Ian Whitehead Executive General Manager Indonesia Commonwealth Bank of Australia Ian Whitehead Executive General Manager Indonesia

Supported by 2,338 staff, an increase 58% from 2009, 1,504 staff Commonwealth Bank - in Indonesia Supported by 2,338 staff, an increase 58% from 2009, 1,504 staff Commenced in Indonesia – 1992, 99% owned by Commonwealth Bank 91 branches in 32 cities, with more planned in the future 142 ATMs, partnership agreements Bersama / Prima/ BCA, access via 70,000 ATM’s in Indonesia Over 300,000 customers, Internet and Mobile Banking & 24 hours Call Center (021) 5000 30 24 hours Live Facebook & Twitter @CommBank_ID

Supported by 428 staff, an increase of 7% from 2009, 398 staff Commonwealth Life - in Indonesia Supported by 428 staff, an increase of 7% from 2009, 398 staff Commenced in Indonesia – 1992 Commonwealth Life - 80% owned by Commonwealth Bank, 20% by PT Gala Arta Jaya. 34 offices across 20 major cities, more than 9,000 Sales Agents across Indonesia   24 hours Call Center (021) 500 525

Supported by 33 staff, an increase of 37% from 2009, 24 staff First State Investments - in Indonesia Supported by 33 staff, an increase of 37% from 2009, 24 staff First State Investments Commenced in Indonesia – 2003 Distributions partners: 26 (banks and securities companies)

Commonwealth Bank Group - in Indonesia ……over 3,000 staff …. ……and over 900,000 customers….

What is important………. Getting “parent / shareholder” engagement from the start…. Ensuring head office spends time in the market (touching and feeling) Ensuring the local team know that the head office supports the business – not only with investment, but wants to learn understand (and not judge) Developing deep, wide networks and relationships – and spending time investing in them. Recognising cultural differences - Indonesian customs and culture – language religious, ethnicity, cross cultural etc… Developing a strong local team

Closing Comments………. The importance of doing your homework, knowing and operating in Indonesia for some time, and “know” before the investment decisions; Choosing the right local partner – and making sure that there is an alignment of interests; invest in that relationship. Choosing good local advisors, who have experience, in your sector, across regulatory, legal, provincial complexities. Developing capability transfer and corporate social responsibility programmes that partner with local communities and make it clear you are a long term investor (and commitment). Accepting that risk cannot be eliminated but managed – and therefore adopting a risk framework that takes into account local conditions;

Closing Comments………. Finally, patience and perseverance Create a culture that ensures the greater “organization” continues to learn about the markets they operate in (and the differences)

Thank you