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Our tomorrow plan

Our tomorrow plan. August 2011. The new AMP. Scale and efficiency Customer base Brand Distribution footprint Breadth and depth of products and services. Together we have the capabilities and assets to set the industry benchmark:.

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Our tomorrow plan

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  1. Our tomorrow plan August 2011

  2. The new AMP • Scale and efficiency • Customer base • Brand • Distribution footprint • Breadth and depth of products and services Together we have the capabilities and assets to set the industry benchmark: Our opportunity = better outcomes for customers, advisers and shareholders

  3. Turning our goals into realities ‘Our tomorrow plan’ - blueprint for future Turning integration goals … • maintain business momentum • sharpen our competitive edge • build a stronger growth platform … into realities!

  4. Investing in our future Integrating our companies - $443M over 3 years Using our investment capacity to achieve a new Target State - $220M over 4 years Once in a lifetime transformational opportunity

  5. Delivering on our priorities

  6. Delivering on our priorities AMP Financial Services priorities: To create a strong, market oriented, ‘customer back’ business with two key sources of competitive advantage: • growth through deep planner and customer understanding • value through our scale and cost efficiency AMP Capital priorities: To strengthen its investment management business by: • taking advantage of retail market opportunities in Australia and New Zealand • improving operational efficiency and effectiveness Group functionspriorities: support the business to achieve strategic priorities

  7. Our program of work • Ambitious and stretching • Variable impacts and timelines • Interconnected and complex • Requires strong governance • Move as quickly as possible and manage business impact • Already underway

  8. Managing our tomorrow plan

  9. Managing our tomorrow plan Integration Management Office • Coordinate the overall program of work • Ensure portfolio view is maintained Work streams Business Success • Sponsor all initiatives • Provide subject matter expertise • Lead the implementation of change • Engage the business • Manage the delivery of initiatives • Work together to ensure best outcomes for organisation holistically Projects@AMP • Fit for purpose methodology and tools • Coordinate the supply of project resources • Provide project governance and quality assurance services

  10. Building capability to deliver our tomorrow plan • Aim to use integration program to embed best practice approach to project and change management through the combined organisation • Standardised induction and training for all new project resources • Focus on sharper business requirements development and documentation • Strong, flexible governance to ensure disciplined project management while maximising responsiveness to business requirements

  11. Clarity in decision rights $663 million portfolio of work Two funding sources Core integration initiatives$443 million Target state initiatives$220 million ILT / IMO manages overall schedule, variances and efficient delivery Adding initiatives to the schedule AFSLT / ACILT <$3 M ALT >$3 M ILT <$3 M ISC >$3 M • Stream directors <$3 M • ILT (with AFS/AMPCI) >$3 M ~$10M • ISC >$10 M or if seed funding is >$500k or 20% of project Approving seed funding and business cases • Stream directors/sponsors <$3 M • AFSLT / AMPCI (with ILT) >$3 M ~ $20M • ALT >$20 M Solution Design / Deployment Acceptance • Approvals aligned with funding • Design and release authority review >$3 M • Approvals aligned with funding • Design and release authority review >$3 M 11

  12. Governance forums with clear accountability 2 4 4 1 4 x AMP Limited Board Integration Steering Committee (ISC) / ALT Existing Risk Committees Release Authority Integration Program Leadership team (ILT) Design Authority Integration Program Management Office Line of Business Steering Committee (LoBSC) Synergy Governance Forum Stream Directors Business sponsors Stream Relevant program leads Program SC Projects Supporting Working Groups Business Alignment Decision-Making Forums Program Governance Forums Key Members of Steering Committee Frequency (weeks) 12

  13. AMP project methodology Pre-Initiation Initiation Business investigation Solution definition Development Solution acceptance Deployment & review Stage Gates Quality gate Seed funding Business case Business requirements Final approval Sponsor agreed • Sponsor in place Project scope • Draft • Outline • Finalised Resources • Initiation • Investigation Total Est. • Total • On Capital List • Draft Schedule • Project Schedule Schedule • Seed Funding • Initial Quote • Post Requirement • Final Approval Seed funding / business case Project mgmt plan • Draft PMP • PMP Solution architecture • High Level • Finalised • Test Plan • Test Summary Testing • Strategy • BA Plan • Draft Bus. • Process • Business & Systm Rqmts Requirements Change mgmt • Draft (In Bus. Case) • Draft Change Mgmt Plan

  14. Tracking and measurement • Rigorous approach to metrics • New company wide approach to be announced September • Monthly integration scorecard to track initiatives and business stability until then • External auditors to continue to review governance

  15. Our tomorrow plan

  16. Integration outcomes Core Target WHAT WHEN HOW • Broader choice for customers to access our advice, products and services • More relevant offers through segmentation and enhanced marketing capabilities • Single institutional brand - new AMP • Choice in advice offering - institutional or licensee sub brands • Improved knowledge of customer needs & ability to design relevant offers • Improve capacity to serve our customers through single view of the customer 2.1 Finalise SM&S structure (Sales) 2.6 Marketing value analytics 3.1 Future risk platform 3.11 Platform inv. menu review 3.16 Enhanced Approved Product Lists 4.2 AXA PAS integration to EDW 4.3 Upgrade EDW 4.6 Unified online experience 5.13 Unified CRM system 7.1 AXA rebranding 12.2 ipac Corp Super member to customer strategy Ref # 2011 2012 2013 2014 2.1 2.6 3.1 3.11 3.16 4.2 4.3 4.6 5.13 7.1 12.2 CUSTOMERS • Greater choice for planners in customer ownership model • Broader range of advice options and capabilities to meet customers needs • Multiple advice software packages (chosen at licensee level) • Common web portal infrastructure with licensee-specific ‘skins’ • Enhanced Approved Product Lists to serve customer needs • Enhanced service through single view of customer on desktop • Best in class support functions (inc. sales) 2.4 Unified PRM (Salesforce.com) 3.16 Enhanced APL’s 4.2 AXA PAS integration to EDW 4.6 Unified online experience 12.1 AXAFP brand migration 12.2 ipac Corp Super member to customer strategy 12.3 Advice best practice initiative 12.4 Planner growth best practice 12.6 Rollout best practice advice systems (Draft and Coin) 12.7 Finalise Advice divisions structures Ref # 2011 2012 2013 2014 2.4 3.16 4.2 4.6 12.1 12.2 12.3 12.4 12.6 12.7 ADVICE 16

  17. Integration outcomes Core Target WHAT WHEN HOW • Unified sales function with dedicated channel focus (advised, direct and alliances) • Common planner/adviser management software platform (Salesforce.com) • Common incentive scheme • Mobile management information capability • 2.1 Finalise SM&S structure (Sales) • 2.3 Bonus structure for unified sales team • 2.4 Unified planner relationship management system (Salesforce.com) • 4.2 AXA PAS integration to EDW • 4.3 Upgrade EDW • 8.2 Management reporting platform Ref # 2011 2012 2013 2014 2.1 2.3 2.4 4.2 4.3 8.2 SALES • Deeper customer insight capabilities • Enhanced analytic tools to manage campaigns and measure value creation • Stronger collaboration for development of relevant customer offers • Project capital management • Single view of the customer and single web portal • Account management of strategic marketing plans in each channel • 2.5 Finalise SM&S structure and key accountabilities (Strategic Marketing) • 2.6 Marketing value analytics • 4.2 AXA PAS integration to EDW • 5.13 Unified CRM system • 5.14 Unified Thunderhead across Operations • 8.2 Management reporting platform • 12.5 Common planner registry STRATEGIC MARKETING STRATEGIC MARKETING Ref # 2011 2012 2013 2014 2.5 2.6 4.2 5.13 5.14 8.2 12.5 17

  18. Integration outcomes Core Target WHAT WHEN HOW • Substantially consolidated North Wrap platform with enhanced inv. options • Single risk platform and product for Retail and Group Life • Single superannuation master trust p/form with enhanced invmt. options • Rationalised heritage product range • Compelling SMSF strategy • Hedging service provider replacement • Single life company • Single trustee company • All platforms feed data to EDW 3.1 Future risk platform 3.2 In force migration to risk platform 3.8/9 One life company (Part 9) 3.10 Trustee rationalisation 3.11 Platform inv. menu review 3.XX Product rationalisation 3.16 Enhanced Approved Product Lists 3.18 AXA Hedging services replacement 3.22 Product Future State 3.23 Finalise product divisions structure 4.2 AXA PAS integration into EDW 4.3 Upgrade EDW Ref # 2011 2012 2013 2014 3.1 3.2 3.8/9 3.10 3.11 3.12… 3.16 3.18 3.22 3.23 4.2 4.3 PRODUCT • AllianceBernstein FUM migrated to ACI • Broader and deeper multi-branded,multi-manager capability • Increased capabilities and focus on retail distribution • Improved collaboration in the development of relevant retail offers • Single custodian • Migration of Life funds to single management model 10.2 Alliance Bernstein FUM Migration 10.3 ipac investment services integration 10.4 AXA-AU single custodian 10.5 AXA-GI (NZ) transition 10.6 NMLA stat fund integration ASSET MANAGEMENT Ref # 2011 2012 2013 2014 10.2 10.3 10.4 10.5 10.6

  19. Integration outcomes Core Target WHAT WHEN HOW • Unified customer service function supporting all customers and planner/advisers of the group • Unified Process Management System to enhance management of service • Unified management operating system to manage service delivery and efficiency • Stronger telephony infrastructure to support load balancing and service flexibility across multi geographies • Single CRM platform providing single customer view • Unified online experience (portal) for customers • Single document production platform and online storage • Enhanced management information capability to measure performance • Process excellence capability to drive continuous improvement • Rationalised products / systems to simplify complex legacy environment 3.1 Future risk platform 3.8 One life company 3.xx Product rationalisation initiatives 4.2 AXA PAS integration to EDW 4.3 Upgrade EDW 4.6 Unified online experience (customers) 4.16 Document systems rationalisation 4.17 System rationalisation 5.3 Finalise Operations division structure 5.4 Unified management Operating system 5.5 Business process CoE 5.7~11 Operations best practice review 5.12 Unified business process management system 5.13 Unified CRM system 5.14 Unified document production sys. 5.15 Unified management reporting sys. 5.16 Unified call centre technology 5.17 Support self service take up 5.18 Platform consolidation benefits 5.19 Unified claims management system Ref # 2011 2012 2013 2014 3.1 3.8 3.XX 4.2 4.3 4.6 4.16 4.17 5.3 5.4 5.5 5.7~11 5.12 5.13 5.14 5.15 5.16 5.17 5.18 5.19 OPERATIONS

  20. Integration outcomes – supporting infrastructure Core Target WHAT WHEN HOW • Scaled up technology capability to cope with increased scale • Integrated information flows to enable a single view of the customer • Enhanced testing capabilities to ensure quality implementation • IT organisation structure to support the merged company • Rationalised and decommission systems • Unified networks and management • Used scale to improve our buying power • Rationalised our premises footprint 4.2 AXA PAS integration into EDW 4.3 Upgrade EDW 4.4 Improve our messaging technology to support information flows 4.5 Testing capability uplift 4.6 Unified online experience (customers and planner/advisers) 4.9 SharePoint for doc mgt/ collaboration 4.10 AXA Infrastructure integration 4.12 Premises consolidation 4.13 Reviewing and consolidating vendors 4.14 Align software licenses 4.15 Finalise IT organisation structure 4.16 Document storage rationalisation 4.17 Systems rationalisation Ref # 2011 2012 2013 2014 4.2 4.3 4.4 4.5 4.6 4.9 4.10 4.12 4.13 4.14 4.15 4.16 4.17 INFORMATION TECHNOLOGY • Unified HR management system • New performance management system • Harmonised HR policy and benefits • Unified Learning and Development • Designed culture blueprint and implement • Organisation design and selection processes 9.1 Extend HR platform to AXA 9.2 New performance management system 9.3 Harmonise HR policy 9.6 Unified Learning and Development 9.7 Culture blueprint 9.8 New leadership framework 9.11 Support divisions in finalising team structures HUMAN RESOURCES Ref # 2011 2012 2013 2014 9.1 9.2 9.3 9.6 9.7 9.8 9.11

  21. Integration outcomes Core Target WHAT WHEN HOW • Integrated Finance accounting services into a single function • Enhanced management reporting capability to improve decision quality • Harmonisedactuarial systems and processes under a unified structure • Single unified general ledger • Unified enterprise risk management capability and align processes • Aligned anti-money laundering and transaction monitoring processes • Reviewed legal efficiency and effectiveness • Managed separation from AXA SA • Taiwan transition • Finance support for New Zealand integration project • Unit pricing migration to single custodian • Finalised Group organisation structures 8.1 Accounting service transition 8.2 Management reporting platform 8.3 Actuarial systems and processes 8.4 Unified general leader 8.7 Implement risk management modeling tools 8.8 Unified risk management processes 8.9 AML CTF and Transaction monitoring harmonisation 8.10 Corporate governance system restructure 8.14 Legal efficiency and effectiveness review 8.15 New Zealand Integration 8.17 Separation from AXA SA 8.20 Legal systems consolidation 8.22 Unit pricing migration to single custodian Ref # 2011 2012 2013 2014 8.1 8.2 8.3 8.4 8.7 8.8 8.9 8.10 8.14 8.15 8.17 8.20 8.22 CORPORATE

  22. Core Integration initiatives – Start Date

  23. Dec 2011 Dec 2012 Dec 2013 Dec 2014 Q2 ‘11 Q3 ‘11 Q4 ‘11 Q1 ‘12 Q2 ‘12 Q3 ‘12 Q4 ‘12 Q1 ‘13 Q2 ‘13 Q3 ‘13 Q4 ‘13 Q1 ‘14 Q2 ‘14 Q3 ‘14 Q4 ‘14 ‘Tomorrow’ 3.18 AXA Hedging Services Replacement 3.8 One Life company (Part 9) preparation 3.7 Review potential regulatory impacts 3.9 One Life company (Part 9) 4.2 AXA PAS integration into AMP's enterprise data warehouse (EDW) 8.17 Separation from AXA SA 3.24 Retail risk product strategy 4.3 Upgrade AMP’s Data Warehouse (EDW) 11.19 Remove AXA brand 4.4 Improve our messaging technology to support information flows 9.11 Support divisions in finalising team structures 8.22 Unit pricing migration to single custodian 4.11 AXA Tech Separation agreement 4.14 Align software licenses 11.20 New Zealand Planner Retention Program 7.1 AXA brand migration 4.10 AXA infrastructure integration 8.1 Accounting service transition 8.18 Asia separation agreement 8.4 Unified general ledger Bring our companies together 8.8 Unified risk management process 4.17 System rationalisation 9.3 Harmonise HR policy 9.1 Extend HR platform to AXA 11.7 Review AXA business services opportunities 3.22 Product future state 12.7 Finalise Advice divisions structures 12.1 AXA FP rebranding 9.7 Culture transformation plan 3.10 Trustee rationalisation 8.10 Corporate governance system restructure 4.16 Document storage rationalisation 12.9 Planner retention opportunities 2.1 Finalise SM&S structure (Sales) 10.6 NMLA stat fund integration 5.18 Platform consolidation benefits 8.11 Trustee process rationalisation 2.5 Finalise SM&S structure and key accountabilities (Strategic Marketing) 8.14 Legal efficiency and effectiveness review 4.5 Testing capability uplift 4.12 Premises consolidation 8.20 Legal system consolidation 11.11 Premises consolidation 3.14 Product rationalisation initiatives 4.13 Reviewing and consolidating vendors 9.2 New performance management system 11.15 Unified online experience for advisers and customers 3.16 Enhance APLs 8.13 Review service providers 3.23 Finalise Product divisions structures 9.12 Deliver the leadership summit event 5.17 Support self service take up Build a stronger growth platform 4.15 Finalise IT@AMP organisation structure 9.14 Unified system for assessing leaders 9.9 Senior leader support on culture transformation plan 10.2 Alliance Bernstein FUM Migration 5.3 Finalise Operations division structure 11.6 Consolidation of Corporate Services 10.4 AXA-AU single custodian 5.4 Unified management operating system 10.5 AXA GI (NZ) transition 11.9 Reorganisation of business to remove overlapping functions 12.10 Non-FTE Synergy 5.7~11 Review and share best practices across Operations 11.1 Implementation of MOS & Servicing 11.8 Re-alignment of Distribution operations - development of QAN 11.12 Reviewing and consolidating commercial agreements with vendors 12.3 Advice best practice initiative ‘Today’ 10.3 ipac investment services integration Make us more competitive Legend • Strategic Marketing and Sales • Advice divisions • Group functions • Operations • IT@AMP • NZFS • HR • Product divisions • Public Affairs • AMP Capital

  24. Target state initiatives: start date

  25. Dec 2011 Dec 2012 Dec 2013 Dec 2014 Q2 ‘11 Q3 ‘11 Q4 ‘11 Q1 ‘12 Q2 ‘12 Q3 ‘12 Q4 ‘12 Q1 ‘13 Q2 ‘13 Q3 ‘13 Q4 ‘13 Q1 ‘14 Q2 ‘14 Q3 ‘14 Q4 ‘14 ‘Tomorrow’ 4.7 Unified identity and access management system 3.5 Combined standalone Group product range 5.7~11 Review and share best practices across Operations 8.9 AML CTF and transaction monitoring harmonisation Bring our companies together 4.9 Sharepointfor Shared Document Management and Collaboration 3.19 Product rationalisation initiatives 3.11 Platform investment menu review 3.12 Product rationalisation initiatives 5.15 Unified management reporting system 5.19 Unified claims management system 5.13 Unified customer relationship management system 3.13 Product rationalisation initiatives 11.4 Consolidation of Retail Wrap provider (Assure to FNZ) 3.2 Enforce Migration to Future Risk Platform 5.16 Call centre technology 7.3 New Combined Intranet for AMP Group of Companies 4.6 Unified online experience for advisers and customers 3.3 Group Risk Single Platform 3.17 Wealth Management - Synergy Migration 8.7 Implement risk management modelling tools 5.6 Implement Lean improvement opportunities 7.2 Desk based webcast access for all employees 11.3 Consolidation of Retail Unit Trust products (AIS and SIP to AXA CUT) Build a stronger growth platform 8.3 Actuarial systems and processes harmonised 2.6 Marketing value analytics 5.14 Unified Thunderhead access across Operations 5.12 Unified business process management system 11.2 Consolidation of SMT products 12.5 Common planner registry 12.6 Rollout advice systems (DRAFT and COIN) 2.4 Unified planner relationship management system (SalesForce.com) 11.5 Consolidation of Risk platforms (Talisman to CLAS) 8.15 NZ integration 8.2 Management reporting platform 3.1 Future Risk Platform 2.3 Bonus structure for unified Sales team 12.2 ipac corporate super member to customer strategy ‘Today’ 11.10 Completion and alignment of NZI phase 2 into existing IT roadmap Make us more competitive • Strategic Marketing and Sales • Advice divisions • Group functions • Operations • IT@AMP Legend • NZFS • HR • Product divisions • Public Affairs • AMP Capital

  26. Core and target state initiatives: start date

  27. Dec 2011 Dec 2012 Dec 2013 Dec 2014 Q2 ‘11 Q3 ‘11 Q4 ‘11 Q1 ‘12 Q2 ‘12 Q3 ‘12 Q4 ‘12 Q1 ‘13 Q2 ‘13 Q3 ‘13 Q4 ‘13 Q1 ‘14 Q2 ‘14 Q3 ‘14 Q4 ‘14 ‘Tomorrow’ Bring our companies together Build a stronger growth platform ‘Today’ Make us more competitive • Strategic Marketing and Sales • Advice divisions • Group functions • Operations • IT@AMP Legend • NZFS • HR • Product divisions • Public Affairs • AMP Capital

  28. Core initiatives: end date

  29. Dec 2011 Dec 2012 Dec 2013 Dec 2014 Q1 ‘12 Q2 ‘12 Q3 ‘12 Q4 ‘12 Q1 ‘13 Q2 ‘13 Q3 ‘13 Q4 ‘13 Q1 ‘14 Q2 ‘14 Q3 ‘14 Q4 ‘14 ‘Tomorrow’ 3.9 One Life company (Part 9) 9.7 Culture transformation plan 4.2 AXA PAS integration into AMP's enterprise data warehouse (EDW) 8.4 Unified general ledger 12.9 Planner retention opportunities 7.1 AXA rebranding 8.22 Unit pricing migration to single custodian 12.10 Non-FTE Synergy 3.22 Product future state 8.8 Unified risk management process 9.11 Support divisions in finalising team structures 8.1 Accounting service transition 11.19 Remove AXA brand 12.7 Finalise Advice divisions structures 9.1 Extend HR platform to AXA 4.17 System rationalisation 3.18 AXA Hedging Services Replacement 5.18 Platform consolidation benefits 12.1 AXA FP migration 8.17 Separation from AXA SA 11.20 New Zealand Planner Retention Program 9.3 Harmonise HR policy 3.23 Finalise Product divisions structures 3.8 One Life company (Part 9) preparation 4.4 Improve our messaging technology to support information flows 4.5 Testing capability uplift 3.24 Retail risk product strategy 10.6 NMLA stat fund integration 11.7 Review AXA business services opportunities 4.11 AXA Tech Separation agreement 10.5 AXA GI (NZ) transition 4.3 Upgrade AMP’s Data Warehouse (EDW) 9.14 Unified system for assessing leaders 4.14 Align software licenses 5.4 Unified management operating system 4.10 AXA infrastructure integration Bring our companies together 11.15 Unified online experience for advisers and customers 4.12 Premises consolidation 11.6 Consolidation of Corporate Services 11.1 Implementation of MOS & Servicing 8.18 Asia separation agreement 11.12 Reviewing and consolidating vendors 3.10 Trustee rationalisation 5.17 Support self service take up 10.4 AXA-AU single custodian 10.2 Alliance Bernstein FUM Migration 5.3 Finalise Operations division structure 3.7 Review potential regulatory impacts 2.1 Finalise SM&S structure (Sales) 5.7~11 Review and share best practices across Operations 3.16 Enhance APLs 9.2 Unified performance management system 9.9 Senior leader support on culture transformation plan 4.16 Document storage rationalisation 4.13 Reviewing and consolidating commercial agreements with vendors 2.5 Finalise SM&S structure and key accountabilities (Strategic Marketing) 3.14 Product rationlisation 12.3 Advice best practice initiative 8.10 Corporate governance system restructure Build a stronger growth platform 8.13 Review service providers 4.15 Finalise IT@AMP organisation structure 8.14 Legal efficiency and effectiveness review 9.12 Deliver the leadership summit event 8.20 Legal system consolidation 8.11 Trustee process rationalisation 11.11 Premises consolidation 11.9 Reorganisation of business to remove overlapping functions ‘Today’ 10.3 ipac investment services integration 11.8 Re-alignment of Distribution operations - development of QAN Make us more competitive • Strategic Marketing and Sales • Advice divisions • Group functions • Operations • IT@AMP Legend • NZFS • HR • Product divisions • Public Affairs • AMP Capital

  30. Target state initiatives: end date

  31. Dec 2011 Dec 2012 Dec 2013 Dec 2014 Q1 ‘12 Q2 ‘12 Q3 ‘12 Q4 ‘12 Q1 ‘13 Q2 ‘13 Q3 ‘13 Q4 ‘13 Q1 ‘14 Q2 ‘14 Q3 ‘14 Q4 ‘14 ‘Tomorrow’ 8.9 AML CTF and transaction monitoring harmonisation 4.7 Unified identity and access management system 5.7~11 Review and share best practices across Operations 2.6 Marketing value analytics 11.3 Consolidation of Retail Unit Trust products (AIS and SIP to AXA CUT) 5.19 Unified claims management system 3.3 Group Risk Single Platform Bring our companies together 11.2 Consolidation of SMT products 3.2 Enforce Migration to Future Risk Platform 7.3 New combined Intranet for AMP group of companies 5.13 Unified customer relationship management system 4.6 Unified online experience for advisers and customers 5.16 Call centre technology 3.11 Platform investment menu review 5.15 Unified management reporting system 3.5 Combined standalone Group product range 5.6 Implement Lean improvement opportunities 3.19 Product rationalisation initiatives 4.9 Sharepointfor Shared Document Management and Collaboration 8.2 Management reporting platform 11.4 Consolidation of Retail Wrap provider (Assure to FNZ) 7.2 Desk based webcast access for all employees 8.3 Actuarial systems and processes harmonised 11.5 Consolidation of Risk platforms (Talisman to CLAS) 3.1 Future Risk Platform 3.13 Product rationalisation initiatives 5.12 Unified business process management system 5.14 Unified document production system 3.12 Product rationalisation initiatives 3.17 Wealth Management - Synergy Migration 12.6 Rollout advice systems (DRAFT and COIN) Build a stronger growth platform 11.10 Completion and alignment of NZI phase 2 into existing IT roadmap 8.7 Implement risk management modelling tools 2.4 Unified planner relationship management system (SalesForce.com) 12.5 Common planner registry ‘Today’ 8.15 NZ integration 2.3 Bonus structure for unified Sales team Make us more competitive • Strategic Marketing and Sales • Advice divisions • Group functions • Operations • IT@AMP Legend • NZFS • HR • Product divisions • Public Affairs • AMP Capital

  32. Core and target state initiatives: end date

  33. Dec 2011 Dec 2012 Dec 2013 Dec 2014 Q1 ‘12 Q2 ‘12 Q3 ‘12 Q4 ‘12 Q1 ‘13 Q2 ‘13 Q3 ‘13 Q4 ‘13 Q1 ‘14 Q2 ‘14 Q3 ‘14 Q4 ‘14 ‘Tomorrow’ Bring our companies together Build a stronger growth platform ‘Today’ Make us more competitive • Strategic Marketing and Sales • Advice divisions • Group functions • Operations • IT@AMP Legend • NZFS • HR • Product divisions • Public Affairs • AMP Capital

  34. Questions

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