asia #1 Regional Best Sales Service in Interest Rate Derivatives G10 1 Enhanced Risk Systems Framework 16% Improvement in Traded Income/$ VAR to global best practice levels driven by a strong risk framework Income/$ VAR $m Global Markets Sales & Trading (Traded) Balance Sheet (Non-Traded) FY10 FY11 FY12 FY13 1. Asiamoney FX & FI polls

131 Global Markets showing consistent growth while building out capabilities in core franchise products Global Markets Income Global Markets Income by Type 2H 1H $m 1,856 1, % CAGR 1, , ,003 1,112 Avg. 1H:2H Income split 53%:47% 1, FY10 FY11 FY12 FY13 1H13 2H13 $m 2,500 2,000 1,500 1, Sales Trading Balance Sheet FY10 FY11 FY12 FY13 1H13 2H13 Global Markets Income by Product Global Markets Income by Geography $m 2,500 2,000 1,500 1, FX Fixed Income Capital Markets Other FY10 FY11 FY12 FY13 1H13 2H13 $m 2,500 2,000 1,500 1, % 36% Aus/NZ 18% APEA CAGR 41% 71% 64% 59% 43% 57% APEA Highest ever proportion from APEA 40% 45% 60% 55% FY10 FY11 FY12 FY13 1H13 2H13 131

132 Maintaining a lead position with our customers Category Loan Syndications Volume USDb % mkt No. Issue Australia (MLA) Australia (Bookrunner) Asia-Pacific ex-japan (MLA) Asia Pacific ex-japan (Bookrunner) Asia Pacific ex-japan G3 Currency Loans (Bookrunner) Source Thomson Reuters LPC and Dealogic Capital Markets League Tables 3Q13 Rank Category Bonds Volume USDb % mkt No. Issue Australia New Zealand Asia Pacific ex-japan Source Bloomberg (including self led) 3Q13 Rank 132

133 Build out of Global Markets capabilities in Asia showcases implementation of super regional strategy FX Options - built out product capability (e.g. CNY/CNH) in conjunction with intensive marketing to Asian Corporate & Commercial client segment in particular FEUROMONEY FX POLL AsiaRisk Commodity Rankings BEST FOR ASIAN TIMEZONE CLIENT SERVICE BEST FOR GOLD 2012 & 2013 Local Markets Asian government bond inventory and distribution to investor clients. Significantly better market share in bonds & rates, building Asian currency FX flow from asset managers and Sovereign Wealth Funds & Central Banks Credit - Added local Loan Syndications capability in Indonesia and Japan. Significantly enhanced USD DCM credentials in Asia, volume up ~300% YoY. Largest term loan facility in Asia ($8b Alibaba), 40% of DCM and Loan Synd. revenues from Asia Global Markets Asia Global Markets Asia Income ($m) 17% 479 FX POLL BEST FOR OVERALL FX SERVICES 2013 Voted by Financial Institutions APLMA SYNDICATED LOAN AWARDS FIXED INCOME RESEARCH POLL NO. 1 BEST MACROECONOMIC RESEARCH AND ANALYSIS 2013 Shanghai Gold Exchange Commodities - Scaling up Precious Metals business, established ANZ as key player in physical gold in China. Opened Gold vault facility in Singapore, diversifying into structured solutions in coal, iron ore, etc, connecting the producers and consumers in our footprint FY11 FY12 FY13 ASIA PACIFIC SYNDICATED LOAN HOUSE OF THE YEAR 2012 BEST MARKET MAKER

134 International & Institutional Banking Division summary Institutional Banking Australia & New Zealand Asia Global products summary Financials 134

135 IIB Division 2013 Performance Financial Highlights FY13 $m FY13 v FY12 Operating Income 6,564 2% Operating Expenses (2,970) (3%) Profit before Provisions 3,594 7% Provisions (317) (30%) Net Profit after Tax 2,430 15% Net Interest Margin ex. Markets (%) 2.69% -41bps $m 2,111 Net Profit after Tax Movement FY13 v FY12 FY12 includes $162m of software impairment Up 15% 51 2,430 Cost to Income Ratio (%) 45.2% Down 254bps FY12 Income Expenses Provisions Tax FY13 Financial Highlights 2H13 Net Profit after Tax Movement 2H13 v 1H13 $m 2H13 v 1H13 $m Operating Income 3,293 1% Operating Expenses (1,524) 5% Profit before Provisions 1,769 (3%) 1, ,231 Provisions (133) (28%) Net Profit after Tax 1,231 3% 78 Net Interest Margin ex. Markets (%) 2.61% -16bps Up 3% Cost to Income Ratio (%) 46.3% Up 210bps 1H13 Income Expenses Provisions Tax 2H13 135

136 IIB Division 2013 Performance IIB Division Balance Sheet $b Sep 2013 v Mar 2013 v Sep 2012 Customer Deposits % 14% Retail % 24% Global Institutional % 14% Transaction Banking % 15% Global Loans 0.7 1% -14% Global Markets % 13% Relationship & Infrastructure 1.5 8% -1% Global Markets, 45% Customer Deposits Relationship & Infrastructure, 1% Retail, 8% Global Markets, 6% Customer Lending Relationship & Infrastructure, 1% Retail, 7% Transaction Banking, 22% Customer Lending % 12% Retail % 46% Global Institutional % 10% Transaction Banking % 27% Global Loans % 4% Global Markets % 16% Relationship & Infrastructure % 56% $163 billion $110 billion Global Loans, 0% Transaction Banking, 46% Global Loans, 64% $b 143 Customer Deposits Movement Sep 2013 v Sep $b 98 Customer Lending Movement Sep 2013 v Sep Up 14% Up 12% FY12 Retail Global Institutional Relationship & Infrastructure FY13 FY12 Retail Global Institutional Relationship & Infrastructure FY13 136

137 Diversification of income and more stable risk adjusted margins AUDb Income 6% CAGR 4.50% Net Interest Margin NIM is more stable on a risk adjusted basis reflecting an improved portfolio risk profile % IIB ex Markets NIM down 67bps Risk Adjusted NIM down 17bps 3.50% 3.28% 3.00% 2.50% 2.64% 2.61% 2.47% 1H10 2H10 1H11 2H11 1H12 2H12 1H13 2H13 Net Interest Income Other Operating Income 1. Risk Adjusted NIM represents NII/CRWA 2.00% 1H10 2H10 1H11 2H11 1H12 2H12 1H13 2H13 Risk Adjusted NIM ex Global Markets NIM ex Global Markets 1 137

138 New Zealand Division

139 A strong domestic franchise in New Zealand is critical to the success of ANZ s Super Regional strategy The New Zealand strategy is focused on: Delivering a better banking experience for our customers by simplifying the business (products, processes and systems) Delivering scale benefits and driving improved efficiency and returns Growing market share in target segments 139

140 Our strategy has been to significantly simplify and focus our business to create scale Create Scale Leverage Scale Scale advantage Systems Brands Brand Consideration 1 27% 32% 39% Market leading Staff engagement 64% 74% 76% Best practice CTI NZ Geography % 47.7% 42.5% Market leading CTI NZ Division % 50.6% 43.1% Market leading Cash profit NZDm ,068 Brought together 2 brands as ANZ Moved to 1 core banking system Created 1 management structure Simplified and moved to a single set of policies, processes and products Leverage global hubs and shared platforms Further improve branch coverage Roll out customer data focused sales strategy Natural competitive advantage in key markets Note: Brand consideration - sourced from IPSOS Brand Tracking (first choice, or seriously considered) 2. NPAT and CTI includes NZ Simplification Programme (NZS) costs (pre-tax: FY10 nil, FY12 NZD196m, FY13 NZD22m) 3. Represents NZ Division, unless otherwise noted

141 Creating scale to build a stronger bank Increased Cross Sell Cost to Income Loan to Deposit Ratio Growth FY13 v FY12 62% ANZ@work 1 NZ Division NZ Geography NZ Simplification Programme 199% 48.4% 43.1% 49.1% 42.5% 187% 177% 175% 22% Trade Finance FY10 FY13 FY10 FY13 Sep 10 Sep 11 Sep 12 Sep13 33% Kiwisaver FUM 29% Direct Insurance sales 2 Net Profit After Tax NZDm 1, Return on RWA 2.1% 1.7% 1.6% 1.1% 10% Time spent on sales by frontline staff FY10 FY11 FY12 FY13 FY10 FY11 FY12 FY13 1. ANZ@work is a banking benefits program for employees of ANZ s corporate, institutional and selected commercial customers. The program provides consumer product benefits and discounts along with local relationship and financial literacy support, because of the relationship ANZ has with the customers employer Includes sales of white-labelled General Insurance products

142 New operating model is enabling productivity and efficiency improvements Revenue per FTE Revenue per Branch NZDk NZDm +10% +17% Optimising branch network 7% Branch coverage up 7% over 3 years 7% Branch costs down 7% YOY (-6% HOH) % Leveraging scale Revenue per FTE up 10% YOY (+8% HOH) FY12 FY13 FY12 FY13 18% 17% Revenue per branch up 17% YOY (+16% HOH) Revenue per branch up 14% HOH % Branch Coverage % Cost % average total assets NZ Simplification Programme Achieving productivity gains 3% Simplified Business Costs down 3% YOY (-1% HOH) ex. NZ Simplification Programme costs 2 Simplified processes and removed duplication 75.0 Productivity savings enabling increased investment FY12 FY13 Investing in sales capability leading to increased retail sales from proprietary channels & improved customer experience 1. Branch coverage measures the areas in which ANZ is represented relative to where New Zealanders do business 2. NZ Simplification pre-tax costs were FY12 NZD196m; FY13 NZD22m; 1H13 NZD18m; 2H13 NZD4m 142

143 Transforming our lending book by focusing on growing mortgage share and balancing risk in the Agri portfolio System lending growth driven by mortgages ANZ out-performing system in key home loans segment Business 15% Agri Cards/ Personal System lending growth 1 14% 1% 70% Mortgages 20bps #1 Mortgage share 2 up 20bps YTD to 30.8% #1 mortgage sales 3 YTD in Auckland & Christchurch Indexed Sep 11 = Growth in home loans ANZ v System System 95 Sep 11 Mar 12 Sep 12 Mar 13 ANZ Aug 13 Growing mortgages through Retail and Small Business Bank, de-leveraging in Agri NZDb CAGR 3% FY11 Retail SBB CommAgri FY13 NZDb Agri exposure rebalanced and credit quality improved Total Lending and Impaired Assets % 18.5% 17.5% 80.6% 81.5% Sep 11 Sep 12 Sep 13 Agri 82.5% Net impaired assets Source: RBNZ schedule S7; September 11 to August Source: RBNZ schedule S7; September 12 v August Terralink 143

144 and this is driving continued improvement in credit quality Net impaired assets (NIA) Total provision charge NZDm 1.50% 1.34% 1.11% 0.99% NZDm H10 2H10 1H11 2H11 1H12 2H12 1H13 2H13 IP Charge CP Charge 1,295 1, % 1.20% 90+ days arrears Mortgages Commercial Agri % 0.40% Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Net Impaired Assets NIA as % GLA 0.00%

145 Single brand focus has resulted in increased consideration and higher profile Increased Brand Consideration driven by best in market advertising campaigns Brand Consideration 1 12% ANZ s advertising stands out in the market and is delivering high advertising awareness. Combining our marketing spend from two brands into one is having the expected impact Peer 1 2% Peer 2-3% and evidenced by greater market recognition Peer 3-7% Peer 4-7% ANZ awarded New Zealand Bank of the Year 2012 Nexus Gold Awards ANZ Simplification Program: Customer Transition Communications 2012 Nexus Gold Awards ANZ Simplification Program: National Bank Brand 145 Change Direct Communications NZ brand consideration change from August 2010 to August 2013 sourced from IPSOS Brand Tracking (online survey, first choice or seriously considered). Six month rolling average

146 Retail Driving sales through investment in sales capability, channels and branch coverage Strong result Increased branch coverage 2 4% Cash profit up 4% YOY & 15% HOH 82% 2% 12% CTI down 2% YOY & 3% HOH Consideration 1 scores 75% 13% Staff engagement up 13% to 76% over 3 years Increased sales capability during the year Coverage 30% 10% Added branches in 8 new communities over 2 years Improved insurance sales performance of front line staff that completed new life insurance training Average time frontline spent on sales Increased sales capability driving higher % of mortgage sales 3 through branches % of mortgage sales by channel 39 Branch Brokers MMM % Sales of general and life insurance products 1. Brand consideration IPSOS Brand Tracking 2. Branch coverage represents the areas in which ANZ is represented relative to where people do business 3. Excludes Small Business Banking Mobile Mortgage Manager 2H12 1H13 2H13

147 Retail - fewer, simpler products ANZ has award-winning products, including more 5-star Credit Card Ratings 1 than any other bank which has driven market share gains A simplified product suite # Retail & Business Banking Products Low rate Freedom transaction Airpoints Platinum Cashback Rewards 160 Making it easier for our customers to access our products Increased cross sell Flexiplus Mortgage Fixed Mortgage +9% 2013 v 2010 The proportion of Retail customers with four or more needs met has increased 9% over the past three years 1. Source: Canstar Credit Card rating report November

148 Winning in key growth mortgage markets without increasing risk #1 Share of new mortgage sales 1 in Auckland and Christchurch Winning share in Auckland and Christchurch Share of new mortgage sales in Auckland 1 Share of new mortgage sales in Christchurch 1 67% Average LVR at origination 4 Leading peer bank 24% >80% LVR mortgages >80% LVR lending accounts for c.24% of ANZ NZ s existing mortgage book 2 ANZ >80% LVR new mortgage lending is less than the NZ banks average of c.30% 3 due to our lower emphasis on >90% LVR lending 24% ANZ #2 FY10 27% 30% ANZ #1 FY13 28% 22% ANZ #2 FY10 23% 27% ANZ #1 FY13 22% Auckland mortgages reflect higher average loan size but similar portfolio quality Average LVR at Origination 4 67% 67% Average Loan Size at Origination 4 NZDk Loan to Valuation Ratio - portfolio composition (on balance sheet) 0-60% 61-70% 71-80% 15% 9% 35% Total Portfolio Auckland Total Portfolio Auckland 81-90% 90%+ 25% 16% 1. Source: Terralink 2. New RBNZ restrictions effective 1 October 2013 require banks new >80% LVR mortgage lending to be capped at 10% of total new mortgage lending. Banks must be compliant by March RBNZ publication, Regulatory impact assessment: restrictions on high-lvr residential mortgage lending, August H13 Average 148

149 Commercial - Strong growth in Small Business Banking Profit growth driven by lending volumes and improved economic environment 11% 11% Risk HOH profit growth (+17% YOY) driven by small business lending YOY increase in revenue cross sell to $93m Higher risk exposures at default (CCR ) has reduced by NZD3b since FY10 Lending and Deposit Growth 13 Lending Growth % SBB UDC Commercial Agri Deposit Growth % YOY HOH 18% Return on RWA up 18% YOY SBB UDC Commercial Agri SBB is performing well Considerable improvement in book quality NZDm SBB revenues 2 4% SBB new to bank customers 4,850 13% 5,470 Strong CCR EAD 3 distribution by CCR % 0-4 Business Bank Lower CCR 7-10 exposures have reduced EAD by NZD3bn in Commercial & Agri 29 Commercial Agri 66 FY12 FY13 FY12 FY13 Fair Impaired FY10 FY13 FY10 FY13 FY10 FY13 1. Customer Credit Rating 2. Normalised to exclude EFTPOS 3. EAD=Exposure at Default 149

150 Commercial delivering insight to our customers and connecting them to the region Connecting customers abroad Leading the Agribusiness market Customer tours to India, Hong Kong and China Best Agri Bank Sponsor: Young Farmers Strategic Partner: National Fieldays Providing thought-leadership UDC - 75 years of providing asset finance to customers Passing the Baton Succession planning guide Sector focus papers 150

151 Customers are increasingly using digital channels to do their banking >50% 57% Greater than 50% of ANZ NZ customers are using digital channels to do their banking 57% of customer transactions now digital (up 5% YOY) #1 Banking App 1 ANZ gomoney TM is currently the most downloaded banking app in New Zealand % of transactions 2 using digital channels % of customers actively using Internet Banking or gomoney TM 52% 53% 57% 38% 52% 47% 48% 1H12 2H12 1H13 2H13 FY10 FY13 FY13 Australia 1. Source: Apple App Store, Google Play 2. Volume of retail transactions by number 151

152 ANZ FastPay TM to be launched Award winning mobile merchant app currently operational in Australia and soon to be launched in New Zealand Enables business customers to process credit and debit card payments securely using their iphone or Android smartphone Provides same day access to takings in your linked ANZ Business Account Receipts are ed directly to the customer 152

153 Financial outcomes FY13 Income (NZDm) Expenses (NZDm) PBP (NZDm) NPAT (NZDm) Cost to Income % New Zealand Division FY13 2,678 1,155 1,523 1, % v FY12 % -1% -15% +14% +29% -7.5% FY13 1, % Retail v FY12 % 0% -3% +3% +4% -1.6% Commercial Banking FY13 1, % v FY12 % -1% -3% 0% +17% -0.7% 153

154 Financial outcomes 2H13 Income (NZDm) Expenses (NZDm) PBP (NZDm) NPAT (NZDm) Cost to Income % New Zealand Division 2H13 1, % v 1H13 % +3% -4% +9% +15% -3.1% 2H % Retail v 1H13 % +5% -1% +12% +15% -3.0% Commercial Banking 2H % v 1H13 % +2% -1% +4% +11% -1.0% 154

155 New Zealand Division 2013 Performance Financial Highlights FY13 Net Profit after Tax Movement FY13 v FY12 NZDm FY13 v FY12 Operating Income 2,678-1% Operating Expenses 1,155-15% NZDm ,068 Profit before Provisions 1, % 827 Provisions 46-76% Net Profit after Tax 1, % Net Interest Margin (%) 2.49% -0.14% 21 Up 29% FY12 Income Expenses Provisions Tax FY13 Financial Highlights 2H13 Net Profit after Tax Movement 2H13 v 1H13 NZDm 2H13 v 1H13 Operating Income 1,361 +3% Operating Expenses 566-4% Profit before Provisions % NZDm Provisions 10-72% Net Profit after Tax % Net Interest Margin (%) 2.49% 0% Up 15% 1H13 Income Expenses Provisions Tax 2H13 155

156 New Zealand Division 2013 Performance New Zealand Division Balance Sheet NZDb Sep 2013 Mar 2013 Sep 2012 v Mar 2013 v Sep 2012 Customer Lending % +4% Retail % +3% Small Business Banking % +13% Commercial & Agri (C&A) % +1% Risk Weighted Assets % +1% Customer Deposits % +5% Retail % +5% Small Business Banking % +9% Commercial & Agri (C&A) % +2% Customer Lending Movement Sep 2013 v Sep 2012 Customer Deposits Movement Sep 2013 v Sep 2012 NZDb NZDb Up 4% Up 5% FY12 Retail SBB C&A FY13 FY12 Retail SBB C&A FY13 156

157 Net interest margin has stabilised in 2H13 Net Interest Margin stabilised in 2H13 Challenges from: Intensified lending competition Continued structural shift back towards fixed rate mortgages Decline in lending margins offset by lower funding costs and improved deposit margins Shift in borrower preference back towards fixed rate mortgage products 100% 75% 50% 25% ANZ % Fixed Rate mortgages in portfolio Sep 08 Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Sales Mix 30% 70% 2H13 Variable Fixed New Zealand Division - Net Interest Margin Movement bps Margin stabilised HOH Down 10 bps Flat 2H12 Funding Mix Funding Cost Assets Deposits Other 1H13 Funding Mix Funding Cost Assets Deposits Other 2H13 157

158 Global Wealth

159 ANZ Global Wealth is delivering innovative and differentiated financial solutions to customers across the region, enabling active engagement in growing and protecting their wealth This will deliver value to the Group through: Deeper and longer customer relationships with improved customer economics Diversified revenue stream Improved return on capital Important and growing source of liquidity 159

160 Global Wealth s transformation strategy is delivering Financial Driving higher returns 36% increase in cash profit 470bps reduction in Cost to Income ratio Marginal return on capital increased 130bps. Performing above mid-teen hurdles Customer Innovative and differentiated solutions to customers 11% increase in wealth solutions held by ANZ customers Direct insurance sales up 13% in Australia and 33% in New Zealand More than 50,000 ANZ Smart Choice Super accounts opened to date Risk inforce from ANZ Financial Planning up 16%, aligned channels up 7% Netflows from ANZ Financial Planning up $264m, aligned channels up $282m Capabilities Scalable and efficient operating model Retention activities delivering insurance lapse rate improvements of 20bps in Australia and 70bps in New Zealand MySuper licence approved by APRA and positioned to capture the growth in superannuation in Australia 160

161 Wealth Management sector is undergoing a once in a generation transition Industry Shifts Changing Customer Behaviour Impact on Wealth Industry Demographic Shifts Consumer Behaviour & Technology Attitudes to Advice/ Wealth Regulatory Changes & Margin Impact Boomers are retiring Future customers want to engage in new ways Customers want simple solutions and control Customers demand better value from advice Customer experience must be simple and convenient Consolidation within Open Market channels Digital and direct channels will grow New solutions for selfdirected investors Heightened regulatory requirements and oversight Margin pressure requires a more efficient cost base 161

162 Global Wealth supports ANZ s Super Regional Strategy Improved customer economics Important source of liquidity Customer Attrition Without Wealth -45% +65% With Wealth Revenue per customer Without Wealth With Wealth Significant source of other operating income (OOI) for ANZ $b FY12 FY13 $b Deposits Loans Deposits Loans Wealth Wealth sourced 1 Delivering value to the Group FY12 23% Wealth OOI 2 FY13 25% Wealth OOI 2 Deeper and longer customer relationships with improved customer economics Diversified revenue stream (significant source of non-interest income) 77% Non-Wealth ANZ OOI 75% Non-Wealth ANZ OOI Important and growing source of liquidity 1. Wealth Sourced includes deposits & lending from Private Bank and E*TRADE which is sourced by Global Wealth but registered in other divisions. 2. Wealth OOI includes Other Operating Income, Net Funds Management and Insurance Income 162

163 Embed wealth solutions into all customer touch points across the bank Increased Wealth Solutions to ANZ Customers (Includes Australia, New Zealand & Asia) +11% $m Direct Insurance sales Australia New Zealand 1 NZDm +13% +33% FY12 FY13 FY12 FY13 FY12 FY13 ANZ Smart Choice Super Accounts and FUM KiwiSaver Accounts and FUM 000 FY13 Sales 110 1H13 FUM 275 2H FY13 Sales Total: 50,000 $m Total: 88,000 $m +150% 25 (50%) Branch Channel Call Centre & Online 25 (50%) Branch Channel 71 (81%) Other 17 (19%) FUM 2 +51% 2,520 FY12 3,813 FY13 1. Includes sales of white-labelled General Insurance products 2. KiwiSaver FUM in AUD 163

164 Build a highly skilled, trained and productive adviser force Increased capacity in ANZ Financial Planning Stronger flows from aligned channels +20% 413 $m Netflows +$282m $m Risk Inforce +7% FY12 Australia FY13 New Zealand FY12 FY13 FY12 FY13 Higher quality business through ANZ Financial Planning Netflows Outflow Rate 1 Risk Inforce Insurance Lapses $m $264m % -160bps $m +16% % -40bps % 12.6% 70 FY12 FY13 FY12 FY13 FY12 FY13 FY12 FY13 1. Outflow rate is defined as total outflows divided by average Funds Under Management during the period. 164

165 Grow our presence in Wealth and Private Bank across the region Comments Global Private Wealth Financials Launched investment solution for Australian Significant Investor Visa program Launched China Mutual Funds through QDII and sales volumes above expectations $m Income +6% Expenses -5% Cash Profit +35% Vontobel partnership progressing target in market in FY14 FY12 FY13 FY12 FY13 FY12 FY13 Global Private Wealth Funds Under Management Asia Private Bank and Retail Wealth Sales $b FY12 Australia +27% FY13 New Zealand $b +13% FY12 FY13 Other Asia Indonesia Hong Kong Taiwan Singapore 165

166 Deliver higher returns in Life Insurance Retail Life Insurance Inforce Insurance Cash Profit $m +10% $m 9% , FY12 Australia FY13 New Zealand FY12 FY13 Retail Life Lapse Rates Awards Australia New Zealand % 20bps % 70bps 16.6% 13.9% 13.7% 15.9% FY12 FY13 FY12 FY13 Money Management Retail Life Insurance awarded Risk Company of the Year (4 th consecutive year) Direct Life Insurance CANSTAR Awarded Outstanding Value for Direct Life Insurance in 2013 Life Insurance Australia CANSTAR Awarded Outstanding Value for Life Insurance in 2013 (6 th consecutive year) 166

167 Position for growth in Funds Management Funds Under Management (FUM) Funds Management Cash Profit $b +13% $m 88% FY12 Australia FY13 New Zealand FY12 FY13 Efficiently delivering MySuper Awards MySuper license approved by APRA Our MySuper compliant offering (ANZ Smart Choice Super) is a market leading solution that secures our ability to capture the growth of superannuation in Australia CANSTAR Money Magazine FundSource With ANZ Smart Choice Super, we are seizing the opportunity of regulatory reform to materially grow our business and increase market share ANZ SmartChoice Super awarded Outstanding Value in all life stage categories for 2013 OneAnswer Frontier awarded Best Featured Pension Product for 2013 New Zealand Fund Manager and KiwiSaver Manager of the Year for

168 Simplify the business and leverage global capabilities Comments Global Wealth Cost to Income Ratio Cost to Income Ratio improved by 470bps Improvement in Insurance Expense to Inforce premiums in Australia by 70 bps 67.2% 470bps Improved Funds Management Expense to Average FUM in Australia 1 by 15 bps Progress made on simplifying our processes with 20% of Operations FTE now operating from regional centres of excellence and Operations cost per FTE decreased by 17% FY % FY13 Centralising our investment capabilities Operating Expenses We have established a centralised Chief Investment Office that delivers a single set of investment themes, asset allocations and advice recommendations This allows us to better serve our customers with more timely, consistent and improved $m Improved 2% investment outcomes FY12 Funds Mgmt. Insurance Private Wealth Other FY13 1. Funds management expense and FUM only relates to Pensions & Investments business 168

169 ANZ Global Wealth is investing for the future Developing innovative solutions for the self directed customer Expanding ANZ Smart Choice Super to provide a MySuper compliant solution for Employers Launching ANZ Self Managed Super - an integrated solution for self managed super funds Connecting customers to their wealth through integrated channels Launching digital Wealth Investment Centre Piloting an IBM Watson enabled insurance advice solution Leveraging global capabilities for service and scale efficiencies Progressing integration of the insurance business in Australia and New Zealand Migrating KiwiSaver onto ANZ Smart Choice Super registry Leveraging E*TRADE capabilities for innovative self directed solutions 169