Anz Group Holdings Limited · ASX:ANZ
Anz — Investor Day (September 2005)
110 slides from Anz's investor day presentation, Sep 7, 2005
Slide 1: —rtrt—
—rtrt— a Cece —rrrrC~— SS SS DSC — —™””—_C CO _— = ——m_; _— = =S— _— ~@~@6©6= _— ~F _— = 2 — rr ——rt~t~t— — _— rrr Hi _ —rrrr—tr™—~—~—™—™—r——CB _— _ _ _ _ _ _ _ _ _ _ oy _ = —rrwrw™w—™—r—C“‘EEE _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ e _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ - —r—~—~—~—~™—~—r—~—~—~—CN —rr
Slide 2: ANZ Strategy Day agenda
ANZ STRATEGY DAY 7 SEPTEMBER 2005 AGENDA Level 34, 100 Queen Street, Melbourne 10:00 am 10:05 - 10:30 10:30- 11:00 11:00 - 11:20 11:20 - 11:30 11:30 - 12:15 12:15 - 13:00 13:00 - 13:15 13:15 - 14:00 Welcome Group Overview (no Q&A) Corporate (inc Q&A) Esanda (inc Q&A) Break - Tea/Coffee Institutional
Slide 3: -——rt—B
rt -——rt—B —rt‘=S -—rtét‘_™SOS —rrr~— —rrC— CO — rrrr— : : : _— —~—__—— -— — TO — _ OD _— = C— = =SESEr—C—S<CSs _— = ——m_; _— = =S— _— ~@~@6©6= _— ~F _— = —rr™—ESS ——r™S—e C= — rr ——rt~t~t— — _— rrr Hi _ _— _ _ _ _ _ _ _ _ _ _ oy _ = = =—hr—_—X>sKV—_.1.=—_suMsU+—éSs<M—_'_ses —rrrr~—~™r—~—r—r—C _ _ _
Slide 4: ANZ is positioned with a track record to become Australasia's leading bank
ANZ is positioned with a track record to become Australasia’s leading, most-respected and fastest-growing major bank um Strengthened strategic position: Now #2 by number of personal customers across Australia/NZ 80% relative market capitalisation to leaders Only Australian bank with experience and t
Slide 5: We changed the face of ANZ through stable leadership and consistent agenda
We changed the face of ANZ through stable leadership and consistent agenda Narrowed focus to Australia, New Zealand, Asia-Pacific Repositioned portfolio to be sustainable and low-risk Implemented unique specialist business strategic approach Took 20 points of the cost-income ratio across 6 years Hal
Slide 6: Now inherently domestic
Now inherently domestic..... Increasing market share across our Dominant in NZ Personal and Corporate businesses; Progress in Asia-Pacific In our domestic markets, we are now the 24 largest bank by number of customers
Slide 7: Best-regarded major bank for retail customers
Best-regarded major bank for retail customers Closest major peer Ny , te, Restoring 60 Fon ooo r rrr rrr rrr rns n cre r crs nncene Po 8 ON he 8 on Ng “he ---Eustomer Faith program commenced SS 50 T T T T T T T T T T T T T t T T T T © © KR KR © O@©B DH DH DQ OQ KH HH NN MOM MOM FT TFT DP DP DP RP DP
Slide 8: Highest staff engagement of major Australian companies
Highest staff engagement of major Australian companies Satisfaction measures no longer sufficient Moved to staff engagement, which has higher correlation with shareholder value Aust’n Banking & Finance Avg 40% 54% 1999 2000 2001 2002 2003 2004 60% en ee NZ & 64% Personal Banking Aust.
Slide 9: A leader in corporate responsibility
A leader in corporate responsibility Overall Im * 100% for community a age management practice on 7.0 4 Corporate Responsibility Index 6.5 7 “Community Involvement” No.2 value evident in ANZ’s culture according to our staff (Customer Focus was number 1) Ranked in the top 10% of 5.5 4, banks globally
Slide 10: One of the most efficient banks in the world
One of the most efficient banks in the world cTI % 100 - 80 - 60 5 40 - Cost to Income Ratio For Top 100 Banks oo ee Today ™~ 1
Slide 11: Low risk
Low 2.5% 2.0% 1.5% 1.0% 0.5% 0.0% risk 2.09% Non Accrual Loans as % of Total Advances (excl mortgages) 1998 1999 2000 2001 oom KNZ —— WBC 2002 CBA — 2003 ~NAB 2004
Slide 12: ANZ's strategic priorities
ANZ’s strategic priorities Maintain narrow geographic focus » Build a stronger strategic presence in Australia * Defend leadership in NZ, invest in underweight segments, and secure the benefits from integration » Expand selectively in emerging Asia — Pacific markets Actively manage portfolio of spec
Slide 13: Growth - Increase revenue growth to 7-9% per annum
Growth - Increase revenue growth to 7-9% per annum Continue to invest in faster growth segments » Leverage high natural growth in Personal Banking * Consolidate strong position in Institutional and invest in faster growth Investment Banking segments * Build on strong Corporate position and leverage
Slide 14: Transformation - Lean, agile, sharp, externally-focused
Transformation — Lean, agile, sharp, externally- focused e Target low-40s cost-income ratio e Realise benefits from New Zealand integration * Reallocate resources to customers and markets e Non-customer overhead reduction program e Create new integrated global operations specialisation ¢ New simplif
Slide 15: Where our growth will come from
Where our growth will come from Long Term : 5+ years a ra Medium Term ed Short Term a Substantial momentum in — Post-integration, improved Longer term, Asia Australian businesses returns expected from NZ increasingly meaningful
Slide 16: Systematic approach to growing revenues by 7-9%
Systematic approach to growing revenues by 7-9% Defend existing clients to reduce natural customer attrition Position in next growth wave segments Build share where the pie is growing, rather than in stable markets Attack adjacent markets by leveraging tried and tested capabilities Acquire selective
Slide 17: Geographic discipline - the markets we operate in remain attractive
Geographic discipline — the markets we operate in remain attractive 5 year projected growth in Nominal GDP* 5 In emerging markets, improving 4 Domestically, population growth is key — % productivity the key driver id focus on growth corridors 14 5 145 12 4 11.8 12 4 Population growth in Qld, and min
Slide 18: Invest in high growth priority areas
Invest in high growth priority areas, improve return from low growth areas or de-emphasise Australia & New Zealand High Growth Small ___ Wealth > Trade —p Busi A, B usiness Banking” mmmronrnrnrnrornonnrnrsnnnsinites Cards mi. Business, oondip. Banking Institutional... Medium Growth Non-Lending Corpo
Slide 19: Continue focus on costs and grow revenues
Continue focus on costs and grow revenues Bain research on 150 global banks Total Shareholder Return (TSR) premium over country index Top | tspp=3.4% | TSRp=13.7% a third 8 banks $9 E Sa Foy on Middle | tspp=4.8% | TSRp=9.1% Za third peaor pav.ie og banks 30 ou [a = ~— Bottom =2.6% | TSRp=8.4% third
Slide 20: Specialisation has created strong accountability
Specialisation has created strong accountability Value of focus and specialisation ¢ Pursue a focused growth agenda: focus systematically on sources of revenue growth # build a portfolio of growth options # greater management discipline on revenue Specialisation and focus yields better return than g
Slide 21: Reorienting priorities and resources from internally focused activities
Reorienting priorities and resources from internally focused activities... Regulatory/governance requirements e SOX = cost ~$33m e Basel II — cost ~$60m e IFRS — cost ~$20m ¢ FSRA ~ cost ~$20m e RBNZ ~ synergies foregone NZ$40m-50m Internal Issues ¢ De-risking program in Institutional e Phase 1 - no
Slide 22: A radical improvement in agility
A radical improvement in agility Respond rapidly to competitive opportunities and threats February 2005 — response to competitor’s Zero Rate Balance Transfer threat Sat. i2th 1 Mon 14th Tues 15% Sat 19% j Wed 16 - Fri 18 Ls GE’s “Low Rate MasterCard” product announced, with zero rate balance transfe
Slide 23: Achieving a low 40's Cost Income Ratio
Achieving a low 40’s Cost Income Ratio Each 1% X efficiency = $44m saving gain No magic bullet - good execution across a range of initiatives Technology simplification Head office & overhead reduction Leverage NZ integration Centralisation of common operational activities Key process re-engineering
Slide 24: Summary
Summary ANZ is positioned to become Australasia’s leading most respected and fastest-growing major bank We have radically changed the face of ANZ over past few years to give strong foundation for the future Achieved through stable leadership and consistent agenda Good momentum in key business segmen
Slide 25: Appendix
Appendix
Slide 26: The face of ANZ has changed
The face of ANZ has changed.... Delivering consistently for shareholders % Total Shareholder Return 1999 2000 2001 2002 2003 £2004 Total shareholder return since 1998 21% CAGR
Slide 27: Our community investment strategy
Our community investment strategy practice Increasing the financial literacy and inclusion of Baul | Australians, particularly the most vulnerable Opportunities for our people | to engage with their local communities and support causes that are important to them _MoneyMinded © + Financial education
Slide 28: Our people strategy has created the most engaged workforce
Our people strategy has created the most engaged workforce of the major banks 5 year focus on cultural transformation and values-based + Attractive benefits including flexible pay options for all staff, decision making. 20,000+ staff have participated in Breakout share ownership, PCs@home, discounte
Slide 29: Integrating environmental and social considerations into our business practices
We are integrating environmental and social considerations into our business practices emonstrating | business _ eadership by ntegrating environmental _and social _ considerations _ decisions & _ behaviors “Institu ional & Corporat Sustainability , * An environmental and social issues screen of clie
Slide 30: Summary of forecasts - Australia
Summary of forecasts — Australia (bank year) 2005 2006 2007 GDP 2.1 3.2 3.4 Inflation 2.6 3.0 2.1 Unemployment (Sep) 5.1 5.3 5.5 Cash rate (Sep) 5.50 5.75 5.75 10 year bonds (Sep) 5.4 5.1 5.1 $A/$US (Sep) 0.71 0.65 0.65 Credit 13.6 11.6 10.7 - Housing 15.2 13.8 12.8 - Business 11.0 9.6 8.6 - Other 1
Slide 31: Summary of forecasts - New Zealand
Summary of forecasts — New Zealand (bank year) 2005 2006 2007 GDP 2.8 1.7 2.5 Inflation 3.3 3.2 1.8 Unemployment 3.6 4.5 4.5 Cash rate 6.75 6.00 6.00 10 year bonds 6.0 6.0 6.0 $NZ/$US 0.72 0.61 0.57 Credit 15.4 9.2 7.4 - Housing 15.6 10.0 8.2 ~ Business 18.5 8.3 6.2 - Other 7.9 7.4 7.2
Slide 32: —rtrt—
—rtrt— =e —Or— a ee ee 2 CO _— = ——m_; _— = =S— _— ~@~@6©6= _— ~F _— = 2 — rr ——rt~t~t— — _— rrr Hi _ —rrrr—tr™—~—~—™—™—r——CB _— _ _ _ _ _ _ _ _ _ _ oy _ = —rrwrw™w—™—r—C“‘EEE _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ e _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ - —r—~—~—~—~™—~—r—~—~—~—CN —rrr—™r—~—r—”——C -— r
Slide 33: Corporate Division overview
Corporate Division overview Corporate Banking Contribution to « Ranges from relationship banking to Group Cash NPAT* sophisticated financial solutions Corporate Division ¢ Turnover between A$10m - A$150m e ~ 3000 customers Business Banking ¢ Traditional relationship banking ¢ A$50k business FUM to ~
Slide 34: We have a successful track record of low risk growth
We have a successful track record of low risk growth Strong NPAT growth -— delivering on our promises v Previous NPAT commitments 350 a 1. In 2001 15% NPAT CAGR in 300 ' 16% CAGR Bus. Bank Business Banking to 2004 oD 2. In 2003 double digit earnings 150 growth for segment to 2005 100 50 v Increased
Slide 35: Good market conditions: significant opportunity
Good market conditions : Significant opportunity... Solid Business Credit Growth Forecast* (% annual change) . Strong opportunity to grow underweight positions e] + | Average 0 T T T T T T E 98 99 00 O1 02 03 04 05 06 07 Corporate| ~ 15k low 20's Grow Corporate Debt Service Ratios Business % at hist
Slide 36: ...and meeting the challenges
..and meeting the challenges e Emergence of new players ¢ Commoditization of the credit product e Margin pressure challenge to existing relationship models ¢ Threat to ‘security based’ lending e¢ Business ownership (generational change; growth of self employed)
Slide 37: ANZ is well positioned in core markets
ANZ is well positioned in core markets Leading customer satisfaction...* ¥ Our customers least likely to switch of all major Business Banking banks ¥ Strong credit quality across portfolios 40% Aug-03 Dec-03 Apr-04 Aug-04 Dec-04 Apr-05 ANZ Bank 1 Bank 2 Bank 3 Bank 4 V Continued opportunity to % ...
Slide 38: We have a clear growth agenda with synergies across the businesses
We have a clear growth agenda with synergies across the businesses Strategy Wall St to Main St Footprint Expansion Industry/Product Specialisation Deepen Share of Wallet Brokers as upside option Corporate Banking Process Simplification Business Banking Small Business Banking
Slide 39: The strategy is working
The strategy is working Wall Street to Main Street ¢ Significant increase in WSTMS transactions e ANZ is now doing the greatest number of Private Equity deals in Aust — 10 forecast in 2HO5 Small Business Banking ¢ Significant investment in frontline FTE, process simplification, customer campaigns e
Slide 40: Summary
Summary
Slide 41: Appendix
Appendix
Slide 42: Divisional Overview
Divisional Overview Corporate Graham Hodges Corporate Neil Shilbury Banking Business James Flintoft Banking Small Business Rob Banking Goudswaard A$370m A$1i34m A$184m A$52m Corporate, Business and Small Business Banking Australia Turnover between A$i0m - A$150m Traditional banking to sophisticated
Slide 43: Business Unit priorities
Business Unit priorities Key Priorities e Maintain profit momentum e Increased focus on winning new customers and execution of ‘Wall St’ strategy ¢ Improving people strength in key front- line roles e Keeping a strong focus on risk management & compliance Key Priorities ¢ Heightened focus on winning
Slide 44: A service proposition based on understanding customer needs
A service proposition based on understanding customer needs lana. Erceed * Proactive * Outbound contact calling Expectations * Innovative & tailored solutions « Development Capital « Trusted advisor * Start up guide Competent & motivated staff Refining service proposition Consistent performance Dorc
Slide 45: Wall Street to Main Street Strategy
Wall Street to Main Street Strategy « The ‘Wall St’ strategy (WSTMS) is aimed at providing total capital solutions for mid- market an siness banking clients. arket and bu ba g Corporate Life Cycle and ‘Wall St to Main St’ Solutions « It meets two of the main private company Maturity life-cycle needs
Slide 46: Strong position in Corporate segment
Strong position in Corporate segment Strong Customer Satisfaction Share of Primary deposit supporting Corporate proposition* balances* 25% 1 a50% 20% 75 20% 4 15% 4 13% 7 10% 4 6.5 5% 4 6 0% r : r 1 2001 2002 2003 2004 2005 ANZ Bank 1 Bank 2 Bank 3 om ANZ mmm Bank 2 c~Bank 1 ——Bank 3 Strong credit q
Slide 47: Business Banking - a good track record of financial performance
Business Banking —- a good track record of financial performance and balance sheet growth $m Strong NPAT growth $b Solid Lending & Deposit 200 7 20 7 growth 11% CAGR 160 5 15 4 120 4 104 80 4 54 40 , 0 , : 1 FYO2 FY03 FYO4 FYOS* 1HO3 2HO3 1HO4 2HO4 1HO5 B Lending = Deposits Strong revenue and contro
Slide 48: Strong Business Banking credit quality
Strong Business Banking credit quality Portfolio is well secured Behavioural risk profiles remain across different risk bands flow 100% qreeee se eeeeeeeeee % of customers exhibiting higher risk characteristics bL PPPePE Tee ere rrereererrererrererrerrrrer rere ere eer errr rere 80% qrrrre sreeeeese
Slide 49: Simple growth strategy in Business Banking - key is execution
Simple growth strategy in Business Banking - key is execution Business Banking has followed a structured and sustainable approach to achieving organic growth. Its core components are outlined in the stylised model shown below: ¢ Geographic ‘footprint’ expansion has been a key plank in overall growth
Slide 50: We have continued to grow revenue whilst heavily investing in our footprint
We have continued to grow revenue whilst heavily investing in our footprint o, BUSINESS BANKING REVENUE & FRONTLINE FTE ¢ Footprint investment has GROWTH BY STATE generated good returns e Revenue per FTE has increased in most regions e Investment focus remains on high growth geographies i.e. WA, QLD
Slide 51: THe
: Me / i THe i eae = —rr—— a in - - | - _ _ _ _ _ - _ _ _ - - - - _ ih a A gaon i — os My i @..§©=©™#7»|.—h hmtmSé<i—s—O—OSOSMCPssht—S~—~Ss—s—sS — — =—r—r—Ss—Ss<S<a<a—sessse — rr ——rt~t~t— — _— @©@6©6S C_— —=S_——smL— se a. ee
Slide 52: Esanda overview
Esanda overview ESANDA CELEBRATING 50 YEARS Contribution to Customer & Partner Relationships (#1) Group Cash NPAT* ¢ Australian Auto Finance (300k customers) e 650 dealers, 180 brokers & Direct Channels ; Esanda Commercial Asset Finance (#1) ¢ Vehicle & Equipment Finance (65k customers) e Direct Cha
Slide 53: We have improved our core business performance
We have improved our core business performance eWe have delivered consistent NPAT growth through improving our core businesses a Cost to income reduced from ~50% to ~40% since 2000, despite increased investment in frontline FTE a Risk profile improved; specific provisions significantly reduced @ ROE
Slide 54: Retaining leadership is getting harder
Retaining leadership is getting harder Australian Asset Finance Market Market share by Total Assets e Asset finance market A$47bn A$120bn undergone significant shifts in size and competitive intensity ¢ Highly fragmented market with many new entrants and wide ranging strategies y 1989 2004 # Consoli
Slide 55: Our strategic focus is on revenue growth
Our strategic focus is on revenue growth, starting by strengthening our core businesses... Responding to these pressures by re-doubling our focus on our core businesses and strengths # Retention & acquisition in dealer & broker channels Growing phone & internet channels # Leveraging ANZ for Commerci
Slide 56: Leveraging core capabilities to capture growth opportunities
..and then leveraging core capabilities to capture growth opportunities New markets & channels e Enter the market for private sales of vehicles e Leverage ANZ product expertise through cross-selling activities Growth asset classes « Expand Fleet capabilities into the Yellow Goods market Markets requ
Slide 57: ly
ly 7
Slide 58: Appendix
Appendix
Slide 59: Esanda's history
Esanda’s history ES&A ; Esanda and UDC (NZ) (English, Scottish come together & Australian Bank) ES&A banks & ANZ merge Esanda acquires P.L. Lease Management to form Esanda FleetPartners Esanda Finance Corporation born after merge with Finance Corporation of Australia ES&A forms wholly owned subsidia
Slide 60: Esanda Group - Business Overview
Esanda Group — Business Overview Commercial Fleet Mgt Savings & C&PR Asset Finance Services: Investments: UDC Finance: Business Profile Auto finance to Vehicle and Management and Largest issuer of Largest finance consumer & equipment finance finance of fleets of debentures in company in NZ commercia
Slide 61: Competition in the Asset Finance market has intensified
Competition in the Asset Finance market has intensified Monoliners: ¢Monoliner focusing on specific asset class (eg. IT), distribution channel (eg. Retail chains) or risk category (eg. Non- prime) High expertise in niche eLow regulatory oversight Banks or bank-owned: eAble to leverage customer relat
Slide 62: Esanda's positioning is strong
Esanda’s positioning is strong Esanda 2004 Outstandings (4b} Esanda Market Pos 167 (2004 ANZ imated Mar — b Daeitt 144 50% t Positions 4 nal 40% ‘Oo 10 4 85 30% 6 4 20% #1-2 _ 10% a Noose 0 Clo 0% w FS - P g 2 o = b Consumer Consumer SME Equip SME MV CO e¢ Ss F @ es Fe eR Y UMV NMV os 6 5 6 © 2 go 8
Slide 63: Months into national launch momentum has been building for Esanda Online Saver
5 months into National launch and momentum has been building for the Esanda Online Saver Esanda Online Saver FUM rts e Esanda Online Saver launched 137.1 nationally in April 2005 e Marketing campaign executed, resulting in increased Esanda brand awareness e Strong use of website for all customer nee
Slide 64: —rtrt—
—rtrt— oN —rrrrC~— — = ee a. = CO _— = ——m_; _— = =S— _— ~@~@6©6= _— ~F _— = 2 — rr ——rt~t~t— — _— rrr Hi _ —rrrr—tr™—~—~—™—™—r——CB _— _ _ _ _ _ _ _ _ _ _ oy _ = —rrwrw™w—™—r—C“‘EEE _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ e _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ - —r—~—~—~—~™—~—r—~—~—~—CN —rrr—™r—~—r—”——
Slide 65: Institutional Division overview
Institutional Division overview Client Relationship Group Contribution to *¢ Clients with turnover above A$150m Group Cash NPAT* « ~ 1500 clients Institutional Markets Division « FX ¢ Capital Markets « Commodities Trade and Transaction Services ¢ Trade finance ¢ Transaction banking services for Inst
Slide 66: The market is growing, but intensely competitive
The market is growing, but intensely competitive... Corporate debt trends Reducing credit spreads have adversely impacted margins % Securities as % ? 100 - 2 4 ° of total debt 17% rummy 17 %0°¥ 90 4 154 11% 20 | Forecast 707 10 4 06 ~8B% ee ee 2 30 | ——BBB+ 5 year | \W V 20 J credit spread | Annual
Slide 67: ...and the revenue drivers are changing
..and the revenue drivers are changing Industry revenue pools* 100% Private equity and distressed assets 90% 4 Payments and Vanilla and Equities custody | secs structured leasing stockbroking ANZ 80% 9 Group A 70% share EE = 60% Alternative Ly 4 Interest rate Trade finance, assets and credit transac
Slide 68: During de-risking, not enough focus on external market
During de-risking process, not enough focus on external market — no longer #1... Lead Relationship Market Share (%)* 2002-2005 ANZ Bank 1 *Peter Lee Associates survey, 2005 .. but a good base to build on* Strongest in relationship manager capability Strongest advisor in complex and structured financ
Slide 69: Step - getting back in the finals
Step 1 - getting back in the finals... Refocus « De-risking completed a Non-core activities sold a Tighten up strategic focus a Strong efficiency focus continues Leverage our strengths # Strong historical relationships # Trade and Wall St to Main St ~ maintain momentum a Geography — only Australian
Slide 70: Step - winning back our #1 position
Step 2 - winning back our #1 position Building some essential capabilities Right people # retain and recruit key talent improve training Right products # build up debt capital markets and alternative asset capabilities Right structure # successful integration of capital markets and foreign exchange/
Slide 71: Product neutrality and customer segmentation
Product neutrality and customer segmentation Profit sits within product businesses gate Relationship team is product neutral co eg egic’ ae Product Businesses Nps ssa wt oe return Share. 1500 clients
Slide 72: Some early successes
Some early successes Wins in the market # Capital markets league table improved to 8" from 12%* over past 12 months First Kangaroo Bond issue # Sell down of Energy Infrastructure Trust Four PPP deals done including Royal Women’s Hospital # Largest CMBS transaction in Australian market # First signif
Slide 73: Summary
Summary
Slide 74: Appendix
Appendix
Slide 75: Recent Performance
Recent Performance Good NPAT growth after a period of flat earnings 1HO4 2HO4 f Markets Growth in higher quality assets... A$42.7b A$41.9b A$46b AAA to 1HO3 2HO4 1HO5 B+toCC 3.0% 1.8% 0.7% Non Accrual 1.7% 1.1% 0.6% «reflected in lower specific provisions 0.55% 0.45% 0.35% 0.25% 0.15% 0.05% + -0.05%
Slide 76: Our Organisation
Our Organisation Institutional ig) institutional Steve Managir Cor One client coverage team Three product areas delivering into it Three geographies i TT |)
Slide 77: Business Unit Details - Client Relationship Group
Business Unit Details — Client Relationship Group Client Relationship Group provides customised products and financial service solutions to large corporate, multinational, institutional and government clients globally, typically with turnover of $150 million and above. Our network includes represent
Slide 78: Business Unit Details - Trade and Transaction Services
Business Unit Details — Trade and Transaction Services Trade & Transaction Services’ (TTS) focus is on developing, managing and marketing financial products and services for ANZ's customer relationships. * Cash Management and Transaction Services assists clients to better manage their business by pr
Slide 79: Business Unit Details - Markets
Business Unit Details — Markets Markets is a major participant in the financial markets providing specialist services in foreign exchange, capital markets, commodities, structured derivatives and interest rate services to organisations throughout the world. A focus on customers is at the heart of ou
Slide 80: Business Unit Details - Corporate and Structured Financing
Business Unit Details — Corporate and Structured Financing Corporate & Structured Financing offers comprehensive, tailored solutions to corporate and institutional banking customers. We provide advice in mergers and acquisitions, divestments, takeovers/defences, project finance, corporate restructur
Slide 81: Geographies
Slide 82: Asian network a significant competitive advantage
Slide 83: A Strong Position in New Zealand
Slide 84: Institutional risk grade profile
Slide 85: Customer Satisfaction Indicators
Slide 86: Staff Engagement
Slide 87: Personal
Slide 88: Personal Division overview
Slide 89: Personal banking remains an attractive market
Slide 90: With a number of clear market segments
Slide 91: Customer insights drive our strategy
Slide 92: Differentiating ANZ on convenience and simplicity
Slide 93: We are building a sustainable competitive advantage
Slide 94: ...that is delivering market share gains
Slide 95: Our organic growth philosophy is simple...
Slide 96: Our organic growth philosophy is simple (cont.)
Slide 97: Our organic growth philosophy is simple (cont.)
Slide 98: We still have large growth opportunities
Slide 99: Summary
Slide 100: Appendix
Slide 101: High performance staff engagement
Slide 102: We are continuing to improve our customer service
Slide 103: Mortgage retail market share has grown
Slide 104: Mortgage product mix remains stable
Slide 105: Mortgage Sales & FUM growth remain strong
Slide 106: ANZ network channels performing well
Slide 107: Origin remains an important part of Mortgage's growth strategy
Slide 108: Strong FUM growth from ANZ Online Saver
Slide 109: Solid Wealth Management distribution
Slide 110: Slide 110