1 May 2014 Results Presentation & Investor Discussion Pack - PowerPoint PPT Presentation

PROFITABLE Profitable in Asia ASIAN GROWTH International & Institutional Banking (IIB) Revenue growth 1 Asia Return on Equity Indexed Return on Equity 2 Index 1H12 = 100  27% FX Asia 132 105 105 104 100  5% Trade and Supply Chain Asia 1H12 2H12 1H13 2H13 1H14 Payments and Cash  17% Management Asia IIB Asia Cost to Income Ratio (%)  20% Greater China 65% 62% 60% 58% 55%  23% Singapore 1H12 2H12 1H13 2H13 1H14  11% Partnerships Asia 18 Note: All figures PCP unless otherwise stated; 1. Growth rates have been calculated on constant FX basis and exclude Partnerships income; 2. 2H12 ROE excludes the impact of one-off software impairment of AUD162m

ENTERPRISE Enterprise Approach APPROACH Operations Volume Growth # Countries Platforms Implemented 1H14 v 1H13 Global Wholesale Credit 9% 8% 8% 7% ALL Decisioning & Trade Processing 25 Global Customer Registry Australia New IIB Global Zealand Wealth 18 Collateral Management Operations Expense Growth 1 1H14 v 1H13 17 Global Cards New Global Australia Zealand IIB Wealth 1% 8 Global FX Global Payments Platform -4% 7 -5% and Transactive -6% 19 1. Growth rates have been calculated on constant FX basis

Credit Quality Gross Impaired Assets  23% Gross Impaired Assets $m Avg. $434m decline HoH 6,221 5,343 4,685  2% New Impaired Assets 3,620  12% Total Provision Charge Mar 11 Mar 12 Mar 13 Mar 14 Provision Charge 93 bps Collective Provision Coverage 1 IP Charge $m CP Charge Total Provision Charge as % Avg. Net Advances 1,000 24 bps IP Loss Rate 750 500 0.36% 0.28% 250 0.27% 0.21% 0 Average Credit RWA Rate 39% -250 (CRWA/EAD) Mar 11 Mar 12 Mar 13 Mar 14 20 Note: All figures PCP unless otherwise stated; 1. This ratio is the Collective Provision balance as a proportion of Credit Risk Weighted Assets

Capital APRA Common Equity Tier 1 (Mar 2014 v Sep 2013) Movement in bps 104 27 8.48 8.33 18 74 Sep 13 Cash RWA Non RWA Dividends Mar 14 1 2 NPAT Usage Business 3 Usage 21 1. Cash earnings net of pref share dividends; 2. Includes impact of expected loss versus eligible provision shortfall ; 3. Includes capital retention of deconsolidated entities, capitalised software and other intangibles

1 May 2014 ANZ Overview

ANZ offers a distinctive geographic footprint and business mix that provides earnings diversification An established regional network across 33 Corporate Profile markets supporting faster growing trade, capital and wealth flows • Founded in 1835, ANZ is a super regional bank that serves 10 million retail, commercial and institutional On the ground presence in 15 Asian markets and customers in 33 markets and employs ~49k staff representation in Europe, America and Middle East • Headquartered in Melbourne, Australia, ANZ is one of the four largest Australian banks and ranked in ~17,200 staff ~1.6m customers the top 25 banks globally by market capitalisation • Listed on the Australian Stock Exchange (ASX) with a secondary listing on the New Zealand Stock Exchange (NZX) The largest bank in the Pacific operating across 12 markets Financial Data for 6 months to 31 March 2014 ($b) ~2,000 staff ~450k customers Statutory Net Profit after Tax 3.4 Cash Net Profit after Tax 3.5 Cash Return on Equity 15.5% Market Capitalisation 90.7 Total Equity 47.0 Total Assets 737.8 A Top 4 Bank in The largest bank in Australia New Zealand Total Risk Weighted Assets 360.9 ~21,400 staff ~6m customers ~8,300 staff ~2.1m customers Common Equity Tier 1 Ratio 8.3% Customer Deposits 388.0 Supported by strong and well established domestic franchises Customer Lending 509.3 23

ANZ Operating Structure Operating Divisions Operating Income Mix by Division Australia Division • Retail Banking • Corporate & Commercial Banking Transaction Retail Asia Banking Pacific Global Asia Partnerships 8% Loans 4% New Zealand Division 3% 9% New Zealand 6% Retail • Retail Banking IIB New • New Zealand Commercial & Agri Banking Global 7% 37% Zealand Commercial Markets 13% 13% Funds 3% Management Global Wealth International & Institutional Banking (IIB) 3% 8% Insurance 1% Private Wealth 1% Australia Client Segments Products Other • • 42% Global Banking Transaction Banking 16% Australia • • International Banking Global Markets Corporate & • • Retail Banking Asia Pacific Global Loans Commercial 26% Australia Retail Global Wealth • • Insurance Private Wealth • • Funds Management Advice & Distribution 24

Contribution by Geography Operating Income Operating Income 1H14 Australia New Zealand APEA $m 1H14 APEA Network Revenue 1 represented 18,391 20,000 17,848 24% of Group 16,222 Operating Income and 15,000 25% of Group Profit 12,295 Australia APEA 62% 9,668 9,299 20% 10,000 New 5,000 Zealand 18% 0 FY08 FY10 FY12 FY13 2H13 1H14 Net Profit after Tax Net Profit after Tax Australia New Zealand APEA Australia New Zealand APEA $m 6,498 7,000 11% 14% 16% 17% 17% 5,830 19% 6,000 5,025 14% 23% 17% 18% 19% 23% 5,000 3,515 3,426 3,313 4,000 3,000 72% 66% 66% 66% 64% 58% 2,000 1,000 0 FY08 FY10 FY12 FY13 2H13 1H14 FY08 FY10 FY12 FY13 2H13 1H14 1. APEA Network Revenue represents income generated in Australia & New Zealand as a result of referral from ANZ‟s APEA network 25

Customer loans and deposits by Geography Customer Lending 1 Customer Deposits APEA APEA Commercial & Institutional Retail & Wealth APEA Australia Retail & Wealth APEA Commercial Institutional & Institutional 2% 22% 11% 13% 4% New Zealand APEA APEA Retail & Australia New Zealand Australia 15% 26% 7% Wealth Institutional Retail & Commercial 16% 13% 9% Wealth New New Zealand Zealand 11% NZ 18% 5% 19% Australia 2% Commercial NZ Other Retail Australia Australia Commercial 3% 66% 56% New Zealand 1% 12% Australia Institutional New Zealand Commercial Institutional 29% 40% Australia Australia Retail & Wealth Retail Mortgages 1. Customer lending represents Net Loans & Advances including acceptances 26

Total Credit Exposure (EAD) by Geography Exposure at Default by Exposure at Default by Geography Line of Business 2 Total Exposure at Default (Mar 14) - $762b 1 Retail Institutional Commercial 1% Australia New Zealand APEA 17% $467.5b $136.2b $158.7b 29% 29% New Zealand UK & Europe 22% 18% 3% Americas 94% 3% Pacific 1% Australia APEA 61% 4% Singapore 21% 2% Hong Kong 54% 49% 4% Other North East Asia 3% Other South East Asia 5% Australia New Zealand APEA 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 27

Customer loans and deposits by client segment Customer Lending 1 Customer Deposits Australia New Zealand Institutional New Zealand Commercial Australia Commercial Commercial 16% 11% APEA Australia 5% 13% Commercial Institutional 2% 11% Commercial APEA New Zealand Australia Institutional 24% Retail & Wealth 7% Commercial 12% Institutional 20% 19% 39% Commercial Institutional APEA Retail 2% APEA & Wealth 12% 25% Institutional New Zealand Retail & Wealth 9% Retail & Wealth Retail & Wealth 3% 1% 51% New Zealand New Zealand 42% Institutional Institutional 4% APEA Retail & Wealth 43% 29% Australia Australia Retail & Wealth Retail & Wealth 1. Customer lending represents Net Loans & Advances including acceptances 28

1 May 2014 Strategy & Performance

ANZ is executing a focused strategy to build the best connected, most respected bank across the Asia Pacific SUPER REGIONAL STRATEGY STRONG PROFITABLE ENTERPRISE CORE ASIAN APPROACH MARKETS GROWTH STRONG LIQUIDITY AND CAPITAL MANAGEMENT DISCIPLINED AND EXPERIENCED MANAGEMENT 30

Banking on Australia is transforming the business STRONG CORE MARKETS Transforming our distribution channels Building our lead in mobile & digital >53% Customers that are digital users 400+ Smart ATMs 85 New look sales focused branches 1.1m ANZ goMoney TM active users  43% goMoney TM and Internet Banking  9% Over the Counter transactions logins 1 Branches offering simple wealth Transactions processed on 600+ $78b products goMoney TM 2 1,200 iPads (with 8 apps) deployed to  43% ANZ FastPay TM transactions 3 C&CB bankers Building the capability of our people & Simplifying our products & processes systems Branch sales staff accredited to  24% Reduction in average monthly 69% sell home loans customer complaints 6  110k Net increase in customers across 1,500+ Branch staff accredited to sell Retail and C&CB 7 Wealth products 1,600+ Branch staff trained to sell small 36k Digital C&CB A-Z Reviews 8 business products  20% Increase in time frontline C&CB Frontline C&CB staff with 32% Banker‟s spend with customers 9 experience in key Asian markets  28% Business customers onboarded  13% Wealth revenue via Retail 4 via OneSwitch 5 5  120% C&CB Cross-border referrals Home loan refinance time from Australia to Asia 5 (reduced from 45 mins) 10 Mins Note : All figures have been measured since inception of the „Banking on Australia‟ Program (October 2012) unless otherwise stated ; 1. Average monthly logins for the 6 months to March 2014 versus 12 months to September 2012; 2. Represents dollar value of transactions processed on ANZ goMoney TM since launch in September 2010; 3. Represents compound monthly growth in the number of transactions processed on ANZ FastPay TM since launch in October 2012; 4. Represents the 6 months to March 2014 versus 6 months to March 2013; 5. Represents the 5 months to February 2014 versus 5 months to February 2013; 6. Average monthly Customer Complaints for the 6 months to March 2014 versus 12 months to September 2012; 7. Net 31 increase in customers for the 12 months to February 2014; 8. Represents 6 months to March 2014; 9. Estimated time being freed up in the frontline by removing activities and streamlining processes, compared to October 2012 baseline; 10. Applicable for non-credit critical renewals through ANZ channels;

And driving growth in our core markets STRONG CORE MARKETS Australia Division 1H14 NPAT up 5% to $1.48 billion Retail Corporate & Commercial Banking Strongest growth of the major #1  16% domestic banks in Home loans Small Business lending growing at 1.2x system 1 Consecutive quarters of above 17  8% system home loan growth to Deposit Growth March 2014 1.1x C&CB customers with 26k net new  6% Deposit Growth 1 customers 4 System Main Financial Institution (MFI) Total and Affluent Traditional #2 =#1 Customer Satisfaction in Banking market share 2 Commercial Banking 5 Cross-sell revenue generated by  8%  4% Revenue per FTE 3 C&CB Net Impaired Assets % of Gross  13% 90 bps Wealth revenue via Retail Lending Assets (improved from 140bps in 1H13) Note: All figures PCP unless otherwise stated; 1. Source: APRA Monthly Banking Statistics, 12 months to February 2014. System adjusted for new ADI incorporations; 2. Source: Roy Morgan Research, Australia Pop‟n aged 14+, 12 months to March 2014; Traditional banking includes FUM for total deposits, mort gages, personal/other loans, and credit cards. Affluent defined as customers with All Financial Services FUM between $400k and $1m (in all financial institutions) or income greater than $150k/year; Peers: CBA (excl Bankwest), NAB, Westpac (excl Bank of Melbourne & St George); 3. Represents average Retail FTE for the 6 months to March 2013 and March 2014; 4. Net new customers (excluding Esanda) for the 12 months to 32 February 2014; 5. DBM Business Financial Services Monitor, ranked against other „Big 4‟ banks, Commercial banking includes majority of business es with turnover <$100m, data sourced in the six months to March 2014

As well as improving productivity and returns across all areas of Australia Division STRONG CORE MARKETS Continued cost discipline Improving Branch productivity Cost to Income Ratio Customer Branch Traffic and Sales Productivity Index Sept 11 = 100 80bps Sales per FTE 120 38.1% Transacting Customers per day 37.3% 110 100 90 80 1H13 1H14 Sep Dec Mar Jun Sep Dec Mar Jun Sep Dec Mar 11 11 12 12 12 12 13 13 13 13 14 Enhancing sales productivity Delivering Operations productivity Proprietary home loan sales Operations Cost Operations Activity $b Volume 25% -6% 8% 1H13 1H14 1H13 1H14 1H13 1H14 33

Winning in New Zealand with geographic CTI below 40% for the first time STRONG CORE MARKETS NZ Division 1H14 NPAT up 21% to NZD 598 million NZ Division ROE accretive to ANZ Group: up 235bps to 15.8% 1 Efficiency Market Share Brand CTI 41.5% for NZ Brand consideration Both total lending &  649 Division v Sep 2010 2 compared to major #1  share total deposit share have ( NZ Geog :  1,111bps to banks 10 – from last to bps grown YTD 5,6 38.1% 3 ) first position in 3 years  22 bps Mortgage market share  17% Uplift in brand  20% Revenue per Branch YTD 7 consideration 10 Improved footprint leading to: Share of new mortgage •  7 percentage point 82% sales in all major NZ  14% Retail new customer improvement in #1 Branch mortgage sales via cities – t he first time in acquisition Coverage 4 Branch Auckland & Christchurch 8 •  47% KiwiSaver account sales via Branch Commercial cross-sell Commercial lending Small Business Banking  10%  20 bps  29% revenue from share - growth in all new customer Institutional products regions 9 acquisition Note: All figures PCP unless otherwise stated; 1. ROE on Internal Expected Loss (IEL) basis; 2. CTI is against September 2010 – the reporting period immediately preceding the commencement of NZS; 3. Including the one off insurance recovery related to the ING frozen funds (excluding: 39.97%); 4. Branch Coverage measures the areas in which ANZ is represented relative to where New Zealanders do business – March 2014; 5. RBNZ S7 – February 2014; 6. RBNZ 34 S8 – February 2014; 7. RBNZ C6 – February 2014; 8. Source: Terralink – March 2014; 9. RBNZ S7 NZD claims, excludes Agriculture, Finance, Non-residents and Households; 10. Source: IPSOS Brand Tracking (first choice, or seriously considered) – March 2011 v March 2014

New Zealand Division – Returns now accretive to Group STRONG CORE MARKETS Net Profit after Tax Return on Average Assets Cost to Income NZDm 21% 16bps 370bps 1.24% 45.2% 598 1.21% 569 1.08% 494 41.9% 41.5% 1H13 2H13 1H14 1H13 2H13 1H14 1H13 2H13 1H14 Branch Coverage 1 Revenue per Branch Revenue per FTE Branch Coverage # of Branches NZDk NZDk 20% 9% -60 309 5,451 185.3 350 184.4 5,249 260 249 4,534 300 170.1 250 200 81.9% 82.0% 150 75.0% 100 50 0 1H13 2H13 1H14 FY11 2H13 1H14 1H13 2H13 1H14 1. Branch coverage measures the areas in which ANZ is represented relative to where New Zealanders do business 35

New Zealand Division - Using scale and technology to improve customer experience STRONG CORE MARKETS Leading to increased product Providing easy ways to bank … 1 4 penetration and cross sell … Growth in Retail customers Cross-sell of Institutional goMoney TM rated #1 #1 with 3+ needs met products to Commercial banking app 1 customers goMoney TM active users 197bps  96% 10% to 326,500 4,000+ ANZ FastPay since launched 2 downloads 35.1% 33.1% 2 Migrating simple transactions … Over the counter  11% transactions 3 Mar 13 Mar 14 1H13 1H14 53 Smart ATMs 4 … and brand consideration at an all 5 time high and highest of peers Deposits via Smart 36% ATMs in our largest and Brand consideration 5 busiest branch Mar 11 Mar 14 3 Enhancing sales conversations … 17% Tablets and 43% 41% 41% 1,100 smartphones rolled out 34% 32% 32% 32% to frontline 26% 122,000 Frontline time released – more sales time hours ANZ Peer 1 Peer 2 Peer 3 Note: All figures PCP unless otherwise stated; 1. goMoney TM ranked #1 application in both the App Store („Finance – Free‟ category) and Google Play („Top Free in Finance‟ category ) – April 2014; 2. ANZ FastPay launched on 13 December 2013; 3. Refers to eligible transactions migrated from all branches; 4. Aim to have 90 Smart ATMs rolled out by the end of the year; 5. Source: IPSOS Brand Tracking (first choice, 36 or seriously considered) - March 2014

Global Wealth delivering value to ANZ’s strategy STRONG CORE MARKETS Customer economics 1 Important source of liquidity Customer attrition Revenue per customer Mar 13 Mar 14 $b $b $14b $18b -46% +60% +22% Net Liquidity Net Liquidity 28 24 13 10 10 10 14 6 15 6 4 4 Without With Without With Deposits Loans Deposits Loans Wealth Wealth Wealth Wealth Wealth Wealth sourced 2 Significant source of other operating Delivering value to the Group income (OOI) for ANZ • Overall improved performance from $m OOI Composition customers with wealth solutions. 2,904 2,856 7% 726 680 • Global Wealth is an important and growing 25% source of liquidity. 1H14 0% 2,176 2,178 • Global Wealth as a growing source of non- 75% interest income assists Group revenue diversification. 1H13 1H14 Wealth OOI 3 Non Wealth OOI 1. Australia Only 2. Wealth sourced includes deposits and lending sourced by Global Wealth but reported in other Divisions 3. Wealth OOI includes Other Operating income, net Funds Management and Insurance income 37

Growing the Wealth business through ANZ channels STRONG CORE MARKETS Growth in Wealth solutions held by ANZ Increasing productivity of ANZ Financial Customers 1 Planning Inflows Retail Life Sales # 10% $m $m 48% 13% 826 818 18 17 558 15 1H13 2H13 1H14 1H13 2H13 1H14 1H13 1H14 Focus on channels that drive higher returns Delivering on our strategic priorities • Global Wealth is leveraging the ANZ franchise, Insurance ROEC 2 building connections to ANZ customers. % • ANZ channels deliver: 560bps • Wealth solutions held by ANZ customers • lower acquisition increased 10% through: costs; and • productivity of ANZ Financial Planning; and • better portfolio performance. • simple self directed solutions, e.g. ANZ Smart Choice. Other ANZ Channels Channels 1. Includes Australia, New Zealand and Asia 2. Return on Economic Capital 38

Leveraging a profitable franchise in Asia PROFITABLE ASIAN GROWTH International & Institutional A Top 4 Corporate Bank in Asia Banking Asia 1 AA rated bank with an established regional network and Net Profit after Tax (USDm) • growing client base Return on RWA (Basel 3 basis) Drawing on strong Australian and New Zealand foundations • and established industry expertise Key driver strong 1.54% Focus on flow products of Trade, performance of Markets Cash Management & Markets FX Revenue (+27% PCP) Leveraging ANZ‟s core competency as a trade bank • 1.25% 455 1.24% 1.24% Extending cash management, trade and markets • 1.19% capabilities to a broader regional client base Building efficiency and returns 344 326 313 Increasing mix of flow products and of non-interest income • 279 Focus on geographies offering scale and connected to • faster growing regional trade and capital flow Delivering consistency and scale through common cash • management, trade and markets platforms +32% Delivering a lower risk balance sheet +40% Emphasis on banking large, well rated counterparties • Offer shorter duration flow products aligned to a large and • diverse deposit funding base 1H12 2H12 1H13 2H13 1H14 1. Net Profit after Tax divided by average Basel 3 Risk Weighted Assets 39

ANZ recognised as a leading regional bank in the PROFITABLE ASIAN GROWTH Asia Pacific APEA growing contribution to A top 4 Corporate Bank in Asia 2 Group Operating Income by Market Penetration APEA % of Group Operating Income Greenwich Associates Large Corporate Study 24% Asian Large Corporate Banking Market Penetration APEA 60% Network 5% Revenue 1 2% 17% Bank A 3% 50% 11% 17% 24% 8% Bank B 12% 11% Europe & 6% 40% 14% Bank C 3% Important Relationships America 2% Pacific Asia 3% 2013 30% FY07 1H14 Recognised as a leading regional bank 20% 2010 Bank D Bank E  Asia Pacific Bank of the Year Bank G Bank F Thomson Reuters Project Finance International 2013 10% Bank I Bank H  Best for Overall FX Services as voted by Financial Institutions, AsiaMoney FX Poll 2013 0%  Asia Pacific‟s Bank of the Year Greenwich Quality Index 3 - Overall Relationship Quality The Banker magazine, Bank of the Year Awards 2013 (Difference from the Average)  #1 Mandated Lead Arranger in Asia ex-Japan Represents the momentum of growth and quality Thompson Reuters 31 st Mar 2014 improvement achieved by ANZ Bank over the past 4 years 1. Income generated in Australia and New Zealand from ANZ‟s APEA network. Data not available in FY07 2. As defined by Total Relationships Market Penetration In Asia 3. The Greenwich Quality Index score is based upon a normalized composite of all qualitative evaluations transformed to a scale of 0 to 40 1,000 with the difference from the average shown. Note: Cross-hairs are calculated by the average of the banks shown in graph

The value of our networked International & PROFITABLE ASIAN GROWTH Institutional business is driving improved returns IIB Operating Income Growth IIB Operating Income 1H14 v 2H13 1H14 v 1H13 Income by Segment Income Mix By Type 27% Net Interest Income Retail / Partnerships / Other Other Operating Income Global Loans Markets & Transaction Banking 14% $m 11% 11% 37% 4,000 5% 3,592 3% 3,256 Global Foreign Global Cash Global Trade 3,000 Exchange Management 55% 57% 59% 2,616 Trade a key driver of cross-sell income 1H14 - $1 of Trade income = $0.96 of Cross-Sell 1 2,000 $ 1.96 $0.96 $1.00 1,000 45% 43% 41% Trade Global Markets 2 Combined Income Products Income 0 & Cash Cross-Sell 1H10 1H12 1H14 1H10 1H12 1H14 Income 1. Trade customers using Markets and Payments & Cash Management Products 2. Global Markets products include FX, Commodities and Capital Markets 41

Trade & Supply Chain supporting super regional PROFITABLE ASIAN GROWTH strategy and profitable Asian growth TSC a key driver of non-interest income ANZ a leading Trade & Supply Chain Bank both directly and via cross-sell • Trade and Supply Chain (TSC) delivers cross TSC Direct Income TSC Cross-sell Income Mix border risk and working capital solutions. 8% • ANZ one of a few Asia Pacific banks offering a GL full service, in-country, TSC proposition across 22% 15% Commodities 28 markets. Other 56% 44% Products • Consistent TSC proposition across all markets OOI NII with product, risk management and trade 27% 28% operations delivered via global platform. FX PCM • Currently servicing 6,000 clients and processing over 56,000 documentary credits annually. Delivering growth and improved returns TSC Funded Balance Sheet Short Tenor Funded Trade Portfolio  18% TSC Intra-Asia income <30 days >180 days 24%  15% Asia funded volumes 6% Average Tenor <90 days Growth in clients using both cash  7% and trade products 91-180 30% days 40% Growth in value added, higher 31-90  33% margin structured trade solutions days income 42

Increased scale driving greater efficiency and returns PROFITABLE ASIAN GROWTH Operations productivity gains being IIB Asia Cost to Income Ratio (%) achieved through increased volume Operations Expense per Transaction $/Trans. 67% 16.5 66% 61% 55% 13.5 10.5 7.5 FY11 FY12 FY13 1H14 FY11 FY12 FY13 1H14 Significantly larger franchises Asia Volume Growth 1H14 v 1H13 (USD) in core markets Operating Income USDm 57% 600 1H10 1H14 500 400 15% 300 12% 200 100 0 Greater China South East Asia Lending Deposits FX Turnover ex-partnerships ex-partnerships 43

Delivering a lower risk balance sheet through shorter PROFITABLE ASIAN GROWTH duration and better asset quality Institutional Asia Tenor Institutional Asia Risk Grade Profile by Exposure at Default by Exposure at Default 70% < 1 Year Tenor 73% Investment Grade Exposures 1 USDb Investment Grade Sub-Investment Grade < 1 year tenor > 1 year tenor USDb 100 100 92 92 86 90 90 86 80 80 67 67 70 70 60 60 55 55 50 50 40 35 40 35 30 30 20 20 10 10 0 0 Sep 10 Sep 11 Sep 12 Sep 13 Mar 14 Sep 10 Sep 11 Sep 12 Sep 13 Mar 14 1. Sub-investment grade defined as exposures with a rating below BBB- 44

Building common infrastructure for greater responsiveness, productivity and control ENTERPRISE APPROACH Core processes in multiple locations on We have created a regional delivery common systems mitigates disruption network to consolidate and standardise risk & allows greater flexibility while processes and improve quality, productivity improving productivity and reduce risk • Integrated model enables more focus on planning and delivery of priority enterprise wide objectives. • Ability to withstand disruption events (eg. Chengdu, China Wellington earthquakes) without adverse customer impacts through load sharing. Hong Kong Examples of Enterprise Approach Manila, Philippines • Wholesale lending operations merged into one global function operating across multiple Suva, Fiji Bangalore, locations in an increasingly standardised way. India • Consolidated global trade operations into 4 key locations on a single platform to harness Singapore knowledge pools and improve efficiency. • Markets operations consolidated to 3 core Melbourne & Sydney, locations for improved control and quality. Australia • Payments operations consolidated into 5 key locations to mitigate disruption risk and Auckland & Wellington, ensure business resilience. New Zealand 45

Delivering improved productivity and a better customer experience, some examples include: ENTERPRISE APPROACH Operations Volume Growth Transaction Quality, Manual Payments 1H14 v 1H13 Defects Per Million 9% 865 8% 8% 8% 7% 670 495 400 180 151 1H11 1H12 2H12 1H13 2H13 1H14 Total Australia New IIB Global Zealand Wealth Operations Expense Growth 1 Straight Through Processing Aust/NZ 1H14 v 1H13 % of Total Transactions 2 1% 90-95% 87% 83% 76% 68% -4% -4% -5% -6% FY11 FY12 FY13 1H14 Global Total Australia New IIB Global Best Zealand Wealth Practice 1. Growths have been calculated on constant FX basis 2. Inward International Payments 46

1 May 2014 Case Study: Greater China

Our Greater China franchise is focused on supporting large and growing trade and capital flows Trade and capital flows between Greater Trade and capital flows within Greater China and the rest of world continue to China also present significant opportunities grow strongly. Greater China (GC) inter-regional trade flows, Total Intra-Greater China Trade & net FDI flows Chinese outward investment 1 & Net Chinese FDI 2013, $USDbn flows 2013, $USDbn Europe & America Left: Trade flow Right: Net FDI flow 932 2 117.9 9 6 China Mainland China Greater China Taiwan 385 74 82 9 Rest of Asia Pacific Hong Kong 1,394 2 42.7 7 20 251 74 41 0.1 10 0.3 Australia & New Zealand Hong Taiwan Kong 170 57.1 2.1 0.9 Trade = imports + exports 39 -0.02 Total Chinese outward investment Left: Net FDI flows from China Right: Net FDI flows to China Source: ANZ Economics team, Heritage Foundation 1. Investments of ≥USD100m recorded from 2005 to Jun 2013 2. Europe = UK and Germany, Asia Pac = Asia Pacific markets (excl. GC) with an ANZ presence 48

ANZ’s well defined strategic focus has resulted in a strong customer franchise and growing business Strategic Focus Corporate Profile Presence ANZ Greater China strategy is focused on: Staff Branches since 1. Being the bank of choice for Greater China corporates and affluent individuals investing in China ~950 8 1 1986 Australia, New Zealand and the rest of Asia Pacific 2. Leveraging our sector/product expertise and Hong Kong ~1,300 3 1970 network to facilitate fast growing trade flows with and within Greater China; 3. Being a leading on the ground international bank to Taiwan ~1,650 14 1980 multinationals operating in Greater China Operating Income Operating Income Mix $AUDm Organic Partnership By Business Institutional Mix 1000 +16% 800 Partnerships Global Other Loans +18% 600 Markets Retail 400 Trans. Institutional 200 +19% +20% Banking 0 FY11 FY12 FY13 1H13 2H13 1H14 1. 5 branches, 3 sub-branches under Local Incorporated entity ANZ Bank (China), and 1 rural bank 49

1 May 2014 Group Treasury

ANZ is well capitalised Capital Update Basel 3 Common Equity Tier 1 (CET1) 10.8% 10.5% • 10.0% Capital levels will grow organically in the lead up to the introduction of the higher loss absorbing 8.5% 8.3% 8.0% capital requirements for D- SIB‟s in 2016 • $1.6b ANZ Capital Notes 2 Additional Tier 1 transaction successfully completed during the half • Interim dividend up 14% in part reflecting rebalancing of interim & final dividend • Dividend Payout to remain towards upper end of 65% - 70% range Sep 12 Sep 13 Mar 14 APRA Internationally Harmonised APRA CET1 Capital reconciliation under Basel 3 Movement Mar 2014 v Sep 2013 Total % CET1 Tier 1 1.04 Capital APRA 8.3% 10.3% 12.1% 0.27 8.48 0.18 8.33 10% allowance for investments 0.8% 0.7% 0.7% in insurance subs and ADIs 0.74 Mortgage 20% LGD floor and 0.6% 0.7% 0.7% other measures IRRBB RWA (APRA Pillar 1 0.4% 0.5% 0.6% approach) Up to 5% allowance for 0.2% 0.2% 0.2% deferred tax asset Sep 13 Cash RWA Non RWA Dividends Mar 14 Other capital items 0.2% 0.2% 0.2% 1 NPAT Usage 2 Business Internationally Harmonised 10.5% 12.6% 14.5% Usage 3 1. Cash earnings net of preference share dividends 2. Includes impact of expected loss versus eligible provision shortfall 3. Includes capital retention of deconsolidated entities, capitalised software and other intangibles 51

The strength of ANZ’s capital levels (CET1) is more apparent on a global comparison Australia Canada UK >11.5% >11.0% 10.5% CCB & D-SIB effective 9.6% 1 Jan 2016 9.3% 8.3% 8.0% 1.0% D-SIB 2.5% CCB 4.5% CET1 2 APRA ANZ ANZ ANZ Canadian Peer ANZ UK Peer Average Minimum APRA (Intenationally (under Canada Average 2 (under UK 1 1 Harmonised) regulation) regulation) 1. ANZ estimate 2. Canada Peers (Scotiabank, BMO, TD Bank, and RBC) as at Jan 14 and UK Peers (HSBC, Barclays, and RBS) as at Dec 13 based on a Basel 3 fully transitioned basis, obtained from most recent Capital Adequacy and Risk Management (Pillar 3) disclosures 52

Stable Balance Sheet composition Stabilised funding mix Tenor of Assets has shortened 29% 18% 18% 16% 25% 25% 7% 13% 13% 15% 15% 22% 8% 1% 3% 3% 8% 8% 4% 4% 12% 12% 7% 14% 80% 62% 62% 72% 72% 50% 8% 8% 7% 4% 3% 3% 1 Sep 08 Sep 13 Mar 14 Sep 08 Sep 13 Mar 14 SHE & Hybrid Debt Customer Funding Other Fixed Assets Lending Term Debt >1yr Term Debt <1yr Trade Loans Other ST Assets ST Wholesale Funding Liquid Assets 1. Sep 13 includes a minor reclassification of lending into trade loans (<0.5%) 53

A well diversified term wholesale funding portfolio Term Wholesale Funding Portfolio 1 $b Issuance Maturities 26 24 24 Annual indicative 21 issuance volume 19 18 16 14 13 12 7 1 2 3 FY10 FY11 FY12 FY13 FY14 FY14 FY15 FY16 FY17 FY18 FY19 FY20+ Senior Unsecured Covered Bonds Tier 2 Government Guaranteed Expected Remaining Issuance Term Wholesale Funding Portfolio Term Wholesale Funding Portfolio (by Type) (by Currency) 2% 6% 8% 9% Domestic 8% 9% (AUD/NZD) 20% Government 7% 18% 13% Guaranteed North America 33% (USD, CAD) Tier 2 23% UK & Europe ( € ,£,CHF) Covered 72% 69% 68% Bonds Asia (JPY, HKD, SGD, CNY) Senior 35% Unsecured Other Sep 12 Sep 13 Mar 14 1. Includes transactions with a call or maturity date greater than 12 months as at 30 September in the respective year of issuance 2. Approximately $1b of funding has been issued post 31 March 2014 3. Remaining FY14 maturities 54

Structural funding gap Australian household credit growth not Peer Funding Comparison expected to return to previous levels % Change ANZ requires Household Sector Growth (YoY) ~$45b less Average (Mar 99 - Mar 08) 25 wholesale funding 183 Average (Mar 08 - Mar 14) 177 to meet this gap 20 160 15 154 150 10 141 140 137 5 129 127 117 0 Mar 99 Mar 04 Mar 09 Mar 14 105 ANZ has the lowest Australian Household Funding Gap $b Australian Household Funding Gap 200 Thousands 175 150 125 100 Loan - Deposit Loan to Deposit Australian Ratio (%) Gap ($b) Household Funding 75 Gap ($b) Mar 08 Mar 09 Mar 10 Mar 11 Mar 12 Mar 13 Mar 14 ANZ CBA NAB Westpac ANZ WBC NAB CBA Source: APRA (Mar 14) CBA (Dec 13), NAB (Sep 13) and Westpac (Sep 13) 55

Liquidity Portfolio – well placed for introduction of LCR Liquidity Update Liquid Assets 1 $b • Reduction in internal RMBS in Australia 122 during the first half of FY14 is due to 117 higher prescribed haircuts from the RBA 2 39 35 • The final APS210 (Basel 3) liquidity standard was released in December 2013, and there were no material 16 17 changes from previous draft • In January, APRA confirmed the size of the Committed Liquidity Facility (CLF) 39 „trial exercise‟ for the industry with a 9 total size of $282b 3 . The exercise is to 67 65 be repeated in mid-2014 for the 2015 17 CLF 13 • ANZ is well placed for compliance with the Liquidity Coverage Ratio from Sep 08 Sep 13 Mar 14 January 2015 Internal RMBS Private Sector Securities & Precious Metals Cash, Government & Semi-Government Securities 1. Post RBA haircut. 2. More information can be found at the Reserve Bank of Australia website (rba.gov.au under „Eligible Securities‟) 3. Source: APRA, “Implementation of the Basel III liquidity framework in Australia - Committed liquidity facility” 56

Foreign currency hedging 1H14 Earnings Composition Earnings per Share FX Impact (by Currency) 1.9% 1.1% AUD 55% Other IDR 21% 1H14 v 1H13 1H14 v 2H13 NZD 24% Translation Rates (inclusive of hedges) • A key objective of hedging is to manage short term 1.35 1.04 EPS volatility arising from foreign currency earnings 1.02 • 1.30 Hedges currently in place: 1.00 FY14: ~70% of remaining earnings 1.25 0.98 FY15: ~65% of NZD and ~30% of USD (inc. USD correlated) earnings 0.96 1.20 • At 31 March, the expected impact of FX movements 0.94 1.15 on FY14 earnings (inclusive of hedges) was positive 0.92 ~1.4% EPS 1.10 0.90 • Hedging has reduced the impact of a 5% movement 1H12 2H12 1H13 2H13 1H14 of the AUD to less than 1% for FY15 NZD Translation (LHS) USD Translation (RHS) 57

Capital and replicating portfolio: Impact from a low interest rate environment on Group NIM is reducing Australia New Zealand 1H14: ~$180m portfolio earnings benefit 1H14: ~A$60m portfolio earnings benefit relative to the average RBA cash rate relative to the average RBNZ cash rate 6% 6% 5% 5% 4% 4% 3% 3% 2% 2% 1% 1% 0% 0% 1H11 2H11 1H12 2H12 1H13 2H13 1H14 1H11 2H11 1H12 2H12 1H13 2H13 1H14 Australia Portfolio Earnings Rate New Zealand Portfolio Earnings Rate Average RBA Cash Rate Average RBNZ Cash Rate 58

1 May 2014 Risk Management

Credit Quality – ongoing improvement Credit Quality Trends Provision Charge 1H14 v 2H13 Individual Provision (IP) Charge (LHS) Collective Provision (CP) Charge (LHS) $m Collective Provision Total Provision Charge as % Avg. Net Advances 93 bps 1,000 Coverage 1 750 500 0.36% 0.29% 0.28% 0.32% 0.27% 0.25% 0.21% 250  12% Total Provision Charge 0 -250 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Mar 14  15% Gross Impaired Assets Impaired Assets New Impaired Assets Gross Impaired Assets $m 7,000 Avg. $434m 6,000 decline HoH  10% New Impaired Assets 5,000 4,000 3,000 2,000 Credit RWA Rate 39% 1,000 (CRWA/EAD) 0 1H11 2H11 1H12 2H12 1H13 2H13 1H14 Mar Sep Mar Sep Mar Sep Mar 11 11 12 12 13 13 14 Growth rates reflect 1H14 v 2H13 1. This ratio is the Collective Provision balance as a proportion of Credit Risk Weighted Assets 60

Collective Provision Significant “de - risking” across portfolios is CP Coverage Reflective of Portfolio Risk evident from the CP movement $b • ANZ remains prudently provided for with a Credit Risk Weighted Assets Collective Provision as a % of CRWA collective provision coverage ratio of 93bps 1.36% 1.28% 1.20% 1.08% 1.00% 1.00% 0.93% • The collective provision balance has reduced due to improved customer risk profile and transfer from CP to IP of several large accounts • Recognising stress remains in some sectors of the 305 Australian economy, the management overlay 288 276 249 250 255 233 was increased by $41m during the half, bringing the total management overlay balance to $631m as at 31 March 2014 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 Collective Provision by Division Collective Provision by Source $m $m 29 2,887 2,887 2,843 30 30 2,843 54 41 85 47 2 10 190 Sep 13 Risk Lending Portfolio Mgmt. FX Mar 14 Sep 13 Australia IIB New Wealth & FX Mar 14 Zealand Other Movement Growth Mix Overlay movement 61

Individual Provisions Individual Provision Charge by Segment Individual Provision Charge Composition Institutional Commercial Consumer $m New Increased Writebacks & Recoveries $m 1,000 1,500 915 1,250 722 915 609 602 594 572 595 1,000 900 750 500 800 250 722 0 700 -250 609 -500 602 594 595 600 572 1H11 2H11 1H12 2H12 1H13 2H13 1H14 500 Individual Provision Charge by Region 400 $m Australia New Zealand APEA 1,000 915 300 800 722 594 609 602 595 572 200 600 400 100 200 0 0 1H11 2H11 1H12 2H12 1H13 2H13 1H14 1H11 2H11 1H12 2H12 1H13 2H13 1H14 62

Watch and Control List Group Sub-Investment Grade 1 Exposures Control List as % Exposure at Default Control List by Limits Control List by No of Groups <BB- BB- BB+ to BB Index Sep 09 = 100 27.8% 27.6% 120 100 25.1% 80 23.4% 60 22.1% 21.6% 12.5% 40 12.6% 20 11.7% Sep 09 Mar 10 Sep 10 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 11.3% 11.1% 11.0% Group Investment Grade Exposures 78.4% 77.9% 77.6% 8.9% 8.8% 76.6% 76.1% 7.8% 7.6% 6.8% 6.6% 6.4% 6.2% 5.6% 4.5% 4.2% 4.0% Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Mar 14 1. Sub-investment grade defined as exposures with a rating below BBB- 63

Gross Impaired Assets Gross Impaired Assets by Type Gross Impaired Assets by Size of Exposure > $100m $10-$99m < $10m Impaired Loans NPCCD 1 Restructured $m $m 7,000 7,000 6,221 6,221 6,000 6,000 5,581 5,581 5,343 5,343 5,196 5,196 5,000 5,000 4,685 4,685 4,264 4,264 4,000 4,000 3,620 3,620 3,000 3,000 2,000 2,000 1,000 1,000 0 0 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 1. NPCCD - Non-Performing Commitments, Contingents & Derivatives 64

Net Impaired Assets Impaired Assets Concentration New Impaired Assets by Division by number of Customers 1 Australia New Zealand IIB Other $10-50m $51-100m $101-200m >$200m $m 3,000 2% 3% 3% 3% 3% 3% 3% 2% 2% 5% 3% 3% 5% 2,437 9% 2,356 11% 8% 11% 17% 19% 2,500 16% 1,847 1,842 2,000 1,571 1,716 1,541 1,500 88% 84% 82% 83% 78% 77% 78% 1,000 500 0 1H11 2H11 1H12 2H12 1H13 2H13 1H14 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 Impaired Assets Concentration Net Impaired Assets by Division by value of Impaired Assets 1 Australia New Zealand IIB Other $10-50m $51-100m $101-200m >$200m $m 5,000 4,504 15% 24% 22% 24% 23% 26% 27% 3,884 3,629 3,423 3,142 2,797 4,000 21% 8% 9% 11% 5% 16% 18% 3,000 21% 16% 29% 2,150 31% 27% 18% 2,000 56% 47% 48% 1,000 42% 39% 39% 37% 0 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 1. Only >$10m customers 65

Loss Rates Comparison Loss rates continue to decline… Group Regulatory Expected Loss • Regulatory Expected Loss is a one-year downturn loss bps of measure as prescribed by APRA and reported in the EAD 27bps Results Announcement • Includes conservative overlays that are not reflective of an „expected‟ outcome such as: 62 1 • Balance Sheet Individual Provisions (which have 7 already been expensed to Profit and Loss) 89 83 • assumes stressed asset valuations 69 67 57 55 • places a minimum 20% LGD (Loss Given Default) on all Australian Mortgages • On a like-for-like basis, the Mar 14 Regulatory Expected Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Mar 14 Loss figure decreased by 2bps from Sep 13 Historical IP Loss Rate bps 250 2 Adjusted IP Loss Rate for Current Portfolio Mix 200 IP Loss Rate 1997-2014 average 150 100 50 33bps 0 Sep 90 Sep 92 Sep 94 Sep 96 Sep 98 Sep 00 Sep 02 Sep 04 Sep 06 Sep 08 Sep 10 Sep 12 Mar 14 1. Includes additional individual provisions for partial write offs post Sep 13 due to a change in RWA calculation methodology increasing the Mar 14 Regulatory Expected Loss figure by 7bps 2. Adjusted loss rate is based on applying the current portfolio mix to prior period loss rates 66

Risk Weighted Assets Total Risk Weighted Assets Total Risk Weighted Assets Movement Mar 2014 v Sep 2013 $b $b Markets & Operational Risk Weighted Assets 3 361 1 Credit Risk Weighted Assets 18 361 339 339 55 324 Up 6% 51 300 50 Sep 13 Credit Market & Operational Mar 14 Risk IRRBB Risk Risk 280 45 Total Risk Weighted Assets 265 31 Movement by Division Mar 2014 v Sep 2013 252 31 $b 22 361 6 0.3 305 15 288 274 255 249 234 230 339 0.2 Up 6% Sep 09 Sep 10 Sep 11 Sep 12 Sep 13 Sep 13 Mar 14 Sep 13 Australia IIB NZ Other Mar 14 Basel 2 Basel 3 67

Credit Risk Weighted Assets Group Exposure at Default Credit Risk Weighted Assets and Credit Risk Weighted Assets Movement Mar 2014 v Sep 2013 $b Exposure at Default ($b) 305.3 3.4 Credit Risk Weighted Assets ($b) 3.4 CRWA / EAD (%) 12.2 779 741 287.7 692 1.4 658 630 615 564 Sep 13 Risk Growth Portfolio FX Mar 14 Data Impact 41% 40% Review 40% 40% 39% 39% 39% Credit Risk Weighted Assets Movement by Division Mar 2014 v Sep 2013 305 $b 288 276 255 250 249 0.3 233 5.4 305.3 10.6 1.3 287.7 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 Sep 13 Aus IIB NZ Other Mar 14 Basel 2 Basel 3 68

Traded Market Risk & IRRBB Risk Weighted Assets Decisions driving Risk Weighted Asset and Market Risk Weighted Asset Trends VaR outcomes $b $m • RWA for Interest Rate Risk in the Banking Book (IRRBB) IRRBB RWAs was lower primarily due to a reduction in the 25 50 Traded Market Risk RWAs Investment Term of Capital Traded Market Risk 1-day VaR (RHS) • Other contributors to the reduction in RWA include 20 40 changes in the interest rate risk profile providing a diversification benefit to the Investment Term of Capital 15 30 position and recent updates to the rates history as some extreme scenarios relating to GFC dropped out 10 20 • The recent increases in Traded Market Risk 1-day 99% VaR and RWAs reflects higher Foreign Exchange and 5 10 Interest Rate risk and relatively lower diversification in the Traded Market portfolio compared to FY13 0 0 • Traded Market Risk RWAs were impacted by Basel 2.5 Mar-10 Mar-11 Mar-12 Mar 13 Mar-13 Mar-14 Mar 10 Mar 11 Mar 12 Mar 14 introduction in Jan 2012 Generating improved Markets Income ($) / VaR 1 Risk-adjusted Income outcomes Global Markets Sales & Trading (Traded) $ • Sales & Trading business has continued to grow its Balance Sheet (Non-Traded) income stream. The lower Income / 1-day 99% VaR 250 198 ratio for 1H14 is a result of an increase in Trading 170 200 163 book VaR in 1H14, which is aligned with the increased proportion of income from Trading 150 91 activities 100 42 • Balance Sheet Income for 1H14 reflects strong 50 18 17 14 12 performance led by the Liquidity Portfolio with credit 17 spreads tightening 0 FY10 FY11 FY12 FY13 HY14 1. Average 1-day 99% VaR 69

Total Credit Exposure (EAD) by Industry Exposure at Default (EAD) % in Non Category EAD as a % of group total Performing ANZ Group Mar 13 Sep 13 Mar 14 Mar 13 Sep 13 Mar 14 Total EAD (Mar 14) Consumer Lending 40.4% 40.8% 0.2% 0.2% 40.3% 0.2% $762b Finance, Investment & 16.8% 15.9% 0.2% 0.1% 16.4% 0.1% Insurance Property Services 7.1% 7.1% 1.6% 1.1% 7.0% 1.7% 7% 16% Manufacturing 6.1% 6.0% 1.0% 0.7% 6.1% 0.6% 6% Agriculture, Forestry, 4.2% 4.3% 4.2% 4.1% 4.1% 3.5% Fishing 4% Government & Official 3.9% 4.0% 3.8% 0.0% 0.0% 0.0% Institutions 4% Wholesale trade 4.0% 3.9% 0.6% 0.8% 3.9% 0.6% 4% Retail Trade 2.9% 2.9% 2.7% 0.8% 0.9% 0.6% 3% Transport & Storage 2.2% 2.2% 2.4% 2.0% 1.6% 3.0% 2% 40% 2% Business Services 1.9% 2.0% 0.7% 0.5% 1.9% 1.3% 2% 2% 2% Resources (Mining) 1.8% 1.9% 0.2% 1.2% 2.3% 0.7% 6% Electricity, Gas & 1.7% 1.7% 1.7% 0.1% 0.1% 0.1% Water Supply Construction 1.6% 1.7% 1.6% 1.2% 1.1% 1.9% Other 5.4% 5.7% 0.1% 0.9% 5.7% 0.6% 70

Asia and Trade Finance Strong quality Asia Exposure Trade Finance Investment Grade Exposure • Strong growth in Trade Finance portfolio focussed Investment Grade Sub-Investment Grade $b on shorter duration exposures to investment 60 grade counterparties • The Trade Finance portfolio displays average tenor of less than 90 days and provides access to a large and high quality multi-national customer base • Overall, the Institutional Asia exposure is of a similar quality to Institutional Australia, with a strong risk profile displayed across all Institutional 40 geographies Institutional Investment Grade Exposure by Geography Investment Grade Sub-Investment Grade 20 15% 68% 69% 27% 28% 69% 67% 66% 85% 73% 72% 0 Asia Australia New Zealand Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 71

Resources Resources Exposure by Sector (% EAD) Resources Exposure by Geography (EAD) Resources Total EAD (Mar 14) As a % of Group EAD 19% Australia $17.2b 2.3% Asia 6% 48% New Zealand 6% 16% Europe, America, 27% Pacific & Other 23% Resources Exposure by Geography (EAD) (includes Iron Ore 10%) 39% $b Australia Non-Australia 20 16% 15 10 Oil & Gas Coal 5 Metal Ore Mining Services Other 0 Sep 10 Sep 11 Sep 12 Sep 13 Mar 14 72

Agriculture New Zealand Agri Exposure and Average Agriculture Exposure by Sector (% EAD) Probability of Default NZD Total Credit Exposure (LHS) Agriculture Average PD (Non-Defaulted Customers) (RHS) NZDb Total EAD (Mar 14) As a % of Group EAD 25 2.5% $32.1b 4.2% 20 2.0% 15 1.5% 21 10 1.0% 19 14% 18 17 5 18 0.5% 0 0.0% 10% Sep 10 Sep 11 Sep 12 Sep 13 Mar 14 39% Agriculture Security Levels 13% 6% 8% 10% 4% 6% 3% 8% 11% 16% 26% 8% 4% 4% 5% 79% 70% 56% Dairy Beef Sheep & Other Livestock Grain Wheat Horticulture/Fruit Group Australia New Zealand Other Crops Forestry & Fishing Agriculture Services Fully Secured 80-100% Secured 60-80% Secured <60% Secured 73

Commercial Property Lending Commercial Property Outstandings by Commercial Property Outstandings by Region Sector APEA (LHS) New Zealand (LHS) Offices 27% Australia (LHS) % of Group GLA's (RHS) Retail $b 35 8.0% Residential 30% 21% Industrial 30 4.1 4.5 Tourism 7.5% 3.5 4.0 3.4 3.1 15% Other 3% 2.7 4% 25 6.1 5.3 6.6 4.9 5.4 5.0 7.0% 4.7 20 Commercial Property Peer Comparison 1 6.5% 15 $m ANZ NAB WBC CBA 6.0% Commercial Property 20.7 21.3 21.7 22.1 21.2 21.8 21.1 47,319 69,836 64,016 54,219 10 Portfolio EAD Property EAD/Total 5.93% 8.58% 8.21% 6.54% 5.5% EAD 5 Impaired Assets 485 2,724 1,214 550 0 5.0% Property Impaired Mar Sep Mar Sep Mar Sep Dec 1.02% 3.90% 1.90% 1.01% Assets /Property EAD 11 11 12 12 13 13 13 1. Source is the most recent full Pillar 3 disclosures specific to Commercial Property Segment. ANZ Pillar 3 disclosures include Property Services 74

Australia Division Credit Quality Australia Home Loans 90+ day Australia Division Credit Exposure (EAD) delinquencies by state 1 Mar 14 2 Mar 11 Mar 12 Mar 13 Home Loans 1.2% 24% Corporate & 1.0% Commercial 0.8% Consumer Cards 0.6% 6% 1% 0.4% Personal Loans 68% 1% 0.2% 0.0% Other VIC NSW QLD WA Portfolio & ACT Australia Division 90+ day delinquencies 1 Australia Home Loans Portfolio by state 3 2 VIC NSW & ACT QLD WA Other Home Loans (inclusive of hardship change) Consumer Cards Corporate & Commercial Banking 3.0% Mar 14 29.2% 26.3% 18.2% 16.6% 9.7% 2.0% 1.36% 1.12% 1.0% Mar 13 28.8% 26.5% 18.4% 16.5% 9.8% 0.53% 0.0% Mar 10 Mar 11 Mar 12 Mar 13 Mar 14 0% 25% 50% 75% 100% 1. Delinquency excluding Non Performing Loans 2. Includes hardship cases 90+ DPD has impacted underlying trends during FY14. March‟14 90+ DPD excluding hardship changes is 0.46%, inclusive of hardship changes 0.53% 75 3. Gross loans and advances by state

Australia Division - Home Loan Portfolio 1 1H14 Portfolio Statistics Dynamic Loan to Value Ratio % of Portfolio Total Number of Home Loan Accounts 903k 60% 50% Total Home Loans FUM $202b 40% LVR >90% % of Total Australia Geography Lending 59% = 2.3% 30% (Mar 14) % of Total Group Lending 39% 20% 10% Owner Occupied Loans - % of Portfolio 2 61% 0% Average Loan Size at Origination (1H14 $345k 0-60% 61-75% 76-80% 81-90% 91-95% 95%+ average) 3 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 Average LVR at Origination (1H14) 71% Individual Provision as % Gross Loans Average Dynamic LVR of Portfolio 4 50% 2H12 1H13 2H13 1H14 % of Portfolio Ahead on Repayments 5,6 47% Group 0.43% 0.27% 0.24% 0.24% % of Portfolio Paying Interest Only 6 33% Australia Home Loans 0.02% 0.02% 0.02% 0.01% 1. Refers to Net Home Loans book (excluding non-performing loans and offset balances); 2. Excluding funds on Equity Manager Accounts; 3. Average loan size of home loans written in 1H14 excluding offset accounts; 4. Dynamic LVR excluding capitalised LMI; 5. % of customers that are one month or more ahead of repayments; 6. Excludes revolving credit facilities 76

Lenders Mortgage Insurance Background ANZLMI maintains industry low loss ratios 1 • ANZ‟s Captive Mortgage insurance business Industry ANZ LMI (ANZLMI) provides Lenders Mortgage Insurance Insurer 1 Insurer 2 for residential mortgages originated through ANZ Insurer 3 17.5% LMI 150% channels Insured • ANZLMI remains well capitalised (independent to 100% ANZ) and well above APRA minimum levels 50% • Stress testing indicates that an average unemployment rate in excess of 8% and 0% property price falls of 25% (from peak to trough) -50% sustained over 3 years are required to breach regulatory capital FY06 FY07 FY08 FY09 FY10 FY11 FY12 Current Reinsurance Arrangement % of FUM • Lenders mortgage insurance is used on mortgages LVR 80% and above • Reinsurance is comprised of a Quota share arrangement 20% with reinsurers for mortgages 90% LVR and above and 80% LMI in addition an aggregate stop loss arrangement for LMI Not Insured policies over 80% Required • ANZLMI has developed diversified panel comprised of APRA authorised reinsurers and reinsurers with highly rated security 1. Negative Loss ratios are the result of reductions in outstanding claims provisions. Source: APRA general insurance statistics (loss ratio net of reinsurance) 77

New Zealand - Home Loan Portfolio 1H14 Portfolio Statistics Dynamic Loan to Valuation Ratio Total Number of Home Loan Accounts 484k 0-60% 8% Total Home Loan FUM (NZD) $61b 10% 61-70% % of Total New Zealand Lending 59% 47% 71-80% 18% % of Total Group Lending 11% 81-90% Owner Occupied Loans - % of 17% 76% 90%+ Portfolio Average Loan Size at Origination $254k (NZD) Home Loan Portfolio by Region Average LVR at Origination 63% Average Dynamic LVR of Portfolio 46% Auckland 3% % of Portfolio Paying Interest Only 1 21% 12% Wellington 39% Christchurch Individual Provision as % Gross Loans 27% Rest of North Island 2H12 1H13 2H13 1H14 Rest of South Island 7% 12% Group 0.43% 0.27% 0.24% 0.24% Other New Zealand Home 0.03% 0.02% 0.02% 0.02% Loans 1. Excludes revolving credit facilities 78

New Zealand – Credit Quality New Zealand Geography New Zealand Geography Net Impaired Assets Total Provision Charge NZDm NZDm IP Charge CP Charge Net Impaired Assets NIA as % GLA 200 105 1,685 85 103 150 99 100 44 22 50 -39 0 1,307 -50 1,169 -100 1H11 2H11 1H12 2H12 1H13 2H13 1H14 991 1.74% 883 New Zealand Division 90+ days delinquencies 1.38% 662 2.0% 1 1.23% Mortgages Commercial Agri 594 1.6% 1.02% 0.89% 1.2% 0.8% 0.66% 0.57% 0.4% 0.0% Mar 07 Mar 08 Mar 09 Mar 10 Mar 11 Mar 12 Mar 13 Mar 14 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 1. Spikes in 2012 Commercial 90 day delinquencies are primarily due to internal classifications rather than any deterioration in underlying credit quality 79

1 May 2014 Divisional Performance

Australia Division 1H14 Profit & Loss Performance AUSTRALIA DIVISION Financial Highlights – 1H14 Cost to Income Ratio $m 1H14 v 1H13 v 2H13 39.8% Operating Income 4,017 4% 1% 38.8% Operating Expenses (1,500) 2% 1% 38.1% Profit before Provisions 2,517 5% 1% 37.4% 37.3% Provisions (charge)/release (403) 4% -7% Net Profit after Tax 1,479 5% 2% Net Interest Margin 2.48% Down 5bps Down 3bps Cost to Income Ratio 37.3% Down 78bps Down 4bps 1H12 2H12 1H13 2H13 1H14 Net Profit after Tax Movement 1H14 v 1H13 $m 64 14 138 34 34 25 1,479 17 36 1,409 Up 5% 1 1H13 Volume Margin Volume Margin One-off Expenses Provisions Tax 1H14 Corporate & Commercial Retail Banking Operating Income 1. Represents a one-off IFRS accounting methodology change to Commercial bill fees 81

Australia Division 1H14 Balance Sheet Performance AUSTRALIA DIVISION Australia Division Balance Sheet Mar v Sep v Mar Customer Deposits Customer Lending $b 2014 2013 2013 Offset Balances Asset Finance Customer Deposits 156.3 3% 7% 6% Transaction Retail Deposits 109.4 2% 7% 11% Business Term Lending 18% C&CB Deposits 46.9 3% 8% 15% 37% Customer Lending 278.3 2% 6% Other 4% Retail Home Loan Lending 201.6 3% 7% 14% Online Savings Home Loans Other Retail Lending 11.5 2% 5% 23% 72% C&CB Lending 65.2 0% 3% Customer Lending Customer Deposits Movement Mar 2014 v Mar 2013 Movement Mar 2014 v Mar 2013 $b $b 2.0 278.3 3.4 156.3 0.5 13.7 7.4 262.1 145.5 Up 6% Up 7% Mar 13 Home Other C&CB Mar 14 Mar 13 Retail C&CB Mar 14 Loans Retail 82

Retail – continuing to perform strongly AUSTRALIA DIVISION Strongest Home Loan growth of the … supported by growth in Retail Deposits 1 majors 1 … Household Lending Market Share Growth (%) Household Deposits Market Share Growth (%) Index Sep-12 = 100 Index Sep-12 = 100 ANZ Peer 1 Peer 2 Peer 3 ANZ Peer 1 Peer 2 Peer 3 103 103 102.9 102.0 102.0 102 102 101.9 101 101.5 101 100 99.9 100.1 100 99 99 98.2 98 97 98 Feb 14 Sep 12 Mar 13 Sep 13 Sep 12 Mar 13 Sep 13 Feb 14 14.7% 14.8% 14.9% 15.0% 14.9% 15.1% 15.1% 15.2% Market Share 1 Market Share 1 Continuing to gain home loan market share … while actively managing margins despite elevated levels of pay down… $b 13 1.97% 1.97% 51 1.95% 202 188 45 5 Mar 13 New Redraw Repay. Ext. Mar 14 1H13 2H13 1H14 Fundings & /Other Refin Interest -ance 1. Source: APRA Monthly Banking Statistics. System adjusted for new ADI incorporations since September 2012 (base month) 83

Retail – we are increasing staff capability and freeing up sales capacity which is improving staff productivity AUSTRALIA DIVISION … leading to strong growth in frontline Increased sales capability and capacity… sales productivity… Australia Division Retail Revenue per FTE 1 Branch sales staff accredited to sell home 69% $‟000/FTE loans 8% 1,500+ Staff accredited to sell Wealth products across 600 branches 1,600+ Staff accredited to sell small business products Smart ATMs supporting a 9% reduction 400+ in over the counter transactions 85 New look sales focused branches 1H13 1H14 … driving an uplift in Home Loan Sales via … and strong sales growth Proprietary Channel… Home Loan Sales Proprietary Broker Consecutive quarters of above $b 17 system home loan growth to 23 21 21 25 26 March 2014 47% 49% 48% 51% 55% Small Business sales through the  13% Branch network 52% 53% 51% 49% 45%  13% Wealth cross-sell revenue 1H12 2H12 1H13 2H13 1H14 Note: All figures PCP unless otherwise stated 1. Represents average Retail FTE for the 6 months to March 2013 and March 2014 84

C&CB – increasing sales capability and capacity to drive outperformance AUSTRALIA DIVISION Improved sales capability… … and investments in improving capacity … Training hours completed with specific 35k  20% Increase in the amount of time frontline focus on credit, sales & Super Regional 1 C&CB Banker‟s spend with customers 6 32% Relationship Frontline staff with hands-on experience in key Asian markets Processes moved from frontline to 47 Business Response Team (BRT) 1,200 iPads deployed to frontline bankers 24/7 Servicing availability via BRT with 56k Digital C&CB A-Z Reviews conducted via 36k service requests actioned 1 iPads 1 … are translating to improved performance Net Loans & Advances ($b) Deposits ($b) =#1 Main Financial Institution (MFI) Customer Satisfaction in Commercial Banking 2 3% Can service my business needs in #1 65 Australia, NZ & Asia 3 63 8%  6% C&CB customers with 26k net new customers 4 47 37% Growth in leads sent to the frontline 44 120% Growth in Cross Border Referrals from Australia to Asia 5 Mar 13 Mar 14 Mar 13 Mar 14 1 . Six months to March 2014; 2. DBM Business Financial Services Monitor, ranked against other „Big 4‟ banks, Commercial bankin g includes majority of businesses with turnover <$100m, data sourced in the six months to March 2014; 3. DBM Business Financial Services Monitor, ranke d against other „Big 4‟ banks, data sourced from majority of businesses with turnover of $1-40m in the three months to February 2014; 4. Net new customers (excluding Esanda) for the 12 85 months to February 2014; 5. Five months to February 2014 vs. PCP; 6. Estimated time being freed up in the frontline by removing activities and streamlining processes, compared to October 2012 baseline;

And C&CB is seeing strong lending sales despite subdued demand for credit AUSTRALIA DIVISION … however this is yet to Despite this we have Business confidence has translate into demand for increased our customer improved recently… business credit. numbers… # Customers System Lending Growth 2 & Business Confidence 1 System Undrawn Limits 3 Average 26k % $b 125 System Lending Growth (LHS) 5 52 System Undrawn Limits (RHS) 50 120 4 48 3 115 46 2 44 110 1 42 105 0 40 Sep Dec Mar Jun Sep Dec Mar Sep Mar Sep Mar Feb 13 Feb 14 12 12 13 13 13 13 12 12 13 13 14 … achieved strong sales in a challenging … and grown in our target segments environment… Net Loans and Advances Net Loans and Advances $b $b 22.8 0.6 0.1 1.6 65.2 63.2 65.2 63.2 0.2 0.1 12.9 7.7 0.2 1H13 Sales Partial Full Insto 1H14 Mar 13 Small Bus. Reg. Corp. Esanda Mar 14 Pay- Pay- Up-Tier Bus. Banking Bus. Banking downs downs Banking Banking 1. Roy Morgan Business Single Source, Business Confidence, average for the preceding 12 months 2. RBA Financial Aggregates, Total Business Credit, Seasonally Adjusted, September 2012 to February 2014 3. ABS Lending Finance, Australia, 5671.0, Commercial Finance Commitments not drawn at end of month, September 2012 to January 86 2014

C&CB – credit metrics continue to strengthen: diversified portfolio, increasing quality, reducing impaired assets AUSTRALIA DIVISION Diversified by customers… … by industry sector… Net Lending Assets Exposure at Default by industry sector (%) (as at Mar 14) Corporate Banking ANZ has the lowest 14% 18% origination LVR on 29% 34% Commercial Real Estate Esanda of all the major banks $65b 25% Regional Business Banking 25% Property & Construction 13% Agriculture 11% Business Banking 18% 13% Retail Consumer Lending Small Business Banking Other … resulting in continued improvement in … by risk grade… asset quality EAD by Customer Credit Rating (CCR) Net Impaired Assets and Gross Lending Assets Weaker $b Gross Lending Assets (RHS) 13% 13% 13% 7-10 Net Impaired Assets as % GLA (LHS) 70 1.80% 65 1.30% 78% 78% 78% 4-6 60 0.80% 0-3 9% 9% 9% 55 0.30% Stronger Mar-13 Sep-13 Mar-14 Mar 12 Sep 12 Mar 13 Sep 13 Mar 14 Mar 13 Sep 13 Mar 14 87

Strategy to target less balance sheet intensive business delivering improved returns Maintained return on capital despite 1H14 Highlights IIB DIVISION margin headwinds 2 Return on RWA NIM Ex-Markets NIM incl-Markets  15% Fees and Other Operating Income 1 3.35% 2.95% Network income referred to  12% 2.81% Australia from Asia 2.65% 2.49%  0.7% Positive Operating Income / Expense „Jaws‟ – FX Adjusted 1.96% 1.70% 1.65% 1.58% 1.55% Growth in Institutional and  12% Commercial customer numbers 1.49% 1.48% 1.44% 1.44% 1.36% Improvement in Loss Rates since  24 bps 2012 1H12 2H12 1H13 2H13 1H14 Note: All figures PCP unless otherwise stated 1. Excludes Markets Trading and Balance Sheet. 2. Net Profit after Tax divided by average Basel 3 Risk Weighted Assets. 88

IIB Division 1H14 Profit & Loss Performance Financial Highlights – 1H14 IIB DIVISION FX Adjusted FX Adjusted $m 1H14 v 1H13 v 2H13 v 1H13 v 2H13 Operating Income 3,592 9% 8% 4% 7% Operating Expenses (1,598) 10% 4% 3% 3% Profit before Provisions 1,994 9% 12% 4% 11% Provisions (charge)/release (161) -13% 21% -18% 22% Net Profit after Tax 1,372 14% 10% 9% 9% Net Interest Margin (ex markets) 2.49% Down 32bps Down 16bps n/a n/a Cost to Income Ratio 44.5% Up 20bps Down 170bps n/a n/a Net Profit after Tax Movement 1H14 v 1H13 $m Operating Income up 9% 50 194 23 1,372 61 1,208 (22) (142) +4% +15% +9% +10% -13% +5% Up +14% 1H13 NII ex Mkts OOI ex Mkts Mkts Trading Expenses Provisions Tax & other 1H14 Trading & Bal Sheet 89

IIB Division 1H14 Balance Sheet Performance IIB Customer Deposits IIB Customer Lending IIB DIVISION Movement Mar 2014 v Mar 2013 Movement Mar 2014 v Mar 2013 $b $b 172.0 0.4 0.2 17.2 151.8 2.4 136.3 4.0 11.1 4.5 114.5 2.2 +22% +27% flat +19% +38% +17% +16% +31% 1H13 Retail Trade & Global Global 1H14 1H13 Retail Payments Global Other 1H14 Supply Loans Markets & Cash Markets Chain & Other Mgmt IIB Customer Deposits Composition IIB Customer Lending Composition Mar 2014 Mar 2014 1% 2% 6% 8% 11% Retail Transction Banking Transaction Banking 23% Global Markets Global Loans 46% Retail Global Markets 44% Other Other 59% 92% Term Deposits 90

Global Markets - delivering on growth agenda Growth being driven by customer sales and higher return priority products IIB DIVISION Global Markets Operating Income – CAGR 1H10 to 1H14 22% 19% 16% 7% 6% 5% Total Markets Trading & Balance Sales Foreign Exchange APEA Asia Sheet Continue to grow markets business through Continued strong growth in Asia a focus on client driven income Global Markets Asia Operating Income Global Markets Operating Income $m 1,905 2,127 $m 482 1,867 1,689 387 363 351 1,243 302 1,119 1,008 235 247 OOI 58% 42% NII FY10 FY11 FY12 FY13 1H13 2H13 1H14 FY10 FY11 FY12 FY13 1H13 2H13 1H14 91

Global Markets a more diverse, lower risk business Improved risk profile through focus on Greater spread of income by geography IIB DIVISION client driven income Global Markets Operating Income Mix by Geography $m Operating Income / Value at Risk 1 Australia NZ Asia Other APEA Global Markets Sales & Trading (Traded) 15% 20% 20% 19% Balance Sheet (Non-Traded) 21% 20% 23% 29% 250 4x operating income for 14% 12% 11% every $ of Traded VaR 12% 50% 198 48% 46% 40% 200 170 170 FY11 FY12 FY13 1H14 Increased contribution from 150 Increase in Traded Foreign Exchange Market VaR driven Foreign Exchange Operating Income by increased market volatility 91 $m 874 100 774 649 593 526 460 42 50 414 21 17 17 14 12 0 FY10 FY11 FY12 FY13 1H14 FY10 FY11 FY12 FY13 1H13 2H13 1H14 1. Average 1-day 99% VaR 92

Transaction Banking – driving our regional expansion Growing trade finance directly with Asian Transaction Banking Operating Income IIB DIVISION Movement 1H14 v 1H13 corporates Funded Trade Portfolio $m 37 815 45 Financial Institutions $b Asia Ex-Asia 733 Other Corporates 40 30 19% Up 11% 20 81% 10 1H13 Payments Trade 1H14 0 & Cash 1H13 2H13 1H14 Management Strong growth in volumes through ANZ Increasing proportion of Transaction Transactive cash management platform Banking income from Asia ANZ Transactive Volumes Operating Income Mix by Geography Total Value (LHS) Total Trans. Volume (RHS) Australia NZ Asia Other APEA $b m 39 8% 8% 8% 9% 37 1,000 40 34 19% 24% 26% 27% 800 9% 25 30 9% 10% 11% 21 600 16 20 400 778 736 64% 678 59% 56% 53% 586 496 10 200 337 0 0 FY11 FY12 FY13 1H14 2H11 1H12 2H12 1H13 2H13 1H14 93

Productivity focus maintained whilst continuing to invest in targeted growth areas IIB Operating Expense Focusing investment towards faster IIB DIVISION Movement 1H14 v 1H13 growing markets % IIB Operating Expenses outside Australia / New Zealand Asia & Europe 60% Frontline FTE 59% and IIB Projects 57% 1,598 17 54% 33 52% 1,548 92 1H12 2H12 1H13 2H13 1H14 Reducing proportion of back-office enablement roles 1,456 IIB Full Time Equivalent Employees Enablement Retail Institutional / Commercial FTE 14,500 13,722 13,196 15,000 13,040 +2% +1% 10,000 5,000 1H13 FX 1H13 Invest BAU 1H14 0 FX Adj. -ment Sep 11 Sep 12 Sep 13 Mar 14 94

New Zealand Division 1H14 Profit & Loss Performance NEW ZEALAND DIVISION Financial Highlights – 1H14 NIM NZDm 1H14 v 1H13 v 2H13 Average Interest Earning Assets NIM 2.50% 2.49% Operating Income 1,357 3% -1% 1 2.48% Operating Expenses (563) -6% -1% 100,000 98,000 Profit before Provisions 794 10% 0% 94,095 96,000 91,520 94,000 Provisions (charge)/release 37 Large  Large  89,611 92,000 Net Profit after Tax 598 21% 5% 90,000 88,000 Net Interest Margin 2.48% Down 2bps Down 1bps 86,000 84,000 Cost to Income Ratio 41.5% Down 370bps Down 37bps 1H13 2H13 1H14 Net Profit after Tax Movement 1H14 v 1H13 1H13 includes NZ NZDm Simplification 73 costs of NZD19m 598 25 8 46 42 494 488 6 Up 21% 2 1H13 EFTPOS 1H13 NII OOI Expenses Provisions Tax 1H14 ex-EFTPOS 1. 2H13 includes gain on sale of EFTPOS New Zealand Limited ('EFTPOS') $17m and revenue forgone $7m 2. Post tax income and costs associated with EFTPOS in 1H13 95

New Zealand Division 1H14 Balance Sheet Performance NEW ZEALAND DIVISION New Zealand Division Balance Sheet NZDb Mar 2014 Sep 2013 Mar 2013 v Sep 2013 v Mar 2013 Customer Lending 1 94.9 92.5 90.5 3% 5% Retail 37.0 36.5 36.0 1% 3% Small Business Banking (SBB) 21.9 20.5 19.3 7% 13% Commercial & Agri (C&A) 36.1 35.5 35.2 2% 3% Risk Weighted Assets 53.8 50.0 50.5 7% 7% Customer Deposits 55.2 52.2 51.7 6% 7% Retail 32.7 32.1 31.4 2% 4% Small Business Banking 11.7 10.8 10.6 9% 10% Commercial & Agri 10.8 9.4 9.6 15% 12% Customer Lending Customer Deposits Movement Mar 2014 v Mar 2013 1 Movement Mar 2014 v Mar 2013 NZDb NZDb 94.9 0.9 1.2 55.2 2.6 1.1 1.3 1.0 51.7 90.5 Up 5% Up 7% 1H13 Retail SBB C&A 1H14 1H13 Retail SBB C&A 1H14 1. Gross Loans and Advances 96

Retail – Using our distribution network to drive more sales NEW ZEALAND DIVISION 1H14 Performance: NPAT up 25% to NZD 222m Strong momentum in mortgage  7% Branch coverage since Sep 11 FUM share 4 30.7% 31% Time spent on sales by frontline 31%  10% 29.9% staff 30% 30%  47% Increase in KiwiSaver sales 29% 29% Feb 14 Mar 11 Sep 11 Mar 12 Sep 12 Mar 13 Sep 13 Strong momentum in Credit  20 bps Award-winning Products 5 Card market share YTD 1  10% Life Insurance premiums 2 Over the counter transactions in  11% branches 3  4% CTI down 4% PCP and 1% HOH Note: All figures PCP unless otherwise stated; 1. RBNZ S5 – February 2014; 2. Life Insurance premiums sold via Branch; 3. Refers to eligible transactions migrated from all branches; 4. RBNZ C6 – February 2014; 5. Source: Canstar Credit Card rating report December 2013 97

Retail – Grew mortgage share while remaining well within RBNZ caps NEW ZEALAND DIVISION Now #1 in Auckland and Christchurch as Share of new mortgage sales in all #1 well major NZ cities 1 Share of new mortgage Share of new mortgage  22 bps Mortgage market share YTD 2 sales in Auckland 4 sales in Christchurch 4 Leading peer bank >80% LVR lending accounts for 5% 31% 31% ~5% of ANZ NZ‟s new mortgage 29% >80% LVR 25% lending, well within the 10% cap 3 mortgages ANZ 22% ANZ 20% 20% 20% #1 #1 ANZ ANZ ANZ did not withdraw any pre- =#1 0 #2 approvals as a result of the withdrawals introduction of the RBNZ LVR caps Mar 10 Mar 14 Mar 10 Mar 14 Increased sales capability & capacity driving Managed NIM well in the face of trend higher % of mortgage sales through towards fixed mortgages branches % of mortgage sales ANZ % Fixed Rate Home loan growth Sales Mix by channel mortgages in portfolio NZDb 7% Branch Brokers 100% 27% Variable 1.3x system 5 MMM 60 58 75% 58 21% 28% 56 73% Fixed 29% 55 50% 29% 54 50% 52 43% 25% Sep Sep Sep Sep Sep Sep Mar 50 1H14 08 09 10 11 12 13 14 Mar 13 Feb 14 Mar 13 Mar 14 Note: All figures PCP unless otherwise stated; 1. Source: Terralink – February 2014; 2. RBNZ C6 – February 2014; 3. New RBNZ restrictions effective 1 October 2013 require banks‟ new >80% LVR mortgage lending to be capped at 10% of total new mortgage lending. Bank s must be compliant by March 2014; 4. Source: Terralink – March 2014; 5. Mobile Mortgage Manager 98

Commercial – Return to growth after period of remediation NEW ZEALAND DIVISION 1H14 Performance: NPAT up 14% to NZD 377m Commercial lending growth above system 3 Commercial lending share 1 -  20bps growth in all regions YTD Commercial lending Commercial deposits Cross-sell revenue from NZDb 6% NZDb 11%  10% Institutional products (e.g. 23 Trade, Markets FX) 58 54 Reduction in high risk balances  14% 20 since September 2013 2 Mar 13 Mar 14 Small Business Banking new Mar 13 Mar 14  29% customer acquisition Strong presence and recognition in Agri market Sponsor: Best Agri Uplift in Commercial Lending in  16% Young Farmer Bank Auckland Contest Strategic Partner: NZ National Number of Commercial Agriculture Fieldays  48% customers with an ANZ@Work Supporting: package for their staff Red Meat PGP Note: All figures PCP unless otherwise stated; 1. RBNZ S7 NZD claims, excludes Agriculture, Finance, Non-residents and Households; 2. Customer Credit Rating CCR 7 - 10 Internal ANZ Rating, a measure of customer‟s probability of default. Measured from 0 (strongest) to 10 (weakest); 3. RBNZ S7 NZD claims, excludes Finance, Non-residents and Households - February 2014 99

Global Wealth Division 1H14 Profit & Loss Performance GLOBAL WEALTH DIVISION Embedded Value 2 Financial Highlights – 1H14 $m $m 1H14 v 1H13 v 2H13 41 3,963 3 253 Operating Income 806 8% 3% Operating Expenses (494) 7% 1% 3,765 198 Profit before Provisions 312 11% 7% 3,666 Provisions (charge)/release 1 Large  Large  Up 8% Cash Profit 226 11% -16% 1 3 Sep 13 VNB & Experience Risk Subtotal Net Mar 14 Cost to Income Ratio 61.3% Down 140bps Down 94bps Expected Deviations Discount Transfers Return & FX Cash Profit Movement 1H14 v 1H13 $m 44 23 27 2 226 15 204 31 11 47 Up 11% 1H13 Funds Normalised Impact of Private Corporate Expenses Provisions Tax 1H14 Management Insurance Loss of Wealth and Other 4 Income Income Group Life Income Income plan 1. Net Profit after Tax in 2H13 included a tax credit of $50m 2. Includes Insurance and Investments in Australia and New Zealand 3. VNB = Value of New Business 100 4. Corporate and Other include non-recurring insurance settlement