More annual reports from Australia and New Zealand Banking Group:
2023 ReportP U R P OS E
2 0 1 6 A N N U A L R E P O R T
OUR PURPOSE IS
TO SHAPE A WORLD
WHERE PEOPLE AND
COMMUNITIES THRIVE .
ANZ’S PURPOSE
Our purpose is to shape a world where people and communities thrive.
That is why we strive to create a balanced, sustainable economy
in which everyone can take part and build a better life.
From our earliest days in the 1830s, financing commerce
and facilitating trade, our focus has always been on unlocking
opportunity for individuals, families, businesses and
communities. With fast-changing technologies, demographic
shifts, climate change and globalisation bringing both
opportunities and challenges, we now have an important
role to play in enabling economic participation and
encouraging sustainable growth.
AT ITS HEART, OUR BUSINESS
IS TRANSFORMATION
We use our insights, products and services, and our banking
network in Asia, to help individuals and businesses to grow.
We convert savings into investment, build small businesses
into large, take domestic enterprises international, and evolve
old industries into new. We transform ideas, hard work and
ambition into reality.
WE BELIEVE BANKING IS ABOUT
MORE THAN JUST FINANCE
Our business is about building relationships that create value.
By connecting people and businesses, and playing a leading
role in workplace participation and diversity, we create a
strong, cohesive and vibrant community.
We combine the energy and commitment of our people with
the power of technology and data to deliver innovative and
convenient services that make the greatest difference for
customers, and for the communities and countries in which
we operate.
WE CARE ABOUT WHO WE BANK
AND HOW WE BANK THEM
We recognise that to earn trust we need to continuously raise
standards in everything we do. We must go beyond complying
with laws and regulations to considering the evolving needs
and expectations of our stakeholders in every decision we
make, including the social and environmental impacts. We do
this through the fair and balanced deliberation and actions
that our customers, employees and society expect from us.
Details of ANZ's approach to sustainability, including
the identification of material issues and management of
sustainability risks and opportunities is available in the 2016
Corporate Sustainability Review (independently assured by
KPMG), to be published on anz.com in December 2016.
ANNUAL REPORT 2016
1
1
ANZ ANNUAL REPORT 2016 22
ANZ ANNUAL REPORT 2016
SECTION 3
Five Year Summary
Principal Risks and Uncertainties
Supplementary Information
Shareholder Information
Glossary
Alphabetical Index
178
179
188
190
198
200
CONTENTS
SECTION 1
Financial Highlights
Chairman’s Report
Chief Executive Officer’s Report
Directors’ Report
– Operating and Financial Review
– Remuneration Report
SECTION 2
Financial Statements
Notes to the Financial Statements
Directors’ Declaration and
Responsibility Statement
Independent Auditor’s Report
5
6
7
8
15
32
62
68
174
175
CONTENTS
3
SECTION
01
Financial Highlights
Chairman’s Report
Chief Executive Officer’s Report
Directors’ Report
– Operating and Financial Review
– Remuneration Report
5
6
7
8
15
32
4
4
FINANCIAL HIGHLIGHTS
Profitability
Profit attributable to shareholders of the Company ($m)
Cash profit ($m)1
Return on:
Average ordinary shareholders’ equity2
Average ordinary shareholders’ equity (cash basis)1,2
Average assets (cash basis)1
Net interest margin (cash basis)1
Cash profit per average FTE ($)1
Basic earnings per share
Basic earnings per share (cash basis)1
Efficiency
Operating expenses to operating income
Operating expenses to average assets
Operating expenses to operating income (cash basis)1
Operating expenses to average assets (cash basis)1
Balance Sheet
Gross loans and advances ($b)3
Customer deposits ($b)
Total equity ($b)
Gross impaired assets ($b)
Capital and Liquidity
Common Equity Tier 1 – APRA Basel 3
Common Equity Tier 1 – Internationally Comparable Basel 34
Liquidity Coverage Ratio (average)
Leverage Ratio – APRA
Credit impairment charges
Individual credit impairment charge ($m)
Collective credit impairment charge ($m)
Total credit impairment charge ($m)
Individual credit impairment charge as a % of average gross loans and advances3
Total credit impairment charge as a % of average gross loans and advances3
Ordinary share dividends
Interim – 100% franked (cents)5
Final – 100% franked (cents)5
Total dividend (cents)5
Ordinary share dividend payout ratio6
Cash ordinary share dividend payout ratio1,6
Preference share dividend ($m)
Dividend paid7
2016
2015
5,709
5,889
7,493
7,216
10.0%
10.3%
0.65%
2.00%
121,091
197.4
202.6
14.5%
14.0%
0.85%
2.04%
141,621
271.5
260.3
50.8%
1.15%
50.6%
1.15%
580.0
449.6
57.9
3.2
9.6%
14.5%
126%
5.3%
1,912
17
1,929
0.33%
0.34%
80
80
160
81.9%
79.4%
44.5%
1.10%
45.7%
1.10%
574.3
444.6
57.4
2.7
9.6%
13.2%
122%
5.1%
1,084
95
1,179
0.19%
0.21%
86
95
181
68.6%
71.2%
–
1
1 Cash profit excludes non-core items included in statutory profit and is provided to assist readers in understanding the results of the ongoing business activities of the Group. Cash profit is not
subject to audit by the external auditor; however, the external auditor has informed the Audit Committee that the adjustments have been determined on a consistent basis across each year
presented. Refer pages 18 and 188 to 189 for further details.
2 Average ordinary shareholders’ equity excludes non-controlling interests and preference shares.
3 Loans and advances as at 30 September 2015 include assets classified as held for sale.
4 ANZ’s interpretation of the regulations documented in the Basel Committee publications; Basel 3: A global regulatory framework for more resilient banks and banking systems, June 2011 and International
Convergence of Capital Measurement and Capital Standards, June 2006. Also includes differences identified in APRA’s information paper entitled International Capital Comparison Study, 13 July 2015.
5 Fully franked for Australian tax purposes and carry New Zealand imputation credits of NZD 9 cents per ordinary share for the proposed 2016 financial dividend (2016 interim dividend: NZD 10 cents;
2015 final dividend: NZD 11 cents; 2015 interim dividend: NZD 10 cents).
6 Dividend payout ratio is calculated using the proposed 2016 final, 2016 interim, 2015 final and 2015 interim dividends.
7 Represents dividends paid on Euro Trust Securities (preference shares) issued on 13 December 2004. The Euro Trust Securities were bought back by ANZ for cash at face value and cancelled
on 15 December 2014.
FINANCIAL HIGHLIGHTS
5
ANZ ANNUAL REPORT 2016 CHAIRMAN’S REPORT, A MESSAGE FROM DAVID GONSKI, AC
ANZ has strong customer franchises in Retail and
Commercial banking in Australia and New Zealand and
a leading position in Institutional Banking in 34 markets
including a unique presence in Asia.
The 2016 financial year has been a year of transition for ANZ
with statutory profit after tax of $5.7 billion, down 24%.
Cash profit (which excludes non-core items from statutory profit)
was $5.9 billion, down 18% due to a $1,077 million charge primarily
related to reshaping the Group to position it for improved performance
in future years. Our core business continued to perform well during
the year, with solid growth in retail and business lending in Australia
and New Zealand, and the strategic repositioning of our Institutional
business well underway.
The final dividend of 80 cents brought the total dividend for the year
to 160 cents per share fully franked, a decrease of 12%. This change
reflects a move to gradually consolidate ANZ’s dividend payout ratio
within its historic range of 60–65% of annual cash profit. Your Board
believes this provides a sustainable and fully franked dividend base
for the future.
The decision to cut the dividend, while difficult, has assisted ANZ
in continuing to strengthen its capital position. Our Common Equity
Tier One capital ratio ended the year at 9.6%, well positioned ahead of
expected increases in regulatory capital required of Australian banks.
Reputation
For the most part individual customers like and trust their own bank,
however this year has seen growing community discontent with big
business in Australia and with the banking industry in particular.
There are many reasons for this discontent, for example community
concern over the impact of globalisation, income inequality and the
effect of disruption by technology on traditional jobs.
However, we also need to accept that much of the fault lies with
businesses themselves.
There is no doubt that mistakes have been made within the banking
sector. At ANZ this has resulted in regulatory investigations, concerns
over the conduct of staff and legal action involving former customers.
While it is easy to rationalise these issues as isolated problems in a very
large business, there is more to it than that. Clearly we need to change.
I believe that large institutions, including major banks such as ANZ, have
been slower than we should have been to open the windows and to be
more transparent, to listen more to the views of the community and to
ensure there is greater focus on improving the customer experience.
Realistically, genuine sustained change takes time and even then we
will not get everything right. But at ANZ, we have begun the process.
We have formally recognised the Board's focus on the area of
sustainability by the renaming of the Governance Committee
which I chair as the Environmental, Sustainability and
Governance Committee.
A key focus of our Corporate Sustainability Framework, revised
this year to align with our longer term strategy, is to deliver fair and
responsible banking. For example, we are identifying specific areas
where we want to do better than just meet our basic obligations
by proactively contributing to our customers’ and the community’s
wellbeing. On farm loans, we have extended a drought relief package
in Australia including a moratorium on farm foreclosures in drought
declared areas.
We also believe we need to increase our community engagement
by supporting community initiatives where we believe the
capabilities of our organisation and people can make a positive
difference and give back to the community.
6
We have a role to play in enabling the social and economic
participation of people in the communities in which we operate
by improving their financial health and well-being through our
targeted inclusion programs. For example, ANZ’s MoneyMinded
financial education program has, since 2003, helped more than
420,000 people build their money management skills. As a large
employer, we also have the capacity to assist those from under-
represented groups, such as people with a disability and Indigenous
Australians, to enter the workforce and develop new skills.
I want to assure you though that we do not see this pursuit of better
customer and community engagement to be at the expense of
shareholders. On the contrary, we think our shareholders will benefit
because their bank has a longer term and more sustainable view
of the bottom-line benefits. To be frank, it also makes sense for us
to respond and re-build our community standing ourselves, rather
than to ignore our critics and invite others to attempt to improve
our community standing for us.
New Chief Executive
This year saw Shayne Elliott succeed Mike Smith as ANZ’s Chief
Executive Officer on 1 January 2016. Shayne joined ANZ in 2009
and has served as CEO of our Institutional Bank and as Chief
Financial Officer.
Shayne in the view of the Board, epitomises the attributes needed
to achieve the goals we have set for our bank. He has brought
a shift of priorities at ANZ with a focus on building a simpler,
better capitalised, better balanced bank that delivers stronger
outcomes for shareholders and for customers.
I take this opportunity of again thanking Mike Smith most
sincerely for his service over eight years as chief executive.
Board Appointments
We were pleased to announce that Jane Halton AO would join the
ANZ Board on 21 October 2016 following a distinguished career in
the Australian public service. Until her recent retirement, Jane was
Secretary of the Australian Department of Finance. Her experience in
finance, insurance, risk management, information technology, health
and ageing and public policy will be of significant benefit to the Board.
Outlook
ANZ has strong customer franchises in Retail and Commercial banking
in Australia and New Zealand and a leading position in Institutional
Banking in 34 markets including a unique presence in Asia.
The environment for banking is becoming more difficult. The sector
is facing lower revenue growth and after many years of improving
credit quality the cycle is seeing debt provisioning returning
to something closer to the long run average.
Consumer expectations are also rising in part driven by a demand
for greater transparency and the uptake of new technology. There
is greater competitive intensity as non-banks and technology
firms target the most profitable sectors of the industry. And there
is increased public and regulatory scrutiny.
However, your Board believes the management team at ANZ
is well equipped to achieve ANZ’s priority of rapidly adapting
to this environment supported by a strong culture of customer
and community service. This will position us strongly to deliver
improved growth and value to shareholders over the medium term.
David Gonski, AC
Chairman
CHIEF EXECUTIVE OFFICER’S REPORT, A MESSAGE FROM SHAYNE ELLIOTT
This year I was honoured to become ANZ’s Chief Executive Officer and
to begin a process of reshaping ANZ’s strategic focus to create a simpler,
better capitalised and more balanced bank that produces better outcomes
for customers, for shareholders and the community.
Progress in 2016
Of course a lot of what ANZ does today is already very successful.
We have great Retail and Commercial businesses in Australia and
New Zealand. In 2016, we continued to deliver a strong financial
performance based on market share gains and tight cost management
with our retail and small business franchises producing particularly
strong results.
I am pleased to report that we helped over 168,000 people in Australia
buy a home in 2016 which saw ANZ become the nation’s third largest
home lender. We also increased our support for small business providing
more than $2 billion in lending to help Australians start new businesses
and to grow their existing businesses. In New Zealand, we maintained
our position as the largest lender for housing and for businesses.
We stepped up the pace of innovation with new initiatives to compete
successfully in the digital age. This included the launch of Apple Pay™ in
Australia and New Zealand and the launch of Android Pay™ in Australia.
These market-leading initiatives contributed to more customers choosing
ANZ for their banking with over 350,000 new customers joining us, the
highest number in many years.
In Institutional Banking after a period of international expansion
and a focus on revenue growth, there was good progress in improving
returns. In doing so we are reshaping Institutional Banking to be a simpler
business focused on servicing regional trade and capital flows. This has
included a significant and ongoing reduction in low yielding assets, a
tightening of our target market and a major improvement in productivity.
We have also simplified our international presence with the recently
announced sale of our Retail and Wealth businesses in five Asian
countries. This allows us to focus our resources on continuing to provide
a unique service to our large business and institutional clients where
we are ranked as a top four corporate bank in Asia and equal number
one for relationship quality.
Industry Challenges
The banking industry however faces very significant challenges.
Increasingly technology is redefining our business and customer
expectations while political, social and regulatory expectations
of banks are also rapidly changing.
Lending demand is now more subdued after a period of high growth
and credit costs are increasing both globally and in Australia albeit from
a cyclical low. At the same time, the industry faces stubborn cost growth
related to higher technology and compliance costs.
Regulators are also requiring us to hold significantly more capital
and liquidity to operate our business and to be unquestionably strong.
Left unmanaged, these changes will restrict banks’ ability to fulfil their core
purpose in society – converting savings into investment and unlocking
opportunity for individuals, families, businesses and communities. ANZ
is dealing with these challenges decisively and evolving rapidly to ensure
we succeed in the new environment that we are facing.
Strategic Priorities and Leadership
While we do have to face challenges, our aim is to build ANZ into a
bank that is known for delivering value from innovative and convenient
banking services and for being Australia’s only truly regional bank: one
that delivers consistently strong financial results for our shareholders
with a balance between growth and return, and the short and long term.
To help us deliver against these goals, we made changes to ANZ’s senior
leadership team in January to improve our focus on our Retail, Commercial
and Institutional customers and on our four strategic priorities.
The new senior team reflects a diverse mix of experience and new talent
from inside and outside ANZ. This included two external appointments.
Maile Carnegie joined us after a career at Google and Procter & Gamble
to take on a new role as Group Executive Digital Banking highlighting the
critical importance of technology in enabling us to compete effectively
in the digital age. Michelle Jablko joined ANZ as our Chief Financial
Officer from independent investment bank Greenhill & Co where she
was Managing Director and Co-Head for Australia. She was previously
at UBS Australia.
Community Engagement
The current community discussion about the banking sector, particularly
in Australia, shows that we still have much more to do to shift our culture
and evolve the way we do business.
ANZ needs to better anticipate changing customer and community
expectations of banks based on a stronger sense of our core purpose,
ethics and fairness. In doing so we want to be known an organisation that
shapes a future where people and communities thrive by striving to create
a balanced, sustainable economy in which everyone can take part and
build a better life.
While this is a lofty goal given the starting point of the banking industry
today, we are committed to change and we expect to report significant
progress in 2017.
Our new Corporate Sustainability Framework will support the delivery
of our business strategy. While acknowledging the challenges ahead,
it is worth reflecting on the contributions ANZ has made this past year
to the communities in which we operate. Our community investment
reached approximately $90 million and we have met or made good
progress towards 85% of our 2016 public sustainability targets. We
celebrated our 1000th Aboriginal and Torres Strait Islander recruit
in Australia and continued to help refugees gain vital work experience
through our support of refugee employment programs. We passed
a milestone with 25,000 people successfully completing our Saver Plus
matched savings program, which assists low income Australians and
New Zealanders to save for their own or their children’s education.
In addition, almost 100,000 new digital banking customers are now
registered for goMoney™ in rural communities across the Pacific,
many of whom were previously unable to access banking services.
Outlook
There is a lot to do at ANZ. The environment is challenging and naturally
expectations are high. We are pleased with the initial progress that has
been made this year in reshaping our strategy and setting ANZ on a
path towards a continuous improvement in customer outcomes and
shareholder returns.
We have a consistent focus on the simplification of our business and
actively rebalancing our portfolio. Importantly, the team at ANZ is aligned
and we have a strong sense of urgency about the work that still needs
to be done. This sets us up well to increase the pace of execution in
2017 and to deliver a better bank for customers, for shareholders and
for the community.
We could not have achieved this without the hard work and commitment
of our people, and I thank them all for their contribution.
ANZ Strategic Priorities
} Create a simpler, better capitalised, better balanced and
more agile bank.
Reduce operating costs and risks by removing product and
management complexity, exiting low return and non-core
businesses and reducing our reliance on low-returning
aspects of Institutional Banking in particular.
} Focus our efforts on attractive areas where we can carve
out a winning position.
Make buying and owning a home or starting, running and
growing a small business in Australia and New Zealand easy,
and to be the best bank in the world for customers driven
by the movement of goods and capital in our region.
} Drive a purpose and values led transformation of the Bank.
Create a stronger sense of core purpose, ethics and fairness,
investing in leaders who can help sense and navigate a rapidly
changing environment.
} Build a superior everyday experience for our people
and customers to compete in the digital age.
Build more convenient, engaging banking solutions
that simplify the lives of customers and our people.
Shayne Elliott
Chief Executive Officer
CHAIRMAN’S REPORT AND CHIEF EXECUTIVE OFFICER’S REPORT
7
ANZ ANNUAL REPORT 2016 DIRECTORS’ REPORT
The directors present their report together with the financial statements of the consolidated entity (the Group),
being Australia and New Zealand Banking Group Limited (the Company) and its controlled entities, for the
year ended 30 September 2016 and the independent auditor’s report thereon. The information is provided
in conformity with the Corporations Act 2001.
Principal Activities
State of Affairs
In the Directors’ opinion there have been no significant changes
in the state of affairs of the Group during the financial year other than
the strategic repositioning of the Institutional business to improve
capital efficiency and returns.
Dividends
The Directors propose that a fully franked final dividend of 80 cents
per fully paid ANZ ordinary share will be paid on 16 December 2016.
The proposed payment amounts to approximately $2,342 million.1
During the financial year, the following fully franked dividends were
paid on fully paid ANZ ordinary shares:
Type
Final 2015
Interim 2016
Cents
per share
Dividend
amount $m1
Date of payment
95
80
2,758
2,334
16 December 2015
1 July 2016
1 Amounts are before bonus option plan adjustments.
The 2016 interim dividend of 80 cents together with the proposed
2016 final dividend of 80 cents brings the total dividends in relation
to the year ended 30 September 2016 to 160 cents per fully paid ANZ
ordinary share fully franked. New Zealand imputation credits of NZ
11 cents per fully paid ANZ ordinary share were attached in respect
of the 2015 final dividend and NZ 10 cents per fully paid ANZ ordinary
share were attached in respect of the 2016 interim dividend. It is
proposed that New Zealand imputation credits of NZ 9 cents per fully
paid ANZ ordinary share will be attached in respect of the proposed
2016 final dividend.
Further details on dividends proposed or paid during the year ended
30 September 2016 on the Company’s ordinary and preference shares
are set out in notes 7 and 31 to the financial statements.
Operating and Financial Review
A review of the Group during the financial year and the results of
those operations, including an assessment of the financial position
and business strategies of the Group, is contained in the Chairman’s
Report, the Chief Executive Officer’s Report and the Operating and
Financial Review section of this Directors’ Report in this Annual Report.
The Group provides a broad range of banking and financial products
and services to retail, small business, corporate and institutional clients.
Geographically, operations span Australia, New Zealand, a number
of countries in the Asia Pacific region, the United Kingdom, France,
Germany and the United States.
The Group operates on a divisional structure with Australia,
Institutional, New Zealand, Wealth Australia and Asia Retail
& Pacific being the major operating divisions.
Results
Consolidated profit after income tax attributable to shareholders
of the Company was $5,709 million, a decrease of 24% compared
to the prior year. Key factors affecting the result were:
} Operating income decreased $561 million (-3%) driven by lower
other operating income of $1,040 million, partially offset by higher
net interest income of $479 million (+3%). The reduction in other
operating income was due to an impairment of our investment
in AMMB Holdings Berhad, a refinement to our methodology to
value derivatives and lower income from Institutional as a result
of the strategic repositioning of that business. Growth in net
interest income was driven by a 5% increase in average interest
earnings assets, partially offset by a 4 basis point decline in net
interest margin.
} Operating expenses increased $1,044 million (+11%) mostly due
to initiatives to reposition the Group for improved performance
in future years, including a $247 million increase in restructuring
charges and a $743 million charge from the change in the
application of accounting policy to accelerate software amortisation.
} Credit impairment charges increased $750 million (+64%) due to
higher provisions in Institutional partly as a result of moderating
economic activity in the resource sector, and the settlement of
the Oswal legal dispute.
On the Group's balance sheet, total assets increased by $25.0 billion
(+3%), total liabilities increased by $24.5 billion (+3%) and total
equity increased by $0.5 billion (+1%). Key factors include:
} Available for sale assets increased by $19.4 billion (+45%) due
to growth in the liquidity portfolio.
} Net loans and advances increased by $13.7 billion (+2%) driven
by strong home loan growth in both Australia and New Zealand.
} Esanda Dealer Finance assets were sold to Macquarie Group Limited.
} Deposits and other borrowings increased by $17.4 billion (+3%)
driven by an increase in deposits from banks in Institutional as well
as growth in demand deposits in both Australia and New Zealand.
} Subordinated debt increased by $5.0 billion (+29%) due to new
debt issuances.
Further details are contained in the Operating and Financial Review
section of this Directors’ Report on pages 15 to 31.
8
Events since the end of the Financial Year
On 31 October 2016 the Group announced it had entered into an
agreement to sell its Retail and Wealth businesses in Singapore, China,
Hong Kong, Taiwan and Indonesia to DBS Bank Limited.
Further details are contained in note 44 on page 173 of this report.
Other than the matters outlined above, there were no significant
events from 30 September 2016 to the date of this report.
Future Developments
Details of likely developments in the operations of the Group and
its prospects in future financial years are contained in the Chairman’s
Report, the Chief Executive Officer’s Report and the Operating and
Financial Review section of this Directors’ Report on pages 15 to 31.
Environmental Regulation
ANZ recognises the expectations of its stakeholders – customers,
shareholders, staff and the community – to operate in a way that
mitigates its environmental impact. It sets and reports against
public targets regarding its environmental performance.
In Australia, ANZ meets the requirements of the National Greenhouse
and Energy Reporting Act 2007 (Cth), which imposes reporting
obligations where energy production, usage or greenhouse gas
emissions trigger specified thresholds.
ANZ holds a licence under the Water Act 1989 (Vic), allowing
it to extract water from the Yarra River for thermal regulation
of its Melbourne head office building. The licence specifies daily
and annual limits for the extraction of water from the Yarra River
with which ANZ fully complies. The extraction of river water
reduces reliance on the high quality potable water supply and
is one of several environmental initiatives that ANZ has introduced
at its Melbourne head office building.
The Group does not believe that its operations are subject to
any particular and significant environmental regulation under
a law of the Commonwealth of Australia or of an Australian State
or Territory. It may become subject to environmental regulation
as a result of its lending activities in the ordinary course of
business and has developed policies to identify and manage
such environmental matters.
Having made due enquiry, and to the best of ANZ’s knowledge,
no entity of the Group has incurred any material environmental
liability during the year.
Further details of ANZ’s environmental performance, including
progress against its targets and details of its emissions profile,
are available on anz.com > About us > Corporate Sustainability.
Directors’ Qualifications, Experience and Special Responsibilities
As at the date of this report, the Board comprises eight Non-Executive Directors and one Executive Director, the Chief Executive Officer.
The names of the Directors, together with details of their qualifications, experience and special responsibilities are set out below.
MR D M GONSKI, AC, Chairman, Independent Non-Executive Director and Chair of the Environmental, Sustainability and Governance Committee
BCom, LLB, FAICD(Life), FCPA
Chairman since 1 May 2014 and a Non-Executive Director since February 2014. Mr Gonski is an ex-officio member of all Board Committees
including Chair of the Environmental, Sustainability and Governance Committee.
Skills, experience and expertise
Mr Gonski is one of Australia’s most respected business leaders and
company directors with business experience in Australia and Asia,
and a broad range of involvement with the government, education
and community sectors. Mr Gonski served previously as a Director
on the ANZ Board from 2002 to 2007.
Current Directorships
Chairman: Coca-Cola Amatil Limited (from 2001, Director from 1997),
and The University of New South Wales Foundation Limited (from
2005, Director from 1999).
Director/Member: Lowy Institute for International Policy (from 2012),
Australian Philanthropic Services Limited (from 2012), ASIC External
Advisory Panel (from 2013) and Advisory Committee for Optus
Limited (from 2013).
Chancellor: University of New South Wales Council (from 2005).
President: Art Gallery of NSW Trust (from 2016).
Former Directorships include
Former Chairman: Sydney Theatre Company Ltd (2010–2016),
Guardians of the Future Fund of Australia (2012–2014), Swiss Re Life
& Health Australia Limited (2011–2014), Investec Bank (Australia)
Limited (2002–2014), Investec Holdings Australia Limited (2002–
2014), Ingeus Limited (2009–2014), National E-Health Transition
Authority Ltd (2008–2014), Federal Government Review Panel of
Funding for Schooling (The Gonski Review) (2011–2012), Advisory
Committee to the NSW Government Commission of Audit
(2011–2012) and ASX Limited (2008–2012, Director from 2007).
Former Director: Singapore Telecommunications Limited (2013–2015),
Investec Property Limited (2005–2014), Infrastructure NSW
(2011–2014) and Singapore Airlines Limited (2006–2012).
Former Consultant: Morgan Stanley Australia Limited (1997–2012).
Age: 63. Residence: Sydney, Australia.
DIRECTORS’ REPORT
9
ANZ ANNUAL REPORT 2016 DIRECTORS’ REPORT (continued)
MR S C ELLIOTT, Chief Executive Officer and Executive Director
BCom
Chief Executive Officer and Executive Director since 1 January 2016
Skills, experience and expertise
Mr Elliott has over 30 years’ experience in international banking
including in Australia, New Zealand, Asia Pacific, the Middle East,
the UK and the USA. Mr Elliott joined ANZ as CEO Institutional in June
2009, and was appointed Chief Financial Officer in 2012, where he
was responsible for all aspects of Finance as well as Group Strategy,
Legal, Treasury, Investor Relations and Mergers and Acquisitions.
Prior to joining ANZ, Mr Elliott held senior executive roles at EFG
Hermes which included Chief Operating Officer. Mr Elliott was
previously with Citigroup where he held various senior positions
across various geographies and business sectors over the course
of 20 years. He started his career in various roles with Citibank
New Zealand and Citibank UK.
MS I R ATLAS, Independent Non-Executive Director
Current Directorships
Director: ANZ Bank New Zealand Limited (from 2009), ANZ Holdings
(New Zealand) Limited (from 2012) and the Financial Markets
Foundation for Children (from 2016).
Member: Australian Banker’s Association (from 2016), Business
Council of Australia (from 2016) and Male Champions of Change
(from 2016).
Former Directorships include
Former Director: ANZ Securities Limited (2009–2012).
Age: 52. Residence: Melbourne, Australia.
BJuris (Hons), LLB (Hons), LLM
Non-Executive Director since September 2014. Ms Atlas is a member of the Audit Committee, Human Resources Committee and Environmental,
Sustainability and Governance Committee.
Skills, experience and expertise
Ms Atlas brings a strong financial services background and legal
experience to the Board. Ms Atlas’ last executive role was Group
Executive, People at Westpac, where she was responsible for human
resources, corporate affairs and sustainability. Prior to that, she
was Westpac’s Group Secretary and General Counsel. Before her
10 years at Westpac, Ms Atlas was a partner in law firm Mallesons
Stephen Jaques (now King & Wood Mallesons). In addition to her
practice in corporate law, she held a number of management roles
in the firm including Executive Partner, People and Information,
and Managing Partner.
Current Directorships
Chairman: The Bell Shakespeare Company Limited (from 2010,
Director from 2004).
Director: Coca-Cola Amatil Limited (from 2011), Westfield Corporation
Limited (from 2014), Treasury Corporation of New South Wales (from
2013), Oakridge Wines Pty Limited (from 2007), Human Rights Law
Centre Ltd (from 2012) and Jawun (from 2014).
Member: Australian Institute of Company Directors’ Corporate
Governance Committee (from 2014) and Panel of Adara Partners
(from 2015).
Fellow: Senate of the University of Sydney (from 2015).
Former Directorships include
Former Director: Suncorp Group Limited (2011–2014),
Suncorp-Metway Limited (2011–2014), GIO General Limited
(2011–2013), AAI Limited (2011–2014) and Scentre Group Limited
(previously known as Westfield Holdings Limited) (2011–2014).
Age: 62. Residence: Sydney, Australia.
MS P J DWYER, Independent Non-Executive Director and Chair of the Audit Committee
BCom, FCA, SF Fin, FAICD
Non-Executive Director since April 2012. Ms Dwyer is a member of the Risk Committee and Human Resources Committee.
Skills, experience and expertise
Ms Dwyer brings extensive board, financial services, strategy and
business leadership experience. Her career as a company director
spans financial services and investment, healthcare, gambling
entertainment, fast moving consumer goods, property and
construction and retailing sectors. She has held senior executive
roles in investment management at Calibre Asset Management,
corporate finance at Ord Minnet (J P Morgan) and accounting
at Price Waterhouse (now PricewaterhouseCoopers).
Current Directorships
Chairman: Tabcorp Holdings Limited (from 2011, Director from 2005),
Healthscope Limited (from 2014) and Kin Group Advisory Board
(from 2014).
Director: Lion Pty Ltd (from 2012).
Member: Kirin International Advisory Board (from 2012).
Former Directorships include
Former Deputy Chairman: Leighton Holdings Limited (2013–2014,
Director 2012) and Baker IDI Heart and Diabetes Institute (2003–2013).
Former Director: Suncorp Group Limited (2007–2012), Promina
Limited (2002–2007) and Foster’s Group Limited (2011).
Former Member: John Holland Group Advisory Board (2012–2014),
Australian Government Takeovers Panel (2008–2014) and ASIC
External Advisory Panel (2012–2015).
Age: 56. Residence: Melbourne, Australia.
10
MS S J HALTON, AO, PSM, Independent Non-Executive Director
BA (Hons) Psychology, FAIM, FIPAA, NAM, Hon. FAAHMS, Hon. FACHSE, Hon. DLitt (UNSW)
Non-Executive Director since October 2016.
Skills, experience and expertise
Ms Halton is a former Secretary of the Australian Department of Finance,
responsible for supporting the delivery of the Australian Government
budget, the ongoing management of the Australian Government’s
non-defence domestic property portfolio, key asset sales and the
financial framework for Australian Government agencies. She brings to
the Board extensive experience in finance, insurance, risk management,
information technology, human resources, health and ageing and
public policy. She also has significant international experience.
In a 33 year career within the public service, Ms Halton’s previous roles
include Secretary of the Australian Department of Health, Secretary
for the Department of Health and Ageing, and Executive Co-ordinator
(Deputy Secretary) of the Department of the Prime Minister and Cabinet.
Current Directorships
Member: Executive Board of the Institute of Health Metrics and
Evaluation at the University of Washington (from 2007).
Board Member: Coalition for Epidemic Preparedness Innovations
(Norway) (from 2016).
Public Policy Fellow: ANU Crawford School of Public Policy (from 2012).
Adjunct Professor: University of Sydney and University of Canberra.
Former Directorships include
Former Chairman: OECD Asian Senior Budget Officials Network (from
2014–2016), World Health Organisation Executive Board (2013–2014),
OECD’s Health Committee (2007–2013), Food Regulation Standing
Committee (2002–2014) and National Aboriginal and Torres Strait
Islander Health Council (2002–2008).
Former President: World Health Assembly (2007).
Former Executive Board Member: World Health Organisation
(2004–2007 and 2012–2015).
Former Member: Melbourne Institute Advisory Board (2007–2015),
the National E-Health Transition Authority (2005–2014) and Australian
Institute of Health and Welfare (2002–2014).
Former Commissioner: Australian Sports Commission (2008–2010 and
2013–2014), Australian Commission on Safety and Quality in Health
Care (2006–2015) and Health Insurance Commission (2002–2005).
Age: 56. Residence: Canberra, Australia.
MR LEE HSIEN YANG, Independent Non-Executive Director and Chair of the Digital Business and Technology Committee
MSc, BA
Non-Executive Director since February 2009. Mr Lee is a member of the Risk Committee and Human Resources Committee.
Skills, experience and expertise
Mr Lee has considerable knowledge of and operating experience
in Asia. He has a background in engineering and brings to the Board
his international business and management experience across a wide
range of sectors including telecommunications, food and beverages,
property, publishing and printing, financial services, education, civil
aviation and land transport.
Current Directorships
Chairman: The Islamic Bank of Asia Limited (from 2012, Director from
2007), Civil Aviation Authority of Singapore (from 2009) and General
Atlantic Singapore Fund Pte Ltd (from 2013).
Director: Rolls-Royce Holdings plc (from 2014), General Atlantic
Singapore Fund FII Pte Ltd (from 2014), Cluny Lodge Pte Ltd (from
1979) and Caldecott Inc. (from 2013).
Member: Governing Board of Lee Kuan Yew School of Public Policy
(from 2005).
Special Adviser: General Atlantic (from 2013).
Consultant: Capital International Inc Advisory Board (from 2007).
President: INSEAD South East Asia Council (from 2013).
Former Directorships include
Former Chairman: Fraser & Neave, Limited (2007–2013) and Asia
Pacific Investments Pte Ltd (2010–2012, Director 2009–2012).
Former Director: Singapore Exchange Limited (2004–2016).
Former Member: Rolls Royce International Advisory Council (2007–2013).
Former Chief Executive Officer: Singapore Telecommunications
Limited (1995–2007).
Age: 59. Residence: Singapore.
MR G R LIEBELT, Independent Non-Executive Director and Chair of the Human Resources Committee
BEc (Hons), FAICD, FTSE, FAIM
Non-Executive Director since July 2013. Mr Liebelt is a member of the Risk Committee, Environmental, Sustainability and Governance Committee
and Digital Business and Technology Committee.
Skills, experience and expertise
Mr Liebelt has extensive international experience and a strong
record of achievement as a senior executive including in strategy
development and implementation. He brings to the Board his
experience of a 23 year executive career with Orica Limited
(including a period as Chief Executive Officer), a global mining
services company with operations in more than 50 countries.
Current Directorships
Chairman: Amcor Limited (from 2013, Director from 2012).
Director: Australian Foundation Investment Company Limited
(from 2012), Carey Baptist Grammar School (from 2012) and
DuluxGroup Limited (from 2016).
Former Directorships include
Former Deputy Chairman: Melbourne Business School (2012–2015,
Director from 2008).
Former Chairman: The Global Foundation (2014–2015, Director
from 2006).
Former Chief Executive Officer and Managing Director: Orica Limited
(2005–2012).
Former Executive Director: Orica Limited (2007–2012).
Former Director: Business Council of Australia (2010–2012).
Age: 62. Residence: Melbourne, Australia.
DIRECTORS’ REPORT
11
ANZ ANNUAL REPORT 2016 DIRECTORS’ REPORT (continued)
MR I J MACFARLANE, AC, Independent Non-Executive Director and Chair of the Risk Committee
BEc (Hons), MEc, Hon DSc Syd., Hon DSc UNSW, Hon DCom Melb., Hon DLitt Macq., Hon LLD Monash
Non-Executive Director since February 2007. Mr Macfarlane is a member of the Environmental, Sustainability and Governance Committee
and Audit Committee.
Skills, experience and expertise
During his 28 year career at the Reserve Bank of Australia including
a 10 year term as Governor, Mr Macfarlane made a significant
contribution to economic policy in Australia and internationally.
He has a deep understanding of financial markets as well as a long
involvement with Asia.
Current Directorships
Director: Lowy Institute for International Policy (from 2004).
Member: International Advisory Board of Goldman Sachs (from 2007).
Former Directorships include
Former Chairman: Payments System Board (1998–2006) and
Australian Council of Financial Regulators (1998–2006).
Former Governor: Reserve Bank of Australia (Member 1992–2006,
Chairman 1996–2006).
Former Director: Woolworths Limited (2007–2015) and Leighton
Holdings Limited (2007–2013).
Former Member: Council of International Advisers to the China
Banking Regulatory Commission (2009–2015) and International
Advisory Board of CHAMP Private Equity (2007–2015).
Age: 70. Residence: Sydney, Australia.
MR J T MACFARLANE, Independent Non-Executive Director
BCom, MCom (Hons)
Non-Executive Director since May 2014. Mr Macfarlane is a member of the Audit Committee, Risk Committee and Digital Business and
Technology Committee.
Skills, experience and expertise
Mr Macfarlane is one of Australia’s most experienced international
bankers and previously served as Executive Chairman of Deutsche
Bank Australia and New Zealand, and CEO of Deutsche Bank
Australia. Prior to joining Deutsche Bank he was CEO of Bankers
Trust New Zealand. Mr Macfarlane has also worked in the USA, Japan
and PNG, and brings to the Board a depth of banking experience
in ANZ’s key markets in Australia, New Zealand and the Asia Pacific.
Current Directorships
Chairman: AGInvest Holdings Limited (MyFarm Limited) (from 2014).
Director: St. Vincent’s Institute of Medical Research (from 2008), Craigs
Investment Partners Limited (from 2013), Colmac Group Pty Ltd (from
2014) and Aikenhead Centre for Medical Discovery Limited (from 2016).
Former Directorships include
Former Executive Chairman: Deutsche Bank AG, Australia and
New Zealand (2007–2014) and Chief Country Officer, Australia
(2011–2014).
Former Director: Deutsche Australia Limited (2007–2014) and
Deutsche Securities Australia Limited (2011–2014).
Former Chief Executive Officer: Deutsche Australia Limited
(2011–2014).
Former President: Deutsche Securities, Japan (1999–2006).
Former Chief Country Officer: Deutsche Bank AG (1999–2006).
Former Member: Business Council of Australia (2011–2014).
Age: 56. Residence: Melbourne, Australia.
Directors’ attendance at Board and Committee meetings
Details of the number of Board and Board Committee meetings held during the year and Directors’ attendance at those meetings are set out below.
Board
Risk
Committee
Audit
Committee
Human
Resources
Committee
Environmental,
Sustainability
and Governance
Committee
Digital Business
and Technology
Committee
Executive
Committee
of the Board
Committee
of the Board1
Shares
Committee1
I R Atlas
P J Dwyer
S C Elliott2
D M Gonski
Lee Hsien Yang
G R Liebelt
I J Macfarlane
J T Macfarlane
M R P Smith3
A
13
13
10
13
13
13
13
13
3
B
12
13
10
13
13
13
13
13
3
A
8
8
8
8
8
8
B
7
8
8
8
8
8
A
8
8
8
8
8
B
8
8
8
8
8
A
6
6
6
6
6
B
6
6
6
6
6
A
4
4
4
4
B
4
4
4
4
A
B
4
4
4
4
4
4
4
4
A
1
1
1
B
1
1
1
A
4
6
5
10
2
3
2
1
3
B
4
6
5
10
2
3
2
1
3
A
1
2
B
1
2
1
1
Column A – Indicates the number of meetings the Director was eligible to attend.
Column B – Indicates the number of meetings attended. The Chairman is an ex-officio member of the Audit, Environmental, Sustainability
and Governance, Human Resources, Risk and Digital Business and Technology Committees.
With respect to Committee meetings, the table above records attendance of Committee members. Any Director is entitled to attend these
meetings and from time to time Directors attend meetings of Committees of which they are not a member. Ms S J Halton was appointed
as a Director on 21 October 2016, after the end of financial year.
1 The meetings of the Shares Committee and Committee of the Board as referred to in the table above include those conducted by written resolution.
2 Mr Elliott was appointed as a Director on 1 January 2016.
3 Mr Smith ceased to be a Director on 31 December 2015.
12
Corporate Governance Statement
ANZ is committed to maintaining a high standard in its governance
framework. ANZ confirms it has followed the ASX Corporate
Governance Council’s Corporate Governance Principles and
Recommendations (3rd edition) (ASX Governance Principles)
during the 2016 financial year. ANZ’s Corporate Governance
Statement, together with the ASX Appendix 4G which relates
to the Corporate Governance Statement, can be viewed at
anz.com/CorporateGovernance and has been lodged with the ASX.
Non-audit Services
The Group’s Stakeholder Engagement Model for Relationship with the
External Auditor (which incorporates requirements of the Corporations
Act 2001 and international best practice) states that the external
auditor may not provide services that are perceived to be in conflict
with the role of the external auditor. These include consulting advice
and sub-contracting of operational activities normally undertaken
by management, and engagements where the external auditor may
ultimately be required to express an opinion on its own work.
As an overseas listed issuer on the NZX, ANZ is deemed to comply
with the NZX Listing Rules provided that it remains listed on the ASX,
complies with the ASX Listing Rules and provides the NZX with all the
information and notices that it provides to the ASX. ANZ met those
requirements during the year.
The ASX Governance Principles may materially differ from the NZX’s
corporate governance rules and the principles of the NZX’s Corporate
Governance Best Practice Code. More information about the
corporate governance rules and principles of the ASX can be found
at asx.com and, in respect of the NZX, at nzx.com.
Specifically the Stakeholder Engagement Model:
} limits the non-audit services that may be provided;
} requires that audit, audit-related and permitted non-audit services
must be pre-approved by the Audit Committee, or pre-approved
by the Chairman of the Audit Committee (or up to a specified
amount by a limited number of authorised senior members
of management) and notified to the Audit Committee; and
} requires that the external auditor does not commence an
engagement for the Group until the Group has confirmed
that the engagement has been pre-approved.
Company Secretaries’ Qualifications
and Experience
Currently there are three people appointed as Company Secretaries
of the Company. Details of their roles are contained in the Corporate
Governance Statement. Their qualifications and experience are as follows:
} Bob Santamaria, BCom, LLB (Hons) Group General Counsel.
Mr Santamaria joined ANZ in 2007. He had previously been a Partner
at the law firm Allens Arthur Robinson (now Allens) since 1987.
He was Executive Partner Corporate, responsible for client liaison
with some of Allens Arthur Robinson’s largest corporate clients.
Mr Santamaria brings to ANZ a strong background in leadership of
a major law firm, together with significant experience in securities,
mergers and acquisitions. He holds a Bachelor of Commerce and
Bachelor of Laws (Honours) from the University of Melbourne.
} Simon Pordage, LLB (Hons), FGIA, FCIS, MAICD
Company Secretary.
Mr Pordage joined ANZ in May 2016. Mr Pordage is a Chartered
Secretary and has extensive company secretarial and corporate
governance experience. From 2009 to 2016 he was Company
Secretary for Australian Foundation Investment Company Limited
and a number of other listed investment companies. Other former
roles include being Deputy Company Secretary for ANZ and Head
of Board Support for Barclays PLC in the United Kingdom.
Mr Pordage is National President and Chairman of Governance
Institute of Australia, having joined the Board in 2012 and
is a member and former Chairman of its National Legislation
Review Committee.
} John Priestley, BEc, LLB, FGIA, FCIS.
Mr Priestley, a qualified lawyer, joined ANZ in 2004. Prior to
joining ANZ, he had a long career with Mayne Group and held
positions which included responsibility for the legal, company
secretarial, compliance and insurance functions. He is a Fellow
of the Governance Institute of Australia and also a member of the
Governance Institute of Australia’s National Legislation Review
Committee. Mr Priestley was responsible for the day to day
operation of ANZ’s Company Secretariat function from 2004
to July 2016 when Simon Pordage took over that responsibility.
He is currently a member of ANZ’s Group Legal team.
Further details about the Stakeholder Engagement Model can
be found in the Corporate Governance Statement.
The Audit Committee has reviewed the non-audit services provided
by the external auditor (KPMG) for 2016, and has confirmed that
the provision of non-audit services for 2016 is consistent with the
Stakeholder Engagement Model and compatible with the general
standard of independence for external auditors imposed by the
Corporations Act 2001. This has been formally advised by the Audit
Committee to the Board of Directors.
The external auditor has confirmed to the Audit Committee that it has:
} implemented procedures to ensure it complies with independence
rules both in Australia and the United States; and
} complied with domestic policies and regulations, together with
the regulatory requirements of the US Securities and Exchange
Commission, and ANZ’s policy regarding the provision of non-audit
services by the external auditor.
The non-audit services supplied to the Group by the Group’s external
auditor, KPMG, or by another person or firm on KPMG’s behalf,
and the amount paid or payable by the Group by type of non-audit
service during the year ended 30 September 2016 are as follows:
Non-audit services
Training related services
Controls related assessments
Methodology and procedural reviews
Total
Amount paid/payable
$’000’s
2016
2015
368
137
52
557
44
–
338
382
Further details on the compensation paid to KPMG is provided
in note 42 to the financial statements including details of audit
related services provided during the year of $5.678 million
(2015: $5.487 million).
For the reasons set out above, the Directors are satisfied that
the provision of non-audit services by the external auditor during
the year ended 30 September 2016 is compatible with the general
standard of independence for external auditors imposed by the
Corporations Act 2001.
DIRECTORS’ REPORT
13
ANZ ANNUAL REPORT 2016
DIRECTORS’ REPORT (continued)
Directors’ and Officers’ Indemnity
The Company’s Constitution (Rule 11.1) permits the Company to
indemnify any officer or employee of the Company against liabilities
(so far as may be permitted under applicable law) incurred as such
an officer or employee. It is the Company’s policy that its employees
should be protected from any liability they incur as a result of acting
in the course of their employment, subject to appropriate conditions.
Under the policy, the Company will indemnify employees and former
employees against any liability they incur to any third party as a result
of acting in the course of their employment with the Company
or a subsidiary of the Company and this extends to liability incurred
as a result of their appointment/nomination by or at the request
of the Group as an officer or employee of another corporation
or body or as trustee.
The indemnity is subject to applicable law and in addition will not
apply to liability arising from:
} serious misconduct, gross negligence or lack of good faith;
} illegal, dishonest or fraudulent conduct; or
} material non-compliance with the Company’s policies, processes
or discretions.
The Company has entered into Indemnity Deeds with each of
its Directors, with certain secretaries and former Directors of the
Company, and with certain employees and other individuals who
act as directors or officers of related bodies corporate or of another
company. To the extent permitted by law, the Company indemnifies
the individual for all liabilities, including costs, damages and
expenses incurred in their capacity as an officer of the company
to which they have been appointed. In accordance with Mr Elliott’s
Deed, the Company has paid legal expenses incurred by the
Company, Mr Elliott and another executive in defending defamation
proceedings brought against them by a third party.
The Company has indemnified the trustees and former trustees
of certain of the Company’s superannuation funds and directors,
former directors, officers and former officers of trustees of various
Company sponsored superannuation schemes in Australia. Under
the relevant Deeds of Indemnity, the Company must indemnify each
indemnified person if the assets of the relevant fund are insufficient
to cover any loss, damage, liability or cost incurred by the indemnified
person in connection with the fund, being loss, damage, liability
or costs for which the indemnified person would have been entitled
to be indemnified out of the assets of the fund in accordance with
the trust deed and the Superannuation Industry (Supervision) Act
1993. This indemnity survives the termination of the fund. Some
of the indemnified persons are or were Directors or executive
officers of the Company.
The Company has also indemnified certain employees of the Company,
being trustees and administrators of a trust, from and against any
loss, damage, liability, tax, penalty, expense or claim of any kind
or nature arising out of or in connection with the creation, operation
or dissolution of the trust or any act or omission performed or omitted
by them in good faith and in a manner that they reasonably believed
to be within the scope of the authority conferred by the trust.
Except for the above, neither the Company nor any related body
corporate of the Company has indemnified or made an agreement
to indemnify any person who is or has been an officer or auditor
of the Company against liabilities incurred as an officer or auditor
of the Company.
During the financial year, the Company has paid premiums
for insurance for the benefit of the directors and employees
of the Company and related bodies corporate of the Company.
14
In accordance with common commercial practice, the insurance
prohibits disclosure of the nature of the liability insured against
and the amount of the premium.
Rounding of Amounts
The Company is a company of the kind referred to in Australian
Securities and Investments Commission Corporations (Rounding
in Financial/Directors' Reports) Instrument 2016/191 pursuant
to Sections 341(1) and 992B(1) of the Corporations Act 2001.
As a result, amounts in this Directors’ Report and the accompanying
financial statements have been rounded to the nearest million dollars
except where otherwise indicated.
Key Management Personnel and Employee
Share and Option Plans
Details of equity holdings of Non-Executive Directors, the Chief Executive
Officer and Disclosed Executives during the 2016 financial year and
as at the date of this report are detailed in the Remuneration Report.
Details of options/rights issued over shares granted to the Chief
Executive Officer and Disclosed Executives during the 2016 financial year
and as at the date of this report are detailed in the Remuneration Report.
Details of options/rights issued over shares granted to employees
during the 2016 financial year and on issue as at the date of this
report are detailed in note 39 of the 2016 financial statements.
Details of shares issued as a result of the exercise during the 2016
financial year of options/rights granted to employees are detailed
in note 39 of the 2016 financial statements.
Other details about the share options/rights issued, including any
rights to participate in any share issues of the Company, are set out
in note 39 of the 2016 financial statements. No person entitled
to exercise any option/right has or had, by virtue of an option/right,
a right to participate in any share issue of any other body corporate.
The names of all persons who currently hold options/rights are entered
in the register kept by the Company pursuant to section 170 of the
Corporations Act 2001. This register may be inspected free of charge.
Lead Auditor’s Independence Declaration
The lead auditor’s independence declaration given under section
307C of the Corporations Act is set out below and forms part
of this Directors’ Report for the year ended 30 September 2016.
THE AUDITOR’S INDEPENDENCE DECLARATION
Lead Auditor’s Independence Declaration under Section 307C of the
Corporations Act 2001
To: the Directors of Australia and New Zealand Banking Group Limited
I declare that, to the best of my knowledge and belief, in relation to the
audit for the financial year ended 30 September 2016, there have been:
i) no contraventions of the auditor independence requirements as
set out in the Corporations Act 2001 in relation to the audit; and
ii) no contraventions of any applicable code of professional conduct
in relation to the audit.
KPMG
Melbourne
2 November 2016
Andrew Yates
Partner
DIRECTORS’ REPORT (continued)
OPERATING AND FINANCIAL REVIEW
This Operating and Financial Review has been prepared in accordance with section 299A of the Corporations
Act 2001 and Australian Securities and Investments Commission (ASIC) Regulatory Guide 247: Effective disclosure
in an operating and financial review. It sets out information that allows shareholders to assess the Group’s
operations, financial position, business strategies and prospects for future financial years. This information
complements and provides context to the financial report.
Operations of the Group
OVERVIEW
PRINCIPAL ACTIVITIES OF DIVISIONS
ANZ provides a broad range of banking and financial products
and services to retail, small business, corporate and institutional
clients. Geographically, operations span Australia, New Zealand,
a number of countries in the Asia Pacific region, the United Kingdom,
France, Germany and the United States.
BUSINESS MODEL
ANZ’s business model primarily consists of raising funds through
customer deposits and wholesale debt markets, and lending
those funds to customers. In addition, the Group earns revenue
from its Wealth business through the provision of insurance,
superannuation and funds management services, and our Markets
business from sales, trading and risk management activities.
Our primary lending activities are personal lending covering
residential home loans, credit cards and overdrafts, and lending
to corporate and institutional customers.
Our income is derived from a number of sources, primarily:
} Net interest income – represents the difference between the
interest income the Group earns on its lending activities, less
interest paid on customer deposits and wholesale funding;
} Net fee and commission income – represents fee income
earned on lending and non-lending related financial products
and services;
} Net funds management and insurance income – represents
income earned from the provision of investment, insurance
and superannuation solutions; and
} Other income – represents revenues generated from sales,
trading and risk management activities in our Markets business.
The Group operates on a divisional structure with six divisions:
Australia, Institutional, New Zealand, Wealth Australia, Asia Retail
& Pacific and Technology Services & Operations (TSO) and
Group Centre.
Australia
The Australia division comprises the Retail and Corporate
and Commercial Banking (C&CB) business units.
Institutional
The Institutional division services global institutional and business
customers located in Australia, New Zealand, Asia, Europe, America,
Papua New Guinea and the Middle East across three product sets:
Transaction Banking, Loans & Specialised Finance and Markets.
New Zealand
The New Zealand division comprises the Retail and Commercial
business units.
Wealth Australia
The Wealth Australia division comprises the Insurance and Funds
Management business units, which provide insurance, investment and
superannuation solutions intended to make it easier for customers
to connect with, protect and grow their wealth.
Asia Retail & Pacific
The Asia Retail & Pacific division comprises the Asia Retail and
Pacific business units, connecting customers to specialists for
their banking needs. On 31 October 2016 the Group announced
it had entered into an agreement to sell its Retail and Wealth
businesses in Singapore, China, Hong Kong, Taiwan and Indonesia
to DBS Bank Limited.
Technology, Services & Operations and Group Centre
TSO and Group Centre provide support to the operating divisions,
including technology, operations, shared services, property, risk
management, financial management, strategy, marketing, human
resources and corporate affairs. The Group Centre includes Group
Treasury, Shareholder Functions and minority investments in Asia.
DIRECTORS’ REPORT
15
ANZ ANNUAL REPORT 2016
DIRECTORS’ REPORT (continued)
The Group’s strategic priorities and outlook
STRATEGY
Our strategy is to use our strong Australian and New Zealand foundations, distinctive geographic footprint, and market-leading service and
insights to better meet the needs of customers and capture opportunities linked to regional trade and capital flows. In doing this, ANZ provides
shareholders with access to a unique combination of high-returning franchises and direct exposure to long-term Asian growth.
Our strategy has three elements – creating the best bank in Australia and New Zealand for home owners and small business customers, building
the best bank in the world for clients driven by regional trade and capital flows, and establishing common, digital-ready infrastructure to provide
great customer experience, scale and control. The strategy is underpinned by strong expense, capital and risk management disciplines and the
quality of our people.
STRATEGIC PROGRESS
The Financial Services industry is being reshaped by a set of forces that make it more difficult to achieve the performance levels of the past, with
lower economic growth, heightened consumer expectations, increased competitive intensity and greater regulatory, legal and political scrutiny.
Left unchecked, these forces will lower sector growth, reduce profitability and increase the commoditisation of the industry. In response, we are
creating a simpler, better capitalised bank that is more focused, more innovative and more values-based.
Over the course of the year, we made significant progress in each of these areas, with highlights described in the table below.
Strategic Priorities
Create a simpler, better capitalised,
better balanced and more agile bank.
Reduce operating costs and risks by
removing product and management
complexity, exiting low return and
non-core businesses and reducing
our reliance on low-returning aspects
of Institutional banking in particular.
Focus our efforts on attractive areas where
we can carve out a winning position.
Make buying and owning a home or
starting, running and growing a small
business in Australia and New Zealand easy.
Be the best bank in the world for customers
driven by the movement of goods and
capital in our region.
Drive a purpose and values led
transformation of the Bank.
Create a stronger sense of core purpose,
ethics and fairness, investing in leaders
who can help sense and navigate a rapidly
changing environment.
Build a superior everyday experience for
our people and customers to compete
in the digital age.
Build more convenient, engaging banking
solutions to simplify the lives of customers
and our people.
2016 Progress Highlights
} Portfolio rebalancing underway, retail and commercial RWAs increased (+6%1), Institutional
RWAs reduced (-15%).
} The improved composition of CRWA, up $2 billion (+1%), was driven by $8 billion of
lending growth in retail and commercial in Australia and New Zealand, and a $26 billion
increase in Australian Mortgages from regulatory changes, largely offset by a $21 billion
decrease in Institutional lending and a $5 billion decrease from the sale of the Esanda Dealer
Finance portfolio.
} CET1 ratio 9.6% at 30 September; organic capital generation +106 bps in the second half.
} Further simplified and refocused the business, reducing duplication, delivered reduction
in FTE (down 7% for the year).
} Sold the Esanda Dealer Finance portfolio, announced the sale of the Retail & Wealth
businesses in five Asian countries.
} Pursuing a range of strategic and capital market options in relation to the Wealth businesses
in Australia.
} Reset the 2016 dividend to provide the basis to return to a sustainable, fully franked payout
ratio of 60–65% of Cash Profit2 over time.
} Focus on growing RWA in higher returning segments, improved Institutional (excluding
Markets) margins by 13 bps.
} Grew the high return Institutional cash management business, increasing revenue by +6%;
deposit balances by $1 billion (+1%).
} Australia and New Zealand Retail and Commercial customer numbers increased by 262,000.
} Australia home loan lending up 7%, moved to No. 3 market share, maintained No. 1 market
share position in New Zealand.
} Small Business Lending in Australia up 9%, New Zealand up 11%.
} Revised ANZ’s Corporate Sustainability Framework with focus on fair and responsible banking.
} Supported ABA conduct and remuneration reviews.
} Redesigned ANZ’s performance management process to strengthen alignment to strategy
and values.
} Reviewed approach to remuneration including new guidelines on equity clawback.
} Invested in MIT Digital Leadership Program and Leadership Pathway programs.
} Strengthened the Whistleblower Protection Policy.
} Established new Digital Banking Division to support growth in priority areas.
} First major bank to launch Apple Pay™ and Android Pay™ in Australia and Apple Pay™
in New Zealand.
} Implemented multi-channel digital platform for Australian retail banking, more
than 1 million customers using goMoney™ apps on the new platform.
} Launched Digital Customer Identity Verification.
1 Excludes the impact of increased capital requirements for Australian residential mortgages from July 2016 and the divestment of Esanda Dealer Finance.
2 Previously 65 to 70 per cent of Cash Profit.
16
STRATEGIC PRIORITIES & OUTLOOK1
In 2017, we expect that lower regional growth and subdued credit growth in our home markets of Australia and New Zealand will result in
modest growth in key business lines, with likely higher funding costs placing pressure on margins and higher provisions in the medium-term.
In response to these conditions, we will continue our simplification and productivity agenda, and target further reductions in Institutional RWAs.
Key risks to the downside include further regulatory changes and the impact of lower China growth on financial markets.
In response, we will prioritize our efforts in the following areas:
Strategic Priorities
Create a simpler, better capitalised,
better balanced and more agile bank.
Reduce operating costs and risks by
removing product and management
complexity, exiting low return and non-
core businesses and reducing our reliance
on low-returning aspects of Institutional
banking in particular.
Focus our efforts on attractive areas where
we can carve out a winning position.
Make buying and owning a home or
starting, running and growing a small
business in Australia and New Zealand easy.
Be the best bank in the world for customers
driven by the movement of goods and
capital in our region.
Drive a purpose and values led
transformation of the Bank.
Create a stronger sense of core purpose,
ethics and fairness, investing in leaders
who can help sense and navigate a rapidly
changing environment.
Build a superior everyday experience for
our people and customers to compete
in the digital age.
Build more convenient, engaging banking
solutions to simplify the lives of customers
and our people.
2017 Priorities
} Progress the sale of non-core businesses and minority investments.
} Continue the repositioning of the Institutional business, targeting further reduction in Risk
Weighted Assets in 2017.
} Drive out costs through a focused and coordinated program across the Bank.
} Maintain momentum in our home loan and small business franchises, to deliver consistent
above system growth in housing.
} Invest in retail and commercial propositions in NSW, deliver sales growth in excess of group
national average.
} Build out Institutional’s regional trade, cash management and markets platforms.
} Focus on and serve key Institutional clients connected to the region via trade and capital flows.
} Embed our purpose throughout the organisation.
} Deliver and be able to give evidence of further cultural and reputational improvement.
} Effectively integrate the Digital Division, with clear accountabilities and momentum aligned
with business priorities.
1 The statements in this “Strategic Priorities and Outlook” section, including those related to our growth strategies and our expected or potential future cash flow from operations, capital
investment, divestment proceeds and production, are based on management’s current expectations and certain material assumptions and, accordingly, involve risks and uncertainties
that could cause actual results, performance or events to differ materially from those expressed or implied herein.
DIRECTORS’ REPORT
17
ANZ ANNUAL REPORT 2016 DIRECTORS’ REPORT (continued)
Results of the operations of the Group
Income Statement
Net interest income
Other operating income
Operating income
Operating expenses
Profit before credit impairment and income tax
Credit impairment charge
Profit before income tax
Income tax expense and non-controlling interests
Profit attributable to shareholders of the Company
2016
$m
15,095
5,434
20,529
(10,422)
10,107
(1,929)
8,178
(2,469)
5,709
2015
$m
14,616
6,474
21,090
(9,378)
11,712
(1,179)
10,533
(3,040)
7,493
Movt
3%
-16%
-3%
11%
-14%
64%
-22%
-19%
-24%
Non-IFRS information
The Group provides an additional measure of performance which is prepared on a basis other than in accordance with the accounting
standards – cash profit. The guidance provided in ASIC Regulatory Guide 230 has been followed when presenting this information.
Cash Profit
Statutory profit has been adjusted to exclude non-core items to arrive at cash profit, and has been provided to assist readers to understand
the results for the ongoing business activities of the Group. The adjustments made in arriving at cash profit are included in statutory profit
which is subject to audit within the context of the Group statutory audit opinion. Cash profit is not subject to audit by the external auditor,
however the external auditor has informed the Audit Committee that the adjustments have been determined on a consistent basis across
each year.
Statutory profit attributable to shareholders of the Company
Adjustments between statutory profit and cash profit
Cash profit
Adjustments between statutory profit and cash profit
Treasury shares adjustment
Revaluation of policy liabilities
Economic hedges
Revenue hedges
Structured credit intermediation trades
Total adjustments between statutory profit and cash profit
2016
$m
5,709
180
5,889
2016
$m
44
(54)
102
92
(4)
180
2015
$m
7,493
(277)
7,216
2015
$m
(16)
(73)
(179)
(3)
(6)
(277)
Movt
-24%
large
-18%
Movt
large
-26%
large
large
-33%
large
Refer page 198 for the definition of cash profit and pages 188 to 189 for the analysis of the adjustments between statutory profit and cash profit.
Non-financial key performance metrics1
Employee engagement
Customer satisfaction
– Australia (retail customer satisfaction)2
– New Zealand (retail customer satisfaction)3
Institutional (Institutional Relationship strength index ranking)4
– Australia
– New Zealand
Women in management5
2016
74%
81.3%
89.0%
1
1
2015
76%
82.1%
88.6%
1
1
41.5%
40.4%
1 The Group uses a number of non-financial measures to assess performance. These metrics form part of the balanced scorecard used to measure performance in relation to the Group’s
main incentive programs. Discussion of the non-financial performance metrics is included within the Remuneration Report on pages 32 to 59 of this Directors’ Report.
2 Source: Roy Morgan Research. Base: ANZ MFI Customers, aged 14+, six months rolling average.
3 Camorra Research Retail Market Monitor (2016). Base: ANZ main bank customers aged 15+, rolling 6 months moving average to September 2016. Based on responses of excellent,
very good and good.
4 Source: Peter Lee Associates Large Corporate and Institutional Relationship Banking surveys, Australia 2015–16 and New Zealand 2015–16.
5
Includes all employees regardless of leave status but not contractors (which are included in FTE).
18
The following analysis of the business performance is on a cash basis.
Income Statement
Net interest income
Other operating income
Operating income
Operating expenses
Profit before credit impairment and income tax
Credit impairment charge
Profit before income tax
Income tax expense and non-controlling interests
Cash profit
Financial performance metrics
Return on average ordinary shareholders’ equity1
Return on average assets
2016
$m
15,095
5,482
20,577
(10,422)
10,155
(1,956)
8,199
(2,310)
5,889
2016
10.3%
0.65%
2015
$m
14,616
5,921
20,537
(9,378)
11,159
(1,205)
9,954
(2,738)
7,216
2015
14.0%
0.85%
Movt
3%
-7%
0%
11%
-9%
62%
-18%
-16%
-18%
Movt
-370 bps
-20 bps
1 Average ordinary shareholders’ equity excludes non-controlling interests and preference shares.
Specified items
During 2016, the Group recognised $1,077 million of charges relating to a number of items collectively referred to as specified items which
form part of the Group’s cash profit. These items primarily relate to initiatives which aim to position the Group for improved performance
in future years. Of these items, $522 million related to a change in the application of the software capitalisation policy reflecting the shorter
useful life of smaller software projects, $231 million Asian minority investments charge comprising a $260 million impairment of our investment
in AMMB Holdings Berhad (Ambank) offset by a gain of $29 million recognised on the cessation of equity accounting our investment in Bank
of Tianjin (BoT), $201 million of restructuring costs to re-shape and simplify the business, $168 million from the refinement to the methodology
for derivative credit valuation adjustments, as well as the divestment of Esanda Dealer Finance.
The table below presents these specified items.
Specified items after tax
Software capitalisation changes
Asian minority investment adjustment
Restructuring
Esanda Dealer Finance divestment
Derivatives credit valuation adjustment methodology change
Total Specified Items
Net Interest Income
Net interest income ($m)
Net interest margin (%)
Average interest earnings assets ($m)
Average deposits and other borrowings ($m)
2016
$m
522
231
201
(45)
168
1,077
2016
15,095
2.00%
754,160
586,453
2015
$m
–
–
22
(93)
–
(71)
2015
14,616
2.04%
717,012
559,779
Movt
n/a
n/a
large
-52%
n/a
large
Movt
3%
-4 bps
5%
5%
Net interest income (+$479m)
Net interest income increased $479 million (+3%) with 5% growth in average interest earning assets, partly offset by a 4 basis point decrease
in net interest margin. Adjusting for the $96 million favourable impact of foreign currency translation and the $224 million impact of the
Esanda Dealer Finance divestment, net interest income increased by $607 million (+4%) and net interest margin fell by 1 basis point.
Net interest margin (-4 bps)
The decline in net interest margin was driven by higher wholesale funding costs, the divestment of the Esanda Dealer Finance business, growth
in the lower margin liquidity portfolio, and lower earnings on capital in a low interest rate environment, partially offset by improved margins
on Australian home loans.
DIRECTORS’ REPORT
19
ANZ ANNUAL REPORT 2016 DIRECTORS’ REPORT (continued)
Average interest earning assets (+$37.1 billion or +5%)
} Average gross loans and advances (+$18.7 billion or +3%): excluding the impact of foreign currency translation, growth was +$13.7 billion
or 2% driven by growth in Australia and New Zealand home loans. This was partially offset by a decline in Institutional lending due to the
strategic repositioning of that business, as well as the Esanda Dealer Finance divestment.
} Average collateral paid (+$4.1 billion or +49%): excluding the impact of foreign currency translation, the increase was $3.8 billion or 44%
due to mark-to-market declines on positions with collateralised derivative counterparties.
} Average trading and available-for-sale assets (+$9.7 billion or +11%): excluding the impact of foreign currency translation, growth was
$8.5 billion or 9% driven by growth in the liquidity portfolio.
} Average cash (+$2.6 billion or +6%): excluding the impact of foreign currency translation, growth was $0.9 billion or 2% driven
by management of liquidity requirements.
Average deposits and other borrowings (+$26.7 billion or +5%)
} Average deposits and other borrowings (+$26.7 billion or +5%): excluding the impact of foreign currency translation, growth was $16.7 billion
or 3% driven by customer deposits growth across Australia and New Zealand businesses.
Other Operating Income
Net fee and commission income1
Net funds management and insurance income1
Markets other operating income2
Share of associates’ profit1
Net foreign exchange earnings1
Other1,3
Total cash other operating income
2016
$m
2,420
1,518
765
544
290
(55)
5,482
2015
$m
2,527
1,504
1,062
625
123
80
5,921
Movt
-4%
1%
-28%
-13%
large
large
-7%
1 Excluding Markets.
2 Markets other operating income for September 2016 includes a charge of $237 million related to the derivative credit valuation adjustment methodology change.
3 Other income for September 2016 includes the $260 million impairment of our investment in Ambank, $29 million gain on cessation of equity accounting of Bank of Tianjin (BoT)
and a $66 million gain on the Esanda Dealer Finance divestment.
Other operating income decreased $439 million (-7%). Excluding specified items (impairment of investment in Ambank, gain on cessation
of equity accounting of BoT, gain on the Esanda Dealer Finance divestment and the derivative credit valuation adjustment) and the impact
of foreign currency translation, other operating income decreased by 4%.
} Net fee and commission income decreased by $107 million (-4%) due to a $105 million decrease in Institutional as a result of existing
lower returning business as well as from a slowdown in natural resource related projects, a $19 million decrease in Asia Retail & Pacific due
to lower demand for investment and insurance products in Asia, and a $17 million decrease in fees in Australia primarily as the result of the
Esanda Dealer Finance divestment, these decreases were partially offset by a $16 million increase in New Zealand due to volume driven
growth and a $24 million favourable impact from foreign currency translation.
} Net funds management and insurance income increased by $14 million (+1%) due to a $7 million favourable impact from foreign currency
translation, a $24 million increase from higher life insurance premiums, a $14 million increase in management fees mainly from higher
KiwiSaver volumes, partially offset by a $23 million decrease from the non-reoccurrence of a GST recovery on Adviser service fees in 2015.
} Markets other operating income decreased by $297 million (-28%) due to the $237 million charge from the derivative credit valuation
adjustment methodology change and a $108 million decrease in Sales income driven by lower demand for hedging products, these
decreases were partially offset by a $29 million favourable impact from foreign currency translation.
} Share of associates’ profit decreased by $81 million (-13%) due to a $76 million decrease due to cessation of equity accounting of BoT, a
$36 million decrease in Ambank due to margin contraction, lower fee income and subdued Malaysian economic conditions and a $17 million
decrease in P.T. Bank Pan Indonesia due to higher credit provisions, these decreases were partially offset by a $36 million increase in Shanghai
Rural Commercial Bank from higher investment and fee income as well as a $6 million favourable impact from foreign currency translation.
} Net foreign exchange earnings increased by $167 million due to lower losses in 2016 on realised USD and NZD revenue hedges ($157 million)
compared with 2015.
} Other income decreased by $135 million due to the $260 million impairment of our investment in Ambank which was partially offset by the
$66 million gain on the Esanda Dealer Finance divestment, a $29 million increase from the gain on cessation of equity accounting for BoT, and
a $26 million increase due to a cash dividend from BoT, as well as a $5 million favourable impact from foreign currency translation.
20
Operating Expenses
Personnel expenses
Premises expenses
Technology expenses
Restructuring expenses
Other expenses
Total cash operating expenses
Key performance metrics
Operating expenses to operating income
Full time equivalent staff (FTE)
Average full time equivalent staff (FTE)
2016
$m
5,541
928
2,150
278
1,525
10,422
2015
$m
5,479
922
1,462
31
1,484
9,378
Movt
1%
1%
47%
large
3%
11%
50.6%
46,554
48,633
45.7%
50,152
50,953
490 bps
-7%
-5%
Operating expenses increased 11% compared to 2015 due to a number of specified items (software capitalisation, restructuring and the
Esanda Dealer Finance divestment). Excluding these, and the impact of foreign currency translation, operating expenses were slightly down.
} Personnel expenses increased $62 million (+1%). Excluding an unfavourable foreign currency translation impact of $79 million and
$213 million due to software capitalisation changes (personnel expenses that would have otherwise been capitalised) and a reduction
of $19 million relating to the Esanda Dealer Finance divestment, personnel expenses decreased $211 million (-4%) due to a 7% decrease
in FTE (-5% on average), primarily managed through restructuring activities across the Group and natural attrition, and lower incentive
expenses, partially offset by annual salary inflation.
} Premises expenses increased $6 million (+1%). Excluding an unfavourable foreign currency translation impact of $9 million, premises
expenses decreased by $3 million (0%) driven by lower repairs and maintenance costs, partially offset by annual inflationary rent increases.
} Technology expenses increased $688 million (+47%). Excluding an unfavourable foreign currency translation impact of $7 million, $492 million
due to software capitalisation changes (comprising $373 million of increased amortisation for software assets and $119 million of expenditure
which would otherwise have been capitalised) and the Esanda Dealer Finance divestment, technology expenses increased $191 million (+13%)
driven by higher depreciation and amortisation of digital enabling and other core infrastructure, as well as higher licensing and outsourced
services costs.
} Restructuring expenses increased $247 million. The Group is in the process of reshaping the workforce in response to its evolving strategy.
This includes simplification of the Institutional and Wealth businesses, restructure of Asia Retail & Pacific, and simplification and digitisation
in Australia, New Zealand and TSO and Group Centre.
} Other expenses increased $41 million (+3%). Excluding an unfavourable foreign currency translation impact of $16 million, $38 million due
to software capitalisation changes (other expenses that would otherwise have been capitalised) and the Esanda Dealer Finance divestment
$5 million, other expenses decreased $8 million (-1%) driven by lower discretionary expenses offsetting higher professional fees and
non-lending losses.
Credit Impairment Charge
Individual credit impairment charge
Collective credit impairment charge
Total credit impairment charge to income statement
2016
$m
1,939
17
1,956
2015
$m
1,110
95
1,205
Movt
75%
-82%
62%
Total credit impairment charges increased $751 million (+62%) due to an $829 million (+75%) increase in individual credit impairment
charges, partially offset by a $78 million (-82%) decrease in collective credit impairment charges. There was minimal impact from foreign
currency translation.
The individual credit impairment charge increased $829 million (+75%), driven by increases in new and existing provisions of $689 million (+39%),
combined with a $140 million (-21%) reduction in recoveries and write-backs. The main driver of the increase in new and existing provisions
was in the Institutional division, from a small number of Australian and multi-national resource related exposures, continued commodity and
manufacturing sector weaknesses and the settlement of the Oswal legal dispute. In the Australia division, the increase in provisions was due
to growth in Small Business Banking, higher delinquencies in the retail and commercial portfolios in Queensland and Western Australia, and
higher write-backs in Corporate Banking in 2015 that were not repeated in 2016. In the New Zealand division, the increase was driven by
new provisions in the Agri and Commercial portfolios and lower levels of write backs.
The decrease in collective credit impairment charges, $78 million (-82%), was driven by portfolio contraction in Institutional, lower portfolio
growth in Australia and customer migration from collective to individual provisioning in Institutional, partially offset by the release of an economic
cycle overlay in 2015 not repeated in 2016.
DIRECTORS’ REPORT
21
ANZ ANNUAL REPORT 2016 DIRECTORS’ REPORT (continued)
FINANCIAL POSITION OF THE GROUP
Summary Balance Sheet
Assets
Cash/Settlement balances owed to ANZ/Collateral paid
Trading and available-for-sale assets
Derivative financial instruments
Net loans and advances
Investments backing policy liabilities
Other
Total Assets
Liabilities
Settlement balances owed by ANZ/Collateral received
Deposits and other borrowings
Derivative financial instruments
Debt issuances
Policy liabilities/external unit holder liabilities
Other
Total Liabilities
Total Equity
2016
$b
2015
$b
83.3
110.3
87.5
575.9
35.7
22.2
914.9
17.0
588.2
88.7
91.1
39.5
32.5
857.0
57.9
82.5
92.7
85.6
570.2
34.8
24.1
889.9
19.1
570.8
81.3
93.7
38.7
28.9
832.5
57.4
Movt
1%
19%
2%
1%
3%
-8%
3%
-11%
3%
9%
-3%
2%
12%
3%
1%
Total assets increased by $25.0 billion and liabilities by $24.5 billion during 2016 increasing equity by $0.5 billion:
} Trading and available-for-sale assets increased $17.6 billion (+19%). Adjusting for a $1.5 billion decrease due to foreign currency translation,
the $19.1 billion increase was driven by increased liquidity portfolio holdings due to balance sheet growth, and the reclassification of the BoT
investment as an available-for-sale asset upon cessation of equity accounting.
} Derivative financial assets increased $1.9 billion (+2%) and derivative financial liabilities increased $7.4 billion (+9%) respectively as foreign
exchange rate and interest rate movements resulted in higher derivative fair values. The net derivatives liability position is mainly attributable
to the fair value losses in derivatives economically hedging our foreign currency borrowings.
} Net loans and advances increased $5.7 billion (+1%). Adjusting for a $0.5 billion decrease due to foreign currency translation, the $6.2 billion
increase is primarily driven by $12.0 billion increase in the Australia division from growth in Home Loans and Business Lending, $6.1 billion
increase in the New Zealand division reflecting growth across both the housing and non-housing portfolios, partially offset by a $11.8 billion
decrease in the Institutional division as a result of the strategic repositioning of that business to improve capital efficiency and returns.
} Deposits and other borrowings increased $17.4 billion (+3%). Adjusting for a $5.9 billion decrease due to foreign currency translation, the
$23.3 billion increase is primarily driven by $10.7 billion growth in Institutional deposits from banks and certificates of deposits, $10.3 billion
increase in the Australia division due to growth in term deposits and home loans offset balances and $5.1 billion increase in the New Zealand
division primarily driven by customer deposits.
} Total equity increased $0.5 billion (+1%) primarily due to $5.7 billion profits generated over the year, partially offset by the payment
(net of dividend reinvestment) of the 2015 final and 2016 interim dividends of $5.0 billion.
Credit Provisioning
Gross impaired assets ($m)
Credit risk weighted assets ($b)
Total provision for credit impairment ($m)
Individual provision as % of gross impaired assets
Collective provision as % of credit risk weighted assets
2016
3,173
352.0
4,183
41.2%
0.82%
2015
2,719
349.8
4,017
39.0%
0.85%
Movt
17%
1%
4%
220 bps
-3 bps
Gross impaired assets increased $454 million (+17%) primarily driven by Institutional ($443 million) impairments on a small number of Australian
and multi-national resource and manufacturing related exposures, along with the Oswal legal dispute. The Group’s individual provision coverage
ratio on impaired assets was 41.2% at 30 September 2016 (39.0% at 30 September 2015).
The ratio of collective provision to credit risk weighted assets of 0.82% as at 30 September 2016 (0.85% at 30 September 2015) continues
to provide an appropriate level of credit provision coverage.
22
Liquidity and Funding
Total liquid assets ($b)
Liquidity Coverage Ratio (LCR)2
2016
176.8
126%
20151
157.5
122%
Movt
12%
400 bps
1 Calculation based on 9-month average for 2015 given LCR implementation on 1 January 2015. All currency Group LCR.
2 Full year average, calculated as prescribed per APRA Prudential Regulatory Standard (APS 210 Liquidity) and consistent with APS 330 requirements.
The Group holds a portfolio of high quality unencumbered liquid assets in order to protect the Group’s liquidity position in the event of severely
stressed environment, as well as to meet regulatory requirements. High quality liquid assets comprise three categories, consistent with the
definitions prescribed by Basel 3 LCR:
} Highest-quality liquid assets (HQLA1): Cash, highest credit quality government, central bank or public sector securities eligible for
repurchase with central banks to provide same-day liquidity.
} High-quality liquid assets (HQLA2): High credit quality government, central bank or public sector securities, high quality corporate
debt securities and high quality covered bonds eligible for repurchase with central banks to provide same-day liquidity.
} Alternative liquid assets (ALA): Assets qualifying as collateral for the Committed Liquidity Facility and eligible securities listed by the Reserve
Bank of New Zealand (RBNZ).
The Group monitors and manages the composition of liquid assets to ensure diversification by asset class, counterparty, currency and tenor.
Minimum levels of liquid assets are set annually based on a range of ANZ specific and general market liquidity stress scenarios such that
potential cash flow obligations can be met over the short to medium term, and holdings are appropriate to existing and future business
activities, regulatory requirements and in line with the approved risk appetite.
During the year customer funding increased by $5.2 billion (+1%) and wholesale funding increased $17.9 billion (+7%). Customer funding
represents 59.4% of total funding (2015: 60.6%). $32.1 billion of term wholesale debt (excluding Additional Tier 1 Capital) with a remaining
term greater than one year as at 30 September 2016 was issued during the year ended 30 September 2016 (2015: $18.8 billion). The weighted
average tenor of new term debt was 5.5 years (2015: 4.9 years). In addition, $2.9 billion of Additional Tier 1 Capital issuance took place during
the financial year.
Capital Management
Common Equity Tier 1
– APRA Basel 3
– Internationally Comparable Basel 3
Risk weighted assets ($b) (APRA Basel 3)
2016
2015
Movt
9.6%
14.5%
408.6
9.6%
13.2%
401.9
–
130 bps
2%
APRA, under the authority of the Banking Act 1959, sets minimum regulatory capital requirements for banks including what is acceptable
as capital and provide methods of measuring the risks incurred by the Bank.
The Group’s Common Equity Tier 1 ratio remained stable at 9.6% based upon the APRA Basel 3 standards, exceeding APRA’s minimum
requirements, with cash earnings and capital initiatives, outweighing dividends, incremental risk weighted assets and deductions.
Pillar 3 information
ANZ provides information required by APS 330: Public Disclosure in the Regulatory Disclosures section of its website:
shareholder.anz.com/pages/regulatory-disclosure.
This information includes disclosures specified in the following sections of the Standard:
Attachment A: Capital disclosure template
Attachment B: Main features of capital instruments
Attachment E: Leverage ratio disclosure requirements
Attachment F: Liquidity Coverage Ratio disclosure template
RESULTS OF MAJOR SEGMENTS OF THE GROUP
During 2016, the Group announced changes to the organisation's structure to better meet the needs of our retail, commercial and institutional
customers. As a result of these organisational changes there are now six reported divisions: Australia, New Zealand, Institutional, Asia Retail
& Pacific, Wealth Australia and Technology, Services and Operations (TSO) and Group Centre.
These divisions were created by removing the Asia Retail & Pacific business from the former International and Institutional Banking (IIB)
division, and repositioning minority investments in Asia from IIB to the Group Centre with the residual IIB business re-named Institutional.
The New Zealand funds management and insurance businesses were repositioned to the New Zealand division, and the Private Bank business
was reorganised along geographic lines under the Australia, New Zealand and Asia Retail & Pacific divisions with the residual Global Wealth
business re-named Wealth Australia. Comparative information has been restated.
Other than those described above, there have been no significant structural changes. However, certain prior period comparatives have been
restated to align with current period presentation as a result of changes to customer segmentation and the continued realignment of support
functions. The TSO organisational changes announced in September 2016 did not take effect until 1 October 2016.
DIRECTORS’ REPORT
23
ANZ ANNUAL REPORT 2016 DIRECTORS’ REPORT (continued)
Australia
The Australia division comprises the Retail and the Corporate & Commercial Banking (C&CB) business units. Retail provides products and
services to consumer and private banking customers in Australia via the branch network, mortgage specialists, the contact centre and a variety
of self-service channels (internet banking, phone banking, ATMs, website and digital banking). C&CB provides a full range of banking services
including traditional relationship banking and sophisticated financial solutions, including asset financing through dedicated managers focusing
on privately owned small, medium and large enterprises as well as the agricultural business segment.
In Australia our strategic priorities are to:
} Create a simpler bank by removing product and management complexity and exiting non-core businesses.
} Focus efforts on attractive areas such as home buying and small business.
} Build a superior everyday experience for customers and our people through digital solutions.
There has been good progress in these areas in 2016 with:
} Excluding specified items1, the cost to income ratio fell 2% to 34.6% due to productivity improvements in operations and optimisation of the
branch network and head office.
} The divestment of the Esanda Dealer Finance portfolio to exit a non-core business.
} Continued investment in attractive growth areas such as ANZ Business Ready for Start Ups, streamlining Home Loan origination, and
extending capability in NSW.
} ANZ becoming the first bank in Australia to launch Apple Pay™ and Android Pay™; new desktop tools and platforms were also implemented
to better support bankers.
Income statement
Net interest income
Other operating income
Operating income
Operating expenses
Profit before credit impairment and income tax
Credit impairment charge
Profit before income tax
Income tax expense and non-controlling interests
Cash profit
Key performance metrics
Number of employees (FTE)
Net interest margin
Operating expenses to operating income
Net loans and advances ($b)
Customer deposits ($b)
2016
$m
8,200
1,208
9,408
(3,389)
6,019
(920)
5,099
(1,526)
3,573
8,864
2.55%
36.0%
327.1
187.6
2015
$m
7,698
1,214
8,912
(3,193)
5,719
(852)
4,867
(1,454)
3,413
9,161
2.55%
35.8%
315.1
177.3
Movt
7%
0%
6%
6%
5%
8%
5%
5%
5%
-3%
–
20 bps
4%
6%
Cash profit increased 5%. Excluding specified items1, cash profit increased 10% driven by a 9% increase in operating income, partially offset
by a 3% increase in operating expenses and a 24% increase in credit impairment charges.
Key factors affecting the result were:
} Net interest income increased $502 million (+7%). Excluding specified items1, net interest income increased 10%, driven by growth in Home
Loans, Business lending and Retail deposits. Net interest margin was stable.
} Other operating income decreased $6 million (0%). Excluding specified items1, other operating income increased 3% primarily due to fee
income growth in Small Business Banking, Home Loans and Deposits and Payments.
} Operating expenses increased $196 million (+6%). Excluding specified items1, operating expenses increased 3% driven by investments
supporting our growth strategy (particularly in priority areas of Home Loans, Small Business and Digital) and wage inflation, partially offset
by productivity initiatives that resulted in a 3% decrease in FTE during the year.
} Credit impairment charges increased $68 million (+8%). Excluding specified items1, credit impairment charges increased by 24%. Individual
impairment charges increased $233 million (+36%) predominantly due to growth in Small Business Banking, higher delinquencies in the
retail and commercial portfolios in Queensland and Western Australia and higher write-backs in Corporate Banking in 2015 (not repeated in 2016).
The decrease in collective impairment charge of $59 million (-72%) reflects lower growth in Home Loans, Consumer Cards and Commercial
in comparison to 2015. The 2015 collective provision charge also included methodology changes.
1 Specified items relevant to Australia division are the Esanda Dealer Finance divestment, software capitalisation changes and restructuring.
24
Institutional
The Institutional division services global institutional and business customers located in Australia, New Zealand, Asia, Europe, America,
Papua New Guinea and the Middle East across three product sets: Transaction Banking, Loans & Specialised Finance and Markets.
In Institutional our strategic priorities are to:
} Create a simpler bank by delayering and aligning in-country services and product capabilities with each markets unique characteristics,
as well as focusing on priority customers and high returning products.
} Focus efforts on attractive areas, in particular customers which are linked to regional flows and winning positions in home markets.
} Build a superior everyday experience for customers and our people through digital solutions and the harmonisation of technology platforms.
Over the course of 2016, the Institutional division has:
} Achieved a 14% reduction in FTE, including a 16% reduction in senior management, as a result of organisational simplification.
} Exited $28 billion of Credit Risk Weighted Assets which included a number of economically unprofitable clients.
} Invested to align technology platforms and provide digital solutions to enhance connectivity with client systems and their customers
and suppliers.
Income statement
Net interest income
Other operating income
Operating income
Operating expenses
Profit before credit impairment and income tax
Credit impairment charge
Profit before income tax
Income tax expense and non-controlling interests
Cash profit
Key performance metrics
Number of employees (FTE)
Net interest margin
Operating expenses to operating income
Net loans and advances ($b)
Customer deposits ($b)
2016
$m
3,452
1,723
5,175
(2,935)
2,240
(741)
1,499
(442)
1,057
3,640
1.13%
56.7%
125.9
171.1
2015
$m
3,585
2,177
5,762
(2,806)
2,956
(198)
2,758
(791)
1,967
4,218
1.20%
48.7%
142.2
183.0
Movt
-4%
-21%
-10%
5%
-24%
large
-46%
-44%
-46%
-14%
-7 bps
800 bps
-11%
-7%
Cash profit decreased 46%. Excluding specified items1, cash profit decreased by 34% driven by a 10% decrease in other operating income, 4%
decrease in net interest income and higher credit impairment charges.
Key factors affecting the result were:
} Net interest income decreased $133 million (-4%) driven by decreases in Markets, Loans and Transaction Banking. Markets net interest income
fell due to reduced gold financing and lower Balance Sheet earnings in Asia. The Loans reduction was due to a continued focus on improving
capital efficiency and the exit of lower returning business. Net interest margin decreased 7 bps driven by growth in lower margin liquidity
portfolios in Markets. Excluding Markets, net interest margin increased 13 bps reflecting the impact of exiting lower returning assets and
an improved funding mix.
} Other operating income decreased $454 million (-21%). Excluding specified items1, other operating income decreased 10%. Loans and
Transaction Banking decreased due to the exit of low returning business as well as a slowdown in natural resource related projects.
The reduction in Markets was primarily driven by reduced Sales income, due to lower demand for interest rate products and gold financing
from Asian customers.
} Operating expenses increased $129 million (+5%). Excluding specified items1, operating expenses increased 1% reflecting the part year benefit
of the 14% FTE reduction arising from productivity and organisational changes.
} Credit impairment charges increased $543 million driven by higher individual impairment charges in Loans and Transaction Banking,
reflecting a return to historical averages and the settlement of the Oswal legal dispute.
1 Specified items relevant to Institutional are the derivative credit valuation adjustment methodology change, software capitalisation changes and restructuring.
DIRECTORS’ REPORT
25
ANZ ANNUAL REPORT 2016 DIRECTORS’ REPORT (continued)
New Zealand
The New Zealand division comprises the Retail and the Commercial business units. Retail provides a full range of banking and wealth
management services to consumer, private banking and small business banking customers. We deliver our services via our internet and
app-based digital solutions and a network of branches, mortgage specialists, relationship managers and contact centres. Commercial provides
a full range of banking services including traditional relationship banking and sophisticated financial solutions (including asset financing)
through dedicated managers focusing on privately owned medium to large enterprises and the agricultural business segment.
In New Zealand our strategic priorities are to:
} Focus efforts on attractive areas such as home buying, small business and retirement, protection and savings, and continue to improve
customer satisfaction and brand consideration.
} Build a superior everyday experience for customers and our people through digital solutions and by attracting and retaining the best staff.
2016 has seen significant progress in these areas:
} Strong customer growth (+17% higher than 2015) and an improvement in customer advocacy (+9 percentage points on Net Promoter Score).
} In Digital, ANZ was the first bank to launch Apple Pay™ and an Android operating system payment solution.
} Improvements were made to payment processing, with files processed every 30 minutes allowing customers to pay and receive money faster.
} Employees are increasingly engaged with the divisional engagement score increasing to 83%.
Income statement
Net interest income
Other operating income
Operating income
Operating expenses
Profit before credit impairment and income tax
Credit impairment (charge)/release
Profit before income tax
Income tax expense and non-controlling interests
Cash profit
Key performance metrics
Number of employees (FTE)
Net interest margin
Operating expenses to operating income
Net loans and advances ($b)
Customer deposits ($b)
2016
$m
2,451
639
3,090
(1,225)
1,865
(120)
1,745
(478)
1,267
5,240
2.38%
39.6%
107.9
72.8
2015
$m
2,381
604
2,985
(1,197)
1,788
(55)
1,733
(479)
1,254
5,359
2.50%
40.1%
97.0
64.9
Movt
3%
6%
4%
2%
4%
large
1%
0%
1%
-2%
-12 bps
-50 bps
11%
12%
Cash profit increased 1%. Excluding specified items1, cash profit increased 3% primarily driven by lending volume growth and disciplined cost
management, partially offset by higher credit impairment charges.
Key factors affecting the result were:
} Net interest income increased by $70 million (+3%) driven by 9% growth in average gross loans and advances, with growth across both the
housing and non-housing portfolios. This was partially offset by a decrease in net interest margin of 12 bps, driven by competition for lending
assets, unfavourable lending mix with customers continuing to favour lower margin fixed rate products, and the impact of capital notes issued
in March 2015 and June 2016.
} Other operating income increased by $35 million (+6%) driven by the gain on sale of a fixed asset, volume driven growth in fee income,
rebates and dividends received, and growth in KiwiSaver funds under management, partially offset by loss on sale of the medical insurance
business (nil impact after tax).
} Operating expenses increased by $28 million (+2%). Excluding specified items1, operating expenses decreased 2% with disciplined cost
management and productivity gains more than offsetting inflationary impacts.
} Credit impairment charges increased by $65 million. The individual impairment charges increased $50 million driven by higher new
provisions in the Agri and Commercial portfolios and lower write-backs. The collective impairment charges increased $15 million driven
by a deteriorating Agri risk profile.
1 Specified items relevant to New Zealand division are software capitalisation changes and restructuring.
26
Wealth Australia
The Wealth Australia division comprises the Insurance and Funds Management business units, which provide insurance, investment
and superannuation solutions intended to make it easier for customers to connect with, protect and grow their wealth.
For Wealth Australia the strategic priorities are to:
} Create a simpler bank by transitioning super and investment platforms to industry leading solutions
} Focus efforts on attractive areas by providing seamless integration of products (insurance, super, investments) into our bank customers’
journeys
} Build a superior everyday experience for customers by providing advisors with high quality platforms to facilitate financial planning and
deliver better customer experience.
During 2016 Wealth Australia showed good progress and:
} Entered into an outsourcing agreement for WRAP platform administration services that enabled the launch of Grow Wrap to the market.
} Expanded Grow by ANZ™ app capability enabling customers to bring Wealth and banking together; this has included the ability for customers
to view, manage and buy all insurance through one application.
} Launched Grow for Advice, a digital solution to assist Financial Planners.
} Ranked No. 1 out of the big 4 banks for individual life risk sales productivity1 in Financial Planning.
Income statement
Net funds management and insurance income
Other operating income including net interest income
Operating expenses
Profit before income tax
Income tax expense and non-controlling interests
Cash profit
Consisting of:
– Insurance
– Funds Management
– Corporate and Other
Total Wealth Australia
Key performance metrics
Number of employees (FTE)
Operating expenses to operating income
Funds under management ($m)
In-force premiums ($m)
Life insurance
General Insurance3
Retail insurance lapse rates
Embedded value (post-transfers)
2016
$m
1,156
98
(796)
458
(131)
327
255
89
(17)
327
1,379
63.5%
48,251
1,603
226
14.0%
4,536
2015
$m
1,178
95
(751)
522
(94)
428
243
130
55
428
1,532
59.0%
46,801
1,516
510
13.3%
4,012
Movt
-2%
3%
6%
-12%
39%
-24%
5%
-32%
large
-24%
-10%
450 bps
3%
6%
-56%
70 bps
13%
Cash profit decreased 24%. Excluding the specified items2 and the $56 million one-off tax consolidation benefit in September 2015, cash profit
decreased 7%. Overall, the embedded value increased by 13% post-transfers.
Key factors affecting the result were:
} Net funds management and insurance income decreased by $22 million (-2%) driven by the business's strategy to rationalise legacy platforms
(impacting margins) as well as adverse claims experience, these factors were partly offset by favourable retail and group lapse experience.
} Operating expenses increased by $45 million (+6%). Excluding specified items2, operating expenses increased by 2%, due to wage inflation
and higher spend on regulatory, compliance and remediation projects, partially offset by productivity initiatives that resulted in a 10%
decrease in FTE during the year.
1 Source: NMG, Q2, 2016 Bank Channel Risk Distribution Monitor - OnePath.
2 Specified items relevant to Wealth Australia are software capitalisation changes and restructuring.
3 General insurance in-force premiums reflect the impact of ceasing the underwriting of new home, content, travel and motor insurance in September 2015.
DIRECTORS’ REPORT
27
ANZ ANNUAL REPORT 2016 DIRECTORS’ REPORT (continued)
Asia Retail & Pacific
The Asia Retail & Pacific division comprises the Asia Retail and the Pacific business units, connecting customers to specialists for their banking
needs. Asia Retail provides general banking and wealth management services to affluent and emerging affluent retail customers across nine
Asian countries via relationship managers, branches, contact centres and a variety of self service digital channels (internet and mobile banking,
phone and ATMs). Core products offered include deposits, credit cards, loans, investments and insurance. Pacific provides products and services
to retail customers, small to medium-sized enterprises, institutional customers and Governments located in the Pacific Islands. Products and
services include retail products provided to consumers, traditional relationship banking and sophisticated financial solutions provided to
business customers through dedicated managers.
On 31 October 2016 the Group announced it had entered into an agreement to sell its Retail and Wealth businesses in Singapore, China,
Hong Kong, Taiwan, and Indonesia to DBS Bank Limited, helping to create a simpler, better capitalised and better balanced bank.
Income statement
Net interest income
Other operating income
Operating income
Operating expenses
Profit before credit impairment and income tax
Credit impairment (charge)/release
Profit before income tax
Income tax expense and non-controlling interests
Cash profit
Key performance metrics
Number of employees (FTE)
Net interest margin
Operating expenses to operating income
Net loans and advances ($b)
Customer deposits ($b)
2016
$m
698
477
1,175
(813)
362
(174)
188
(36)
152
2,925
3.09%
69.2%
13.4
22.8
2015
$m
643
480
1,123
(834)
289
(98)
191
(52)
139
3,518
2.97%
74.3%
14.6
24.4
Movt
9%
-1%
5%
-3%
25%
78%
-2%
-31%
9%
-17%
12 bps
-510 bps
-8%
-6%
Cash profit increased 9%. Excluding specified items1, cash profit increased 13%.
Key factors affecting the result were:
} Net interest income increased $55 million (+9%) driven by 7% growth in average gross loans and advances due to increases in non-housing
portfolios. Net interest margin increased 12 bps driven by changes in product mix.
} Other operating income decreased $3 million (-1%) driven by lower investment and insurance income in Asia Retail.
} Operating expenses decreased $21 million (-3%). Excluding specified items1, operating expenses decreased 3% due to disciplined cost
management and benefits from restructuring that resulted in a 17% decrease in FTE over the year.
} Credit impairment charges increased $76 million (+78%) due to increased Asia Retail individual impairment charges and a provision release
of $53 million in 2015 which was not repeated.
1 Specified items relevant to Asia Retail & Pacific are software capitalisation changes and restructuring.
28
Technology, Services & Operations and Group Centre
TSO and Group Centre provide support to the operating divisions, including technology, operations, shared services, property, risk
management, financial management, strategy, marketing, human resources and corporate affairs. The Group Centre includes Group Treasury,
Shareholder Functions and minority investments in Asia. The TSO organisational changes announced in September 2016 will take effect from
1 October 2016.
In TSO and Group Centre our strategic priorities are to:
} Create a simpler bank by creating enterprise wide transformation across payment, lending, digital and contact centre initiatives.
} Build a superior everyday experience for customers and our people through digital solutions, industrialised operations and robust systems.
During 2016, TSO and Group Centre delivered:
} A number of enterprise wide digital transformation initiatives were deployed including the new digital platform (NCP), the new ANZ website,
improvements to GROW and the launch of Apple Pay™ and Android Pay™.
} The robustness of systems continues to improve with less major incidents (down year on year by 24%).
Income statement
Operating income
Operating expenses
Profit/(Loss) before credit impairment and income tax
Credit impairment (charge)/release
Profit/(Loss) before income tax
Income tax expense and non-controlling interests
Cash profit/(loss)
Key performance metrics
Number of employees (FTE)
2016
$m
475
(1,264)
(789)
(1)
(790)
303
(487)
2015
$m
482
(597)
(115)
(2)
(117)
132
15
Movt
-1%
large
large
-50%
large
large
large
24,506
26,364
-7%
Key factors affecting the result were:
} Operating Income decreased $7 million (-1%) due to the impairment of the investment in AmBank of $260 million, and lower equity
accounted earnings from minority investments in Asia, driven primarily by the cessation of equity accounting for BoT. This was partially offset
by lower realised revenue hedge losses and a $66 million gain from the Esanda Dealer Finance divestment.
} Operating expenses increased by $667 million. Excluding specified items1, operating expenses decreased $4 million (-1%) due to productivity
initiatives that resulted in a 7% decrease in FTE during the year, partially offset by an increase in professional fees, depreciation and
amortisation as well as licences and outsourced services costs.
} The decrease in FTE is primarily due to productivity initiatives in TSO and Finance, partially offset by the build out of the Compliance function.
1 Specified items relevant to TSO and Group Centre are software capitalisation changes, Asian minority investment impairment, restructuring and Esanda Dealer Finance divestment.
29
ANZ ANNUAL REPORT 2016 DIRECTORS’ REPORT (continued)
Risks
The success of the Group’s strategy is underpinned by sound
management of its risks. As the Group progresses on its strategic
path of becoming the best connected and most respected bank
across the region, the risks faced by the Group will evolve in line
with the strategic direction. The success of the Group’s strategy is
dependent on its ability to manage the broad range of interrelated
risks it is exposed to across our geographic footprint.
Risk Appetite
ANZ’s risk appetite is set by the Board and integrated within
ANZ’s strategic objectives. The risk appetite framework underpins
fundamental principles of strong capitalisation, robust balance sheet
and sound earnings, which protects ANZ’s franchise and supports
the development of an enterprise-wide risk culture. The framework
provides an enforceable risk statement on the amount of risk ANZ
is willing to accept and it supports strategic and core business
activities and customer relationships ensuring that:
} only permitted activities are engaged in;
} the scale of permitted activities, and subsequent risk profile, does
not lead to potential losses or earnings volatility that exceeds ANZ
approved risk appetite;
} risk is expressed quantitatively via limits and tolerances;
} management focus is brought to bear on key and emerging risk
issues and mitigating actions; and
} risk is linked to the business by informing, guiding and
empowering the business in executing strategy.
ANZ’s risk management is viewed as a core competency and to
ensure that risks are identified, assessed and managed in an accurate
and timely manner, ANZ has:
} An independent risk management function, with both central
and enterprise-wide functions (which typically cover activities
such as risk measurement, reporting and portfolio management),
together with embedded risk managers within the businesses.
} Developed frameworks to provide structured and disciplined
processes for managing key risks. These frameworks include
articulation of the appetite for these risks, portfolio direction,
policies, structures, limits and discretions.
Material Risks
All the Group’s activities involve, to varying degrees, the analysis,
evaluation, acceptance and management of risks or combinations
of risks. The material risks facing the Group and its approach to
management of those risks are described below:
Capital Adequacy Risk – is the risk of loss arising from ANZ failing
to maintain the level of capital required by prudential regulators
and other key stakeholders (shareholders, debt investors, depositors,
rating agencies etc.) to support ANZ’s consolidated operations and
risk appetite. Losses include those arising from diminished reputation,
a reduction in investor/counterparty confidence, regulatory
non-compliance (such as fines and banking license restrictions) and
an inability for ANZ to continue to do business. ANZ pursues an active
approach to capital management, which is designed to protect
the interests of depositors, creditors and shareholders.
Credit Risk – is the risk of financial loss resulting from a counterparty
failing to fulfil its obligations, or from a decrease in credit quality of
a counterparty resulting in a loss in value. ANZ has a comprehensive
framework to manage credit risk. The framework is top down, being
defined by credit principles and policies. The effectiveness of the
credit risk management framework is assessed through various
compliance and monitoring processes. These, together with portfolio
selection, define and guide the credit process, organisation and staff.
ANZ's customers could also be impacted by climate change
and changes to laws or regulations, or other policies adopted by
governments or regulatory authorities, including carbon pricing and
climate change adaptation or mitigation policies. We factor these
risks into our customer evaluations and due diligence processes.
ANZ has strengthened its due diligence processes governing lending
to the coal mining, transportation and power generation sectors.
We expect our customers in these sectors to have strategies in place
to reduce the emissions intensity, and increase the energy efficiency
of their operations over time. We also regularly conduct portfolio
reviews to identify potential financial stress in sectors that may
be impacted by declining demand or reduced commodity prices.
Market Risk – Market Risk stems from ANZ’s trading and balance
sheet activities and is the risk to ANZ’s earnings arising from changes
in interest rates, foreign exchange rates, credit spreads, volatility, and
correlations or from fluctuations in bond, commodity or equity prices.
ANZ has a detailed market risk management and control framework,
to support its trading and balance sheet activities, which incorporates
an independent risk measurement approach to quantify the
magnitude of market risk within the trading and balance sheet
portfolios. This approach, along with related analysis, identifies
the range of possible outcomes that can be expected over a given
period of time, and establishes the likelihood of those outcomes and
allocates an appropriate amount of capital to support these activities.
Liquidity and Funding Risk – is the risk that the Group is unable
to meet its payment obligations as they fall due, including repaying
depositors or maturing wholesale debt, or that the Group has
insufficient capacity to fund increases in assets. The Global financial
crisis highlighted the importance of differentiating between stressed
and normal market conditions in a name-specific crisis and the
different behaviour that offshore and domestic wholesale funding
markets can exhibit during market stress events. ANZ’s short term
liquidity risk appetite is defined by the ability to meet a range of
regulatory and internal liquidity metrics mandated by the Board.
The metrics cover a range of scenarios of varying duration and level
of severity which ANZ uses to manage this risk.
Operational Risk – is the risk of loss resulting from inadequate or
failed internal processes, people and systems, or from external events.
This definition includes legal risk and the risk of reputation loss, or
damage arising from inadequate or failed internal processes, people
and systems but excludes strategic risk. The objective of operational
risk management is to ensure that risks are identified, assessed,
measured, evaluated, treated, monitored and reported in a structured
environment with appropriate governance oversight. ANZ does
not expect to eliminate all operational risks, but to ensure that the
residual risk exposure is managed as low as reasonably practical
based on a sound risk/reward analysis in the context
of an international financial institution.
30
Reinsurance Risk – Reinsurance is an agreement in which one
insurer (‘the reinsurer’) indemnifies another insurer for all or part
of the risk of a policy originally issued and assumed by that other
insurer. Reinsurance is a risk transfer tool between the insurer and
reinsurer. The main risk that arises with reinsurance is counterparty
credit risk. This is the risk that a reinsurer fails to meet their contractual
obligations, that is, to pay reinsurance claims when due. This risk
is measured by assigning a counterparty credit rating or probability
of default. Reinsurance counterparty credit risk is mitigated
by restricting counterparty exposures on the basis of financial
strength and concentration.
Strategic Risk – Strategic Risks are risks that affect or are created
by an organisation’s business strategy and strategic objectives. Where
the strategy leads to an increase in other Key Material Risks (such
as Credit Risk, Market Risk, Operational Risk), the risk management
strategies associated with these risks form the primary controls.
Management Board members will identify and assess potential
strategic risks in the course of making decisions about the future
of ANZ. This will include analysis of potential merger and acquisition
activity, exit strategies and the nature of resourcing. In assessing
strategic risks, Management Board will consider impacts such as
pricing and products, the systems and processes needed to deliver
on the proposed strategy, and capital implications. In monitoring
the potential for strategic risk to materialise, ANZ must maintain
a deep understanding of the key markets and jurisdictions in which
we operate. This includes analysis of the economy and outlook,
globally and locally; the actions of competitors; and being agile
in our response to new and emerging technology.
A listing of the principal risks and uncertainties facing the Group
is set out on pages 179 to 187.
Further information on ANZ’s sustainability risks and how they are
managed is available in the 2016 Corporate Sustainability Review,
to be published on anz.com in December 2016.
Compliance Risk – is the probability and impact of an event that
results in a failure to act in accordance with laws, regulations, industry
standards and codes, internal policies and procedures and principles
of good governance that apply to ANZ’s businesses. ANZ’s Compliance
Framework is aligned to key industry and global standards and
benchmarks. It utilises the concept of a ‘risk-based’ approach to
compliance management, enabling the Compliance function to
support divisions and businesses in taking a standardised approach
to compliance management tasks. This allows ANZ to be globally
consistent in proactively identifying, assessing, managing, reporting
and escalating compliance-related risk exposures while respecting
the specific obligations of each jurisdiction in which we operate.
Reputation Risk – is the risk of loss caused by adverse perceptions
of ANZ held by the public, shareholders, investors, regulators,
or rating agencies that directly or indirectly impact earnings, capital
adequacy or value. Reputation Risk can arise as a result of poor
control processes or unexpected risks crystallising (such as credit,
market or operational risk). Conduct risk associated with ANZ’s
employees and/or contractors, in addition to the social and/or
environmental impacts of our lending decisions may also lead
to reputation risk. ANZ manages reputation risk through a robust
governance process and controls. The ANZ Reputation Risk
Committee, which derives its authority by delegated discretion from
the ANZ CEO, is the key decision making authority with the power
to approve or decline ANZ products, transactions and activities that
do or may give rise to Reputation Risk; and approve principles,
policies, processes and guidelines for the management of
reputation risks.
Insurance Risk – is the risk of unexpected losses resulting from
worse than expected claims experience (variation in timing and
amount of insurance claims due to incidence or non-incidence
of death, sickness, disability or general insurance claims) and includes
inadequate or inappropriate underwriting, claims management,
reserving, insurance concentrations, reinsurance management,
product design and pricing which will expose an insurer to financial
loss and the consequent inability to meet its liabilities. In the life
insurance business, insurance risk arises primarily through mortality
(death) and morbidity (illness and injury) and longevity risks.
Insurance risk is managed primarily by: product design to price all
applicable risks into contracts; reinsurance to reduce liability for large
individual risks; underwriting to price/reserve for the level of risk
associated with an individual contract; claims management to admit
and pay genuine claims appropriately; insurance experience reviews
to update assumptions and portfolio management to maintain
a diversity of individual risks.
DIRECTORS’ REPORT
31
ANZ ANNUAL REPORT 2016 DIRECTORS’ REPORT (continued)
REMUNERATION REPORT
Contents
1 Basis of Preparation
2 Key Management Personnel (KMP)
3 Role of the Board in Remuneration
4 The Role of the HR Committee
5 Remuneration Strategy and Objectives
6 The Composition of Executive Remuneration at ANZ
6.1 Fixed Remuneration
6.2 Variable Remuneration
6.3 Other Remuneration Elements
7 Linking Remuneration to Balanced Scorecard Performance
7.1 ANZ Performance
7.2 Variable Remuneration – Performance and Outcomes
8 2016 Remuneration
8.1 Non-Executive Directors (NEDs)
8.2 Chief Executive Officer (CEO) Remuneration Outcomes
8.3 Disclosed Executives Remuneration Outcomes
8.4 Remuneration Tables – CEO and Disclosed Executives
Awarded Remuneration Disclosure Tables
Statutory Remuneration Disclosure Table
9 Equity
9.1 CEO and Disclosed Executives Equity
9.2 NED, CEO and Disclosed Executives Equity Holdings
9.3 Equity Valuations
10 NEDs, CEO and Disclosed Executives Loan and Other Transactions
10.1 Loan Transactions
10.2 Other Transactions
35
35
36
36
36
37
38
38
42
44
44
45
47
47
48
48
49
50
52
54
54
56
58
59
59
59
32
Introduction from the Chair of the Human Resources Committee
Dear Shareholder,
I am pleased to present our Remuneration Report for the year ending 30 September 2016.
The remuneration framework, which is aligned to our risk management framework, is designed to create value for all stakeholders, to differentiate
rewards based on Group and individual performance and to provide competitive rewards that attract, motivate and retain talented people.
Remuneration outcomes
The ANZ Board has assessed the 2016 performance against the balanced scorecard and progress towards broader long term strategic goals.
2016 saw steady progress at the start of a period of consolidation and transition for ANZ. The goal is to be a simpler, better capitalised and
more balanced bank that consistently produces better outcomes for shareholders and for customers. As part of this transition the Group took
up $1,077 million of charges (post tax) for “Specified Items”. Cash Profit declined 18% (excluding the impact of the “Specified Items” Cash Profit
reduced 3%). In line with the strategic focus on capital efficiency, ANZ reduced the FY16 dividend and stated an intention to move back towards
the historic payout range of 60% to 65% of Cash Profit which we believe to be a sustainable base for the future. The Board is very pleased
with the substantial progress being made by the Chief Executive Officer (CEO) and his team, to refocus the organisation and establish a solid
foundation for future performance.
This year there have been significant (9% to 43%) reductions in variable remuneration year on year for the majority of executives. Five of the nine
executives (including the CEO) have received a below target award for 2016.
The Long Term Variable Remuneration1 awarded in 2012 was tested in late 2015. ANZ achieved a Total Shareholder Return (TSR) of 38% and
31% over the three year performance periods for the Current CEO and Disclosed Executives, and Former CEO awards respectively. ANZ’s TSR did
not reach the median of the comparator group and accordingly, the performance rights did not vest, executives received no value from these
awards and the awards have now lapsed. It is likely that the Long Term Variable Remuneration awarded in 2013, to be tested in November 2016,
will not reach the vesting thresholds and will also lapse.
Executive changes
Shayne Elliott became CEO on 1 January 2016 and there were also several changes to Disclosed Executives during the year. These included
the appointment of Fred Ohlsson as Group Executive, Australia and Mark Whelan as Group Executive, Institutional. Maile Carnegie (Group
Executive, Digital Banking) and Michelle Jablko (Chief Financial Officer) also joined ANZ as Disclosed Executives. For each of these appointments,
fixed remuneration was set lower than that of the prior incumbent (where relevant), including the CEO whose fixed remuneration was set at
$2.1 million (nearly 40% lower than his predecessor). The Total Remuneration allocated for the CEO and Disclosed Executives has reduced (on
an annualised basis) from around $40 million in FY15 to around $30 million in FY16, most of which is attributable to reduced fixed and variable
remuneration levels.
Changes to remuneration structures
The Human Resources Committee has a strong focus on the relationship between business performance, risk management and remuneration,
and regularly reviews the executive remuneration structure to ensure it remains appropriate.
During 2016 the HR Committee reviewed the CEO and Disclosed Executives’ remuneration frameworks to ensure they support the achievement
of ANZ’s strategic objectives. The review considered a range of factors including market best practice, changes in market conditions and
regulatory developments and feedback from shareholders and proxy advisors. The review has resulted in the changes summarised below,
which are effective for the 2016 year.
We have implemented a combined Variable Remuneration framework for Disclosed Executives (combining Annual Variable Remuneration2 and
Long Term Variable Remuneration). Individual performance continues to be assessed against Group, Divisional and Individual annual objectives
based on a balanced scorecard of measures and positive demonstration of values led behaviours. Measures relate to annual targets and also
contributions towards medium to longer term performance outcomes aligned to ANZ’s strategic objectives. The grant of Variable Remuneration
is determined at the end of the bank’s financial year and is delivered as 33% cash, 33% shares and 34% performance rights delivered over the
short, medium and longer term. Delivery and deferral periods are as follows:
} The cash portion vests immediately.
} Shares are now deferred equally over four years (rather than two years previously).
} Performance rights will continue to be deferred over three years subject to testing at the end of the performance period. 75% are measured
against the TSR of the Select Financial Services comparator group, and 25% are measured against Absolute Compound Annual Growth Rate
TSR target.
} The maximum opportunity is now 150% of target and the deferral threshold is no longer applicable.
33
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016 For the bank’s financial year commencing 1 October 2016, the Variable Remuneration target for Disclosed Executives (excluding the Chief Risk
Officer) has been increased from 170% to 200% of fixed remuneration in alignment with the other Australian major banks. As a result, a greater
proportion of total target remuneration will be at risk (67% of total target remuneration rather than 63%). This also aligns the proportion of fixed
and at risk remuneration for the Disclosed Executives with the CEO. This does not mean that variable rewards will necessarily increase as it is
dependant on the percentage of target paid which is based on the performance in the year.
Consistent with the arrangements disclosed to the market at the time of appointment, the CEO has a separate Annual Variable Remuneration
and Long Term Variable Remuneration framework.
} Annual Variable Remuneration is delivered as an equal mix of cash and shares.
– The cash portion vests immediately.
– Shares are now deferred equally over four years (rather than two years previously).
– The maximum opportunity is now 150% of target (rather than 200% previously) and the deferral threshold is no longer applicable.
} Long Term Variable Remuneration continues to be delivered as performance rights deferred over three years subject to testing at the
end of the performance period and measured against the same hurdles as Disclosed Executives.
Further detail is provided within the Remuneration Report which we hope you will find informative.
Graeme R Liebelt
Chair – Human Resources Committee
1 LTVR - Also referred to as Long Term Incentive (LTI).
2 AVR - Also referred to as Short Term Incentive (STI).
34
DIRECTORS’ REPORT (continued) 1. Basis of Preparation
The Remuneration Report is designed to provide shareholders with an understanding of ANZ’s remuneration policies and the link between our
remuneration approach and ANZ’s performance, in particular regarding Key Management Personnel (KMP) as defined under the Corporations
Act 2001. Individual outcomes are provided for ANZ’s Non-Executive Directors (NEDs), the CEO and Disclosed Executives (current and former).
The Disclosed Executives are defined as those direct reports to the CEO with responsibility for the strategic direction and management
of a major revenue generating Division or who control material revenue and expenses that fall within the definition of KMP.
The Remuneration Report for the Company and the Group for 2016 has been prepared in accordance with section 300A of the Corporations
Act 2001. Information in Tables 5 and 6: Awarded Remuneration Disclosure has been prepared in accordance with the presentation basis set
out in Section 8.4. The information provided in this Remuneration Report has been audited as required by section 308(3C) of the Corporations
Act 2001, unless indicated otherwise, and forms part of the Directors’ Report.
2. Key Management Personnel (KMP)
The KMP disclosed in this year’s report are detailed in Table 1.
TABLE 1: KEY MANAGEMENT PERSONNEL
Name
Position
Non-Executive Directors (NEDs)
D Gonski
Chairman – Appointed Chairman May 2014 (Appointed Director February 2014)
I Atlas
P Dwyer
S J Halton
H Lee
G Liebelt
I Macfarlane
J T Macfarlane
Chief Executive Officer (CEO)
S Elliott
Chief Executive Officer (CEO) – Former
M Smith
Disclosed Executives – Current
M Carnegie
A Currie1
D Hisco
G Hodges
M Jablko
F Ohlsson
M Whelan
N Williams
Disclosed Executives – Former
P Chronican
A Géczy
J Phillips
Director – Appointed September 2014
Director – Appointed April 2012
Director – Appointed 21 October 2016
Director – Appointed February 2009
Director – Appointed July 2013
Director – Appointed February 2007
Director – Appointed May 2014
Chief Executive Officer and Executive Director – Appointed 1 January 2016
(Chief Financial Officer until 31 December 2015)
Former Chief Executive Officer and Executive Director
– Concluded in role 31 December 2015, ceased employment 7 July 2016
Group Executive, Digital Banking – Appointed 27 June 2016
Chief Operating Officer
Group Executive and Chief Executive Officer, New Zealand
Deputy Chief Executive Officer
(also Acting Chief Financial Officer from 1 January 2016 to 17 July 2016)
Chief Financial Officer – Appointed 18 July 2016
Group Executive, Australia – Appointed 1 February 2016
Group Executive, Institutional – Appointed 1 February 2016
(Chief Executive Officer, Australia – Appointed 3 April 2015 until 31 January 2016)
Chief Risk Officer
Former Chief Executive Officer, Australia
– Concluded in role 2 April 2015, ceased employment 31 December 2015
Former Chief Executive Officer, International & Institutional Banking
– Concluded in role 29 January 2016, ceased employment 7 October 2016
Former Group Executive, Wealth, Marketing and Innovation
– Concluded in role 11 March 2016, ceased employment 1 July 2016
1 A Currie will step down from the Chief Operating Officer role in 2017.
Term as KMP
in 2016
Full Year
Full Year
Full Year
–
Full Year
Full Year
Full Year
Full Year
Full Year
Part Year
Part Year
Full Year
Full Year
Full Year
Part Year
Part Year
Full Year
Full Year
–
Full Year
Part Year
35
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016 3. Role of the Board in Remuneration
The HR Committee is a Committee of the Board. The HR Committee is responsible for:
} reviewing and making recommendations to the Board in relation to remuneration governance, director and senior executive remuneration
and senior executive succession;
} specifically making recommendations to the Board on remuneration and succession matters related to the CEO, and individual remuneration
arrangements for other key executives covered by the Group’s Remuneration Policy;
} the design of significant variable remuneration (such as the ANZ Employee Reward Scheme (ANZERS) and the Institutional Total Incentives
Performance Plan (TIPP)); and
} remuneration structures for senior executives and others specifically covered by the Remuneration Policy.
More details about the role of the HR Committee can be found on the ANZ website.1
The link between remuneration and risk is considered a key requirement by the Board. Committee membership is structured to ensure overlap
of representation across the HR Committee and Risk Committee, with three NEDs currently on both committees. The HR Committee has free
and unfettered access to risk and financial control personnel, and can also engage independent external advisors as needed.
Throughout the year the HR Committee and management received information from external providers including Aon Hewitt, Ashurst,
Ernst & Young, Herbert Smith Freehills, Korn Ferry Hay Group, McLagan, Mercer Consulting (Australia) Pty Ltd and PricewaterhouseCoopers.
This information related to market data and market practice information, legislative requirements and interpretation of governance and
regulatory requirements.
The HR Committee did not receive any remuneration recommendations from consultants during the year in relation to the remuneration
arrangements of KMP. ANZ employs in-house remuneration professionals who provide recommendations to the HR Committee/Board, taking
into consideration market information provided by external providers. The Board’s decisions were made independently using the information
provided and having careful regard to ANZ’s strategic objectives, risk appetite and Remuneration Policy and principles.
1 Go to anz.com > about us > our company > corporate governance > ANZ Human Resources Committee Charter.
4. The Role of the HR Committee
During 2016, the HR Committee met on six occasions, with remuneration matters an agenda item on each occasion. The HR Committee has
a strong focus on the relationship between business performance, risk management and remuneration, with the following activities occurring
during the year:
} annual review of the effectiveness of the Remuneration Policy;
} review of key senior executive appointments and terminations;
} involvement of the Risk function in remuneration regulatory and compliance related activities;
} monitoring of regulatory and compliance matters relating to remuneration governance;
} review of variable remuneration arrangements including changes to the CEO and Group Executive Committee (ExCo)
remuneration framework;
} review of reward outcomes for key senior executives;
} review of ANZ’s risk culture and employee engagement;
} review of diversity and inclusion; and
} review of succession plans for key senior executives.
5. Remuneration Strategy and Objectives
ANZ’s remuneration strategy, the Group’s Remuneration Policy and reward frameworks all reflect the importance of sound risk management.
The following principles underpin ANZ’s Remuneration Policy, which is approved by the Board and applied globally across ANZ:
} creating and enhancing value for all ANZ stakeholders;
} emphasising the ‘at risk’ components of total rewards to increase alignment with shareholders and encourage behaviour that supports the
long term financial soundness and the risk management framework of ANZ, and the delivery of superior long term total shareholder returns;
} differentiating rewards in line with ANZ’s culture of rewarding for outperformance and demonstration of behaviours aligned with ANZ’s values
(Integrity, Collaboration, Accountability, Respect and Excellence); and
} providing a competitive reward proposition to attract, motivate and retain the highest quality individuals in order to deliver ANZ’s business
and growth strategies.
Appropriate risk management is fundamental to the way ANZ operates and is therefore a key element of the way performance is measured and
assessed at a Group, Division and individual level. Variable remuneration outcomes reflect performance against a balanced scorecard of financial
and non-financial (including risk) measures.
36
DIRECTORS’ REPORT (continued) 6. The Composition of Executive Remuneration at ANZ
The core elements of ANZ’s remuneration strategy for the CEO and Disclosed Executives are set out below. The following diagram demonstrates
the remuneration frameworks at ANZ, including the award instruments, performance links and vesting schedules.
FIGURE 1: REMUNERATION OVERVIEW FOR 2016
1 Oct 2015
30 Sept 2016
Nov 2016
Nov 2017
Nov 2018
Nov 2019
Nov 2020
Fixed
remuneration
Performance and
measurement
period
Measures relate to
contribution towards
medium to longer term
performance outcomes
aligned to ANZ’s strategic
objectives as well
as annual goals
d
e
t
a
c
o
l
l
i
a
/
d
a
p
n
o
i
t
a
r
e
n
u
m
e
r
e
b
a
i
r
a
V
l
h
s
a
C
d
e
r
r
e
f
e
D
s
e
r
a
h
s
e
c
n
a
m
r
o
f
r
e
P
1
s
t
h
g
i
r
25% vesting at
the end of year 1
25% vesting at
the end of year 2
25% vesting at
the end of year 3
25% vesting at
the end of year 4
Vesting subject to meeting TSR performance hurdles at the end of year 3
1 Allocated in November for Disclosed Executives and December for the CEO (subject to shareholder approval).
The Board aims to find a balance between:
} fixed and at risk remuneration; and
} cash and deferred equity.
Figure 2 provides an overview of the target remuneration mix for the CEO and Disclosed Executives.
FIGURE 2: TARGET REMUNERATION MIX
Deferred
Equity
50%
At Risk
67%
Performance
rights
33%
Deferred
shares
16.5%
Cash
16.5%
Long
Term
Variable
Rem
33%
Annual
Variable
Rem
33%
Fixed
33%
Cash
50%
Fixed
remuneration
33%
Deferred
Equity
42%
At Risk
63%
Cash
58%
Fixed
37%
Performance
rights
21%
Deferred
shares
21%
Cash
21%
Fixed
remuneration
37%
Deferred
Equity
45%
Variable
Rem
63%
At Risk
67%
Performance
rights
23%
Deferred
shares
22%
Variable
Rem
67%
Cash
22%
Cash
55%
Fixed
33%
Fixed
remuneration
33%
CEO
2016 Disclosed Executives
2017 Disclosed Executives
37
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016
The remuneration mix in Figure 2 is based on performance rights face value at 50% vesting assuming an ‘on target’ award.
The CEO’s target remuneration mix is equally weighted between fixed remuneration, Annual Variable Remuneration (AVR) and Long Term
Variable Remuneration (LTVR), with approximately half of total target remuneration allocated as equity (shares deferred equally over four
years, and performance rights deferred over three years), which remains at risk until vesting date.
The target remuneration mix for Disclosed Executives is weighted between fixed remuneration (37%) and Variable Remuneration (VR) (63%),
with approximately 42% of total target remuneration allocated as equity (shares deferred equally over four years, and performance rights
deferred over three years) remaining at risk until vesting date.
The CEO and Disclosed Executives may be awarded amounts above or below the target for variable remuneration.
ANZ’s variable remuneration deferral arrangements are designed to ensure that the CEO and Disclosed Executives are acting in the best long
term interests of ANZ and its shareholders. Deferring part of their variable remuneration over one to four years results in a substantial amount
being directly linked to long term shareholder value. For example as at 30 September 2016 Shayne Elliott held 66,482 unvested deferred shares
and 282,483 unvested performance rights, the combined value1 of which was around four and a half times his fixed remuneration. Similarly as
at 30 September 2016 Disclosed Executives held unvested equity, the value1 of which was around four times their average fixed remuneration.
The reward structure for the CEO and Disclosed Executives is detailed below.
2017 Bank financial year
The target remuneration mix for Disclosed Executives (excluding the Chief Risk Officer (CRO)) will change as shown in Figure 2 above. VR targets
will be increased from 170% to 200% of fixed remuneration in alignment with the Australian major banks, noting that the deferral period for
shares has increased from two to four years, the deferral threshold has been removed, the maximum opportunity has been reduced to 150%
of target and the performance rights for Disclosed Executives are now effectively hurdled twice (once on grant to determine the award and
then on vesting against the performance hurdles).
The only exception is the CRO whose remuneration arrangements have been structured differently to preserve the independence of this
role and to minimise any conflicts of interest in carrying out the risk control function across the organisation. The CRO’s VR target will remain
unchanged (refer to Section 6.2.3 How Variable Remuneration is delivered).
1 Value is based on the number of unvested deferred shares and unvested rights held at 30 September 2016 multiplied by the ANZ closing share price as at 30 September 2016.
6.1 FIXED REMUNERATION
The fixed remuneration amount is expressed as a total dollar amount which can be taken as cash salary, superannuation contributions and
other nominated benefits. Fixed remuneration is set based on financial services market1 relativities reflecting responsibilities, performance,
qualifications, experience and location.
1 Considered the most relevant comparator as this is the main pool for sourcing talent and where key talent may be lost.
6.2 VARIABLE REMUNERATION
6.2.1 Overview of arrangements
Variable remuneration forms a significant part of the CEO’s and Disclosed Executives’ potential remuneration, providing at risk components that
are designed to drive performance in the short, medium and long term.
For the 2016 awards, we have implemented revised variable remuneration arrangements:
} Disclosed Executives: Rewarded under a single Variable Remuneration (VR) framework. Individual performance is assessed against Group,
Divisional and individual objectives based on a balanced scorecard of measures and positive demonstration of values led behaviours. Many
of the measures relate to contribution towards medium to longer term performance outcomes aligned to ANZ’s strategic objectives as well
as annual goals. Assessment is over a one year time frame with the grant of variable remuneration determined at the end of the bank financial
year. VR is then delivered as an even mix of cash, deferred shares and performance rights (subject to further performance measurement).
} CEO: Remains on separate AVR and LTVR frameworks. A target opportunity for both AVR and LTVR is established and performance is measured
separately for each component.
The maximum AVR opportunity for the CEO and maximum VR opportunity for the Disclosed Executives is up to 150% of target. AVR/VR can
be adjusted down (and potentially to a nil payment) based on assessed performance.
38
DIRECTORS’ REPORT (continued) 6.2.2 Annual performance
Variable remuneration is delivered under ANZ’s Employee Reward Scheme (ANZERS) structure and the pool for distribution is reviewed by the HR
Committee and approved by the Board. The size of the overall pool is based on an assessment of the balanced scorecard of measures of the Group
and affordability.
Targets are set considering prior year performance, industry standards and ANZ’s strategic objectives. Many of the measures also focus on
targets which are set for the current year in the context of progress towards longer term goals. The specific targets and features relating to all
these measures have not been provided in detail due to their commercial sensitivity.
Key performance areas for the ANZERS scorecard and outcomes against those for 2016 are in Section 7.2 Variable Remuneration – Performance
and Outcomes.
For the CEO and Disclosed Executives, the weighting of measures in each individual’s balanced scorecard will vary to reflect the responsibilities
of their role. For example the Group Executives of the Australia, New Zealand and Institutional divisions have a 40% weighting on financial
measures and 20% on each of Customer, Process/Risk and People.
Performance is assessed against these objectives at the end of the year, with input from the CEO, CRO, CFO and Group General Manager Internal
Audit on risk management, financial performance and internal audit matters, followed by review and endorsement by the HR Committee, with
final outcomes approved by the Board.
The Board reviews performance outcomes against target for each metric, combined with a judgemental assessment of each outcome relative
to overall business performance for both the short and longer term.
6.2.3 How Variable Remuneration is delivered
Mandatory deferral of a significant portion of variable remuneration places an increased emphasis on having a variable structure that is flexible,
continues to be performance linked, has significant retention elements and aligns the interests of the CEO and Disclosed Executives to shareholders
to deliver against strategic objectives. Deferred remuneration remains subject to downward adjustment by the Board during the vesting period.
Delivered as
CEO
Disclosed Executives
Deferral period
Cash
Deferred shares1
50% of AVR
50% of AVR
Performance rights2
100% of LTVR3
33% of VR
33% of VR
34% of VR
–
Pro rata vesting in equal tranches over four years
Three years
1 Deferred shares or deferred share rights. At the end of the deferral period, each deferred share right entitles the holder to one ordinary share. Deferred shares are ordinary shares.
2 Deferred share rights for the CRO, instead of performance rights.
3 Subject to shareholder approval at the 2016 Annual General Meeting.
Downward adjustment
The Board has on-going and absolute discretion to:
} adjust deferred variable remuneration downwards, or to zero at any time, including after the grant of such remuneration, where the Board
considers such an adjustment is necessary to protect the financial soundness of ANZ or to meet unexpected or unknown regulatory
requirements, or if the Board subsequently considers that having regard to information which has come to light after the grant of deferred
equity/cash, the deferred equity/cash was not justified;
} withhold vesting until the Board has considered any information that may impact the vesting.
Prior to any scheduled release of deferred remuneration, the Board considers whether any downward adjustment should be made.
No downward adjustment was applied to the remuneration of the executives during 2016.
39
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016 PERFORMANCE RIGHTS – CEO (LTVR) AND DISCLOSED EXECUTIVES (VR) EXCLUDING THE CRO
Award instrument
Performance rights delivered to the CEO and Disclosed Executives are a right to acquire a share at nil cost,
subject to meeting time and performance hurdles. Upon exercise, each performance right entitles the holder
to one ordinary share.
Calculating the number
of performance rights
To increase transparency and reduce volatility in the number of performance rights allocated each year a face value
methodology has been used for grants after 1 October 2015 to determine the number of performance rights allocated
to the CEO and Disclosed Executives.
The number of performance rights allocated is calculated based on the five trading day Volume Weighted Average
Price (VWAP) of the Company’s shares traded on the ASX in the week up to and including the start of the performance
period (commencing 22 November 2016 for the 2016 award). The future value of performance rights may range
from zero to an indeterminate value depending on performance against the hurdle and the share price at the time
of exercise.
Performance conditions For the performance rights in relation to the 2016 year (to be granted in November/December 2016):
} 75% will be measured against the TSR of the Select Financial Services comparator group (Tranche 1); and
} 25% will be measured against Absolute Compound Annual Growth Rate (CAGR) TSR (Tranche 2).
TSR represents the change in the value of a share plus the value of reinvested dividends paid. TSR was chosen as the
most appropriate comparative measure as it focuses on the delivery of shareholder value and is a well understood
and tested mechanism to measure performance.
Each tranche will be measured independently from the other so one tranche may vest fully or partially but another
tranche may not.
The S&P/ASX 50 Index comparator group has been removed for performance rights in relation to the 2016 year
to simplify the performance hurdles utilised in the measurement of performance rights.
Performance period
Performance rights awarded to the CEO and Disclosed Executives will be tested against the relevant performance
hurdle at the end of the three year performance period.
A three year performance period provides a reasonable period to align reward with shareholder return and also acts
as a vehicle to help retain the CEO and Disclosed Executives. It aligns to the business planning cycle, provides sufficient
time for the longer term performance to be reflected, while balancing a reasonable timeframe for the CEO and
Disclosed Executives to find the award meaningful.
For the 2016 (and 2015) awards, the Select Financial Services TSR comparator group is comprised of the following
nine companies:
} Bank of Queensland Limited
} Bendigo and Adelaide Bank Limited
} Commonwealth Bank of Australia Limited
} DBS Bank Limited
} Macquarie Group Limited
} National Australia Bank Limited
} Standard Chartered PLC
} Suncorp Group Limited
} Westpac Banking Corporation
The proportion of performance rights that become exercisable in each tranche will depend upon the TSR achieved
by ANZ relative to the companies in the relevant comparator group at the end of the three year performance period.
An averaging calculation is used for TSR over a 90 day period for start and end values in order to reduce the impact
of share price volatility. To ensure an independent TSR measurement, ANZ engages the services of an external
organisation (Mercer Consulting (Australia) Pty Ltd) to calculate ANZ’s performance against the TSR hurdles. The
level of performance required for each level of vesting, and the percentage of vesting associated with each level
of performance, are set out below. The performance rights lapse if the performance condition is not met. There
is no re-testing.
If the TSR of the Company compared to the
TSR of the comparator group:
The percentage of performance rights which will vest is:
Does not reach the 50th percentile
0%
Reaches or exceeds the 50th percentile but does
not reach the 75th percentile
50%, plus 2% for every one percentile increase
above the 50th percentile
Reaches or exceeds the 75th percentile
100%
Relative TSR
performance
hurdle and TSR
comparator group
40
DIRECTORS’ REPORT (continued) Absolute TSR
performance hurdle
To strengthen the focus of executives on growing positive returns to shareholders, Absolute CAGR TSR was introduced
in 2015 as an internal hurdle contingent on ANZ achieving or exceeding a threshold level of growth (as determined by
the Board). The combination of absolute and relative TSR hurdles provides balance to the plan, rewarding executives
for performance that exceeds that of peer companies, while still ensuring there is a continued focus on providing
positive growth (even when the market is declining). Absolute CAGR TSR provides executives with a more direct line
of sight to the performance required to achieve shareholder value creation and provides a tighter correlation between
the executives’ rewards and the shareholders’ financial outcomes.
The level of performance required for each level of vesting and the percentage of vesting associated with each level
of performance are set out below. The performance rights lapse if the performance condition is not met. There is no
re-testing.
For the performance rights in relation to the 2016 (and 2015) year, the following targets apply and will be assessed
over the three year performance period (commencing 22 November 2016 for the 2016 award):
If the Absolute CAGR TSR of the Company:
The percentage of performance rights which will vest is:
Does not reach 9%
Reaches 9%
Exceeds 9% but does not reach 13.5%
0%
50%
Progressive pro rata vesting between 50% and 100%
(on a straight line basis)
Reaches or exceeds 13.5%
100%
ARRANGEMENTS FOR THE CRO
Instead of receiving performance rights, the CRO receives deferred share rights.
Deferred share rights are subject to a time-based vesting hurdle of three years. The value used to determine the number of deferred share rights
to be allocated is based on an independent fair value calculation.
6.2.4 Legacy delivery instruments
VARIABLE REMUNERATION ARRANGEMENTS (GRANTED FROM 1 OCTOBER 2015)
The below arrangements relate to 2015 variable remuneration granted in November/December 2015 (under the previous approach), which vary
from the arrangements for 2016.
Mandatory deferral
For the CEO and Disclosed Executives’ AVR in relation to the 2015 year (granted in November 2015), the mandatory
deferral threshold for AVR payments was $100,000 (subject to a minimum deferral amount of $25,000) with:
} the first $100,000 paid in cash;
} 50% above $100,000 paid in cash;
} 25% above $100,000 deferred in ANZ equity1 for one year; and
} 25% above $100,000 deferred in ANZ equity1 for two years.
100% of the CEO and Disclosed Executives’ 2015 LTVR was deferred in hurdled performance rights2 for three years.
1 Deferred shares or deferred share rights. At the end of the deferral period, each deferred share right entitles the holder to one ordinary share. Deferred shares are ordinary shares.
2 Deferred share rights for the CRO, instead of performance rights.
PERFORMANCE RIGHTS – EXCLUDING THE CRO (granted from 1 October 2015)
Performance
conditions
For the performance rights in relation to the 2015 year (granted in November/December 2015):
} One third are measured against the TSR of the Select Financial Services comparator group (Tranche 1);
} One third are measured against the TSR of the companies within the S&P/ASX 50 Index as at the start
of the performance period (Tranche 2); and
} One third are measured against Absolute CAGR TSR (Tranche 3).
41
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016 6.3 OTHER REMUNERATION ELEMENTS
Hedging and Margin Lending Prohibition
As specified in the Trading in ANZ Securities Policy and in accordance with the Corporations Act 2001, equity allocated under ANZ variable
remuneration plans must remain at risk until fully vested (in the case of deferred shares) or exercisable (in the case of deferred share rights
or performance rights). As such, it is a condition of grant that no schemes are entered into, by an individual or their associated persons, that
specifically protects the unvested value of shares, deferred share rights or performance rights allocated. Doing so would constitute a breach
of the grant conditions and would result in the forfeiture of the relevant shares, deferred share rights or performance rights.
ANZ also prohibits the NEDs, CEO and Disclosed Executives from providing ANZ securities in connection with a margin loan or similar financing
arrangements which may be subject to a margin call or loan to value ratio breach.
To monitor adherence to this policy, ANZ’s NEDs, CEO and Disclosed Executives are required to sign an annual declaration stating that they and
their associated persons have not entered into (and are not currently involved in) any schemes to protect the value of their interests in any ANZ
securities. Based on the 2016 declarations, ANZ can advise that the NEDs, CEO and Disclosed Executives are fully compliant with this policy.
CEO and Disclosed Executives Shareholding Guidelines
The CEO and Disclosed Executives are expected to accumulate ANZ shares over a five year period, to the value of 200% of their fixed
remuneration and to maintain this shareholding while an executive of ANZ. Shareholdings for this purpose include all vested and allocated
(but unvested) equity which is not subject to performance hurdles. Based on equity holdings as at 30 September 2016, the CEO and all Disclosed
Executives meet or, if less than five years’ tenure, are on track to meet their minimum shareholding requirement apart from Alistair Currie, who
is stepping down from his role as announced to the market.
Conditions of Grant
The conditions under which deferred shares, deferred share rights and performance rights are granted are approved by the Board in accordance
with the rules of the ANZ Employee Share Acquisition Plan and/or the ANZ Share Option Plan.
Where deferred share rights or performance rights are granted, any portion of the award which vests may be satisfied by a cash equivalent
payment rather than shares at the Board’s discretion.
CEO and Disclosed Executives’ Contract Terms
The following sets out details of the contract terms relating to the CEO and Disclosed Executives. The contract terms for the CEO and all
Disclosed Executives are similar, but do, in some cases, vary to suit different circumstances.
Length of contract
The CEO and Disclosed Executives are all on a permanent ongoing employment contract.
Resignation
In order to terminate the employment arrangements:
} the CEO is required to provide the Company with 12 months’ written notice;
} Disclosed Executives are required to provide the Company with 6 months’ written notice.
On resignation, unless the Board determines otherwise, all unvested deferred shares, all unvested
or vested but unexercised performance rights and all deferred share rights are forfeited.
Termination on
notice by ANZ
ANZ may terminate employment by providing 12 months’ written notice or payment in lieu of the notice period
based on fixed remuneration. On termination on notice by ANZ, unless the Board determines otherwise:
} all unvested deferred shares, performance rights and deferred share rights are forfeited; and
} only performance rights and deferred share rights that are vested may be exercised.
Redundancy
(not applicable
for the CEO)
Where the Disclosed Executive’s termination is classified as a ‘good leaver’ then, unless the Board decides otherwise, any
unvested deferred shares/deferred share rights will be retained and released at the original vesting date. Any unvested
performance rights (subject to performance hurdles being met) and deferred share rights will be prorated for the period
from the date of grant to the full notice termination date and released at the original vesting date.
If ANZ terminates a Disclosed Executive’s employment for reason of redundancy, a severance payment will be made
that is equal to 12 months’ fixed remuneration.
All unvested deferred shares/deferred share rights remain subject to downward adjustment and are released at the
original vesting date. All unvested performance rights (subject to performance hurdles being met), and deferred share
rights will be prorated for the period from the date of grant to the full notice termination date and released at the
original vesting date.
42
DIRECTORS’ REPORT (continued) Death or total
and permanent
disablement
On death or total and permanent disablement all unvested deferred shares, all deferred share rights and all performance
rights will vest.
Termination for
serious misconduct
ANZ may immediately terminate employment at any time in the case of serious misconduct, and the executive will only
be entitled to payment of fixed remuneration up to the date of termination.
On termination without notice by ANZ in the event of serious misconduct all deferred shares held in trust will be forfeited
and all performance rights and deferred share rights will be forfeited.
Where a change of control occurs, which includes a person acquiring a relevant interest in at least 50% of the Company’s
ordinary shares as a result of a takeover bid, or other similar event, the applicable performance conditions applying to the
performance rights will be tested and the performance rights will vest based on the extent the performance conditions
are satisfied. No pro rata reduction in vesting will occur based on the period of time from the date of grant to the date
of the change of control event occurring, and vesting will only be determined by the extent to which the performance
conditions are satisfied.
Any performance rights which vest based on satisfaction of the performance conditions will vest at a time (being no later
than the final date on which the change of control event will occur) determined by the Board.
Any performance rights which do not vest will lapse with effect from the date of the change of control event occurring,
unless the Board determines otherwise.
Any unvested deferred shares will vest at a time (being no later than the final date on which the change of control event
will occur) determined by the Board.
Payment of statutory entitlements of long service leave and annual leave applies in all events of separation.
Change of control
(applicable for the
CEO only)
Statutory
Entitlements
Other arrangements In addition to the standard remuneration arrangements, other remuneration may be awarded (for example, to incoming
Disclosed Executives) to compensate for awards forfeited on resigning from their previous employer to join ANZ.
Former CEO Contract Terms
The following sets out details of the contract terms relating to the Former CEO as announced to the market on 1 October 2015.
Length of contract Michael Smith commenced as CEO and Executive Director of ANZ on 1 October 2007 and was on a permanent contract.
Key terms of leaving
arrangement
On 1 October 2015 the Board announced that Michael Smith would be succeeded as CEO by Shayne Elliott effective
1 January 2016.
Under his employment contract Michael Smith was entitled to 12 months’ notice and ANZ had the right to require him
to work all or part of this notice period. Accordingly, ANZ determined as follows:
1. Michael Smith worked in the role as CEO for the first 3 months (to 31 December 2015);
2. Michael Smith was on leave for a period of approximately 6 months (gardening leave) (to 7 July 2016);
3. Michael Smith received a payment for the remaining approximately 3 months in lieu of notice (to 30 September 2016)
in addition to a payment for pro rata long service leave and other statutory entitlements.
No ex gratia payments were or will be made.
Equity granted in prior years under ANZ’s AVR and LTVR plans will, in accordance with the terms of their issue and Michael
Smith’s employment contract, remain on foot and will vest at the originally intended vesting dates to the extent to which
the performance conditions (where applicable) are satisfied in accordance with the Conditions of Grant (and the terms
approved by Shareholders for the performance rights). Where the rights have vested the Board may determine to settle
in equity or a cash equivalent payment. There was no accelerated or automatic vesting upon ceasing employment.
Michael Smith was entitled to the value of the superannuation funds that he had accumulated over his eight years with ANZ.
43
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016 7. Linking Remuneration to Balanced Scorecard Performance
7.1 ANZ PERFORMANCE
TABLE 2: ANZ’S FINANCIAL PERFORMANCE 2012 – 2016
Statutory profit ($m)
Cash/Underlying profit1 (unaudited)
Cash/Underlying return on equity (ROE) (%) (unaudited)
Cash/Underlying earnings per share (EPS) (unaudited)
Share price at 30 September ($)2
Total dividend (cents per share)
Total shareholder return (12 month %)
2012
5,661
5,830
15.1%
218.5
24.75
145
35.4
2013
6,310
6,492
15.3%
238.3
30.78
164
31.5
2014
7,271
7,117
15.4%
260.3
30.92
178
5.9
2015
7,493
7,216
14.0%
260.3
27.08
181
(7.5)
2016
5,709
5,889
10.3%
202.6
27.63
160
9.2
1 The Group has used cash profit as a measure of performance for ongoing business activities of the Group, enabling shareholders to assess Group and Divisional performance against prior
periods and against peer institutions since 1 October 2012. Statutory profit has been adjusted for non-core items to arrive at cash profit. Cash profit is not audited; however, the external auditor
has informed the Audit Committee that the cash profit adjustments have been determined on a consistent basis across the respective periods presented.
2 The opening share price at 1 October 2011 was $19.10.
Figure 3 compares ANZ’s TSR performance against the median TSR and upper quartile TSR of the performance rights Select Financial Services
(SFS) comparator group over the 2012 to 2016 measurement period. ANZ’s TSR performance is below the median TSR of the SFS comparator
group over the five year period to 30 September 2016. Although this is across a different performance period, it is consistent with the outcomes
of the most recently tested performance rights grants.
FIGURE 3: ANZ 5-YEAR CUMULATIVE TOTAL SHAREHOLDER RETURN PERFORMANCE
Upper Quartile TSR SFS
Median TSR SFS
ANZ TSR
measurement
period
Measures relate to
contribution towards
medium to longer term
performance outcomes
aligned to ANZ’s strategic
objectives as well
as annual goals
1
1
p
e
S
2
1
r
a
M
2
1
p
e
S
3
1
r
a
M
3
1
p
e
S
4
1
r
a
M
4
1
p
e
S
5
1
r
a
M
5
1
p
e
S
6
1
r
a
M
6
1
p
e
S
Performance period
250%
230%
210%
190%
170%
150%
130%
110%
90%
70%
50%
e
g
a
t
n
e
c
r
e
P
44
DIRECTORS’ REPORT (continued)
7.2 VARIABLE REMUNERATION – PERFORMANCE AND OUTCOMES
ANZ uses a balanced scorecard approach to measure performance in relation to the Group’s main variable remuneration plans. The scorecard
approach provides a framework whereby a combination of measures can be applied to ensure a broader long term strategic focus on driving
shareholder value as well as a focus on annual priorities.
The balanced scorecard is aligned to the Group’s long term strategic intent under the themes of High Performing, Most Respected, Well
Managed, Best Connected and Customer Driven, with each of the five categories having broadly equal weighting. The Board reviews
performance against the balanced scorecard and also assesses affordability in light of Group net profit after tax and returns to shareholders,
including the level of dividend, in determining the overall reward pool size.
The original balanced scorecard for 2016 was based on the operating plans approved by the Board in October 2015; these were subsequently
adjusted, following the appointment of Shayne Elliott as CEO on 1 January 2016, with the Board’s endorsement. The changed priorities were
considered as being in the best interests of shareholders over the longer term and include:
} Rebalancing of the Institutional portfolio through a reduction in credit risk weighted assets in the year with consequent reduction in revenues.
} Driving a productivity agenda in light of the subdued revenue outlook.
Whilst these changes in strategic priorities have adversely impacted performance against all of the High Performing category and some of the
Best Connected, Customer Driven and Most Respected categories in the short term, they have been implemented quickly and effectively and
set the Bank up well for the longer term. The Board has taken all these factors into account as well as strategic progress in creating long term
value and the reduction in dividend to shareholders. Focus has also been given to adherence to values including building an appropriate
culture and balancing risk and return in making remuneration recommendations.
Overall spend approved by the Board for the main annual variable remuneration pool was below target levels with a range of underlying
outcomes for Disclosed Executives, in line with ANZ’s objectives of differentiating reward based on performance.
The Group’s financial performance is below target, predominantly impacted by short term outcomes in Institutional as a result of changed
priorities, and a number of specified items including changes to the application of the Group’s software capitalisation policy, impairment of an
Asian minority investment and changes in the credit valuation adjustment methodology for derivatives and restructuring expenses. Australia
and New Zealand have performed well, and Wealth and Retail Asia also generated solid performances. The Group has made strong progress
in implementing new strategic priorities, including a $28 billion reduction in Institutional's credit risk weighted assets and containing costs.
The Group has performed well against the Well Managed category. Most Respected, Best Connected and Customer Driven scorecard
outcomes have been mixed / slightly below target, partially due to changes to strategic priorities during the year.
The following provides key measures within each category of the balanced scorecard used in 2016.
Category
Measure
High Performing
Revenue
Economic profit2
Outcome1
Below Target:
Revenue of $20,577 million, up (+0.2%) on 2015. Strong growth in Australia and New Zealand
was largely offset by lower growth in Institutional reflecting the challenging market conditions
and the rebalancing of the Institutional portfolio, the impairment of our AmBank investment
and the impact of a derivative credit valuation adjustment methodology change.
Economic profit of $1,278 million (determined using a 10% Cost of Capital), was down 56%
due to the impact of “Specified Items3” as well as higher capital holdings reflecting the higher
capital requirements.
Return on equity (ROE)
Cash ROE of 10.3% was down from 14.0% in 2015 due to the impact of “Specified Items” and
the higher capital requirements. Excluding the “Specified Items” ROE for the year was 12.2%.
Cash earnings per share
(EPS)
Cash EPS of 202.6 cents was down from 260.3 cents in 2015 reflecting both the impact of the
“Specified Items” and the impacts of share issuances from raising capital in 2015. Excluding
the “Specified Items” cash EPS was 239.7 cents.
Most Respected
Slightly Below Target:
Workforce diversity
Workforce diversity is core to delivering on our super regional strategy. The percentage of
management roles filled by women has increased from 40.4% to 41.5% year on year4. ANZ
is focused on increasing the diversity of its workforce.
Employee engagement An engaged workforce is regarded as an important driver of sustainable long term performance.
The continuing challenging business conditions and significant bank-wide changes over the
year have contributed to a decline in employee engagement to 74% in 2016 compared to
76% in 2015.
Senior leaders as role
models of our values
The overall assessment of Senior Leaders as role models of our values has increased to 72%
in 2016 from 71% in 2015.
45
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016 Category
Measure
Well Managed
Outcome1
On Target:
Maintain strong
credit rating
Maintained a strong credit rating at AA- which is fundamental to the ongoing stability
of the Group.
Core funding ratio (CFR) Maintained a strong CFR of 89.7%, through disciplined balance sheet management.
Cost to income ratio
Cost to income ratio of 50.6% was significantly higher than 2015 due to the impact
of “Specified Items”.
Number of repeat
adverse internal
audit ratings
ANZ Internal Audit conduct reviews to identify weaknesses in procedures and compliance
with policies. In 2016 there were 4 repeat adverse audit ratings out of 183 reports (2015 – Nil).
Best Connected
Slightly Below Target:
Growth in products per
customer
In 2016, products per customer remained stable in Australia, New Zealand and Institutional,
with Wealth division increasing the number of wealth solutions in ANZ channels and increasing
customer numbers in Private Bank.
Growth in cross-border
revenue
Growth in cross-border revenue declined from 1.1% in 2015 to -1.5% in 2016 due to the run-off
of lower return portfolios as a result of the change in strategic priorities and lower external
credit growth, especially in Asia.
Customer Driven
Slightly Below Target:
Customer satisfaction
(based on external
survey outcomes)
ANZ tracks customer satisfaction across its businesses as part of a group of indicators of longer
term performance trends. ANZ aims to achieve top quartile customer satisfaction scores in each
business based on external surveys.
In 2016, both customer satisfaction and market share in Australia Retail have decreased slightly,
and Corporate and Commercial segment also had a lower customer satisfaction rate.
Customer satisfaction in New Zealand is stable across Personal, Commercial and Rural customer
segments. While New Zealand Retail has a higher market share, Commercial and Agri-Business’
market share has declined partly as a result of change of strategic direction.
Institutional has maintained #1 ranking in terms of customer satisfaction (Peter Lee Surveys)
in APEA and New Zealand. In Australia Institutional has improved to No. 1 from No. 2 last year.
1 The outcomes of these key measures are derived from unaudited financial and non-financial information.
2 Economic profit is an unaudited risk adjusted profit measure determined by adjusting cash profit for economic credit costs, the benefit of imputation credits and the cost of capital.
3 The impacts of “Specified Items” include the impacts of changes to the application of the Group's software capitalisation policy, an Asia Partnership impairment charge (AmBank), gain
on cessation of equity accounting (Bank of Tianjin), restructuring expenses, changes in the credit valuation adjustment methodology for derivatives and the divestment of Esanda Dealer
Finance portfolio. Further details are provided in ANZ's 2016 Annual Report on page 19.
Includes all employees regardless of leave status but not contractors (which are included in FTE).
4
The following provides the vesting outcomes for performance rights granted to the CEO (current and former) and Disclosed Executives
(excluding the CRO) in November/December 2012 which reached the end of the performance period in November/December 2015.
TABLE 3: PERFORMANCE RIGHTS HURDLE OUTCOMES
Recipients
Type
Hurdle
Grant date
First date
exercisable
ANZ TSR %
Median TSR %
Vested %
Lapsed %
CEO and
Disclosed
Executives
Former CEO
LTVR
performance
rights
Relative TSR
– Select Financial
Services
12-Nov-12
11-Nov-15
38.35%
54.99%
19-Dec-12
18-Dec-15
31.31%
48.22%
0%
0%
100%
100%
46
DIRECTORS’ REPORT (continued) 8. 2016 Remuneration
8.1 NON-EXECUTIVE DIRECTORS (NEDS)
Principles underpinning the remuneration policy for NEDs.
Principle
Comment
Aggregate Board and Committee fees are
within the maximum annual aggregate
limit approved by shareholders
The current aggregate fee pool for NEDs of $4 million was approved by shareholders at the 2012
Annual General Meeting. The annual total of NEDs’ fees, including superannuation contributions,
is within this agreed limit.
Fees are set by reference to key
considerations
Board and Committee fees are set by reference to a number of relevant considerations including:
} general industry practice and best principles of corporate governance;
} the responsibilities and risks attached to the role of NEDs;
} the time commitment expected of NEDs on Group and Company matters; and
} fees paid to NEDs of comparable companies.
ANZ compares NED fees to a comparator group of Australian listed companies with a similar
size market capitalisation, with particular focus on the major financial services institutions.
This is considered an appropriate group, given similarity in size, nature of work and time
commitment required by NEDs.
The remuneration structure preserves
independence whilst aligning interests
of NEDs and shareholders
So that independence and impartiality is maintained, fees are not linked to the performance
of the Company and NEDs are not eligible to participate in any of the Group’s variable
remuneration arrangements.
Components of NED Remuneration
NEDs receive a base fee for being a Director of the Board, and additional fees for either chairing or being a member of a Board Committee.
The Chairman of the Board does not receive additional fees for service on a Board Committee.
NEDs also receive superannuation contributions in accordance with the current Superannuation Guarantee legislation (up to the
Government’s prescribed maximum contributions limit) which satisfies the Company’s statutory superannuation contributions.
Based on an independent assessment of market practice the Board elected to increase the ANZ Chairman fee and NED base fee, and the
Committee Chair and Member fees for the HR and Risk Committees as shown below. The Committee Chair and Committee Member fees
for the Audit, Governance and Technology Committees remained unchanged for 2016.
Elements
Details
Board/Committee fees per annum
Board Chairman Fee1
Board NED Base Fee
Committee Fees
Audit
Governance
Human Resources
Risk
Year
2016
2015
2016
2015
Year
2016/2015
2016/2015
2016
2015
2016
2015
Technology
2016/2015
Fee
$825,000
$810,000
$240,000
$235,000
(including superannuation)
(including superannuation)
(including superannuation)
(including superannuation)
Committee Chair
Committee Member
$65,000
$35,000
$57,000
$55,000
$62,000
$60,000
$35,000
$32,500
$15,000
$29,000
$25,000
$31,000
$30,000
$15,000
Post-employment Benefits
The Chairman and NED base fee structure (included above) are inclusive
of superannuation contributions.
1 ANZ Board Chairman is an ex-officio member of all Board Committees and does not receive Committee member fees.
NED Shareholding Guidelines
The NED shareholding guidelines require NEDs to accumulate shares, over a five year period from appointment, to the value of 100%
(200% for the Chairman) of the NED base fee and to maintain this shareholding while a Director of ANZ. NEDs have agreed that where
their holding is below this guideline they will direct a minimum of 25% of their fees each year toward achieving this shareholding.
All NEDs have met or, if appointed within the last five years, are on track to meet their minimum shareholding requirement.
47
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016 NED Statutory Remuneration Disclosure
TABLE 4: NED REMUNERATION FOR 2016 AND 2015
Short-Term NED Benefits
Post-Employment
Financial
Year
Fees1
$
Non
monetary
benefits
$
Super
contributions
$
remuneration2,3
Total
$
Current Non-Executive Directors
D Gonski
I Atlas
P Dwyer
H Lee
G Liebelt
I Macfarlane
J Macfarlane
Total of all Non-Executive Directors
2016
2015
2016
2015
2016
2015
2016
2015
2016
2015
2016
2015
2016
2015
2016
2015
805,615
791,085
297,115
270,460
345,615
336,085
315,615
306,085
338,615
331,085
330,115
323,585
299,115
293,585
2,731,805
2,651,970
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
19,385
18,915
19,385
18,915
19,385
18,915
19,385
18,915
19,385
18,915
19,385
18,915
19,385
18,915
825,000
810,000
316,500
289,375
365,000
355,000
335,000
325,000
358,000
350,000
349,500
342,500
318,500
312,500
135,695
132,405
2,867,500
2,784,375
1 Fees are the sum of Board fees and Committee fees, as included in the Annual Report.
2 Long-term benefits and share-based payments are not applicable for the Non-Executive Directors. There were no termination benefits for the Non-Executive Directors in either 2015 or 2016.
3 Amounts disclosed for remuneration of Directors exclude insurance premiums paid by the Group in respect of Directors’ and officers’ liability insurance contracts. The total premium, which cannot
be disclosed because of confidentiality requirements, has not been allocated to the individuals covered by the insurance policy as, based on all available information, the Directors believe that no
reasonable basis for such allocation exists.
8.2 CHIEF EXECUTIVE OFFICER (CEO) REMUNERATION OUTCOMES
Actual remuneration provided to the CEO in 2016 is detailed below, with remuneration tables provided in Section 8.4.
Fixed remuneration: The CEO’s annual fixed remuneration was set at commencement at $2.1 million.
AVR: The CEO has a target AVR opportunity of $2.1 million. The actual amount awarded can increase or decrease from this number dependent
on his performance as CEO and the performance of the organisation as a whole. Specifically, if, in the Board’s view, the CEO has performed
above/below his targets the Board may exercise its discretion to increase/decrease the AVR from his target payment.
The Board approved the Former CEO’s 2016 balanced scorecard annual objectives and the Group’s longer term strategic goals at the start of the
bank financial year. The Current CEO has been assessed against these in combination with the new targets set at the time of his appointment.
The CEO’s AVR payment for 2016 was then determined having regard to his delivery against these objectives, the overall performance of the
organisation and the shareholder experience (including the reduction in the dividend). Accordingly the AVR payment for 2016 is $1,550,000
(around 80% of target) with half paid in cash and half awarded as deferred shares (25% deferred for one year, 25% deferred for two years,
25% deferred for three years and 25% deferred for four years).
LTVR: At the 2015 Annual General Meeting shareholders approved an LTVR grant of performance rights to the incoming CEO with a face value
of $4.2 million (at 100% vesting), divided into three equal tranches. The performance condition for Tranches 1 and 2 is based on relative
TSR against set comparator groups, and for Tranche 3 is based on ANZ’s Absolute CAGR TSR performance against targets set by the Board.
Performance will be assessed at the end of the three year performance period commencing 18 November 2015 (with no retesting). The total
number of performance rights granted was determined by splitting the face value at 100% vesting into three equal tranches of $1.4 million each
and then dividing these amounts by the five trading day VWAP of the Company’s shares traded on the ASX in the week up to, and including,
18 November 2015 (the start of the performance period), of $26.32. This equated to 53,191 performance rights being allocated each for the first,
second and third tranches.
For 2016, it is proposed to grant LTVR with a face value of $4,200,000 (100% vesting) as performance rights subject to shareholder approval at
the 2016 Annual General Meeting, reflecting the importance of focusing the CEO on the achievement of longer term strategic objectives and
alignment with shareholders’ interests. The LTVR will be delivered as 75% in Tranche 1 (Select Financial Services comparator group) and 25%
in Tranche 2 (Absolute CAGR TSR), subject to testing after three years (with no retesting).
8.3 DISCLOSED EXECUTIVES REMUNERATION OUTCOMES
Actual remuneration provided to the Disclosed Executives in 2016 is summarised below, with remuneration tables provided in Section 8.4.
Fixed remuneration: For each of the Disclosed Executive appointments in 2016, fixed remuneration was set lower than that of the prior
incumbent (where relevant). The annual review of ANZ’s fixed remuneration levels for Disclosed Executives identified that most existing
executives were competitively positioned within the market and therefore an adjustment was only made to one executive (Mark Whelan).
48
DIRECTORS’ REPORT (continued) Variable Remuneration (VR): All AVR awarded in the 2016 financial year related to performance from the 2015 financial year
(paid/granted in November/December 2015).
In determining VR outcomes each year the Board takes into consideration overall Company performance against the balanced scorecard
of measures, along with individual performance against set objectives.
Overall, the total amount of VR for Disclosed Executives for the 2016 year (which are paid/granted in November/December 2016) is significantly
lower than what was paid to the same group of people for the prior year reflecting a more challenging year. Nevertheless it should be noted that
the progress in reducing credit risk weighted assets in order to rebalance the Institutional portfolio, together with significant sustainable cost
reductions, are important for positioning the bank for longer term success.
8.4 REMUNERATION TABLES – CEO AND DISCLOSED EXECUTIVES
Tables 5 and 6: Awarded Remuneration Disclosure has been prepared to provide shareholders with a view of remuneration structure and how
remuneration was awarded to the CEO and Disclosed Executives for 2015 and 2016. The Board believes presenting information in this way
provides the shareholder with increased clarity and transparency of the CEO and Disclosed Executives’ remuneration, clearly showing the
amounts awarded for each remuneration component (fixed remuneration and variable remuneration) within the financial year as well as the
amounts actually received.
The information provided in Tables 5 and 6 differs from the information provided in Table 7: Statutory Remuneration Disclosure, which has been
prepared in accordance with Australian Accounting Standards. A description of the difference between the three tables in relation to the 2016
financial year information is provided below:
Individuals
included in
table
Current CEO
CEO Awarded
Remuneration
Disclosure
Table
(Table 5)
Total of cash
salary and
superannuation
contributions
Fixed
remuneration
Non monetary
benefits
Retirement
benefits
Not included
Non monetary
benefits which
typically
consist of
company-
funded
benefits and
fringe benefits
tax payable on
these benefits
Non monetary
benefits which
typically consist
of company-
funded benefits
and fringe
benefits tax
payable on
these benefits
As above
Long
service
leave
accrual
Not
included
Annual Variable
Remuneration (AVR)
Long Term Variable
Remuneration (LTVR)
Other Equity
Allocations
Or Variable Remuneration (VR)
Award value of
LTVR granted in
Dec1 2016
Not included
AVR awarded in Nov
2016 for the 2016
financial year -
expressed as a cash
value plus a
deferred equity
grant value
The equity allocation value multiplied
by the number of instruments granted
equals the AVR/LTVR deferred equity
dollar value
Not included
Not
included
VR awarded in Nov 2016 for the 2016
financial year – expressed as a cash value
plus deferred equity grant values
Not included
The equity allocation value multiplied by
the number of instruments granted equals
the VR deferred equity dollar values
Retirement
benefit
accrued during
the year. This
relates to a
retirement
allowance
available to
individuals
employed
prior to Nov
1992
Long
service
leave
accrued
during
the year
Includes cash AVR/
VR (Nov 2016
element only)
under Total cash
incentive and
amortised AVR/VR
for deferred equity
from current and
prior year awards
Amortised
fair values for
equity awards
made in prior
years, such as
special reward
arrangements,
excluding
AVR/VR and
LTVR awards
Amortised AVR fair
values relate to AVR
awards made in Nov
2013, 2014, 2015
and AVR/VR
to be granted
in Nov 2016
Amortised LTVR
fair values relate to
LTVR awards made
in Nov/Dec 2012,
2013, 2014 and
2015
Equity is amortised over the vesting period of the award
49
Total of cash
salary and
superannuation
contributions
Disclosed
Executives
Awarded
Remuneration
Disclosure
Table
(Table 6)
Current
Disclosed
Executives
(pro rated
for period
of year as a
KMP)
Statutory
Remuneration
Disclosure
Table
(Table 7)
Current and
Former CEO
and, Current
and Former
Disclosed
Executives
(pro rated
for period
of year as
a KMP)
Cash salary
(including any
reductions
made in
relation to
the utilisation
of ANZ’s
Lifestyle Leave
Policy) and
superannuation
contributions
1 Subject to Shareholder approval.
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016
TABLE 5: AWARDED REMUNERATION DISCLOSURE – CURRENT CEO REMUNERATION FOR 2016 AND 2015
Fixed
Financial
Year
Remuneration
$
Non
monetary
benefits
$
AVR
LTVR
Total Remuneration2
Previously deferred variable
remuneration
Cash
$
Shares
$
Total
$
Target
$
Performance
Performance
Maximum
rights face value
rights face value
opportunity1
at 50% vesting
at 100% vesting
$
$
$
Total
$
Deferred as
equity
$
Vested during
Forfeited during
Received
$
the year
$
Lapsed/
the year
$
Current CEO
S Elliott3
Chief Executive Officer
2016
2015
1,887,500
1,250,000
17,110
17,037
775,000
1,300,000
775,000
1,200,000
1,550,000
2,500,000
1,950,000
2,925,000
2,100,000
2,100,000
4,200,000
4,200,000
5,554,610
5,867,037
2,875,000
3,300,000
2,679,610
2,567,037
1,044,596
1,243,525
(3,140,238)
(2,317,820)
1 The possible range of AVR is between 0 and 1.5 times target AVR. The actual AVR received is dependent on ANZ and individual performance. Anyone who received less than 100% of target forfeited
the rest of their AVR entitlement. The minimum value is nil and the maximum value is what was actually paid.
2 Total Remuneration assumes performance rights face value at 50% vesting.
3 S Elliott – Concluded in the Chief Financial Officer role on 31 December 2015 and commenced in the Chief Executive Officer role on 1 January 2016 so 2016 remuneration reflects amounts
prorated for partial year service in both roles. Non monetary benefits include car parking and taxation services. The 2016 performance rights relate to the proposed LTVR grant,
subject to approval by shareholders at the 2016 Annual General Meeting.
TABLE 6: AWARDED REMUNERATION DISCLOSURE – CURRENT DISCLOSED EXECUTIVE REMUNERATION FOR 2016 AND 2015
Fixed
Variable Remuneration (VR)
Financial
Year
Remuneration
$
Non
monetary
benefits1
$
Cash
$
Shares/Share
rights
$
Performance
rights face
value at 50%
vesting
$
Performance
rights face
value at 100%
vesting
$
Total Remuneration3
Previously deferred variable
remuneration
Total
$
Target
$
Maximum
opportunity2
$
Total
$
Deferred as
equity
$
Received
$
Vested during
Forfeited during
the year
the year
Lapsed /
Current Disclosed Executives
M Carnegie4
Group Executive, Digital Banking
A Currie
Chief Operating Officer
D Hisco5
Group Executive and Chief
Executive Officer, New Zealand
G Hodges
Deputy Chief Executive Officer
M Jablko6
Chief Financial Officer
F Ohlsson7
Group Executive, Australia
M Whelan8
Group Executive, Institutional
N Williams9
Chief Risk Officer
2016
260,000
7,072
132,000
132,000
136,000
272,000
400,000
442,000
663,000
667,072
268,000
399,072
2016
2015
2016
2015
2016
2015
2016
2016
2016
2015
2016
2015
1,100,000
1,100,000
1,186,570
1,181,243
1,050,000
1,050,000
200,000
17,110
16,537
472,574
439,790
17,110
18,448
–
495,000
1,000,000
725,969
1,162,631
589,050
800,000
132,000
495,000
900,000
725,969
1,062,631
589,050
700,000
132,000
510,000
750,000
747,968
699,264
606,900
500,000
136,000
1,020,000
1,500,000
1,495,935
1,398,528
1,213,800
1,000,000
272,000
1,870,000
2,805,000
2,017,169
3,025,754
2,617,110
3,766,537
3,859,049
4,545,559
1,005,000
1,650,000
1,473,936
1,761,895
1,612,110
2,116,537
2,385,113
2,783,664
652,679
1,495,732
942,219
1,095,173
(1,962,629)
(1,308,419)
(1,782,914)
1,785,000
2,677,500
2,852,110
3,068,448
1,195,950
1,200,000
1,656,160
1,868,448
554,817
646,299
(1,308,419)
(1,782,914)
340,000
510,000
600,000
268,000
332,000
660,000
30,072
279,873
279,873
288,354
576,708
848,100
945,509
1,418,264
1,538,172
568,227
969,945
1,166,000
500,000
1,350,000
1,350,000
11,610
5,625
19,707
21,441
750,750
500,000
709,500
1,000,000
750,750
400,000
709,500
900,000
773,500
350,000
1,547,000
700,000
731,000
750,000
1,982,200
2,973,300
2,295,000
3,442,500
3,452,610
1,755,625
3,519,707
4,021,441
1,524,250
750,000
1,440,500
1,650,000
1,928,360
1,005,625
2,079,207
2,371,441
1,058,937
1,473,322
1,513,324
1,500,000
2,650,000
2,199,905
2,924,526
1,785,000
2,000,000
400,000
2,275,000
1,250,000
2,150,000
2,650,000
$
–
–
–
–
$
–
–
–
–
–
–
–
–
1 Non monetary benefits generally consist of company-funded benefits such as car parking and taxation services.
2 The possible range of VR is between 0 and 1.5 times target VR. The actual VR received is dependent on ANZ and individual performance. Anyone who received less than 100% of target forfeited
the rest of their VR entitlement. The minimum value is nil and the maximum value is what was actually paid.
3 Total Remuneration assumes performance rights face value at 50% vesting.
4 M Carnegie – Commenced in a Disclosed Executive role on 27 June 2016 so 2016 remuneration reflects partial year service.
5 D Hisco – 2015 and 2016 remuneration value in the table represents his NZD remuneration converted to AUD (and rounded) at the average exchange rate for the 2015 and 2016 financial
years respectively. Non monetary benefits include expenses related to his assignment to New Zealand. D Hisco also received shares to the value of $736 in relation to the Employee Share
Offer in December 2015.
6 M Jablko – Commenced in a Disclosed Executive role on 18 July 2016 so 2016 remuneration reflects partial year service.
7 F Ohlsson – Commenced in a Disclosed Executive role on 1 February 2016 so 2016 remuneration reflects amounts prorated for partial year service. Non monetary benefits include expenses
related to his relocation back to Australia from assignment in New Zealand.
8 M Whelan – Commenced in a Disclosed Executive role on 3 April 2015, and changed Disclosed Executive roles from 1 February 2016. 2015 remuneration reflects amounts prorated to reflect
6 months service in a Disclosed Executive role.
9 N Williams – As Chief Risk Officer, as part of his VR, N Williams receives deferred share rights instead of performance rights.
50
DIRECTORS’ REPORT (continued)
Financial
Year
Remuneration
$
Fixed
Non
monetary
benefits
$
AVR
LTVR
Total Remuneration2
Cash
$
Shares
$
Total
$
Target
$
Maximum
opportunity1
$
Performance
rights face value
at 50% vesting
$
Performance
rights face value
at 100% vesting
$
Total
$
Deferred as
equity
$
Received
$
Previously deferred variable
remuneration
Vested during
the year
$
Lapsed/
Forfeited during
the year
$
Current CEO
S Elliott3
Chief Executive Officer
2016
2015
1,887,500
1,250,000
17,110
17,037
775,000
1,300,000
775,000
1,200,000
1,550,000
2,500,000
1,950,000
2,925,000
2,100,000
2,100,000
4,200,000
4,200,000
5,554,610
5,867,037
2,875,000
3,300,000
2,679,610
2,567,037
1,044,596
1,243,525
(3,140,238)
(2,317,820)
Fixed
Variable Remuneration (VR)
Financial
Year
Remuneration
$
Performance
rights face
Performance
rights face
Cash
$
Shares/Share
value at 50%
value at 100%
rights
$
vesting
$
vesting
$
Total Remuneration3
Previously deferred variable
remuneration
Total
$
Target
$
Maximum
opportunity2
$
Total
$
Deferred as
equity
$
Received
$
Vested during
the year
$
Lapsed /
Forfeited during
the year
$
2016
260,000
7,072
132,000
132,000
136,000
272,000
400,000
442,000
663,000
667,072
268,000
399,072
–
–
495,000
1,000,000
725,969
1,162,631
589,050
800,000
132,000
495,000
900,000
725,969
1,062,631
589,050
700,000
132,000
510,000
750,000
747,968
699,264
606,900
500,000
136,000
1,020,000
1,500,000
1,495,935
1,398,528
1,213,800
1,000,000
272,000
1,500,000
2,650,000
2,199,905
2,924,526
1,785,000
2,000,000
400,000
1,870,000
2,805,000
2,017,169
3,025,754
2,617,110
3,766,537
3,859,049
4,545,559
1,005,000
1,650,000
1,473,936
1,761,895
1,612,110
2,116,537
2,385,113
2,783,664
652,679
1,495,732
942,219
1,095,173
(1,962,629)
–
(1,308,419)
(1,782,914)
1,785,000
2,677,500
2,852,110
3,068,448
1,195,950
1,200,000
1,656,160
1,868,448
554,817
646,299
(1,308,419)
(1,782,914)
340,000
510,000
600,000
268,000
332,000
660,000
30,072
279,873
279,873
288,354
576,708
848,100
945,509
1,418,264
1,538,172
568,227
969,945
1,166,000
500,000
1,350,000
1,350,000
11,610
5,625
19,707
21,441
750,750
500,000
709,500
1,000,000
750,750
400,000
709,500
900,000
773,500
350,000
1,547,000
700,000
731,000
750,000
2,275,000
1,250,000
2,150,000
2,650,000
1,982,200
2,973,300
2,295,000
3,442,500
3,452,610
1,755,625
3,519,707
4,021,441
1,524,250
750,000
1,440,500
1,650,000
1,928,360
1,005,625
2,079,207
2,371,441
1,058,937
–
1,473,322
1,513,324
–
–
–
–
–
–
–
–
51
Non
monetary
benefits1
$
17,110
16,537
472,574
439,790
17,110
18,448
–
1,100,000
1,100,000
1,186,570
1,181,243
1,050,000
1,050,000
200,000
Current Disclosed Executives
M Carnegie4
Group Executive, Digital Banking
Chief Operating Officer
A Currie
D Hisco5
Group Executive and Chief
Executive Officer, New Zealand
G Hodges
Deputy Chief Executive Officer
M Jablko6
Chief Financial Officer
Group Executive, Australia
F Ohlsson7
M Whelan8
Group Executive, Institutional
N Williams9
Chief Risk Officer
2016
2015
2016
2015
2016
2015
2016
2016
2016
2015
2016
2015
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016
TABLE 7: STATUTORY REMUNERATION DISCLOSURE – CEO AND DISCLOSED EXECUTIVE REMUNERATION FOR 2016 AND 2015
Short-Term Employee Benefits
Post-Employment
Financial
Year
Cash salary 1
$
Non
monetary
benefits 2
$
Total
cash
incentive 3,4
$
Other cash
$
Retirement
benefit
accrued
Long service
leave accrued
contributions 5
during year 6
during the year
Shares
Share rights
$
$
Current CEO and Current Disclosed Executives
S Elliott
Chief Executive Officer
M Carnegie10
Group Executive, Digital Banking
A Currie
Chief Operating Officer
D Hisco11
Group Executive and Chief Executive Officer, New Zealand
G Hodges12
Deputy Chief Executive Officer
M Jablko13
Chief Financial Officer
F Ohlsson11,14
Group Executive, Australia
M Whelan15
Group Executive, Institutional
N Williams
Chief Risk Officer
Former CEO and Former Disclosed Executives
M Smith16
Former Chief Executive Officer
P Chronican17
Former Chief Executive Officer, Australia
A Géczy18
Former Chief Executive Officer, International & Institutional Banking
J Phillips19
Former Group Executive, Wealth, Marketing and Innovation
Total of all Executive KMPs20
2016
2015
2016
2016
2015
2016
2015
2016
2015
2016
1,723,744
1,141,553
237,443
966,077
966,112
1,186,570
1,181,243
958,904
958,904
182,648
17,110
17,037
775,000
1,300,000
–
–
7,072
132,000
736,000
17,110
16,537
472,574
439,790
17,110
18,448
–
495,000
1,000,000
725,969
1,162,631
589,050
800,000
132,000
2016
602,740
30,072
279,873
1,064,840
456,621
1,232,877
1,232,877
11,610
5,625
19,707
21,441
750,750
500,000
709,500
1,000,000
2,390,868
3,308,557
192,016
204,530
–
2,050,000
1,484,018
1,061,644
1,141,553
719,178
958,904
17,163
37,977
856,640
155,644
156,957
300,000
–
850,000
–
900,000
2016
2015
2016
2015
2016
2015
2015
2016
2015
2016
2015
2016
2015
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
12,327,533
12,830,342
978,002
1,754,168
4,589,142
9,862,631
736,000
–
1,062,548
887,447
17,370
26,924
5,864,432
7,285,428
3,451,313
2,659,332
9,193,306
7,859,737
873,015
2,418,095
41,824,422
466
104,145
43,561,285
Long-Term
Employee
Benefits
Share-Based Payments7
Total amortisation value of
Variable remuneration
Other equity
allocations
Super
$
163,756
108,447
22,557
95,434
95,434
–
–
91,096
91,096
17,352
57,260
101,160
43,379
117,123
117,123
227,132
91,443
140,982
100,856
108,447
68,822
91,096
7,034
8,529
4,522
4,565
5,814
13,830
$
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Shares
Termination
Grand total
benefits
remuneration8, 9
Performance
rights
$
1,065,203
988,004
10,496
689,853
151,198
–
–
865,109
1,028,252
$
–
–
–
–
–
–
–
–
–
–
–
–
–
918,106
664,022
200,000
1,211,322
1,191,554
14,282
538,038
843,979
607,475
670,413
11,486
950,540
463,499
757,057
862,272
719,083
632,817
608,406
677,356
753,726
783,998
713,982
788,989
619,810
587,186
496,497
8,340
442,551
61,893
–
–
818,698
717,064
436,929
721,214
553,742
710
466
181,983
$
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
$
5,069,657
4,765,535
1,853,688
3,063,568
3,661,611
4,066,521
4,465,851
2,871,546
3,055,833
536,922
1,536,825
3,372,661
1,553,567
3,780,695
3,977,360
$
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
104,145
3,784,089
310,494
2,860,852
756,961
3,099,175
4,020,915
3,434,204
–
333,975
163,593
469
–
78,054
464,059
1,172,496
1,182,925
767,058
3,904,672
3,170,182
1,350,640
9,712,312
10,842,320
113,522
18,940
3,985
16,713
25,567
19,566
25,130
16,203
15,910
3,113
68,843
51,210
22,550
20,511
65,795
–
–
–
18,940
19,779
313,666
290,665
1 Cash salary includes adjustments made in relation to the utilisation of ANZ's Lifestyle Leave Policy, where applicable.
2 Non monetary benefits generally consist of company-funded benefits such as car parking and taxation services. This item also includes costs met by the company in relation to relocation, gifts
received on leaving ANZ for former Disclosed Executives, and life insurance for the former CEO. The fringe benefits tax payable on any benefits is also included in this item.
3 The total cash incentive relates to the cash component only, with the relevant amortisation of the AVR/VR deferred components included in share-based payments and amortised over the vesting
period. The total AVR/VR was approved by the Board on 13 October 2016. 100% of the cash component of the AVR/VR awarded for the 2015 and 2016 years vested to the Disclosed Executive in the
applicable financial year.
4 The possible range of AVR/VR is between 0 and 1.5 times target AVR/VR. The actual AVR/VR received is dependent on ANZ and individual performance. Anyone who received less than 100%
of target forfeited the rest of their AVR/VR entitlement. The minimum value is nil and the maximum value is what was actually paid.
5 For all Australian based Disclosed Executives, the superannuation contribution reflects the Superannuation Guarantee Contribution – individuals may elect to take this contribution
as superannuation or a combination of superannuation and cash.
6 Accrual relates to Retirement Allowance. As a result of being employed with ANZ prior to November 1992, D Hisco, G Hodges and N Williams are eligible to receive a Retirement Allowance on
7
retirement, retrenchment, death, or resignation for illness, incapacity or domestic reasons. The Retirement Allowance is calculated as follows: three months of preserved notional salary (which is
65% of Fixed Remuneration) plus an additional 3% of notional salary for each year of full time service above 10 years, less the total accrual value of long service leave (including taken and untaken).
In accordance with the requirements of AASB 2 Share-based payments, the amortisation value includes a proportion of the fair value (taking into account market-related vesting conditions) of all
equity that had not yet fully vested as at the commencement of the financial year. The fair value is determined at grant date and is allocated on a straight-line basis over the relevant vesting period.
The amount included as remuneration is not related to nor indicative of the benefit (if any) that may ultimately be realised should the equity become exercisable.
8 Remuneration amounts disclosed exclude insurance premiums paid by the consolidated entity in respect of directors’ and officers’ liability insurance contracts which cover current and former KMP
of the controlled entities. The total premium, which cannot be disclosed because of confidentiality requirements, has not been allocated to the individuals covered by the insurance policy as, based
on all available information, the directors believe that no reasonable basis for such allocation exists.
9 While the CEO is an Executive Director, he has been included in this table with the Disclosed Executives.
10 M Carnegie commenced in a Disclosed Executive role on 27 June 2016 so 2016 remuneration reflects partial service year. As part of M Carnegie’s employment arrangement, she will receive $836,000
in cash (of which $736,000 was paid in 2016) and $3.264 million in deferred equity vesting from November 2016 to June 2018, as compensation for bonus opportunity foregone and deferred
remuneration forfeited.
11 D Hisco was eligible in 2015 and 2016, and F Ohlssson in 2016, to receive shares in relation to the Employee Share Offer, which provides a grant of ANZ shares in each financial year to eligible
employees subject to Board approval. Refer to note 39 Employee Share and Option Plans for further details on the Employee Share Offer.
52
DIRECTORS’ REPORT (continued)
Group Executive and Chief Executive Officer, New Zealand
Current CEO and Current Disclosed Executives
S Elliott
Chief Executive Officer
M Carnegie10
Group Executive, Digital Banking
A Currie
Chief Operating Officer
D Hisco11
G Hodges12
Deputy Chief Executive Officer
M Jablko13
Chief Financial Officer
F Ohlsson11,14
Group Executive, Australia
M Whelan15
Group Executive, Institutional
N Williams
Chief Risk Officer
Former CEO and Former Disclosed Executives
M Smith16
Former Chief Executive Officer
P Chronican17
Former Chief Executive Officer, Australia
Former Chief Executive Officer, International & Institutional Banking
A Géczy18
J Phillips19
Former Group Executive, Wealth, Marketing and Innovation
Total of all Executive KMPs20
2016
2015
2016
2016
2015
2016
2015
2016
2015
2016
2016
2015
2016
2015
2016
2015
2015
2016
2015
2016
2015
2016
2015
1,723,744
1,141,553
237,443
966,077
966,112
1,186,570
1,181,243
958,904
958,904
182,648
17,110
17,037
775,000
1,300,000
7,072
132,000
736,000
17,110
16,537
472,574
439,790
17,110
18,448
–
495,000
1,000,000
725,969
1,162,631
589,050
800,000
132,000
2016
602,740
30,072
279,873
1,064,840
456,621
1,232,877
1,232,877
11,610
5,625
19,707
21,441
750,750
500,000
709,500
1,000,000
2,390,868
3,308,557
192,016
204,530
–
2,050,000
1,484,018
1,061,644
1,141,553
719,178
958,904
17,163
300,000
37,977
856,640
155,644
156,957
850,000
–
–
900,000
4,589,142
9,862,631
$
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Short-Term Employee Benefits
Post-Employment
Long-Term
Employee
Benefits
Share-Based Payments7
Total amortisation value of
Variable remuneration
Other equity
allocations
Financial
Year
Cash salary 1
benefits 2
incentive 3,4
Other cash
Non
monetary
$
$
Total
cash
$
Super
contributions 5
$
Retirement
benefit
accrued
during year 6
$
Long service
leave accrued
during the year
$
Shares
$
Share rights
$
Performance
rights
$
Shares
$
Termination
benefits
$
Grand total
remuneration8, 9
$
163,756
108,447
22,557
95,434
95,434
–
–
91,096
91,096
17,352
57,260
101,160
43,379
117,123
117,123
227,132
91,443
140,982
100,856
108,447
68,822
91,096
–
–
–
–
–
7,034
8,529
4,522
4,565
–
–
–
–
5,814
13,830
–
–
–
–
–
–
–
113,522
18,940
3,985
1,211,322
1,191,554
14,282
–
–
–
1,065,203
988,004
–
–
10,496
689,853
16,713
25,567
19,566
25,130
16,203
15,910
3,113
68,843
51,210
22,550
20,511
65,795
–
78,054
–
–
18,940
–
19,779
538,038
843,979
–
–
607,475
670,413
11,486
151,198
–
865,109
1,028,252
–
–
–
783,998
713,982
788,989
619,810
587,186
496,497
8,340
–
–
710
466
–
–
181,983
–
333,975
163,593
469
950,540
463,499
757,057
862,272
–
–
442,551
61,893
918,106
664,022
–
–
464,059
1,172,496
1,182,925
767,058
3,904,672
3,170,182
719,083
632,817
608,406
677,356
753,726
200,000
–
–
–
–
818,698
717,064
436,929
721,214
553,742
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
5,069,657
4,765,535
1,853,688
3,063,568
3,661,611
4,066,521
4,465,851
2,871,546
3,055,833
536,922
1,536,825
3,372,661
1,553,567
3,780,695
3,977,360
1,350,640
–
9,712,312
10,842,320
104,145
3,784,089
310,494
–
756,961
–
2,860,852
4,020,915
3,099,175
3,434,204
12,327,533
12,830,342
978,002
1,754,168
736,000
1,062,548
887,447
17,370
26,924
313,666
290,665
5,864,432
7,285,428
3,451,313
2,659,332
9,193,306
7,859,737
873,015
466
2,418,095
104,145
41,824,422
43,561,285
12 Long service leave accrued during the year includes a one-off long service loyalty award for G Hodges.
13 M Jablko commenced in a Disclosed Executive role on 18 July 2016 so 2016 remuneration reflects partial service year. As part of M Jablko’s employment arrangement, she will receive $268,082
in cash and $1,657,082 in deferred equity vesting from November 2017 to February 2021, as compensation for bonus opportunity foregone and deferred remuneration forfeited.
14 F Ohlsson commenced in a Disclosed Executive role on 1 February 2016 so 2016 remuneration reflects amounts prorated for the partial service year.
15 M Whelan commenced in a Disclosed Executive role on 3 April 2015 so 2015 remuneration reflects amounts prorated for the partial service year.
16 M Smith concluded in role on 31 December 2015 and ceased employment 7 July 2016. Statutory remuneration table reflects his expense up to his date of termination, 7 July 2016. Termination
benefits reflect payment for accrued annual leave, long service leave and pay in lieu of notice payable upon termination.
17 P Chronican concluded in role on 2 April 2015 and ceased employment 31 December 2015. Statutory remuneration table reflects his expense up to his date of termination, 31 December 2015
(i.e. shows 15 months of fixed remuneration (noting his annual fixed remuneration for 2015 remained unchanged at $1.3 million) and share-based payments expensed to 31 December 2015).
AVR reflects amounts received for the partial service year up to 2 April 2015, date concluded in role. Termination benefits reflect payment for accrued annual leave payable upon termination.
18 A Géczy concluded in role on 29 January 2016 and ceased employment 7 October 2016. Statutory remuneration table reflects his expense up to his date of termination, 7 October 2016 (noting
his annual fixed remuneration for 2016 remained unchanged at $1.25 million) and share-based payments expensed to 7 October 2016. Termination benefits reflect payment for accrued annual
leave and pay in lieu of notice payable upon termination.
19 J Phillips concluded in role on 11 March 2016 and ceased employment 1 July 2016. Statutory remuneration table reflects her expense up to her date of termination, 1 July 2016. Termination
benefits reflect payment for accrued annual leave, long service leave and pay in lieu of notice payable upon termination.
20 For those Disclosed Executives who were disclosed in both 2015 and 2016, the following are noted:
S Elliott
– uplift in year–on–year remuneration, driven by an increase in fixed remuneration upon commencement in CEO role and amortised value of equity.
– decrease in year–on–year total remuneration, driven by decrease in cash incentive, retirement benefit accrued and long service leave accrued.
A Currie – decrease in year–on–year total remuneration, driven by decrease in cash incentive and long service leave accrued.
D Hisco
G Hodges – decrease in year–on–year total remuneration, driven by decrease in cash incentive.
M Whelan – increase in year–on–year total remuneration, driven by 2015 remuneration reflecting amounts prorated for the partial service year.
N Williams – decrease in year–on–year total remuneration, driven by decrease in cash incentive, retirement benefit accrued and long service leave accrued.
M Smith – decrease in year–on–year total remuneration, driven by 2016 remuneration reflecting amounts prorated for the partial service year.
A Géczy – decrease in year-on-year total remuneration, driven by decrease in cash incentive.
J Phillips – decrease in year-on-year total remuneration, driven by 2016 remuneration reflecting amounts prorated for the partial service year.
53
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016
9. Equity
All shares underpinning equity awards may be purchased on market, or be newly issued shares or a combination of both. For the 2015 equity
granted to the CEO and Disclosed Executives in November/December 2015, all AVR deferred shares were satisfied through the new issue of
shares and for LTVR performance rights, the approach to satisfying awards will be determined closer to the time of vesting. For the Former CEO,
Michael Smith, the shares underpinning the AVR deferred share rights awarded in November 2015 will be purchased on market.
9.1 CEO AND DISCLOSED EXECUTIVES EQUITY
Details of deferred shares and rights granted to the CEO and Disclosed Executives during the 2016 year, and granted to the CEO and Disclosed
Executives in prior years which vested, were exercised/sold or which lapsed/were forfeited during the 2016 year is set out below.
TABLE 8: CEO AND DISCLOSED EXECUTIVES EQUITY GRANTED, VESTED, EXERCISED/SOLD AND LAPSED/FORFEITED
Vested
Lapsed/Forfeited
Exercised/Sold
Name
Type of equity
Number
granted1
Grant
date
First date
exercisable
Date
of expiry Number %
Value2
$ Number %
Value2
$ Number %
–
–
–
–
–
–
12-Nov-17
17-Dec-20
17-Dec-20
17-Dec-20
–
–
–
–
–
–
–
–
–
–
–
–
–
–
– (20,185) 100
–
–
– (18,898) 100
–
–
– (18,897) 100
18,897 100 523,434
– (18,815) 100
18,815 100 521,162
–
–
–
–
–
–
–
–
–
– (118,110) 100 (3,140,238)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
12-Nov-17
18-Nov-20
18-Nov-20
18-Nov-20
–
–
21-Nov-17
21-Nov-17
18-Nov-18
18-Nov-19
12-Nov-17
18-Nov-20
18-Nov-20
18-Nov-20
–
–
–
–
12-Nov-17
18-Nov-20
18-Nov-20
18-Nov-20
–
–
–
–
–
–
–
–
– (10,236) 100
10,236 100 283,530
– (13,327) 100
13,327 100 369,149
–
–
–
–
–
–
–
–
–
– (73,818) 100 (1,962,629)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(9,000)
–
56
–
–
–
–
–
–
–
– (16,608) 100
16,608 100 460,030
– (17,408) 100
17,408 100 482,189
–
–
–
–
–
–
–
–
–
– (49,212) 100 (1,308,419)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
9,055 100 250,817
–
10,975 100 304,000
–
–
–
–
–
–
– (49,212) 100 (1,308,419)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Current CEO and Disclosed Executives
S Elliott4
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Performance rights
Performance rights
Performance rights
Performance rights
20,185 12-Nov-12
18,898 22-Nov-13
18,897 22-Nov-13
18,815 21-Nov-14
22,796 18-Nov-15
22,796 18-Nov-15
118,110 12-Nov-12
53,191 17-Dec-15
53,191 17-Dec-15
53,191 17-Dec-15
M Carnegie Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
A Currie5
D Hisco6
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Performance rights
Performance rights
Performance rights
Performance rights
Deferred shares
Employee Share Offer
Deferred share rights
Deferred share rights
Deferred share rights
Deferred share rights
Performance rights
Performance rights
Performance rights
Performance rights
G Hodges7 Deferred shares
Deferred shares
Deferred shares
Deferred shares
Performance rights
Performance rights
Performance rights
Performance rights
24,247 20-Aug-16
24,292 20-Aug-16
24,336 20-Aug-16
19,336 20-Aug-16
17,034 20-Aug-16
17,034 20-Aug-16
18,141 20-Aug-16
10,236 22-Nov-13
13,327 21-Nov-14
17,097 18-Nov-15
17,097 18-Nov-15
73,818 12-Nov-12
18,996 18-Nov-15
18,996 18-Nov-15
18,996 18-Nov-15
16,000
31-Oct-08
26 03-Dec-15
16,608 22-Nov-13
17,408 21-Nov-14
21,109 18-Nov-15
22,427 18-Nov-15
49,212 12-Nov-12
17,711 18-Nov-15
17,711 18-Nov-15
17,711 18-Nov-15
9,055 22-Nov-13
10,975 21-Nov-14
13,298 18-Nov-15
13,297 18-Nov-15
49,212 12-Nov-12
12,664 18-Nov-15
12,664 18-Nov-15
12,664 18-Nov-15
19-Nov-14
22-Nov-14
22-Nov-15
21-Nov-15
18-Nov-16
18-Nov-17
12-Nov-15
17-Dec-18
17-Dec-18
17-Dec-18
21-Nov-16
27-Feb-17
01-Jun-17
20-Aug-17
21-Nov-17
27-Feb-18
01-Jun-18
22-Nov-15
21-Nov-15
18-Nov-16
18-Nov-17
12-Nov-15
18-Nov-18
18-Nov-18
18-Nov-18
31-Oct-11
03-Dec-18
22-Nov-15
21-Nov-15
18-Nov-16
18-Nov-17
12-Nov-15
18-Nov-18
18-Nov-18
18-Nov-18
22-Nov-15
21-Nov-15
18-Nov-16
18-Nov-17
12-Nov-15
18-Nov-18
18-Nov-18
18-Nov-18
54
Vested and
exercisable
as at 30
Sep 20163
Value2
$
Unexer-
cisable
as at
30 Sep
2016
504,720
472,539
472,514
470,463
–
–
–
–
–
–
–
–
–
–
–
–
–
284,515
370,431
–
–
–
–
–
–
218,431
–
380,346
398,668
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
7,000
–
–
–
–
–
–
–
–
–
9,055
10,975
–
–
–
–
–
–
–
–
–
–
22,796
22,796
–
53,191
53,191
53,191
24,247
24,292
24,336
19,336
17,034
17,034
18,141
–
–
17,097
17,097
–
18,996
18,996
18,996
–
26
–
–
21,109
22,427
–
17,711
17,711
17,711
–
–
13,298
13,297
–
12,664
12,664
12,664
DIRECTORS’ REPORT (continued) Name
Type of equity
Number
granted1
Grant
date
First date
exercisable
Date
of expiry Number %
Value2
$ Number %
Value2
$ Number %
Vested and
exercisable
as at 30
Sep 20163
Value2
$
Vested
Lapsed/Forfeited
Exercised/Sold
M Jablko
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
20,825 20-Aug-16
3,153 20-Aug-16
11,444 20-Aug-16
3,153 20-Aug-16
11,444 20-Aug-16
7,617 20-Aug-16
4,540 20-Aug-16
27-Feb-17
20-Aug-17
27-Feb-18
20-Aug-18
27-Feb-19
27-Feb-20
27-Feb-21
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
– (20,185) 100
(9,448) 100
–
(9,407) 100
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
– (11,811) 100
– (13,327) 100
–
–
–
–
– (29,225) 100
–
–
–
–
–
20,185 100 536,667
9,448 100 261,703
9,407 100 260,567
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
11,811 100 327,156
13,327 100 369,149
–
–
–
–
29,225 100 777,017
–
–
–
–
–
– (30,708) 100
30,708 100 850,590
– (30,574) 100
30,574 100 846,878
–
–
–
–
–
–
–
–
–
– (328,810) 100 (8,669,898)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
12,543 100 347,432
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
– (12,543) 100
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
9,448 100 261,703
–
12,543 100 347,432
–
–
–
–
–
–
– (49,212) 100 (1,308,419)
–
(142,968)
24
(5,943)
–
–
(131,613)
24
–
–
(5,471)
(244,005)
57
– (10,143)
–
(244,005)
57
– (10,143)
–
(244,005)
57
– (10,143)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
9,448
12,543
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
523,290
262,612
261,472
–
–
–
–
–
328,293
370,431
–
–
777,017
–
853,544
849,820
–
–
–
325,250
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Unexer-
cisable
as at
30 Sep
2016
20,825
3,153
11,444
3,153
11,444
7,617
4,540
–
–
–
16,147
16,147
17,730
17,730
17,730
–
–
17,097
17,097
–
33,632
–
–
38,736
41,156
–
–
14,248
14,247
20,263
20,263
20,263
–
–
15,198
15,197
–
18,635
17,153
7,587
7,587
7,587
F Ohlsson8
M Whelan9 Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Performance rights
Performance rights
Performance rights
N Williams10 Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred share rights
Deferred share rights
20,185 12-Nov-12
9,448 22-Nov-13
9,407 21-Nov-14
16,147 18-Nov-15
16,147 18-Nov-15
17,730 18-Nov-15
17,730 18-Nov-15
17,730 18-Nov-15
11,811 22-Nov-13
13,327 21-Nov-14
17,097 18-Nov-15
17,097 18-Nov-15
29,225 12-Nov-12
33,632 18-Nov-15
Former CEO and Disclosed Executives
M Smith11 Deferred shares
Deferred shares
Deferred share rights
Deferred share rights
Performance rights
30,708 22-Nov-13
30,574 21-Nov-14
38,736 18-Nov-15
41,156 18-Nov-15
328,810 19-Dec-12
A Géczy12 Deferred shares
Deferred shares
Deferred shares
Performance rights
Performance rights
Performance rights
J Phillips13 Deferred shares
Deferred shares
Deferred shares
Deferred shares
Performance rights
Performance rights
Performance rights
Performance rights
Performance rights
Performance rights
12,543 21-Nov-14
14,248 18-Nov-15
14,247 18-Nov-15
20,263 18-Nov-15
20,263 18-Nov-15
20,263 18-Nov-15
9,448 22-Nov-13
12,543 21-Nov-14
15,198 18-Nov-15
15,197 18-Nov-15
49,212 12-Nov-12
24,578 21-Nov-14
22,624 21-Nov-14
17,730 18-Nov-15
17,730 18-Nov-15
17,730 18-Nov-15
12-Nov-15
22-Nov-15
21-Nov-15
18-Nov-16
18-Nov-17
18-Nov-18
18-Nov-18
18-Nov-18
22-Nov-15
21-Nov-15
18-Nov-16
18-Nov-17
12-Nov-15
18-Nov-18
22-Nov-15
21-Nov-15
18-Nov-16
18-Nov-17
19-Dec-15
21-Nov-15
18-Nov-16
18-Nov-17
18-Nov-18
18-Nov-18
18-Nov-18
22-Nov-15
21-Nov-15
18-Nov-16
18-Nov-17
12-Nov-15
21-Nov-17
21-Nov-17
18-Nov-18
18-Nov-18
18-Nov-18
–
–
–
–
–
18-Nov-20
18-Nov-20
18-Nov-20
–
–
–
–
12-Nov-17
18-Nov-20
–
–
18-Nov-18
18-Nov-19
19-Dec-17
–
–
–
18-Nov-20
18-Nov-20
18-Nov-20
–
–
–
–
12-Nov-17
21-Nov-19
21-Nov-19
18-Nov-20
18-Nov-20
18-Nov-20
1 Executives, for the purpose of the five highest paid executive disclosures, are defined as Disclosed Executives or other members of the Group Executive Committee. Rights granted to the five
highest paid executives as remuneration in 2016 are included above.
2 The point in time value of shares/share rights and/or performance rights is based on the one day VWAP of the Company’s shares traded on the ASX on the date of vesting, lapsing/forfeiture
or exercising/sale/transfer out of trust, multiplied by the number of shares/share rights and/or performance rights.
3 The number vested and exercisable is the number of shares, options and rights that remain vested at the end of the reporting period. No shares, options and rights were vested and unexercisable.
4 S Elliott – Performance rights granted 12 Nov 2012 lapsed on 12 Nov 2015 and the one day VWAP was $26.5874. Prior year grants of performance rights that remained unexerciseable as at 30 Sep
2016 include: 68,965 (Nov 2016), 53,945 (Nov 2017) and 159,573 (Nov 2018).
5 A Currie – Performance rights granted 12 Nov 2012 lapsed on 12 Nov 2015 and the one day VWAP was $26.5874. Prior year grants of performance rights that remained unexerciseable as at 30 Sep
2016 include: 51,723 (Nov 2016), 50,574 (Nov 2017) and 56,988 (Nov 2018).
6 D Hisco – Deferred share rights granted 22 Nov 2013 and 21 Nov 2014 were exercised on 1 Apr 2016, the one day VWAP on date of exercise was $22.9014. Performance rights granted 12 Nov 2012
lapsed on 12 Nov 2015 and the one day VWAP was $26.5874. Prior year grants of performance rights that remained unexerciseable as at 30 Sep 2016 include: 48,220 (Nov 2016), 47,152 (Nov 2017)
and 53,133 (Nov 2018).
7 G Hodges – Performance rights granted 12 Nov 2012 lapsed on 12 Nov 2015 and the one day VWAP was $26.5874. Prior year grants of performance rights that remained unexerciseable as at
30 Sep 2016 include: 34,482 (Nov 2016), 33,716 (Nov 2017) and 37,992 (Nov 2018).
8 F Ohlsson – Commenced in a Disclosed Executive role on 1 Feb 2016 and there are no disclosable transactions from this date.
9 M Whelan – Prior year grants of performance rights that remained unexerciseable as at 30 Sep 2016 include: 13,792 (Nov 2016), 13,486 (Nov 2017) and 53,190 (Nov 2018).
10 N Williams – Deferred share rights granted 12 Nov 2012 were exercised on 12 Nov 2015, the one day VWAP on date of exercise was $26.5874. Prior year grants of deferred share rights that
remained unexerciseable as at 30 Sep 2016 include: 27,603 (Nov 2016), 27,685 (Nov 2017) and 33,632 (Nov 2018).
11 M Smith – Performance rights granted 19 Dec 2012 lapsed on 19 Dec 2015 and the one day VWAP was $26.3675. Prior year grants of performance rights that remained unexerciseable as at date
of termination include: 201,086 (Dec 2016) and 229,272 (Dec 2017).
12 A Géczy – Prior year grants of performance rights that remained unexerciseable as at 30 Sep 2016 include: 43,102 (Nov 2016), 53,945 (Nov 2017) and 60,789 (Nov 2018).
13 J Phillips – Performance rights granted 12 Nov 2012 lapsed on 12 Nov 2015 and the one day VWAP was $26.5874. Performance rights granted Nov 2014 and Nov 2015 lapsed on 1 Jul 2016 and the
one day VWAP was $24.0565. Prior year grants of performance rights that remained unexerciseable as at date of termination include: 34,482 (Nov 2016), 35,788 (Nov 2017) and 22,761 (Nov 2018).
55
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016 9.2 NED, CEO AND DISCLOSED EXECUTIVES EQUITY HOLDINGS
Details of shares held directly, indirectly or beneficially by each NED, including their related parties, are provided below.
TABLE 9: NED SHAREHOLDINGS
(INCLUDING MOVEMENTS DURING THE 2016 YEAR)
Name
Type
Current Non-Executive Directors
D Gonski
I Atlas
P Dwyer
H Lee
G Liebelt
I Macfarlane
J Macfarlane
Ordinary shares
Ordinary shares
Ordinary shares
Directors’ Share Plan
Ordinary shares
Ordinary shares
Capital notes 1
Capital notes 2
Ordinary shares
Capital notes 1
Capital notes 4
Convertible preference shares (CPS2)
Convertible preference shares (CPS3)
Ordinary shares
Capital notes 2
Capital notes 3
Opening balance at
1 Oct 2015
Resulting from any
other changes
during the year1
Closing balance at
30 Sep 20162,3
31,488
7,360
10,567
2,230
8,000
10,315
1,500
2,500
18,183
1,500
–
1,000
1,000
12,851
2,000
5,000
–
–
4,433
152
–
–
–
–
–
–
1,000
(1,000)
–
–
–
–
31,488
7,360
15,000
2,382
8,000
10,315
1,500
2,500
18,183
1,500
1,000
–
1,000
12,851
2,000
5,000
1 Shares from any other changes during the year include the net result of any shares purchased (including under the ANZ Share Purchase Plan), sold, or acquired under the Dividend
Reinvestment Plan.
2 The following securities (included in the holdings above) were held on behalf of the NEDs (i.e. indirect beneficially held securities) as at 30 September 2016:
D Gonski
I Atlas
P Dwyer
H Lee
G Liebelt
31,488
7,360
15,000
2,382
14,315
I Macfarlane 21,683
J Macfarlane 19,851
3 There was no change in the balance as at the Director's Report sign-off date.
56
DIRECTORS’ REPORT (continued)
Details of shares, deferred share rights and performance rights held directly, indirectly or beneficially by the CEO and each Disclosed Executive,
including their related parties, are provided below.
TABLE 10: CEO AND DISCLOSED EXECUTIVE SHAREHOLDINGS AND RIGHTS HOLDINGS
(INCLUDING MOVEMENTS DURING THE 2016 YEAR)
Name
Type
CEO and Current Disclosed Executives
S Elliott
M Carnegie5
A Currie
D Hisco
G Hodges
M Jablko5
F Ohlsson5
M Whelan
N Williams
Deferred shares
Ordinary shares
Performance rights
Deferred shares
Deferred shares
Ordinary shares
Performance rights
Deferred shares
Employee Share Offer
Ordinary shares
Deferred share rights
Performance rights
Deferred shares
Capital notes 4
Ordinary shares
Performance rights
Deferred shares
Employee Share Offer
Deferred share rights
Performance rights
Deferred shares
Performance rights
Deferred shares
Ordinary shares
Deferred share rights
Former CEO and Disclosed Executives
M Smith6
A Géczy
J Phillips6
Deferred shares
Ordinary shares
Deferred share rights
Performance rights
Deferred shares
Ordinary shares
Performance rights
Deferred shares
Ordinary shares
Performance rights
Opening balance at
1 Oct 2015
Granted during
the year as
remuneration1
Received during the
year on exercise of
options or rights
Resulting from any
other changes
during the year2
Closing balance at
30 Sep 20163,4
103,142
44
241,020
–
38,958
1,042
176,115
16,000
48
91,162
52,386
144,584
172,939
–
70,639
117,410
–
74
45,718
33,818
118,763
27,278
40,636
567
84,513
94,329
978,838
–
759,168
25,761
–
97,047
61,528
5,835
130,896
45,592
–
159,573
144,420
34,194
–
56,988
–
26
–
43,536
53,133
26,595
–
–
37,992
62,176
–
–
–
32,294
53,190
34,194
–
33,632
–
–
79,892
–
28,495
–
60,789
30,395
–
53,190
–
–
–
–
–
–
–
–
–
34,016
(34,016)
–
–
–
–
–
–
–
–
–
–
–
–
29,225
(29,225)
–
–
–
–
–
–
–
–
–
–
(82,252)
87,949
(118,110)
–
(22,689)
–
(73,818)
(9,000)
–
86,000
–
(49,212)
9,158
1,350
–
(49,212)
–
–
–
–
(38,342)
–
(24,305)
(29,792)
–
(59,354)
63,756
–
(328,810)
(11,895)
4,022
–
5,191
–
(91,055)
66,482
87,993
282,483
144,420
50,463
1,042
159,285
7,000
74
211,178
61,906
148,505
208,692
1,350
70,639
106,190
62,176
74
45,718
33,818
112,715
80,468
50,525
–
88,920
34,975
1,042,594
79,892
430,358
42,361
4,022
157,836
97,114
5,835
93,031
1 Details of options/rights granted as remuneration during 2016 are provided in Table 7.
2 Shares resulting from any other changes during the year include the net result of any shares purchased (including under the ANZ Share Purchase Plan), forfeited, sold or acquired under the
Dividend Reinvestment Plan.
3 The following shares (included in the holdings above) were held on behalf of the CEO and Disclosed Executives (i.e. indirect beneficially held shares) as at 30 September 2015:
S Elliott
154,475
M Carnegie 144,420
50,463
A Currie
102,074
D Hisco
252,777
G Hodges
62,176
M Jablko
74
F Ohlsson
M Whelan 112,715
N Williams
50,525
M Smith 1,077,569
42,361
A Géczy
42,938
J Phillips
4 No options/rights were vested and exercisable or vested and unexerciseable as at 30 September 2016. There was no change in the balance as at the Director's Report sign-off date.
5 Commencing balance is based on holdings as at the date of commencement in a Disclosed Executive role.
6 Concluding balance is based on holdings as at the date of termination.
57
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016
9.3 EQUITY VALUATIONS
This section outlines the valuations used throughout this report in relation to equity grants.
ANZ engages an external expert to independently value any required deferred share rights and performance rights, taking into account factors
including the performance conditions, share price volatility, life of the instrument, dividend yield and share price at grant date.
The following table provides details of the valuations of the various equity instruments issued during the year and in prior years for shares and
rights where vesting, lapse/forfeiture or exercise/sale has occurred during the year:
TABLE 11: EQUITY VALUATION INPUTS – SHARES AND RIGHTS
Recipients
Type
Grant date
Exercise
price
$
Equity
fair
value1
$
Share
closing
price at
grant
$
ANZ
expected
volatility
%
Equity
term
(years)
Vesting
period
(years)
Expected
life
(years)
Expected
dividend
yield %
Risk free
interest
rate %
31-Oct-08
Deferred shares
Executives
12-Nov-12
Deferred shares
CEOs and Executives
12-Nov-12
Deferred shares
CEOs and Executives
22-Nov-13
Deferred shares
CEOs and Executives
22-Nov-13
Deferred shares
CEOs and Executives
21-Nov-14
CEOs and Executives
Deferred shares
18-Nov-15
Current CEO and Executives Deferred shares
18-Nov-15
Current CEO and Executives Deferred shares
20-Aug-16
Deferred shares
Executives
20-Aug-16
Deferred shares
Executives
20-Aug-16
Deferred shares
Executives
20-Aug-16
Deferred shares
Executives
20-Aug-16
Deferred shares
Executives
20-Aug-16
Deferred shares
Executives
20-Aug-16
Deferred shares
Executives
20-Aug-16
Deferred shares
Executives
20-Aug-16
Deferred shares
Executives
20-Aug-16
Deferred shares
Executives
Deferred shares
Executives
20-Aug-16
Employee Share Offer shares 3-Dec-15
Executives
12-Nov-12
Deferred share rights
Executives
22-Nov-13
Deferred share rights
Executives
21-Nov-14
Executives
Deferred share rights
18-Nov-15
Former CEO and Executives Deferred share rights
18-Nov-15
Former CEO and Executives Deferred share rights
18-Nov-15
Deferred share rights
Executives
12-Nov-12
Performance rights
Current CEO and Executives
19-Dec-12
Performance rights
Former CEO
21-Nov-14
Performance rights
Executives
21-Nov-14
Performance rights
Executives
18-Nov-15
Performance rights
Current CEO and Executives
(for allocation purposes)
Current CEO and Executives
(for allocation purposes)
Current CEO and Executives
(for allocation purposes)
Executives
(for expensing purposes)
Executives
(for expensing purposes)
Executives
(for expensing purposes)
Current CEO
(for expensing purposes)
Current CEO
(for expensing purposes)
Current CEO
(for expensing purposes)
Performance rights
Performance rights
Performance rights
Performance rights
Performance rights
Performance rights
Performance rights
Performance rights
18-Nov-15
18-Nov-15
18-Nov-15
18-Nov-15
18-Nov-15
17-Dec-15
17-Dec-15
17-Dec-15
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
17.18
24.57
24.57
31.66
31.66
31.84
26.66
26.66
26.58
26.58
26.58
26.58
26.58
26.58
26.58
26.58
26.58
26.58
26.58
27.79
20.53
28.60
30.16
25.17
23.69
22.30
10.16
9.58
14.24
15.47
26.32
17.36
24.45
24.45
31.68
31.68
31.82
26.75
26.75
26.68
26.68
26.68
26.68
26.68
26.68
26.68
26.68
26.68
26.68
26.68
27.81
24.45
31.68
31.82
26.75
26.75
26.75
24.45
24.64
31.82
31.82
26.75
0.00
26.32
26.75
0.00
26.32
26.75
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
22.5
20.0
17.5
20.0
20.0
20.0
22.5
22.5
17.5
17.5
–
–
–
0.00
9.94
26.75
20.0
0.00
9.02
26.75
20.0
0.00
4.80
26.75
20.0
0.00
11.28
26.53
25.0
0.00
11.16
26.53
25.0
0.00
7.36
26.53
25.0
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
5
4
3
3
4
5
5
5
5
5
5
5
5
5
5
5
5
5
5
3
2
3
1
2
1
1
2
0.3
0.5
0.8
1
1.3
1.5
1.8
2
2.5
3.5
4.5
3
3
2
1
1
2
3
3
3
3
3
3
3
3
3
3
3
3
3
3
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
3
2
1
1
2
3
3
3
3
3
3
3
3
3
3
3
3
3
3
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
6.00
5.25
5.50
6.25
6.25
6.25
6.00
6.00
5.50
5.50
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
2.58
2.75
2.53
2.02
2.11
2.20
2.58
2.77
2.53
2.53
–
–
–
6.25
2.02
6.25
2.11
6.25
2.20
6.50
2.10
6.50
2.10
6.50
2.10
1
For shares, the volume weighted average share price of all ANZ shares sold on the ASX on the date of grant is used to calculate the fair value. No dividends are incorporated into the measurement
of the fair value of shares. For rights, an independent fair value calculation is conducted to determine the fair value.
58
DIRECTORS’ REPORT (continued) 10. NEDs, CEO and Disclosed Executives Loan and Other Transactions (non remuneration)
10.1 LOAN TRANSACTIONS
Loans made to the NEDs, the CEO and Disclosed Executives are made in the ordinary course of business on normal commercial terms and
conditions no more favourable than those given to other employees or customers, including the term of the loan, security required and the
interest rate.
Details of loans outstanding at the reporting date to NEDs, the CEO and Disclosed Executives including their related parties, where the
individual’s aggregate loan balance exceeded $100,000 at any time during the year, are provided below. Other than the loans disclosed below
no other loans were made, guaranteed or secured by any entity in the Group to the NEDs, the CEO and Disclosed Executives, including their
related parties.
TABLE 12: NED LOAN TRANSACTIONS
Name
Non-Executive Directors
J Macfarlane
Total
Opening balance at
1 Oct 2015
$
Closing balance at
30 Sep 2016
$
Interest paid and
payable in the
reporting period1
$
Highest balance
in the reporting
period
$
7,882,159
7,882,159
8,851,891
8,851,891
282,972
282,972
10,418,743
10,418,743
1 Actual interest paid after taking into consideration offset accounts. The loan balance is shown gross, however the interest paid takes into account the impact of offset amounts.
TABLE 13: CEO AND DISCLOSED EXECUTIVE LOAN TRANSACTIONS
Name
Current CEO and Current Disclosed Executives
S Elliott
A Currie
D Hisco
G Hodges
F Ohlsson
M Whelan
N Williams
Former CEO and Former Disclosed Executives
M Smith3
A Géczy4
J Phillips3
Total
Opening balance at
1 Oct 20151
$
Closing balance at
30 Sep 2016
$
Interest paid and
payable in the
reporting period2
$
Highest balance
in the reporting
period
$
1,598,516
3,833,108
2,116,292
3,961,872
1,500,000
2,690,090
286,000
2,598,510
3,668,573
2,114,163
3,231,536
3,000,000
1,718,615
39,192
52,684
162,158
102,310
138,877
–
82,008
7,188
2,598,516
4,586,240
4,360,325
4,199,572
3,000,000
2,763,650
541,254
1,000,000
24,777,211
2,254,377
4,500,000
21,169,935
–
84,199
1,110,753
67,973
4,500,000
24,780,089
2,263,443
44,017,466
42,040,523
1,808,149
53,593,089
1 For Disclosed Executives who commenced during the 2016 financial year, opening balances are as at date of commencement.
2 Actual interest paid after taking into consideration offset accounts. The loan balance is shown gross, however the interest paid takes into account the impact of offset amounts.
3 Concluding balance is based on balance as at the date of termination.
4 A Géczy’s loan balance has reduced significantly post the balance date and it is expected that this will reduce to nil by the end of December 2016.
10.2 OTHER TRANSACTIONS
All other transactions of the NEDs, the CEO and Disclosed Executives and their related parties are conducted on normal commercial terms
and conditions no more favourable than those given to other employees or customers, and are deemed trivial or domestic in nature.
Signed in accordance with a resolution of the Directors
David M Gonski, AC
Chairman
2 November 2016
Shayne Elliott
Director
59
DIRECTORS’ REPORTANZ ANNUAL REPORT 2016 SECTION
02
CONSOLIDATED FINANCIAL STATEMENTS
Income Statement
Statement of Comprehensive Income
Balance Sheet
Cash Flow Statement
Statement of Changes in Equity
NOTES TO THE FINANCIAL STATEMENTS
Basis of Preparation
01 Significant Accounting Policies
02
Critical Estimates and Judgements used in Applying Accounting Policies
Financial Performance
03 Net Interest Income
04 Non-Interest Income
05 Expenses
06
Income Tax
07 Dividends
08 Earnings Per Ordinary Share
09 Segment Analysis
10 Notes to the Cash Flow Statement
Financial Assets
11 Cash
12 Trading Securities
13 Derivative Financial Instruments
14 Available-for-sale Assets
15 Net Loans and Advances
16 Provision for Credit Impairment
Financial Liabilities
17 Deposits and Other Borrowings
18 Debt Issuances
19 Subordinated Debt
Financial Instrument Disclosures
20 Financial Risk Management
21 Fair Value of Financial Assets and Liabilities
22 Maturity Analysis of Assets and Liabilities
23
24 Offsetting
25
Credit Related Commitments, Guarantees and Contingent Liabilities
Assets Charged as Security for Liabilities and Collateral Accepted as Security for Assets
6060
62
63
64
65
66
68
77
79
80
81
82
85
87
88
91
92
92
92
98
99
101
103
103
104
107
128
136
137
138
140
NOTES TO THE FINANCIAL STATEMENTS (continued)
Non-financial Assets
26 Goodwill and Other Intangible Assets
27 Premises and Equipment
28 Other Assets
Non-financial Liabilities
29 Provisions
30 Payables and Other Liabilities
Equity
31 Shareholders' Equity
32 Capital Management
Consolidation and Presentation
Investments in associates
33 Controlled Entities
34
35 Structured Entities
36 Transfers of Financial Assets
Life Insurance and Funds Management Business
37 Life Insurance Business
Employee and Related Party Transactions
38 Superannuation and Post Employment Benefit Obligations
39 Employee Share and Option Plans
40 Related Party Disclosures
Other Disclosures
41 Other Contingent Liabilities and Contingent Assets
42 Compensation of Auditors
43 Changes to Comparatives
44 Events Since the End of the Financial Year
Directors’ Declaration and Responsibility Statement
Independent Auditor’s Report
ANZ ANNUAL REPORT 2016
ANZ ANNUAL REPORT 2016
141
142
143
143
143
144
146
149
150
151
153
154
157
160
167
168
171
171
173
174
175
SECTION 2
61
61
FINANCIAL STATEMENTS
Income Statement for the year ended 30 September
Interest income
Interest expense
Net interest income
Other operating income
Net funds management and insurance income
Share of associates’ profit
Operating income
Operating expenses
Profit before credit impairment and income tax
Credit impairment charge
Profit before income tax
Income tax expense
Profit for the year
Comprising:
Profit attributable to non-controlling interests
Profit attributable to shareholders of the Company
Earnings per ordinary share (cents)
Basic
Diluted
Dividend per ordinary share (cents)
1 Comparative amounts have changed. Refer to note 43 for details.
The notes appearing on pages 68 to 173 form an integral part of these financial statements.
Note
Consolidated1
2016
$m
2015
$m
The Company1
2016
$m
2015
$m
3
3
4
4
4
5
16
6
8
8
7
29,951
(14,856)
30,526
(15,910)
26,387
(15,622)
26,665
(16,249)
15,095
14,616
10,765
10,416
3,129
1,764
541
20,529
(10,422)
10,107
(1,929)
8,178
(2,458)
5,720
4,034
1,815
625
21,090
(9,378)
11,712
(1,179)
10,533
(3,026)
7,507
5,660
198
347
16,970
(8,340)
8,630
(1,539)
7,091
(1,404)
5,687
6,587
210
376
17,589
(7,369)
10,220
(969)
9,251
(1,945)
7,306
11
5,709
14
7,493
–
5,687
–
7,306
197.4
189.3
160.0
271.5
257.2
181.0
n/a
n/a
n/a
n/a
n/a
n/a
62
Statement of Comprehensive Income for the year ended 30 September
Profit for the year
Other comprehensive income
Items that will not be reclassified subsequently to profit or loss
Remeasurement gain/(loss) on defined benefit plans1
Fair value gain/(loss) attributable to changes in own credit risk
of financial liabilities designated at fair value
Income tax on items that will not be reclassified subsequently to profit or loss
Remeasurement gain/(loss) on defined benefit plans
Fair value gain/(loss) attributable to changes in own credit risk
of financial liabilities designated at fair value
Items that may be reclassified subsequently to profit or loss
Foreign currency translation reserve
Exchange differences taken to equity2
Exchange differences transferred to income statement
Available-for-sale revaluation reserve
Valuation gain/(loss) taken to equity
Transferred to income statement
Cash flow hedge reserve
Valuation gain/(loss) taken to equity
Transferred to income statement
Income tax on items that may be reclassified subsequently to profit or loss
Available-for-sale revaluation reserve
Cash flow hedge reserve
Share of associates’ other comprehensive income3
Other comprehensive income net of tax
Total comprehensive income for the year
Comprising total comprehensive income attributable to:
Non-controlling interests
Shareholders of the Company
Note
31,38
31
31
31
Consolidated
2016
$m
2015
$m
5,720
7,507
The Company
2016
$m
5,687
2015
$m
7,306
(72)
(10)
11
3
(6)
52
4
(15)
(88)
(10)
16
3
(456)
(126)
1,736
(4)
(476)
(126)
42
(48)
64
17
7
(21)
4
(585)
5,135
4
5,131
(40)
(71)
160
(15)
36
(45)
59
1,851
9,358
30
9,328
(15)
(4)
(22)
10
9
5
13
(685)
5,002
–
5,002
24
52
(4)
(15)
878
(4)
(74)
(49)
149
–
39
(46)
44
994
8,300
–
8,300
Includes a foreign exchange loss on GBP denominated defined benefit plans of $15 million (2015: nil) for the Group and $15 million (2015: nil) for the Company.
Includes a $7 million loss of foreign currency translation differences attributed to non-controlling interests (2015: $16 million gain) for the Group.
1
2
3 Share of associates’ other comprehensive income includes items that may be reclassified subsequently to profit or loss comprised of Available-for-sale assets reserve gain of $10 million (2015:
gain of $53 million) for the Group and gain of $13 million (2015: gain of $44 million) for the Company; Foreign currency translation reserve of nil (2015: gain of $8 million) for the Group,
as well as items that will not be reclassified subsequently to profit or loss comprised of Defined Benefit Plans loss of $6 million (2015: loss of $2 million) for the Group.
The notes appearing on pages 68 to 173 form an integral part of these financial statements.
FINANCIAL STATEMENTS
63
ANZ ANNUAL REPORT 2016 FINANCIAL STATEMENTS (continued)
Balance Sheet as at 30 September
Assets
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances
Regulatory deposits
Due from controlled entities
Shares in controlled entities
Investments in associates
Current tax assets
Deferred tax assets
Goodwill and other intangible assets
Investments backing policy liabilities
Premises and equipment
Other assets
Esanda Dealer Finance assets held for sale
Total assets
Liabilities
Settlement balances owed by ANZ
Collateral received
Deposits and other borrowings
Derivative financial instruments
Due to controlled entities
Current tax liabilities
Deferred tax liabilities
Policy liabilities
External unit holder liabilities (life insurance funds)
Provisions
Payables and other liabilities
Debt issuances
Subordinated debt
Total liabilities
Net assets
Shareholders' equity
Ordinary share capital
Reserves
Retained earnings
Share capital and reserves attributable to shareholders of the Company
Non-controlling interests
Total shareholders' equity
The notes appearing on pages 68 to 173 form an integral part of these financial statements.
64
Note
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
11
12
13
14
15
33
34
6
6
26
37
27
28
15
17
13
6
6
37
29
30
18
19
31
31
31
31
48,675
21,951
12,723
47,188
87,496
63,113
575,852
2,296
–
–
4,272
126
623
7,672
35,656
2,205
5,021
–
53,903
18,596
9,967
49,000
85,625
43,667
562,173
1,773
–
–
5,440
90
402
8,312
34,820
2,221
5,846
8,065
46,072
19,905
10,878
35,059
75,872
55,721
446,531
671
106,797
18,117
1,974
116
887
2,214
–
967
2,181
–
51,217
16,601
8,234
37,373
75,694
37,612
440,383
557
109,920
17,823
3,018
84
712
2,830
–
990
2,949
8,065
914,869
889,900
823,962
814,062
10,625
6,386
588,195
88,725
–
188
227
36,145
3,333
1,209
8,865
91,080
21,964
11,250
7,829
570,794
81,270
–
267
249
35,401
3,291
1,074
10,366
93,747
17,009
9,079
5,882
479,963
76,243
103,416
62
78
–
–
832
5,566
71,875
20,707
9,901
6,886
472,031
71,844
105,079
94
123
–
–
731
6,294
75,579
15,812
856,942
832,547
773,703
764,374
57,927
57,353
50,259
49,688
28,765
1,078
27,975
57,818
109
57,927
28,367
1,571
27,309
57,247
106
57,353
29,162
344
20,753
50,259
–
50,259
28,611
939
20,138
49,688
–
49,688
Cash Flow Statement for the year ended 30 September
Cash flows from operating activities
Interest received
Interest paid
Dividends received
Other operating income received
Other operating expenses paid
Income taxes paid
Net cash flows from funds management and insurance business
Premiums, other income and life investment deposits received
Investment income and policy deposits received
Claims and policyholder liability payments
Commission expense (paid)/received
Cash flows from operating activities before changes in operating assets and liabilities
Changes in operating assets and liabilities arising from cash flow movements
(Increase)/decrease in operating assets
Collateral paid
Trading securities
Loans and advances
Net intra-group loans and advances
Net cash flows from investments backing policyholder liabilities
Purchase of insurance assets
Proceeds from sale/maturity of insurance assets
Increase/(decrease) in operating liabilities
Deposits and other borrowings
Settlement balances owed by ANZ
Collateral received
Payables and other liabilities
Change in operating assets and liabilities arising from cash flow movements
Net cash provided by operating activities
Cash flows from investing activities
Available-for-sale assets
Purchases
Proceeds from sale or maturity
Controlled entities and associates
Purchases (net of cash acquired)
Proceeds from sale (net of cash disposed)
Premises and equipment
Purchases
Proceeds from sale
Esanda Dealer Finance divestment
Other assets
Net cash used in investing activities
Cash flows from financing activities
Debt issuances
Issue proceeds
Redemptions
Subordinated debt
Issue proceeds
Redemptions
Dividends paid
Share capital issues
Preference shares bought back
Net cash provided by financing activities
Net (decrease)/increase in cash and cash equivalents
Cash and cash equivalents at beginning of year
Effects of exchange rate changes on cash and cash equivalents
Cash and cash equivalents at end of year
10(b)
1 Comparative amounts have changed. Refer to note 43 for details.
The notes appearing on pages 68 to 173 form an integral part of these financial statements.
Consolidated1
2016
$m
2015
$m
Note
The Company1
2016
$m
2015
$m
29,992
(15,038)
120
1,770
(8,725)
(2,840)
6,795
135
(5,604)
(545)
6,060
(3,183)
332
(14,797)
–
(16,614)
17,461
23,128
(589)
(1,027)
70
4,781
30,667
(15,458)
231
18,237
(8,592)
(3,082)
7,681
286
(5,955)
(648)
23,367
(3,585)
2,870
(32,280)
–
(7,065)
7,239
30,050
781
1,073
(974)
(1,891)
10(a)
10,841
21,476
26,409
(15,743)
2,076
2,091
(6,919)
(2,104)
122
–
–
75
26,754
(15,809)
2,630
15,830
(6,825)
(2,388)
161
–
–
49
6,007
20,402
(3,157)
203
(9,503)
2,053
(2,427)
2,161
(21,759)
(992)
–
–
14,708
(794)
(554)
619
3,575
9,582
–
–
22,210
1,422
854
(1,491)
(22)
20,380
10(c)
10(c)
(44,182)
23,745
(24,236)
15,705
(26,035)
8,771
(18,876)
11,256
–
–
(337)
17
6,682
(335)
–
4
(321)
–
–
(928)
(387)
–
(227)
–
6,682
83
(1,375)
–
(204)
–
(280)
(14,410)
(9,776)
(11,113)
(9,479)
29,204
(27,959)
16,637
(15,966)
22,330
(23,389)
12,969
(12,250)
6,177
(900)
(4,564)
–
–
1,958
(1,611)
69,278
(1,447)
66,220
2,683
–
(3,763)
3,207
(755)
2,043
13,743
48,229
7,306
69,278
6,176
(900)
(4,589)
–
–
(372)
(1,903)
64,836
(939)
61,994
2,517
–
(3,784)
3,207
(755)
1,904
12,805
45,048
6,983
64,836
FINANCIAL STATEMENTS
65
ANZ ANNUAL REPORT 2016 FINANCIAL STATEMENTS (continued)
Statement of Changes in Equity for the year ended 30 September
Shareholders’
equity
attributable
to equity
holders of
the Bank
$m
49,207
7,493
1,835
9,328
Retained
earnings
$m
24,544
7,493
33
7,526
Non-controlling
interests
$m
Total
shareholders’
equity
$m
77
14
16
30
49,284
7,507
1,851
9,358
Reserves1
$m
(239)
–
1,802
1,802
–
–
–
–
16
–
–
–
–
(8)
–
(4,907)
(4,907)
(1)
(4,908)
22
–
–
–
–
–
–
–
8
116
22
1,122
(871)
16
3,206
5
2
1
–
116
–
–
–
–
–
–
–
–
–
–
22
1,122
(871)
16
3,206
5
2
1
–
116
1,571
27,309
57,247
106
57,353
–
(504)
(504)
5,709
(74)
5,635
5,709
(578)
5,131
11
(7)
4
5,720
(585)
5,135
–
–
–
–
19
–
–
–
–
(8)
–
(5,001)
(5,001)
(1)
(5,002)
24
–
–
–
–
–
–
–
8
–
24
413
–
19
–
(153)
–
138
–
–
–
–
–
–
–
–
–
–
–
–
24
413
–
19
–
(153)
–
138
–
–
1,078
27,975
57,818
109
57,927
–
–
–
–
–
–
(871)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Ordinary
share capital
$m
Preference
shares
$m
24,031
871
Consolidated
As at 1 October 2014
Profit or loss
Other comprehensive income for the year
Total comprehensive income for the year
Transactions with equity holders in their
capacity as equity holders:
Dividends paid
Dividend income on Treasury shares held within
the Group’s life insurance statutory funds
Dividend reinvestment plan
Preference shares bought back
Other equity movements:
Share-based payments/(exercises)
Share placement and Share purchase plan
Treasury shares adjustment
Group share option scheme
Group employee share acquisition scheme
Transfer of options/rights lapsed
Foreign exchange gains on preference
shares bought back
As at 30 September 2015
Profit or loss
Other comprehensive income for the year
Total comprehensive income for the year
Transactions with equity holders in their
capacity as equity holders:
Dividends paid
Dividend income on Treasury shares held within
the Group’s life insurance statutory funds
Dividend reinvestment plan
Preference shares bought back
Other equity movements:
Share-based payments/(exercises)
Share placement and Share purchase plan
Treasury shares adjustment
Group share option scheme
Group employee share acquisition scheme
Transfer of options/rights lapsed
Foreign exchange gains on preference
shares bought back
–
–
–
–
–
1,122
–
–
3,206
5
2
1
–
–
28,367
–
–
–
–
–
413
–
–
–
(153)
–
138
–
–
As at 30 September 2016
28,765
1 Further information on reserves is disclosed in note 31 to the financial statements.
The notes appearing on pages 68 to 173 form an integral part of these financial statements.
66
Ordinary
share capital
$m
Preference
shares
$m
24,280
871
Shareholders’
equity
attributable
to equity
holders of
the Bank1
$m
Non-controlling
interests
$m
Total
shareholders’
equity1
$m
The Company
As at 1 October 2014
Profit or loss
Other comprehensive income for the year
Total comprehensive income for the year
Transactions with equity holders in their
capacity as equity holders:
Dividends paid
Dividend reinvestment plan
Preference shares bought back
Other equity movements:
Share-based payments/(exercises)
Share placement and Share purchase plan
Group share option scheme
Group employee share acquisition scheme
Transfer of options/rights lapsed
Foreign exchange gains on preference
shares bought back
As at 30 September 2015
Profit or loss
Other comprehensive income for the year
Total comprehensive income for the year
Transactions with equity holders in their
capacity as equity holders:
Dividends paid
Dividend reinvestment plan
Preference shares bought back
Other equity movements:
Share-based payments/(exercises)
Share placement and Share purchase plan
Group share option scheme
Group employee share acquisition scheme
Transfer of options/rights lapsed
Foreign exchange gains on preference
shares bought back
Reserves1
$m
(6)
–
937
937
–
–
–
16
–
–
–
(8)
–
939
–
(606)
(606)
–
–
–
19
–
–
–
(8)
–
Retained
earnings1
$m
17,557
7,306
57
7,363
(4,906)
–
–
–
–
–
–
8
116
42,702
7,306
994
8,300
(4,906)
1,122
(871)
16
3,206
2
1
–
116
20,138
49,688
5,687
(79)
5,608
(5,001)
–
–
–
–
–
–
8
–
5,687
(685)
5,002
(5,001)
413
–
19
–
–
138
–
–
–
–
–
–
–
(871)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1,122
–
–
3,206
2
1
–
–
28,611
–
–
–
–
413
–
–
–
–
138
–
–
As at 30 September 2016
29,162
1 Further information on reserves is disclosed in note 31 to the financial statements.
The notes appearing on pages 68 to 173 form an integral part of these financial statements.
344
20,753
50,259
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
42,702
7,306
994
8,300
(4,906)
1,122
(871)
16
3,206
2
1
–
116
49,688
5,687
(685)
5,002
(5,001)
413
–
19
–
–
138
–
–
50,259
FINANCIAL STATEMENTS
67
ANZ ANNUAL REPORT 2016 NOTES TO THE FINANCIAL STATEMENTS
1: Significant Accounting Policies
The financial statements of Australia and New Zealand Banking
Group Limited (the Company) and its controlled entities (the Group)
for the year ended 30 September 2016 were authorised for issue in
accordance with a resolution of the Directors on 2 November 2016.
The Company is incorporated and domiciled in Australia. The address
of the Company’s registered office is ANZ Centre, Level 9, 833 Collins
Street, Docklands, Victoria, Australia 3008.
The Company and Group are for-profit entities.
ANZ provides a broad range of banking and financial products and
services to retail, high net worth, small business, corporate and
commercial and institutional customers.
Geographically, operations span Australia, New Zealand, a number
of countries in the Asia Pacific region, the United Kingdom, France,
Germany and the United States.
The principal accounting policies adopted in the preparation of these
financial statements are set out below. These policies have been
consistently applied by the Company and all Group entities for all
years presented in these financial statements.
A) BASIS OF PREPARATION
i) Statement of compliance
The financial statements of the Company and Group are general
purpose financial statements (Tier 1) which have been prepared
in accordance with the relevant provisions of the Banking Act 1959,
Australian Accounting Standards (AASs) and other authoritative
pronouncements of the Australian Accounting Standards Board
(AASB) and the Corporations Act 2001.
International Financial Reporting Standards (IFRS) are Standards and
Interpretations adopted by the International Accounting Standards
Board (IASB). IFRS forms the basis of AASs. The Group’s application
of AASs ensures that the financial statements of the Company and
Group comply with IFRS.
ii) Use of estimates and assumptions
The preparation of these financial statements requires the use
of management judgement, estimates and assumptions that
affect reported amounts and the application of accounting policies.
Discussion of the critical accounting treatments, which include
complex or subjective decisions or assessments, are covered in
note 2. Such estimates, judgements and assumptions are reviewed
on an ongoing basis.
iii) Basis of measurement
The financial information has been prepared in accordance with the
historical cost basis except that the following assets and liabilities
are stated at their fair value:
} derivative financial instruments;
} available-for-sale financial assets;
} financial instruments held for trading; and
} assets and liabilities designated as fair value through profit or loss.
In accordance with AASB 1038 Life Insurance Contracts (‘AASB 1038’), life
insurance liabilities are measured using the Margin on Services model.
In accordance with AASB 119 Employee Benefits (‘AASB 119’), defined
benefit obligations are measured using the Projected Unit Credit Method.
68
iv) Rounding
The Company is an entity of the kind referred to in Australian
Securities and Investments Commission Corporations Instrument
2016/191. Consequently, amounts in the financial statements
have been rounded to the nearest million dollars, except where
otherwise indicated.
v) Comparatives
Certain amounts in the comparative information have been reclassified
to conform with current period financial statement presentations.
Refer to note 43 for further details.
vi) Principles of consolidation
The consolidated financial statements of the Group comprise the
financial statements of the Company and all its subsidiaries. An entity,
including a structured entity, is considered a subsidiary of the Group
when it is determined that control over the entity exists. Control is
deemed to exist when the Group is exposed, or has rights, to variable
returns from its involvement with the entity and has the ability
to affect those returns through its power over the entity. Power
is assessed by examining existing rights that give the Group the
current ability to direct the relevant activities of the entity.
At times, the determination of control can be judgemental. Further
detail on the judgement involved in assessing control has been
provided in note 2 (iii).
The effect of all transactions between entities in the Group has
been eliminated.
Where subsidiaries are sold or acquired during the year, their
operating results are included to the date of disposal or from the
date of acquisition. When control ceases, the assets and liabilities
of the subsidiary, any related non-controlling interest and other
components of equity are derecognised.
Any interest retained in the former subsidiary is initially measured
at fair value and any resulting gain or loss is recognised in the
income statement.
In the Company’s financial statements, investments in subsidiaries
are carried at cost less accumulated impairment losses.
vii) Associates
The equity method is applied to accounting for associates in both
the consolidated financial statements of the Group and the financial
statements of the Company.
Under the equity method, the share of results of associates
is included in the income statement and statement of other
comprehensive income. Investments in associates are carried
in the balance sheet at cost plus the post-acquisition share of
changes in associates’ net assets less accumulated impairment.
Investments in associates are reviewed for any indication of
impairment at least at each reporting date. Where an indication
of impairment exists the recoverable amount of the associate is
determined based on the higher of the associate’s fair value less
costs to sell and its value in use. A discounted cash flow methodology
and other methodologies such as the capitalisation of earnings
methodology are used to determine the recoverable amount.
1: Significant Accounting Policies (continued)
viii) Fiduciary activities
The Group provides fiduciary services to third parties including
custody, nominee, trustee, administration and investment
management services predominantly through the Wealth segment.
This involves the Group holding assets on behalf of third parties
and making decisions regarding the purchase and sale of financial
instruments. In circumstances where ANZ is not the beneficial
owner or does not control the assets, they are not recognised
in these financial statements.
ix) Foreign currency translation
Functional and presentation currency
Items included in the financial statements of each Group entity are
measured using the currency of the primary economic environment
in which the entity operates (the functional currency).
The consolidated financial statements are presented in Australian
dollars, which is the Company’s functional and presentation currency.
Foreign currency transactions
Foreign currency transactions are translated into the functional
currency using the exchange rates prevailing at the dates
of the transactions.
Monetary assets and liabilities resulting from foreign currency
transactions are subsequently translated at the spot rate at
reporting date.
Exchange rate differences arising on the settlement of monetary
items and translation differences on monetary items translated at rates
different to those at which they were initially recognised or included
in a previous financial report, are recognised in the income statement
in the period in which they arise.
Translation differences on non-monetary items measured at fair
value through profit or loss, are reported as part of the fair value
gain or loss on these items.
Translation differences on non-monetary items classified as available-
for-sale financial assets are included in the available-for-sale
revaluation reserve in equity.
Translation to presentation currency
The results and financial position of all Group entities (none
of which has the functional currency of a hyperinflationary
economy) that have a functional currency different from the
Group’s presentation currency are translated into the Group’s
presentation currency as follows:
} assets and liabilities are translated at the rates of exchange ruling
at reporting date;
} revenue and expenses are translated at the average exchange rate
for the period, unless this average is not a reasonable approximation
of the rate prevailing on transaction date, in which case revenue and
expenses are translated at the exchange rate ruling at transaction
date; and
} all resulting exchange differences are recognised in the foreign
currency translation reserve.
When a foreign operation is disposed, cumulative exchange
differences are recognised in the income statement as part of the
gain or loss on sale.
Goodwill arising on the acquisition of a foreign operation is treated
as an asset of the foreign operation and translated at the spot rate
at reporting date.
B) INCOME RECOGNITION
i) Interest income
Interest income is recognised as it accrues using the effective interest
rate method.
The effective interest rate method calculates the amortised cost of
a financial asset or financial liability and allocates the interest income
or interest expense over the expected life of the financial asset or
financial liability so as to achieve a constant yield on the financial
asset or liability.
For assets subject to prepayment, expected life is determined on the
basis of the historical behaviour of the particular asset portfolio, taking
into account contractual obligations and prepayment experience.
This is assessed on a regular basis.
ii) Fee and commission income
Fees and commissions received that are integral to the effective
interest rate of a financial asset are recognised using the effective
interest rate method. For example, loan origination fees, together
with related direct costs, are deferred and recognised as an
adjustment to the effective interest rate on a loan once drawn.
Fees and commissions that relate to the execution of a significant
act (for example, advisory or arrangement services, placement fees
and underwriting fees) are recognised when the significant act has
been completed.
Fees charged for providing ongoing services (for example,
maintaining and administering existing facilities) are recognised
as income over the period the service is provided.
iii) Dividend income
Dividends are recognised as revenue when the right to receive
payment is established.
iv) Leasing income
Income on finance leases is recognised on a basis that reflects a
constant periodic return on the net investment in the finance lease.
v) Gain or loss on sale of assets
The gain or loss on the disposal of assets is determined as the
difference between the carrying amount of the asset at the time
of disposal and the proceeds of disposal, net of incremental disposal
costs. This is recognised as an item of other income in the year in which
the significant risks and rewards of ownership transfer to the buyer.
C) EXPENSE RECOGNITION
i) Interest expense
Interest expense on financial liabilities measured at amortised cost
is recognised as it accrues using the effective interest rate method.
ii) Loan origination expenses
Certain loan origination expenses are an integral part of the effective
interest rate of a financial asset measured at amortised cost. These
loan origination expenses include:
} fees and commissions payable to brokers and certain customer
incentive payments in respect of originating lending business; and
} other expenses of originating lending business, such as external
legal costs and valuation fees, provided these are direct and
incremental costs related to the origination of a financial asset.
69
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 1: Significant Accounting Policies (continued)
Such loan origination expenses are initially recognised as part
of the cost of acquiring the financial asset and amortised as part
of the effective yield of the financial asset over its expected life
using the effective interest rate method.
iii) Share-based compensation expense
The Group has various equity settled share-based compensation
plans. These are described in note 39 and comprise the ANZ
Employee Share Acquisition Plan and the ANZ Share Option Plan.
ANZ Employee Share Acquisition Plan
The fair value of ANZ ordinary shares granted under the Employee
Share Acquisition Plan is measured at grant date, using the one-day
volume weighted average market price of ANZ shares. The fair value
is expensed on a straight-line basis over the relevant vesting period.
This is recognised as share-based compensation expense with
a corresponding increase in share capital.
ANZ Share Option Plan
The fair value of share options (deferred share rights, performance
rights) is measured at grant date, using an option pricing model.
The fair value is expensed on a straight line basis over the relevant
vesting period. This is recognised as share based compensation
expense with a corresponding increase in the share options reserve.
The option pricing model takes into account the exercise price of
the option, the risk-free interest rate, the expected volatility of ANZ’s
ordinary share price and other factors. Market vesting conditions
are taken into account in determining the fair value.
A deferred share right or a performance right is a right to acquire
a share at nil cost to the employee subject to satisfactorily meeting
time and/or performance hurdles. For equity grants made after
1 November 2012, any portion of the award which vests may be
satisfied by a cash equivalent payment rather than shares at the
Board’s discretion.
Other adjustments
Subsequent to the grant of an equity-based award, the amount
recognised as an expense is reversed when an employee fails to
satisfy the minimum service period specified in the award upon
resignation, termination or notice of dismissal for serious misconduct.
The expense is not reversed where the award does not vest due
to the failure to meet a market-based performance condition.
iv) Lease payments
Leases entered into by the Group as lessee are predominantly
operating leases. Operating lease payments are recognised
as an expense on a straight-line basis over the lease term.
D) INCOME TAX
i) Income tax expense
Income tax on earnings for the year comprises current and deferred
tax and is based on the applicable tax law in each jurisdiction.
It is recognised in the income statement as tax expense, except
when it relates to items credited directly to equity, in which case
it is recorded in equity, or where it arises from the initial accounting
for a business combination, in which case it is included in the
determination of goodwill.
70
ii) Current tax
Current tax is the expected tax payable on taxable income for
the year, based on tax rates (and tax laws) which are enacted at the
reporting date, including any adjustment for tax payable in previous
periods. Current tax for current and prior periods is recognised
as a liability (or asset) to the extent that it is unpaid (or refundable).
iii) Deferred tax
Deferred tax is accounted for using the comprehensive tax balance
sheet method. It is generated by temporary differences between
the carrying amounts of assets and liabilities for financial reporting
purposes and their tax base.
Deferred tax assets, including those related to the tax effects of
income tax losses and credits available to be carried forward, are
recognised only to the extent that it is probable that future taxable
profits will be available against which the deductible temporary
differences or unused tax losses and credits can be utilised.
Deferred tax liabilities are recognised for all taxable temporary
differences, other than those relating to taxable temporary
differences arising from goodwill. They are also recognised for taxable
temporary differences arising on investments in controlled entities,
branches, and associates, except where the Group is able to control
the reversal of the temporary differences and it is probable that
temporary differences will not reverse in the foreseeable future.
Deferred tax assets associated with these investments are recognised
only to the extent that it is probable that the temporary difference
will reverse in the foreseeable future and there will be sufficient
taxable profits against which to utilise the benefits of the
temporary difference.
Deferred tax assets and liabilities are measured at the tax rates that
are expected to apply to the period(s) when the asset and liability
giving rise to them are realised or settled, based on tax rates (and
tax laws) that have been enacted or substantively enacted by the
reporting date. The measurement reflects the tax consequences that
would follow from the manner in which the Group, at the reporting
date, expects to recover or settle the carrying amount of its assets
and liabilities.
Current and deferred tax assets and liabilities are offset only to the
extent that they relate to income taxes imposed by the same taxation
authority, there is a legal right and intention to settle on a net basis
and it is allowed under the tax law of the relevant jurisdiction.
E) ASSETS
FINANCIAL ASSETS
i) Financial assets and liabilities at fair value through profit or loss
Purchases and sales of trading securities are recognised on trade date.
Trading securities are financial instruments acquired principally for the
purpose of selling in the short-term or which are a part of a portfolio
which is managed for short-term profit-taking. Trading securities are
initially recognised and subsequently measured in the balance sheet
at their fair value.
Derivatives that are not effective accounting hedges are measured
at fair value through profit or loss.
The Group may designate certain financial assets and liabilities
as measured at fair value through profit or loss in any of the
following circumstances:
NOTES TO THE FINANCIAL STATEMENTS (continued) 1: Significant Accounting Policies (continued)
} investments backing policy liabilities (refer to note 1 I (iii));
} life investment contract liabilities (refer to note 1 I (i));
} external unit holder liabilities (life insurance funds) (refer to note 1 l (ii);
} doing so eliminates or significantly reduces a measurement
or recognition inconsistency that would otherwise arise from
measuring assets and liabilities, or recognising the gains or losses
thereon, on different bases;
} a group of financial assets or financial liabilities or both is managed
and its performance is evaluated on a fair value basis; or
} the financial instrument contains an embedded derivative, unless
the embedded derivative does not significantly modify the cash
flows or it is clear, with little or no analysis, that it would not be
separately recorded.
Changes in the fair value of these financial instruments are recognised
in the income statement except in the case of financial liabilities
designated as fair value through profit or loss. For financial liabilities
designated as fair value through profit or loss, the amount of fair value
gain or loss attributable to changes in the Group’s own credit risk
is recognised in other comprehensive income (retained earnings).
The remaining amount of fair value gain or loss is recognised in profit
or loss. Amounts recognised in other comprehensive income are
not subsequently reclassified to profit or loss.
ii) Derivative financial instruments
Derivative financial instruments are contracts whose value is derived
from one or more underlying price, index or other variable. They
include swaps, forward rate agreements, futures and options.
Derivative financial instruments are entered into for trading purposes
(including customer-related reasons), or for hedging purposes where
the derivative instruments are used to hedge the Group’s exposures
to interest rate risk, currency risk, credit risk and other exposures
relating to non-trading positions.
Derivative financial instruments are recognised initially at fair value
with gains or losses from subsequent measurement at fair value
being recognised in the income statement. Valuation adjustments
are integral in determining the fair value of derivatives. This includes
a derivative credit valuation adjustment (CVA) methodology change
to reflect the credit worthiness of the counterparty and a funding
valuation adjustment (FVA) to account for the funding cost inherent
in the portfolio.
Where the derivative is effective as a hedging instrument and
is designated as such, the timing of the recognition of any
resultant gain or loss in the income statement is dependent
on the hedging designation.
Derivative credit valuation adjustment methodology change
In determining the fair value of a derivative the Group recognises
CVA to reflect the probability that the counterparty may default at
some point over the life of the transaction. It is calculated by applying
a probability of default (PD) on the potential estimated future positive
exposure of the counterparty after taking into account the impact of
collateral arrangements. At 30 September 2016, the Group revised its
methodology for estimating CVA to align with industry best practice.
The revised methodology makes greater use of market information
for determining the PD and enhanced exposure modelling. At 30
September 2016 the effect of the changes in fair value as a result of
the revisions to the methodology was to increase the CVA applicable
to derivative positions by $237 million with a corresponding charge
recognised in Other operating income. It is impracticable to estimate
the effect of the changes in fair value estimate on future periods.
Fair value hedge
Where the Group hedges the fair value of a recognised asset
or liability or firm commitment, changes in the fair value of the
derivative designated as a fair value hedge are recognised in the
income statement. Changes in the fair value of the hedged item
attributable to the hedged risk are reflected in adjustments to
the carrying value of the hedged item, which are also recognised
in the income statement.
Hedge accounting is discontinued when the hedge instrument
expires or is sold, terminated, exercised or no longer qualifies for
hedge accounting. The adjustment to the carrying amount of the
hedged item arising from the hedged risk is amortised to the income
statement over the period to maturity of the hedged item.
If the hedged item is sold or repaid, the unamortised fair value
adjustment is recognised immediately in the income statement.
Cash flow hedge
The Group designates derivatives as cash flow hedges where the
instrument hedges the variability in cash flows of a recognised asset
or liability, a foreign exchange component of a firm commitment
or a highly probable forecast transaction. For qualifying cash flow
hedges, the fair value gain or loss associated with the effective portion
of the cash flow hedge is recognised in other comprehensive income
and then recycled to the income statement in the periods when the
hedged item is recognised in the income statement. Any ineffective
portion is recognised immediately in the income statement. When the
hedging instrument expires, is sold, terminated, or no longer qualifies
for hedge accounting, the cumulative amount deferred in equity
remains in the cash flow hedge reserve, and is subsequently
transferred to the income statement when the hedged item
is recognised in the income statement.
When a forecast hedged transaction is no longer expected to occur,
the amount deferred in the cash flow hedge reserve is recognised
immediately in the income statement.
Net investment hedge
Hedges of net investments in foreign operations are accounted for
similarly to cash flow hedges. Changes in the fair value of the hedging
instrument relating to the effective portion of the hedge are deferred
in the foreign currency translation reserve in other comprehensive
income and the ineffective portion is recognised immediately in the
income statement.
The cumulative gain or loss recognised in other comprehensive
income is recognised in the income statement on the disposal
or partial disposal of a foreign operation.
Derivatives that do not qualify for hedge accounting
All gains and losses from changes in the fair value of derivatives that are
not designated in a hedging relationship but are entered into to manage
the interest rate and foreign exchange risk of the Group are recognised
in the income statement. Under certain circumstances, the component
of the fair value change in the derivative which relates to current period
realised and accrued interest is included in Net interest income. The
remainder of the fair value movement is included in Other income.
iii) Available-for-sale financial assets
Purchases and sales of available-for-sale financial assets are recognised
on trade date being the date on which the Group commits to purchase
or sell the asset.
71
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 1: Significant Accounting Policies (continued)
Available-for-sale financial assets comprise non-derivative financial
assets which the Group designates as available-for-sale but which are
not deemed to be held principally for trading purposes, and include
equity investments and debt securities.
Available-for-sale financial assets are initially recognised at fair value
plus transaction costs. Subsequent gains or losses arising from changes
in fair value are included as a separate component of equity in the
available-for sale revaluation reserve except for interest, dividends
and foreign exchange gains and losses on monetary assets, which are
recognised directly in the income statement. When the asset is sold,
the cumulative gain or loss relating to the asset is transferred from the
available-for-sale revaluation reserve to the income statement.
Where there is objective evidence of impairment of an available-
for-sale financial asset, the cumulative loss related to that asset
is removed from equity and recognised in the income statement,
as an impairment expense for debt instruments or as other income
for equity instruments. If, in a subsequent period, the amount
of an impairment loss relating to an available-for-sale debt instrument
decreases and the decrease can be linked objectively to an event
occurring after the impairment event, the loss is reversed through
the income statement through the impairment expense line.
iv) Net loans and advances
Net loans and advances are non-derivative financial assets with fixed
or determinable payments that are not quoted in an active market.
They arise when the Group provides money to a debtor with no
intention of trading the loans and advances. Loans and advances
are initially recognised at fair value plus transaction costs that are
directly attributable to the issue of the loan or advance. They are
subsequently measured at amortised cost using the effective interest
rate method (refer to note 1 B (i)) unless specifically designated
on initial recognition as fair value through profit or loss.
All loans are graded according to the level of credit risk.
Net loans and advances includes direct finance provided to customers
such as bank overdrafts, credit cards, term loans, finance lease receivables
and commercial bills.
Impairment of loans and advances
Loans and advances are reviewed at least at each reporting date
for impairment.
Credit impairment provisions are raised for exposures that are known to
be impaired. Exposures are impaired and impairment losses are recorded
if, and only if, there is objective evidence of impairment as a result of
one or more loss events that occurred after the initial recognition of
the loan and prior to the reporting date, and that loss event, or events,
has had an impact on the estimated future cash flows of the individual
loan or the collective portfolio of loans that can be reliably estimated.
Impairment is assessed for assets that are individually significant
(or on a portfolio basis for small value assets) and then on a collective
basis for those exposures not individually known to be impaired.
Exposures that are assessed collectively are placed in pools of similar
assets with similar risk characteristics. The required provision is
estimated on the basis of historical loss experience for assets with
credit risk characteristics similar to those in the collective pool.
The historical loss experience is adjusted based on current observable
data such as changed economic conditions. The provision also takes
account of the impact of inherent risk of large concentrated losses
within the portfolio and an assessment of the economic cycle.
The estimated impairment losses are measured as the difference
between the asset’s carrying amount and the estimated future cash
flows discounted to their present value.
72
As the discount unwinds during the period between recognition
of impairment and recovery of the cash flow, it is recognised
in interest income.
Impairment of capitalised acquisition-related expenses is assessed
through comparing the actual behaviour of the portfolio against
initial expected life assumptions.
The provision for impairment loss (individual and collective)
is deducted from loans and advances in the balance sheet
and the movement for the reporting period is reflected in the
income statement.
When a loan is uncollectable, either partially or in full, it is written-off
against the related provision for loan impairment. Unsecured facilities
are normally written-off when they become 180 days past due
or earlier in the event of the customer’s bankruptcy or similar legal
release from the obligation. In the case of secured facilities, remaining
balances are written-off after proceeds from the realisation of
collateral have been received if there is a shortfall.
Impairment losses recognised in previous periods are reversed in the
income statement if the estimate of the loss subsequently decreases.
A provision is also raised for off-balance sheet items such as loan
commitments that are considered to be onerous.
v) Lease receivables
Contracts to lease assets and hire purchase agreements are classified
as finance leases if they transfer substantially all the risks and rewards
of ownership of the asset to the customer or an unrelated third party.
All other lease contracts are classified as operating leases.
vi) Repurchase agreements
Securities sold under repurchase agreements are retained in the
financial statements where substantially all the risks and rewards
of ownership remain with the Group. A counterparty liability
is recognised and classified as deposits and other borrowings.
The difference between the sale price and the repurchase price
is accrued over the life of the repurchase agreement and charged
to interest expense in the income statement.
Securities purchased under agreements to resell, where the Group
does not acquire the risks and rewards of ownership, are recorded as
receivables in cash or net loans and advances if the original maturity
is greater than 90 days. The security is not included in the balance
sheet. Interest income is accrued on the underlying loan amount.
Securities borrowed are not recognised in the balance sheet, unless
these are sold to third parties, at which point the obligation to
repurchase is recorded as a financial liability at fair value with fair
value movements included in the income statement.
vii) Derecognition
The Group enters into transactions where it transfers financial assets
recognised on its balance sheet yet retains either all or a portion
of the risks and rewards of the transferred assets. If all, or substantially
all, of the risks and rewards are retained, the transferred assets are
not derecognised from the balance sheet.
In transactions where substantially all the risks and rewards of
ownership of a financial asset are neither retained nor transferred,
the Group derecognises the asset if control over the asset is lost.
In transfers where control over the asset is retained, the Group
continues to recognise the asset to the extent of its continuing
involvement, determined by the extent to which it is exposed to
changes in the value of the transferred asset.
NOTES TO THE FINANCIAL STATEMENTS (continued) 1: Significant Accounting Policies (continued)
The rights and obligations retained or created in the transfer are
recognised separately as assets and liabilities as appropriate.
NON-FINANCIAL ASSETS
viii) Goodwill
Goodwill represents the excess of the purchase consideration over the
fair value of the identifiable net assets of a controlled entity at the date
of gaining control. Goodwill is recognised as an asset and not amortised,
but is assessed for impairment at least annually or more frequently
if there is an indication that the goodwill may be impaired. This
involves using a discounted cash flow methodology or capitalisation
of earnings methodology to determine the expected recoverable
amount of the cash-generating units (CGU) to which the goodwill
relates. Where the carrying value exceeds the recoverable amount,
the difference is charged to the income statement. Any impairment
of goodwill is not subsequently reversed.
ix) Software
Software includes costs incurred in acquiring and building software
and computer systems.
In the current year the Group made a number of changes to the
application of its accounting policy relating to the capitalisation
of internally generated software assets by increasing the threshold
for capitalisation of software development spend, reflecting the
increasingly shorter useful life of smaller items of software, and
by direct expensing of more project related costs. The impact of
these changes was an accelerated amortisation charge of $556
million relating to previously capitalised software balances (of
this, $183 million would otherwise have been amortised during the
September 2016 full year) and higher operating expenses during
the period of $370 million relating to development costs that would
otherwise have been capitalised. These costs would otherwise have
been amortised to the Income Statement in future periods of up
to 5 years.
Software is amortised using the straight-line method over its
expected useful life to the Group. The period of amortisation is
between 3 and 5 years, except for certain major core infrastructure
projects where the useful life has been determined to be 7 or 10 years
and has been approved by the Audit Committee. The amortisation
period for software assets is reviewed at least annually. Where the
expected useful life of the asset is different from previous estimates
the amortisation period is changed prospectively.
At each reporting date, software assets are reviewed for impairment
indicators. If any such indication exists, the recoverable amount of
the assets are estimated and compared against the existing carrying
value. Where the carrying value exceeds the recoverable amount,
the difference is charged to the income statement.
Costs incurred in planning or evaluating software proposals, or
in maintaining systems after implementation, are not capitalised.
x) Acquired portfolio of insurance and investment business
Identifiable intangible assets in respect of acquired portfolios of
insurance and investment business acquired in a business combination
are stated initially at fair value at acquisition date. These are amortised
over the period of expected benefits of between 15 and 23 years.
The amortisation period is reviewed annually and the asset is
reviewed for indicators of impairment. Any impairment identified
is charged to the income statement.
xi) Deferred acquisition costs
Refer to note 1 I (vii).
xii) Other intangible assets
Other intangible assets include management fee rights and aligned
advisor relationships.
Management fee rights and aligned advisor relationships are
amortised over the expected useful lives to the Group using the
straight line method.
Where the intangible asset is assessed to have an indefinite life,
it is carried at cost less any impairment losses.
The period of amortisation is no longer than:
7 years
Management fee rights
8 years
Aligned advisor relationships
The amortisation period is reviewed at least at the end of each annual
reporting period and changed if there has been a significant change
in the pattern of expected future benefits from the asset.
xiii) Premises and equipment
Assets other than freehold land are depreciated at rates based upon
their expected useful lives to the Group, using the straight-line
method. The depreciation rates used for each class of asset are:
Buildings
Building integrals
Furniture and equipment
Computer and office equipment
1.5%
10%
10%–20%
12.5%–33%
Leasehold improvements are amortised on a straight-line basis over
the shorter of their useful life or the remaining term of the lease.
The depreciation rate is reviewed annually and changed if there has
been a significant change in the pattern of expected future benefits
from the asset.
At each reporting date, the carrying amounts of premises and
equipment are reviewed for impairment. If any impairment indicator
exists, the recoverable amount of the assets are estimated and
compared against the carrying value. Where the carrying value
exceeds the recoverable amount, the difference is charged to the
income statement. If it is not possible to estimate the recoverable
amount of an individual asset, the Group estimates the recoverable
amount of the CGU to which the asset belongs.
A previously recognised impairment loss is reversed if there has
been an increase in the estimated recoverable amount.
xiv) Borrowing costs
Borrowing costs incurred for the construction of qualifying assets
are capitalised into the cost of the qualifying asset during the period
of time that is required to complete and prepare the asset for its
intended use. The calculation of borrowing costs is based on an
internal measure of the costs associated with the borrowing of funds.
F) LIABILITIES
FINANCIAL LIABILITIES
i) Deposits and other borrowings
Deposits and other borrowings include certificates of deposit, interest
bearing deposits, debentures and other similar interest bearing
financial instruments. Deposits and other borrowings not designated
at fair value through profit or loss on initial recognition are measured
at amortised cost. The interest expense is recognised using the
effective interest rate method.
73
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 1: Significant Accounting Policies (continued)
ii) Financial liabilities at fair value through profit or loss
Refer to note 1 E (i).
iii) Debt issuances and subordinated debt
Debt issuances and subordinated debt are accounted for in the
same way as deposits and other borrowings, except for those debt
securities which are designated as at fair value through profit or loss
on initial recognition.
iv) Financial guarantee contracts
Financial guarantee contracts that require the issuer to make
specified payments to reimburse the holder for a loss the holder
incurs because a specified debtor fails to make payments when due,
are initially recognised in the financial statements at fair value on the
date the guarantee is given (typically this is the premium received).
Subsequent to initial recognition, the Group’s liabilities under such
guarantees are measured at the higher of their amortised amount
and the best estimate of the expenditure required to settle any
financial obligation arising at the reporting date. These estimates
are determined based on experience of similar transactions and
the history of past losses.
v) Derecognition
Financial liabilities are derecognised when the obligation specified
in the contract is discharged, cancelled or expires.
NON-FINANCIAL LIABILITIES
vi) Employee benefits
Leave benefits
The liability for long service leave (including on-costs) is calculated
and accrued for in respect of all applicable employees using
an actuarial valuation. Expected future payments for long service
leave are discounted using market yields at the reporting date
for a blended rate of high quality corporate bonds with terms
to maturity that match, as closely as possible, the estimated future
cash outflows. The amounts expected to be paid in respect of
employees’ entitlements to annual leave are accrued at expected
salary rates including on-costs.
Defined contribution superannuation schemes
The Group operates a number of defined contribution schemes
and also contributes, according to local law, in the various countries
in which it operates, to government and other plans that have
the characteristics of defined contribution schemes.
The Group’s contributions to these schemes are recognised
as an expense in the income statement when incurred.
Defined benefit superannuation schemes
The Group operates a small number of defined benefit schemes. The
liability and expense related to providing benefits to employees under
each defined benefit scheme are calculated by independent actuaries.
A defined benefit liability is recognised to the extent that the present
value of the defined benefit obligation of each scheme, calculated
using the Projected Unit Credit Method, is greater than the fair value
of each scheme’s assets. Where this calculation results in an asset
of the Group, a defined benefit asset is recognised, which is capped
at the recoverable amount. In each reporting period, the
movements in the net defined benefit liability are treated as follows:
74
} the net movement relating to the current period’s service cost, net
interest on the net defined benefit liability, past service costs and
other costs (such as the effects of any curtailments and settlements)
is recognised as an operating expense in the Income Statement;
} remeasurements of the net defined benefit liability, which comprise
actuarial gains and losses and return on scheme assets (excluding
interest income included in net interest), are recognised directly
in retained earnings through other comprehensive income; and
} contributions made by the Group are recognised directly against
the net defined benefit position.
vii) Provisions
The Group recognises provisions when there is a present obligation,
the future sacrifice of economic benefits is probable, and the amount
of the provision can be measured reliably.
The amount recognised is the best estimate of the consideration
required to settle the present obligation at reporting date, taking
into account the risks and uncertainties surrounding the obligation
at reporting date. Where a provision is measured using the estimated
cash flows required to settle the present obligation, its carrying
amount is the present value of those cash flows.
G) EQUITY
i) Ordinary shares
Ordinary shares in the Company are recognised at the amount
paid per ordinary share net of directly attributable issue costs.
ii) Treasury shares
Shares in the Company which are purchased on-market by the ANZ
Employee Share Acquisition Plan or issued by the Company to the
ANZ Employee Share Acquisition Plan are classified as treasury shares
(to the extent that they relate to unvested employee share based
awards) and are deducted from share capital.
In addition, the life insurance business may also purchase and hold
shares in the Company to back policy liabilities in the life insurance
statutory funds. These shares are also classified as treasury shares and
deducted from share capital. These assets, plus any corresponding
income statement fair value movement on the assets and dividend
income, are eliminated when the life statutory funds are consolidated
into the Group. The cost of the investment in the shares is deducted
from share capital. However, the corresponding life investment
contract and life insurance contract liabilities, and related changes
in the liabilities recognised in the income statement, remain
upon consolidation.
Treasury shares are excluded from the weighted average number
of ordinary shares used in the earnings per share calculations.
iii) Non-controlling interest
Non-controlling interests represent the share in the net assets
of subsidiaries attributable to equity interests not owned directly
or indirectly by the Company.
iv) Reserves
Foreign currency translation reserve
As indicated in note 1 A (ix), exchange differences arising on translation
of assets and liabilities into the Group’s presentation currency are
reflected in the foreign currency translation reserve. Any offsetting
gains or losses on hedging these balances, together with any tax
effect, are also reflected in this reserve. When a foreign operation
is sold, attributable exchange differences are recognised in the
income statement.
NOTES TO THE FINANCIAL STATEMENTS (continued) 1: Significant Accounting Policies (continued)
Available-for-sale revaluation reserve
This reserve includes changes in the fair value and exchange
differences on the revaluation of available-for-sale financial assets,
net of tax. These changes are transferred to the income statement
(in other operating income) when the asset is derecognised or impaired.
Cash flow hedge reserve
This reserve includes the fair value gains and losses associated with
the effective portion of designated cash flow hedging instruments
net of tax. The cumulative deferred gain or loss on the hedge is
recognised in the income statement when the hedged transaction
impacts the income statement.
Share option reserve
This reserve includes the amounts which arise on the recognition
of share-based compensation expense (see note 1 C (iii)). Amounts
are transferred out of the reserve into share capital when the equity
instruments are exercised.
Transactions with non-controlling interests reserve
The transactions with non-controlling interests reserve represents
the impact of transactions with non-controlling shareholders in their
capacity as shareholders.
H) PRESENTATION
i) Offsetting of income and expenses
Income and expenses are not offset unless required or permitted
by an accounting standard. This generally arises in the following
circumstances:
} where transaction costs form an integral part of the effective
interest rate of a financial instrument which is measured
at amortised cost, these are offset against the interest income/
expense as part of the effective yield; or
} where gains and losses arise from a group of similar transactions,
such as foreign exchange gains and losses.
ii) Offsetting assets and liabilities
Assets and liabilities are offset and the net amount reported in the
balance sheet only where there is:
} a current enforceable legal right to offset the asset and liability; and
} an intention to settle on a net basis, or to realise the asset and
settle the liability simultaneously.
iii) Segment reporting
An operating segment is a component of the Group that engages in
business activities from which it may earn revenues and incur expenses,
whose operating results are regularly reviewed by the Chief Executive
Officer to make decisions about resources to be allocated to the
segment and assess its performance, and for which discrete information
is available. Changes in the internal organisational structure of the
Group can cause the composition of the Group’s reportable segments
to change. Where this occurs corresponding segment information for
the previous financial year is restated, unless the information is not
available and the cost to prepare it would be excessive.
I) LIFE INSURANCE AND FUNDS MANAGEMENT BUSINESS
The Group conducts its life insurance and funds management
business (the Life Business) in Australia primarily through OnePath
Life Limited, which is registered under the Life Insurance Act 1995
(Life Act) and in New Zealand through OnePath Life (NZ) Limited
which is licensed under the Insurance (Prudential Supervision)
Act 2010.
The operations of the Life Business are conducted within separate
statutory funds, as required by the Life Act and are reported in
aggregate with the shareholders’ fund in the Income Statement,
Statement of Changes in Equity, Balance Sheet and Cash Flow
Statements of the Group. The assets of the Life Business in Australia
are allocated between policyholder and shareholder funds in
accordance with the requirements of the Life Act. Under AASs,
the financial statements must include all assets, liabilities, revenues,
expenses and equity, irrespective of whether they are designated
as relating to shareholders or policyholders. Accordingly, the
consolidated financial statements include both policyholder
(statutory) and shareholders’ funds.
i) Policy liabilities
Policy liabilities include liabilities arising from life insurance contracts
and life investment contracts.
Life insurance contracts are insurance contracts regulated under
the Life Act and similar contracts issued by entities operating
outside Australia. An insurance contract is a contract under which
an insurer accepts significant insurance risk from another party
(the policyholder) by agreeing to compensate the policyholder if a
specified uncertain future event adversely affects the policyholder.
All contracts written by registered life insurers that do not meet the
definition of an insurance contract are referred to as life investment
contracts. Life investment contract business relates to funds
management products in which the Group issues a contract where
the resulting liability to policyholders is linked to the performance
and value of the assets that back those liabilities.
Whilst the underlying assets are registered in the name of the life insurer
and the policyholder has no direct access to the specific assets, the
contractual arrangements are such that the policyholder bears the risks
and rewards of the fund’s underlying assets investment performance
with the exception of capital guaranteed products where the
policyholder is guaranteed a minimum return or asset value. The Group
derives fee income from the administration of the underlying assets.
Life investment contracts that include a discretionary participation
feature (participating contracts) are accounted for as if they are life
insurance contracts under AASB 1038.
Life insurance liabilities
Life insurance liabilities are determined using the ‘Margin on Services’
(MoS) model using a projection method. Under the projection
method, the liability is determined as the net present value of the
expected future cash flows, plus planned margins of revenues over
expenses relating to services yet to be provided, discounted using
a risk-free discount rate that reflects the nature, structure and term
of the liabilities. Expected future cash flows include premiums,
expenses, redemptions and benefit payments, including bonuses.
Profits from life insurance contracts are brought to account using
the MoS model in accordance with Actuarial Standard LPS 340
Valuation of Policy Liabilities as issued by APRA under the Life Act
and Professional Standard 20 Determination of Life Insurance Policy
Liabilities as issued by the New Zealand Society of Actuaries. Under
the MoS model, profit is recognised as premiums are received and
services are provided to policyholders. When premiums are received
but the service has not been provided, the profit is deferred. Losses
are expensed when identified.
Costs associated with the acquisition of policies are recognised over
the period that the policy generates profits. Costs are only deferred
to the extent that a contract is expected to be profitable.
75
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 1: Significant Accounting Policies (continued)
Participating contracts, defined as those contracts that entitle the
policyholder to participate in the performance and value of certain assets
in addition to the guaranteed benefit, are entitled to share in the profits
that arise from the participating business. This profit sharing is governed
by the Life Act and the life insurance company’s constitution. The
profit sharing entitlement is treated as an expense in the consolidated
financial statements. Any benefits which remain payable at the end
of the reporting period are recognised as part of life insurance liabilities.
Life investment contract liabilities
Life investment contracts consist of two components: a financial
instrument and an investment management service.
The financial instrument component of the life investment contract
liabilities is designated at fair value through profit or loss. The
investment management service component, including associated
acquisition costs, is recognised as revenue in the profit or loss as services
are performed. See note 1 I (vii) for the deferral and amortisation of life
investment contract acquisition costs and entry fees.
The life investment contract liability is directly linked to the
performance and value of the assets that back them and is determined
as the fair value of those assets after tax. For fixed income policies the
liability is determined as the net present value of expected cash flows
subject to a minimum of current surrender value.
ii) External unit holder liabilities (life insurance funds)
The life insurance business includes controlling interests in investment
funds. The total amounts of the underlying assets, liabilities, revenues
and expenses of the controlled entities are recognised in the Group’s
consolidated financial statements. When a controlled investment fund
is consolidated, the share of the unit holder liability attributable to the
Group is eliminated but amounts due to external unit holders remain
as liabilities in the Group’s consolidated balance sheet.
iii) Investments backing policy liabilities
All investments backing policy liabilities are designated as at fair
value through profit or loss. All policyholder assets, being those
assets held within the statutory funds of the life company that are not
segregated and managed under a distinct shareholder investment
mandate are held to back life insurance and life investment contract
liabilities (collectively referred to as policy liabilities).
iv) Claims
Claims are recognised when the liability to the policyholder under
the policy contract has been established or upon notification of the
insured event depending on the type of claim.
Claims incurred in respect of life investment contracts represent
withdrawals and are recognised as a reduction in life investment
contract liabilities.
Claims incurred that relate to the provision of services and bearing
of insurance risks are treated as expenses and these are recognised
on an accruals basis once the liability to the policyholder has been
established under the terms of the contract.
v) Revenue
Life insurance premiums
Life insurance premiums earned by providing services and bearing
risks are treated as revenue. For annuity, risk and traditional business,
all premiums are recognised as revenue. Premiums with no due date
are recognised as revenue on a cash received basis. Premiums with a
regular due date are recognised as revenue on an accruals basis.
76
Unpaid premiums are only recognised as revenue during the days
of grace or where secured by the surrender value of the policy and
are included as other assets in the balance sheet.
Life investment contract premiums
There is no premium revenue in respect of life investment contracts.
Life investment deposit premiums are recognised as an increase in
policy liabilities. Amounts received from policyholders in respect
of life investment contracts are recognised as an investment
contract liability where the receipt is in the nature of a deposit,
or progressively as an investment management fee.
Fees
Fees are charged to policyholders in connection with life insurance
and life investment contracts and are recognised when the service
has been provided. Entry fees from life investment contracts are
deferred and recognised over the average expected life of the
contracts. Deferred entry fees are presented within other liabilities
in the balance sheet.
vi) Reinsurance contracts
Reinsurance premiums, commissions and claim settlements,
as well as the reinsurance element of insurance contract liabilities,
are accounted for on the same basis as the underlying direct
insurance contracts for which the reinsurance was purchased.
vii) Policy acquisition costs
Life insurance contract acquisition costs
Policy acquisition costs are the fixed and variable costs of acquiring
new business. The appointed actuary assesses the value and future
recoverability of these costs in determining policy liabilities. The net
profit impact is presented in the income statement as a change in
policy liabilities. The deferral is determined as the lesser of actual
costs incurred and the allowance for recovery of these costs from
the premiums or policy charge as appropriate for each business class.
This is subject to an overall limit that future profits are anticipated
to cover these costs. Amounts which are deemed recoverable from
future premiums or policy charges are deferred and amortised over
the life of the policy. Losses arising on acquisition are recognised in
the income statement in the year in which they occur.
Life investment contract acquisition costs
Incremental acquisition costs, such as commissions, that are directly
attributable to securing a life investment contract are recognised
as an asset where they can be identified separately and measured
reliably and if it is probable that they will be recovered. These
deferred acquisition costs are presented in the balance sheet as an
intangible asset and are amortised over the period that they will be
recovered from future policy charges.
Any impairment losses arising on deferred acquisition costs are
recognised in the income statement in the period in which they occur.
viii) Basis of expense apportionment
All life investment contracts and insurance contracts are categorised
based on individual policy or product. Expenses for these products
are then allocated between acquisition, maintenance, investment
management and other expenses.
Expenses which are directly attributable to an individual policy or
product are allocated directly to a particular expense category, fund,
class of business and product line as appropriate. Where expenses
are not directly attributable to an individual policy or product, they
are appropriately apportioned based on detailed expense analysis
having regard to the objective in incurring that expense and the
outcome achieved.
NOTES TO THE FINANCIAL STATEMENTS (continued) 1: Significant Accounting Policies (continued)
The apportionment has been made in accordance with Actuarial
Standard LPS 340, issued by the Australian Prudential Regulation
Authority, and on an equitable basis to the different classes of business
in accordance with Division 2 of Part 6 of the Life Act.
J) OTHER
i) Contingent liabilities
Contingent liabilities acquired in a business combination are measured
at fair value at the acquisition date. At subsequent reporting dates the
value of such contingent liabilities is reassessed based on the estimate
of the expenditure required to settle the contingent liability.
Other contingent liabilities are not recognised in the balance sheet
but disclosed in note 41 unless it is considered remote that the Group
will be liable to settle the possible obligation.
ii) Earnings per share
The Group presents basic and diluted earnings per share (EPS) data
for its ordinary shares. Basic EPS is calculated by dividing the profit
or loss attributable to ordinary shareholders of the Company by the
weighted average number of ordinary shares outstanding during
the period after eliminating treasury shares.
Diluted EPS is determined by adjusting the profit or loss attributable
to ordinary shareholders and the weighted average number of
ordinary shares outstanding for the effect of dilutive ordinary shares.
AASB 16 Leases (‘AASB 16’)
The AASB issued the final version of AASB 16 in February 2016. The
standard is not mandatorily effective for the Group until 1 October
2019. AASB 16 requires a lessee to recognise a right-of-use asset
representing its right to use the underlying leased asset and a lease
liability representing its obligation to make lease payments. AASB 16
substantially carries forward the lessor accounting requirements in
AASB 117 Leases.
The Group is in the process of assessing the impact of AASB
16 and is not yet able to reasonably estimate the impact on its
financial statements.
2: Critical Estimates and Judgements Used
in Applying Accounting Policies
The preparation of the financial statements of the Company and
Group involves making estimates and judgements that affect the
reported amounts within the financial statements. The estimates and
judgements are continually evaluated based on historical factors and
expectations of future events, which are believed to be reasonable
under the circumstances. All material changes to accounting policies
and estimates and the application of these policies and judgements
are approved by the Audit Committee of the Board.
A brief explanation of the critical estimates and judgements follows.
iii) Accounting Standards not early adopted
The following accounting standards relevant to the Company and/or
the Group have been issued but are not yet effective and have not been
applied in these financial statements.
i) Provisions for credit impairment
The measurement of impairment of loans and advances requires
management’s best estimate of the losses incurred in the portfolio
at reporting date.
AASB 9 Financial Instruments (‘AASB 9’)
The AASB issued the final version of AASB 9 in December 2014. When
operative, this standard will replace AASB 139 Financial Instruments:
Recognition and Measurement. AASB 9 addresses recognition and
measurement requirements for financial assets and financial
liabilities, impairment requirements that introduce an expected credit
loss impairment model and general hedge accounting requirements
which more closely align with risk management activities undertaken
when hedging financial and non-financial risks.
AASB 9 is not mandatorily effective for the Group until 1 October
2018. The Group is in the process of assessing the impact of
AASB 9 and is not yet able to reasonably estimate the impact
on its financial statements.
The Group early adopted, in isolation, the part of AASB 9 relating
to gains and losses attributable to changes in own credit risk of
financial liabilities designated as fair value through profit or loss
in the prior financial year (effective from 1 October 2013). Refer
to note 1 E (i) for a description of the accounting policy.
AASB 15 Revenue from Contracts with Customers (‘AASB 15’)
The AASB issued AASB 15 in December 2014. The standard is not
mandatorily effective for the Group until 1 October 2018. AASB
15 contains new requirements for the recognition of revenue and
additional disclosures about revenue.
While it is expected that a significant proportion of the Group’s
revenue will be outside the scope of AASB 15, the Group is in the
process of assessing the impact of AASB 15 and is not yet able
to reasonably estimate the impact on its financial statements.
Individual and collective provisioning involves the use of assumptions
for estimating the amount and timing of expected future cash flows.
The process of estimating the amount and timing of cash flows
involves considerable management judgement. These judgements
are regularly revised to reduce any differences between loss estimates
and actual loss experience.
The collective provision involves estimates regarding the historical
loss experience for assets with credit characteristics similar to those
in the collective pool. The historical loss experience is adjusted
based on current observable data and events and an assessment
of the impact of model risk. The provision also takes into account
management’s assessment of the impact of large concentrated
losses inherent within the portfolio and the economic cycle.
The use of such judgements and reasonable estimates is considered
by management to be an essential part of the financial reporting
process and does not impact on the reliability of the provision.
ii) Impairment of non-lending assets
The carrying values of non-lending assets are subject to impairment
assessments at each reporting date. Judgement is required in
identifying the cash-generating units to which goodwill and other
assets are allocated for the purpose of impairment testing.
Impairment testing involves identifying appropriate internal and
external indicators of impairment and whether these exist at each
reporting date. Where an indication of impairment exists, the
recoverable amount of the asset is determined based on the higher
of the assets fair value less costs to sell and its value in use. Judgement
is applied when determining the assumptions supporting the
recoverable amount calculations.
77
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 2: Critical Estimates and Judgements Used in Applying Accounting Policies (continued)
During the year the impairment assessment of non-lending assets
identified that two of the Group’s associate investments (AMMB
Holdings Berhad (Ambank) and PT Bank Pan Indonesia (PT Panin))
had indicators of impairment; specifically their market value (based
on share price) was below their carrying value. The Group performed
value in use (VIU) calculations to assess if the carrying value of
the investments were impaired. The VIU calculation is sensitive
to a number of key assumptions, including discount rate, long
term growth rates, future profitability and capital levels. The key
assumptions used in the VIU calculations are outlined in note 34.
The VIU calculation continues to support the carrying value of the
investment in PT Panin, however did not support the carrying value
of the Group’s investment in Ambank. As a consequence the Group
recorded an impairment charge of $260 million for the full year to
reduce the carrying value to its VIU. The associate investment in
Ambank forms part of the TSO and Group Centre operating segment.
iii) Consolidation
The Company assesses, at inception and at each reporting date,
whether a structured entity should be consolidated based on
the accounting policy outlined in note 1 A (vi). Such assessments
are predominantly required for structured entities involved in
securitisation activities and structured finance transactions, and
investment funds. When assessing whether the Company controls
(and therefore consolidates) such entities, judgement is required
about whether the Company has power over the relevant activities
as well as exposure to variable returns of that entity.
The Company is deemed to have power over an investment fund
when it performs the function of Manager/Responsible Entity of that
investment fund. Whether the Company controls the investment fund
depends on whether it holds that power as principal, or as an agent
for other investors. The Company is considered the principal, and
thus controls an investment fund, when it cannot be easily removed
from the position of Manager/Responsible Entity by other investors
and has variable returns through significant aggregate economic
interest in that investment fund. In all other cases the Company is
considered to be acting in an agency capacity and does not control
the investment fund.
iv) Financial instruments at fair value
The Group’s financial instruments measured at fair value are stated
in note 1 A (iii). In estimating the fair value of financial instruments
the Group uses quoted market prices in an active market,
wherever possible.
In the event that there is no active market for the instrument, fair
value is based on present value estimates or other market accepted
valuation techniques. The valuation models incorporate the impact
of bid/ask spreads, counterparty credit spreads and other factors that
market participants would consider in determining the fair value.
The selection of appropriate valuation techniques, methodologies
and inputs requires judgement. These are reviewed and updated
as market practices evolve.
The majority of valuation techniques employ only observable
market data. However, for certain financial instruments, the fair value
cannot be determined with reference to current market transactions
or valuation techniques whose variables only include data from
observable markets. For these financial instruments, the fair value
is determined using data derived and extrapolated from market data
and tested against historic transactions and observed market trends.
Application of professional judgement is required to analyse the data
available to support each assumption upon which these valuations
are based. Changing the assumptions changes the resulting estimate
of fair value.
78
The majority of outstanding derivative positions are transacted over-
the-counter where no active market exists for such instruments and
therefore need to be valued using valuation techniques. Included
in the determination of the fair value of derivatives is a CVA to reflect
the credit worthiness of the counterparty. Judgement is required
in selecting the appropriate methodology and determining credit
related inputs where they are not readily observable. Further, in
order to account for the funding costs inherent in the derivative,
a funding valuation adjustment (FVA) is applied. Judgment is required
to determine the appropriate cost of funding and the future expected
cash flows used to determine FVA.
v) Provisions (other than loan impairment)
The Group holds provisions for various obligations including employee
entitlements, restructurings and litigation related claims. The provision
for long-service leave is supported by an independent actuarial report
and involves assumptions regarding employee turnover, future salary
growth rates and discount rates. Other provisions involve judgements
regarding the outcome of future events including estimates of
expenditure required to satisfy such obligations. Where relevant, expert
legal advice has been obtained and, in light of such advice, provisions
and/or disclosures as deemed appropriate have been made.
vi) Life insurance contract liabilities
Policy liabilities for life insurance contracts are computed using
statistical or mathematical methods, which are expected to give
approximately the same results as if an individual liability was
calculated for each contract. The computations are made by suitably
qualified personnel on the basis of recognised actuarial methods,
with due regard to relevant actuarial principles and standards. The
methodology takes into account the risks and uncertainties of the
particular class of life insurance business written. Deferred policy
acquisition costs are connected with the measurement basis of life
insurance liabilities and are equally sensitive to the factors that are
considered in the liability measurement.
The key factors that affect the estimation of these liabilities and
related assets are:
} the cost of providing the benefits and administering the
insurance contracts;
} mortality and morbidity experience on life insurance products,
including enhancements to policyholder benefits;
} discontinuance experience, which affects the Company’s ability
to recover the cost of acquiring new business over the lives of the
contracts; and
} the amounts credited to policyholders’ accounts compared to the
returns on invested assets through asset-liability management
and strategic and tactical asset allocation.
In addition, factors such as regulation, competition, interest rates, taxes
and general economic conditions affect the level of these liabilities.
The total value of policy liabilities for life insurance contracts have
been appropriately calculated in accordance with these principles.
vii) Taxation
Judgement is required in determining provisions held in respect of
uncertain tax positions. The Group estimates its tax liabilities based
on its understanding of the relevant law in each of the countries in
which it operates and seeks independent advice where appropriate.
NOTES TO THE FINANCIAL STATEMENTS (continued) 3: Net Interest Income
Interest income
Loans and advances and acceptances
Trading securities
Available-for-sale assets
Other
Total external interest income
Controlled entities
Total interest income
Interest income is analysed by types of financial assets as follows:
Financial assets not classified at fair value through profit or loss
Trading securities
Financial assets designated at fair value through profit or loss
Total interest income
Interest expense
Deposits
Borrowing corporation debt
Commercial paper
Debt issuances and subordinated debt
Other
Total external interest expense
Controlled entities
Total interest expense
Interest expense is analysed by types of financial liabilities as follows:
Financial liabilities not classified at fair value through profit or loss
Securities sold short
Financial liabilities designated at fair value through profit or loss
Total interest expense
Net Interest Income
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
26,842
1,288
1,028
793
29,951
–
29,951
28,649
1,288
14
29,951
10,145
63
571
3,773
304
14,856
–
14,856
14,379
166
311
14,856
27,515
1,594
759
658
30,526
–
30,526
28,916
1,594
16
30,526
11,159
70
515
3,747
419
15,910
–
15,910
15,427
145
338
15,910
20,555
851
842
550
22,798
3,589
26,387
25,533
851
3
26,387
7,920
–
360
3,043
262
11,585
4,037
15,622
15,376
146
100
20,657
1,109
609
468
22,843
3,822
26,665
25,549
1,109
7
26,665
8,514
–
255
2,874
358
12,001
4,248
16,249
16,048
123
78
15,622
16,249
15,095
14,616
10,765
10,416
79
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 4: Non-Interest Income
Non Interest Income
i) Fee and commission income
Lending fees2
Non-lending fees and commissions3,4
Controlled entities
Total fee and commission income3,4
Fee and commission expense3,5
Net fee and commission income3,4
ii) Net funds management and insurance income
Funds management income4
Investment income
Insurance premium income4
Commission income/(expense)4
Claims4
Changes in policy liabilities
Elimination of treasury share (loss)/gain
Total net funds management and insurance income4
iii) Share of associates’ profit
iv) Other income
Net foreign exchange earnings4
Net (losses) from trading securities and derivatives4
Credit risk on credit intermediation trades
Movement on other financial instruments measured at fair value through profit or loss6
Dividends received from controlled entities7
Brokerage income/(expense)
Impairment of AMMB Holdings Berhad
Gain on cessation of equity accounting of investment in Bank of Tianjin (BoT)
Gain on Esanda Dealer Finance divestment
Derivative CVA methodology change8
Other3,4
Total other income3,4
Total non-interest income3,4
Consolidated1
2016
$m
2015
$m
The Company1
2016
$m
2015
$m
779
2,911
3,690
–
3,690
(1,162)
2,528
932
2,350
1,562
(457)
(734)
(1,843)
(46)
1,764
541
1,176
(101)
6
(214)
–
50
(260)
29
66
(237)
86
601
5,434
833
2,885
3,718
–
3,718
(1,087)
2,631
942
1,848
1,633
(452)
(743)
(1,434)
21
1,815
625
1,005
(125)
8
241
–
58
–
–
–
–
216
1,403
6,474
670
2,108
2,778
1,252
4,030
(936)
3,094
75
–
48
75
–
–
–
198
347
767
(37)
6
(116)
2,010
–
–
29
66
(196)
37
2,566
6,205
727
2,104
2,831
1,144
3,975
(887)
3,088
84
–
43
83
–
–
–
210
376
719
(161)
8
129
2,571
–
–
–
–
–
233
3,499
7,173
1 Comparative amounts have changed. Refer to note 43 for details.
2 Lending fees exclude fees treated as part of the effective yield calculation and included in interest income. Refer to note 1 B (ii).
3 Certain card related fees integral to the generation of income have been reclassified within operating income and operating expenses to better reflect the nature of the items. Comparatives
4
5
6
have been restated. Refer to note 43 for details.
Income from certain insurance and other wealth related products have been reclassified within operating income to better reflect the nature of the items. Comparatives have been restated.
Refer to note 43 for details.
Includes interchange fees paid.
Includes fair value movements (excluding realised and accrued interest) on derivatives not designated as accounting hedges entered into to manage interest rate and foreign exchange
risk on funding instruments, ineffective portions of cash flow hedges, and fair value movements in financial assets and financial liabilities designated at fair value.
7 Dividends received from controlled entities are subject to meeting applicable regulatory and company law requirements, including solvency requirements.
8 Represents $237 million charge for the Group and $196 million for the Company due to revising the methodology for calculating the credit valuation adjustment applied to the Group's
derivatives portfolio. Refer to note 1 E (ii).
80
NOTES TO THE FINANCIAL STATEMENTS (continued) 5: Expenses
Operating expenses
i) Personnel
Salaries and related costs1
Superannuation costs
– defined benefit plans (note 38)
– defined contribution plans
Equity-settled share-based payments
Other1
Total personnel expenses
ii) Premises
Depreciation of buildings and integrals
Rent
Utilities and other outgoings
Other
Total premises expenses
iii) Technology
Data communications
Depreciation and amortisation2
Licences and outsourced services
Rentals and repairs
Software impairment
Other
Total technology expenses
iv) Restructuring
v) Other
Advertising and public relations3
Audit and other fees (note 42)
Non-lending losses, frauds and forgeries
Professional fees
Travel and entertainment expenses
Amortisation and impairment of other intangible assets
Freight, stationery, postage and telephone
Other3
Total other expenses
Total operating expenses
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
4,879
4,749
3,580
3,441
4
333
182
143
7
324
216
183
(2)
281
152
84
2
269
185
118
5,541
5,479
4,095
4,015
194
485
170
79
928
121
1,198
597
168
27
39
2,150
278
261
22
112
413
158
83
277
199
192
479
180
71
922
115
675
447
158
17
50
1,462
31
325
21
66
324
205
88
263
192
128
387
110
63
688
70
1,041
400
135
23
25
1,694
249
199
11
80
364
113
8
211
628
128
379
119
57
683
70
599
290
129
12
31
1,131
24
236
11
56
273
146
9
192
593
1,525
10,422
1,484
9,378
1,614
8,340
1,516
7,369
In 2015 $705 million for the Group and $530 million for the Company previously classified as 'other personnel expenses' moved to 'salaries and related costs'.
In 2016 the Group recorded a $556 million charge for accelerated amortisation associated with software capitalisation changes. Refer to note 1 E (ix).
1
2
3 Certain cards related fees that are integral to the generation of income have been reclassified from operating expenses to other operating income to better reflect the nature of the items.
Comparatives have been restated and $19 million of card related fees for the Group and the Company have been reclassified from other operating income to operating expenses.
Refer to note 43 for details.
81
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 6: Income Tax
INCOME TAX EXPENSE
Income tax recognised in the income statement
Tax expense comprises:
Current tax expense
Adjustments recognised in the current year in relation to the current tax of prior years
Deferred tax expense/(income) relating to the origination and reversal of temporary differences
Total income tax expense charged in the income statement
Reconciliation of the prima facie income tax expense on pre-tax profit
with the income tax expense charged in the income statement
Profit before income tax
Prima facie income tax expense at 30%
Tax effect of permanent differences:
Overseas tax rate differential
Share of associates' profit
Offshore Banking Units
Wealth Australia – policyholder income and contributions tax
Wealth Australia – tax consolidation benefit
Write-down of investment in Ambank
Gain on cessation of equity accounting for BoT
Tax provisions no longer required
Interest on convertible instruments
Rebateable and non-assessable dividends
Other
Income tax under/(over) provided in previous years
Total income tax expense charged in the income statement
Effective tax rate
Australia
Overseas
TAX CONSOLIDATION
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
2,738
(23)
(257)
2,458
2,932
–
94
3,026
1,630
(17)
(209)
1,404
1,866
1
78
1,945
8,178
2,453
10,533
3,160
7,091
2,127
9,251
2,775
(45)
(162)
–
152
–
78
(9)
(71)
70
–
15
2,481
(23)
2,458
30.1%
1,752
706
(95)
(187)
(1)
130
(56)
–
–
(17)
72
(2)
22
3,026
–
3,026
28.7%
2,144
882
10
(104)
–
–
–
–
(9)
(73)
70
(603)
3
1,421
(17)
1,404
19.8%
1,332
72
(22)
(113)
(1)
–
–
–
–
(17)
72
(771)
21
1,944
1
1,945
21.0%
1,806
139
The Company and all its wholly owned Australian resident entities are part of a tax-consolidated group under Australian taxation law. The
Company is the head entity in the tax-consolidated group. Tax expense/income and deferred tax liabilities/assets arising from temporary
differences of the members of the tax-consolidated group are recognised in the separate financial statements of the members of the tax
consolidated group on a ‘group allocation’ basis. Current tax liabilities and assets of the tax consolidated group are recognised by the Company
(as head entity in the tax-consolidated group).
Due to the existence of a tax funding arrangement between the entities in the tax-consolidated group, amounts are recognised as payable
to or receivable by the Company and each member of the tax-consolidated group in relation to the tax contribution amounts paid or payable
between the Company and the other members of the tax consolidated group in accordance with the arrangement.
Members of the tax-consolidated group have also entered into a tax sharing agreement that provides for the allocation of income tax liabilities
between the entities should the head entity default on its income tax payment obligations.
82
NOTES TO THE FINANCIAL STATEMENTS (continued)
6: Income Tax (continued)
TAX ASSETS
Australia
Current tax asset
Deferred tax asset
New Zealand
Deferred tax asset
Asia Pacific, Europe and America
Current tax asset
Deferred tax asset
Total current and deferred tax assets
Total current tax assets
Total deferred tax assets
Deferred tax assets recognised in profit or loss
Collective provision for loans and advances
Individual provision for impaired loans and advances
Other provisions
Provision for employee entitlements
Software
Other
Deferred tax assets recognised directly in equity
Available-for-sale revaluation reserve
Set-off of deferred tax assets pursuant to set-off provisions1
Net deferred tax assets
Consolidated
The Company
2016
$m
88
457
545
–
–
38
166
204
749
126
623
762
278
324
155
152
133
2015
$m
59
208
267
–
–
31
194
225
492
90
402
767
259
285
158
10
160
1,804
1,639
–
–
–
–
(1,181)
(1,237)
623
402
2016
$m
88
800
888
3
3
28
84
112
1,003
116
887
588
232
224
116
120
61
1,341
25
25
(479)
887
2015
$m
59
585
644
5
5
25
122
147
796
84
712
626
215
205
120
6
60
1,232
9
9
(529)
712
Unrecognised deferred tax assets
The following deferred tax assets will only be recognised if:
} assessable income derived is of a nature and an amount sufficient to enable the benefit to be realised;
} the conditions for deductibility imposed by tax legislation are complied with; and
} no changes in tax legislation adversely affect the Group in realising the benefit.
Unused realised tax losses (on revenue account)
Total unrecognised deferred tax assets
4
4
5
5
–
–
–
–
1 Deferred tax assets and liabilities are set-off where they relate to income tax levied by the same taxation authority on either the same taxable entity or different taxable entities within the same
taxable group.
83
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 6: Income Tax (continued)
TAX LIABILITIES
New Zealand
Current tax payable
Deferred tax liabilities
Asia Pacific, Europe and America
Current tax payable
Deferred tax liabilities
Total current and deferred income tax liability
Total current tax liabilities
Total deferred income tax liabilities
Deferred tax liabilities recognised in profit or loss
Acquired portfolio of insurance and investment business
Insurance related deferred acquisition costs
Lease finance
Software
Other
Deferred tax liabilities recognised directly in equity
Cash flow hedges
Foreign currency translation reserve
Available-for-sale revaluation reserve
Defined benefits obligation
Own credit risk of financial liabilities
Consolidated
2016
$m
21
141
162
167
86
253
415
188
227
193
160
273
65
528
2015
$m
74
113
187
193
136
329
516
267
249
214
135
289
64
596
1,219
1,298
138
36
–
13
2
189
117
36
14
16
5
188
The Company
2016
$m
2015
$m
20
–
20
42
78
120
140
62
78
–
–
28
65
291
384
115
36
–
20
2
173
18
–
18
76
123
199
217
94
123
–
–
64
64
370
498
122
–
–
27
5
154
(529)
123
Set-off of deferred tax liabilities pursuant to set-off provision1
Net deferred tax liability
(1,181)
(1,237)
227
249
(479)
78
Unrecognised deferred tax liabilities
The following deferred tax liabilities have not been brought to account as liabilities:
Other unrealised taxable temporary differences2
Total unrecognised deferred tax liabilities
416
416
386
386
67
67
70
70
1 Deferred tax assets and liabilities are set-off where they relate to income tax levied by the same taxation authority on either the same taxable entity or different taxable entities within the same
taxable group.
2 Represents additional potential foreign tax costs should all retained earnings in offshore branches and subsidiaries be repatriated.
84
NOTES TO THE FINANCIAL STATEMENTS (continued) 7: Dividends
Ordinary share dividends2
Interim dividend
Final dividend
Bonus option plan adjustment
Dividend on ordinary shares
Consolidated1
2016
$m
2015
$m
The Company
2016
$m
2015
$m
2,334
2,758
(91)
5,001
2,379
2,619
(92)
4,906
2,334
2,758
(91)
5,001
2,379
2,619
(92)
4,906
1 Excludes dividends paid by subsidiaries of the Group to non-controlling equity holders (2016: $1.4 million, 2015: $1.0 million).
2 Dividends are recorded when paid and not accrued.
A final dividend of 80 cents, fully franked for Australian tax purposes, is proposed to be paid on each eligible fully paid ANZ ordinary share
on 16 December 2016 (2015: final dividend of 95 cents, paid 16 December 2015, fully franked for Australian tax purposes). It is proposed that
New Zealand imputation credits of NZ 9 cents per fully paid ANZ ordinary share will also be attached to the 2016 final dividend (2015: NZ
11 cents). The 2016 interim dividend of 80 cents, paid 1 July 2016, was fully franked for Australian tax purposes (2015: interim dividend of
86 cents, paid 1 July 2015, fully franked for Australian tax purposes). New Zealand imputation credits of NZ 10 cents per fully paid ANZ ordinary
share were attached to the 2016 interim dividend (2015: NZ 10 cents).
The tax rate applicable to the Australian franking credits attached to the 2016 interim dividend and to be attached to the proposed 2016 final
dividend is 30% (2015: 30%).
Dividends paid in cash or satisfied by the issue of shares under the dividend reinvestment plan during the years ended 30 September 2016 and
2015 were as follows:
Paid in cash1
Satisfied by share issue2
Preference share dividend3
Euro Trust Securities4
Dividend on preference shares
Consolidated
The Company
2016
$m
4,588
413
5,001
2015
$m
3,784
1,122
4,906
2016
$m
4,588
413
5,001
2015
$m
3,784
1,122
4,906
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
–
–
1
1
–
–
–
–
Includes shares issued to participating shareholders under the dividend reinvestment plan.
1 Refers to cash paid to shareholders who did not elect to participate in the dividend reinvestment plan or the bonus option plan.
2
3 Dividends are recorded when paid and not accrued.
4 Refer to note 31 for details.
DIVIDEND FRANKING ACCOUNT
Australian franking credits available for subsequent financial years at a corporate tax rate of 30% (2015: 30%)
2016
$m
118
2015
$m
593
The above amounts represent the balances of the franking accounts as at the end of the financial year, adjusted for:
} franking credits that will arise from the payment of income tax payable as at the end of the financial year; and
} franking credits/debits that will arise from the receipt/payment of dividends that have been recognised as tax receivables/payables
as at the end of the financial year.
85
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS
7: Dividends (continued)
The final proposed 2016 dividend will utilise the entire balance of $118 million franking credits available at 30 September 2016. Instalment tax
payments on account of the 2017 financial year which will be made after 30 September 2016 will generate sufficient franking credits to enable
the final 2016 dividend to be fully franked. The extent to which future dividends will be franked will depend on a number of factors, including
the level of profits that will be subject to tax in Australia.
New Zealand imputation credits can be attached to our Australian dividends, but may only be used by New Zealand resident shareholders.
The amount of available New Zealand imputation credits at the end of the financial year, adjusted for credits that will arise from the payment
of New Zealand income tax payable as at the end of the financial year and New Zealand imputation credits that will arise from dividends
receivable as at the end of the financial year, is NZ$3,494 million (2015: NZ$3,508 million).
RESTRICTIONS WHICH LIMIT THE PAYMENT OF DIVIDENDS
There are presently no significant restrictions on the payment of dividends from material controlled entities to the Company. There are various
capital adequacy, liquidity, foreign currency controls, statutory reserve and other prudential and legal requirements that must be observed
by certain controlled entities and the impact of these requirements on the payment of cash dividends is monitored. In particular, if any interest
payment is not paid on any scheduled payment date on the ANZ NZ Capital Notes, ANZ Bank New Zealand Limited may be restricted from
paying a dividend on its ordinary shares (subject to a number of exceptions).
There are presently no significant restrictions on the payment of dividends by the Company, although reductions in shareholders’ equity
through the payment of cash dividends are monitored having regard to the following:
} There are regulatory and other legal requirements to maintain a specified level of capital. Further, APRA has advised that a bank under
its supervision, including the Company, must obtain its written approval before paying dividends (i) on ordinary shares which exceed
its after tax earnings after taking into account any payments on more senior capital instruments in the financial year to which they relate
or (ii) where the Company’s Common Equity Tier 1 capital ratio falls within capital range buffers specified by APRA from time to time;
} The Corporations Act 2001 (Cth) provides that the Company must not pay a dividend on any instrument unless (i) it has sufficient net assets
for the payment, (ii) the payment is fair and reasonable to the Company’s shareholders as a whole, and (iii) the payment does not materially
prejudice the Company’s ability to pay its creditors;
} The terms of the Company’s ANZ Convertible Preference Shares also limit the payment of dividends on these securities in certain circumstances.
Generally the Company may not pay a dividend on these securities if to do so would result in the Company becoming, or likely to become,
insolvent or breaching specified capital adequacy ratios, if the dividend would exceed its after tax prudential profits (as defined by APRA from
time to time) or if APRA so directs; and
} If any dividend, interest or redemption payments or other distributions are not paid on the scheduled payment date, or shares or other
qualifying Tier 1 securities are not issued on the applicable conversion or redemption dates, on the Company’s ANZ Convertible Preference
Shares, ANZ Capital Notes or ANZ Capital Securities in accordance with their terms, the Company may be restricted from declaring or paying
any dividends or other distributions on Tier 1 securities including ANZ ordinary shares and preference shares. This restriction is subject to
a number of exceptions.
DIVIDEND REINVESTMENT PLAN
During the year ended 30 September 2016, 7,937,264 fully paid ANZ ordinary shares were issued at $27.08 per share and 7,979,719 fully paid
ANZ ordinary shares at $24.82 per share to participating shareholders under the Dividend Reinvestment Plan (2015: 8,031,825 fully paid ANZ
ordinary shares at $32.02 per share, and 27,073,309 fully paid ANZ ordinary shares at $31.93 per share). All eligible shareholders can elect to
participate in the Dividend Reinvestment Plan.
For the 2016 final dividend, no discount will be applied when calculating the ‘Acquisition Price’ used in determining the number of fully paid
ANZ ordinary shares to be provided under the Dividend Reinvestment Plan and Bonus Option Plan terms and conditions, and the ‘Pricing Period’
under the Dividend Reinvestment Plan and Bonus Option Plan terms and conditions will be the ten trading days commencing on 18 November
2016 (unless otherwise determined by the Directors and announced to ASX).
BONUS OPTION PLAN
The amount paid in dividends during the year has been reduced as a result of certain eligible shareholders participating in the bonus option plan
and foregoing all or part of their right to dividends. These shareholders were issued fully paid ANZ ordinary shares under the bonus option plan.
During the year ended 30 September 2016, 3,516,214 fully paid ANZ ordinary shares were issued under the Bonus Option Plan (2015: 2,899,350
fully paid ANZ ordinary shares).
86
NOTES TO THE FINANCIAL STATEMENTS (continued) 8: Earnings Per Ordinary Share
Earnings reconciliation ($millions)
Profit for the year
Less: profit attributable to non-controlling interests
Less: preference share dividend paid
Earnings used in calculating basic earnings per share
Weighted average number of ordinary shares (millions)1
Basic earnings per share (cents)
Earnings reconciliation ($millions)
Earnings used in calculating basic earnings per share
Add: ANZ Convertible Preference Shares interest expense
Add: ANZ Capital Notes interest expense
Add: ANZ NZ Capital Notes interest expense
Earnings used in calculating diluted earnings per share
Weighted average number of ordinary shares (millions)1
Used in calculating basic earnings per share
Add: weighted average number of options/rights potentially convertible to ordinary shares
Add: weighted average number of ANZ Convertible Preference Shares
Add: weighted average number of ANZ Capital Notes
Add: weighted average number of ANZ NZ Capital Notes
Used in calculating diluted earnings per share
Diluted earnings per share (cents)
Consolidated
2016
$m
2015
$m
5,720
11
–
5,709
7,507
14
1
7,492
2,891.7
2,759.0
197.4
271.5
5,709
124
149
24
6,006
7,492
128
134
12
7,766
2,891.7
6.8
120.6
135.9
17.4
2,759.0
6.2
123.4
122.7
8.5
3,172.4
3,019.8
189.3
257.2
1 Weighted average number of ordinary shares excludes 11.1 million weighted average number of ordinary treasury shares held in ANZEST Pty Ltd (2015: 11.8 million) for the Group employee share
acquisition scheme and 14.5 million weighted average number of ordinary treasury shares held in Wealth Australia (2015: 12.4 million).
87
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS
9: Segment Analysis
(i) DESCRIPTION OF SEGMENTS
During 2016, the Group announced changes to the organisation's structure to better meet the needs of our retail, commercial and institutional
customers. As a result of these organisational changes there are now six reported divisions: Australia, New Zealand, Institutional, Asia Retail &
Pacific, Wealth Australia and Technology, Services and Operations (TSO) and Group Centre.
These divisions were created by removing the Asia Retail & Pacific business from the former International and Institutional Banking (IIB)
division, and repositioning minority investments in Asia from IIB to the Group Centre with the residual IIB business re-named Institutional.
The New Zealand funds management and insurance businesses were repositioned to the New Zealand division, and the Private Bank business
was reorganised along geographic lines under the Australia, New Zealand and Asia Retail & Pacific divisions with the residual Global Wealth
business re-named Wealth Australia. Comparative information has been restated.
Other than those described above, there have been no significant structural changes. However, certain prior period comparatives have been
restated to align with current period presentation as a result of changes to customer segmentation and the continued realignment of support
functions. The TSO organisational changes announced in September 2016 did not take effect until 1 October 2016.
The primary sources of external revenue across all divisions are interest income, fee income and trading income. The Australia and New Zealand
divisions derive revenue from products and services from retail and commercial banking. The Institutional division derives its revenue from retail
and institutional products and services. Wealth derives revenue from funds management and insurance businesses.
(ii) OPERATING SEGMENTS
Transactions between business units across segments within ANZ are conducted on an arms length basis.
Year ended 30 September 2016 ($m)
Australia
Institutional New Zealand
Wealth
Australia
Asia
Retail &
Pacific
External interest income
External interest expense
Adjustment for intersegment interest
Net interest income
Other external operating income
Share of associates’ profit
Segment revenue
Other external expenses
Adjustments for intersegment expenses
Operating expenses
Profit before credit impairment and income tax
Credit impairment (charge)/release
Segment result before tax
Income tax expense
Non-controlling interests
Profit after income tax attributed to
shareholders of the Company
Non-cash expenses
Depreciation and amortisation
Equity-settled share based payment expenses
Credit impairment (charge)/release
Financial position
Goodwill
Investments in associates
16,152
(4,404)
(3,548)
8,200
1,205
3
9,408
(1,904)
(1,485)
(3,389)
6,019
(920)
5,099
(1,526)
–
3,573
(176)
(16)
(920)
–
17
7,070
(3,036)
(582)
3,452
1,726
(3)
5,175
(1,653)
(1,282)
(2,935)
2,240
(741)
1,499
(431)
(11)
1,057
(164)
(105)
(741)
1,119
4
5,634
(2,705)
(478)
2,451
634
5
3,090
(709)
(516)
(1,225)
1,865
(120)
1,745
(478)
–
1,267
(14)
(11)
(120)
2,061
6
81
(16)
(55)
10
1,244
–
1,254
(419)
(377)
(796)
458
–
458
(133)
2
327
(80)
(6)
–
1,452
3
TSO and
Group
Centre
201
(4,412)
4,495
284
(345)
536
475
(5,348)
4,084
(1,264)
(789)
(1)
(790)
303
–
(487)
(1,024)
(40)
(1)
813
(283)
168
698
477
–
1,175
(389)
(424)
(813)
362
(174)
188
(34)
(2)
152
(17)
(4)
(174)
97
–
–
4,242
Other
items1
–
–
–
–
(48)
–
(48)
–
–
–
(48)
27
(21)
(159)
–
(180)
–
–
27
–
–
Group
Total
29,951
(14,856)
–
15,095
4,893
541
20,529
(10,422)
–
(10,422)
10,107
(1,929)
8,178
(2,458)
(11)
5,709
(1,475)
(182)
(1,929)
4,729
4,272
1
In evaluating the performance of the operating segments, certain items are removed from the operating segment result where they are not considered integral to the ongoing performance
of the segment and are evaluated separately. These items are set out in part (iii) of this note (refer pages 188 to 189 for further analysis).
88
NOTES TO THE FINANCIAL STATEMENTS (continued)
9: Segment Analysis (continued)
Year ended 30 September 2015 ($m)1
Australia
Institutional New Zealand
External interest income
External interest expense
Adjustment for intersegment interest
Net interest income
Other external operating income
Share of associates’ profit
Segment revenue
Other external expenses
Adjustments for intersegment expenses
Operating expenses
Profit before credit impairment and income tax
Credit impairment (charge)/release
Segment result before tax
Income tax expense
Non-controlling interests
Profit after income tax attributed to
shareholders of the Company
Non-cash expenses
Depreciation and amortisation
Equity-settled share based payment expenses
Credit impairment (charge)/release
Financial position
Goodwill
Investments in associates
16,065
(4,764)
(3,603)
7,698
1,211
3
8,912
(1,780)
(1,413)
(3,193)
5,719
(852)
4,867
(1,454)
–
3,413
(158)
(16)
(852)
–
14
7,606
(3,041)
(980)
3,585
2,177
–
5,762
(1,614)
(1,192)
(2,806)
2,956
(198)
2,758
(779)
(12)
1,967
(165)
(132)
(198)
1,078
4
5,958
(3,311)
(266)
2,381
601
3
2,985
(713)
(484)
(1,197)
1,788
(55)
1,733
(479)
–
1,254
(20)
(12)
(55)
1,964
4
Wealth
Australia
85
(40)
(37)
8
1,265
–
1,273
(395)
(356)
(751)
522
–
522
(94)
–
428
(104)
(6)
–
1,452
3
Asia
Retail &
Pacific
745
(287)
185
643
480
–
1,123
(424)
(410)
(834)
289
(98)
191
(50)
(2)
139
(22)
(5)
(98)
103
–
TSO and
Group
Centre
67
(4,467)
4,701
301
(438)
619
482
(4,452)
3,855
(597)
(115)
(2)
(117)
132
–
15
(486)
(45)
(2)
–
5,415
Other
items2
–
–
–
–
553
–
553
–
–
–
553
26
579
(302)
–
Group
Total
30,526
(15,910)
–
14,616
5,849
625
21,090
(9,378)
–
(9,378)
11,712
(1,179)
10,533
(3,026)
(14)
277
7,493
–
–
26
–
–
(955)
(216)
(1,179)
4,597
5,440
1 For the September 2015 full year, certain amounts reported as comparative information have changed as a result of organisational restructure. Refer to note 43 for details.
2
In evaluating the performance of the operating segments, certain items are removed from the operating segment result where they are not considered integral to the ongoing performance
of the segment and are evaluated separately. These items are set out in part (iii) of this note (refer pages 188 to 189 for further analysis).
(iii) OTHER ITEMS
The table below sets out the profit after tax impact of other items.
Item
Related segment
Treasury shares adjustment
Revaluation of policy liabilities
Economic hedges
Revenue hedges
Structured credit intermediation trades
Total
Wealth Australia
Wealth Australia and New Zealand Division
Institutional
TSO and Group Centre
Institutional
Profit after tax
2016
$m
(44)
54
(102)
(92)
4
(180)
2015
$m
16
73
179
3
6
277
89
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS
9: Segment Analysis (continued)
(iv) EXTERNAL SEGMENT REVENUE BY PRODUCTS AND SERVICES
The table below sets out revenue from external customers for groups of similar products and services. No single customer amounts to greater
than 10% of the Group’s revenue.
Retail
Commercial
Funds management and insurance
Institutional
Minority investments in Asia
Other
Revenue1
2016
$m
9,167
3,987
1,764
5,175
335
101
2015
$m
8,323
4,200
1,815
5,762
615
375
20,529
21,090
(v) GEOGRAPHICAL INFORMATION
The following table sets out revenue and non-current assets based on the geographical locations in which the Group operates.
Consolidated
Total external revenue1
Non-current assets2
Australia
2016
$m
2015
$m
13,266
13,365
378,774
347,041
APEA
New Zealand
Total
2016
$m
3,686
48,479
2015
$m
4,013
55,257
2016
$m
3,577
92,006
2015
$m
3,712
2016
$m
2015
$m
20,529
21,090
79,337
519,259
481,635
Includes net interest income.
1
2 Consists of available-for-sale assets, net loans and advances and investments backing policy liabilities with a maturity of more than one year.
90
NOTES TO THE FINANCIAL STATEMENTS (continued) 10: Notes to the Cash Flow Statement
a) Reconciliation of net profit after income tax to net cash provided by
operating activities
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
Operating profit after income tax attributable to shareholders of the Company
5,709
7,493
5,687
7,306
Adjustments to reconcile operating profit after income tax to net cash
provided by operating activities
Provision for credit impairment
Depreciation and amortisation
Profit on Esanda Dealer Finance divestment
(Profit)/Loss on disposal of premises and equipment
Net derivatives/foreign exchange adjustment
Equity settled share-based payments expense1
Impairment of investment in AmBank
Other non-cash movements
Net (increase)/decrease in operating assets
Collateral paid
Trading securities
Loans and advances
Investments backing policy liabilities
Net intra-group loans and advances
Interest receivable
Accrued income
Net tax assets
Net (decrease)/increase in operating liabilities
Deposits and other borrowings
Settlement balances owed by ANZ
Collateral received
Life insurance contract policy liabilities
Payables and other liabilities
Interest payable
Accrued expenses
Provisions including employee entitlements
Total adjustments
Net cash provided by operating activities
1,929
1,475
(66)
(4)
(1,434)
147
260
(485)
(3,183)
332
(14,797)
(2,062)
–
41
(99)
(383)
23,128
(589)
(1,027)
1,921
70
(90)
(83)
131
5,132
10,841
1,179
955
–
6
14,395
18
–
(499)
(3,585)
2,870
(32,280)
(1,787)
–
106
(44)
(56)
30,050
781
1,073
1,507
(974)
452
(148)
(36)
13,983
21,476
1,539
1,177
(66)
12
(1,420)
117
–
(331)
(3,157)
203
(9,503)
–
2,053
22
(100)
(701)
14,708
(794)
(554)
–
619
(35)
1
105
3,895
9,582
969
735
–
12
11,976
(13)
–
(429)
(2,427)
2,161
(21,759)
–
(992)
54
(46)
(443)
22,210
1,422
854
–
(1,491)
435
(186)
32
13,074
20,380
1 The equity settled share-based payments expense is net of on-market share purchases of $35 million (2015: $198 million) in the Group and the Company used to satisfy the obligation.
b) Reconciliation of cash and cash equivalents
Cash and cash equivalents at the end of the period as shown in the Cash Flow Statement is reflected in the related items in the Balance Sheet as follows:
Cash
Settlement balances owed to ANZ
Total cash and cash equivalents
c) Acquisitions and disposals
Cash (outflows) from acquisitions and investments (net of cash acquired)
Investments in controlled entities
Cash inflows from disposals (net of cash disposed)
Disposals of associates
d) Non-cash financing activities
Dividends satisfied by share issue
Dividends satisfied by bonus share issue
Consolidated
The Company
2016
$m
48,675
17,545
66,220
2015
$m
53,903
15,375
69,278
2016
$m
46,072
15,922
61,994
2015
$m
51,217
13,619
64,836
–
–
–
–
–
–
4
4
(387)
(387)
(1,375)
(1,375)
–
–
–
–
413
91
504
1,122
92
1,214
413
91
504
1,122
92
1,214
91
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 11: Cash
Coins, notes and cash at bank
Money at call, bills receivable and remittances in transit
Securities purchased under agreements to resell in less than three months
Balances with Central Banks
Total cash
12: Trading Securities
Government securities
Corporate and financial institution securities
Equity and other securities
Total trading securities
13: Derivative Financial Instruments
Derivative financial instruments are contracts whose value is derived
from one or more underlying variables or indices defined in the
contract, require little or no initial net investment and are settled
at a future date. Derivatives include contracts traded on registered
exchanges and contracts agreed between counterparties. The use
of derivatives and their sale to customers as risk management
products is an integral part of the Group’s trading and sales activities.
Derivatives are also used to manage the Group’s own exposure
to fluctuations in foreign exchange and interest rates as part of its
asset and liability management activities.
Derivative financial instruments are subject to market and credit risk,
and these risks are managed in a manner consistent with the risks
arising on other financial instruments. Refer to note 1 E (ii) on page 71
for further information.
The Group’s objectives and policies on managing risks that arise in
connection with derivatives, including the policies for hedging, are
outlined in note 20.
TYPES OF DERIVATIVE FINANCIAL INSTRUMENTS
The Group transacts principally in foreign exchange, interest rate,
commodity and credit derivative contracts. The principal types of
derivative contracts include swaps, forwards, futures and options
contracts and agreements.
Derivatives, except for those that are specifically designated as
effective hedging instruments, are classified as held for trading. The
held for trading classification includes two categories of derivative
financial instruments: those held as trading positions and those
used in the Group’s balance sheet risk management activities.
TRADING POSITIONS
Trading positions arise from both sales to customers and market
making activities. Sales to customers include the structuring and
marketing of derivative products which enable customers to manage
their own risks. Market making activities consist of derivatives entered
into principally for the purpose of generating profits from short-term
fluctuations in prices or margins. Positions may be traded actively
or held over a period of time to benefit from expected changes in
market rates.
92
Consolidated
The Company
2016
$m
1,457
98
21,200
25,920
48,675
2015
$m
1,716
1
12,053
40,133
53,903
2016
$m
1,008
–
20,950
24,114
46,072
2015
$m
1,045
1
11,757
38,414
51,217
Consolidated
The Company
2016
$m
28,498
11,634
7,056
47,188
2015
$m
24,702
18,389
5,909
49,000
2016
$m
22,557
5,502
7,000
35,059
2015
$m
18,515
12,947
5,911
37,373
Trading derivatives are managed within the Group’s market risk
management policies, which are outlined in note 20.
Gains or losses, including any current period interest, from the
change in fair value of trading positions are recognised in the income
statement as ‘Other income’ in the period in which they occur.
BALANCE SHEET RISK MANAGEMENT
The Group designates balance sheet risk management derivatives
into hedging relationships in order to minimise income statement
volatility. This volatility is created by differences in the timing of
recognition of gains and losses between the derivative and the
hedged item. Hedge accounting is not applied to all balance sheet
risk management positions.
Gains or losses from the change in fair value of balance sheet risk
management derivatives that form part of an effective hedging
relationship are recognised in the income statement based on the
hedging relationship. Any ineffectiveness is recognised in the
income statement as ‘Other income’ in the period in which it occurs.
Gains or losses, excluding any current period interest, from the
change in fair value of balance sheet risk management positions that
are not designated into hedging relationships are recognised in the
income statement as ‘Other income’ in the period in which they occur.
Current period interest is included in interest income and expense.
The tables on the following pages provide an overview of the Group’s
and the Company’s foreign exchange, interest rate, commodity
and credit derivatives. They include all trading and balance sheet
risk management contracts. Notional principal amounts measure
the amount of the underlying physical or financial commodity and
represent the volume of outstanding transactions. They are not a
measure of the risk associated with a derivative. Further information
on netting of derivative financial instruments is included in note 24
Offsetting. The derivative instruments become favourable (assets)
or unfavourable (liabilities) as a result of fluctuations in market rates
relative to the terms of the derivative. Notional amounts of the
contracts are not recorded on the Balance sheet.
NOTES TO THE FINANCIAL STATEMENTS (continued) 13: Derivative Financial Instruments (continued)
Trading
Fair value
Fair Value
Hedging
Cash flow
Net investment
Total
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Notional
Principal
Amount
$m
Consolidated at
30 September 2016
Foreign exchange contracts
Spot and forward contracts
Swap agreements
Options purchased
Options sold
Commodity contracts
Derivative contracts
Interest rate contracts
Forward rate agreements
Swap agreements
Futures contracts
Options purchased
Options sold
Credit default swaps
Structured credit
derivatives purchased
Other credit derivatives purchased
Total credit derivatives purchased
Structured credit derivatives sold
Other credit derivatives sold
Total credit derivatives sold
1,301,257
667,862
39,767
44,204
10,957
10,678
887
–
(10,794)
(14,306)
–
(802)
2,053,090
22,522
(25,902)
49,555
2,294
(1,395)
–
2
–
–
2
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
224,725
5,042,302
180,685
62,255
59,874
12
57,656
28
1,098
–
(17)
(55,475)
(107)
–
(2,076)
–
2,661
5
–
–
–
(2,616)
(12)
–
–
–
1,038
–
–
–
–
(920)
–
–
–
5,569,841
58,794
(57,675)
2,666
(2,628)
1,038
(920)
737
8,397
9,134
737
7,796
8,533
40
117
157
–
20
20
–
(125)
(125)
(50)
(27)
(77)
17,667
177
(202)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Total
7,690,153
83,787
(85,174)
2,668
(2,628)
1,038
(920)
3
–
–
–
3
–
–
–
–
–
–
–
–
–
–
–
–
–
–
3
–
(3)
–
–
10,960
10,680
887
–
(10,794)
(14,309)
–
(802)
(3)
22,527
(25,905)
–
–
–
–
–
–
2,294
(1,395)
12
61,355
33
1,098
–
(17)
(59,011)
(119)
–
(2,076)
–
62,498
(61,223)
–
–
–
–
–
–
–
40
117
157
–
20
20
–
(125)
(125)
(50)
(27)
(77)
177
(202)
(3)
87,496
(88,725)
93
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 13: Derivative Financial Instruments (continued)
Consolidated at
30 September 2015
Foreign exchange contracts
Spot and forward contracts
Swap agreements
Options purchased
Options sold
Commodity contracts
Derivative contracts
Interest rate contracts
Forward rate agreements
Swap agreements
Futures contracts
Options purchased
Options sold
Credit default swaps
Structured credit
derivatives purchased
Other credit derivatives purchased
Total credit derivatives purchased
Structured credit derivatives sold
Other credit derivatives sold
Total credit derivatives sold
Trading
Fair value
Fair Value
Hedging
Cash flow
Net investment
Total
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Notional
Principal
Amount
$m
1,267,164
652,681
92,330
110,956
15,200
20,965
2,441
–
(13,964)
(20,257)
–
(2,081)
2,123,131
38,606
(36,302)
43,869
2,750
(2,207)
–
2
–
–
2
–
–
(4)
–
–
(4)
–
–
–
–
–
–
–
–
–
–
–
–
–
343,457
3,665,593
158,579
93,055
72,462
37
39,278
27
944
–
(51)
(38,004)
(79)
–
(1,573)
–
2,329
1
–
–
–
(1,770)
(17)
–
–
4,333,146
40,286
(39,707)
2,330
(1,787)
–
1,360
–
–
–
1,360
–
(973)
–
–
–
(973)
728
22,284
23,012
728
21,474
22,202
45,214
52
205
257
–
26
26
–
(194)
(194)
(67)
(20)
(87)
283
(281)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
8
–
–
–
8
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(9)
–
–
(9)
15,208
20,967
2,441
–
(13,964)
(20,270)
–
(2,081)
38,616
(36,315)
–
–
–
–
–
–
2,750
(2,207)
37
42,967
28
944
–
(51)
(40,747)
(96)
–
(1,573)
–
43,976
(42,467)
–
–
–
–
–
–
–
52
205
257
–
26
26
–
(194)
(194)
(67)
(20)
(87)
283
(281)
Total
6,545,360
81,925
(78,497)
2,332
(1,791)
1,360
(973)
8
(9)
85,625
(81,270)
94
NOTES TO THE FINANCIAL STATEMENTS (continued) 13: Derivative Financial Instruments (continued)
Trading
Fair value
Fair Value
Hedging
Cash flow
Net investment
Total
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Notional
Principal
Amount
$m
The Company at
30 September 2016
Foreign exchange contracts
Spot and forward contracts
Swap agreements
Options purchased
Options sold
Commodity contracts
Derivative contracts
Interest rate contracts
Forward rate agreements
Swap agreements
Futures contracts
Options purchased
Options sold
Credit default swaps
Structured credit
derivatives purchased
Other credit derivatives purchased
Total credit derivatives purchased
Structured credit derivatives sold
Other credit derivatives sold
Total credit derivatives sold
1,227,265
632,507
37,582
42,120
10,410
10,916
854
–
(9,936)
(13,251)
–
(748)
1,939,474
22,180
(23,935)
50,590
2,291
(1,393)
–
2
–
–
2
–
–
–
–
–
–
–
241,294
4,619,614
105,363
63,338
61,696
13
46,665
25
1,095
–
(14)
(45,454)
(64)
–
(2,077)
–
2,522
5
–
–
–
(2,464)
(12)
–
–
–
–
–
–
–
–
–
897
–
–
–
–
–
–
–
–
–
–
(625)
–
–
–
5,091,305
47,798
(47,609)
2,527
(2,476)
897
(625)
737
8,443
9,180
737
7,842
8,579
40
117
157
–
20
20
–
(125)
(125)
(50)
(27)
(77)
17,759
177
(202)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Total
7,099,128
72,446
(73,139)
2,529
(2,476)
897
(625)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(3)
–
–
10,410
10,918
854
–
(9,936)
(13,254)
–
(748)
(3)
22,182
(23,938)
–
–
–
–
–
–
2,291
(1,393)
13
50,084
30
1,095
–
(14)
(48,543)
(76)
–
(2,077)
–
51,222
(50,710)
–
–
–
–
–
–
–
40
117
157
–
20
20
–
(125)
(125)
(50)
(27)
(77)
177
(202)
(3)
75,872
(76,243)
95
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 13: Derivative Financial Instruments (continued)
Trading
Fair value
Fair Value
Hedging
Cash flow
Net investment
Total
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Assets
$m
Liabilities
$m
Notional
Principal
Amount
$m
The Company at
30 September 2015
Foreign exchange contracts
Spot and forward contracts
Swap agreements
Options purchased
Options sold
Commodity contracts
Derivative contracts
Interest rate contracts
Forward rate agreements
Swap agreements
Futures contracts
Options purchased
Options sold
Credit default swaps
Structured credit
derivatives purchased
Other credit derivatives purchased
Total credit derivatives purchased
Structured credit derivatives sold
Other credit derivatives sold
Total credit derivatives sold
1,267,837
630,805
90,683
109,805
14,206
20,554
2,392
–
(13,352)
(19,225)
–
(2,066)
2,099,130
37,152
(34,643)
43,697
2,743
(2,205)
–
2
–
–
2
–
–
(4)
–
–
(4)
–
–
–
–
–
–
–
–
–
–
–
–
–
334,992
3,263,084
117,310
93,515
73,187
45
31,361
16
942
–
(50)
(30,833)
(63)
–
(1,574)
–
2,120
1
–
–
–
(1,526)
(17)
–
–
3,882,088
32,364
(32,520)
2,121
(1,543)
–
1,028
–
–
–
1,028
–
(640)
–
–
–
(640)
728
22,284
23,012
728
21,474
22,202
45,214
52
205
257
–
26
26
–
(194)
(194)
(67)
(19)
(86)
283
(280)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Total
6,070,129
72,542
(69,648)
2,123
(1,547)
1,028
(640)
1
–
–
–
1
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1
–
(9)
–
–
(9)
14,207
20,556
2,392
–
(13,352)
(19,238)
–
(2,066)
37,155
(34,656)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
2,743
(2,205)
45
34,509
17
942
–
(50)
(32,999)
(80)
–
(1,574)
35,513
(34,703)
52
205
257
–
26
26
–
(194)
(194)
(67)
(19)
(86)
283
(280)
(9)
75,694
(71,844)
HEDGE ACCOUNTING
There are three types of hedge accounting relationships: fair value hedges, cash flow hedges and hedges of a net investment in a foreign
operation. Each type of hedge has specific requirements when accounting for the fair value changes in the hedge relationship. For details
on the accounting treatment of each type of hedge relationship refer to note 1 E (ii).
FAIR VALUE HEDGE ACCOUNTING
The risk being hedged in a fair value hedge is a change in the fair value of an asset or liability or unrecognised firm commitment that may affect
the income statement. Changes in fair value might arise through changes in interest rates or foreign exchange rates. The Group’s fair value
hedges consist principally of interest rate swaps and cross currency swaps that are used to protect against changes in the fair value of fixed-rate
financial instruments due to movements in market interest rates and exchange rates.
The application of fair value hedge accounting results in the fair value adjustment on the hedged item attributable to the hedged risk being
recognised in the income statement at the same time the hedging instrument impacts the income statement. If hedge relationships no longer
meet the criteria for hedge accounting, hedge accounting is discontinued and the fair value adjustment to the hedged item continues to be
recognised as part of the carrying amount of the item or group of items and is amortised to the income statement as a part of the effective yield
over the period to maturity. Where the hedged item is derecognised from the Group’s balance sheet, the fair value adjustment is included in the
income statement as ‘other income’ as a part of the gain or loss on disposal.
Gain/(loss) arising from fair value hedges
Hedged item
Hedging Instrument
96
Consolidated
The Company
2016
$m
469
(428)
2015
$m
158
(146)
2016
$m
463
(424)
2015
$m
14
(2)
NOTES TO THE FINANCIAL STATEMENTS (continued) 13: Derivative Financial Instruments (continued)
CASH FLOW HEDGE ACCOUNTING
The risk being hedged in a cash flow hedge is the potential variability in future cash flows that may affect the income statement. The variability
in future cash flows may result from changes in interest rates or exchange rates affecting recognised financial assets and liabilities and highly
probable forecast transactions. The Group’s cash flow hedges consist principally of interest rate swaps, forward rate agreements and cross
currency swaps that are used to protect against exposures to variability in future cash flows on non-trading assets and liabilities which bear
interest at variable rates or which are expected to be refunded or reinvested in the future. The Group primarily applies cash flow hedge
accounting to its variable rate loan assets, variable rate liabilities and short-term re-issuances of fixed rate customer and wholesale deposit
liabilities. The amounts and timing of future cash flows, representing both principal and interest flows, are projected for each portfolio of
financial assets and liabilities on the basis of their forecast repricing profile. This forms the basis for identifying gains and losses on the effective
portions of derivatives designated as cash flow hedges.
The effective portion of changes in the fair value of derivatives qualifying and designated as cash flow hedges is recognised initially in other
comprehensive income. These are recognised in the income statement in the period during which the hedged forecast transactions take place.
The ineffective portion of a designated cash flow hedge relationship is recognised immediately as other income in the income statement. The
schedule below shows the movements in the hedging reserve:
Opening balances
Item recorded in net interest income
Tax effect on items recorded in net interest income
Valuation gain/(loss) taken to other comprehensive income
Tax effect on net gain/(loss) on cash flow hedges
Closing balance
Consolidated
The Company
2016
$m
269
17
(5)
64
(16)
329
2015
$m
169
(15)
4
160
(49)
269
2016
$m
277
10
(3)
(22)
8
270
2015
$m
174
–
–
149
(46)
277
The table below shows the breakdown of the hedging reserve attributable to each type of cash flow hedging relationship:
Variable rate assets
Variable rate liabilities
Re-issuances of short term fixed rate liabilities
Total hedging reserve
Consolidated
The Company
2016
$m
863
(256)
(278)
329
2015
$m
799
(255)
(275)
269
2016
$m
581
(175)
(136)
270
2015
$m
628
(191)
(160)
277
All underlying hedged cash flows are expected to be recognised in the income statement in the period in which they occur which is anticipated
to take place over the next 0–10 years (2015: 0–10 years).
All gains and losses associated with the ineffective portion of the hedging derivatives are recognised immediately as ‘Other income’ in the
income statement. Ineffectiveness recognised in the income statement in respect of cash flow hedges amounted to a $5 million gain for
the Group (2015: nil) and a $5 million gain for the Company (2015: $1 million gain).
HEDGES OF NET INVESTMENTS IN FOREIGN OPERATIONS
In a hedge of a net investment in a foreign operation, the risk being hedged is the exposure to exchange rate differences arising on consolidation
of foreign operations with a functional currency other than the Australian Dollar. Hedging is undertaken using foreign exchange derivative
contracts or by financing with borrowings in the same currency as the applicable foreign functional currency.
Ineffectiveness arising from hedges of net investments in foreign operations and recognised as ‘Other income’ in the income statement amounted
to nil (2015: nil).
97
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 14: Available-for-sale Assets
Government securities
Corporate and Financial institution securities
Equity and other securities
Total available-for-sale assets
Consolidated
The Company
2016
$m
39,466
19,115
4,532
63,113
2015
$m
25,012
14,506
4,149
43,667
2016
$m
34,829
16,535
4,357
55,721
2015
$m
20,419
13,381
3,812
37,612
During the year net gains (before tax) recognised in the income statement in respect of available-for-sale assets amounted to $48 million for the
Group (2015: $71 million net gain before tax) and $4 million for the Company (2015: $49 million net gain before tax).
AVAILABLE-FOR-SALE ASSETS BY MATURITY AT 30 SEPTEMBER 2016
Government securities
Corporate and Financial institution securities
Equity and other securities
Total available-for-sale assets
Less than
3 months
$m
3,760
1,457
–
5,217
Between
3 and 12
months
$m
2,483
2,729
–
5,212
AVAILABLE-FOR-SALE ASSETS BY MATURITY AT 30 SEPTEMBER 20151
Government securities
Corporate and Financial institution securities
Equity and other securities
Total available-for-sale assets
Less than
3 months
$m
4,878
932
–
5,810
Between
3 and 12
months
$m
2,712
1,793
38
4,543
Between
1 and
5 years
$m
9,762
14,045
592
24,399
Between
1 and
5 years
$m
6,238
10,281
214
16,733
Between
5 and 10
years
$m
20,189
824
693
21,706
Between
5 and 10
years
$m
10,248
1,429
1,023
12,700
After
10 years
$m
3,272
60
2,392
5,724
After
10 years
$m
936
71
2,823
3,830
No
maturity
specified
$m
–
–
855
855
No
maturity
specified
$m
–
–
51
51
Total
fair
value
$m
39,466
19,115
4,532
63,113
Total
fair
value
$m
25,012
14,506
4,149
43,667
1 Certain amounts in Equity and other securities in 2015 have been restated between maturity buckets 1–5 years, 5–10 years and after 10 years.
98
NOTES TO THE FINANCIAL STATEMENTS (continued) 15: Net Loans and Advances
Overdrafts
Credit card outstandings
Commercial bills
Term loans – housing
Term loans – non-housing
Lease receivables
Hire purchase
Other
Subtotal
Unearned income
Capitalised brokerage/mortgage origination fees1
Customer liability for acceptances
Consolidated
The Company
2016
$m
8,153
11,846
12,592
323,144
219,198
1,605
1,877
529
2015
$m
8,955
11,930
14,201
300,468
232,693
1,901
1,971
251
2016
$m
6,805
9,340
12,397
256,004
162,577
953
786
40
2015
$m
7,472
9,446
13,982
242,949
174,277
1,166
1,048
34
578,944
572,370
448,902
450,374
(544)
1,064
571
(739)
1,253
1,371
(261)
697
321
(438)
944
649
Gross loans and advances (including assets classified as held for sale)
580,035
574,255
449,659
451,529
Provision for credit impairment (refer to note 16)
Net loans and advances (including assets classified as held for sale)
Esanda Dealer Finance assets held for sale
Net loans and advances
1 Capitalised brokerage/mortgage origination fees are amortised over the term of the loan.
(4,183)
(4,017)
(3,128)
(3,081)
575,852
570,238
446,531
448,448
–
(8,065)
–
(8,065)
575,852
562,173
446,531
440,383
99
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 15: Net Loans and Advances (continued)
LEASE RECEIVABLES
Lease receivables
a) Finance lease receivables
Gross finance lease receivables
Less than 1 year
1 to 5 years
Later than 5 years
Net investment in finance lease receivables
b) Operating lease receivables
Gross operating lease receivables
Less than 1 year
1 to 5 years
Later than 5 years
Total operating lease receivables
Total lease receivables
Less: unearned future finance income on finance leases
Net lease receivables
Present value of net investment in finance lease receivables
Less than 1 year
1 to 5 years
Later than 5 years
Total net investment in finance lease receivables
Add back: unearned future finance income on finance leases
Total finance lease receivables
Hire purchase receivables
Less than 1 year
1 to 5 years
Later than 5 years
Total hire purchase
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
208
622
326
276
912
196
1,156
1,384
80
369
–
449
1,605
(108)
1,497
189
579
280
1,048
108
1,156
592
1,267
18
1,877
22
495
–
517
1,901
(142)
1,759
248
830
164
1,242
142
1,384
678
1,282
11
1,971
107
438
8
553
34
366
–
400
953
(26)
927
102
418
7
527
26
553
193
575
18
786
117
590
17
724
19
423
–
442
1,166
(36)
1,130
112
560
16
688
36
724
310
727
11
1,048
100
NOTES TO THE FINANCIAL STATEMENTS (continued) 16: Provision for Credit Impairment
Credit impairment charge analysis
New and increased provisions
Australia
New Zealand
Asia Pacific, Europe and America
Write-backs
Recoveries of amounts previously written off
Individual credit impairment charge
Collective credit impairment charge/(release)
Credit impairment charge
MOVEMENT IN PROVISION FOR CREDIT IMPAIRMENT BY FINANCIAL ASSET CLASS
Consolidated
Individual provision
Balance at start of year
New and increased provisions
Write-backs
Adjustment for exchange rate fluctuations and transfers
Discount unwind
Bad debts written off
Esanda Dealer Finance divestment
Total individual provision
Collective provision
Balance at start of year
Adjustment for exchange rate fluctuations and transfers
Esanda Dealer Finance divestment
Charge/(release) to income statement
Total collective provision
Total provision for credit impairment
Ratios (as a percentage of total gross loans and advances)
Individual provision
Collective provision
Bad debts written off
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
1,607
227
611
2,445
(311)
2,134
(222)
1,912
17
1,929
1,203
211
343
1,757
(434)
1,323
(239)
1,084
95
1,179
1,606
7
345
1,958
(200)
1,758
(176)
1,582
(43)
1,539
1,190
13
117
1,320
(245)
1,075
(193)
882
87
969
Net loans and
advances
Credit related
commitments
Total provision
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
1,038
2,435
(311)
(5)
(65)
(1,722)
(92)
1,130
1,757
(434)
63
(54)
(1,424)
–
1,278
1,038
2,279
(5)
(78)
49
2,144
67
–
68
2,245
2,279
3,523
3,317
23
10
–
(4)
–
–
–
29
677
(14)
–
(32)
631
660
46
–
–
(23)
–
–
–
1,061
2,445
(311)
(9)
(65)
(1,722)
(92)
1,176
1,757
(434)
40
(54)
(1,424)
–
23
1,307
1,061
613
37
–
27
2,956
(19)
(78)
17
2,757
104
–
95
677
2,876
2,956
700
4,183
4,017
Consolidated
2016
%
0.23
0.50
0.30
2015
%
0.18
0.52
0.25
The table below contains a detailed analysis of the movements in individual provisions for net loans and advances.
Consolidated
Individual provision
Balance at start of year
New and increased provisions
Write-backs
Adjustment for exchange rate fluctuations
and transfers
Discount unwind
Bad debts written off
Esanda Dealer Finance divestment
Total individual provision
Australia2
Institutional
Banking2
New Zealand2
Retail Asia
& Pacific2
Other1
Total
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
590
1,223
(179)
631
1,103
(194)
278
807
(50)
237
289
(73)
138
202
(76)
187
190
(110)
32
203
(6)
7
–
(17)
51
5
6
–
(23)
(920)
(92)
606
(32)
(918)
–
590
(32)
(447)
–
539
(17)
(209)
–
278
(10)
(144)
–
115
(4)
(131)
–
138
–
(211)
–
18
75
175
(56)
4
–
(166)
–
32
–
–
–
–
–
–
–
–
–
–
(1)
1,038
2,435
(311)
1,130
1,757
(434)
2
(1)
–
–
–
(5)
63
(65)
(1,722)
(92)
(54)
(1,424)
–
1,278
1,038
1 Other contains Wealth Australia and TSO and Group Centre.
2 Comparative amounts have changed due to organisational changes. Refer to note 43 for details.
101
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 16: Provision for Credit Impairment (continued)
The Company
Individual provision
Balance at start of year
New and increased provisions
Adjustment for exchange rate fluctuations and transfers
Write-backs
Discount unwind
Bad debts written off
Esanda Dealer Finance divestment
Total individual provision
Collective provision
Balance at start of year
Adjustment for exchange rate fluctuations and transfers
Esanda Dealer Finance divestment
Charge/(credit) to income statement
Total collective provision
Total provision for credit impairment
Ratios (as a percentage of total gross loans and advances)
Individual provision
Collective provision
Bad debts written off
IMPAIRED ASSETS
Net loans and advances
Credit related
commitments
Total provision
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
740
1,958
(6)
(200)
(42)
(1,416)
(92)
942
1,765
(14)
(78)
5
1,678
2,620
814
1,319
45
(245)
(45)
(1,148)
–
740
1,669
43
–
53
1,765
2,505
19
–
(4)
–
–
–
–
15
557
(16)
–
(48)
493
508
40
–
(21)
–
–
–
–
19
488
35
–
34
557
576
759
1,958
(10)
(200)
(42)
(1,416)
(92)
957
2,322
(30)
(78)
(43)
2,171
3,128
854
1,319
24
(245)
(45)
(1,148)
–
759
2,157
78
–
87
2,322
3,081
The Company
2016
%
0.21
0.48
0.31
2015
%
0.17
0.52
0.25
The table below is a summary of impaired financial assets that are measured on the balance sheet at amortised cost. The table also includes
financial assets carried on the balance sheet at fair value, such as derivatives.
Detailed information on impaired financial assets is provided in note 20 Financial Risk Management.
Summary of impaired financial assets
Impaired loans
Restructured items1
Non-performing commitments and contingencies2
Gross impaired financial assets
Individual provisions
Impaired loans
Non-performing commitments and contingencies
Net impaired financial assets
Accruing loans past due 90 days or more3
These amounts are not classified as impaired assets as they are either 90 days
or more past due and well secured, or are portfolio managed facilities that can
be held on a productive basis for up to 180 days past due
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
2,646
403
124
3,173
2,441
184
94
2,719
(1,278)
(29)
1,866
(1,038)
(23)
1,658
1,851
247
63
2,161
(942)
(15)
1,204
1,574
94
80
1,748
(740)
(19)
989
2,703
2,378
2,512
2,127
1 Restructured items are facilities in which the original contractual terms have been modified for reasons related to the financial difficulties of the customer. Restructuring may consist of reduction
2
3
of interest, principal or other payments legally due, or an extension in maturity materially beyond those typically offered to new facilities with similar risk.
Includes impaired derivative financial instruments.
Includes unsecured credit card and personal loans 90 days past due accounts which are retained on a performing basis for up to 180 days past due amounting to $204 million (2015: $180 million)
for the Group and $152 million (2015: $126 million) for the Company.
102
NOTES TO THE FINANCIAL STATEMENTS (continued)
17: Deposits and Other Borrowings
Certificates of deposit
Term Deposits
On demand and short term deposits
Deposits not bearing interest
Deposits from banks
Commercial Paper
Securities sold under repurchase agreements
Borrowing corporation debt1
Deposits and other borrowings
Consolidated
The Company
2016
$m
61,429
192,147
235,101
20,892
57,278
19,349
481
1,518
2015
$m
63,446
194,676
229,330
19,013
38,985
22,988
778
1,578
2016
$m
59,626
147,754
190,621
11,095
56,480
14,236
151
–
2015
$m
62,980
154,485
187,327
9,970
38,448
18,477
344
–
588,195
570,794
479,963
472,031
1 Secured investments of the consolidated subsidiary UDC Finance Limited (UDC) of NZD 1.6 billion (September 2015: NZD 1.7 billion) and the accrued interest thereon which are secured
by a security interest over all the assets of UDC NZD $2.7 billion (September 2015: NZD 2.6 billion).
18: Debt Issuances
ANZ utilises a variety of established and flexible funding programmes to issue medium term notes featuring either senior or subordinated debt
status (details of subordinated debt are presented in note 19: Subordinated Debt). All risks associated with originating term funding are closely
managed. Refer to description of ANZ risk management practices in note 20: Financial Risk Management in relation to market risks such as
interest rate and foreign currency risks, as well as liquidity risk.
The table below presents debt issuances by currency of issue which is broadly representative of the investor base location.
Debt issuances by currency
USD
GBP
AUD
NZD
JPY
EUR
HKD
CHF
CAD
NOK
SGD
TRY
ZAR
MXN
CNH
United States dollars
Pounds Sterling
Australian dollars
New Zealand dollars
Japanese yen
Euro
Hong Kong dollars
Swiss francs
Canadian dollars
Norwegian krone
Singapore dollars
Turkish lira
South African rand
Mexico peso
Chinese yuan
Total Debt issuances
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
38,666
1,744
11,988
5,703
3,547
23,917
1,188
2,074
152
447
188
258
133
147
928
91,080
42,367
6,317
7,694
4,947
4,499
22,048
858
3,063
430
465
202
265
151
255
186
93,747
32,015
1,744
11,958
1,773
3,521
16,775
1,188
749
152
447
87
258
133
147
928
71,875
36,009
5,744
7,289
1,639
4,412
16,356
858
1,450
430
465
70
265
151
255
186
75,579
103
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 19: Subordinated Debt
Subordinated debt comprises perpetual and dated securities as follows (net of issue costs):
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
1,068m
1,340m
ANZ CPS22
ANZ CPS3
Additional Tier 1 capital (perpetual subordinated securities)
ANZ Convertible Preference Shares (ANZ CPS)1
AUD
AUD
ANZ Capital Notes (ANZ CN)
AUD
AUD
AUD
AUD
ANZ Capital Securities
USD
1,000m
ANZ NZ Capital Notes (ANZ NZ CN)
500m
NZD
ANZ CN1
ANZ CN2
ANZ CN3
ANZ CN4
1,120m
1,610m
970m
1,622m
ANZ Capital Securities
ANZ NZ Capital Notes
1,068
1,340
1,115
1,602
962
1,604
1,329
473
9,493
1,969
1,336
1,112
1,598
959
–
1,068
1,340
1,115
1,602
962
1,604
–
1,329
449
7,423
1,969
1,336
1,112
1,598
959
–
–
–
Tier 2 capital (subordinated notes)
Perpetual subordinated notes
USD
NZD
300m
835m
floating rate notes3
fixed rate notes4
Dated subordinated notes
EUR
AUD
AUD
USD
AUD
AUD
USD
CNY
SGD
AUD
JPY
AUD
USD
JPY
JPY
750m
500m
1,509m
750m
750m
750m
800m
2,500m
500m
200m
20,000m
700m
1,500m
10,000m
10,000m
fixed rate notes due 2019
floating rate notes due 20225
floating rate notes due 20225
fixed rate notes due 20225
floating rate notes due 20235
floating rate notes due 20245,6
fixed rate notes due 20246
fixed rate notes due 20255,6
fixed rate notes due 20275,6
fixed rate notes due 20275,6
fixed rate notes due 20266
floating rate notes due 20265,6
fixed rate notes due 20266
fixed rate notes due 20265,6
fixed rate notes due 20285,6
Total subordinated debt
Subordinated debt by currency
AUD
NZD
USD
CNY
SGD
EUR
JPY
Australian dollars
New Zealand dollars
United States dollars
Chinese renminbi
Singapore dollars
Euro
Japanese yen
394
796
429
759
1,190
1,188
1,224
499
1,507
978
749
750
1,158
491
493
199
264
700
2,011
129
129
11,281
21,964
12,095
1,269
5,870
491
493
1,224
522
21,964
1,355
499
1,504
1,068
748
750
1,222
562
491
199
–
–
–
–
–
8,398
17,009
10,674
1,208
2,719
562
491
1,355
–
17,009
–
9,020
6,974
394
–
394
1,225
500
1,507
981
750
750
1,164
491
493
199
264
700
2,011
129
129
11,293
20,707
12,097
–
5,879
491
493
1,225
522
20,707
429
–
429
1,355
500
1,506
1,071
750
750
1,226
562
491
198
–
–
–
–
–
8,409
15,812
10,678
–
2,726
562
491
1,355
–
15,812
1 Fully franked preference share dividend cash payments on ANZ CPS2 and ANZ CPS3 made during the years ended 30 September 2016 and 30 September 2015 (which are treated as interest expense):
ANZ CPS2
ANZ CPS3
Consolidated
The Company
2016
$m
75
51
2015
$m
77
52
2016
$m
75
51
2015
$m
77
52
2 $900 million of ANZ CPS2 was bought back and cancelled on 27 September 2016 and reinvested into ANZ CN4.
3
4 Rate reset on 18 April 2013 to the five year swap rate +2.00% until the call date on 18 April 2018, whereupon if not called, reverts to a floating rate at the three month FRA rate +3.00% and
Callable on each semi-annual interest payment date (subject to prior APRA approval).
is callable on any interest payment date thereafter (subject to prior RBNZ and APRA approval).
5 Callable five years prior to maturity (subject to prior APRA approval).
6 The convertible subordinated notes convert into ANZ ordinary shares if a Non-viability Trigger Event occurs.
104
NOTES TO THE FINANCIAL STATEMENTS (continued)
19: Subordinated Debt (continued)
Subordinated debt is subordinated in right of payment to the claims of depositors and other creditors of the Company or its controlled entities
which have issued the notes or preference shares.
As defined by APRA for capital adequacy purposes, ANZ CPS, ANZ Capital Notes, ANZ Capital Securities and ANZ NZ Capital Notes constitute
Additional Tier 1 ('AT1') capital and all other subordinated notes constitute Tier 2 capital.
ADDITIONAL TIER 1 CAPITAL (PERPETUAL SUBORDINATED SECURITIES)
The ANZ Capital Notes, ANZ Capital Securities and ANZ NZ Capital Notes are Basel 3 compliant instruments. APRA has granted ANZ transitional
Basel 3 capital treatment for each of the ANZ CPS until their first conversion date. Each of the ANZ CPS, the ANZ Capital Notes and the ANZ
Capital Securities issued by the Company rank equally with each other.
Distributions on the AT1 capital securities are non-cumulative and subject to the issuer’s absolute discretion and certain payment conditions
(including regulatory requirements). Distributions on the ANZ CPS and ANZ Capital Notes are franked in line with the franking applied to ANZ
ordinary shares.
Where specified, if a Common Equity Capital Trigger Event or a Non-viability Trigger Event occurs, the AT1 capital securities will immediately
convert into a variable number of ANZ ordinary shares based on the average market price of ANZ ordinary shares less a 1% discount, subject
to a maximum conversion number. A Common Equity Capital Trigger Event occurs if ANZ’s Common Equity Tier 1 capital ratio is equal to or less
than 5.125%. A Non-viability Trigger Event occurs if APRA notifies the Company that, without the conversion or write-off of certain securities
or a public sector injection of capital (or equivalent support), it considers that the Company would become non-viable.
The AT1 capital securities (other than the ANZ Capital Securities) are mandatorily convertible into a variable number of ANZ ordinary shares
based on the average market price of the shares less a 1% discount on a specified date, or on an earlier date under certain circumstances. The
mandatory conversion is deferred for a specified period if conversion tests are not met.
ANZ CONVERTIBLE PREFERENCE SHARES (ANZ CPS)
ANZ CPS are fully paid, mandatorily convertible preference shares and are listed on the Australian Securities Exchange. A summary of the key
terms of the ANZ CPS are as follows:
Issue Date
Issue Amount
Face Value
Dividend Frequency
Dividend Rate
CPS2
17 December 2009
$1,068 million1
$100
CPS3
28 September 2011
$1,340 million
$100
Quarterly in arrears in March, June, September
and December
Semi-annually in arrears in March and September
Floating rate: (90 day Bank Bill Rate + 3.1%) x
(1 – Australian corporate tax rate)
Floating rate: (180 day Bank Bill Rate + 3.1%) x
(1 – Australian corporate tax rate)
Issuer's early redemption
or conversion option2
No
1 September 2017 and each subsequent
semi-annual dividend payment date
Mandatory conversion date
15 December 20163
1 September 2019
Common Equity Capital Trigger Event No
Non-viability Trigger Event
No
Yes
No
1 $900 million of ANZ CPS2 was bought back and cancelled on 27 September 2016 and reinvested into ANZ CN4.
2 Subject to receiving APRA’s prior approval and satisfying certain other conditions, ANZ also has a right in other limited circumstances (such as certain tax or regulatory events).
3 Subject to receipt of various approvals, ANZ expects to issue a CPS2 resale notice so that a nominated purchaser purchases all of the CPS2 held by a CPS2 holder for their face value
on 15 December 2016.
105
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS CN4
27 September 2016
$1,622 million
$100
Quarterly in arrears in
March, June, September
and December
Floating rate: (90 day
Bank Bill Rate + 4.7%) x
(1 – Australian corporate
tax rate)
19: Subordinated Debt (continued)
ANZ CAPITAL NOTES (ANZ CN)
ANZ CN are fully paid mandatorily convertible subordinated perpetual notes and are listed on the Australian Securities Exchange. A summary
of the key terms of the ANZ CN are as follows:
Issue Date
Issue Amount
Face Value
CN1
CN2
7 August 2013
$1,120 million
$100
31 March 2014
$1,610 million
$100
CN31
5 March 2015
$970 million
$100
Distribution Frequency
Semi-annually in arrears
in March and September
Semi-annually in arrears
in March and September
Semi-annually in arrears
in March and September
Distribution Rate
Issuer's early redemption
or conversion option2
Mandatory conversion
date
Floating rate: (180 day
Bank Bill Rate + 3.4%) x
(1 – Australian corporate
tax rate)
Floating rate: (180 day
Bank Bill Rate + 3.25%) x
(1 – Australian corporate
tax rate)
Floating rate: (180 day
Bank Bill Rate + 3.6%) x
(1 – Australian corporate
tax rate)
1 September 2021
24 March 2022
24 March 2023
20 March 2024
1 September 2023
24 March 2024
24 March 2025
20 March 2026
Common Equity Capital
Trigger Event
Yes
Non-viability Trigger Event Yes
Yes
Yes
Yes
Yes
Yes
Yes
Issued by the New Zealand branch of the Company.
1
2 Subject to receiving APRA’s prior approval and satisfying other certain conditions. ANZ also has a right in other limited circumstances (such as certain tax or regulatory events).
ANZ CAPITAL SECURITIES
On 15 June 2016, the Company acting through its London branch
issued fully-paid perpetual subordinated contingent convertible
securities ('ANZ Capital Securities') with a minimum denomination
of USD200,000 and an integral multiple of USD1,000 above that,
raising USD1,000 million. The ANZ Capital Securities are listed
on the Australian Securities Exchange.
Interest on the securities is payable semi annually in arrears in June
and December in each year. The initial fixed interest rate until 15 June
2026 ('First Reset Date') is 6.75% per annum. On the First Reset Date
and each 5 year anniversary, the fixed interest rate is reset to the
aggregate of the 5 year USD mid-market swap rate and 5.168%.
If a Common Equity Capital Trigger Event or a Non-viability
Trigger Event occurs, the securities will immediately convert into
a variable number of ANZ ordinary shares, subject to a maximum
conversion number.
On the First Reset Date and each 5 year anniversary, subject to
receiving APRA’s prior approval and satisfying certain conditions, the
Company has the right to redeem all of the securities at its discretion.
ANZ NZ CAPITAL NOTES
On 31 March 2015, ANZ Bank New Zealand Limited (‘ANZ NZ’) issued
500 million convertible notes (‘ANZ NZ CN’) at NZ$1 each, raising
NZ$500 million.
ANZ NZ CN are fully paid, mandatorily convertible subordinated
perpetual notes and are listed on the New Zealand Stock Exchange.
Interest on the notes is payable quarterly in arrears in February, May,
August and November in each year. The interest rate is fixed at 7.2%
per annum until 25 May 2020, and subsequently will be based on
a floating rate equal to the aggregate of the New Zealand 3 month
bank bill rate plus a 350 basis point margin. Interest payments
are subject to ANZ NZ’s absolute discretion and certain payment
conditions being satisfied (including APRA and Reserve Bank
of New Zealand (‘RBNZ’) requirements).
106
On 25 May 2022, or an earlier date under certain circumstances,
the notes will mandatorily convert into a variable number of ANZ
ordinary shares based on the average market price of ANZ ordinary
shares less a 1% discount. The mandatory conversion is however
deferred for a specified period if conversion tests are not met.
If a Common Equity Capital Trigger Event, a Non-viability Trigger
Event or an RBNZ Non-viability Trigger Event occurs the notes will
immediately convert into ANZ ordinary shares, subject to a maximum
conversion number. A Common Equity Capital Trigger Event in this
case occurs if ANZ’s or ANZ NZ’s Common Equity Tier 1 capital ratio
is equal to or less than 5.125%. An RBNZ Non-viability Trigger Event
occurs if the RBNZ directs ANZ NZ to convert or write-off the notes
or a statutory manager is appointed to ANZ NZ and decides that
ANZ NZ must convert or write-off the notes.
On 25 May 2020, ANZ NZ has the right to, subject to satisfying certain
conditions, redeem (subject to receiving APRA's and RBNZ's prior
approval), or convert into ANZ ordinary shares, all or some of the
notes at its discretion.
TIER 2 SECURITIES (SUBORDINATED NOTES)
The convertible dated subordinated notes are Basel 3 compliant
instruments. If a Non-viability Trigger Event occurs, the convertible
dated subordinated notes will immediately convert into ANZ ordinary
shares based on the average market price of ANZ ordinary shares less
a 1% discount, subject to a maximum conversion number.
APRA has granted transitional Basel 3 capital treatment for:
} all other term subordinated notes until their first call date;
} the USD300 million perpetual subordinated notes until the
end of the transitional period (December 2021); and
} the NZD835 million perpetual subordinated notes until
the April 2018 call date.
NOTES TO THE FINANCIAL STATEMENTS (continued) 20: Financial Risk Management
STRATEGY IN USING FINANCIAL INSTRUMENTS
Financial instruments are fundamental to the Group’s business,
constituting the core element of its operations. Accordingly, the risks
associated with financial instruments are a significant component
of the risks faced by the Group. Financial instruments create, modify
or reduce the credit, market (including traded and non-traded interest
rate and foreign currency related risks) and liquidity risks of the Group’s
balance sheet. These risks, and the Group’s objectives, policies and
processes for managing and measuring such risks are outlined below.
Credit Risk
Credit risk is the risk of financial loss resulting from the failure of
ANZ’s customers and counterparties to honour or perform fully the
terms of a loan or contract. The Group assumes credit risk in a wide
range of lending and other activities in diverse markets and in many
jurisdictions. Credit risks arise not only from traditional lending
to customers, but also from inter-bank, treasury, international
trade and capital market activities around the world.
The Group has an overall objective of sound growth for appropriate
returns. The credit risk principles of the Group have been set by the
Board and are implemented and monitored within a tiered structure
of delegated authority designed to oversee multiple facets of credit
risk, including business writing strategies, credit policies and controls,
portfolio monitoring and risk concentrations.
Credit Risk Management Overview
The credit risk management framework ensures a consistent
approach is applied across the Group in measuring, monitoring
and managing the credit risk appetite set by the Board.
The Board is assisted and advised by the Board Risk Committee in
discharging its duty to oversee credit risk. The Board Risk Committee
sets the credit risk appetite and credit strategies, as well as approving
credit transactions beyond the discretion of executive management.
Responsibility for the oversight and control of the credit risk
framework (including the risk appetite) resides with the Credit and
Market Risk Committee (CMRC), which is an executive management
committee comprising senior risk, business and Group executives,
chaired by the Chief Risk Officer (CRO).
Central to the Group’s management of credit risk is the existence
of an independent credit risk management function that is staffed
by risk specialists. Independence is achieved by having all credit
risk staff ultimately report to the CRO, including where they are
embedded in business units. The primary responsibility for prudent
and profitable management of credit risk and customer relationships
rests with the business units.
The authority to make credit decisions is delegated by the Board
to the CEO who in turn delegates authority to the CRO. The CRO
in turn delegates some of his credit discretion to individuals as
part of a ‘cascade’ of authority from senior to the most junior credit
officers. Individuals must be suitably skilled and accredited in order
to be granted and retain a credit discretion. Credit discretions are
reviewed on an annual basis, and may be varied based on the
holder’s performance.
The Group has two main approaches to assessing credit risk arising
from transactions:
} the larger and more complex credit transactions are assessed on
a judgemental credit basis. Rating models provide a consistent and
structured assessment, with judgement required around the use
of out-of-model factors. Credit approval for judgemental lending
is typically on a dual approval basis, jointly by the business writer
in the business unit and an independent credit officer; and
} programmed credit assessment typically covers retail and some
small business lending, and refers to the automated assessment
of credit applications using a combination of scoring (application
and behavioural), policy rules and external credit reporting
information. Where an application does not meet the automated
assessment criteria it will be referred out for manual assessment,
with assessors considering the decision tool recommendation.
Central and divisional credit risk teams perform key roles in portfolio
management such as the development and validation of credit risk
measurement systems, loan asset quality reporting, stress testing,
and the development of credit policies and requirements. Credit
policies and requirements cover all aspects of the credit life cycle
such as transaction structuring, risk grading, initial approval, ongoing
management and problem debt management, as well as specialist
policy topics.
The Group’s credit grading system is fundamental to the
management of credit risk, seeking to measure the probability
of default (PD), the exposure at default (EAD) and the loss in the
event of default (LGD) for all transactions.
From an operational perspective, the Group’s credit grading system
has two separate and distinct dimensions that:
} measure the PD, which is expressed by a 27-grade Customer Credit
Rating (CCR), reflecting the ability to service and repay debt. Within
the programmed credit assessment sphere, the CCR is typically
expressed as a score which maps back to the PD; and
} measure the LGD, which is expressed by a Security Indicator
(SI) ranging from A to G. The SI is calculated by reference to the
percentage of the loan covered by security which can be realised
in the event of default. The security-related SIs are supplemented
with a range of other SIs to cover situations where ANZ’s LGD
research indicates certain transaction characteristics have different
recovery outcomes. Within the programmed credit assessment
sphere, exposures are grouped into large homogenous pools
– and the LGD is assigned at the pool level.
The development and regular validation of rating models is
undertaken by specialist central risk teams. The outputs from these
models drive many day-to-day credit decisions, such as origination,
pricing, approval levels, regulatory capital adequacy, economic
capital allocation and provisioning. The risk grading process includes
monitoring of model-generated results to ensure appropriate
judgement is exercised (such as overrides to take into account
any out-of-model factors).
107
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 20: Financial Risk Management (continued)
Collateral management
Collateral is used to mitigate credit risk, as the secondary source
of repayment in case the counterparty cannot meet its contractual
repayment obligations.
ANZ credit principles specify to only lend when the counterparty
has the capacity and ability to repay, and the Group sets limits on
the acceptable level of credit risk. Acceptance of credit risk is firstly
based on the counterparty’s assessed capacity to meet contractual
obligations (such as the scheduled repayment of principal and interest).
In certain cases, such as where the customer risk profile is considered
very sound or by the nature of the product (for instance, small limit
products such as credit cards), a transaction may not be supported by
collateral. For some products, the collateral provided is fundamental
to its structuring so is not strictly the secondary source of repayment.
For example, lending secured by trade receivables is typically repaid
by the collection of those receivables.
The most common types of collateral typically taken by ANZ include:
} collateral received in respect of derivative trading;
} charges over cash deposits;
} security over real estate including residential, commercial,
industrial or rural property; and
} other security includes charges over business assets, security over
specific plant and equipment, charges over listed shares, bonds
or securities and guarantees and pledges.
Credit policy requirements set out the acceptable types of collateral,
as well as a process by which additional instruments and/or asset
types can be considered for approval. ANZ’s credit risk modelling
approach uses historical internal loss data and other relevant external
data to assist in determining the discount that each type of collateral
would be expected to incur in a forced sale. This discounted value
is used in the determination of the SI for LGD purposes.
In the event of customer default, any loan security is usually held as
mortgagee in possession while the Group is actively seeking to realise
it. Therefore the Group does not usually hold any real estate or other
assets acquired through the enforcement of security.
The Group generally uses Master Agreements with its counterparties
for derivatives activities. Generally, International Swaps and Derivatives
Association (ISDA) Master Agreements will be used. Under the ISDA
Master Agreement, if a default of a counterparty occurs, all contracts
with the counterparty are terminated. They are then settled on a net
basis at market levels current at the time of default.
In addition to the terms noted above, ANZ’s preferred practice is
to use a Credit Support Annex (CSA) to the ISDA Master Agreement.
Under a CSA, open derivative positions with the counterparty are
aggregated and cash collateral (or other forms of eligible collateral)
is exchanged daily. The collateral is provided by the counterparty
that is out of the money. Upon termination of the trade, payment
is required only for the final daily mark-to-market movement rather
than the mark-to-market movement since inception.
Concentrations of credit risk
Concentrations of credit risk arise when a number of customers are
engaged in similar business activities or activities within the same
geographic region, or when they have similar risk characteristics
that would cause their ability to meet contractual obligations to
be similarly affected by changes in economic or other conditions.
The Group monitors its portfolios, to identify and assess risk
concentrations. The Group’s strategy is to maintain well-diversified
credit portfolios focused on achieving an acceptable risk-return
balance. Credit risk portfolios are actively monitored and frequently
reviewed to identify, assess and guard against unacceptable
risk concentrations. Concentration analysis will typically include
geography, industry, credit product and risk grade. The Group
also applies single customer counterparty limits to protect against
unacceptably large exposures to single name risk. These limits are
established based on a combination of factors including the nature
of the counterparty, probability of default and collateral provided.
108
NOTES TO THE FINANCIAL STATEMENTS (continued) 20: Financial Risk Management (continued)
Concentrations of credit risk analysis
Composition of financial instruments that give rise to credit risk by industry:
Cash, settlement
balances owed
to ANZ and
collateral paid
Trading securities
and AFS1
Derivatives
Loans
and advances2
Other
financial
assets3
Credit related
commitments4
Total
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
–
13
–
–
–
–
4
–
–
–
13
–
–
91
16
60
–
23
99
37
492
691
14,670
15,192
84
28
1,052
108
20
837
5,994
5,485
6,254
5,516
3,537
3,462
466
323
9,830
8,908
85
35
32
20
57
119
8,584
9,713
23,844
25,775
49
43
27
70
3,348
3,473
3,365
4,568
9,474
9,018
9,780
10,170
2,449
2,388
7,149
6,813
2,532
2,494
12,901
11,832
32,567
21,885
16,608
18,722
50,011
49,733
23,990
22,061
138
174
10,171
6,757
133,485 119,332
907
12
–
–
4
104
183
1
130
50,339
32,305
582
685
781
707
5
6
681
2,081
53,295
35,914
4
–
–
2
2
354
30
159
–
18
–
76
2
198
1,382
–
79
50
181
12
251
2,126
–
821
169
984
1,701
384
2,535
7,127
6,844
– 263,544 252,242
27,034
11,273
7,052
6,287
10,397
27,653
9,974
7,307
5,981
10,611
677
221
951
1,520
453
41
1,524
160
58
42
35
61
2,293
54
1,983
212
89
55
49
82
7,395
47,796
11,023
4,102
3,673
5,882
5,536
7,815
48,282
10,199
3,639
4,145
8,212
5,878
16,860
18,634
312,864 302,507
38,201
15,274
12,386
16,434
17,091
39,675
14,307
12,186
13,784
16,791
3,012 116,645 119,536
675,633 640,143
33,791
22,411
67,520
53,201
58,900
58,754 396,484 383,229
18,391
17,554
100
108
1,645
1,749
20,202
19,472
–
–
–
–
–
–
–
–
–
–
–
–
–
20
–
–
–
–
37
–
66
12
16
61
5
11
871
1,423
996
1,222
613
430
1,119
1,122
30
43
1,286
972
2,250
2,217
7,369
6,322
13,556
10,118
906
1,132
1,766
1,679
6,704
5,884
1,025
1,216
1,188
1,052
–
–
–
–
–
–
–
–
–
–
–
–
–
–
11
–
–
–
5
–
40
28
–
1
–
5
–
52
176
–
63
61
87
22
134
379
–
16
16
55
15
40
3,304
71,434
9,898
1,876
1,536
1,542
733
3,155
63,067
8,836
1,827
1,489
1,334
670
4,016
3,896
14,149
12,329
15,861
12,405 115,507 104,428
1 Available-for-sale Assets.
2 Excludes individual and collective provisions for credit impairment held in respect of credit related commitments.
3 Mainly comprises trade dated assets, regulatory deposits and accrued interest.
4 Credit related commitments comprise undrawn facilities and customer contingent liabilities.
Consolidated
Australia
Agriculture, forestry,
fishing and mining
Business services
Construction
Electricity, gas and
water supply
Entertainment, leisure
and tourism
Financial, investment
and insurance
Government and
official institutions
Manufacturing
Personal lending
Property services
Retail trade
Transport and storage
Wholesale trade
Other
New Zealand
Agriculture, forestry,
fishing and mining
Business services
Construction
Electricity, gas and
water supply
Entertainment, leisure
and tourism
Financial, investment
and insurance
Government and
official institutions
Manufacturing
Personal lending
Property services
Retail trade
Transport and storage
Wholesale trade
Other
5
8
6
7
5
6
18
387
54
10
8
8
4
626
6
7
7
6
9
6
19
387
54
11
9
8
4
641
338
799
380
713
1,226
2,246
1,387
1,953
1,121
1,079
2,879
2,675
344
765
652
1,702
13,479
1,931
818
831
1,457
923
243
1,667
1,264
874
24,851
20,672
664
11,341
10,501
1,597
12,534
1,399
827
688
1,132
1,042
5,211
85,300
11,946
2,765
2,467
3,029
1,834
5,178
75,988
10,306
2,681
2,246
2,489
1,808
26,805
24,921
176,964 158,620
109
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS
20: Financial Risk Management (continued)
Concentrations of credit risk analysis (continued):
Composition of financial instruments that give rise to credit risk by industry (continued):
Consolidated
Overseas Markets
Agriculture, forestry,
fishing and mining
Business services
Construction
Electricity, gas and
water supply
Entertainment, leisure
and tourism
Financial, investment
and insurance
Government and
official institutions
Manufacturing
Personal lending
Property services
Retail trade
Transport and storage
Wholesale trade
Other
Consolidated – aggregate
Agriculture, forestry,
fishing and mining
Business services
Construction
Electricity, gas and
water supply
Entertainment, leisure
and tourism
Financial, investment
and insurance
Government and
official institutions
Manufacturing
Personal lending
Property services
Retail trade
Transport and storage
Wholesale trade
Other
Individual provision for
credit impairment
Collective provision for
credit impairment
Income yet to mature
Capitalised brokerage/
mortgage origination
fees
Excluded from analysis
above
Cash, settlement
balances owed
to ANZ and
collateral paid
Trading securities
and AFS1
Derivatives
Loans
and advances2
Other
financial
assets3
Credit related
commitments4
Total
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
3,942
5,659
170
166
6,861
9,326
11,105
15,291
2
2
10
28
–
3
5
2
35
–
62
22
7
60
2
43
–
1
60
–
68
26
5
53
–
94
15
27
56
16
981
357
1,331
716
1,732
3,520
856
1,382
43,753
54,079
18,467
17,666
11,773
12,661
14,198
13,534
125
1
8,311
8,083
40
1
1
–
1
36
86
230
2
1
1
–
64
20
103
–
34
86
128
117
378
107
–
8
26
87
60
945
25
280
–
86
8
85
292
34
281
611
–
112
21
81
437
54
255
475
12,482
11,944
3,936
1,481
4,305
7,276
3,779
18,831
12,867
5,303
2,344
4,679
12,084
3,359
42
15
75
37
614
11
540
516
170
64
186
315
163
39
21
3,734
2,396
4,988
3,637
4,807
2,790
6,378
4,404
103
2,330
2,600
4,278
6,374
40
753
853
1,648
2,291
397
11,271
13,703
100,076 112,040
14
1,751
928
10,478
9,782
553
377
155
69
137
354
98
36,500
8,881
1,657
1,828
2,438
18,291
3,048
43,000
8,782
2,495
3,597
2,575
27,006
3,182
49,945
21,342
5,884
3,467
7,143
26,327
7,488
63,332
22,028
8,074
6,058
7,559
40,005
7,658
44,085
54,443
27,777
27,086
12,735
14,466
67,524
86,084
2,918
2,523 101,739 126,672
256,778
311,274
846
37,003
38,405
355
393
17,090
20,788
55,151
60,538
2
15
10
28
–
3
9
2
35
–
75
22
7
103
–
24
626
122
49
128
58
7,846
7,265
8,581
7,454
171
196
1,718
1,323
6,388
8,104
18
37
496
382
11,972
11,262
78,570
78,181
42,444
42,710
75,340
72,512
39,094
36,727
2,798
1,810
65,354
46,272
1,632
2,182
2,224
2,234
52
1
1
4
105
219
87
234
2
1
3
2
418
50
273
–
52
86
209
119
616
1,517
–
88
76
273
72
1,248
2,582
–
970
238
1,156
2,015
552
3,525
22,913
28,830
– 346,922 328,176
41,173
15,444
13,220
19,705
14,426
41,487
13,331
13,148
14,799
15,123
805
258
1,087
1,972
547
82
55
101
101
757
22
599
2,427
384
132
236
358
228
5,837
–
–
94
71
7,420
6,668
8,733
8,918
15,507
14,054
17,545
16,527
137
5,900
6,067
14,306
15,862
116
3,629
3,590
16,216
15,387
580
22,207
21,334
258,412 252,044
26
3,084
3,673
75,114
56,197
626
2,747
421
169
201
411
184
45,597
70,156
14,611
6,748
6,942
25,630
9,507
52,412
69,598
14,093
8,063
7,408
36,350
10,102
87,144
72,016
419,506 400,523
56,581
24,013
22,191
58,928
26,557
57,505
20,539
21,796
43,140
26,113
6,176 245,189 271,129 1,109,375 1,110,037
–
–
(29)
(23)
(1,307)
(1,061)
(631)
(677)
(2,876)
(2,956)
Gross Total
81,892
80,750 109,446
92,616
87,496
85,625 579,515 573,741
–
–
–
–
–
–
–
–
–
–
–
–
(1,278)
(1,038)
(2,245)
(2,279)
81,892
80,750 109,446
92,616
87,496
85,625 575,992 570,424
5,837
6,176 244,529 270,429 1,105,192 1,106,020
–
–
–
–
–
–
–
–
–
–
–
–
(544)
(739)
1,064
1,253
–
–
–
–
–
–
–
–
(544)
(739)
1,064
1,253
81,892
80,750 109,446
92,616
87,496
85,625 576,512 570,938
5,837
6,176 244,529 270,429 1,105,712 1,106,534
1,457
1,716
855
51
–
–
–
–
35,656
34,820
–
–
37,968
36,587
Net Total
83,349
82,466 110,301
92,667
87,496
85,625 576,512 570,938
41,493
40,996 244,529 270,429 1,143,680 1,143,121
1 Available-for-sale Assets.
2 Excludes individual and collective provisions for credit impairment held in respect of credit related commitments.
3 Mainly comprises trade dated assets, regulatory deposits and accrued interest.
4 Credit related commitments comprise undrawn facilities and customer contingent liabilities.
110
NOTES TO THE FINANCIAL STATEMENTS (continued) 20: Financial Risk Management (continued)
Concentrations of credit risk analysis (continued):
Composition of financial instruments that give rise to credit risk by industry (continued):
The Company
Australia
Agriculture, forestry,
fishing and mining
Business services
Construction
Electricity, gas and
water supply
Entertainment, leisure
and tourism
Financial, investment
and insurance5
Government and
official institutions
Manufacturing
Personal lending
Property services
Retail trade
Transport and storage
Wholesale trade
Other
New Zealand
Agriculture, forestry,
fishing and mining
Business services
Construction
Electricity, gas and
water supply
Entertainment, leisure
and tourism
Financial, investment
and insurance
Government and
official institutions
Manufacturing
Personal lending
Property services
Retail trade
Transport and storage
Wholesale trade
Other
Cash, settlement
balances owed
to ANZ and
collateral paid
Trading securities
and AFS1
Derivatives
Loans
and advances2
Other
financial
assets3
Credit related
commitments4
Total
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
–
13
–
–
–
–
4
–
–
–
13
–
–
91
16
59
–
23
99
37
492
691
14,598
15,185
84
28
1,052
108
20
837
5,985
5,477
6,254
5,516
3,531
3,455
466
323
9,816
8,888
33,578
22,601
16,898
18,547
61,257
59,663
23,956
22,086
907
12
–
–
4
104
183
1
130
50,338
32,008
582
685
780
706
4
–
–
2
2
354
30
159
–
18
–
76
2
198
1,369
–
78
50
180
12
248
2,126
–
821
169
984
1,701
384
2,535
7,114
6,844
– 263,167 251,707
26,991
11,269
7,052
6,287
10,374
27,610
9,958
7,296
5,972
10,595
677
221
951
1,520
453
49
20
18
12
33
81
3
24
885
93
33
25
20
36
79
32
29
18
46
8,494
9,573
23,646
25,587
3,308
3,467
3,340
4,537
9,410
8,990
9,738
10,125
2,449
2,266
7,135
6,675
2,532
2,494
12,863
11,788
115
9,820
6,499
145,590 129,511
4
681
2,081
53,291
35,614
36
1,306
140
59
37
33
54
6,973
47,798
10,913
3,999
3,663
5,447
5,264
7,333
48,282
10,194
3,567
4,114
7,544
5,693
16,408
18,121
311,850 301,295
38,080
15,168
12,336
15,750
16,852
39,455
14,163
12,148
13,325
16,478
34,802
23,127
67,809
52,710
70,146
68,684 395,855 382,614
1,332
1,988 114,808 117,517
684,752 646,640
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
46
64
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
46
64
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
5,746
–
–
–
–
–
5,746
–
7,289
–
–
–
–
–
7,289
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
19
–
–
–
–
1
20
–
–
–
–
–
46
–
–
5,746
–
–
–
–
–
5,792
–
–
–
–
–
64
–
–
7,308
–
–
–
–
1
7,373
1 Available-for-sale Assets.
2 Excludes individual and collective provisions for credit impairment held in respect of credit related commitments.
3 Mainly comprises trade dated assets, regulatory deposits and accrued interest.
4 Credit related commitments comprise undrawn facilities and customer contingent liabilities.
5
Includes amounts due from other Group entities.
111
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 20: Financial Risk Management (continued)
Concentrations of credit risk analysis (continued):
Composition of financial instruments that give rise to credit risk by industry (continued):
Cash, settlement
balances owed
to ANZ and
collateral paid
Trading securities
and AFS1
Derivatives
Loans
and advances2
Other
financial
assets3
Credit related
commitments4
Total
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
–
2
–
28
–
–
5
2
34
–
58
20
6
38
2
42
–
1
28
–
31
12
2
18
–
47
7
14
20
8
3,477
4,839
777
177
1,073
519
1,317
2,948
608
1,165
77
17
4
29
13
84
19
9
51
20
6,146
8,174
9,789
13,186
3,257
1,897
4,436
3,047
4,085
2,086
5,540
3,592
1,989
2,170
3,419
5,251
580
677
1,203
1,870
40,755
51,586
15,732
15,566
5,336
6,216
10,705
9,687
237
168
9,883
11,785
82,648
95,008
125
1
5,749
5,586
40
–
–
–
1
8
86
193
1
–
1
–
37
20
2
–
32
19
119
10
352
17
–
7
7
84
24
883
12
73
–
40
4
34
102
16
145
216
–
58
10
27
155
23
240
446
7,523
6,843
3,462
993
3,543
5,133
2,824
11,050
7,581
4,519
1,570
3,832
9,505
2,386
5
167
152
77
22
79
114
63
8
1,740
919
7,871
7,105
191
131
78
27
66
165
41
27,528
4,660
1,540
1,251
1,704
15,231
2,307
31,817
4,351
2,142
1,216
1,947
22,672
2,650
35,333
11,655
5,151
2,289
5,480
20,598
5,648
43,484
12,064
6,804
2,831
5,956
32,558
6,003
41,045
51,880
22,139
22,245
5,680
6,946
47,622
61,120
1,056
1,058
79,713
98,003
197,255 241,252
71
20
6
–
15
–
28
–
–
9
2
34
–
101
523
738
18,075
20,024
126
163
14,640
17,747
33,435
38,773
–
24
96
30
129
127
1,070
115
34
857
6,762
5,654
7,327
6,035
4,848
6,403
18
37
466
331
10,424
10,053
37
22
41
46
51
38
69
66
6,565
5,364
7,776
7,584
13,495
11,076
15,278
13,717
4,438
4,436
10,554
11,926
3,112
3,171
14,066
13,658
74,333
74,187
32,630
34,113
66,639
65,943
34,661
31,773
318
283
19,703
18,284
228,284 224,583
1,032
131
56,087
37,594
594
830
1,020
1,152
8
12
2,421
3,000
61,162
42,719
52
–
–
4
105
191
87
197
1
–
3
2
391
50
161
–
50
19
195
12
550
1,386
–
85
57
264
36
1,131
2,199
–
861
173
1,018
1,803
400
2,751
14,637
17,894
– 275,756 266,577
31,510
12,839
10,884
15,792
12,760
31,072
10,951
10,839
11,105
13,419
735
231
978
1,675
476
–
–
–
–
–
–
–
–
–
–
–
–
(942)
(740)
(1,678)
(1,765)
191
1,037
170
55
104
134
99
2,388
–
–
227
1,437
218
86
103
198
95
34,501
52,458
12,453
5,250
5,367
20,678
7,571
39,150
52,652
12,336
4,783
6,061
30,216
8,344
51,741
61,605
329,251 320,667
44,884
17,999
18,292
48,308
22,856
44,606
16,452
17,628
33,923
22,126
3,046 194,521 215,540
887,799 895,265
–
–
(15)
(19)
(957)
(759)
(493)
(557)
(2,171)
(2,322)
75,847
75,007
89,948
74,955
75,872
75,694 446,603 448,518
2,388
3,046 194,013 214,964
884,671 892,184
–
–
–
–
–
–
–
–
–
–
–
–
(261)
(438)
697
944
–
–
–
–
–
–
–
–
(261)
(438)
697
944
75,847
75,007
89,948
74,955
75,872
75,694 447,039 449,024
2,388
3,046 194,013 214,964
885,107 892,690
1,008
1,045
832
30
–
–
–
–
–
–
–
–
1,840
1,075
The Company
Overseas Markets
Agriculture, forestry,
fishing and mining
Business services
Construction
Electricity, gas and
water supply
Entertainment, leisure
and tourism
Financial, investment
and insurance
Government and
official institutions
Manufacturing
Personal lending
Property services
Retail trade
Transport and storage
Wholesale trade
Other
The Company – aggregate
Agriculture, forestry,
fishing and mining
Business services
Construction
Electricity, gas and
water supply
Entertainment, leisure
and tourism
Financial, investment
and insurance
Government and
official institutions
Manufacturing
Personal lending
Property services
Retail trade
Transport and storage
Wholesale trade
Other
Individual provision for
credit impairment
Collective provision for
credit impairment
Income yet to mature
Capitalised brokerage/
mortgage origination
fees
Excluded from analysis
above
Gross Total
75,847
75,007
89,948
74,955
75,872
75,694 449,223 451,023
Net total
76,855
76,052
90,780
74,985
75,872
75,694 447,039 449,024
2,388
3,046 194,013 214,964
886,947 893,765
1 Available-for-sale Assets.
2 Excludes individual and collective provisions for credit impairment held in respect of credit related commitments.
3 Mainly comprises trade dated assets, regulatory deposits and accrued interest.
4 Credit related commitments comprise undrawn facilities and customer contingent liabilities.
112
NOTES TO THE FINANCIAL STATEMENTS (continued) 20: Financial Risk Management (continued)
Credit quality
Maximum exposure to credit risk
For financial assets recognised on the balance sheet, the maximum exposure to credit risk is the carrying amount. In certain circumstances,
there may be differences between the carrying amounts reported on the balance sheet and the amounts reported in the tables below.
Principally, these differences arise in respect of financial assets that are subject to risks other than credit risk, such as equity investments which
are primarily subject to market risk, or bank notes and coins. For contingent exposures, the maximum exposure to credit risk is the maximum
amount the Group would have to pay if the instrument is called upon. For undrawn facilities, the maximum exposure to credit risk is the full
amount of the committed facilities.
The following tables present the maximum exposure to credit risk of on-balance sheet and off-balance sheet financial assets before taking
account of any collateral held or other credit enhancements.
Consolidated
On-balance sheet positions
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments2
Available-for-sale assets
Net loans and advances3
– Australia
– Institutional
– New Zealand
– Wealth Australia
– Asia Retail & Pacific
Regulatory deposits
Investments backing policy liabilities
Other financial assets4
Off-balance sheet positions
Undrawn facilities
Contingent facilities
Total
The Company
On-balance sheet positions
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments2
Available-for-sale assets
Net loans and advances3
Regulatory deposits
Other financial assets4
Off-balance sheet positions
Undrawn facilities
Contingent facilities
Reported on
Balance Sheet
2016
$m
20155
$m
Excluded1
Maximum exposure
to credit risk
2016
$m
2015
$m
2016
$m
20155
$m
48,675
21,951
12,723
47,188
87,496
63,113
53,903
18,596
9,967
49,000
85,625
43,667
326,618
125,940
107,893
2,022
13,379
2,296
35,656
3,541
314,572
142,196
97,020
1,894
14,556
1,773
34,820
4,403
1,457
–
–
–
–
855
–
–
–
–
–
–
35,656
–
1,716
–
–
–
–
51
47,218
21,951
12,723
47,188
87,496
62,258
52,187
18,596
9,967
49,000
85,625
43,616
–
–
–
–
–
–
34,820
–
326,618
125,940
107,893
2,022
13,379
2,296
–
3,541
314,572
142,196
97,020
1,894
14,556
1,773
–
4,403
898,491
871,992
37,968
36,587
860,523
835,405
207,410
37,779
230,794
40,335
245,189
271,129
–
–
–
–
–
–
207,410
37,779
230,794
40,335
245,189
271,129
1,143,680 1,143,121
37,968
36,587 1,105,712 1,106,534
Reported on
balance Sheet
Excluded1
Maximum exposure
to credit risk
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
46,072
19,905
10,878
35,059
75,872
55,721
446,531
671
1,717
51,217
16,601
8,234
37,373
75,694
37,612
448,448
557
2,489
692,426
678,225
161,178
33,343
180,847
34,693
194,521
215,540
1,008
–
–
–
–
832
–
–
–
1,840
–
–
–
1,045
–
–
–
–
30
–
–
–
45,064
19,905
10,878
35,059
75,872
54,889
446,531
671
1,717
50,172
16,601
8,234
37,373
75,694
37,582
448,448
557
2,489
1,075
690,586
677,150
–
–
–
161,178
33,343
180,847
34,693
194,521
215,540
Total
886,947
893,765
1,840
1,075
885,107
892,690
1
Includes bank notes and coins and cash at bank within liquid assets, equity instruments within available-for-sale financial assets and investments relating to the insurance business where
the credit risk is passed onto the policy holder.
Includes individual and collective provisions for credit impairment held in respect of credit related commitments. Australia includes net loans and advances for TSO and Group Centre.
2 Derivative financial instruments are net of credit valuation adjustments.
3
4 Mainly comprises trade dated assets and accrued interest.
5 Comparative amounts have changed. Refer to note 43 for details.
113
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 20: Financial Risk Management (continued)
Distribution of financial assets by credit quality
The Group has a comprehensive rating system that is used to quantify credit risk. The use of masterscales ensures consistency across exposure
types at the Group, providing a consistent framework for reporting and analysis.
All customers with whom ANZ has a credit relationship, including guarantors, are assigned a Customer Credit Rating (CCR) or score at origination
either by programmed credit assessment or by judgemental assessment. In addition, the CCR or score is reviewed on an ongoing basis to ensure
it accurately reflects the credit risk of the customer and the prevailing economic conditions.
The Group’s risk grade profile therefore changes dynamically through new lending, repayment and/or existing counterparty movements
in either risk or volume.
Restructured items
Restructured items are facilities in which the original contractual terms have been modified for reasons related to the financial difficulties
of the customer. Restructuring may consist of reduction of interest, principal or other payments legally due or an extension in maturity
materially beyond those typically offered to new facilities with similar risk.
Past due but not
impaired
2016
$m
20155
$m
Restructured
2016
$m
20155
$m
Impaired
Total
2016
$m
20155
$m
2016
$m
20155
$m
Consolidated
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments1
Available-for-sale assets
Net loans and advances2
– Australia
– Institutional
– New Zealand
– Wealth Australia
– Asia Retail & Pacific
Regulatory deposits
Other financial assets3
Credit related commitments4
Total
The Company
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments1
Available-for-sale assets
Net loans and advances2
Regulatory deposits
Other financial assets3
Credit related commitments4
Neither past
due nor
impaired
2016
$m
47,218
21,951
12,723
47,188
87,482
62,258
20155
$m
52,187
18,596
9,967
49,000
85,588
43,616
–
–
–
–
–
–
–
–
–
–
–
–
314,862
125,359
106,199
2,022
12,650
2,296
3,541
244,448
303,696
141,778
95,138
1,894
13,887
1,773
4,403
270,395
11,420
162
1,536
–
531
–
–
–
10,505
193
1,753
–
507
–
–
–
1,090,197 1,091,918
13,649
12,958
Neither past
due nor
impaired
2016
$m
2015
$m
45,064
19,905
10,878
35,059
75,861
54,889
434,072
671
1,717
193,976
50,172
16,601
8,234
37,373
75,657
37,582
437,153
557
2,489
214,940
Past due but not
impaired
2016
$m
–
–
–
–
–
–
11,811
–
–
–
2015
$m
–
–
–
–
–
–
10,943
–
–
–
–
–
–
–
–
–
40
163
24
–
176
–
–
–
403
–
–
–
–
–
–
5
36
13
–
130
–
–
–
184
–
–
–
–
14
–
516
590
202
–
60
–
–
81
–
–
–
–
37
–
47,218
21,951
12,723
47,188
87,496
62,258
52,187
18,596
9,967
49,000
85,625
43,616
586
326,838
569 126,274
107,961
182
2,022
–
13,417
66
2,296
–
3,541
–
314,792
142,576
97,086
1,894
14,590
1,773
4,403
34 244,529 270,429
1,463
1,474 1,105,712 1,106,534
Restructured
Impaired
Total
2016
$m
–
–
–
–
–
–
247
–
–
–
247
2015
$m
–
–
–
–
–
–
94
–
–
–
94
2016
$m
–
–
–
–
11
–
909
–
–
37
957
2015
$m
2016
$m
2015
$m
–
–
–
–
37
–
45,064
19,905
10,878
35,059
75,872
54,889
834 447,039
671
1,717
24 194,013
–
–
50,172
16,601
8,234
37,373
75,694
37,582
449,024
557
2,489
214,964
895 885,107
892,690
Total
872,092
880,758
11,811
10,943
1 Derivative financial instruments, considered impaired, are net of credit valuation adjustments.
2
Individual and collective provisions for credit impairment held in respect of credit related commitments have been reallocated to credit related commitments in this table. Australia includes net
loans and advances for TSO and Group Centre.
3 Mainly comprises trade dated assets and accrued interest.
4 Credit related commitments comprise undrawn facilities and customer contingent liabilities net of collective and individual provisions.
5 Comparative amounts have changed. Refer to note 43 for details.
114
NOTES TO THE FINANCIAL STATEMENTS (continued) 20: Financial Risk Management (continued)
Credit quality of financial assets neither past due nor impaired
The credit quality of financial assets is managed by the Group using internal CCRs based on their current probability of default. The Group’s
masterscales are mapped to external rating agency scales, to enable wider comparisons.
Internal rating
Strong credit profile
Customers that have demonstrated superior stability in their operating and financial performance over the long-term,
and whose debt servicing capacity is not significantly vulnerable to foreseeable events. This rating broadly corresponds
to ratings ‘Aaa’ to ‘Baa3’ and ‘AAA’ to ‘BBB-’ of Moody’s and Standard & Poor’s respectively.
Satisfactory risk
Customers that have consistently demonstrated sound operational and financial stability over the medium to long-term,
even though some may be susceptible to cyclical trends or variability in earnings. This rating broadly corresponds
to ratings ‘Ba2’ to ‘Ba3’ and ‘BB’ to ‘BB-’ of Moody’s and Standard & Poor’s respectively.
Sub-standard but not
past due or impaired
Customers that have demonstrated some operational and financial instability, with variability and uncertainty
in profitability and liquidity projected to continue over the short and possibly medium term. This rating broadly
corresponds to ratings ‘B1’ to ‘Caa’ and ‘B+’ to ‘CCC’ of Moody’s and Standard & Poor’s respectively.
Consolidated
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances1
– Australia
– Institutional
– New Zealand
– Wealth Australia
– Asia Retail & Pacific
Regulatory deposits
Other financial assets2
Credit related commitments3
Total
The Company
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances1
Regulatory deposits
Other financial assets2
Credit related commitments3
Total
Satisfactory risk
Sub-standard
but not past
due or impaired
Strong credit profile
20154
$m
2016
$m
47,171
21,185
12,635
47,009
86,144
60,729
52,139
17,845
9,957
48,898
84,074
42,097
242,876
105,868
73,995
2,022
7,288
1,660
3,214
200,510
227,958
118,799
66,914
1,894
8,007
1,083
3,948
220,815
2016
$m
47
730
15
123
1,266
1,529
58,468
17,800
29,663
–
4,930
574
283
41,500
20154
$m
48
665
6
79
1,351
1,519
61,045
20,813
26,032
–
4,932
657
404
46,681
2016
$m
–
36
73
56
72
–
20154
$m
–
86
4
23
163
–
Total
2016
$m
47,218
21,951
12,723
47,188
87,482
62,258
20154
$m
52,187
18,596
9,967
49,000
85,588
43,616
13,518
1,691
2,541
–
432
62
44
2,438
14,693
2,166
2,192
–
948
33
51
2,899
314,862
125,359
106,199
2,022
12,650
2,296
3,541
244,448
303,696
141,778
95,138
1,894
13,887
1,773
4,403
270,395
912,306
904,428
156,928
164,232
20,963
23,258 1,090,197
1,091,918
Strong credit profile
Satisfactory risk
2016
$m
2015
$m
45,017
19,656
10,790
34,987
74,796
54,864
343,830
452
1,514
161,559
50,126
16,253
8,224
37,322
74,394
37,567
339,549
393
2,159
177,323
2016
$m
47
217
15
17
1,001
25
75,439
166
172
30,498
2015
$m
46
277
6
28
1,114
15
80,488
145
293
35,132
Sub-standard
but not past
due or impaired
2016
$m
–
32
73
55
64
–
14,803
53
31
1,919
2015
$m
–
71
4
23
149
–
17,116
19
37
2,485
Total
2016
$m
2015
$m
45,064
19,905
10,878
35,059
75,861
54,889
434,072
671
1,717
193,976
50,172
16,601
8,234
37,373
75,657
37,582
437,153
557
2,489
214,940
747,465
743,310
107,597
117,544
17,030
19,904
872,092
880,758
Individual and collective provisions for credit impairment held in respect of credit related commitments have been reallocated to credit related commitments in this table.
1
2 Mainly comprises trade dated assets and accrued interest.
3 Credit related commitments comprise undrawn facilities and customer contingent liabilities net of collective and individual provisions.
4 Comparative amounts have changed. Refer to note 43 for details.
115
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS
20: Financial Risk Management (continued)
Ageing analysis of financial assets that are past due but not impaired
Ageing analysis of past due loans is used by the Group to measure and manage emerging credit risks. Financial assets that are past due but
not impaired include those which are assessed, approved and managed on a portfolio basis within a centralised environment (for example
credit cards and personal loans) that can be held on a productive basis until they are 180 days past due, as well as those which are managed
on an individual basis.
A large portion of retail credit exposures, such as residential mortgages, are generally well secured. That is, the value of associated security
is sufficient to cover amounts outstanding.
Consolidated
The Company
As at 30 September 2016
Net loans and advances1
– Australia
– Institutional
– New Zealand
– Wealth Australia
– Asia Retail & Pacific
1–5
days
$m
6–29
days
$m
30–59
days
$m
60–89
days
$m
>90
days
$m
Total
$m
2,330
80
778
–
173
4,112
34
271
–
188
1,634
9
219
–
48
885
10
123
–
52
2,459
29
145
–
70
11,420
162
1,536
–
531
Total
3,361
4,605
1,910
1,070
2,703 13,649
As at 30 September 20152
Net loans and advances1
– Australia
– Institutional
– New Zealand
– Wealth Australia
– Asia Retail & Pacific
Total
Consolidated
1–5
days
$m
6–29
days
$m
30–59
days
$m
60–89
days
$m
>90
days
$m
Total
$m
1,813
14
793
–
165
4,373
108
408
–
182
1,431
8
236
–
57
2,785
5,071
1,732
814
28
115
–
35
992
2,074
35
201
–
68
10,505
193
1,753
–
507
2,378
12,958
1–5
days
$m
2,430
–
–
–
–
–
2,430
1–5
days
$m
1,831
–
–
–
–
–
1,831
6–29
days
$m
4,267
–
–
–
–
–
4,267
6–29
days
$m
4,646
–
–
–
–
–
4,646
30–59
days
$m
1,678
–
–
–
–
–
1,678
60–89
days
$m
>90
days
$m
Total
$m
924
–
–
–
–
–
924
2,512 11,811
–
–
–
–
–
11,811
–
–
–
–
–
2,512
The Company
30–59
days
$m
1,461
–
–
–
–
–
1,461
60–89
days
$m
>90
days
$m
Total
$m
878
–
–
–
–
–
878
2,127 10,943
–
–
–
–
–
10,943
–
–
–
–
–
2,127
Individual and collective provisions for credit impairment held in respect of credit related commitments have been reallocated to credit related commitments in this table.
1
2 Greater granularity in past due loans has resulted in comparative information being restated accordingly.
Estimated value of collateral for all financial assets
Consolidated
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances1
– Australia
– Institutional
– New Zealand
– Wealth Australia
– Asia Retail & Pacific
Regulatory deposits
Other financial assets2
Credit related commitments3
Total
Total value
of collateral
Credit exposure
Unsecured portion
of credit exposure
2016
$m
19,673
149
–
1,791
6,386
1,606
301,332
47,115
101,504
1,241
10,079
–
1,363
49,786
20154
$m
11,770
300
–
1,081
7,829
1,603
284,671
44,554
90,688
1,239
11,581
–
1,351
50,401
2016
$m
47,218
21,951
12,723
47,188
87,496
62,258
326,838
126,274
107,961
2,022
13,417
2,296
3,541
244,529
20154
$m
52,187
18,596
9,967
49,000
85,625
43,616
314,792
142,576
97,086
1,894
14,590
1,773
4,403
270,429
2016
$m
27,545
21,802
12,723
45,397
81,110
60,652
25,506
79,159
6,457
781
3,338
2,296
2,178
194,743
20154
$m
40,417
18,296
9,967
47,919
77,796
42,013
30,121
98,022
6,398
655
3,009
1,773
3,052
220,028
542,025
507,068 1,105,712 1,106,534
563,687
599,466
Individual and collective provisions for credit impairment held in respect of credit related commitments have been reallocated to credit related commitments in this table.
1
2 Mainly comprises trade dated assets and accrued interest.
3 Credit related commitments comprise undrawn facilities and customer contingent liabilities net of collective and individual provisions.
4 Comparative amounts have changed. Refer to note 43 for details.
116
NOTES TO THE FINANCIAL STATEMENTS (continued) 20: Financial Risk Management (continued)
Estimated value of collateral for all financial assets
The Company
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances1
Regulatory deposits
Other financial assets2
Credit related commitments3
Total
Total value
of collateral
Credit exposure
Unsecured portion
of credit exposure
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
19,434
133
–
555
5,882
1,500
355,936
–
923
34,007
11,479
271
–
838
6,886
1,603
340,139
–
1,000
35,414
45,064
19,905
10,878
35,059
75,872
54,889
447,039
671
1,717
194,013
50,172
16,601
8,234
37,373
75,694
37,582
449,024
557
2,489
214,964
25,630
19,772
10,878
34,504
69,990
53,389
91,103
671
794
160,006
38,693
16,330
8,234
36,535
68,808
35,979
108,885
557
1,489
179,550
418,370
397,630
885,107
892,690
466,737
495,060
Individual and collective provisions for credit impairment held in respect of credit related commitments have been reallocated to credit related commitments in this table.
1
2 Mainly comprises trade dated assets and accrued interest.
3 Credit related commitments comprise undrawn facilities and customer contingent liabilities net of collective and individual provisions.
Financial assets that are individually impaired
Consolidated
The Company
Gross
Impaired assets
2016
$m
2015
$m
Individual provision
balance
2016
$m
2015
$m
Gross
Impaired assets
Individual provision
balance
2016
$m
2015
$m
2016
$m
2015
$m
Australia
Derivative financial instruments1
Loans and advances
Credit related commitments2
Subtotal
New Zealand
Derivative financial instruments1
Loans and advances
Credit related commitments2
Subtotal
Asia Pacific, Europe and America
Derivative financial instruments1
Loans and advances
Credit related commitments2
Subtotal
Aggregate
Derivative financial instruments1
Loans and advances
Credit related commitments2
Total
1
1,538
53
1,592
3
389
51
443
10
719
6
735
14
2,646
110
2,770
33
1,446
44
1,523
–
354
13
367
4
641
–
645
37
2,441
57
2,535
–
742
15
757
–
133
14
147
–
403
–
403
–
679
19
698
–
143
4
147
–
216
–
216
–
1,278
29
1,307
–
1,038
23
1,061
1
1,529
52
1,582
–
6
–
6
10
316
–
326
11
1,851
52
1,914
33
1,356
43
1,432
–
20
–
20
4
198
–
202
37
1,574
43
1,654
–
739
15
754
–
3
–
3
–
200
–
200
–
942
15
957
1 Derivative financial instruments considered impaired are net of CVA.
2 Credit related commitments comprise undrawn facilities and customer contingent liabilities.
–
667
19
686
–
7
–
7
–
66
–
66
–
740
19
759
117
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 20: Financial Risk Management (continued)
Market risk (excludes insurance and funds management)
Market Risk stems from ANZ's trading and balance sheet activities
and is the risk to ANZ's earnings arising from changes in interest rates,
foreign exchange rates, credit spreads, volatility, and correlations or
from fluctuations in bond, commodity or equity prices.
ANZ has a detailed market risk management and control framework,
to support its trading and balance sheet activities, which incorporates
an independent risk measurement approach to quantify the
magnitude of market risk within the trading and balance sheet
portfolios. This approach, along with related analysis, identifies
the range of possible outcomes that can be expected over a given
period of time, and establishes the likelihood of those outcomes and
allocates an appropriate amount of capital to support these activities.
Group-wide responsibility for the strategies and policies relating
to the management of market risk lies with the Board Risk Committee.
Responsibility for day to day management of both market risks and
compliance with market risk policy is delegated by the Risk Committee
to the Credit and Market Risk Committee (CMRC) and the Group Asset
and Liability Committee (GALCO). The CMRC, chaired by the Chief Risk
Officer, is responsible for the oversight of market risk. All committees
receive regular reporting on the range of trading and balance sheet
market risks that ANZ incurs.
Within overall strategies and policies, the control of market risk
at the Group level is the joint responsibility of Business Units and
Risk Management, with the delegation of market risk limits from
the Board and CMRC allocated to both Risk Management and the
Business Units.
The management of risk is supported by a comprehensive limit
and policy framework to control the amount of risk that the Group
will accept. Market risk limits are allocated at various levels and are
reported and monitored by Market Risk on a daily basis. The detailed
limit framework allocates individual limits to manage and control asset
classes (eg. interest rates, foreign exchange), risk factors (eg. interest
rates, volatilities) and profit and loss limits (to monitor and manage
the performance of the trading portfolios).
Market risk management and control responsibilities
To facilitate the management, measurement and reporting of market
risk, ANZ has grouped market risk into two broad categories:
a) Traded market risk
This is the risk of loss from changes in the value of financial
instruments due to movements in price factors for both physical and
derivative trading positions. Trading positions arise from transactions
where ANZ acts as principal with customers, financial exchanges
or interbank counterparties.
The principal risk categories monitored are:
} Currency risk is the potential loss arising from the decline in the
value of a financial instrument due to changes in foreign exchange
rates or their implied volatilities.
} Interest rate risk is the potential loss arising from the change in the
value of a financial instrument due to changes in market interest
rates or their implied volatilities.
} Credit spread risk is the potential loss arising from a change in
value of an instrument due to a movement of its margin or spread
relative to a benchmark.
} Commodity risk is the potential loss arising from the decline in the
value of a financial instrument due to changes in commodity prices
or their implied volatilities.
} Equity risk is the potential loss arising from the decline in the value
of a financial instrument due to changes in equity prices or their
implied volatilities.
b) Non-traded market risk (or balance sheet risk)
This comprises the management of non-traded interest rate risk,
liquidity, and the risk to the Australian dollar denominated value
of the Group’s capital and earnings as a result of foreign exchange
rate movements.
Some instruments that do not fall into either category also expose
ANZ to market risk. These include equity securities classified
as available-for-sale financial assets.
Value at Risk (VaR) measure
A key measure of market risk is Value at Risk (VaR). VaR is a statistical
estimate of the possible daily loss and is based on historical
market movements.
ANZ measures VaR at a 99% confidence interval. This means that
there is a 99% chance that the loss will not exceed the VaR estimate
on any given day.
The Group’s standard VaR approach for both traded and non-traded
risk is historical simulation. The Group calculates VaR using historical
changes in market rates, prices and volatilities over the previous
500 business days. Traded and non-traded VaR is calculated using
a one-day holding period.
It should be noted that because VaR is driven by actual historical
observations, it is not an estimate of the maximum loss that the
Group could experience from an extreme market event. As a result
of this limitation, the Group utilises a number of other risk measures
(such as stress testing) and risk sensitivity limits to measure and
manage market risk.
118
NOTES TO THE FINANCIAL STATEMENTS (continued) 20: Financial Risk Management (continued)
Traded Market Risk
Below are the aggregate Value at Risk (VaR) exposures at a 99% confidence level covering both physical and derivative trading positions for the
Bank’s principal trading centres.
30 September 2016
30 September 2015
Consolidated
Value at risk at 99% confidence
Foreign exchange
Interest rate
Credit
Commodity
Equity
Diversification benefit
The Company
Value at risk at 99% confidence
Foreign exchange
Interest rate
Credit
Commodity
Equity
Diversification benefit
As at
$m
4.0
4.7
3.3
2.5
0.5
(6.8)
8.2
As at
$m
4.4
4.7
3.0
2.5
0.5
(6.3)
8.8
High for
year
$m
Low for
year
$m
Average for
year
$m
11.4
20.1
4.6
2.8
2.0
n/a
25.4
2.2
4.1
2.2
1.1
0.1
n/a
6.1
5.2
9.1
3.2
1.7
0.2
(6.2)
13.2
30 September 2016
High for
year
$m
Low for
year
$m
Average for
year
$m
11.4
17.6
4.0
2.8
2.0
n/a
23.2
2.5
3.9
2.0
1.1
0.1
n/a
5.7
5.3
8.3
2.9
1.7
0.2
(6.2)
12.2
As at
$m
5.0
10.1
3.5
1.6
2.5
(6.0)
16.7
As at
$m
5.2
8.5
3.1
1.6
2.5
(5.8)
15.1
High for
year
$m
Low for
year
$m
Average for
year
$m
18.2
20.2
5.4
3.6
6.3
n/a
19.7
2.8
4.8
2.9
1.3
0.1
n/a
6.9
7.9
9.3
3.8
2.4
1.1
(13.2)
11.3
30 September 2015
High for
year
$m
Low for
year
$m
Average for
year
$m
18.3
19.7
4.7
3.6
6.3
n/a
19.3
2.8
4.7
2.6
1.3
0.1
n/a
6.7
8.0
8.8
3.6
2.4
1.1
(12.8)
11.1
VaR is calculated separately for foreign exchange, interest rate, credit, commodity and equities and for the Group. The diversification
benefit reflects the historical correlation between these products. Electricity commodities risk is measured under the standard approach
for regulatory purposes.
To supplement the VaR methodology, ANZ applies a wide range of stress tests, both on individual portfolios and at a Group level. ANZ‘s
stress-testing regime provides senior management with an assessment of the financial impact of identified extreme events on market risk
exposures of ANZ. Standard stress tests are applied on a daily basis and measure the potential loss arising from applying extreme market
movements to individual and groups of individual market factors. Extraordinary stress tests are applied daily and measure the potential
loss arising as a result of scenarios generated from major financial market events.
Non-traded Market Risk (Balance Sheet Risk)
The principal objectives of balance sheet management are to maintain acceptable levels of interest rate and liquidity risk to mitigate the
negative impact of movements in interest rates on the earnings and market value of the Group’s banking book, while ensuring the Group
maintains sufficient liquidity to meet its obligations as they fall due.
119
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 20: Financial Risk Management (continued)
Interest rate risk
The objective of balance sheet interest rate risk management is to secure stable and optimal net interest income over both the short
(next 12 months) and long-term. Non-traded interest rate risk relates to the potential adverse impact of changes in market interest rates on the
Group’s future net interest income. This risk arises from two principal sources: mismatches between the repricing dates of interest bearing assets
and liabilities; and the investment of capital and other non-interest bearing liabilities in interest bearing assets. Interest rate risk is reported using
various techniques including VaR and scenario analysis (to a 1% shock).
a) VaR non-traded interest rate risk
The repricing assumptions used to determine the VaR and 1% rate shock have been independently validated. Below are aggregate VaR figures
covering non-traded interest rate risk.
Consolidated
Value at risk at 99% confidence
Australia
New Zealand
Asia Pacific, Europe and America
Diversification benefit
The Company
Value at risk at 99% confidence
Australia
New Zealand
Asia Pacific, Europe and America
Diversification benefit
30 September 2016
High for
year
$m
Low for
year
$m
Avg for
year
$m
40.6
11.4
17.3
n/a
44.7
28.0
8.8
14.4
n/a
31.3
33.7
10.0
15.8
(22.9)
36.6
30 September 2016
High for
year
$m
Low for
year
$m
Avg for
year
$m
40.6
0.1
16.8
n/a
43.9
28.0
0.0
14.0
n/a
29.4
33.7
0.1
15.3
(13.2)
35.9
As at
$m
38.4
11.4
14.7
(24.0)
40.5
As at
$m
38.4
0.1
14.6
(9.2)
43.9
30 September 2015
High for
year
$m
Low for
year
$m
38.5
11.4
14.4
n/a
37.4
21.2
8.9
7.9
n/a
28.6
30 September 2015
High for
year
$m
Low for
year
$m
38.5
0.2
13.9
n/a
39.2
21.2
0.0
6.8
n/a
21.3
As at
$m
25.4
9.7
14.4
(16.8)
32.7
As at
$m
25.4
0.0
13.9
(11.2)
28.1
Avg for
year
$m
27.2
10.2
10.4
(14.8)
33.0
Avg for
year
$m
27.2
0.1
9.9
(7.9)
29.3
VaR is calculated separately for the Australia, New Zealand and APEA geographies, as well as for the Group.
To supplement the VaR methodology, ANZ applies a wide range of stress tests, both on individual portfolios and at Group level. ANZ’s stress testing
regime provides senior management with an assessment of the financial impact of identified extreme events on market risk exposures of ANZ.
b) Scenario Analysis – a 1% shock on the next 12 months’ net interest income
A 1% overnight parallel positive shift in the yield curve is modelled to determine the potential impact on net interest income over the
succeeding 12 months. This is a standard risk measure which assumes the parallel shift is reflected in all wholesale and customer rates.
The figures in the table below indicate the outcome of this risk measure for the current and previous financial years – expressed as a percentage
of reported net interest income. The sign indicates the nature of the rate sensitivity with a positive number signifying that a rate increase
is positive for net interest income over the next 12 months.
Impact of 1% rate shock
As at period end
Maximum exposure
Minimum exposure
Average exposure (in absolute terms)
Consolidated
The Company
2016
2015
2016
2015
0.37%
0.48%
0.00%
0.21%
0.61%
1.36%
0.45%
0.93%
0.85%
0.91%
0.01%
0.40%
0.86%
1.74%
0.86%
1.19%
The extent of mismatching between the repricing characteristics and timing of interest bearing assets and liabilities at any point has implications
for future net interest income. On a global basis, the Group quantifies the potential variation in future net interest income as a result of these
repricing mismatches.
The repricing gaps themselves are constructed based on contractual repricing information. However, for those assets and liabilities where the
contractual term to repricing is not considered to be reflective of the actual interest rate sensitivity (for example, products priced at the Group’s
discretion), a profile based on historically observed and/or anticipated rate sensitivity is used. This treatment excludes the effect of basis risk
between customer pricing and wholesale market pricing.
120
NOTES TO THE FINANCIAL STATEMENTS (continued) 20: Financial Risk Management (continued)
Equity securities classified as available-for-sale
The portfolio of financial assets, classified as available-for-sale for
measurement and financial reporting purposes, also contains equity
investment holdings which predominantly comprise investments
held for longer term strategic reasons. These equity investments
are also subject to market risk which is not captured by the VaR
measures for traded and non-traded market risks. Regular reviews
are performed to substantiate valuation of the investments within
the portfolio and the equity investments are regularly reviewed
by management for impairment. The fair value of the equity
securities can fluctuate.
The balance of available-for-sale equity securities for the Group
amounts to $855 million (2015: $51 million) and $832 million (2015:
$30 million) for the Company. Included in this is the $795 million
investment in the Bank of Tianjin (BoT) that ceased equity accounting
during the period.
Foreign currency risk – structural exposures
The investment of capital in foreign operations, such as branches,
subsidiaries or associates with functional currencies other than the
Australian Dollar, exposes the Group to the risk of changes in foreign
exchange rates.
The main operating (or functional) currencies of Group entities
are the Australian Dollar, the New Zealand Dollar and the US Dollar,
with a number of overseas undertakings operating in various other
currencies. The Group presents its consolidated financial statements
in Australian Dollars, as the Australian Dollar is the dominant
currency. The Group’s consolidated balance sheet is therefore affected
by exchange differences between the Australian Dollar and functional
currencies of foreign operations. Variations in the value of these
overseas operations arising as a result of exchange differences
are reflected in the foreign currency translation reserve in equity.
The Group routinely monitors this risk and conducts hedging, where
it is expected to add shareholder value, in accordance with approved
policies. The Group’s exposures to structural foreign currency risks
are managed with the primary objective of ensuring, where practical,
that the consolidated capital ratios are neutral to the effect of
changes in exchange rates.
Selective hedges were in place during the 2016 and 2015 financial
years. For details on the hedging instruments used and effectiveness
of hedges of net investments in foreign operations, refer to note 13
to these financial statements. The Group’s economic hedges against
New Zealand Dollar and US Dollar revenue streams are included
within ‘Trading derivatives’ at note 13.
Liquidity Risk (Excludes Insurance and Funds Management)
Liquidity risk is the risk that the Group is unable to meet its payment
obligations as they fall due, including repaying depositors or
maturing wholesale debt, or that the Group has insufficient capacity
to fund increases in assets. The timing mismatch of cash flows and
the related liquidity risk is inherent in all banking operations and
is closely monitored by the Group.
The Group’s liquidity and funding risks are governed by a set of
principles which are approved by the ANZ Board Risk Committee.
Following the global financial crisis, the framework was reviewed
and updated. The following key components underpin the
overall framework:
} Maintaining the ability to meet all payment obligations in the
immediate term;
} Ensuring that the Group has the ability to meet ‘survival horizons’
under a range of ANZ specific and general market liquidity stress
scenarios, at the site and Group-wide level, to meet cash flow
obligations over the short to medium term;
} Maintaining strength in the Group’s balance sheet structure to
ensure long term resilience in the liquidity and funding risk profile;
} Ensuring the liquidity management framework is compatible
with local regulatory requirements;
} Preparation of daily liquidity reports and scenario analysis,
quantifying the Group’s positions;
} Targeting a diversified funding base, avoiding undue
concentrations by investor type, maturity, market source
and currency;
} Holding a portfolio of high quality liquid assets to protect
against adverse funding conditions and to support day-to-day
operations; and
} Establishing detailed contingency plans to cover different liquidity
crisis events.
Management of liquidity and funding risks are overseen by the
Group Asset and Liability Committee (GALCO).
121
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 20: Financial Risk Management (continued)
The Group’s approach to liquidity risk management incorporates
two key components:
Scenario Modelling of Funding Sources
ANZ’s liquidity risk appetite is defined by the ability to meet a range
of regulatory and internal liquidity metrics mandated by the Board.
The metrics cover a range of scenarios of varying duration and level
of severity. This framework:
} Provides protection against shorter-term but more extreme market
dislocations and stresses.
} Maintains structural strength in the balance sheet by ensuring
an appropriate amount of longer-term assets are funded with
longer-term funding.
} Ensures no undue timing concentrations exist in the Group’s
funding profile.
A key component of this framework is the Liquidity Coverage Ratio
(LCR) which was implemented in Australia on 1 January 2015. The
LCR is a severe short term liquidity stress scenario, introduced as part
of the Basel 3 international framework for liquidity risk measurement,
standards and monitoring. As part of meeting the LCR requirements,
ANZ has a Committed Liquidity Facility (CLF) with the Reserve Bank
of Australia (RBA). The CLF has been established as a solution to a High
Quality Liquid Asset (HQLA) shortfall in the Australian marketplace
and provides an alternative form of RBA-qualifying liquid assets.
The total amount of the CLF available to a qualifying ADI is set
annually by APRA.
Liquid Assets
The Group holds a portfolio of high quality unencumbered liquid
assets in order to protect the Group’s liquidity position in a severely
stressed environment, as well as to meet regulatory requirements.
High quality liquid assets comprise three categories, with the
definitions consistent with Basel 3 LCR:
} Highest-quality liquid assets (HQLA1): Cash, highest credit quality
government, central bank or public sector securities eligible for
repurchase with central banks to provide same-day liquidity.
} High-quality liquid assets (HQLA2): High credit quality government,
central bank or public sector securities, high quality corporate debt
securities and high quality covered bonds eligible for repurchase
with central banks to provide same-day liquidity.
} Alternative liquid assets (ALA): Assets qualifying as collateral
for the CLF and eligible securities listed by the Reserve Bank
of New Zealand (RBNZ).
The Group monitors and manages the composition of liquid assets
to ensure diversification by asset class, counterparty, currency and
tenor. Minimum levels of liquid assets held are set annually based on
a range of ANZ specific and general market liquidity stress scenarios
such that potential cash flow obligations can be met over the short
to medium term, and holdings are appropriate to existing and future
business activities, regulatory requirements and in line with the
approved risk appetite.
Market Values Post Discount
HQLA13
HQLA2
Internal Residential Mortgage Backed Securities (Australia)3
Internal Residential Mortgage Backed Securities (New Zealand)4
Other ALA5
Total Liquid Assets
Cash flows modelled under stress scenario
Cash outflows
Cash inflows
Net cash outflows
Average For Year1
2016
$b
118.5
3.7
35.2
1.3
18.1
176.8
181.9
41.1
140.8
2015
$b2
97.3
3.2
38.8
2.1
16.1
157.5
172.1
42.9
129.2
Liquidity Coverage Ratio (%)6
126%
122%
1 Average for year, calculated as prescribed per APRA Prudential Regulatory Standard (APS 210 Liquidity) and consistent with APS 330 requirements.
2 Calculation based on 9-month average given LCR implementation on 1 January 2015.
3 RBA open repo arrangement netted down from CLF, with a corresponding increase in HQLA.
4 New Zealand LCR surplus is excluded from NZ internal RMBS, consistent with APS 330 treatment.
5 Comprised of assets qualifying as collateral for the CLF, excluding internal RMBS, up to approved facility limit; and any liquid assets contained in the RBNZ's Liquidity Policy - Annex: Liquidity
Assets - Prudential Supervision Department Document BS13A12.
6 All currency Group LCR.
122
NOTES TO THE FINANCIAL STATEMENTS (continued)
20: Financial Risk Management (continued)
Liquidity Crisis Contingency Planning
The Group maintains APRA-endorsed liquidity crisis contingency
plans defining an approach for analysing and responding to
a liquidity threatening event at a country and Group-wide level.
To align with the enhanced liquidity scenario analysis framework,
crisis management strategies are assessed against the Group’s
crisis stress scenarios.
The framework is compliant with APRA’s key liquidity contingency
crisis planning requirements and guidelines and includes:
} The establishment of crisis severity/stress levels;
} Clearly assigned crisis roles and responsibilities;
} Early warning signals indicative of an approaching crisis, and
mechanisms to monitor and report these signals;
} Crisis Declaration Assessment processes, and related escalation
triggers set against early warning signals;
} Outlined action plans, and courses of action for altering asset
and liability behaviour;
} Procedures for crisis management reporting, and making up
cash-flow shortfalls;
} Guidelines determining the priority of customer relationships
in the event of liquidity problems; and
} Assigned responsibilities for internal and external communications.
Regulatory Change
The Basel 3 Liquidity requirements changes include the introduction
of two liquidity ratios to measure liquidity risk; (i) the Liquidity
Coverage Ratio (LCR) which went live on 1st January 2015 and (ii)
the Net Stable Funding Ratio (NSFR).
The Basel 3 NSFR standard was released in October 2014. APRA
released their NSFR consultation papers and draft standards in March
and September 2016 which confirmed that the NSFR will become
a minimum requirement on 1 January 2018. In the draft standards,
APRA also proposed that they may require an ADI to maintain a higher
minimum than the stated 100% where APRA considers it appropriate
to do so. As part of managing future liquidity requirements, ANZ
monitors the NSFR ratio in its internal reporting and is well placed
to meet this requirement.
Group Funding
ANZ manages its funding profile using a range of funding metrics
and balance sheet disciplines. This approach is designed to ensure
that an appropriate proportion of the Group’s assets are funded
by stable funding sources including core customer deposits,
longer-dated wholesale funding (with a remaining term exceeding
one year) and equity.
The Group’s global wholesale funding strategy is designed to
deliver a sustainable portfolio of wholesale funds that balances
cost efficiency against prudent diversification and duration.
Funding plans and performance relative to those plans are reported
regularly to senior management via the Group Asset and Liability
Committee (GALCO). These plans address customer balance sheet
growth and changes in wholesale funding including, targeted
funding volumes, markets, investors, tenors and currencies for
senior, secured, subordinated and hybrid transactions. Plans are
supplemented with a monthly forecasting process which reviews
the funding position to-date in light of market conditions and
balance sheet requirements.
Funding plans are generated through the three-year strategic planning
process and further refined by the annual funding plan and approved
by the Board. Asset and deposit plans are submitted at the business
segment level with the wholesale funding requirements then derived
at the geographic level. To the extent that asset growth exceeds
funding generated from customer deposits, additional wholesale
funds are sourced.
Short-term wholesale funding requirements, with a contractual
maturity of less than one year, are managed through Group
Treasury and local Markets operations. Long-term wholesale funding
is managed and executed through Group Treasury operations
in Australia and New Zealand.
Funding Position 2016
ANZ targets a diversified funding base, avoiding undue concentrations
by investor type, maturity, market source and currency.
$32.1 billion of term wholesale debt (excluding Additional Tier 1
Capital) with a remaining term greater than one year as at
30 September 2016 was issued during the financial year ending
30 September 2016 (2015: $18.8 billion). The weighted average
tenor of new term debt was 5.5 years (2015: 4.9 years). In addition,
$2.9 billion of Additional Tier 1 Capital Issuance took place during
the year.
123
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 20: Financial Risk Management (continued)
The following tables show the Group’s funding composition as at 30 September:
Customer deposits and other liabilities1
Australia
International
New Zealand
Asia Retail & Pacific
Wealth Australia
TSO and Group Centre1
Customer deposits
Other Funding liabilities2
Total customer liabilities (funding)
Wholesale funding3
Debt issuances4
Subordinated debt
Certificates of deposit
Commercial paper
Other wholesale borrowings5, 6
Total wholesale funding
Shareholders' equity
Total Funding
Funded Assets
Other short term assets and trade finance assets7
Liquids6
Short term funded assets
Lending and fixed assets8
Total Funded Assets
Funding Liabilities3,4,6
Other short term liabilities
Short term funding9
Term funding < 12 months9
Other customer deposits1,10
Total short term funding liabilities
Stable customer deposits1,11
Term funding > 12 months
Shareholders' equity and hybrid debt
Total Stable Funding
Total Funding
2016
$m
2015
$m
187,640
171,122
72,818
22,814
343
(5,114)
449,623
14,531
464,154
177,293
183,040
64,890
24,355
367
(5,361)
444,584
14,346
458,930
91,080
21,964
61,429
19,349
65,442
93,347
17,009
63,446
22,987
44,558
259,264
241,347
57,927
57,353
781,345
757,630
2016
$m
2015
$m
65,800
161,302
227,102
554,243
781,345
78,879
135,496
214,375
543,255
757,630
48,806
69,028
23,668
79,597
27,863
73,261
28,138
88,288
221,099
217,550
402,146
90,708
67,392
560,246
781,345
387,988
87,316
64,776
540,080
757,630
Includes term deposits, other deposits and an adjustment recognised in Group Centre to eliminate Wealth Australia investments in ANZ deposit products.
Includes interest accruals, payables and other liabilities, provisions and net tax provisions, excluding other liabilities in Wealth Australia.
Excludes liability for acceptances as they do not provide net funding.
Excludes term debt issued externally by Wealth Australia which matured during the September 2016 full year.
Includes borrowings from banks, net derivative balances, special purpose vehicles and other borrowing
1
2
3
4
5
6 RBA open-repo arrangement netted down by the exchange settlement account cash balance.
7
8
9 Prior period has been restated to reclassify items between Short term funding and Term funding less than 12 months.
10 Total customer liabilities (funding) plus Central Bank deposits less Stable customer deposits.
11 Stable customer deposits represent operational type deposits or those sourced from retail / business / corporate customers and the stable component of Other funding liabilities.
Includes short-dated assets such as trading securities, available-for-sale securities, trade dated assets and trade finance loans.
Excludes trade finance loans.
124
NOTES TO THE FINANCIAL STATEMENTS (continued) 20: Financial Risk Management (continued)
Contractual maturity analysis of the Group’s liabilities
The table below analyses the Group and Company’s contractual liabilities, within relevant maturity groupings based on the earliest date on
which the Group or Company may be required to pay. The amounts represent principal and interest cash flows and hence may differ compared
to the amounts reported on the balance sheet.
It should be noted that this is not how the Group manages its liquidity risk. The management of this risk is detailed above.
Contractual maturity analysis of financial liabilities at 30 September:
Consolidated at 30 September 2016
Collateral received
Settlement balances owed by ANZ
Deposits and other borrowings
Deposits from banks
Certificates of deposit
Term deposits
Other deposits interest bearing
Deposits not bearing interest
Commercial paper
Borrowing corporation debt
Other borrowing
Liability for acceptances
Debt issuances2
Subordinated debt2,3
Policyholder liabilities
External unit holder liabilities (life insurance funds)
Derivative liabilities (trading)4
Derivative assets and liabilities (balance sheet management)
– funding
Receive leg
Pay leg
– other balance sheet management
Receive leg
Pay leg
Consolidated at 30 September 2015
Collateral received
Settlement balances owed by ANZ
Deposits and other borrowings
Deposits from banks
Certificates of deposit
Term deposits
Other deposits interest bearing
Deposits not bearing interest
Commercial paper
Borrowing corporation debt
Other borrowing
Liability for acceptances
Debt issuances2
Subordinated debt2,3
Policyholder liabilities
External unit holder liabilities (life insurance funds)
Derivative liabilities (trading)4
Derivative assets and liabilities (balance sheet management)
– funding
Receive leg
Pay leg
– other balance sheet management
Receive leg
Pay leg
Less than
3 months1
$m
6,386
10,625
54,687
27,422
137,252
234,903
20,895
7,064
627
514
569
9,330
1,727
35,910
3,333
73,592
3 to 12
months
$m
–
–
2,650
20,650
49,953
161
–
12,325
703
–
–
15,188
5,160
1
–
–
1 to
5 years
$m
–
–
5
14,120
7,039
16
–
–
246
–
–
59,923
9,040
29
–
–
After
5 years
$m
–
–
–
80
384
–
–
–
–
–
–
13,958
11,448
15
–
–
No
maturity
specified
$m
–
–
–
–
–
–
–
–
–
–
–
–
–
190
–
–
Total
$m
6,386
10,625
57,342
62,272
194,628
235,080
20,895
19,389
1,576
514
569
98,399
27,375
36,145
3,333
73,592
(35,443)
35,927
(26,506)
25,920
(85,478)
84,703
(31,163)
31,221
(13,169)
13,362
(9,529)
10,165
(14,494)
16,399
(6,610)
8,168
–
–
–
–
(178,590)
177,771
(43,802)
48,094
Less than
3 months1
$m
7,829
11,250
35,422
31,333
142,342
227,685
19,014
13,130
571
790
1,371
7,994
517
34,965
3,291
68,309
3 to 12
months
$m
–
–
3,591
16,515
47,843
404
–
9,868
782
–
–
22,138
493
3
–
–
1 to
5 years
$m
–
–
36
16,551
7,105
1,246
–
–
300
–
–
61,800
11,288
40
–
–
After
5 years
$m
–
–
–
95
48
–
–
–
–
–
–
10,657
9,425
21
–
–
No
maturity
specified
$m
–
–
–
–
–
–
–
–
–
–
–
–
–
372
–
–
Total
$m
7,829
11,250
39,049
64,494
197,338
229,335
19,014
22,998
1,653
790
1,371
102,589
21,723
35,401
3,291
68,309
(24,585)
22,439
(35,207)
31,710
(95,440)
85,900
(19,556)
18,179
(8,445)
8,512
(8,456)
8,882
(11,667)
12,944
(4,654)
5,956
–
–
–
–
(174,788)
158,228
(33,222)
36,294
Includes at call instruments.
1
2 Any callable wholesale debt instruments have been included at their next call date. Prior period interest cash flows revised to improve comparability.
3
4 The full mark-to-market of derivative liabilities held for trading purposes has been included in the ‘less than 3 months’ category.
Includes instruments that may be settled in cash or in equity, at the option of the Company, and perpetual investments at next call date.
125
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 20: Financial Risk Management (continued)
The Company at 30 September 2016
Collateral received
Settlement balances owed by ANZ
Deposits and other borrowings
Deposits from banks
Certificates of deposit
Term deposits
Other deposits interest bearing
Deposits not bearing interest
Commercial paper
Other borrowing
Liability for acceptances
Debt issuances2
Subordinated debt2,3
Derivative liabilities (trading)4
Derivative assets and liabilities (balance sheet management)
– funding
Receive leg
Pay leg
– other balance sheet management
Receive leg
Pay leg
The Company at 30 September 2015
Collateral received
Settlement balances owed by ANZ
Deposits and other borrowings
Deposits from banks
Certificates of deposit
Term deposits
Other deposits interest bearing
Deposits not bearing interest
Commercial paper
Other borrowing
Liability for acceptances
Debt issuances2
Subordinated debt2,3
Derivative liabilities (trading)4
Derivative assets and liabilities (balance sheet management)
– funding
Receive leg
Pay leg
– other balance sheet management
Receive leg
Pay leg
Less than
3 months1
$m
5,882
9,079
53,898
26,380
114,553
190,476
11,096
6,057
151
321
6,895
1,701
65,086
3 to 12
months
$m
–
–
2,638
19,889
30,632
155
–
8,203
–
–
13,350
5,075
–
1 to
5 years
$m
–
–
5
14,121
3,415
1
–
–
–
–
47,033
7,460
–
After
5 years
$m
–
–
–
80
383
–
–
–
–
–
10,798
11,393
–
(26,326)
26,417
(21,615)
20,898
(70,816)
69,047
(25,136)
25,038
(5,137)
5,224
(5,336)
5,694
(9,940)
11,544
(5,833)
7,386
No
maturity
specified
$m
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Less than
3 months1
$m
6,886
9,901
34,981
30,967
122,123
186,387
9,971
10,419
344
649
5,332
489
61,853
3 to 12
months
$m
–
–
3,506
16,395
29,927
311
–
8,063
–
–
19,213
407
–
1 to
5 years
$m
–
–
23
16,576
3,640
644
–
–
–
–
49,483
9,677
–
After
5 years
$m
–
–
–
95
49
–
–
–
–
–
9,389
9,307
–
No
maturity
specified
$m
–
–
–
–
–
–
–
–
–
–
–
–
–
Total
$m
5,882
9,079
56,541
60,470
148,983
190,632
11,096
14,260
151
321
78,076
25,629
65,086
(143,893)
141,400
(26,246)
29,848
Total
$m
6,886
9,901
38,510
64,033
155,739
187,342
9,971
18,482
344
649
83,417
19,880
61,853
(16,618)
14,935
(25,127)
22,118
(66,311)
58,353
(15,707)
14,527
(6,820)
6,885
(4,962)
5,204
(6,673)
7,611
(3,876)
5,163
–
–
–
–
(123,763)
109,933
(22,331)
24,863
1 Includes at call instruments.
2 Any callable wholesale debt instruments have been included at their next call date. Prior period interest cash flows revised to improve comparability.
3
4 The full mark-to-market of derivative liabilities held for trading purposes has been included in the ‘less than 3 months’ category.
Includes instruments that may be settled in cash or in equity, at the option of the Company, and perpetual investments at next call date.
Credit related contingencies
Undrawn facilities and issued guarantees comprise the nominal principal amounts of commitments, contingencies and other undrawn facilities
and represents the maximum liquidity at risk position should all facilities extended be drawn.
The majority of undrawn facilities are subject to customers maintaining specific credit and other requirements or conditions. Many of these
facilities are expected to be partially used, whereas others may never be required to be drawn upon. As such, the total of the nominal principal
amounts is not necessarily representative of future liquidity risks or future cash requirements.
126
NOTES TO THE FINANCIAL STATEMENTS (continued) 20: Financial Risk Management (continued)
The tables below analyse the Group’s and Company’s undrawn facilities and issued guarantees into relevant maturity groupings based on the
earliest date on which ANZ may be required to pay.
Less than
1 year
$m
207,410
37,779
Less than
1 year
$m
230,794
40,335
Consolidated
More than
1 year
$m
Total
$m
–
–
207,410
37,779
Consolidated
More than
1 year
$m
Total
$m
–
–
230,794
40,335
Less than
1 year
$m
161,178
33,343
Less than
1 year
$m
180,847
34,693
The Company
More than
1 year
$m
Total
$m
–
–
161,178
33,343
The Company
More than
1 year
$m
Total
$m
–
–
180,847
34,693
Enterprise Operational Risk is responsible for exercising governance
over operational risk through the management of the operational
risk framework, policy development, framework assurance,
operational risk measurement and capital allocations and reporting
of operational risk issues to executive committees.
The integration of the Operational Risk Measurement and
Management and Compliance Frameworks, supported by common
policies, procedures and tools allows for a simple and consistent
way to identify, assess, measure and monitor risks across ANZ.
In line with industry practice, ANZ obtains insurance cover from
third party and captive providers to cover those operational risks
where cost-effective premiums can be obtained. In conducting
their business, Business Units are advised to act as if uninsured
and not to use insurance as a guaranteed mitigation for operational
risk. Business disruption is a critical risk to a bank’s ability to operate,
so ANZ has comprehensive business continuity, recovery and
crisis management plans. The intention of the business continuity
and recovery plans is to ensure critical business functions can be
maintained, or restored in a timely fashion, in the event of material
disruptions arising from internal or external events.
Enterprise Operational Risk is responsible for maintaining
ANZ’s Advanced Measurement Approach (AMA) for operational
risk. Operational risk capital is held to protect depositors and
shareholders of the bank from rare and severe unexpected losses.
ANZ maintains and calculates operational risk capital (including
regulatory and economic capital), on at least a six monthly basis.
The capital is calculated using external loss data, internal loss data
and scenarios as a direct input and risk registers as an indirect input.
30 September 2016
Undrawn facilities
Issued guarantees
30 September 2015
Undrawn facilities
Issued guarantees
Life insurance risk
Although not a significant contributor to the Group’s balance sheet, the
Group’s insurance businesses give rise to unique risks which are managed
separately from the Group’s banking businesses. The nature of these risks
and the manner in which they are managed is set out in note 37.
Operational risk management
Within ANZ, operational risk is defined as the risk of loss resulting
from inadequate or failed internal processes, people and systems
or from external events. This definition includes legal risk, and the
risk of reputational loss or damage arising from inadequate or failed
internal processes, people and systems, but excludes strategic risk.
The objective of operational risk management is to ensure that risks
are identified, assessed, measured, evaluated, treated, monitored and
reported in a structured environment with appropriate governance
and oversight. ANZ does not expect to eliminate all risks. Rather
it seeks to ensure that its residual risk exposure is managed as low
as reasonably practical based on a sound risk/reward analysis in
the context of an international financial institution.
The ANZ Board has delegated its powers to the Risk Committee
to approve the ANZ Operational Risk Framework which is in
accordance with Australian Prudential Standard APS 115 Capital
Adequacy: Advanced Measurement Approaches to Operational Risk.
The Operational Risk Executive Committee (OREC) is the primary
senior executive management committee responsible for oversight
of ANZ’s Risk Profile. The purpose of OREC is to assist the Board
Risk Committee in the effective discharge of its responsibilities
for operational risk management and the management of the
compliance obligations of ANZBGL and its controlled entities.
Divisional Risk Committees and Business Unit Risk Forums
manage and maintain oversight of operational and compliance
risks supported by thresholds for escalation and monitoring
which is used to inform and support senior management strategic
business decision making. Day to day management of operational
and compliance risk is the accountability of every employee.
Business Units undertake operational risk activities as part
of this accountability. Divisional risk personnel provide oversight
of operational risk undertaken in the Business Units.
127
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 21: Fair value of financial assets and financial liabilities
A significant number of financial instruments are carried on the balance sheet at fair value. The following disclosures set out the classification
of financial assets and financial liabilities and in respect of the fair value either recognised or disclosed, the various levels within which fair
value measurements are categorised, and the valuation methodologies and techniques used. The fair value disclosure does not cover those
instruments that are not considered financial instruments from an accounting perspective, such as intangible assets.
Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants
at the measurement date. The determination of the fair value of financial instruments is fundamental to the financial reporting framework
as all financial instruments are recognised initially at fair value and, with the exception of those financial instruments carried at amortised
cost, are remeasured at fair value in subsequent periods.
On initial recognition, the best evidence of a financial instrument’s fair value is the transaction price. However, in certain circumstances the
initial fair value may be based on other observable current market transactions in the same instrument, without modification or repackaging,
or on a valuation technique whose variables include only data from observable markets. For those financial instruments where the fair value
at initial recognition would be based on unobservable inputs, the difference between the transaction price and the amount which would
have been determined using a valuation technique (being the day one gain or loss) is not immediately recognised in the income statement.
Subsequent to initial recognition, the fair value of financial instruments measured at fair value is based on quoted market prices, where
available. In cases where quoted market prices are not available, fair value is determined using market accepted valuation techniques that
employ observable data. In limited cases where observable market data is not available, the input is estimated based on other observable
market data, historical trends and other factors that may be relevant.
In the tables below, financial instruments have been allocated based on their accounting classification. The significant accounting policies
in note 1 describe how the categories of financial assets and financial liabilities are measured and how income and expenses, including fair
value gains and losses, are recognised.
(i) CLASSIFICATION OF FINANCIAL ASSETS AND FINANCIAL LIABILITIES
The following tables set out the classification of financial asset and liability categories according to measurement bases together with their
carrying amounts as reported on the balance sheet.
At amortised
cost
At fair value through profit or loss
Hedging
Available-for-
sale assets
Total
Consolidated 30 September 2016
Financial assets
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments1
Available-for-sale assets
Net loans and advances2
Regulatory deposits
Investments backing policy liabilities
Other financial assets
Financial liabilities
Settlement balances owed by ANZ
Collateral received
Deposits and other borrowings
Derivative financial instruments1
Policy liabilities3
External unit holder liabilities (life insurance funds)
Payables and other liabilities
Debt issuances
Subordinated debt
Designated
on initial
recognition
$m
–
–
–
–
–
–
397
–
35,656
–
36,053
–
–
5,193
–
35,955
3,333
–
2,192
–
46,673
$m
48,675
21,951
12,723
–
–
–
575,440
2,296
–
4,198
665,283
10,625
6,386
583,002
–
190
–
6,485
88,888
21,964
717,540
Held for
trading
$m
–
–
–
47,188
83,787
–
15
–
–
–
Sub-total
$m
–
–
–
47,188
83,787
–
412
–
35,656
–
130,990
167,043
–
–
–
85,174
–
–
2,380
–
–
87,554
–
–
5,193
85,174
35,955
3,333
2,380
2,192
–
134,227
$m
$m
$m
–
–
–
–
3,709
–
–
–
–
–
3,709
–
–
–
3,551
–
–
–
–
–
3,551
–
–
–
–
–
63,113
–
–
–
–
63,113
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
48,675
21,951
12,723
47,188
87,496
63,113
575,852
2,296
35,656
4,198
899,148
10,625
6,386
588,195
88,725
36,145
3,333
8,865
91,080
21,964
855,318
1 Derivative financial instruments classified as ‘held for trading’ include derivatives entered into as economic hedges which are not designated as accounting hedges.
2 Fair value hedging is applied to financial assets within net loans and advances. The resulting fair value hedge adjustments mean that the carrying value differs from the amortised cost.
Includes life insurance contract liabilities of $190 million (2015: $372 million) measured in accordance with AASB 1038 Life Insurance Contracts and life investment contract liabilities
3
of $35,955 million (2015: $35,029 million) which have been designated at fair value through profit or loss under AASB 139. None of the fair value is attributable to changes in the
credit risk of the life investment contract liabilities.
128
NOTES TO THE FINANCIAL STATEMENTS (continued) 21: Fair value of financial assets and financial liabilities (continued)
At amortised
cost
At fair value through profit or loss
Hedging
Available-for-
sale assets
Total
Consolidated 30 September 2015
Financial assets
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments1
Available-for-sale assets
Net loans and advances2,3
Regulatory deposits
Investments backing policy liabilities
Other financial assets
Financial liabilities
Settlement balances owed by ANZ
Collateral received
Deposits and other borrowings
Derivative financial instruments1
Policy liabilities4
External unit holder liabilities (life insurance funds)
Payables and other liabilities
Debt issuances
Subordinated debt
Designated
on initial
recognition
$m
–
–
–
–
–
–
683
–
34,820
–
35,503
–
–
4,576
–
35,029
3,291
–
3,165
–
46,061
$m
53,903
18,596
9,967
–
–
–
569,539
1,773
–
4,993
658,771
11,250
7,829
566,218
–
372
–
7,798
90,582
17,009
701,058
Held for
trading
$m
–
–
–
49,000
81,925
–
16
–
–
–
Sub-total
$m
–
–
–
49,000
81,925
–
699
–
34,820
–
130,941
166,444
–
–
–
78,497
–
–
2,568
–
–
81,065
–
–
4,576
78,497
35,029
3,291
2,568
3,165
–
127,126
$m
$m
$m
–
–
–
–
3,700
–
–
–
–
–
3,700
–
–
–
2,773
–
–
–
–
–
2,773
–
–
–
–
–
43,667
–
–
–
–
43,667
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
53,903
18,596
9,967
49,000
85,625
43,667
570,238
1,773
34,820
4,993
872,582
11,250
7,829
570,794
81,270
35,401
3,291
10,366
93,747
17,009
830,957
The Company 30 September 2016
Financial assets
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments1
Available-for-sale assets
Net loans and advances2,3
Regulatory deposits
Due from controlled entities
Other financial assets
Financial liabilities
Settlement balances owed by ANZ
Collateral received
Deposits and other borrowings
Derivative financial instruments1
Due to controlled entities
Payables and other liabilities
Debt issuances
Subordinated debt
At amortised
cost
At fair value through profit or loss
Hedging
Available-for-
sale assets
Total
Designated
on initial
recognition
$m
–
–
–
–
–
–
37
–
–
–
37
–
–
78
–
–
–
2,192
–
2,270
$m
46,072
19,905
10,878
–
–
–
446,479
671
106,797
1,606
632,408
9,079
5,882
479,885
–
103,416
3,498
69,683
20,707
692,150
Held for
trading
$m
–
–
–
35,059
72,446
–
15
–
–
–
Sub-total
$m
–
–
–
35,059
72,446
–
52
–
–
–
107,520
107,557
–
–
–
73,139
–
2,068
–
–
75,207
–
–
78
73,139
–
2,068
2,192
–
77,477
$m
$m
$m
–
–
–
–
3,426
–
–
–
–
–
3,426
–
–
–
3,104
–
–
–
–
3,104
–
–
–
–
–
55,721
–
–
–
–
55,721
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
46,072
19,905
10,878
35,059
75,872
55,721
446,531
671
106,797
1,606
799,112
9,079
5,882
479,963
76,243
103,416
5,566
71,875
20,707
772,731
1 Derivative financial instruments classified as ‘held for trading’ include derivatives entered into as economic hedges which are not designated as accounting hedges.
2 Fair value hedging is applied to financial assets within net loans and advances. The resulting fair value hedge adjustments mean that the carrying value differs from the amortised cost.
3 Net loans and advances includes Esanda Dealer Finance assets classified as held for sale as at 30 September 2015 which were sold in 2016. Refer to note 15.
4
Includes life insurance contract liabilities measured in accordance with AASB 1038 and life investment contract liabilities which have been designated at fair value through profit
or loss under AASB 139. None of the fair value is attributable to changes in the credit risk of the life investment contract liabilities.
129
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 21: Fair value of financial assets and financial liabilities (continued)
At amortised
cost
At fair value through profit or loss
Hedging
Available-for-
sale assets
Total
The Company 30 September 2015
Financial assets
Cash
Settlement balances owed to ANZ
Collateral paid
Trading securities
Derivative financial instruments1
Available-for-sale assets
Net loans and advances2,3
Regulatory deposits
Due from controlled entities
Other financial assets
Financial liabilities
Settlement balances owed by ANZ
Collateral received
Deposits and other borrowings
Derivative financial instruments1
Due to controlled entities
Payables and other liabilities
Debt issuances
Subordinated debt
Designated
on initial
recognition
$m
$m
51,217
16,601
8,234
–
–
–
448,288
557
109,920
2,345
637,162
9,901
6,886
471,966
–
105,079
4,316
72,414
15,812
686,374
–
–
–
–
–
–
144
–
–
–
144
–
–
65
–
–
–
3,165
–
3,230
Held for
trading
$m
–
–
–
37,373
72,542
–
16
–
–
–
Sub-total
$m
–
–
–
37,373
72,542
–
160
–
–
–
109,931
110,075
–
–
–
69,648
–
1,978
–
–
71,626
–
–
65
69,648
–
1,978
3,165
–
74,856
$m
$m
$m
–
–
–
–
3,152
–
–
–
–
–
3,152
–
–
–
2,196
–
–
–
–
2,196
–
–
–
–
–
37,612
–
–
–
–
37,612
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
51,217
16,601
8,234
37,373
75,694
37,612
448,448
557
109,920
2,345
788,001
9,901
6,886
472,031
71,844
105,079
6,294
75,579
15,812
763,426
1 Derivative financial instruments classified as ‘held for trading’ include derivatives entered into as economic hedges which are not designated as accounting hedges.
2 Fair value hedging is applied to financial assets within net loans and advances. The resulting fair value adjustments mean that the carrying value differs from the amortised cost.
3 Net loans and advances includes Esanda Dealer Finance assets classified as held for sale as at 30 September 2015 which were sold in 2016. Refer to note 15 for further details.
(ii) MEASUREMENT OF FAIR VALUE
(a) Valuation methodologies
ANZ has an established control framework that ensures fair value is either determined or validated by a function independent of the party
that undertakes the transaction. The control framework ensures that all models are calibrated periodically to test that outputs reflect prices
from observable current market transactions in the same instrument or other available observable market data.
Where quoted market prices are used, prices are independently verified from other sources. For fair values determined using a valuation model,
the control framework may include, as applicable, independent development or validation of valuation models, any inputs to those models,
any adjustments required outside of the valuation model and, where possible, independent validation of model outputs. In this way, continued
appropriateness of the valuations is ensured.
In instances where the Group holds offsetting risk positions, the Group uses the portfolio exemption in AASB 13 to measure the fair value
of such groups of financial assets and financial liabilities on the basis of the price that would be received to sell a net long position (that
is, an asset) for a particular risk exposure or to transfer a net short position (that is, a liability) for a particular risk exposure.
The Group categorises its fair value measurements on the basis of inputs used in measuring fair value using the fair value hierarchy below:
} Level 1 – Financial instruments that have been valued by reference to unadjusted quoted prices in active markets for identical financial
instruments. This category includes financial instruments valued using quoted yields where available for specific debt securities.
} Level 2 – Financial instruments that have been valued through valuation techniques incorporating inputs other than quoted prices within
Level 1 that are observable for a similar financial asset or liability, either directly or indirectly.
} Level 3 – Financial instruments that have been valued using valuation techniques which incorporate significant inputs that are not based
on observable market data (unobservable inputs).
130
NOTES TO THE FINANCIAL STATEMENTS (continued)
21: Fair value of financial assets and financial liabilities (continued)
(b) Valuation techniques and inputs used
In the event that there is no quoted market price for the instrument, fair value is based on valuation techniques. Where applicable, the valuation
models incorporate the impact of bid/ask spreads, counterparty credit spreads, funding costs and other factors that would influence the fair
value determined by market participants.
The majority of valuation techniques employ only observable market data. However, for certain financial instruments the valuation technique
may employ some data (valuation inputs or components) which is not readily observable in the current market. In these cases valuation inputs
(or components of the overall value) are derived and extrapolated from other relevant market data and tested against historic transactions and
observed market trends. To the extent that valuation is based on models or inputs that are not observable in the market, the determination
of fair value can be more subjective, dependent on the significance of the unobservable input to the overall valuation.
The following valuation techniques have been applied to determine the fair values of financial instruments where there is no quoted price
for the instrument:
} For instruments classified as Trading security assets and Securities short sold, Derivative financial assets and liabilities, Available-for-sale
financial assets, and Investments backing policy liabilities, fair value measurements are derived by using modelled valuations techniques
(including discounted cash flow models) that incorporate market prices/yields for securities with similar credit risk, maturity and yield
characteristics; and/or current market yields for similar instruments.
} For Net loans and advances, Deposits and other borrowings and Debt issuances, discounted cash flow techniques are used where contractual
future cash flows of the instrument are discounted using discount rates incorporating wholesale market rates or market borrowing rates
of debt with similar maturities or a yield curve appropriate for the remaining term to maturity.
} The fair value of external unit holder liabilities (life insurance funds) represents the external unit holder’s share of the net assets of the
consolidated investment funds, which are carried at fair value. The fair value of policy liabilities being liabilities of the insurance business
is directly linked to the performance and value of the assets backing the liabilities. These liabilities are measured at fair value using
observable inputs.
Further details of valuation techniques and significant unobservable inputs used in measuring fair values are described in (iv)(a) below.
Apart from derivative credit valuation adjustments, there have been no substantial changes in the valuation techniques applied to different
classes of financial instruments during the year. With respect to derivative CVA, the methodology was revised in 2016 to reflect leading market
practice in exposure modelling and greater use of current market data (refer note 1 E (ii)).
(iii) FINANCIAL ASSETS AND FINANCIAL LIABILITIES THAT ARE MEASURED AT FAIR VALUE IN THE BALANCE SHEET
The table below provides an analysis of financial instruments carried at fair value at reporting date categorised according to the lowest level
input into a valuation model or a valuation component that is significant to the reported fair value. The significance of the input is assessed
against the reported fair value of the financial instrument and considers various factors specific to the financial instrument. The fair value has
been allocated in full to the category in the fair value hierarchy which most appropriately reflects the determination of the fair value.
Fair value measurements
Quoted market price
(Level 1)
Using observable
inputs (Level 2)
With significant
non–observable inputs
(Level 3)
Total
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
Consolidated
Financial assets
Trading securities1
Derivative financial instruments
Available-for-sale assets1
Net loans and advances (measured at fair value)
Investments backing policy liabilities1
44,856
453
55,294
–
24,270
45,227
388
37,086
–
17,983
2,332
86,934
7,580
397
10,879
3,769
85,155
6,347
683
16,298
124,873
100,684
108,122
112,252
Financial liabilities
Deposits and other borrowings (designated at fair value)
Derivative financial instruments
Policy liabilities2
External unit holder liabilities (life insurance funds)
Payables and other liabilities (measured at fair value)3
Debt issuances (designated at fair value)
Total
–
408
–
–
2,294
–
2,702
–
782
–
–
2,443
–
3,225
5,193
88,215
35,955
3,333
86
2,192
4,576
80,387
35,029
3,291
125
3,165
134,974
126,573
–
109
239
15
507
870
–
102
–
–
–
–
102
4
82
234
16
539
875
–
101
–
–
–
–
101
47,188
87,496
63,113
412
35,656
49,000
85,625
43,667
699
34,820
233,865
213,811
5,193
88,725
35,955
3,333
2,380
2,192
4,576
81,270
35,029
3,291
2,568
3,165
137,778
129,899
1 During the period there were transfers from Level 1 to Level 2 of $495 million (2015: $190 million) for the Group following a reassessment of reduced trading activity in the associated securities.
During the period there were also transfers from Level 2 to Level 1 of $53 million (2015: $114 million) for the Group following increased trading activity to support the quoted prices. Transfers into
and out of Level 1 and Level 2 are deemed to have occurred as of the beginning of the reporting period in which the transfer occurred.
2 Policy liabilities relate to life investment contract liabilities only as these are designated at fair value through profit or loss.
3 Relates to Securities short sold classified as 'at fair value through profit or loss'.
131
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 21: Fair value of financial assets and financial liabilities (continued)
The Company
Financial assets
Trading securities1
Derivative financial instruments
Available-for-sale assets1
Net loans and advances (measured at fair value)
Financial liabilities
Deposits and other borrowings (designated at fair value)
Derivative financial instruments
Payables and other liabilities (measured at fair value)2
Debt issuances (designated at fair value)
Total
Fair value measurements
Quoted market
price (Level 1)
Using observable
inputs (Level 2)
With significant
non–observable
inputs (Level 3)
Total
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
32,945
450
51,094
–
33,912
378
33,452
–
2,114
75,324
4,590
37
3,457
75,243
4,110
144
–
98
37
15
4
73
50
16
35,059
75,872
55,721
52
37,373
75,694
37,612
160
84,489
67,742
82,065
82,954
150
143
166,704 150,839
–
365
1,982
–
2,347
–
766
1,854
–
2,620
78
75,780
86
2,192
65
70,987
124
3,165
78,136
74,341
–
98
–
–
98
–
91
–
–
91
78
76,243
2,068
2,192
65
71,844
1,978
3,165
80,581
77,052
1 During the period there were transfers from Level 1 to Level 2 of $415 million (2015: $136 million) for the Company following a reassessment of reduced trading activity in the associated
securities. During the period there were no transfers from Level 2 to Level 1 (2015: $104 million) for the Company. Transfers into and out of Level 1 and Level 2 are deemed to have occurred
as of the beginning of the reporting period in which the transfer occurred.
2 Relates to Securities short sold classified as 'at fair value through profit or loss'.
(iv) DETAILS OF FAIR VALUE MEASUREMENTS THAT INCORPORATE UNOBSERVABLE MARKET DATA
(a) Composition of Level 3 fair value measurements
The following table presents the composition of financial instruments measured at fair value with significant unobservable inputs (Level 3 fair
value measurements).
Financial assets
Financial liabilities
Trading securities
Derivatives
Available-for-sale
Net loans
and advances
Investments backing
policy liabilities
Derivatives
Consolidated
Asset backed securities
Illiquid corporate bonds
Structured credit products
Alternative assets
Other derivatives
Total
2016
$m
2015
$m
2016
$m
2015
$m
–
–
–
–
–
–
–
4
–
–
–
4
–
–
56
–
53
109
–
–
52
–
30
82
2016
$m
–
198
–
41
–
239
2015
$m
2
198
–
34
–
234
Financial assets
2016
$m
2015
$m
–
15
–
–
–
15
–
16
–
–
–
16
2016
$m
150
12
–
345
–
507
2015
$m
188
–
–
351
–
539
2016
$m
–
–
(66)
–
(36)
2015
$m
–
–
(67)
–
(34)
(102)
(101)
Financial liabilities
The Company
Asset backed securities
Illiquid corporate bonds
Structured credit products
Alternative assets
Other derivatives
Total
Trading securities
Derivatives
Available–for–sale
Net loans
and advances
Derivatives
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
–
–
–
–
–
–
–
4
–
–
–
4
–
–
56
–
42
98
–
–
52
–
21
73
–
–
–
37
–
37
–
20
–
30
–
50
–
15
–
–
–
15
–
16
–
–
–
16
2016
$m
–
–
(66)
–
(32)
(98)
2015
$m
–
–
(67)
–
(24)
(91)
The Level 3 balances include Structured credit products that the Group entered into from 2004 to 2007 whereby it sold protection using credit
default swaps over certain structures, and mitigated risk by purchasing protection via credit default swaps from US financial guarantors over the
same structures. These trades are valued using complex models with certain inputs relating to the reference assets and derivative counterparties
not being observable in the market. Such unobservable inputs include credit spreads and default probabilities.
The remaining Level 3 balances include Asset backed securities and Illiquid corporate bonds where the effect on fair value of issuer credit
cannot be directly or indirectly observed in the market; Alternative assets that largely comprise investments in funds which are illiquid and are
not currently redeemable, as well as various investments in unlisted equity securities for which no active market exists; and Other derivatives
which predominantly include reverse mortgage swaps where the mortality rate cannot be observed and options over emissions certificates
where the volatility input cannot be observed.
132
NOTES TO THE FINANCIAL STATEMENTS (continued) 21: Fair value of financial assets and financial liabilities (continued)
(b) Movements in Level 3 fair value measurements
The following table sets out movements in Level 3 fair value measurements. Derivatives are categorised on a portfolio basis and classified
as either financial assets or financial liabilities based on whether the closing balance is an unrealised gain or loss. This could be different
to the opening balance.
Trading securities
Derivatives
Available-for-sale
Net loans
and advances
Investments backing
policy liabilities
Derivatives
Financial assets
Financial liabilities
Consolidated
Opening balance
New purchases
Disposals (sales)
Cash settlements
Transfers:
– Transfers into Level 3 category1
– Transfers out of Level 3 category1
Fair value gain/(loss) recorded
in Other operating income
in the Income statement2
Fair value gain/(loss) recognised
in reserves in equity
Closing balance
The Company
Opening balance
New purchases
Disposals (sales)
Cash settlements
Transfers:
– Transfers into Level 3 category
– Transfers out of Level 3 category
Fair value gain/(loss) recorded
in Other operating income
in the Income statement2
Fair value gain/(loss) recognised
in reserves in equity
Closing balance
2016
$m
2015
$m
2016
$m
4
1
(5)
–
–
–
–
–
–
–
–
–
–
10
–
(6)
–
4
2015
$m
106
–
(8)
–
2
(17)
(1)
–
2016
$m
234
7
(26)
–
25
–
(2)
1
2015
$m
40
8
(20)
–
198
–
5
3
82
1
(3)
–
1
–
28
–
2016
$m
2015
$m
16
–
–
–
–
–
–
21
–
–
–
–
2016
$m
539
130
(133)
–
2015
$m
545
161
(266)
–
2016
$m
(101)
(1)
–
8
2015
$m
(105)
–
–
7
22
(3)
161
(148)
(1)
9
(2)
9
(1)
(5)
(48)
86
(16)
(10)
–
–
16
–
–
–
–
507
539
(102)
(101)
109
82
239
234
15
Financial assets
Trading securities
Derivatives
Available–for–sale
2016
$m
2015
$m
2016
$m
2015
$m
4
1
(5)
–
–
–
–
–
–
–
–
–
–
10
–
(6)
–
4
73
1
(2)
–
1
–
25
–
96
–
(8)
–
–
(16)
1
–
98
73
2016
$m
50
7
(19)
–
–
–
–
(1)
37
2015
$m
22
8
(14)
–
30
–
4
–
50
Net loans
and advances
2016
$m
2015
$m
16
–
–
–
–
–
–
21
–
–
–
–
Financial liabilities
Derivatives
2016
$m
(91)
(1)
–
7
(1)
–
–
2015
$m
(103)
–
–
7
–
8
(3)
–
(1)
(5)
(12)
–
15
–
16
(98)
(91)
1 Transfers into Level 3 for the Group in 2016 relate principally to illiquid corporate bonds and asset backed securities where market activity has reduced resulting in pricing to no longer
be observable. Transfers out of Level 3 for the Group relate principally to derivative products where the trade characteristics are such that inputs significant to the valuation are now
observable. Transfers into and out of Level 3 are deemed to have occurred as of the beginning of the reporting period in which the transfer occurred.
2 Relating to assets and liabilities held at the end of the period.
(c) Sensitivity to Level 3 data inputs
Where valuation techniques are employed and assumptions are required due to significant data inputs not being directly observed in the
market place (Level 3 inputs), changing these assumptions changes the resultant estimate of fair value. The majority of transactions in this
category are ‘back-to-back’ in nature where ANZ either acts as a financial intermediary or hedges the market risks. Similarly, the valuation
of Investments backing policy liabilities directly impacts the associated life investment contracts they relate to. In these circumstances,
changes in the assumptions generally have minimal impact on the income statement and net assets of ANZ. An exception to this is the
'back-to-back' structured credit intermediation trades which create significant exposure to credit risk.
Principal inputs used in the determination of fair value of financial instruments included in the structured credit portfolio include counterparty
credit spreads, market-quoted CDS prices, recovery rates, default probabilities, correlation curves and other inputs, some of which may not
be directly observable in the market. The potential effect of changing prevailing unobservable inputs does not result in a significant impact
on net profit.
133
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS
21: Fair value of financial assets and financial liabilities (continued)
(d) Deferred fair value gains and losses
Where the fair value of a financial instrument at initial recognition is determined using unobservable data that is significant to the valuation
of the instrument, the difference between the transaction price and the amount determined based on the valuation technique (day one gain
or loss) is not immediately recognised in the income statement. Subsequently, the day one gain or loss is recognised in the income statement
over the life of the transaction on a straight line basis or over the period until all inputs become observable.
The table below summarises the aggregate amount of day one gains not yet recognised in the income statement and amounts which have
been subsequently recognised.
Opening balance
Deferral on new transactions
Amounts recognised in income during the period
Closing balance
Consolidated
The Company
2016
$m
2
–
(1)
1
2015
$m
3
–
(1)
2
2016
$m
1
–
–
1
2015
$m
2
–
(1)
1
The closing balance of unrecognised gains is only related to derivative financial instruments.
(v) ADDITIONAL INFORMATION FOR FINANCIAL INSTRUMENTS DESIGNATED AT FAIR VALUE THROUGH PROFIT OR LOSS
(a) Financial assets designated at fair value through profit or loss
The category Loans and advances includes certain loans designated at fair value through profit or loss in order to eliminate an accounting
mismatch which would arise if the asset were otherwise carried at amortised cost. This mismatch arises as the derivative financial instruments
which were acquired to mitigate interest rate risk of the loans and advances, are measured at fair value through profit or loss. By designating
the economically hedged loans, the movements in the fair value attributable to changes in interest rate risk will be recognised in the income
statement in the same periods.
At balance date, the credit exposure of the Group on these assets was $397 million (2015: $683 million) and for the Company was $37 million
(2015: $144 million). In relation to these exposures, for the Group $237 million (2015: $509 million) and the Company $37 million (2015: $144
million) was mitigated by collateral held.
For the Group, the cumulative change in fair value attributable to change in credit risk was a reduction to the assets of $1 million (2015: reduction
to the assets of $1 million). For the Company the cumulative change to the assets was nil (2015: nil). The amount recognised in the income
statement attributable to changes in credit risk for the Group was $1 million (2015: $1 million) and for the Company nil (2015: nil).
The change in fair value of the designated financial assets attributable to changes in credit risk has been calculated by determining the change
in credit rating and credit spread implicit in the loans and advances issued by entities with similar credit characteristics.
(b) Financial liabilities designated at fair value through profit or loss
Parts of Debt issuances and Deposits and other borrowings have been designated as financial liabilities at fair value through profit or loss in
order to eliminate an accounting mismatch which would arise if the liabilities were otherwise carried at amortised cost. This mismatch arises
since the derivatives acquired to mitigate interest rate risk of the financial liabilities are measured at fair value through profit or loss. In addition
Policy liabilities are designated at fair value through profit or loss in accordance with AASB 1038. External unitholder liabilities which are not
included in the table below, represent the external unitholder share of the ‘Investments backing policy liabilities’ which are designated at fair
value through profit or loss.
The table below compares the carrying amount of financial liabilities carried at full fair value, to the contractual amount payable at maturity
and fair value gains and losses recognised during the period on liabilities carried at full fair value that are attributable to changes in ANZ’s own
credit rating.
Consolidated
Carrying amount
Amount by which the consideration payable at maturity is greater/(less)
than the carrying value
Cumulative change in liability value attributable to own credit risk:
– opening cumulative increase/(decrease)
– increase/(decrease) recognised during the year
– closing cumulative increase/(decrease)
Policy liabilities
Deposits and other
borrowings
Debt issuances
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
35,955
35,029
5,193
4,576
2,192
3,165
–
–
–
–
–
–
–
–
(7)
–
–
–
6
–
–
–
(170)
(15)
(18)
10
(8)
34
(52)
(18)
134
NOTES TO THE FINANCIAL STATEMENTS (continued)
21: Fair value of financial assets and financial liabilities (continued)
The Company
Carrying amount
Amount by which the consideration payable at maturity is greater/(less)
than the carrying value
Cumulative change in liability value attributable to own credit risk:
– opening cumulative increase/(decrease)
– increase/(decrease) recognised during the year
– closing cumulative increase/(decrease)
Deposits and other
borrowings
2016
$m
78
(7)
–
–
–
2015
$m
65
6
–
–
–
Debt issuances
2016
$m
2015
$m
2,192
3,165
(170)
(15)
(18)
10
(8)
34
(52)
(18)
For Debt issuances and Deposits and other borrowings, the change in fair value attributable to changes in credit risk has been determined as the
amount of change in fair value that is not attributable to changes in market conditions that give rise to market risks (benchmark interest rates and
foreign exchange rates). This approach is deemed appropriate as the changes in fair value arising from factors other than changes in own credit
risk or changes in benchmark interest rates and foreign exchange rates are considered to be insignificant.
(vi) FINANCIAL ASSETS AND FINANCIAL LIABILITIES NOT MEASURED AT FAIR VALUE
The table below reflects the carrying amounts of financial instruments not measured at fair value on the Group’s balance sheet and where the
carrying amount is not considered a close approximation of fair value. The table also provides a comparison of the carrying amount of these
financial instruments to the Group’s estimate of their fair value. The categorisation of the fair value into the levels within the fair value hierarchy
is determined in accordance with the methodology set out on page 130 (note 21(ii)).
Carrying amount
Categorised into fair value hierarchy
Fair value (total)
Quoted market price
(Level 1)
Using observable
inputs (Level 2)
With significant
non-observable inputs
(Level 3)
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
575,440
569,539
575,440
569,539
–
–
–
–
551,575
545,538
24,649
25,402
576,224
570,940
551,575
545,538
24,649
25,402
576,224
570,940
Total
693,854
673,809
47,186
51,722
647,752
622,703
583,002
88,888
21,964
566,218
90,582
17,009
–
32,864
14,322
–
37,880
13,842
583,420
56,544
7,788
566,636
52,826
3,241
–
–
–
–
–
–
–
–
583,420
89,408
22,110
566,636
90,706
17,083
694,938
674,425
1 Net loans and advances includes Esanda Dealer Finance assets classified as held for sale as at 30 September 2015 which were sold in 2016. Refer to note 15.
The Company
Financial assets
Net loans and advances1
Financial liabilities
Deposits and other borrowings
Debt issuances
Subordinated debt
Total
Carrying amount
Categorised into fair value hierarchy
Fair value (total)
Quoted market price
(Level 1)
Using observable
inputs (Level 2)
With significant
non-observable inputs
(Level 3)
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
446,479
448,288
446,479
448,288
–
–
–
–
427,282
428,949
19,563
20,276
446,845
449,225
427,282
428,949
19,563
20,276
446,845
449,225
479,885
69,683
20,707
471,966
72,414
15,812
570,275
560,192
–
20,115
13,029
33,144
–
24,428
11,357
480,219
49,960
7,798
472,235
48,008
3,249
35,785
537,977
523,492
–
–
–
–
–
–
–
–
480,219
70,075
20,827
472,235
72,436
14,606
571,121
559,277
1 Net loans and advances includes Esanda Dealer Finance assets classified as held for sale as at 30 September 2015 which were sold in 2016. Refer to note 15.
The following sets out the Group’s basis of establishing fair values of financial instruments not measured at fair value on the balance sheet.
The valuation techniques employed are consistent with those used to calculate fair values of financial instruments carried at fair value.
Certain Net loans and advances, Deposits and other borrowings and Debt issuances have been designated at fair value and are therefore
excluded from the tables above.
135
Consolidated
Financial assets
Net loans and advances1
Financial liabilities
Deposits and other borrowings
Debt issuances
Subordinated debt
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS
21: Fair value of financial assets and financial liabilities (continued)
Net loans and advances
The fair value has been determined through discounting future cash flows as follows:
} For Net loans and advances to banks, the fair value is derived by discounting cash flows using prevailing market rates for lending with similar
credit quality.
} For Net loans and advances to customers, the fair value is the present value of future cash flows, discounted using a curve which incorporates
changes in wholesale market rates, the Group’s cost of wholesale funding and the customer margin, as appropriate.
Deposits and other borrowings
The fair value of a deposit liability without a specified maturity or at call is deemed to be the amount payable on demand at the reporting date.
The fair value is not adjusted for any value expected to be derived from retaining the deposit for a future period of time. For interest bearing
fixed maturity deposits and other borrowings and acceptances with quoted market prices, market borrowing rates of interest for debt with
a similar maturity are used to discount contractual cash flows to derive the fair value.
Debt issuances and Subordinated debt
The aggregate fair value of Debt issuances and Subordinated debt is calculated based on quoted market prices or observable inputs where
applicable. For those debt issuances where quoted market prices were not available, a discounted cash flow model using a yield curve
appropriate for the remaining term to maturity of the debt instrument used. The fair value includes the effects of the appropriate credit
spreads applicable to ANZ for that instrument.
22: Maturity Analysis of Assets and Liabilities
The following is an analysis of asset and liability line items in the balance sheet that combine amounts expected to be realised or due to be
settled within one year and after more than one year.1
Consolidated
Available-for-sale assets
Net loans and advances2
Investments backing policy liabilities
Deposits and other borrowings
Policy liabilities3
Debt issuances
Subordinated debt4
2016
Within
one year
$m
After more
than one year
$m
10,429
116,135
28,798
567,567
36,101
22,280
1,068
52,684
459,717
6,858
20,628
44
68,800
20,896
Total
$m
63,113
575,852
35,656
588,195
36,145
91,080
21,964
2015
Within
one year
$m
After more
than one year
$m
10,353
128,771
27,966
546,626
35,340
29,327
–
33,314
441,467
6,854
24,168
61
64,420
17,009
Total
$m
43,667
570,238
34,820
570,794
35,401
93,747
17,009
1 Excludes asset and liability line items where the entire amount is considered as 'within one year', 'after more than one year' or having no specific maturities.
2 2015 comparative amounts include $8,065 million classified separately in the balance sheet as ‘Esanda Dealer Finance assets held for sale'.
3
4
Includes $190 million (2015: $372 million) that relates to life insurance contract liabilities classified as 'within one year'.
Includes $2,519 million (2015: $1,188 million) that relates to perpetual notes classified as 'after more than one year'.
136
NOTES TO THE FINANCIAL STATEMENTS (continued) 23: Assets Charged as Security for Liabilities and Collateral Accepted as Security for Assets
The following disclosure excludes the amounts presented as collateral paid and received in the balance sheet that relate to derivative liabilities
and derivative assets respectively. The terms and conditions of the collateral agreements are included in the standard Credit Support Annex that
forms part of the International Swaps and Derivatives Association Master Agreement.
ASSETS CHARGED AS SECURITY FOR LIABILITIES
Assets charged as security for liabilities include the following types of instruments:
} Mandatory reserve deposits with local central banks in accordance with statutory requirements. These deposits are not available to finance
the Group’s day to day operations.
} Securities provided as collateral for repurchase transactions. These transactions are governed by standard industry agreements.
} Debenture undertakings covering the assets of UDC Finance Limited (UDC). The debenture stock of UDC is secured by a trust deed and
collateral debentures, giving floating charges over the undertakings and all the tangible assets of the entity. All controlled entities of UDC
have guaranteed the payment of principal, interest and other monies in relation to all debenture stock and unsecured notes issued by
UDC. The only loans pledged as collateral are those in UDC and their subsidiaries.
} Specified residential mortgages provided as security for notes and bonds issued to investors as part of ANZ’s covered bond programs.
} Collateral provided to central banks.
} Collateral provided to clearing houses.
The carrying amounts of assets pledged as security are as follows:
Regulatory deposits
Securities sold under arrangements to repurchase1
Assets pledged as collateral under debenture undertakings
Covered bonds2
Other
Consolidated
The Company
Carrying Amount
Related Liability
Carrying Amount
Related Liability
2016
$m
2,296
26,637
2,541
31,790
2,948
2015
$m
1,773
13,975
2,218
30,368
2,135
2016
$m
n/a
25,049
1,518
21,035
774
2015
$m
n/a
13,731
1,578
27,013
222
2016
$m
671
26,234
–
22,001
1,390
2015
$m
557
13,476
–
23,508
794
2016
$m
n/a
24,646
–
22,001
713
2015
$m
n/a
13,255
–
23,508
178
1 The amounts disclosed as Securities sold under arrangements to repurchase include both assets pledged as security which continue to be recognised on the Group's balance sheet and assets
repledged included in the disclosure below.
2 The consolidated related liability represents covered bonds issued to external investors and the related liability for the Company represents the liability to the covered bond structured entities.
COLLATERAL ACCEPTED AS SECURITY FOR ASSETS
ANZ has received collateral associated with various financial instruments. Under certain transactions ANZ has the right to sell or repledge the
collateral received. These transactions are governed by standard industry agreements.
The fair value of collateral received and that which has been sold or repledged is as follows:
Fair value of assets which can be sold or repledged
Fair value of assets sold or repledged1
1 Comparative amounts have changed to include the fair value of assets repledged.
Consolidated
The Company
2016
$m
31,646
14,428
2015
$m
17,506
7,410
2016
$m
31,130
14,133
2015
$m
16,738
6,869
137
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 24: Offsetting
The following tables identify financial assets and liabilities which have been offset in the balance sheet (in accordance with AASB 132 – Financial
Instruments: Presentation (AASB 132)) and those which have not been offset in the balance sheet but are subject to enforceable master netting
agreements (or similar arrangements) with our trading counterparties. The effect of over collaterisation has not been taken into account.
A description of the rights of set-off associated with financial assets and financial liabilities subject to master netting agreements or similar,
including the nature of those rights, are described in note 20 – Financial Risk Management: Collateral Management.
Amount subject to master netting agreement or similar
Related amounts not offset in the
statement of financial position
Consolidated 30 September 2016
Derivative assets
Reverse repurchase, securities borrowing
and similar agreements2
Total amounts
recognised in the
balance sheet1
$m
87,496
30,160
Amounts not
subject to master
netting agreement
or similar
$m
(3,944)
(11,320)
Total
$m
83,552
18,840
Financial
instruments
Financial collateral
(received)/
pledged
Net amount
$m
(71,394)
(707)
$m
(5,259)
(18,133)
Total financial assets
117,656
(15,264)
102,392
(72,101)
(23,392)
Derivative liabilities
Repurchase, securities lending
and similar agreements3
Total financial liabilities
(88,725)
(25,049)
(113,774)
3,693
11,661
15,354
(85,032)
(13,388)
(98,420)
71,394
707
72,101
9,486
12,681
22,167
$m
6,899
–
6,899
(4,152)
–
(4,152)
Consolidated 30 September 2015
Derivative assets
Reverse repurchase, securities borrowing
and similar agreements2
Total amounts
recognised in the
balance sheet1
$m
85,625
17,308
Amounts not
subject to master
netting agreement
or similar
$m
(6,846)
(7,470)
Total financial assets
102,933
(14,316)
Derivative liabilities
Repurchase, securities lending
and similar agreements3
Total financial liabilities
(81,270)
(13,731)
(95,001)
5,566
12,674
18,240
Amount subject to master netting agreement or similar
Related amounts not offset in the
statement of financial position
Total
$m
78,779
9,838
88,617
(75,704)
(1,057)
(76,761)
Financial
instruments
Financial collateral
(received)/
pledged
Net amount
$m
(62,782)
(265)
$m
(7,165)
(9,573)
(63,047)
(16,738)
62,782
265
63,047
8,517
792
9,309
$m
8,832
–
8,832
(4,405)
–
(4,405)
1 The Group/Company does not have any arrangements that satisfy the conditions of AASB 132 to offset within the balance sheet.
2 Reverse repurchase agreements are presented in the balance sheet within cash if duration is less than 90 days. If maturity is greater than 90 days they are presented in net loans and advances.
3 Repurchase agreements are presented in the balance sheet within deposits and other borrowings.
138
NOTES TO THE FINANCIAL STATEMENTS (continued) 24: Offsetting (continued)
The Company 30 September 2016
Derivative assets
Reverse repurchase, securities borrowing
and similar agreements2
Total amounts
recognised in the
balance sheet1
$m
75,872
29,713
Amounts not
subject to master
netting agreement
or similar
$m
(2,376)
(10,873)
Total financial assets
105,585
(13,249)
Derivative liabilities
Repurchase, securities lending
and similar agreements3
Total financial liabilities
(76,243)
(24,646)
(100,889)
2,010
11,258
13,268
The Company 30 September 2015
Derivative assets
Reverse repurchase, securities borrowing
and similar agreements2
Total financial assets
Derivative liabilities
Repurchase, securities lending
and similar agreements3
Total financial liabilities
Total amounts
recognised in the
balance sheet1
$m
75,694
16,604
92,298
(71,844)
(13,255)
(85,099)
Amounts not
subject to master
netting agreement
or similar
$m
(5,140)
(6,766)
(11,906)
4,247
12,198
16,445
Amount subject to master netting agreement or similar
Related amounts not offset in the
statement of financial position
Total
$m
73,496
18,840
92,336
(74,233)
(13,388)
(87,621)
Financial
instruments
Financial collateral
(received)/
pledged
Net amount
$m
(62,296)
(707)
$m
(5,143)
(18,133)
(63,003)
(23,276)
62,296
707
63,003
8,244
12,681
20,925
$m
6,057
–
6,057
(3,693)
–
(3,693)
Amount subject to master netting agreement or similar
Related amounts not offset in the
statement of financial position
Total
$m
70,554
9,838
80,392
(67,597)
(1,057)
(68,654)
Financial
instruments
Financial collateral
(received)/
pledged
Net amount
$m
(55,881)
(265)
$m
(6,435)
(9,573)
(56,146)
(16,008)
55,881
265
56,146
7,681
792
8,473
$m
8,238
–
8,238
(4,035)
–
(4,035)
1 The Group/Company does not have any arrangements that satisfy the conditions of AASB 132 to offset within the balance sheet.
2 Reverse repurchase agreements are presented in the balance sheet within cash if duration is less than 90 days. If maturity is greater than 90 days they are presented in net loans and advances.
3 Repurchase agreements are presented in the balance sheet within deposits and other borrowings.
139
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 25: Credit Related Commitments, Guarantees and Contingent Liabilities
Credit related commitments – facilities provided
Contract amount of:
Undrawn facilities
Australia
New Zealand
Overseas markets
Total
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
207,410
230,794
161,178
180,947
96,933
24,768
85,709
207,410
101,898
22,960
105,936
230,794
95,096
–
66,082
99,880
20
80,947
161,178
180,847
Guarantees and contingent liabilities
These guarantees and contingent liabilities relate to transactions that the Group has entered into as principal, including guarantees, standby
letters of credit and documentary letters of credit.
Documentary letters of credit involve the issue of letters of credit guaranteeing payment in favour of an exporter secured against an underlying
shipment of goods or backed by a confirmatory letter of credit from another bank.
Performance related contingencies are liabilities that oblige the Group to make payments to a third party should the customer fail to fulfil the
non-monetary terms of the contract.
To reflect the risk associated with these transactions, they are subjected to the same credit origination, portfolio management and collateral
requirements as customers that apply for loans. The contract amount represents the maximum potential amount that could be lost if the
counterparty fails to meet its financial obligations. As the facilities may expire without being drawn upon, the notional amounts do not
necessarily reflect future cash requirements.
Contract amount of:
Guarantees and letters of credit
Performance related contingencies
Total
Australia
New Zealand
Overseas markets
Total
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
18,056
19,723
37,779
19,712
2,037
16,030
37,779
18,809
21,526
40,335
17,638
1,961
20,736
40,335
15,633
17,710
33,343
19,712
–
13,631
33,343
16,101
18,592
34,693
17,637
–
17,056
34,693
140
NOTES TO THE FINANCIAL STATEMENTS (continued) 26: Goodwill and Other Intangible Assets
Goodwill1
Gross carrying amount
Balances at start of the year
Impairment expense/write-offs
Foreign currency exchange differences
Balance at end of year
Software
Balances at start of the year
Software capitalisation during the period
Amortisation expense2
Impairment expense/write-offs
Foreign currency exchange differences
Balance at end of year
Cost
Accumulated amortisation
Accumulated impairment
Carrying amount
Acquired Portfolio of Insurance and Investment Business
Balances at start of the year
Amortisation expense
Foreign currency exchange differences
Balance at end of year
Cost
Accumulated amortisation
Carrying amount
Other intangible assets3
Balances at start of the year
Other additions
Reclassification
Amortisation expense
Derecognised on disposal
Foreign currency exchange differences
Balance at end of year
Cost
Accumulated amortisation/impairment
Carrying amount
Goodwill and other intangible assets
Net book value
Balances at start of the year
Balance at end of year
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
4,597
–
132
4,729
2,893
431
(1,056)
(27)
(39)
2,202
6,022
(3,599)
(221)
2,202
715
(69)
2
648
1,191
(543)
648
107
1
–
(14)
(3)
2
93
205
(112)
93
4,511
(1)
87
4,597
2,533
807
(542)
(17)
112
2,893
5,860
(2,763)
(204)
2,893
784
(70)
1
715
1,188
(473)
715
122
(1)
–
(18)
–
4
107
207
(100)
107
109
–
(7)
102
2,711
400
(937)
(23)
(41)
2,110
5,806
(3,475)
(221)
2,110
–
–
–
–
–
–
–
10
–
–
(8)
–
–
2
66
(64)
2
90
–
19
109
2,336
782
(500)
(12)
105
2,711
5,620
(2,710)
(199)
2,711
–
–
–
–
–
–
–
25
–
(7)
(9)
–
1
10
68
(58)
10
8,312
7,672
7,950
8,312
2,830
2,214
2,451
2,830
1 Excludes notional goodwill in equity accounted entities.
2
3 The Consolidated Other intangible assets comprises aligned advisor relationships, distribution agreements and management fee rights, credit card relationships and other intangibles.
In 2016 the Group recorded a $556 million charge for accelerated amortisation associated with software capitalisation changes. Refer to note 1 E (ix).
The Company Other intangible assets comprises distribution agreements and management fee rights, credit card relationships and other intangibles.
GOODWILL ALLOCATED TO CASH–GENERATING UNITS
The goodwill balance above largely comprises the goodwill purchased on acquisition of NBNZ Holdings Limited in December 2003
and ANZ Wealth Australia Limited (formerly OnePath Australia Limited) on 30 November 2009. Refer to note 9 for Divisional allocation.
The recoverable amount of the CGU to which each goodwill component is allocated is estimated using a market multiple approach
as representative of the fair value less costs of disposal of each CGU. The price earnings multiples are based on observable multiples
reflecting the businesses and markets in which each CGU operates. The earnings are based on the current forecast earnings of the divisions.
The aggregate fair value less costs of disposal across the Group is compared to the Group’s market capitalisation to validate the conclusion
that goodwill is not impaired.
141
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 26: Goodwill and Other Intangible Assets (continued)
Key assumptions on which management has based its determination of fair value less costs of disposal include assumptions as to the costs
of disposal estimates, the ability to achieve forecast earnings, and market multiples adopted being reflective of the segment’s business. For each
of ANZ’s divisions with goodwill, the range of multiples observed were as follows:
Division
Australia
Institutional
New Zealand
Wealth Australia
Asia Retail & Pacific
2016
10.9 – 17.2
4.2 – 13.8
10.9 – 14.0
13.9 – 18.6
5.2 – 14.8
2015
10.8 – 14.7
Not comparable due to change in structure.
10.8 – 13.9
13.8 – 21.9
Not comparable due to change in structure.
Changes in assumptions upon which the valuation is based could materially impact the assessment of the recoverable amount of each CGU.
As at 30 September 2016, the impairment testing performed did not result in any material impairment being identified.
27: Premises and Equipment
At cost
Depreciation
Total premises and equipment
Carrying amount at beginning of year
Additions1
Disposals
Depreciation and Amortisation2
Foreign currency exchange difference
Carrying amount at end of year
Net book value
Freehold and leasehold land and buildings
Integrals and equipment
Capital works in progress
Consolidated
The Company
2016
$m
4,913
(2,708)
2,205
2,221
393
(67)
(336)
(6)
2,205
926
1,170
109
2,205
2015
$m
4,769
(2,548)
2,221
2,181
361
(43)
(325)
47
2,221
901
1,183
137
2,221
2016
$m
2,806
(1,839)
967
990
237
(20)
(232)
(8)
967
98
816
53
967
2015
$m
2,694
(1,704)
990
1,001
232
(38)
(227)
22
990
59
856
75
990
1
2
Includes Transfers.
Includes Freehold and leasehold land and buildings, Leasehold improvements, Furniture and equipment and Technology equipment.
COMMITMENTS
Property capital expenditure
Contracts for outstanding capital expenditure
Total capital expenditure commitments for property
Lease rentals
Land and buildings
Furniture and equipment
Total lease rental commitments1
Due within one year
Due later than one year but not later than five years
Due later than five years
Total lease rental commitments1
Consolidated
The Company
2016
$m
111
111
2,001
218
2,219
486
1,114
619
2,219
2015
$m
109
109
2,251
276
2,527
485
1,273
769
2,527
2016
$m
103
103
2,044
144
2,188
403
982
803
2,188
2015
$m
92
92
2,283
190
2,473
438
1,083
952
2,473
1 Total future minimum sublease payments expected to be received under non-cancellable subleases at 30 September is $114 million (2015: $90 million) for the Group and $114 million (2015:
$80 million) for the Company. During the year, sublease payments received amounted to $25 million (2015: $22 million) for the Group and $22 million (2015: $19 million) for the Company and
were netted against rent expense.
142
NOTES TO THE FINANCIAL STATEMENTS (continued) 28: Other Assets
Accrued interest/prepaid discounts
Accrued commissions
Prepaid expenses
Insurance contract liabilities ceded
Outstanding premiums
Defined benefit superannuation plan surplus
Operating leases residual value
Other
Total other assets
29: Provisions
Employee entitlements1
Restructuring costs and surplus leased space2
Non-lending losses, frauds and forgeries
Other3
Total provisions
Provisions, excluding employee entitlements
Carrying amount at beginning of the year
Provisions made during the year
Payments made during the year
Transfer/release of provision
Carrying amount at the end of the year
Consolidated
The Company
2016
$m
1,371
101
435
737
98
109
279
1,891
5,021
2015
$m
1,405
137
427
699
228
144
282
2,524
5,846
2016
$m
922
58
199
–
–
109
266
627
2,181
2015
$m
944
76
178
–
–
144
282
1,325
2,949
Consolidated
The Company
2016
$m
543
123
193
350
2015
$m
554
23
169
328
1,209
1,074
520
538
(309)
(83)
666
574
307
(206)
(155)
520
2016
$m
397
101
150
184
832
320
370
(193)
(62)
435
2015
$m
411
15
141
164
731
291
164
(72)
(63)
320
1 The aggregate liability for employee entitlements largely comprises provisions for annual leave and long service leave.
2
Restructuring costs and surplus leased space provisions arise from activities related to material changes in the scope of business undertaken by the Group or the manner in which that business
is undertaken and includes termination benefits. Costs relating to on-going activities are not provided for. Provision is made when the Group is demonstrably committed, it is probable that the
costs will be incurred, though their timing is uncertain, and the costs can be reliably estimated.
Other provisions comprise various other provisions including loyalty programs, workers’ compensation, make-good provisions on leased premises and contingent liabilities recognised as part
of a business combination.
3
30: Payables and Other Liabilities
Creditors
Accrued interest and unearned discounts
Defined benefits plan obligations
Accrued expenses
Securities sold short (classified as held for trading)
Liability for acceptances
Other liabilities
Total payables and other liabilities
Consolidated
The Company
2016
$m
1,623
1,796
51
1,199
2,380
569
1,247
8,865
2015
$m
1,661
1,938
59
1,368
2,568
1,371
1,401
10,366
2016
$m
743
1,366
15
825
2,068
321
228
5,566
2015
$m
871
1,448
14
889
1,978
649
445
6,294
143
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 31: Shareholders’ Equity
ORDINARY SHARES
Ordinary shares have no par value and entitle holders to receive dividends payable to ordinary shareholders and to participate in the proceeds
available to ordinary shareholders on winding up of the Company in proportion to the number of fully paid ordinary shares held.
On a show of hands every holder of fully paid ordinary shares present at a meeting in person or by proxy is entitled to one vote, and upon a poll
one vote for each share held.
Numbers of issued shares
Balance at start of the year
Bonus option plan1,2
Dividend reinvestment plan1,2
Group share option scheme3
Group employee share acquisition scheme3,4
Share placement and Share purchase plan5
Balance at end of year
Ordinary share capital
Balance at start of the year
Dividend reinvestment plan1,2
Group share option scheme3
Group employee share acquisition scheme4,5
Share placement and Share purchase plan5
Treasury shares in Wealth Australia6
Balance at end of year
The Company
2016
2015
2,902,714,361
3,516,214
15,916,983
18,062
5,311,040
–
2,927,476,660
2,756,627,771
2,899,350
35,105,134
32,192
–
108,049,914
2,902,714,361
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
28,367
413
–
138
–
(153)
28,765
24,031
1,122
2
1
3,206
5
28,367
28,611
413
–
138
–
–
29,162
24,280
1,122
2
1
3,206
–
28,611
1 Refer to note 7 for details of plan.
2 The Company issued 9.7 million shares under the Dividend Reinvestment Plan and Bonus Option Plan for the 2016 interim dividend and 9.7 million shares for the 2015 final dividend
(Sep15: 28.7 million shares for the interim dividend and 9.3 million shares final dividend).
3 Refer to note 39 for details of plan.
4 The Company issued 5.3 million shares to satisfy obligations under the Group’s Employee share acquisition plans; it also includes on-market purchase of shares for settlement of amounts due
under share-based compensation plans. As at 30 September 2016, there were 10,806,633 Treasury Shares outstanding (2015; 11,378,648).
5 The Company issued 80.8 million ordinary shares under the Institutional Share Placement and 27.3 million ordinary shares under the Retail Share Purchase Plan in the September 2015 full year.
6 Treasury shares in ANZ Wealth Australia (AWA) are shares held in statutory funds as assets backing policy holder liabilities. AWA Treasury shares outstanding as at 30 September 2016 were
17,705,880 (2015: 11,623,304).
PREFERENCE SHARES
Euro Trust Securities
On 13 December 2004, ANZ issued 500,000 Euro Floating Rate Non-cumulative Trust Securities (‘Euro Trust Securities’) at €1,000 each, raising
$871 million net of issue costs. All 500,000 Euro Trust Securities on issue were bought back by ANZ for cash at face value (€1,000 per security)
and cancelled on 15 December 2014.
Consolidated
The Company
Preference share balance at start of year
– Euro Trust Securities bought back
Preference share balance at end of the year
NON-CONTROLLING INTERESTS
Share capital
Retained earnings
Total non-controlling interests
144
2016
$m
–
–
–
2015
$m
871
(871)
–
2016
$m
–
–
–
2015
$m
871
(871)
–
Consolidated
2016
$m
51
58
109
2015
$m
55
51
106
NOTES TO THE FINANCIAL STATEMENTS (continued)
31: Shareholders’ Equity (continued)
RESERVES AND RETAINED EARNINGS
a) Foreign currency translation reserve
Balance at beginning of the year
Transferred to income statement
Currency translation adjustments net of hedges
Total foreign currency translation reserve
b) Share option reserve1
Balance at beginning of the year
Share-based payments/(exercises)
Transfer of options/rights lapsed to retained earnings2
Total share option reserve
c) Available-for-sale revaluation reserve
Balance at beginning of the year
Gain/(loss) recognised
Transferred to income statement
Total available-for-sale revaluation reserve
d) Cash flow hedge reserve
Balance at beginning of the year
Gain/(loss) recognised
Transferred to income statement
Total cash flow hedging reserve
e) Transactions with non-controlling interests reserve
Balance at beginning of the year
Total transactions with non-controlling interests reserve
Total reserves
Retained earnings
Balance at beginning of the year
Profit attributable to shareholders of the Company
Transfer of options/rights lapsed from share option reserve1,2
Remeasurement gain/(loss) on defined benefit plans after tax
Fair value gain/loss attributable to changes in own credit risk of financial liabilities
designated at fair value
Dividend income on Treasury shares
Ordinary share dividends paid
Preference share dividends paid
Foreign exchange gains on preference shares bought back3
Retained earnings at end of year
Total reserves and retained earnings
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
1,119
(126)
(449)
544
(605)
(4)
1,728
1,119
68
19
(8)
79
138
43
(32)
149
269
48
12
329
(23)
(23)
60
16
(8)
68
160
27
(49)
138
169
111
(11)
269
(23)
(23)
584
(126)
(476)
(18)
68
19
(8)
79
10
4
(1)
13
277
(14)
7
270
–
–
(290)
(4)
878
584
60
16
(8)
68
50
(6)
(34)
10
174
103
–
277
–
–
1,078
1,571
344
939
27,309
5,709
8
(67)
24,544
7,493
8
(4)
20,138
5,687
8
(72)
17,557
7,306
8
20
(7)
37
(7)
37
24
(5,001)
–
–
27,975
29,053
22
(4,906)
(1)
116
27,309
28,880
–
(5,001)
–
–
20,753
21,097
–
(4,906)
–
116
20,138
21,077
1 Further information about share-based payments to employees is disclosed in note 39.
2 The transfer of balances from the share option reserve to retained earnings represents items of a distributable nature.
3 The Euro Trust Securities were bought back by ANZ for cash at face value and cancelled on 15 December 2014. The foreign exchange gain between the issue date and 15 December 2014
was recognised directly in retained earnings.
145
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 32: Capital Management
ANZ pursues an active approach to capital management, which
is designed to protect the interests of depositors, creditors and
shareholders. This involves the on-going review and Board approval
of the level and composition of ANZ’s capital base, assessed against
the following key policy objectives:
} regulatory compliance such that capital levels exceed APRA’s, ANZ’s
primary prudential supervisor, minimum Prudential Capital Ratios
(PCRs) both at Level 1 (the Company and specified subsidiaries) and
Level 2 (ANZ consolidated under Australian prudential standards),
along with US Federal Reserve’s minimum Level 2 requirements
under ANZ’s Foreign Holding Company Licence in the United States
of America;
} capital levels are aligned with the risks in the business and to meet
strategic and business development plans through ensuring that
available capital exceeds the level of Economic Capital. Economic
Capital is an internal estimate of capital levels required to support
risk and unexpected losses above a desired target solvency
level; and
} an appropriate balance between maximising shareholder returns
and prudent capital management principles.
ANZ achieves these objectives through an Internal Capital Adequacy
Assessment Process (ICAAP) whereby ANZ conducts detailed strategic
and capital planning over a medium term time horizon.
Annually, ANZ conducts a detailed strategic planning process over
a three year time horizon, the outcomes of which are embodied in
the Strategic Plan. This process involves forecasting key economic
variables which ANZ divisions use to determine key financial data
for their existing business. New strategic initiatives to be undertaken
over the planning period and their financial impact are then
determined. These processes are used for the following:
} review capital ratios, targets, and levels of different classes of capital
against ANZ’s risk profile and risk appetite outlined in the Strategic
Plan. ANZ’s capital targets reflect the key policy objectives above,
and the desire to ensure that under specific stressed economic
scenarios capital levels are sufficient to remain above both
Economic Capital and PCR requirements;
} stress tests are performed under different economic scenarios
to ensure a comprehensive review of ANZ’s capital position both
before and after mitigating actions. The stress tests determine
the level of additional capital (the ‘stress capital buffer’) needed
to absorb losses that may be experienced during an economic
downturn; and
} stress testing is integral to strengthening the predictive approach
to risk management and is a key component in managing risks,
asset writing strategies and business strategies. It creates greater
understanding of the impacts on financial performance through
modelling relationships and sensitivities between geographic,
industry and divisional exposures under a range of macroeconomic
scenarios. ANZ has a dedicated stress testing team within Risk
Management that models and reports to management and the
Board’s Risk Committee on a range of scenarios and stress tests.
Results are subsequently used to:
} recalibrate ANZ’s management targets for minimum and operating
ranges for its respective classes of capital such that ANZ will have
sufficient capital to remain above both economic and regulatory
capital requirements; and
} identify the level of organic capital generation and hence
determine current and future capital issuance requirements
for Level 1 and Level 2.
146
From these processes, a capital plan is developed and approved
by the Board which identifies the capital issuance requirements,
capital securities maturity profile, and options around capital
products, timing and markets to execute the capital plan under
differing market and economic conditions.
The capital plan is maintained and updated through a monthly
review of forecast financial performance, economic conditions and
development of business initiatives and strategies. The Board and
senior management are provided with monthly updates of ANZ’s
capital position. Any actions required to ensure ongoing prudent
capital management are submitted to the Board for approval.
REGULATORY ENVIRONMENT
ANZ’s regulatory capital calculation is governed by APRA’s Prudential
Standards which adopt a risk-based capital assessment framework
based on the Basel 3 capital measurement standards. This risk based
approach requires eligible capital to be divided by total risk weighted
assets (RWAs), with the resultant ratio being used as a measure of an
ADI’s capital adequacy. APRA determines PCRs for Common Equity
Tier 1 (CET1), Tier 1 and Total Capital, with capital as the numerator
and RWAs as the denominator.
To ensure that ADIs are adequately capitalised on both a stand-alone
and group basis, APRA adopts a tiered approach to the measurement
of an ADI’s capital adequacy by assessing the ADIs financial strength
at three levels:
} Level 1 – the ADI on a stand-alone basis (that is, the Company
and approved subsidiaries which are consolidated to form the
ADI’s Extended Licensed Entity);
} Level 2 – the consolidated banking group (that is the consolidated
financial group less certain subsidiaries and associates excluded
under prudential standards); and
} Level 3 – the conglomerate group at the widest level.
ANZ is a Level 1 and Level 2 reporter, and measures capital adequacy
monthly on a Level 1 and Level 2 basis, and is not yet required to
report on a Level 3 basis.
Regulatory capital is divided into Tier 1, carrying the highest capital
elements, and Tier 2, which has lower capital elements, but still adds
to the overall strength of the ADI.
Tier 1 capital is comprised of Common Equity Tier 1 capital less
deductions and Additional Tier 1 capital instruments. Common Equity
Tier 1 capital comprises shareholders’ equity adjusted for items which
APRA does not allow as regulatory capital or classifies as lower forms
of regulatory capital. Common Equity Tier 1 capital includes the
following significant adjustments:
} Reserves, excluding the hedging reserve and reserves of insurance
and funds management subsidiaries excluded for Level 2 purposes;
} Retained earnings excludes retained earnings of insurance and
funds management subsidiaries excluded for Level 2 purposes,
but includes capitalised deferred fees forming part of loan yields
that meet the criteria set out in the prudential standard;
} Inclusion of qualifying treasury shares; and
} Current year net of tax earnings less profits of insurance and
funds management subsidiaries excluded for Level 2 purposes.
NOTES TO THE FINANCIAL STATEMENTS (continued) 32: Capital Management (continued)
Additional Tier 1 capital instruments are high quality components
of capital that provide a permanent and unrestricted commitment
of funds, are available to absorb losses, are subordinated to the claims
of depositors and senior creditors in the event of the winding up
of the issuer and provide for fully discretionary capital distributions.
Deductions from the capital base comprise mainly deductions to
the Common Equity Tier 1 component. These deductions are largely
intangible assets, investments in insurance and funds management
entities and associates, capitalised expenses (including loan and
origination fees) and the amount of regulatory expected losses
(EL) in excess of eligible provisions.
Tier 2 capital mainly comprises perpetual subordinated debt
instruments and dated subordinated debt instruments which
have a minimum term of five years at issue date.
Total Capital is the sum of Tier 1 capital and Tier 2 capital.
In addition to the prudential capital oversight that APRA conducts
over the Company and the Group, the Company’s branch operations
and major banking subsidiary operations are overseen by local
regulators such as the Reserve Bank of New Zealand, the US Federal
Reserve, the UK Prudential Regulation Authority, the Monetary
Authority of Singapore, the Hong Kong Monetary Authority and the
China Banking Regulatory Commission who may impose minimum
capitalisation rates on those operations.
Throughout the financial year, the Company and the Group
maintained compliance with the minimum Common Equity Tier 1, Tier
1 and Total Capital ratios set by APRA and the US Federal Reserve (as
applicable) as well as applicable capitalisation rates set by regulators
in countries where the Company operates branches and subsidiaries.
OTHER REGULATORY DEVELOPMENTS
Financial System Inquiry (FSI)
The FSI final report into Australia’s financial system was released
in December 2014. Key recommendations included:
} Setting capital standards such that Australian Authorised Deposit-
taking Institutions’ (ADI) capital ratios are unquestionably strong;
} Raising the average internal ratings-based (IRB) mortgage risk weight
to narrow the difference between average mortgage risk-weight for
ADIs using IRB models and those using standardised risk weights;
} Implementing a framework for minimum loss absorbing and
recapitalisation capacity in line with emerging international practice;
} Developing a common reporting template that improves the
transparency and comparability of capital ratios of Australian ADIs; and
} Introducing a leverage ratio that acts as a backstop to ADI’s
risk-based capital requirements, in line with the Basel framework.
APRA responded to parts of the FSI inquiry with the following
announcements made in connection to the key recommendations:
} In July 2015, APRA released an information paper entitled
'International capital comparison study' (APRA Study) which
supports the FSI’s recommendation that the capital ratios of
Australian ADIs should be unquestionably strong. In an update
to the APRA study published in July 2016, APRA acknowledged
that the relative capital positions of major Australian ADIs have
improved since and are now broadly in line with the benchmark
suggested by the FSI. The results of the APRA Study will only
inform but will not determine APRA’s approach for setting
capital adequacy requirements.
} Effective 1 July 2016, APRA requires increased capital holdings
for Australian residential mortgage exposures by ADIs accredited
to use the internal ratings-based (IRB) approach to credit risk
which increases the average credit risk weight to be applied
to Australian mortgage portfolios to at least 25%. For ANZ, the
impact of this requirement as at 30 September 2016 was -60 bps
to the CET1 ratio. Additionally, APRA also requires refinements to
ANZ’s residential mortgages risk models which will take effect in
the financial year 2017. The exact impact of the model refinements
has not been confirmed, pending review and approval from APRA.
However, any change is expected to increase the average credit
risk weight applied to ANZ’s residential mortgages exposures to
be within the 25% to 30% range. Ahead of the increased capital
requirements for Australian residential mortgages ANZ raised
$3.2 billion of ordinary share capital during 2015.
} Reporting of the Leverage Ratio commenced from 1 July 2015
however APRA have not yet announced details of the minimum
requirement which will apply to impacted Australian ADIs.
The Australian Government agreed with the FSI recommendations
and endorsed APRA to implement the recommendations. However,
apart from the above, APRA has not made any announcements
on the other key recommendations to date. Therefore, the final
outcomes from the FSI, including any impacts and the timing
of these impacts on ANZ remain uncertain.
Level 3 Conglomerates (Level 3)
APRA is extending its prudential supervision framework to
Conglomerate Groups via the Level 3 framework which will regulate
a bancassurance group such as ANZ as a single economic entity with
minimum capital requirements and additional monitoring of risk
exposure levels.
In August 2016, APRA confirmed the deferral of capital requirements
for Conglomerate Groups until 2019 at the earliest, to allow for the
final requirements arising from FSI recommendations and international
initiatives that are already in progress to be determined.
The non-capital components of the Level 3 framework covering
group governance, risk exposures, intragroup transactions and
other risk management and compliance requirements will become
effective on 1 July 2017. ANZ is not expecting any material impact
on its operations based upon the current version of these standards.
Current Proposals from the Basel Committee on Banking
Supervision (BCBS) on RWA
As part of the BCBS agenda to simplify RWA measurement and
reduce their variability between banks, the BCBS has issued
a number of consultation documents in relation to:
} Standardised approach to RWA for credit risk;
} Revisions to Standardised Measurement Approach
to Operational Risk;
} Fundamental Review of the Trading Book;
} Interest Rate Risk in the Banking Book;
} Framework on imposition of capital floors based on standardised
RWA approaches; and
} Additional constraints on the use of internal models for credit RWA.
147
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 32: Capital Management (continued)
Apart from the finalisation of standards on the review of the Trading Book, BCBS is still currently consulting with the industry on the other
proposals. The impacts of these changes on ANZ are subject to the final form of these BCBS proposals that APRA will implement for Australian ADIs.
CAPITAL ADEQUACY
The table below provides the composition of capital used for regulatory purposes and capital adequacy ratios.
Qualifying capital
Tier 1
Shareholders' equity and non-controlling interests
Prudential adjustments to shareholders equity
Gross Common Equity Tier 1 Capital
Deductions
Common Equity Tier 1 Capital
Additional Tier 1 capital
Tier 1 capital
Tier 2 capital
Total qualifying capital
Capital adequacy ratios
Common Equity Tier 1
Tier 1
Tier 2
Total
Risk Weighted Assets
2016
$m
2015
$m
57,927
(481)
57,446
(18,179)
39,267
9,018
48,285
10,328
58,613
9.6%
11.8%
2.5%
14.3%
57,353
(387)
56,966
(18,440)
38,526
6,958
45,484
7,951
53,435
9.6%
11.3%
2.0%
13.3%
408,582
401,937
REGULATORY ENVIRONMENT – INSURANCE AND FUNDS MANAGEMENT BUSINESS
Under APRA’s Prudential Standards, life insurance and funds management activities are de-consolidated for the purposes of calculating capital
adequacy and excluded from the risk based capital adequacy framework for the ANZ Level 2 Group.
ANZ’s insurance companies in Australia are regulated by APRA on a stand-alone basis. Prudential Standards issued under the Life Insurance
Act 1995 and Insurance Act 1973 determine the minimum capital requirements these companies are required to meet. Life insurance companies
in New Zealand are required to meet minimum capital requirements as determined by the Insurance (Prudential Supervision) Act 2010.
Fund managers in Australia are subject to ‘Responsible Entity’ regulation by the Australian Securities and Investment Commission (ASIC). The
regulatory capital requirements vary depending on the type of Australian Financial Services Licence or Authorised Representatives’ Licence held.
APRA supervises approved trustees of superannuation funds and it introduced new financial requirements which became effective from
1 July 2013.
ANZ’s insurance and funds management companies held assets in excess of regulatory capital requirements at 30 September 2016.
148
NOTES TO THE FINANCIAL STATEMENTS (continued) 33: Controlled Entities
Total shares in controlled entities
Consolidated
2016
$m
–
2015
$m
–
The Company
2016
$m
2015
$m
18,117
17,823
ACQUISITION AND DISPOSAL OF CONTROLLED ENTITIES
There were no material entities acquired or disposed of during the year ended 30 September 2016 or the year ended 30 September 2015.
Ultimate parent of the Group
Australia and New Zealand Banking Group Limited
All controlled entities are 100% owned unless otherwise noted.
The material controlled entities of the Group are:
ANZ Bank (Lao) Limited1
ANZ Bank (Taiwan) Limited1
ANZ Bank (Vietnam) Limited1
ANZ Capel Court Limited
ANZ Capital Hedging Pty Ltd
ANZ Commodity Trading Pty Ltd
ANZ Funds Pty Ltd
ANZ Bank (Europe) Limited1
ANZ Bank (Kiribati) Limited1,2
ANZ Bank (Samoa) Limited1
ANZ Bank (Thai) Public Company Limited1
ANZcover Insurance Private Ltd1
ANZ Holdings (New Zealand) Limited1
ANZ Bank New Zealand Limited1
ANZ Investment Services (New Zealand) Limited1
ANZ New Zealand (Int’l) Limited1
ANZNZ Covered Bond Trust1
ANZ Wealth New Zealand Limited1
ANZ New Zealand Investments Ltd1
OnePath Life (NZ) Limited1
UDC Finance Limited1
ANZ International (Hong Kong) Limited1
ANZ Asia Limited1
ANZ Bank (Vanuatu) Limited3
ANZ International Private Limited1
ANZ Singapore Limited1
ANZ Royal Bank (Cambodia) Limited1,2
Votraint No. 1103 Pty Ltd
ANZ Lenders Mortgage Insurance Pty Ltd
ANZ Residential Covered Bond Trust
ANZ Wealth Australia Limited
OnePath Custodians Pty Limited
OnePath Funds Management Limited
OnePath General Insurance Pty Limited
OnePath Life Australia Holdings Pty Limited
OnePath Life Limited
Australia and New Zealand Banking Group (PNG) Limited1
Australia and New Zealand Bank (China) Company Limited1
Chongqing Liangping ANZ Rural Bank Company Limited1
Citizens Bancorp4
ANZ Guam Inc.4
ANZ Finance Guam, Inc.4
ACN 003 042 082 Limited
Share Investing Limited
PT Bank ANZ Indonesia1,2
Incorporated in
Nature of business
Australia
Banking
Laos
Taiwan
Vietnam
Australia
Australia
Australia
Australia
United Kingdom
Kiribati
Samoa
Thailand
Singapore
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
Hong Kong
Hong Kong
Vanuatu
Singapore
Singapore
Cambodia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Papua New Guinea
China
China
Guam
Guam
Guam
Australia
Australia
Indonesia
Banking
Banking
Banking
Securitisation Manager
Hedging
Finance
Holding Company
Banking
Banking
Banking
Banking
Captive-Insurance
Holding Company
Banking
Funds Management
Finance
Finance
Holding Company
Funds Management
Insurance
Finance
Holding Company
Banking
Banking
Holding Company
Merchant Banking
Banking
Investment
Mortgage Insurance
Finance
Holding Company
Trustee
Funds Management
Insurance
Holding Company
Insurance
Banking
Banking
Banking
Holding Company
Banking
Finance
Holding Company
Online Stockbroking
Banking
1 Audited by overseas KPMG firms (either for standalone financial statements if required or as part of the Group audit).
2 Non-controlling interests hold ordinary shares or units in the controlled entities listed above as follows: ANZ Bank (Kiribati) Limited – 150,000 $1 ordinary shares (25%) (2015: 150,000 $1 ordinary
shares (25%)); PT Bank ANZ Indonesia – 16,500 IDR 1 million shares (1%) (2015: 16,500 IDR 1 million shares (1%)); ANZ Royal Bank (Cambodia) Limited – 319,500 USD100 ordinary shares (45%)
(2015: 319,500 USD100 ordinary shares (45%)).
3 Audited by Law Partners.
4 Audited by Deloitte Guam.
149
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS
34: Investments in Associates
Significant associates of the Group are as follows:
AMMB Holdings Berhad1
PT Bank Pan Indonesia2
Shanghai Rural Commercial Bank3
Bank of Tianjin4
Other individually immaterial associates (in aggregate)
Total carrying value of associates
Consolidated
The Company
2016
$m
1,198
997
1,955
–
122
4,272
2015
$m
1,424
904
1,981
1,021
110
5,440
2016
$m
–
–
1,955
–
19
1,974
2015
$m
–
–
1,981
1,021
16
3,018
1 AMMB Holdings Berhad (AmBank Group) provides a full suite of banking and insurance products and services in Malaysia and is listed on the Bursa Malaysia. This investment relates to the Group’s
Asia Pacific strategy.
2 PT Bank Pan Indonesia is a consumer and business bank in Indonesia and is listed on the Jakarta stock exchange. This investment relates to the Group’s Asia Pacific strategy.
3 Shanghai Rural Commercial Bank is a rural commercial bank in China. This investment relates to the Group’s Asia Pacific strategy.
4 On 30 March 2016, the Bank of Tianjin (BoT) completed a capital raising and initial public offering (IPO) on the Hong Kong Stock Exchange. As a result, the Group’s equity interest reduced from
14% to 12% and the Group ceased equity accounting the investment due to losing the ability to appoint directors to the Board of BoT at this date. From 31 March 2016, the investment is classified
as an available-for-sale asset.
a) Financial information on material associates
Set out below is the summarised financial information of each associate that is material to the Group. The summarised financial information
is based on the associates’ IFRS financial information.
Principal place of business and country of incorporation
Malaysia
AMMB Holdings
Berhad
PT Bank Pan
Indonesia
Indonesia
Method of measurement in the Group’s balance sheet
Equity method
Equity method
Shanghai Rural
Commercial Bank
Peoples’ Republic
of China
Equity method
Bank of Tianjin
Peoples’ Republic
of China
Equity method
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
Summarised results
Revenue
Profit/(loss)
Other comprehensive income/(loss)
Total comprehensive income
Less: Total comprehensive income attributable
to non–controlling interests
Total comprehensive income attributable
to owners of associate
Summarised financial position
Total assets1
Total liabilities1
Total Net assets1
Less: Non–controlling interests of associate
Net assets attributable to owners of associate
2,698
2,840
414
(8)
406
26
380
583
54
637
30
607
960
160
2
162
11
151
822
225
2
227
16
3,390
1,338
59
1,397
3,058
1,117
175
1,292
36
33
211
1,361
1,259
41,442
36,092
5,350
312
5,038
43,668
37,374
6,294
307
5,987
19,692
16,873
2,819
252
2,567
17,244
14,684
129,081
119,027
128,511
118,324
2,560
233
2,327
10,054
281
9,773
10,187
283
9,904
–
–
–
–
–
–
–
–
–
–
–
Reconciliation to carrying amount of Group's interest in associate2
Proportion of ownership interest held
by the Group
Carrying amount at the beginning of the year
Group's share of total comprehensive income
Dividends received from associate
Group's share of other reserve movements of
associate and FCTR adjustments
Impairment charge
24%
1,424
90
(35)
(21)
(260)
Less: carrying value at loss of significant influence
Carrying amount at the end of the year
Market Value of Group's investment in associate3
–
1,198
929
24%
1,465
152
(66)
(127)
–
–
1,424
1,048
39%
904
59
–
34
–
–
997
779
39%
795
82
–
27
–
–
904
805
20%
1,981
273
(41)
(258)
–
–
20%
1,443
251
(38)
325
–
–
1,955
1,981
n/a
n/a
–
1,021
86
–
(106)
–
(1,001)
–
n/a
2,168
1,094
85
1,179
2
1,177
117,073
109,803
7,270
50
7,220
14%
710
167
(21)
165
–
–
1,021
n/a
Includes market value adjustments (including goodwill) made by the Group at the time of acquisition and adjustments for any differences in accounting policies.
1
2 For BoT this includes movements up to cessation of equity accounting.
3 Applicable to those investments in associates where there are published price quotations. Market Value is based on a price per share and does not include any adjustments for holding size.
During the year the impairment assessment of non-lending assets identified that two of the Group's associate investments (AMMB Holdings
Berhad (Ambank) and PT Bank Pan Indonesia (PT Panin)) had indicators of impairment; specifically their market value (based on share price) was
below their carrying value. The Group performed value in use (VIU) calculations to assess if the carrying value of the investments were impaired.
150
NOTES TO THE FINANCIAL STATEMENTS (continued)
34: Investments in Associates (continued)
The VIU calculation continued to support the carrying value of the
investment in PT Panin, however the VIU did not support the carrying
value of the Group's investment in Ambank. As a consequence the
Group recorded an impairment charge of $260 million in 2016 to
reduce the carrying value to its VIU. The associate investment in
Ambank forms part of the TSO and Group Centre operating segment.
Refer to note 9 for further details.
The value in use calculation is sensitive to a number of key
assumptions, including future profitability levels, capital levels,
long term growth rates and discount rates. The key assumptions
used in the value in use calculation are outlined below:
Pre-tax discount rate
Terminal growth rate
Expected NPAT growth
(compound annual growth rate - 5 years)
Core Equity tier 1 rate
As at 30 Sep 2016
AMMB
PT Panin
10.1%
5.0%
4.0%
12.8%
6.0%
8.5%
10.0% –12.1%
11.3%
b) Other associates
The following table summarises, in aggregate, the Group’s interest
in associates that are considered individually immaterial for
separate disclosure.
Group's share of profit/(loss)
Group's share of other comprehensive income
Group's share of total comprehensive income
Carrying amount
35: Structured Entities
2016
$m
38
(11)
27
122
2015
$m
36
(4)
32
110
A structured entity (‘SE’) is an entity that has been designed so
that voting or similar rights are not the dominant factor in deciding
who controls the entity, such as when any voting rights relate
to administrative tasks only and the relevant activities are directed
by means of contractual arrangements. A structured entity often
has some or all of the following features or attributes:
} restricted activities;
} a narrow and well-defined objective;
} insufficient equity to permit the SE to finance its activities
without subordinated financial support; and/or
} financing in the form of multiple contractually linked instruments to
investors that create concentrations of credit or other risks (tranches).
SEs are consolidated when control exists in accordance with the
accounting policy disclosed in note 1(A)(vi). In other cases the
Group may have an interest in or sponsor a SE but not consolidate
it. This note provides information on both consolidated and
unconsolidated SEs.
The Group’s involvement with SEs is mainly through securitisation,
covered bond issuances, structured finance arrangements and funds
management activities. SEs may be established either by the Group
or by a third party.
Securitisation
The Group uses SEs to securitise customer loans and advances that
it has originated in order to diversify its sources of funding for liquidity
management. Such securitisation transactions involve transfers to
an internal securitisation (bankruptcy remote) vehicle created for the
purpose of structuring assets that are eligible for repurchase under
agreements with the applicable central bank (that is, Repo eligible).
The internal securitisation SEs are consolidated. Refer to note 36 for
further details.
The Group also establishes SEs on behalf of its customers to securitise
their loans or receivables. The Group may manage these securitisation
vehicles and/or provide liquidity or other support. Additionally, the
Group may acquire interests in securitisation vehicles set up by third
parties through holding securities issued by such entities. While the
majority are unconsolidated, in limited circumstances the Group
consolidates SEs used in securitisation when control exists.
Covered bond issuances
Certain loans and advances have been assigned to bankruptcy
remote SEs to provide security for issuances of debt securities
by the Group. The Group retains control of the SEs and accordingly
they are consolidated. Refer to note 36 for further details.
Structured finance arrangements
The Group is involved with SEs established in connection with structured
lending transactions to facilitate debt syndication and/or to ring-fence
collateral assets. The Group is also involved with SEs established to own
assets that are leased to customers in structured leasing transactions.
Sometimes, the Group may also manage the SE, hold minor amounts
of capital or provide risk management products (derivatives). The ability
of the Group to participate in decisions about the relevant activities
of these SEs varies. In most instances the Group does not control these
SEs. Further, the Group’s involvement typically does not establish more
than a passive interest in decisions about the relevant activities and
accordingly is not considered disclosable as discussed in (b) below.
Funds management activities
The Group’s Wealth Australia and New Zealand divisions conduct
investment management and other fiduciary activities as a
responsible entity, trustee, custodian or manager for investment
funds and trusts, including superannuation funds and wholesale
and retail trusts (collectively ‘Investment Funds’). The Investment
Funds are financed through the issue of puttable units to investors
and are considered by the Group to be SEs. The Group’s exposure
to Investment Funds includes holding units and receiving fees for
services. Where the Group invests in Investment Funds on behalf of
policyholders they are consolidated when control is deemed to exist.
(a) Financial or other support provided to consolidated
structured entities
Pursuant to contractual arrangements, the Group provides financial
support to consolidated SEs as outlined below (these represent
intra-group transactions which are eliminated on consolidation):
} Securitisation and covered bond issuances:
The Group provides lending facilities, derivatives and commitments
to these SEs and/or holds debt instruments that they have issued.
Refer to note 36 for further details in relation to the Group’s internal
securitisation programmes and covered bond issuances.
} Structured finance arrangements:
The assets held by these SEs are normally pledged as collateral for
finance provided. Certain consolidated SEs are financed entirely by
the Group while others are financed by syndicated loan facilities in
which the Group is a participant. The financing provided by the Group
includes lending facilities where the Group’s exposure is limited to the
amount of the loan and any undrawn amount. Additionally the Group
has provided Letters of Support to these consolidated SEs confirming
that the Group will not demand repayment of the financing provided
for the ensuing 12 month period.
151
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS
35: Structured Entities (continued)
The Group did not provide any non-contractual support to consolidated SEs during the year (2015: nil).
Other than as disclosed above the Group does not have any current intention of providing financial or other support to consolidated SEs.
(b) Group’s interest in unconsolidated structured entities
An ‘interest’ in an unconsolidated SE is any form of contractual or non-contractual involvement which exposes the Group to variability of returns
from the performance of that entity. Such interests include, but are not limited to, holdings of debt or equity securities, derivatives that pass-on risks
specific to the performance of the structured entity, lending, loan commitments, financial guarantees and fees from funds management activities.
For the purpose of disclosing interests in unconsolidated SEs:
} no disclosure has been made where the Group’s involvement does not establish more than a passive interest, for example, when the Group’s
involvement constitutes a typical customer-supplier relationship. On this basis, exposures to unconsolidated SEs that arise from lending,
trading and investing activities are not considered disclosable interests unless the design of the structured entity allows the Group to
participate in decisions about the relevant activities (being the activities that significantly affect returns).
} ‘interests’ do not include derivatives intended to expose the Group to market-risk (rather than performance risk specific to the SE) or derivatives
where the Group creates rather than absorbs variability of the unconsolidated SE (such as purchase of credit protection under a credit default swap).
The following table sets out the Group’s interests in unconsolidated SEs together with the maximum exposure to loss that could arise from
such interests.
Interest in unconsolidated structured entities
Consolidated at 30 September 2016
Available-for-sale assets
Investment backing policy liabilities
Loans and advances
Total on-balance sheet
Off-balance sheet interests
Commitments (facilities undrawn)
Total off-balance sheet
Maximum exposure to loss
Securitisation
2016
$m
2015
$m
Structured finance
2015
$m
2016
$m
Investment funds
2015
$m
2016
$m
3,591
–
7,181
3,849
–
6,825
10,772
10,674
2,588
2,588
2,610
2,610
13,360
13,284
–
–
88
88
–
–
88
–
–
37
37
–
–
37
–
156
–
156
–
–
–
165
–
165
–
–
Total
2016
$m
3,591
156
7,269
2015
$m
3,849
165
6,862
11,016
10,876
2,588
2,588
2,610
2,610
156
165
13,604
13,486
In addition to the interests above, the Group earned funds
management fees from unconsolidated SEs of $524 million
(2015: $542 million) during the year.
} Investment funds: Size is indicated by Funds Under Management
which vary by SE with a maximum value of approximately
$35.0 billion (2015: $33.8 billion).
The Group’s maximum exposure to loss represents the maximum
amount of loss that the Group could incur as a result of its
involvement with unconsolidated SEs, regardless of the probability
of occurrence, if loss events were to take place. This does not in any
way represent the actual losses expected to be incurred. Instead,
the maximum exposure to loss is contingent in nature and may arise
for instance upon the bankruptcy of an issuer of securities or debtor
or if liquidity facilities or guarantees were to be called upon.
Furthermore, the maximum exposure to loss is stated gross of the
effects of hedging and collateral arrangements entered into
to mitigate ANZ’s exposure to loss.
For each type of interest, maximum exposure to loss has been
determined as follows:
} available-for-sale assets and investments backing policy
liabilities – carrying amount; and
The Group did not provide any non-contractual support
to unconsolidated SEs during the year (2015: nil).
The Group does not have any current intention of providing
financial or other support to unconsolidated SEs.
(c) Sponsored unconsolidated structured entities
The Group may also sponsor unconsolidated SEs in which it has
no disclosable interest.
For the purposes of this disclosure, the Group considers itself
the ‘sponsor’ of an unconsolidated SE where it is the primary
party involved in the design and establishment of that SE and:
} where the Group is the major user of that SE;
} the Group’s name appears in the name of that SE or on its
products; or
} loans and advances – carrying amount plus undrawn amount
} the Group provides implicit or explicit guarantees of that
of any commitments.
SE’s performance.
Information about the size of the unconsolidated SEs that the
Group is involved with is as follows:
} Securitisation and structured finance: Size is indicated by total
assets which vary by SE with a maximum value of approximately
$1.7 billion (2015: $1.7 billion); and
The Group has sponsored the ANZ PIE Fund in New Zealand which
invests only in deposits with ANZ Bank New Zealand Limited. The
Group does not provide any implicit or explicit guarantees of the
capital value or performance of investments in the ANZ PIE Fund.
There was no income received from nor assets transferred to this
entity during the year.
152
NOTES TO THE FINANCIAL STATEMENTS (continued)
36: Transfers of Financial Assets
The Group enters into transactions in the normal course of business
by which it transfers financial assets directly to third parties or to
SEs. These transfers may give rise to the full or partial derecognition
of those financial assets depending on the Group’s continuing
involvement and exposure to risks and rewards.
SECURITISATIONS
Net loans and advances include residential mortgages securitised
under the Group’s securitisation programs which are assigned to
bankruptcy remote SEs to provide security for obligations payable
on the notes issued by the SEs. This includes mortgages that are
held for potential repurchase agreements (Repos) with central banks.
The holders of the issued notes have full recourse to the pool of
residential mortgages which have been securitised and the Company
cannot otherwise pledge or dispose of the transferred assets.
In some instances the Company is also the holder of the securitised
notes. In addition, the Company is entitled to any residual income
of the SEs and enters into derivatives with the SEs. The Company
is therefore deemed to have retained the majority of the risks and
rewards of the residential mortgages and as such continues to
recognise the mortgages as financial assets. The obligation to pay this
amount to the SE is recognised as a financial liability of the Company.
The Group is exposed to variable returns from its involvement with
these securitisation SEs and has the ability to affect those returns
through its power over the SE’s activities. The SEs are therefore
consolidated by the Group.
COVERED BONDS
The Group operates various global covered bond programs to raise
funding in its primary markets. Net loans and advances include
residential mortgages assigned to bankruptcy remote SEs associated
with these covered bond programs. The mortgages provide security
for the obligations payable on the issued covered bonds.
The covered bond holders have dual recourse to the issuer and the
cover pool of assets. The issuer cannot otherwise pledge or dispose
of the transferred assets, however, subject to legal arrangements
it may repurchase and substitute assets as long as the required
cover is maintained.
The Company is required to maintain the cover pool at a level
sufficient to cover the bond obligations. In addition the Company
is entitled to any residual income of the covered bond SEs and enters
into derivatives with the SEs. The Company is therefore deemed to
have retained the majority of the risks and rewards of the residential
mortgages and as such continues to recognise the mortgages
as financial assets. The obligation to pay this amount to the SEs
is recognised as a financial liability of the Company.
The Group is exposed to variable returns from its involvement with
the Covered Bond SEs and has the ability to affect those returns
through its power over the SE’s activities. The SEs are therefore
consolidated by the Group. The covered bonds issued externally
are included within debt issuances.
REPURCHASE AGREEMENTS
Securities sold subject to repurchase agreements are considered
to be transferred assets that do not qualify for derecognition when
substantially all the risks and rewards of ownership remain with the
Group. An associated liability is recognised for the consideration
received from the counterparty.
STRUCTURED FINANCE ARRANGEMENTS
The Company arranges funding for certain customer transactions
through structured leasing and commodity prepayment arrangements.
At times, other financial institutions participate in the funding of
these arrangements. This participation involves a proportionate
transfer of the rights to the lease receivable or financing arrangement.
The participating banks have limited recourse to the leased assets
or financed commodity and related proceeds. Circumstances may arise
whereby the Company continues to be exposed to some of the risks
of the transferred lease receivable or financing arrangement through
a derivative or other continuing involvement. When this occurs, the lease
receivable or loan is not derecognised and the Company will instead
recognise an associated liability representing its obligations to the
participating financial institutions.
The table below sets out the balance of assets transferred that do
not qualify for derecognition, along with the associated liabilities.
Securitisations1,2
Current carrying amount of assets transferred
Carrying amount of associated liabilities
Covered bonds1,3
Current carrying amount of assets transferred
Carrying amount of associated liabilities3
Repurchase agreements
Current carrying amount of assets transferred
Carrying amount of associated liabilities
Structured Finance Arrangements
Current carrying amount of assets transferred
Carrying amount of associated liabilities
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
–
–
–
–
–
–
–
–
73,546
73,546
22,001
22,001
73,559
73,559
23,508
23,508
26,637
25,049
13,975
13,731
26,234
24,646
13,476
13,255
275
266
766
759
164
164
627
627
1 The consolidated balances are nil as the Company balances relate to transfers to internal structured entities.
2 The securitisation noteholders have recourse only to the pool of residential mortgages which have been securitised. The carrying value of securitised assets and the associated liabilities
approximates their fair value.
3 The total covered bonds issued by the Group to external investors at 30 September 2016 was $21,035 million (2015: $27,013 million), secured by $31,790 million (2015: $30,368 million) of specified
residential mortgages. The associated liability represents the Company’s liability to the covered bond SE. Covered bonds issued by the Company to external investors at 30 September 2016 were
$15,105 million (2015: $22,164 million).
153
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 37: Life Insurance Business
The Group conducts its life insurance business through OnePath Life Limited and OnePath Life (NZ) Limited. This note is intended
to provide disclosures in relation to the life insurance businesses conducted through these controlled entities.
CAPITAL ADEQUACY OF LIFE INSURER
Australian life insurers are required to hold reserves in excess of policy liabilities to support capital requirements under the
Life Insurance Act (Life Act).
The life insurance business in New Zealand is not governed by the Life Act as this is a foreign domiciled life insurance company.
The company is however required to meet similar capital requirements.
The summarised capital information below, in respect of capital requirements under the Life Act, has been extracted from the financial
statements prepared by OnePath Life Limited. For detailed capital adequacy information on a statutory fund basis, users of this annual
financial report should refer to the separate financial statements prepared by OnePath Life Limited.
Capital Base
Prescribed Capital Amount (PCA)
Capital Adequacy Multiple (times)
LIFE INSURANCE BUSINESS PROFIT ANALYSIS
Net shareholder profit after income tax
Net shareholder profit after income tax is represented by:
Emergence of planned profit margins
Difference between actual and assumed experience
(Loss recognition)/reversal of previous losses on groups of related products
Investment earnings on retained profits and capital
Changes in assumptions
Net policyholder profit in statutory funds after income tax
Net policyholder profit in statutory funds after income tax is represented by:
Emergence of planned profits
Investment earnings on retained profits and experience profits
INVESTMENTS RELATING TO LIFE INSURANCE BUSINESS
OnePath Life Limited
2016
$m
551
315
1.75
2015
$m
538
316
1.70
Life insurance
contracts
Life investment
contracts
Consolidated
2016
$m
335
208
45
1
81
–
14
14
–
2015
$m
386
198
7
–
181
–
18
14
4
2016
$m
81
2015
$m
143
65
5
–
11
–
–
–
–
93
29
–
21
–
–
–
–
2016
$m
416
273
50
1
92
–
14
14
–
2015
$m
529
291
36
–
202
–
18
14
4
Equity securities
Debt securities
Investments in managed investment schemes
Derivative financial assets/(liabilities)
Cash and cash equivalents
Total investments backing policy liabilities designated at fair value through profit or loss1
Consolidated
2016
$m
14,780
9,376
10,614
82
804
35,656
2015
$m
10,898
6,460
16,781
(81)
762
34,820
1 This includes $3,333 million (2015: $3,291 million) in respect of investments relating to external unit holders. In addition, the investment balance has been reduced by $4,670 million (2015: $4,636
million) in respect of the elimination of intercompany balances, treasury shares and the re-allocation of policyholder tax balances.
Investments held in statutory funds can only be used to meet the liabilities and expenses of that fund, or to make profit distributions when
solvency and capital adequacy requirements of the Life Act and Insurance (Prudential Supervision) Act 2010 are met. Accordingly, with the
exception of permitted profit distributions, the investments held in the statutory funds are not available for use by other parties of the Group.
154
NOTES TO THE FINANCIAL STATEMENTS (continued)
37: Life Insurance Business (continued)
INSURANCE POLICY LIABILITIES
a) Policy liabilities
Life insurance contract liabilities
Best estimate liabilities
Value of future policy benefits
Value of future expenses
Value of future premium
Value of declared bonuses
Value of future profits
Policyholder bonus
Shareholder profit margin
Business valued by non-projection method
Total net insurance contract liabilities
Unvested policyholder benefits
Liabilities ceded under reinsurance contracts
Total life insurance contract liabilities
Life investment contract liabilities1,2
Total policy liabilities
Consolidated
2016
$m
2015
$m
10,811
2,483
(16,544)
11
9,290
2,204
(14,086)
15
17
2,631
4
(587)
40
737
190
23
2,232
4
(318)
41
649
372
35,955
35,029
36,145
35,401
1 Designated at fair value through profit or loss.
2 Life investment contract liabilities that relate to a capital guaranteed element is $1,230 million (2015: $1,354 million). Life investment contract liabilities subject to investment performance
guarantees is $668 million (2015: $842 million).
b) Reconciliation of movements in policy liabilities
Policy liabilities
Gross liability brought forward
Movements in policy liabilities reflected in the income statement
Deposit premium recognised as a change in life investment contract liabilities
Fees recognised as a change in life investment contract liabilities
Withdrawal recognised as a change in other life investment contract liabilities
Gross policy liabilities closing balance
Liabilities ceded under reinsurance1
Balance brought forward
Movements in reinsurance assets reflected in the income statement
Closing balance
Life investment
contracts
Life insurance
contracts
Consolidated
2016
$m
2015
$m
2016
$m
2015
$m
2016
$m
2015
$m
35,029
1,937
4,299
(423)
(4,887)
34,038
1,520
5,165
(463)
(5,231)
35,955
35,029
–
–
–
–
–
–
372
(182)
–
–
–
190
649
88
737
516
(144)
–
–
–
372
591
58
649
35,401
1,755
4,299
(423)
(4,887)
34,554
1,376
5,165
(463)
(5,231)
36,145
35,401
649
88
737
591
58
649
Total policy liabilities net of reinsurance asset
35,955
35,029
(547)
(277)
35,408
34,752
1 Liabilities ceded under reinsurance contracts are shown as ‘other assets’.
c) Sensitivity analysis – Life investment contract liabilities
Market risk arises on the Group’s life insurance business in respect
of life investment contracts where an element of the liability to the
policyholder is guaranteed by the Group. The value of the guarantee
is impacted by changes in underlying asset values and interest rates.
As at 30 September 2016, a 10% decline in equity markets would
have decreased profit by $10 million (2015: $12 million) and a 10%
increase would have increased profit by $2 million (2015: $5 million).
A 1% increase in interest rates at 30 September 2016 would have
decreased profit by $13 million (2015: $4 million) and a 1% decrease
would have increased profit by $2 million (2015: $6 million).
METHODS AND ASSUMPTIONS – LIFE INSURANCE CONTRACTS
Significant actuarial methods
The effective date of the actuarial report on policy liabilities (which
includes insurance contract liabilities and life investment contract
liabilities) and solvency requirements is 30 September 2016.
In Australia, the actuarial report was prepared by Mr Jaimie Sach FIAA
Appointed Actuary, a fellow of the Institute of Actuaries of Australia.
The actuarial reports indicate Mr Sach is satisfied as to the accuracy
of the data upon which policy liabilities have been determined.
The amount of policy liabilities has been determined in accordance
with methods and assumptions disclosed in this financial report and
the requirements of the Life Act, which includes applicable standards
of APRA.
155
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS
37: Life Insurance Business (continued)
In New Zealand, the actuarial report was prepared by Mr Michael Bartram FIAA FNZSA, a fellow of the Institute of Actuaries of Australia
and a fellow of the New Zealand Society of Actuaries. The actuarial reports indicate that Mr Bartram is satisfied as to the accuracy
of the data upon which policy liabilities have been determined.
Policy liabilities have been calculated in accordance with Prudential Standard LPS 340 Valuation of Policy Liabilities issued by APRA in
accordance with the requirements of the Life Act. For life insurance contracts the Standard requires the policy liabilities to be calculated
in a way which allows for the systematic release of planned margins as services are provided to policyholders.
The profit carriers used to achieve the systematic release of planned margins are based on the product groups.
Critical assumptions
The valuation of the policy liabilities is dependent on a number of variables including interest rates, equity prices, future expenses, mortality,
morbidity and inflation. The critical estimates and judgements used in determining the policy liabilities is set out in note 2 (vi) on page 78.
Sensitivity analysis – life insurance contracts
The Group conducts sensitivity analysis to quantify the exposure of the life insurance contracts to risk of changes in the key underlying variables
such as interest rates, equity prices, mortality, morbidity and inflation. The valuations included in the reported results and the Group’s best
estimate of future performance is calculated using certain assumptions about these variables. The movement in any key variable will impact
the performance and net assets of the Group and as such represents a risk. The table below illustrates how changes in key assumptions would
impact the reported profit, insurance contract policy liabilities and equity at 30 September 2016.
Variable
Impact of movement in underlying variable
Market interest rates A change in market interest rates affects the value placed on
future cash flows. This changes profit and shareholder equity.
Expense risk
Mortality risk
Morbidity risk
An increase in the level or inflationary growth of expenses over
assumed levels will decrease profit and shareholder equity.
Greater mortality rates would lead to higher levels of claims occurring,
increasing associated claims cost and therefore reducing profit and
shareholder equity.
The cost of health-related claims depends on both the incidence
of policyholders becoming ill and the duration which they remain
ill. Higher than expected incidence and duration would increase
claim costs, reducing profit and shareholder equity.
Discontinuance risk
An increase in discontinuance rates at earlier durations has a negative effect
as it affects the ability to recover acquisition expenses and commissions.
Profit/(loss)
net of
reinsurance
Insurance
contract
liabilities
net of
reinsurance
$m
69
(55)
–
–
(10)
–
–
(99)
–
(12)
$m
(96)
77
–
–
15
–
–
141
–
18
Change in
variable
% change
-1%
+1%
-10%
+10%
-10%
+10%
-10%
+10%
-10%
+10%
Equity
$m
69
(55)
–
–
(10)
–
–
(99)
–
(12)
LIFE INSURANCE RISK
Insurance risk is the risk of loss due to unexpected changes in current and future insurance claims rates. Insurance risk exposure arises in the
life insurance business as the risk that claims payments are greater than expected. In the life insurance business this arises primarily through
mortality (death) or morbidity (illness or injury) risks being greater than expected.
Insurance risks are controlled through the use of underwriting procedures and reinsurance arrangements. Controls are also maintained over
claims management practices to assist in the correct and timely payment of insurance claims. Regular monitoring of experience is conducted
at a sufficiently detailed level in order to identify any deviation from expected claim levels.
Financial risks relating to the Group’s life insurance business are generally monitored and controlled by selecting appropriate assets to back
insurance and life investment contract liabilities. Wherever possible within regulatory constraints, the Group segregates policyholders funds
from shareholders funds and sets investment mandates that are appropriate for each. The assets are regularly monitored by the Wealth Asset
Liability Committee and Wealth Product Committee to ensure that there are no material asset and liability mismatch issues and other risks,
such as liquidity risk and credit risk, are maintained within acceptable limits.
All financial assets within the life insurance statutory funds directly support either the Group’s life insurance contracts, life investment contracts
or capital requirements. Market risk arises for the Group on contracts where the liabilities to policyholders are guaranteed. The Group manages this
risk by the monthly monitoring and rebalancing of assets to policy liabilities. However, for some contracts the ability to match asset characteristics
with policy obligations is constrained by a number of factors including regulatory constraints, the lack of suitable investments as well as by the
nature of the policy liabilities themselves.
Market risk also arises from those life investment contracts where the asset management fees earned are directly impacted by the value
of the underlying assets. The Group is exposed to the risk of future decreased asset management fees as a result of a decline in assets under
management and operational risk associated with the possible failure to administer life investment contracts in accordance with the product
terms and conditions.
156
NOTES TO THE FINANCIAL STATEMENTS (continued) 37: Life Insurance Business (continued)
Risk strategy
In compliance with contractual and regulatory requirements, a strategy is in place to monitor that the risks underwritten satisfy policyholders’
risk and reward objectives whilst not adversely affecting the Group’s ability to pay benefits and claims when due. The strategy involves the
identification of risks by type, impact and likelihood, the implementation of processes and controls to mitigate the risks, and continuous
monitoring and improvement of the procedures in place to minimise the chance of an adverse compliance or operational risk event occurring.
Included in this strategy are the processes and controls over underwriting, claims management and product pricing. Capital management
is also a key aspect of the Group’s risk management strategy.
Allocation of capital
The Group’s life insurance businesses are subject to regulatory capital requirements which prescribe the amount of capital to be held depending
on the contract liability.
Solvency margin requirements established by APRA are in place to reinforce safeguards for policyholders’ interest, which are primarily the ability
to meet future claims payments in respect of existing policies.
Methods to limit or transfer insurance risk exposures
Reinsurance – Reinsurance treaties are analysed using a number of analytical modelling tools to assess the impact on the Group’s exposure
to risk with the objective of achieving the desired choice of the type of reinsurance and retention levels.
Underwriting procedures – Strategic underwriting decisions are put into effect using the underwriting procedures detailed in the Group’s
underwriting manual. Such procedures include limits to delegated authorities and signing powers.
Claims management – Strict claims management procedures are in place to assist in the timely and correct payment of claims in accordance
with policy conditions.
38: Superannuation and Post Employment Benefit Obligations
The Group participates in a number of pension, superannuation and post-retirement medical benefit schemes throughout the world. The Group
may be obliged to contribute to the schemes as a consequence of legislation and/or provisions of the trust deeds. Set out below is a summary
of amounts recognised in these financial statements in respect of the defined benefit sections of these schemes:
Amount recognised in the income statement
Current service cost
Administration costs
Net interest cost
Adjustment for contributions tax
Total included in personnel expenses
Amounts recognised in other comprehensive income (pre-tax)1
Actuarial (gains)/losses incurred during the year and recognised directly in retained earnings
Cumulative actuarial (gains)/losses recognised directly in retained earnings
Defined benefit obligation and scheme assets
Present value of funded defined benefit obligation2
Fair value of scheme assets
Total
As represented in the balance sheet
Net liabilities arising from defined benefit obligations included in Payables and other liabilities
Net assets arising from defined benefit obligations included in Other assets
Total
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
6
1
(4)
1
4
7
1
(2)
1
7
2
1
(5)
–
(2)
3
1
(2)
–
2
57
275
6
218
73
262
(24)
193
(1,509)
1,567
58
(1,538)
1,623
85
(1,297)
1,391
94
(1,322)
1,452
130
(51)
109
58
(59)
144
85
(15)
109
94
(14)
144
130
1 Excludes a foreign exchange loss on GBP denominated defined benefit plans of $15 million (2015: nil) for the Group and $15 million (2015: nil) for the Company.
2 The Group’s defined benefit obligation relates solely to funded arrangements. The liability relates predominantly to pension payments to retired members or their dependants.
The basis of calculation is set out in note 1F(vi).
157
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 38: Superannuation and Post Employment Benefit Obligations (continued)
Movements in the present value of the defined benefit obligation
Opening defined benefit obligation
Current service cost
Interest cost
Contributions from scheme participants
Remeasurements:
Actuarial (gains)/losses – experience
Actuarial (gains)/losses – change in demographic assumptions
Actuarial (gains)/losses – change in financial assumptions
Actuarial (gains)/losses – change in ESCT
Curtailments
Settlements
Exchange difference on foreign schemes
Benefits paid
Consolidated
2016
$m
2015
$m
The Company
2016
$m
2015
$m
1,538
6
49
–
(23)
11
309
(5)
–
–
(303)
(73)
1,327
7
54
–
(22)
9
36
10
–
–
187
(70)
1,322
2
43
–
(19)
11
311
–
–
–
(312)
(61)
1,151
3
48
–
(20)
–
18
–
–
–
182
(60)
Closing defined benefit obligation
1,509
1,538
1,297
1,322
Movements in the fair value of the scheme assets
Opening fair value of scheme assets
Interest income
Return on scheme assets excluding amounts included in interest income
Contributions from the employer
Contributions from scheme participants
Benefits paid
Administrative costs paid
Settlements
Exchange difference on foreign schemes
Closing fair value of scheme assets1
1,623
53
235
55
–
(73)
(1)
–
(325)
1,567
1,335
56
27
79
–
(70)
(1)
–
197
1,623
1,452
48
230
52
–
(61)
(1)
–
(329)
1,391
1,183
50
22
68
–
(60)
(1)
–
190
1,452
1 Scheme assets include the following financial instruments issued by the Group: cash and short-term instruments $2.4 million (September 2015: $1.7 million), fixed interest securities $0.6 million
(September 2015: $0.5 million) and equities nil (September 2015: nil).
Consolidated
The Company
Quoted
$m
Unquoted
$m
Total
$m
Quoted
$m
Unquoted
$m
Total
$m
157
–
383
–
16
–
556
198
–
249
–
6
1
454
–
41
1,018
1
(49)
–
1,011
–
35
1,133
1
–
–
1,169
157
41
1,401
1
(33)
–
1,567
198
35
1,382
1
6
1
1,623
153
–
283
–
16
–
452
193
–
157
–
6
1
357
–
40
946
1
(48)
–
939
–
34
1,060
1
–
–
1,095
153
40
1,229
1
(32)
–
1,391
193
34
1,217
1
6
1
1,452
Composition of scheme assets
2016
Equities
Debt securities
Pooled investment funds
Property
Cash and equivalents
Other
Total at the end of the year
2015
Equities
Debt securities
Pooled investment funds
Property
Cash and equivalents
Other
Total at the end of the year
158
NOTES TO THE FINANCIAL STATEMENTS (continued) 38: Superannuation and Post Employment Benefit Obligations (continued)
Actuarial assumptions used to determine the present value of the defined
benefit obligation for the main defined benefit schemes
Discount rate (% p.a.)
Future salary increases (% p.a.)
Future pension indexation
– In payment (% p.a.)
– In deferment (% p.a.)
Life expectancy at age 60 for current pensioners
– Males (years)
– Females (years)
Consolidated
The Company
2016
2015
2016
2015
2.2 - 3.0
1.5 - 3.6
1.5 - 2.9
2.1
3.2 – 3.7
2.5 – 3.5
2.2 – 3.0
2.0
2.2 - 3.0
3.6
2.0 - 2.9
2.1
3.7
3.5
2.5 – 3.0
2.0
22.6 - 28.8
26.3 - 30.8
22.6 – 28.4
26.3 – 30.7
22.6 - 28.8
26.3 - 30.8
22.6 – 28.4
26.3 – 30.5
The weighted average duration of the benefit payments reflected in the defined benefit obligation is 16.8 years (2015: 16.5 years) for
Consolidated and 16.8 years (2015: 16.3 years) for the Company.
Sensitivity analysis
Changes in actuarial assumptions
0.5% increase in discount rate
0.5% increase in pension indexation
1 year increase to life expectancy
Consolidated
The Company
Impact on defined benefit
obligation for 2016
Impact on defined benefit
obligation for 2015
Impact on defined benefit
obligation for 2016
Impact on defined benefit
obligation for 2015
Increase/(decrease)
Increase/(decrease)
Increase/(decrease)
Increase/(decrease)
%
$m
%
$m
%
$m
%
$m
(9.3)
7.8
4.2
(140)
118
63
(7.7)
7.7
2.7
(119)
118
41
(10.1)
8.4
4.4
(131)
109
57
(8.3)
8.3
2.7
(109)
109
35
The sensitivity analysis shows the effect of reasonably possible
changes in significant assumptions on the value of scheme liabilities.
The sensitivities provided assume that all other assumptions remain
unchanged and are not intended to represent changes that are the
extremes of possibility. The figure shown is the difference between
the recalculated liability figure and that stated in the balance sheet
as detailed above.
GOVERNANCE OF THE SCHEMES AND FUNDING OF THE
DEFINED BENEFIT SECTIONS
The main schemes in which the Group participates operate under
trust law and are managed and administered on behalf of the
members in accordance with the terms of the relevant trust deed
and rules and all relevant legislation. These schemes have corporate
trustees, which are wholly owned subsidiaries of the Group. The
trustees are the legal owners of the assets which are held separately
from the assets of the Group. The trustees are solely responsible for
setting investment policy and for agreeing funding requirements
with the employer through the triennial actuarial valuation process.
Employer contributions to the defined benefit schemes are
based on recommendations by the schemes’ actuaries. Funding
recommendations are made by the actuaries based on assumptions
of various matters such as future investment performance, interest
rates, salary increases, mortality rates and turnover levels. The funding
methods adopted by the actuaries are intended to ensure that the
benefit entitlements of employees are fully funded by the time they
become payable.
As at the most recent reporting dates of the schemes, the aggregate
deficit of net market value of assets over the value of accrued benefits
on the funding bases was $52 million (2015: $129 million).
In 2016 the Group made contributions totalling $55 million (2015:
$79 million) to the defined benefit sections of the schemes, and expects
to make around $2 million of contributions in the next financial year.
The employer contributions to the defined contribution sections
of the schemes are included as superannuation costs in
personnel expenses.
The Group has a legal liability to fund deficits in the schemes, but
no legal right to use any surplus in the schemes to further its own
interests. The Group has no present liability to settle deficits with
an immediate contribution.
Further details about the funding and contributions for the main
defined benefit sections of the schemes are described below.
} ANZ Australian Staff Superannuation Scheme
The Pension Section of the ANZ Australian Staff Superannuation
Scheme provides pension benefits to retired members and their
dependants. This section of the Scheme was closed to new
members in 1987.
An interim actuarial valuation, conducted by consulting actuaries
Russell Employee Benefits as at 31 December 2015, showed
a deficit of $0.6 million and the actuary recommended that the
Group make no contribution to the Pension Section for the year
to 31 December 2016 and the funding position be reviewed
as part of the full actuarial valuation as at 31 December 2016.
The Group has no present liability under the Scheme’s Trust
Deed to commence contributions or fund any deficit.
} ANZ UK Staff Pension Scheme
This Scheme provides pension benefits. From 1 October 2003,
members contribute 5% of their salary. The Scheme was closed to
new members on 1 October 2004.
A full actuarial valuation, conducted by consulting actuaries Willis
Towers Watson as at 31 December 2015, showed a deficit of GBP
21 million ($36 million at 30 September 2016 exchange rates)
measured on a funding basis.
159
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS
38: Superannuation and Post Employment Benefit Obligations (continued)
Following the full actuarial valuation as at 31 December 2015,
the Group agreed to make regular contributions at the rate of 26%
of pensionable salaries. These contributions are sufficient to cover
the cost of accruing benefits. To address the deficit, the Group
agreed to continue to pay additional quarterly contributions
of 7.5 million until September 2016. These contributions will be
reviewed following the next actuarial valuation which is scheduled
to be undertaken as at 31 December 2018.
In Australia, ANZ ordinary shares were granted to eligible employees
for nil consideration and vested on grant, as there is no forfeiture
provision. It is a requirement, however, that shares are held in trust for
three years from the date of grant, after which time they may remain
in trust, be transferred to the employee’s name or sold. Dividends
received on the shares are automatically reinvested into the Dividend
Reinvestment Plan.
In New Zealand shares were granted to eligible employees upon
payment of NZD one cent per share.
Shares granted in New Zealand under this plan vest subject to the
satisfaction of a three year service period, after which time they
may remain in trust, be transferred into the employee’s name
or sold. Unvested shares are forfeited in the event of resignation
or dismissal for serious misconduct. Dividends are either paid
as cash or reinvested into the Dividend Reinvestment Plan.
During the 2016 year, 626,121 shares with an issue price of $27.60
were granted under the Employee Share Offer to employees on
3 December 2015 (2015 year: 643,568 shares with an issue price
of $31.84 were granted on 4 December 2014).
Deferred Share Plan
Under ANZ’s standard Short Term Incentive (STI)1 arrangements
equity deferral into shares applies to half of all incentive amounts
above a specified threshold. Half the deferred portion is deferred
for one year and half deferred for two years.
Under the Institutional Total Incentives Performance Plan (TIPP)
mandatory deferral into shares also applies to 60% of incentive
amounts above a specified threshold, deferred evenly over
three years.
Selected employees may be granted Long Term Incentive (LTI)2
deferred shares which vest to the employee three years from
the date of grant.
In exceptional circumstances, deferred shares may be granted to
certain employees upon commencement with ANZ to compensate
for remuneration forgone from their previous employer. The
vesting period generally aligns with the remaining vesting period
of remuneration forgone, and therefore varies between grants.
Retention deferred shares may also be granted occasionally to high
performing employees who are regarded as a significant retention
risk to ANZ.
Unless the Board decides otherwise, unvested deferred shares are
forfeited on resignation, termination on notice or dismissal for
serious misconduct. Deferred shares remain at risk and can be
adjusted downwards at any time prior to the vesting date. The
deferred shares may be held in trust beyond the deferral period.
The employee receives dividends on deferred shares while those
shares are held in trust (cash or Dividend Reinvestment Plan).
Deferred share rights may be granted instead of deferred shares
in some countries as locally appropriate (refer to Deferred Share
Rights section).
1 Also referred to as Annual Variable Remuneration (AVR).
2 Also referred to as Long Term Variable Remuneration (LTVR).
The Group has no present liability under the Scheme’s Trust Deed
to fund the deficit measured on a funding basis. A contingent
liability may arise in the event that the Scheme was wound up.
If this were to happen, the Trustee would be able to pursue the
Group for additional contributions under the UK Employer Debt
Regulations. The Group intends to continue the Scheme on an
on-going basis.
} National Bank Staff Superannuation Fund
The defined benefit section of the Fund provides pension benefits
and was closed to new members on 1 October 1991. Members
contribute 5% of salary.
An actuarial valuation of the National Bank Staff Superannuation
Fund, conducted by consulting actuaries AON Consulting NZ,
as at 31 March 2015 showed a surplus of NZD 3 million ($3 million
at 30 September 2016 exchange rates). The actuary recommended
that the Group make contributions of 24.8% of salaries including
employer superannuation contribution tax) in respect of members
of the defined benefit section.
The Group has no present liability under the Fund’s Trust Deed to
fund the deficit measured on a funding basis. A contingent liability
may arise in the event that the Fund was wound up. Under the
Fund’s Trust Deed, if the Fund were wound up, the Group is required
to pay the Trustees of the Fund an amount sufficient to ensure
members do not suffer a reduction in benefits to which they would
otherwise be entitled. The Group intends to continue the defined
benefit section of the Fund on an on-going basis.
Amounts were also recognised in the financial statements in respect
of other defined benefit arrangements in Taiwan, Japan, Philippines
and the UK.
39: Employee Share and Option Plans
ANZ operates a number of employee share and option schemes
under the ANZ Employee Share Acquisition Plan and the ANZ
Share Option Plan.
ANZ EMPLOYEE SHARE ACQUISITION PLAN
ANZ Employee Share Acquisition Plan schemes that operated during
the 2015 and 2016 years were the Employee Share Offer and the
Deferred Share Plan.
Employee Share Offer
Most permanent employees who have had continuous service
for three years are eligible to participate in the Employee Share
Offer enabling the grant of up to AUD1,000 of ANZ shares in each
financial year, subject to approval of the Board. At a date approved
by the Board, the shares will be granted to all eligible employees
using the one week Volume Weighted Average Price (VWAP) of ANZ
shares traded on the ASX in the week leading up to and including
the date of grant.
160
NOTES TO THE FINANCIAL STATEMENTS (continued) 39: Employee Share and Option Plans (continued)
The issue price for deferred shares is based on the VWAP of the
shares traded on the ASX in the week leading up to and including
the date of grant.
During the 2016 year, 5,797,450 deferred shares with a weighted
average grant price of $26.15 were granted under the deferred share
plan (2015 year: 5,129,479 shares with a weighted average grant price
of $31.96 were granted).
In accordance with the downward adjustment provisions detailed
in Section 6.2 of the 2016 Remuneration Report, Board discretion
was exercised to adjust downward 9,397 deferred shares in 2016
and 135,592 deferred shares in 2015.
Share Valuations
The fair value of shares granted in the 2016 year under the Employee
Share Offer and the Deferred Share Plan, measured as at the date
of grant of the shares, is $171.3 million based on 6,423,571 shares
at a volume weighted average price of $26.67 (2015 year: fair value
of shares granted was $184.4 million based on 5,773,047 shares at
a weighted average price of $31.93). The VWAP of all ANZ shares sold
on the ASX on the date of grant is used to calculate the fair value of
shares. No dividends are incorporated into the measurement of the
fair value of shares.
ANZ SHARE OPTION PLAN
Selected employees may be granted options/rights, which entitle
them to acquire ordinary fully paid shares in ANZ at a price fixed
at the time the options/rights are granted. Voting and dividend
rights will be attached to the ordinary shares allocated on exercise
of the options/rights.
Each option/right entitles the holder to one ordinary share subject
to the terms and conditions imposed on grant. The exercise price
of the options, determined in accordance with the rules of the plan,
is generally based on the VWAP of the shares traded on the ASX
in the week leading up to and including the date of grant. For rights,
the exercise price is nil.
The option plan rules set out the entitlements a holder of options/
rights has prior to exercise in the event of a bonus issue, pro rata
new issue or reorganisation of ANZ’s share capital. In summary:
} if ANZ has issued bonus shares during the life of an option and
prior to the exercise of the option, then when the option is
exercised the option holder is also entitled to be issued such
number of bonus shares as the holder would have been entitled
to if the option holder had held the underlying shares at the time
of the bonus issue;
} if ANZ makes a pro rata offer of securities during the life of
an option and prior to the exercise of the option, the exercise
price of the option will be adjusted in the manner set out in
the ASX Listing Rules; and
} in respect of rights, if there is a bonus issue or reorganisation
of ANZ’s share capital, the number of rights or the number of
underlying shares may be adjusted so that there is no advantage
or disadvantage to the holder.
Holders otherwise have no other entitlements to participate in any
new issue of ANZ securities prior to exercise of their options/rights.
Holders also have no right to participate in a share issue of a body
corporate other than ANZ (such as a subsidiary).
For equity grants made after 1 November 2012, any portion of the
award which vests may be satisfied by a cash equivalent payment
rather than shares at the Board’s discretion.
ANZ Share Option Plan schemes expensed in the 2015 and 2016
years are as follows:
Option Plans that operated during 2015 and 2016
Performance Rights Plan (excluding CEO Performance Rights)
Performance rights are granted to selected employees as part of
ANZ’s incentive plans. Performance rights provide the right to acquire
ANZ shares at nil cost, subject to a three year vesting period and Total
Shareholder Return (TSR) performance hurdles.
The provisions that apply in the case of cessation of employment
are detailed in Section 6.3 of the 2016 Remuneration Report.
During the 2016 year, 1,411,054 performance rights (excluding
CEO performance rights) were granted (2015: 1,389,890).
In accordance with the downward adjustment provisions detailed
in Section 6.2 of the 2016 Remuneration Report, Board discretion
was exercised to adjust downward zero performance rights in 2016
and 1,552 performance rights in 2015.
CEO Performance Rights
At the 2015 Annual General Meeting shareholders approved a LTI
grant of performance rights to the incoming CEO with a face value
of $4.2 million (at 100% vesting), divided into three equal tranches.
This equated to 53,191 performance rights being allocated for each
tranche (a total of 159,573 performance rights). Each tranche will
be subject to testing against a separate TSR hurdle after three years
from the start of the performance period, 18 November 2018.
The provisions that apply in the case of cessation of employment
are detailed in Section 6.3 of the 2016 Remuneration Report.
Former CEO Performance Rights
At the 2012, 2013 and 2014 Annual General Meetings shareholders
approved LTI grants to the Former CEO with a fair value of
$3.15 million in 2012 and 2013, and with a fair a value of $3.4 million
in 2014. This equated to a total of 328,810 (2012), 201,086 (2013) and
229,272 (2014) performance rights being allocated, which are subject
to testing against a TSR hurdle after three years, being December
2015, 2016 and 2017 respectively. The 2012 grant of performance
rights was tested in December 2015. ANZ achieved a TSR of 31.31%
over the three year performance period. ANZ’s TSR did not reach the
median of the comparator group and accordingly, the performance
rights did not vest and lapsed in full at this time. The Former CEO
received no value. There is no retesting of this grant.
161
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 39: Employee Share and Option Plans (continued)
Deferred Share Rights (no performance hurdles)
Deferred share rights provide the right to acquire ANZ shares at nil cost after a specified vesting period. The fair value of rights is adjusted
for the absence of dividends during the restriction period. Treatment of rights in respect of cessation relates to the purpose of the grant
(refer to Deferred Share Plan section above).
All share rights were satisfied through a share allocation other than 5,297 deferred share rights (2015 year: 21,737 deferred share rights)
where Board discretion was exercised.
In accordance with the downward adjustment provisions detailed in Section 6.2 of the 2016 Remuneration Report, Board discretion was
exercised to adjust downward 4,583 deferred share rights in 2016 and none in 2015.
During the 2016 year 1,211,021 deferred share rights (no performance hurdles) were granted (2015: 1,104,107).
Legacy Option Plans
There were no legacy option plans expensed in the 2015 and 2016 years.
Options, deferred share rights and performance rights on issue
As at 2 November 2016, there were 1,129 holders of 2,281,508 deferred share rights on issue and 175 holders of 4,044,599 performance rights
on issue.
Options/Rights Movements
Details of options/rights over unissued ANZ shares and their related weighted average exercise prices as at the beginning and end
of 2016 and movements during 2016 are as follows:
Number of options/rights
Weighted average exercise price
6,241,157
$0.07
2,781,648
$0.00
(1,440,051)
$0.00
–
(1,158,637)
$0.37
6,424,117
$0.00
Opening balance
1 Oct 2015
Options/rights
granted
Options/rights
forfeited
Options/rights
expired
Options/rights
exercised
Closing balance
30 Sep 2016
The weighted average closing share price during the year ended 30 September 2016 was $25.31 (2015: $31.94).
The weighted average remaining contractual life of options/rights outstanding at 30 September 2016 was 3 years (2015: 3.1 years).
The weighted average exercise price of all exercisable options/rights outstanding at 30 September 2016 was $0.00 (2015: $1.51).
A total of 163,244 exercisable options/rights were outstanding at 30 September 2016 (2015: 283,283).
Details of options/rights over unissued ANZ shares and their related weighted average exercise prices as at the beginning and end of 2015 and
movements during 2015 are set out below:
Number of options/rights
Weighted average exercise price
5,431,903
$0.24
2,723,269
$0.00
(961,871)
$0.00
(4,871)
$18.63
(947,273)
$0.81
6,241,157
$0.07
Opening balance
1 Oct 2014
Options/rights
granted
Options/rights
forfeited
Options/rights
expired
Options/rights
exercised
Closing balance
30 Sep 2015
No options/rights over ordinary shares have been granted since the end of 2016 up to the signing of the Directors’ Report on 2 November 2016.
162
NOTES TO THE FINANCIAL STATEMENTS (continued) 39: Employee Share and Option Plans (continued)
Details of shares issued as a result of the exercise of options/rights during 2016 are as follows:
Exercise price
$
No. of shares issued
Proceeds received
$
Exercise price
$
No. of shares issued
Proceeds received
$
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
89,959
33,660
6,272
3,812
2,585
9,213
11,018
31,940
240,506
27,570
39,015
27,997
672
713
4,925
1,830
194
1,966
470
32,095
2,117
7,095
885
14,154
1,169
3,019
1,646
2,759
2,910
202,398
92
97
530
825
514
757
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
23.71
23.71
0.00
0.00
0.00
0.00
156
838
2,587
884
1,353
7,585
73,579
8,777
1,227
5,069
3,486
28,547
7,073
6,372
7,807
3,496
983
827
217
4,317
1,121
43,252
3,654
4,092
5,544
41,137
396
987
330
862
9,032
9,030
57,161
7,720
477
1,283
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
214,149
214,101
–
–
–
–
Details of shares issued as a result of the exercise of options/rights since the end of 2016 up to the signing of the Directors’ Report
on 2 November 2016 are as follows:
Exercise price
$
No. of shares issued
Proceeds received
$
Exercise price
$
No. of shares issued
Proceeds received
$
0.00
0.00
0.00
440
723
905
–
–
–
0.00
0.00
126
128
–
–
163
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 39: Employee Share and Option Plans (continued)
Details of shares issued as a result of the exercise of options/rights during 2015 are as follows:
Exercise price
$
No. of shares issued
Proceeds received
$
Exercise price
$
No. of shares issued
Proceeds received
$
0.00
0.00
0.00
23.71
23.71
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
2,892
19,694
4,859
16,096
16,096
1,712
1,030
39
1,098
4,597
340,479
55,604
15,055
21,968
6,371
2,650
2,882
10,587
5,928
4,885
123,317
38,297
1,404
2,167
21,774
26,414
2,295
804
600
1,713
2,139
9,658
2,223
–
–
–
381,636
381,636
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
556
4,388
585
1,652
1,739
184
1,868
30,025
4,624
3,545
12,562
2,459
67,514
27,655
4,816
918
1,061
606
3,262
2,978
558
194
1,108
610
994
724
432
1,000
421
387
396
125
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
164
NOTES TO THE FINANCIAL STATEMENTS (continued) 39: Employee Share and Option Plans (continued)
In determining the fair value below, the standard market techniques for valuation, including Monte Carlo and/or Black Scholes pricing
models, were applied in accordance with the requirements of AASB 2 Share-based payments. The models take into account early exercise
of vested equity, non-transferability and market based performance hurdles (if any). The significant assumptions used to measure the fair
value of instruments granted during 2016 are contained in the table below:
Type
Deferred share rights
Performance rights
Number of
options/rights
Exercise
price
$
Equity fair
value
$
Share
closing
price at
grant
$
ANZ
expected
volatility1
%
Equity
term
(years)
Vesting
period
(years)
Expected
life
(years)
Expected
dividend
yield
%
Risk free
interest
rate
%
63,403
7,720
331,088
14,963
1,794
351,788
15,896
1,906
366,687
16,892
2,024
1,760
9,526
5,685
10,216
5,511
4,162
609,242
658,087
130,422
6,317
6,986
53,191
53,191
53,191
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
25.95
26.66
25.17
24.43
25.17
23.69
22.99
23.69
22.30
21.64
22.30
21.82
21.03
20.34
19.61
18.97
18.28
9.94
9.02
4.80
9.74
8.81
11.28
11.16
7.36
26.75
26.75
26.75
26.75
26.75
26.75
26.75
26.75
26.75
26.75
26.75
22.56
22.56
22.56
22.56
22.56
22.56
26.75
26.75
26.75
26.75
26.75
26.53
26.53
26.53
20.0
20.0
20.0
20.0
20.0
20.0
20.0
20.0
20.0
20.0
20.0
25.0
25.0
25.0
25.0
25.0
25.0
20.0
20.0
20.0
20.0
20.0
25.0
25.0
25.0
2
2
3
3
3
4
4
4
5
5
5
2.5
3
3.5
4
4.5
5
5
5
5
5
5
5
5
5
0
0
1
1
1
2
2
2
3
3
3
0.5
1
1.5
2
2.5
3
3
3
3
3
3
3
3
3
0
0
1
1
1
2
2
2
3
3
3
0.5
1
1.5
2
2.5
3
3
3
3
3
3
3
3
3
6.25
6.25
6.25
6.25
6.25
6.25
6.25
6.25
6.25
6.25
6.25
7.25
7.25
7.25
7.25
7.25
7.25
6.25
6.25
6.25
6.25
6.25
6.50
6.50
6.50
1.98
1.98
2.02
2.02
2.02
2.11
2.11
2.11
2.20
2.20
2.20
1.92
1.92
1.76
1.76
1.72
1.72
2.02
2.11
2.20
2.20
2.20
2.10
2.10
2.10
Grant date
18-Nov-15
18-Nov-15
18-Nov-15
18-Nov-15
18-Nov-15
18-Nov-15
18-Nov-15
18-Nov-15
18-Nov-15
18-Nov-15
18-Nov-15
27-Feb-16
27-Feb-16
27-Feb-16
27-Feb-16
27-Feb-16
27-Feb-16
18-Nov-15
18-Nov-15
18-Nov-15
18-Nov-15
18-Nov-15
17-Dec-15
17-Dec-15
17-Dec-15
1 Expected volatility represents a measure of the amount by which ANZ's share price is expected to fluctuate over the life of the rights. The measure of volatility used in the model is the annualised
standard deviation of the continuously compounded rates of return on the historical share price over a deferred period of time preceding the date of grant. This historical average annualised
volatility is then used to estimate a reasonable expected volatility over the expected life of the rights.
165
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 39: Employee Share and Option Plans (continued)
The significant assumptions used to measure the fair value of instruments granted during 2015 are contained in the table below:
Type
Deferred share rights
Performance rights
Number of
options/rights
Exercise
price
$
Equity fair
value
$
Share
closing
price at
grant
$
ANZ
expected
volatility1
%
Equity
term
(years)
Vesting
period
(years)
Expected
life
(years)
Expected
dividend
yield
%
Risk free
interest
rate
%
9,777
90,883
238,059
3,486
34,768
7,073
251,071
3,690
36,681
3,276
339,888
3,894
37,662
20,302
1,185
1,247
4,021
1,271
7,664
1,067
2,334
2,342
2,477
695,358
640,076
21,382
19,588
119,382
109,890
7,022
6,464
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
30.58
30.39
30.16
29.60
29.37
28.98
28.58
27.96
27.84
27.47
27.09
26.50
26.38
27.43
33.58
31.90
31.50
31.08
29.92
29.53
28.43
27.54
26.04
14.24
15.47
13.97
15.25
13.67
14.69
15.24
16.46
31.82
31.82
31.82
31.82
31.82
31.82
31.82
31.82
31.82
31.82
31.82
31.82
31.82
32.22
35.34
35.34
32.72
32.72
32.72
32.72
32.72
29.13
29.13
31.82
31.82
31.82
31.82
30.98
30.98
35.31
35.31
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
17.5
2.7
2.9
3
3.4
3.5
3.8
4
4.4
4.5
4.8
5
5.4
5.5
3
3
4
2.7
3
3.7
4
4.7
3
4
5
5
5.5
5.5
5
5
5
5
0.7
0.9
1
1.4
1.5
1.8
2
2.4
2.5
2.8
3
3.4
3.5
3
1
2
0.7
1
1.7
2
2.7
1
2
3
3
3.5
3.5
3
3
3
3
0.7
0.9
1
1.4
1.5
1.8
2
2.4
2.5
2.8
3
3.4
3.5
3
1
2
0.7
1
1.7
2
2.7
1
2
3
3
3.5
3.5
3
3
3
3
5.50
5.50
5.50
5.50
5.50
5.50
5.50
5.50
5.50
5.50
5.50
5.50
5.50
5.50
5.25
5.25
5.25
5.25
5.25
5.25
5.25
5.75
5.75
5.50
5.50
5.50
5.50
5.50
5.50
5.25
5.25
2.53
2.53
2.53
2.53
2.53
2.53
2.53
2.53
2.53
2.53
2.53
2.66
2.66
2.36
1.91
1.79
1.89
1.89
1.94
1.94
1.94
1.97
1.89
2.53
2.53
2.66
2.66
2.20
2.20
1.86
1.86
Grant date
21-Nov-14
21-Nov-14
21-Nov-14
21-Nov-14
21-Nov-14
21-Nov-14
21-Nov-14
21-Nov-14
21-Nov-14
21-Nov-14
21-Nov-14
21-Nov-14
21-Nov-14
4-Dec-14
27-Feb-15
27-Feb-15
1-Jun-15
1-Jun-15
1-Jun-15
1-Jun-15
1-Jun-15
20-Aug-15
20-Aug-15
21-Nov-14
21-Nov-14
21-Nov-14
21-Nov-14
18-Dec-14
18-Dec-14
25-Feb-15
25-Feb-15
1 Expected volatility represents a measure of the amount by which ANZ’s share price is expected to fluctuate over the life of the rights. The measure of volatility used in the model is the annualised
standard deviation of the continuously compounded rates of return on the historical share price over a defined period of time preceding the date of grant. This historical average annualised
volatility is then used to estimate a reasonable expected volatility over the expected life of the rights.
SATISFYING EQUITY AWARDS
All shares underpinning equity awards may be purchased on market, or be newly issued shares or a combination of both.
In relation to equity purchased on market during the 2016 financial year either under the ANZ Employee Share Acquisition Plan and the ANZ
Share Option Plan, or to satisfy options or rights, for all employees 1,344,200 shares were purchased at an average price of $26.14 per share
(2015 year: 6,164,925 shares at an average price of $32.11).
166
NOTES TO THE FINANCIAL STATEMENTS (continued) 40: Related Party Disclosures
A: KEY MANAGEMENT PERSONNEL COMPENSATION
Key Management Personnel (KMP) are defined as directors and those executives that report directly to the CEO with responsibility
for the strategic direction and management of a major revenue generating division or who control material revenue and expenses.
KMP compensation included in the personnel expenses is as follows:
Short-term benefits
Post-employment benefits
Other long-term benefits
Termination benefits
Share-based payments
Consolidated
20161
$000
21,362
1,216
314
2,418
19,382
44,692
20152
$000
27,099
1,047
291
104
17,805
46,346
1 Current period includes the former Group CEO and former disclosed executives until cessation of employment.
2 Prior period includes former CEO Australia notice period from 3 April 2014 until cessation of employment.
B: KEY MANAGEMENT PERSONNEL LOAN TRANSACTIONS
Loans made to KMP of the Group are made in the ordinary course of business on normal commercial terms and conditions no more favourable
than those given to other employees or customers, including the term of the loan, security required and the interest rate. The aggregate of loans
made, guaranteed or secured by any entity in the Group to KMP, including their related parties, were as follows:
Loans advanced1
Interest charged2
1 Balances are at the balance sheet date (for KMP in office at balance sheet date) and at termination date (for KMP no longer in office at balance sheet date).
2
Interest is for all KMP during the period.
C: KEY MANAGEMENT PERSONNEL HOLDINGS OF ANZ SECURITIES
KMP, including their related parties, held subordinated debt, shares, share rights and options over shares in the Group directly,
indirectly or beneficially as shown below:
Consolidated
2016
$000
50,892
2,091
2015
$000
50,400
2,106
Shares, options and rights
Subordinated debt
Consolidated
2016
Number1
2015
Number1
4,174,363
15,850
4,137,367
17,227
1 Balances are at the balance sheet date (for KMP in office at balance sheet date) and at termination date (for KMP no longer in office at balance sheet date).
D: OTHER TRANSACTIONS OF KEY MANAGEMENT PERSONNEL AND THEIR RELATED PARTIES
All other transactions with KMP and their related parties are made on terms equivalent to those that prevail in arm’s length transactions.
These transactions generally involve the provision of financial and investment services including services to eligible international assignees
ensuring they are neither financially advantaged nor disadvantaged by their relocation. All such transactions that have occurred with KMP
and their related parties have been trivial or domestic in nature. In this context, transactions are only disclosed when they are considered
of interest to the users of the financial report in making and evaluating decisions about the allocation of scarce resources.
E: ASSOCIATES
Significant associates are disclosed in note 34. During the course of the financial year the Company and its subsidiaries conducted transactions
with all associates on terms equivalent to those on an arm’s length basis as shown below:
Amounts receivable from associates
Amounts payable to associates
Interest revenue from associates
Interest expense to associates
Other costs paid to associates
Dividend revenue from associates
Costs recovered from associates
Consolidated
The Company
2016
$000
59,111
8,409
1,677
77
25,880
94,400
3,105
2015
$000
7,436
6,614
322
2,443
17,494
232,289
2,394
2016
$000
57,903
6,133
1,564
34
11,632
40,609
3,105
2015
$000
5,283
5,703
244
40
12,393
59,220
1,279
There have been no material guarantees given or received. No outstanding amounts have been written down or recorded as allowances, as they
are considered fully collectible.
167
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 40: Related Party Disclosures (continued)
F: SUBSIDIARIES
Significant controlled entities are disclosed in note 33. During the course of the financial year subsidiaries conducted transactions with
each other and associates on terms equivalent to those on an arm’s length basis. As of 30 September 2016, all outstanding amounts
are considered fully collectible.
Transactions between the Company and its subsidiaries include the provision of a wide range of banking and other financial facilities.
Details of amounts paid to or received from related parties, in the form of dividends or interest, are set out in note 3 and note 4.
Other intragroup transactions include the provision of management and administrative services, staff training, data processing facilities,
transfer of tax losses, and the leasing of property plant and equipment.
41: Other Contingent Liabilities and Contingent Assets
In addition to the credit related contingent liabilities included at note 25, the Group also had contingent liabilities as at 30 September 2016
in respect of the matters outlined below. Where relevant, expert legal advice has been obtained and, in the light of such advice, provisions
and/or disclosures as deemed appropriate have been made. In some instances we have not disclosed the estimated financial impact of the
individual items either because it is not practicable to do so or because such disclosure may prejudice the interests of the Group.
i) Bank fees litigation
Litigation funder IMF Bentham Limited commenced a class action against ANZ in 2010, followed by a second similar class action in March 2013.
The applicants contended that certain exception fees (honour, dishonour and non-payment fees on transaction accounts and late payment and
overlimit fees on credit cards) were unenforceable penalties (at law and in equity) and that various of the fees were also unenforceable under
statutory provisions governing unconscionable conduct, unfair contract terms and unjust transactions. In August 2014, IMF Bentham Limited
commenced a separate class action against ANZ challenging late payment fees charged to ANZ customers in respect of commercial credit
cards and other ANZ products (at this stage not specified). This action is expressed to apply to all relevant customers, rather than being limited
to those who have signed up with IMF Bentham Limited.
In the second class action, all the applicants' claims have failed. The claims in relation to all fees were dismissed by the Full Federal Court.
That decision was appealed to the High Court only in relation to credit card late payment fees (the other claims were not appealed).
On 27 July 2016 the High Court dismissed the appeal and upheld the judgment in favour of ANZ in respect of credit card late payment fees.
The applicants are presently considering the implications of the High Court's decision for the remaining class actions, which have been on hold
pending the outcome of the second class action. ANZ believes that the remaining class actions are likely to be discontinued or dismissed.
ii) Proceedings in relation to Bank Bill Swap Rate (BBSW)
On 4 March 2016, ASIC commenced court proceedings against ANZ. ASIC is seeking declarations and civil penalties for alleged market
manipulation, unconscionable conduct, misleading or deceptive conduct, and alleged breaches by ANZ of certain statutory obligations as
a financial services licensee. ASIC has subsequently initiated similar proceedings against two other Australian banks. ASIC’s case against ANZ
concerns transactions in the Australian interbank BBSW market in the period from March 2010 to May 2012. ANZ is defending the proceedings.
The potential civil penalty or other financial impact is uncertain.
In August 2016, a class action complaint was brought in the United States District Court against two international broking houses and 17 banks,
including ANZ. The class action is brought by two US-based investment funds and an individual derivatives trader. The action is expressed to
apply to persons and entities that engaged in US-based transactions in financial instruments that were priced, benchmarked, and/or settled
based on BBSW, from 1 January 2003 onwards. The claimants seek damages or compensation in amounts not specified, and allege that the
defendant banks, including ANZ, violated US anti-trust laws, anti-racketeering laws, the Commodity Exchange Act, and unjust enrichment
principles. ANZ is defending the proceedings. The action is at an early stage.
iii) Regulator investigations into foreign exchange trading
Since 2014, each of ASIC and the Australian Competition and Consumer Commission (ACCC) have been investigating foreign exchange trading
conduct of various banks including ANZ. ASIC’s and the ACCC’s investigations are ongoing and the range of potential outcomes include civil
penalties and other actions under the relevant legislation.
iv) Other regulatory reviews
In recent years there have been significant increases in the nature and scale of regulatory investigations and reviews, enforcement actions
(whether by court action or otherwise) and the quantum of fines issued by regulators, particularly against financial institutions both in Australia
and globally. The nature of these investigations and reviews can be wide ranging and, for example, currently include a range of matters
including responsible lending practices, wealth advice and product suitability, conduct in financial markets and capital market transactions.
During the year, ANZ has received various notices and requests for information from its regulators as part of both industry-wide and ANZ-
specific reviews. The outcomes and total costs associated with such reviews remain uncertain.
168
NOTES TO THE FINANCIAL STATEMENTS (continued) 41: Other Contingent Liabilities and Contingent Assets (continued)
v) Security recovery actions
Various claims have been made or are anticipated, arising from security recovery actions taken to resolve impaired assets over recent years. ANZ
will defend these claims.
vi) Clearing and settlement obligations
In accordance with the clearing and settlement arrangements set out:
} in the Australian Payments Clearing Association Limited’s Regulations for the Australian Paper Clearing System, the Bulk Electronic Clearing
System, the Issuers and Acquirers Community and the High Value Clearing System (HVCS), the Company has a commitment to comply with
rules which could result in a bilateral exposure and loss in the event of a failure to settle by a member institution. The exposure arising from
these arrangements is unquantifiable in advance; and
} in the Austraclear System Regulations (Austraclear) and the CLS Bank International Rules, the Company has a commitment to participate
in loss-sharing arrangements in the event of a failure to settle by a member institution. The exposure arising from these arrangements is
unquantifiable in advance.
For HVCS and Austraclear, the obligation arises only in limited circumstances.
vii) Parent entity guarantees
The Company has issued letters of comfort and guarantees in respect of certain subsidiaries in the normal course of business. Under these
letters and guarantees, the Company undertakes to ensure that those subsidiaries continue to meet their financial obligations, subject to certain
conditions including that the entity remains a controlled entity of the Company.
viii) Sale of Grindlays businesses
On 31 July 2000, ANZ completed the sale to Standard Chartered Bank (SCB) of ANZ Grindlays Bank Limited and the private banking business of
ANZ in the United Kingdom and Jersey, together with ANZ Grindlays (Jersey) Holdings Limited and its subsidiaries, for USD1.3 billion in cash.
ANZ provided warranties and certain indemnities relating to those businesses and, where it was anticipated that payments would be likely
under the warranties or indemnities, made provisions to cover the anticipated liability. The issue below has not impacted adversely the reported
results. All settlements, penalties and costs to date have been covered within existing provisions.
Foreign Exchange Regulation Act (India)
In 1991 certain amounts were transferred from non-convertible Indian Rupee accounts maintained with Grindlays in India. These transactions
may not have complied with the provisions of the Foreign Exchange Regulation Act, 1973. Grindlays, on its own initiative, brought these
transactions to the attention of the Reserve Bank of India. The Indian authorities served notices on Grindlays and certain of its officers in India
and civil penalties have been imposed which are the subject of appeals. Criminal prosecutions are pending and will be defended. The amounts
in issue are not material.
ix) Deed of Cross Guarantee in respect of certain controlled entities
Pursuant to ASIC class order 98/1418 (as amended) dated 13 August 1998, relief was granted to a number of wholly owned controlled entities
from the Corporations Act 2001 requirements for preparation, audit, and lodgement of individual financial statements in Australia. The results of
these companies are included in the consolidated Group results.
The entities to which relief was granted are:
} ANZ Properties (Australia) Pty Ltd1
} ANZ Capital Hedging Pty Ltd1
} ANZ Funds Pty Ltd1
} Votraint No. 1103 Pty Ltd2
} ANZ Securities (Holdings) Limited3
} ANZ Commodity Trading Pty Ltd4
} ANZ Nominees Limited5
It is a condition of the class order that the Company and each of the above controlled entities enter into a Deed of Cross Guarantee. A Deed of
Cross Guarantee or subsequent Assumption Deeds under the class order were executed by them and lodged with the Australian Securities and
Investments Commission. The Deed of Cross Guarantee is dated 1 March 2006. The effect of the Deed is that the Company guarantees to each
creditor payment in full of any debt in the event of winding up any of the controlled entities under certain provisions of the Corporations Act
2001. If a winding up occurs in any other case, the Company will only be liable in the event that after six months any creditor has not been paid
in full. The controlled entities have also given similar guarantees in the event that the Company is wound up.
1 Relief originally granted on 21 August 2001.
2 Relief originally granted on 13 August 2002.
3 Relief originally granted on 9 September 2003.
4 Relief originally granted on 2 September 2008.
5 Relief originally granted on 11 February 2009.
169
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 41: Other Contingent Liabilities and Contingent Assets (continued)
The consolidated statement of comprehensive income and consolidated balance sheet of the Company and its wholly owned controlled entities
which have entered into the Deed of Cross Guarantee in the relevant financial years are:
Profit before tax
Income tax expense
Profit after income tax
Foreign exchange differences taken to equity, net of tax
Change in fair value of available-for-sale financial assets, net of tax
Change in fair value of cash flow hedges, net of tax
Actuarial gains/(loss) on defined benefit plans, net of tax
Other comprehensive income, net of tax
Total comprehensive income
Retained profits at start of year
Profit after income tax
Ordinary share dividends provided for or paid
Actuarial gains/(loss) on defined benefit plans after tax
Other movements
Retained profits at end of year
Assets
Cash
Settlement balances owed to ANZ
Collateral paid
Available-for-sale assets/investment securities
Net loans and advances
Other assets
Premises and equipment
Total assets
Liabilities
Settlement balances owed by ANZ
Collateral received
Deposits and other borrowings
Income tax liability
Payables and other liabilities
Provisions
Total liabilities
Net assets
Shareholders’ equity
CONTINGENT ASSETS
Consolidated
2016
$m
6,755
(1,425)
5,330
(502)
–
(8)
(78)
(588)
4,742
21,449
5,330
(5,001)
(78)
1
21,701
2015
$m
9,263
(1,925)
7,338
807
(31)
103
19
898
8,236
18,990
7,338
(4,905)
19
7
21,449
46,072
19,905
10,878
55,721
446,211
262,067
1,044
51,217
16,601
8,234
37,612
447,799
267,579
1,047
841,898
830,089
9,079
5,882
479,963
201
310,644
832
9,901
6,886
472,031
249
307,390
731
806,601
797,188
35,297
35,297
32,901
32,901
National Housing Bank
ANZ is pursuing recovery of the proceeds of certain disputed cheques which were credited to the account of a former Grindlays customer
in the early 1990s.
The disputed cheques were drawn on the National Housing Bank (NHB) in India. Proceedings between Grindlays and NHB concerning the
proceeds of the cheques were resolved in early 2002.
Recovery is now being pursued from the estate of the Grindlays customer who received the cheque proceeds. Any amounts recovered are
to be shared between ANZ and NHB.
170
NOTES TO THE FINANCIAL STATEMENTS (continued) 42: Compensation of Auditors
Consolidated
The Company
KPMG Australia1
Audit or review of financial reports of the Company or Group entities
Audit-related services2
Non-audit services3
Overseas related practices of KPMG Australia
Audit or review of financial reports of the Company or Group entities
Audit-related services2
Non-audit services3
2016
$’000
8,983
4,246
536
2015
$’000
8,824
4,093
126
13,765
13,043
6,332
1,432
21
7,785
6,022
1,394
256
7,672
2016
$’000
5,617
2,975
172
8,764
1,662
507
–
2,169
2015
$’000
5,377
3,026
126
8,529
1,537
682
–
2,219
Total compensation of auditors
21,550
20,715
10,933
10,748
Inclusive of goods and services tax.
1
2 For the Group, comprises prudential and regulatory services of $4.134 million (2015: $4 million), comfort letters $0.937 million (2015: $0.745 million) and other $0.607 million (2015:
$0.742 million). For the Company, comprises prudential and regulatory services of $2.338 million (2015: $2.556 million), comfort letters of $0.797 million (2015: $0.565 million) and
other $0.347 million (2015: $0.587 million).
3 The nature of the non-audit services includes reviews of compliance with legal and regulatory requirements, benchmarking reviews and a branch optimisation analysis performed during the year.
Further details are provided in the Directors’ Report.
Group Policy allows KPMG Australia or any of its related practices to provide assurance and other audit-related services that, while outside the
scope of the statutory audit, are consistent with the role of external auditor. These include regulatory and prudential reviews requested by the
Company’s regulators such as APRA. Any other services that are not audit or audit-related services are non-audit services. Group Policy allows
certain non-audit services to be provided where the service would not contravene auditor independence requirements. KPMG Australia or any
of its related practices may not provide services that are perceived to be in conflict with the role of the external auditor. These include consulting
advice and subcontracting of operational activities normally undertaken by management, and engagements where the auditor may ultimately
be required to express an opinion on its own work.
43: Changes to Comparatives
Certain amounts reported as comparative information have changed as a result of being reclassified to conform with current period financial
statement presentation.
Organisational restructure
During 2016, the Group announced changes to the organisation’s structure to better meet the needs of our retail, commercial and institutional
customers. As a result of these organisational changes there are six reported divisions: Australia, New Zealand, Institutional, Asia Retail & Pacific,
Wealth Australia and Technology, Services & Operations ('TSO') and Group Centre.
These divisions were created by removing the Asia Retail & Pacific business from the former International and Institutional Banking (IIB)
division, and repositioning minority investments in Asia from IIB to the Group Centre with the residual IIB business re-named Institutional.
The New Zealand funds management and insurance businesses were repositioned to the New Zealand division, and the Private Bank business
was reorganised along geographic lines under the Australia, New Zealand and Asia Retail & Pacific divisions with the residual Global Wealth
business re-named Wealth Australia. Comparative information has been restated.
Card related fees
Certain card related fees that are integral to the generation of income were reclassified within total income and from operating expenses to total
income to better reflect the nature of the items. Comparatives in notes 4, 5 and 9 have changed.
Insurance and other wealth related income
Income from certain insurance and other wealth related products have been reclassified within total income to better reflect the nature of the
items. Comparatives in note 4 have changed.
171
ANZ ANNUAL REPORT 2016NOTES TO THE FINANCIAL STATEMENTS 43: Changes to Comparatives (continued)
Consolidated
Net interest income
Other operating income
Net funds management and insurance income
Share of associate's profit
Operating income
Operating expenses
Profit before credit impairment and income tax
Provision for credit impairment
Profit before income tax
Income tax expense/(benefit)
Profit attributable to shareholders of the Company
Other comprehensive income net of tax attributable to shareholders of the Company
Total comprehensive income attributable to shareholders of the Company
The Company
Net interest income
Other operating income
Net funds management and insurance income
Share of associate's profit
Operating income
Operating expenses
Profit before credit impairment and income tax
Provision for credit impairment
Profit before income tax
Income tax expense/(benefit)
Profit attributable to shareholders of the Company
Other comprehensive income net of tax attributable to shareholders of the Company
Total comprehensive income attributable to shareholders of the Company
2015
Previously
reported
$m
Card related
fees
$m
Wealth related
income
$m
Currently
reported
$m
14,616
4,094
1,736
625
21,071
(9,359)
11,712
(1,179)
10,533
(3,026)
7,507
(14)
7,493
–
19
–
–
19
(19)
–
–
–
–
–
–
–
–
(79)
79
–
–
–
–
–
–
–
–
–
–
14,616
4,034
1,815
625
21,090
(9,378)
11,712
(1,179)
10,533
(3,026)
7,507
(14)
7,493
2015
Previously
reported
$m
Card related
fees
$m
Wealth related
income
$m
Currently
reported
$m
10,416
6,575
203
376
17,570
(7,350)
10,220
(969)
9,251
(1,945)
7,306
–
7,306
–
19
–
–
19
(19)
–
–
–
–
–
–
–
–
(7)
7
–
–
–
–
–
–
–
–
–
–
10,416
6,587
210
376
17,589
(7,369)
10,220
(969)
9,251
(1,945)
7,306
–
7,306
172
NOTES TO THE FINANCIAL STATEMENTS (continued)
43: Changes to Comparatives (continued)
Consolidated
2015
The Company
2015
Previously
reported
Inflows
(Outflows)
$m
Card
related
fees
$m
Wealth
related
income
$m
Restated
Sep 15
Inflows
(Outflows)
$m
Previously
reported
Inflows
(Outflows)
$m
Card
related
fees
$m
Wealth
related
income
$m
Restated
Sep 15
Inflows
(Outflows)
$m
Cash flows from operating activities
Interest received
Interest paid
Dividends received
Other operating income received
Other operating expenses paid
Income taxes paid
Net cash flows from funds management
and insurance business
Premiums, other income and life
investment deposits received
Investment income and
policy deposits received
Claims and policyholder liability payments
Commission expense (paid)/received
Cash flows from operating activities before
changes in operating assets and liabilities
Change in operating assets and liabilities
arising from cash flow movements
Net cash provided by/(used in)
operating activities
Net cash provided by/(used in)
investing activities
Net cash provided by/(used in)
financing activities
Net increase/(decrease) in cash and
cash equivalents
30,667
(15,458)
231
18,297
(8,573)
(3,082)
7,577
286
(5,930)
(648)
23,367
(1,891)
21,476
(9,776)
2,043
13,743
–
–
–
19
(19)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(79)
–
–
30,667
(15,458)
231
18,237
(8,592)
(3,082)
104
7,681
–
(25)
–
286
(5,955)
(648)
26,754
(15,809)
2,630
15,818
(6,806)
(2,388)
154
–
–
49
–
–
–
–
–
–
23,367
20,402
(1,891)
(22)
21,476
20,380
(9,776)
(9,479)
2,043
1,904
13,743
12,805
–
–
–
19
(19)
–
–
–
–
–
–
–
–
–
–
–
–
–
–
(7)
–
–
7
–
–
–
–
–
–
–
–
–
26,754
(15,809)
2,630
15,830
(6,825)
(2,388)
161
–
–
49
20,402
(22)
20,380
(9,479)
1,904
12,805
44: Events Since the End of the Financial Year
On 31 October 2016 the Group announced it had entered into an agreement to sell its Retail and Wealth businesses in Singapore, China,
Hong Kong, Taiwan, and Indonesia to DBS Bank Limited for a premium of approximately $110 million over the book value of net assets, which
principally comprised approximately $11 billion of gross lending assets and $17 billion of deposits as at 30 September 2016. The final purchase
price will be based on the net assets at completion.
The transaction is subject to regulatory approval in each country, with completion occurring on a rolling country by country basis from mid
financial year 2017 with all countries expected to be completed with 18 months.
The Group anticipates the transaction will generate a net loss of approximately $265 million (post-tax) including write-downs of software,
goodwill and fixed assets, as well as separation and transaction costs.
The assets associated with the Retail Asia and Wealth businesses were assessed for impairment as at 30 September 2016 on the basis of the
businesses being a continuing operation and no impairment was identified. Additionally, the assets did not meet the conditions for ‘held for sale’
classification under AASB 5 – Non-Current Assets Held for Sale and Discontinued Operations.
Other than this matter, no other material events have occurred between the end of the reporting period (30 September 2016) and the date
of this report.
DIRECTORS’ DECLARATION AND INDEPENDENT AUDITOR’S REPORT
173
ANZ ANNUAL REPORT 2016 DIRECTORS’ DECLARATION AND RESPONSIBILITY STATEMENT
Directors’ Declaration
The Directors of Australia and New Zealand Banking Group Limited declare that:
a)
in the Directors’ opinion, the financial statements and notes of the Company and the consolidated entity are in accordance with
the Corporations Act 2001, including:
i)
section 296, that they comply with the Australian Accounting Standards and any further requirements of the Corporations
Regulations 2001; and
ii) section 297, that they give a true and fair view of the financial position of the Company and of the consolidated entity
as at 30 September 2016 and of their performance for the year ended on that date;
b) the notes to the financial statements of the Company and the consolidated entity include a statement that the financial statements
and notes of the Company and the consolidated entity comply with International Financial Reporting Standards;
c) the Directors have been given the declarations required by section 295A of the Corporations Act 2001;
d)
in the Directors’ opinion, there are reasonable grounds to believe that the Company will be able to pay its debts as and when they
become due and payable; and
e) the Company and certain of its wholly owned controlled entities (listed in note 41) have executed a Deed of Cross Guarantee enabling
them to take advantage of the accounting and audit relief offered by class order 98/1418 (as amended), issued by the Australian Securities
and Investments Commission. The nature of the Deed of Cross Guarantee is to guarantee to each creditor payment in full of any debt
in accordance with the terms of the Deed of Cross Guarantee. At the date of this declaration, there are reasonable grounds to believe
that the Company and its controlled entities which executed the Deed of Cross Guarantee are able, as an economic entity, to meet
any obligations or liabilities to which they are, or may become, subject by virtue of the Deed of Cross Guarantee.
Signed in accordance with a resolution of the Directors.
David M Gonski, AC
Chairman
2 November 2016
Shayne C Elliott
Director
Responsibility statement of the Directors in accordance with Rule 4.1.12 (3)(b) of the Disclosure Rules and Transparency Rules
of the United Kingdom Financial Conduct Authority.
The Directors of Australia and New Zealand Banking Group Limited confirm to the best of their knowledge that:
The Group’s Annual Report includes:
i) a fair review of the development and performance of the business and the position of the Group and the undertakings included
in the consolidation taken as a whole; together with
ii) a description of the principal risks and uncertainties faced by the Group.
Signed in accordance with a resolution of the Directors.
Shayne C Elliott
Director
David M Gonski, AC
Chairman
2 November 2016
174
INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS
OF AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED
REPORT ON THE FINANCIAL REPORT
INDEPENDENCE
We have audited the accompanying financial report of Australia
and New Zealand Banking Group Limited (the Company), which
comprises the balance sheets as at 30 September 2016, and income
statements, statements of comprehensive income, statements
of changes in equity and statements of cash flow for the year ended
on that date, notes 1 to 44 comprising a summary of significant
accounting policies and other explanatory information and the
directors’ declaration of the Company and the Group comprising
the Company and the entities it controlled at the year’s end
or from time to time during the financial year.
DIRECTORS’ RESPONSIBILITY FOR THE FINANCIAL REPORT
The directors of the Company are responsible for the preparation
of the financial report that gives a true and fair view in accordance
with Australian Accounting Standards and the Corporations
Act 2001 and for such internal control as the directors determine
is necessary to enable the preparation of the financial report that
is free from material misstatement whether due to fraud or error.
In note 1(A)(i), the directors also state, in accordance with Australian
Accounting Standard AASB 101 Presentation of Financial Statements,
that the financial statements comply with International Financial
Reporting Standards.
AUDITOR’S RESPONSIBILITY
Our responsibility is to express an opinion on the financial report
based on our audit. We conducted our audit in accordance with
Australian Auditing Standards. These Auditing Standards require
that we comply with relevant ethical requirements relating to
audit engagements and plan and perform the audit to obtain
reasonable assurance whether the financial report is free from
material misstatement.
An audit involves performing procedures to obtain audit
evidence about the amounts and disclosures in the financial report.
The procedures selected depend on the auditor’s judgement,
including the assessment of the risks of material misstatement of the
financial report, whether due to fraud or error. In making those risk
assessments, the auditor considers internal control relevant to the
entity’s preparation of the financial report that gives a true and fair
view in order to design audit procedures that are appropriate in the
circumstances, but not for the purpose of expressing an opinion on
the effectiveness of the entity’s internal control. An audit also includes
evaluating the appropriateness of accounting policies used and
the reasonableness of accounting estimates made by the directors,
as well as evaluating the overall presentation of the financial report.
We performed the procedures to assess whether in all material
respects the financial report presents fairly, in accordance with
the Corporations Act 2001 and Australian Accounting Standards,
a true and fair view which is consistent with our understanding
of the Company’s and the Group’s financial position and
of their performance.
We believe that the audit evidence we have obtained is sufficient
and appropriate to provide a basis for our audit opinion.
In conducting our audit, we have complied with the independence
requirements of the Corporations Act 2001.
AUDITOR’S OPINION
In our opinion:
(a) the financial report of Australia and New Zealand Banking
Group Limited is in accordance with the Corporations Act
2001, including:
(i) giving a true and fair view of the Company’s and the Group’s
financial position as at 30 September 2016 and of their
performance for the year ended on that date; and
(ii) complying with Australian Accounting Standards and the
Corporations Regulations 2001.
(b) the financial report also complies with International Financial
Reporting Standards as disclosed in note 1(A)(i).
REPORT ON THE REMUNERATION REPORT
We have audited the remuneration report included in pages 32
to 59 of the directors’ report for the year ended 30 September 2016.
The directors of the Company are responsible for the preparation and
presentation of the remuneration report in accordance with Section
300A of the Corporations Act 2001. Our responsibility is to express
an opinion on the remuneration report, based on our audit conducted
in accordance with Australian Auditing Standards.
AUDITOR’S OPINION
In our opinion, the remuneration report of Australia and New Zealand
Banking Group Limited for the year ended 30 September 2016,
complies with Section 300A of the Corporations Act 2001.
KPMG
Melbourne
2 November 2016
Andrew Yates
Partner
KPMG, an Australian partnership and a member firm of the KPMG network of independent
member firms affiliated with KPMG International Cooperative ('KPMG International'),
a Swiss entity.
Liability limited by a scheme approved under Professional Standards Legislation.
175
ANZ ANNUAL REPORT 2016
176176
ANZ ANNUAL REPORT 2016
ANZ ANNUAL REPORT 2016
SECTION
03
178
179
188
190
198
200
Five Year Summary
Principal Risks and Uncertainties
Supplementary Information
Shareholder Information
Glossary
Alphabetical Index
SECTION 3
177
177
177
ANZ ANNUAL REPORT 2016 FIVE YEAR SUMMARY
Financial performance1
Net interest income
Other operating income
Operating expenses
Profit before credit impairment and income tax
Credit impairment charge
Income tax expense
Non-controlling interests
Cash/underlying profit1
Adjustments to arrive at statutory profit1
Profit attributable to shareholders of the Company
Financial position
Total assets
Total equity
Common Equity Tier 12
Common Equity Tier 1 – Internationally Comparable Basel 33
Return on average ordinary equity4,5
Return on average assets5
Cost to income ratio (cash/underlying)1
Shareholder value – ordinary shares
Total return to shareholders (share price movement plus dividends)
Market capitalisation
Dividend
Franked portion
– interim
– final
Share price
– high
– low
– closing
Share information
(per fully paid ordinary share)
Earnings per share
Dividend payout ratio
Net tangible assets per ordinary share6
No. of fully paid ordinary shares issued (millions)
Dividend reinvestment plan (DRP) issue price
– interim
– final
Other information
Points of representation7
No. of employees (full time equivalents)
No. of shareholders8
2016
$m
2015
$m
2014
$m
2013
$m
2012
$m
15,095
5,482
(10,422)
10,155
(1,956)
(2,299)
(11)
5,889
(180)
5,709
914,869
57,927
9.6%
14.5%
10.0%
0.6%
50.6%
9.2%
80,886
160c
100%
100%
$29.17
$21.86
$27.63
197.4c
81.9%
$17.13
2,927.5
$24.82
–
1,127
46,554
545,256
14,616
5,921
(9,378)
11,159
(1,205)
(2,724)
(14)
7,216
277
7,493
889,900
57,353
9.6%
13.2%
14.5%
0.9%
45.7%
(7.5%)
78,606
181c
100%
100%
$37.25
$26.38
$27.08
271.5c
68.6%
$16.86
2,902.7
$31.93
$27.08
1,229
50,152
546,558
13,797
5,781
(8,760)
10,818
(989)
(2,700)
(12)
7,117
154
7,271
772,092
49,284
8.8%
12.5%
15.8%
1.0%
44.7%
5.9%
85,235
178c
100%
100%
$35.07
$28.84
$30.92
267.1c
67.4%
$14.65
2,756.6
$33.30
$32.02
1,220
50,328
498,309
12,772
5,619
(8,257)
10,134
(1,197)
(2,435)
(10)
6,492
(182)
6,310
702,995
45,603
8.5%
12.7%
15.0%
0.9%
44.9%
31.5%
84,450
164c
100%
100%
$32.09
$23.42
$30.78
232.7c
71.4%
$13.48
2,743.7
$28.96
$31.83
1,274
49,866
468,343
12,110
5,738
(8,519)
9,329
(1,258)
(2,235)
(6)
5,830
(169)
5,661
642,127
41,220
8.0%
11.6%
14.6%
0.9%
47.7%
35.4%
67,255
145c
100%
100%
$25.12
$18.60
$24.75
213.4c
69.4%
$12.22
2,717.4
$20.44
$23.64
1,337
48,239
438,958
1 Since 1 October 2012, the Group has used cash profit as a measure of the result of the ongoing business activities of the Group enabling shareholders to assess Group and divisional performance
against prior periods and against peer institutions. For 2013 – 2016, statutory profit has been adjusted for non-core items to arrive at cash profit. Cash profit is not audited; however, the external
auditor has informed the Audit Committee that the adjustments have been determined on a consistent basis across each period presented.
2 Calculated in accordance with APRA Basel 3 requirements for 2012–2016.
3
Internationally Comparable Methodology applied for 2016 and 2015 aligns with APRA's information paper entitled 'International Capital Comparison Study' (13 July 2015). Basel Internationally
Comparable ratios do not include an estimate of the Basel 1 capital floor requirement.
4 Average ordinary equity excludes non-controlling interests and preference shares.
5 Return on average ordinary equity and average assets have been calculated on a statutory basis, consistent with the last five years.
6 Equals shareholders’ equity less preference share capital, goodwill, software and other intangible assets divided by the number of ordinary shares.
7
8 Excludes employees whose only ANZ shares are held in trust under ANZ employee share schemes.
Includes branches, offices, representative offices and agencies.
178
PRINCIPAL RISKS AND UNCERTAINTIES
1. Introduction
The Group’s activities are subject to risks that can adversely
impact its business, operations and financial condition. The risks
and uncertainties described below are not the only ones that the
Group may face. Additional risks and uncertainties that the Group
is unaware of, or that the Group currently deems to be immaterial,
may also become important factors that affect it. If any of the listed
or unlisted risks actually occur, the Group’s business, operations,
financial condition, or reputation could be materially and adversely
affected, with the result that the trading price of the Group’s equity
or debt securities could decline, and investors could lose all or part
of their investment.
2. Changes in general business and economic conditions,
including disruption in regional or global credit and
capital markets, may adversely affect the Group’s
business, operations and financial condition
The Group’s financial performance is primarily influenced by the
economic conditions and the level of business activity in the major
countries and regions in which it operates or trades, ie. Australia,
New Zealand, Asia Pacific, Europe and the United States. The Group’s
business, operations, and financial condition can be negatively affected
by changes in economic and business conditions in these markets.
The economic and business conditions that prevail in the Group’s
major operating and trading markets are affected by domestic and
international economic events, political events and natural disasters,
and by movements and events that occur in global financial markets.
For example, the global financial crisis that commenced in 2007 saw
a sudden and prolonged dislocation in credit and equity capital
markets, a contraction in global economic activity and the emergence
of many challenges for financial services institutions worldwide
that still persist to some extent in many regions. Sovereign risk and
its potential impact on financial institutions in Europe and globally
subsequently emerged as a significant risk (see risk factor 5 'Sovereign
risk may destabilise global financial markets adversely affecting all
participants, including the Group').
The impact of the global financial crisis and its aftermath continue to
affect regional and global economic activity, confidence and capital
markets. Prudential authorities have implemented and continue to
implement increased regulations to mitigate the risk of such events
recurring, although there can be no assurance that such regulations
will be effective. The global financial crisis has also had a lasting effect
on consumer and business behaviour in the advanced economies.
Consumers have acted more cautiously, while businesses have
been reluctant to invest and inflation has remained low. Monetary
authorities have responded by introducing zero and near-zero interest
rates across most countries, while the major central banks have taken
unconventional steps to support growth and raise inflation. While
some economic factors have recently improved, lasting impacts
from the global financial crisis and the potential for escalation
in geopolitical risks suggest ongoing vulnerability and potential
adjustment of consumer and business behaviour.
Additionally, on 23 June 2016, the United Kingdom voted to leave the
European Union in a referendum. The Group expects there will be an
extended period of increased uncertainty and volatility in the global
financial markets while the details of the departure (known as 'Brexit')
are negotiated. The United Kingdom’s decision to leave the European
Union may adversely affect the Group’s ability to raise medium or
long term funding in the international capital markets. There is also
potential for further consequences of Brexit to adversely impact the
financial markets.
Other current economic conditions impacting the Group and its
customers include changes in the commercial and residential
real estate markets in Australia and New Zealand (see risk factor 6
'Weakening of the real estate markets in Australia, New Zealand or
other markets where the Group does business may adversely affect its
business, operations and financial condition'). The demand for natural
resources is also an important economic influence given that sector
is a significant contributor to Australia’s economy and that sector’s
significant exposure to Asia, particularly China and China’s economic
growth (see risk factor 21 'An increase in the failure of third parties
to honour their commitments in connection with the Group’s trading,
lending, derivatives and other activities may adversely affect its
business, operations and financial condition').
Should difficult economic conditions in the Group’s markets eventuate,
asset values in the housing, commercial or rural property markets
could decline, unemployment could rise and corporate and personal
incomes could suffer. Also, deterioration in global markets, including
equity, property, currency and other asset markets, could impact the
Group’s customers and the security the Group holds against loans and
other credit exposures, which may impact its ability to recover loans
and other credit exposures.
All or any of the negative economic and business impacts described
above could cause a reduction in demand for the Group’s products
and services and/or an increase in loan and other credit defaults
and bad debts, which could adversely affect the Group’s business,
operations, and financial condition.
The Group’s financial performance could also be adversely affected
if it were unable to adapt cost structures, products, pricing or activities
in response to a drop in demand or lower than expected revenues.
Similarly, higher than expected costs (including credit and funding
costs) could be incurred because of adverse changes in the economy,
general business conditions or the operating environment in the
countries in which the Group operates.
Geopolitical instability, such as threats of, potential for, or actual
conflict, occurring around the world, such as the ongoing unrest and
conflicts in the Ukraine, North Korea, Syria, Egypt, Afghanistan, Iraq
and elsewhere, as well as the current high threat of terrorist activities,
may also adversely affect global financial markets, general economic
and business conditions and the Group’s ability to continue operating
or trading in a country, which in turn may adversely affect the Group’s
business, operations, and financial condition.
Natural and biological disasters such as, but not restricted to, cyclones,
floods, droughts, earthquakes and pandemics, and the economic
and financial market implications of such disasters on domestic and
global conditions can adversely impact the Group’s ability to continue
operating or trading in the country or countries directly or indirectly
affected, which in turn may adversely affect the Group’s business,
operations and financial condition. For more risks in relation to natural
and biological disasters, refer to risk factor 23 'The Group may be
exposed to the impact of future climate change, geological events,
plant, animal and human diseases, and other extrinsic events which
may adversely affect its business, operations and financial condition'.
Other economic and financial factors or events that may adversely
affect the Group’s performance, and give rise to operational and
markets risk are covered in risk factors 13 ('The Group is exposed to
market risk, which may adversely affect its business, operations and
financial condition') and 14 ('Changes in exchange rates may adversely
affect the Group’s business, operations and financial condition').
PRINCIPAL RISKS AND UNCERTAINTIES
179
ANZ ANNUAL REPORT 2016 PRINCIPAL RISKS AND UNCERTAINTIES (continued)
3. Competition may adversely affect the Group’s business,
operations and financial condition in the markets in which
it operates
The markets in which the Group operates are highly competitive and
could become even more so. Factors that contribute to competition
risk include industry regulation, mergers and acquisitions, changes
in customers’ needs and preferences, entry of new participants,
development of new distribution and service methods and
technologies, increased diversification of products by competitors,
and regulatory changes in the rules governing the operations
of banks and non-bank competitors. For example, changes in the
financial services sector in Australia and New Zealand have made
it possible for non-banks to offer products and services traditionally
provided by banks, such as payments, home loans, and credit cards.
In addition, it is possible that existing companies from outside of
the traditional financial services sector may seek to obtain banking
licences to directly compete with the Group by offering products and
services traditionally provided by banks. In addition, banks organised
in jurisdictions outside Australia and New Zealand are subject to
different levels of regulation and some may have lower cost structures.
Increasing competition for customers could also potentially lead
to a compression in the Group’s net interest margins or increased
advertising and related expenses to attract and retain customers.
Digital technologies are changing customer behaviour and
the competitive environment. The use of digital channels by
customers to conduct their banking continues to rise and emerging
competitors are increasingly utilising new technologies and seeking
to disrupt existing business models, including in relation to digital
payment services.
Furthermore, increased competition for deposits could also increase
the Group’s cost of funding and lead the Group to access other types
of funding or reduce lending. The Group relies on bank deposits to
fund a significant portion of its balance sheet and deposits have been
a relatively stable source of funding. The Group competes with banks
and other financial services firms for such deposits. To the extent
that the Group is not able to successfully compete for deposits, the
Group would be forced to rely more heavily on other, potentially
less stable or more expensive forms of funding, or reduce lending.
This could adversely affect the Group’s business, prospects, financial
performance or financial condition.
The impact on ANZ of an increase in competitive market conditions,
especially in the Group’s main markets and products, would
potentially lead to a material reduction in the market share and/or
margins of the relevant Group business(es), which would adversely
affect the Group’s financial performance and position.
4. Changes in monetary policies may adversely affect the
Group’s business, operations and financial condition
Central monetary authorities (including the RBA, the RBNZ, the
United States Federal Reserve, the Bank of England and the monetary
authorities in the Asian jurisdictions in which the Group operates) set
official interest rates or take other measures to affect the demand for
money and credit in their relevant jurisdictions. In some jurisdictions,
currency policy is also used to influence general business conditions
and the demand for money and credit. These policies can significantly
affect the Group’s cost of funds for lending and investing and the
return that the Group will earn on those loans and investments.
These factors impact the Group’s net interest margin and can affect
the value of financial instruments it holds, such as debt securities and
hedging instruments. The policies of the central monetary authorities
can also affect the Group’s borrowers, potentially increasing the risk
that they may fail to repay loans. Changes in such policies are difficult
to predict and may adversely affect the Group’s business, operations
and financial condition.
180
5. Sovereign risk may destabilise global financial markets
adversely affecting all participants, including the Group
Sovereign risk is the risk that foreign governments will default on their
debt obligations, be unable to refinance their debts as and when they
fall due or nationalise parts of their economy. Sovereign risk remains in
many economies, including the United States, United Kingdom, China,
Europe and Australia. Should one sovereign default, there could be a
cascading effect to other markets and countries, the consequences of
which, while difficult to predict, may be similar to or worse than those
experienced during the global financial crisis and subsequent sovereign
debt crises. Such events could destabilise global financial markets,
adversely affecting all participants, including adversely affecting the
Group’s liquidity, financial performance or financial condition.
6. Weakening of the real estate markets in Australia,
New Zealand or other markets where the Group does
business may adversely affect its business, operations
and financial condition
Residential and commercial property lending, together with real
estate development and investment property finance, constitute
important businesses to the Group. Major sub-segments within
the Group's lending portfolio include:
} Residential housing loans, owner occupier and investment; and
} Commercial real estate loans.
Declining asset prices could impact customers and counterparties
and the value of the security (including residential and commercial
property) the Group holds against loans which may impair the
Group’s ability to recover amounts owing to the Group if customers
or counterparties were to default. Since 2009, the world’s major
central banks have embarked upon unprecedented monetary
policy stimulus. The resulting weight of funds searching for yield
continues to drive underlying property markets in core ANZ property
jurisdictions (Australia, New Zealand, Singapore and Hong Kong).
Values for completed tenanted properties and residential house
prices, particularly in metro east coast Australian and New Zealand
markets, have steadily risen.
A significant decrease in Australian and New Zealand housing
valuations triggered by, for example, an event or a series of events
in the local or global economy, could adversely impact the Group’s
home lending activities because borrowers with loans in excess of
their property value show a higher propensity to default and, in the
event of such defaults our security values would be eroded, causing
the Group to incur higher credit losses which could adversely affect
the Group’s financial performance and condition. The demand for
the Group’s home lending products may also decline due to buyer
concerns about decreases in values or concerns about rising interest
rates, which could make the Group’s lending products less attractive
to potential homeowners and investors.
A significant decrease in commercial property valuations or a
significant slowdown in Australia, New Zealand or other commercial
real estate markets where the Group does business could result in
a decrease in the amount of new lending the Group is able to write
and/or increase the losses that the Group may experience from
existing loans, which, in either case, could materially and adversely
impact the Group’s financial condition and operations. The Group's
portfolio of commercial property interest only loans, may be
particularly susceptible to losses in the event of a decline in property
prices as a result of refinance risk and deteriorating security values.
A material decline in residential housing prices could also cause
losses in the Group’s residential build to sell portfolio if customers
who are pre-committed to purchase these dwellings are unable
or unwilling to complete their contracts and the Group is forced
to re-sell these dwellings at a loss.
During the year the Group reduced the leverage it generally provides
for commercial property developers and investors. In addition the
Bank has tightened its general lending conditions such as requiring
higher levels of pre-commitments for build to sell developments
and higher interest cover ratios for investment loans. The Group also
ceased retail mortgage lending to non-permanent resident borrowers
and reduced its acceptance of foreign sourced income supporting
a borrower’s serviceability assessment in borrower loan applications.
7. The Group is exposed to liquidity and funding risk,
which may adversely affect its business, operations and
financial condition
Liquidity risk is the risk that the Group is unable to meet its payment
obligations as they fall due (including repaying depositors or maturing
wholesale debt) or that the Group has insufficient capacity to fund
increases in assets. Liquidity risk is inherent in all banking operations
due to the timing mismatch between cash inflows and cash outflows.
Reduced liquidity could lead to an increase in the cost of the Group’s
borrowings and constrain the volume of new lending, which could
adversely affect the Group’s profitability. A deterioration in investor
confidence in the Group could materially impact the Group’s cost
of borrowing, and the Group’s ongoing operations and funding.
The Group raises funding from a variety of sources, including
customer deposits and wholesale funding in Australia and offshore
markets to meet its funding obligations and to maintain or grow
its business generally. In times of liquidity stress, if there is damage
to market confidence in the Group or if funding inside or outside
of Australia is not available or constrained, the Group’s ability to
access sources of funding and liquidity may be constrained and
it will be exposed to liquidity risk. In any such cases, the Group
may be forced to seek alternative funding. The availability of such
alternative funding, and the terms on which it may be available,
will depend on a variety of factors, including prevailing market
conditions and the Group’s credit ratings (which are strongly
influenced by Australia’s sovereign credit rating). Even if available,
the cost of these funding alternatives may be more expensive or on
unfavourable terms, which could adversely affect the Group’s financial
performance, liquidity, capital resources and financial condition.
Since the advent of the global financial crisis in 2007, developments
in the United States, European and Chinese markets have adversely
affected the liquidity in global capital markets and increased funding
costs compared with the period immediately preceding the global
financial crisis.
More recently, the provision of significant amounts of liquidity by
major central banks globally has helped mitigate near term liquidity
concerns, although no assurance can be given that such liquidity
concerns will not return, particularly when the extraordinary liquidity
is withdrawn by central banks. Future deterioration in market
conditions may limit the Group’s ability to replace maturing liabilities
and access funding in a timely and cost-effective manner necessary
to fund and grow the Group’s businesses.
8. Regulatory changes or a failure to comply with regulatory
standards, law or policies may adversely affect the Group’s
business, operations or financial condition
As a financial institution, the Group is subject to detailed laws and
regulations in each of the jurisdictions in which it operates or obtains
funding, including Australia, New Zealand, the United States, Europe
and Asia Pacific. The Group is also supervised by a number of different
regulatory and supervisory authorities.
The Group is responsible for ensuring that it complies with all
applicable legal and regulatory requirements (including accounting
standards) and industry codes of practice in the jurisdictions in which
it operates or obtains funding.
Compliance risk arises from these legal, regulatory and internal
compliance requirements. If the Group, or an employee of the Group,
fails to comply, the Group may be subject to fines, penalties or
restrictions on its ability to do business and it may lose customer
confidence and business, which could have a material adverse impact
on the Group. In Australia, an example of the broad administrative
power available to regulatory authorities is the power available to
APRA under the Banking Act in certain circumstances to investigate
the Group’s affairs and/or issue a direction to the Group (such
as direction to comply with a prudential requirement, to conduct
an audit, to remove a director, executive officer or employee or not
to undertake a transaction). Other regulators also have the power
to investigate the Group. For further information see note 41
(Contingent Liabilities) of the 2016 Financial Statements.
Recent public scrutiny of banking culture has also led to a proposal
by the Opposition Australian Labor Party for a Royal Commission
to investigate Australian banks. Regulatory investigations, fines,
penalties or regulator imposed conditions could adversely affect
the Group’s business, reputation, prospects, financial performance
or financial condition.
As with other financial services providers, the Group faces increasing
supervision and regulation in most of the jurisdictions in which the
Group operates or obtains funding, particularly in the areas of
funding, liquidity, product design and pricing, capital adequacy,
conduct and prudential regulation, cyber-security, anti-bribery and
corruption, anti-money laundering and counter-terrorism financing
and trade sanctions.
The Group has fully implemented the requirements of the Basel
Committee on Banking Supervision’s ('BCBS') and APRA’s capital
reform packages (and APRA’s implementation thereof ), known
as Basel 3, aimed at implementing Basel 3 and strengthening the
resilience of the banking and insurance sectors. Details of these
reforms are contained in APRA’s prudential standards implementing
Basel 3 capital reforms, which took effect from 1 January 2013.
In addition to the above, Basel 3 requirements also include liquidity
reforms. Consistent therewith, APRA requires the Group to comply with
the Liquidity Coverage Ratio ('LCR') requirements with effect from
1 January 2015 and is currently consulting on the implementation
of the Net Stable Funding Ratio ('NSFR') requirements, which are
expected to be implemented by 1 January 2018. Certain regulators
in jurisdictions where the Group has a presence have also either
implemented or are in the process of implementing Basel 3 and
equivalent reforms.
Separately, since 2014, the BCBS has also released a number of
consultation documents as part of its reforms aimed at simplifying
the measurement of risk-weighted assets and reducing their variability
across banks and jurisdictions. Consultation and finalisation of these
reforms are current and on-going. Any impacts on the Group resulting
from these reforms cannot be determined as final calibration is still to
be finalised by the BCBS and they are also subject to the form of these
proposals that APRA will implement in Australia.
In addition, there have also been a series of other regulatory releases
from authorities in the various jurisdictions in which the Group
operates or obtains funding proposing significant regulatory change
for financial institutions. This includes new accounting and reporting
standards, or implementation of regulatory changes including global
OTC derivatives reforms, the Markets in Financial Instruments
Directive ('MiFID') and the United States Dodd-Frank legislation,
including the Volcker Rule promulgated thereunder.
PRINCIPAL RISKS AND UNCERTAINTIES
181
ANZ ANNUAL REPORT 2016 PRINCIPAL RISKS AND UNCERTAINTIES (continued)
The Australian Government conducted a comprehensive inquiry into
Australia’s financial system and released the Financial Systems Inquiry
('FSI') Final Report on 7 December 2014. The contents of the FSI Final
Report are wide-ranging. Key recommendations from the FSI Final
Report that may have an impact on regulatory capital levels include:
} setting capital standards ensuring that capital ratios of ADI’s
'unquestionably strong';
} raising the average internal ratings-based ('IRB') mortgage risk
weight to narrow the difference between average mortgage
risk weights for ADIs, which use IRB models, and those that use
standardised risk weights in order to increase competition in
mortgage lending;
} implementing a framework for minimum loss absorption
and recapitalisation capacity in line with emerging
international practice;
} developing a common reporting template that improves the
transparency and comparability of capital ratios of ADIs; and
} introducing a Leverage Ratio that acts as a backstop to ADIs’
risk-based capital requirements, in line with Basel 3.
APRA supported the FSI’s recommendation that the capital ratios
of ADIs should be unquestionably strong and, with effect from July
2016, increased the capital requirements for Australian residential
mortgage exposures for ADIs accredited to use the IRB approach
to credit risk (including ANZ).
Apart from the July 2015 announcements, APRA has not made any of
the other key recommendations in the FSI Final Report to date.
Therefore, the final outcome of the FSI, including any impacts and the
timing of these impacts on ANZ, remain uncertain. In addition, there
are several ongoing Government enquiries and proposals for new
enquiries which may affect ANZ and its business, the impact of which
is indeterminate at this stage.
APRA is currently undertaking several open consultations, including
those related to ADI Counterparty Credit Risk and international
exposures reporting requirements as well as other areas of focus.
Until these are finalised, the impact to the Group is unknown.
Regulation is becoming increasingly extensive and complex. Some
areas of potential regulatory change involve multiple jurisdictions
seeking to adopt a coordinated approach. This may result in conflicts
with specific requirements of the jurisdictions in which the Group
operates and, in addition, such changes may be inconsistently
introduced across jurisdictions. Changes may also occur in the
oversight approach of regulators. It is possible for example that
governments in jurisdictions in which the Group operates or obtains
funding might revise their application of existing regulatory policies
that apply to, or impact, the Group’s business, including for reasons
relating to national interest and systemic stability.
Regulatory changes and the timing of their introduction continue to
evolve. The nature and impact of future changes are not predictable
and are beyond the Group’s control. Regulatory change may impact
the Group in a range of ways, such as by requiring the Group to
change its business mix, incur additional costs as a result of increased
management attention, raise additional amounts of higher-quality
capital (such as ordinary shares, Additional Tier 1 capital or Tier 2
capital instruments) or retain capital (through lower dividends), and
hold significant levels of additional liquid assets and undertake
further lengthening of the funding base. Further examples of ways in
which regulatory change may impact the Group include: limiting the
types, amount and composition of financial services and products the
Group can offer, limiting the fees and interest that the Group may
charge, increasing the ability of other banks or of non-banks to offer
competing financial services or products and changes to accounting
standards, taxation laws and prudential regulatory requirements.
Regulatory change could adversely affect one or more of the Group’s
businesses, restrict its flexibility, require it to incur substantial costs
and impact the profitability of one or more business lines. Any such
costs or restrictions could adversely affect the Group’s business,
prospects, financial performance or financial condition.
9. The Group is exposed to the risk of receiving significant
regulatory fines and sanctions in the event of breaches
of regulation and law relating to anti-money laundering,
counter-terrorism financing and sanctions
Anti-money laundering, counter-terrorist financing and sanctions
compliance have been the subject of increasing regulatory change
and enforcement in recent years. The increasingly complicated
environment in which the Group operates across the Asia Pacific
region has heightened these operational and compliance risks.
Furthermore, the upward trend in compliance breaches by global
banks and the related fines and settlement sums means that these
risks continue to be an area of focus for the Group.
The risk of non-compliance with anti-money laundering, counter-
terrorist financing and sanction laws remains high given the scale
and complexity of the Group. A failure to operate a robust program
to combat money laundering, bribery and terrorist financing or to
ensure compliance with economic sanctions could have serious legal
and reputational consequences for the Group and its employees.
Consequences can include fines, criminal and civil penalties, civil
claims, reputational harm and limitations on doing business in certain
jurisdictions. The Group’s foreign operations may place the Group
under increased scrutiny by regulatory authorities, and may increase
the risk of a member of the Group breaching applicable rules,
regulations or laws.
10. The Group may experience challenges in managing its
capital base, which could give rise to greater volatility
in capital ratios
The Group’s capital base is critical to the management of its
businesses and access to funding. Prudential regulators of the Group
include, but are not limited to, APRA, RBNZ and various regulators in
the Asia Pacific, U.S. and U.K. The Group is required by its primary
regulator, APRA, to maintain adequate regulatory capital.
Under current regulatory requirements, risk-weighted assets and
expected loan losses increase as a counterparty’s risk grade worsens.
These additional regulatory capital requirements compound any
reduction in capital resulting from lower profits in times of stress.
As a result, greater volatility in capital ratios may arise and may
require the Group to raise additional capital. There can be no
certainty that any additional capital required would be available
or could be raised on reasonable terms.
The Group’s capital ratios may be affected by a number of factors,
such as (i) lower earnings (including lower dividends from its
deconsolidated subsidiaries such as those in the insurance and funds
management businesses as well as from its investment in associates),
(ii) increased asset growth, (iii) changes in the value of the Australian
Dollar against other currencies in which the Group operates
(particularly the New Zealand Dollar and United States Dollar) that
impact risk weighted assets or the foreign currency translation
reserve and (iv) changes in business strategy (including acquisitions,
divestments and investments or an increase in capital
intensive businesses).
182
APRA’s Prudential Standards implementing Basel 3 are now in effect.
Certain other regulators have either implemented or are in the
process of implementing regulations, including Basel 3, which seek
to strengthen, among other things, the liquidity and capital
requirements of banks, funds management entities and insurance
entities, though there can be no assurance that these regulations will
have their intended effect. Some of these regulations, together with
any risks arising from any regulatory changes (including those arising
from the requirements of the BCBS or the Australian Government’s
response to the FSI), are described in risk factor 8 'Regulatory changes
or a failure to comply with regulatory standards, law or policies may
adversely affect the Group’s business, operations or
financial condition'.
11. The Group is exposed to credit risk, which may adversely
affect its business, operations and financial condition
As a financial institution, the Group is exposed to the risks associated
with extending credit to other parties. Less favourable business or
economic conditions, whether generally or in a specific industry sector
or geographic region, or natural disasters, could cause customers or
counterparties to fail to meet their obligations in accordance with
agreed terms.
For example, the Group’s customers and counterparties in:
} the Australian natural resources sector, which is particularly
exposed to any prolonged slowdown in the Chinese economy and
would be materially and adversely impacted by the current and any
future decline in natural resource prices; and
} the dairy industry in Australia and New Zealand, which is
particularly exposed to excess milk production from other
developed countries being sold into traditional markets, could be
materially and adversely impacted by the current and any future
decline in commodity prices.
Also, the Group’s customers and counterparties may be adversely
impacted by more expensive imports due to the reduced strength
of the Australian and New Zealand dollars relative to other currencies.
In addition, in assessing whether to extend credit or enter into other
transactions with customers and/or counterparties, the Group relies
on information provided by or on behalf of customers and/or
counterparties, including financial statements and other financial
information. The Group may also rely on representations of customers
and independent consultants as to the accuracy and completeness of
that information. The Group’s financial performance could be
negatively impacted to the extent that it relies on information that is
inaccurate or materially misleading.
The Group holds provisions for credit impairment. The amount of
these provisions is determined by assessing the extent of impairment
inherent within the current lending portfolio, based on current
information. This process, which is critical to the Group’s financial
condition and results, requires subjective and complex judgements,
including forecasts of how current and future economic conditions
might impair the ability of borrowers to repay their loans. However,
if the information upon which the assessment is made proves to be
inaccurate or if the Group fails to analyse the information correctly,
the provisions made for credit impairment may be insufficient, which
could have a material adverse effect on the Group’s business,
operations and financial condition.
12. The Group is exposed to the risk that its credit ratings could
change, which could adversely affect its ability to raise
capital and wholesale funding and constrain the volume
of new lending, which may adversely affect the Group’s
business, operations and financial condition
The Group’s credit ratings have a significant impact on both its access
to, and cost of, capital and wholesale funding. Credit ratings may be
withdrawn, qualified, revised or suspended by credit rating agencies
at any time. The methodologies by which they are determined may
also be revised in response to legal or regulatory changes, market
developments or for any other reason. On 7 July 2016, ANZ
announced that Standard & Poor’s decision to revise the outlook
on the Commonwealth of Australia to ratings watch negative, resulting
in a change in the credit rating outlook of ANZ and its strategically
important entities, along with other major Australian banks, from
stable to negative.
On 19 August 2016, ANZ announced that Moody’s decision to revise
Australia’s macro profile resulted in a change in the outlook for major
Australian banks, including ANZ, from stable to negative. The Group’s
credit ratings could be revised at any time in response to a change in
the credit rating of the Commonwealth of Australia.
Credit ratings are not a recommendation by the relevant rating
agency to invest in securities offered by the Group.
In addition, the ratings of individual securities (including, but not
limited to, certain Tier 1 capital and Tier 2 capital securities and
covered bonds) issued by the Group (and other banks globally)
could be impacted from time to time by changes in the regulatory
requirements for those instruments as well as the ratings
methodologies used by rating agencies.
Any future downgrade or potential downgrade to the Group’s credit
rating may reduce access to capital and wholesale debt markets,
which could lead to an increase in funding costs, constraining the
volume of new lending and affect the willingness of counterparties
to transact with the Group, which may adversely affect the Group’s
business, operations and financial condition.
13. The Group is exposed to market risk, which may adversely
affect its business, operations and financial condition
Market risk is the potential of loss arising from adverse changes
in interest rates, currency exchange rates, credit spreads, or from
fluctuations in bond, commodity or equity prices. For purposes of
financial risk management, the Group differentiates between traded
and non-traded market risks. Traded market risks principally arise
from the Group’s trading operations in interest rates, foreign
exchange, commodities and securities. The non-traded market risk
is predominantly interest rate risk in the banking book. Other
non-traded markets risks include transactional and structural foreign
exchange risk arising from capital investments in offshore operations,
market risk arising from the insurance business, non-traded equity
risk and lease residual value risk. For a description of these specific
risks, see note 20 to the 2016 Financial Statements.
14. Changes in exchange rates may adversely affect the
Group’s business, operations and financial condition
As the Group conducts business in several different currencies, its
businesses may be affected by a change in currency exchange rates.
Additionally, as the Group’s annual and interim reports are prepared
and stated in Australian Dollars, any appreciation in the Australian
Dollar against other currencies in which the Group earns revenues
(particularly to the New Zealand Dollar and United States Dollar)
may adversely affect the reported earnings.
PRINCIPAL RISKS AND UNCERTAINTIES
183
ANZ ANNUAL REPORT 2016 PRINCIPAL RISKS AND UNCERTAINTIES (continued)
The Group has put in place hedges to partially mitigate the impact
of currency changes, but there can be no assurance that the Group’s
hedges will be sufficient or effective, and any further appreciation
could have an adverse impact upon the Group’s earnings.
15. The Group is exposed to operational risk which
may adversely affect its business, operations and
financial condition
Operational risk is the risk of loss resulting from inadequate or failed
internal processes, people and systems or from external events.
This definition includes legal risk, and the risk of loss of reputation
or damage arising from inadequate or failed internal processes,
people and systems, but excludes strategic risk.
Loss from operational risk events could adversely affect the Group’s
financial results. Such losses can include fines, penalties, loss or theft
of funds or assets, legal costs, customer compensation, loss of
shareholder value, reputation loss, loss of life or injury to people,
and loss of property and/or information.
Operational risk is typically classified into the risk event type
categories to measure and compare risks on a consistent basis.
Examples of operational risk events according to category
are as follows:
} Internal Fraud: is associated with ANZ employees acting outside
their normal employment conditions/procedures to create a
financial advantage for themselves or others;
} External Fraud: fraudulent acts or attempts which originate
from outside the Group, more commonly associated with digital
banking, lending, and cards products. Specific threats include
ATM skimming, malware and phishing attacks and fraudulent
applications, where financial advantage is obtained;
} Employment Practices and Workplace Safety: employee relations,
diversity and discrimination, and health and safety risks to the
Group’s employees;
} Clients, Products and Business Practices: risk of market
manipulation, product defects, incorrect advice, money laundering
and misuse or unauthorised disclosure of customer information;
} Technology: the risk of loss resulting from inadequate or failed
information technology;
} Business Disruption (including systems failures): risk that the
Group’s banking operating systems are disrupted or fail;
} Damage to physical assets: risk that a natural disaster or terrorist or
vandalism attack damages the Group’s buildings or property; and
} Execution, Delivery and Process Management: is associated with
losses resulting from, among other things, process errors made
by ANZ employees caused by inadequate or poorly designed
internal processes, or the poor execution of standard processes,
vendor, supplier or outsource provider errors or failed mandatory
reporting errors.
Direct or indirect losses that occur as a result of operational failures,
breakdowns, omissions or unplanned events could adversely affect
the Group’s financial results.
16. The Group is exposed to reputational risk, which
may adversely affect its business, operations and
financial condition
Reputational risk may arise as a result of an external event or
the Group’s own actions, and adversely affect perceptions about
the Group held by the public (including the Group’s customers),
shareholders, investors, regulators or rating agencies. The impact
of a risk event on the Group’s reputation may exceed any direct
cost of the risk event itself and may adversely impact the Group’s
business, operations and financial condition.
184
Damage to the Group’s reputation may also have wide-ranging
impacts, including adverse effects on the Group’s profitability,
capacity and cost of sourcing funding, increased regulatory scrutiny
and availability of new business opportunities. The Group’s ability
to attract and retain customers could also be adversely affected
if the Group’s reputation is damaged, which could adversely affect
the Group’s business prospects, financial performance or
financial condition.
17. The Group may be exposed to conduct-related risks relating
to the provision of advice, recommendations or guidance
about financial products and services, or behaviours which
do not appropriately consider the interests of consumers,
the integrity of financial markets and the expectations
of the community, in the course of its business activities
Such risks can result from:
} the provision of unsuitable or inappropriate advice (eg.,
commensurate with a customer’s objectives and appetite for risk);
} the representation of, or disclosure about, a product or service
which is inaccurate, or does not provide adequate information
about risks and benefits to customers;
} the use of information asymmetry to the detriment of customers;
} a failure to deliver product features and benefits in accordance with
terms, disclosures, recommendations and/or advice;
} a failure to appropriately avoid or manage conflicts of interest;
} sales and/or promotion processes (including incentives and
remuneration for staff engaged in promotion, sales and/or the
provision of advice);
} the provision of credit, outside of ANZ policies and standards; and
} trading activities in financial markets, outside of ANZ policies
and standards.
The Group is regulated under various legislative regimes in the
countries in which it operates that provide for customer protection
in relation to advisory, marketing and sales practices. These may
include, but are not limited to, appropriate management of conflicts
of interest, appropriate accreditation standards for staff authorised
to provide advice about financial products and services, disclosure
standards, standards for ensuring adequate assessment of client/
product suitability, quality assurance activities, adequate record
keeping, and procedures for the management of complaints
and disputes.
Inappropriate advice about financial products and services may result
in material litigation (and associated financial costs) and together with
the failure to avoid or manage conflicts of interest, may expose the
Group to regulatory actions, restrictions or conditions on banking
licences and/or reputational consequences.
18. Disruption of information technology systems or failure
to successfully implement new technology systems
could significantly interrupt the Group’s business,
which may adversely affect its business, operations
and financial condition
The Group and its service offerings (including digital banking)
are highly dependent on information systems applications and
technology. Therefore, there is a risk that these information systems
applications and technology, or the services the Group uses or
is dependent upon, might fail, including because of unauthorised
access or use.
Most of the Group’s daily operations are computer-based and
information systems applications and technology are essential to
maintaining effective communications with customers. The Group is
also conscious that threats to information systems applications and
technology are continuously evolving and that cyber threats and risk
of attacks are increasing. The Group may not be able to anticipate or
implement effective measures to prevent or minimise disruptions
that may be caused by all cyber threats because the techniques used
can be highly sophisticated and those perpetuating the attacks may
be well resourced. The exposure to systems risks includes the
complete or partial failure of information technology systems or data
centre infrastructure, the inadequacy of internal and third-party
information technology systems due to, among other things, failure
to keep pace with industry developments and the capacity of the
existing systems to effectively accommodate growth, prevent
unauthorised access and integrate existing and future acquisitions
and alliances.
To manage these risks, the Group has disaster recovery and
information technology governance in place. However, there can
be no guarantee that the steps the Group is taking in this regard will
be effective and any failure of these systems could result in business
interruption, customer dissatisfaction, legal or regulatory breaches
and liability and ultimately loss of customers, financial compensation,
damage to reputation and/or a weakening of the Group’s competitive
position, which could adversely impact the Group’s business and have
a material adverse effect on the Group’s financial condition
and operations.
In addition, the Group has an ongoing need to update and
implement new information systems applications and technology,
in part to assist it to satisfy regulatory demands, ensure information
security, enhance digital banking services for the Group’s customers
and integrate the various segments of its business. The Group may
not implement these projects effectively or execute them efficiently,
which could lead to increased project costs, delays in the ability
to comply with regulatory requirements, failure of the Group’s
information security controls or a decrease in the Group’s ability
to service its customers. ANZ New Zealand relies on ANZ to provide
a number of information technology systems, and any failure of
ANZ’s systems could directly affect ANZ New Zealand.
19. The Group is exposed to risks associated with information
security including cyber-attacks, which may adversely affect
its financial results and reputation
Information security means protecting information and information
systems from unauthorised access, use, disclosure, disruption,
modification, perusal, inspection, recording or destruction. As a bank,
the Group handles a considerable amount of personal and
confidential information about its customers and its own internal
operations, including in Australia, New Zealand and India. ANZ
operates in 33 countries and the risks to our systems are inherently
higher in certain countries where, for example, political threats
or targeted cyber-attacks by terrorist or criminal organisations are
greater. The Group employs a team of information security experts
who are responsible for the development and implementation of
the Group’s Information Security Policy. The Group also uses third
parties to process and manage information on its behalf, and any
failure by such third parties could adversely affect the Group’s
business. The Group is conscious that threats to information systems
are continuously evolving and that cyber threats, including but
not limited to, cyber compromise, advanced persistent threats,
distributed denial of service, malware and ransomware attacks, and
the risk of such attacks are increasing, and as such the Group may be
unable to develop policies and procedures to adequately address or
mitigate such risks. Accordingly, information about the Group and/or
our clients may be inadvertently accessed, inappropriately distributed
or illegally accessed or stolen. The Group may not be able to
anticipate or to implement effective measures to prevent or minimise
damage that may be caused by all information security threats
because the techniques used can be highly sophisticated and those
perpetuating the attacks may be well resourced. Any unauthorised
access of the Group’s information systems or unauthorised use of its
confidential information could potentially result in disruption of the
Group’s operations, breaches of privacy laws, regulatory sanctions,
legal action, and claims for compensation or erosion to the Group’s
competitive market position, which could adversely affect the
Group’s financial results and reputation.
20. Unexpected changes to the Group’s license to operate in any
jurisdiction may adversely affect its business, operations and
financial condition
The Group is licensed to operate in various countries, states and
territories. Unexpected changes in the conditions of the licences
to operate by governments, administrations or regulatory agencies
which prohibit or restrict the Group from trading in a manner that
was previously permitted may adversely impact the Group’s business,
operations and financial condition.
21. An increase in the failure of third parties to honour their
commitments in connection with the Group’s trading,
lending, derivatives and other activities may adversely
affect its business, operations and financial condition
The Group is exposed to the potential risk of credit-related losses
that can occur as a result of a counterparty being unable or unwilling
to honour its contractual obligations. As with any financial services
organisation, the Group assumes counterparty risk in connection
with its lending, trading, derivatives, insurance and other businesses
where it relies on the ability of a third party (including reinsurers)
to satisfy its financial obligations to the Group on a timely basis. The
Group is also subject to the risk that its rights against third parties
may not be enforceable in certain circumstances.
The risk of credit-related losses may also be increased by a number
of factors, including deterioration in the financial condition of the
economy, a sustained high level of unemployment, a deterioration
of the financial condition of the Group’s counterparties, a reduction
in the value of assets the Group holds as collateral, and a reduction
in the market value of the counterparty instruments and obligations
it holds.
The Group is directly and indirectly exposed to the natural
resources sector, including contractors and related industries.
Lower commodity prices, mining activity, demand for resources, or
corporate investment in the natural resources sector may adversely
affect the amount of new lending the Group is able to write, or lead
to an increase in lending losses from this sector. The ongoing low oil
prices have resulted in reduced investment and increased asset write
downs with challenges migrating through the energy supply chain.
Upstream exploration and production firms and related services
operators are currently the most directly exposed as new project
investment is wound back and operations rationalised. Services to
mining customers are also subject to heightened oversight given
the cautious outlook for the services sector. This industry-specific
revenue decline may lead to a broader regional economic downturn
with a long recovery period.
Credit losses can and have resulted in financial services organisations
realising significant losses and in some cases failing altogether.
Should material unexpected credit losses occur to the Group’s credit
exposures, it could have an adverse effect on the Group’s business,
operations and financial condition.
PRINCIPAL RISKS AND UNCERTAINTIES
185
ANZ ANNUAL REPORT 2016 PRINCIPAL RISKS AND UNCERTAINTIES (continued)
22. The unexpected loss of key staff or inadequate management
of human resources may adversely affect the Group’s
business, operations and financial condition
The Group’s ability to attract and retain suitably qualified and skilled
employees is an important factor in achieving its strategic objectives.
The Chief Executive Officer and the management team of the Chief
Executive Officer have skills and reputation that are critical to setting
the strategic direction, successful management and growth of the
Group, and whose unexpected loss due to resignation, retirement,
death or illness may adversely affect the Group’s business, operations
and financial condition. If the Group had difficulty retaining or
attracting highly qualified people for important roles, particularly
in times of strategic change, the Group’s business, operations and
financial condition could be adversely affected.
23. The Group may be exposed to the impact of future climate
change, geological events, plant, animal and human
diseases, and other extrinsic events which may adversely
affect its business, operations and financial condition
The Group and its customers are exposed to climate related events,
including climate change. These events include severe storms,
drought, fires, cyclones, hurricanes, floods and rising sea levels. The
Group and its customers may also be exposed to other events such
as geological events (including volcanic seismic activity or tsunamis),
plant, animal and human diseases or a pandemic.
Depending on their severity, events such as these may temporarily
interrupt or restrict the provision of some local or Group services, and
may also adversely affect the Group’s financial condition or collateral
position in relation to credit facilities extended to customers,
which may adversely affect the Group’s business, operations and
financial condition.
24. The Group is exposed to insurance risk, which may adversely
affect its business, operations and financial condition
Insurance risk is the risk of loss due to unexpected changes in
current and future insurance claim rates. In the Group’s life insurance
business, insurance risk arises primarily through mortality (death)
and morbidity (illness and injury) risks being greater than expected
and, in the case of annuity business, should annuitants live longer
than expected. In August 2015, ANZ ceased to issue home, car and
travel insurance and became a distributor only of these products.
Existing business has been transitioned to QBE Insurance Group
Limited on renewal. The only general insurance risk insured now
is a small amount of involuntary unemployment benefits as part
of consumer credit insurance sold in Australia. The Group has
exposure to insurance risk in both its life insurance and general
insurance business, which may adversely affect its businesses,
operations and financial condition.
25. The Group is exposed to increased compliance costs and
the risk of penalties and regulatory scrutiny with respect
to the significant obligations imposed by global tax
reporting regimes which are still evolving
The U.S. Foreign Account Tax Compliance Act ('FATCA') requires
non-U.S. banks and other financial institutions to undertake specific
customer due diligence and provide information on account holders
who are U.S. citizens or tax residents to the United States Federal
tax authority, the Internal Revenue Service ('IRS') either directly
or via local tax authorities. If the required customer due diligence
and provision of account holder information is not undertaken and
provided in a manner and form meeting the applicable requirements,
the Group and/or persons owning assets in accounts with Group
members may be subjected to a 30 percent withholding tax on
certain amounts. While such withholding tax may currently apply only
186
to certain payments derived from sources within the United States
(and, beginning on January 1, 2019, certain gross proceeds from the
disposition of assets that can give rise to such U.S. source payments),
no such withholding tax will be imposed on any payments derived
from sources outside the United States that are made prior to
January 1, 2019, at the earliest.
} In addition to FATCA, the U.S. may require the Group in certain
circumstances to provide certain information to U.S. payers
(withholding agents, custodians, etc.) and the Group may face
adverse consequences in case it does not provide such information
in compliance with the applicable rules and regulations.
} The OECD’s Common Reporting Standard ('CRS') provides
for the automatic exchange of (financial account) information
('AEOI') in tax matters. Over 90 jurisdictions have committed
to implement the CRS in 2016 or 2017, with the first exchange
of information to take place in 2017 or 2018. Countries with
a start date of 1 January 2016 include Cayman Islands, France,
Germany, India, the United Kingdom and South Korea. Australia
has legislated for the CRS to apply from July 1, 2017 (with the
government to government exchange of information to take place
by September 2018). Australian financial institutions that do not
fully comply with all the requirements of the CRS (as modified by
the implementing legislation), will be subject to administrative
penalties. The New Zealand Government has released draft
legislation implementing the CRS with similar timelines as
Australia. CRS requirements, though generally similar to FATCA,
have significant differences and a higher standard of compliance
in many aspects, including penalties for non-collection of
prescribed customer information.
} In line with other global financial institutions, ANZ has made
and is expected to make significant investments in order to
comply with, in all the countries that it operates in, the extensive
requirements of FATCA, the CRS and the various other in-country
tax reporting initiatives.
26. The Group may experience changes in the valuation of some
of its assets and liabilities that may have a material adverse
effect on its earnings and/or equity
Under AASs, the Group recognises the following instruments at fair
value with changes in fair value recognised in earnings or equity:
} derivative instruments, including in the case of fair value hedging,
the fair value adjustment on the underlying hedged exposure with
changes in fair value recognised in earnings with the exception
of derivatives designated in qualifying cash flow or net investment
hedges where the change is recognised in equity and released
to earnings together with the underlying hedged exposure;
} assets and liabilities held for trading;
} available-for-sale assets with changes in fair value recognised
in equity unless the asset is impaired, in which case, the decline
in fair value is recognised in earnings; and
} assets and liabilities designated at fair value through profit and loss
with changes recognised in earnings with the exception of changes
in fair value attributable to the own credit component of liabilities
that is recognised in equity.
Generally, in order to establish the fair value of these instruments,
the Group relies on quoted market prices or, where the market for
a financial instrument is not sufficiently active, fair values are based
on present value estimates or other accepted valuation techniques
which incorporate the impact of factors that would influence the
fair value as determined by a market participant. The fair value
of these instruments is impacted by changes in market prices
or valuation inputs which could have a material adverse effect
on the Group’s earnings.
In addition, the Group may be exposed to a reduction in the
value of non-lending related assets as a result of impairments
loss which is recognised in earnings. The Group is required to assess
the recoverability of the goodwill balances at least annually and
other non-financial assets including premises and equipment,
investment in associates, capitalised software and other intangible
assets (including acquired portfolio of insurance and investment
business and deferred acquisition costs) where there are indicators
of impairment.
For the purpose of assessing the recoverability of the goodwill
balances, the Group uses either a discounted cash flow or a multiple
of earnings calculation. Changes in the assumptions upon which
the calculation is based, together with expected changes in future
cash flows, could materially impact this assessment, resulting in the
potential write-off of a part or all of the goodwill balances.
In respect of other non-financial assets, in the event that an asset
is no longer in use, or that the cash flows generated by the asset
do not support the carrying value, impairment may be recorded.
27. Changes to accounting policies may adversely affect
the Group’s financial position or performance
} The accounting policies and methods that the Group applies are
fundamental to how it records and reports its financial position
and results of operations. Management must exercise judgment
in selecting and applying many of these accounting policies and
methods so that they not only comply with generally accepted
accounting principles but they also reflect the most appropriate
manner in which to record and report on the Group’s financial
position and results of operations. However, these accounting
policies may be applied inaccurately, resulting in a misstatement
of the Group’s financial position and results of operations. In
addition, the application of new or revised generally accepted
accounting principles could have a material adverse effect
on the Group’s financial position and results of operations.
} In some cases, management must select an accounting policy or
method from two or more alternatives, any of which might comply
with the generally accepted accounting principles applicable to the
Group and be reasonable under the circumstances, yet might result
in reporting materially different outcomes than would have been
reported under another alternative.
28. Litigation and contingent liabilities may adversely affect
the Group’s business, operations and financial condition
From time to time, the Group may be subject to material litigation,
regulatory actions, legal or arbitration proceedings and other
contingent liabilities which may adversely affect the Group’s
business, operations and financial condition.
The Group had contingent liabilities as at 30 September 2016 in respect
of the matters outlined in note 41 to the 2016 Financial Statements.
Note 41 includes, among other things, descriptions of:
} bank fees litigation;
} proceedings in relation to Bank Bill Swap Rate;
} regulator investigations into foreign exchange trading; and
} security recovery actions.
In recent years there have been significant increases in the nature
and scale of regulatory investigations and reviews, enforcement
actions (whether by court action or otherwise) and the quantum
of fines issued by regulators, particularly against financial institutions
both in Australia and globally. The nature of these investigations
and reviews can be wide ranging and, for example, currently include
a range of matters including responsible lending practices, wealth
advice and product suitability, conduct in financial markets and
capital market transactions. During the year, ANZ has received
various notices and requests for information from its regulators as
part of both industry-wide and ANZ-specific reviews. The outcomes
and total costs associated with such reviews remain uncertain.
There is a risk that contingent liabilities may be larger than anticipated
or that additional litigation, regulatory actions, legal or arbitration
proceedings or other contingent liabilities may arise.
There are no governmental, legal or arbitration proceedings
(including any such proceedings which are pending or threatened
of which ANZ is aware) that have arisen since 30 September 2016 up
to the date of this 2016 Annual Report which may have a significant
effect on the financial position or profitability of ANZ and its
subsidiaries taken as a whole.
29. The Group regularly considers acquisition and divestment
opportunities, and there is a risk that the Group may
undertake an acquisition or divestment that could result
in a material adverse effect on its business, operations
and financial condition
The Group regularly examines a range of corporate opportunities,
including material acquisitions and disposals, with a view to
determining whether those opportunities will enhance the Group’s
strategic position and financial performance.
There can be no assurance that any acquisition (or divestment)
would have the anticipated positive results, including results relating
to the total cost of integration (or separation), the time required to
complete the integration (or separation), the amount of longer-term
cost savings, the overall performance of the combined (or remaining)
entity, or an improved price for the Group’s securities. The Group’s
operating performance, risk profile and capital structure may be
affected by these corporate opportunities and there is a risk that the
Group’s credit ratings may be placed on credit watch or downgraded
if these opportunities are pursued.
Integration (or separation) of an acquired (or divested) business
can be complex and costly, sometimes including combining (or
separating) relevant accounting and data processing systems, and
management controls, as well as managing relevant relationships
with employees, customers, regulators, counterparties, suppliers
and other business partners. Integration (or separation) efforts could
create inconsistencies in standards, controls, procedures and policies,
as well as diverting management attention and resources. This could
adversely affect the Group’s ability to conduct its business successfully
and impact the Group’s operations or results. Additionally, there can
be no assurance that employees, customers, counterparties, suppliers
and other business partners of newly acquired (or retained) businesses
will remain post-acquisition (or post-divestment), and the loss of
employees, customers, counterparties, suppliers and other business
partners could adversely affect the Group’s operations or results.
PRINCIPAL RISKS AND UNCERTAINTIES
187
ANZ ANNUAL REPORT 2016 SUPPLEMENTARY INFORMATION
1: Exchange Rates
The exchange rates used in the translation of the results and the
assets and liabilities of major overseas branches and controlled
entities are:
Chinese Renminbi
Euro
Pound Sterling
Indian Rupee
Indonesian Rupiah
Japanese Yen
Malaysian Ringgit
New Taiwan Dollar
New Zealand Dollar
Papua New Guinea Kina
United States Dollar
2016
2015
Closing
Average
Closing
Average
5.0809
0.6789
0.5874
50.764
9,900
76.844
3.1576
23.895
1.0487
2.4143
0.7617
4.8064
0.6626
0.5159
49.179
9,887
82.039
3.0430
23.904
1.0737
2.2606
0.7361
4.4573
0.6229
0.4625
46.142
10,281
84.072
3.1176
23.066
1.1003
2.0123
0.7013
4.8803
0.6838
0.5074
49.522
10,199
93.515
2.8761
24.543
1.0785
2.0940
0.7839
2. Explanation of adjustments between
statutory profit and cash profit
NON-IFRS INFORMATION
The Group provides additional measures of performance which
are prepared on a basis other than in accordance with accounting
standards. The guidance provided in Australian Securities and
Investments Commission Regulatory Guide 230 has been followed
when presenting this information.
ADJUSTMENTS BETWEEN STATUTORY PROFIT
AND CASH PROFIT
Cash profit represents ANZ’s preferred measure of the result of the
ongoing business activities of the Group, enabling readers to assess
Group and Divisional performance against prior periods and against
peer institutions. To calculate cash profit, the Group excludes non-core
items from statutory profit (refer to Glossary for further details). The
adjustments made in arriving at cash profit are included in statutory
profit which is subject to audit within the context of the Group
statutory audit opinion. Cash profit is not subject to review or audit
by the external auditor, however, the external auditor has informed
the Audit Committee that the adjustments have been determined
on a consistent basis across each year presented.
Refer to page 18 for a summary of the profit after tax impact
of adjustments between statutory profit and cash profit.
TREASURY SHARES ADJUSTMENT
ANZ shares held by the Group in Wealth Australia are deemed to
be Treasury shares for accounting purposes. Dividends and realised
and unrealised gains and losses from these shares are reversed
as these are not permitted to be recognised as income for statutory
reporting purposes. In deriving cash profit, these earnings are
included to ensure there is no asymmetrical impact on the Group’s
profits because the Treasury shares are held to support policy
liabilities which are revalued through the Income Statement.
Accordingly, the full year gain of $44 million after tax ($46 million
pre-tax) reversed for statutory accounting purposes has been
added back to cash profit.
REVALUATION OF POLICY LIABILITIES
When calculating policy liabilities, the projected future cash flows
on insurance contracts are discounted to reflect the present value
of the obligation, with the impact of changes in the market discount
rate each period being reflected in the income statement. ANZ
includes the impact on the remeasurement of the insurance contract
attributable to changes in the market discount rates as an adjustment
to statutory profit to remove the volatility attributable to changes
in market interest rates which reverts to zero over the life of the
insurance contract.
ECONOMIC HEDGES AND REVENUE HEDGES
The Group enters into economic hedges to manage its interest rate
and foreign exchange risk. The application of 'AASB 139: Financial
Instruments – Recognition and Measurement' results in fair value
gains and losses being recognised within the income statement. ANZ
removes the mark-to-market adjustments from cash profit since the
profit or loss resulting from the hedge transactions will reverse over
time to match with the profit or loss from the economically hedged
item as part of cash profit. This includes gains and losses arising from
approved classes of derivatives not designated in accounting hedge
relationships but which are considered to be economic hedges,
including hedges of larger foreign exchange denominated revenue
and expense streams, primarily NZD and USD (and USD correlated),
as well as ineffectiveness from designated accounting hedges.
Economic hedging comprises:
} Funding related swaps (primarily cross currency interest rate
swaps) that are used to convert the proceeds of foreign currency
debt issuances into floating rate Australian Dollar and New Zealand
Dollar debt. As these swaps do not qualify for hedge accounting,
movements in the fair values are recorded in the income statement.
The main drivers of these fair values are currency basis spreads and
the Australian Dollar and New Zealand Dollar fluctuation against
other major funding currencies.
} Economic hedges of select structured finance and specialised
leasing transactions that do not qualify for hedge accounting.
The main drivers of these fair value adjustments are movements
in the Australian and New Zealand term structure of interest rates.
} Ineffectiveness from designated accounting hedge relationships.
188
Adjustments to the income statement
Timing differences where IFRS results in asymmetry
between the hedge and hedged items
Economic hedging
Revenue hedges
Increase/(decrease) to cash profit before tax
Increase/(decrease) to cash profit after tax
Cumulative increase/(decrease) to cash profit
pre-tax relating to economic hedging
Timing differences where IFRS results in asymmetry
between the hedge and hedged items (before tax)
Economic hedging1
Revenue hedges
2016
$m
2015
$m
180
93
273
194
(256)
(4)
(260)
(182)
As at
2016
$m
2015
$m
442
125
567
294
32
326
1 A reduction of $32 million was made to the cumulative economic hedging balance
on 1 October 2015. The reduction related to balances not recycled into cash profit
between 2008 and 2014.
CREDIT RISK ON IMPAIRED DERIVATIVES
(NIL PROFIT AFTER TAX IMPACT)
The charge to income for derivative credit valuation adjustments of
$27 million on defaulted and impaired derivative exposures has been
reclassified to cash credit impairment charges (2015: $26 million).
The reclassification has been made to reflect the manner in which
the defaulted and impaired derivatives are managed.
POLICYHOLDERS TAX GROSS UP
(NIL PROFIT AFTER TAX IMPACT)
For statutory reporting purposes policyholder income tax and other
related taxes paid on behalf of policyholders are included in net funds
management and insurance income and income tax expense. The
gross up of $217 million (2015: $186 million) has been excluded from
the cash results as it does not reflect the underlying performance
of the business which is assessed on a net of policyholder tax basis.
STRUCTURED CREDIT INTERMEDIATION TRADES
ANZ entered into a series of structured credit intermediation trades
with US financial guarantors from 2004 to 2007. The underlying
structures involve credit default swaps (CDSs) over synthetic
collateralised debt obligations (CDOs), portfolios of external
collateralised loan obligations (CLOs) or specific bonds/floating
rate notes (FRNs). ANZ sold protection using CDSs over these
structures and then to mitigate risk, purchased protection via
CDSs over the same structures from eight US financial guarantors.
Being derivatives, both the sold protection and purchased
protection are measured at fair value and marked-to-model. Prior
to the commencement of the global financial crisis, movements
in valuations of these positions were not significant and largely
offset each other. Following the onset of the global financial crisis,
the purchased protection has provided only a partial offset against
movements in valuation of the sold protection because:
} one of the counterparties to the purchased protection defaulted
and many of the remaining counterparties were downgraded; and
} the derivative CVA applied to the counterparties to the
purchased protection is impacted by changes relating to their
credit worthiness.
ANZ is monitoring this portfolio with a view to reducing the
exposures via termination and restructuring of both the purchased
and sold protection if and when ANZ deems it cost effective relative
to the perceived risk associated with a specific trade or counterparty.
As at 30 September 2016, ANZ’s remaining exposure is against
two financial guarantors. The bought and sold notional protection
are by nature largely offsetting, with the notional amount on the
outstanding bought CDSs acquired to offset the outstanding sold
CDSs at 30 September 2016 both amount to $0.7 billion (2015:
$0.7 billion). The profit and loss impact of credit risk on the bought
CDSs is driven by market movements in credit spreads and AUD/USD
and NZD/USD rates.
The (gain)/loss on structured credit intermediation trades is included
as an adjustment to cash profit as it relates to a legacy business where,
unless terminated early, the fair value movements are expected to
reverse to zero in future periods.
Increase/(decrease) to cash profit
Profit before income tax
Income tax expense
Profit after income tax
Financial impacts on credit intermediation trades
Mark-to-market exposure to financial guarantors
(excluding CVA)
Cumulative costs relating to financial guarantors1
CVA for outstanding transactions
Realised close out and hedge costs
Cumulative life to date charges
2016
$m
2015
$m
(6)
2
(4)
(8)
2
(6)
As at
2016
$m
2015
$m
67
11
372
383
69
17
372
389
1 The cumulative costs in managing the positions include realised losses relating
to restructuring of trades in order to reduce risks and realised losses on termination
of sold protection trades. It also includes foreign exchange hedging losses.
SUPPLEMENTARY INFORMATION
189
ANZ ANNUAL REPORT 2016 SHAREHOLDER INFORMATION
Ordinary Shares
At 4 October 2016, the twenty largest holders of ANZ ordinary shares held 1,645,980,128 ordinary shares, equal to 56.22% of the total issued
ordinary capital. At 4 October 2016 the issued ordinary capital was 2,927,476,660 ordinary shares.
Name
Number of
shares
% of
shares
BNP PARIBAS NOMS PTY LTD
Continue reading text version or see original annual report in PDF format above