Meet the ManagementMeet the Management

AIB Investor DayLondon, 8th November 2006

Robbie Henneberry

Managing Director – AIB Group (UK) p.l.c.

2

A number of statements we will be making in our presentation and in the accompanying slides will not be based on historical fact, but will be “forward-looking” statements within the meaning of the United States Private Securities Litigation Reform Act of 1995. Actual results may differ materially from those projected in the forward looking statements. Factors that could cause actual results to differ materially from those in the forward looking statements include, but are not limited to, global, national and regional economic conditions, levels of market interest rates, credit or other risks of lending and investment activities, competitive and regulatory factors and technology change. Any ‘forward-looking’ statements made by or on behalf of the Group speak only as of the date they are made.

visit www.aibgroup.com/investorrelations

Forward looking statements

3

UK Division - a snapshot

UK regulated & incorporated since 1996

Trades as:

In GB - business banking

In NI - retail & business banking

15% of group profits

3,000 staff, 550,000 customers

£13bn loans, £8bn deposits

Business origination through 4 units: GB, FTB, mid-corporate, wealth management

Allied Irish Bank (GB)

First Trust Bank (FTB)

4

020

4060

80100

120140

160180

200220

240

2000 2001 2002 2003 IAS 2004 2005

0

2,000

4,000

6,000

8,000

10,000

12,000

2000 2001 2002 2003 2004 2005

Loans Deposits

46%

47%

48%

49%

50%

51%

52%

53%

2000 2001 2002 2003 2004 IAS 2004 2005

0.91

1.46

1.37 0.95

0.79

1.02

0.93

0

1

2

3

Dec-00 Dec-01 Dec-02 Dec-2003 Dec-2004 Dec-2005 Jun-2006

%

PBT CAGR 12.1% Loans CAGR 21.0% Deposits CAGR 14.4%

Impaired Loans

% of Average Loans

Cost / Income ratio

Strong track record

5

AIB (GB) – Great Britain

0

20

40

60

80

100

120

140

2000 2001 2002 2003 IAS 2004 2005

PBT

£’m PBT CAGR 15.5%

32 full service branches & 12 business development offices Full relationship management service to businesses in selected

sectors & connected personal customers Targeting relatively resilient sectors, avoiding adverse selection Continued migration from small to higher value mid market business

banking Distinctive customer proposition built on quality of people, customer

relationship & speed of decision making

6

First Trust Bank – Northern Ireland

0

20

40

60

80

100

120

2000 2001 2002 2003 IAS 2004 2005

PBT

£’m CAGR 8.9%

56 full service branches providing retail banking services to personal and business customers

Good performance in a lower growth environment (NI GDP 2.2%) notably in business banking and home mortgages

Reinvigorating revenue streams with refreshed proposition – new mortgages, personal loan & deposits launched - new personal current account in progress

Continued focus on efficiency and cost management

7

Mid-Corporate Banking

Regional Teams Established in London, Birmingham, Manchester, Leeds, Glasgow &

Belfast - loans £2.5bn Focused on healthcare, leisure industry, horse racing, hotels and

environmental services ‘Bank of choice’ in chosen high potential segments

Public Sector & Charities Established reputation and market share in education, social

housing, publicly funded healthcare, PFI & structured finance

Property Finance Unit New business initiative - phased build-up since January 2006 Develop existing relationships to build a high return portfolio of

leveraged property transactions for established operators

8

Wealth management

Private Banking Established presence in London & Belfast, capability now in

Birmingham, Manchester & Edinburgh Full relationship management service to HNW segment connected to

business customers Developing proposition with wider range of investment, protection &

pension products/services

Regulated Sales 45 IFAs throughout the branch network in GB and NI Sales momentum building with increased referrals from the network Developing lower cost delivery channel for mass market in Northern

Ireland with retention of IFAs for HNW segment Efficiency improvements through a combination of outsourcing &

improved use of IT

9

Investing in the franchise

Over the last 12 months:

People Corporate Banking increased by 30% Wealth Management increased by 25% 171 staff promotions

Property 6 major refurbishments/relocations

IT New banking platform installed in branch network Improved online and payments functionality

Regulation Enhanced risk & control framework

10

Key priorities

Recruitment, integration & retention of best people Quality rather than quantity bias

Diversification of income streams and delivery channels Mid-corporate & wealth management Direct channel Treasury & cash management

Enhanced focus on deepening relationships Investing in scope not scale Increasing share of chosen mid market sectors

Branch reconfiguration Removal of non-core activities to ‘centres of excellence’ Simplification and standardisation of operations Leverage of synergies across the AIB enterprise

11

UK Division: what to expect 2006-2010

Recognised by our customers as their bank of choice Providing a full service value for money proposition

Delivered by top quality people through customer chosen channel

Targeting continuation of 3% income / cost gap, further driving down cost / income ratio

Strong asset quality; current environment particularly benign

Double digit profit growth