AMMB Holdings Berhad AmBank Group€¦ · AMBANK GROUP –GROUP INVESTOR RELATIONS & PLANNING...

1AMBANK GROUP – GROUP INVESTOR RELATIONS & PLANNING – INVESTORS PRESENTATION H1FY2012

Cheah Tek KuangGroup Managing Director

AmBank Group

Investors Presentation

H1 FY2012 Results16 November 2011

AMMB Holdings Berhad


1. Executive summary

2. H1 FY2012 Group Financial Performance

3. Outlook

4. Group Strategy

5. Divisional Performance

6. Supplementary Information

o Economic landscape

o Strategic partnerships

o Competitive positioning


Pre ANZ Partnership Focus Scale & Presence

ANZ Partnership Focus (FY2008/2011) Reposition & Build

H1FY2012 Highlights

Medium Term Aspiration (MTA):

FY2012 – FY2014

To Become Malaysia’s Preferred Banking Group with International Connectivity

measured by customer satisfaction, sound financial performances, well diversified & sustainable growth

PATMI up 16%, improving ROE

Profit growth underpinned by higher non-interest income & lower allowances

Stable NIM, good CASA and targeted loans growth

Capital base positioned for Basel 3 and target payouts

Propose interim single tier dividend of 6.6 sen per share, up 10% over H1FY2011

H1FY2012 – growth in line with expectations

FY2012 Improving Returns


Transaction* Islamic*

+23.3% -12.2%

Disciplined strategy execution delivering resultsP

erfo

rman

ce PATMI

EPS 1

(basic)

ROA

ROE

H1FY12 vs H1FY11 PATMI growth

Strong H1FY2012 performance

Higher income, reflecting strong performance from non-interest income

Higher QoQ provisions, but improved YoYP

Retail Banking: PAT impacted by margin pressure, continue focus on profitable and viable segment

Business Banking: PAT impacted by prudent provisioning on a previously restructured loan, strong income and loans growth

Diversified portfolios yielding higher profits in Corporate & Institutional Banking, Investment Banking, Markets and General Insurance

Life Assurance: Increasing focus on Bancassurance and better performing agencies

Div

ersi

fica

tio

n

Continued strong performance

P

Broad based earnings growth

YoY Change

PBP

* Performances reflected within divisional outcomes1 Not annualised

H1FY12 H1FY11 ∆% Q2FY12 Q1FY12 ∆%

1,316.0 mil 1,214.8 mil +8.3% 634.8 mil 681.1 mil -6.8%

811.0 mil 701.2 mil +15.7% 369.5 mil 441.5 mil -16.3%

15.4% 14.4% +1.0% 13.7% 17.0% -3.3%

1.53% 1.48% +0.05% 1.37% 1.69% -0.32%

27.1 sen 23.3 sen +16.3% 12.4 sen 14.8 sen -16.2%

Retail BusinessCorporate & Institutional

Investment Markets Life General

-4.9% -25.2% +28.7% +35.9% +53.1% -28.8% +59.2%

QoQ Change


Gro

wth

Net Lending1

CASA

Adjusted Customer Deposits2

Loans sell downs/refinancing via DCM, circa 0.4% of gross loans YoY

Strong deposit growth via expanded product and service offerings

Implementing customer segmentation to enhance share of wallet

Ris

k, C

ap

ital

&

Fun

din

g P

rofi

le

Gross impaired loans

RWCAR

LD Ratio3

Tier 1 CAR

Proactive risk management

Implemented FRS disciplines under BNM transitional provisions and new FTP4

1 Includes Islamic loans sold with recourse2 Adjusted customer deposits include term funding and loans sold with recourse

3 Based on net loans including loans sold with recourse over adjusted customer deposits4 Funds transfer pricing

CTI

Sound loans and deposits growth

Improved risk & financial disciplines

P

P

Lower loans growth due to sell downs/refinancing via capital market

YoY Change

CET-1

YoY Change

To be updated

H1FY12 H1FY11 ∆% FY11

72.6 bil 67.7 bil +7.2% 71.1 bil

81.3 bil 73.9 bil +10.0% 81.3 bil

10.6 bil 8.8 bil +20.5% 9.9 bil

H1FY12 H1FY11 ∆% FY11

2.75% 3.65% -0.9% 3.33%

14.9% 16.0% -1.1% 14.4%

10.4% 10.0% +0.4% 10.2%

8.3% 7.6% +0.7% 8.0%

89.2% 91.6% -2.4% 87.4%

39.4% 38.7% + 0.7% 39.9%


Malaysia: GDP to grow

2011 – circa 5%2012 – circa 4%

• Persistent global headwinds to continue weakening external demand

• Despite downside risk from external sector, ETP to spur private investment and domestic consumption to support domestic economy

• Additional support via Budget 2012 (liberalising services, high-impact development projects – RM 98bn) and favorable labour market conditions

Industry: Strong

fundamentals, some challenges

• New macro-prudential measures being introduced by regulators on consumer loan products to curb financial imprudence risk in the household sector

• Moderating loans demand and competition for deposits will continue to impact margins

• Tougher economic environment likely to put pressure on improving asset quality trends

• Incentives in Budget 2012 provide opportunities to accelerate development of Islamic Banking, Treasury Management Services, REITs

AMMB: Execute to

strategic themes

• Stay focused on growing non-interest income, CASA/deposits and loans growth targeting profitable and viable segments

• Subdued market sentiments but ETP/Budget 2012 provide future opportunities

• Continue investing in infrastructure whilst maintaining high standards of governance

• Leveraging strategic partnerships and International Connectivity for growth

• Cautious on short term outlook but staying aligned to Medium Term Aspirations, pending further evidence of economic directions

What is ahead…


AmBank Group

Investors Presentation

H1 FY2012 Results16 November 2011


Ashok RamamurthyDeputy Group Managing Director &

Group Chief Financial Officer




3. Outlook

4. Group Strategy







PATMI H1FY11 Net interest incomeNon Interest Income Total income Expenses PBP Impairments PBT Taxation & zakat PAT Minority interests PATMI H1FY12

Profit growth underpinned by higher non-interest income & lower allowances

31.7% 11.1% 11.6%

5.8% 811.0 mil

15.7%

6.2%

9.6% 8.3% 13.0% 15.3%

701.2 mil 0.4%

Positive growth in H1FY12PATMI Contraction in H1FY12

PATMIH1FY11

Net Interest Income

Non-Interest Income

Total income Expenses PBPProvisions/Allowances

PBT Tax PAT MIPATMIH1FY12

H1FY12 (RM’mil)

1,360.4 810.0 2,170.4 854.4 1,316.0 207.4 1,108.6 271.0 837.6 26.6

H1FY11(RM’mil)

1,365.4 615.2 1,980.6 765.7 1,214.8 233.4 981.4 255.1 726.3 25.2

Non interest income = ~37% of total income

Ongoing medium term investments in human capital and infrastructure but within CTI targets

Contribution from loans growth offset by lower NIM


PATMI H1FY11 Retail banking Business bankingCorporate & InstitutionalInvestment Banking Markets Life Assurance General InsuranceOperating Segments PATMI H1FY12PATMIH1FY11

Retail BusinessCorporate & Institutional

Investment MarketsLife

Assurance^General

InsuranceOperating Segments

Transaction*

PATMIH1FY12

% of Composition

34% 10% 16% 10% 23% 4% 5% -2%

H1FY12 (RM’mil)

276.0 82.0 127.0 81.7 184.6 28.4 42.6 -11.41 74.0

H1FY11 (RM’mil)

290.1 109.6 98.7 60.1 120.6 39.9 26.7 -44.6 60.0

Diversified divisional contributions

PATMI (by division)

Positive growth in H1FY12

4.9% 25.2% 28.7%

53.1% 59.2%

701.2 mil

811.0 mil

35.9%

15.7%

Contraction in H1FY12

28.8%-74.5% 23.3%

* Performances reflected within divisional outcomes ̂Life Assurance surplus is transferred into life policy shareholders’ fund in overall Group accounts

1 includes expenses for recently set-up AmFamily Takaful business

85%

81%

Conventional PATMI Islamic PATMI

15%

19% Lower profit transferred in H1FY12 pending business model refinementsPrudent provisioning on a

previously restructured loan

Stable revenues despite lower NIM, lower provisions but rising costs


3.44%

2.68%2.92%

3.65%

2.86% 2.91% 2.90%

3.01%3.08% 3.13%

3.04%

2.98% 2.94%

2.69%

3.05% 2.95% 2.90%

2.85%2.65% 2.71%

FY09 FY10 FY11 H1FY12 Q1FY11 Q2FY11 Q3FY11 Q4FY11 Q1FY12 Q2FY12

Cost of funds NIM

NIM

COF

511.2 610.3 674.3

349.8 378.2

6.6

288.1 302.4

162.4

28.4

155.8 8.2 2.5

318.2121.3

123.7

172.0

95.4

103.6

18.2

21.6

7.6

10.1

FY09 FY10 FY11 H1FY11 Fee Income Trading & Investment Insurance Business Others H1FY12

Growing non-interest income; lower NIM but stable QoQ

Note :1 Net Interest Margin includes Net Financing Income from Islamic Banking business 2 FY09-H1FY12 based on internal data computation

FY09 FY10 FY11 H1FY11 Fee IncomeTrading &

InvestmentInsuranceBusiness

Others H1FY12

Fee Income Trading & Investment Insurance Business Others

As % of total income22% 29% 30% 31% 37%

511.2 610.3 674.3

6.6

288.1 302.4

121.3

123.7

172.0

0.9

18.2

21.6

FY09 FY10 Fee Income Trading & Investment Insurance Business Others FY11

RM' Mil

638.2

1,040.3

1,170.348.3

64.014.3

3.4

47%

39%

1%

13%

31.7%

Cost of Fund NIM OPR SRR

3.44%

2.68%

2.92% 2.92% 2.86% 2.91% 2.90% 2.85%

2.92%

3.04%

2.98% 2.94% 2.94%3.05%

2.95% 2.90%3.01%

2.94%

FY09 FY10 FY11 Q1FY12 Q1FY11 Q2FY11 Q3FY11 Q4FY11 Q1FY12

Cost of funds NIM

3.44%

2.68%

2.92% 2.92% 2.86% 2.91% 2.90% 2.85%

2.92%

3.04%

2.98% 2.94% 2.94%3.05%

2.95% 2.90%3.01%

2.94%

FY09 FY10 FY11 Q1FY12 Q1FY11 Q2FY11 Q3FY11 Q4FY11 Q1FY12

Cost of funds NIM

(0.9)

638.2

1,040.31,170.3

615.2

810.0 8.1% 95.9% 8.6% 32.6%

Non-interest income movement

NIM and Cost of Funds

2.50%2.75% 2.75% 2.75%

3.00%

3.00%

1.00% 1.00% 1.00% 1.00%

2.00%

3.00%

4.00%

Q1FY11 Q2FY11 Q3FY11 Q4FY11 Q1FY12 Q2FY12

OPR SRR

SRR

OPR

2.00%2.25%

2.75%

3.00%

1.00% 1.00% 1.00%

4.00%

FY09 FY10 FY11 H1FY12

OPR SRR

2.50%2.75% 2.75% 2.75%

3.00%

3.00%

1.00% 1.00% 1.00% 1.00%

2.00%

3.00%

4.00%


OPR SRR

SRR

OPR

2.50%2.75% 2.75% 2.75%

3.00%

3.00%

1.00% 1.00% 1.00% 1.00%

2.00%

3.00%

4.00%


OPR SRR

SRR

OPR

FY09 FY10 FY11 H1FY12 Q1FY11 Q2FY11 Q3FY11 Q4FY11 Q1FY12 Q2FY12


3.182.02 1.50 1.01

5.53

3.602.43

1.87 2.54 2.45 2.06

56.6%

67.3%75.1%

99.5%89.1%

102.3%

101.3%

FY2007 FY2008 FY2009 FY2010 Day 1 FY2011 H1FY12

Net NPL Gross NPL Gross Impaired Loans Loan Loss Coverage Allowance Coverage

3.18%

0.97% 0.60%0.88%

6.2%

3.7%

2.6%

1.5%

10.4%

6.3%

4.1%

2.8%

3.81%3.33%

2.75%

0.67% 0.53%

FY2007 FY2008 FY2009 FY2010 Day 1 FY2011 H1FY2012

Net Provisions Charge Net NPL Ratio Gross NPL Ratio Gross Impaired Loans Loan Loss Charge

4.603.18 2.02 1.50

6.14

5.533.60

2.43 2.54% 2.54 2.45

56.6%67.3%

75.1%

99.5%

89.1%

102.3% 104.0%

FY2007 FY2008 FY2009 FY2010 Day 1 FY2011 Q1FY12

Net NPL Gross NPL Gross Impaired Loans Loan Loss Coverage Allowance Coverage

3.18%

0.97% 0.60%0.88%

6.20%

3.70%

2.60%

1.50%

10.40%

6.30%

4.10%

2.80%

3.80%3.30% 2.96%

0.67% 0.40%

FY2007 FY2008 FY2009 FY2010 Day 1 FY2011 Q1FY12

Net Provisions Charge Net NPL Ratio Gross NPL Ratio Gross Impaired Loans Loan Loss Charge

Maintain improving asset quality trend

Asset Quality Indicators

FRS

13

9GP

3

106bps

14bps

RM’bil

FRS

139G

P3

Allowance Coverage:

• Retail Bkg: 101.5%• Business Bkg: 51.9%

FY2007 FY2008 FY2009 FY2010 FY2011 H1FY2012

Gross Impaired Loans

• Retail Bkg: 2.68%• Business Bkg: 2.53%

Day 1[1 April 10]


0.00%

0.40%

0.80%

1.20%

Q1 Q2 Q3 Q4

% Gross NPL / Impaired Loans Conversion to Gross Loans

0.00%

0.60%

1.20%

1.80%

Q1 Q2 Q3 Q4

% New Gross NPL / Gross Impaired Loans to Gross Loans

Note :

1 FY2004 and FY2005 financials based on gross before IIS

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

GP 3

FY2004 -FY2007 FY2008-FY2010 FY2011

FRS 139

0.00%

0.60%

1.20%

1.80%

Q1 Q2 Q3 Q4

% New Gross NPL / Gross Impaired Loans to Gross Loans

FY2004-FY2007 FY2008-FY2010

FY2011 Q1FY2012H1FY2012

Higher new gross impaired loans formation offset by higher recoveries and write-offs

0.00%

0.20%

0.40%

0.60%

Q1 Q2 Q3 Q4

% Recoveries to Avg Gross Loans

0.00%

0.50%

1.00%

1.50%

2.00%

Q1 Q2 Q3 Q4

% Write-Offs to Avg Gross Loans

Impairments caused by a previously restructured Business Banking loan

Prudently accelerating write-offs from partial provisions post system enhancements


Gross Loans H1FY11

Auto Financing Mortgage Credit Cards Line of Credit Co-Op Asset Financing Business Banking (ex GLR)

Corporate & Institutional

Banking

Others Gross Loans H1FY12

Steady progress made in loan portfolio rebalancing

Positive growth in H1FY12 Contraction in H1FY12Non-RetailRetail

Gross Loan / Financing (including Islamic financing sold to Cagamas) movement

Retail Non-Retail

2.8% 13.2%

70.1 bil

0.4% 7.7% 11.0% 20.4%

13.5%

9.1% 1.5% 3.6%

>100.0% 74.6bil

37%

63%

6.4%

35%

65%

Gross LoanH1FY11

Auto Financing

Mortgage Credit Cards Line of Credit Co-OpAsset

FinancingBusiness

Corporate & Institutional

OthersGross Loan

H1FY12% of

Composition34.6% 19.7% 1.4% 1.1% 2.6% 3.6% 20.3% 17.3% -0.6%

H1FY12 (RM’mil)

25.8 14.7 1.0 0.77 2.0 2.7 15.2 12.9 -0.4

H1FY11 (RM’mil)

25.7 13.7 0.9 0.84 1.9 2.6 12.6 11.3 0.5

Total Fixed interest rate Variable interest rateMar-08 Sept-11 Mar-08 Sept-11 Mar-08 Sept-11

Conventional 82% 80% 47% 33% 38% 47%Islamic 18% 20% 15% 14% 0.1% 6%

100% 100% 62% 47% 38% 53%

Gross loan portfolio trends:

Non-retail proportion of 1.1% impacted for sell downs / refinancing from DCM activities QoQ


5.1 2.5 3.0 8.0 9.0 [11%]

23.6 25.5 26.829.7

30.1

[37%]

20.2 26.329.6

27.427.5

[34%]9.0

10.911.2

16.314.6

[18%]

FY08 FY09 FY10 FY11 H1FY12

Rising individual & government deposits

Term funding Individuals Biz enterprises Government

RM'bil

14.0% 13.9% 15.0% 13.9% 14.9%

71.8% 77.0% 77.4% 74.4% 74.2%

2.0%0.7% 1.5% 6.9% 7.0%3.0% 1.0%

1.2% 0.6% 0.7%9.2%

7.4% 4.9%4.3% 3.2%

FY08 FY09 FY10 FY11 H1FY2012

Improving funding composition

Shareholders' Equity & Debt Capital Deposits from CustomersTerm Funding &loans sold with recourse > 1 yr Term Funding & loans sold with recourse < 1 yrDeposits from Banks and FIs

96.1%

1. Term funding includes Senior Notes, credit-linked notes, loans sold with recourse and other sources such as pension and retirement funds, non-profit organisations and similar* Based on AmIslamic Bank Bhd maturity profile

70.7

81.3 81.3

65.2

57.9

Funded assets financed by equity, customer deposits and longer-term debt:

• H1FY12 = 96.1%

• FY11 = 95.2%

• FY10 = 93.9%

• FY09 = 91.6%

• FY08 = 87.8%*

Issued RM2.92 bil Senior Notes (RM7 bilprogram) and RM550 mil Senior Sukuk(RM3 bil program) since early 2010

Raised RM600 mil Subordinated Sukuk(RM2 bil program) in Sept 2011

More stable funding and well distributed debt maturities

-

1.0

2.0

3.0

4.0

5.0

6.0

7.0

FY06 FY07 FY08 FY09 FY10 FY11 FY12 YTD FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19+

RM'bil

Debt Capital Term Funding Loans sold to Cagamas

Lengthening debt capital & term funding profile

Issuance Maturity


1,701

2,035

2,388

2,666 2,830

419 546

678 673

215

Life Fund Assets Gross Premium

General Insurance

* Prior to December 2008, based on general funds per BNM DGI returns. December 2008 & post December 2008 based on BNM DGI returns with total asset (general funds + shareholders’ funds)

RM’mil

Life Assurance

Institutional & Unit Trust AUM Brokerage

Unit trust : Institutional funds at ratio 53% : 47%

RM’mil

Highlights in key investment banking and insurance portfolios

CY07 CY08 CY09 CY10 9MCY11

FY08 FY09 FY10 FY11 H1FY12 FY08 FY09 FY10 FY11 H1FY12

811 902

1,017

1,177 1,220

546 586 624 652

322

General Fund Assets* Gross Premium

92,845

49,908 46,596

60,497 43,335

8% 8% 8% 8%

6%

Trading Value Market Share

18,537 15,954

19,263 24,357 26,440

16%

12% 12%13% 14%

Asset Under Management Market Share

8.6%

3.7%

6.2%


6.0sen

6.6sen

6.0sen

8.0sen

10.5sen

12.0sen

18%20%

28%

40%

25%

Interim Dividend Total Dividend Dividend Payout Ratio

28.2sen

31.6sen

34.7sen

44.7sen

27.1sen*

ROE ROA

EPS, BasicSen/Share

Dividend, GrossSen/Share

Delivering higher shareholders’ returns


*

* Not annualised, cumulative H1FY2012

11.5% 11.7% 11.5%13.6%

15.4% 1.02% 1.04% 1.13%1.39%

1.53%


6.0sen

6.6sen

6.0sen

8.0sen

10.5sen

12.0sen

18% 19%

28%

40%

12%

Interim Dividend Total Dividend Dividend Payout Ratio


7.7%* 8.1%* 8.0%* 8.3%

9.7%10.3% 10.2% 10.4%

15.2%15.8%

14.4% 14.9%

FY2009 FY2010 FY2011 H1FY2012

CET 1 Ratio Tier 1 CAR RWCAR* include preference shares

by Legal Entities1

Pro-forma AmBank Group Banking Entities^

Tier 1 CAR RWCAR

AmBank (M) Berhad 10.2% 14.9%

AmInvestment Bank Berhad 30.4% 30.4%

AmIslamic Bank Berhad 8.2% 14.3%

Capital adequacy :

Capital adequacy

Capital levels positioned for Basel III and target payouts

Risk AppetiteFramework Targets

RWCAR 14% ± 2%

Tier 1 CAR 10% ± 1.5%

CET Ratio 8% ± 1%

^ Banking entities include AmBank (M) Berhad Group, AmInvestment Bank Group and AmIslamic Bank

1: H1FY2012 (after deducting proposed dividend)2. Internal Capital Adequacy Assessment Process

Capital management plan :

1. Optimise capital profile & buffer

2. Enhance scenario modeling

3. Streamline corporate structure

4. Develop dynamic dividend policy

5. Proactively manage Basel III requirements

6. ICAAP2: Risk Appetite & Strategy, Business & Strategy Planning, Risk Assessment, Capital Planning, Stress Testing, Capital Uses




3. Outlook

4. Group Strategy







• Accelerate CASA & deposit growth, profitable asset growth and lower credit cost over time• Diversify retail income, continue to invest for medium term outcomes• Forecasting flat profit contribution for FY2012

• Income growth arising from larger asset base and growth in non-interest income• Higher deposit growth and increase cross-selling • Forecasting increased profit contribution in FY2012

• Income growth from non-interest income and larger asset base• Focus on cross-sell and grow deposits, increase regional business via collaboration with ANZ• Anticipating increased in profit contribution in FY2012

• Leverage on upturn in capital market and new initiatives• Increase regional business through closer collaboration with ANZ• Anticipating better profits for FY2012

• Increase product offerings, higher contributions from FX and derivatives• Expecting strong profit growth in FY2012 but a slower second half

• Launch new products, improve efficiency and governance, and leverage strategic partnership with FL• Expecting flat profit contribution for FY2012

• Higher contributions from new products & increase in share of wallet from retail & biz customers• Expecting good growth in premium and profits for FY2012

Profit growth for FY2012 expected @ 10 – 12%

RETAIL*

BUSINESS*

CORPORATE & INSTITUTIONAL*

INVESTMENT*

LIFE ASSURANCE*

GENERAL INSURANCE

MARKETS*

FY2012 PRIORITIES

Profitable growth and rebalancing Diversification and new business development Non-interest income and deposit growth Customer centricity

* Conventional & Islamic


FY07 FY08 FY09 FY10 FY11 H1 FY12FY12

Estimate

MTA

FY13 - FY14

PATMI*(RM’mil)

ROE (%)

CTI (%)

Net NPL ratio /Gross

impaired loans (%)

Dividend:Gross (sen)

Payout (%)

*

Medium Term Aspiration (MTA) and estimates

*PATMI: profit after tax and minority interests

- 282.5 668.5 860.8 1,008.6 1,342.8 811.0 10 – 12%14 – 16%

CAGR

- 5.8% 11.5% 11.7% 11.5% 13.6% 15.4% 13.6 – 14% 14 – 16%

38.8% 40.2% 43.3% 42.0% 39.9% 39.4% ≤ 42% ≤ 42%

6.2% 3.7% 2.6% 1.5% /

3.8% 3.3% 2.75% ≤ 2.75% 2 – 2.75%

5.0 sen / share

(loss year)

6.0 sen /

share

18.3%

8.0 sen / share

20.3%

10.5 sen / share

28.1%

18.0 sen / share

40%

(interim)

6.6 sen /

Share

25%

40 – 50%

Payout

40 – 50%

Payout

Actual

Investing for growth over

medium term


H1 FY2012 results in line with expectations but expecting lower H2 FY2012

Stay focused on growing non-interest income, CASA/deposits, and loans growth targeting profitable and viable segments

Subdued market sentiments but ETP/Budget 2012 provide future opportunities

Continue investing in infrastructure whilst maintaining high standards of governance

Leveraging strategic partnerships and International Connectivity for growth

Cautious on short term outlook but staying aligned to Medium Term Aspirations, pending further evidence of economic directions

Summary

1

2

4

3

5

6




3. Outlook

4. Group Strategy







RETAIL*

Develop a liability-led business, grow assets in

targeted segments & expand Wealth Management

BUSINESS*

Grow diversified & profitable assets, increase deposits, fee

based business & international trade finance leveraging on

ANZ

TRANSACTION*

Become Top 5 Banking Service Provider in Malaysia by FY2016

with 10% market share

CIB*

Deliver innovative and quality solutions, increase ‘share of

wallet’, target high-profile’ and high value clients and leverage

ANZ for x-border businesses

INVESTMENT*

Deliver comprehensive solutions, lead in capital

markets, funds management, stock broking and enhance

domestic and overseas distribution via ANZ

MARKETS*

Deliver substantive, integrated and client-led business with

full suite of FX, Rates, Commodities and FI offerings

with ANZ collaborations

LIFE ASSURANCE*

Become the top life insurer for service; an industry

benchmark for TCF, strong infrastructure, sufficient scale

to be relevant and credible whilst maintaining margins

and cash profile

GENERAL INSURANCE

Provide insurance solutions to our customers and business

partners that meet their insurance needs and exceed

their service expectations

Medium Term Aspiration (MTA)

“To become Malaysia’s Preferred Banking Group with International Connectivity”

As measured by Customer Satisfaction Sound Financial PerformanceWell diversified & Sustainable

Growth

DIV

ISIO

NA

L A

SPIR

ATI

ON

S

* Conventional & Islamic

Our Aspirations…


GROWTH LEVERS

LEVERAGE INTERNATIONAL CONNECTIVITY

• Leverage ANZ’s international connectivity via biz development initiatives• Expand product and service offerings for cross-border opportunities• Broaden regional clientele base & widen distribution network

INVEST TO GROW INCOME

• Develop customer centric business models• Enhance wealth management business• Carve out ‘Transaction Banking’ as a division focusing on cash management &

international trade • Develop new family Takaful business with Friends Life• Introduce new products and enhance relationship teams

INCREASE CUSTOMER SHARE OF WALLET

• Develop products to fulfill customer segment & life cycle needs• Enhance distribution footprints for easier accessibility• Up ante in cross-selling efforts across Group• Enhance core banking systems

CAPITALISE ON ETP• Target ETP projects in NKEA sectors• Key focus areas – loans, bridging finance and advisory services for PDS issuances /

capital market activities and private pension industry

UPGRADE CAPABILITY & PRODUCTIVITY

• Invest in human capital development• Enhance account planning system for business growth• Consolidate operations to improve efficiencies

1

2

3

4

5

STRATEGIC INITIATIVES

Business transformation and growth plans


Strategic Business Transformation: Good Progress

12 months

(FY 2008)

24 months

(FY 2009)

36 months

(FY 2010)

• Set Group’s Medium Term Aspirations (MTA)• Agreed Group’s transformation strategy, agenda and targets• Realigned auto financing business towards profitable growth• Improved asset quality

Strategic Business

Transformation

High Priority

Growth Initiatives

Governance &

Enablement

Functions

48/60 months

(FY 2011/12)

• Realigned growth towards profitable and viable segments• Realigned Markets Fixed Income business model• Reset Mortgage business strategy and action plans• Consolidated Group balance sheet activities within commercial bank• Split composite insurance license to General and Life

• Deposits as profit centres across Group• Realigned customer ownerships and focus• Proactively strengthened capital and liquidity management• Repositioned balance sheet for rising interest rates

• Completed structural realignment to improve target segment focus• Develop customer centric business model - part of AmHorizon• Implementing account plans for business customers to increase SOW• Expanding product offerings and build new capabilities• Initiated Group Rebranding programme


High Priority Growth Initiatives: Implemented To-Date

12 months

(FY 2008)

24 months

(FY 2009)

36 months

(FY 2010)

• Created new profit centre based retail branch distribution model• Setup ‘deposits’ as profit product across all divisions & grow CASA

48/60 months

(FY 2011/12)

• Created a separate Corporate and Institutional Banking (CIB) Division• New FX business in collaboration with ANZ• Enhanced cash management offering via Gross Payroll system• Friends Life brought in as new life strategic business partner

• Accelerated growth from GLC, GLIC and MNC• Build scale• New Rates business in collaboration with ANZ• Distribution footprint expansion (particular focus on 7-11 ATM’s) &

alternative channels

• Commenced leveraging ANZ for International connectivity• Strengthen wealth management biz and develop new strategies• Enhancing international trade and cash management business• Develop new family Takaful business with Friends Life• Commence Priority Banking expansion initiatives

Strategic Business

Transformation

High Priority Growth

Initiatives

Governance &

Enablement

Functions


Governance and Enablement Functions Streamlined:Supports Better Decision Making

12 months

(FY 2008)

24 months

(FY 2009)

36 months

(FY 2010)

• Privatised AmInvestment Bank as part of migration to universal banking platform for greater synergies

• Consolidated / simplified governance committee structures• Delivered line of business budgets and performance reporting• Created a Group PMO to prioritise and manage key strategic initiatives

48/60 months

(FY 2011/12)

• Established Advance Risk Recognition Program (ARRP)• Strengthened risk disciplines via Group Risk Appetite Frameworks• Separated ALCO, capital and balance sheet management from Markets• Delivered Peer Bank relative performance benchmarks• Implemented short and long term performance incentives

• Delivered 8 new generation retail scorecards & new market risk models • Commenced PD, LGD & EAD models for retail and non-retail, non-retail

security indicators• Implemented FTP system aligned to balance sheet strategies• Developed leadership bench-strength and succession planning• Implemented Operational Risk Incident Reporting system and Basel II capital

calculator

• Consolidated some Group Support into Centres of Excellence• Implementing Basel III, capital allocations and new ALM system• Finalised vendor and commence core banking system replacement• New AmFamily Takaful system to support commencement of Takaful business

Strategic Business

Transformation

High Priority

Growth Initiatives

Governance and

Enablement Functions


ADVANCED RISK RECOGNITION PROGRAM INITIATIVESKEY AREAS

GOVERNANCE• A restructured independent Group Risk Management Department, headed by the Chief Risk Officer.• Executive Management and Board sub-committees were streamlined and charters modified to enhance overall

governance.• Established a model validation team to regularly review all material risk models within the Group.

UPGRADING RISK INFRASTRUCTURE

• Credit Risk Management: Implemented new PD scorecards for retail (3rd generation) and corporate. EAD and LGD models for both retail &

corporate. New behavioural scorecards being developed for retail customers. New financial spreadsheet tool enabling detailed financial projections and industry benchmarking. Enhanced pricing models taking into account risk factors (risk based pricing). New Security Indicator models developed for corporate customers. New model execution platform to enable automated provisioning and stress testing of Retail and Corporate

exposures.• Market Risk Management:

Implemented FX and derivatives front end system and new markets (FX, interest rates and equity) rates/price validation system.

FX & derivative limit monitoring and management system and VaR (FX, derivatives, equities) to be rolled out. new Funds Transfer Pricing Model used to allocate funding costs. new Asset and Liability Management system to enhance duration risk mismatches.

• Operational Risk Management: new incident reporting system for collecting, analyzing and estimating capital requirements.

ASSET QUALITY AND PORTFOLIO

DIVERSIFICATION

• Material improvement in net NPL / gross impaired assets, provisioning charges and loan loss coverage ratio over the past four years.

• Further diversification in the loan portfolio.• Portfolio diversification strategy to grow certain selected portfolios quicker than others (eg: well rated counterparties in

CIB and Business Banking).

FUNDING & LIQUIDITY RISK MANAGEMENT

• Established a dedicated unit i.e. “Balance Sheet & Capital Management” reports to the Group Chief Financial Officer and advises the Group Asset & Liability Committee with regards to Funding, Liquidity and Capital strategy options.

• Strong improvements in: retail deposits growth; liability structure incorporating raising term wholesale funding and asset and liability duration mismatches.

RISK APPETITE STRATEGY, EXECUTION & MONITORING FRAMEWORK

• Fine tune of risk appetite settings, clearly articulating risk / reward appetite. • Risk /reward supported by comprehensive asset writing & business strategies for each business unit. • Risk elements include - country, industry and customer single names limits, general loan underwriting standards, capital

allocation to business units and targeted returns.

Risk Management: enhancing risk recognition skills and asset quality


Medium Term Aspiration: Strategic priorities & growth levers

1. Leverage international connectivity

2. Invest to grow income

3. Enhance customer share of wallet

4. Capitalise on ETP

5. Upgrade capability and productivity

Profitable growth and rebalancing

Diversification and new business development

Non-interest income and deposit growth

Customer centricity

To become Malaysia’s Preferred Banking Group with International Connectivity

Measured by:

• customer satisfaction

• sound financial performances

• well diversified and sustainable growth

Growth LeversStrategic Priorities




3. Outlook

4. Group Strategy







PATPBPExpensesIncome

Retail Banking: PAT impacted by flat revenues

Income impacted by slower/targeted asset growth & lower margins

Asset quality continues to improve with lower impairment costs

Cost increases reflect medium term investments

Develop a liability-led business, grow assets in targeted segments and expand Wealth Management

H1FY11 results Positive growth in H1FY12 Contraction in H1FY12

Composition to Group 45.5% 38.7% 32.9%41.4%

H1FY12 vs RM'mil H1FY11 H1FY12 H1FY11

Income 903.8 898.2 -▼ -0.6%

Expenses 350.2 388.9 ▲ +11.1%

PBP 553.6 509.3 -▼ -8.0%

Impairments 166.8 141.3 -▼ -15.3%

PBT 386.8 367.9 -▼ -4.9%

PAT 290.1 276.0 -▼ -4.9%

Gross Loans / Financing 44,635.7 45,542.6 ▲ +2.0%

Gross Impaired Loans 2.68% 1,386.3 1,222.6 -▼ -11.8%

Customer Deposits 31,724.9 34,499.9 ▲ +8.7%

CASA Deposits 6,999.8 8,228.5 ▲ +17.6%

ROA 1.32% 1.23% -▼ -0.09%

CTI 38.7% 43.3% ▲ +4.6%

Allowance Coverage 92.1% 101.5% ▲ +9.4%


Expenses PBP PATIncome

Business Banking: PAT impacted by prudent provisioning on a previously restructured loan

Higher income underpinned by diversified growth in asset base/strong fee income growth

Higher expenses mainly from increased in staff cost

PAT impacted by prudent provisioning on a previously restructured loan

Grow diversified & profitable assets, increase deposits, fee based business & international trade finance leveraging on ANZ

Composition to Group 13.1% 6.5% 17.3% 9.8%


Income mix for H1FY12

Lending & deposits,

80.6%

Trade Services,

18.5%

Cash Management & others, 1%

RM'mil H1FY11 H1FY12

Income 225.6 283.6 ▲ +25.7%

Expenses 46.4 55.3 ▲ +19.2%

PBP 179.2 228.3 ▲ +27.4%

Impairments 33.2 119.4 ▲ +>100%

PBT 146.0 108.9 -▼ -25.4%

PAT 109.6 82.0 -▼ -25.2%


Gross Impaired Loans 2.53% 156.6 383.6 ▲ +>100.0%


CASA Deposits 1,456.0 1,370.2 -▼ -5.9%

ROA 1.87% 1.12% -▼ -0.75%

CTI 20.6% 19.5% -▼ -1.1%

Allowance Coverage 122.5% 51.9% -▼ -70.7%

H1FY12 vs

H1FY11

G

G


Income Expenses PBP PAT

Diversified loans portfolio leading to good income growth

Higher income contributions from lending and Asset Management

Higher expenses reflecting higher staff cost and professional fees incurred

Impairments benefitted from higher write back

* Services include : large corporate lending& deposits,

financial institutions group, offshore banking, international business, private equity, REITs and loan syndication

Corporate & Institutional Banking: PAT up from good income & deposits growth

Deliver innovative and quality solutions, increase ‘share of wallet’, target high-profile and high-value clients and leverage ANZ for x-border businesses



Lending & deposits,

78%

Int. Biz, 17%

Asset Mgmt, 5%

RM'mil H1FY11 H1FY12 H1FY11

Income 184.5 202.6 ▲ +9.8%

Expenses 47.9 57.3 ▲ +19.6%

PBP 136.6 145.3 ▲ +6.4%

Impairments 8.0 (20.3) -▼ ->100.0%

PBT 128.6 165.6 ▲ +28.8%

PAT 98.7 127.0 ▲ +28.7%



ROA 1.75% 1.79% ▲ +0.04%

CTI 26.0% 28.3% ▲ +2.3%

Ave Assets Management 1,426.1 1,504.9 ▲ +5.5%

H1FY12 vs

G

G

G

G



Debt Cap Mrkt, 22%

Corporate Finance,

9%

Equity, 16%

Broking & Futures,

23%

Fund Mgmt,

24%

Private Banking,

6%


• Diversified income underpinned by good contributions from DCM, equity derivatives, funds management and private banking

• Higher staff cost & incentives linked to better financial performance

Investment Banking: PAT up from strong capital & equity market activities

1 Including AmInvestment Management, AmInvestment Services, AmIslamic Funds Management & private banking

Source : Malaysia Association of Asset Management & Lipper Hindsight

Deliver comprehensive solutions, lead in capital markets, funds management, stock broking and enhance domestic & overseas distribution via ANZ




Income 172.6 206.9 ▲ +19.9%

Expenses 91.4 98.9 ▲ +8.2%

PBP 81.2 108.0 ▲ +33.0%

Impairments 0.9 (1.3) -▼ ->100.0%

PBT 80.3 109.3 ▲ +36.1%

PAT 60.1 81.7 ▲ +35.9%

CTI 53.0% 47.8% -▼ -5.2%

* Ave Assets Management 23,955.1 30,315.0 ▲ +26.5%

Ave Volume / Contract Traded (RM'mil/month)

Bursa M'sia 60,641.7 75,028.8 ▲ +23.7%

Future KL index (FKLI) 352.5 419.5 ▲ +19.0%

* IB Broking 4,906.8 4,590.9 -▼ -6.4%

* AmFuture - FKLI 76.2 73.2 -▼ -3.9%

Market Share as at:

* IB Broking 8.1% 6.1% -▼ -2.0%

* AmFuture -FKLI 21.7% 16.1% -▼ -5.6%

H1FY12 vs H1FY11

1




Significant higher contributions from fixed income trading

Improved FX and derivatives contributions

Expenses reflect continuous investment in FX, rates, derivatives & commodities establishment

Markets: PAT up from FI trading, unlikely to be sustained for H2FY2012

Deliver substantive, integrated and client-led business with full-suite of FX, Rates, Commodities and FI offerings with ANZ collaborations



Fixed Income, 70%

Foreign exchange,

17%

Derivatives, 8%

Others, 5%


Income 198.1 276.2 ▲ +39.4%

Expenses 32.6 35.5 ▲ +8.9%

PBP 165.5 240.7 ▲ +45.4%

Impairments 5.0 (5.3) -▼ ->100.0%

PBT 160.5 246.0 ▲ +53.3%

PAT 120.6 184.6 ▲ +53.1%

CTI 16.5% 12.9% -▼ -3.6%

PAT : Fx and Derivatives 27.0 35.7 ▲ +32.2%

Total Group:

Financial assets HFT 4,460.2 8,417.6 ▲ +88.7%

Financial investments

AFS 7,224.7 6,252.8 -▼ -13.5%

Financial investments

HTM 194.8 148.7 -▼ -23.7%

H1FY12 vs

H1FY11



Income PAT

Life Assurance: Increasing support to Bancassurance and better performing agencies

To be the top life insurer preferred for service; an industry benchmark for TCF, strong infrastructure, sufficient scale to be relevant and credible but whilst maintaining margins and cash profile

* Life assurance shareholders’ fund accounts

Lower profits transferred in H1FY2012 pending stabilisation of business model refinements to focus on

Business growth initiatives centered on Bancassurance

Providing enhanced support to better performing agency force

Improving compliance and infrastructure platforms

Composition to Group 3.4%1.7%



Income 46.1 37.5 -▼ -18.7%

PAT 39.9 28.4 -▼ -28.8%

Life Assurance

fund assets 2,546.5 2,830.1 ▲ +11.1%

CAR ratio 221.2% 205.1% -▼ -16.1%

Gross written premium 318.8 215.0 -▼ -32.6%

H1FY12 vs H1FY11

GG

G



General Insurance: Higher income and lower claims

To provide insurance solutions to our customers and business partners that meet their insurance needs and exceed their service expectations

Higher profits - better underwriting profits and lower claim expenses

Higher expenses – higher staff cost and continued investment in technology & operations to improve efficiency & service delivery




Income 82.5 99.6 ▲ +20.7%

Expenses 41.2 43.7 ▲ +6.1%

PBP 41.3 55.9 ▲ +35.4%

Impairments 0.7 - -▼ ->100.0%

PBT 40.6 55.9 ▲ +37.7%

PAT 26.7 42.6 ▲ +59.2%

CTI 49.9% 43.9% -▼ -6.1%

General Insurance fund

assets1,092.8 1,220.0 ▲ +11.6%

Claim ratio 69.4% 67.2% -▼ -2.2%

Management expense

/ earned premium 15.2% 15.2% = 0.0%

H1FY12 vs

H1FY11

GG

G

G

G

GGGG

GGG

GGG



Group Operating Segments – PAT up from discontinued business recoveries

Enablement functions governing and supporting delivery of improving divisional performances

Stronger recoveries/write-back from legacy loans and loan rehab

Higher expenses include recently set-up AmFamily Takaful business – operations to commence shortly

Composition to GroupComposition to Group 20.4% -0.7% 1.8%7.6%



Income 167.3 165.9 -▼ -0.8%

Expenses 155.4 174.7 ▲ +12.4%

PBP 11.9 (8.8) -▼ ->100.0%

Allowances 18.8 (26.5) -▼ ->100.0%

PBT (6.9) 17.7 ▲ +>100.0%

PAT (19.4) 15.2 ▲ +>100.0%

PATMI (44.6) (11.4) ▲ +74.4%

H1FY12 vs

H1FY11

GG

G

G

G

G

G

GGG


Transaction Banking*: PAT up from improved deposits & revenues, reflecting increased focus as a product business

* Performances reflected within divisional outcomes.

To become top 5 Banking Service Provider in Malaysia by FY2016 with 10% market share

Higher income reflecting increased focus as a product business

Intense focus on relationship management yielding results in trade finance, cash management and CASA deposits

Impairments benefitted from bad debts recovered and lower collective impairment


Expenses

PBP

PAT

Composition to Group 5.4% 1.9% 7.7% 8.9%


Trade Services,

59%

Cash Mgmt, 41%

H1FY12 vs

RM'mil H1FY11 H1FY12 H1FY11

Income 99.0 117.7 ▲ +18.9%

Expenses 12.2 16.7 ▲ +36.9%

PBP 86.8 101.0 ▲ +16.4%

Impairments 6.8 2.4 -▼ -64.7%

PBT 80.0 98.6 ▲ +23.3%

PAT 60.0 74.0 ▲ +23.3%


Trade Finance 3,505.5 4,569.7 ▲ +30.4%

Cash Management 10,589.3 14,165.1 ▲ +33.8%

CASA Deposits 1,902.0 2,599.8 ▲ +36.7%

ROA 3.47% 3.47% = 0.0%

CTI 12.3% 14.2% ▲ +1.9%




Islamic Banking*: PAT impacted by regulatory changes to COOP business

To become the Islamic Bank of choice and ensure a high degree of value for our customers, employees & stakeholders

Composition to Group

Higher impairment since mid-FY2011 due to structural changes associated with COOP lending industry resulting in increased provisioning under FRS 139 methodology

17.2% 19.4% 14.1%18.5%

* Performances reflected within divisional outcomes.



Income 379.1 402.4 ▲ +6.1%

Expenses 146.5 147.4 ▲ +0.6%

PBP 232.6 255.0 ▲ +9.6%

Impairments 50.9 95.8 ▲ +88.4%

PBT 181.7 159.1 -▼ -12.4%

PAT 134.8 118.3 -▼ -12.2%

Net Financing 12,230.3 14,043.0 ▲ +14.8%

Gross Impaired Financing 204.2 229.8 ▲ +12.5%


CASA Deposits 2,148.7 3,045.5 ▲ +41.7%

ROA 0.77% 0.58% -▼ -0.19%

CTI 38.6% 36.6% -▼ -2.0%

Allowance Coverage 169.3% 207.8% ▲ +38.5%

H1FY12 vs H1FY11

G

1.43%




3. Outlook

4. Group Strategy







3.1%

3.3%

-5%

0%

5%

10%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

2008 2009 2010 2011

Unemployment Rate CPI

27.5

41.6 43.3

30.8 29.6 27.0 28.2

33.1

39.0

23.4 22.1 25.5

31.8

27.4

3.7

15.8

0.3 4.2 2.7

0.8 3.6

(2.0)

5.6 6.5 6.5

10.7 11.1 10.2

-10

0

10

20

30

40

50

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

2008 2009 2010 2011

Trade Balance FDI

RM' bil114

0

20

40

60

80

100

120

140

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

2008 2009 2010 2011

BCI

Moderating growth Low CPI as well as low unemployment

Private sector bullish on economic prospects

Domestic consumption & private investment to drive Malaysian economy

Trade balance stable, FDIs remain robust

Business Confident Index

RM' bil

Aug

27.5

41.6 43.3

30.8 29.6 27.0 28.2

33.1

39.0

23.4 22.1 25.5

31.8

27.4

3.7

15.8

0.3 4.2 2.7

0.8 3.6

(2.0)

5.6 6.5 6.5

10.7 11.1 10.2

-10

0

10

20

30

40

50

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

2008 2009 2010 2011

Trade Balance FDI

RM' bil

4.0%

5.9%

3.2%

-15%

-10%

-5%

0%

5%

10%

15%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

2008 2009 2010 2011

GDP Consumption Investment

Sources : Bloomberg & BNM

GDP


11.7%

15.9%

13.8%

5%

10%

15%

20%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2008 2009 2010 2011

Retail growth YoY Non-retail growth YoY Total loans growth YoY

Source : BNM

Domestic economy expected to be resilient

System loan demand remained healthy

Interest rates expected to remain in the short term

12.13%

5.08%5.02% 5.07%

8.46%

2.12% 2.45%2.85%

11.63%

5.62%6.02%

6.42%

0%

5%

10%

15%

Average lending rate (commercial banks) Average OPR Average BLR

Loans growth sustained by non-retail sector

RM’mil

Stable household debt / GDP with sustainable loan application

4%

8%

-40%

-20%

0%

20%

40%

60%


2008 2009 2010 2011

Loans application growth YoY Loans approved growth YoY

130.1 184.5 213.8 257.7 307.6 257.2 170.7

273.0 260.9 263.7 333.7

293.4

37.0% 37.5% 36.8%31.0% 33.1%

68.8% 66.9% 63.7%

76.0% 75.9%

-100

100

300

500

700

900

1,100

1,300

1,500

2006 2007 2008 2009 2010 Sep-11Retail loans application Non-retail loans application

Gross national savings Household debt/GDP


95.9%

2.8%

-2.0%

2.0%

6.0%

10.0%

14.0%

18.0%

0%

20%

40%

60%

80%

100%

120%


2008 2009 2010 2011

Loan Loss Coverage Gross Impaired Loans

78.1%

0

200

400

600

800

1,000

1,200

1,400


2008 2009 2010 2011

Customer Deposits LD Ratio

Source: BNM

Strong fundamentals in the banking sector

RM’bil

Moderate capital activities, private sector flipped back again to Debt Funding & liquidity at healthy range

RM’mil

Improving asset qualitySound capital ratios

Loan loss coverage

Gross impaired loans

14.6%

12.5%

0%

5%

10%

15%

20%


2008 2009 2010 2011

RWCA CORE CAPITAL

Q3

0

5

10

15

20

25

30

35


2008 2009 2010 2011

New issues of equity New issues of debt


25.8 12.6 1.7 2.4 5.3 1.7 1.2 0.002 1.1

17.8 5.0

42.5 32.1

74.6

Purchase of Transport Vehicles

Purchase of Res Properties

Credit Cards Personal Use Purchase of Non-Res

Properties

Purchase of Securities

Fixed Assets Consumer Durables

Construction Working Capital

Other purpose Retail Loans Business & Corporate

Loans

Total loans

Sep-11

0.4% 6.0% 0.3% 6.6% 23.9% 29.5% 3.1% 27.7% 30.5% 27.9% 5.8%

2.3% 12.1%

6.4%

Loans by Economic Purpose: AmBank Group vis-à-vis Industry

composition : 34.6% 16.9% 2.3% 3.3% 7.2% 2.3% 1.6% 0.0% 1.5% 23.9% 6.7% 57.0% 43.0%

RM’bil

Source : BNM, internal reports

RM’bil

AmBank Group Loans Growth (including Islamic financing sold to Cagamas) by Economic Purpose*

Industry Loans Growth by Economic Purpose

composition : 14.5% 26.8% 3.2% 5.0% 10.7% 4.5% 1.0% 0.0% 2.4% 25.5% 6.4% 49.5% 50.5%

* Based on BNM classification

141.3 260.5

31.3 48.5 104.2

43.8 9.3 0.1 23.5 247.8 62.1

481.6 490.7

972.2

Purchase of Transport Vehicles

Purchase of Res Properties

Credit Cards Personal Use Purchase of Non-Res

Properties

Purchase of Securities

Fixed Assets Consumer Durables

Construction Working Capital

Other purpose Retail Loans Business & Corporate

Loans

Total Loans

Sep-11

7.8% 13.1% 9.0% 19.0% 20.4% 22.9% 4.2% 8.2% 16.3% 12.0% 22.8%

11.7% 15.9%

13.8%


101.9 175.2 277.1

492.1

769.3

111.1

198.4

309.5

544.5

854.0

Savings Current Account CASA Fixed Deposits Core Deposits

Sept '10 Sept '11

9.0% 13.3% 11.7% 10.6% 11.0%

4.1 4.7 8.8

59.9 68.7

4.4 6.2 10.6

62.7

73.7


Sept '10 Sept '11

8.6% 30.8% 20.5% 4.7% 6.7%



AmBank Group Deposits Growth by Type

Industry Deposits Growth by Type

RM’bil

Deposits by Type : AmBank Group vis-à-vis Industry

Source : BNM, internal reports

RM’bil

13.0%

23.2%

63.8%

Industry Deposits Composition

SavingsCurrent AccountFixed Deposits

6.0%8.4%

85.6%

AmBank Group Deposits Composition

SavingsCurrent AccountFixed Deposits


• Allocate RM 98.5b for Second Rolling Plan (RP2)

• RM 958m to boost 5 regional corridors

• Implementation of projects worth RM 6bunder the special stimulus package

• Rural transformation – RM15b developmentof rural basic infrastructure

• Release RM 2.5b from Public-PrivatePartnership fund in 2012

PRIVATE SECTORS

Budget AllocationRM230.8b

Accelerate private investment

• Further liberalize 17 subsectors with up to 100% foreign equity participation

• Small-medium enterprises – establish RM 500m shariah-compliant commerlisation innovation fund– Provide aid via RM 2b syariah-compliant SME financing fund – RM 100m SME revitalisation fund for “genuine entrepreneurs”

• Listing of FELDA - to become global conglomerate & attract international investor to Bursa

• Real Estate Investment Trust – extend 10% concessionary tax rate on dividends received by investors

• Promote development of Exchange-traded Funds with RM 200m matching loans fund through I-VCAP

• Accelerate development of Kuala Lumpur International Financial District with 100% income tax & stamp duty exemption on loan & service agreements for 10 years

• Attract MNCs to establish Treasury Management Services in Malaysiawith 5 years income tax exemption of 70%, exemption on withholding tax on interest and stamp duty on loan & service agreements

• Incentives for Private Education - Tax exemption of 70% for profit-oriented school and international schools or investment tax allowance of 100% for profit-oriented schools

• Promote tourism – RM 420m allocation for Langkawi 5-year development plan – pioner status with income tax exemptions of 70% or investment tax

allowances of 60% for hotel operators in Peninsular Malaysia investing in new 4-star and 5-star hotels

• Full import duty and excise duty exemption on new CBU hybrid and electric cars to be extended for another 2years

Budget 2012: encourage private investment & consumption, public sector to provide support

Public sector: pro-growth spending Ease inflation & enhance Rakyat’s well-being

• Special RM 1b fund to cater for immediate needs of schools

• RM16.8b to construct & upgrade hospitals & rural clinics

• Employer’s contribution to EPF raised to 13% for earners of ≤RM5,000

• Compulsory retirement age extended to 60 for public servants

• 2% automatic annual pension increment

Industry FinancialPromote development of capital market and strengthen Islamic Finance

• Promote Sukuk via income tax exemption on non-Ringgit Sukuk issuance until 2014 and 3 years tax decution on Sukuk Wakala

49AMBANK GROUP – GROUP INVESTOR RELATIONS & PLANNING – INVESTORS PRESENTATION H1FY2012ETP : Economic Transformation Programme Source : Pemandu

ETP: Propelling Malaysia towards becoming a high-income, developed nation by 2020

0% 20% 40% 60% 80% 100%

Wholesale & Retail

Tourism

Palm Oil & Rubber

Oil & Gas

Healthcare

Greater KL/KV

Financial Services

E&E

Education

CCI

Business Services

Agreculture

Total

Operational/Completed Commenced Work-in-progress

84%* of 87 initiatives operational and commencedETP roadmap

National Key Economic Activities (NKEA)

RM661b

RM442b

RM359b

RM275b RM1.7tril

USD188bil

USD523bil

USD138b

USD112b

USD86b

2009 GNI Entry Point Projects (EPP)

(BO) Biz opportunities

Other sector growth

2020 GNI target

RM23.7K GNI (USD6.7K)per capita

>RM48K GNI (USD15K) per capita

131 EPPs

ETP execution gaining momentum

ROUND 1(25 Oct 2010)

ROUND 2(30 Nov 2010)

ROUND 3(11 Jan 2011)

ROUND 4(8 Mar 2011)

ROUND 5(19 Apr 2011)

ROUND 6(13 Jun 2011)

ROUND 7(8 Sep 2011)

Initiatives

Investment (RM’bil)

GNI Impact (RM’bil)

Job creation

TO-DATETARGET (2020)

% OF TARGET

ROUND 8(10 Nov 2011)

*Round 7 updates as at 8 Sep 2011

9 9 19 23 12 15 10 13110

(70* EPPs)131 EPPs 53.4*

5.3 8.3 67.0 14.8 11.2 63.4 1.4 5.85 177.1 1, 400 12.7

0.1 84.5 32.5 20.1 16.6 66.3 8.4 6.7 235.2 1,700 13.8

13,100 70,500 52,400 88,354 74,457 63,531 9,965 16,902 0.389 mil 3.3 mil 11.8


Malaysia still poses attractive investment opportunities in ASEAN region

National Savings Rate(% of GDP)

Inflation (%)

GDP per capita (USD)

Malaysia Thailand Singapore Indonesia Philippines Vietnam

Source: Bloomberg, IMF and various central banks data

2010e 2011f 2010e 2011f 2010e 2011f 2010e 2011f 2010e 2011f 2010e 2011f

7.2 5.0 7.8 3.5 14.5 5.3 6.1 6.4 7.6 4.7 6.8 5.8

8,423 8,617 4,992 5,281 43,117 50,714 2,974 3,469 2,123 2,255 1,174 1,362

3.3 3.2 1.0 1.2 2.2 2.3 7.1 6.8 7.2 7.2 5.0 5.0

32.9 33.1 30.6 30.4 46.0 45.8 33.3 33.1 24.8 22.3 34.3 30.7

1.7 3.2 3.3 4.0 2.8 3.7 5.1 5.7 3.8 4.5 9.2 18.8

11.5 11.3 4.6 4.8 22.2 19.8 0.8 0.2 4.2 1.7 -3.8 -4.7

-5.6 -5.4 -2.3 -2.3 +3.5 +1.9 -1.2 -1.7 N/A N/A N/A N/A

28.3 28.7 63.9 64.3 5.2 5.3 237.6 240.5 94.0 95.8 88.3 89.3

Unemployment (%)

Real GDP Growth, % YoY

ASEAN growth to moderate but remain robust

Malaysia’s growth to be driven by private investment (through ETP) as well as domestic consumption (supported by low inflation and unemployment)

Current account balance (% of GDP)

Fiscal deficit (% of GDP)

Population (mil)


Competitive positioning continues to strengthen

Sound size and market position in key business segments

Recognized brand name & customer franchise

Wide market reach and multiple distribution channels

Strategic partnership with global partners

Solid corporate structure & franchise value

• Well diversified universal bank & # 4 largest banking group (market capitalization)

• # 5 retail bank, # 5 business and CIB lending, # 5 in Islamic Banking

• # 2 in equity & equity-linked, # 3 in debt league, # 3 in funds under management, # 3 in Malaysia RM Islamic Bonds

• Strong customer-focus, lead in customer satisfaction

• Large retail and corporate client base provides high cross-selling potential

• Award-winning products and services

• 190 branches, #5 largest ATM network (834), 403 ATMs @ 7/11 and 146 EBC’s

• eChannels: internet banking, mobile banking and 24 hour call centre

• Pioneer in weekend banking concept and extended banking hours

• Partnerships with ANZ (global strategic partner), IAG in General Insurance and Friends Life in Life Assurance value adds through leadership & management, product development, technical expertise and two way customer flows

• Experienced management team with key ANZ senior appointments and from other strategic partners

• Industry experts, international and domestic best practices

• Performance based culture, all levels

• Strong key shareholders, common aspirations

• Improvement in stock valuation & upgrades in credit ratings

Experienced engagement team


Value adding through strategic partnership with global partner, ANZ

( ) – ANZ number of branches & representative offices @ Jun 2011 demonstrating interconnectivity across the ANZ network

• Alexander Vincent Thursby - Director

• Dr Robert John Edgar - Director

• Mark David Whelan - DirectorBO

AR

DM

AN

AG

EMEN

TSENIOR MANAGEMENT

• Ashok Ramamurthy – Deputy Group MD & CFO

• Andrew Kerr – Chief Risk Officer

• Ross Neil Foden – Chief Operations Officer

MANAGEMENT

• Chief GM, Transformation, Channels & Sales

• Head, Market Risk

• Head, Governance & Provisioning

• Head, Systems Accounting

• Senior GM, Transaction Banking

Leveraging on ANZ leadership

Regional Aspirations: Leading Super Regional Banko APEA sourced revenue to drive 25 – 30% of Group profit

ANZ expanding footprint in Asia Pacific

Retail Banking across Asia Pacific:

• 20% of new-to-bank customers• Biggest Australian bank in Asia

Pacific• Customers referrals• Offshore account openings

Commercial Banking across Asia Pacific:

• > $200b in trade flows between Aust/NZ & Asia

• Stakeholder relationships across the region

Value Propositions to AmBank Group

Leadership & management

2-way customer referrals

Joint business solutions

Products development

Technical expertise

Access to regional network & connectivity

Franchise – BranchesNetwork – Representative Offices

Regional HubsPartnerships


International connectivity gaining momentum

• Set up AMMB-ANZ Joint International Connectivity Steering Committee – quarterly meetings

• Launched AmBank – ANZ Get Set solutions – for referrals of Malaysian students studying in Australia opening of ANZ account at any AmBank branches retail customers referrals opportunity to capture cross-selling of FX/Remittance Business and CASA

• Signed MOU with ANZ on Signature Priority Banking services Using ANZ Signature Priority Banking brand identity and sales & service model, relationship manager training, products

and services expertise and customer satisfaction management AmBank & AmIslamic customers within this segment benefits of a local bank with regional connections via ANZ across

Asia Pacific in 28 countries Both AmBank & ANZ customers will receive Signature Priority Banking preferential treatment

• Enhance foreign currency account facilities – available at 30 branches in 10 major foreign currencies!

• Partnership with International Money Transfer operator, Western Union

• 2-way customers referrals (E.g.) USD 68mil Bank Guarantee issued by ANZ for an AmBank oil & gas company client USD 5mil Bank Guarantee issued by ANZ for a cable and wire producer against an AmBank Group guarantee for a

project tender in Cambodia ANZ supported AmBank (Labuan Offshore Division) in a USD 210mil loan syndication New banking relationship with Australia’s leading electrical retail chain company established via ANZ. FX / Remittance

transacted to date through AmBank ~ RM 52mil

• Recent transactions / success stories (general): Providing several successful referrals of ANZ’s corporate banking customers from New Zealand and Australia AmBank’s

cash management services Providing successful referrals of ANZ’s corporate banking customers from across the region (but primarily Australia)

trade and loan facilities for their business operations and expansions in Malaysia as well as corporate account openings and FX services.

Vice versa AmBank Group refers to ANZ for similar services for our corporate customers expanding or having operations abroad in Australia, Vietnam, Indonesia, etc. also providing project financing services to AmBank Group corporate customers.

• Products & Services Sourcing ANZ Bank Singapore opening brokerage account with AmBank Group’s Singaporean broking subsidiary (AmFraser)

• And many more initiatives being planned


• Richard Duxbury - Director

SENIOR MANAGEMENT / CONSULTANTS

• Adrian John Nurse - Deputy CEO

• Evelyn Gutteridge1 - Strategic Development Manager, International, Friends Life

• Steve Rosling1 - TCF Champion, Friends Life

• John O’Rourke1 - Independent Consultant, Distribution Expert

IAG - Providing resource support Friends Life – capability & talent transfer

• Justin Breheny - Director

• Duncan Brain - Director

SENIOR MANAGEMENT

• Duncan Brain - CEO

• Stephen Beatty - General Manager, Claims

OPERATIONAL & PROJECT SUPPORT / CONSULTANTS

• Martin Campbell - Head of Motor Claims

• Jon Delalande - Manager, Operational Development

• Reuben Ng - Manager, Office of the CEO / TMO

• Peter Stone - Risk Management Specialist, IAG Asia

BO

AR

DM

AN

AG

EMEN

T

1 - Consultants

Leveraging strategic partnerships with global Insurance partners

Strategy & Management Development

Technical expertise & risk management

Distribution & product development

Leadership and strategy

Technical expertise - Claims, Risk Management, IT, Product Development

Strategic Planning

Sales and Business Development

General Insurance Life Assurance

VA

LUE

PR

OP

OSI

TIO

N


1.Peer banks as at June 2011, AmBank as at latest practical date 2. AmLife & AmG branches and agency office

Wide market reach and multiple distribution channels

Kuala LumpurBranches 24ATMs 142

TerengganuBranches 5ATMs 21

JohorBranches 23ATMs 98

MelakaBranches 5ATMs 31

Negeri SembilanBranches 8ATMs 37

PahangBranches 9ATMs 34 Sarawak

Branches 18ATMs 39

SabahBranches 11ATMs 33

Pulau PinangBranches 16ATMs 48

PerlisBranches 2ATMs 4

KelantanBranches 2ATMs 27

PerakBranches 19ATMs 45

KedahBranches 5ATMs 27

PutrajayaBranches 1ATMs 4

SelangorBranches 41ATMs 243

LabuanBranches 1ATMs 1

Population Density:

< 100 persons per km2

101-500 persons per km2

501-1,000 persons per km2

1,001-1,500 persons per km2

> 1,501 persons per km2

Commercial banking branches:

o 190 branches nationwide

- #51 in no. of branches

- 3 AmIslamic branches

o 834 ATMs (#51 in no. of ATMs)- #1 provider of ATMs at 7Eleven

o 146 Electronic Banking Centreso 50 assurance/insurance offices2

o 14 AmInvestment offices


Banking sector share price movement / target price and recommendations

Banking Sector Share Price Movement

60.3%

48.3%

47.9%

40.2%

21.2%

-10.9%

1.1%

-20.0% -10.0% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

HLFG

RHB Cap

AMMB

PBB

CIMB

MBB

KLCI(Note: 18 May 2007 vs. 30 Sep 2011)

Ratings FY2007 H1FY2012

Am

Ban

k (M

)

RAM A2/P1/Stable AA3/P1/Stable

Fitch BBB-/F3/Stable BBB/F3/Stable

S&P BBB-/A-3/Stable BBB/A-2/Stable

Moody’s Baa2/P-3/Stable/D- Baa2/P-3/Positive(BFSR)1/D

Capital Intelligence BBB-/A3/Stable BBB/A3/Stable

Am

Inve

stm

en

t RAM AA3/P1/Stable AA3/P1/Stable

Fitch BB+/B/Stable BBB/F3/Stable

S&P BB+/B/Stable BBB/A-2/Stable

MARC AA-/MARC-1/Stable AA-/MARC-1/Positive1

Am

Isla

mic

RAM A2/P1/Stable AA3/P1/Stable

Upgraded ratings

Target Price and Recommendations

TP: target priceTP & recommendations by MIMB & INTERPAC are based on previous Bloomberg information as there is no subsequent update

Sell/Underperform/Fully valued/Reduce/UnderweightHold / Neutral / Market performBuy/Outperform/Overweight/Add

P/EPS : EPS annualized Dec 10 – Sept 11 P/BV : BV as at 30 Sept 11Source : Bloomberg as at 30 September 2011

KAF KIM ENG JP HLBK DEUT MACQ MIDF CIMB BofAML OSK TA UOB HSBC DBS ALLIANCE KEN CLSA MIMB IPAC UBS MBB BNP AFFIN SC ECM GOLDMAN CITI NOMURA RHB

1 BFSR - Banking Financial Strength Rating


Shareholding Structure

Amcorp Group Berhad(16.8%)

ANZ Funds Pty Ltd1

(23.8%)Employees Provident Fund Board

(14.2%)Other Shareholders

(45.2%)


AmBank (M) Berhad

AMFB Holdings Berhad

AMAB Holdings Sdn Bhd

AmG Insurance Berhad

AmLife Insurance Berhad

AmFamily Takaful Berhad

100% 100%100% 100% 100%

100%

70%3

51%2

70%3

1. ANZ Funds Pty Ltd : a wholly owned subsidiary of Australia and New Zealand Banking Group Limited (“ANZ”)2. Insurance Australia Group Ltd – 49%

3. Friends Life Limited – 30%

As at 30 Sep 2011

AmIslamic Bank Berhad

AmInvestmentGroup Berhad

AmInvestmentBank Berhad

Foreign shareholding excluding ANZ

FY2009 FY2010 FY2011 H1FY2012

28.4% 27.1% 27.1% 26.0%


Reaping awards and accolades


Secondary Offerings IPOM & A

Debt Capital Market

Major investment banking deals clinched

KrissAssets Holdings

Berhad

Proposed Acquisition

of 100% Interest In Mid

Valley City Gardens

June 2011

RM215.7 million

Sunrise Berhad

Conditional Take-over

Offer

January 2011

RM1.39 billion

Manulife Holdings

Berhad


Offer

November 2010

RM335 million

MEASAT Global Berhad


Offer

September 2010

RM662 million

PacificMas Berhad

Proposed disposal of

The Pacific Insurance

Berhad via closed tender

March 2011

RM201 million

Konsortium Logistik

Berhad

Unconditional Take-

Over Offer

November 2010

RM159 million

Berjaya Food Berhad

Market Capitalisation:

RM 72 million

Principal Adviser, Managing

Underwriter, Underwriter and

Placement Agent

March 2011

XOX Berhad


RM241.6 million

Adviser, Sponsor, Managing

Underwriter and Sole

Placement Agent

June 2011

Old Town Berhad


RM 412.5million



Placement Agent

July 2011

OLDTOWN

WHITE COFFEE

Prestariang Berhad


RM 198 million



Placement Agent

July 2011

S P Setia Bhd Group

RM100.32 million

Placement

Co- Manager

April 2011

Efficient E-Solutions

Berhad

RM9.75 million

Private Placement

Sole Placement Agent

June 2011

Yinson Holdings Berhad

RM11.31 million

Private Placement


July 2011

Mudajaya Holdings

Berhad

RM13.85 million

Secondary Placement


August 2011

Suku

k

PD

S

Sabah Development Bank Berhad

RM290 Million

Medium Term Notes Issuance

under the RM1.0 Billion

Programme

August 2011

Joint Lead Manager

Hyundai Capital Services, Inc.

RM650 Million

RM2.0 Billion Medium Term Notes

Programme

May 2011

Lead Manager

Public Bank Berhad

RM3,000 Million

Subordinated Medium Term Note

Programme of up to RM5.0 Billion

August 2011

Joint Lead Manager

Pac Lease Berhad

RM100 Million

Commercial Papers Issuance

under the RM500.0 Million

Commercial Papers / Medium

Term Notes Programme

August 2011

Joint Principal Adviser, Joint Lead

Arranger and Joint Lead Manager

Cagamas Berhad

RM100 Million

Medium Term Note Issuance


Programmes

August 2011

Lead Manager


RM80 Million



Programme

May 2011

Lead Manager


RM290 Million



Programme

August 2011

Joint Lead Manager


RM650 Million


Programme

May 2011

Lead Manager

Public Bank Berhad

RM3,000 Million



August 2011

Joint Lead Manager

Pac Lease Berhad

RM100 Million





August 2011



Cagamas Berhad

RM100 Million



Programmes

August 2011

Lead Manager


RM80 Million



Programme

May 2011

Lead Manager


RM290 Million



Programme

August 2011

Joint Lead Manager


RM650 Million


Programme

May 2011

Lead Manager

Public Bank Berhad

RM3,000 Million



August 2011

Joint Lead Manager

Pac Lease Berhad

RM100 Million





August 2011



Cagamas Berhad

RM100 Million



Programmes

August 2011

Lead Manager


RM80 Million



Programme

May 2011

Lead Manager

Sarawak Energy Berhad

RM3,000 Million

RM15.0 Billion Sukuk Musyarakah

Programme

June 2011

Joint Lead Manager and

Joint Bookrunner

Besraya Malaysia Sdn Bhd

RM700 Million

Issuance of up to RM700.0 Million

Sukuk Mudharabah

July 2011

Principal Adviser, Lead Arranger and

Lead Manager

Senari Synergy Sdn Bhd

RM380 Million

Sukuk Mudharabah Programme of

up to RM380.0 Million

August 2011


Lead Manager

Kencana Petroleum Berhad

RM500 Million


up to RM700.0 Million in Nominal

Value

August 2011


Lead Manager

Telekom Malaysia Berhad

Total of RM900 Million Issued

YTD2011

Issuance under the RM2.0 Billion

Sukuk Programmes

April – October 2011




1st Issuance: RM600 Million

RM2.0 Billion Subordinated Sukuk

Musharakah Programme

September 2011

Principal Adviser , Lead Arranger

and Lead Manager

Aman Sukuk Berhad

(Wholly-owned subsidiary of

Pembinaan BLT Sdn Bhd)

RM1,100 Million

RM10.0 Billion Islamic Medium


February 2011


Joint Bookrunner

Westports Malaysia Sdn Bhd

RM450 Million

Islamic Medium Term Note

Issuance under the RM2.0

Billion Islamic Medium Term

Note Programme

May 2011



Gamuda Berhad

Islamic Commercial Paper

Programme and Islamic Medium

Term Note Programme with

Combined Limit of Up to

RM800.0 Million

April 2011



Putrajaya Holdings Sdn Bhd

RM700 Million

Sukuk Musyarakah Medium Term

Notes Programme of up to

RM1,500.0 Million

May 2011

Joint Lead Manager

Antara Steel Mills Sdn Bhd

RM300 Million

Islamic Medium Term Notes

Issuance under the RM300 Million

Islamic Securities Programme

June 2011


Lead Manager

Gulf Investment Corporation

G.S.C.

RM750 Million

Medium Term Note Programme

for a nominal amount of up to

RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


RM3,000 Million


Programme

June 2011


Joint Bookrunner


RM700 Million


Sukuk Mudharabah

July 2011


Lead Manager


RM380 Million



August 2011


Lead Manager


RM500 Million



Value

August 2011


Lead Manager



YTD2011


Sukuk Programmes








September 2011


and Lead Manager

Aman Sukuk Berhad



RM1,100 Million



February 2011


Joint Bookrunner


RM450 Million




Note Programme

May 2011



Gamuda Berhad





RM800.0 Million

April 2011




RM700 Million



RM1,500.0 Million

May 2011

Joint Lead Manager


RM300 Million




June 2011


Lead Manager


G.S.C.

RM750 Million



RM3,500.0 Million

August 2011

Joint Lead Manager


Glossary / Disclaimer of warranty and limitation of liability

Reported PerformanceReported performance refers to the financial performance as reported in the audited financial statements and disclosed to the market

One OffsOne offs comprise those impacts on financial performance that arise from changes to :

• accounting and provisioning policies (eg 5 and 7 year rules)• differences between economic and accounting hedges• prior period catch ups (eg backdated salary costs)• strategic investments and divestments (eg ANZ partnership), and • tax and regulatory regimes (eg deferred tax asset write off due to reduction in corporate tax rates)

Underlying PerformanceUnderlying performance refers to the financial performance adjusted for one off impacts as above

Business DivisionsBusiness divisions

• comprise AmBank Group’s core operating businesses that generate profits from direct customer transactions and interactions• have relatively more stable income streams, incur the bulk of the costs and typically have a lower risk profile• in most instances have market shares and growth metrics that can be measured and benchmarked externally

Operating SegmentsOperating segments

• have more volatile and lumpy income streams, with the former a direct function of risk appetite • include

• income and expenses associated with shareholder funds, loan rehabilitation and legacy businesses, plus• costs associated with corporate, shared services and governance functions currently not charged back to the business units

The information provided is believed to be correct at the time of presentation. AMMB Holdings Berhad or AMMB Holdings or “AMMB” or its affiliates do not make any representation or warranty, express or implied, as to the adequacy, accuracy, completeness or fairness of any such information and opinion contained and shall not be liable for any consequences of any reliance thereon. Neither AMMB Holdings nor its affiliates are acting as your financial advisor or agent. The individual is responsible to make your own independent assessment of the information herein and should not treat such content as advice relating to legal, accounting, and taxation or investment matters and should consult your own advisers.

Forward looking statements are based upon the current beliefs and expectations of the AMMB Holdings and are subject to signif icant risks and uncertainties. Actual results may differ from those set forth in the forward looking statements. AMMB Holdings does not undertake to update the forward looking statements to reflect impact of circumstances or events that may arise after the date of this presentation.

The information in the presentation is not and should not be construed as an offer or recommendation to buy or sell securitie s. Neither does this presentation purport to contain all the information that a prospective investor may require. Because it is not possible for AMMB Holdings or its affiliates to have r egard to the investment objectives, financial situation and particular needs of each individual who reads the information contained thus the information presented may not be appropriate for all pe rsons.

The information contained is not allowed to be reproduced, redistributed, transmitted or passed on, directly or indirectly, to any other person or published electronically or via print, in whole or in part, for any purpose.

The term "AMMB Holdings" and “AmBank Group” denotes all Group companies within the AMMB Holdings Group and this Disclaimer of Warranty and Limitation of Liability policy applies to the financial institutions under AMMB Holdings.

Disclaimer of Warranty and Limitation of Liability


The material in this presentation is general background information about AmBank Group’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.ambankgroup.com

Ganesh Kumar Nadarajah

Group General Manager, Group Investor Relations and Planning

Tel : +603 2036 1435 Fax : +603 2031 7384 e-mail : [email protected] or

+6012 2974799 [email protected] or

[email protected]

http://www.ambankgroup.com/

mailto:[email protected]






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