Anz Group Holdings Limited · ASX:ANZ
Anz — Australia and New Zealand Banking Group — Non-Deal Roadshow (July 2014)
83 slides from Anz's roadshow presentation, Jul 23, 2014
Slide 1: ANZ Asia Investor Tour 2014
ANZ ASIA INVESTOR TOUR 2014 AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED 23 JULY 2014 ANDREW GÉCZY CHIEF EXECUTIVE OFFICER International & Institutional Banking
Slide 2: Super Regional Strategy
ANZ remains focused on building the best connected, most respected bank across Asia Pacific SUPER REGIONAL STRATEGY STRONG PROFITABLE ENTERPRISE CORE ASIAN APPROACH MARKETS GROWTH STRONG LIQUIDITY AND CAPITAL MANAGEMENT DISCIPLINED AND EXPERIENCED MANAGEMENT Improving Diversifying Improving Improvin
Slide 3: Macro fundamentals remain compelling across Asia
Macro fundamentals remain compelling across Asia The economic centre of the world is By 2020 Asia will account for 35% of world shifting back to Asia trade with the majority being Intra-Asia Share of world GDP1 Share of total world trade2 % % 60 20 Intra-Asia 12 Asia 50 6 Europe-Asia 4 2 40 MidEast-
Slide 4: Macro fundamentals propel Asian banking revenue pool growth
These macro fundamentals propel Asian banking revenue pool growth ANZ’s markets are expected to deliver Key Asia Pac markets will represent ~50% of growth in banking revenue pools ~US$800b in revenues by 2017 Forecast absolute growth in Global Banking revenues Forecast revenue pools for key Asia Pac
Slide 5: ANZ has quickly established itself in Asia
ANZ has quickly established itself in Asia In 2009 In 2014 • Top 12 Corporate Bank in Asia1 • Top 4 Corporate Bank in Asia1 REPUTATION WITH CLIENTS • Institutional Brand awareness in • Institutional Brand awareness in HK – HK – 20%2 79%2 • Operated in 13 countries3 • Operates in 15 countries • ~6,50
Slide 6: We have steadily diversified earnings as the Business has grown
We have steadily diversified earnings as the Business has grown Asia now represents 36% of IIB’s NPAT, Non-lending income is growing steadily up from 28% in 2013 relative to NII IIB NPAT by Region IIB Revenue mix Net interest income $m $m Other operating income AUS/NZ 2,452 6,602 APEA 6,427 2,111 5,
Slide 7: Well funded and low risk balance sheet
IIB has achieved these outcomes while maintaining a well funded and low risk balance sheet We continue to be well funded with …while maintaining superior credit quality deposits, enabling strong lending growth… in Asia IIB Balance sheet – Deposits & Loans Regional Risk Grade Profile Regional Risk Gr
Slide 8: Leadership position in home markets
And we have strengthened our leadership position in home markets ANZ is a market leader in Australia for We continue to be #1 in New Zealand with both overall and lead penetration a substantial and widening gap Australia - Domestic Banking Relationships Market New Zealand - Domestic Banking Relation
Slide 9: More products to more customers in more geographies
We are now able to provide more products to more customers in more geographies Number of countries with presence vs Our ability to serve our clients and expand number of distinct products1 our wallet potential has grown 2009 2014 Product and geographic penetration of our international customers (200
Slide 10: The next 5 years will provide notably different conditions
The next 5 years will provide notably different conditions to the last 5 – we are well positioned Macroeconomics Customers Simplicity & Remaining attractive transparency • Trade flows • Rise of Regional • Capital flows Treasury Centres ANZ today ANZ in the • Banking pools • Shrinking bank Solid foun
Slide 11: Overarching objective: deliver growth while improving returns
Against this backdrop, our overarching objective is to deliver growth while also improving returns Strategic Imperatives Leverage product positions we have built in the region to insight-driven solutions for clients Convert clients on-boarded post GFC to increasingly profitable multi- product an
Slide 12: Four strategic priorities
We have focused on four strategic priorities to address these imperatives and taken steps to sharpen our delivery IIB STRATEGIC ORGANISATION PRIORITIES Business Customer Global Execution & Enablement Connecting more Segments Products Performance Customers by 1 4 6 8 Providing Global Global Finance B
Slide 13: Priorities drive improved Divisional ROE
Our priorities should drive improved Divisional ROE and allow IIB to contribute to Group commitments IIB Outcomes for the business Impact to Shareholders PRIORITIES Connecting More • More customers with deep cross- Customers by Providing border wallets • Serving Customers in lucrative Seamless Val
Slide 14: Competitive strength: connecting Asia with Australia/NZ
Our fundamental competitive strength: connecting newly built Asia with historically strong Australia/NZ 2009 – 2010 Grow Share 2011 - 2013 Today Use Home of Key Leverage Market Corridors Newly Built Heritage Asia • #1 Institutional Player • Asia-Australia • Maturing Client Relationships • Deep Indus
Slide 15: APPENDIX
APPENDIX
Slide 16: IIB Organisation Structure
IIB Organisation Structure CEO IIB Chief of Staff Andrew Géczy Peter Chan (Melbourne) (Melbourne) Business Execution Customer Segments Global Products Enablement & Performance Head of International Head of Deputy CEO & Business CFO Banking Global Markets and Loans Performance Management Mary MacLeod
Slide 17: Important Relationships
Greenwich Associates Large Corporate Banking Study, Asia • ANZ‟s upwards momentum over a A top 4 Corporate Bank in Asia1 short period of time has been by Market Penetration significant Greenwich Associates Large Corporate Study Asian Large Corporate Banking Market Penetration 60% • The bank has grow
Slide 18: Foreign direct investment inflows to Australia recovered following the GFC
Foreign direct investment inflows to Australia recovered following the GFC due to investment in the mining sector Foreign direct investment inflows 60 50 40 AUD bn 30 20 10 0 06 07 08 09 10 11 12 13 Total Source: NAB, ANZ Research 18
Slide 19: FDI in Australian mining sector more important
Foreign direct investment in the Australian mining sector has become much more important in recent years Foreign direct investment inflows by industry 60 50 40 AUD bn 30 20 10 0 07 08 09 10 11 12 13 Mining Non-mining Source: NAB, ANZ Research 19
Slide 20: Major sources of foreign direct investment
The US, Japan and the UK remain the most important sources for foreign direct investment, although investment from China has grown in importance Foreign direct investment inflows by major countries 60 50 40 30 AUD bn 20 10 0 -10 -20 06 07 08 09 10 11 12 13 Canada China Japan Singapore UK US Source:
Slide 21: What are the key trade corridors and how have they grown?
What are the key trade corridors and how have they grown? 21
Slide 22: Management attention to key corridors
We are devoting management attention to key corridors particularly those to and from our home markets Source of How we are relevant Key market Positive for ANZ and opportunity to clients corridors shareholders • We aspire to be a leading • Only regional bank regional Trade Bank Converting Australia
Slide 23: Over 35% of Australia's exports go to China
Over 35% of Australia’s merchandise exports now go to China, reflecting a sharp increase in bulk commodity exports Australian merchandise exports by country 120 100 Exports, rolling 12m sum, AUD bn 80 60 40 20 0 90 92 94 96 98 00 02 04 06 08 10 12 14 China Japan Korea India United States Source: NAB
Slide 24: Rise in short-term Chinese tourist arrivals
The rise in short-term Chinese tourist arrivals has been driven by higher incomes and the emergence of a large middle class Short-term Chinese arrivals 80 14 70 12 Share of total short-term arrivals, % 60 Number per month (000s) 10 50 8 40 6 30 4 20 10 2 0 0 92 93 94 95 96 97 98 99 00 01 02 03 04 05
Slide 25: Sharp increase in imports from China
There has also been a sharp increase in imports from China Australian merchandise imports by country 50 45 40 Exports, rolling 12m sum, AUD bn 35 30 25 20 15 10 5 0 90 92 94 96 98 00 02 04 06 08 10 12 14 China Japan Germany Singapore United States Source: NAB, ANZ Research 25
Slide 26: What is the growth rate in intra-regional trade?
What is the growth rate in intra-regional trade? 26
Slide 27: ASEAN intra-regional trade to expand with AEC
ASEAN intra-regional trade to expand with the commencement of ASEAN Economic Community in 2015 2000 forecasts 1800 1600 CAGR (2011-2020): 1400 12.9% 1200 USD bn 1000 800 CAGR (2000-2010): 12.6% 600 400 200 0 2000 2005 2010 2015 2020 • Over the coming decade, Asian production is expected to migrate s
Slide 28: Surge in intra-regional trade following China's WTO ascension
Similar to the surge in intra-regional trade following China’s WTO ascension 1400 1200 CAGR (2001-2012): 1000 16.8% USD bn 800 600 CAGR (1990-2000): 16.4% 400 200 0 1990 1994 1998 2002 2006 2010 • The creation of the ASEAN economic community is likely to be a positive supply side shock similar to Ch
Slide 29: How is the Retail Affluent segment growing?
How is the Retail Affluent segment growing? 29
Slide 30: Asian high net worth individuals growing strongly
Asian high net worth individuals growing strongly Asia-Pacific HNWI Population, 2007-2012 (by Market) 4000 197 3500 38 73 95 166 173 32 101 30 65 114 58 89 3000 94 91 153 154 24 99 85 101 160 24 83 50 126 149 82 153 44 144 207 76 71 146 2500 78 127 180 Number of HNWI 96 127 193 123 138 19 42 643 174
Slide 31: High Net Worth Individual Wealth continues to grow
High Net Worth Individual Wealth continues to grow strongly, led by China and Japan Asia-Pacific HNWI Wealth, 2007-2012 (by Market) 12,000 969 125 298 829 355 840 10,000 100 426 302 106 279 489 272 298 749 807 396 560 381 80 85 264 453 439 234 232 589 225 340 511 408 8,000 319 625 369 477 386 582 37
Slide 32: www.anz.com
The material in this presentation is general background information about the Bank‟s activities current at the date of the presentation. It is information given in summary form and does not purport to be complete. It is not intended to be relied upon as advice to investors or potential investors and
Slide 33: ANZ Asia Investor Tour 2014 - Client Value Proposition & Coverage
ANZ ASIA INVESTOR TOUR 2014 AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED 23 JULY 2014 DREW RIETHMULLER MD, CUSTOMER SOLUTIONS GROUP Client Value Proposition & Coverage
Slide 34: Business Performance Management supports Global Products & Customer Segments
Business Performance Management supports Global Products & Customer Segments through a range of centralised functions International & Institutional Banking Customer Business Execution Enablement & Global Products Segments & Performance Control 1 4 6 8 Global Finance Banking Business Global Markets P
Slide 35: Asia Pacific network and product capability is unique
ANZ’s Asia Pacific network coupled with depth of product capability and strong risk discipline is unique • Deep presence in Asia coupled with strategic expansion rounds out our Leveraging network footprint leadership in • Connecting clients to growth opportunities in key corridors, winning domestic
Slide 36: Market leadership in Australia and NZ is a competitive advantage
Clear market leadership in Australia and NZ is a competitive advantage in facilitating cross border deals Leading bank in Australia and and a top 4 Corporate Bank in Asia by New Zealand… market penetration3… Greenwich Associates Large Corporate Study Ranked #11: Asian Large Corporate Banking Market
Slide 37: Great customer momentum in becoming a regional player
ANZ has demonstrated great customer momentum in becoming a regional player Well managed growth in Institutional … and deepened wallet share of customers… strategic clients Australia and New Zealand Product and geographic penetration of international APEA1 customers2 # +7% CAGR 6,000 2009 2014 4.9 4,
Slide 38: Expanded footprint differentiates client offerings
Our expanded footprint assists us to differentiate our client offerings Rounding out ANZ footprint to support Our unique corridors connect clients clients’ needs across the network more effectively • Representative Office in Myanmar • Only regional bank with Australia as anchor markets: • Full banki
Slide 39: IIB will win with insight-led customer relationships
IIB will win by driving insight-led, deep customer relationships with targeted customer segments IIB STRATEGIC KEY AREAS OF FOCUS FOR CLIENT COVERAGE PRIORITIES Connecting more • Tailored customer segment value propositions to deepen relationships Customers by • Strengthening relationships with Inte
Slide 40: Deeper, more profitable relationships with GB, IB and Retail
IIB is focused on developing deeper, more profitable relationships with GB, IB and Retail segments by delivering targeted value propositions Segments What we offer How we serve Our target • Bespoke products covered by • Invest to deliver bespoke banking product specialists and Global customised oper
Slide 41: Insight capabilities create a more compelling client offering
Insight capabilities create a more compelling client offering by delivering superior customer outcomes Origination and delivery of insights-led customer solutions through: Using proprietary data to Collaborating with Systematically generate high-value cross- Relationships and Products commercialisin
Slide 42: Comprehensive flow products and platforms in key corridors
Comprehensive flow products and platforms in key corridors Current Capability Target Capabilities (2016) Benefits (2014) With key focus on flow products • Payment and Cash • Enhance Supply Chain and Trade Finance • Shorter tenor management capabilities deals Cash & • Full trade products • Sophistica
Slide 43: www.anz.com
The material in this presentation is general background information about the Bank’s activities current at the date of the presentation. It is information given in summary form and does not purport to be complete. It is not intended to be relied upon as advice to investors or potential investors and
Slide 44: ANZ Asia Investor Tour 2014 - Risk & Regulatory
ANZ ASIA INVESTOR TOUR 2014 AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED 23 JULY 2014 DOUG STOLBERG CHIEF RISK OFFICER, INTERNATIONAL & INSTITUTIONAL BANKING Risk & Regulatory
Slide 45: Risk Framework supports IIB's Strategic Objectives
ANZ Risk Framework supports the achievement of IIB’s Strategic Objectives within the Group’s Risk Appetite International & Institutional Banking Customer Business Execution Enablement & Global Products Segments & Performance Control 1 4 6 8 Global Finance Banking Business Global Markets Performance
Slide 46: IIB governance mirrors Group governance model
IIB governance mirrors Group governance model to ensure robust end-to-end risk management framework Liquidity & Operational Reputational Balance Credit Risk Market Risk Compliance Sheet Risk Risk Risk (chaired by CFO) Risk Committee Board Technology Governance Committee Committee Group Credit and Ma
Slide 47: Risk Culture and Appetite Fully Integrated and Aligned
Risk Culture and Appetite are Fully Integrated and Aligned “Risk is the guardian of the Balance Sheet, Reputation and Strategy” Business/Enablement Risk Internal Audit First Line of Defence Second Line of Defence Third Line of Defence Day-to-day ownership of Objective Challenge and Independent evalu
Slide 48: Global approach to risk management executed locally
Global approach to risk management executed locally “Setting the bar high” ANZ operates a Global Risk Framework which specifies stringent standards required to be consistently met across the globe. The Risk Operating Model is based on global expertise for specialised and technical areas of Risk, exe
Slide 49: Comprehensive risk management processes and controls
Comprehensive risk management processes and controls ensure global consistency and disciplined execution • Consistent global credit principles and policies • Dual credit approval process ensures Business and Risk support for transactions • Early Alert process in place to proactively manage deteriora
Slide 50: Comprehensive risk management processes and controls
Comprehensive risk management processes and controls ensure global consistency and disciplined execution • Policy and framework established by Group ALCO and Group Treasury including standard minimum liquidity and funding parameters tested under different scenarios Liquidity & • Compliance with the
Slide 51: High quality credit risk profile maintained through growth phase
High quality credit risk profile maintained through growth phase “We will not compromise our standards” IIB portfolio composition CRWA Trend Credit Risk Weighted Assets (CRWA)1 $b IIB Total IIB Asia 10% CAGR ASIA OTHER OTHER 29% 12% 14% 23% CAGR ASIA 156 145 38% 123 Sep-11 Mar-14 120 $120b $156b 53
Slide 52: Strategic priorities and areas of focus for risk
IIB’s strategic priorities have clear implications for our areas of focus over the coming two years IIB STRATEGIC KEY AREAS OF FOCUS FOR RISK PRIORITIES • Simplify Risk processes to streamline decision making and ensure consistency • Establishment of Peak Credit Appetite globally to enable effective
Slide 53: Proactive relationships with our Regulators
Proactive relationships with our Regulators ANZ recognises that our relationships with regulators need to be strong and well managed to sustain respect and trust. Our objective is to be open, transparent, and collaborative in our regulator interactions, and demonstrate our ongoing commitment to stri
Slide 54: APPENDIX
APPENDIX
Slide 55: IIB Divisional Risk Management Structure
IIB Divisional Risk Management Structure Nigel Williams Andrew Géczy Chief Risk Officer, Chief Executive Officer, ANZ Group IIB Doug Stolberg Chief Risk Officer, IIB 1 2 3 Geographies Functional Lines Wholesale Credit Markets Risk Global Head of CRO, EMEA CRO, Pacific & Head of Credit, GM, Instituti
Slide 56: www.anz.com
The material in this presentation is general background information about the Bank’s activities current at the date of the presentation. It is information given in summary form and does not purport to be complete. It is not intended to be relied upon as advice to investors or potential investors and
Slide 57: ANZ Asia Investor Tour 2014 - Global Markets & Loans
ANZ ASIA INVESTOR TOUR 2014 AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED 23 JULY 2014 STEVE BELLOTTI MANAGING DIRECTOR Global Markets & Loans
Slide 58: Global Markets and Global Loans are two of three IIB product lines
Global Markets and Global Loans are two of the three product lines within IIB International & Institutional Banking Customer Business Execution Global Products Enablement Segments & Performance 1 4 6 8 Global Finance Banking Business Global Markets Performance and Loans 9 Management 2 Risk Internati
Slide 59: Global Markets integral to super regional strategy
Global Markets is integral to the success of ANZ’s super regional strategy, servicing clients in all key markets Global Markets support a number of ANZ’s key Australia & New Zealand customer segments • Well established and leading Markets business Global Global Corporate & Wealth Institutional • Pre
Slide 60: Asia to enjoy highest growth in banking revenue pools
Macro fundamentals shows that Asia will enjoy the highest growth in banking revenue pools to 2017 Asia Pac is expected to deliver almost 50% Asia Pac markets will represent of growth in banking revenue pools ~US$800 billion in revenues by 2017 Forecast absolute growth in Global Banking revenues Fore
Slide 61: Global Markets operates a full service business model
Global Markets operates a full service business model ANZ Global Markets Client Franchise - providing liquidity, transactional and risk management Non-Client solutions to ANZ clients Franchise Institutional Corporate & Financial Institutions / Manage Managethe Commercial Investors ANZ Group ANZ grou
Slide 62: Global Markets business model built around client needs
The Global Markets business model is built around supporting the needs of ANZ clients Global Markets income is generated through ANZ Global Markets income three principal sources composition • Direct client flow business on core products such as Fixed Income, Foreign Client facing Exchange, Commodit
Slide 63: Global Markets stable earnings growth through diversification
Global Markets’ stable earnings growth has been achieved by diversifying across client, product and geography Global Markets income Global Markets income by type $m $m Sales Trading Balance Sheet 12% CAGR 2,500 2,500 2,000 2,000 1,500 1,500 1,000 1,000 500 500 0 0 FY11 FY12 FY13 2H13 1H14 FY11 FY12
Slide 64: Diversification of Global Markets client franchise
Global Markets has strengthened the business through diversification of its client franchise Global Markets has built a regionally diverse The client franchise is increasing in size client base 1% +3,500 3% 9% Australia New Zealand Asia 47% Pacific 29% Europe America 11% Sep-11 Sep-12 Sep-13 Mar-14
Slide 65: Diversification delivering uplift in trading revenue
Business diversification is delivering an uplift in trading revenue for Global Markets with an improved risk profile Global Markets trading income Global Markets revenue per $ Value at Risk1 $m Global Markets Sales & Trading (Traded) $m Balance Sheet (Non-Traded) 30% CAGR 600 300 4x revenue for ever
Slide 66: Global Loans & Advisory full service business model
Global Loans & Advisory operates a full service business model ANZ Global Loans & Advisory Providing advisory and lending solutions to ANZ clients Institutional Corporate & Commercial Large Multinational and regional clients that typically Corporate and Commercial clients located in require solution
Slide 67: Global Loans & Advisory growing profitable, diverse business
Global Loans & Advisory is growing a profitable and geographically diverse business Global Loans & Advisory Income by Global Loans & Advisory Income Geography $m Loan Prod Spec Finance Corp Adv $m Aus/NZ APEA 2,000 2,000 21% 24% 1,500 1,500 30% 1,000 1,000 79% 76% 31% 70% 33% 500 500 69% 67% 0 0 FY1
Slide 68: Global Loans & Advisory expertise drives adjacent revenue
Global Loans & Advisory is leading with its expertise to drive adjacent revenue opportunities Almost half of the Project Finance deals financed in Asia by ANZ now include an advisory role AUD 361,000,000 AUD 251,400,000 INVESTOR AWARDS BEST BANK AWARDS BANK OF THE YEAR Financial Advisor Mandated Lea
Slide 69: Strategic priorities for Global Markets & Loans
IIB’s strategic priorities have clear implications for Global Markets & Loans over the coming two years IIB STRATEGIC KEY AREAS OF FOCUS FOR GLOBAL MARKETS & PRIORITIES LOANS • Capitalising on regional trade and investor flows to connect producers Connecting more with consumers Customers by • Adopti
Slide 70: www.anz.com
The material in this presentation is general background information about the Bank’s activities current at the date of the presentation. It is information given in summary form and does not purport to be complete. It is not intended to be relied upon as advice to investors or potential investors and
Slide 71: ANZ Asia Investor Tour 2014 - Global Transaction Banking
ANZ ASIA INVESTOR TOUR 2014 AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED 23 JULY 2014 ALAN HUSE MANAGING DIRECTOR Global Transaction Banking
Slide 72: Trade and Supply Chain is part of Global Transaction Banking
Trade and Supply Chain is part of our Global Transaction Banking business International & Institutional Banking Customer Business Execution Global Products Enablement Segments & Performance 1 4 6 8 Global Finance Relationship Business Banking Global Markets Performance and Loans 9 Management 2 Risk
Slide 73: Market landscape changing towards higher Asian and Chinese trade flows
Market landscape is changing towards higher Asian and Chinese trade flows, Rise in Emerging Corporates and Open Account usage Asia Trade Flows1 Asia Pacific Trade revenue pool2 Growth in Intra Asia, Aus-Asia and $b +6% China trade flows 56 34 Intra-Asia 2000-10: +12% 2011-20: +14% 2011 2020 Includes
Slide 74: Our strengths and points of differentiation
Our strengths comprise the super-regional franchise, consistent product proposition, strong risk management and global platform Strengths and points of differentiation Strong „on the ground‟ presence Strong heritage in trade in home markets Scale business with 1000+ Efficient Hub & Spoke Transaction
Slide 75: Trade Finance solutions core to client needs
Trade Finance solutions are core to client needs and include Documentary Trade, Supply Chain, Guarantees and Structured Trade „Typical‟ Trade transaction flow Product Offering Sales • LCs, Collections, Trade loans Contract Documentary including refinancing for Exporter Importer Trade Financial Insti
Slide 76: Trade is attractive: short tenor, relationships, cross-sell
Trade is attractive as it is short tenor with high visibility, deepens customer relationships and drives cross-sell Short tenor / Transaction Customer relationships Driver of cross-sell income1 visibility Tenor profile of the Funded Trade Portfolio of $31b (Mar-14) • Driver of Lead bank relationship
Slide 77: Trade important part of Super Regional strategy
Trade has been an important part of ANZ‟s Super Regional strategy with increasing success from Asia Increasing Revenue share from Asia Strong growth in Global Asset Volumes $m Funded Asset Value Australia / New Zealand: +7% CAGR FY10-13 $b APEA: +30% CAGR FY10-13 35 663 614 30 31 29 488 25 298 409 2
Slide 78: Strong position against competitors as regional Trade Bank
We hold a strong position against competitors as a regional Trade Bank Closing the gap to Top 4 Global Banks in Our competitive edge Asia Dominant position in Australia/New Large Corporate Trade Finance Survey Asia 1 Zealand and associated trade 2011 2013 47 corridors 43 Related expertise and br
Slide 79: Future of Trade lies in strategic client relationships
The future of Trade business lies in driving strategic client relationships Traditional Trade “New” Trade (Transactional Client Engagement) (Strategic Client Engagement) Many banks, especially the domestic ones have this ANZ will continue to engage with clients at both ends of the view trade includi
Slide 80: Supply Chain Finance: strategic relationships at both ends
Supply Chain Finance: Building strategic relationship with clients at both ends of the trade transaction Sample Supply Chain Finance transaction (Payables Finance) Customer & ANZ enter 2 Supplier review into a Payables Service Supplier 1 invoices and select invoices for early (Buyer) Agreement payme
Slide 81: How to win: franchise, scale, holistic solutions, risk
How to win: Leverage on our franchise and scale, provide holistic solutions and ensure comprehensive risk management • Drive a multi geographic, segment, product approach to serve customers across the Super-regional franchise Franchise • „End to end management‟ of client needs • Tight alignment with
Slide 82: Strategic priorities for Trade & Supply Chain
IIB‟s strategic priorities have clear implications for Trade & Supply Chain over the coming two years IIB STRATEGIC KEY AREAS OF FOCUS FOR TRADE & SUPPLY CHAIN PRIORITIES • Connect customers to their counterparties: Exporters to Connecting more importers as we follow and support our customer‟s trade
Slide 83: www.anz.com
The material in this presentation is general background information about the Bank‟s activities current at the date of the presentation. It is information given in summary form and does not purport to be complete. It is not intended to be relied upon as advice to investors or potential investors and
Australia and New Zealand Banking Group — Non-Deal Roadshow (July 2014) on 6ix