2002 Interim Results - ANZ · 2020-06-23 · Page 9 1000 1200 1400 1600 1800 2000 2200 Sep-97...

2002 Interim ResultsAustralia and New Zealand Banking Group Limited

26 April 2002

Agenda

John McFarlane– Highlights

Peter Marriott– Financial Performance

Peter Hawkins– Our Growth Agenda

John McFarlane– A Breakout Culture

Good result in more difficult environment

NPAT $1,050m up 17.3%

EPS 66.3c up 18.8%

ROE 21.6% was 19.6%

CTI 46.5% was 49.1%

DPS 39c up 18.2%

Seventh consecutive half of good growth

On track against all financial targetsComparisons with

March 2001

2002 Interim ResultsAustralia and New Zealand Banking Group Limited

26 April 2002

Peter MarriottChief Financial Officer

A good result, driven by non-interest income

900

1,000

1,100

975

2H 2001 1H 2002

Reported

Interest Income

11

Provisioning (11)

Non Interest Income

76Expenses

(25)

Tax40

1050

$m

Net one-offs(16)

1066

1H 2002

Before one-offs

0

10

20

30

40

50

60

70

CBB ANZIB Mortgages# AssetFinance

Cards, SME,Personal

Mar-01Sep-01Mar-02

Mortgages continues to drive lending growth

$b

• No securitisation during half, reflecting healthy deposit growth

• Corporate will be given some additional capacity to grow balancesheet within domestic markets

Average Net Loans & Advances*

* Business Unit NLAs > $10b, includes acceptances

# net of securitisation

0%

20%

40%

60%

80%

100%

1991 Mar-01 Mar-02

Consumer Corporate

Lending mix

3.80

4.00

4.20

4.40

4.60

4.80

5.00

5.20

Apr-0

1

Jun-0

1

Aug-0

1

Oct-0

1

Dec-0

1

Feb-0

2

Cash90 Day

Interest margins stable

% Interest Margins

2.34

1.29 1.34

1.22 1.18

2.75

2.25 2.222.33

1.10

1.211.24

1.16

2.853.06 2.97

2.85

3.933.74

3.153.23

2.83 2.77 2.77

-

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

Sep-00 Mar-01 Sep-01 Mar-02

Corp Bkg Bus ANZIBMortgages Asset FinPersonal Group

% Cash v 90 day bills

MoS

Income drivers – non interest income up 14 % on prior March half

378 409 417

539566 593

205206

217

8532

4897

86104

Mar-01 Sep-01 Mar-02

Lending Fees

Other Fees

FX & Trading

Other

Non-interest income

• Lending fee growth reflects ongoing focus on fee growth in corporate businesses

• Other fee income driven partly by volume related increase in card merchant fees

24

49

21

35

3

13

Sep-01 Mar-02

“Other” income

• Other: higher commissions, asset write-offs in Sep 01, private equity revenue

• TrUEPrS swap –fixed receive US$ swap to convert preference dividends into floating rate

• Panin equity accounting

97

48

1000

1200

1400

1600

1800

2000

2200

Sep-97

Mar-98

Mar-99

Mar-00

Mar-01

Mar-02

45

50

55

60

65

70

ExpensesCTI

Cost income ratio on track to meet target of mid 40’s

• Reduction in Cost Income ratio driven by revenue growth andcost control

• Approximately $68m of restructuring provision spent in half

• On track for mid 40’s target

$m CTI (%)

46.5

16% 60%

24%

Composition of expense increase

Growth initiativesAcquisitions

and exchange rates

Other

241246258 252 256

301290

4242

3635

4245

40

0

50

100

150

200

250

300

350

Mar-99 Sep-99 Mar-00 Sep-00 Mar-01 Sep-01 Mar 020

10

20

30

40

50

60

70

80

Provisioning charge reflects prudent management

• ELP charge adjusts in line with changing risk profile

• Prudent to allow for potentially higher expected defaults in our provisioning

• The ELP charge has been affected by the implementation of a new methodology which has enhanced our measurement of credit risk and recognises recent experience

ELP Charge$m bp’s

243m

30m

28m 301m

266m24m 290m

Previous ELP Methodology

Calculated ELP

ELP Charged

Cen

tral

Pro

vis

ion

ELP Charged

Calculated ELP

1st Half 2002 2nd Half 2001

Underlying ELP charge has been stable

273mM

eth

od

olo

gy

chan

ge

249m

17m

Bps 39 42 39 42

Cen

tral

Pro

vis

ion

Most businesses recorded good profit growth on prior March half

Personal Banking AustraliaMortgagesInstitutional BankingWealth ManagementConsumer FinanceTransaction ServicesCorporate BankingSmall Medium BusinessTreasuryAsset FinancePersonal Banking NZPacific/Asia ConsumerForeign ExchangeCorp Financing & AdvisoryStructured FinanceCapital Markets

131 108

95 58 40 66 61 55 26454628 42 38 39 24

129115113

80 79 75 68 68 63 4946 43 41 41 41 31

-1%6%

20%38%98%14%11%22%

142%10%

1%51%-2%8%6%

32%

Mar-01Mar-02 Change NPAT $m

2nd half NPAT

0 50 100 150

NPAT increase

NPAT decrease

Specific provisions impacted by a single corporate collapse

0

50

100

150

200

250

300

350

400

Mar-98

Sep-98

Mar-99

Sep-99

Mar-00

Sep-00

Mar-01

Sep-01

Mar-02

0

50

100

150

200

250

300

350

400

Net specific provisions - $m (LHS)Average net lending assets - $b (RHS)ELP charge - $m (LHS)

Provisions$m $bnSingle

customers

< $5m

$5m - $10m

$10m - $20m

>$100m

4customers

3customers

1customer

Mar-02 Specific Provisions by size

• Only 4 customers with specific provisions greater than $10m

• Excluding Enron, specific provisions declined 42%

0 50 100 150

ConsumerFinance

CBB

Asset Finance

GSF

Personal

Mortgages

SME

CF&A

GFX

0

20

40

60

80

100

120

140

160

180

GFX

CF&A SM

E

Mortg

ages

Perso

nal B

ankin

g GSF

Asset Fina

nce CB

B CF

SPELP

0

20

40

60

80

100

120

140

160

180

GFX

CF&A SM

E

Mortg

ages

Perso

nal B

ankin

g GSF

Asset F

inance CB

B CF

SPELP

Specific provisions in most businesses lower than expected losses

SP’s v ELPMar 02

SP’s v ELPSep 01

$m

$m

Specific Provisions Mar 02 v Sep 01

$mLower SP

Higher SP

0.00

0.50

1.00

1.50

2.00

2.50

3.00

Mar-

01

Apr-

01

May-

01

Jun-0

1

Jul-01

Aug-0

1

Sep

-01

Oct

-01

Nov-

01

Dec

-01

Jan-0

2

Feb-0

2

Mar-

02

Small Business

Mortgages

Cards & Personal Loans

Personal - Overall

Consumer portfolio continues to improve

• Improved collections processes and procedures

• Continued focus on early identification and management of poor performing loans

• Interest rates remain low

• Stable employment and economic conditions

Arrears > 60 days%

Delinquency levels have improved, driven by:

858

59

635

72

495

651681

89

749

457

388

80

792

34

688

0

200

400

600

800

1000

Mar-00

Sep-00

Mar-01

Sep-01

Mar-02

1543

1391

12601357

1662

833770

699657

900

0

300

600

900

1200

1500

1800

1998 1999 2000 2001 Mar-020.0%

0.5%

1.0%

1.5%

Non-accrual loans have increased due to international exposures

Gross Non-Accrual Loans (LHS)

Net Non-Accrual Loans (LHS)

$m

Non-Accrual Loans/Loans & advances (RHS)

Historic

Aust InterNZ

GeographicGross Non-Accrual Loans

$m

Fallen angels - 85% of new non-accruals were investment grade 12 months ago

> BBB73%

BBB to BBB -12%

B - to CCC10%

B + to B4%

BB + to BB2%

March 2001 ratings for First Half 2002 new corporate non accrual loans • Speed of collapse

difficult to model

• We will continue to diversify the portfolio

• Single customer concentration limits reduced further

• Increased returns required on undrawn lines and off balance sheet commitments in EVA models

Overall - provisioning levels strong

500

700

900

1100

1300

1500

1700

1900

2100

1386

301

(366)

(25) 1546

1002

2001 2002 APRA Guidelines

ELP charge

Net SP transfer

FX impact

ELP - Economic Loss Provision

SP - Specific Provision

$m

Surplus544

0.96 0.96

0.86

1.02

1.14

0.70

0.75

0.80

0.85

0.90

0.95

1.00

1.05

1.10

1.15

1.20

ANZMar-02

ANZMar-02

CBADec-01

NABSep-01

WBCSep-01

GP/RWA’s%Special

ELP charge250

GP after special provision

GP before special provision

Revised capital management targets

• Target ratios: Inner Tier 1-6%, Tier 1-7%

• Book capital at least equal to economic capital

• Sufficient capital for AA category rating

• Comparable with competitors

• Reduced cost where possible

• ACE/RWA 5.25-5.75%

– March 02 6.3%

– March 02 ING JV proforma 5.7%

• Book capital at least equal to economic capital

• Sufficient capital for AA rating

Previous Revised

….following consideration of the impact of the ING JV, the increasing focus by ratings agencies on adjusted common equity (ACE) and APRA’s proposed conglomerate changes:

ANZ’s adjusted common equity to RWA in line with peer average

Notes

• Excludes mortgage servicing rights.

• Calculation excludes the fact that the Australian banks’ GP/RWAs is approx. 40bp higher than the average of the UK and Canadian banks.

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

ANZ (

Sep-0

1)

ANZ (

Mar-0

2)

ANZ (

Mar-0

2 + JV

) NAB

CBA

WBC SGB

BSCO

Abbey

Barclay

sHS

BC RBC

Peer Average

Results Highlights

• ANZ has come through the cyclical downturn with consistent earnings performance and in a strong financial condition

• Specialised business performance up 20%:

– Wealth Management, Consumer Finance, Small to Medium Business, Corporate and Treasury strong

– Personal Banking, Mortgages constrained

• Strong non-interest income growth – 14% pcp, 6% hoh

• Specific provision $65m higher than expected loss due to Enron, offset by addition of $250m to general provision

• Continued improvement in ROE and Cost-Income ratio

• Key developments:

– Establishment of Joint Venture with ING

– NHB dispute resolved with $248m recovery

Our Growth AgendaAustralia and New Zealand Banking Group Limited

26 April 2002

Peter HawkinsGroup Strategic Development

We have a clear growth agenda

Three drivers of sustainable growth

• Organic out-performance

– Taking specialisation deeper into the portfolio

– Restoring Customer Faith

– Next phase of productivity improvements

• Portfolio reshaping

• Transformational moves

What we said 18 months ago

Page 26

ANZ in the medium term

• Specialisation - material reallocation of resources

• Substantial e-transformation reducing costs and focusedservice

• Performance optimised– EPS, ROE, investment– capital management

• Transformational culturalchange

• Substantial portfolio shifts

• Narrower, more focused portfolio with leading positions

• Increased investment in high growth business

• Modern performance culture

• Building sustainable intangible value

ANZ in 1 - 2 years ANZ in 3 - 7 years

Page 26

ANZ in the medium term

• Specialisation - material reallocation of resources

• Substantial e-transformation reducing costs and focusedservice

• Performance optimised– EPS, ROE, investment– capital management

• Transformational culturalchange

• Substantial portfolio shifts

• Narrower, more focused portfolio with leading positions

• Increased investment in high growth business

• Modern performance culture

• Building sustainable intangible value

ANZ in 1 - 2 years ANZ in 3 - 7 years

Our growth agenda – three drivers for sustainable growth

Organic out-performance

Portfolioreshaping

Transformationalmoves

• Extend specialisation• Grow customer

numbers• Increase share of

wallet• Drive productivity

• Revenue growth materially higher than expense growth

• Take business units to sustainable leadership positions

• Build a range of strategic options

Our targets

• Invest in high growth areas

• Build specialist capabilities

• Exit weak positions• Risk reduction

• Step changes in positioning

• Creating new growth options

• Proactively shaping industry

Taking specialisation deeper into the portfolio

• 200 businesses, 200+ terrific jobs

• Strategic corporate centre

• Flatter organisation, less bureaucracy

4 people between the CEO and the

front line

CEO

Sales consultant

Wealth

ANZIB

MortgagesAssetFinance

Small Business

Group &Operational Leadership

Personal Banking

Consumer Finance

~100 local markets

Corporate Businesses

Industry segments

Further specialisation will unleash substantial energy

Break into aPortfolio ofCustomerBusinesses

Transform into

Customer-LedOrganisations

Provide Flawless,

Front-to-BackService

Formulate a WinningDeposit Strategy& Product

Regain The Faith of Our

People

Transforming the personal customer experience

Restoring Customer

Faith

Have Smart,Well-

LocatedBranches

Break into a portfolio

of customer

businesses

Taking Specialisation to the Frontline

Taking Specialisation to the Frontline

• Approximately 100 local market-based businesses

• Local Market Managers -Local CEOs

• Create autonomy to set local strategies

• An ownership cultureamong staff – ‘Think like a customer, act like an owner’

• Approximately 100 local market-based businesses

• Local Market Managers -Local CEOs

• Create autonomy to set local strategies

• An ownership cultureamong staff – ‘Think like a customer, act like an owner’

Encouraging results from the pilot

6.0

6.5

7.0

7.5

8.0

8.5

9.0

Control Pilot

Customer Satisfaction with Branch experience

0102030405060708090

100

Victoria Pilot

%

Staff satisfaction

0.0%

0.5%

1.0%

1.5%

2.0%

Sep-01 Nov-01 Jan-02 Mar-02

PilotVictoria

98

100

102

104

106

108

110

Sep-01 Nov-01 Jan-02

VictoriaPilot

FUMIndex

Account Growth

2.5

2.7

2.9

3.1

3.3

3.5

3.7

3.9

4.1

4.3

Mar-98 Mar-99 Mar-00 Mar-01 Mar-02

Acquiring more customers…

Initial product success has driven customer growth

• Restoring Customer Faith delivering a distinctive experience for customers

• Reduce churn

• Attract customers

• Leveraging ING JV in Wealth

• Whilst enhancing leadership in Cards and regaining momentum in Mortgages

Broadening sources of customer acquisition

Target

1 million new

customers

Customers (m)

• Cards account for more than 50% of new customers

…and winning more business from each customer

0

5

10

15

Control Group CRM Group

Corporate Businesses

Wall Street to Main St*

Personal Businesses

Leveraging CRM

21

8

100

158

29

50

70

90

110

130

150

170

Traditional Income

Wall St to Main St

Other

Mar-00 Mar-02

Index

• Extend our NIACC expertise into our personal businesses and small business

• Leverage our JV with ING to grow sales of wealth products

• Increasing sales force numbers and effectiveness

* NIACC indexed to base of 100NIACC – Net Income After Capital Charge

Example

Growth in FUM for WM customers, Sep 01 to Feb 02%

Continuous productivity improvement provides capacity to reinvest in growth

• Further expansion of straight through processing

• Re-engineering processes from a customer perspective

• Outsourcing or partnering with best practice providers

40

45

50

55

60

65

1997 1998 1999 2000 2001 Mar-02

NABCBAWBCANZ

Cost leadership…CTI%

…with more to come

Target

Mid 40’s

Our growth agenda – three drivers for sustainable growth


Portfolioreshaping


• Invest in high growth areas

• Build specialist capabilities

• Exit weak positions• Risk reduction

Historically, we had a number of weak positions

Weak Strong

• Earnings from volatile country markets

• Exposure to non-core business with limited capability

• Poor understanding of risk positions

• Poor capabilities in some core domestic markets

• Strong corporate business, resulting in portfolio being skewed toward corporate assets

MarketAttractiveness

Low

High

Mid 90s ANZ Position

Wealth

C&IB

GSF

GTSGCM

Cards

Principal EquitiesTrading

EmergingMkts

trading

Mortgages

Grindlays

ConsumerBanking

SmallBus

StockBroking Asset

Finance

GFX

Pacific

Annual Growth

Investments

We are actively reshaping the business mix and investing for growth…

1998 1999 2000 2001 2002

Acquisition of Origin

JV with Panin Bank

Acquisition of Eftpos NZ

Disposal of stock broking business

Acquisition of Bank of Hawaii’s Pacific Business

Funds Management JV with ING

Closure of Principal Trading

Disposal of Grindlays

Closure of Emerging

Market Trading

Cap on commercial property

Closure of futures operation

2003-

…to build an improved, more sustainable portfolio

Weak Strong

Low

High

Mark

et

Att

ract

iven

ess

Current ANZ Position

Wealth

Cards

ConsumerBanking

SmallBus

ANZIBCorporate

AssetFinance

Mortgages

15 - 20%

35 - 45%25 - 35%

5 - 10%

Source of profit - today

< 10%

5 - 10%

Source of profit ~2005

~80%

ANZPosition

High

LowWeak Strong

Mar

ket

Att

ract

iven

ess

Our growth agenda - driving sustainable growth on three fronts


Portfolioreshaping


• Revenue growth materially higher than expense growth

• Take business units to sustainable leadership positions

• Build a range of strategic options

Our targets

A Breakout Culture

Australia and New Zealand Banking Group Limited 26 April 2002

John McFarlaneChief Executive Officer

Building tangible and intangible value at ANZ

$4.98$6.14

$4.04

$12.83

$0

$2

$4

$6

$8

$10

$12

$14

$16

$18

$20

1998 Today

$9.02

$18.97

Share price

Compound growth rate

39%

Compound growth rate

6%

Intangible net assets per share Tangible net assets per share

Three critical enablers distinguish ANZ

Specialisation Execution Culture

Portfolio reshaping

Transformational moves


Improvement on all fronts in 1 year

AverageSuperior

Distinctive* Benchmark comprises 33 of Australia’s Top 50 companies

Coordination and control

Financial OperationalPeople

Distinctive (Top 10%)

Superior (Top 25%)

Australian average

Motivation

Rewards &recognition

Oppor-tunities

Values

2000 base line2001 position

Stretch targets

Consequencemanagement

Missionand aspiration

Organisationalapproach

Performance feedback

Our culture is changing dramatically -improvement in ANZ Values

InAccountabilityAchievementCustomer focusContinuous improvement

OutBureaucracyHierarchyControlShort-term focus

Cost reductionShareholder valueResults drivenProfitLow riskGoals orientation

Maintained

Our people are engaged

0

10

20

30

40

50

60

70

80

Overall satisfaction with ANZ Recommend ANZ as a place to work

1999 2000

2001 2002

Staff satisfaction survey

All stakeholders key to value creation

Shareholders

• EPS double-digit

• Cost-Income mid 40’s

• ROE above 20%

• Intangible value

• Distinctive disclosure

Customers

• Restoring customer faith

• Simplified accounts and fees

• Ten charter promises

Community

• Maintaining rural branches

• Seniors and welfare banking

• ANZ Community Fund

Our People

• Performance ethic

• Breakout transformation

• Freedom with accountability

• Stretch incentives

• Strong result in challenging environment

• Clear growth agenda

– Organic out-performance

– Portfolio reshaping

– Transformational moves

• Distinctive strategy

– Specialisation

– Superior execution

– Breakout culture

• Positive second half outlook

Results overview

Targets affirmed

• EPS growth > 10%

• ROE > 20%

• CTI – mid 40’s

• Maintain AA category

Copy of presentation available on

www.anz.com

The material in this presentation is general background information about the Bank’s activities current at the date of the presentation. It is information given in summary form and does not purport to be complete. It is not intended to be relied upon as

advice to investors or potential investors and does not take into account the investment objectives, financial situation or needs of any particular investor. These

should be considered, with or without professional advice when deciding if an investment is appropriate.

For further information visit

www.anz.comor contact

Philip GentryHead of Investor Relations

ph: (613) 9273 4185 fax: (613) 9273 4091 e-mail: [email protected]

Outlook for second half

• Australian economy to perform relatively well with overseas markets coming off their recent weakness

• Loan demand is expected to remain reasonably subdued

• Rising interest rates likely to pressure net interest margins inMortgages, partially offset with gains in Personal Banking

• Specific provisions expected to remain moderately high as we work through the economic cycle

• Cost growth rate lower than revenue growth rate with resultant improvement in cost-income ratio

• Second half outlook expected to be favourable notwithstanding very strong similar period last year

< $5m > $100m

$50m - $100m

$5m - $10m

$10m - $20m

$20m - $50m

Transport & Storage

Retail Trade

Other

Wholesale TradeManufacturing

FinanceUtilities

Mining

Three main problem loans - no industry wide factors apparent

2customer

2customers

6customers

13customers

Non-accrual loans by size

Non-accrual loans by industry

8customers

Group risk grade profile remains strong

7.2% 5.4% 3.9% 3.9% 3.7%

17.3% 17.3%15.6% 14.0%

19.2%15.8%

14.6% 14.7%

41.5%45.3% 49.7% 53.9%

16.2% 13.7%

13.7%

15.0%

51.4%

14.8% 16.2% 16.0%

Sep 1998 Sep 1999 Sep-2000 Sep-2001 Mar-2002

$114.6bn $134.9bn$126.5bn

AAA to BBB+

BBB to BBB-

BB + to BB

BB-

> BB-

ELP (bps) 45 43 38

>BB- = B+ B, B-, CCC & non-accrual

$141.8bn

38

Gross Lending Assets

$142.9bn

42

Risk profile of Corporate is within expectations and remains sound

11.7% 11.7% 9.3% 8.7%

18.2% 19.4% 20.4% 21.3% 20.9%

26.8% 27.4% 27.8% 30.1%

38.4% 35.3%

5.3% 5.0%4.9%3.7% 4.1%

8.4%

26.4%

38.4% 37.6%38.8%

Sep-99 Sep-00 Mar-01 Sep-01 Mar-02

AAA to BBB+

BBB to BBB-

BB + to BB

BB-

> BB-

Corporate risk grade profile

>BB- = B+ B, B-, CCC & non-accrual

$48.7bn $55.0bn $57.7bn $56.7bn $53.7bn

The Australian and New Zealand risk profiles remain stable

15.1% 15.0% 15.1%

13.8% 15.1% 15.6% 14.9%

54.5% 55.2% 57.6%

12.1%

14.9%

52.0%

10.9% 9.5%15.8%


Australia

AAA to BBB+

BB+ to BB

B+ to CCC 2.7% 2.5% 2.5% 2.5%

Non-accrual 0.6% 0.8% 0.7% 0.6%

BBB to BBB-

BB- 13.6% 13.8% 13.3%

9.7% 10.4% 10.7% 11.2%

56.9% 55.1% 53.9%

14.8%

14.3%

54.1%

16.0% 16.3%18.6%


New Zealand

3.7% 3.7% 4.5% 4.1%

0.4% 0.5% 0.4% 0.2%

$110.4bn$107.6bn$106.2bn$104.3bn $18.3bn$18.1bn$17.8bn$16.3bn

The International profile has been affected by a small number of large downgrades

8.9%8.6% 8.3%

15.0%16.3% 15.7% 17.7%

18.9% 21.8%25.5%

49.2%

7.1%

16.4%

47.6%42.0%

50.2%


International

AAA to BBB+

BB+ to BB

B+ to CCC 4.8% 4.5% 4.2% 3.2%

Non-accrual 4.8% 2.4% 2.4% 4.5%

BBB to BBB-

BB-

$14.3bn$16.1bn$16.9bn$14.3bn

Industry exposures – Australia & NZ

0.0bn

0.5bn

1.0bn

1.5bn

2.0bn

Sep-99 Sep-00 Sep-010.0%0.5%1.0%1.5%2.0%2.5%3.0%3.5%4.0%

0.0bn

0.5bn

1.0bn

1.5bn

2.0bn

Sep-99 Sep-00 Sep-010.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

0.0bn

0.2bn

0.4bn

0.6bn

0.8bn

1.0bn

Sep-99 Sep-00 Sep-010.0%0.5%1.0%1.5%2.0%2.5%3.0%3.5%4.0%

0.0bn

0.2bn

0.4bn

0.6bn

0.8bn

1.0bn

Sep-99 Sep-00 Sep-010.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

0.0bn

0.5bn

1.0bn

1.5bn

2.0bn

2.5bn

3.0bn

Sep-99 Sep-00 Sep-010.0%

5.0%

10.0%

15.0%

20.0%

25.0%

Health & Community Services

Mining

Cultural & Recreational services

Personal & Other Services

Forestry & Fishing

Communication Services

Mar-02 Mar-02 Mar-02


0.0bn

0.2bn

0.4bn

0.6bn

0.8bn

1.0bn

Sep-99 Sep-00 Sep-010.0%

2.0%

4.0%

6.0%

8.0%

10.0%

Lending Assets (AUDm)% of Portfolio (RHS scale)% in CCR 7D-8G (RHS scale)% in CCR 9-10 (RHS scale)x

Industry exposures – Australia and NZ

0bn

1bn

2bn

3bn

4bn

Sep-99 Sep-00 Sep-010.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

0bn

1bn

2bn

3bn

4bn

5bn

Sep-99 Sep-00 Sep-010.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

Finance - Other

Finance – Banks, Building Soc etc.

0bn

1bn

2bn

3bn

4bn

Sep-99 Sep-00 Sep-010.0%

1.0%

2.0%

3.0%

4.0%

5.0%

0bn

1bn

2bn

3bn

Sep-99 Sep-00 Sep-010.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

Transport & Storage

Accommodation, Clubs, Pubs etc.

0bn

1bn

2bn

3bn

Sep-99 Sep-00 Sep-010.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

0.0bn

0.5bn

1.0bn

1.5bn

2.0bn

Sep-99 Sep-00 Sep-010.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

Utilities

Construction




Industry exposures – Australia & NZ

0bn

2bn

4bn

6bn

8bn

10bn

12bn

Sep-99 Sep-00 Sep-010.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

0bn

2bn

4bn

6bn

8bn

10bn

Sep-99 Sep-00 Sep-010.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

Real Estate Operators & Dev.

Manufacturing

0bn

2bn

4bn

6bn

Sep-99 Sep-00 Sep-010.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

0bn

2bn

4bn

6bn

Sep-99 Sep-00 Sep-010.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

Retail Trade

Wholesale Trade

0bn

1bn

2bn

3bn

4bn

Sep-99 Sep-00 Sep-010.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

0bn

1bn

2bn

3bn

4bn

Sep-99 Sep-00 Sep-010.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

Agriculture

Business Services




Specialisation, Execution and Breakout

BreakoutBold with the courage to be different

• The bank with a human face

• Performance ethic

• Cultural transformation

SpecialisationBuilding strong strategic positions

• Annual growth investment

• Positioning in growth segments

• Specialised business leadership

ExecutionA reputation for superior execution

• Stretch performance targets

• Revenue over cost growth

• Low risk, no surprises

and

2002 Interim Results - ANZ · 2020-06-23 · Page 9 1000 1200 1400 1600 1800 2000 2200 Sep-97...

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