1. Meet the Management AIB Investor Day London, 8 th November 2006 Robbie Henneberry Managing Director – AIB Group (UK) p.l.c.

2. 2 A number of statements we will be making in our presentation and in the accompanying slides will not be based on historical fact, but will be “forward- looking” statements within the meaning of the United States Private Securities Litigation Reform Act of 1995. Actual results may differ materially from those projected in the forward looking statements. Factors that could cause actual results to differ materially from those in the forward looking statements include, but are not limited to, global, national and regional economic conditions, levels of market interest rates, credit or other risks of lending and investment activities, competitive and regulatory factors and technology change. Any ‘forward-looking’ statements made by or on behalf of the Group speak only as of the date they are made. visit www.aibgroup.com/investorrelations Forward looking statements

3. 3 UK Division - a snapshot UK regulated & incorporated since 1996 Trades as: In GB - business banking In NI - retail & business banking 15% of group profits 3,000 staff, 550,000 customers £13bn loans, £8bn deposits Business origination through 4 units: GB, FTB, mid-corporate, wealth management Allied Irish Bank (GB) First Trust Bank (FTB)

4. 4 PBT CAGR 12.1% Loans CAGR 21.0% Deposits CAGR 14.4% Impaired Loans % of Average Loans Cost / Income ratio Strong track record

5. 5 AIB (GB) – Great Britain £’m PBT CAGR 15.5% 32 full service branches & 12 business development offices Full relationship management service to businesses in selected sectors & connected personal customers Targeting relatively resilient sectors, avoiding adverse selection Continued migration from small to higher value mid market business banking Distinctive customer proposition built on quality of people, customer relationship & speed of decision making

6. 6 First Trust Bank – Northern Ireland £’m CAGR 8.9% 56 full service branches providing retail banking services to personal and business customers Good performance in a lower growth environment (NI GDP 2.2%) notably in business banking and home mortgages Reinvigorating revenue streams with refreshed proposition – new mortgages, personal loan & deposits launched - new personal current account in progress Continued focus on efficiency and cost management

7. 7 Mid-Corporate Banking Regional Teams Established in London, Birmingham, Manchester, Leeds, Glasgow & Belfast - loans £2.5bn Focused on healthcare, leisure industry, horse racing, hotels and environmental services ‘Bank of choice’ in chosen high potential segments Public Sector & Charities Established reputation and market share in education, social housing, publicly funded healthcare, PFI & structured finance Property Finance Unit New business initiative - phased build-up since January 2006 Develop existing relationships to build a high return portfolio of leveraged property transactions for established operators

8. 8 Wealth management Private Banking Established presence in London & Belfast, capability now in Birmingham, Manchester & Edinburgh Full relationship management service to HNW segment connected to business customers Developing proposition with wider range of investment, protection & pension products/services Regulated Sales 45 IFAs throughout the branch network in GB and NI Sales momentum building with increased referrals from the network Developing lower cost delivery channel for mass market in Northern Ireland with retention of IFAs for HNW segment Efficiency improvements through a combination of outsourcing & improved use of IT

9. 9 Investing in the franchise Over the last 12 months: People Corporate Banking increased by 30% Wealth Management increased by 25% 171 staff promotions Property 6 major refurbishments/relocations IT New banking platform installed in branch network Improved online and payments functionality Regulation Enhanced risk & control framework

10. 10 Key priorities Recruitment, integration & retention of best people Quality rather than quantity bias Diversification of income streams and delivery channels Mid-corporate & wealth management Direct channel Treasury & cash management Enhanced focus on deepening relationships Investing in scope not scale Increasing share of chosen mid market sectors Branch reconfiguration Removal of non-core activities to ‘centres of excellence’ Simplification and standardisation of operations Leverage of synergies across the AIB enterprise

11. 11 UK Division: what to expect 2006-2010 Recognised by our customers as their bank of choice Providing a full service value for money proposition Delivered by top quality people through customer chosen channel Targeting continuation of 3% income / cost gap, further driving down cost / income ratio Strong asset quality; current environment particularly benign Double digit profit growth