no slide title · 2013-06-12 · 5. branches - refurbish 125 6. business banking redesign -...
TRANSCRIPT
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Roadshow Presentation
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The material that follows is a presentation of general background
information about the Bank‟s activities current at the date of the
presentation, 28 June 2004. 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.
Disclaimer
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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.”
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Agenda
Economy
Highlights of Half Year Result to 31 December 2003
Progress Update 19 May 2004
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Economy
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6
0
3
6
Average
growth rate
Average
inflation rate
Reduction in
unemploy-
ment rate
Increase in
current
account
deficit
Reduction in
budget deficit
Average
productivity
growth
%
Economic Environment
Source: RBA, OECD. Source: RBA
AustraliaUnited States
AUSTRALIA: HOW WE COMPARE
(the last 10 years)
OFFICIAL INTEREST RATES
0
2
4
6
8
Jul-92 Jul-94 Jul-96 Jul-98 Jul-00 Jul-02 Jul-04
0
2
4
6
8
% %
Australia
US
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Credit growth expected to moderate
CREDIT(annual % change)
-10
0
10
20
30
40
Sep-82 Sep-86 Sep-90 Sep-94 Sep-98 Sep-02
-10
0
10
20
30
40
% %
Housing
BusinessOther
personal
Source: RBA. The most recent data point is for March 2004.
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Highlights of Half Year Result
to 31 December 2003
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Highlights of Half Year Result
Good result: underlying profit growth of 17% to $1,487m
Another record dividend: 79 cents per share
Productivity improvement in all businesses
Further improvement in credit quality
Continued strengthening of Tier 1 capital
Which new Bank meeting early expectations
Share Buy-Back announced (completed March 2004 at cost of $532.4m)
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The following slides comprised the 19 May 2004 Quarterly Progress Update on Which new Bank
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Overview
Our achievements over the past three months – on schedule
Our progress – gathering momentum
Our people - willing to change
Our customers - strengthening their relationships with us
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Which new Bank highlights
We will complete all major June 2004 milestones as
planned
Moving from design to implementation of our most
important activities
We expect to deliver 2003/04 spend within planned
investment
2003/04 benefits are likely to exceed targets
Emphasis is now on delivering 2004/05 and 2005/06
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Today’s agenda
Program status
Drivers for success
Video presentation
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Service/Sales
Effectiveness
IT Enablers
Distribution Efficiency
Product
Simple processes
‘To excel in customer service’
Customer service
via
Engaged peopleSupported
byThrough
Reminder: There are three themes to
our service transformation
Performance Culture Support
Process/product
IT Efficiency
Purchasing
(4)
(2)
(3)
(2)
(1) (1)
(3)
(2)
(2)
( ) = Number of workstreams
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Reminder: Financial impact and
outcomes
Over the next three years we will:
Redirect the normal project spend of
$600m
Spend an additional $620m
Invest a further $260m in our branch
network
Over the next three years this will result in:
Cash EPS growth exceeding 10% CAGR
4-6% CAGR productivity improvements
Profitable market share growth across
major product lines
Increases in dividends per share each year
Subject to current market conditions continuing
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Moving from design to implementation
of our most important activities
Which
new Bank
program
set up
Implementation
of major
initiatives
Ensure
sustainable
transformation
Capture early
opportunities
Design of major
initiatives
Sep 03 Jun 04 Jun 05 Jun 06
$ 200m $ 620m $900mPlanned net
benefits*
* Progressive pre-tax benefits within each year
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Progress report on workstream
activities: June 04 now locked away
Done Done DoneSegment AlignmentAdvice ImplementationService and SalesDivisional Service and SalesInfrastructureSingle Service View (CommSee)Distribution OptimisationDistribution EfficiencyBranch RefurbishmentProduct BundlingNew Products and Services
Performance Culture
Workstream Jan-Apr 04 May-Jun 04 Jul 04-Jun 05 Jul 05-Jun 06
Pro
cess
Peo
ple
Cu
sto
me
r
To do To do To do To do DoneDoneDoneDone
Operations SimplificationLocal Site ImprovementProduct/System RationalistionSupport Function RedesignIT EfficiencyIT SourcingProperty Purchasing
31412741-32
21411741-32
6 6
3--1----
3--1----
38 36
1123531-1--
-371541-121
-1-125--1--
- 1
121331--
28 43 20
33143111
-1123111
-
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We will complete all major June 04
milestones as planned
1. Centre for Adviser Development - launch
2. Service & Sales Management - 13,000 staff
3. Branch sales effectiveness training - over 3,000 staff
4. CommSee - Launch in Tasmania
5. Branches - refurbish 125
6. Business banking redesign - complete
7. Queue management - training
8. Enhanced FirstChoice - launch
9. Performance Culture Program - design and commence
Pro
cess
Peo
ple
Cu
sto
me
r
10. World Class Processing principles (CommWay) - implement in
retail operations
11. Home Loan End to End - new platform and branch service model
12. Support functions - redesign & commence implementation of 10
13. Wealth management systems - 17 to 11
14. IT efficiency & purchasing - commence
100%
100%
100%
100%
100%
70%
50%
60%
75%
60%
60%
55%
95%
Apr 04
100%
Dec 03 Jun 04
55%
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People
Themes April YTD
($m)
Customers
Processes
BranchRefurbishment
Total
FY04 Estimate
($m)
270
280
10
560
100
660
We expect to deliver 2003/04 spend
within planned investment
510 310
FY05E
($m)
FY06E
($m)
220
205
0
425
85
130
95
0
225
85
2004, 2005 and 2006 estimates are as disclosed in September 2003 Which new Bank presentation
158
177
3
338
49
387
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Themes April YTD
($m)
FY04 Estimate
($m)
Customers
Processes
People
Total
145
55
0
200
2004 benefits are likely to exceed targets
FY05E
($m)
FY06E
($m)
360
260
620
0
495
405
900
0
2004, 2005 and 2006 estimates are as disclosed in September 2003 Which new Bank presentation
132
56
0
188
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Today’s agenda
Program status
Drivers for success
Video presentation
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We are making good progress on key
customer, people and process initiatives
No. 2 - Service and Sales Management
No. 4 - CommSee
No. 9 - Performance Culture Program
No. 10 - World Class Processing Principles (CommWay)
No. 11 - Home Loan End to EndPro
cess
Peo
ple
Cu
sto
me
r
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No. 2 - Service and Sales Management
Service and sales meeting each week for all staff
Training is tailored for specific client segments
Bank-wide approach to referrals
Service and sales processes reinforced through
measurement, incentives, reporting, awards and
recognition
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101105
113108
113 115 116
94
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8
Benchmark: 100
92100
108 108112
116120
127
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8
Benchmark: 100
No. 2 - Service and Sales Management
Results of national retail implementation
Cross Sales Ratio*
Product Sales per Staff Member
* Cross sales ratio is a measure based on the number of additional products at the opening of a new Transaction or Savings account.
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No. 4 - CommSee
CommSee chosen as Bank-wide service and sales solution
Prototype went live in Tasmania in February
Staff and customers are positivesignatures and documents imaged
all customer interactions recorded
leads and referrals tracked
Developing a new unified front end platform
Prototype will continue through 2004, with national
implementation starting early 2005
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0
200,000
400,000
600,000
800,000
1,000,000
Oct-03 Dec-03 Dec-04 Feb-05
National
Rollout
Tasmania
PFS
CommSec (Advisory Clients)
Cu
sto
me
rs
No. 4 - CommSee
Rapid Implementation Schedule
Customers
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No. 9 - Performance Culture Program
Six Fundamental Principles:
Providing clear and decisive leadership
Empowering people and making them accountable
Encouraging learning and growing to develop our people
Promoting trust and team spirit
Demonstrating discipline and excellence in everything
we do
Creating an environment based on challenge and
innovation
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Source: Staff Survey May
Staff are positive about Which new Bank
No. 9 - Performance Culture Program
0 20 40 60 80 100
Initiatives from WnB help me do my job
better
I feel positive about Wnb
I am very informed about WnB
I understand need for WnB
Strongly agree Agree
23 85
19 86
18 79
12 70
62
67
61
58
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No. 10 - World Class Processing
(CommWay)
Developed a CBA-owned, permanent approach to continuous improvement of processes and operations
Combines proven business improvement elements from Six Sigma & Lean Processing methodologies
Five pilots in operation across the Bank
Initial focus on volume processes with direct customer impacts
Staff training an integral part of the program
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0
5
10
15
20
25
30
35
40
02-J
an-0
4
09-J
an-0
4
16-J
an-0
4
23-J
an-0
4
30-J
an-0
4
06-F
eb-0
4
13-F
eb-0
4
20-F
eb-0
4
27-F
eb-0
4
05-M
ar-0
4
12-M
ar-0
4
19-M
ar-0
4
26-M
ar-0
4
02-A
pr-0
4
09-A
pr-0
4
16-A
pr-0
4
23-A
pr-0
4
30-A
pr-0
4
Increase in items/staff-hour relative to baseline
No. 10 - World Class Processing
(CommWay)
Source: CBA Operations Processing Centre data
Day 1 cheque processing: Sydney
• 25% process
improvement
over baseline
• Translates to 15%
productivity
improvement
%
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No. 11 - Home Loan End to End
Significant processing, turnaround and service improvements
Forthcoming changes focused on back end processing
Enhanced service offering through recent product changes
Improvements underpinning increased customer loyalty
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No. 11 - Home Loan End to End
*Indexed to average of 6 months to end of October 2003.
75%
80%
85%
90%
95%
100%
105%
110%
Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04
End of Month
Ind
exed
Exte
rnal
Refi
nan
cin
g
Home Loan E2E
changes implemented
Seasonally adjusted external refinancing runoff
*
75%
80%
85%
90%
95%
100%
105%
110%
Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04
End of Month
Ind
exed
Exte
rnal
Refi
nan
cin
g
Home Loan E2E
changes implemented
Seasonally adjusted external refinancing runoff
*
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Strength of relationship is increasing
Strength of RelationshipS
co
re
Time
5.75.8 5.8
6.1
5
6
7
Apr-Jun 03 Jul-Sep 03 Oct-Dec 03 Jan-Mar 04
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Market shares are stable
• Home loans – holding our strong position in prime
market, with small involvement in low documentation
loans
• Deposits – holding market share and competing well
with niche players
• Business Lending - stable market share with good
underlying momentum in all segments
• Managed Investments – market share affected by
product rationalisation
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Customer intelligence• Extensive review of existing
research
• 22 additional focus groups
External Intelligence• Interviews with experts in
14 countries
• Creativity workshops on
non-banking models
Internal Intelligence• Interviews with frontline staff
• Extensive syndication with
PFS, RBS, IIS, IBS
• Close collaboration with
other WnB initiatives
Proposed
model
Segment Alignment –
Strong Fact Base to Support Change
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Segment Alignment –
Extensive Customer Research
The message is that customers:
Are comfortable having differing product and service needs met
through different models
Want expectations on simple needs met before entrusting with
complex needs
Have complex needs that are mainly shaped by the stage of life
Want a dedicated person who takes end to end ownership of complex
needs
Welcome proactive contact provided it deals with their simple and
complex needs
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Segment Alignment – Proposed model
through the customer’s eyes
Simple needs
•Frontline staff can
resolve most
issues on the spot,
particularly on
“pain threshold”
issues
•Bank fulfils basic
service requests
efficiently and with
minimal errors
•No difference from
most customers
Complex needs
•Specialist services
for specific events
•Easy access to
specialists through
variety of channels
including full-service
“hubs”
•Needs analysis at
start of every event,
using information
already known to
the Bank
Proactive contact
•Courtesy contact
routinely to check
on overall
satisfaction and
update information
•Proactive sales
calls with ideas
that make sense
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Simplified Structure
CEO – David Murray
Retail Banking Services
Group Executive:
Hugh Harley
Premium Business
Services
Group Executive:
Michael Katz
Insurance &
Investment Services
Group Executive:
Stuart Grimshaw
International
Financial Services
Group Executive:
Garry Mackrell
Financial & Risk Management: Michael Cameron
Group Human Resources: Les Cupper
Group Legal: John O‟Sullivan
Group Strategic Development: Adrian Cosenza
Group Technology: Bob McKinnon
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Today’s agenda
Program status
Drivers for success
Video presentation
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Which new Bank summary
We will complete all June 04 milestones as planned
Moving from design to implementation of our most
important activities
We expect to deliver 2003/04 spend within planned
investment
2003/04 benefits are likely to exceed targets
Emphasis is now on delivering 2004/05 and 2005/06
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Supplementary material
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Which new Bank milestones
• Service & Sales management - 30,000
staff
• „One Team‟ referral process - implement
• Service & Sales management - 13,000
staff
• Branch sales effectiveness - 3,000 staff
• Centre for Adviser Development - launch
• Service models - align
• Advice Model - implement
• CommSee - Launch in Tasmania • CommSee - continue implementation • CommSee - complete
implementation• Branches - refurbish 125 • Branches - refurbish 250 (total)
• Branches - refurbish 375 (total)• Business banking redesign - complete
• Queue management - implement new
approach
• Performance culture program-
design and commence
• Enhanced FirstChoice - launch
June 04 June 05 June 06
Pro
cess
Peo
ple
Cu
sto
me
r
• Home Loan End to End - new platform
and branch service model
• World Class Processing principles -
implement in retail operations
• Support functions - redesign and
commence implementation of 10
• Wealth management systems - 17 to 11
• IT efficiency & purchasing - commence
• End to End home loans - complete
• World Class Processing principles -
implement in 5 additional sites
• Support functions - redesign and
commence implementation of 3
• Wealth management systems - 11 to 7
• Asset finance systems - 5 to 1
• Support functions - complete
implementation
• Wealth management systems -
7 to 5
• Performance management and people
development systems - implement
• CBA leadership and management
learning curriculum - implement
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Investments & Benefits
(1) Estimated benefits are recurring and continue to grow beyond 2006. They are
comprised of 50% cost savings and 50% revenue improvement.
Investment Analysis ($m) 2004 2005 2006
Total
2004-06
Estimated Investment Spend
Initiatives 570 425 225 1,220
Branch refresh 90 85 85 260
Total Investment Spend (pre tax) 660 510 310 1,480
Estimated Benefits (pre tax) (1)
200 620 900
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Impact on Annual Profit (excluding all
benefits and amortisation)
($m)
Total Spend 2004 2005 2006 Total
200 Software capitalised 90 72 38 200260 Branch refurbishment 90 85 85 260
1,020 210 Provision 0 133 77 210
1,480 810 Expensed 480 220 110 810
Total spend 660 510 310 1,480
Impact on Profit 2004 2005 2006
Provision for future years 210 -133 -77Capitalised amounts -180 -157 -123Normal spend -200 -200 -200Exp. previously capitalised software 215 - -Before tax 705 20 -90After tax 500 14 -63
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Investment spend
$100m+
$0–49m
$50–99m
Total ($m)
FY04 FY05 FY06Themes
Sales and service effectiveness
Product offering
Distribution efficiency
Cu
sto
me
rs
IT enablers
Product and process
simplification
Support
Purchasing/property
IT efficiency
Performance culture
Pro
ce
sse
sP
eo
ple
425 225570
Branch refurbishment 85 8590
$1,220m
$260m
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Benefit analysis
Total ($m)
Revenue
Cost saving
FY04 FY05Themes
Sales and service effectiveness
Product offering
Distribution efficiency
Cu
sto
me
rs
IT enablers
Product and process
simplification
Support redesign
Purchasing/property
IT efficiency
Performance culture
Pro
ce
sse
sP
eo
ple
FY06
$100m+
$0-49m
$50–99m
200 620 900$900m benefit
realised in FY06