Customer Service Division Sales & Service in the post-integration network Gail Kelly, Mukesh Parekh & Neil Schafer 18 July 2001

Disclaimer The material that follows is a presentation of general background information about the Bank’s activities current at the date of the presentation, 18 July 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.

Agenda 1. Overview - Goals & Strategy 2. Network Integration 3. Business Outcomes

To be the best brands in helping customers manage and build wealth Vision & Goals Group Vision CSD Goals 1. Build a team of people who are willing, able and empowered 2. Differentiate the Group on service 3. Maximise sales effectiveness across all channels and segments 4. Transform to a customer focussed distribution model 5. Reduce costs through maximum efficiency and productivity + 6. Complete Integration on time/within budget

Sales & Service Platform for Change New sales leadership & reward system Target group - front-line leaders & managers Key Principles; - Ownership - Accountability - Outcomes - Reward Key Components; - Increased authority - Focussed performance measurement - Flexible workplace arrangements - Variable remuneration - Upskilling & coaching - business acumen & leadership skills

Agenda 1. Overview - Goals & Strategy 2. Network Integration 3. Business Outcomes

Network Integration - Key Milestones New Network Structure Transaction Bridge Channel Integration Systems Conversion October 2000 January 2001 May 2001 June 2001 Integration of network structures and people Allowing Colonial Customers to transact at CBA Branch, ATM & Call Centre integration Conversion of Colonial accounts to CBA systems

Highlights - Overall Program Transaction bridge designed and built for testing in 90 days 279 branch amalgamations and 89 Colonial branch sites rebadged over 7 weekends 500 ATM movements 5,100 pieces of equipment deployed in network 1,950 staff completed Orientation workshops 39,600 hours of call centre staff training 1 million Product conversion mailing packs sent to customers 1.3 million accounts converted

New Network Structure - Key Principles Rapid & smooth transition Leverage best elements of CBA & Colonial Embed “Sales & Service 2000+” Retain quality people Minimise customer disruption Streamlined & customer-focussed

Key Changes Number of Areas reduced from 125 to 70 Of 70 Area Managers - 22 former Colonial Franchisees Single Model - Area & Franchise structures merged Business Banking; - Dedicated Structure & Focus Personal Banking; - Dedicated Focus on Managed Funds Business - Allfinanz Strategy

“Allfinanz” strategy Largest customer base Growth opportunity - effective cross-sell & referral Grouping of Advisory/Insurance staff - specialist stream “Team” approach within Areas (referrals); - Branch Sales & Service - Mobile Bankers - Advisors/Consultants/Insurance - Relationship Managers - Small Business Sales

Business Banking Distinct delivery models - “Middle Market” & “Small” “Middle Market”; - Separate reporting line to State General Manager - New Regional Manager positions established - Streamlined & rationalised Business Banking Centres “Small Business”; - Sales teams within Areas - Centralised, telephone-based account servicing

Positive Outcomes All milestones achieved on or ahead of schedule Strong business momentum Tracking to business case costs & synergies Public assurances being met

Keys to Success Line management ownership at local level New network structure (best-of-the-best) Focus on business Managing dual networks Support - Queue Walkers, Advocates, Training, Diary Meticulous planning & execution

Agenda 1. Overview - Goals & Strategy 2. Network Integration 3. Business Outcomes

Sales & Service Cultural Change “This is where I work” “This is my business”

Key Performance Indicators Sales Service Customer Management Leadership & People

Sales Growing momentum in key markets Record Home Loan volumes Commercial Lending Managed Funds

Service Quality New standards & measurement - all key channels Service a KPI for all network leaders Linked to year-end remuneration Communication, training, reinforcement Extra focus during integration

Customer Management Transaction migration - customer education Ongoing promotion of self-service options Over 2000/01; - EzyBanking customer numbers up over 200% - NetBank transactions +200% - EFTPOS transactions +40% - ATM transactions +6% - Over 2 million customer service calls per week - “Over-the-Counter” transactions < 16%

Leadership & People Gallup Staff Survey - significant improvement Positive trends; - Absenteeism - Turnover Differentiated approach across key job families; - Recruitment - Employment Arrangements - Accreditation & Upskilling - Remuneration & Reward

Summary Platforms for Growth Growing business momentum Future potential