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Australia & New Zealand Banking Group Limited Contact Shareholder Update www.anz.com 01 “The key to good Contents Chairman’s review business 01 Chairman’s review Dear Shareholders is not 02 Chief Executive Officer’s review 04 ANZ and ING Joint Venture Welcome to the 2002 edition of Contact. 04 Strategic reorganisation The last six months have been positive for ANZ and once again we have 05 Staff satisfaction grows delivered superior results to shareholders while further establishing a financial 05 John McFarlane – Banker of the Year sound, strong base for future growth. 06 Introducing our new Board member – David Gonski The key to good business is not financial success alone. Companies must 06 World-Class Risk Management practice also be good corporate citizens. ANZ knows that to continue to deliver good 07 Restoring the faith of our customers and staff results to shareholders, we must not only meet the needs of customers, but success 08 ANZ’s Customer Charter must also fully meet our responsibilities to our staff and the community. 09 Committed to earning the trust of our communities and customers 09 ANZ Community Fund ANZ is committed to earning the trust of the community. We realise 09 Volunteering we are at the start of a long journey and have much still to do, but we alone.” 10 Credit Helpline are making considerable progress through our giving programs and 10 Foundation for Rural and Regional Renewal partnerships with community organisations. 11 Foodbank Australia In conjunction with these developments, ANZ has also launched a 11 Bushfires bring volunteering opportunity Customer Charter – explicit benchmarks for the level of service customers Chairman Charles Goode 12 ANZ reduces fees on personal bank accounts should expect. Our progress will be reviewed annually by our auditors 12 Important dates for shareholders and the results published in our annual report. 12 Handy contacts ANZ has also established the Restoring Customer Faith initiative. This program is designed to radically transform our approach to the business of branch banking. It examines how we can make our services more streamlined, simpler to understand and relevant. To achieve this, All stakeholders key to value creation we are empowering our staff, giving them a stronger sense of purpose and better opportunities. In short, we are enabling them to think like customers and act like owners. Shareholders Community > EPS double-digit growth > Maintaining rural branches > Cost-Income mid 40's ANZ’s success reflects the efforts of all our staff. Our staff have demonstrated > Seniors and welfare banking > ROE above 20% > ANZ Community Fund a remarkable commitment and ability to meet targets in a changing > Distinctive disclosure environment. ANZ is now a much more dynamic and enjoyable organisation in which to work. ANZ has made strong progress in the past six months. We have a strong Our People management team and balance sheet and a commitment to customers, Customers > Performance ethic communities and staff that we are confident will enable us to continue > Restoring Customer Faith > Breakout transformation > Simplified accounts and fees delivering shareholder value. > Freedom with accountability > Customer Charter promises > Stretch incentives Charles Goode 03 “We are now intent on doing what is necessary to finish the job.” Chief Executive Officer’sreview ANZ CEO John McFarlane I am pleased to report to you our seventh successive increase in half-yearly All but three of our 16 businesses grew their profits over the past six We continue to face the challenge of achieving real balance between profit, up 17% on the same period last year with earnings per share up 19%. months and the majority achieved double-digit growth. This demonstrates the interests of shareholders, staff, customers and the community. the strength of our specialised business strategy and the benefits of a It is no longer about promises. It is about urgent and tangible action that This is a very credible first half result particularly in light of the subdued diversified portfolio of businesses. It also highlights our caution on risk, demonstrates we put customers first, that we lead and inspire our people domestic environment, the international recession, the aftermath of our tight cost discipline, management capability and our performance- and that we are worthy of the community’s trust, while meeting your September 11, and the unexpected collapse of several large corporations. oriented culture. expectations as shareholders. For the first time in recent memory ANZ has come through the cyclical At the end of the half, we also announced a wealth management joint This is an enormous task. In the recent past we launched a range of downturn with consistent earnings performance, containable loan losses venture with ING. This is an exciting strategic development that, in a single initiatives which we believe are now differentiating ANZ in the community: and in a strong financial condition. move, creates a unique strategic position in this high growth sector and takes us jointly to the number four position in retail funds management > simpler, low-cost transaction accounts for everyone This reinforces ANZ is now a very different bank. Our repositioning over in Australia and to the number one position in New Zealand. > free transaction banking for customers aged 60 and over the past four years has included a wide range of initiatives to reduce risk, improve performance, reshape our portfolio of businesses and create a Looking forward, our aim is to be in a leadership position in all of our > a Customer Advocate to help prevent and resolve disputes high performance culture. businesses. We have already achieved this in a number of corporate and > a firm stand on rural branch closures personal businesses, but we need to achieve higher growth in the others, > a Customer Charter making 10 promises to customers on service. While we still have some way to go, the collective impact of these particularly on the personal side through organic growth, further reshaping initiatives is now increasingly evident in the quality and consistency of our business portfolio, and through the creation of new growth options. Staff satisfaction is also improving across the board. Almost all our staff of our financial results. are shareholders in ANZ. We believe the calibre of our people, the way we work together and the unique culture we are creating will give us the In the past year, we have seen the rapid and unexpected collapse of platform to outperform our competitors. several large corporations causing significant credit problems for the We are building a track record of delivering banking industry. As a consequence, specific provisions for the strong financial performance We know we have much still to do, but we have made substantive half were higher than expected and rose to $366 million. progress. We are now intent on doing what is necessary to finish the job. $m NPAT* % ROE Only then can we stand up and be truly proud of our achievements. 1100 24 We have taken steps to mitigate the impact of such circumstances in $1,050 21.6% 1000 CAGR the future by reducing our single customer concentration limits and 16% 22 With regard to the immediate outlook, we expect the Australian and New 900 The JV creates a unique strategic position in a high growth sector increasing our general provision to one of the strongest in the industry. 20 Zealand economies to perform relatively well and for overseas markets to 800 This enhances our capacity to deal with similar issues should they arise. 18 begin to strengthen from their low base. Loan demand is expected to 700 16 remain reasonably subdued, and rising domestic interest rates are likely to ANZ Earlier this year, we also settled the long-standing litigation with National 600 > Large distribution network 500 14 cause a squeeze on mortgage margins, partially offset by an improvement Housing Bank in India. This enabled us to recover $248 million of the 400 12 in deposit margins. Loan losses tend to lag the economic cycle and these > High value customer base Mar 99Mar 00 Mar 01 Mar 02 Mar 99Mar 00 Mar 01 Mar 02 > Untapped opportunity provision we made when ANZ sold Grindlays Bank to Standard Chartered *Sep 00 - adjusted for discontinued businesses are expected to remain moderately high, although at levels that are > Specialist approach >Outstanding customer proposition Bank in 2000. manageable. Expense growth is being managed within the revenue growth % Cost Income Ratio EPS & Dividends >Top 4 position in retail FUM 56 ¢ 66.3 rate, which should lead to further improvement in the cost-income ratio. During the half we also experienced an environment of low interest rates 65 >Top 5 position in life insurance 54 and higher economic uncertainty. This impacted our specialist businesses 55 Our unique strategy, a more favourable environment, our seasoned ING >Strong platform for growth 52 in different ways. Strong consumer confidence supported growth in 50 45 management team, the strong internal energy at ANZ and our good > Global capabilities 46.5% 39.0 Consumer Finance, Small Business and Wealth Management. Mortgage 48 > Brand & investment strength 35 external momentum should create an environment for continued > Strong adviser networks growth was reasonable but margins stabilised. Despite subdued financial 46 performance and value creation. Notwithstanding a very strong second 25 > Bancassurance, JV expertise market activity and lower levels of business investment, our Corporate and 44 half last year, we continue to expect a favourable
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