Slide 1: TTL
EN TTL tra iii oF bm i ar i 0) D i oh ee ribo ) cl :*~*—i‘éi rs Bob EA
Slide 2: ANZ is Australia's leading bank in Asia, operating in 12 countries since 1948
ANZ is Australia's leading bank in Asia, operating in 12 countries since 1948 ‘mw ANZ Network orn ; . we = Representation : ae 4 Japan.4969 LL | : South Korea “1978 ou / Taiwan REXBERF 1993 "an 4 mA a Hong Kong | 993°" Philippines _ 1990 P* eek etnam 1993.” Singapore 1974 Malaysia 1971 : Indonesia ™
Slide 3: Fast growing Asian economies are becoming increasingly important to Australia
Fast growing Asian economies are becoming increasingly important to Australia Over 50% of Australia’s total trade % 2005 Forecast Real GDP ° is with Asia...and growing Growth 60 930 55 3% ° 50 45 7.1% 40 — Exports 35 soonest Ir ports soos Total Trade 5.7% 30 - T T 1996 2000 2004 Growing tourism refl
Slide 4: ANZ's Asian strategy comprises two components
ANZ's Asian strategy comprises two components work | « Meeting core Corporate & Institutional banking requirements of ¢ Customers in Aust & NZ into Asia « Asian customers into Aust. & NZ « Customers intra Asian trace e Strong focus on trade finance e Leveraging specialist Institutional skills in Asi
Slide 5: Three large growth opportunities exist in Asia
Three large growth opportunities exist in Asia Growth Opportunity | Structural Change Banking Products ——N Customer Wy Segments Asia Network I.
Slide 6: Asia is a natural market for Australian banks, and offers ANZ a unique long term growth option
Asia is a natural market for Australian banks, and offers ANZ a unique long term growth option eee at
Slide 7: Asia Network
EN TTL in Asia Networ Gow Al maiee allililll TT ey en oT ee ee ee ), a e iy a ce ging) ! a |
Slide 8: Contents
Contents 1. Historic context 2. Sizing the business 3. Growth ¢ We have a fundamentally different business and approach to the future than the late 90's e We have a substantial and long-established business with broad geographical coverage and product depth. ¢ The business is focussed. Where we choo
Slide 9: We have a fundamentally different business today than we had in the late 90's
We have a fundamentally different business today than we had in the late 90's . sm Non-accrual Loans significantly reduced Growing exposure in Trade business 200. 02 O38 2004 Cross Border Risk dominated by Trade & Banks Moderate growth in Gross Lending Assets 999 2000 2001 20c 04 2005
Slide 10: We have a substantial business...
We have a substantial business... SINGAPORE ce & corporate banki raat MALAYSIA & THAILAND
Slide 11: With substantial relationship and product breadth
With substantial relationship and product breadth Client Relationship Group i Corp & Structured Financing le ‘a SAN MIGUEL CORPORATION BS a Trade & Transaction Services Private Banking years from 19¢ i ~ East & Partners Feb 2005 2 ~ Euromoney Japan
Slide 12: Three sources of competitive strength we can leverage
Three sources of competitive strength we can leverage Skills/ Expertise Geography Relationships Sources of Advantage Recent Examples
Slide 13: Our competitive advantage geographically, eg Vietnam
Our competitive advantage geographically, eg Vietnam * Best Foreign Bank in Vietnam 2003 & 2004: Finance Asia * Best Retail Bank in Vietnam 2003 & 2004: The Asian Banker * The Most Favourite Bank in Vietnam 2002-2004: Vietnam Economic Times Country Facts a rice is
Slide 14: We also have a strong niche position in Personal in Asia
We also have a strong niche position in Personal in Asia our CUSTOMERS Locats We should ‘own’ these segments, aiming for maximum share of wallet via cross-sell WHY ANZ? Compelling Success driven by , well-focused local strategy & strength of brand Less compelling - opportunistic and driven by promot
Slide 15: Our people agenda is the key to our success
Our people agenda is the key to our success « Do we have our best talent in the roles where they will have the biggest impact? * Does our culture engender innovation anc collaboration to support our growth ambitions? Are leaders and team members communicating effectively both within and across busin
Slide 16: So where does this take us?
So where does this take us? Asia is a very attractive growth story Asian network a key competitive advantage for ANZ Maintain a clear leadership position amongst Australasian banks Continued focus on lower risk activities, miminise balance sheet usage Employer of choice, for local and expat staff Re
Slide 17: Additional Information
Additional Information
Slide 18: Asia Organisational structure
Asia Organisational structure Managing Director, Asia David Hornery Country Leadership yes , y Business Leadership Corporate & Structured Trade & Transaction Personal & Private Financing Services Banking Client Relationship Group Institutional Property Group Utilities, Transport & Healthcare Natural
Slide 19: Personal & Private Banking Network has been separated out for the first time
Personal & Private Banking Network has been separated out for the first time Head of Personal & Private Banking, Asia Damian Johnson Regional offering (offshore Responsible for onshore responsibility for segment banking) located in banking and offshore banking proposition regionally & Singapore - ce
Slide 20: So, how do we apply our competitive advantages at the customer level?
So, how do we apply our competitive advantages at the customer level? « Consumer & Services * Industrials & Materials « Food, Beverages & Agribusiness « Natural Resources « Financial Institutions » Utilities, Transport & Healthcare Institutional Property Group * Culturally attuned Project Finance *
Slide 21: Our Competitive Advantage by Skill Set
Our Competitive Advantage by Skill Set eis
Slide 22: ANZ has leveraged its global network to help a number of its Asian customers
ANZ has leveraged its global network to help a number of its Asian customers | GAN MIGUEL CORPORATION |__ | includ! ing Powercor, Wer.
Slide 23: Disclaimer and investor relations contact
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