David Murray Full Year Results - August 2001 commbank.au

1. David MurrayFull Year Results - August 2001www.commbank.com.au

2. Disclaimer The material that follows is a presentation of general background information about the Bank’s activities current at the date of the presentation, 22 August 2001. 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.

3. Speaker’s Notes • Speaker’s notes for this presentation are attached below each slide. • To access them, you may need to save the slides in PowerPoint and view/print in “notes view.”

4. Progress report Strategic focus and implementation Outcome Agenda

5. Group Goals Strategic Vision Financial Goal Top Quartile TSR To be the best brand in helping customers manage and build wealth Drivers Business Goals Attract more customers & more revenue per customer Customer Service Brand Best value service through innovation & on-line leadership Business Mix Competitive Scale Best Team Risk Management Management Quality Develop offshore opportunities Global best-practice costs

6. The Integration Achievement People Phase Design Phase Specifications Phase Implementation Phase 30/6/01 31/12/00 17/7/00 30/9/00 • Product Rationalisation • Brand economics analysed • Systems changes to support product specification • Back office processing specifications • Interim process integration • Distribution function specifications • Interim Risk management framework • Staff & Customer Communications • Email link • Key management roles • Corporate entity restructuring • Colonial Customers transact in CBA branches • Brands rationalised • Branch amalgamation • Call Centre & Back office integration • Third party distribution alignment • On line business model • Property rationalisation • Systems integration • Product Decisions • Brand Strategies • Owned Distribution • Third Party Distribution • Managerial Functions Rationalisation • On-line strategies

7. Components of Shareholder Value Year to 30 June 2001 * Total deposits less certificates of deposit ** Bank and Finance Accumulation Index (7/00 – 6/01)

8. Strategic focus and implementation

9. INVESTMENT SUPERANNUATION AND INSURANCE BANKING BANKING Starting position Potential Product Use 10 million customers Alignment of products to customer needs

10. 28 30 32 35 38 40 42 44 1970 1980 1990 2000 2010 2020 2030 2040 Customer Needs, Customised Products and Solutions, Customised Service 10 million customers Potential Product Use BANKING INVESTMENT SUPERANNUATION AND INSURANCE BANKING Life Stages Youth Early Career Home Owner Wealth Builder Retirement Planner Retirees Median Age of Australian Population over the next 40 years

11. Plus: Challenging operating environment • Uncertain economic outlook • Threat of increased regulation • Greater competition • Declining margins • Weakness in the currency

12. Focus Strategic Vision Financial Goal To be the best brand in helping customers manage and build wealth Top Quartile TSR Drivers Business Goals Provide customised service to grow revenue Drivers Customer Service Brand Develop the Best Team Business Mix Competitive Scale Develop offshore opportunities Risk Management Management Quality Achieve global best-practice costs

13. Implementation Areas of focus Strategic vision Financial goal To be the best brand in helping customers manage and build wealth Top quartile TSR Customisation Distribution Business goals Drivers Wealth Management Provide customised service to grow revenue Third Party Customer service Services aligned to customers needs Brand International Develop the best team Business mix Technology Competitive scale Develop offshore opportunities Risk management Business Process Re-engineering Achieve global best-practice costs Productivity Management quality

14. Wealth Management • Services aligned to customers needs Productivity Customisation Develop optimum product and channel mix Transaction Advice Credit Card Information Lending Insurance Understand Customer Needs Investments ATM Branch Call Centre Ezy Banking Internet Personal Banker Financial Planning Third Parties. with systems that deliver customised service.

15. Distribution: Proprietary and Third party

16. International • Operations in UK, New Zealand, Hong Kong, Singapore and China. • Focus on institutional, wholesale and retail markets. • Investment in most asset classes. Location of FUM - by source Asia • Presence in Hong Kong, Singapore & Mainland China • 84 staff United Kingdom • London & Edinburgh • 188 staff Tactical Global Management 24 staff Domestic & International clients New Zealand Total FUM - A$ 77bn

17. Technology and Process Re-engineering • IPNet and Intranet • eProcurement • Web enabled HR and Financial information services • Image item processing • End to end process re-engineering

18. Outcome

19. Customers Service Quality Index 19% 19% 39% 25% 5%

20. People - Best Team Leadership Engagement Service Growth

21. Group Plan to June 2006

22. David MurrayFull Year Results - August 2001www.commbank.com.au