More annual reports from Australia and New Zealand Banking Group:
2023 Report2023
ANNUAL REPORT
SHAPING A WORLD WHERE PEOPLE AND COMMUNITIES THRIVE ANZ 2023 Annual Report
Overview
Our 2023 reporting suite
2023 performance snapshot
Chairman’s message
CEO’s message
Operating Environment
Our operating environment
How we create value
Our purpose and strategy
About our business
Our approach to climate change
5 year summary
Executive Committee
Governance
Risk management
Performance overview
Remuneration report
Directors’ report
Financial report
Shareholder information
Shareholder information
- unaudited
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32
46
84
87
214
Important dates for shareholders 2024 216
Contacts
Glossary
216
217
More than ever, ANZ has shaped itself as a bank that supports our customers across 29 markets. And today, from individuals to businesses, we continue to build a bank that helps them achieve sustainable financial wellbeing.It’s an uncompromising purpose that helps our customers make the most of their world, every day.Scan to explore the illustrationVisit Bluenotes for further informationCONTENTS 2
ANZ 2023 Annual Report
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
Annual Report structureThe various elements of the Directors’ Report, including the Operating and Financial Review, are covered on pages 1 to 44. Commentary on our performance overview contained on pages 32 to 44 references information reported in the Financial Report pages 87 to 213.The Remuneration Report on pages 46 to 83 and the Financial Report on pages 87 to 213 have been audited by KPMG. This report covers all of ANZ Group Holdings Limited’s operations worldwide over which, unless otherwise stated, we had control for the financial year 1 October 2022 to 30 September 2023. Monetary amounts in this document are reported in Australian dollars, unless otherwise stated.Additional informationWe produce a suite of reports to meet the needs and requirements of a wide range of stakeholders including shareholders, customers, employees, regulators, non-government organisations and the community. We continue to evolve our disclosures, taking into consideration stakeholder feedback, legislation, guidelines and frameworks.Our 2023 Corporate Governance Statement discloses how we have complied with the ASX Corporate Governance Council’s ‘Corporate Governance Principles and Recommendations – 4th edition’ and is available at anz.com/corporategovernance. Our 2023 Climate-related Financial Disclosures report describes the Group’s progress towards implementing our Climate Change Commitment and Environmental Sustainability Strategy and is prepared in accordance with the Task Force on Climate-related Financial Disclosures (TCFD) recommendations 2017.Our ESG Supplement provides stakeholders with detailed ESG disclosures, including performance against our ESG targets.We are continually seeking to improve our reporting suite and welcome feedback on this report. Please address any questions, comments or suggestions to investor.relations@anz.com. DISCLAIMER & IMPORTANT NOTICESThe material in this report contains general background information about the Group’s activities current as at 10th November 2023. It is information given in summary form and does not purport to be complete. It is not intended to be and should not be relied upon as advice to investors or potential investors, and does not take into account the investment objectives, financial situation or needs of any particular investor. These should be considered, with or without professional advice, when deciding if an investment is appropriate.FORWARD-LOOKING STATEMENTSThis report may contain forward-looking statements or opinions including statements regarding our intent, belief or current expectations with respect to the Group’s business operations, market conditions, results of operations and financial condition, capital adequacy, sustainability objectives or targets, specific provisions and risk management practices. When used in the report, the words ‘forecast’, ‘estimate’, 'goal', 'target', 'indicator', 'plan', 'pathway', ‘ambition’, ‘modelling’, ‘project’, ‘intend’, ‘anticipate’, ‘believe’, ‘expect’, ‘may’, ‘probability’, ‘risk’, ‘will’, ‘seek’, ‘would’, ‘could’, ‘should’ and similar expressions, as they relate to the Group and its management, are intended to identify forward-looking statements or opinions. Those statements are usually predictive in character; or may be affected by inaccurate assumptions or unknown risks and uncertainties or may differ materially from results ultimately achieved. As such, these statements should not be relied upon when making investment decisions. These statements only speak as at the date of publication and no representation is made as to their correctness on or after this date. Forward-looking statements constitute ‘forward-looking statements’ for the purposes of the United States Private Securities Litigation Reform Act of 1995. The Group does not undertake any obligation to publicly release the result of any revisions to these forward-looking statements to reflect events or circumstances after the date hereof to reflect the occurrence of unanticipated events.CLIMATE-RELATED INFORMATIONThis report also contains climate-related statements. Those statements should be read with the important notices in relation to the uncertainties, challenges and risks associated with climate-related information in our 2023 Climate-related Financial Disclosures report available at anz.com/annualreport. ANZ GROUP HOLDINGS LIMITED2023 Full Year Results Announcement anz.com/results 2023 ANZGHL Annual Reportanz.com/annualreport 2023 Corporate Governance Statementanz.com/corporategovernance 2023 Climate-Related Financial Disclosuresanz.com/annualreport 2023 Environment, Social and Governance (ESG) Supplementanz.com/annualreport AUSTRALIA AND NEW ZEALAND BANKING GROUP LIMITED2023 ANZBGL Annual Reportanz.com/annualreport 2023 September Quarter APS 330 Pillar III Disclosureanz.com/results2023 Principal Risks and Uncertainties Disclosureanz.com/results2023 United Kingdom Disclosure and Transparency Rules Submissionanz.com/resultsOUR 2023 REPORTING SUITE ANZ 2023 Annual Report
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
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2023
PERFORMANCE SNAPSHOT
Financial performance highlights
$7,098M
Statutory profit, (flat)
247.1C
$7,405M
10.9%
Cash profit¹,
(up 14%)
175C
Cash return on equity¹,
(up 54bps)
13.3%
Cash earnings per share
(Basic)¹, (up 8%)
Total Dividend for
2023 per share, (up 20%)
Common Equity Tier 1 Capital3,
(up 105bps)
$21.78
Net tangible assets
per share2, (up 5%)
Our stakeholders
531K
Shareholders
20%
1 Year Total
shareholder Return
9.5M
Customers
$711B
40.3K
Employees (FTE)4
87%
Gross loans and advances
Staff engagement score
$4,559M
in dividends paid
$647B
Customer deposits
37.3%
Women in leadership6
$141M
Community investment
~$8.8B
funded and facilitated in social
and environmental outcomes5
More than 87K
participants in our financial
education programs7
1. On a cash profit (continuing operations) basis. Excludes non-core items included in statutory profit and discontinued operations and is provided to assist readers in understanding the result
of the ongoing business activities of the Group. For further information on adjustments between statutory and cash profit refer to page 33. 2. Equals total shareholders’ equity less total non-
controlling interests, goodwill and other intangible assets divided by the number of ordinary shares. 3. APRA Level 2. 4. Number of employees (Full Time Equivalent). 5. Target to fund and
facilitate at least $100 billion by end 2030 in improving social and environmental outcomes through customer activities and direct investments by ANZ, commenced 1 April 2023. 6. Measures
representation at the Senior Manager, Executive and Senior Executive levels. Includes all employees regardless of leave status but not contractors (who are included in Full Time Equivalents (FTE)).
7. Includes individuals who have participated in more than one program (for example, people who have participated in MoneyMinded as part of Saver Plus are counted twice as they are included
in both the MoneyMinded and Saver Plus totals).
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ANZ 2023 Annual Report
CHAIRMAN’S
MESSAGE
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
The performance of all four divisions
illustrates the value of our investment
and diversification and reflects our
consistent strategy.
This produced a well-balanced result and
a full-year statutory profit of $7.1 billion,
flat on the prior year. Cash profit was
$7.4 billion, up 14% on the prior year.
Our total 2023 dividend was 175 cents
per share with the final dividend of 94 cents
partially franked at 56%. The final dividend
comprised an 81 cents dividend partially
franked at 65% and an additional one-off
unfranked dividend of 13 cents. The dividend
outcome reflects our geographic diversity
and the particularly strong results of our
businesses outside of Australia.
Globally this year saw a combination of
rapidly rising interest rates and higher
inflation. Central banks continue to grapple
with those trends as consumers deal with
the associated cost-of-living increases.
While the inflationary pressures have
moderated and central banks have largely
paused interest rate tightening, considerable
uncertainty remains and we know many
of our customers are feeling the impacts.
Against this backdrop, ANZ is well prepared
with high levels of provision balance, capital,
liquidity and funding. This allows us to help
those customers in need.
Furthermore, while the financial services
industry continues to change rapidly, we
have been investing for several years now
to enable ANZ to better compete in the
emerging world.
Digital technology
Your Board recognise that banking is
changing and doing so rapidly. Key to
that change is the growing use of digital
technology across the business including
improved customer assistance, faster
application approvals, better operational
efficiency and importantly the protection
of your information.
The investments we have made in new
technology and improved processes include
our new digital retail banking platform in
Australia, ANZ Plus, migration to more flexible
Paul O’Sullivan
Chairman
ANZ produced a strong outcome for our shareholders
in the 2023 financial year with all four core divisions
performing well.
The Australia Retail division saw continued strong home
loan growth above industry levels and the Australia
Commercial business grew deposits and lending. Our
de-risked Institutional business significantly increased
its return on equity and the New Zealand division
retained its number one market position.
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Paul O’Sullivan Chairmancloud-based applications and the increased capacity of our Institutional platforms services business and payments technology. Suncorp BankIn July 2022 we announced the acquisition of Suncorp Bank to add significant scale to our retail business and to our digital bank platform allowing ANZ to more effectively compete in the Australian market. ANZ has filed an application with the Australian Competition Tribunal for authorisation for the proposed acquisition. A decision is likely in February 2024.The acquisition then remains subject to approval from the Federal Treasurer and the passage of legislative amendments by the Queensland Parliament. We continue preparations to integrate Suncorp Bank into the ANZ Group, subject to these conditions being met.Environment Social and Governance (ESG)ANZ is a leader in acting on climate change. Our consistent strategy is to support and encourage our customers, especially in the energy sector, to set and pursue net zero aligned transition plans.Our goal is to be the leading Australia and New Zealand bank supporting customers’ transition to net zero by 2050. Our social and environmental sustainability target to fund and facilitate a further $100 billion by the end of 2030 makes our aspiration clear.We were the Australian first bank to formally engage with 100 of our largest emitting business customers on their transition plans and disclose progress – both since followed by our domestic and global peers.We were also the first Australian bank to publish commitments on emissions reduction pathways linked to our lending for energy intensive industries – including power generation, commercial real estate, oil & gas, aluminium, cement and steel.We are expanding these commitments to include 2030 targets for four new industries: thermal coal, aviation, shipping and auto manufacturing.We have high expectations for our customers, especially in the energy sector, and we expect plans to be net-zero aligned, public, specific and measurable.We recognise we can have the most impact by working with our customers to reduce their emissions. Our policy is to back their plans by providing more finance for less emissions.We believe it is in our shareholders’ interests for the bank to support companies genuinely committed to implementing their climate transition plans. More broadly, ESG helps determine how we manage relationships with suppliers, customers, staff and the wider community.We set high standards in these areas and produce a range of reports for a wide range of stakeholders, including our ESG supplement and Climate Related Financial Disclosures (TCFD report) which are released at the same time as our Annual Report. Board RenewalYour board continues its process of renewal as we continue to attract the skills and expertise required for the evolving financial services industry.I would like to acknowledge the enormous contributions of Ilana Atlas and John Macfarlane who will be retiring from the Board at the upcoming Annual General Meeting (AGM).Ilana has been an invaluable member of the board since 2014, most recently as Chair of the Human Resources Committee and a member of the Audit Committee, Ethics, Environment, Social and Governance Committee and Nomination and Board Operations Committee.John has provided tireless service during his nine years as a Non-Executive Director, particularly in his role chairing the Risk Committee and as a member of the Audit Committee, Digital Business and Technology Committee and Nomination and Board Operations Committee.I will personally miss their insight, experience, professionalism and wise counsel.I am also pleased to formally welcome Holly Kramer, who joined the Board in August and will stand for election at the AGM.Holly has extensive experience as a director and has served on a range of major listed and unlisted boards in Australia and New Zealand. She has chaired remuneration, sustainability, and audit and risk committees.As an executive, Holly was Chief Executive Officer of retailer Best & Less and served in a range of senior customer-facing roles at Telstra, Ford and Pacific Brands.Holly brings a strong focus on people, customers and culture, as well as extensive experience in retail and digital channels.Finally, I would like to thank our customers and my fellow shareholders for their support in what has been a successful year for the Group against a backdrop of significant uncertainty.I would also like to acknowledge the more than 40,000 people who come to work at ANZ each day, who embody our purpose and culture and who work tirelessly for our customers. 6
ANZ 2023 Annual Report
CEO’S
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overview
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Financial
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Shareholder
information
Our performance and strategyThis year ANZ reported a strong and consistent outcome for our shareholders, customers and the community. The one-year total shareholder return was 20%, while the three-year return was 76%. Each of our four divisions performed well to contribute to a 13% year-on-year increase in cash revenue and a 14% year-on-year increase in cash profit from continuing operations to $7.4 billion. These are record results.Our long-standing commitment to our purpose, shaping a world where people and communities thrive, and our transformation to a simpler, better run bank, helped generate these steady and sustainable returns. Over the last seven years we have significantly reshaped ANZ through the disposal of assets in lower performing, non-core or riskier segments, resulting in a unique, diversified portfolio of high performing businesses which differentiates us from our peers. This is particularly valuable in a more challenging environment and gives us more options for growth.Our focus on long-term productivity has provided the capacity for us to increase investment to transform and re-platform all of our divisions for long-term success. This includes our Institutional technology and payments systems and our new retail platform ANZ Plus. We have further strengthened our balance sheet and reduced overall risk. We closed the year with more capital than ever before. We also continue to see the benefits of the disciplined execution of our strategy. We finalised our Non-Operating Holding Company structure, completed the BS11 regulatory program in New Zealand, and made a strategic investment in View Media Group. We exceeded our target of two million Cashrewards members, while ANZ Worldline Payment Solutions launched ‘Tap to Pay on iPhone’.Divisional highlightsToday we have four core divisions: Australia Retail, Australia Commercial, New Zealand and Institutional. Each has a clear sense of purpose and a well-articulated strategy, with a funded roadmap to build contemporary, relevant customer propositions to win in the marketplace. Australia Retail continued to invest in processing capability for Home Loans, which delivered improved service levels and consistent turnaround times contributing to high quality growth in our retail balance sheet.Australia Commercial is our highest returning division and gross loans and advances achieved the highest level on record while deposits grew to $113 billion. Named as 2023 Small Business Bank of the Year from Canstar, this division has a strong future and we are investing at record levels to build further capability and capacity.Institutional continued to show the benefits of its transformation, to a sustainable value-creating business built around cash management, currency and processing rather than lending alone. We are particularly pleased with the strong performance in Transaction Banking. After long-term and sustained investment, and a complete re-platforming of our technology, ANZ has extended its market leadership in Payments and Cash Management in Australia and New Zealand, with a developing presence in Asia. This business is fast growing, high-returning and capital efficient. We facilitated the movement of $164 trillion in all payments and capital flows to, from and within the markets in which we operate, and either cleared or provided payment services to more than 90% of the world’s globally systemic banks. This enterprise business has enormous economies of scale and this year’s results are a major step forward.The strength of our New Zealand franchise was once again evident as we maintained leading market positions in major segments including home loans, retail deposits, institutional, agriculture and funds management. Our brand consideration in New Zealand is at an all-time high and we were again named Canstar Bank of the Year for Small Business and for Agriculture. At the same time, we supported our customers following the devastation of Cyclone Gabrielle, pledging NZ$3 million to communities that were affected.ANZ PlusWhen we launched ANZ Plus, we set out to create a point of difference for ANZ in Australia that would support our customers’ financial wellbeing and respond to their rapidly evolving needs, in a way that was highly engaging, far more efficient, quick to adapt and low cost to run. Since then, ANZ Plus has become one of the fastest growing digital banking platforms in Australia. As of 30 September 2023, ANZ Plus had attracted more than 460,000 customers and $9.4 billion in deposits.About 40% of ANZ Plus customers are new to ANZ, and since going live we have added more than 200 new features or enhancements. Our new ANZ Plus digital home loan is now available and being rolled out to eligible customers.In line with our financial wellbeing ambitions, some 35% of ANZ Plus customers are actively saving towards a goal, which is the single most important action a customer can take to improve their financial wellbeing. Importantly, the advanced security measures on ANZ Plus continue to result in one of the lowest incidents of digital fraud in the industry.Supporting our customers and communitiesThis year we have worked hard to support our customers and the community, and help keep them safe. We have deployed significant resources, including 440 customer protection specialists, to help prevent more than $100 million of customer’s money from going into the hands of cyber criminals.We also supported financial wellbeing and literacy, with more than 87,000 people participating in our education programs, Saver Plus and Money Minded, the latter of which was delivered in 16 of our markets this year.Through the year we supported more than 19,000 first home buyers in Australia and New Zealand, and funded and facilitated $610 million to deliver more affordable, accessible and sustainable housing to buy and rent in Australia. ANZ 2023 Annual Report
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Supporting sustainability
We have made significant progress in our
ambition to be the leading Australia and
New Zealand-based bank in supporting
customers’ transition to net zero emissions
by 2050.
In April 2023, we commenced a new
social and environmental sustainability
target, to fund and facilitate a further
$100 billion by the end of 2030 towards
improving social and environmental
outcomes. Since then we have funded
and facilitated approximately $8.8 billion
against this target, across 54 transactions.
In New Zealand, we supported more than
6,400 households in lending through our
Good Energy Home Loan top up, while
our business and agriculture customers
accessed over NZ$30 million to reduce
emissions or improve sustainability through
our Business Green Loans.
We are also reducing the direct impact of our
own business activities on the environment,
with 49% of energy consumption associated
with our operations now coming from
renewable energy and a 71% reduction in
waste to landfill since 2017. More information
about our progress is contained in this
annual report.
Our outlook and priorities
Our priorities for the coming year are
clear: to further build out ANZ Plus,
increase productivity across the Group,
focus on sustainability, currency and cash
management platforms, and strengthen our
digital and data offerings. We also want to
continue the disciplined growth in each
of our divisions.
Shayne Elliott
Chief Executive Officer
A combined bank would be better equipped
to respond to competitive pressures and
deliver significant customer and public
benefits, particularly in Queensland.
We recognise that while our customers
have generally remained resilient some are
facing increased pressure amid rising costs
and sustained high interest rates.
We remain committed to completing the
acquisition of Suncorp Bank once all sale
conditions are met. The acquisition would
create value and scale for our Australian
Retail and Commercial businesses, allowing
us to be competitive over the long term.
Our simpler, stronger bank coupled with
growth and positive momentum across
our businesses, means we are in a strong
position to support these customers, whether
big or small, and help them navigate the
uncertain environment ahead.
We are more resilient than ever before and
have the right portfolio balance, leadership
team and strategy in place, underpinned by
a highly-engaged, diverse workforce and a
purpose-led culture. I want to thank the
team at ANZ for their efforts.
As CEO, I am pleased with our progress and
look forward to continued momentum
across our businesses in the years ahead.
Shayne Elliott Chief Executive Officer 8
ANZ 2023 Annual Report
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OUR OPERATING
ENVIRONMENT
Our operating environment
The environment in which we operate is
characterised by a range of conflicting forces.
Economic activity and inflationary pressure
have broadly moderated, resulting in an
evolving peak in the most aggressive interest
rate tightening cycle in more than a decade.
This has reduced the risk of a deep recession,
but a range of economic outcomes are
still possible.
China has tracked a different path, with
weak activity and a flirtation with deflation
promoting policy easing. Economic activity
in China continues to grow, albeit at a
slower rate than has been the case in recent
decades. The world’s second largest
economy remains an important source of
Economic outlook
demand and business activity, even as its
slowdown is contributing to businesses and
investors examining other opportunities.
Unemployment remains low and
immigration has returned to Australia and
New Zealand at record rates. These are
supporting house price levels and demand
for mortgages, even as consumer spending
has moderated. Workforce shortages are not
as acute, but input costs remain a challenge
for many businesses.
On average, household balance sheets are
strong and corporates hold high levels of
liquidity. In some part this reflects the
regulatory efforts of the past 15 years. This
has reduced the level of delinquencies in
the current interest rate tightening cycle,
but also contributed to sustaining demand.
Public sector demand is strong across a
range of sectors including infrastructure,
defence, and housing. Housing affordability,
in particular, has been subject to more
vigorous policy action. Many governments
are also active in addressing perceived
supply chain vulnerabilities and prioritising
domestic resilience.
The climate transition has gathered
momentum. Over the past year Australia has
introduced the safeguard mechanism, New
Zealand has agreed methane should be
taxed differently from carbon dioxide, the
USA introduced the Inflation Reduction Act
and in Europe the Carbon Border Adjustment
Mechanism began administrative operation.
This is altering patterns of economic activity,
investment, and trade, and creating
opportunities and challenges for banks.
The year ahead is likely to be one of economic consolidation across ANZ’s geographies. In Australia and New Zealand we expect somewhat
slower growth and only modest movements in interest rates around the peak in the cycle. Consumer spending is likely to remain weak as
the full impact of interest rate increases is felt. Demand is also likely to be supported by strong household balance sheets, resilient housing
markets, government activity, solid business investment intentions in Australia and strong migration in New Zealand. Modest increases in
unemployment and underemployment, while disruptive for the individuals involved, should be sufficient to encourage inflation back
towards target without undue delinquency stress. Both ANZ and the Reserve Bank of Australia expect to see inflation back at the top
of the band by the end of 2025.
In China, weak demand has been the main challenge. Policy has responded, activity has begun to stabilise and inflation, though there are
still deflationary pressures normalise. China’s stabilisation will support the region as it copes with the effects of its own tightening cycle and
weaker global demand.
Challenges
Our response
Inflationary pressures and
higher interest rates
• Assessing borrowers’ resilience to rising interest rates
• Offering appropriate products and services to customers
• Dealing appropriately with customers experiencing financial hardship or in need of extra care
• Adjusting our staff salaries appropriately
Public and regulatory
scrutiny
• Building trust by ‘doing what we say’
• Working cooperatively with regulators, government and non-governmental organisations (NGOs)
• Continuing to evolve our ESG policies and processes and seek to implement them effectively and
transparently disclose our progress
Competitive banking
industry
• Deploying new and improved digital services, products and processes to help meet customer needs for
efficient and accessible banking
• Investing in underlying technology and systems to establish more flexible and responsive platforms
(including ANZ Plus and Institutional Payments and Cash Management Platforms)
Cyber-security threats
• Ongoing investment in cyber-security, fraud and scams detection capabilities and raising customer
awareness as to the relevant risks
Geopolitical tension
• Contingency plans for our medium-to-higher risk jurisdictions with trigger events identified
and monitored
Climate change and nature
including biodiversity loss
• Providing sustainable banking and finance products and services, such as green and sustainability-
linked loans and bonds, that drive the transition to a low carbon economy
• Continuing to evolve our strategy, policies, processes, products and services to seek to manage the risks
and opportunities associated with climate change and nature, including biodiversity loss
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VALUE DRIVERS
OUR STRATEGY AND BUSINESS MODEL
Our customers will have
relatively better financial
wellbeing, more sustainable
practices and generate
higher average
lifetime value
CREATING VALUE FOR OUR STAKEHOLDERS
Products and servicesLoans, transaction banking services, deposits and other financial products developed for our customers.FinanceAccess to capital through customer deposits, debt and equity investors, to support our operations and strategy.PeopleEngaged workforce with the skills required to reinvent banking, in line with our purpose and culture.Technology, data and risk managementFlexible, digital-ready infrastructure to provide a great customer experience, with systems and processes that are less complex, less prone to error and more secure.SocialTrusted relationships with our customers, business partners and the community to strengthen our brand and reputation.EnvironmentMinimising the impact of our operations by: •The customers we choose to bank •How we design and distribute our products •Collaboration with partners.To embrace the opportunities, address the risks presented by the external environment and realise our vision, we are pursuing a strategy to create value for all our stakeholders.HOW WE CREATE VALUEBetter financial outcomes for shareholders and staffBetter access to capital and talent, driving greater capacity to invest wellBetter customer propositions that are purposeful, engaging, efficient and safeBetter financial wellbeing and sustainability outcomes for customers and the communityBetter reputation among customers and the community, and higher workforce engagementBetter customer engagement, and greater use of our products and servicesBetter data, insights, risk decisions and pricingBetter acquisition and retention rates, and higher share of target customersShareholder valueWe generate stronger long-term financial results (in terms of sustainable economic profits) enabling shareholders to meet their goals.Customer valueOur customers are financially better off over their lifetime and implement more sustainable business practices than others.Employee valueOur diverse teams are engaged and optimised for success.Community valueOur practices and services provide more opportunity for the community and we have supported and improved positive economic development and transition. 10
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OUR PURPOSE
AND STRATEGY
Our purpose is to shape a world
where people and communities
thrive. It explains ‘why’ we exist and
drives everything we do at ANZ,
including the choices we make
each day about those we serve
and how we operate.
We bring our purpose to life
through our strategy: to improve
the financial wellbeing and
sustainability of customers through
excellent services, tools and insights
that engage and retain them,
and help positively change
their behaviour.
IN PARTICULAR, WE WANT
TO HELP CUSTOMERS:
Save for, buy and
own a liveable home
Start or buy
and sustainably grow
their business
Move capital and goods
around the region
and sustainably grow
their business
Through our purpose we have elevated
three areas facing significant societal
challenges aligned with our strategy
and our reach which include
commitments to:
• Improving the financial wellbeing of our
people, customers and communities by
helping them make the most of their
money throughout their lives;
• Supporting household, business
and financial practices that improve
environmental sustainability; and
• Improving the availability of suitable
and affordable housing options for all
Australians and New Zealanders.
We will achieve our strategy through:
• Propositions our customers love ... with
easy-to-use services that evolve to meet
their changing needs
• Flexible and resilient digital banking
platforms ... powering our customers
and made available for others to power
the industry
• Partnerships that unlock new value ...
with ecosystems that help customers
further improve their financial wellbeing
and sustainability
• Purpose and values-led people ...
who drive value by caring about our
customers and the outcomes we create.
Our people listen, learn, adapt and do the
right thing the first time - delivering the
outcomes that address financial and
sustainability challenges.
Our values
Our values shape how we deliver our
purpose-led strategy. They are the
foundation of ‘how’ we work – living
our values every day enables us to deliver
on our strategy and purpose, strengthen
stakeholder relationships and earn the
community’s trust. All employees and
contractors must comply with our Code
of Conduct, which sets down the expected
standards of professional behaviour and
guides us in applying our values.
OUR VALUES ARE: I.C.A.R.E
Integrity: We are honest and fair
by speaking openly and transparently,
making thoughtful and balanced
decisions, doing what’s right and
acting with courage.
Collaboration: We work together
for the customer, by getting the right
people together to get the job done
and helping each other.
Accountability: We take ownership
and get things done – we do what we
say we will do – find the solutions by
testing and learning and act with
determination.
Respect: We care for all those we
serve. We value difference and
encourage everyone to have a voice,
think and act with consideration for
our customers, community and
the environment.
Excellence: We challenge ourselves to
be better. This is done by making things
simple, finding ways to work differently,
using data to improve and asking as well
as acting on feedback.
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We operate across a diverse business structure:
Operating income
Australia Retail
Provides a range of banking products and services to
Australian consumers.
Australia
Commercial
Institutional
New Zealand
Pacific
Group Centre
Provides a range of banking products and financial services to small
business owners, medium commercial customers, large commercial
customers, and high net worth individuals and family groups.
Services global institutional and corporate customers, and
governments across Australia, New Zealand and International
(including Papua New Guinea (PNG)) via Transaction Banking,
Corporate Finance and Markets business units.
Provides a range of banking and wealth management products and
services to consumer and private banking customers and a range of
banking services to business customers.
Provides banking products and services to retail and commercial
customers (including multi-nationals) and to governments located
in the Pacific region (excluding PNG which forms part of the
Institutional division).
Provides support to the operating divisions, including technology,
property, risk management, financial management, treasury, strategy,
marketing, human resources, corporate affairs, and shareholder
functions. It also includes minority investments in Asia and interests
in the ANZ Non-Bank Group.
20,893M
Total group cash operating
income, (up 13%)
31%
Australia Retail
17%
Australia
Commercial
32%
Institutional
17%
New Zealand
3%
Pacific &
Group Centre
Our international presence and earning composition by geography1InternationalNew Zealand$2,086 millionAustralia$3,960 millionInternational$1,359 million1. On a cash profit basis. Excludes non-core items included in statutory profit. It is provided to assist readers in understanding the result of the ongoing business activities of the Group. For further information on adjustments between statutory and cash profit refer to page 33.AsiaChina Hong Kong India Indonesia JapanLaos MalaysiaThe Philippines Singapore South Korea Taiwan Thailand VietnamPacific Cook IslandsFiji KiribatiPapua New GuineaSamoa Solomon Islands Timor–Leste TongaVanuatuEurope France GermanyUnited KingdomMiddle East United Arab Emirates (Dubai)United States of AmericaABOUT OUR BUSINESS 12
ANZ 2023 Annual Report
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
OUR APPROACH
TO CLIMATE CHANGE
protect nature and biodiversity, increase
access to affordable housing and promote
financial wellbeing.
The information on page 13 provides a
high-level summary of our progress against
the Task Force on Climate-related Financial
Disclosures (TCFD) 2017 recommendations
and seeks to incorporate the additional
recommendations of the TCFD (2021
Annexe). With the release of the Taskforce
on Nature-related Financial Disclosures
(TNFD) framework in September 2023,
we have for the first time also disclosed
a summary of the steps we are taking
towards the TNFD recommendations.
Detailed climate and nature-related
disclosures are available in our 2023
Climate-related Financial Disclosures report.
Further disclosures on our full suite of ESG
targets are outlined in our 2023 ESG
Supplement. Both reports are available
at anz.com/annualreport.
The reports also contain important notices
about the uncertainties, challenges and
risks with climate-related statements that
may affect their usefulness, accuracy and
completeness. Those notices should be
taken into account when considering the
climate-related information in this report.
We want to be the
leading Australian and
New Zealand-based bank
in supporting customers’
transition to net zero
emissions by 2050.
Our Climate Change Commitment provides
the framework to achieve our strategy of
transitioning our lending in line with the
goals of the Paris Agreement. We joined
the Net-Zero Banking Alliance (NZBA)
in 2021, reflecting that commitment and
setting pathways1 to support customers’
emissions reductions.
Our Environmental Sustainability Strategy
identifies focus areas, technologies and
financing opportunities to help achieve
our climate ambition.
The most important role we can play in
the transition to net zero is to support
our customers to reduce emissions and
enhance their resilience to a changing
climate. We support an orderly transition
that recognises and responds to social
impacts. This aligns with our purpose
to shape a world where people and
communities thrive. Supporting
household, business and financial
practices that improve environmental
sustainability is a key part of our purpose.
We are continuing to evolve our work
to encourage and support large emitting
customers to implement robust and
credible transition plans and will begin
a new phase of this work in 2024,
triggered, in part, by the Safeguard
Mechanism2 reforms in Australia. This
engagement and our expanding sectoral
pathways help steer our decisions about
which customers we will support.
Our social and environmental sustainability
target of $100 billion financing and
facilitation by the end of 2030 makes our
aspiration clear. We have achieved close
to $8.8 billion in the first six months of this
target. This target includes initiatives
that help lower carbon emissions,
1. Our sectoral pathways are how we are, over time, steering up to nine of our highest emitting sectors in our lending portfolio towards the Paris Agreement goals as part of our commitment to
the NZBA. 2. The Safeguard Mechanism in Australia (cleanenergyregulator.gov.au). In Australia, the Federal Government has reformed the Safeguard Mechanism legislation so that for financial
years commencing on or after 1 July 2023, designated “Safeguard facilities” (large carbon emitters) are required to reduce their emissions on a trajectory consistent with Australia’s climate targets.
3. Supporting sustainable resource extraction in areas such as iron ore, lithium, nickel, cobalt, rare earths, copper and bauxite. 4. Supporting basic materials production including green steel and
low-carbon aluminium production. 5. Supporting new technology projects focused on upstream hydrogen and carbon capture use and storage.
ANZ has chosen some key focus areas as part of our Environmental Sustainability Strategy:Supporting sustainability in resource extraction3, basic materials4 and new technologies5Increasing our support for the transition to low carbonOffering solutions to, and partnering with, sustainability-focused financial institutionsBanking the decarbonisation and electrification of the transportation value chainEnabling the transition through lower emissions buildingsAssisting sustainable food, beverage & agricultural practices and supply chainsProviding the products and services required for transition to a low carbon economy ANZ 2023 Annual Report
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Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
13
Our progress to date
Governance
• Board Risk Committee oversees the
implementation and operation of the
Group’s Risk Management Framework,
including risks which are climate-related.
• Board Ethics, Environment, Social
and Governance (EESG) Committee
approves our ESG approach, objectives
and performance, including climate-
related targets.
• Ethics and Responsible Business
Committee (ERBC) approves climate-
related policies, monitors progress
against ESG targets which include those
related to climate change.
• Climate Advisory Forum, oversees
implementation of our Climate Change
Commitment – including progress of our
Environmental Sustainability Strategy
focus areas and sectoral pathways.
• This year, the Board EESG Committee and
management ERBC received updates on
biodiversity, including a progress update
on the TNFD.
Strategy
• Our Climate Change Commitment1
provides the framework to achieve our
strategy of transitioning our lending with
the goals of the Paris Agreement and our
Environmental Sustainability Strategy
identifies focus areas, technologies and
financing opportunities to help achieve
our climate ambition.
• Continuing to enhance the capability
of our bankers to identify risks and
opportunities for climate and nature,
including biodiversity.
• We will begin a new phase of
engagement with our largest emitting
business customers in 2024. Triggered
in part by the Safeguard Mechanism
reforms in Australia, this new phase
means upgrading and expanding the
scope of our existing work through
a new Large Emitters Engagement
Program (LEEP).
to inform our approach to sourcing
and integrating climate data in
priority use cases.
• During the year we continued our
Metrics & Targets
• Commenced a new social and
environmental sustainability target
on 1 April 2023, to fund and facilitate
at least $100 billion by end 2030,
in social and environmental outcomes
through customer activities and direct
investments by ANZ.
• Continued to develop metrics, pathways
and targets to enable progress tracking
as we reduce our financed emissions3.
We have set eight pathway targets over
the past three years in line with our
commitment to the NZBA.
• Progressed towards our target to
procure 100% renewable electricity for
the Group's operations by 20254, and to
reduce our operational emissions in line
with Paris Agreement goals.
• Our Remuneration Report within the
Annual Report details how remuneration
outcomes are determined for our
most senior employees. In general,
remuneration outcomes for the CEO
and Disclosed Executives take into
consideration performance against ANZ’s
Group Performance Framework which
include sustainability objectives and
measures. For example the 2023 Group
Performance Framework includes making
meaningful progress on environmental
sustainability strategies.
engagement with 100 of our largest
emitting business customers, to
encourage them to strengthen their low
carbon transition plans and enhance
their efforts to protect biodiversity by the
end of 2024. We are now ‘closing off’ this
phase of engagement as we focus on our
new LEEP program.
• We will continue to engage on nature,
including biodiversity in our new phase
of engagement with our largest emitting
customers in 2024.
• Participated in TNFD pilot studies and
provided feedback on the learnings
and existing barriers to adopting and
implementing the TNFD Framework.
• Joined the United Nations Principles
for Responsible Banking – Nature Target
Setting Working Group – which is
developing guidelines on nature
target setting.
• Utilised the Exploring Natural Capital
Opportunities Risks and Exposure
(ENCORE)2 tool to take steps to identify
priority sectors.
Risk Management
• Assessed regulatory expectations across
seven jurisdictions in which we operate,
which will help inform the integration
of climate risk standards and obligations
into our Non-Financial Risk Framework
commencing from 2024.
• Expanded the Climate Change Risk
Assessment starting with certain energy
sector customers and customers in our
LEEP. It also incorporates consideration
of customers nature-related risks,
including biodiversity loss.
• An Environmental Sustainability
data strategy has been developed
1. Available at anz.com.au/about-us/esg/environmental-sustainability/climate-change/. 2. The ENCORE tool consolidates international and national data from public databases. It is widely
used by other banking institutions and recognised as a robust tool. The ENCORE tool was developed by the Natural Capital Finance Alliance (the NCFA) and the World Conservation Monitoring
Centre (the UNEP-WCMC). 3. Scope 3 emissions attributable to lending. 4. Self-generated renewable electricity, direct procurement from offsite grid-connected generators e.g. Power Purchase
Agreement (PPA) and default delivered renewable electricity from the grid, supported by credible attributes in accordance with RE100 technical guidelines.
14
ANZ 2023 Annual Report
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Performance
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Remuneration
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Directors’
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Financial
report
Shareholder
information
5 YEAR SUMMARY
FINANCIAL
FIVE YEAR SUMMARY
Financial performance - cash1
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 profit from continuing operations1
Cash profit/(loss) from discontinued operations1
Cash profit1
Adjustments to arrive at statutory profit1
Profit attributable to shareholders of the Company
Financial position
Gross loans and advances
Assets
Customer Deposits
Net assets
CET1
CET1 – Internationally Comparable Basel III2
Return on average ordinary equity (statutory)3
Cost to income ratio (cash)1
Shareholder value – ordinary shares
Total return to shareholders
Market capitalisation
Dividend (cents)
Franked portion
– final
Share price
– interim
– high (dollars)
– low (dollars)
– closing (dollars)
Share information
(per fully paid ordinary share)
Earnings per share (cents) (statutory)
Dividend payout ratio (statutory)
Net tangible assets per ordinary share4
No. of fully paid ordinary shares issued (millions)
Dividend reinvestment plan (DRP) issue price
– interim
– final
Other information
No. of employees (full time equivalents)5
No. of shareholders
OUR PERFORMANCE (continued)
2021
$m
14,161
3,286
(9,051)
8,396
567
(2,764)
(1)
6,198
(17)
6,181
(19)
6,162
633,764
978,857
593,582
63,676
12.3%
18.3%
9.9%
52.2%
70.7%
79,483
142
100%
100%
$29.64
$16.97
$28.15
215.3
65.3%
$21.09
2,824
$27.91
$27.68
40,221
534,166
2020
$m
14,049
3,703
(9,383)
8,369
(2,738)
(1,872)
(1)
3,758
(98)
3,660
(83)
3,577
622,074
1,042,286
552,363
61,297
11.3%
16.7%
5.9%
53.8%
-36.9%
48,839
60
100%
100%
$28.67
$14.10
$17.22
125.3
47.6%
$20.04
2,840
$18.06
$22.19
38,579
553,171
2019
$m
14,339
4,690
(9,071)
9,958
(795)
(2,678)
(15)
6,470
(309)
6,161
(208)
5,953
618,767
981,137
511,693
60,794
11.4%
16.4%
10.0%
49.5%
9.2%
80,842
160
100%
70%
$29.30
$22.98
$28.52
208.2
76.2%
$19.59
2,835
$27.79
$25.03
39,060
506,847
2023
$m
16,581
4,312
(10,139)
10,754
(245)
(3,076)
(28)
7,405
-
7,405
(307)
7,098
710,590
1,105,620
647,119
70,046
13.3%
19.7%
10.5%
48.5%
20.0%
77,116
175
100%
56%
$26.08
$22.39
$25.66
236.8
74.1%
$21.78
3,005
$23.55
-
40,342
530,601
2022
$m
14,874
3,673
(9,579)
8,968
232
(2,684)
(1)
6,515
(19)
6,496
623
7,119
675,989
1,085,729
620,429
66,401
12.3%
19.2%
11.4%
52.0%
-14.0%
68,170
146
100%
100%
$28.98
$20.95
$22.80
250.0
59.3%
$20.75
2,990
$25.52
$24.51
39,381
541,788
11.. Cash profit excludes non-core items included in statutory profit and is provided to assist readers in understanding the result of the ongoing business activities of the Group. 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. 22.. 2023 Internationally
Comparable methodology aligns with the Australia Banking Association Basel 3.1 Capital Comparison Study (March 2023). For years prior to 2023, Internationally Comparable Methodology aligns
with APRA’s information paper entitled ‘International Capital Comparison Study’ (13 July 2015). 33.. Average ordinary equity excludes non-controlling interests. 44.. Equals shareholders’ equity less total
non-controlling interests, goodwill and other intangible assets, divided by the number of ordinary shares. 55.. 2022 comparative information has been restated to include FTE of the consolidated
investments managed by 1835i Group Pty Ltd.
ANZ 2023 ANNUAL REPORT 45
ANZ 2023 Annual Report
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
15
5 YEAR SUMMARY
NON-FINANCIAL
Total funded and facilitated towards:
$100 billion social and environmental
outcomes target1
$50 billion sustainable solutions target2
$10 billion housing target3
Customer experience
Customer complaints5
Customer requests for hardship assistance6
Environmental sustainability
Environmental footprint
2023
2022
2021
2020
2019
8.79
6.95
0.61
-
18.08
0.814
-
12.87
1.40
-
9.08
1.45
-
7.60
-
365,629
31,134
403,150
39,664
144,391
117,216
90,750
162,192
101,803
21,979
Total scope 1 & 2 GHG emissions (tonnes CO2-e)
Total scope 1, 2 & 3 GHG emissions (tonnes CO2-e)7
89,038
149,658
101,879
140,514
111,409
153,697
134,093
203,700
156,568
250,857
Project Finance portfolio
Renewables (%)
Coal (%)
Gas (%)
Project finance commitment to renewable
energy ($m)8
Ethics, conduct and culture
Investigations resulting in formal outcome9
Termination10
Whistleblower reports
Financial wellbeing
People reached by our financial inclusion
programs11
Total community investment (AU$ million)12
Volunteering hours
Employees
Employee engagement (%)
Total women in leadership (%)13
Recruitment of under represented groups14
Investment in learning and development ($m)
97
1
1
90
2
8
88
3
9
87
5
7
83
9
8
2,242
1,505
1,425
1,501
1,371
501
100
170
518
95
142
573
114
157
87,181
58,038
67,620
141.1
75,812.5
136.4
52,443.5
139.7
54,645.0
569
93
157
61,367
139.5
784
151
156
90,927
142.21
66,402.0
134,930.0
87
37.3
268
55.6
84
35.9
320
53.6
81
35.3
255
49.2
86
32.5
185
52.0
77
32.0
224
47.1
For more information please see the 2023 ESG Supplement, 2023 ESG Data and Framework Pack
and 2023 Climate-related Financial Disclosures, available at anz.com/esgreport.
1. Target to fund and facilitate at least $100 billion by end 2030 in social and environmental outcomes through customer activities and direct investments by ANZ, commenced 1 April 2023. For
more information, see the social and environment sustainability target methodology available at anz.com/esgreport. 2. Target to fund and facilitate $50 billion in sustainable solutions by 2025,
commenced 1 October 2019 and closed 31 March 2023. For more information, see the explanatory notes available on page 95 in the 2022 ESG Supplement at anz.com/esgreport. 3. Target to
fund and facilitate $10 billion in affordable, secure and sustainable housing by 2030 across Australia and New Zealand, commenced 1 October 2018. Commenced reporting progress against target
in 2020. Elligible transactions for this target (excluding deferred deals) contributed to the $50 billion target from 1 October 2019 to 31 March 2023 and contribute to the $100b target from 1 April
2023. For more information, see the explanatory notes available on page 69 in the 2023 ESG Supplement at anz.com/esgreport. 4. Figure for 2022 has been restated to include around an additional
$288 million in deferred deals. 5. Retail and Commercial customers in Australia and New Zealand. 6. Australia and New Zealand. 7. Scope 3 emissions from our lending (‘portfolio emissions’) are
not included. This assessment scope is limited to ANZ’s operations. See ANZ's 2023 Climate-related Financial Disclosures for more disclosures at anz.com/esgreport. 8. Refers to ANZ’s lending
commitments as at 30 September 2022 to renewable energy projects made only on a non or limited recourse basis to the ultimate sponsors. This figure does not include ANZ lending made to
renewable energy projects that may be funded under corporate debt facilities or through other lending products. 9. Resulting in a formal consequence or the employee leaving ANZ. 10. Subset
of Investigations resulting in formal outcome. 11. Includes MoneyMinded, MoneyBusiness and Saver Plus. 12. Includes cash: gross monetary amount paid in support of a community organisation/
project. Time: cost to the company of the paid working hours contributed by employees to a community organisation or activity. In-kind services: other non-cash resources to community activities
(eg. company products or services or corporate resources). Management costs: costs incurred in making contributions, such as salaries and overheads. Forgone revenue: the cost of providing low
or fee-free accounts to a range of customers such as government benefit recipients, not-for-profit organisations, students and the elderly. International transfer fees were waived for funds sent
from Australia and New Zealand to Turkiye, Sri Lanka, Ukraine and the Pacific to support communities impacted by disaster-related events. Figure does not include remediation funds distributed to
charity. 13. Measures representation at the Senior Manager, Executive and Senior Executive levels. Includes all employees regardless of leave status but not contractors (which are included in FTE).
14. Measures representation at the Senior Manager, Executive and Senior Executive levels. Includes all employees regardless of leave status but not contractors (which are included in FTE).
16
ANZ 2023 Annual Report
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Directors’
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Financial
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information
Gerard FlorianGroup Executive Technology & Group ServicesJoined the Executive Committee on 30 January 2017Farhan FaruquiChief Financial Officer (appointed CFO on 11 October 2021)Joined the Executive Committee on 1 February 2016Mark WhelanGroup Executive InstitutionalJoined the Executive Committee on 20 October 2014Antony StrongGroup Executive Strategy & TransformationJoined the Executive Committee on 1 November 2022Antonia WatsonChief Executive Officer New ZealandJoined the Executive Committee on 17 June 2019EXECUTIVE COMMITTEE11. Current as at 10th OctoberFull biography details can be found on our website at anz.com/excoShayne ElliottChief Executive Officer (appointed CEO on 1 January 2016)Joined the Executive Committee on 1 June 2009Maile CarnegieGroup Executive Australia RetailJoined the Executive Committee on 27 June 2016Clare MorganGroup Executive Australia CommercialJoined the Executive Committee on 6 March 2023Kevin CorballyGroup Chief Risk OfficerJoined the Executive Committee on 19 March 2018Elisa ClementsGroup Executive Talent & CultureJoined the Executive Committee on 9 October 2023 ANZ 2023 Annual Report
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
17
GOVERNANCE
Our strong governance framework provides
a solid structure for effective and responsible
decision-making within the organisation.
Information on the Group's Board, Board
Committees, 2023 Board areas of focus
and governance framework is contained
in the 2023 Corporate Governance
Statement, available at anz.com/
corporategovernance.
Directors’ Meetings
The number of Board, and Board Committee, meetings held during the year1 and each Director’s attendance
at those meetings are set out below. The listed head entity of the Group changed from ANZBGL to ANZGHL during
the year as a consequence of our corporate restructure in January 2023.
1. During the year, ANZBGL was the listed head entity of the Group from 1 October 2022 to 3 January 2023, after which ANZGHL became the listed head entity of the Group.
Board
Risk
Committee
Audit
Committee
Paul O’Sullivan
Ilana Atlas, AO
Shayne Elliott
A
11
11
11
Jane Halton, AO PSM 11
RT Hon Sir John Key,
GNZM AC
Holly Kramer2
Graeme Liebelt3
John Macfarlane
Christine O’Reilly
Jeff Smith
11
2
4
11
11
11
B
11
11
11
11
11
2
4
11
11
11
A
8
B
8
8
7
2
8
8
6
2
8
8
6
A
7
7
2
7
7
B
7
7
2
7
7
Human
Resources
Committee
A
5
5
B
5
5
5
5
1
5
4
1
5
4
Ethics,
Environment,
Social and
Governance
Committee
Digital
Business and
Technology
Committee
Special
Committee
of the Board
Committee
of the Board1
Nominations
and Board
Operations
Shares
Committee1
A
B
A
5
5
5
5
B
5
5
5
4
A
1
1
1
1
1
1
1
B
1
1
1
1
1
1
1
A
6
6
6
6
4
B
6
6
5
6
4
A
3
1
2
B
3
1
2
A
2
2
2
2
2
2
2
B
2
2
2
1
2
2
2
Column A Indicates the number of meetings the Director was eligible to attend as a member. Column B Indicates the number of meetings attended. With respect to Committee meetings, the
table above records attendance of Committee members. 1. The meetings of the Committee of the Board and Shares Committee as referred to in the table above include those conducted by
written resolution. 2. Holly Kramer commenced as a Non-Executive Director on 1 August 2023. 3. Graeme Liebelt ceased as a Non-Executive Director of ANZBGL on 15 December 2022.
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ANZ 2023 Annual Report
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Financial
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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 current Directors, together with details of their
qualifications, experience and special responsibilities are set out below.
Holly Kramer joined the Board on 1 August 2023 as a Non-Executive
Director and will stand for election as a Director at the Group's AGM on
21 December 2023. Each Director is also a member of the Board of ANZBGL.
Information regarding 2023 Group restructure: Tony Warren, Craig Brackenrig and Melanie
Treloar held office as Directors prior to ANZGHL’s listing on ASX and while ANZGHL was
dormant. They were Directors from 24 June 2022 until 20 December 2022. Each current
Board member became a Director on 20 December 2022 (with the exception of Holly Kramer,
who joined the Board on 1 August 2023). Given ANZBGL was the listed head
entity of the Group until January 2023, information is included below on the date
each Director became a member of the Board of the listed head entity of the Group.
AUDIT COMMITTEE
ETHICS, ENVIRONMENT,
SOCIAL AND GOVERNANCE
COMMITTEE
RISK COMMITTEE
HUMAN RESOURCES
COMMITTEE
DIGITAL BUSINESS AND
TECHNOLOGY COMMITTEE
NOMINATION AND BOARD
OPERATIONS COMMITTEE
CHAIR
MEMBER
Qualifications
BA (Mod) Economics, Advanced
Management Program of Harvard
Responsibilities
Chairman since October 2020 and
a Non-Executive Director since
November 2019.
Paul is an ex-officio member of all Board
Committees and Chair of the Ethics,
Environment, Social and Governance
Committee and Nomination and Board
Operations Committee.
Career
Paul has experience in the
telecommunications and oil and gas
sectors, both in Australia and overseas.
He has held senior executive roles with
Singapore Telecommunications (Singtel)
and was previously the CEO of Optus.
He has also held management roles with
the Colonial Group and the Royal Dutch
Shell Group in Canada, the Middle East,
Australia and United Kingdom.
Relevant other directorships
Chairman: Singtel Optus Pty Limited
(from 2014, Director from 2004) and Western
Sydney Airport Corporation (from 2017).
Director: St Vincent’s Health Australia
(from 2019).
Relevant former directorships
held in last three years include
Former Director: Telkomsel Indonesia
(2010–2020), National Disability Insurance
Agency (2017–2020), Coca-Cola Amatil
(2017–2021) and Indara Digital Infrastructure
(formerly Australian Tower Network Pty Ltd)
(2021–2023).
Paul O’Sullivan
Chairman, Independent
Non-Executive Director
Age
Residence Sydney, Australia
63 years
ANZ 2023 Annual Report
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19
Qualifications
BCom
Responsibilities
Chief Executive Officer and Executive
Director since 1 January 2016.
Career
Shayne has over 30 years’ experience in
banking in Australia and overseas, in all
aspects of the industry. Shayne joined the
Group as CEO Institutional in June 2009,
and was appointed Chief Financial Officer
in 2012.
Prior to joining the Group, Shayne held
senior executive roles at EFG Hermes, the
largest investment bank in the Middle East,
which included Chief Operating Officer.
He started his career with Citibank New
Zealand and worked with Citibank/
Citigroup for 20 years, holding various
senior positions across the UK, USA, Egypt,
Australia and Hong Kong.
CHAIR MEMBER
Qualifications
BJuris (Hons), LLB (Hons), LLM
Responsibilities
Non-Executive Director since September
2014. Ilana is Chair of the Human Resources
Committee and is a member of the Audit
Committee, Ethics, Environment, Social and
Governance Committee and Nomination
and Board Operations Committee.
Career
Ilana brings a strong financial services
background and legal experience to the
Board. Ilana was a partner at law firm
Mallesons Stephen Jaques (now King
& Wood Mallesons), where 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.
Shayne is a Director of the Financial Markets
Foundation for Children and a member of
the Australian Banking Association, the
Business Council of Australia and the
Australian Customs Advisory Board.
Relevant other directorships
Director: ANZ Bank New Zealand Limited
(from 2009) and the Financial Markets
Foundation for Children (from 2016).
Member: Business Council of Australia
(from 2016), the Australian Banking
Association (from 2016, Chairman
2017–2019) and the Australian
Customs Advisory Board (from 2020).
She also worked at Westpac for 10 years,
where her roles included Group Secretary
and General Counsel and Group Executive,
People, where she was responsible
for human resources, corporate affairs
and sustainability. Ilana has a strong
commitment to the community,
in particular the arts and education.
Relevant other directorships
Chairman: Jawun (from 2017,
Director from 2014).
Director: Paul Ramsay Foundation
(from 2017), Scentre Group (from 2021)
and Origin Energy Limited (from 2021).
Member: Panel of Adara Partners (from
2015) and Council of the National Gallery
of Australia (from 2021).
Relevant former directorships
held in last three years include
Former Chairman: Coca-Cola Amatil
Limited (2017–2021, Director from 2011).
Shayne Elliott
Chief Executive Officer
and Executive Director
Age
59 years
Residence Melbourne, Australia
Ilana Atlas, AO
Independent Non-Executive Director
Age
Residence Sydney, Australia
69 years
20
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CHAIR MEMBER
Qualifications
BA (Hons) Psychology, FIPAA, Hon. FAAHMS,
Hon. FACHSE, Hon. DLitt, FAIM, FAICD, FAIIA
Responsibilities
Non-Executive Director since October 2016.
Jane is Chair of the Digital Business and
Technology Committee and is a member
of the Human Resources Committee, Ethics,
Environment, Social and Governance
Committee and Nomination and Board
Operations Committee.
Career
Jane’s 33-year career in the public service
includes the positions of Secretary of the
Australian Department of Finance, 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.
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.
Jane has contributed extensively to
community health through local and
international organisations including the
World Health Organisation and as co-chair
of the COVAX coordination mechanism.
Relevant other directorships
Chairman: Coalition for Epidemic
Preparedness Innovations (Norway) (from
2018, Member from 2016) and Council
on the Ageing Australia (from 2017).
Director: Clayton Utz (from 2017).
Member: Executive Board of the Institute
of Health Metrics and Evaluation at the
University of Washington (from 2007).
Honorary Professor: Australian National
University Research School of Psychology.
Adjunct Professor: University of Sydney
and University of Canberra.
Council Member: Australian Strategic
Policy Institute (from 2016).
Relevant former directorships
held in last three years include
Former Chairman: Vault Systems
(2017–2022).
Former Director: Crown Resorts Limited
(2018–2022) and Naval Group Australia Pty
Ltd (2021–2022).
Former Member: National COVID-19
Commission Advisory Board (2020–2021).
MEMBER
Qualifications
BCom, DCom (Honoris Causa)
Responsibilities
Non-Executive Director since February
2018. Sir John is a member of the Ethics,
Environment, Social and Governance
Committee, Risk Committee, Digital Business
and Technology Committee and Nomination
and Board Operations Committee.
Career
Sir John was Prime Minister of New Zealand
from 2008 to 2016, having commenced his
political career in 2002. Sir John had a long
career in international finance, primarily for
Bankers Trust in New Zealand and Merrill
Lynch in Singapore, London and Sydney.
He was previously a member of the Foreign
Exchange Committee of the Federal Reserve
Bank of New York (from 1999 to 2001).
Sir John was made a Knight Grand
Companion of the New Zealand Order
of Merit in the 2017 Queen’s Birthday
Honours. In 2017 Sir John became a
Companion of the Order of Australia for
advancing the Australia–New Zealand
bilateral relationship.
Relevant other directorships
Chairman: ANZ Bank New Zealand
Limited (from 2018, Director from 2017)
and Oritain Global Limited (from 2023).
Director: Palo Alto Networks (from 2019).
Strategic Advisor: BHP Group Limited
(Australia) (from 2023).
Relevant former directorships
held in last three years include
Former Director: Air New Zealand
Limited (2017–2020).
Jane Halton, AO PSM
Independent Non-Executive Director
Age
63 years
Residence Canberra, Australia
RT Hon Sir John Key, GNZM AC
Independent Non-Executive Director
Age
Residence Auckland, New Zealand
62 years
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MEMBER
Qualifications
BA (Hons), MBA
Responsibilities
Non-Executive Director since August 2023.
Holly is a member of the Nomination and
Board Operations Committee.
Career
Holly has extensive experience as a board
director, having served on a wide range of
major listed and unlisted boards in Australia
and New Zealand and having chaired
remuneration, sustainability and audit
and risk committees.
In her executive career, Holly was Chief
Executive Officer of retailer Best & Less and
served in a range of senior customer facing
roles at Telstra, Ford and Pacific Brands.
Holly brings a strong focus on people,
customers and culture, as well as extensive
experience in retail and digital channels.
Relevant other directorships
Director: Woolworths Group Limited
(from 2016) and Fonterra Co-operative
Group Limited (from 2020).
Member: Board Advisory Group,
Bain & Company (from 2021).
Senior Advisor: Pollination (from 2023).
Pro Chancellor: Western Sydney University
(from 2018).
Relevant former directorships
held in last three years include
Former Chairman: Lendi Group
(2020–2021).
Former Deputy Chair: Australia Post
(2015–2020).
Former Director: Abacus Group Holdings
(2018–2022) and Endeavour Group Limited
(2021–2023).
CHAIR MEMBER
Qualifications
BCom, MCom (Hons)
Responsibilities
Non-Executive Director since May 2014.
John is Chair of the Risk Committee and
is a member of the Audit Committee,
Digital Business and Technology
Committee and Nomination and
Board Operations Committee.
Career
John is one of Australia’s most experienced
international bankers having previously
served as Executive Chairman of Deutsche
Bank Australia and New Zealand, and CEO
of Deutsche Bank Australia. John 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.
He is committed to community health,
and is a Director of the Aikenhead Centre
of Medical Discovery Limited (from 2016).
Relevant other directorships
Director: Colmac Group Pty Ltd (from 2014),
AGInvest Holdings Limited (MyFarm
Limited) (from 2014, Chairman 2014–2016),
Balmoral Pastoral Investments (from 2017)
and L1 Long Short Fund (from 2018).
Relevant former directorships
held in last three years include
Former Director: Craigs Investment
Partners Limited (2013–2020).
Holly Kramer
Independent Non-Executive Director
Age
Residence Sydney, Australia
59 years
John Macfarlane
Independent Non-Executive Director
Age
63 years
Residence Melbourne, Australia
22
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Relevant other directorships
Director: Stockland (from 2018) and BHP
Group Limited (from 2020).
Relevant former directorships
held in last three years include
Former Director: Medibank Private Limited
(2014–2021), CSL Limited (2011–2020),
Transurban Group (2012–2020) and
The Baker Heart & Diabetes Institute
(2013–2023).
CHAIR MEMBER
Qualifications
BBus
Responsibilities
Non-Executive Director since November
2021. Christine is Chair of the Audit
Committee and a member of the
Risk Committee, Human Resources
Committee and Nomination and Board
Operations Committee.
Career
Christine is one of Australia’s leading
non-executive directors. Christine has
held executive roles in the infrastructure
and financial services industries. This
includes being CEO of GasNet Australia
and Co-Head of Unlisted Infrastructure
Investments at Colonial First State Global
Asset Management and follows an early
career including investment banking and
audit experience at Price Waterhouse.
MEMBER
Qualifications
BAppSc, MBA
Responsibilities
Non-Executive Director since August
2022. Jeff is a member of the Digital
Business and Technology Committee,
Risk Committee, Human Resources
Committee and Nomination and
Board Operations Committee.
Career
Jeff is an experienced global business and
technology executive, with over 30 years
corporate experience which includes senior
executive roles in a number of companies
including Telstra, Honeywell and Toyota.
Jeff was previously Chief Information Officer
at IBM Corporation where he was globally
responsible for IT strategy, resources,
systems and infrastructure and also led
the company’s Agile transformation.
Jeff was also CEO of Suncorp Business
Services and Suncorp Chief Information
Officer, and Chief Operating Officer of
World Fuel Services Corporation.
Jeff also served on the Australian Fulbright
Commission awarding Australian post-
graduate scholarships to US universities.
He was previously a member of ANZ’s
International Technology and Digital
Business Advisory Panel until 2019.
Relevant other directorships
Director: ANZ Group Services Pty Ltd
(from 2022), Sonrai Security Inc (from 2021)
and Pexa Australia Limited (from 2023).
Advisor: Zoom Video Communications,
Inc (from 2018), Box, Inc. (from 2018)
and World Fuel Services (from 2023).
Christine O’Reilly
Independent Non-Executive Director
Age
62 years
Residence Melbourne, Australia
Jeff Smith
Independent Non-Executive Director
Age
Residence USA
61 years
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Ken AdamsPositionGroup General CounselQualificationsBA, LLB, LLMKen joined the Group as Group General Counsel in August 2019, having assisted the Group with major legal issues for over 10 years. Previously, Ken was a Partner of Freehills and later Herbert Smith Freehills for 21 years, and for six years was a member of the Herbert Smith Freehills Global Board. Ken is one of Australia’s leading commercial lawyers with significant experience in class actions and other complex legal issues. He holds a Master of Laws from the University of Melbourne and is a co-author of Class Actions in Australia.Simon joined the Group in May 2016. He is a Chartered Secretary and Chartered Governance Practitioner 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 the Group and Head of Board Support for Barclays PLC in the United Kingdom.He is a formal brand ambassador for, and is a former National President and Chairman of, Governance Institute of Australia. He is also a member of the Chartered Governance Institute’s Global Thought Leadership Committee. Simon is committed to the promotion and practice of good corporate governance, and regularly presents on governance issues.Simon PordagePositionCompany SecretaryQualificationsLLB (Hons), FGIA, FCG (CS, CGP)COMPANY SECRETARIES QUALIFICATIONS AND EXPERIENCECurrently there are two 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. 24
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RISK MANAGEMENT2023 has seen an elevation of geopolitical tensions and continuing uncertainty in the macroeconomic environment. These continue to pose challenges to operating conditions. We recognise that our customers are similarly affected by these, as well as by additional challenges such as adverse weather events. Our risk management framework and practices have continued to evolve to meet such challenges.External environmentThe heightened geopolitical landscape with the ongoing conflicts in Europe and the Middle East, accompanied by the economic challenges relating to higher interest rates, inflation and real cost of living pressures continue to be the main drivers to create uncertainty for many of our customers. While households and businesses have been largely resilient to date, the Board and management continually monitor these developing conditions to set appropriate risk criteria for a range of potential scenarios. We have focused on the following to help support our customers and their financial resilience: •Global banking instability – Global financial stability risks increased during the year following the failure of some regional banks in the US and the regulator facilitated takeover of Credit Suisse by UBS. In the face of these events the broader global banking system has remained resilient. ANZ has navigated this challenging period from a position of strength as a profitable, well provisioned, strongly capitalised and highly liquid bank and is well placed to support our customers. •Home Loans and Consumer Lending – We continue to engage with our customers to help them better manage their home loans and personal finances. 70 per cent of our customers have paid additional funds to reduce their principal debt with almost half of those more than two years ahead on their repayments. Our portfolio customer credit scores have improved and we have consistently written new businesses at a higher average customer credit score. We have also proactively communicated with our customers to provide reassurance that, where required, we have options available to continue to support them. This includes additional support provided to customers facing natural disasters (for instance, the 2023 cyclones and floods in New Zealand). •Data Analytics – Data and analytics continue to play an important role in early identification of customers heading towards financial difficulty. Our analytics have focused on customer transaction data and the identification of customers that may need additional support. We are using data analytics to look at savings, credit, and offset accounts to better understand customers’ financial behaviour and potential future outcomes. The analysis considers interest rate changes, increases in living expenses and cashflow. We continue to analyse our downturn indicators to understand, quantify, and address impacts to portfolio delinquency through tailored treatments to reduce customer financial difficulties/delinquencies. •Financial health and Wellbeing – Financial health and wellbeing is the guiding principle for our ANZ Plus App which provides tools and insights to help customers to have better visibility and control over their money. In addition, our targeted communication is designed to encourage at-risk customers to take steps to avoid falling behind on loan repayments and to contact ANZ as early as possible if they are experiencing financial difficulty. We have also identified common reasons customers provide for experiencing financial hardship, such as reduced income, medical illness, separation or over-commitment to assist with repayment management. We have also delivered proactive customer support including communications and webinars to help customers as they head into challenging economic times. ANZ 2023 Annual Report
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Risk culture
Risk culture is an important component
of our organisational culture and underpins
the shared values, behaviours and practices
that influence how risk is considered in
decision making.
Significant progress has been made in
strengthening risk culture, with the Group
achieving our target state. The Board
and executive leadership teams have
emphasised the importance of risk culture,
providing strong leadership and oversight.
This has resulted in outcomes that have
further embedded our target risk
behaviours and uplifted risk management
in a number of key focus areas – particularly
the group wide non-financial risk
framework. The risk culture framework,
with our Risk Principles at the core, outlines
the approach to measure, assess, embed
and govern risk culture. The approach
assesses risk management behaviours and
practice through consideration of an annual
risk culture survey as well as frequent
monitoring of business and risk metrics
that provide insights about our risk culture.
Risk culture maturity is assessed at the
divisional and functional1 level to assist
the Board to form a view of our overall
risk culture. Our Board Risk Committee
receives half-yearly updates on plans and
actions being taken to further improve
our risk culture.
Maintaining a sound risk culture is
supported by alignment between our Risk
Principles and organisational behaviours,
training, and tools and resources to
raise awareness of and embed the
behaviours and practices that support
our target risk culture.
Risk culture is included as a performance
objective for all Group Executives, and
risk is a key element of the Group
Performance Framework and Divisional/
individual performance scorecards for our
people’s performance and remuneration.
Behaviours supporting the target risk culture
are reinforced through the Enterprise
Accountability Group (EAG) (see section 8
of the Remuneration Report with the Annual
Report). We acknowledge individuals who
role model outstanding risk behaviours
through their efforts to identify, manage
and mitigate the organisation’s risks and
contribute to our strong risk culture.
Financial crime
We continue to maintain an effective
financial crime risk management program
that anticipates and navigates criminal
threats supported by the right people with
the right tools. The Financial Crime portfolio
continues to be responsible for ensuring
that ANZ meets its regulatory obligations
through its Anti-Money Laundering/
Counter Terrorism Finance and Sanction
Programs, and for delivering enhanced
detection, investigative and/or intelligence
capability focusing on identifying,
mitigating, and managing financial crime
risk and protecting the community. We also
maintain our partnership with the Australian
Transaction Report and Analysis Centre
(AUSTRAC)-led Fintel Alliance to strengthen
the finance industry’s capability to tackle
serious crimes and to better support
police investigations.
Refer to our ESG Supplement available
at anz.com/annualreport for further
information.
Scams
We are continually reviewing and adjusting
our capabilities to keep customers safe as
new scams emerge and cyber criminals
change how they operate. In the last twelve
months, our staff and our systems have
stopped more than $100 million going to
criminals and from April to September this
year. We have has seen a 59% reduction in
customer losses and a 38% increase in
detected and prevented amounts.
Investment in new technologies is critical
as we continue to work to protect our
customers and the community from fraud
and scams. Our newest measures include:
• The deployment of more than 170
new sophisticated algorithms that
have helped to prevent $20m of
customer scam losses across multiple
payment channels.
• A significant investment in a new
capability using Artificial Intelligence
(AI) and Machine Learning technology
designed to detect accounts being used
to receive funds from scam victims.
• Preventing payments being made
to particular high risk cryptocurrency
platforms and introducing new holds
and delays to some payment types
and destinations.
• Working with the major telcos to activate
the Do Not Originate (DNO) service
and to put in place measures that stop
scammers from adopting the “ANZ” label
in text messages.
Non-financial risk
We have made progress against our
non-financial risk transformation agenda.
Our improved Non-financial Risk Framework
is uplifting both the effectiveness and
efficiency of how we manage our non-
financial risks ensuring we can operate
our business well, support the right risk
culture, save time and make things simpler.
It is achieving this by being a holistic,
standardised, integrated and automated
framework with greater data-informed
insights, enhanced operating model
and capability uplift. This enables us to
better anticipate and navigate a changing
environment as we seek to protect our
customers, shareholders and the
community from harm.
Other risks
We manage and monitor risks in
accordance with our Risk Management
Framework (RMF). In addition to our key
material risks - see below - three risks that
we are paying particular attention to are:
Climate-related risk: the Group’s most
material climate-related risks arise from
lending to business and retail customers,
which contributes to credit risk. These
include the effect of extreme weather
events on a customer’s business or property
including impacts to the cost and
availability of insurance and insurance
exclusions, changes to the regulatory and
policy environment in which the customer
operates, disruption from new technology
and changes in demand towards low
carbon products and services. Climate-
related risks may also indirectly affect a
customer through impacts to its supply
chains and customer base.
1. Enablement Functions – Legal, Enterprise Finance, Talent and Culture, Internal Audit, Group Risk, Comms and PA, Group Technology and Group Capability Centre.
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reforms to halt and reverse forest loss,
species extinction and land degradation.
These changes may impact the Group
directly, or indirectly through our customers.
Biodiversity risk is recognised in our Climate
Change Commitment and across our
‘sensitive sector’ lending policies. In line
with our Social and Environmental Risk
Policy, we expect our large business
customers1 to use, or mitigate towards
internationally accepted industry practices
to manage social, environmental and
economic impacts, including potential
impacts on nature. This year have continued
to engage with 100 of our large emitting
business customers to support them to
implement and strengthen their lower
carbon transition plans and enhance their
efforts to protect biodiversity. We have
also utilised the Exploring Natural Capital
Opportunities Risks and Exposure (ENCORE)
tool2 to take initial steps to identify priority
sectors and assess potential sector level
biodiversity impacts and dependencies.
For details on our customer engagement,
the ENCORE tool, including how we are
upskilling our staff and the Taskforce on
Nature-related Financial Disclosures (TNFD)
pilot studies we have participated in this
year, refer to our 2023 Climate-related
Financial Disclosures available at anz.com/
annualreport. This year we have also
sought to draw on the TNFD’s
recommendations to help inform our
disclosures in this document.
Our key material risk category of credit risk
considers the risks associated with lending
to customers that may be impacted by
climate change, including physical and
transition risks. Climate-related risks may
also affect the ability of customers to repay
debt, result in an increased probability of
default, result in ‘stranded assets’, and
impact the amount that the Group is able
to recover due to the value or liquidity of
collateral held as security being impaired.
The Group may also face legal proceedings
and suffer reputational damage if it acts
inconsistently with public commitments
in relation to climate change.
We continue to improve our management
of climate-related risks and recently
elevated climate-related risk as a key
material risk within our RMF - refer below.
We are transitioning our lending with
the goals of the Paris Agreement and
supporting customers to reduce emissions
and enhance their resilience to a changing
climate. In this respect, we factor climate
change risk into lending decisions for large
business customers1, assessing their
capacity to respond to climate change
and the evolving regulatory landscape.
We expect our existing large business
customers in higher-emitting sectors such
as energy, building products and transport
to integrate climate change risk into their
company strategies.
For details on the how we are improving
our management of climate-related risks,
how we govern climate-related risks and
opportunities, performance against our
climate targets and our new sectoral
decarbonisation pathways set in
accordance with our commitment to the
Net-Zero Banking Alliance, refer to our
2023 Climate-related Financial Disclosures
available at anz.com/annualreport. Our
Climate Change Commitment is available
at anz.com/esgreport.
Cybersecurity risk: As a bank, we handle
a considerable amount of personal and
confidential information about our
customers across multiple geographies in
which we operate. We continue to take the
security of our bank, our customers and our
customers’ information very seriously. Our
security strategy has helped build a mature
security risk posture and operational cyber
security capability commensurate with the
size and extent of threats to us.
Cyber security threats continue to
evolve, becoming more sophisticated
and increasing in volume and our approach
draws on multiple layers of security testing
and intelligence, seeking to ensure
sustainable security practices to protect
information and assets. We have layers of
defence within the Group complemented
by robust governance. We use industry
benchmarking as well as a series of
exercises to map and simulate potential
threats. This helps us identify and better
understand emerging threats, and adapt
processes, technology and education to
address the increase in customer fraud
and scams. We maintain strong relationships
and strategic partnerships with government,
industry, community groups and law
enforcement agencies locally and
internationally to promote cyber
security resilience across jurisdictions.
We are fostering a security-centric culture
by providing staff education to help us
to respond to the rapidly changing threat
environment, as well as our customer
education service to engage with and
support our customers. We focus on raising
customer awareness to cyber-threat risk.
Our Cyber security centre also publishes
a range of latest security alerts and
protection approaches to assist our
customers to avoid scams.
Biodiversity risk: Biodiversity loss including
as a result of species extinction or decline,
ecosystem degradation and nature loss
(“Biodiversity Loss") is an emerging risk
which the Group is seeking to understand
further. Biodiversity risks are closely linked
to climate-related risks. Risks are likely to
arise primarily from lending to customers
that have material dependencies and/or
whose actions may have negative impacts
on nature, including biodiveristy. These risks
can also arise from legal, and regulatory
or policy, changes including potential
1. Institutional customers. 2. The ENCORE tool consolidates international and national data from public databases. It is widely used by other banking institutions and recognised as a robust tool.
The ENCORE tool was developed by the Natural Capital Finance Alliance (the NCFA) and the World Conservation Monitoring Centre (the UNEP-WCMC).
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• Risk Culture is an intrinsic part of the
Group’s RMF and underpins the values,
attitudes and behaviours of our staff
which drive the risk decisions we make.
The Group operates a Three Lines-of-
Defence Model. Each line of defence has
clearly defined roles, responsibilities and
escalation paths to support effective risk
management at ANZ. The three lines of
defence model embeds a culture where
risk is everyone’s responsibility.
The business occupies the first line of
defence responsibility for implementation
and ongoing maintenance of the RMF
including day-to-day ownership of risks
and controls.
The Risk function (including Divisional/
functional and Group) form the second
line of defence, providing independent
oversight of the Group’s risk profile and
RMF, including effective challenge to
activities and decisions that materially
affect the Group’s risk profile and assistance
in developing and maintaining the RMF.
Internal Audit is the third line of defence,
providing independent evaluation and
objective assurance on the appropriateness,
effectiveness and adequacy of the
Group’s RMF.
The governance and oversight of risk
management, whilst embedded in
day-to-day activities, is also the focus
of committees and regular forums across
the Group (see diagram next page).
The committees and forums discuss
and monitor known and emerging risks,
review management plans and monitor
progress to address known issues.
Our Risk Management
Framework (RMF)
The Board is ultimately responsible for
establishing and overseeing the Group’s
RMF, which is supported by the Group’s
underlying systems, structures, policies,
procedures, processes and people.
The Board has delegated authority to
the Board Risk Committee (BRC) to develop
and monitor compliance with the Group’s
risk management policies. The Committee
reports regularly to the Board on its
activities. The key pillars of our Group
RMF include:
• The Risk Management Strategy (RMS),
which describes the approach for
managing risk arising from the Group’s
purpose and strategy. The RMS includes:
how the Risk function is structured
to support the Group’s purpose and
strategy, and the execution of the
Group Chief Risk Officer’s prescribed
responsibilities as an Accountable
Person for ANZBGL under the Banking
Executive Accountability Regime;
the values, attitudes and behaviours
required of employees in delivering on
strategic priorities; a description of each
material risk; and an overview of how
the RMF addresses each material risk,
with reference to the relevant policies,
standards and procedures. It also includes
information on how the Group identifies,
measures, evaluates, monitors, reports
and then either controls or mitigates
the material risks and the oversight
mechanism and/or committees in place.
• The Risk Appetite Statement (RAS),
which sets out the Board’s expectations
regarding – for each material risk – the
maximum level of risk the Group is
willing to accept in pursuing its strategic
objectives and its operating plans
considering its shareholders’, depositors’
and customers’ interests.
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BOARD OF DIRECTORS
KEY MANAGEMENT COMMITTEESAudit CommitteeExecutive CommitteeThe Group's most senior executives meet regularly to discuss performance and review shared initiatives.Enterprise Accountability GroupGroup Performance Execution CommitteeThe Group's key Management Committee charged with oversight of the Group’s overall operational performance and position and execution of the operating plan.Principal Board CommitteesGroupDivisionCountryEthics, Environment, Social and Governance CommitteeRisk CommitteeDigital Business and Technology CommitteeNomination and Board Operations CommitteeHuman Resources CommitteeCredit Ratings System Oversight CommitteeCapital and Stress Testing Oversight CommitteeFinancial Crime Operational Risk Executive Committee Sub-CommitteeRegional or Country Risk Management CommitteesCountry Assets and Liability CommitteesCredit and Market Risk CommitteeGroup Asset and Liability CommitteeOperational Risk Executive CommitteeEthics and Responsible Business CommitteeInvestment CommitteeGroup Executive People CommitteeDivisional/Functional Accountability GroupsDivisional Initiatives Review Committees/Project Advisory CouncilsDivisional Risk Management Committees ANZ 2023 Annual Report
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KEY MATERIAL
RISKS
The key material risks facing the Group per the Group's RMS, and how these are managed are summarised below.
Climate change risk is managed and monitored as part of ANZ's business, strategic and capital management processes.
While climate change risk primarily manifests as financial risks, especially credit risk, it may also result in additional market,
operational or other risks.
Our understanding of climate-related risks continues to evolve and mature. On 9 November 2023 our Board Risk Committee
approved that "climate risk" will be elevated as a key material risk. This means going forward that we are further strengthening
our enterprise-wide approach to managing climate risk. We are working to embed this change and expect to disclose our
progress in our 2024 reporting. The table below discusses how climate-related risk has been managed and monitored
during our 2023 financial year.
For further information about the principal risks and uncertainties that the Group faces, see our
“Principal Risks and Uncertainties” disclosure available at anz.com/shareholder/centre.
RISK TYPE
DESCRIPTION
MANAGING THE RISK
We pursue an active approach to Capital Management,
which is designed to protect the interests of depositors,
creditors and shareholders through ongoing review,
and Board approval, of the level and composition of
our capital base against key policy objectives.
Key features of how we manage Compliance Risk
as part of our I.AM (Identify, Act and Monitor)
Framework include:
• Management of key obligations via a Global
Obligations Library, enabling our change
management capability in relation to new
and revised obligations.
• An emphasis on the identification of changing
regulations and the business environment, to enable
proactive assessment of emerging compliance risks.
• Recognition of incident management as a separate
element to enhance our ability to identify, manage
and report on incidents/breaches in a timely manner.
Our Credit Risk framework is top down, being defined
by credit principles and policies. Credit policies,
requirements and procedures cover all aspects of
the credit life cycle from initial approval and risk
grading, through to ongoing management and
problem debt management.
Capital adequacy
risk
Compliance
risk
The risk of loss arising from the Group failing
to maintain the level of capital required by
prudential regulators and other key stakeholders
(shareholders, debt investors, depositors, rating
agencies, etc.) to support the Group’s
consolidated operations and risk appetite.
The risk of failure to act in accordance with laws,
regulations, industry standards and codes,
internal policies and procedures and principles
of good governance as applicable to the
Group’s businesses.
Credit risk
The risk of financial loss resulting from:
• A counterparty failing to fulfil its obligations; or
• A decrease in credit quality of a counterparty
resulting in a loss.
Credit Risk incorporates the risks associated
with our lending to business and retail customers
who could be impacted by climate change or
by changes to laws, regulations, or other policies
adopted by governments or regulatory
authorities, including carbon pricing and
climate change adaptation or mitigation policies.
As noted above, we recently elevated climate-
related risk to be a key material risk in its own
right and will work to embed this within our RMF.
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RISK TYPE
RISK TYPE
DESCRIPTION
DESCRIPTION
MANAGING THE RISK
MANAGING THE RISK
Liquidity and
funding risk
The risk that the Group is unable to meet its
payment obligations as they fall due, including:
Key principles in managing our Liquidity and Funding
Risk include:
• Repaying depositors or maturing
• ANZ’s short term liquidity scenario modelling stresses
wholesale debt; or
• The Group having insufficient capacity to fund
increases in assets.
cash flow projections against multiple survival
horizons’ over which the Group is required
to remain cash flow positive;
Market risk
The risk stems from our trading and balance
sheet activities and is the risk to the Group’s
earnings arising from:
• Changes in interest rates, foreign exchange
rates, credit spreads, volatility, correlations; or
• Fluctuations in bond, commodity or
equity prices.
Operational
risk
The risk of loss and/or non-compliance with laws
resulting from inadequate or failed internal
processes, people and/or 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.
• Longer-term scenarios are in place that measure the
structural liquidity position of the balance sheet.
We have a detailed market risk management and
control framework to support our 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 outcome and
allocates an appropriate amount of capital to support
these activities.
We manage Compliance and Operational Risk in the
best interests of our customers and the community and
to meet expectations of the regulators. The Compliance
and Operational Risk (C&OR) Policy establishes the
fundamental requirements at ANZ which inform
policies, processes, and procedure development of
ANZ’s management of Compliance and Operational
Risk, through timely and appropriate identification,
action and monitoring. We take a risk-based approach
to the management of operational risk and obligations.
This enables the Group to be consistent in proactively
identifying, assessing, managing, reporting and
escalating operational risk-related risk exposures,
while respecting the specific obligations of each
jurisdiction in which the Group operates.
Day-to-day management of operational risk is the
responsibility of business unit line management and
staff. Risk management is supported by a strong Risk
Culture, which seeks to ensure all staff manage risk
on a daily basis – “Risk is Everyone’s Responsibility”.
Strategic risk
Risks that affect or are created by an
organisation’s business strategy and strategic
objectives. A possible source of loss might arise
from the pursuit of an unsuccessful business
plan. For example, Strategic risk might arise
from making poor strategic business decisions,
from the sub-standard execution of decisions,
from inadequate resource allocation, or from
a failure to respond well to changes in the
business environment.
Strategic risks are discussed and managed through our
annual strategic planning process, managed by the
Executive Committee and approved by the Board.
Where the strategy leads to an increase in other Key
Material Risks (e.g. Credit Risk, Market Risk, Operational
Risk) the risk management strategies associated with
these risks form the primary controls.
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RISK TYPE
DESCRIPTION
MANAGING THE RISK
Technology
risk
The risk of loss and/or non-compliance with
laws from inadequate or failed internal processes,
people or systems that deliver Technology assets
and services to customers and staff. This risk
includes Technology assets and services delivered
or managed by third parties, and external events.
Our approach to manage Technology Risk is to manage
our operational risks caused by the use of technology,
including risks associated with cyber security and
third-party providers, in a manner that seeks to ensure
customer information is secure and service disruption
is within acceptable levels.
Our approach to manage Conduct Risk is to seek to
ensure that risks to customers, community and market
integrity are identified, assessed, measured, evaluated,
treated, monitored and reported with appropriate
governance and oversight.
The articulation of Conduct Risk as a Level 1 Risk Theme
under the new NFR model will help manage Conduct
Risk as a key material risk for the Group. To support the
NFR model (and our obligations under Prudential
Standard CPS 220 Risk Management), ANZ has
developed a global Conduct Risk Framework and
Conduct Risk taxonomy which facilitates a clear and
consistent way of managing and monitoring the risk,
and the risk is managed in conjunction with the
Compliance and Operational Risk Policy.
Financial Crime Risk at ANZ is managed using a
risk-based approach in accordance with the Conduct
Risk Framework, and in conjunction with the
Compliance and Operational Risk Framework (I.AM)
and three lines of defence model. However, for
Sanctions, in addition to a risk-based approach to risk
management, there is a rules-based lens to ensure
compliance with Sanctions legislation. For the Business
to identify and manage Financial Crime Risk, it must
identify its regulatory obligations and impacted business
activities and maintain and monitor key controls.
Conduct risk
The risk specifically includes information security
and cyber security and how information held
by the Group needs to be protected from
inappropriate modification, loss, disclosure
and unavailability.
The risk of loss or damage arising from the failure
of the Group, its employees or agents to
appropriately consider the interests of customers,
the integrity of the financial markets and the
expectations of the community in conducting
its business activities.
Financial
crime risk
Financial Crime Risk covers the following risks
at ANZ:
• Money Laundering (ML) Risk – the risk that
we may reasonably face from our products
and/or services being misused to facilitate
the processing of the proceeds of crime to
conceal their illegal origins and make them
appear legitimate.
• Terrorism Financing (TF) Risk – the risk that
we may reasonably face from our products
and/or services being misused to facilitate
the provision or collection of funds with the
intention or knowledge that they may be
used to carry out acts associated in support
of terrorists or terrorist organisations.
• Sanctions Risk – the risk of failing to comply
with laws and regulations relating to sanctions
imposed by governments and multinational
bodies as a result of our products and services
being misused to facilitate prohibited sanctions
activities.
• Fraud Risk – the risk that we may reasonably
face from our products and/or services
being misused to facilitate intentional acts
by one or more individuals, involving the
use of deception to obtain an unjust or
illegal advantage arising from internal or
external sources.
32
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PERFORMANCE
OVERVIEW
OUR PERFORMANCE (continued)
GROUP PERFORMANCE
The results of the Group’s operations and financial position are set out on pages 32-44. Pages 8-11 outline the Group’s strategy and
prospects. Discussion of our approach to risk management, including a summary of our key material risks, is outlined on pages 24-31.
Discussion or disclosure of further business strategies and prospects for future financial years has not been included in this report
because, in the opinion of the directors, it would be likely to result in unreasonable prejudice to the Group.
GROUP PROFIT RESULTS
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
Non-controlling interests
Profit attributable to shareholders of the Company
from continuing operations
Profit/(Loss) after tax from discontinued operations
Profit for the year
2023
Statutory
$m
16,581
3,878
20,459
(10,139)
10,320
(245)
10,075
(2,949)
(28)
7,098
-
7,098
Cash
$m
16,581
4,312
20,893
(10,139)
10,754
(245)
10,509
(3,076)
(28)
7,405
-
7,405
2022
Statutory
$m
14,874
4,552
19,426
(9,579)
9,847
232
10,079
(2,940)
(1)
7,138
(19)
7,119
Cash
$m
14,874
3,673
18,547
(9,579)
8,968
232
9,200
(2,684)
(1)
6,515
(19)
6,496
Statutory profit for the year decreased $21 million on the prior year to $7,098 million. Statutory return on equity is 10.5% and statutory
earnings per share is 236.8 cents, a decrease of 5% on prior year.
The Group uses cash profit, a non-IFRS measure, to assess the performance of its business activities. It is an industry-wide measure which
enables comparison with our peer group. We calculate cash profit by adjusting statutory profit for non-core items. In general, it represents the
financial performance of our core business activities. We use cash profit internally to set targets and incentivise our Senior Executives and
leaders through our remuneration plans. Refer to page 33 for adjustments between statutory and cash profit. The adjustments made in
arriving at cash profit are included in statutory profit which is subject to audit within the context of the external auditor’s audit of the 2023
Financial Report. Cash profit is not subject to audit by the external auditor. Our external auditor has informed the Audit Committee that
adjustments between statutory and cash profit have been determined on a consistent basis across each of the periods presented.
DISCONTINUED OPERATIONS
There are no discontinued operations in the current period. Profit/(Loss) from discontinued operations in the comparative periods relates to
immaterial residual operational costs from divested wealth businesses and partial recovery of certain costs based on Transition Service
Agreements, which ceased in April 2022.
ESTABLISHMENT OF A NEW GROUP ORGANISATIONAL STRUCTURE
On 3 January 2023, Australia and New Zealand Banking Group Limited (ANZBGL) established by a scheme of arrangement, a non-operating
holding company, ANZ Group Holdings Limited (ANZGHL), as the new listed parent holding company of the ANZ Group and implemented a
restructure to separate ANZ’s banking and certain non-banking businesses into the ANZ Bank Group and ANZ Non-Bank Group (Restructure).
The ANZ Bank Group comprises the majority of the businesses and subsidiaries that were held in ANZBGL prior to the Restructure. The ANZ
Non-Bank Group comprises banking-adjacent businesses developed or acquired by the ANZ Group to focus on bringing new technology and
banking-adjacent services to the ANZ Group’s customers, and a separate service company.
This financial report has been prepared for the ANZ Group Holdings Limited consolidated group and reflects a continuation of the ANZ Group
prior to the Restructure.
32 ANZ 2023 ANNUAL REPORT
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OUR PERFORMANCE (continued)
CONTINUING OPERATIONS
Key measures of our financial performance are set out below.
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2023
2022
1.70
1.63
2023
2022
48.5
2023
245
51.6
2022
(232)
CCaasshh pprrooffiitt11
(($$mm))
2023
2022
7,405
6,515
2020
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DDiivviiddeenndd ppeerr sshhaarree
((cceennttss))
2023
2022
10.9
2023
10.4
2022
247.1
228.8
2023
2022
13.3
12.3
2023
2022
175
146
1. Information has been presented on a cash profit from continuing operations basis.
ADJUSTMENTS BETWEEN STATUTORY PROFIT AND CASH PROFIT ($m)
217
90
7,405
7,098
2023 Statutory profit
attributable to shareholders
of the Company from
continuing operations
Economic
hedges
Revenue and
expense hedges
2023 Cash profit
attributable to shareholders
of the Company from
continuing operations
Adjustments between continuing operations statutory profit and cash profit are summarised below:
Adjustment
Comment for the adjustment
Economic hedges
2023: $217 million loss
2022: $569 million gain
Revenue and expense
hedges
2023: $90 million loss
2022: $54 million gain
The Group enters into economic hedges to manage its interest rate and foreign exchange risk which, in
accordance with accounting standards, result in fair value gains and losses being recognised within the Income
Statement. We remove the fair value adjustments from cash profit since the profit or loss resulting from the hedge
transactions will reverse over time to match with the profit or loss from the economically hedged item as part of
cash profit. This includes gains and losses arising from derivatives not designated in accounting hedge
relationships but which are considered to be economic hedges, including hedges of foreign currency debt
issuances and foreign exchange denominated revenue and expense streams, primarily NZD and USD (and USD
correlated), as well as ineffectiveness from designated accounting hedges.
In the 2023 financial year, losses on economic hedges relate to funding-related swaps, principally from narrowing
USD/EUR and USD/JPY currency basis spreads. Further losses were driven by the yield curve movement impact on
net pay fixed economic hedge positions, largely during the first half of 2023. Losses on revenue and expense
hedges were mainly due to the depreciation of AUD against the NZD.
ANZ 2023 ANNUAL REPORT 33
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ANZ 2023 Annual Report
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GROUP CASH PROFIT PERFORMANCE FROM CONTINUING OPERATIONS
Financial performance and the analysis thereof has been presented on a cash profit from continuing operations basis.
CASH PROFIT FROM CONTINUING OPERATIONS ($m)
639
1,707
(560)
(477)
7,405
(419)
Net interest
income
Other
operating
income
Operating
expenses
Credit
impairment
6,515
2022 Cash profit
attributable to
shareholders of
the Company
from continuing
operations
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
Non-controlling interests
Cash profit attributable to shareholders of the Company
from continuing operations
Income tax
expense &
non-controlling
interests
2023 Cash profit
attributable to
shareholders of
the Company
from continuing
operations
2023
$m
16,581
4,312
20,893
(10,139)
10,754
(245)
10,509
(3,076)
(28)
7,405
2022
$m
14,874
3,673
18,547
(9,579)
8,968
232
9,200
(2,684)
(1)
6,515
Movt
11%
17%
13%
6%
20%
large
14%
15%
large
14%
Cash profit attributable to shareholders of the Company from continuing operations increased $890 million (14%) compared with the 2022
financial year.
Net interest income increased $1,707 million (11%) driven by a $65.0 billion (7%) increase in average interest earning assets and a 7 bps
increase in net interest margin. The increase in average interest earning assets was driven by lending growth across all divisions, higher liquid
assets and the impact of foreign currency translation. The increase of 7 bps was driven by favourable deposit margins, higher earnings on
capital and replicating deposits, and favourable lending mix. This was partially offset by home loan pricing competition, unfavourable deposit
mix, and Markets activities impacted by higher funding costs, primarily on commodity assets, where the related revenues are recognised as
Other operating income.
Other operating income increased $639 million (17%) primarily driven by an increase of $1,063 million in Markets other operating income
from increased customer activity and more favourable trading conditions. This was partially offset by a $232 million decrease from business
divestments/closures, $98 million of lower realised gains on economic hedges against foreign currency denominated revenue streams
offsetting net favourable foreign currency translations elsewhere in the Group, and a $43 million decrease from the loss on disposal of data
centres in Australia.
Operating expenses increased $560 million (6%) driven by inflationary impacts, incremental costs associated with strategic initiatives, higher
Suncorp Bank acquisition related costs, costs previously attributed to discontinued operations, and the initial levy under the Financial Services
Compensation Scheme of Last Resort Levy Act 2023 (CSLR Levy). This was partially offset by productivity initiatives and investment re-
prioritisation.
Credit impairment increased $477 million driven by increases in both collectively assessed and individually assessed credit impairment.
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OUR PERFORMANCE (continued)
ANALYSIS OF CASH PROFIT PERFORMANCE
Net interest income
GROUP NET INTEREST MARGIN (bps)
32
11
178
(1)
163
(8)
(2)
170
(6)
(19)
2022 Cash
net interest
margin
Assets
pricing
Deposits
pricing
Assets and
funding mix
Capital and
replicating
portfolio
Wholesale
funding
2023 Cash
net interest
margin
subtotal
Liquidity
Markets
activities
2023 Cash
net interest
margin
Net interest income1
Net interest margin (%) - cash1
Average interest earning assets
Average deposits and other borrowings
1. Includes the major bank levy of -$353 million (2022: -$340 million).
2023
$m
16,581
1.70
975,079
824,809
2022
$m
14,874
1.63
910,037
780,373
Movt
11%
7 bps
7%
6%
Net interest income increased $1,707 million (11%) driven by a $65.0 billion (7%) increase in average interest earning assets and a 7 bps
increase in net interest margin.
Net interest margin increased 7 bps driven by favourable deposit margin from a rising interest rate environment, higher earnings on capital
and replicating deposits, and favourable lending mix with a shift towards higher margin variable rate home loans. This was partially offset by
home loan pricing competition in the Australia Retail and New Zealand divisions, unfavourable deposit mix with a shift towards lower margin
term deposits and increased term wholesale funding relative to customer deposits, lower average yield on Markets averages earning assets
due to higher funding costs for commodity assets where the related revenues are recognised as Other operating income, and growth in
lower yielding liquid assets to replace Committed Liquidity Facility (CLF) which ceased in the first half of 2023, other increases in liquid assets
to meet regulatory compliance requirements, and higher wholesale funding rates.
Average interest earning assets increased $65.0 billion (7%) driven by lending growth across all divisions, higher liquid assets and the impact
of foreign currency translation.
Average deposits and other borrowings increased $44.4 billion (6%) driven by growth in term deposits across all divisions, higher deposits
and repurchase agreements from other banks, higher certificates of deposit and the impact of foreign currency translation. This was partially
offset by lower at-call deposits.
ANZ 2023 ANNUAL REPORT 35
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ANZ 2023 Annual Report
OUR PERFORMANCE (continued)
Other operating income
OTHER OPERATING INCOME ($m)
3,673
2022 Cash
other
operating
income
(45)
Net fee and
commission
income
1
Net fee and commission income1
Markets other operating income
Share of associates' profit/(loss)
Other1
Total cash other operating income
1. Excluding the Markets business unit.
1,063
44
(423)
4,312
Markets
other
operating
income
Share of
associates’
profit/(loss)
Other
1
2023 Cash
other
operating
income
2023
$m
1,862
1,923
221
306
4,312
2022
$m
1,907
860
177
729
3,673
Movt
-2%
large
25%
-58%
17%
Net fee and commission income decreased $45 million (-2%) driven by lower revenue post Worldline business divestment in the prior year,
and lower cards revenue in the New Zealand division due to regulatory fee changes introduced in November 2022. This was partially offset by
higher cards revenue in the Australia Retail division due to recovery in spending, and higher home loan offset account and annual card fees as
waivers related to the transition of Breakfree Package concluded.
Markets other operating income increased $1,063 million driven by increases in Franchise Revenue across all business lines and geographies
from increased customer activity and more favourable trading conditions, an increase in Balance Sheet driven by favourable yield curve
movements and portfolio repricing, and an increase in Derivative Valuation Adjustments with gains from tightening credit spreads, and lower
currency and interest rate volatility.
Share of associates' profit increased $44 million (25%) driven by increase in the Group’s equity accounted share of profit from P.T Bank Pan
Indonesia and AMMB Holdings Berhad.
Other decreased $423 million (-58%) primarily driven by a gain on completion of the ANZ Worldline partnership in 2022, lower realised gains
on economic hedges against foreign currency denominated revenue streams offsetting net favourable foreign currency translations
elsewhere in the Group, and a loss on disposal of data centres in Australia. This was partially offset by the net impact from recycling of foreign
currency translation reserves from other comprehensive income to profit or loss on dissolution of a number of international entities in the
current and prior year, and a loss on sale of the financial planning and advice business in 2022.
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OUR PERFORMANCE (continued)
Operating expenses
OPERATING EXPENSES ($m)
466
79
(63)
68
10
10,139
9,579
2022 Cash
operating
expenses
Personnel
Premises
Technology
Restructuring
Other
Personnel
Premises
Technology
Restructuring
Other
Total cash operating expenses
Full time equivalent staff1
Average full time equivalent staff1
2023
$m
5,762
658
1,700
169
1,850
10,139
40,342
39,885
2022
$m
5,296
721
1,621
101
1,840
9,579
39,172
39,672
2023 Cash
operating
expenses
Movt
9%
-9%
5%
67%
1%
6%
3%
1%
1. 2022 comparative information has been restated to include full time equivalent staff of the consolidated investments managed by 1835i Group Pty Ltd in the Group Centre division (FTE:185;
Average FTE: 126).
Personnel expenses increased $466 million (9%) driven by incremental costs associated with strategic initiatives, inflationary impacts on
wages including an increase in leave provisions, costs previously attributed to discontinued operations, and the impact of unfavourable
foreign currency translation. This was partially offset by productivity initiatives and investment re-prioritisation.
Premises expenses decreased $63 million (-9%) driven by the lease exit on modification of a significant lease arrangement in the prior year,
and lower rent as the result of a reduction in the Group’s property footprint, including the exit of 55 Collins Street Melbourne in the prior year.
Technology expenses increased $79 million (5%) driven by incremental costs associated with strategic initiatives, higher software licence
costs, inflationary impacts on vendor costs, and costs previously attributed to discontinued operations. This was partially offset by benefits
from technology simplification, investment re-prioritisation, and lower amortisation.
Restructuring expenses increased $68 million (67%) driven by operational changes across all divisions.
Other expenses increased $10 million (1%) driven by higher Suncorp Bank acquisition related costs, and the initial CSLR Levy, partially offset by
investment re-prioritisation.
ANZ 2023 ANNUAL REPORT 37
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ANZ 2023 Annual Report
OUR PERFORMANCE (continued)
Credit impairment
Collectively assessed credit impairment charge/(release) ($m)
Individually assessed credit impairment charge/(release) ($m)
Credit impairment charge/(release) ($m)
Gross impaired assets ($m)
Credit risk weighted assets ($b)
Total allowance for expected credit losses (ECL) ($m)
Individually assessed as % of gross impaired assets
Collectively assessed as % of credit risk weighted assets
COLLECTIVELY ASSESSED CREDIT IMPAIRMENT CHARGE/(RELEASE) ($m)
2023
152
93
245
1,521
349.0
4,408
24.7%
1.16%
2022
(311)
79
(232)
1,445
359.4
4,395
37.5%
1.07%
Movt
large
18%
large
5%
-3%
0%
235
25
0
152
(18)
(3)
224
(311)
2022 Collectively
assessed credit
impairment
release
Australia
Retail
Australia
Commercial
Institutional
New Zealand
Pacific
Group Centre
2023 Collectively
assessed credit
impairment
charge
The collectively assessed impairment charge of $152 million for 2023 was driven by deterioration in the economic outlook and credit risk. This
was partially offset by favourable changes in portfolio composition, particularly in the Institutional division. The collectively assessed
impairment release of $311 million for 2022 was driven by improvements in credit risk, favourable changes in portfolio composition, and a net
release of management temporary adjustments. This was partially offset by an increase of downside risks associated with the economic
outlook.
INDIVIDUALLY ASSESSED CREDIT IMPAIRMENT CHARGE/(RELEASE) ($m)
40
5
42
79
(35)
(19)
93
(19)
2022 Individually
assessed credit
impairment
charge
Australia
Retail
Australia
Commercial
Institutional
New Zealand
Pacific
Group Centre
2023 Individually
assessed credit
impairment
charge
The individually assessed credit impairment charge increased $14 million (18%) driven by increases in the New Zealand and Australia Retail
divisions due to lower write-backs and recoveries. This was partially offset by decreases in the Institutional division due to write-back of a
single name exposure, and the Pacific division due to higher write-backs.
38 ANZ 2023 ANNUAL REPORT
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OUR PERFORMANCE (continued)
GROSS IMPAIRED ASSETS BY DIVISION ($m)
130
29
137
1,445
(112)
0
1,521
(108)
2022 Gross
impaired assets
Australia
Retail
Australia
Commercial
Institutional
New Zealand
Pacific
Group Centre
2023 Gross
impaired assets
Gross impaired assets increased $76 million (5%) driven by increases in the Australia Retail division due to increase in restructured Home Loans
facilities, and the Institutional division due to the downgrade of several single name collateralised exposures. This was partially offset by
decreases in the Australia Commercial division due to reduced number of downgrades, and the Pacific division due to upgrade of restructured
exposures.
TOTAL ALLOWANCE FOR EXPECTED CREDIT LOSSES ($m)
43
4
106
4,395
2022 Total
allowance
for expected
credit losses
(38)
(1)
4,408
(101)
Australia
Retail
Australia
Commercial
Institutional
New Zealand
Pacific
Group Centre
2023 Total
allowance
for expected
credit losses
The increase in total allowance for expected credit losses was driven by a $179 million increase in the collectively assessed allowance for
expected credit loss, partially offset by a $166 million decrease in the individually assessed allowance for expected credit losses.
The increase in collectively assessed allowance for expected credit losses was driven by $171 million for the downside risks associated with the
economic outlook, $54 million from deterioration in credit risk and $30 million from foreign currency translation and other impacts. This was
partially offset by $72 million from favourable changes in portfolio composition, particularly in the Institutional division and $4 million
reduction in management temporary adjustments.
The decrease in individually assessed allowance for expected credit losses was driven by decreases in the Institutional division due to the
write-back of a large single name exposure and Australia Commercial division due to reductions in the level of impaired loans.
ANZ 2023 ANNUAL REPORT 39
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40
ANZ 2023 Annual Report
OUR PERFORMANCE (continued)
DIVISIONAL PERFORMANCE
2023
Net interest margin1
Operating expenses to operating income
Cash profit from continuing
operations ($m)
Net loans and advances ($b)
Customer deposits ($b)
Number of FTE
2022
Net interest margin1
Operating expenses to operating income
Cash profit from continuing
operations ($m)
Net loans and advances ($b)
Customer deposits ($b)
Number of FTE
Australia
Australia
Retail Commercial
Institutional
New
Zealand
2.22%
55.6%
1,874
312.2
164.8
11,313
2.70%
39.6%
1,440
61.6
113.4
3,514
0.89%
40.2%
2,963
210.2
266.5
6,412
2.64%
36.3%
1,552
121.8
99.1
6,766
Australia
Australia
Retail Commercial
Institutional
New
Zealand
2.25%
55.2%
2,009
290.3
150.0
11,107
2.10%
40.3%
1,551
59.7
112.2
3,551
0.90%
48.0%
1,937
207.2
262.5
6,316
2.47%
38.2%
1,449
113.3
92.0
6,793
Pacific
3.91%
69.7%
Group
Centre
n/a
n/a
Group
1.70%
48.5%
71
(495)
7,405
1.7
3.7
1,013
(0.5)
(0.3)
11,324
707.0
647.1
40,342
Pacific
2.82%
93.3%
Group
Centre
n/a
n/a
Group
1.63%
51.6%
9
(440)
6,515
1.8
3.8
1,086
0.1
(0.1)
10,319
672.4
620.4
39,172
1. The net interest margin excluding Markets business unit was 2.39% (2022: 2.17%) for the Group and 2.31% (2022: 1.93%) for the Institutional division.
40 ANZ 2023 ANNUAL REPORT
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OUR PERFORMANCE (continued)
DIVISIONAL PERFORMANCE
Australia Retail
Lending volumes increased driven by home loan growth, partially offset by lower unsecured lending. Net interest margin
decreased driven by asset margin contraction from competitive pressure, unfavourable deposit mix with a shift towards lower
margin term deposits and higher net funding costs. This was partially offset by favourable deposit margins from a rising interest rate
environment, favourable lending mix with a shift towards higher margin variable home loans and higher earnings on capital and
replicating portfolio. Other operating income increased driven by higher cards revenue reflecting an increase in consumer
spending, and higher home loan offset account and annual card fees as waivers related to the transition of Breakfree Package
concluded. This was partially offset by lower insurance-related income. Operating expenses increased driven by inflationary
impacts, incremental costs associated with strategic initiatives including ANZ Plus and higher restructuring expense. This was
partially offset by productivity initiatives and investment re-prioritisation. Credit impairment charge increased driven by higher
collectively assessed credit impairment, and higher individually assessed credit impairment due to lower write-backs and recoveries.
Australia Commercial
Lending volumes increased driven by SME and Specialist Business lending growth, partially offset by the sale of Investment Lending
business and asset finance run-off. Net interest margin increased driven by favourable deposit margins from a rising interest rate
environment and higher earnings on capital and replicating portfolio. This was partially offset by unfavourable deposit mix with a
shift towards lower margin term deposits, higher net funding costs and asset margin contraction from competitive pressure. Other
operating income decreased driven by the gain on sale relating to the ANZ Worldline partnership in the prior year and lower impact
of divested business results. This was partially offset by the loss on sale of the financial planning and advice business in the prior year,
and higher cards revenue reflecting an increase in commercial spending. Operating expenses increased driven by inflationary
pressure, incremental costs associated with strategic initiatives and higher restructuring expense, partially offset by lower costs post
business divestment and productivity initiatives. Credit impairment charge increased driven by higher collectively assessed credit
impairment, and higher individually assessed credit impairment charge.
Institutional
Lending momentum was sustained, with higher Markets balances partially offset by lower Transaction Banking volumes. Net
interest margin ex-Markets increased driven by favourable deposit margins from a rising interest rate environment and higher
earnings on capital and replicating portfolio. Other operating income increased primarily driven by higher Markets revenues from
increased customer activity and more favourable trading conditions. Operating expenses increased driven by inflationary impacts
and incremental costs associated with strategic initiatives, partially offset by productivity initiatives. Credit impairment release
increased driven by release of collectively assessed credit impairment, and release of individually assessed credit impairment due to
write-back of a single name exposure.
New Zealand
Lending volumes increased driven by home loan growth, partially offset by contraction in business lending. Net interest margin
increased driven by favourable deposit margins from a rising interest rate environment. This was partially offset by asset margin
contraction from competitive pressure and unfavourable deposit mix with a shift towards lower margin term deposits. Other
operating income decreased driven by gain on sale of government securities in 2022 and lower cards revenue due to regulatory
changes introduced in November 2022. Operating expenses increased driven by inflationary pressure and customer remediation
provision release in the prior year. Credit impairment charge increased driven by increase in collectively assessed credit impairment
and increase in individually assessed credit impairment due to lower write-backs and recoveries.
Pacific
Cash profit increased driven by higher net interest margin, loss on the planned closure of ANZ American Territories in 2022, and
higher credit impairment release due to higher write-backs.
Group Centre
2023 included the recycling of foreign currency translation reserves (FCTR gain) from other comprehensive income to profit or loss
on dissolution of a number of legal entities, loss on sale of data centres in Australia, transaction related costs, and initial CSLR Levy.
2022 included the recycling of FCTR loss from other comprehensive income to profit or loss on dissolution of a number of legal
entities, and a net charge on lease modification impacts of a significant lease arrangement.
ANZ 2023 ANNUAL REPORT 41
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42
ANZ 2023 Annual Report
OUR PERFORMANCE (continued)
FINANCIAL POSITION OF THE GROUP
Condensed balance sheet
Assets
Cash / Settlement balances owed to ANZ / Collateral paid
Trading assets and investment securities
Derivative financial instruments
Net loans and advances
Other
Total assets
Liabilities
Settlement balances owed by ANZ / Collateral received
Deposits and other borrowings
Derivative financial instruments
Debt issuances
Other
Total liabilities
Total equity
As at
2022
$b
185.6
121.4
90.2
672.4
16.0
2023
$b
186.1
134.4
60.4
707.0
17.7
1,105.6
1,085.6
29.7
814.7
57.5
116.0
17.7
1,035.6
70.0
30.0
797.3
85.1
93.7
13.2
1,019.3
66.4
Movt
0%
11%
-33%
5%
11%
2%
-1%
2%
-32%
24%
34%
2%
5%
Trading assets and investment securities increased $13.0 billion (+11%) driven by an increase in government and semi-government bonds,
and treasury bills.
Derivative financial assets and liabilities decreased $29.8 billion (-33%) and $27.6 billion (-32%) respectively driven by market rate
movements and maturing prior period foreign exchange spot and forwards positions.
Net loans and advances increased $34.6 billion (+5%) driven by home loan growth in the Australia Retail ($21.6 billion) and New Zealand ($3.0
billion) divisions, higher lending volumes in the Australia Commercial ($1.8 billion) and Institutional ($1.8 billion) divisions and the impact of
foreign currency translation.
Deposits and other borrowings increased $17.4 billion (+2%) driven by increases in customer deposits in the Australia Retail ($14.8 billion),
Institutional ($2.7 billion) and New Zealand ($1.8 billion) divisions, an increase in certificates of deposit ($7.8 billion) and the impact of foreign
currency translation. This was partially offset by decreases in deposits from banks and repurchase agreements ($11.2 billion) and commercial
paper ($6.3 billion).
Debt issuances increased $22.3 billion (+24%) driven by the issue of new senior and subordinated debt, including ANZ Capital Notes 8.
42 ANZ 2023 ANNUAL REPORT
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OUR PERFORMANCE (continued)
Liquidity
AANNZZ BBaannkk GGrroouupp
Total liquid assets ($b) 1
Liquidity Coverage Ratio (LCR) 1
Average
2023
268.3
130%
2022
241.7
131%
1. Full year average, calculated as prescribed per APRA Prudential Regulatory Standard (APS 210 Liquidity) and consistent with APS 330 requirements.
Following the Restructure on 3 January 2023, the Group has operated under a non-operating holding company structure whereby:
• ANZBGL’s liquidity risk management framework remains unchanged and continues to operate its own liquidity and funding program,
governance frameworks and reporting regime reflecting its authorised deposit-taking institution (ADI) operations;
• ANZGHL (parent entity) has no material liquidity risk given the structure and nature of the balance sheet; and
• ANZ Non-Bank Group is not expected to have separate funding arrangements and will rely on ANZGHL for funding.
Furthermore, a separate liquidity policy has been established for ANZGHL and ANZ Bank Group to reflect the differing nature of liquidity risk
inherent in each business model. The Group will ensure that the parent entity and ANZ Non-Bank Group holds sufficient cash reserves to meet
operating and financing requirements.
ANZBGL Group holds a portfolio of high quality unencumbered liquid assets in order to protect the ANZBGL 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: 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: 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: eligible securities listed by the RBNZ and assets qualifying as collateral for the CLF.
ANZBGL Group monitors and manages the size and composition of its liquid assets portfolio on an ongoing basis in line with regulatory
requirements and the risk appetite set by the ANZBGL Board.
The LCR remained above the regulatory minimum of 100% throughout this period.
Funding
ANZ Bank Group
Customer liabilities (funding)
Wholesale funding
Shareholders’ equity
Total funding
Net Stable Funding Ratio
2023
$b
659.1
316.8
69.1
1,045.0
116%
2022
$b
628.4
300.3
66.4
995.1
119%
The Group targets a diversified funding base, avoiding undue concentration by investor type, maturity, market source and currency.
Net Stable Funding Ratio remained above the regulatory minimum of 100% throughout this period.
During 2023, the ANZ Bank Group issued $39.9 billion term wholesale debt funding (of which $3.0 billion was pre-funding for the 2024
financial year) with a remaining term greater than one year as at 30 September 2023, and $1.5 billion of Additional Tier 1 Capital.
ANZ 2023 ANNUAL REPORT 43
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ANZ 2023 Annual Report
OUR PERFORMANCE (continued)
Capital management1
Common Equity Tier 1 (Level 2)
- APRA Basel III
Credit risk weighted assets ($b)
Total risk weighted assets ($b)
APRA Leverage Ratio
2023
2022
Movt
13.3%
349.0
433.3
5.4%
12.3%
359.4
454.7
5.4%
-3%
-5%
1. 2022 comparatives are based on APRA Basel 3 requirements, whereas 2023 is based on the Capital Reform requirements.
ANZ’s capital management framework includes managing capital at Level 1, Level 2 and ANZGHL Group.
ANZ’s framework includes managing to Board approved risk appetite settings and maintaining all regulatory requirements. APRA
requirements at Level 1 and Level 2 include ANZ operating at or above APRA’s expectation for Domestic Systematically Important Banks (D-
SIBs) following the implementation of APRA’s Capital Reform which was effective January 2023.
APRA’s authority for ANZGHL to be a non-operating holding company (NOHC) of an ADI includes five conditions for ANZ’s capital
management framework. All five conditions were satisfied at 30 September 2023.
ANZ Bank Group
APRA, under the authority of the Banking Act 1959, sets minimum regulatory requirements for banks including what is acceptable as
regulatory capital and provides methods of measuring the risks incurred by ANZ Bank Group.
APRA Capital Reform
APRA released new bank capital adequacy requirements applying to Australian incorporated registered banks, which are set out in APRA’s
Banking Prudential Standard documents. ANZ implemented these new requirements from 1 January 2023. The application of APRA Capital
Reform reduced RWA by $34.5 billion, equivalent to a 100 bps CET1 ratio benefit. This was partially offset by APRA’s expectations that ADIs
operate a higher capital ratio to maintain an unquestionably strong level.
The ANZ Bank Group’s Common Equity Tier 1 ratio was 13.3% based on APRA Basel III standards, exceeding APRA’s minimum requirements. It
increased 105 bps driven by cash earnings, and APRA Capital Reform impacts. This was partially offset by the impact of dividends paid during
the year, underlying RWA movement, capital deductions and surplus capital transferred to ANZGHL as part of the Restructure.
At 30 September 2023, the Group’s APRA leverage ratio was 5.4% which is above the 3.5% proposed minimum for internal ratings-based
approach ADI (IRB ADI), which includes ANZ.
Dividends
Our financial performance allowed us to propose that a final dividend of 94 cents be paid on each eligible fully paid ANZ ordinary share,
partially franked at 56% for Australian taxation purposes. The final dividend is comprised of an 81 cents per share dividend partially franked at
65% and an additional one-off unfranked dividend of 13 cents per share, bringing the total dividend for the 2023 financial year to 175 cents
per share. This represents a dividend payout ratio of 71.0% of cash profit from continuing operations.
The final dividend will be paid on 22 December 2023 to owners of ordinary shares at the close of business on 17 November 2023 (record date),
and carries New Zealand imputation credits of NZD 11 cents per ordinary share.
ANZ has a Dividend Reinvestment Plan (DRP) and a Bonus Option Plan (BOP) that will operate in respect of the proposed 2023 final dividend.
For the 2023 final dividend, ANZ intends to provide shares under the DRP through an on-market purchase and BOP through the issue of new
shares.
Further details on dividends provided for or paid during the year ended 30 September 2023 are set out in Note 6 Dividends in the Financial
Report.
Shareholders returns
EEaarrnniinnggss ppeerr sshhaarree ––
ccaasshh11 ((cceennttss))
DDiivviiddeenndd ppeerr sshhaarree
((cceennttss))
DDiivviiddeenndd ppaayyoouutt
rraattiioo11 ((%%))
TToottaall sshhaarreehhoollddeerr
rreettuurrnn ((%%))
2023
2022
247.1
228.8
2023
2022
175.0
146.0
2023
2022
71.0
2023
20.0
64.8
2022
(14.0)
1. Information has been presented on a cash profit from continuing operations basis.
44 ANZ 2023 ANNUAL REPORT
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PAGE INTENTIONALLY
LEFT BLANK
46
ANZ 2023 Annual Report
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REMUNERATION
REPORT
Our employee engagement score has
remained the highest in the Australian
banking sector and improved even further
to now sit equal to the world’s best
companies in any industry. We have
made substantial progress in hiring and
promoting women into leadership roles,
and significantly, three of our four Divisions
are now led by women.
2023 variable remuneration
outcomes
As a Board, we believe we have
appropriately recognised the results
achieved by the executive team who have
delivered a strong result for the bank and
shareholders, in a challenging environment.
Our Chief Executive Officer (CEO), Shayne
Elliott, performed well this year and in the
Board’s view deserves an assessment of well
above target for his personal objectives.
He also has ultimate accountability for the
broader Group’s performance which was
assessed as above target.
The Board determined the appropriate
2023 Short Term Variable Remuneration
(STVR) outcome was 96% of his maximum
opportunity (120% of target opportunity).
This is the first above target STVR award
for the CEO since commencing in the
role in 2016.
2023 Long Term Variable Remuneration
(LTVR) was the first LTVR award under our
new executive remuneration structure.
A recap of the remuneration structure
(to ensure compliance with APRA CPS 511
Remuneration), is summarised in section 3.2.
The CEO’s proposed 2024 LTVR of $3.375m
will be subject to a shareholder vote at the
upcoming Annual General Meeting (AGM).
For Disclosed Executives, the Board
approved 2023 STVR outcomes which
range from 80% to 100% of maximum
opportunity (average 89%). This reflects
their individual and Divisional performance
and the above target assessment for Group
performance. 2023 LTVR (50% performance
rights and 50% restricted rights) was
awarded at full opportunity at the start
Ilana Atlas, AO
Chair – Human Resources Committee
2023 Remuneration
Report – audited
Dear Shareholder,
ANZ delivered strong results strategically,
financially and culturally in financial year
2023. Our performance highlights are
contained in the Chairman and CEO’s
messages within the Annual Report.
The Group achieved a total shareholder
return (TSR) of 20% over the past financial
year with contribution from both share
price appreciation and dividends paid.
ANZ’s three-year TSR was 76%.
The team has produced good year-on-year
outcomes while investing in a number of
longer-term strategic initiatives that will
position us well for the future. This includes
ongoing investment in our Retail Platform
ANZ Plus which at the end of 2023 had
465K customers and $9.4bn in deposits,
growth in our industry leading high
returning Institutional Payments Cash
Management and Platform Services
businesses and in our Commercial business
which delivered close to 20% of ANZ’s
Group Profit.
The Group maintained a high degree of risk
discipline during this volatile period with
the foundational work completed over prior
years positioning us well to manage
financial and non-financial risk in a
considered and thoughtful way. There was
a material uplift in the work to embed a
non-financial risk framework, and other risk
related programs remain on track despite
their complexity.
ANZ 2023 Annual Report
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47
• for the absolute Compound Annual
Growth Rate (CAGR) TSR hurdle:
CAGR targets to be based on the time
weighted cost of capital over the
four-year performance period (rather
than the cost of capital at the start of the
period), to better reflect cyclical factors
impacting shareholders for improved
shareholder alignment.
See section 7.2.5 for detail.
Non-Executive Director (NED) fees
While there were no changes to NED fees
for 2023, some uplifts for 2024 have been
approved. For 2024, there is no uplift to
the Board Chair fee, a 2% uplift to the NED
member fee (noting that this is the first
increase since 2016), and uplifts to fees
for Committee chairs and members (see
section 9.1).
This was a year of good performance, where
we achieved good results in the year, while
also making significant progress towards
creating long-term value. Thank you to all
our employees for their commitment and
contribution this year.
On behalf of the Board, I invite you to
consider our Remuneration Report which
will be presented to shareholders at the
2023 AGM.
of the 2023 year, following the Board’s
pre grant assessment for restricted rights
determining that no reduction
was required.
There were no performance rights due
to vest in financial year 2023, as a result
of a change in the performance period
from three years to four years in 2019.
2023 fixed remuneration
As reported last year, effective for 2023,
Disclosed Executives (excluding the CEO),
received a fixed remuneration (FR)
adjustment of ~4% as a result of the
changes we made to the executive
remuneration structure in 2022 (i.e., to
balance the significant reduction in their
maximum variable remuneration
opportunity from 402% to 235% of FR).
There were no further increases except for
the Group Executive, Technology & Group
Services who received a market adjustment
reflecting the expansion of responsibilities
effective 1 November 2022.
Changes to the way we
remunerate executives
For future LTVR awards of performance
rights (i.e., these changes apply from
financial year 2024 and do not apply
to awards currently on foot), the Board
has approved that:
• for the relative TSR hurdle: DBS
Bank Limited to be removed from
the Select Financial Services (SFS)
comparator group to better balance the
weighting of international peers in our
comparator group;
Ilana Atlas, AO Chair – Human Resources Committee
CONTENTS1. Who is covered by this report 482. 2023 outcomes at a glance 493. Overview of ANZ’s remuneration structure 504. Group performance 525. 2023 CEO and Disclosed Executive outcomes 566. Structure and delivery: performance 627. Structure and delivery: remuneration 638. Accountability and Consequence Framework 709. Non-Executive Director (NED) remuneration 7210. Remuneration governance 7411. Other information 76 48
ANZ 2023 Annual Report
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
The Remuneration Report for ANZ Group Holdings Limited (ANZGHL) outlines our
remuneration strategy and structure and the remuneration practices that apply to Key
Management Personnel (KMP). This report has been prepared, and audited, as required
by the Corporations Act 2001. It forms part of the Directors’ Report.
It should be noted that ANZ Group Holdings Limited (ANZGHL) replaced Australia and New Zealand Banking Group Limited (ANZBGL)
as the listed entity on 3 January 2023 under a scheme of arrangement approved by shareholders at the Annual General Meeting (AGM) on
15 December 2022. This report includes disclosures for the full financial year 2023 (1 October 2022 to 30 September 2023). Ordinary shares
and employee equity (deferred shares, deferred share rights, restricted rights and performance rights) held prior to 3 January 2023 were
previously ANZBGL related equity – post the listing of ANZGHL the equity was converted to ANZGHL related equity. References to ‘the
Board’ throughout this report mean the Boards of ANZGHL and ANZBGL.
1
WHO IS COVERED BY THIS REPORT
KMP are Directors of the Group (or
entity) (whether executive directors or
otherwise), and those personnel with
a key responsibility for the strategic
direction and management of the
Group (or entity) (i.e., members of the
Group Executive Committee (ExCo))
who have Banking Executive
Accountability Regime (BEAR)
accountability and who report to the
Chief Executive Officer (CEO) (referred
to as Disclosed Executives).
1.1 Disclosed Executive and Non-
Executive Director changes1
There were several changes to our KMP
during the 2023 year:
• Graeme Liebelt retired as a Non-Executive
Director (NED) on 15 December 2022,
at the conclusion of the 2022 AGM.
• Holly Kramer commenced as a NED on
1 August 2023.
• Gerard Florian was appointed to the
expanded role of Group Executive,
Technology & Group Services, and
Antony Strong was appointed to
ExCo as Group Executive, Strategy &
Transformation, effective
1 November 2022.
• Clare Morgan commenced with
ANZ in the Group Executive, Australia
Commercial role effective 6 March 2023.
1.2 Key Management Personnel (KMP)
The KMP whose remuneration is disclosed in this year’s report are:
2023 Non-Executive Directors (NEDs) – Current
P O’Sullivan
Chairman
I Atlas
J Halton
J Key
Director
Director
Director
H Kramer
Director from 1 August 2023
J Macfarlane
Director
C O’Reilly
J Smith
Director
Director
2023 Non-Executive Directors (NEDs) – Former
G Liebelt
Former Director – retired 15 December 2022
2023 Chief Executive Officer (CEO) and Disclosed Executives – Current
S Elliott
CEO and Executive Director
M Carnegie
Group Executive, Australia Retail
K Corbally
Chief Risk Officer (CRO)
F Faruqui
G Florian
Chief Financial Officer (CFO)
Group Executive, Technology & Group Services from 1 November 2022
(previously Group Executive, Technology to 31 October 2022)
R Howell
Acting Group Executive, Talent & Culture (GE T&C) from 1 June 2023
C Morgan
Group Executive, Australia Commercial from 6 March 2023
A Strong
Group Executive, Strategy & Transformation from 1 November 2022
A Watson
Group Executive and CEO, New Zealand
• Kathryn van der Merwe concluded as
M Whelan
Group Executive, Institutional
ANZ’s Group Executive, Talent & Culture
and Service Centres in May 2023 –
the responsibilities of the role were
subsequently split on an acting capacity2,
with Richard Howell appointed as Acting
Group Executive, Talent & Culture from
1 June 2023.
2023 Disclosed Executives – Former
K van der
Merwe
Former Group Executive, Talent & Culture and Service Centres (GE T&C) –
concluded in role 31 May 2023 and ceased employment 30 June 2023
Changes to KMP since the end of 2023 up to the date of signing the Directors’ Report,
as announced:
• Richard Howell ceased as Acting Group Executive, Talent & Culture, effective 8 October 2023.
• Elisa Clements appointed to ExCo as Group Executive, Talent & Culture, effective 9 October 2023.
1. The following Directors held office prior to ANZGHL’s listing on the ASX and while the Company was dormant. They each ceased office on 20 December 2022 prior to listing and as such do not
meet the definition of KMP and are excluded from this report: Tony Warren (former Director), Craig Brackenrig (former Director), Melanie Treloar (former Director). 2. The responsibility for ANZ’s
Capability Centres (formally known as Service Centres) in an acting capacity was taken over by Sreeram Iyer, Chief Operating Officer Institutional, who does not meet the definition of a KMP.
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2023 OUTCOMES AT A GLANCE2 Chief Executive Officer (CEO) remunerationFOR 2023, OUR CEO: •Had no increase to fixed remuneration (FR). •Was awarded Short Term Variable Remuneration (STVR) of 96% of maximum opportunity, reflecting his overall performance assessment of well above target (see section 5.2.1). •Was awarded Long Term Variable Remuneration (LTVR) of $3.375m following shareholder approval at the 2022 AGM. •Received total remuneration of $4.6m in 2023 (i.e., includes the value of prior equity awards which vested in 2023 as per section 5.1).Disclosed Executive remunerationFOR 2023: •Disclosed Executives received a FR adjustment on 1 October 2022 (in accordance with changes we made to the executive remuneration structure in 2022, previously disclosed in the 2022 Remuneration Report). There were no further increases to FR for Disclosed Executives for 2023 except for the Group Executive, Technology & Group Services who received a market adjustment reflecting the expansion of responsibilities effective 1 November 2022. •Disclosed Executives’ STVR outcomes averaged 89% of maximum opportunity, with individual outcomes ranging from 80% to 100% of maximum opportunity. •Disclosed Executives were awarded their full LTVR opportunity of 135% of FR (100% of FR for the CRO) (see section 5.4).Restricted rights and Performance rights outcomes (CEO and Disclosed Executives)The Board determined that the 2023 LTVR restricted rights (RR) should be made at full award value based on the outcome of the pre grant assessment (see section 5.3).There were no performance rights (PR) due to vest in financial year 2023, as a result of a change in the performance period from three years to four years (i.e., 2018 PR award vested in Nov/Dec 2021, however 2019 PR award is not due to vest until Nov/Dec 2023).Non-Executive Director (NED) feesNo increases to NED fees for 2023 (see section 9.1). 50
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3 OVERVIEW OF ANZ’S REMUNERATION STRUCTURE
ANZ’S PURPOSE AND STRATEGY1
Is underpinned by our Performance and Remuneration Policies which include our Reward Principles:
Attract, motivate
and keep great
people
Reward our people for
doing the right thing having
regard to our customers
and shareholders
Focus on how things are
achieved as much as what
is achieved
Fair and simple
to understand
With remuneration delivered to our CEO and Disclosed Executives through:
Fixed remuneration (FR)
Variable remuneration
Short Term Variable Remuneration (STVR)
Long Term Variable Remuneration (LTVR)
Reinforced by aligning remuneration and risk:
Assessing behaviours
based on ANZ’s values
and risk/compliance
standards (including
the BEAR)
Determining variable
remuneration
outcomes with risk
as a modifier –
impacting outcomes
at both a pool and
individual level
Weighting
remuneration toward
the longer-term with a
significant proportion
at risk
Emphasising risk in
the determination
and vesting of LTVR RR
(see section 7.2.4)
Providing material
weight to non-financial
metrics (particularly
risk) in line with APRA
requirements
Ensuring risk measures
are considered over
a long time horizon
(up to 5 and 6 years)
Determining
accountability and
applying consequences
where appropriate
Strengthening
risk consequences
with clawback
(see section 7.3)
Reinforcing the
importance of risk
culture in driving
sustainable long-term
performance in the
LTVR design
Prohibiting the hedging
of unvested equity
While supporting the alignment of executives and shareholders through:
Substantial
shareholding
requirements
Significant variable
remuneration deferral
up to 5 and 6 years in
ANZ equity
Use of relative and
absolute total
shareholder return
(TSR) hurdles
Consideration of cash
profit and economic
profit in determining
the ANZ Incentive
Plan (ANZIP) variable
remuneration pool
Consideration of the
shareholder experience
(in respect of the share
price and dividend) in
determining ANZIP pool
and individual outcomes
While governed by:
The Human Resources (HR) Committee and the Board determining FR and the variable remuneration outcomes for the CEO and each
Disclosed Executive. Additionally, the CEO’s LTVR outcome is also subject to shareholder approval at the AGM.
Board discretion (with supporting decision-making frameworks) is applied when determining performance and remuneration outcomes
(including grant of short and long-term variable remuneration awards), before any scheduled release of previously deferred remuneration
(see section 7.3), before the vesting of LTVR RR (see section 7.2.4), and in applying any required consequences (see section 8).
3.1 Remuneration framework overviewThe following overview highlights how the executive remuneration framework supports ANZ’s purpose and strategy, reinforces ANZ’s focus on risk management, and aligns to shareholder value.1. See the ‘Our purpose and strategy’ section of the Annual Report. ANZ 2023 Annual Report
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3.2 Overview of remuneration structure
CEO and Disclosed Executives (DEs) (excluding CRO1)
Fixed Remuneration
(FR)
Short Term Variable
Remuneration (STVR)2
Long Term Variable
Remuneration (LTVR)
30%
30%
100% of FR
100% of FR
40%
135% of FR
Cash and superannuation
contributions
50% Cash
50% Deferred
shares (DS)
50% Restricted
rights (RR)
50% Performance
rights (PR)
Awarded at end of year based
on Group and individual
performance
• Awarded at start of year subject to
– RR: Pre grant assessment (risk-based measures)
– RR & PR: Shareholder approval at AGM for
Mix at
Maximum
Maximum
opportunity
Delivery
Timing/
deferral
YEAR 1 Cash 100%
YEAR 1
Cash 50%
YEAR 2 DS 25%
YEAR 3 DS 25%
CEO award
• Performance condition tested at end of 4-year
performance period
– RR: Pre vest assessment (risk-based measures)
– PR: Relative and absolute TSR hurdles
For both RR and PR:
Deferral period = 4-year Performance Period + Holding Period (HP)
4-year Performance Period
~1 yr HP
~2 yr HP
YEAR 4 CEO: 33% / DE: 50%
YEAR 5
CEO: 33% / DE: 50%
YEAR 6
CEO 34%
All variable remuneration is subject to the Board’s ongoing discretion
to apply in-year adjustments, malus and clawback
1. CRO mix: 33.3% FR / 33.3% STVR / 33.3% LTVR. STVR maximum opportunity: the same as CEO/DE at 100% of FR, LTVR maximum opportunity: 100% of FR and delivered as 100% RR
to support independence. 2. If the CEO receives above target STVR, the amount above target will be delivered as 40% cash and 60% DS (20% year 4, 20% year 5, 20% year 6) to ensure
compliance with the minimum deferral requirements with respect to BEAR and APRA's Prudential Standard CPS 511 Remuneration.
As communicated in our 2022 Remuneration Report, the introduction of a new Prudential Standard CPS 511 Remuneration by our regulator
APRA drove a detailed review of the way we reward our CEO and Disclosed Executives. The Board approved changes to the executive
remuneration structure, effective from the 2022 financial year.
The structure has been designed to:
Key features of the structure include:
• Maintain a strong focus on performance and risk management
• Promote effective management of financial and non-
financial risks
• Provide material weight to non-financial metrics for variable
remuneration outcomes (in line with APRA requirements)
• Ensure long-term focus and shareholder alignment
• Balance meeting the CPS 511 requirements and having
a market competitive remuneration structure
• Balanced vesting over the short and long-term, with deferral of
a significant proportion of variable remuneration (~80%) over
2 to 5 years (and over 2 to 6 years for the CEO)
• Strong risk and remuneration consequences, including clawback
applying for two years post the payment/vesting of all variable
remuneration
• Rewarding executives for both annual performance and also
performance over the longer term
• Future focused LTVR comprising a combination of risk-based
and TSR hurdles
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4 GROUP PERFORMANCE
4.1 Assessment against the ANZ
Group Performance Framework
for 2023
The ANZ Group Performance Framework
is approved by the Board at the start of
each year. It plays a key role to:
• message internally what matters most;
• reinforce the importance of sound
management in addition to risk,
financial, customer, and people
outcomes; and
• inform focus of effort, prioritisation
and decision-making across ANZ.
Assessment of performance against the
ANZ Group Performance Framework
provides a key input:
• in determining the size of the ANZ
Incentive Plan (ANZIP) pool, which
funds STVR for Disclosed Executives; and
• in the overall performance
assessment for the CEO (50%
weighting) and Disclosed Executives
(25% - 50% weighting), which informs
STVR outcomes.
A range of objective indicators and
subjective factors are considered
including management input on work
undertaken, evidence of outcomes
realised and lessons learned, and with
consideration given to the operating,
regulatory and competitive environment.
Overall, performance in 2023 was
assessed as above target with all
business lines contributing strongly.
On the following pages we have
outlined ANZ’s 2023 performance
objectives and provided a summary of
outcomes for each of the key performance
categories to inform the overall
assessment for 2023.
As managing risk appropriately is fundamental to the way ANZ operates, risk forms an integral part of the assessment, directly impacting the overall ANZ Group Performance Framework outcome (a modifier ranging from 0% to 110% of the ANZ Group Performance assessment).Modifier 0 TO 110%Overall assessmentOn target (no adjustment)35% weight30% weight35% weightRISKCUSTOMERPEOPLE & CULTUREFINANCIAL DISCIPLINE & OPERATIONAL RESILIENCEGroup PerformanceAssessmentAbove targetOVERALLOverall assessmentWell above targetOverall assessmentBelow targetOverall assessmentAbove target ANZ 2023 Annual Report
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FINANCIAL DISCIPLINE & OPERATIONAL RESILIENCE
Assessment (35% weight): Well above target
Key objectives
Run core businesses well, focused on delivering sustainable growth
and operational improvements
Deliver Group economic profit to plan or better in a high-quality manner
Contain total cost growth to support the ambition of our 3yr Strategic Plan
Outcomes
Below
Target
Above
$552m
$1,596m
5%
Economic Profit
(ex large / notables1)
Total Cost Growth
(fx adj ex large
/ notables1)
Deliver / progress key change programs – plan for day 1 integration of
Suncorp Bank (SB), NOHC structure, BS11, Ngā Tapuwae (NT)
Programs
SB Plan, NT
Launch, BS11
NOHC
• Significant improvement in financial performance (see section 4.2.1) with Economic Profit2 (+293%) and Cash NPAT (+14%) up YoY, as a result of:
– Strong growth in net interest income (+11% YoY), driven by (i) disciplined volume growth across our divisions and (ii) improved margin outcomes
– in a supportive rate environment, but in the face of continuing home loan competition and customer shifts to higher rate deposit products.
– All four businesses performing strongly against their Plans.
– Continued low credit impairment charges ($245m), as a result of improved portfolio credit quality, and long-term discipline regarding customer selection.
• Costs were managed well in line with market guidance (of +5% YoY, fx adj ex large/notables), with significant productivity gains and management
focus on our investment slate, which helped to partially offset significant headwinds (e.g., inflationary pressure).
• We implemented the NOHC structure in a short time frame, BS11 was delivered (the first of any bank in NZ), Ngā Tapuwae has launched (to move
ANZ NZ core to cloud and redesign business for greater resilience, agility and lower cost), and we are operationally ready to integrate Suncorp
(if our application to the Australian Competition Tribunal is successful).
CUSTOMER
Key objectives
Assessment (35% weight): Below target
Outcomes
Deliver great customer outcomes, focused on improving the financial wellbeing,
sustainability and experience of priority segments
Australia Retail: accelerate ANZ Plus customer acquisition and engagement and
ensure Plus Home Loan is in market, including the broker channel; and maintain
home lending turnaround times in line with or better than major banks
Below
Target
Above
Aus Retail
Aus Retail
Plus in
Broker
Plus
Lending
times
Australia Commercial: materially improve customer and banker experience
Aus Commercial
New Zealand: continue to make banking easier
NZ
Institutional: make meaningful progress on environmental sustainability strategies
Institutional
Business Services: transition our four business services to a uniform service approach
Business Services
• Australia Retail: Significant progress with ANZ Plus, exceeding 2023 targets related to active customers (465K vs 400K target), funds under
management (FUM) ($9.4bn vs $4bn target), and Net Promoter Score (NPS) scores (e.g., Join NPS of +52 vs 45 target). Plus Home Loans launched,
although not via the broker channel as planned. Turnaround times in Classic Home Loans have been stable for the entire year and within the range
targeted (<3 days), while growing market share (32 bps), and improving Home Lending NPS from 71.1 in 2022 to 76.1 in 2023.
• Australia Commercial: Strategy is being executed with early signs of success (e.g., faster and simpler application process; time to final decision on a
small business loan improved from 12 to 9.3 days, launch of market leading “streamlined unsecured lending’’ offering simpler processes, NPS of 29.9
vs 26.5 in 2022); however we targeted a more material improvement in customer and banker experience.
• New Zealand: Remain #1 for Brand Consideration. Data capability enhanced with acquisition of DOT Loves Data. Successful launch of Business
Regrowth Loans and Business Visa Debit for business customers.
• Institutional: Continued leading Asia Pacific market in improving social and environmental outcomes and supporting our customers’ transition
to net zero – having achieved close to $47bn of our 2025 sustainable solutions target of $50bn on 31 March 2023, and rolled out a new $100bn
target (by the end of 2030) from 1 April 2023. Institutional extended its leadership in the Peter Lee3 surveys, with the highest Relationship Strength
Index scores ever achieved by any bank in both Australia and NZ, and our best ever Transaction Banking results (including ranking #1 for product
development and innovation, and system implementation for the first time), further strengthening our leadership in the provision of Payments
and Cash Management solutions in Australia and NZ (#1 market share).
• Business Services: Our ambition to build enterprise-wide Business Services as a more efficient and resilient path to service delivery, is behind plan,
however progress has been made.
1. 2. 3. See footnotes over page.
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PEOPLE & CULTURE
Key objectives
Assessment (30% weight): Above target
Outcomes
Build a culture where our diverse teams are engaged and optimised for success
Below
Target
Above
Maintain industry leading employee engagement
Continue to improve our project delivery capability
Retain high performers (particularly those with the critical skills and priority
capabilities to reinvent banking)
84%
87%
90% 94%
• We have continued our purposeful focus on strengthening leadership, capability, culture and project delivery, as evidenced by the
execution of a range of supporting initiatives delivering value, our highly engaged workforce, and recognition as a great place to work.
– Our engagement score is industry leading for financial services at 87% (vs 84% in 2022), and equal to the world’s best companies in any
industry, and we have also maintained our #1 ranking amongst major bank peers in Glassdoor4 employer of choice ratings.
– We made good progress on Women in Leadership at 37.3% (vs a target of 36.9%), and up on 2022 outcome of 35.9%. Three out of four of
our business divisions are led by women.
– Our project delivery capability continues to improve, and after a sustained effort and investment we are seeing material uplift in our
delivery capability (supported by various independent reports to the Board).
– Uplift in leadership capability with investment in a range of programs (e.g., Lead@ANZ rolled out to ~5,600 people leaders, Executive
Leadership Series with NPS>50). Capability uplift in priority areas (e.g., launch of Engineering Career Pathways to support the development
of technical mastery across critical specialisations, roll out of a Customer Coaching program, implementation of Career Programs strategy
resulting in a 100% increase in applications to the 2024 Graduate Program).
RISK MODIFIER
Assessment: On target (no adjustment)
Continued sound risk discipline with no major regulatory, credit, audit or market breaches.
• Strong credit outcome with no material credit events recorded.
• Ongoing progress in delivering key regulatory commitments and uplifting non-financial risk management (through the further
implementation of our new Group wide non-financial risk framework), although the APRA imposed operational risk overlay of
$500m remains.
• Strengthening risk culture (including achieving the target state of ‘Sound’ and continuing to achieve a high ‘Speak Up’ index of 84%),
reflecting sustained efforts to encourage people to speak up and challenge each other respectfully.
• No repeat adverse audits, no material Risk Appetite Statement breaches, and no material non-financial risk events.
BOARD DISCRETION
Assessment: No adjustment
After several years of focus on simplifying ANZ through the sale of businesses and cost restructuring, ANZ has successfully delivered
sustainable growth in the remaining core businesses against a backdrop of increased changes in consumer behaviour, a slowdown in the
economy, as well as increasing disruption in Financial Services (via the rise of new digitally enabled business models and non-bank
competitors). The outcome also aligns strongly with the shareholder experience (see section 4.2.2).
Overall, the Board view that an ‘above target’ assessment accurately reflects overall performance in 2023, noting that STVR outcomes for the
CEO and Disclosed Executives also take into consideration performance against individual objectives.
OVERALL ASSESSMENT
Assessment: Above target
The above target assessment appropriately reflects our performance with all business lines each contributing strongly together to achieve
above target financial results and strong performance against our strategic objectives - positioning ANZ well for the future.
1. The Group’s results include a number of items collectively referred to as large/notable items. Given the nature and significance they are considered separately given the target was established
without consideration of large notables. 2. Economic profit is a risk adjusted profit measure used to evaluate business unit performance and is not subject to audit by the external auditor.
Economic profit is calculated via a series of adjustments to cash profit with the economic credit cost adjustment replacing the accounting credit loss charge; the inclusion of the benefit of
imputation credits (measured at 70% of Australian tax) and an adjustment to reflect the cost of capital. The economic profit increase in 2023 was driven by higher cash profit, favourable economic
credit cost adjustment and higher imputation credits, partially offset by higher cost of capital. 3. Peter Lee Associates 2022 Large Corporate and Institutional Relationship Banking surveys, Australia
and NZ. 4. Glassdoor is a website where employees and former employees anonymously review companies and their management.
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4.2 ANZ Performance Outcomes
4.2.1 ANZ’S FINANCIAL PERFORMANCE 2019–2023
When determining variable remuneration outcomes for the CEO, Disclosed Executives and employees a range of different financial indicators
are considered. The Group uses cash profit1 as a measure of performance for the Group’s ongoing business activities, as this provides a basis
to assess Group and Divisional performance against earlier periods and against peer institutions. The adjustments made in arriving at cash
profit are included in statutory profit which is subject to audit. Although cash profit is not audited, the external auditor has informed the
Audit Committee that the cash profit adjustments have been determined on a consistent basis across each period presented.
Statutory profit is flat compared to the prior financial year, while cash profit from continuing operations has increased almost 14%.
Underlying performance reflects stronger revenue from lending volumes across our divisions together with improved net interest margin in
a supportive rate environment which enable continued focus on investing for growth.
The table below provides ANZ’s financial performance, including cash profit, over the last five years.
Statutory profit attributable to ordinary shareholders ($m)
Cash profit1 ($m, unaudited)
Cash profit – Continuing operations ($m, unaudited)
Cash profit before provisions – Continuing operations
($m, unaudited)
Cash ROE (%) – Continuing operations (unaudited)
Cash EPS – Continuing operations (unaudited)
Share price at 30 September ($)
(On 1 October 2018, opening share price was $27.80)
Total dividend (cents per share)
Total shareholder return (12 month %)
2019
5,953
6,161
6,470
9,958
10.9
220.2
28.52
160
9.2
2020
3,577
3,660
3,758
8,369
6.2
128.7
17.22
60
(36.9)
2021
6,162
6,181
6,198
8,396
9.9
216.5
28.15
142
70.7
2022
7,119
6,496
6,515
8,968
10.4
228.8
22.80
146
(14.0)
2023
7,098
7,405
7,405
10,754
10.9
247.1
25.66
175
20.0
1. Cash profit excludes non-core items included in statutory profit with the net after tax adjustment resulting in an increase to statutory profit of $307m for 2023, made up of several items. It is
provided to assist readers understand the results of the core business activities of the Group.
4.2.2 ANZ TSR PERFORMANCE (1 TO 10 YEARS)
The table below compares ANZ’s TSR performance against the median TSR and upper quartile TSR of the PR Select Financial Services (SFS)
comparator group1 over one to ten years, noting that for this table TSR is measured over a different timeframe (i.e., to 30 September 2023) to
the performance period for our PR.
• ANZ’s TSR performance was above the median TSR of the SFS comparator group1 when comparing over one year; and
• below the median over three, five and ten years.
ANZ (%)
Median TSR SFS (%)
Upper quartile TSR SFS (%)
1. See section 7.2.5 for details of the SFS comparator group.
Years to 30 September 2023
1
20.0
14.6
22.3
3
76.3
77.3
90.9
5
19.7
29.8
60.9
10
46.1
60.0
128.2
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5
2023 CEO AND DISCLOSED EXECUTIVE OUTCOMES
Variable remuneration is ’at risk’
remuneration and can range from zero
to maximum opportunity.
• The ANZ Group Performance Framework
assessment (see section 4.1).
• The quality of earnings and operating
With the exception of the CEO’s STVR,
individual variable remuneration
outcomes for all other employees
including STVR for Disclosed Executives
are funded under the ANZ Incentive
Plan (ANZIP). The Board decides the
CEO’s variable remuneration outcomes
separately to help mitigate potential
conflicts of interest. See section 10.1.3.
At the end of each financial year the Board
exercise their judgement to determine a fair
and reasonable ANZIP pool. An assessment
of financial performance guides the pool
range but it is not a formulaic outcome. The
Board considers a range of factors including:
5.1 2023 Received remuneration
environment.
• The shareholder experience during
2023 such as shareholder returns and
dividend comparison with prior periods.
• Our Reward Principles such as attract,
motivate and keep great people (see
section 7).
Annual performance objectives are set at
the Group and also at the Divisional/
individual level at the start of each year.
They are designed to be stretching yet
achievable. The HR Committee and the
Board make variable remuneration outcome
decisions for the CEO and Disclosed
Executives following lengthy and detailed
discussions and assessment, supported by
comprehensive analysis of performance
from a number of sources.
Where expectations are met, STVR is likely
to be awarded around 80% of maximum
opportunity. Where performance is below
expectations, STVR will be less (potentially
down to zero), and where above
expectations, STVR will be more (potentially
up to maximum opportunity).
LTVR will be awarded at the beginning of
the year, based on full opportunity unless
the LTVR RR pre grant assessment results
in any reduction (and is also subject to
shareholder approval for the CEO).
Remuneration outcomes have been
presented in the following three ways:
i. RECEIVED remuneration
(see section 5.1)
ii. AWARDED remuneration
(see sections 5.2, 5.3 and 5.4)
iii. STATUTORY remuneration
(see section 11.1)
This table shows the remuneration the CEO and Disclosed Executives actually received in relation to the 2023 financial year as cash paid, or in the
case of prior equity awards, the value which vested in 2023.
FR adjustments were received by Disclosed Executives in accordance with the executive remuneration structure changes made in 2022, as disclosed
in the 2022 Remuneration Report. There were no other adjustments to FR for Disclosed Executives in 2023, apart from the Group Executive,
Technology & Group Services whose FR was increased on 1 November 2022 from $1.15m to $1.25m to reflect the expansion of responsibilities
and to improve alignment with the market.
2023 Received remuneration – CEO and Disclosed Executives:
Received value includes the value of prior equity awards which vested in that year
Fixed
remuneration
$
Cash variable
remuneration
$
Deferred variable
remuneration which
vested during the year1
$
Total cash
$
Other deferred
remuneration
which vested
during the year1
$
Actual
remuneration
received2
$
CEO AND CURRENT DISCLOSED EXECUTIVES
S Elliott
M Carnegie
K Corbally
F Faruqui
G Florian3
R Howell4
C Morgan4,5
A Strong4
A Watson6
M Whelan
2,500,000
1,250,000
1,250,000
1,250,000
1,242,000
231,792
627,000
690,000
1,106,505
1,460,000
1,160,000
550,000
532,500
600,000
497,500
180,000
250,000
315,100
472,570
730,000
3,660,000
1,800,000
1,782,500
1,850,000
1,739,500
411,792
877,000
1,005,100
1,579,075
2,190,000
919,413
561,264
471,287
795,274
496,698
-
-
291,162
450,151
753,723
FORMER DISCLOSED EXECUTIVES
K van der Merwe1,4
780,000
n/a
780,000
488,194
-
-
-
-
-
-
407,000
-
-
-
-
4,579,413
2,361,264
2,253,787
2,645,274
2,236,198
411,792
1,284,000
1,296,262
2,029,226
2,943,723
1,268,194
1. Deferred variable remuneration which either vested or lapsed/forfeited during the year is the point in time value of previously deferred remuneration granted as deferred shares, deferred
shares rights and/or restricted rights/performance rights, and is based on the one day Volume Weighted Average Price (VWAP) of the Company’s shares traded on the ASX on the date of vesting
or lapsing/forfeiture multiplied by the number of deferred shares/deferred share rights and/or restricted rights/performance rights. No previously deferred variable remuneration lapsed/forfeited
during the year for the CEO or Disclosed Executives (due to no performance rights due to vest in 2023) other than for K van der Merwe -$4,880,967, which relates to forfeiture on resignation of
unvested deferred remuneration. 2. The sum of fixed remuneration, cash variable remuneration and deferred variable remuneration which vested during the year. 3. Fixed remuneration reflects
changes in fixed remuneration during the financial year due to expanded role (G Florian). 4. Fixed remuneration based on time as a Disclosed Executive (R Howell, C Morgan, A Strong, K van der
Merwe). 5. Other deferred remuneration for C Morgan relates to deferred remuneration forfeited and bonus opportunity forgone as a result of joining ANZ, that was deferred as cash and vested
during the year. 6. Paid in NZD and converted to AUD. Year to date average exchange rate used to convert NZD to AUD as at 30 September for the relevant year.
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5.2 Awarded STVR
At the end of the financial year, the HR
Committee makes a recommendation
to the Board for their approval in respect
of STVR outcomes.
STVR will vary up or down year-on-year, it is
not guaranteed, and may range from zero to
a maximum opportunity.
These tables show a year-on-year
comparison of STVR awarded to the CEO,
and Disclosed Executives for the 2022 and
2023 performance periods. STVR awarded
reflects actual cash and the deferred shares
component of STVR awarded in respect
of the relevant financial year. As non-cash
components are subject to future vesting
outcomes, the awarded value may be higher
or lower than the future realised value.
2023 remuneration outcomes reflect both
the overall performance of the Group and
the performance of each individual/Division.
5.2.1 CEO
The Board determined that an STVR
outcome of $2.4m (96% of maximum
opportunity) was appropriate for 2023
having regard to both the overall
performance of the CEO and also the
overall performance of the Group. This is
the first above target STVR award for the
CEO since commencing in the role in 2016,
reflecting the above target performance
outcome in 2023 as summarised below.
'WHAT' ASSESSMENT SUMMARY
ANZ Group Performance Framework - see section 4.1
(50% weighting)
Individual Strategic Objectives - see below
(50% weighting)
Assessed as: Above target
Assessed as: Well above target
'HOW' ASSESSMENT SUMMARY
ANZ Values & Behaviours
Individual Risk / Compliance Assessment
Assessed as: Above expectations
Assessed as: Met expectations
OVERALL PERFORMANCE ASSESSMENT
Assessed as: Well above target (120%)
Awarded STVR in the relevant financial year – CEO
CEO
S Elliott
Financial
year
2023
2022
Actual STVR
STVR as % of
STVR
maximum
opportunity
$
Total STVR
$
STVR cash
$
STVR
deferred shares
$
Target
opportunity
Maximum
opportunity
2,500,000
2,400,000
1,160,000
1,240,000
2,500,000
1,860,000
930,000
930,000
120%
93%
96%
74%
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2023 CEO individual strategic objectives
• Drive the strategic direction of the organisation, with particular focus on growth, home lending momentum and Commercial strategy
in Australia, and embed our digital transformation, Sustainability, Platforms and Ecosystems
• Focus on sound risk management, operational excellence and resilience including system stability, to ensure ANZ has robust and
reliable platforms to support long-term growth
• Lead and role model the culture and accountability required to transform ANZ
• Enhance the reputation of ANZ across all stakeholder groups
• Complete Suncorp acquisition with agreed integration plan
• Continue to build ExCo effectiveness and succession pipelines for ExCo and CEO
Board assessment of performance on individual strategic objectives:
The CEO delivered a strong performance
this year. After several years focused on
simplification of ANZ (disposal of businesses
and internal re-structures), ANZ has moved
to driving sustainable growth in
each of the core businesses. Pleasingly,
ANZ’s record financial performance in
2023 was contributed to by each of the
four core business divisions. The CEO’s
deliverables highlight that the key strategic
building blocks are in place to support
long-term performance.
The CEO has focused on executing and
delivering sustainable growth in our core
businesses. Key results include:
• ANZ Plus being the fastest growing new
bank platform in Australia, including
exceeding targets related to the number
of active customers, funds under
management and Net Promoter Scores
• Executing the Commercial strategy, with
the new Division performing strongly - in
large part due to the CEO’s stewardship
of this business (pre appointment of GE,
Australia Commercial)
• Exceeding our ambitions to grow
sustainability as a source of revenue
through a range of sustainability banking
activities such as, labelled sustainable
finance (e.g., green and sustainability
linked loans, bonds and guarantees), and
banking activities to fund and facilitate
the transition to a net zero economy
(e.g., green buildings, renewable
energy, energy efficiency, sustainable
infrastructure)
• Recovery of home lending momentum,
with growth exceeding 1x system target
• Improving share on Institutional payment
platforms, with overall payments
growing by ~8%
• Building digital ecosystems in support of
the broader strategy (e.g., investments in
View Media Group, DOT Loves Data and
Pollination, and appointment of a new
CEO in Cashrewards)
There has been continued strong
risk discipline championed by the CEO,
with emphasis on the right behaviours
to identify, discuss, and act on risks the
bank confronts and takes. Strengthening
operational excellence and resilience
has been a key focus of the CEO.
Examples include:
• Clear progress in the build of a Group
wide non-financial risk framework (with
strong business leadership)
• Executed a very ambitious change
agenda (e.g., technology uplift programs,
ANZ Plus, NOHC implementation,
Suncorp acquisition, Platform Services,
major regulatory programs)
• Demonstration of strong cyber resilience,
and positive achievements in the area of
financial crime
• Delivery of BS111 (the first of any New
Zealand bank) and the launch of Ngā
Tapuwae2 in NZ to unlock future growth
in New Zealand
A key strength of the CEO is his strong
advocacy and role modelling of ANZ’s
values and behaviours – create
opportunities, deliver what matters,
succeed together – as evidenced by all
business lines contributing strongly to
achieve a great performance outcome.
The CEO’s leadership translates into
continuing high employee engagement
(87%) – which is equal to the Global Best
In Class across all industries. Similarly,
ANZ’s ‘Speak Up’ index at 84% reflects
continued efforts to encourage a culture
where people feel they can challenge
each other respectfully.
The CEO continues to demonstrate his
ability to communicate effectively and
authentically with stakeholder groups
– shareholders, employees, customers,
regulators, government and the community
(including non-profit and environmental
groups). He is regarded as a thought
and industry leader both internally
and externally, and engages regularly
with employees and the community
at large, via multiple communication
and media channels, parliamentary
hearings, and through proactive
relationship management.
The CEO has played a key role in leading
the Suncorp acquisition initiative, and has
been a strong advocate of the benefits
and opportunities for ANZ, our customers
in Queensland, and the broader community.
While the ACCC rejected ANZ’s application,
the CEO has ensured ANZ is well prepared
for the integration of Suncorp Bank into
ANZ in the event its application for
Australian Competition tribunal review
is successful.
The strong performance in 2023 reflects
the effective support provided by the
CEO to ExCo, along with key moves and
appointments made to his team over the
last 1 to 2 years. Executive succession and
development continue to be a focus for the
CEO and the Board, with the CEO making
solid progress in enabling potential internal
CEO successors in the future.
Overall there were many positive
achievements in 2023 (positioning ANZ
well to deliver against our strategic
priorities), and in the Board’s view the CEO
deserves an overall assessment outcome
of well above target.
1. BS11 outlines the Reserve Bank of New Zealand’s outsourcing policy. 2. ANZ New Zealand has embarked on a multi-year program of work to fundamentally transform
its business. Called “Ngā Tapuwae o ANZ” (“The footsteps of ANZ”), this program will change our core technology, processes and ways of working.
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5.2.2 DISCLOSED EXECUTIVES
• STVR outcomes continue to differ both year-on-year and between executives demonstrating the at risk nature of this element of
remuneration and the variability in Group and individual performance year-on-year. In 2023, STVR is at or above target for all Disclosed
Executives (reflecting that they have all jointly delivered material value from strategic and operational decisions in 2023); however only 2
of 38 Disclosed Executives in recent reporting periods (2018 to 2022) received at or above target variable remuneration. See section 5.4 for
2023 variable remuneration awarded details.
• The average STVR outcome for current Disclosed Executives is 89% of maximum opportunity. This reflects both the overall assessment of
ANZ Group performance as above target (see section 4.1), which is weighted 25% or 50%, and also individual performance (see section
6.2) which is weighted 75% or 50% depending on role. Outcomes range from 80% to 100% of maximum opportunity. The remuneration
outcomes in 2023 reflect that this is a high performing team, with all business and enablement functions each contributing significantly to
a strong performance outcome for ANZ.
• 2023 STVR awarded outcomes for both C Morgan and A Strong are based on their time as a Disclosed Executive during 2023
(i.e., ~7 months and ~11 months respectively).
• R Howell’s 2023 STVR awarded outcome reflects the period acting as the GE T&C (i.e., ~4 months).
Awarded STVR in the relevant financial year – Disclosed Executives
Actual STVR
STVR as % of
Financial
year
STVR
maximum
opportunity
$
Total STVR
$
STVR cash
$
STVR deferred
shares
$
Target
opportunity
Maximum
opportunity
CURRENT DISCLOSED EXECUTIVES
M Carnegie
K Corbally
F Faruqui1
G Florian
R Howell1
C Morgan1
A Strong1
A Watson2
M Whelan
2023
2022
2023
2022
2023
2022
2023
2022
2023
2023
2023
2023
2022
2023
2022
1,250,000
1,100,000
550,000
550,000
1,250,000
920,000
460,000
460,000
1,250,000
1,065,000
532,500
532,500
1,250,000
885,000
442,500
442,500
1,250,000
1,200,000
600,000
600,000
1,212,500
1,159,150
579,575
579,575
1,250,000
995,000
497,500
497,500
1,150,000
885,000
442,500
442,500
348,068
300,000
180,000
120,000
627,000
500,000
250,000
250,000
690,000
630,200
315,100
315,100
1,106,505
945,140
472,570
472,570
1,108,830
845,483
422,742
422,742
1,460,000
1,460,000
730,000
730,000
1,460,000
1,070,000
535,000
535,000
FORMER DISCLOSED EXECUTIVES
K van der Merwe3
2023
2022
780,000
n/a
n/a
n/a
1,040,000
800,000
400,000
400,000
110%
92%
107%
89%
120%
120%
100%
96%
108%
100%
114%
107%
95%
125%
92%
n/a
96%
88%
74%
85%
71%
96%
96%
80%
77%
86%
80%
91%
85%
76%
100%
73%
n/a
77%
1. STVR based on time as a Disclosed Executive in either 2022 (F Faruqui) or 2023 (R Howell, C Morgan, A Strong). R Howell STVR subject to 40% deferral (see section 7.1 for remuneration
arrangements due to acting nature of appointment). 2. Paid in NZD and converted to AUD. Year to date average exchange rate used to convert NZD to AUD as at 30 September for the relevant
year. 3. Ineligible for STVR.
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5.3 Awarded LTVR and pre grant assessment outcome
The first award of LTVR under the new remuneration structure was made at the start of the 2023 financial year to Disclosed Executives
(Nov 2022) and the CEO (Dec 2022 post AGM), and it was awarded at full opportunity.
LTVR was not awarded in 2022, due to the transition from awarding LTVR at the beginning of the year rather than at the end.
The RR component of LTVR was subject to a pre grant assessment by the Board which determined that the award should be made at full
value (i.e., no reduction); and will be subject to a pre vest assessment by the Board of non-financial measures at the end of the four-year
performance period to determine whether the RR should vest in full.
Restricted Rights Pre Grant Assessment (see section 7.2.4)
STEP
Step 1
Step 2
Step 3
Pre grant assessment outcome
ACTION
OUTCOME
Assess Prudential Soundness
Assess Risk Measures
Apply Board discretion
Met
Met
No adjustment
100%
The PR component of LTVR is subject to TSR hurdles (see section 7.2.5), which will determine the level of vesting and subsequent value of PR
at the end of the performance period.
CEO LTVR: Shareholders approved at the 2022 AGM a 2023 LTVR award of $3.375m (135% of FR), delivered in the form of 50% RR and 50% PR.
Similarly, shareholder approval will be sought at the 2023 AGM for a 2024 LTVR award of $3.375m.
Disclosed Executives LTVR: 2023 LTVR awarded at full opportunity (135% of new FR related to the structural change, and 100% for the CRO).
Note that for C Morgan, a pro-rated 2023 LTVR was granted in September 2023 (rather than November 2022) due to commencement with
ANZ partway through 2023, and R Howell was not eligible in his acting capacity. See section 7.2.3 for delivery details.
5.4 2023 Awarded VR
The below charts show the STVR and LTVR awarded to the CEO and Disclosed Executives for the year ending 30 September 2023.
CEO 2023 VR
S ELLIOTT
VR $5,775,000
$2,400,000
$3,375,000
STVR cash
STVR deferred shares
LTVR RR
LTVR PR
Disclosed Executives 2023 VR
M CARNEGIE
VR $2,787,500
K CORBALLY
VR $2,315,000
F FARUQUI
VR $2,887,500
G FLORIAN
VR $2,547,500
R HOWELL
VR $300,000
C MORGAN
VR $1,350,000
A STRONG
VR $1,642,700
A WATSON
VR $2,442,061
M WHELAN
VR $3,431,000
$1,100,000
$1,687,500
$1,065,000
$1,250,000
$1,200,000
$1,687,500
$995,000
$1,552,500
$300,000
$500,000
$850,000
$630,200
$1,012,500
$945,140
$1,496,921
$1,460,000
$1,971,000
STVR cash
STVR deferred shares
LTVR RR
LTVR PR
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5.5 2023 Remuneration comparison with prior years
CEO - Summary of 2022 and 2023 total remuneration
AWARDED
RECEIVED
STATUTORY
Awarded remuneration reflects actual cash and the
deferred shares component of STVR awarded in the
year. As non-cash components are subject to future
vesting outcomes, the awarded value may be higher
or lower than the future realised value.
Awarded remuneration appears significantly higher in
2023, largely because no LTVR was awarded for 2022
(as we transitioned to the new remuneration structure
and moved to awarding LTVR at the start (rather than
end) of the financial year). Note, STVR is awarded at
the end of the year.
Received remuneration reflects
the actual remuneration received
in the year (i.e., cash paid and the
value of previously awarded STVR
deferred shares and LTVR
performance rights which vested
in the year).
The amount received is lower
in 2023 (compared to 2022),
primarily due to there being
no LTVR due to vest in 2023
due to changing from a three
to four-year performance period
in Nov/Dec 2019.
Statutory remuneration
reflects remuneration in
accordance with Australian
Accounting Standards which
includes FR and the amortised
accounting value of variable
remuneration, not the actual
awarded or received value in
respect of the relevant financial
year (i.e., includes the value of
STVR and LTVR expensed in
the year). This is different to
remuneration received in 2023
(which includes prior year
awards which vested).
Fixed
remuneration
$
STVR
$
Total
remuneration
$
LTVR
$
2,500,000
2,400,000
3,375,000
8,275,000
2,500,000
1,860,000
n/a
4,360,000
2023
2022
Total
remuneration
$
4,579,413
6,000,069
Total
remuneration
$
6,186,508
5,489,133
Historical STVR and LTVR
This table shows the STVR as a % of maximum opportunity and LTVR vesting outcomes for the CEO over the last five years. STVR outcomes
are reasonably aligned with financial performance trends over the corresponding 2019 to 2023 periods, with 2023 STVR higher than prior
years, consistent with 2023 financial performance (see section 4.2.1).
Historical STVR and LTVR – CEO1
STVR2 outcome (% of maximum opportunity)
LTVR vesting outcome (% vested)
2019
48%
21.8%
2020
33%3
0%
2021
53%
43.3%
2022
74%
51.6%
2023
96%
n/a
1. Prior to 2022, the maximum STVR opportunity for the CEO was 150% of target, however under the new structure (effective from 2022) this was reduced to 125% of target, therefore the 2022
and 2023 STVR % of maximum opportunity of 74% and 96% respectively is not comparable with prior years. If the maximum opportunity had remained at 150% of target, then the 2022 and
2023 STVR outcomes for the CEO (on a like for like basis) would have equated to 62% and 80% of maximum opportunity respectively. 2. Previously referred to as AVR pre-2022. 3. Post 50%
COVID-19 reduction.
Historical VR1
This table shows the VR as a % of maximum opportunity for the executives who were disclosed over the last five years.
Historical VR – Disclosed Executive
STVR2 outcome (average % of maximum opportunity3)
2019
45%
2020
36%4
2021
60%
2022
78%
2023
89%
STVR2 outcome (range % of maximum opportunity3)
0% - 74%
31% - 44%
46% - 66%
71% - 96%
80% - 100%
VR PR vesting outcome (% vested)
21.8%
0%
43.3%
51.6%
n/a
1. Prior to 2022 the maximum VR opportunity for Disclosed Executives was 150% of combined VR target, however under the new structure (effective from 2022), this was reduced to 125% of
STVR target component only, therefore the 2022 and 2023 STVR % of maximum opportunity shown above of 78% and 89% respectively are not comparable with prior years. If the maximum
opportunity had remained at 150% of target, then the average 2022 and 2023 STVR outcomes for Disclosed Executives (on a like for like basis) would have equated to 65% and 74% of maximum
opportunity respectively. 2. Previously referred to as VR pre-2022. 3. Pre 2022, % of maximum opportunity applied to the full VR due to the combined VR structure for Disclosed Executives in those
years. 4. Post 50% COVID-19 reduction.
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6
STRUCTURE AND DELIVERY: PERFORMANCE
6.1 CEO performance
With regard to STVR, the CEO is assessed
50% on the ANZ Group Performance
Framework and 50% on achievement
of individual strategic objectives aligned
to ANZ’s strategy. Both the ANZ Group
Performance Framework and individual
strategic objectives are agreed by the
Board at the start of the financial year
and are stretching.
WEIGHTING OF
FINANCIAL METRICS
STVR
The CEO’s STVR is not formulaic –
outcomes are moderated by the Risk
element of the ANZ Group Performance
Framework and the Board’s judgement
on the appropriate STVR considering all
aspects of performance.
LTVR
TSR (both relative and absolute) continue
to determine the outcome of LTVR PR
(50% LTVR weighting). However, LTVR
also includes a 50% weighted RR award
that is primarily focused on risk-based
measures (as part of the pre grant and
pre vest assessments – see section 7.2.4).
This ensures LTVR has a material weight
to non-financial measures as required
under the APRA Prudential Standard CPS
511 Remuneration.
At the end of the financial year, ANZ’s
performance is assessed against the ANZ
Group Performance Framework, and the
CEO’s performance is also assessed against
this, along with his individual strategic
objectives, the ANZ values (behaviours),
delivery of the BEAR obligations and ANZ’s
risk and compliance standards. In
conducting the CEO’s performance
assessment, the HR Committee seeks input
from the Chairman, CRO (on risk
management), CFO (on financial
performance), GE T&C (on talent and culture
matters) and Group General Manager
Internal Audit (GGM IA) (on internal audit
matters). Material risk, audit and conduct
events that have either occurred or come
to light in the year are also considered,
together with input from both the Audit
Committee and the Risk Committee of
the Board.
6.2 Disclosed Executive
performance
At the start of each year, stretching
performance objectives are set in the form
of Divisional Performance Frameworks for
each of our Disclosed Executives, in
alignment with the ANZ Group Performance
Framework approved by the Board.
At the end of the financial year, the
performance of each Disclosed Executive1
is assessed against the ANZ Group
Performance Framework (25% to 50%
weighting), their Divisional Performance
Framework, ANZ’s values (behaviours),
delivery of BEAR obligations and ANZ’s
risk and compliance standards.
The ANZ Group Performance Framework
weighting for Disclosed Executives
reinforces the importance of collective
accountability and contribution to Group
outcomes. The respective 2023 weighting
varies based on role focus:
• 50% Group performance weighting: CFO,
GE Strategy & Transformation, GE T&C,
and GE Technology & Group Services
• 25% Group performance weighting:
CRO, GE Australia Retail, GE Australia
Commercial, GE & CEO New Zealand,
and GE Institutional
Similar to the ANZ Group Performance
Framework, the Divisional Performance
Frameworks include the key elements of
Financial Discipline and Operational
Resilience, Customer, and People and
Culture, with Risk acting as a modifier.2 The
weighting of each element varies to reflect
the responsibilities of each individual’s role.
The Financial Discipline and Operational
Resilience element weightings range from
20% to 40%.
The HR Committee seeks input from the
CEO, and independent reports from Risk,
Finance, Talent and Culture, and Internal
Audit, and also reviews material risk, audit
and conduct events, and seeks input from
both the Audit Committee and the Risk
Committee of the Board.
The HR Committee reviews and
recommends to the Board for approval the
overall performance outcomes for each
Disclosed Executive.
STVR and LTVR
At the end of the financial year, the CEO
and HR Committee determine STVR
recommendations for each Disclosed
Executive, which are ultimately approved by
the Board.3 STVR varies year-on-year in line
with performance – it is not guaranteed and
may be adjusted up or down ranging from
zero to a maximum opportunity.
As highlighted in section 4, performance
against objectives impacts STVR outcomes
(e.g., where expectations are met, STVR is
likely to be awarded around target which
equates to 80% of maximum opportunity).
The degree of variance in individual STVR
outcomes reflect the weighting of the
Group component (i.e., roles with 50%
Group weighting will generally have less
differentiation), and relative performance of
the different areas/individuals, ensuring
appropriate alignment between
performance and reward. The outcomes
demonstrate the at risk nature of STVR, and
that outcomes vary across the Disclosed
Executives and also from year to year. The
average 2023 STVR for Disclosed Executives
is 89% of maximum opportunity (ranging
from 80% to 100%).
LTVR under the new remuneration structure
was awarded for the first time in 2023, with
a pre grant assessment (focused on risk
measures) resulting in a full RR award. A pre
vest assessment will determine the number
of RR that ultimately vest, and performance
against TSR hurdles will determine the level
of vesting of PR. LTVR (RR and PR) is
designed to strengthen the alignment of
executive interests with shareholders, and
PR provide a strong link between the
reward for executive performance and TSR
returns over the next four-year period.
1. Performance arrangements for the CRO are addressed additionally by the Risk Committee. Performance arrangements for the Group Executive and CEO, New Zealand are determined and approved by the ANZ NZ HR Committee/ANZ NZ Board in consultation with and endorsed by the HR Committee/Board, consistent with their respective regulatory obligations. 2. Except for the CRO who has a percentage weighting assigned to risk measures. 3. Remuneration arrangements for the Group Executive and CEO, New Zealand are determined and approved by the ANZ NZ Board in consultation with and endorsed by the Board, consistent with their respective regulatory obligations. ANZ 2023 Annual Report
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7
STRUCTURE AND DELIVERY: REMUNERATION
There are two core components
of remuneration at ANZ – FR and
at risk variable remuneration.
In structuring remuneration, the Board aims
to find the right balance between fixed and
variable remuneration (at risk), the way it is
delivered (cash versus deferred
remuneration) and appropriate deferral
time frames (the short, medium and
long-term).
The Board sets (and reviews annually) the
CEO and Disclosed Executives’ FR based
on financial services market relativities and
reflecting their responsibilities, performance,
qualifications and experience.
The CEO and Disclosed Executives’ variable
remuneration is comprised of STVR
and LTVR consistent with external
market practice.
Variable remuneration is designed to focus
our CEO and Disclosed Executives on
stretching performance objectives
supporting our business strategy, risk
management and the delivery of long-term
stakeholder value.
In considering variable remuneration
outcomes the HR Committee and Board
reflect on the application of ANZ’s Reward
Principles:
modifier), a risk assessment (capturing
financial and non-financial risks), and how
that performance was achieved (i.e., in
accordance with our values and purpose).
• Reward our people for doing the right
thing having regard to our customers
and shareholders: Variable remuneration
should be primarily based on ‘outcomes’
rather than ‘effort’ and proportionate
relative to performance. It also needs to
consider the experience and expectations
of a range of stakeholders (including
shareholders, customers, employees,
community and regulators).
• Attract, motivate and keep great people:
In determining remuneration outcomes,
the Board acknowledges the importance
of balancing performance with being
market competitive to ensure retention of
key talent – particularly in a competitive
talent landscape.
• Focus on how things are achieved as
much as what is achieved: The Board
ensures that appropriate consideration
and weight is given to performance
against objectives (which includes a risk
• Fair and simple to understand: Variable
remuneration should be fair and
consistent through the cycle and have
regard to external influences outside of
management’s control.
Variable remuneration outcomes are based
on a range of measures (as illustrated
overleaf ), with material weight provided to
non-financial measures in accordance with
Prudential Standard CPS 511 Remuneration.
Our variable remuneration approach has
a strong focus on driving long-term
sustainable outcomes for shareholders. For
example, STVR outcomes include a number
of objectives that are considered key drivers
of shareholder value, and the significant
weighting to the LTVR component (around
60% of VR) as well as 50% of STVR delivered
as ANZ shares, aligns a large proportion of
executive remuneration to the shareholder
experience (in respect of the share price
and dividend).
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STVR
Mix of financial and non-financial measures
LTVR RR
Mostly non-financial
LTVR PR
Financial
ALIGNED TO SHAREHOLDER EXPERIENCE
Prudential Soundness
TSR
• 75% relative TSR
Rewards for performance
relative to that of SFS
comparator group
• 25% absolute TSR
Ensures there is a
continued focus on
providing positive
growth – even when
market is declining
Measures absolute CAGR
• Capital ratio and liquidity
prudential minimums
Risk Measures
• Material risk outcomes
Considers all risk types
including capital adequacy
risk, compliance risk,
credit risk, liquidity and
funding risk, market risk,
operational risk, strategic
risk, technology risk and
conduct risk
• APRA active supervision
• Risk culture
Key Individual Assessment Inputs
ANZ values
Behaviours
Risk/compliance
Including material events
BEAR obligations
ANZ Group
Performance
Framework
25%-50% weighting
Individual strategic
objectives/Divisional
Performance Framework
50%-75% weighting
Control
function input
Risk, Finance,
T&C, Audit
FY23 ANZ Group Performance Framework
Objectives below are examples of key drivers of shareholder value
RISK (MODIFIER)
Maintain risk discipline
focused on good customer
and regulatory outcomes
• Deliver major regulatory
commitments
• Strengthen risk culture
FINANCIAL DISCIPLINE
& OPERATIONAL
RESILIENCE (35%)
Run core businesses well,
delivering sustainable growth
and operational improvements
• Deliver economic profit to plan or
better in a high-quality manner
• Contain total cost growth
• Deliver/progress key change
programs
CUSTOMER (35%)
Deliver great customer outcomes,
focused on improving the financial
wellbeing, sustainability and
experience of priority segments
• Accelerate ANZ Plus customer
acquisition and engagement
• Materially improve Commercial
customer & banker experience
• Meaningfully progress environmental
sustainability strategies
• Transition to uniform business services
PEOPLE & CULTURE (30%)
Build a culture where our
diverse teams are engaged
and optimised for success
• Maintain high employee engagement
• Continue to improve project capability
• Attract, retain and develop people
with critical skills to reinvent banking
By deferring a significant portion of variable remuneration (around 80% of maximum opportunity for the CEO and Disclosed Executives
and 75% for the CRO), we seek to ensure alignment with shareholder interests, to deliver on ANZ’s strategic objectives, and to ensure a focus
on long-term value creation. Deferred variable remuneration has significant retention elements, and most importantly, can be adjusted
downwards, including to zero, allowing the Board to hold executives accountable, individually or collectively, for the longer-term impacts
of their decisions and actions.
Board discretion is applied when determining all CEO and Disclosed Executive variable remuneration outcomes including:
• STVR and LTVR outcomes for each financial year;
• LTVR vesting outcomes (pre vest assessment);
• Consideration of malus or further deferral before any scheduled release of previously deferred remuneration;
• Consideration of clawback for up to two years post payment or vesting of variable remuneration. See section 7.3.
STVR and LTVR provide material weight to non-financial measures as per CPS 511Additional financial and non-financial overlays considered by the Board in determining Group and individual performance and the size of the ANZIP pool include: •Broader financial performance (beyond scorecard measures) •The quality of earnings and operating environment •The shareholder experience (e.g., share price growth and dividends) ANZ 2023 Annual Report
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7.1 Remuneration mix
The CEO and Disclosed Executives1 have an aligned remuneration mix (30% FR, 30% STVR and 40% LTVR at maximum opportunity),
and structure (with the exception of longer deferral for the CEO in line with APRA’s deferral requirements).
CEO
Remuneration mix – CEO ($m)
Remuneration mix – CEO ($m)
Minimum opportunity
2.500
Maximum opportunity
8.375 (44% cash, 56% equity)
2.500
2.500
+1.200
+1.300
+1.688
+1.688
30%
30%
40%
FR
STVR cash
STVR deferred shares
LTVR RR
LTVR PR
Disclosed Executives
The dollar amounts in the below example are for illustrative purposes only, and are based on the FR value of $1.25m.
Remuneration mix – CEO ($m)
Remuneration mix – Disclosed Executives1 ($m)
Minimum opportunity
1.250
Maximum opportunity
4.188 (45% cash, 55% equity)
1.250
1.250
+0.625
+0.625
+0.844
+0.844
30%
30%
40%
1. Excluding CRO and Acting GE T&C.
FR
STVR cash
STVR deferred shares
LTVR RR
LTVR PR
CRO
To preserve the independence of the
role and to minimise any conflicts of
interest in carrying out the risk control
function across the organisation, the CRO’s
remuneration arrangements differ to
other Disclosed Executives.
While the STVR opportunity (100% of FR)
is the same as the CEO and Disclosed
Executives, the LTVR opportunity is different
(100% of FR instead of 135% of FR)
reflecting the delivery of LTVR as 100% RR
(instead of 50% RR and 50% PR). Maximum
variable remuneration opportunity is 200%
of FR for the CRO. The remuneration mix is
33.3% FR/33.3% STVR/33.3% LTVR.
Acting GE T&C
Due to the acting nature of R Howell’s
appointment his remuneration
arrangements differ to other Disclosed
Executives. For the time spent in this acting
role, his FR was set at $700k per annum
from 1 June 2023 and increased to $703k
from 1 July 2023 (due to the impact of the
Superannuation Guarantee rate change).
His VR maximum opportunity was set at
150% of FR (his remuneration mix is
therefore 40% FR/60% VR). His VR will be
delivered as 60% cash and 40% as shares
deferred over years 4 to 5 to ensure
compliance with CPS 511 deferral
requirements.
7.2 Variable remuneration delivery
Variable remuneration for the CEO and the
Disclosed Executives (excluding the CRO
and Acting GE T&C) is delivered as follows:
• STVR as 50% cash and 50% shares
deferred equally over years 2 and 3; and
• LTVR as RR and PR deferred over:
– year 4 (33%), year 5 (33%) and year 6
(34%) for the CEO; and
– year 4 (50%) and year 5 (50%) for
Disclosed Executives.
Both RR and PR are tested against the
relevant performance condition at the end
of the four-year performance period and are
then subject to additional holding period(s)
until the completion of the respective
deferral periods.
At target performance, 63% of variable
remuneration for the CEO and Disclosed
Executives, and 56% of variable
remuneration for the CRO is deferred
for at least four years (from the date the
Board approved the variable remuneration
in October (and the date shareholders
approve the CEO’s LTVR)), noting that
this complies with the BEAR minimum
deferral requirement of 60% for the CEO
and 40% for Disclosed Executives. If the
CEO receives above target STVR (as is the
case in 2023), the amount above target
will be delivered as 40% cash and 60%
deferred shares (20% year 4, 20% year 5,
20% year 6) to ensure compliance with
the minimum deferral requirements with
respect to BEAR and APRA’s Prudential
Standard CPS 511 Remuneration.
Before any scheduled release of
deferred remuneration, the Board
considers whether malus should be
applied to previously deferred remuneration
(or further deferral of vesting), or clawback
to variable remuneration previously
granted, for the CEO and Disclosed
Executives. See section 7.3.
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7.2.1 STVR CASH – CEO AND
DISCLOSED EXECUTIVES
The cash component of STVR is paid
to executives at the end of the annual
Performance and Remuneration Review
(December 2023), and is subject to
clawback for two years post payment.
7.2.2 STVR DEFERRED SHARES – CEO
AND DISCLOSED EXECUTIVES
By deferring 50% of an executives’ STVR
as deferred shares over years two and three
(and it remaining subject to malus and
clawback), we enable a substantial amount
of their STVR to be directly linked to
delivering shareholder value. We grant
deferred shares in respect of performance
for the financial year ending 30 September
in late November each year.
LTVR ELEMENT
DETAIL
For deferred variable remuneration for the
CEO and Disclosed Executives, we calculate
the number of deferred shares to be
granted based on the VWAP of the shares
traded on the ASX in the five trading days
leading up to and including 1 October (i.e.,
in line with the beginning of the financial
year). Allocations prior to the 2022 financial
year were based on the VWAP in the five
trading days leading up to and including
the date of grant. The VWAP used for
disclosure and expensing purposes is the
one-day VWAP at the date of grant, which is
in line with the Accounting Standard.
In some cases, we may grant deferred share
rights to executives instead of deferred
shares. Each deferred share right entitles
the holder to one ordinary share.
7.2.3 LTVR – CEO AND DISCLOSED
EXECUTIVES1
LTVR reinforces the focus on achieving
longer term strategic objectives, driving
outperformance relative to peers, and
creating long-term sustained value for
all stakeholders. The following table
details design features common to
both LTVR RR and PR.
This section details the LTVR approach that
applied to the 2023 LTVR award granted in
November/ December 2022, and to the GE
Australia Commercial in September 2023.
Description
RR and PR provide a right to acquire one ordinary ANZ share at nil cost – as long as applicable time and performance
conditions are met. Their future value may range from zero to an indeterminate value. The value depends on
performance against the applicable performance condition and on the share price at the time of exercise.
Performance
period
Both RR and PR have a four-year performance period commencing from 1 October and ending four years later on
30 September (e.g., 1 October 2022 to 30 September 2026 for the 2023 grant), noting that LTVR is awarded at the
start of the financial year (rather than the end).
A four-year performance period provides sufficient time for longer term performance to be reflected.
Deferral periods
The deferral period is the sum of the four-year performance period and the applicable holding period.
The holding period commences the day after the end of the four-year performance period (e.g., 1 October 2026
in the case of the 2023 LTVR award), and finishes on the 4th, 5th or 6th anniversary of grants.
Exercise period
Rights can only be exercised at the end of the relevant deferral period (4, 5 or 6 years) when the rights vest
and become exercisable.
There is a two-year exercise period which commences at the end of the relevant deferral period for RR and PR.
Expensing
Dividends
ANZ engages PricewaterhouseCoopers to independently determine the fair value of RR and PR, which is only used
for expensing for accounting purposes. They consider factors including: the market performance conditions, share
price volatility, life of the instrument, dividend yield, and share price at grant date.
A dividend equivalent payment (DEP) is paid in cash at the end of the relevant deferral period, but is only made
to the extent that all or part of the underlying rights meet the relevant performance condition and vest to the
individual. Dividend equivalent payments accrue over the full deferral period for RR, and only during the holding
period for PR.
Allocation
basis
The value the Board uses to determine the number of RR and PR to be allocated to the CEO and Disclosed
Executives is the face value of ANZGHL shares traded on the ASX in the five trading days leading up to and
including 1 October (beginning of the financial year and LTVR performance period).
LTVR is awarded around the start of the financial year in late November for Disclosed Executives and December
for the CEO (subject to shareholder approval).
1. Excluding Acting GE T&C.
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7.2.4 LTVR RESTRICTED RIGHTS – CEO AND DISCLOSED EXECUTIVES1
The award of RR ensures that LTVR provides material weight to non-financial measures (as required under APRA’s Prudential Standard
CPS 511 Remuneration), as well as supporting long-term alignment with shareholders.
Having a risk-based focus reflects the intent of the Prudential Standard CPS 511 Remuneration in ensuring remuneration arrangements
appropriately incentivise individuals to prudently manage risks. The performance conditions are designed to ensure there is focus on both
material risk events and building a strong risk culture over the longer term.
LTVR ELEMENT
PERFORMANCE CONDITION DETAIL
RR pre grant
and pre vest
assessments
Pre grant assessment purpose: Determines whether any reduction should be made to RR award value and is
primarily based on outcomes in the prior financial year.
Pre vest assessment purpose: Determines whether the RR amount awarded should vest in full and is based on outcomes
over the four-year performance period.
The pre grant and pre vest assessments also take into consideration any adjustments already applied for the same
event/outcomes in either the current or prior years (i.e., adjustments to STVR and LTVR, malus and clawback),
to ensure the overall impact is fair and proportionate to the severity of the outcome. Therefore, given other
remuneration adjustments are likely to be considered first, and as the award of RR is future focused, it is anticipated
that RR will be allocated at full value in most years – unless the outcome of the following three assessment steps
determines otherwise.
STEP 1
Assess Prudential soundness
STEP 2
Assess risk measures
STEP 3
Apply Board discretion
• Nil award if ANZ does
not meet capital ratio
and liquidity prudential
minimums.
• Consideration of any Material
Risk Outcomes from executive
actions or inactions which is
expected to/or has resulted in
significant impacts.
• Consideration of any significant
adverse change in APRA’s Active
Supervision level.
• Consideration of Risk Culture
(additional measure for pre vest)
that examines whether or not
ANZ has maintained (or made
progress towards) a sound
risk culture, considering both
executive actions or inactions.
• Board to determine whether any
reduction should be made to LTVR RR
outcome based on consideration of a
range of factors, including:
– the outcomes from steps 1 and 2;
– the impact, if any, of the issue/s on ANZ’s
reputation/standing in the market;
– whether the issue was specific to
ANZ, the banking industry or the
broader market;
– any impacts already applied (e.g.,
regarding downward adjustment
mechanisms, pre grant assessment
impact to LTVR RR);
– whether any impact should be made
on an individual or collective basis.
The assessments are not intended to be formulaic given the circumstances requiring the application of Board
discretion will typically be different or unique, however a Board decision making framework is in place to guide
the Board in applying discretion.
Material risk
outcomes process
The consideration of material risk outcomes is a key process that forms part of our broader Accountability and
Consequence Framework (A&CF) (see section 8), and is a comprehensive bottom-up process designed to ensure
that all relevant events are surfaced and considered appropriately. Key steps include:
• Risk, conduct and audit events are reported in ANZ’s Compliance & Operational Risk System.
• Divisional Accountability Groups review serious risk, conduct and audit events, and provide recommendations
regarding accountability and consequences, where appropriate.
• Enterprise Accountability Group (EAG) reviews recommendations of the Divisional Accountability Groups and
make final determination (with some exceptions where local Board approval is required or for material risk takers
and other non-administrative direct reports to the CEO, where Board approval is required).
• HR Committee reviews most serious risk, conduct and audit events (as part of independent report from CRO)
and determines impacts at the Group, Division and individual level for the CEO and ExCo.
1. Excluding Acting GE T&C.
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7.2.5 LTVR PERFORMANCE RIGHTS – CEO AND DISCLOSED EXECUTIVES EXCLUDING THE CRO1
LTVR ELEMENT
PERFORMANCE CONDITION DETAIL
Performance
rights hurdles
The PR have TSR performance hurdles reflecting the importance of focusing on achieving longer term strategic
objectives and aligning executives’ and shareholders’ interests. There are two TSR performance hurdles for the
2023 grants of PR:
• 75% will be measured against a relative TSR hurdle.
• 25% will be measured against an absolute TSR hurdle.
TSR represents the change in value of a share plus the value of reinvested dividends paid. We regard it as the most
appropriate long-term measure – it focuses on the delivery of shareholder value and is a well understood and
tested mechanism to measure performance. The combination of relative and absolute TSR hurdles provides balance
to the plan by:
• Relative: rewarding executives for performance that exceeds that of comparator companies; and
• Absolute: ensuring there is a continued focus on providing positive growth – even when the market is declining.
The two hurdles measure separate aspects of performance:
• the relative TSR hurdle measures our TSR compared to that of the Select Financial Services (SFS) comparator
group, made up of core local and global competitors. This comparator group is chosen to broadly reflect the
geographies and business segments in which ANZ competes for revenue; and
• the absolute Compound Annual Growth Rate (CAGR) TSR hurdle provides executives with a more direct line
of sight to the level of shareholder return to be achieved. It also provides a tighter correlation between the
executives’ rewards and the shareholders’ financial outcomes.
We will measure ANZ’s TSR against each hurdle at the end of the four-year performance period to determine
whether any PR becomes exercisable. We measure relative and absolute TSR hurdles independently from the other
– for example one may vest fully or partially but the other may not vest.
Relative TSR
hurdle for PR
The relative TSR hurdle is an external hurdle that measures our TSR against that of the SFS comparator group over
four years. The SFS comparator group is made up of: 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; and Westpac Banking Corporation.
For future LTVR awards of PR (i.e., from financial year 2024), the Board approved for DBS Bank Limited to be
removed from the comparator group (noting that this change does not apply to awards currently on foot). This
change reflects the need to better balance the weighting of international peers in our comparator group to more
appropriately reflect the change in capital allocated to Asia compared to when international comparators were
originally included in 2015 (as part of the super regional strategy at that time). When considering an appropriate
cohort of peers for benchmarking TSR performance, the Board take into consideration organisations with a similar
scope of activities, common geographical focus, broadly comparable risk compliance and regulatory profiles, and
relative stability and transparency across market cycles.
If our TSR when compared to the TSR of
the comparator group
then the percentage of PR that vest
is less than the 50thth percentile
is nil
reaches at least the 50thth percentile, but is less
than the 75thth percentile
is 50% plus 2% for every one percentile
increase above the 50thth percentile
reaches or exceeds the 75thth percentile
is 100%
1. Excluding Acting GE T&C.
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LTVR ELEMENT
PERFORMANCE CONDITION DETAIL
Absolute TSR
hurdle for PR
The absolute CAGR TSR hurdle is an internal hurdle as to whether ANZ achieves or exceeds a threshold level of
growth the Board sets at the start of the performance period. The Board reviews and approves the absolute TSR
targets each year for the PR award. When reviewing the targets, the Board references ANZ’s assessed Cost of Capital
(CoC). The CoC is determined using methodologies including the Capital Asset Pricing Model (CAPM). The CoC is
regularly reviewed and updated to reflect current market conditions. Due to the prospective nature of the 2023 PR
and given the increased volatility in the 10-year bond rate, the Board determined it was appropriate to use the 2H
average CoC as the CAGR TSR target for the 2023 PR.
If the absolute CAGR of our TSR
then the percentage of 2023 PR that vest
is less than 9.125%
is 9.125%
is nil
is 50%
reaches at least 9.125%, but is less than 13.688%
is progressively increased on a pro-rata, straight-line,
basis from 50% to 100%
reaches or exceeds 13.688%
is 100%
For future LTVR awards of PR (i.e., from financial year 2024), the CAGR TSR hurdle will be based on the time weighted
CoC over the four-year performance period of the PR. Therefore, the CAGR TSR target will be adjusted on a time
weighted basis unless the Board applies discretion not to adjust. The CoC will be reviewed by the Board on a
quarterly basis based on the output from the CAPM methodology (which takes into consideration the risk-free
bond rate, the market risk premium and the beta – i.e., the volatility of ANZ’s historical share price relative to the
market). Any CoC changes approved by the Board throughout the performance period are prospective only
(i.e., reflect current market factors) and will form part of the dynamic absolute TSR target calculation. Moving to
a dynamic target that reflects the changes in CoC over the performance period (rather than a static target at
the beginning of the performance period), is more responsive to changes in both interest rates and risks, and is
considered more appropriate and fairer from both an investor and executive perspective, and supports better
shareholder alignment.
Calculating
TSR performance
When calculating performance against TSR, we:
• reduce the impact of share price volatility – by using an averaging calculation over a 90-trading day period
for start and end values;
• ensure an independent measurement – by engaging the services of an external organisation, to calculate ANZ’s
performance against both the absolute and relative TSR hurdles; and
• test the performance against the relevant hurdle once only at the end of the four-year performance period –
the rights lapse if the performance hurdle is not met – there is no retesting.
7.3 Downward adjustment – Board discretion
The Board can exercise its discretion to apply a number of downward adjustment options as part of consequence management (in
accordance with applicable law and any terms and conditions provided). The Board may choose to exercise the following options or a
combination of these at any time, but will always consider their use if any of the circumstances specified by Prudential Standard CPS 511
Remuneration occur. The downward adjustment options specified in #1 to #3 below are applicable to all employees, while clawback (#4) in
2023 is currently limited to select employees (primarily the CEO, Disclosed Executives and some senior employees in jurisdictions where
clawback regulations apply):
1. In year adjustment, the most common type of downward adjustment, which reduces the amount of variable remuneration an employee
may have otherwise been awarded for that year.
2. Further deferral/freezing delays the decision to pay/allocate variable remuneration, or further defers the vesting of deferred remuneration
or freezes vested/unexercised shares and rights. This would typically only be considered where an investigation is pending/underway.
3. Malus is an adjustment to reduce the value of all or part of deferred remuneration before it has vested. Malus is used in cases of more
serious performance or behaviour issues. Any and all variable remuneration we award or grant to an employee is subject to ANZ’s on-going
and absolute discretion to apply malus and adjust variable remuneration downward (including to zero) at any time before the relevant
variable remuneration vests.
4. Clawback is the recovery of variable remuneration that has already vested or been paid (up to two years from vesting/payment or a longer
period as determined by Board discretion, policy or applicable law). This would typically only be considered if the other types of downward
adjustment/other consequences are considered inadequate given the severity of the situation.
Before any scheduled vesting of deferred remuneration, the Board (for the CEO, Disclosed Executives and other specified roles) and/or the
Enterprise Accountability Group (EAG) (for other employees) considers whether any further deferral, malus, or clawback should be applied.
See section 8 for details.
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8
ACCOUNTABILITY AND CONSEQUENCE FRAMEWORK
The Enterprise Accountability Group (EAG) is the primary governance mechanism for the operation of the
Accountability and Consequence Framework (A&CF).
8.1 Role of the EAG
8.3 Risk role models
The EAG is chaired by the CEO and
members include the CRO, CFO and GE T&C.
It operates under the delegated authority of
the HR Committee and is responsible for:
• supporting the Board in monitoring
the implementation and ongoing
effectiveness of ANZ’s A&CF;
• reviewing the most material risk, conduct
and audit events for accountability and
the application of consequences, where
appropriate;
• providing guidance to the Divisions and
considering initiatives across the Divisions
to strengthen risk behaviours;
• acknowledging material positive risk
events and recognising risk role models,
whose achievements are profiled across
the organisation; and
• approving the release or application
of downward adjustment for deferred
variable remuneration (noting that for
the CEO and Disclosed Executives this is
approved by the Board).
8.2 Material positive risk events
The EAG review material positive risk
decisions and events – times when our
proactive approach to identifying and
mitigating risk have had a material positive
outcome. Reviewing these examples
provides an opportunity to acknowledge
the importance of these events and share
learnings across the enterprise.
In 2023, 81 individuals were recognised by
the EAG for role modelling outstanding risk
behaviours through their efforts to identify,
manage and mitigate the organisation’s
risks and contribute to our strong risk
culture. Recognition provided included a
personalised e-mail from the CEO, local
recognition events, and having their
achievement profiled on our intranet
and in internal newsletters.
8.4 Compliance with Prudential
Standard CPS 511 Remuneration
ANZ’s A&CF is an integral part of our
enterprise approach to meeting the
requirements of APRA Prudential Standard
CPS 511 Remuneration.
We introduced clawback provisions for
the CEO and our Disclosed Executives
effective 2022, in addition to existing
downward adjustment tools such as in year
adjustment, further deferral and malus.
In 2023, we have continued to raise
employee awareness with respect to
accountability and consequences through
explicit references to the A&CF (including
remuneration consequences) in employee
training and communications and
performance and remuneration policy
documents.
In addition, as part of our annual
performance and remuneration process,
we have provided our People Leaders with
guidance regarding appropriate (and in
some cases, mandatory) remuneration
consequences for conduct and
performance issues, including insights from
the previous year’s consequences applied.
These activities are part of our continued
focus on consistency in application
of remuneration consequence across
ANZ globally.
8.5 Consideration of
consequences for material risk,
audit and conduct events
The EAG has processes in place to
ensure that we mitigate the risk of
conflicts of interest in reviewing events
and determining accountability and
consequences. For example, when
undertaking accountability reviews, a
recommendation regarding the review
leader and scope must be sent to the
CRO (or in the case of an event involving
Group Risk to the CEO), for review and
approval to ensure the individual is
capable of undertaking an impartial
and unbiased review.
Considerations regarding accountability
and consequences for our most senior
executives are considered and determined
by the HR Committee and Board.
Reports on the most material risk, audit
and conduct issues were presented to
the HR, Risk and Audit Committees at a
concurrent meeting. This information was
considered by the Board when considering
the performance of the Group and the
2023 ANZIP variable remuneration pool
for all employees and determining the
performance and remuneration outcomes
of the CEO and Disclosed Executives.
The HR Committee and Board consider
accountability and consequences for the
CEO and Disclosed Executives, including
the application of malus and clawback
(see section 7.3). No malus or clawback
was applied to the remuneration of the CEO
and Disclosed Executives during 2023.
When determining consequences,
consideration is given to the level of
accountability, and the severity of the issue,
including customer impacts. Consequences
may include, for example, one or more of
the following: counselling, formal warnings,
impacts to in year performance and
remuneration outcomes or application of
malus to previously deferred remuneration
and ultimately termination of employment
or clawback for the most serious issues.
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8.6 Evolving the A&CF
8.8 Application of consequences
Our ongoing focus on accountability,
consequences and driving a strong risk
culture supports our customer commitment
that when things go wrong, we fix them
quickly and hold executives, current
(and former where we can), to account
where appropriate. We are also focused
on ensuring that we learn from the cause
of the event, mitigate the risk of future
recurrences and continuously seek to
strengthen our risk culture. We review
the effectiveness of the A&CF every year
and implement enhancements to further
strengthen the A&CF based on regulatory
and internal stakeholder input.
8.7 Speak up culture
We continue to raise employee awareness
of, and promote the various ways
employees can speak up and raise issues
and ideas for improvement including
through initiatives such as:
• a global awareness campaign to
mark World Whistleblower Day in
June, which included a conversation
guide designed to support People
Leaders with team discussions on
the importance of speaking up and
promotion of whistleblowing;
• digital communications designed to build
confidence and trust in the Whistleblower
Program and process; and
• through monitoring responses in our
employee engagement surveys.
Key risk and speak-up scores, including
‘The People Leaders in the area I work
demonstrate personal accountability for risk
and sound risk behaviours’ (91%), ‘I can raise
issues and concerns without fear of reprisals’
(81%) and ‘When I speak up, my ideas,
opinions and concerns are heard’ (84%)
remained strong and consistent with 2022
and 2021 results.1
In 2023, there were 1,330 employee
relations cases involving alleged breaches
of our Code, with 501 resulting in a formal
consequence or the employee leaving ANZ,
down from 518 in 2022. Breaches ranged
from compliance/procedural breaches
(23%), through to general unacceptable
behaviour (31.7%), email/systems misuse
(9.2%), attendance issues (20.8%), fraud/
theft (5.4%), conflict of interest (5.6%) and
breaches of our Equal Opportunity, Bullying
and Harassment Policy (3.6%). Outcomes
following investigations of breaches this year
included 100 terminations, 314 warnings and
87 employees leaving ANZ.
In relation to the application of
consequences to our senior leadership
population (senior executives, executives
and senior managers), 30 current and former
employees (21 in 2022) had a consequence
applied as a result of the application
of our Code of Conduct Policy and/or
findings of accountability for a relevant
event. Consequences included warnings,
impacts on performance and remuneration
outcomes and dismissal.
All employees and contractors across
the enterprise are required to complete
mandatory learning modules. Permanent
employees who fail to complete their
mandatory learning requirements within
30 days of the due date are (in the absence
of genuinely exceptional circumstances)
ineligible for any FR increase or variable
remuneration award as part of our annual
Performance and Remuneration Review.
In 2023, the mandatory learning course
compliance rate across the enterprise
was 99.6%.
1. Results reported are taken from the Q2 and/or Q4 employee engagement surveys, and Risk Culture Survey.
72
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9
NON-EXECUTIVE DIRECTOR (NED) REMUNERATION
9.1 Remuneration structure
The HR Committee reviewed NED fees and determined not to increase fees for 2023.
For 2024, the HR Committee has reviewed and approved a 2% increase to the NED member fee (from $240,000 to $245,000) which has
remained unchanged since 2016. The Board Chairman fee remains unchanged. Following review, the HR Committee also approved the
alignment of the fee structure across all Committees increasing each Committee chair fee to $68,000, and each Committee member fee
to $34,000. This fee review considered increased complexity in the regulatory environment, uplifts for ANZ’s broader employee population,
and the external market.
The fee structure is applicable to NEDs of ANZGHL and ANZBGL. Fees prior to the implementation of the Non-Operating Holding Company
(NOHC) structure related to membership of the ANZBGL Board, and post implementation are viewed as a single fee covering both Boards
(i.e., membership of ANZGHL and ANZBGL Boards/Committees). Currently the fee structure applies irrespective of whether NEDs serve on
one or more Boards.
NEDs receive a 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 serving on a Board Committee.
In setting Board and Committee fees, the following are considered: general industry practice, ASX Corporate Governance Principles and
Recommendations, the responsibilities and risks attached to the NED role, 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 market capitalisation, with particular focus on
the major financial services institutions. This is considered an appropriate group, given similarity in size and complexity, nature of work and
time commitment by NEDs.
To maintain NED independence and impartiality:
• NED fees are not linked to the performance of the Group; and
• NEDs are not eligible to participate in any of the Group’s variable remuneration arrangements.
The current aggregate fee pool for NEDs of $4m was approved by shareholders at the 2012 AGM. The annual total of NEDs’ fees, including
superannuation contributions, is within this agreed limit.
This table shows the NED fee policy structure for 2023.
2023 NED fee policy structure
Board1,2
Audit Committee
Risk Committee
HR Committee
Digital Business & Technology Committee
Ethics, Environment, Social & Governance Committee
2023
Chair fee
$850,000
$65,000
$65,000
$65,000
$55,000
$55,000
Member fee
$240,000
$32,500
$32,500
$32,500
$27,500
$27,500
1. Including superannuation. 2. The Chairman of the Board does not receive additional fees for serving on a Board Committee. The Chairman of the Board and NEDs do not receive a fee for
serving on the Nomination and Board Operations Committee.
NED shareholding guidelines
We expect our NEDs to hold ANZ shares. NEDs are required:
• to accumulate shares – over a five-year period from their appointment to the value of:
– 100% of the NED member fee for Directors;
– 100% of the Chairman fee for the Chairman; and
• to maintain this shareholding while they are a Director of ANZ.
Based on the ANZ share price as at 30 September 2023, all NEDs meet or, if less than five years' tenure, are on track to meet
the holding guideline.
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9.2 2023 Statutory remuneration – NEDS
The following table outlines the statutory remuneration of NEDs1 disclosed in accordance with Australian Accounting Standards.
1. In addition to the fee shown below, Sir John Key received NZD 422,050 in 2022 and 2023 for his role as Chairman of ANZ Bank New Zealand Limited.
2023 Statutory remuneration – NEDS
Short-term NED benefits
Post-employment
Financial
year
Fees1
$
Non monetary
benefits2
$
Super
contributions1
$
Total
remuneration3
$
CURRENT NON-EXECUTIVE DIRECTORS
P O’Sullivan
I Atlas
J Halton
J Key
H Kramer4
J Macfarlane
C O’Reilly4
J Smith4
FORMER NON-EXECUTIVE DIRECTORS
G Liebelt4
Total of all Non-Executive Directors
2023
2022
2023
2022
2023
2022
2023
2022
2023
2023
2022
2023
2022
2023
2022
2023
2022
2023
2022
824,181
813,501
339,181
330,751
329,181
318,001
301,681
290,251
35,841
336,443
301,501
344,181
302,863
298,889
36,003
72,439
360,427
2,882,017
2,753,298
-
6,128
-
-
-
-
-
-
-
-
-
-
-
-
-
25,819
23,999
25,819
23,999
25,819
23,999
25,819
23,999
3,942
25,819
23,999
25,819
22,579
25,819
3,780
850,000
843,628
365,000
354,750
355,000
342,000
327,500
314,250
39,783
362,262
325,500
370,000
325,442
324,708
39,783
2,104
-
2,104
6,128
-
6,323
184,675
152,677
74,543
366,750
3,068,796
2,912,103
1. Year-on-year differences in fees relate to changes to the NED fees and also to the superannuation Maximum Contribution Base. G Liebelt elected to receive all payments in fees and therefore did
not receive superannuation contributions during 2022 and 2023 with exception to fees paid in Q422. 2. Non monetary benefits generally consist of company-funded benefits (and the associated
Fringe Benefits Tax) such as car parking and gifts provided upon retirement. 3. Long-term benefits and share-based payments do not apply for the NEDs. 4. Remuneration based on time as a NED
(2022 for C O'Reilly and J Smith, 2023 for H Kramer and G Liebelt).
74
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10
REMUNERATION GOVERNANCE
10.1 The Human Resources (HR)
Committee
10.1.1 ROLE OF THE HR COMMITTEE
The HR Committee supports the Board on
remuneration and other HR matters. It
reviews the remuneration policies and
practices of the Group, and monitors market
practice and regulatory and compliance
requirements in Australia and overseas.
During the year the HR Committee met on
five occasions and reviewed and approved,
or made recommendations to the Board
on matters including:
• remuneration for the CEO and other
key executives (broader than those
disclosed in the Remuneration Report)
in accordance with the ANZ Group
Performance and Remuneration
Policy and ANZBGL Performance
and Remuneration Policy, and fees
for the NEDs;
• matters related to the implementation
of APRA’s Prudential Standard CPS 511
Remuneration, and updates on the BEAR,
and Treasury’s Financial Accountability
Regime (FAR);
• the ANZ Group Performance
Framework (annual objectives setting
and assessment) and annual variable
remuneration spend;
• performance and reward outcomes
for key senior executives, including the
consideration of material events that
have either occurred or came to light
in the year;
• the release, further deferral or application
of malus of deferred remuneration
or clawback;
• key senior executive appointments
and terminations;
• the review of the ANZ Group
Performance and Remuneration
Policy and ANZBGL Performance
and Remuneration Policy, and the
Accountability & Consequence
Framework (A&CF);
• building capabilities required to deliver
on our strategy;
• succession plans for key senior
executives; and
• culture, diversity and inclusion, employee
engagement, and how we work in a post
COVID environment.
More details about the role of the HR
Committee, including its Charter, can be
found on our website. Go to anz.com >
Our company > Strong governance
framework > ANZ Human Resources
Committee Charter.
10.1.2 LINK BETWEEN
REMUNERATION AND RISK
The HR Committee has a strong focus
on the relationship between business
performance, risk management and
remuneration, aligned with our business
strategy. The chairs of the Risk and Audit
Committees and the full Board (ANZGHL
and ANZBGL) are in attendance for specific
HR Committee meetings. A concurrent
meeting of the HR, Risk and Audit
Committees was held to review:
• material risk, conduct and audit
events that either occurred or came
to light in 2023;
• 2023 performance and variable
remuneration recommendations at
both the Group, CEO and Disclosed
Executive level.
To further reflect the importance of the
link between remuneration and risk:
• the Board had two NEDs (in addition
to the Chairman) in 2023 who served
on both the HR Committee and the
Risk Committee;
• the HR Committee has free and
unfettered access to risk and financial
control personnel (the CRO and CFO
attend HR Committee meetings for
specific agenda items);
• the CRO (together with GE T&C and GGM
IA) provides an independent report to
the HR Committee on the most material
risk, conduct and audit events (as
relevant) to help inform considerations
of performance and remuneration, and
accountability and consequences at the
Group, Divisional and individual level;
• the CRO also provides an independent
report to assist the Board in their
assessment of performance and
remuneration outcomes for the CEO and
Disclosed Executives;
• the chairs of the Risk and Audit
Committees are asked to provide input
to ensure appropriate consideration of all
relevant risk and internal audit issues;
• the ANZ Group Performance Framework
and Divisional Performance Frameworks
include Risk as a key element acting as a
modifier, and it forms an integral part of
each framework’s assessment and directly
impacts the overall outcomes; and
• the LTVR RR pre grant and pre vest
assessments undertaken by the Board
are primarily based on non-financial
risk outcomes.
10.1.3 CONFLICT OF INTEREST
To help mitigate potential conflicts
of interest:
• management are not in attendance
when their own performance or
remuneration is being discussed by the
HR Committee or Board;
• the CEO’s STVR is funded and determined
separately from the ANZIP variable
remuneration pool;
• the CRO’s remuneration arrangements
differ to other Disclosed Executives to
preserve the independence of the role;
• the EAG also has processes in place to
help mitigate conflicts of interest as
outlined in section 8; and
• the HR Committee seeks input from
a number of sources to inform their
consideration of performance and
remuneration outcomes for the CEO and
Disclosed Executives including:
– independent reports from Risk, Finance,
Talent and Culture, and Internal Audit;
– material risk, conduct and audit event
data provided by the CRO;
– input from both the Audit Committee
and the Risk Committee of the Board.
10.1.4 EXTERNAL ADVISORS
PROVIDED INFORMATION BUT
NOT RECOMMENDATIONS
The HR Committee can engage independent
external advisors as needed.
Throughout the year, the HR Committee and
management received information from the
following external advisors: Aon, Ashurst,
Deloitte, EY, Guerdon Associates, Herbert
Smith Freehills, PayIQ Executive Pay and
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PricewaterhouseCoopers. This information
related to market data, market practices,
analysis and modelling, legislative
requirements and the interpretation of
governance and regulatory requirements.
During the year, ANZ did not receive
any remuneration recommendations
from external advisors about the
remuneration of KMP.
ANZ employs in-house remuneration
professionals who provide recommendations
to the HR Committee and the Board. The
Board made its decisions independently,
using the information provided and with
careful regard to ANZ’s strategic objectives,
purpose and values, risk appetite and the
Performance and Remuneration Policies
and Principles.
10.2 Internal governance
10.2.1 HEDGING PROHIBITION
All deferred equity must remain at risk until
it has fully vested. Accordingly, executives
and their associated persons must not enter
into any schemes that specifically protect
the unvested value of equity allocated.
If they do so, then they would forfeit the
relevant equity.
10.2.2 CEO AND DISCLOSED
EXECUTIVES’ SHAREHOLDING
GUIDELINES
We expect the CEO and each Disclosed
Executive to, over a five-year period:
• accumulate ANZ shares to the value
of 200% of their FR; and
• maintain this shareholding level while
they are an executive of ANZ.
Executives are permitted to sell ANZ
securities to meet taxation obligations on
employee equity even if below the 200%
guideline. However, tax obligations for the
purpose of these guidelines is limited to
that arising from the initial taxing point
event (i.e., when the deferred shares vest
or rights are exercised).
Shareholdings include all vested and
unvested equity (excluding PR). Based on
equity holdings as at 30 September 2023,
the CEO and all Disclosed Executives meet
or, if less than five years’ tenure, are on
track to meet their minimum shareholding
guidelines requirements.
10.2.3 CEO AND DISCLOSED EXECUTIVES’ CONTRACT TERMS AND EQUITY TREATMENT
The details of the contract terms and the equity treatment on termination (in accordance with the Conditions of Grant) relating to the CEO
and Disclosed Executives are below. Although they are similar, they vary in some cases to suit different circumstances.
Type of contract
Permanent ongoing employment contract.
Notice on resignation
• 12 months by CEO;
• 6 months by Disclosed Executives.1
Notice on termination
by ANZ2
How unvested equity is
treated on leaving ANZ
• 12 months by ANZ for CEO and Disclosed Executives.3
However, ANZ may immediately terminate an individual’s employment at any time in the case of serious
misconduct. In that case, the individual will be entitled only to payment of FR up to the date of their
termination and their statutory entitlements.
Executives who resign or are terminated will forfeit all their unvested deferred equity – unless the Board
determines otherwise.
If an executive is terminated due to redundancy or they are classified as a ‘good leaver’, unless the Board
determines otherwise, then:
• their STVR (deferred shares/share rights) remain on foot and are released at the original vesting date;
• their LTVR (RR/PR) (for grants awarded from 31 December 2020) remain on foot and are released at the
original vesting date (to the extent that the performance hurdles are met); and
• their PR4 (for grants awarded pre 31 December 2020) are prorated for service to the full notice termination
date and released at the original vesting date (to the extent that the performance hurdles are met).
On an executive’s death or total and permanent disablement, their deferred equity vests.
Unvested equity remains subject to malus post termination.
Change of control
(applies to the CEO only)
If a change of control or other similar event occurs, then we will test the performance conditions applying to
the CEO’s LTVR (RR/PR). They will vest to the extent that the performance conditions are satisfied.
1. 3 months by the former Acting GE T&C. 2. For M Carnegie, K Corbally, F Faruqui, G Florian, R Howell, C Morgan, A Strong, M Whelan and K van der Merwe, their contracts state that in particular
circumstances they may be eligible for a retrenchment benefit in accordance with the relevant ANZ policy, as varied from time to time. For A Watson, notice on retrenchment is 6 weeks and
compensation on retrenchment is calculated on a scale up to a maximum of 79 weeks after 25 years’ service. 3. 6 months by ANZ for the Acting GE T&C. 4. Or deferred share rights granted to the
CRO instead of PR.
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11 OTHER INFORMATION
11.1 2023 Statutory remuneration – CEO and Disclosed Executives
The following table outlines the statutory remuneration disclosed in accordance with Australian Accounting Standards. While it shows the
FR awarded (cash and superannuation contributions) and also the cash component of the 2023 variable remuneration award, it does not
show the actual variable remuneration awarded or received in 2023 (see sections 5.1 to 5.4), but instead shows the amortised accounting
value for this financial year of deferred remuneration (including prior year awards).
2023 Statutory remuneration – CEO and Disclosed Executives
Short–term employee benefits
Post–employment
Long–term
employee benefits
Financial year
Cash salary1
$
Non monetary
benefits2
$
Total cash
incentive3
$
Other cash4
$
Super
contributions5
$
Long service leave
accrued during
the year6
Deferred shares
$
$
Restricted
Performance
Termination
rights
Deferred shares
benefits
remuneration
rights
$
CEO AND CURRENT DISCLOSED EXECUTIVES
S Elliott
M Carnegie
K Corbally
F Faruqui9
G Florian10
R Howell9
C Morgan4,9
A Strong9
A Watson8,11
M Whelan
FORMER DISCLOSED EXECUTIVES
K van der Merwe12
2023
2022
2023
2022
2023
2022
2023
2022
2023
2022
2023
2,474,181
15,676
1,160,000
2,476,001
1,224,181
1,176,001
1,224,181
1,176,001
15,384
77,341
31,041
10,176
9,884
930,000
550,000
460,000
532,500
442,500
1,224,181
11,423
600,000
1,159,194
174,222
1,216,181
1,072,169
224,942
23,179
18,569
579,575
497,500
442,500
-
180,000
-
-
-
-
-
-
-
-
-
-
-
25,819
23,999
26,319
24,499
25,819
23,999
25,819
4,806
25,819
23,999
6,850
2023
608,220
15,707
250,000
407,000
18,780
5,367
67,909
1,414
798
29,899
1,405,094
2023
670,504
-
315,100
2023
2022
2023
2022
2023
2022
1,062,823
1,019,021
1,434,181
1,376,001
760,635
976,001
21,431
22,049
10,176
9,884
7,190
16,034
472,570
422,742
730,000
535,000
-
400,000
-
-
-
-
-
-
-
19,496
60,557
70,686
25,819
23,999
19,865
24,499
18,550
354,547
73,347
38,600
2,132
117,866
222,922
155,192
393,646
46
312
6,612
4,068
36,172
17,779
528,328
505,698
700,447
666,495
-
(418,392)
14,409
472,124
Share–based payments7
Total amortisation value of
Variable
remuneration
Deferred
share rights
Other equity
allocations4,8
35,112
1,061,506
212,024
1,202,190
132,871
298,501
1,076,657
129,603
568,319
265,999
196,849
513,883
238,579
600,306
56,608
132,871
364,031
465,805
178,143
122,240
270,977
33,306
22,858
17,151
27,518
34,577
19,332
17,524
30,978
15,812
9,321
933,786
548,990
522,450
531,235
512,134
62,538
$
-
-
-
-
-
-
-
-
-
-
-
-
-
-
$
-
-
302,636
171,181
-
119,057
181,892
(591,168)
177,072
-
-
-
-
-
-
-
-
-
-
Total
$
6,186,508
5,489,133
2,881,061
2,360,745
2,851,361
2,439,423
3,034,571
2,881,905
2,718,109
2,256,364
483,651
1,490,144
2,493,155
2,165,765
3,485,633
2,811,050
$
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
30,626
(191,244)
-
2,080,139
$
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1. Cash salary includes any adjustments required to reflect the use of ANZ's Lifestyle Leave Policy for the period in the KMP role. 2. Non monetary benefits generally consist of company-funded
benefits (and the associated Fringe Benefits Tax) such as car parking, taxation services and costs met by the Company in relation to relocation/accommodation. 3. The total cash incentive relates
to the cash component of STVR only. The relevant amortisation of the STVR deferred components is included in share-based payments and has been amortised over the vesting period. The total
STVR was approved by the ANZBGL and ANZGHL Boards on 17 October 2023, and in addition for A Watson by the ANZ NZ Board on 17 October 2023. 100% of the cash component of the STVR
awarded for the 2022 and 2023 years vested to the executive in the applicable financial year. 4. Other cash and other equity allocations (C Morgan) relate to the employment arrangements of
deferred variable remuneration forfeited and bonus opportunity forgone as a result of joining ANZ. 5. For Australian based executives, the 2022 and 2023 superannuation contributions reflect
the Superannuation Guarantee Contribution based on the Maximum Contribution Base. F Faruqui's 2022 amount reflects a part year superannuation contribution. A Watson participates in
KiwiSaver where ANZ provides an employer superannuation contribution matching member contributions up to 4% of total gross pay. KiwiSaver employer superannuation contributions are also
contributed on top of cash STVR at the time of payment. 6. For Australian based executives, long service leave accrued takes into consideration the impact of changes to the Superannuation
Guarantee percentage. Year-on-year fluctuations in long service leave accrued relate to the impact of historical fixed remuneration increases on the accrual as calculated at the end of each
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Long–term
employee benefits
Long service leave
accrued during
the year6
$
Share–based payments7
Total amortisation value of
Variable
remuneration
Other equity
allocations4,8
Deferred shares
$
Deferred
share rights
$
Restricted
rights
$
Performance
rights
$
Deferred shares
$
Termination
benefits
$
Total
remuneration
$
2,474,181
15,676
1,160,000
35,112
1,061,506
2023
608,220
15,707
250,000
407,000
18,780
5,367
67,909
18,550
354,547
6,612
4,068
36,172
17,779
528,328
505,698
700,447
666,495
-
(418,392)
14,409
472,124
73,347
38,600
117,866
222,922
2,132
-
119,057
-
-
-
-
155,192
393,646
-
-
-
181,892
(591,168)
177,072
1,414
798
29,899
-
-
-
-
212,024
1,202,190
-
1,076,657
132,871
298,501
-
129,603
33,306
22,858
17,151
27,518
34,577
19,332
17,524
30,978
15,812
9,321
933,786
548,990
522,450
531,235
512,134
62,538
568,319
265,999
196,849
513,883
238,579
-
-
-
600,306
56,608
132,871
364,031
465,805
178,143
-
302,636
122,240
270,977
-
-
171,181
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
46
312
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
6,186,508
5,489,133
2,881,061
2,360,745
2,851,361
2,439,423
3,034,571
2,881,905
2,718,109
2,256,364
483,651
1,405,094
1,490,144
2,493,155
2,165,765
3,485,633
2,811,050
30,626
(191,244)
-
2,080,139
financial year. 7. As required by 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 neither relates to, nor indicates, the benefit (if any) that the executive may ultimately realise if the equity becomes exercisable. No terms of share-based
payments have been altered or modified during the financial year. There were no cash settled share-based payments or any other form of share-based payment compensation during the financial
year for the CEO or Disclosed Executives. 8. Other equity allocations (A Watson) relate to shares received in relation to the historical Employee Share Offer which provided a grant of ANZ shares
in each financial year to eligible employees subject to Board approval. 9. Remuneration based on time as a Disclosed Executive in either 2022 (F Faruqui) or 2023 (R Howell, C Morgan, A Strong).
10. Fixed remuneration reflects changes in fixed remuneration during the financial year due to expanded role (G Florian). 11. Paid in NZD and converted to AUD. 12. 2023 remuneration for
K van der Merwe based on time as a Disclosed Executive up to date of cessation 30 June 2023 (noting her annual fixed remuneration for 2023 was $1.04m). Share-based payments include the
expensing treatment on resignation for unvested deferred remuneration (including reversals for forfeiture on resignation). Termination benefits reflect payment for accrued annual leave in
accordance with her contract, payable on resignation.
11.1 2023 Statutory remuneration – CEO and Disclosed Executives
The following table outlines the statutory remuneration disclosed in accordance with Australian Accounting Standards. While it shows the
FR awarded (cash and superannuation contributions) and also the cash component of the 2023 variable remuneration award, it does not
show the actual variable remuneration awarded or received in 2023 (see sections 5.1 to 5.4), but instead shows the amortised accounting
value for this financial year of deferred remuneration (including prior year awards).
2023 Statutory remuneration – CEO and Disclosed Executives
Short–term employee benefits
Post–employment
CEO AND CURRENT DISCLOSED EXECUTIVES
Financial year
Cash salary1
Other cash4
contributions5
Non monetary
benefits2
$
$
Total cash
incentive3
$
S Elliott
M Carnegie
K Corbally
F Faruqui9
G Florian10
R Howell9
C Morgan4,9
A Strong9
A Watson8,11
M Whelan
FORMER DISCLOSED EXECUTIVES
K van der Merwe12
2023
2022
2023
2022
2023
2022
2023
2022
2023
2022
2023
2023
2022
2023
2022
2023
2022
2,476,001
1,224,181
1,176,001
1,224,181
1,176,001
1,216,181
1,072,169
224,942
1,062,823
1,019,021
1,434,181
1,376,001
760,635
976,001
1,224,181
11,423
600,000
1,159,194
174,222
-
180,000
15,384
77,341
31,041
10,176
9,884
23,179
18,569
21,431
22,049
10,176
9,884
7,190
16,034
930,000
550,000
460,000
532,500
442,500
579,575
497,500
442,500
472,570
422,742
730,000
535,000
-
400,000
2023
670,504
-
315,100
Super
$
25,819
23,999
26,319
24,499
25,819
23,999
25,819
4,806
25,819
23,999
6,850
19,496
60,557
70,686
25,819
23,999
19,865
24,499
$
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
78
ANZ 2023 Annual Report
11.2 Equity holdings
For the equity granted to the CEO and Disclosed Executives in November/December 2022, the CEO’s deferred shares were purchased on
the market and the deferred shares for Disclosed Executives were satisfied through the new issue of shares. For deferred share rights, which
vested to Disclosed Executives in November 2022, where the rights were not able to be satisfied through the reallocation of previously
forfeited shares they were satisfied through the new issue of shares.
11.2.1 CEO AND DISCLOSED EXECUTIVES’ EQUITY GRANTED, VESTED, EXERCISED/SOLD AND LAPSED/FORFEITED
The table below sets out details of deferred shares and rights that we granted to the CEO and Disclosed Executives:
• during the 2023 year, relating to 2022 Performance and Remuneration Review outcomes; or
• in prior years and that then vested, were exercised/sold or which lapsed/were forfeited during the 2023 year.
Equity granted, vested, exercised/sold and lapsed/forfeited – CEO and Disclosed Executives
Equity fair
value
(for 2023
grants
only)
$
Number
granted1
Vested
Lapsed/
Forfeited
Exercised/Sold
First
date
exercisable
Grant
date
Date
of
expiry
Number %
$ Number %
$ Number %
Value2
Value2
Value2
$
Vested
and
exercis-
able as
at 30 Sep
20233
Unexer-
cisable
as at 30
Sep
20234
Name
Type of equity
CEO AND CURRENT DISCLOSED EXECUTIVES
S Elliott
Deferred shares
Deferred shares
Deferred shares
8,622
6,002
8,130
22-Nov-18 22-Nov-22
22-Nov-19 22-Nov-22
07-Dec-20 22-Nov-22
-
-
-
8,622 100
213,125
6,002 100
148,362
8,130 100
200,963
Deferred shares
14,441
22-Nov-21 22-Nov-22
-
14,441 100
356,963
Deferred shares
20,156
22.94 01-Oct-22 22-Nov-23
Deferred shares
20,156
22.94 01-Oct-22 22-Nov-24
-
-
Restricted rights
24,138
18.75 15-Dec-22 15-Dec-26 15-Dec-28
Restricted rights
24,138
17.65 15-Dec-22 15-Dec-27 15-Dec-29
Restricted rights
24,869
16.61 15-Dec-22 15-Dec-28 15-Dec-30
Performance rights
18,103
11.26 15-Dec-22 15-Dec-26 15-Dec-28
Performance rights
6,034
7.29 15-Dec-22 15-Dec-26 15-Dec-28
Performance rights
18,103
10.26 15-Dec-22 15-Dec-27 15-Dec-29
Performance rights
6,034
7.20 15-Dec-22 15-Dec-27 15-Dec-29
Performance rights
18,652
9.34 15-Dec-22 15-Dec-28 15-Dec-30
Performance rights
6,217
7.07 15-Dec-22 15-Dec-28 15-Dec-30
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
M Carnegie Deferred shares
Deferred shares
Deferred shares
Deferred shares
5,202
3,961
5,323
8,220
22-Nov-18 22-Nov-22
22-Nov-19 22-Nov-22
07-Dec-20 22-Nov-22
22-Nov-21 22-Nov-22
Deferred shares
9,970
22.94 01-Oct-22 22-Nov-23
Deferred shares
9,969
22.94 01-Oct-22 22-Nov-24
-
-
-
-
-
-
Restricted rights
18,286
19.36 22-Nov-22 22-Nov-26 22-Nov-28
Restricted rights
18,286
18.22 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
13,715
11.27 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
4,571
7.46 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
13,715
10.13 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
4,571
7.32 22-Nov-22 22-Nov-27 22-Nov-29
5,202 100
128,587
3,961 100
97,911
5,323 100
131,578
8,220 100
203,188
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(8,622)
100
205,036
-
(6,002)
100
142,731
-
(8,130)
100
193,336
- (14,441)
100
343,416
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
20,156
-
20,156
-
24,138
-
24,138
-
24,869
-
18,103
-
6,034
-
18,103
-
6,034
-
18,652
-
6,217
5,202
3,961
5,323
8,220
-
-
-
-
-
-
9,970
9,969
-
18,286
-
18,286
-
13,715
-
4,571
-
13,715
-
4,571
ANZ 2023 Annual Report
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
79
Equity fair
value
(for 2023
grants
only)
$
Number
granted1
Vested
Lapsed/
Forfeited
Exercised/Sold
First
date
exercisable
Grant
date
Date
of
expiry
Number %
$ Number %
$ Number %
Value2
Value2
Value2
$
Vested
and
exercis-
able as
at 30 Sep
20233
Unexer-
cisable
as at 30
Sep
20234
Name
Type of equity
CEO AND CURRENT DISCLOSED EXECUTIVES
K Corbally Deferred shares
Deferred shares
Deferred shares
Deferred shares
3,007
3,829
5,581
6,649
22-Nov-18 22-Nov-22
22-Nov-19 22-Nov-22
07-Dec-20 22-Nov-22
22-Nov-21 22-Nov-22
Deferred shares
9,590
22.94 01-Oct-22 22-Nov-23
Deferred shares
9,590
22.94 01-Oct-22 22-Nov-24
-
-
-
-
-
-
Restricted rights
27,091
19.36 22-Nov-22 22-Nov-26 22-Nov-28
Restricted rights
27,091
18.22 22-Nov-22 22-Nov-27 22-Nov-29
3,007 100
74,329
3,829 100
94,648
5,581 100
137,955
6,649 100
164,355
-
-
-
-
-
-
-
-
-
-
-
-
F Faruqui
Deferred shares
10,486
22-Nov-21 22-Nov-22
-
10,486 100
259,200
Deferred shares
12,950
22.94 01-Oct-22 22-Nov-23
Deferred shares
12,949
22.94 01-Oct-22 22-Nov-24
-
-
-
-
-
-
-
-
Deferred share rights
5,158
07-Dec-20 22-Nov-22 29-Nov-22
5,158 100
127,499
Deferred share rights
8,033
22-Nov-19 22-Nov-22 29-Nov-22
8,033 100
198,565
Deferred share rights
8,496
22-Nov-18 22-Nov-22 29-Nov-22
8,496 100
210,010
Restricted rights
18,286
19.36 22-Nov-22 22-Nov-26 22-Nov-28
Restricted rights
18,286
18.22 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
13,715
11.27 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
4,571
7.46 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
13,715
10.13 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
4,571
7.32 22-Nov-22 22-Nov-27 22-Nov-29
G Florian
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
1,609
3,251
3,367
2,244
6,442
4,829
9,770
22-Nov-18 22-Nov-21
22-Nov-18 22-Nov-22
22-Nov-19 22-Nov-21
22-Nov-19 22-Nov-22
07-Dec-20 22-Nov-21
07-Dec-20 22-Nov-22
22-Nov-21 22-Nov-22
Deferred shares
9,590
22.94 01-Oct-22 22-Nov-23
Deferred shares
9,590
22.94 01-Oct-22 22-Nov-24
-
-
-
-
-
-
-
-
-
Restricted rights
16,823
19.36 22-Nov-22 22-Nov-26 22-Nov-28
Restricted rights
16,823
18.22 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
12,617
11.27 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
4,205
7.46 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
12,617
10.13 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
4,205
7.32 22-Nov-22 22-Nov-27 22-Nov-29
R Howell5
C Morgan5 Deferred shares
3,025
24.52 20-Aug-23 20-Aug-24
Deferred shares
5,082
24.52 20-Aug-23 20-Aug-24
Deferred shares
5,082
24.52 20-Aug-23 20-Aug-25
-
-
-
Restricted rights
18,422
19.45 25-Sep-23 22-Nov-27 22-Nov-29
Performance rights
13,816
11.89 25-Sep-23 22-Nov-27 22-Nov-29
Performance rights
4,605
8.24 25-Sep-23 22-Nov-27 22-Nov-29
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3,251 100
80,360
-
-
-
2,244 100
55,469
-
-
-
4,829 100
119,367
9,770 100
241,502
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(3,007)
100
74,464
-
(3,829)
100
94,820
-
(5,581)
100
138,206
-
(6,649)
100
164,654
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
9,590
9,590
-
27,091
-
27,091
-
(1,963)
19
48,523
8,523
-
-
-
-
-
-
-
-
-
-
12,950
-
12,949
-
(476)
15
11,861
2,775
-
(5,158)
100
127,499
-
(8,033)
100
198,565
-
(8,496)
100
210,010
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(1,609)
100
39,614
-
(3,367)
100
82,313
-
(2,244)
100
54,859
-
(6,442)
100
157,487
-
(4,829)
100
118,054
-
(9,770)
100
238,846
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
18,286
-
18,286
-
13,715
-
4,571
-
13,715
-
-
-
-
-
-
-
-
-
4,571
-
-
-
-
-
-
-
9,590
9,590
-
16,823
-
16,823
-
12,617
-
4,205
-
12,617
-
4,205
-
-
-
3,025
5,082
5,082
-
18,422
-
13,816
-
4,605
80
ANZ 2023 Annual Report
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
Equity fair
value
(for 2023
grants
only)
$
Number
granted1
Vested
Lapsed/
Forfeited
Exercised/Sold
First
date
exercisable
Grant
date
Date
of
expiry
Number %
$ Number %
$ Number %
Value2
Value2
Value2
$
Vested
and
exercis-
able as
at 30 Sep
20233
Unexer-
cisable
as at 30
Sep
20234
Name
Type of equity
CEO AND CURRENT DISCLOSED EXECUTIVES
A Strong5 Deferred shares
Deferred shares
Deferred shares
4,361
3,229
4,189
22-Nov-19 22-Nov-22
07-Dec-20 22-Nov-22
22-Nov-21 22-Nov-22
Deferred shares
6,133
24.72 22-Nov-22 22-Nov-23
Deferred shares
6,132
24.72 22-Nov-22 22-Nov-24
Deferred shares
6,132
24.72 22-Nov-22 22-Nov-25
-
-
-
-
-
-
Restricted rights
10,972
19.36 22-Nov-22 22-Nov-26 22-Nov-28
Restricted rights
10,972
18.22 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
8,229
11.27 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
2,743
7.46 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
8,229
10.13 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
2,743
7.32 22-Nov-22 22-Nov-27 22-Nov-29
4,361 100
107,798
3,229 100
79,817
4,189 100
103,547
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
A Watson Deferred shares
Deferred shares
Deferred shares
3,901
4,354
9,924
22-Nov-19 22-Nov-22
07-Dec-20 22-Nov-22
22-Nov-21 22-Nov-22
Deferred shares
9,162
22.94 01-Oct-22 22-Nov-23
Deferred shares
9,162
22.94 01-Oct-22 22-Nov-24
Employee Share Offer
32
02-Dec-19 02-Dec-22
-
-
-
-
-
-
3,901 100
96,428
4,354 100
107,625
9,924 100
245,308
-
-
-
-
-
-
32 100
790
Restricted rights
16,221
19.36 22-Nov-22 22-Nov-26 22-Nov-28
Restricted rights
16,221
18.22 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
12,166
11.27 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
4,055
7.46 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
12,166
10.13 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
4,055
7.32 22-Nov-22 22-Nov-27 22-Nov-29
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
M Whelan Deferred shares
Deferred shares
Deferred shares
7,072
6,998
4,722
22-Nov-18 22-Nov-22
22-Nov-19 22-Nov-22
07-Dec-20 22-Nov-22
-
-
-
7,072 100
174,811
6,998 100
172,981
4,722 100
116,722
Deferred shares
11,700
22-Nov-21 22-Nov-22
-
11,700 100
289,209
Deferred shares
11,595
22.94 01-Oct-22 22-Nov-23
Deferred shares
11,595
22.94 01-Oct-22 22-Nov-24
-
-
Restricted rights
21,358
19.36 22-Nov-22 22-Nov-26 22-Nov-28
Restricted rights
21,358
18.22 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
16,019
11.27 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
5,339
7.46 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
16,019
10.13 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
5,339
7.32 22-Nov-22 22-Nov-27 22-Nov-29
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(4,361)
100
103,826
-
(639)
20
15,213
2,590
-
-
-
4,189
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(3,901)
100
97,341
-
(4,354)
100
108,644
-
(9,924)
100
247,632
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(7,072)
100
174,726
-
(6,998)
100
172,897
-
(4,722)
100
116,665
- (11,700)
100
289,068
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
6,133
6,132
6,132
-
10,972
-
10,972
-
-
-
-
-
-
-
-
-
8,229
2,743
8,229
2,743
-
-
-
9,162
9,162
32
-
-
16,221
-
16,221
-
12,166
-
4,055
-
12,166
-
-
-
-
-
4,055
-
-
-
-
-
11,595
-
11,595
-
21,358
-
21,358
-
16,019
-
5,339
-
16,019
-
5,339
ANZ 2023 Annual Report
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
81
Equity fair
value
(for 2023
grants
only)
$
Number
granted1
Vested
Lapsed/
Forfeited
Exercised/Sold
First
date
exercisable
Grant
date
Date
of
expiry
Number %
$ Number %
$ Number %
Value2
Value2
Value2
$
Vested
and
exercis-
able as
at 30 Sep
20233
Unexer-
cisable
as at 30
Sep
20234
Name
Type of equity
FORMER DISCLOSED EXECUTIVES
K van der
Merwe6
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
Deferred shares
524
3,577
3,577
3,577
3,301
1,650
4,293
2,862
1,431
8,579
6,433
4,288
2,144
22-Nov-18 22-Nov-19
22-Nov-18 22-Nov-20
22-Nov-18 22-Nov-21
22-Nov-18 22-Nov-22
22-Nov-19 22-Nov-22
22-Nov-19 22-Nov-23
07-Dec-20 22-Nov-22
07-Dec-20 22-Nov-23
07-Dec-20 22-Nov-24
22-Nov-21 22-Nov-22
22-Nov-21 22-Nov-23
22-Nov-21 22-Nov-24
22-Nov-21 22-Nov-25
Deferred shares
8,669
22.94 01-Oct-22 22-Nov-23
Deferred shares
8,669
22.94 01-Oct-22 22-Nov-24
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Restricted rights
15,214
19.36 22-Nov-22 22-Nov-26 22-Nov-28
Restricted rights
15,214
18.22 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
25,510
22-Nov-19 22-Nov-23 22-Nov-25
Performance rights
8,503
22-Nov-19 22-Nov-23 22-Nov-25
Performance rights
23,213
07-Dec-20 22-Nov-24 22-Nov-26
Performance rights
7,737
07-Dec-20 22-Nov-24 22-Nov-26
Performance rights
33,140
22-Nov-21 22-Nov-25 22-Nov-27
Performance rights
11,046
22-Nov-21 22-Nov-25 22-Nov-27
Performance rights
11,410
11.27 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
3,803
7.46 22-Nov-22 22-Nov-26 22-Nov-28
Performance rights
11,410
10.13 22-Nov-22 22-Nov-27 22-Nov-29
Performance rights
3,803
7.32 22-Nov-22 22-Nov-27 22-Nov-29
-
-
-
-
-
-
-
-
-
3,577 100
88,419
3,301 100
81,596
-
-
-
-
-
-
-
-
-
-
-
(524)
100
12,962
-
(3,577)
100
88,481
-
(3,577)
100
88,481
-
-
-
-
(1,192)
33
29,485
2,385
-
-
-
-
(1,650) 100
(39,067)
4,293 100
106,117
-
-
-
-
-
-
-
-
-
(2,862) 100
(67,763)
(1,431) 100
(33,882)
8,579 100
212,062
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(6,433) 100
(152,313)
(4,288) 100
(101,527)
(2,144) 100
(50,763)
(8,669) 100
(205,255)
(8,669) 100
(205,255)
-
(15,214) 100
(360,220)
-
(15,214) 100
(360,220)
-
(25,510) 100
(603,998)
-
(8,503) 100
(201,325)
-
(23,213) 100
(549,612)
-
(7,737) 100
(183,188)
-
(33,140) 100
(784,652)
-
(11,046) 100
(261,535)
-
(11,410) 100
(270,153)
-
(3,803) 100
(90,043)
-
(11,410) 100
(270,153)
-
(3,803) 100
(90,043)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
3,301
-
4,293
-
-
8,579
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1. For the purpose of the five highest paid executive disclosures, Executives are defined as Disclosed Executives or other members of the ExCo. For the 2023 financial year the five highest paid executives include
five Disclosed Executives. Rights granted to Disclosed Executives as remuneration in 2023 are included in the table. No rights have been granted to the CEO, Disclosed Executives or the five highest paid executives
since the end of 2023 up to the Directors’ Report sign-off date. 2. The point in time value of deferred shares/deferred share rights and/or restricted rights/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 deferred shares/deferred share rights and/or restricted rights/
performance rights. The exercise price for all deferred share rights/restricted rights/performance rights is $0.00. No terms or conditions of grant of the share-based payment transactions have been altered or
modified during the reporting period. 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. Performance rights granted in prior years (by grant date) that remained unexerciseable at 30 September 2023 or date ceased as a KMP include:
S Elliott
M Carnegie
K Corbally
F Faruqui
G Florian
R Howell
C Morgan
A Strong
A Watson
M Whelan
K van der Merwe
Nov-19
168,066
40,816
-
69,118
23,128
-
-
-
-
72,108
-
Nov-20
159,308
38,378
-
34,045
34,820
-
-
-
31,389
34,045
-
Nov-21
126,353
42,345
-
54,006
50,324
-
-
-
51,117
60,266
-
Nov-22
73,143
36,572
-
36,572
33,644
-
18,421
21,944
32,442
42,716
-
Performance rights granted to S Elliott in 2023 were approved by shareholders at the 2022 AGM in accordance with ASX Listing Rule 10.14. 5. Equity transactions disclosed from date commenced as a Disclosed
Executive. There were no disclosable transactions for R Howell. 6. Equity transactions disclosed up to date ceased as a KMP.
82
ANZ 2023 Annual Report
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
11.2.2 NED, CEO AND DISCLOSED EXECUTIVES’ EQUITY HOLDINGS
The table below sets out details of equity held directly, indirectly or beneficially by each NED, the CEO and each Disclosed Executive,
including their related parties.
Equity holdings – NED, CEO and Disclosed Executives
Name
Type of equity
CURRENT NON–EXECUTIVE DIRECTORS
Opening
balance at
1 Oct 2022
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 20233,4
P O’Sullivan
I Atlas
J Halton
J Key
H Kramer5
J Macfarlane
C O’Reilly
J Smith
Ordinary shares
Capital notes 7
Ordinary shares
Ordinary shares
Ordinary shares
Ordinary shares
Ordinary shares
Capital notes 3
Capital notes 6
Capital notes 7
Capital notes 8
Ordinary shares
Ordinary shares
FORMER NON–EXECUTIVE DIRECTORS
G Liebelt6
Ordinary shares
Capital notes 6
Capital notes 7
4,350
9,250
15,318
9,653
10,500
5,828
19,042
5,000
2,140
2,000
-
6,400
2,779
21,671
2,500
2,500
CEO AND CURRENT DISCLOSED EXECUTIVES
S Elliott
M Carnegie
K Corbally
F Faruqui
G Florian
R Howell5
C Morgan5
A Strong5
A Watson
M Whelan
Deferred shares
Ordinary shares
Vested shares 1yr restriction
Restricted rights
Performance rights
Deferred shares
Ordinary shares
Restricted rights
Performance rights
Deferred shares
Ordinary shares
Capital notes 6
Deferred share rights
Restricted rights
Deferred shares
Ordinary shares
Deferred share rights
Restricted rights
Performance rights
Deferred shares
Ordinary shares
Restricted rights
Performance rights
Deferred shares
Ordinary shares
Deferred shares
Ordinary shares
Restricted rights
Performance rights
Deferred shares
Ordinary shares
Restricted rights
Performance rights
Deferred shares
Employee Share Offer
Ordinary shares
Restricted rights
Performance rights
Deferred shares
Ordinary shares
Restricted rights
Performance rights
69,986
395,108
56,989
-
453,727
112,834
34,098
-
121,539
45,844
1,381
1,400
62,675
-
28,006
100,380
31,467
-
157,169
56,605
37,583
-
108,272
12,138
324
-
25
-
-
23,382
2,264
-
-
41,956
61
37,581
-
82,506
56,260
46,963
-
166,419
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
40,312
-
-
73,145
73,143
19,939
-
36,572
36,572
19,180
-
-
-
54,182
25,899
-
-
36,572
36,572
19,180
-
33,646
33,644
-
-
13,189
-
18,422
18,421
18,397
-
21,944
21,944
18,324
-
-
32,442
32,442
23,190
-
42,716
42,716
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
21,687
(21,687)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
405
-
-
-
(5,000)
-
-
5,000
-
-
-
-
-
(37,195)
100,532
(56,989)
-
-
-
7,482
-
-
(19,066)
2,964
-
-
-
(1,963)
(1,550)
-
-
-
(28,737)
18,029
-
-
-
(324)
-
(25)
-
-
(5,000)
1,971
-
-
(18,179)
-
13,393
-
-
(30,492)
233
-
-
4,350
9,250
15,318
10,058
10,500
5,828
19,042
-
2,140
2,000
5,000
6,400
2,779
21,671
2,500
2,500
73,103
495,640
-
73,145
526,870
132,773
41,580
36,572
158,111
45,958
4,345
1,400
62,675
54,182
51,942
120,517
9,780
36,572
193,741
47,048
55,612
33,646
141,916
12,138
-
13,189
-
18,422
18,421
36,779
4,235
21,944
21,944
42,101
61
50,974
32,442
114,948
48,958
47,196
42,716
209,135
ANZ 2023 Annual Report
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
83
FORMER DISCLOSED EXECUTIVES
K van der
Merwe6
Deferred shares
Ordinary shares
Restricted rights
Performance rights
63,515
29,407
-
109,149
17,338
-
30,428
30,426
-
-
-
-
(45,016)
1,918
(30,428)
(139,575)
35,837
31,325
-
-
1. Details of options/rights granted as remuneration during 2023 are provided in the previous table. 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 NEDs, CEO and Disclosed Executives (i.e., indirect beneficially held shares) as at 30 September 2023 (or the date ceased as a KMP): P O'Sullivan - 0, I Atlas - 15,318, J Halton - 0,
J Key - 10,500, H Kramer - 5,828, J Macfarlane - 28,182, C O'Reilly - 0, J Smith - 0, G Liebelt - 8,436, S Elliott - 562,395, M Carnegie - 132,773, K Corbally - 47,358, F Faruqui - 51,942, G Florian - 56,947,
R Howell - 12,138, C Morgan - 13,189, A Strong - 36,779, A Watson - 42,162, M Whelan - 92,771, K van der Merwe - 35,837. 4. Zero rights were vested and exercisable, and zero options/rights were
vested and unexerciseable as at 30 September 2023. There was no change in the balance as at the Directors' Report sign-off date. 5. Commencing balance is based on holdings as at the date of
commencement as a KMP. 6. Concluding balance is based on holdings as at the date ceased as a KMP.
11.3 Loans
11.3.1 OVERVIEW
When we lend to NEDs, the CEO or Disclosed Executives, we do so in the ordinary course of business and on normal commercial terms and
conditions that are no more favourable than those given to other employees or customers – this includes the term of the loan, the security
required and the interest rate. Details of the terms and conditions of lending products can be found on anz.com. No amounts have been
written off during the period, or individual assessed allowance for expected credit losses raised in respect of these balances.
Total loans to NEDs, the CEO and Disclosed Executives, including their related parties at 30 September 2023 (including those with balances
less than $100,000) was $28,745,646 (2022: $28,505,859) with interest paid of $1,241,031 (2022: $790,118) during the period.
11.3.2 NED, CEO AND DISCLOSED EXECUTIVES’ LOAN TRANSACTIONS
The table below sets out details of loans outstanding to NEDs, the CEO and Disclosed Executives including their related parties, if – at any
time during the year – the individual’s aggregate loan balance exceeded $100,000.
Loan transactions – NED, CEO and Disclosed Executives
Opening balance at
1 Oct 2022¹
$
Closing balance at
30 Sep 2023
$
Interest paid and payable
in the reporting period²
$
Highest balance in
the reporting period
$
Name
CURRENT NON–EXECUTIVE DIRECTORS
P O'Sullivan
J Key
H Kramer
J Macfarlane
CEO AND CURRENT DISCLOSED EXECUTIVES
S Elliott
M Carnegie
G Florian
A Strong
M Whelan
731,495
3,703,009
3,177,784
9,364,205
2,521,407
3,374
4,250,856
1,461,490
1,550,938
657,998
3,583,961
3,189,935
5,907,690
2,467,062
5,602,183
2,324,157
1,715,981
1,528,458
28
285,191
29,733
539,941
84,378
18,855
79,239
62,505
89,738
736,813
3,927,633
3,198,854
10,643,712
2,561,192
5,646,088
4,293,369
1,852,107
1,601,107
FORMER DISCLOSED EXECUTIVES
K van der Merwe3
Total
1,655,942
28,420,501
1,696,038
28,673,464
49,224
1,238,831
1,733,877
36,194,751
1. Opening balances have been adjusted for new and leaving KMP. 2. Actual interest paid after considering offset accounts. The loan balance is shown gross, however the interest paid takes into
account the impact of offset amounts. 3. Closing balance is as at the date ceased as a KMP.
11.4 Other transactions
Other transactions with NEDs, the CEO and Disclosed Executives, and their related parties included deposits.
Other transactions – NED, CEO and Disclosed Executives
Total KMP deposits
Opening balance at
1 Oct 20221
$
Closing balance at
30 Sep 20232,3
$
30,248,232
40,499,899
1. Opening balance is at 1 October 2022 or the date of commencement as a KMP if part way through the year and it has been adjusted to take into account timing variances. 2. Closing balance is
at 30 September 2023 or at the date ceased as a KMP if part way through the year. 3. Interest received on deposits for 2023 was $999,448 (2022: $140,355).
Other transactions with KMP and their related parties included amounts paid to the Group in respect of investment management service
fees, brokerage, bank fees and charges. The Group has reimbursed KMP for the costs incurred for security and secretarial services associated
with the performance of their duties. These transactions are conducted on normal commercial terms and conditions are no more favourable
than those given to other employees or customers.
84
ANZ 2023 Annual Report
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
DIRECTORS’
REPORT
The Directors’ Report for the financial
year ended 30 September 2023 has
been prepared in accordance with the
requirements of the Corporations Act 2001.
The information below forms part of this
Directors’ Report:
• Principal activities on page 11;
• Operating and financial review on
pages 32 to 44;
• Dividends on page 44;
• Information on the Directors, Company
Secretaries and Directors’ meetings on
pages 17 to 23;
• Remuneration report on pages 46 to 83.
Establishment of a New Group
Organisational Structure
On 3 January 2023, Australia and New
Zealand Banking Group Limited (ANZBGL)
established by a scheme of arrangement,
a non-operating holding company, ANZ
Group Holdings Limited (ANZGHL), as the
new listed parent holding company of the
ANZ Group and implemented a restructure
to separate ANZ’s banking and certain
non-banking businesses into the ANZ
Bank Group and ANZ Non-Bank Group
(Restructure). The ANZ Bank Group
comprises the majority of the businesses
and subsidiaries that were held in ANZBGL
prior to the Restructure. The ANZ Non-Bank
Group comprises banking-adjacent
businesses developed or acquired by
the ANZ Group to focus on bringing
new technology and banking-adjacent
services to the ANZ Group’s customers,
and a separate service company.
On Restructure, each ANZBGL shareholder
received one ANZGHL ordinary share
for each ANZBGL ordinary share that they
held prior to the implementation of
the Restructure.
Significant changes in
state of affairs
There have been no other significant
changes in the Group’s state of affairs
other than Establishment of a New
Group Organisational Structure as
described above.
Events since the end
of the financial year
There have been no significant events from
30 September 2023 to the date of signing
this report.
Participation in political
party activities
We aim to assist the democratic process
in Australia by attending and participating
in paid events hosted by the major federal
political parties. For the year ended
30 September 2023, we contributed
$97,159 to participate in political activities
hosted by the Australian Labor Party, the
Liberal Party of Australia and the National
Party of Australia. These activities included
speeches, political functions and
conferences, and policy dialogue forums.
We disclose these contributions to the
Australian Electoral Commission (AEC),
noting the AEC’s reporting year is a different
period to the Group’s financial year.
Modern slavery reporting
The Group is subject to Australia's Modern
Slavery Act Australian Commonwealth
Modern Slavery Act 2018 (Cth) and United
Kingdom's Modern Slavery Act 2015.
Our Modern Slavery Statement (when
released) will set out actions taken to
identify, assess and manage modern slavery
risks in our operations and supply chain
during the 2023 financial year.
Our 2023 Modern Slavery Statement will be
available at anz.com/esgreport prior to our
Annual General Meeting.
Environmental Regulation
We recognise the expectations of our
stakeholders – customers, shareholders,
staff and the community – to operate
in a way that mitigates our environmental
impact.
In Australia, we meet 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.
We do not believe that our operations
are subject to any other particular and
significant environmental regulation under
a law of the Commonwealth of Australia
or of an Australian State or Territory.
We may become subject to environmental
regulation as a result of our lending
activities in the ordinary course of business
and have developed policies, which are
reviewed on a regular basis, to help identify
and manage such environmental matters.
Further details of our environmental
performance, including progress against
our targets and management of material
issues aligned with our commitment to fair
and responsible banking and priority areas
of financial wellbeing, environmental
sustainability and housing, are available
in the ESG Supplement, at anz.com/
annualreport.
Corporate Governance Statement
We are committed to maintaining a high
standard in our governance framework.
ANZGHL confirms it has followed the ASX
Corporate Governance Council’s Corporate
Governance Principles and Recommendations
(4th edition) during the 2023 financial year.
Our Corporate Governance Statement,
together with the Appendix 4G, which
relates to the Corporate Governance
Statement, can be viewed at anz.com/
corporategovernance and has been
lodged with the ASX.
External auditor
The Group’s external auditor is KPMG.
The ANZ Group appointed Peat, Marwick,
Mitchell & Co (predecessor to KPMG)
in 1969.
The Board Audit Committee conducts a
formal annual performance assessment of
the external auditor, including whether to
commence an external tender for the audit.
After considering relevant factors including
tenure, audit quality, local and international
capability and experience, and independence,
the Board Audit Committee resolved to
reappoint KPMG for the 30 September 2024
financial year audit.
KPMG regularly rotates the Group Lead
Audit Engagement Partner and the
Engagement Quality Control Review Partner
with the most recent rotation being for the
financial years ended 30 September 2023
and 30 September 2020, respectively.
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Non-audit services
Our Stakeholder Engagement Model for
Relationship with the External Auditor (the
Policy), which incorporates requirements
of the Corporations Act 2001 and industry
best practice, prevents the external auditor
from providing services that are perceived
to be in conflict with the role of the
external auditor or breach independence
requirements. This includes 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.
Specifically, the Policy:
• limits the scope of non-audit services
that may be provided;
• requires that audit, audit-related and
permitted non-audit services be
considered in light of independence
requirements and for any potential
conflicts of interest before they are
approved by the Audit Committee,
or approved by the Chair of the Audit
Committee (or delegate) and notified
to the Audit Committee; and
• requires pre-approval before the external
auditor can commence any engagement
for the Group.
Further details about the Policy can
be found in the Corporate Governance
Statement.
The external auditor has confirmed
to the Audit Committee that it has:
• implemented procedures to ensure it
complies with independence rules in
applicable jurisdictions; and
• complied with applicable policies
and regulations in those jurisdictions
regarding the provision of non-audit
services, and the Policy.
The Audit Committee has reviewed the
non-audit services provided by the external
auditor during the 2023 financial year, and
has confirmed that the provision of these
services is consistent with the Policy,
compatible with the general standard
of independence for auditors imposed
by the Corporations Act 2001 and did not
compromise the auditor independence
requirements of the Corporations Act 2001.
This has been formally advised by the Audit
Committee to the Board of Directors.
The categories of non-audit services
supplied to the Group during the year
ended 30 September 2023 by the external
auditor, KPMG, or by another person or firm
on KPMG’s behalf, and the amounts paid
or payable (including GST) by the Group
are as follows:
Amount paid/
payable $’000’s
Non-audit services
2023
2022
Methodology,
procedural and
administrative reviews
Total
105
105
8
8
Further details on the compensation paid
to KPMG are provided in Note 35 Auditor
Fees to the financial statements including
details of audit-related services provided
during the year of $5.82 million (2022:
$7.50 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 2023 is
compatible with the general standard
of independence for external auditors
imposed by the Corporations Act 2001
and did not compromise the auditor
independence requirements of the
Corporations Act 2001.
Directors’ and Officers’ Indemnity
ANZGHL’s Constitution (Rule 11.1) permits
ANZGHL to:
• Indemnify any officer or employee of
ANZGHL or any of its wholly-owned
subsidiaries, or its auditor, against
liabilities (so far as may be permitted
under applicable law) incurred as
such an officer, employee or auditor,
including liabilities incurred as a result of
appointment or nomination by ANZGHL
or wholly-owned subsidiary as a trustee
or as an officer or employee of another
corporation; and
• Make payments in respect of legal
costs incurred by an officer or employee
or auditor in defending an action for
a liability incurred as such an officer,
employee or auditor, or in resisting
or responding to actions taken by a
government agency, a duly constituted
Royal Commission or other official inquiry,
a liquidator, administrator, trustee in
bankruptcy or other authorised official.
Our policy is that our 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, we will indemnify
employees and former employees against
any liability they incur to any third party
as a result of acting in good faith in the
course of their employment and this
extends to liability incurred as a result
of their appointment/nomination by or at
the request of the ANZ Group as an officer
or employee of another corporation or
body or as a trustee.
The indemnity is subject to applicable
law and certain exceptions.
ANZBGL has entered into Indemnity
Deeds with each of its Directors, with
certain secretaries and former Directors
of ANZBGL, and with certain employees
and other individuals who act as directors
or officers of related bodies corporate or
of another company, to indemnify them
against liabilities and legal costs of the kind
mentioned in ANZBGL’s Constitution.
The indemnities provided in these
Indemnity Deeds extend to the Directors
and Secretaries of ANZGHL.
During the financial year, we have paid
premiums for insurance for the benefit of
the Directors and employees of the Group.
In accordance with common commercial
practice, the insurance prohibits disclosure
of the nature of the liability insured against
and the amount of the premium.
86
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Key management personnel and
employee share and option plans
• Shares issued as a result of the exercise of
options/rights granted to employees; and
The Remuneration Report contains details
of Non-Executive Directors, Chief Executive
Officer and Disclosed Executives’ equity
holdings and options/rights issued during
the 2023 financial year and as at the date
of this report.
Note 32 Employee Share and Option Plans
to the 2023 Financial Report contains details
of the 2023 financial year and as at the date
of this report:
• Options/rights issued over shares granted
to employees;
• Other details about share options/
rights issued, including any rights
to participate in any share issues.
The names of all persons who currently
hold options/rights are entered in the
register kept by ANZGHL pursuant
to section 170 of the Corporations Act
2001. This register may be inspected
free of charge.
Rounding of amounts
ANZGHL is a company of the kind referred
to in Australian Securities and Investments
Commission Corporations (Rounding in
Financial/Directors’ Reports) Instrument
2016/191 dated 24 March 2016 and, in
accordance with that Instrument, amounts
in the consolidated financial statements and
this Directors’ Report have been rounded to
the nearest million dollars unless specifically
stated otherwise.
This report is made in accordance with a
resolution of the Board of Directors and is
signed for and on behalf of the Directors.
Paul D O’Sullivan
Chairman
Shayne C Elliott
Managing Director
10 November 2023
10 November 2023
Lead Auditor’s Independence
Declaration
To: the Directors of ANZ Group Holdings
Limited
The Lead Auditors Independence
Declaration given under Section 307C of
the Corporations Act 2001 is set out below
and forms part of the Directors’ Report for
the year ended 30 September 2023.
I declare that, to the best of my knowledge
and belief, in relation to the audit of ANZ
Group Holdings Limited for the financial
year ended 30 September 2023, there
have been:
• No contraventions of the auditor
independence requirements as set out
in the Corporations Act 2001 in relation
to the audit; and
• No contraventions of any applicable
code of professional conduct in relation
to the audit.
KPMG
Martin McGrath
Partner
10 November 2023
KPMG, an Australian partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMG International Limited,
a private English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member
firms of the KPMG global organisation. Liability limited by a scheme approved under Professional Standards Legislation.
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Consolidated Financial Statements Income Statement 88Statement of Comprehensive Income 89Balance Sheet 90Cash Flow Statement 91Statement of Changes in Equity 92Notes to the Consolidated Financial Statements Basis of Preparation 1. About Our Financial Statements 93Financial Performance2. Net Interest Income 973. Non-Interest Income 984. Operating Expenses 1015. Income Tax 1036. Dividends 1067. Earnings per Ordinary Share 1088. Segment Reporting 109Financial Assets and Other Trading Assets 9. Cash and Cash Equivalents 11310. Trading Assets 11411. Derivative Financial Instruments 11512. Investment Securities 12513. Net Loans and Advances 12714. Allowance for Expected Credit Losses 128Financial Liabilities 15. Deposits and Other Borrowings 13816. Payables and Other Liabilities 13917. Debt Issuances 140Financial Instrument Disclosures18. Financial Risk Management 14619. Fair Value of Financial Assets and Financial Liabilities 16220. Assets Charged as Security for Liabilities and Collateral Accepted as Security for Assets 16821. Offsetting 169Non-Financial Assets 22. Goodwill and Other Intangible Assets 170Non-Financial Liabilities 23. Other Provisions 174Equity24. Shareholders’ Equity 17625. Capital Management 179Consolidation and Presentation26. Parent Entity Financial Information 18327. Controlled Entities 18428. Investments in Associates 18629. Structured Entities 18830. Transfers of Financial Assets 191Employee and Related Party Transactions31. Superannuation and Post Employment Benefit Obligations 19232. Employee Share and Option Plans 19433. Related Party Disclosures 200Other Disclosures34. Commitments, Contingent Liabilities and Contingent Assets 20235. Auditor Fees 20536. Pending Organisational Changes Impacting Future Reporting Periods 20637. Events Since the End of the Financial Year 206Directors’ Declaration 207Independent Auditor’s Report 208FINANCIAL REPORT Overview
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overview
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ANZ 2023 Annual Report
FINANCIAL REPORT
INCOME STATEMENT
For the year ended 30 September
Note
Interest income1
Interest expense
Net interest income
Other operating income
Net income from insurance business
Share of associates' profit/(loss)
Operating income
Operating expenses
Profit before credit impairment and income tax
Credit impairment (charge)/release
Profit before income tax
Income tax expense
Profit after tax from continuing operations
Profit/(Loss) after tax from discontinued operations
Profit for the year
Comprising:
Profit attributable to shareholders of the Company
Profit attributable to non-controlling interests
Earnings per ordinary share (cents) including discontinued
operations
Basic
Diluted
Earnings per ordinary share (cents) from continuing operations
Basic
Diluted
Dividend per ordinary share (cents)
2
3
3
3
4
14
5
7
7
7
7
6
2023
$m
49,902
(33,321)
16,581
3,568
89
221
20,459
(10,139)
10,320
(245)
10,075
(2,949)
7,126
-
7,126
7,098
28
236.8
227.2
236.8
227.2
175
2022
$m
23,609
(8,735)
14,874
4,235
140
177
19,426
(9,579)
9,847
232
10,079
(2,940)
7,139
(19)
7,120
7,119
1
250.0
233.2
250.7
233.8
146
1. Includes interest income calculated using the effective interest method on financial assets measured at amortised cost or fair value through other comprehensive income of $46,893 million
(2022: $22,844 million) in the Group.
The notes appearing on pages 93 to 206 form an integral part of these financial statements.
88
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FINANCIAL REPORT
STATEMENT OF COMPREHENSIVE INCOME
For the year ended 30 September
Profit after tax from continuing operations
Other comprehensive income
Items that will not be reclassified subsequently to profit or loss
Investment securities - equity securities at FVOCI
Other reserve movements1
Items that may be reclassified subsequently to profit or loss
Foreign currency translation reserve
Other reserve movements
Income tax attributable to the above items
Share of associates’ other comprehensive income2
Other comprehensive income after tax from continuing operations
Profit/(Loss) after tax from discontinued operations
Total comprehensive income for the year
Comprising total comprehensive income attributable to:
Shareholders of the Company
Non-controlling interests 1
1. The Group includes foreign currency translation differences attributable to non-controlling interests of $27 million (2022: -$15 million).
2. The Group’s share of associates’ other comprehensive income, that may be reclassified subsequently to profit or loss in the Group, includes:
FVOCI reserve gain/(loss)
Defined benefits gain/(loss)
Foreign currency translation reserve gain/(loss)
Total
2023
$m
25
6
-
31
2022
$m
(56)
15
1
(40)
The notes appearing on pages 93 to 206 form an integral part of these financial statements.
2023
$m
7,126
(27)
(80)
718
199
(23)
31
818
-
7,944
7,889
55
2022
$m
7,139
(55)
127
(759)
(4,180)
1,172
(40)
(3,735)
(19)
3,385
3,399
(14)
89
90
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Note
2023
$m
2022
$m
9
168,154
168,132
9,349
8,558
37,004
60,406
97,429
4,762
12,700
35,237
90,174
86,153
707,044
672,407
646
2,349
114
3,336
4,058
2,053
5,120
632
2,181
46
3,384
3,877
2,431
3,613
1,105,620
1,085,729
19,267
10,382
814,711
57,482
305
82
15,045
569
1,717
13,766
16,230
797,281
85,149
829
83
9,835
549
1,872
116,014
93,734
1,035,574
1,019,328
70,046
66,401
29,082
(1,735)
42,177
69,524
522
70,046
28,797
(2,606)
39,716
65,907
494
66,401
10
11
12
13
28
5
22
15
11
5
16
23
17
24
24
24
24
24
24
BALANCE SHEET
As at 30 September
Assets
Cash and cash equivalents1
Settlement balances owed to ANZ
Collateral paid
Trading assets
Derivative financial instruments
Investment securities
Net loans and advances
Regulatory deposits
Investments in associates
Current tax assets
Deferred tax assets
Goodwill and other intangible assets
Premises and equipment
Other assets
Total assets
Liabilities
Settlement balances owed by ANZ
Collateral received
Deposits and other borrowings
Derivative financial instruments
Current tax liabilities
Deferred tax liabilities
Payables and other liabilities
Employee entitlements
Other provisions
Debt issuances
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
1. Includes Settlement balances owed to ANZ that meet the definition of Cash and cash equivalents.
The notes appearing on pages 93 to 206 form an integral part of these financial statements.
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FINANCIAL REPORT
CASH FLOW STATEMENT
For the year ended 30 September
Profit after income tax
Adjustments to reconcile to net cash provided by/(used in) operating
activities:
Allowance for expected credit losses
Depreciation and amortisation
(Gain)/Loss on sale of premises and equipment
Net derivatives/foreign exchange adjustment
(Gain)/Loss on sale from divestments
Other non-cash movements1
Net (increase)/decrease in operating assets:
Collateral paid
Trading assets
Net loans and advances1
Other assets1
Net increase/(decrease) in operating liabilities:
Deposits and other borrowings
Settlement balances owed by ANZ
Collateral received
Other liabilities
Total adjustments
Net cash (used in)/provided by operating activities2
Cash flows from investing activities
Investment securities assets:
Purchases
Proceeds from sale or maturity
Proceeds from divestments, net of cash disposed
Net movement in shares in controlled entities
Net investments in other assets
Net cash (used in)/provided by investing activities
Cash flows from financing activities
Deposits and other borrowings drawn down
Debt issuances:3
Issue proceeds
Redemptions
Dividends paid4
On market purchase of treasury shares
Repayment of lease liabilities
Share buyback
ANZ Bank New Zealand Perpetual Preference Shares
Share entitlement issue
Net cash (used in)/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
2023
$m
7,126
245
923
43
3,505
(29)
(66)
4,143
(23)
(27,639)
(1,706)
21,601
5,278
(5,848)
(1,065)
(638)
6,488
(52,030)
41,401
558
(10)
(605)
(10,686)
2022
$m
7,120
(232)
1,008
(8)
(4,434)
(252)
(48)
(2,638)
8,020
(46,364)
(190)
48,879
(3,486)
9,468
3,333
13,056
20,176
(34,292)
32,797
394
(65)
(651)
(1,817)
(11,105)
1,226
44,182
(23,985)
(4,380)
(21)
(306)
-
-
-
4,385
187
168,132
(165)
168,154
23,422
(26,017)
(3,784)
(117)
(218)
(846)
492
3,497
(2,345)
16,014
151,260
858
168,132
1. Certain non-cash movements were reclassified to Net loans and advances and Other assets to better reflect the net movement in operating assets. Comparatives have been restated. (2022: reduction to
Other non-cash movements of $861 million, a decrease in Net loans and advances of $14 million, and an increase in Other assets of $875 million).
2. Net cash (used in)/provided by operating activities for the Group includes interest received of $48,345 million (2022: $22,748 million), interest paid of $30,707 million (2022: $7,857 million) and income taxes
paid of $3,501 million (2022: $2,171 million).
3. Non-cash movements on Debt issuances include a loss of $2,084 million (2022: $4,725 million gain) from unrealised movements primarily due to fair value hedging adjustments and foreign exchange losses for
the Group.
4. Cash outflow for shares purchased to satisfy the dividend reinvestment plan are classified in Dividends paid.
The notes appearing on pages 93 to 206 form an integral part of these financial statements.
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STATEMENT OF CHANGES IN EQUITY
Ordinary
share capital
$m
Reserves
$m
25,984
1,228
Retained
earnings
$m
36,453
7,138
(19)
115
-
-
(3,835)
(3,835)
7,234
-
-
-
-
-
183
(846)
3,497
(21)
-
-
-
-
-
-
-
-
1
(3,965)
-
-
-
-
(7)
1
39,716
7,098
(74)
7,024
(4,559)
-
-
(4)
28,797
(2,606)
-
-
-
-
206
79
-
-
865
865
-
-
-
6
Share capital
and reserves
attributable to
shareholders
of the Company
$m
Non-
controlling
interests
$m
Total
shareholders’
equity
$m
63,665
7,138
(19)
(3,720)
3,399
(3,965)
183
(846)
3,497
(21)
(7)
2
65,907
7,098
791
7,889
(4,559)
206
79
2
11
1
-
(15)
(14)
(2)
-
-
-
-
499
-
494
28
27
55
(27)
-
-
-
63,676
7,139
(19)
(3,735)
3,385
(3,967)
183
(846)
3,497
(21)
492
2
66,401
7,126
818
7,944
(4,586)
206
79
2
29,082
(1,735)
42,177
69,524
522
70,046
As at 1 October 2021
Profit or loss from continuing operations
Profit or loss from discontinued operations
Other comprehensive income for the year from
continuing operations
Total comprehensive income for the year
Transactions with equity holders in their capacity
as equity holders:
Dividends paid
Dividend reinvestment plan1
Group share buy-back2
Share entitlement issue3
Other equity movements:
Employee share and option plans
Preference shares issued4
Other items
As at 30 September 2022
Profit or loss from continuing operations
Other comprehensive income for the year from
continuing operations
Total comprehensive income for the year
Transactions with equity holders in their capacity
as equity holders:
Dividends paid
Dividend reinvestment plan1
Other equity movements:
Employee share and option plans
Other items
As at 30 September 2023
1. No shares were issued under the Dividend Reinvestment Plan for the 2023 interim dividend (2022 final dividend: 8.4 million; 2022 interim dividend: 7.2 million; 2021 final dividend: nil). On-market share
purchases for the DRP in 2023 were $326 million (2022: $204 million).
2. The Group completed its $1.5 billion on-market share buy-back of ANZ ordinary shares on 25 March 2022 resulting in 31 million shares being cancelled in 2022.
3. The Group issued 187.1 million new ordinary shares under the share entitlement offer in 2022.
4. Perpetual preference shares issued by ANZ Bank New Zealand, a wholly owned subsidiary of ANZGHL, are considered non-controlling interests to the Group.
The notes appearing on pages 93 to 206 form an integral part of these financial statements.
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NOTES TO THE CONSOLIDATED
FINANCIAL STATEMENTS
NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS
NOTES TO THE FINANCIAL STATEMENTS
1. ABOUT OUR FINANCIAL STATEMENTS
ORGANISATIONAL RESTRUCTURE
On 3 January 2023, Australia and New Zealand Banking Group Limited (ANZBGL) established by a scheme of arrangement, a non-operating holding
company, ANZ Group Holdings Limited (ANZGHL), as the new listed parent holding company of the ANZ Group and implemented a restructure to
separate ANZ’s banking and certain non-banking businesses into the ANZ Bank Group and ANZ Non-Bank Group (the Restructure). The ANZ Bank
Group comprises the majority of the businesses and subsidiaries that were held in ANZBGL prior to the Restructure. The ANZ Non-Bank Group
comprises banking-adjacent businesses developed or acquired by the ANZ Group to focus on bringing new technology and banking-adjacent
services to the ANZ Group’s customers, and a separate service company.
Accordingly, these consolidated financial statements reflect a continuation of the existing ANZ Group and have been prepared on the basis of
accounting policies and using methods of computation consistent with those applied in the 2022 ANZ Annual Report.
GENERAL INFORMATION
These are the consolidated financial statements for ANZGHL (the Company) and its controlled entities (together, the Group or Consolidated Entity) for
the year ended 30 September 2023. The Company is a publicly listed company incorporated and domiciled in Australia. The address of the Company’s
registered office and its principal place of business is ANZ Centre, 833 Collins Street, Docklands, Victoria, Australia 3008. The Group provides banking
and financial services to individuals and business customers and operates in and across 29 markets.
On 10 November 2023, the Directors resolved to authorise the issue of these financial statements. Information in the financial statements is included
only to the extent we consider it material and relevant to the understanding of the financial statements. A disclosure is considered material and
relevant if, for example:
• the amount is significant in size (quantitative factor);
• the information is significant by nature (qualitative factor);
• the user cannot understand the Group’s results without the specific disclosure (qualitative factor);
• the information is critical to a user’s understanding of the impact of significant changes in the Group’s business during the period - for example,
business acquisitions or disposals (qualitative factor);
• the information relates to an aspect of the Group’s operations that is important to its future performance (qualitative factor); and
• the information is required under legislative requirements of the Corporations Act 2001, the Banking Act 1959 (Cth) or by the Group’s principal
regulators, including the Australian Securities and Investments Commission (ASIC) and the Australian Prudential Regulation Authority (APRA).
This section of the financial statements:
• outlines the basis upon which the Group’s financial statements have been prepared; and
• discusses any new accounting standards or regulations that directly impact the financial statements.
BASIS OF PREPARATION
This financial report is a general purpose (Tier 1) financial report prepared by a ‘for profit’ entity, in accordance with Australian Accounting Standards
(AASs) and other authoritative pronouncements of the Australian Accounting Standards Board (AASB), the Corporations Act 2001, and International
Financial Reporting Standards (IFRS) and interpretations published by the International Accounting Standards Board (IASB).
We present the financial statements of the Group in Australian dollars, which is the Company’s functional and presentation currency. We have
rounded values to the nearest million dollars ($m), unless otherwise stated, as allowed under the ASIC Corporations (Rounding in Financial/Directors
Report) Instrument 2016/191. We measure the financial statements of each entity in the Group using the currency of the primary economic
environment in which that entity operates (the functional currency).
BASIS OF MEASUREMENT AND PRESENTATION
We have prepared the financial information in accordance with the historical cost basis - except the following assets and liabilities which we have
stated at their fair value:
• derivative financial instruments and in the case of fair value hedging, a fair value adjustment made to the underlying hedged item;
• financial instruments held for trading;
• financial assets and financial liabilities designated at fair value through profit or loss (FVTPL);
• financial assets at fair value through other comprehensive income (FVOCI); and
• assets and liabilities classified as held for sale (except those required to be at carrying value).
In accordance with AASB 119 Employee Benefits we have measured defined benefit obligations using the Projected Unit Credit Method.
There were no discontinued operations in the current period. For the purpose of comparative information, discontinued operations in the prior period
are separately presented from the results of the continuing operations as a single line item ‘Profit/(Loss) after tax from discontinued operations’ in the
Income Statement.
93
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1. ABOUT OUR FINANCIAL STATEMENTS (continued)
BASIS 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 we determine that the Company has control over the entity. Control exists when the
Group is exposed to, 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. We assess power by examining existing rights that give the Company the current ability to direct the relevant activities of the
entity. We have eliminated, on consolidation, the effect of all transactions between entities in the Group.
FOREIGN CURRENCY TRANSLATION
TRANSACTIONS AND BALANCES
Foreign currency transactions are translated into the relevant functional currency at the exchange rate prevailing at the date of the transaction. At the
reporting date, monetary assets and liabilities denominated in foreign currencies are translated into the functional currency at the relevant spot rate.
Any foreign currency translation gains or losses that arise are included in profit or loss in the period they arise.
We measure translation differences on non-monetary items classified as FVTPL and report them as part of the fair value gain or loss on these items. For
non-monetary items classified as investment securities measured at FVOCI, translation differences are included in other comprehensive income.
FINANCIAL STATEMENTS OF FOREIGN OPERATIONS THAT HAVE A FUNCTIONAL CURRENCY THAT IS NOT AUSTRALIAN DOLLARS
The financial statements of our foreign operations are translated into Australian dollars for consolidation into the Group financial statements using the
following method:
Foreign currency item
Exchange rate used
Assets and liabilities
The reporting date rate
Equity
The initial investment date rate
Income and expenses
The average rate for the period – but for a significant transaction if we believe the average rate is not
reasonable, then we use the rate at the date of the transaction
Exchange differences arising from the translation of financial statements of foreign operations are recognised in the foreign currency translation
reserve in equity. When we dispose of a foreign operation, the cumulative exchange differences are transferred to profit or loss.
FIDUCIARY ACTIVITIES
The Group provides fiduciary services to third parties including custody, nominee and trustee services. This involves the Group holding assets on
behalf of third parties and making decisions regarding the purchase and sale of financial instruments. If ANZ is not the beneficial owner or does not
control the assets, then we do not recognise these transactions in these financial statements, except when required by accounting standards or
another legislative requirement.
KEY JUDGEMENTS AND ESTIMATES
In the process of applying the Group’s accounting policies, management has made a number of judgements and applied estimates and
assumptions about past and future events. Further information on the key judgements and estimates that we consider material to the
financial statements are contained within each relevant note to the financial statements.
The global economy is facing challenges associated with high inflation and interest rates, labour market constraints, continuing
geopolitical tensions, and impacts from climate change which contribute to an elevated level of estimation uncertainty involved in the
preparation of these financial statements.
The Group has made various accounting estimates in this Financial Report based on forecasts of economic conditions which reflect
expectations and assumptions at 30 September 2023 about future events considered reasonable in the circumstances. Thus there is a
considerable degree of judgement involved in preparing these estimates. Actual economic conditions are likely to be different from those
forecast since anticipated events frequently do not occur as expected, and the effect of these differences may significantly impact
accounting estimates included in these financial statements. The significant accounting estimates impacted by these forecasts and
associated uncertainties are predominantly related to expected credit losses and recoverable amounts of non-financial assets.
The impact of these uncertainties on each of these accounting estimates is discussed in the relevant notes in this Financial Report. Readers
should consider these disclosures in light of the inherent uncertainties described above.
94
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95
1. ABOUT OUR FINANCIAL STATEMENTS (continued)
INTEREST RATE BENCHMARK REFORM
Interbank offered rates (IBORs) reform is the global transition away from IBORs and their replacement by risk-free rates (RFRs). IBOR reforms have had a
wide-ranging impact for the Group and our customers given the fundamental differences between IBORs and RFRs. Accordingly, the Group
established an enterprise-wide Benchmark Transition Program to manage the operational, market, legal, conduct and financial reporting risks
associated with IBOR transition.
As at 30 September 2023 the Group’s Program is largely complete, and included the implementation of the required processes, technology and
product capabilities that ensured the transitions were successfully undertaken. In line with regulatory announcements made in early 2021, IBOR rates
including Pound Sterling (GBP), Euro (EUR), Swiss Franc (CHF) and Japanese Yen (JPY), and the 1-week and 2-month US Dollar (USD) London Interbank
Offered Rate (LIBOR) rate settings ceased on 31 December 2021 and were replaced by alternative RFRs. The Group’s exposure to IBOR reform was
primarily concentrated in other USD LIBOR settings which ceased on 30 June 2023. No material changes were made to the Group’s risk management
strategy because of IBOR reform and the use of IBOR rates in new products was phased out in accordance with industry and supervisory guidance. The
transition activities had an immaterial impact to the Group’s profit and loss.
To support any legacy contracts referencing these benchmarks across the industry, the 1-month, 3-month and 6-month USD settings will continue to
be published using an alternative ‘synthetic’ methodology. The Group continues to manage a small number of loan and derivative contracts whose
transition is being managed with customers, and a small number of debt issuances with investors. These remaining contracts will either mature or
transition ahead of the synthetic USD LIBOR cessation date of 30 September 2024. The Group has an immaterial exposure to other announced
benchmark cessation events expected to occur between 2024 and 2026.
ACCOUNTING STANDARDS ADOPTED IN THE PERIOD
Accounting policies have been consistently applied, unless otherwise noted.
AASB 2023-2 AMENDMENTS TO AUSTRALIAN ACCOUNTING STANDARDS – INTERNATIONAL TAX REFORM – PILLAR TWO MODEL RULES
In May 2023, the Federal Government announced it will implement key aspects of Pillar Two of the OECD/G20 Two-Pillar Solution to address the tax
challenges arising from digitalisation of the economy. This measure is not yet law. Other jurisdictions in which ANZ operates are also considering
implementation of the regime. The ANZ Group is expected to be within the scope of associated legislation. In anticipation of legislation being
enacted, the AASB issued AASB 2023-2 Amendments to Australian Accounting Standards – International Tax Reform – Pillar Two Model Rules in June
2023. The Group has applied the mandatory exemption included in para. 4A of this standard and will apply the whole amending standard from 1
October 2023. This amending standard stipulates a mandatory temporary exemption from recognising deferred tax assets and liabilities related to
Pillar Two income taxes. The Group is monitoring progress of associated legislation and has not yet determined the expected impact on its financial
statements.
ACCOUNTING STANDARDS NOT EARLY ADOPTED
A number of new standards, amendments to standards and interpretations have been published but are not mandatory for the financial statements
for the year ended 30 September 2023 and have not been applied by the Group in preparing these financial statements. Further details of these are
set out below.
GENERAL HEDGE ACCOUNTING
AASB 9 Financial Instruments (AASB 9) introduced new hedge accounting requirements which more closely align accounting with risk management
activities undertaken when hedging both financial and non-financial risks. AASB 9 provided the Group with an accounting policy choice to continue
to apply the AASB 139 Financial Instruments: Recognition and Measurement (AASB 139) hedge accounting requirements until the International
Accounting Standards Board’s ongoing project on Dynamic Risk Management (macro hedge accounting) is completed. The Group continues to apply
the hedge accounting requirements of AASB 139.
95
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NOTES TO THE FINANCIAL STATEMENTS (continued)
1. ABOUT OUR FINANCIAL STATEMENTS (continued)
ACCOUNTING STANDARDS NOT EARLY ADOPTED (continued)
AASB 17 INSURANCE CONTRACTS (AASB 17)
The final version of AASB 17 was issued in July 2017 and is not effective for the Group until 1 October 2023. It will replace AASB 4 Insurance Contracts,
AASB 1023 General Insurance Contracts and AASB 1038 Life Insurance Contracts. AASB 17 establishes principles for the recognition, measurement,
presentation and disclosure of insurance contracts.
The measurement, presentation and disclosure requirements under AASB 17 are significantly different from current accounting standards. Although
the overall profit recognised in respect of insurance contracts will not change, it is expected that the timing of profit recognition will change.
AASB 17 will not have a material impact on the Group.
DEFERRED TAX RELATED TO ASSETS AND LIABILITIES ARISING FROM A SINGLE TRANSACTION
AASB 2021-5 Amendments to Australian Accounting Standards – Deferred Tax related to Assets and Liabilities arising from a Single Transaction
amends AASB 112 Income Taxes. It clarifies that entities are required to recognise deferred tax on transactions for which there is both an asset and a
liability and that give rise to equal taxable and deductible temporary differences which may apply to leases and decommissioning or restoration
obligations. This amendment is effective for the Group from 1 October 2023 and will not have a material impact on the Group.
LEASE LIABILITY IN A SALE AND LEASEBACK
AASB 2022-5 Amendments to Australian Accounting Standards – Lease Liability in a Sale and Leaseback amends AASB 16 Leases and specifies the
accounting for variable lease payments by seller-lessees in sale and leaseback transactions. The amendment is effective from 1 October 2024 and will
not have a material impact on the Group.
96
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NOTES TO THE FINANCIAL STATEMENTS
97
2. NET INTEREST INCOME
Net interest income
Interest income by type of financial asset
Financial assets at amortised cost
Investment securities at FVOCI
Trading assets
Financial assets at FVTPL
Interest income
Interest expense by type of financial liability
Financial liabilities at amortised cost
Securities sold short
Financial liabilities designated at FVTPL
Interest expense
Major bank levy
Net interest income
2023
$m
2022
$m
44,278
2,615
1,654
1,355
49,902
(31,303)
(451)
(1,214)
(32,968)
(353)
16,581
21,737
1,107
700
65
23,609
(8,019)
(214)
(162)
(8,395)
(340)
14,874
RECOGNITION AND MEASUREMENT
NET INTEREST INCOME
Interest Income and Expense
We recognise interest income and expense in net interest income for all financial instruments, including those classified as held for trading,
assets measured at FVOCI, and assets and liabilities designated at FVTPL. We use the effective interest rate method to calculate the
amortised cost of assets held at amortised cost and to recognise interest income on financial assets measured at amortised cost and FVOCI.
The effective interest rate is the rate that discounts the stream of estimated future cash receipts or payments over the expected life of the
financial instrument or, when appropriate, a shorter period, to the net carrying amount of the financial asset or liability. For assets subject to
prepayment, we determine their expected life on the basis of historical behaviour of the particular asset portfolio taking into account
contractual obligations and prepayment experience.
We recognise fees and costs, which form an integral part of the financial instrument (for example loan origination fees and costs), using the
effective interest rate method. These are presented as part of interest income or expense depending on whether the underlying financial
instrument is a financial asset or financial liability.
Major Bank Levy
The Major Bank Levy Act 2017 (levy or major bank levy) applies a rate of 0.06% to certain liabilities of ANZBGL. The levy represents a finance
cost and it is presented as interest expense in the Income Statement.
97
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NOTES TO THE FINANCIAL STATEMENTS (continued)
3. NON-INTEREST INCOME
Non-interest income
Fee and commission income
Lending fees1
Non-lending fees
Commissions
Funds management income
Fee and commission income
Fee and commission expense
Net fee and commission income
Other income
2023
$m
2022
$m
397
2,312
85
246
3,040
(1,087)
1,953
374
2,394
103
261
3,132
(1,160)
1,972
Net foreign exchange earnings and other financial instruments income2
1,536
1,993
Gain on completion of ANZ Worldline partnership
Release of foreign currency translation reserve
Loss on disposal of financial planning and advice business
Loss on disposal of data centres in Australia
Other
Other income
Other operating income
Net income from insurance business
Share of associates' profit/(loss)
Non-interest income
-
43
-
(43)
79
1,615
3,568
89
221
3,878
307
(65)
(62)
-
90
2,263
4,235
140
177
4,552
1. Lending fees exclude fees treated as part of the effective yield calculation in Interest income.
2. 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, ineffective
portions of cash flow hedges, and fair value movements in financial assets and liabilities designated at FVTPL.
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NOTES TO THE FINANCIAL STATEMENTS
99
3. NON-INTEREST INCOME (continued)
RECOGNITION AND MEASUREMENT
OTHER OPERATING INCOME
Fee and Commission Revenue
We recognise fee and commission revenue arising from contracts with customers (a) over time when the performance obligation is
satisfied across more than one reporting period, or (b) at a point in time when the performance obligation is satisfied immediately or is
satisfied within one reporting period.
• lending fees exclude fees treated as part of the effective yield calculation of interest income. Lending fees include certain guarantee and
commitment fees where the loan or guarantee is not likely to be drawn upon, and other fees charged for providing customers a distinct
good or service that are recognised separately from the underlying lending product.
• non-lending fees include fees associated with deposit and credit card accounts, interchange fees and fees charged for specific customer
transactions such as international transaction fees. Where the Group provides multiple goods or services to a customer under the same
contract, the Group allocates the transaction price of the contract to distinct performance obligations based on the relative stand-alone
selling price of each performance obligation. Revenue is recognised as each performance obligation is satisfied.
• commissions represent fees from third parties where we act as an agent by arranging a third party (such as an insurance provider) to
provide goods and services to a customer. In such cases, we are not primarily responsible for providing the underlying good or service
to the customer. If the Group collects funds on behalf of a third party when acting as an agent, we only recognise the net commission
retained as revenue. When the commission is variable based on factors outside our control (such as a trail commission), revenue is only
recognised if it is highly probable that a significant reversal of the variable amount will not be required in future periods.
• funds management income represents fees earned from customers for providing asset management services. Revenue is recognised
over the period in which the asset management services are delivered. Performance fees associated with funds management activities
are only recognised when it becomes highly probable the performance hurdle will be achieved.
Net Foreign Exchange Earnings and Other Financial Instruments Income
We recognise the following as net foreign exchange earnings and other financial instruments income:
• 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;
• fair value movements (excluding realised and accrued interest) on derivatives not designated as accounting hedges that we use to
manage interest rate and foreign exchange risk on funding instruments;
• the ineffective portions of fair value hedges, cash flow hedges and net investment hedges;
• immediately upon sale or repayment of a hedged item, the unamortised fair value adjustments to items designated as fair value hedges
and amounts accumulated in equity related to designated cash flow hedges;
• fair value movements on financial assets and financial liabilities designated at FVTPL or held for trading;
• amounts released from the FVOCI reserve when a debt instrument classified as FVOCI is sold; and
• the gain or loss on derecognition of financial assets or liabilities measured at amortised cost.
Gain or Loss on Disposal of Non-Financial Assets
The gain or loss on the disposal of assets is the difference between the carrying value of the asset and the proceeds of disposal net of costs.
This is recognised in Other income in the year in which control of the asset transfers to the buyer.
When a non-financial asset or group of assets is classified as held for sale, it is measured at the lower of its carrying amount immediately
prior to reclassification and fair value less costs to sell, with any remeasurement recognised in Other operating income to align with the
classification of gain or loss on sale that would have applied if the sale had completed during the year.
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NOTES TO THE FINANCIAL STATEMENTS (continued)
3. NON-INTEREST INCOME (continued)
RECOGNITION AND MEASUREMENT
NET INCOME FROM INSURANCE BUSINESS
We recognise:
• premiums received (net of reinsurance premiums paid) based on an assessment of the likely pattern in which risk will emerge over the
term of the policies written. This assessment is undertaken periodically and updated in accordance with the latest pattern of risk
emergence; and
• claims incurred net of reinsurance, on an accruals basis once the liability to the policy owner has been established under the terms of
the contract and through actuarial assumptions of future claims.
SHARE OF ASSOCIATES’ PROFIT/(LOSS)
The equity method is applied to accounting for associates. Under the equity method, our share of the after tax results of associates is
included in the Income Statement and the Statement of Comprehensive Income.
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101
NOTES TO THE FINANCIAL STATEMENTS
4. OPERATING EXPENSES
Personnel
Salaries and related costs
Superannuation costs
Other
Personnel
Premises
Rent
Depreciation
Other
Premises
Technology
Depreciation and amortisation
Subscription licences and outsourced services
Other
Technology
Restructuring
Other
Advertising and public relations
Professional fees
Freight, stationery, postage and communication
Other
Other
Operating expenses
2023
$m
5,180
396
186
5,762
71
410
177
658
505
1,007
188
1,700
169
191
861
175
623
1,850
10,139
2022
$m
4,754
375
167
5,296
88
419
214
721
578
899
144
1,621
101
165
935
172
568
1,840
9,579
101
102
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NOTES TO THE FINANCIAL STATEMENTS (continued)
4. OPERATING EXPENSES (continued)
RECOGNITION AND MEASUREMENT
OPERATING EXPENSES
Operating expenses are recognised as services are provided to the Group, over the period in which an asset is consumed, or once a liability
is created.
SALARIES AND RELATED COSTS - ANNUAL LEAVE, LONG SERVICE LEAVE AND OTHER EMPLOYEE BENEFITS
Wages and salaries, annual leave and other employee entitlements expected to be paid or settled within twelve months of employees
rendering service are measured at their nominal amounts using remuneration rates that the Group expects to pay when the liabilities are
settled.
We accrue employee entitlements relating to long service leave using an actuarial calculation. It includes assumptions regarding staff
departures, leave utilisation and future salary increases. The result is then discounted using market yields at the reporting date. The market
yields are determined from a blended rate of high quality corporate bonds with terms to maturity that closely match the estimated future
cash outflows.
If we expect to pay short term cash bonuses, then a liability is recognised when the Group has a present legal or constructive obligation to
pay this amount (as a result of past service provided by the employee) and the obligation can be reliably measured.
Personnel expenses also include share-based payments which may be cash or equity settled. We calculate the fair value of equity settled
remuneration at grant date, which is then amortised over the vesting period, with a corresponding increase in share capital or the share
option reserve as applicable. When we estimate the fair value, we take into account market vesting conditions, such as share price
performance conditions. We take non-market vesting conditions, such as service conditions, into account by adjusting the number of
equity instruments included in the expense.
After the grant of an equity-based award, the amount we recognise as an expense is reversed when non-market vesting conditions are not
met, for example an employee fails to satisfy the minimum service period specified in the award due to resignation, termination or notice
of dismissal for serious misconduct. However, we do not reverse the expense if the award does not vest due to the failure to meet a
market-based performance condition.
Further information on share-based payment schemes operated by the Group during the current and prior year is included in Note 32
Employee Share and Option Plans.
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103
NOTES TO THE FINANCIAL STATEMENTS
5. INCOME TAX
INCOME TAX EXPENSE
Reconciliation of the prima facie income tax expense on pre-tax profit with the income tax expense recognised in profit or loss:
Profit before income tax from continuing operations
Prima facie income tax expense at 30%
Tax effect of permanent differences:
Net (gain)/loss from divestments/closures
Share of associates' (profit)/loss
Interest on convertible instruments
Overseas tax rate differential
Provision for foreign tax on dividend repatriation
Other
Subtotal
Income tax (over)/under provided in previous years
Income tax expense
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
Income tax expense
Australia
Overseas
Effective tax rate
2023
$m
10,075
3,023
-
(66)
92
(163)
41
22
2,949
-
2,949
2,897
-
52
2,949
1,642
1,307
29.3%
2022
$m
10,079
3,024
(83)
(53)
49
(128)
155
4
2,968
(28)
2,940
2,694
(28)
274
2,940
1,844
1,096
29.2%
103
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NOTES TO THE FINANCIAL STATEMENTS (continued)
5. INCOME TAX (continued)
DEFERRED TAX ASSETS AND LIABILITIES
Deferred tax assets balances comprise temporary differences
attributable to:
Amounts recognised in the Income Statement:
Collectively assessed allowances for expected credit losses
Individually assessed allowances for expected credit losses
Provision for employee entitlements
Other provisions
Software
Other
Total
Amounts recognised directly in Other Comprehensive Income:
Cash flow hedge reserve
Other reserves
Total
Total deferred tax assets (before set-off)
Set-off of deferred tax balances pursuant to set-off provisions
Net deferred tax assets
Deferred tax liabilities balances comprise temporary differences
attributable to:
Amounts recognised in the Income Statement:
Finance leases
Other
Total
Amounts recognised directly in Other Comprehensive Income:
Foreign currency translation reserve
Cash flow hedge reserve
FVOCI reserve
Defined benefit obligations
Total
Total deferred tax liabilities (before set-off)
Set-off of deferred tax balances pursuant to set-off provisions
Net deferred tax liabilities
104
2023
$m
2022
$m
1,128
1,065
102
294
263
917
266
148
252
314
867
285
2,970
2,931
818
29
847
3,817
(481)
3,336
2023
$m
96
323
419
36
17
44
47
144
563
(481)
82
882
20
902
3,833
(449)
3,384
2022
$m
79
300
379
36
8
57
52
153
532
(449)
83
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NOTES TO THE FINANCIAL STATEMENTS
105
5. INCOME TAX (continued)
TAX CONSOLIDATION
The Company and all its wholly owned Australian resident entities are part of a tax-consolidated group under Australian taxation law. Following the
Restructure on 3 January 2023, the Company is the head entity in the tax-consolidated group. We recognise each of the following in the separate
financial statements of members of the tax consolidated group on a ‘group allocation’ basis: tax expense/income, and deferred tax liabilities/assets
that arise from temporary differences for members of the tax-consolidated group. The Company (as head entity in the tax-consolidated group)
recognises current tax liabilities and assets of the tax-consolidated group.
Under 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.
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 were the head entity to default on its income tax payment obligations.
UNRECOGNISED DEFERRED TAX ASSETS AND LIABILITIES
Unrecognised deferred tax assets related to unused realised tax losses (on revenue account) total $1 million (2022: $1 million) for the Group.
Unrecognised deferred tax assets related to unused capital losses amount to $370 million (2022: nil) for the Group.
Unrecognised deferred tax liabilities related to additional potential foreign tax costs (assuming all retained earnings in offshore branches and
subsidiaries are repatriated) total $286 million (2022: $250 million) for the Group.
RECOGNITION AND MEASUREMENT
INCOME TAX EXPENSE
Income tax expense comprises both current and deferred taxes and is based on the accounting profit adjusted for differences in the
accounting and tax treatments of income and expenses (that is, taxable income). We recognise tax expense in profit or loss except when
the tax relates to items recognised directly in equity and other comprehensive income, in which case we recognise the tax directly in
equity or other comprehensive income respectively.
CURRENT TAX EXPENSE
Current tax is the tax we expect to pay on taxable income for the year, based on tax rates (and tax laws) which are enacted at the reporting
date. We recognise current tax as a liability (or asset) to the extent that it is unpaid (or refundable).
DEFERRED TAX ASSETS AND LIABILITIES
We account for deferred tax using the balance sheet method. Deferred tax arises because the accounting income is not always the same as
the taxable income. This creates temporary differences, which usually reverse over time. Until they reverse, we recognise a deferred tax
asset, or liability, on the balance sheet. We measure deferred taxes at the tax rates that we expect will apply to the period(s) when the asset
is realised, or the liability settled, based on tax rates (and tax laws) that have been enacted or substantially enacted at the reporting date.
We offset current and deferred tax assets and liabilities 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.
KEY JUDGEMENTS AND ESTIMATES
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.
105
106
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
6. DIVIDENDS
ORDINARY SHARE DIVIDENDS
Dividends determined by the ANZ Board are recognised with a corresponding reduction of retained earnings on the dividend payment date.
Accordingly, the final dividend announced for the current financial year is paid in the following financial year.
Dividends
Financial Year 2022
2021 final dividend paid1,2
2022 interim dividend paid1,2
Bonus option plan adjustment
Dividends paid during the year ended 30 September 2022
Cash
Dividend reinvestment plan3
Dividends paid during the year ended 30 September 2022
Financial Year 2023
2022 final dividend paid1,2
2023 interim dividend paid1,2
Bonus option plan adjustment
Dividends paid during the year ended 30 September 2023
Cash
Dividend reinvestment plan3
Dividends paid during the year ended 30 September 2023
% of total
Amount
per share
Total dividend
$m
72 cents
72 cents
74 cents
81 cents
90.2%
9.8%
88.3%
11.7%
2,030
2,012
(77)
3,965
3,577
388
3,965
2,213
2,433
(87)
4,559
4,027
532
4,559
Dividends announced and to be paid after year-end
Payment date
Amount
per share
Total
dividend
$m
2023 final dividend (partially franked at 56% for Australian tax, New Zealand
imputation credit NZD 11 cents per share)
22 December 2023
94 cents
2,825
1. Carries New Zealand imputation credits of NZD 9 cents for the 2023 interim dividend, 2022 final dividend and 2022 interim dividend, and NZD 8 cents for the 2021 final dividend.
2. Fully franked for Australian tax purposes (30% tax rate).
3. Includes on-market share purchases for the DRP of $326 million (2022: $204 million).
DIVIDEND REINVESTMENT PLAN AND BONUS OPTION PLAN
Eligible shareholders can elect to reinvest their dividend entitlement into ANZ ordinary shares under the Company’s Dividend Reinvestment Plan
(DRP). Eligible shareholders can elect to forgo their dividend entitlement and instead receive ANZ ordinary shares under the Company’s Bonus Option
Plan (BOP). For the 2023 final dividend, ANZ intends that the DRP participation will be satisfied by the allocation of shares purchased on-market and
the BOP participation will be satisfied by an issue of new ANZ ordinary shares. There will be no discount applied to the DRP and BOP price.
Refer to Note 24 Shareholders’ Equity for details of shares the Company purchased or issued in respect of the DRP and BOP.
106
ANZ 2023 Annual Report
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Overview
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Performance
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Financial
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Shareholder
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NOTES TO THE FINANCIAL STATEMENTS
107
6. DIVIDENDS (continued)
DIVIDEND FRANKING ACCOUNT
Australian franking credits available at 30% tax rate
New Zealand imputation credits available (which can be attached to our Australian
dividends but may only be used by New Zealand resident shareholders)
Currency
AUD
NZD
2023
$m
(137)
5,728
2022
$m
396
5,000
The above amounts represent the balances of the franking accounts as at the end of the financial year, adjusted for:
• franking credits/debits that will arise from the settlement of the 2023 income tax position; and
• franking credits/debits from the receipt/payment of dividends that have been recognised as tax receivables/payables as at the end of the financial
year.
Instalment tax payments on account of the 2023 and 2024 financial year, which will be made after 30 September 2023, will generate sufficient franking
credits to enable the 2023 final dividend to be partially franked. The extent to which future dividends will be franked will depend on a number of
factors, including the level of profits generated by the Group that will be subject to tax in Australia.
RESTRICTIONS ON THE PAYMENT OF DIVIDENDS
The Company’s ability to pay dividends on ANZ ordinary shares is largely dependent on the receipt of broadly similar amounts in dividend from the
ANZ Bank Group, which in turn requires APRA’s prior written approval if:
• the aggregate dividends exceed the ANZ Bank Group’s after tax earnings (in calculating those after tax earnings, we take into account any
payments we made on senior capital instruments) in the financial year to which they relate; or
• the ANZ Bank Group’s Common Equity Tier 1 capital ratio falls within capital range buffers specified by APRA.
If the ANZ Bank Group fails to pay a dividend or distribution on its ANZ Capital Notes or ANZ Capital Securities on the scheduled payment date, it may
(subject to a number of exceptions) be restricted from resolving to pay or paying any dividend on its ordinary shares issued to the Company.
107
108
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
7. EARNINGS PER ORDINARY SHARE
Basic earnings per share (EPS) is calculated by dividing the profit or loss attributable to ordinary shareholders by the weighted average number of
ordinary shares (WANOS) outstanding during the period (after eliminating ANZ shares held within the Group known as treasury shares). Diluted EPS is
calculated by adjusting the profit or loss attributable to ordinary shareholders and the weighted average number of ordinary shares used in the basic
EPS calculation for the effect of dilutive potential ordinary shares.
2023
cents
236.8
236.8
-
2023
cents
227.2
227.2
-
2023
$m
7,126
28
7,098
-
7,098
7,098
332
7,430
-
7,430
2023
millions
2,997.2
265.3
8.0
3,270.5
2022
cents
250.0
250.7
(0.7)
2022
cents
233.2
233.8
(0.6)
2022
$m
7,120
1
7,119
(19)
7,138
7,119
199
7,318
(19)
7,337
2022
millions
2,847.5
282.9
7.7
3,138.1
Earnings per ordinary share - Basic
Earnings Per Share
Earnings Per Share from continuing operations
Earnings Per Share from discontinued operations
Earnings per ordinary share - Diluted
Earnings Per Share
Earnings Per Share from continuing operations
Earnings Per Share from discontinued operations
Reconciliation of earnings used in earnings per share calculations
Basic:
Profit for the year
Less: Profit attributable to non-controlling interests
Earnings used in calculating basic earnings per share
Less: Profit/(Loss) after tax from discontinued operations
Earnings used in calculating basic earnings per share from continuing operations
Diluted:
Earnings used in calculating basic earnings per share
Add: Interest on convertible subordinated debt
Earnings used in calculating diluted earnings per share
Less: Profit/(Loss) after tax from discontinued operations
Earnings used in calculating diluted earnings per share from continuing operations
Reconciliation of WANOS used in earnings per share calculations1
WANOS used in calculating basic earnings per share
Add: Weighted average dilutive potential ordinary shares
Convertible subordinated debt
Share based payments (options, rights and deferred shares)
WANOS used in calculating diluted earnings per share
1. WANOS excludes the weighted average number of treasury shares held in ANZEST Pty Ltd of $4.1 million (2022: 4.4 million).
108
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
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Directors’
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Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
109
8. SEGMENT REPORTING
DESCRIPTION OF SEGMENTS
The Group’s six operating segments are presented on a basis that is consistent with the information provided internally to the Chief Executive Officer
(CEO), who is the chief operating decision maker. This reflects the way the Group’s businesses are managed, rather than the legal structure of the
Group.
We measure the performance of operating segments on a cash profit basis. To calculate cash profit, we exclude items from profit after tax attributable
to shareholders. For 2023 and 2022, the adjustments relate to impacts of economic hedges and revenue and expense hedges which represent timing
differences that will reverse through earnings in the future. Transactions between divisions across segments within the Group are conducted on an
arm’s-length basis and disclosed as part of the income and expenses of these segments.
The presentation of divisional results has been impacted by the following structural changes during the period. Prior period comparatives have been
restated:
• Business Restructure - the non-banking businesses held in the Australia Commercial and Institutional divisions were transferred to the Group
Centre division. As a result of this transfer, Group Centre division holds all interests in the ANZ Non-Bank Group.
• Corporate customer re-segmentation - certain business and property finance customers were transferred from the New Zealand division to the
Institutional division.
• Cost reallocations - certain costs were reallocated across the Australia Retail, Australia Commercial, Institutional and Group Centre divisions.
The reportable segments are divisions engaged in providing either different products or services or similar products and services in different
geographical areas. They are as follows:
Australia Retail
The Australia Retail division provides a full range of banking services to Australian consumers. This includes Home Loans, Deposits, Credit Cards and
Personal Loans. Products and services are provided via the branch network, home loan specialists, contact centres, a variety of self-service channels
(digital and internet banking, website, ATMs and phone banking) and third-party brokers. It also includes the costs related to the development and
operation of the ANZ Plus proposition for retail customers.
Australia Commercial
The Australia Commercial division provides a full range of banking products and financial services, including asset financing, across the following
customer segments: SME Banking (small business owners and medium commercial customers), and Specialist Business (large commercial customers,
and high net worth individuals and family groups).
Institutional
The Institutional division services global institutional and corporate customers, and governments across Australia, New Zealand and International
(including Papua New Guinea (PNG)) via the following business units:
• Transaction Banking provides customers with working capital and liquidity solutions including documentary trade, supply chain financing,
commodity financing as well as cash management solutions, deposits, payments and clearing.
• Corporate Finance provides customers with loan products, loan syndication, specialised loan structuring and execution, project and export
finance, debt structuring and acquisition finance and corporate advisory services.
• Markets provides customers with risk management services in foreign exchange, interest rates, credit, commodities, and debt capital markets in
addition to managing the Group's interest rate exposure and liquidity position.
New Zealand
The New Zealand division comprises the following business units:
• Personal provides a full range of banking and wealth management services to consumer and private 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.
• Business & Agri (previously Business) provides a full range of banking services through our digital, branch and contact centre channels, and
traditional relationship banking and sophisticated financial solutions through dedicated managers. These cover privately owned small, medium
and large enterprises, the agricultural business segment, government and government-related entities.
Pacific
The Pacific division provides products and services to retail and commercial customers (including multi-nationals) and to governments located in the
Pacific region, excluding PNG which forms part of the Institutional division.
Group Centre
Group Centre division provides support to the operating divisions, including technology, property, risk management, financial management, treasury,
strategy, marketing, human resources, corporate affairs, and shareholder functions. It also includes minority investments in Asia and interests in the
ANZ Non-Bank Group.
109
110
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
8. SEGMENT REPORTING (continued)
OPERATING SEGMENTS
Year ended 30 September 2023
Net interest income
Net fee and commission income
Net income from insurance business
Other income1,2
Share of associates’ profit/(loss)
Other operating income
Operating income1,2
Operating expenses
Cash profit before credit impairment and income tax
Credit impairment (charge)/release
Cash profit before income tax
Income tax expense and non-controlling interests1,2
Cash profit/(loss) from continuing operations
Cash profit/(loss) from discontinued operations
Cash profit/(loss)
Economic hedges1
Revenue and expense hedges2
Profit after tax attributable to shareholders
Includes non-cash items:
Share of associates’ profit/(loss)
Depreciation and amortisation
Equity-settled share based payment expenses
Credit impairment (charge)/release
Financial position
Goodwill
Investments in associates
Total external assets
Total external liabilities
Australia
Retail
$m
Australia
Commercial Institutional
$m
$m
New
Zealand
$m
Pacific
$m
5,716
546
89
16
-
651
6,367
(3,542)
2,825
(135)
2,690
(816)
1,874
3,224
322
-
43
-
365
3,589
(1,423)
2,166
(107)
2,059
(619)
1,440
4,040
685
-
2,009
-
2,694
6,734
(2,708)
4,026
80
4,106
(1,143)
2,963
3,149
398
-
11
-
409
3,558
(1,291)
2,267
(112)
2,155
(603)
1,552
123
19
-
66
-
85
208
(145)
63
28
91
(20)
71
Group
Centre
$m
329
(17)
-
(96)
221
108
437
(1,030)
(593)
1
(592)
97
(495)
Group
Total
$m
16,581
1,953
89
2,049
221
4,312
20,893
(10,139)
10,754
(245)
10,509
(3,104)
7,405
-
7,405
(217)
(90)
7,098
-
(77)
(6)
(135)
-
(5)
(2)
(107)
-
(164)
(73)
80
-
(105)
(4)
(112)
-
(10)
-
28
221
(562)
(20)
1
221
(923)
(105)
(245)
Australia
Retail
$m
178
-
315,184
168,866
Australia
Commercial Institutional
$m
1,261
-
538,827
452,779
$m
-
-
61,916
119,341
New
Zealand
$m
1,617
-
125,178
122,924
Pacific
$m
-
-
3,391
3,862
Group
Centre
$m
-
2,349
Group
Total
$m
3,056
2,349
61,124 1,105,620
167,802 1,035,574
1. The cash profit adjustment for economic hedges applies to the Institutional, New Zealand and Group Centre divisions with $305 million loss recognised in Other operating income and $88 million benefit
recognised in Income tax expense.
2. The cash profit adjustment for revenue and expense hedges applies to the Group Centre division with $129 million loss recognised in Other operating income and $39 million benefit recognised in Income
tax expense.
110
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
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report
Directors’
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Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
111
8. SEGMENT REPORTING (continued)
OPERATING SEGMENTS (continued)
Year ended 30 September 2022
Net interest income
Net fee and commission income
Net income from insurance business
Other income1,2
Share of associates’ profit/(loss)
Other operating income
Operating income1,2
Operating expenses
Cash profit before credit impairment and income tax
Credit impairment (charge)/release
Cash profit before income tax
Income tax expense and non-controlling interests1,2
Cash profit/(loss) from continuing operations
Cash profit/(loss) from discontinued operations
Cash profit/(loss)
Economic hedges1
Revenue and expense hedges2
Profit after tax attributable to shareholders
Includes non-cash items:
Share of associates’ profit/(loss)
Depreciation and amortisation
Equity-settled share based payment expenses
Credit impairment (charge)/release
Australia
Retail
$m
5,527
477
140
5
-
622
6,149
(3,397)
2,752
129
2,881
(872)
2,009
Australia
Commercial Institutional
$m
3,697
648
-
1,003
-
1,651
5,348
(2,566)
2,782
27
2,809
(872)
1,937
$m
2,568
404
-
258
-
662
3,230
(1,301)
1,929
133
2,062
(511)
1,551
New
Zealand
$m
2,871
428
-
32
-
460
3,331
(1,273)
2,058
(45)
2,013
(564)
1,449
Pacific
$m
96
26
-
42
-
68
164
(153)
11
6
17
(8)
9
Group
Centre
$m
115
(11)
-
44
177
210
325
(889)
(564)
(18)
(582)
142
(440)
-
(87)
(5)
129
-
(12)
(1)
133
-
(158)
(72)
27
-
(116)
(4)
(45)
-
(10)
(1)
6
177
(626)
(19)
(18)
Group
Total
$m
14,874
1,972
140
1,384
177
3,673
18,547
(9,579)
8,968
232
9,200
(2,685)
6,515
(19)
6,496
569
54
7,119
177
(1,009)
(102)
232
Financial position
Goodwill
Investments in associates
Total external assets
Total external liabilities
Australia
Retail
$m
178
-
292,876
153,494
Australia
Commercial Institutional
$m
1,198
-
544,066
473,114
$m
-
-
59,983
118,355
New
Zealand
$m
1,530
-
116,218
115,263
Pacific
$m
-
-
3,707
4,065
Group
Centre
$m
-
2,181
68,879
155,037
Group
Total
$m
2,906
2,181
1,085,729
1,019,328
1. The cash profit adjustment for economic hedges applies to the Institutional, New Zealand and Group Centre divisions with $802 million gain recognised in Other operating income and $233 million
expense recognised in Income tax expense.
2. The cash profit adjustment for economic hedges applies to the Group Centre division with $77 million gain recognised in Other operating income and $23 million expense recognised in Income tax
expense.
111
112
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
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Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
8. SEGMENT REPORTING (continued)
SEGMENT INCOME BY PRODUCTS AND SERVICES
The primary sources of our external income across all divisions are Interest income and Other operating income, which includes net fee and
commission income, net foreign exchange earnings and other financial instruments income. The Australia Retail, Australia Commercial, New Zealand,
and Pacific divisions derive income from products and services in retail and commercial banking. The Institutional division derives its income from
institutional products and market services. No single customer amounts to greater than 10% of the Group’s income.
GEOGRAPHICAL INFORMATION
The reportable segments operate across three geographical regions as follows:
• Australia Retail division - Australia
• Australia Commercial division - Australia
• Institutional division - all three geographical regions
• New Zealand division - New Zealand
• Pacific division – Rest of World
• Group Centre division - all three geographical regions
Discontinued operations results are included in the Australia geography. The Rest of World geography includes Asia, Pacific, Europe and the Americas.
The following table sets out total operating income earned including discontinued operations and assets to be recovered in more than one year
based on the geographical regions in which the Group operates.
Total operating income1
Australia
New Zealand
Rest of World
Total
2023
$m
2022
$m
12,674
12,462
2023
$m
4,459
2022
$m
4,501
2023
$m
3,326
2022
$m
2,547
2023
$m
2022
$m
20,459
19,510
Assets to be recovered in more than one year2
406,571
384,724
119,278
109,191
28,877
32,350
554,726
526,265
1. Includes Operating income earned from discontinued operations of nil (2022: $84 million).
2. Represents Net loans and advances based on the contractual maturity.
112
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NOTES TO THE FINANCIAL STATEMENTS
113
FINANCIAL ASSETS
Outlined below is a description of how we classify and measure financial assets as they apply to the note disclosures that follow.
CLASSIFICATION AND MEASUREMENT
Financial assets - general
There are three measurement classifications for financial assets under AASB 9: amortised cost, FVTPL and FVOCI. Financial assets are
classified into these measurement classifications on the basis of two criteria:
• the business model within which the financial asset is managed; and
• the contractual cash flow characteristics of the financial asset (specifically whether the contractual cash flows represent solely payments
of principal and interest).
The resultant financial asset classifications are as follows:
• Amortised cost: Financial assets with contractual cash flows that comprise solely payments of principal and interest and which are held
in a business model whose objective is to collect their cash flows;
• FVOCI: Financial assets with contractual cash flows that comprise solely payments of principal and interest and which are held in a
business model whose objective is to collect their cash flows or to sell the assets; and
• FVTPL: Any other financial assets not falling into the categories above are measured at FVTPL.
Fair value option for financial assets
A financial asset may be irrevocably designated on initial recognition:
• at FVTPL when the designation eliminates or significantly reduces an accounting mismatch that would otherwise arise; or
• at FVOCI for investments in equity securities, where that instrument is neither held for trading nor contingent consideration recognised
by an acquirer in a business combination.
9. CASH AND CASH EQUIVALENTS
Cash and cash equivalents comprise cash on hand and other balances, as outlined below, that are convertible into cash with an insignificant risk of
changes in value and with remaining maturities of three months or less, including reverse repurchase agreements.
Coins, notes and cash at bank
Securities purchased under agreements to resell in less than 3 months1
Balances with central banks
Settlement balances owed to ANZ within 3 months
Cash and cash equivalents
2023
$m
1,070
31,711
105,689
29,684
168,154
2022
$m
1,147
15,996
127,790
23,199
168,132
1. During 2023, the Group commenced the management of repurchase agreements and reverse repurchase agreements on a fair value basis within the trading book in its Markets business. This resulted in the
associated repurchase and reverse repurchase agreements being recognised and measured at FVTPL.
113
114
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environment
Performance
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Remuneration
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Financial
report
Shareholder
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NOTES TO THE FINANCIAL STATEMENTS (continued)
10. TRADING ASSETS
164
4,881
3,885
145
3,860
3,941
2023
28,074
2022
27,291
Government debt
securities and notes
Corporate and financial
institution securities
Commodities
Other securities
Government debt securities and notes
Corporate and financial institution securities
Commodities
Other securities
Total
RECOGNITION AND MEASUREMENT
Trading assets are financial instruments or other assets we either:
• acquire principally for the purpose of selling in the short-term; or
• hold as part of a portfolio we manage for short-term profit making.
2023
$m
28,074
3,885
4,881
164
37,004
2022
$m
27,291
3,941
3,860
145
35,237
Trading assets include commodity inventories measured at fair value less cost to sell in accordance with the broker trader exemption under
AASB 102 Inventories.
We recognise purchases and sales of trading assets on trade date:
• initially, we measure them at fair value; and
• subsequently, we measure them in the balance sheet at their fair value with any change in fair value recognised in profit or loss.
Assets disclosed as Trading assets are subject to the general classification and measurement policy for Financial Assets outlined at the
commencement of the Group’s financial assets disclosures on page 113.
KEY JUDGEMENTS AND ESTIMATES
Judgement is required when applying the valuation techniques used to determine the fair value of trading assets not valued using quoted
market prices. Refer to Note 19 Fair Value of Financial Assets and Financial Liabilities for further details.
114
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NOTES TO THE FINANCIAL STATEMENTS
115
11. DERIVATIVE FINANCIAL INSTRUMENTS
Fair Value
Derivative financial instruments - held for trading
Derivative financial instruments - designated in hedging relationships
Derivative financial instruments
FEATURES
Assets
2023
$m
60,059
347
60,406
Liabilities
2023
$m
(57,210)
(272)
(57,482)
Assets
2022
$m
89,716
458
90,174
Liabilities
2022
$m
(84,793)
(356)
(85,149)
Derivative financial instruments are contracts:
• whose value is derived from an underlying price index (or other variable) defined in the contract - sometimes the value is derived from more than
one variable;
• that require little or no initial net investment; and
• that are settled at a future date.
Movements in the price of the underlying variables, which cause the value of the contract to fluctuate, are reflected in the fair value of the derivative.
PURPOSE
The Group’s derivative financial instruments have been categorised as following:
Trading
Derivatives held in order to:
• meet customer needs for managing their own risks.
• manage risks in the Group that are not in a designated hedge accounting relationship (some elements of balance
sheet management).
• undertake market making and positioning activities to generate profits from short-term fluctuations in prices
or margins.
Designated in Hedging
Relationships
Derivatives designated into hedge accounting relationships in order to minimise profit or loss volatility by matching
movements in underlying positions relating to:
• hedges of the Group’s exposures to interest rate risk and currency risk.
• hedges of other exposures relating to non-trading positions.
TYPES
The Group offers or uses four different types of derivative financial instruments:
Forwards
Futures
Swaps
Options
A contract documenting the rate of interest, or the currency exchange rate, to be paid or received on a notional
principal amount at a future date.
An exchange traded contract in which the parties agree to buy or sell an asset in the future for a price agreed on the
transaction date, with a net settlement in cash paid on the future date without physical delivery of the asset.
A contract in which two parties exchange one series of cash flows for another.
A contract in which the buyer of the contract has the right - but not the obligation - to buy (known as a ‘call option’)
or to sell (known as a ‘put option’) an asset or instrument at a set price on a future date. The seller has the
corresponding obligation to fulfil the transaction to sell or buy the asset or instrument if the buyer exercises
the option.
115
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NOTES TO THE FINANCIAL STATEMENTS (continued)
11. DERIVATIVE FINANCIAL INSTRUMENTS (continued)
RISKS MANAGED
The Group offers and uses the instruments described above to manage fluctuations in the following market factors:
Foreign Exchange
Currencies at current or determined rates of exchange.
Interest Rate
Commodity
Fixed or variable interest rates applying to money lent, deposited or borrowed.
Soft commodities (that is, agricultural products such as wheat, coffee, cocoa and sugar) and hard commodities (that
is, mined products such as gold, oil and gas).
Credit
Risk of default by customers or third parties.
The Group uses a number of central clearing counterparties and exchanges to settle derivative transactions. Different arrangements for posting of
collateral exist with these exchanges:
• some transactions are subject to clearing arrangements which result in separate recognition of collateral assets and liabilities, with the carrying
values of the associated derivative assets and liabilities held at their fair value.
• other transactions, are legally settled by the payment or receipt of collateral which reduces the carrying values of the related derivative instruments
by the amount paid or received.
DERIVATIVE FINANCIAL INSTRUMENTS – HELD FOR TRADING
The majority of the Group’s derivative financial instruments are held for trading. The fair value of derivative financial instruments held for trading is:
Fair Value
Interest rate contracts
Forward rate agreements
Futures contracts
Swap agreements
Options
Total
Foreign exchange contracts
Spot and forward contracts
Swap agreements
Options
Total
Commodity and other contracts
Credit default swaps
Derivative financial instruments - held for trading1
Assets
2023
$m
Liabilities
2023
$m
Assets
2022
$m
Liabilities
2022
$m
-
294
10,815
1,805
12,914
21,399
23,230
690
45,319
1,812
14
60,059
-
(37)
(15,194)
(2,023)
(17,254)
(19,580)
(18,172)
(1,120)
(38,872)
(1,067)
(17)
(57,210)
-
336
10,421
1,698
12,455
42,221
32,169
926
75,316
1,927
18
89,716
(1)
(123)
(15,031)
(1,954)
(17,109)
(37,426)
(27,548)
(1,343)
(66,317)
(1,353)
(14)
(84,793)
1. Includes derivatives held for balance sheet management which are not designated into accounting hedge relationships.
116
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NOTES TO THE FINANCIAL STATEMENTS
117
11. DERIVATIVE FINANCIAL INSTRUMENTS (continued)
DERIVATIVE FINANCIAL INSTRUMENTS – DESIGNATED IN HEDGING RELATIONSHIPS
As set out in Note 1, under the accounting policy choice provided by AASB 9, the Group has continued to apply the hedge accounting requirements
of AASB 139.
There are three types of hedge accounting relationships the Group utilises:
Objective of this
hedging
arrangement
Recognition of
effective hedge
portion
Recognition of
ineffective hedge
portion
If a hedging
instrument expires,
or is sold, terminated,
or exercised; or no
longer qualifies for
hedge accounting
Fair value hedge
Cash flow hedge
Net investment hedge
To hedge our exposure to changes to
the fair value of a recognised asset or
liability or unrecognised firm
commitment caused by interest rate
or foreign currency movements.
To hedge our exposure to variability in
cash flows of a recognised asset or
liability, a firm commitment or a highly
probable forecast transaction caused
by interest rate, foreign currency and
other price movements.
To hedge our exposure to exchange
rate differences arising from the
translation of our foreign operations
from their functional currency to
Australian dollars.
The following are recognised in profit
or loss at the same time:
• all changes in the fair value of the
underlying item relating to the
hedged risk; and
• the change in the fair value of the
derivatives.
We recognise the effective portion of
changes in the fair value of derivatives
designated as a cash flow hedge in
the cash flow hedge reserve.
We recognise the effective portion of
changes in the fair value of the
hedging instrument in the foreign
currency translation reserve (FCTR).
Recognised immediately in Other operating income.
When we recognise the hedged item
in profit or loss, we recognise the
related unamortised fair value
adjustment in profit or loss. This may
occur over time if the hedged item is
amortised to profit or loss as part of
the effective yield over the period
to maturity.
Only when we recognise the hedged
item in profit or loss is the amount
previously deferred in the cash flow
hedge reserve transferred to profit
or loss.
The amount we defer in the foreign
currency translation reserve remains in
equity and is transferred to profit or
loss only when we dispose of, or
partially dispose of, the foreign
operation.
Hedged item sold or
repaid
We recognise the unamortised fair
value adjustment immediately in
profit or loss.
Amounts accumulated in equity are
transferred immediately to profit
or loss.
The gain or loss, or applicable
proportion, we have recognised in
equity is transferred to profit or loss on
disposal or partial disposal of a foreign
operation.
117
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NOTES TO THE FINANCIAL STATEMENTS (continued)
11. DERIVATIVE FINANCIAL INSTRUMENTS (continued)
DERIVATIVE FINANCIAL INSTRUMENTS – DESIGNATED IN HEDGING RELATIONSHIPS (continued)
The fair value of derivative financial instruments designated in hedging relationships is:
Nominal
amount
$m
607
126,881
11,778
122,704
683
-
47
2023
2022
Assets
$m
Liabilities
$m
Nominal
amount
$m
Assets
$m
Liabilities
$m
5
32
243
17
50
-
-
-
604
(195)
106,366
(9)
17,361
(48)
(19)
-
(1)
125,063
656
161
940
-
79
264
33
48
-
34
458
(37)
(168)
(3)
(53)
(44)
(4)
(47)
(356)
262,700
347
(272)
251,151
Fair value hedges
Foreign exchange spot and forward contracts
Interest rate swap agreements
Interest rate futures contracts
Cash flow hedges
Interest rate swap agreements
Foreign exchange swap agreements
Foreign exchange spot and forward contracts
Net investment hedges
Foreign exchange spot and forward contracts
Derivative financial instruments - designated in
hedging relationships
118
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NOTES TO THE FINANCIAL STATEMENTS
119
11. DERIVATIVE FINANCIAL INSTRUMENTS (continued)
DERIVATIVE FINANCIAL INSTRUMENTS – DESIGNATED IN HEDGING RELATIONSHIPS (continued)
The maturity profile of the nominal amounts of our hedging instruments held is:
Average
Rate
Less than 3
months
$m
3 to 12
months
$m
1 to 5
years
$m
After
5 years
$m
Total
$m
Nominal Amount
As at 30 September 2023
Fair value hedges
Interest rate
Interest Rate
Foreign exchange
HKD/AUD FX Rate
Cash flow hedges
Interest rate
Interest Rate
Foreign exchange1
Net investment hedges
AUD/USD FX Rate
USD/EUR FX Rate
2.38%
5.02
2.27%
0.74
0.91
Foreign exchange
NZD/AUD FX Rate
1.09
As at 30 September 2022
Fair value hedges
Interest rate
Interest Rate
Foreign exchange
HKD/AUD FX Rate
Cash flow hedges
Interest rate
Interest Rate
Foreign exchange1
Net investment hedges
Foreign exchange
AUD/USD FX Rate
USD/EUR FX Rate
TWD/AUD FX Rate
THB/AUD FX Rate
1.65%
5.43
1.59%
0.74
0.91
20.68
25.05
2,314
607
10,533
79,350
46,462
138,659
-
-
-
607
7,573
37,630
76,359
1,142
122,704
-
-
-
47
-
-
683
683
-
47
10,931
604
17,322
-
65,259
-
30,215
123,727
-
604
3,317
32,145
88,461
1,140
125,063
40
121
794
146
-
-
656
817
-
940
1. Hedges of foreign exchange risk cover multiple currency pairs. The table reflects the larger currency pairs only.
119
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NOTES TO THE FINANCIAL STATEMENTS (continued)
11. DERIVATIVE FINANCIAL INSTRUMENTS (continued)
DERIVATIVE FINANCIAL INSTRUMENTS – DESIGNATED IN HEDGING RELATIONSHIPS (continued)
The impacts of ineffectiveness from our designated hedge relationships by type of hedge relationship and type of risk being hedged are:
As at 30 September 2023
Fair value hedges1
Interest rate
Foreign exchange
Cash flow hedges1
Interest rate
Foreign exchange
Net investment hedges1
Foreign exchange
As at 30 September 2022
Fair value hedges1
Interest rate
Foreign exchange
Cash flow hedges1
Interest rate
Foreign exchange
Net investment hedges1
Foreign exchange
Ineffectiveness
Change in value
of hedging
instrument2
$m
Change in value
of hedged item
$m
Hedge ineffectiveness
recognised in profit or
loss3
$m
Amount reclassified
from the cash flow
hedge reserve or FCTR
to profit or loss4
$m
(846)
(4)
280
-
(39)
697
(55)
(3,619)
(4)
870
4
(239)
-
39
(719)
55
3,453
4
62
(62)
24
-
41
-
-
(22)
-
(166)
-
-
-
-
(13)
9
79
-
-
(13)
1
-
1. All hedging instruments are classified as derivative financial instruments.
2. Changes in value of hedging instruments is before any adjustments for Settle to Market clearing arrangements.
3. Recognised in Other operating income.
4. Recognised in Net interest income and Other operating income.
120
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121
11. DERIVATIVE FINANCIAL INSTRUMENTS (continued)
DERIVATIVE FINANCIAL INSTRUMENTS – DESIGNATED IN HEDGING RELATIONSHIPS (continued)
The hedged items in relation to the Group’s fair value hedges are:
Balance sheet
presentation
Hedged risk
Carrying amount
Assets
$m
Liabilities
$m
Accumulated fair value
hedge adjustments on
the hedged item
Assets
$m
Liabilities
$m
As at 30 September 2023
Fixed rate loans and advances
Net loans and advances
Interest rate
3,472
-
Fixed rate debt issuance
Debt issuances
Interest rate
-
(66,190)
Fixed rate investment securities at FVOCI1 Investment securities
Interest rate
Equity securities at FVOCI1
Investment securities
Foreign exchange
61,082
607
-
-
(139)
-
(5,121)
79
-
4,163
-
-
Total
As at 30 September 2022
65,161
(66,190)
(5,181)
4,163
Fixed rate loans and advances
Net loans and advances
Interest rate
10,252
-
Fixed rate debt issuance
Debt issuances
Interest rate
-
(51,531)
Fixed rate investment securities at FVOCI1 Investment securities
Interest rate
Equity securities at FVOCI1
Investment securities
Foreign exchange
53,915
604
-
-
(369)
-
(5,349)
75
-
3,721
-
-
Total
64,771
(51,531)
(5,643)
3,721
1. The carrying amount of debt and equity instruments at FVOCI does not include the fair value hedge adjustment. The fair value hedge adjustment is included in other comprehensive income.
The cumulative amount of fair value hedge adjustments relating to ceased hedge relationships remaining on the Balance Sheet is -$13 million
(2022: -$7 million).
121
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NOTES TO THE FINANCIAL STATEMENTS (continued)
11. DERIVATIVE FINANCIAL INSTRUMENTS (continued)
DERIVATIVE FINANCIAL INSTRUMENTS – DESIGNATED IN HEDGING RELATIONSHIPS (continued)
The hedged items in relation to the Group’s cash flow and net investment hedges are:
As at 30 September 2023
Cash flow hedges
Floating rate loans and advances
Floating rate customer deposits
Foreign currency debt issuances
Highly probable forecast transactions
Net investment hedges
Foreign operations
As at 30 September 2022
Cash flow hedges
Floating rate loans and advances
Floating rate customer deposits
Foreign currency debt issuances
Highly probable forecast transactions
Net investment hedges
Foreign operations
Hedged risk
Interest rate
Interest rate
Foreign exchange
Foreign exchange
Foreign exchange
Interest rate
Interest rate
Foreign exchange
Foreign exchange
Foreign exchange
Cash flow
hedge reserve
Foreign currency
translation reserve
Continuing
hedges
$m
Discontinued
hedges
$m
Continuing
hedges
$m
Discontinued
hedges
$m
(3,482)
794
-
-
-
(4,286)
1,357
(1)
(7)
-
11
(1)
-
-
-
19
5
(1)
-
-
-
-
-
-
-
-
-
-
12
49
-
-
-
-
-
-
-
-
43
(149)
122
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123
NOTES TO THE FINANCIAL STATEMENTS
11. DERIVATIVE FINANCIAL INSTRUMENTS (continued)
DERIVATIVE FINANCIAL INSTRUMENTS – DESIGNATED IN HEDGING RELATIONSHIPS (continued)
The table below details the reconciliation of the Group’s cash flow hedge reserve by risk type:
Balance at 1 October 2021
Fair value gains/(losses)
Transferred to profit or loss
Income taxes and others
Balance at 30 September 2022
Fair value gains/(losses)
Transferred to profit or loss
Income taxes and others
Balance at 30 September 2023
Interest rate
$m
Foreign
currency
$m
398
(3,453)
(13)
1,040
(2,028)
239
(13)
(69)
(1,871)
(5)
(4)
1
-
(8)
-
9
(2)
(1)
Total
$m
393
(3,457)
(12)
1,040
(2,036)
239
(4)
(71)
(1,872)
Hedges of net investments in a foreign operation resulted in a $40 million increase in FCTR during the year (2022: $62 million increase).
123
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NOTES TO THE FINANCIAL STATEMENTS (continued)
11. DERIVATIVE FINANCIAL INSTRUMENTS (continued)
RECOGNITION AND MEASUREMENT
Recognition
Initially and at each reporting date, we recognise all derivatives at fair value. If the fair value of a
derivative is positive, then we carry it as an asset, but if its value is negative, then we carry it as a
liability.
Valuation adjustments are integral in determining the fair value of derivatives. This includes:
• a credit valuation adjustment to reflect the counterparty risk and/or event of default; and
• a funding valuation adjustment to account for funding costs and benefits in the derivatives
portfolio.
Derecognition of
assets and liabilities
We remove derivative assets from our Balance Sheet when the contracts expire or we have transferred
substantially all the risks and rewards of ownership. We remove derivative liabilities from our Balance
Sheet when the Group’s contractual obligations are discharged, cancelled or expired.
Impact on the
Income Statement
Hedge effectiveness
With respect to derivatives cleared through a central clearing counterparty or exchange, derivative
assets or liabilities may be derecognised in accordance with the principle above when collateral is
settled, depending on the legal arrangements in place for each instrument.
The recognition of gains or losses on derivative financial instruments depends on whether the
derivative is held for trading or is designated in a hedge accounting relationship. For derivative
financial instruments held for trading, gains or losses from changes in the fair value are recognised in
profit or loss.
For an instrument designated in a hedge accounting relationship, the recognition of gains or losses
depends on the nature of the item being hedged. Refer to the table on page 117 for details of the
recognition approach applied for each type of hedge accounting relationship.
Sources of hedge accounting ineffectiveness may arise from differences in the interest rate reference
rate, margins, or rate set differences and differences in discounting between the hedged items and the
hedging instruments.
To qualify for hedge accounting under AASB 139, a hedge relationship is expected to be highly
effective. A hedge relationship is highly effective only if the following conditions are met:
• the hedge is expected to be highly effective in achieving offsetting changes in fair value or cash
flows attributable to the hedged risk during the period for which the hedge is designated
(prospective effectiveness); and
• the actual results of the hedge are within the range of 80-125% (retrospective effectiveness).
The Group monitors hedge effectiveness on a regular basis but at a minimum at each reporting date.
KEY JUDGEMENTS AND ESTIMATES
Judgement is required when we select the valuation techniques used to determine the fair value of derivatives, particularly the selection of
valuation inputs that are not readily observable, and the application of valuation adjustments to certain derivatives. Refer to Note 19 Fair
Value of Financial Assets and Financial Liabilities for further details.
124
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125
12. INVESTMENT SECURITIES
3,826
7,607
1,393
4,758
7,791
1,353
2023
84,603
2022
72,251
Government securities
Corporate and financial
institution securities
Other securities
Equity securities
Investment securities measured at FVOCI
Debt securities
Equity securities
Investment securities measured at amortised cost
Debt securities
Investment Securities measured at FVTPL
Debt securities
Total
The maturity profile of investment securities is as follows:
As at 30 September 2023
Government securities
Corporate and financial institution securities
Other securities
Equity securities
Total
As at 30 September 2022
Government securities
Corporate and financial institution securities
Other securities
Equity securities
Total
2023
$m
88,271
1,393
2022
$m
76,817
1,353
7,752
7,943
13
97,429
40
86,153
No
maturity
$m
-
-
-
1,393
1,393
-
2
-
1,353
1,355
Total
$m
84,603
7,607
3,826
1,393
97,429
72,251
7,791
4,758
1,353
86,153
Less than 3
months
$m
3 to 12
months 1 to 5 years After 5 years
$m
$m
$m
8,807
10,233
29,482
36,081
358
617
-
1,218
591
-
5,973
602
-
58
2,016
-
9,782
12,042
36,057
38,155
6,544
14,045
29,806
21,856
324
429
-
2,462
423
-
4,906
543
-
97
3,363
-
7,297
16,930
35,255
25,316
During the year, the Group recognised a net gain (before tax) of $9 million (2022: $28 million) in Other operating income from the recycling of
gains/losses previously recognised in Other comprehensive income in respect of debt securities at FVOCI.
125
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NOTES TO THE FINANCIAL STATEMENTS (continued)
RECOGNITION AND MEASUREMENT
Investment securities are those financial assets in security form (that is, transferable debt or equity instruments) that are not held for trading
purposes. By way of exception, bills of exchange (a form of security/transferable instrument) which are used to facilitate the Group’s
customer lending activities are classified as Loans and advances (rather than Investment securities) to better reflect the substance of the
arrangement.
Equity investments not held for trading purposes may be designated at FVOCI on an instrument by instrument basis. If this election is
made, gains or losses are not reclassified from Other comprehensive income to profit or loss on disposal of the investment. However, gains
or losses may be reclassified within equity.
Assets disclosed as Investment securities are subject to the general classification and measurement policy for Financial Assets outlined at
the commencement of the Group’s financial asset disclosures on page 113. Additionally, expected credit losses associated with ‘Investment
securities - debt securities at amortised cost’ and ‘Investment securities - debt securities at FVOCI’ are recognised and measured in
accordance with the accounting policy outlined in Note 14 Allowance for Expected Credit Losses. For ‘Investment securities - debt
securities at FVOCI’, the allowance for Expected Credit Loss (ECL) is recognised in the FVOCI reserve in equity with a corresponding charge
to profit or loss.
KEY JUDGEMENTS AND ESTIMATES
Judgement is required when we select valuation techniques used to determine the fair value of assets not valued using quoted market
prices, particularly the selection of valuation inputs that are not readily observable. Refer to Note 19 Fair Value of Financial Assets and
Financial Liabilities for further details.
126
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127
13. NET LOANS AND ADVANCES
The following table provides details of Net loans and advances:
Overdrafts
Credit cards
Commercial bills
Term loans – housing
Term loans – non-housing1
Other
Subtotal
Unearned income2
Capitalised brokerage and other origination costs2
Gross loans and advances
Allowance for expected credit losses (refer to Note 14)
Net loans and advances
Residual contractual maturity:
Within one year
More than one year
Net loans and advances
Carried on Balance Sheet at:
Amortised cost
Fair value through profit or loss1
Net loans and advances
2023
$m
5,552
6,805
4,682
404,491
284,808
1,292
707,630
(515)
3,475
710,590
(3,546)
707,044
152,318
554,726
707,044
685,156
21,888
707,044
2022
$m
5,266
6,755
5,214
374,625
279,730
2,035
673,625
(518)
2,882
675,989
(3,582)
672,407
146,142
526,265
672,407
667,732
4,675
672,407
1. During 2023, the Group commenced the management of repurchase agreements and reverse repurchase agreements on a fair value basis within the trading book in its Markets business. This resulted in
the associated repurchase and reverse repurchase agreements being recognised and measured at FVTPL.
2. Amortised over the expected life of the loan.
RECOGNITION AND MEASUREMENT
Loans and advances are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market and
are facilities the Group provides directly to customers or through third party channels.
Loans and advances are initially recognised at fair value plus transaction costs directly attributable to the issue of the loan or advance,
which are primarily brokerage and other origination costs which we amortise over the estimated life of the loan. Subsequently, we then
measure loans and advances at amortised cost using the effective interest rate method, net of any allowance for expected credit losses, or
at fair value when they are specifically designated on initial recognition as FVTPL, are classified as held for sale or when held for trading.
Refer to Note 19 Fair Value of Financial Assets and Financial Liabilities for further details.
We classify contracts to lease assets and hire purchase agreements 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. We include these facilities in ‘Other’ in the table above.
The Group enters into transactions in which it transfers financial assets that are recognised on its Balance Sheet. When the Group retains
substantially all of the risks and rewards of the transferred assets, the transferred assets remain on the Group’s Balance Sheet, however if
substantially all the risks and rewards are transferred, the Group derecognises the asset. If the risks and rewards are partially retained and
control over the asset is lost, the Group derecognises the asset. If control over the asset is not lost, the Group continues to recognise the
asset to the extent of its continuing involvement.
We separately recognise the rights and obligations retained, or created, in the transfer of assets as appropriate.
Assets disclosed as Net loans and advances are subject to the general classification and measurement policy for financial assets outlined on
page 113. Additionally, expected credit losses associated with loans and advances at amortised cost are recognised and measured in
accordance with the accounting policy outlined in Note 14 Allowance for Expected Credit Losses.
127
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14. ALLOWANCE FOR EXPECTED CREDIT LOSSES
Net loans and advances at amortised cost
Off-balance sheet commitments
Investment securities - debt securities at amortised cost
Total
Other comprehensive income
Investment securities - debt securities at FVOCI1
Collectively
assessed
$m
3,180
817
35
4,032
2023
Individually
assessed
$m
366
10
-
376
Collectively
assessed
$m
3,049
766
38
3,853
2022
Individually
assessed
$m
533
9
-
542
Total
$m
3,546
827
35
4,408
Total
$m
3,582
775
38
4,395
15
-
15
10
-
10
1. For FVOCI assets, the allowance for ECL does not alter the carrying amount which remains at fair value. Instead, the allowance for ECL is recognised in Other comprehensive income with a corresponding
charge to profit or loss.
The following tables present the movement in the allowance for ECL for the year.
Net loans and advances - at amortised cost
Allowance for ECL is included in Net loans and advances.
As at 1 October 2021
Transfer between stages
New and increased provisions (net of releases)
Write-backs
Bad debts written off (excluding recoveries)
Foreign currency translation and other movements2
As at 30 September 2022
Transfer between stages
New and increased provisions (net of releases)
Write-backs
Bad debts written off (excluding recoveries)
Foreign currency translation and other movements2
As at 30 September 2023
Stage 1
$m
968
219
(48)
-
-
2
1,141
148
(73)
-
-
11
1,227
Stage 2
$m
1,994
(224)
(202)
-
-
(20)
1,548
(138)
202
-
-
12
1,624
Stage 31
Collectively
assessed
$m
417
(95)
42
-
-
(4)
360
Individually
assessed
$m
666
100
420
(222)
(428)
(3)
533
(94)
61
-
-
2
329
84
388
(212)
(409)
(18)
366
Total
$m
4,045
-
212
(222)
(428)
(25)
3,582
-
578
(212)
(409)
7
3,546
1. The Group’s credit exposures that are purchased or originated credit-impaired (POCI) are insignificant.
2. Other movements include the impacts of discount unwind on individually assessed allowance for ECL or the impact of divestments completed during the year.
128
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129
14. ALLOWANCE FOR EXPECTED CREDIT LOSSES (continued)
Off-balance sheet commitments - undrawn and contingent facilities
Allowance for ECL is included in Other provisions.
As at 1 October 2021
Transfer between stages
New and increased provisions (net of releases)
Write-backs
Foreign currency translation and other movements2
As at 30 September 2022
Transfer between stages
New and increased provisions (net of releases)
Write-backs
Foreign currency translation and other movements2
As at 30 September 2023
1. The Group’s credit exposures that are POCI are insignificant.
2. Other movements include impact of divestments completed during the year.
Investment securities - debt securities at amortised cost
Allowance for ECL is included in Investment securities.
As at 30 September 2022
As at 30 September 2023
Stage 1
$m
555
40
7
-
(9)
593
31
-
-
6
630
Stage 2
$m
211
(34)
(28)
-
(5)
144
(29)
46
-
1
162
Stage 31
Collectively
assessed
$m
19
(8)
18
-
-
29
Individually
assessed
$m
21
2
(2)
(11)
(1)
9
(4)
(1)
-
1
25
2
2
(4)
1
10
Stage 1
$m
38
35
Stage 2
$m
-
-
Stage 3
Collectively
assessed
$m
-
-
Individually
assessed
$m
-
-
Investment securities - debt securities at FVOCI
As FVOCI assets are measured at fair value, there is no separate allowance for ECL. Instead, the allowance for ECL is recognised in Other
comprehensive income with a corresponding charge to profit or loss.
As at 30 September 2022
As at 30 September 2023
Stage 1
$m
10
15
Stage 2
$m
-
-
Stage 3
Collectively
assessed
$m
-
-
Individually
assessed
$m
-
-
Total
$m
806
-
(5)
(11)
(15)
775
-
47
(4)
9
827
Total
$m
38
35
Total
$m
10
15
129
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14. ALLOWANCE FOR EXPECTED CREDIT LOSSES (continued)
CREDIT IMPAIRMENT CHARGE - INCOME STATEMENT
Credit impairment charge/(release) analysis
New and increased provisions (net of releases)1,2
- Collectively assessed
- Individually assessed
Write-backs3
Recoveries of amounts previously written-off
Total credit impairment charge
1. Includes the impact of transfers between collectively assessed and individually assessed.
2. New and increased provisions (net of releases) includes:
Net loans and advances at amortised cost
Off-balance sheet commitments
Investment securities - debt securities at amortised cost
Investment securities - debt securities at FVOCI
Total
Consolidated
2023
2022
Collectively
assessed
$m
Individually
assessed
$m
Collectively
assessed
$m
Individually
assessed
$m
106
43
(1)
4
152
472
(308)
520
4
-
-
(5)
3
(1)
-
-
-
476
(311)
520
2023
$m
152
476
(216)
(167)
245
2022
$m
(311)
520
(233)
(208)
(232)
3. Consists of write-backs in Net loans and advances at amortised cost of $212 million (2022: $222 million) and Off-balance sheet commitments of $4 million (2022: $11 million) for the Group.
The contractual amount outstanding on financial assets that were written off during the year and that are still subject to enforcement activity is
$147 million (2022: $143 million) for the Group.
130
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131
14. ALLOWANCE FOR EXPECTED CREDIT LOSSES (continued)
RECOGNITION AND MEASUREMENT
EXPECTED CREDIT LOSS MODEL
The measurement of expected credit losses reflects an unbiased, probability weighted prediction which evaluates a range of scenarios and
takes into account the time value of money, past events, current conditions and forecasts of future economic conditions.
Expected credit losses are either measured over 12 months or the expected lifetime of the financial asset, depending on credit
deterioration since origination, according to the following three-stage approach:
• Stage 1: At the origination of a financial asset, and where there has not been a Significant Increase in Credit Risk (SICR) since origination,
an allowance for ECL is recognised reflecting the expected credit losses resulting from default events that are possible within the next
12 months from the reporting date. For instruments with a remaining maturity of less than 12 months, expected credit losses are
estimated based on default events that are possible over the remaining time to maturity.
• Stage 2: Where there has been a SICR since origination, an allowance for ECL is recognised reflecting expected credit losses resulting
from all possible default events over the expected life of a financial instrument. If credit risk were to improve in a subsequent period
such that the increase in credit risk since origination is no longer considered significant, the exposure returns to a Stage 1 classification
with ECL measured accordingly.
• Stage 3: Where there is objective evidence of impairment, an allowance equivalent to lifetime ECL is recognised.
Expected credit losses are estimated on a collective basis for exposures in Stage 1 and Stage 2, and on either a collective or individual basis
when transferred to Stage 3.
MEASUREMENT OF EXPECTED CREDIT LOSS
ECL is calculated as the product of the following credit risk factors at a facility level, discounted to incorporate the time value of money:
• Probability of default (PD) - the estimate of the likelihood that a borrower will default over a given period;
• Exposure at default (EAD) - the expected balance sheet exposure at default taking into account repayments of principal and interest,
expected additional drawdowns and accrued interest; and
• Loss given default (LGD) - the expected loss in the event of the borrower defaulting, expressed as a percentage of the facility's EAD,
taking into account direct and indirect recovery costs.
These credit risk factors are adjusted for current and forward-looking information through the use of macroeconomic variables.
EXPECTED LIFE
When estimating ECL for exposures in Stage 2 and 3, the Group considers the expected lifetime over which it is exposed to credit risk.
For non-retail portfolios, the Group uses the maximum contractual period as the expected lifetime for non-revolving credit facilities. For
non-retail revolving credit facilities, such as corporate lines of credit, the expected life reflects the Group’s contractual right to withdraw a
facility as part of a contractually agreed annual review, after taking into account the applicable notice period.
For retail portfolios, the expected lifetime is determined using a behavioural term, taking into account expected prepayment behaviour
and events that give rise to substantial modifications.
DEFINITION OF DEFAULT, CREDIT IMPAIRED AND WRITE-OFFS
The definition of default used in measuring ECL is aligned to the definition used for internal credit risk management purposes across all
portfolios. This definition is also in line with the regulatory definition of default. Default occurs when there are indicators that a debtor is
unlikely to fully satisfy contractual credit obligations to the Group, or the exposure is 90 days past due.
Financial assets, including those that are well secured, are considered credit impaired for financial reporting purposes when they default.
When there is no realistic probability of recovery, loans are written off against the related impairment allowance on completion of the
Group’s internal processes and when all reasonably expected recoveries have been collected. In subsequent periods, any recoveries of
amounts previously written-off are recorded as a release to the credit impairment charge in the income statement.
131
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14. ALLOWANCE FOR EXPECTED CREDIT LOSSES (continued)
RECOGNITION AND MEASUREMENT (continued)
MODIFIED FINANCIAL ASSETS
If the contractual terms of a financial asset are modified or an existing financial asset is replaced with a new one for either credit or
commercial reasons, an assessment is made to determine if the changes to the terms of the existing financial asset are considered
substantial. This assessment considers both changes in cash flows arising from the modified terms as well as changes in the overall
instrument risk profile; for example, changes in the principal (credit limit), term, or type of underlying collateral. Where a modification is
considered non-substantial, the existing financial asset is not derecognised and its date of origination continues to be used to determine
SICR. Where a modification is considered substantial, the existing financial asset is derecognised and a new financial asset is recognised at
its fair value on the modification date, which also becomes the date of origination used to determine SICR for this new asset.
SIGNIFICANT INCREASE IN CREDIT RISK (SICR)
Stage 2 assets are those that have experienced a SICR since origination. In determining what constitutes a SICR, the Group considers both
qualitative and quantitative information:
i.
Internal credit rating grade
For the majority of portfolios, the primary indicator of a SICR is a significant deterioration in the internal credit rating grade of a facility
since origination and is measured by application of thresholds.
For non-retail portfolios, a SICR is determined by comparing the Customer Credit Rating (CCR) applicable to a facility at reporting date
to the CCR at origination of that facility. A CCR is assigned to each borrower which reflects the PD of the borrower and incorporates
both borrower and non-borrower specific information, including forward-looking information. CCRs are subject to review at least
annually or more frequently when an event occurs which could affect the credit risk of the customer.
For retail portfolios, a SICR is determined, depending on the type of facility, by either comparing the scenario weighted lifetime PD at
the reporting date to that at origination, or by reference to customer behavioural score thresholds. The scenario weighted lifetime
probability of default may increase significantly if:
• there has been a deterioration in the economic outlook, or an increase in economic uncertainty; or
• there has been a deterioration in the customer’s overall credit position, or ability to manage their credit obligations.
ii. Backstop criteria
The Group uses 30 days past due arrears as a backstop criterion for both non-retail and retail portfolios. For retail portfolios only,
facilities are required to demonstrate three to six months of good payment behaviour prior to being allocated back to Stage 1.
FORWARD-LOOKING INFORMATION
Forward-looking information is incorporated into both our assessment of whether a financial asset has experienced a SICR since origination
and in our estimate of ECL. In applying forward-looking information for estimating ECL, the Group considers four probability-weighted
forecast economic scenarios as follows:
i. Base case scenario
The base case scenario is ANZ’s view of future macroeconomic conditions. It reflects management’s assumptions used for strategic
planning and budgeting, and also informs the Group Internal Capital Adequacy Assessment Process (ICAAP) which is the process the
Group applies in strategic and capital planning over a 3-year time horizon;
ii. Upside and iii. Downside scenarios
The upside and downside scenarios are fixed by reference to average economic cycle conditions (that is, they are not based on the
economic conditions prevailing at balance date) and are based on a combination of more optimistic (in the case of the upside) and
pessimistic (in the case of the downside) economic events and uncertainty over long term horizons; and
iv. Severe downside scenario
To better reflect the current economic conditions and geopolitical environment, the Group altered the severe downside scenario in
2022 from a scenario fixed by reference to average economic cycle conditions to one which aligns with the scenario used for Group-
wide stress testing.
132
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133
14. ALLOWANCE FOR EXPECTED CREDIT LOSSES (continued)
RECOGNITION AND MEASUREMENT (continued)
FORWARD-LOOKING INFORMATION (continued)
The four scenarios are described in terms of macroeconomic variables used in the PD, LGD and EAD models (collectively the ECL models)
depending on the lending portfolio and country of the borrower. Examples of the macroeconomic variables include unemployment rates,
Gross Domestic Product (GDP) growth rates, residential property price indices, commercial property price indices and consumer price
indices.
Probability weighting of each scenario is determined by management considering the risks and uncertainties surrounding the base case
economic scenario, as well as specific portfolio considerations where required. The Group Asset and Liability Committee (GALCO) is
responsible for reviewing and approving the base case economic scenario and the Credit and Market Risk Committee (CMRC) approves the
probability weights applied to each scenario.
Where applicable, temporary adjustments may be made to account for situations where known or expected risks have not been adequately
addressed in the modelling process. CMRC is responsible for approving such adjustments.
KEY JUDGEMENTS AND ESTIMATES
Collectively assessed allowance for expected credit losses
In estimating collectively assessed ECL, the Group makes judgements and assumptions in relation to:
• the selection of an estimation technique or modelling methodology; and
• the selection of inputs for those models, and the interdependencies between those inputs.
The following table summarises the key judgements and assumptions in relation to the model inputs and the interdependencies between
those inputs, and highlights significant changes during the current period.
The judgements and associated assumptions have been made within the context of the uncertainty as to how various factors might
impact the global economy and reflect historical experience and other factors that are considered to be relevant, including expectations of
future events that are believed to be reasonable under the circumstances. The Group’s ECL estimates are inherently uncertain and, as a
result, actual results may differ from these estimates.
Considerations for the year ended 30 September 2023
The determination of SICR has been applied consistent
with prior periods.
Judgement/Assumption Description
Determining when a
Significant Increase in
Credit Risk has occurred
or reversed
In the measurement of ECL, judgement is
involved in determining whether there has been
a SICR since initial recognition of a loan, which
would result in it moving from Stage 1 to Stage
2. This is a key area of judgement since transition
from Stage 1 to Stage 2 increases the ECL from
an allowance based on the probability of default
(PD) in the next 12 months, to an allowance for
lifetime expected credit losses. Subsequent
decreases in credit risk resulting in transition
from Stage 2 to Stage 1 may similarly result in
significant changes in the ECL allowance.
The setting of precise SICR trigger points
requires judgement which may have a material
impact upon the size of the ECL allowance. The
Group monitors the effectiveness of SICR criteria
on an ongoing basis.
133
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14. ALLOWANCE FOR EXPECTED CREDIT LOSSES (continued)
KEY JUDGEMENTS AND ESTIMATES (continued)
Judgement/Assumption Description
Measuring both 12-
month and lifetime
expected credit losses
Base case economic
forecast
The PD, LGD and EAD factors used in
determining ECL are point-in-time measures
reflecting the relevant forward-looking
information determined by management.
Judgement is involved in determining which
forward-looking information is relevant for
particular lending portfolios and for
determining each portfolio’s point-in-time
sensitivity.
In addition, judgement is required where
behavioural characteristics are applied in
estimating the lifetime of a facility which is used
in measuring ECL.
The Group derives a forward-looking ‘base case’
economic scenario which reflects ANZ Research
- Economics’ (ANZ Economics) view of future
macroeconomic conditions.
Probability weighting of
each economic scenario
(base case, upside,
downside and severe
downside scenarios)1
Management
temporary adjustments
Probability weighting of each economic
scenario is determined by management
considering the risks and uncertainties
surrounding the base case economic scenario
at each measurement date.
The assigned probability weightings in Australia,
New Zealand and Rest of World are subject to a
high degree of inherent uncertainty and
therefore the actual outcomes may be
significantly different to those projected.
Management temporary adjustments to the
ECL allowance are used in circumstances where
it is judged that our existing inputs,
assumptions and model techniques do not
capture all the risk factors relevant to our
lending portfolios. Emerging local or global
macroeconomic, microeconomic or political
events, natural disasters, and natural hazards
that are not incorporated into our current
parameters, risk ratings, or forward-looking
information are examples of such
circumstances.
Considerations for the year ended 30 September 2023
The PD, LGD and EAD models are subject to the Group’s
model risk policy that stipulates periodic model
monitoring and re-validation, and defines approval
procedures and authorities according to model
materiality.
There were no material changes to the policy.
There have been no changes to the types of forward-
looking variables (key economic drivers) used as model
inputs.
As at 30 September 2023, the base case assumptions
have been updated to reflect slowing economies and
reduced levels of household consumption in Australia
and New Zealand associated with continuing high
interest rates and elevated levels of inflation.
The expected outcomes of key economic drivers for the
base case scenario at 30 September 2023 are described
below under the heading “Base case economic forecast
assumptions”.
Probability weightings in the current period have been
adjusted to reflect our assessment of the downside risks
from the impact of continued high interest rates and
inflation on the economies in which the Group operates.
Weightings for current and prior periods are as detailed in
the section below under the heading on ‘Probability
weightings’.
Management have continued to apply adjustments to
accommodate uncertainty associated with higher
inflation and interest rates.
Management overlays have been made for risks particular
to retail, including home loans, credit cards and small
business in Australia, and for mortgages, commercial
property and agri in New Zealand.
Management has considered and concluded no
temporary adjustment is required at 30 September 2023
to the ECL in relation to climate- or weather-related
events during the year.
1. The upside and downside scenarios are fixed by reference to average economic cycle conditions (that is, they are not based on the economic conditions prevailing at balance date) and are
based on a combination of more optimistic (in the case of the upside) and pessimistic (in the case of the downside) economic conditions.
134
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135
14. ALLOWANCE FOR EXPECTED CREDIT LOSSES (continued)
KEY JUDGEMENTS AND ESTIMATES (continued)
Base case economic forecast assumptions
Continuing uncertainties described above increase the risk of the economic forecast resulting in an understatement or overstatement of
the ECL balance.
The economic drivers of the base case economic forecasts, reflective of ANZ Economics’ view of future macroeconomic conditions used at
30 September 2023 are set out below. For the years following the near term forecasts below, the ECL models apply simplified assumptions
for the economic conditions to calculate lifetime loss.
Forecast calendar year
2024
2023
2025
Australia
GDP (annual % change)
Unemployment rate (annual average)
Residential property prices (annual % change)
Consumer price index (annual average % change)
New Zealand
GDP (annual % change)
Unemployment rate (annual average)
Residential property prices (annual % change)
Consumer price index (annual average % change)
Rest of World
GDP (annual % change)
Consumer price index (annual average % change)
1.5
3.6
5.9
5.6
0.7
3.8
-0.6
6.0
1.8
3.9
1.3
4.4
2.8
3.5
0.3
4.8
2.3
3.8
0.9
2.9
2.2
4.5
4.3
2.9
1.5
5.1
3.2
2.2
2.0
2.2
The base case economic forecasts for Australia, New Zealand and Rest of World are for continuing slowdowns in economic activity.
Continued high inflation in Australia and New Zealand is expected to keep interest rates high and dampen growth over the forecast
period.
Probability weightings
Probability weightings for each scenario are determined by management considering the risks and uncertainties surrounding the base
case economic scenario including the uncertainties described above.
The average base case weighting has increased to 45.9% (Sep 22: 45%) as the downside and severe downside scenario weightings have
been revised. The average downside case weighting has increased to 41.2% (Sep 22: 40%), and the average severe downside case
weighting has decreased to 12.9% (Sep 22: 15%).
The assigned probability weightings in Australia, New Zealand and Rest of World are subject to a high degree of inherent uncertainty and
therefore the actual outcomes may be significantly different to those projected. The Group considers these weightings in each geography
to provide estimates of the possible loss outcomes and taking into account short and long term inter-relationships within the Group’s
credit portfolios. The average weightings applied across the Group are set out below:
Base
Upside
Downside
Severe downside
2023
45.9%
0.0%
41.2%
12.9%
2022
45.0%
0.0%
40.0%
15.0%
135
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14. ALLOWANCE FOR EXPECTED CREDIT LOSSES (continued)
KEY JUDGEMENTS AND ESTIMATES (continued)
ECL - Sensitivity analysis
Given current economic uncertainties and the judgement applied to factors used in determining the expected default of borrowers in
future periods, expected credit losses reported by the Group should be considered as a best estimate within a range of possible estimates.
The table below illustrates the sensitivity of collectively assessed ECL to key factors used in determining it as at 30 September 2023:
If 1% of Stage 1 facilities were included in Stage 2
If 1% of Stage 2 facilities were included in Stage 1
100% upside scenario
100% base scenario
100% downside scenario
100% severe downside scenario
ECL
$m
4,116
4,027
1,274
1,790
3,123
9,251
Impact
$m
84
(5)
(2,758)
(2,242)
(909)
5,219
Individually assessed allowance for expected credit losses
In estimating individually assessed ECL, the Group makes judgements and assumptions in relation to expected repayments, the realisable
value of collateral, business prospects for the customer, competing claims and the likely cost and duration of the work-out process.
Judgements and assumptions in respect of these matters have been updated to reflect amongst other things, the uncertainties described
above.
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137
FINANCIAL LIABILITIES
Outlined below is a description of how we classify and measure financial liabilities relevant to the note disclosures that follow.
CLASSIFICATION AND MEASUREMENT
Financial liabilities
Financial liabilities are measured at amortised cost, or FVTPL when they are held for trading. Additionally, financial liabilities can be
designated at FVTPL where:
• the designation eliminates or significantly reduces an accounting mismatch which would otherwise arise;
• a group of financial liabilities are managed and their performance are evaluated on a fair value basis, in accordance with a documented
risk management strategy; or
• the financial liability contains one or more embedded derivatives unless:
a) the embedded derivative does not significantly modify the cash flows that otherwise would be required by the contract; or
b) the embedded derivative is closely related to the host financial liability.
Where financial liabilities are designated as measured at fair value, gains or losses relating to changes in the entity’s own credit risk are
included in Other comprehensive income, except where doing so would create or enlarge an accounting mismatch in profit or loss.
137
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15. DEPOSITS AND OTHER BORROWINGS
33,111
92,562
42,906
356,320
41,919
247,893
2023
39,222
103,580
50,906
369,460
Certificates of deposit
Term deposits
On demand and short term deposits
Deposits not bearing interest
Deposits from banks & securities sold under repurchase agreements1
Commercial paper and other borrowings
Deposits and other borrowings
Residual contractual maturity:
Within one year
More than one year
Deposits and other borrowings
Carried on Balance Sheet at:
Amortised cost
Fair value through profit or loss1
Deposits and other borrowings
34,049
200,064
Certificates of deposit
Term deposits
On demand and short
term deposits
2022
Deposits not bearing interest
Deposits from banks &
securities sold under
repurchase agreements
Commercial paper and
other borrowings
2023
$m
41,919
247,893
356,320
42,906
92,562
33,111
814,711
805,505
9,206
814,711
780,822
33,889
814,711
2022
$m
34,049
200,064
369,460
50,906
103,580
39,222
797,281
781,573
15,708
797,281
794,621
2,660
797,281
1. During 2023, the Group commenced the management of repurchase agreements and reverse repurchase agreements on a fair value basis within the trading book in its Markets business. This resulted in
the associated repurchase and reverse repurchase agreements being recognised and measured at FVTPL.
RECOGNITION AND MEASUREMENT
For deposits and other borrowings that:
• are not designated at FVTPL on initial recognition, we measure them at amortised cost and recognise their interest expense using the
effective interest rate method; and
• are managed on a fair value basis, reduce or eliminate an accounting mismatch or contain an embedded derivative, we designate them
as measured at FVTPL.
Refer to Note 19 Fair Value of Financial Assets and Financial Liabilities for further details.
For deposits and other borrowings designated at fair value we recognise the amount of fair value gain or loss attributable to changes in
the Group’s own credit risk in Other comprehensive income in retained earnings. Any remaining amount of fair value gain or loss we
recognise directly in profit or loss. Once we have recognised an amount in other comprehensive income, we do not later reclassify it to
profit or loss.
Securities sold under repurchase agreements represent a liability to repurchase the financial assets that remain on our balance sheet since
the risks and rewards of ownership remain with the Group. Over the life of the repurchase agreement, we recognise the difference
between the sale price and the repurchase price and charge it to interest expense in profit or loss.
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139
16. PAYABLES AND OTHER LIABILITIES
Payables and accruals
Liabilities at fair value1
Lease liabilities
Trail commission liabilities
Other liabilities
Payables and other liabilities
1. Relate to securities sold short classified as held for trading and measured at FVTPL.
RECOGNITION AND MEASUREMENT
2023
$m
5,739
5,267
951
1,469
1,619
15,045
2022
$m
2,896
3,239
1,040
1,320
1,340
9,835
The Group recognises liabilities when there is a present obligation to transfer economic resources as a result of past events.
Below is the measurement basis for each item classified as other liabilities:
• Payables, accruals and other liabilities are measured at the contractual amount payable or the best estimate of consideration required to
settle the payable.
• Liabilities at fair value relate to securities sold short, which we classify as held for trading and measure at FVTPL based on quoted prices
in active markets.
• Lease liabilities are initially measured at the present value of the future lease payments using the Group’s incremental borrowing rate at
the lease commencement date. The carrying amount is then subsequently adjusted to reflect the interest on the lease liability, lease
payments that have been made and any lease reassessments or modifications.
• Trail commission liabilities are measured based on the present value of expected future trail commission payments taking into
consideration average behavioural loan life and outstanding balances of broker originated loans.
139
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NOTES TO THE FINANCIAL STATEMENTS (continued)
17. DEBT ISSUANCES
The Group, primarily via ANZBGL or other banking subsidiaries, uses a variety of funding programmes to issue senior debt (including covered bonds
and securitisations) and subordinated debt. The difference between senior debt and subordinated debt is that holders of senior debt of a Group issuer
take priority over holders of subordinated debt owed by that issuer. In the winding up of a Group issuer, the subordinated debt will be repaid by the
relevant issuer only after the repayment of claims of its depositors, other creditors and the senior debt holders of that issuer.
Senior debt
Covered bonds
Securitisation
Total unsubordinated debt
Subordinated debt
- ANZBGL Additional Tier 1 capital
- ANZBGL Tier 2 capital
- Other subordinated debt securities
Total subordinated debt
Total debt issued
Residual contractual maturity 1:
Within one year
More than one year
No maturity date (instruments in perpetuity)
Total debt issued
Carried on Balance Sheet at:
Amortised cost
Fair value through profit or loss
Total debt issued
2023
$m
63,233
18,223
880
82,336
8,232
23,707
1,739
33,678
116,014
21,746
92,856
1,412
116,014
114,678
1,336
116,014
1. Based on the final maturity date or, in the case of Additional Tier 1 capital securities, the mandatory conversion date (if any).
TOTAL DEBT ISSUED BY CURRENCY
The table below shows the Group’s issued debt by currency of issue, which broadly represents the debt holders’ base location.
USD
EUR
AUD
NZD
JPY
CHF
GBP
HKD
Other
United States dollars
Euro
Australian dollars
New Zealand dollars
Japanese yen
Swiss francs
Pounds sterling
Hong Kong dollars
Chinese yuan and Singapore dollars
Total debt issued
SUBORDINATED DEBT
2023
$m
32,723
26,990
47,043
1,575
1,993
1,039
2,230
1,407
1,014
116,014
2022
$m
52,324
12,967
1,115
66,406
7,705
17,907
1,716
27,328
93,734
25,208
66,660
1,866
93,734
92,623
1,111
93,734
2022
$m
25,527
19,923
36,398
1,628
2,159
954
5,261
771
1,113
93,734
Subordinated debt is issued by the Group out of its banking subsidiaries, ANZBGL and ANZ Bank New Zealand. The subordinated debt constitutes
subordinated debt of both the Group and the relevant issuer but does not constitute regulatory capital for the Group.
At 30 September 2023, all subordinated debt issued by ANZBGL (other than ANZBGL’s USD 300 million perpetual subordinated notes) qualifies as
regulatory capital for ANZBGL. Depending on their terms and conditions, the subordinated debt instruments issued by ANZBGL are classified as either
Additional Tier 1 (AT1) capital for ANZBGL (in the case of the ANZ Capital Notes (ANZ CN) and ANZ Capital Securities (ANZ CS)) or Tier 2 capital for
ANZBGL (in the case of the term subordinated notes) for APRA’s capital adequacy purposes.
Subordinated debt issued externally by ANZ Bank New Zealand will constitute Tier 2 capital for ANZ Bank New Zealand for the purposes of the Reserve
Bank of New Zealand’s (RBNZ) capital requirements.
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141
17. DEBT ISSUANCES (continued)
AT1 Capital
All outstanding AT1 capital instruments issued by ANZBGL are Basel III fully compliant instruments (refer to Note 25 Capital Management for further
information about Basel III) for APRA’s capital adequacy purposes. Each of the ANZ CN and ANZ CS rank equally with each other.
Distributions on the AT1 capital instruments are non-cumulative and subject to the issuer’s absolute discretion and certain payment conditions
(including regulatory requirements). Distributions on ANZ CNs are franked in line with the franking applied to ANZGHL’s ordinary shares.
Where specified, the AT1 capital instruments provide the issuer with an early redemption or conversion option on a specified date and in certain other
circumstances (such as a tax or regulatory event). This redemption option is subject to APRA’s prior written approval.
Each of the AT1 capital instruments will immediately convert into a variable number of ANZGHL’s ordinary shares (based on the average market price
of the shares immediately prior to conversion less a 1% discount, subject to a maximum conversion number of ANZGHL’s ordinary shares) if:
• ANZBGL’s Common Equity Tier 1 capital ratios are equal to or less than 5.125% - known as a Common Equity Capital Trigger Event; or
• APRA notifies ANZBGL that, without the conversion or write-off of certain securities or a public sector injection of capital (or equivalent support), it
considers that ANZBGL would become non-viable – known as a Non-Viability Trigger Event.
Where specified, AT1 capital instruments mandatorily convert into a variable number of ANZGHL’s ordinary shares (based on the average market price
of the shares immediately prior to conversion less a 1% discount):
• on a specified mandatory conversion date; or
• on an earlier date under certain circumstances as set out in the terms.
However, the mandatory conversion is deferred for a specified period if certain conversion tests are not met.
If the AT1 capital securities convert, and the holders receive ANZGHL ordinary shares, then:
• the AT1 capital securities are transferred to ANZGHL for their face value;
• ANZBGL shall redeem the securities and simultaneously issue ordinary shares to its parent ANZ BH Limited (based on its share price calculated by
reference to its consolidated net assets, subject to a maximum conversion number); and
• ANZ BH Limited will issue shares to ANZGHL (calculated on the same basis).
Preference shares issued externally by ANZ Bank New Zealand will constitute additional tier 1 capital for ANZ Bank New Zealand for the purposes of
the RBNZ’s capital requirements, however they will not constitute Additional Tier 1 capital for the ANZBGL Group as the terms of the preference shares
do not satisfy APRA’s capital requirements. The preference shares are included within non-controlling interests in Note 24 Shareholders’ Equity.
The tables below show the key details of the ANZBGL’s AT1 capital instruments on issue at 30 September in both the current and prior years:
ANZBGL's Additional Tier 1 capital (perpetual subordinated securities)1
ANZ Capital Notes (ANZ CN)
970m
AUD
1,622m
AUD
931m
AUD
1,500m
AUD
1,310m
AUD
AUD
1,500m
ANZ Capital Securities (ANZ CS)
USD
1,000m
Total ANZBGL Additional Tier 1 capital3
ANZ CN32
ANZ CN4
ANZ CN5
ANZ CN6
ANZ CN7
ANZ CN8
ANZ Capital Securities
2023
$m
2022
$m
-
1,621
929
1,489
1,298
1,483
1,412
8,232
970
1,619
928
1,487
1,297
-
1,404
7,705
1. Carrying values are net of issuance costs.
2. All of the ANZ Capital Notes 3 were redeemed on 24 March 2023 with approximately $502 million of the proceeds from redemption reinvested into ANZ Capital Notes 8 on the same date.
3. This forms part of ANZBGL’s qualifying Additional Tier 1 capital. Refer to Note 25 Capital Management for further details.
141
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NOTES TO THE FINANCIAL STATEMENTS (continued)
17. DEBT ISSUANCES (continued)
ANZ Capital Notes (ANZ CN)
Issuer
Issue date
Issue amount
Face value
Distribution frequency
Distribution rate
CN3
ANZBGL, acting through its
New Zealand branch
5 March 2015
$970 million
$100
CN4
ANZBGL
CN5
ANZBGL
27 September 2016
28 September 2017
$1,622 million
$100
$931 million
$100
Semi-annually in arrears
Quarterly in arrears
Quarterly in arrears
Floating rate: (180 day Bank
Bill rate +3.6%)x(1-Australian
corporate tax rate)
Floating rate: (90 day Bank
Bill rate +4.7%)x(1-Australian
corporate tax rate)
Floating rate: (90 day Bank
Bill rate +3.8%)x(1-Australian
corporate tax rate)
Issuer’s early redemption or conversion option
24 March 20231
Mandatory conversion date
24 March 20252
Common equity capital trigger event
Non-viability trigger event
Carrying value (net of issue costs)
Yes
Yes
nil
20 March 2024
20 March 2026
Yes
Yes
$1,621 million
20 March 2025
20 March 2027
Yes
Yes
$929 million
(2022: $970 million)
(2022: $1,619 million)
(2022: $928 million)
Issuer
Issue date
Issue amount
Face value
Distribution frequency
Distribution rate
CN6
ANZBGL
8 July 2021
$1,500 million
$100
CN7
ANZBGL
24 March 2022
$1,310 million
$100
CN8
ANZBGL
24 March 2023
$1,500 million
$100
Quarterly in arrears
Quarterly in arrears
Quarterly in arrears
Floating rate: (90 day Bank
Bill rate +3.0%)x(1-Australian
corporate tax rate)
Floating rate: (90 day Bank
Bill rate +2.7%)x(1-Australian
corporate tax rate)
Floating rate: (90 day Bank Bill
rate +2.75%)x(1-Australian
corporate tax rate)
Issuer’s early redemption or conversion option
20 March 2028
20 March 2029
20 March 2030
Mandatory conversion date
20 September 2030
20 September 2031
20 September 2032
Common equity capital trigger event
Non-viability trigger event
Carrying value (net of issue costs)
Yes
Yes
Yes
Yes
$1,489 million
(2022: $1,487 million)
$1,298 million
(2022: $1,297 million)
Yes
Yes
$1,483 million
(2022: nil)
1. All of the ANZ Capital Notes 3 were redeemed on 24 March 2023 with approximately $502 million of the proceeds from redemption reinvested into ANZ Capital Notes 8 on the same date.
2. The mandatory conversion date is no longer applicable as all of CN3 have been redeemed.
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143
17. DEBT ISSUANCES (continued)
ANZ Capital Securities (ANZ CS)
Issuer
Issue date
Issue amount
Face value
Interest frequency
Interest rate
Issuer’s early redemption option
Common equity capital trigger event
Non-viability trigger event
ANZBGL, acting through its London branch
15 June 2016
USD 1,000 million
Minimum denomination of USD 200,000 and an integral multiple of USD 1,000 above that
Semi-annually in arrears
Fixed at 6.75% p.a. until 15 June 2026. Reset on 15 June 2026 and each 5 year anniversary
to a floating rate: 5 year USD mid-market swap rate + 5.168%
15 June 2026 and each 5 year anniversary
Yes
Yes
Carrying value (net of issue costs)
$1,412 million (2022: $1,404 million)
143
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NOTES TO THE FINANCIAL STATEMENTS (continued)
17. DEBT ISSUANCES (continued)
TIER 2 CAPITAL
Convertible term subordinated notes issued by ANZBGL are Basel III fully compliant instruments for APRA’s capital adequacy purposes. If a Non-
Viability Trigger Event occurs, each of the convertible term subordinated notes will immediately convert into ANZGHL ordinary shares (based on the
average market price of the ANZGHL shares immediately prior to conversion less a 1% discount, subject to a maximum conversion number).
If the Tier 2 capital securities convert, and the holders receive ANZGHL ordinary shares, then ANZBGL shall issue ordinary shares to its parent ANZ BH
Limited (based on ANZBGL’s share price calculated by reference to its consolidated net assets, subject to a maximum conversion number) and ANZ
BH Limited will issue shares to ANZGHL (calculated on the same basis).
The table below shows the Tier 2 capital subordinated debt issued by ANZBGL at 30 September in both the current and prior year:
Currency
Face value Maturity
Next optional call date –
subject to APRA’s prior approval
Interest
rate
2023
$m
2022
$m
ANZBGL Tier 2 capital (term subordinated notes)
USD
JPY
USD
JPY
AUD
AUD
EUR
AUD
USD
AUD
USD
AUD
AUD
EUR
GBP
AUD
AUD
JPY
SGD
AUD
USD
EUR
AUD
AUD
AUD
800m
20,000m
1,500m
10,000m
225m
1,750m
1,000m
265m
1,250m
1,250m
1,500m
330m
195m
750m
500m
1,450m
300m
59,400m
600m
900m
1,250m
1,000m
1,000m
275m
875m
2024
2026
2026
2028
2032
2029
2029
2039
2030
2031
2035
2040
2040
2031
2031
2032
2032
2032
2032
2034
2032
2033
2038
2033
2033
N/A
N/A
N/A
2023
2027
2024
2024
N/A
2025
2026
2030
N/A
N/A
2026
2026
2027
2027
2027
2027
2029
N/A
2028
2033
2028
2028
Fixed
Fixed
Fixed
Fixed
Fixed
Floating
Fixed
Fixed
Fixed
Floating
Fixed
Fixed
Fixed
Fixed
Fixed
Fixed
Floating
Fixed
Fixed
Fixed
Fixed
Fixed
Fixed
Fixed
Floating
1,220
207
2,125
-
225
1,750
1,555
170
1,808
1,250
1,786
202
117
1,104
830
1,400
300
606
659
871
1,803
1,594
975
275
875
1,189
213
2,113
106
225
1,750
1,410
179
1,785
1,250
1,830
214
124
1,003
714
1,390
300
627
618
867
-
-
-
-
-
Total ANZBGL Tier 2 capital1,2
23,707
17,907
1. Carrying values are net of issuance costs, and, where applicable, include fair value hedge accounting adjustments.
2. This forms part of ANZBGL’s qualifying Tier 2 capital. Refer to Note 25 Capital Management for further details.
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145
17. DEBT ISSUANCES (continued)
OTHER SUBORDINATED DEBT SECURITIES
The term subordinated notes issued by ANZ Bank New Zealand constitute tier 2 capital under RBNZ requirements. However, they do not (among
other things) contain a Non-Viability Trigger Event and therefore do not meet APRA’s requirements for Tier 2 capital instruments in order to qualify as
regulatory capital for the ANZBGL Group.
Currency
Face value Maturity
Next optional call date1
Non-Basel III compliant perpetual subordinated notes issued by ANZBGL2
Each semi-annual interest payment
date
Perpetual
300m
USD
Term subordinated notes issued by ANZ Bank New Zealand Limited
NZD
USD
600m
500m
2031
2032
2026
2027
Other subordinated debt
1. Subject to APRA’s or RBNZ’s prior approval (as applicable).
2. The USD 300 million perpetual subordinated notes were redeemed by ANZBGL on 31 October 2023.
Interest
rate
Floating
Fixed
Fixed
2023
$m
2022
$m
464
462
555
720
1,739
524
730
1,716
RECOGNITION AND MEASUREMENT
Debt issuances are initially recognised at fair value and are subsequently measured at amortised cost, except where designated at FVTPL.
Interest expense on debt issuances is recognised using the effective interest rate method. Where the Group enters into a fair value hedge
accounting relationship, the fair value attributable to the hedged risk is reflected in adjustments to the carrying value of the debt.
Subordinated debt with capital-based conversion features (i.e. Common Equity Capital Trigger Events or Non-Viability Trigger Events) are
considered to contain embedded derivatives that we account for separately at FVTPL. The embedded derivatives arise because the
amount of shares issued on conversion following any of those trigger events is subject to the maximum conversion number, however they
have no significant value as of the reporting date given the remote nature of those trigger events.
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18. FINANCIAL RISK MANAGEMENT
RISK MANAGEMENT FRAMEWORK AND MODEL
INTRODUCTION
The use of financial instruments is fundamental to the Group’s businesses of providing banking and other financial services to our customers. The
associated financial risks (primarily credit, market, and liquidity risks) are a significant portion of the Group’s key material risks.
We disclose details of all key material risks impacting the Group, and further information on the Group’s risk management activities, in the Governance
and Risk Management sections of this Annual Report.
This note details the Group’s financial risk management policies, processes and quantitative disclosures in relation to the key financial risks.
Key material financial risks
Key sections applicable to this risk
Credit risk
The risk of financial loss resulting from:
• a counterparty failing to fulfil its obligations; or
• a decrease in credit quality of a counterparty resulting in a
financial loss.
Credit risk incorporates the risks associated with us lending to
customers who could be impacted by climate change, changes to
laws, regulations, or other policies adopted by governments or
regulatory authorities. Climate change impacts include both
physical risks (climate- or weather-related events) and transition
risks resulting from the adjustment to a low emissions
economy. Transition risks include resultant changes to laws,
regulations and policies noted above.
Market risk
The risk to the Group’s earnings arising from:
• changes in interest rates, foreign exchange rates, credit spreads,
volatility and correlations; or
•
fluctuations in bond, commodity or equity prices.
Liquidity and funding risk
The risk that the Group is unable to meet payment obligations as
they fall due, including:
• repaying depositors or maturing wholesale debt; or
• the Group having insufficient capacity to fund increases in
assets.
• Credit risk overview, management and control responsibilities
• Maximum exposure to credit risk
• Credit quality
• Concentrations of credit risk
• Collateral management
• Market risk overview, management and control responsibilities
• Measurement of market risk
• Traded and non-traded market risk
• Equity securities designated at FVOCI
• Foreign currency risk – structural exposure
• Liquidity risk overview, management and control responsibilities
• Key areas of measurement for liquidity risk
• Liquidity risk outcomes
• Residual contractual maturity analysis of the Group’s liabilities
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147
18. FINANCIAL RISK MANAGEMENT (continued)
OVERVIEW
AN OVERVIEW OF OUR RISK MANAGEMENT FRAMEWORK
This overview is provided to aid the users of the financial statements in understanding the context of the financial disclosures required under AASB 7
Financial Instruments: Disclosures. It should be read in conjunction with the Governance and Risk Management sections of this Annual Report.
The Board is responsible for establishing and overseeing the Group’s Risk Management Framework (RMF). The Board has delegated authority to the
Board Risk Committee (BRC) to develop and monitor compliance with the Group’s risk management policies. The BRC reports regularly to the Board
on its activities.
The Board approves the strategic objectives of the Group including:
• the Risk Appetite Statement (RAS), which sets out the Board’s expectations regarding the degree of risk that the Group is prepared to accept in
pursuit of its strategic objectives and business plan; and
• the Risk Management Strategy (RMS), which describes the Group’s strategy for managing risks and the key elements of the RMF that give effect to
this strategy. This includes a description of each material risk, and an overview of how the RMF addresses each risk, with reference to the relevant
policies, standards and procedures. It also includes information on how the Group identifies, measures, evaluates, monitors, reports and controls or
mitigates material risks.
The Group, through its training and management standards and procedures, aims to maintain a disciplined and robust control environment in which
all employees understand their roles and obligations. At ANZ, risk is everyone’s responsibility.
The Group has an independent risk management function, headed by the Chief Risk Officer who:
• is responsible for overseeing the risk profile and the risk management framework;
• can effectively challenge activities and decisions that materially affect the Group’s risk profile; and
• has an independent reporting line to the BRC to enable the appropriate escalation of issues of concern.
The Internal Audit Function reports directly to the Board Audit Committee (BAC). Internal Audit provides:
• an independent evaluation of the Group’s RMF annually that seeks to ensure compliance with, and the effectiveness of, the risk management
framework;
• facilitation of a comprehensive review every three years that seeks to ensure the appropriateness, effectiveness and adequacy of the risk
management framework; and
• recommendations to improve the framework and/or work practices to strengthen the effectiveness of day-to-day operations.
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18. FINANCIAL RISK MANAGEMENT (continued)
CREDIT RISK
CREDIT RISK OVERVIEW, MANAGEMENT AND CONTROL RESPONSIBILITIES
Granting credit facilities to customers is one of the Group’s major sources of income. As this activity is also a principal risk, the Group dedicates
considerable resources to its management. The Group assumes credit risk in a wide range of lending and other activities in diverse markets and in
many jurisdictions. Credit risks arise from traditional lending to customers as well as from interbank, treasury, trade finance and capital markets
activities around the world.
Our credit risk management framework ensures we apply a consistent approach across the Group when we measure, monitor and manage the credit
risk appetite set by the Board. The Board is assisted and advised by the BRC in discharging its duty to oversee credit risk. The BRC:
• sets the credit risk appetite and credit strategies; and
• approves credit transactions beyond the discretion of executive management.
We quantify credit risk through an internal credit rating system (masterscales) to ensure consistency across exposure types and to provide a consistent
framework for reporting and analysis. The system uses models and other tools to measure the following for customer exposures:
Probability of Default (PD)
Exposure at Default (EAD)
Loss Given Default (LGD)
Expressed by a Customer Credit Rating (CCR), reflecting the Group’s assessment of a customer’s ability
to service and repay debt.
The expected balance sheet exposure at default taking into account repayments of principal and
interest, expected additional drawdowns and accrued interest at the time of default.
Expressed by a Security Indicator (SI) ranging from A to G. The SI is calculated by reference to the
percentage of loan covered by security which the Group can realise if a customer defaults. The A-G
scale is supplemented by a range of other SIs which cover factors such as cash cover and sovereign
backing. For retail and some small business lending, we group exposures into large homogenous pools
– and the LGD is assigned at the pool level.
Our specialist credit risk teams develop and validate the Group’s PD and LGD rating models. The outputs from these models drive our day-to-day
credit risk management decisions including origination, pricing, approval levels, regulatory capital adequacy, economic capital allocation, and credit
provisioning.
All customers with whom the Group has a credit relationship are assigned a CCR at origination via either of the following assessment approaches:
Large and more complex lending
Retail and some small business lending
Rating models provide a consistent and structured assessment, with
judgement required around the use of out-of-model factors. We
handle credit approval on a dual approval basis, jointly with the
business writer and an independent credit officer.
Automated assessment of credit applications using a combination of
scoring (application and behavioural), policy rules and external credit
reporting information. If the application does not meet the automated
assessment criteria, then it is subject to manual assessment.
We use the Group’s internal CCRs to manage the credit quality of financial assets. To enable wider comparisons, the Group’s CCRs are mapped to
external rating agency scales as follows:
Credit Quality
Description
Internal CCR
ANZ Customer Requirements
Strong
CCR 0+ to 4-
Satisfactory
CCR 5+ to 6-
Weak
CCR 7+ to 8=
Demonstrated superior stability in their operating and financial
performance over the long-term, and whose earnings capacity
is not significantly vulnerable to foreseeable events.
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.
Demonstrated some operational and financial instability, with
variability and uncertainty in profitability and liquidity
projected to continue over the short and possibly medium
term.
Moody’s
Rating
Aaa – Baa3
S&P Global
Ratings
AAA – BBB-
Ba1 – B1
BB+ – B+
B2 - Caa
B - CCC
Defaulted
CCR 8- to 10
When doubt arises as to the collectability of a credit facility, the
financial instrument (or ‘the facility’) is classified as defaulted.
N/A
N/A
148
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
149
18. FINANCIAL RISK MANAGEMENT (continued)
CREDIT RISK (continued)
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 instruments which are primarily subject to
market risk, or bank notes and coins.
For undrawn facilities, this maximum exposure to credit risk is the full amount of the committed facilities. 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.
The table below shows our maximum exposure to credit risk of on-balance sheet and off-balance sheet positions before taking account of any
collateral held or other credit enhancements.
On-balance sheet positions
Net loans and advances
Other financial assets:
Cash and cash equivalents
Settlement balances owed to ANZ
Collateral paid
Trading assets
Derivative financial instruments
Investment securities
- debt securities at amortised cost
- debt securities at FVOCI
- equity securities at FVOCI
- debt securities at FVTPL
Regulatory deposits
Other financial assets2
Total other financial assets
Subtotal
Off-balance sheet positions
Undrawn and contingent facilities3
Total
Reported
2023
$m
2022
$m
Excluded1
2023
$m
2022
$m
Maximum exposure
to credit risk
2023
$m
2022
$m
707,044
672,407
-
-
707,044
672,407
168,154
168,132
9,349
8,558
37,004
60,406
7,752
88,271
1,393
13
646
4,300
4,762
12,700
35,237
90,174
7,943
76,817
1,353
40
632
2,943
1,070
9,349
-
4,881
-
-
-
1,147
4,762
-
3,860
-
-
-
1,393
1,353
-
-
-
-
-
-
167,084
166,985
-
8,558
32,123
60,406
7,752
88,271
-
13
646
4,300
-
12,700
31,377
90,174
7,943
76,817
-
40
632
2,943
385,846
400,733
1,092,890
1,073,140
16,693
16,693
11,122
11,122
369,153
389,611
1,076,197
1,062,018
290,055
285,041
-
-
290,055
285,041
1,382,945
1,358,181
16,693
11,122
1,366,252
1,347,059
1. Coins, notes and cash at bank within Cash and cash equivalents; Trade dated assets within Settlement balances owed to ANZ; precious metal exposures and carbon credits within Trading assets; and Equity
securities within Investment securities were excluded as they do not have credit risk exposure.
2. Other financial assets mainly comprise accrued interest and acceptances.
3. Undrawn and contingent facilities include guarantees, letters of credit and performance related contingencies, net of collectively assessed and individually assessed allowance for expected credit losses.
149
150
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
18. FINANCIAL RISK MANAGEMENT (continued)
CREDIT RISK (continued)
CREDIT QUALITY
An analysis of the Group’s credit risk exposure is presented in the following tables based on the Group’s internal credit quality rating by stage without
taking account of the effects of any collateral or other credit enhancements:
Stage 1
$m
Stage 2
$m
Stage 3
Collectively
assessed
$m
Individually
assessed
$m
410,933
193,170
11,306
-
615,409
(1,227)
614,182
0.20%
443,571
154,823
9,197
-
607,591
(1,141)
606,450
0.19%
17,063
37,977
10,398
-
65,438
(1,624)
63,814
2.48%
15,880
31,864
9,244
-
56,988
(1,548)
55,440
2.72%
-
-
-
3,858
3,858
(329)
3,529
-
-
-
1,037
1,037
(366)
671
8.53%
35.29%
-
-
-
3,328
3,328
(360)
2,968
-
-
-
1,043
1,043
(533)
510
10.82%
51.10%
Total
$m
427,996
231,147
21,704
4,895
685,742
(3,546)
682,196
0.52%
21,888
(515)
3,475
707,044
459,451
186,687
18,441
4,371
668,950
(3,582)
665,368
0.54%
4,675
(518)
2,882
672,407
Net loans and advances
As at 30 September 2023
Strong
Satisfactory
Weak
Defaulted
Gross loans and advances at amortised cost
Allowance for ECL
Net loans and advances at amortised cost
Coverage ratio
Loans and advances at FVTPL
Unearned income
Capitalised brokerage and other origination costs
Net carrying amount
As at 30 September 2022
Strong
Satisfactory
Weak
Defaulted
Gross loans and advances at amortised cost
Allowance for ECL
Net loans and advances at amortised cost
Coverage ratio
Loans and advances at FVTPL
Unearned income
Capitalised brokerage and other origination costs
Net carrying amount
150
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
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Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
151
18. FINANCIAL RISK MANAGEMENT (continued)
CREDIT RISK (continued)
Off-balance sheet commitments - undrawn and contingent facilities
As at 30 September 2023
Strong
Satisfactory
Weak
Defaulted
Gross undrawn and contingent facilities subject to ECL
Allowance for ECL included in Other provisions (refer to Note 23)
Net undrawn and contingent facilities subject to ECL
Coverage ratio
Undrawn and contingent facilities not subject to ECL1
Net undrawn and contingent facilities
As at 30 September 2022
Strong
Satisfactory
Weak
Defaulted
Gross undrawn and contingent facilities subject to ECL
Allowance for ECL included in Other provisions (refer to Note 23)
Net undrawn and contingent facilities subject to ECL
Coverage ratio
Undrawn and contingent facilities not subject to ECL1
Net undrawn and contingent facilities
1. Commitments that can be unconditionally cancelled at any time without notice.
Stage 1
$m
Stage 2
$m
Stage 3
Collectively
assessed
$m
Individually
assessed
$m
189,980
30,007
975
-
220,962
(630)
220,332
0.29%
191,363
18,583
774
-
210,720
(593)
210,127
0.28%
1,234
4,276
746
-
6,256
(162)
6,094
-
-
-
79
79
(25)
54
-
-
-
47
47
(10)
37
2.59%
31.65%
21.28%
1,703
3,078
706
-
5,487
(144)
5,343
2.62%
-
-
-
113
113
(29)
84
-
-
-
19
19
(9)
10
25.66%
47.37%
Total
$m
191,214
34,283
1,721
126
227,344
(827)
226,517
0.36%
63,538
290,055
193,066
21,661
1,480
132
216,339
(775)
215,564
0.36%
69,477
285,041
151
152
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
18. FINANCIAL RISK MANAGEMENT (continued)
CREDIT RISK (continued)
Investment securities - debt securities at amortised cost
As at 30 September 2023
Strong
Satisfactory
Weak
Gross investment securities - debt securities at amortised cost
Allowance for ECL
Net investment securities - debt securities at amortised cost
Coverage ratio
As at 30 September 2022
Strong
Satisfactory
Weak
Gross investment securities - debt securities at amortised cost
Allowance for ECL
Net investment securities - debt securities at amortised cost
Coverage ratio
Stage 1
$m
Stage 2
$m
Stage 3
Collectively
assessed
$m
Individually
assessed
$m
6,117
112
1,558
7,787
(35)
7,752
0.45%
6,279
113
1,589
7,981
(38)
7,943
0.48%
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Total
$m
6,117
112
1,558
7,787
(35)
7,752
0.45%
6,279
113
1589
7,981
(38)
7,943
0.48%
152
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
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Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
153
18. FINANCIAL RISK MANAGEMENT (continued)
CREDIT RISK (continued)
Investment securities - debt securities at FVOCI
As at 30 September 2023
Strong
Satisfactory
Investment securities - debt securities at FVOCI
Allowance for ECL recognised in Other comprehensive income
Coverage ratio
As at 30 September 2022
Strong
Satisfactory
Investment securities - debt securities at FVOCI
Allowance for ECL recognised in Other comprehensive income
Coverage ratio
Stage 1
$m
Stage 2
$m
Stage 3
Collectively
assessed
$m
Individually
assessed
$m
88,271
-
88,271
(15)
0.02%
76,668
149
76,817
(10)
0.01%
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Total
$m
88,271
-
88,271
(15)
0.02%
76,668
149
76,817
(10)
0.01%
153
154
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
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Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
18. FINANCIAL RISK MANAGEMENT (continued)
CREDIT RISK (continued)
Other financial assets
Strong
Satisfactory1
Weak
Defaulted
Total carrying amount
2023
$m
2022
$m
269,934
301,735
2,592
604
-
2,164
945
7
273,130
304,851
1. Includes Investment Securities - debt securities at FVTPL of $13 million (2022: $40 million) for the Group.
CONCENTRATIONS OF CREDIT RISK
Credit risk becomes concentrated when a number of customers are engaged in similar activities, have similar economic characteristics, or have similar
activities within the same geographic region – therefore, they may be similarly affected by changes in economic or other conditions. The Group
monitors its credit portfolio to manage risk concentration and rebalance the portfolio. The Group also applies single customer counterparty limits to
protect against unacceptably large exposures to one single customer.
Composition of financial instruments that give rise to credit risk by industry group are presented below:
Loans
and advances
Other financial
assets
Off-balance sheet
credit related
commitments
Total
Agriculture, forestry, fishing and mining
35,797
33,668
2023
$m
2022
$m
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
Gross total
Allowance for ECL
Subtotal
Unearned income
Capitalised brokerage and other origination costs
2023
$m
612
207
36
463
78
2022
$m
781
242
48
790
89
2023
$m
2022
$m
2023
$m
16,707
17,694
53,116
7,003
7,212
11,837
3,889
6,245
6,594
9,865
3,691
15,348
12,754
20,926
17,453
2022
$m
52,143
15,739
12,797
20,305
16,666
278,153
305,148
62,409
58,075 418,016
438,341
80,544
1,287
1,394
439
113
369
660
4,833
71,139
1,279
955
606
98
327
1,235
6,912
1,075
47,302
59,185
17,503
8,131
9,215
25,783
13,631
1,592
89,919
46,701
78,850
80,011
76,052
57,989 453,281
422,483
17,862
75,356
7,076
8,423
21,144
21,694
28,042
38,981
15,967
50,862
73,671
18,822
21,061
44,492
56,507
8,138
5,506
8,626
13,486
77,454
8,300
30,261
9,252
6,155
9,650
12,886
75,118
7,280
28,072
392,702
363,539
57,414
12,900
12,110
12,538
32,398
55,203
11,648
12,311
15,215
33,628
707,630
673,625
369,188
389,649
290,882
285,816 1,367,700 1,349,090
(3,546)
(3,582)
(35)
(38)
(827)
(775)
(4,408)
(4,395)
704,084
670,043
369,153
389,611
290,055
285,041 1,363,292 1,344,695
(515)
3,475
(518)
2,882
-
-
-
-
-
-
-
-
(515)
3,475
(518)
2,882
Maximum exposure to credit risk
707,044
672,407
369,153
389,611
290,055
285,041 1,366,252 1,347,059
154
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
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Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
155
18. FINANCIAL RISK MANAGEMENT (continued)
CREDIT RISK (continued)
COLLATERAL MANAGEMENT
We use collateral for on and off-balance sheet exposures to mitigate credit risk if a counterparty cannot meet its repayment obligations. Where there is
sufficient collateral, an expected credit loss is not recognised. This is largely the case for certain lending products, such as margin loans and reverse
repurchase agreements that are secured by the securities purchased using the lending. For some products, the collateral provided by customers is
fundamental to the product’s structuring, so it is not strictly the secondary source of repayment - for example, lending secured by trade receivables is
typically repaid by the collection of those receivables. During the period there was no change in our collateral policies.
The nature of collateral or security held for the relevant classes of financial assets is as follows:
Net loans and advances
Loans - housing and
personal
Housing loans are secured by mortgage(s) over property and additional security may take the form of
guarantees and deposits.
Personal lending (including credit cards and overdrafts) is predominantly unsecured. If we take security, then
it is restricted to eligible vehicles, motor homes and other assets.
Loans - business
Business loans may be secured, partially secured or unsecured. Typically, we take security by way of a
mortgage over property and/or a charge over the business or other assets.
If appropriate, we may take other security to mitigate the credit risk, such as guarantees, standby letters of
credit or derivative protection.
Other financial assets
Trading assets, Investment
securities, Derivatives and
Other financial assets
For trading assets, we do not seek collateral directly from the issuer or counterparty. However, the collateral
may be implicit in the terms of the instrument (for example, with an asset-backed security). The terms of
debt securities may include collateralisation.
For derivatives, we typically terminate all contracts with the counterparty and settle on a net basis at market
levels current at the time of a counterparty default under International Swaps and Derivatives Association
(ISDA) Master Agreements.
Our preferred practice is to use a Credit Support Annex (CSA) to the ISDA so that 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 when their position is out of the money (or provided to
the counterparty by ANZ when our position is out of the money).
Collateral for off-balance sheet positions is mainly held against undrawn facilities, and they are typically
performance bonds or guarantees. Undrawn facilities that are secured include housing loans secured by
mortgages over residential property and business lending secured by commercial real estate and/or charges
over business assets.
Off-balance sheet positions
Undrawn and contingent
facilities
The table below shows the estimated value of collateral we hold and the net unsecured portion of credit exposures:
Net loans and advances
Other financial assets
Off-balance sheet positions
Maximum exposure to credit risk
2022
$m
2023
$m
707,044
369,153
290,055
672,407
389,611
285,041
Total
1,366,252
1,347,059
Total value of collateral
Unsecured portion of
credit exposure
2023
$m
569,283
38,612
65,723
673,618
2022
$m
531,815
24,758
60,544
617,117
2023
$m
137,761
330,541
224,332
692,634
2022
$m
140,592
364,853
224,497
729,942
155
156
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
18. FINANCIAL RISK MANAGEMENT (continued)
MARKET RISK
MARKET RISK OVERVIEW, MANAGEMENT AND CONTROL RESPONSIBILITIES
Market risk stems from the Group’s trading and balance sheet management activities and the impact of changes and correlations between interest
rates, foreign exchange rates, credit spreads, commodities, equities and the volatility within these asset classes.
The BRC delegates responsibility for day-to-day management of both market risks and compliance with market risk policies to the Credit and Market
Risk Committee (CMRC) and the Group Asset and Liability Committee (GALCO).
Within overall strategies and policies established by the BRC, business units and risk management have joint responsibility for the control of market
risk at the Group level. The Market Risk team (a specialist risk management unit independent of the business) allocates market risk limits at various
levels and monitors and reports on them daily. This detailed framework allocates individual limits to manage and control exposures using risk factors
and profit and loss limits.
Management, measurement and reporting of market risk is undertaken in two broad categories:
Traded Market Risk
Non-Traded Market Risk
Risk of loss from changes in the value of financial instruments due
to movements in price factors for both physical and derivative
trading positions. Principal risk categories monitored are:
1. Currency risk – potential loss arising from changes in foreign
exchange rates or their implied volatilities.
2. Interest rate risk – potential loss from changes in market interest
rates or their implied volatilities.
3. Credit spread risk – potential loss arising from a movement in
margin or spread relative to a benchmark.
4. Commodity risk – potential loss arising from changes in
commodity prices or their implied volatilities.
5. Equity risk – potential loss arising from changes in equity prices.
Risk of loss associated with the management of non-traded interest rate risk,
liquidity risk and foreign exchange exposures. This includes interest rate risk
in the banking book. This risk of loss arises from adverse changes in the
overall and relative level of interest rates for different tenors, differences in
the actual versus expected net interest margin, and the potential valuation
risk associated with embedded options in financial instruments and bank
products.
MEASUREMENT OF MARKET RISK
We primarily manage and control market risk using Value at Risk (VaR), sensitivity analysis and stress testing.
VaR measures the Group’s possible daily loss based on historical market movements. The Group’s VaR approach for both traded and non-traded risk is
historical simulation. We use historical changes in market rates, prices and volatilities over a 500 business day window using a one-day holding period.
Back testing is used to ensure our VaR models remain accurate.
ANZ measures VaR at a 99% confidence interval which means there is a 99% chance that a loss will not exceed the VaR for the relevant holding period.
156
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
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environment
Performance
overview
Remuneration
report
Directors’
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Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
157
18. FINANCIAL RISK MANAGEMENT (continued)
MARKET RISK (continued)
TRADED AND NON-TRADED MARKET RISK
Traded market risk
The table below shows the traded market risk VaR on a diversified basis by risk categories:
Traded value at risk 99% confidence
Foreign exchange
Interest rate
Credit
Commodities
Equity
Diversification benefit1
Total VaR
2023
2022
High for
year
$m
Low for
year
$m
Average
for year
$m
As at
$m
High for
year
$m
Low for
year
$m
Average
for year
$m
As at
$m
2.8
6.7
5.9
4.0
-
(9.7)
9.7
6.2
18.3
7.7
6.6
-
n/a
18.2
1.6
5.1
2.5
1.8
-
n/a
7.2
3.0
8.5
4.5
3.0
-
(8.1)
10.9
1.8
7.9
2.6
4.3
-
(7.2)
9.4
4.8
22.7
11.8
7.0
-
n/a
26.9
1.1
5.0
1.6
1.4
-
n/a
5.6
2.4
9.5
4.9
2.9
-
(7.1)
12.6
1. The diversification benefit reflects risks that offset across categories. The high and low VaR figures reported for each factor did not necessarily occur on the same day as the high and low VaR reported for the
Group as a whole. Consequently, a diversification benefit for high and low would not be meaningful and is therefore omitted from the table.
Non-traded market risk
Balance sheet risk management
The principal objectives of balance sheet risk 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.
Interest rate risk management
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, namely mismatches between the repricing dates of interest bearing assets and liabilities; and the investment of
capital and other non-interest bearing liabilities and assets. Interest rate risk is reported using VaR and scenario analysis (based on the impact of a 1%
rate shock). The table below shows VaR figures for non-traded interest rate risk for the combined Group as well as Australia, New Zealand and Rest of
World geographies which are calculated separately.
Non-traded value at risk 99% confidence
Australia
New Zealand
Rest of World
Diversification benefit1
Total VaR
2023
High for
year
$m
Low for
year
$m
Average
for year
$m
As at
$m
81.2
35.3
32.2
93.2
35.3
32.8
72.0
26.1
23.2
82.2
31.1
27.9
(52.6)
n/a
n/a
(45.6)
96.1
101.5
86.4
95.6
2022
High for
year
$m
Low for
year
$m
Average
for year
$m
93.4
27.1
38.0
n/a
104.9
63.0
20.2
16.8
n/a
66.8
76.1
23.9
25.8
(33.7)
92.1
As at
$m
78.5
25.4
21.7
(38.1)
87.5
1. The diversification benefit reflects risks that offset across categories. The high and low VaR figures reported for each factor did not necessarily occur on the same day as the high and low VaR reported for the
Group as a whole. Consequently, a diversification benefit for high and low would not be meaningful and is therefore omitted from the table.
157
158
ANZ 2023 Annual Report
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Notes to the financial statements (continued)
Overview
Operating
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Performance
overview
Remuneration
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Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
18. FINANCIAL RISK MANAGEMENT (continued)
MARKET RISK (continued)
We undertake scenario analysis to stress test the impact of extreme events on the Group’s market risk exposures. We model a 1% overnight parallel
positive shift in the yield curve to determine the potential impact on our Net interest income over the next 12 months. This is a standard risk measure
which assumes the parallel shift is reflected in all wholesale and customer rates.
The table below shows the outcome of this risk measure for the current and previous financial years, expressed as a percentage of reported Net
interest income.
Impact of 1% rate shock on the next 12 months' net interest income
As at period end
Maximum exposure
Minimum exposure
Average exposure (in absolute terms)
2023
2022
0.96%
1.17%
0.38%
0.80%
1.29%
2.08%
1.15%
1.56%
EQUITY SECURITIES DESIGNATED AT FVOCI
Our investment securities contain equity investment holdings which predominantly comprise Bank of Tianjin and equity holding in the 1835i Ventures
Trust business unit. The market risk impact on these equity investments is not captured by the Group’s VaR processes for traded and non-traded
market risks. Therefore, the Group regularly reviews the valuations of the investments within the portfolio and assesses whether the investments are
appropriately measured based on the recognition and measurement policies set out in Note 12 Investment Securities.
FOREIGN CURRENCY RISK – STRUCTURAL EXPOSURES
Our investment of capital in foreign operations - for example, branches, subsidiaries or associates with functional currencies other than the Australian
Dollar - exposes the Group to the risk of changes in foreign exchange rates. Variations in the value of these foreign operations arising as a result of
exchange differences are reflected in the foreign currency translation reserve in equity. Where considered appropriate, the Group enters into hedges
of the foreign exchange exposures from its foreign operations.
Similarly, the Group may enter into economic hedges against larger foreign exchange denominated revenue streams (primarily New Zealand Dollar,
US Dollar and US Dollar correlated). The primary objective of hedging is to ensure that, if practical, the effect of changes in foreign exchange rates on
the consolidated capital ratios are minimised.
158
ANZ 2023 Annual Report
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Overview
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environment
Performance
overview
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Shareholder
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NOTES TO THE FINANCIAL STATEMENTS
159
18. FINANCIAL RISK MANAGEMENT (continued)
LIQUIDITY AND FUNDING RISK
LIQUIDITY RISK OVERVIEW, MANAGEMENT AND CONTROL RESPONSIBILITIES
Liquidity risk is the risk that the Group is either:
• unable to meet its payment obligations (including repaying depositors or maturing wholesale debt) when they fall due; or
• does not have the appropriate amount, tenor and composition of funding and liquidity to fund increases in its assets.
Management of liquidity and funding risks are overseen by GALCO. The Group’s liquidity and funding risks are governed by a set of principles
approved by the BRC and include:
• 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 a
country 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;
• preparing daily liquidity reports and scenario analysis to quantify the Group’s positions;
• targeting a diversified funding base to avoid 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.
Following the Restructure on 3 January 2023, the Group has operated under a non-operating holding company structure whereby:
• ANZBGL’s liquidity risk management framework remains unchanged and continues to operate its own liquidity and funding program, governance
frameworks and reporting regime reflecting its authorised deposit-taking institution (ADI) operations;
• ANZGHL (parent entity) has no material liquidity risk given the structure and nature of the balance sheet; and
• ANZ Non-Bank Group is not expected to have separate funding arrangements and will rely on ANZGHL for funding.
A separate liquidity policy has been established for ANZGHL and ANZ Bank Group to reflect the differing nature of liquidity risk inherent in each
business model. ANZGHL will ensure that the parent entity and ANZ Non-Bank Group holds sufficient cash reserves to meet operating and financing
requirements.
KEY AREAS OF MEASUREMENT FOR LIQUIDITY RISK
Scenario modelling of funding sources
ANZBGL Group’s liquidity risk appetite is defined by a range of regulatory and internal liquidity metrics mandated by the ANZBGL Board. The metrics
cover a range of scenarios of varying duration and level of severity.
The objective of this framework is to:
• Provide protection against shorter term extreme market dislocation and stress.
• Maintain structural strength in the balance sheet by ensuring that an appropriate amount of longer-term assets are funded with longer-term
funding.
• Ensure that no undue timing concentrations exist in the ANZBGL Group’s funding profile.
Key components of this framework are the Liquidity Coverage Ratio (LCR), which is a severe short term liquidity stress scenario and Net Stable Funding
Ratio (NSFR) a longer term structural liquidity measure, both of which are mandated by banking regulators including APRA.
Liquid assets
ANZBGL Group holds a portfolio of high quality (unencumbered) liquid assets to protect ANZBGL Group’s liquidity position in a severely stressed
environment and to meet regulatory requirements. High quality liquid assets comprise three categories consistent with Basel III LCR requirements:
• Highest-quality liquid assets - cash and 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 - 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) - eligible securities that the RBNZ will accept in its domestic market operations and asset qualifying as collateral for
the CLF.
ANZBGL Group monitors and manages the size and composition of its liquid assets portfolio on an ongoing basis in line with regulatory requirements
and the risk appetite set by the ANZBGL Board.
159
160
ANZ 2023 Annual Report
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Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
18. FINANCIAL RISK MANAGEMENT (continued)
LIQUIDITY AND FUNDING RISK (continued)
LIQUIDITY RISK OUTCOMES1
Liquidity Coverage Ratio - ANZBGL’s Liquidity Coverage Ratio (LCR) averaged 130% for 2023, (2022: 131%) and above the regulatory minimum of
100%.
Net Stable Funding Ratio - ANZBGL’s Net Stable Funding Ratio (NSFR) as at 30 September 2023 was 116% (2022: 119%), above the regulatory
minimum of 100%.
1. This information is not within the scope of the external audit of the Group Financial Report by the Group’s external auditor, KPMG. The Liquidity Coverage Ratio and Net Stable Funding Ratio are non-IFRS
disclosures and are disclosed as part of the Group's APS 330 Public Disclosure which is subject to specific review procedures in accordance with the Australian Standard on Related Services (ASRS) 4400
Agreed upon Procedures Engagements to Report Factual Findings.
Liquidity crisis contingency planning
ANZBGL Group maintains APRA-endorsed liquidity crisis contingency plans for analysing and responding to a liquidity threatening event at a country
and ANZBGL Group-wide level. Key liquidity contingency crisis planning requirements and guidelines include:
Ongoing business management
Early signs/ mild stress
Severe stress
• establish crisis/severity levels
• liquidity limits
• early warning indicators
• monitoring and review
• management actions not requiring
• activate contingency funding plans
• management actions for altering asset and liability
business rationalisation
behaviour
Assigned responsibility for internal and external communications and the appropriate timing to communicate
Since the precise nature of any stress event cannot be known in advance, we design the plans to be flexible to the nature and severity of the stress
event with multiple variables able to be accommodated in any plan.
Group funding
ANZBGL Group monitors the composition and stability of its funding so that it remains within the ANZBGL Group’s funding risk appetite. This
approach ensures that an appropriate proportion of the ANZBGL Group’s assets are funded by stable funding sources, including customer deposits;
longer-dated wholesale funding (with a remaining term exceeding one year); and equity.
Funding plans prepared
Considerations in preparing funding plans
• 3 year strategic plan prepared annually
• annual funding plan as part of the ANZBGL Group’s
planning process
• forecasting in light of actual results as a calibration to the
• customer balance sheet growth
• changes in wholesale funding including: targeted funding volumes; markets;
investors; tenors; and currencies for senior, secured, subordinated, hybrid
transactions and market conditions
annual plan
RBA Term Funding Facility
As an additional source of funding, in March 2020, the RBA announced a Term Funding Facility (TFF) for the banking system to support lending to
Australian businesses. The TFF is a three-year secured funding facility to ADIs at a fixed rate of 0.25% for drawdowns up to 4 November 2020, and
reduced to 0.10% for new drawdowns from 4 November 2020 onwards. The TFF was closed to drawdowns on 30 June 2021.
As at 30 September 2023, $8.1 billion remains drawn under the RBA’s TFF (2022: $20.1 billion).
RBNZ Funding for Lending Programme and Term Lending Facility
Between May 2020 and July 2021, the RBNZ made funds available under a Term Lending Facility (TLF) to promote lending to businesses. The TLF is a
five-year secured funding facility for New Zealand banks at a fixed rate of 0.25%.
In November 2020 the RBNZ announced a Funding for Lending Programme (FLP) which aimed to lower the cost of borrowing for New Zealand
businesses and households. The FLP is a three-year secured funding facility for New Zealand banks at a floating rate of the New Zealand Official Cash
Rate (OCR). New Zealand banks were able to obtain initial funding of up to 4% of their lending to New Zealand resident households, non-financial
businesses and non-profit institutions serving households as at 31 October 2020 (eligible loans). The initial allocation closed on 6 June 2022. An
additional allocation of up to 2% of eligible loans was available, subject to certain conditions until 6 December 2022.
As at 30 September 2023, ANZ Bank New Zealand had drawn $0.3 billion under the TLF (2022: $0.3 billion) and $3.2 billion under the FLP (2022: $2.3
billion).
160
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
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Directors’
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Financial
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Shareholder
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NOTES TO THE FINANCIAL STATEMENTS
161
18. FINANCIAL RISK MANAGEMENT (continued)
LIQUIDITY AND FUNDING RISK (continued)
RESIDUAL CONTRACTUAL MATURITY ANALYSIS OF THE GROUP’S LIABILITIES
The tables below provide residual contractual maturity analysis of financial liabilities as at 30 September within relevant maturity groupings. All
outstanding debt issuance and subordinated debt is profiled on the earliest date on which the Group may be required to pay. All at-call liabilities are
reported in the ‘Less than 3 months’ category unless there is a longer minimum notice period. The amounts represent principal and interest cash flows
and therefore may differ from equivalent amounts reported on balance sheet.
It should be noted that this is not how the Group manages its liquidity risk. The management of this risk is detailed on page 159.
Less than
3 months
$m
3 to 12
months
$m
1 to 5
years
$m
After
5 years
$m
As at 30 September 2023
Settlement balances owed by ANZ
Collateral received
Deposits and other borrowings
19,267
10,382
-
-
-
-
674,473
137,463
9,629
Liability for acceptances
Debt issuances1
Derivative liabilities (excluding those held for balance sheet management)2
Lease liabilities
Derivative assets and liabilities (balance sheet management)3
646
4,738
48,150
85
-
-
23,908
88,270
16,017
132,933
-
217
-
609
-
104
48,150
1,015
Total
$m
19,267
10,382
821,712
646
-
-
147
-
- Funding:
Receive leg
Pay leg
- Other balance sheet management:
Receive leg
Pay leg
As at 30 September 2022
Settlement balances owed by ANZ
Collateral received
Deposits and other borrowings
(29,459)
(40,907)
(90,906)
(14,001)
(175,273)
28,852
41,385
90,230
13,986
174,453
(142,289)
(44,586)
(35,720)
(19,866)
(242,461)
138,899
42,867
34,198
19,872
235,836
13,766
16,230
-
-
-
-
667,568
117,166
15,960
-
-
-
-
160
-
13,766
16,230
800,854
352
22,315
60,716
13,667
104,289
-
210
-
654
-
168
71,073
1,113
Liability for acceptances
Debt issuances1
Derivative liabilities (excluding those held for balance sheet management)2
Lease liabilities
Derivative assets and liabilities (balance sheet management)3
352
7,591
71,073
81
- Funding:
Receive leg
Pay leg
- Other balance sheet management:
Receive leg
Pay leg
(33,155)
30,845
(49,030)
49,191
(66,661)
68,211
(12,851)
(161,697)
12,913
161,160
(125,122)
120,959
(44,835)
44,126
(29,188)
31,026
(10,063)
(209,208)
15,170
211,281
1. Callable wholesale debt instruments have been included at their next call date. Balance includes subordinated debt instruments that may be settled in cash or in equity, at the option of the Group and
subordinated debt issued by ANZ New Zealand which constitutes Tier 2 capital under RBNZ requirements but does not qualify as the APRA Tier 2 requirements.
2. The full mark-to-market after any adjustments for Settle to Market of derivative liabilities (excluding those held for balance sheet management) is included in the ‘Less than 3 months’ category.
3. Includes derivatives designated into hedging relationships of $272 million (2022: $356 million) and $9,060 million (2022: $13,720 million) categorised as held for trading but form part of the Group’s balance
sheet managed activities.
At 30 September 2023, $240,711 million (2022: $236,051 million) of the Group’s undrawn facilities and $50,171 million (2022: $49,765 million) of its
issued guarantees mature in less than 1 year, based on the earliest date on which the Group may be required to pay.
161
162
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
19. FAIR VALUE OF FINANCIAL ASSETS AND FINANCIAL LIABILITIES
CLASSIFICATION OF FINANCIAL ASSETS AND FINANCIAL LIABILITIES
The Group recognises and measures financial instruments at either fair value or amortised cost, with a significant number of financial instruments on
the balance sheet at fair value.
Fair value is the best estimate of 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 following tables set out the classification of financial asset and liabilities according to their measurement bases together with their carrying
amounts as recognised on the balance sheet.
Financial assets
Cash and cash equivalents1
Settlement balances owed to ANZ
Collateral paid
Trading assets
Derivative financial instruments
Investment securities
Net loans and advances1
Regulatory deposits
Other financial assets
Total
Financial liabilities
Settlement balances owed by ANZ
Collateral received
Deposits and other borrowings1
Derivative financial instruments
Payables and other liabilities
Debt issuances
Total
At
amortised
cost
$m
2023
At
fair
value
$m
At
amortised
cost
$m
Total
$m
2022
At
fair
value
$m
Note
9
140,588
27,566
168,154
168,132
9,349
8,558
-
-
7,752
-
-
37,004
60,406
89,677
9,349
8,558
37,004
60,406
97,429
4,762
12,700
-
-
7,943
Total
$m
168,132
4,762
12,700
35,237
90,174
86,153
-
-
-
35,237
90,174
78,210
685,156
21,888
707,044
667,732
4,675
672,407
646
4,300
-
-
646
4,300
632
2,943
-
-
632
2,943
856,349
236,541 1,092,890
864,844
208,296
1,073,140
19,267
10,382
-
-
19,267
10,382
13,766
16,230
-
-
13,766
16,230
780,822
33,889
814,711
794,621
2,660
797,281
-
57,482
9,778
114,678
5,267
1,336
57,482
15,045
116,014
-
85,149
6,596
92,623
3,239
1,111
85,149
9,835
93,734
934,927
97,974 1,032,901
923,836
92,159
1,015,995
10
11
12
13
15
11
16
17
1. During 2023, the Group commenced the management of repurchase agreements and reverse repurchase agreements on a fair value basis within the trading book in its Markets business. This resulted in the
associated repurchase and reverse repurchase agreements being recognised and measured at FVTPL.
162
ANZ 2023 Annual Report
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report
Shareholder
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NOTES TO THE FINANCIAL STATEMENTS
163
19. FAIR VALUE OF FINANCIAL ASSETS AND FINANCIAL LIABILITIES (continued)
FINANCIAL ASSETS AND FINANCIAL LIABILITIES MEASURED AT FAIR VALUE
The fair valuation of financial assets and financial liabilities is generally determined at the individual instrument level.
If the Group holds offsetting risk positions, then we use the portfolio exception in AASB 13 Fair Value Measurement (AASB 13) to measure the fair value
of such groups of financial assets and financial liabilities. The Group measure the portfolio based on the price that would be received to sell a net long
position (an asset) for a particular risk exposure, or to transfer a net short position (a liability) for a particular risk exposure.
Fair value designation
The Group designate certain loans and advances and certain deposits and other borrowings and debt issuances as fair value through profit or loss:
• where they contain a separable embedded derivative which significantly modifies the instruments’ cash flow ensuring we recognise the fair value
movements on the assets or liabilities in profit or loss in the same period as the movement on the associated hedging instruments; or
• in order to eliminate an accounting mismatch which would arise if the asset or liabilities were otherwise carried at amortised cost. This mismatch
arises due to measuring the derivative financial instruments (which we use to mitigate interest rate risk of these assets or liabilities) at fair value
through profit or loss.
Our approach ensures that we recognise the fair value movements on the assets or liabilities in profit or loss in the same period as the movement on
the associated derivatives.
The Group may also designate certain loans and advances, certain deposits and other borrowings and debt issuances as fair value through profit or
loss where they are managed on a fair value basis to align the measurement with how the instruments are managed.
FAIR VALUE APPROACH AND VALUATION TECHNIQUES
We use valuation techniques to estimate the fair value of assets and liabilities for recognition, measurement and disclosure purposes where no quoted
price in an active market exists for that asset or liability. This includes the following:
Asset or Liability
Fair Value Approach
Financial instruments classified as:
- Derivative financial assets and financial liabilities
(including trading and non-trading)
- Repurchase agreements < 90 days
- Net loans and advances
- Deposits and other borrowings
- Debt issuances
Other financial instruments held for trading:
- Securities sold short
- Debt and equity securities
Discounted cash flow techniques are used whereby contractual future cash flows of
the instrument are discounted using wholesale market interest rates, or market
borrowing rates for debt or loans with similar maturities or yield curve appropriate for
the remaining term to maturity.
Valuation techniques are used that incorporate observable market inputs for financial
instruments with similar credit risk, maturity and yield characteristics.
Equity securities where an active market does not exist are measured using
comparable company valuation multiples (such as price-to-book ratios).
Financial instruments classified as:
-
Investment securities – debt or equity
Valuation techniques use comparable multiples (such as price-to-book ratios) or
discounted cashflow (DCF) techniques incorporating, to the extent possible,
observable inputs from instruments with similar characteristics.
There were no significant changes to valuation approaches during the current or prior periods.
163
164
ANZ 2023 Annual Report
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Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
19. FAIR VALUE OF FINANCIAL ASSETS AND FINANCIAL LIABILITIES (continued)
FAIR VALUE HIERARCHY
The Group categorises assets and liabilities carried at fair value into a fair value hierarchy in accordance with AASB 13 based on the observability of
inputs used to measure the fair value:
• Level 1 - valuations based on quoted prices (unadjusted) in active markets for identical assets or liabilities;
• Level 2 - valuations using inputs other than quoted prices included within Level 1 that are observable for a similar asset or liability, either directly or
indirectly; and
• Level 3 - valuations where significant unobservable inputs are used to measure the fair value of the asset or liability.
The following table presents assets and liabilities carried at fair value in accordance with the fair value hierarchy:
Fair value measurements
Quoted price in
active markets
(Level 1)
Using observable
inputs (Level 2)
Using unobservable
inputs (Level 3)
Total
2023
$m
2022
$m
2023
$m
2022
$m
2023
$m
2022
$m
2023
$m
2022
$m
-
-
26,388
28,455
935
944
71,356
68,211
-
-
27,566
10,614
59,448
16,924
21,159
-
6,782
89,185
8,614
4,272
98,679
97,610 135,711
108,853
-
218
4,841
-
-
309
2,842
-
33,889
57,241
426
1,336
2,660
84,809
397
1,111
5,059
3,151
92,892
88,977
-
2
23
1,397
729
2,151
-
23
-
-
23
-
-
45
1,385
403
27,566
37,004
60,406
89,677
21,888
-
35,237
90,174
78,210
4,675
1,833 236,541
208,296
-
31
-
-
33,889
57,482
5,267
1,336
2,660
85,149
3,239
1,111
31
97,974
92,159
Assets
Cash and cash equivalents (measured at fair value)1
Trading assets2
Derivative financial instruments
Investment securities2
Net loans and advances1
Total
Liabilities
Deposits and other borrowings (designated at fair value)1
Derivative financial instruments
Payables and other liabilities
Debt issuances (designated at fair value)
Total
1. During 2023, the Group commenced the management of repurchase agreements and reverse repurchase agreements on a fair value basis within the trading book in its Markets business. This resulted in the
associated repurchase and reverse repurchase agreements being recognised and measured at FVTPL.
2. During 2023, $3,624 million of assets were transferred from Level 1 to Level 2 (2022: $1,043 million transferred from Level 1 to Level 2) and $1,452 million of assets were transferred from Level 2 to Level 1
(2022: $1,677 million transferred from Level 2 to Level 1) for the Group due to a change of the observability of valuation inputs. There were no other material transfers between Level 1 and Level 2 during the
year. Transfers into and out of levels are measured at the beginning of the reporting period in which the transfer occurred.
164
ANZ 2023 Annual Report
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165
19. FAIR VALUE OF FINANCIAL ASSETS AND FINANCIAL LIABILITIES (continued)
FAIR VALUE MEASUREMENT INCORPORATING UNOBSERVABLE MARKET DATA
Level 3 fair value measurements
Level 3 financial instruments are a net asset of $2,128 million (2022: $1,802 million) for the Group. The assets and liabilities which incorporate
significant unobservable inputs are:
• equity and debt securities for which there is no active market or traded prices cannot be observed;
• loans and advances measured at fair value for which there is no observable market data; and
• derivatives referencing market rates that cannot be observed primarily due to lack of market activity.
Level 3 Transfers
During the year, the Group transferred $218 million (2022: $312 million) of Loan and advances measured at fair value from Level 2 to Level 3, as a result
of valuation parameters becoming unobservable during the year. There were no other material transfers into or out of Level 3 during the period.
The material Level 3 financial instruments as at 30 September 2023 are listed as below:
i) Investment Securities - equity holdings classified as FVOCI
Bank of Tianjin (BoT)
The Group holds an investment in the Bank of Tianjin. The investment is valued based on comparative price-to-book (P/B) multiples (a P/B multiple is
the ratio of the market value of equity to the book value of equity). The extent of judgement applied in determining the appropriate multiple and
comparator group from which the multiple is derived resulted in the Level 3 classification. As at September 2023, the BoT equity holding balance was
$849 million (2022: $854 million). The decrease in the BoT fair valuation was due to a decrease in the P/B multiple used in the valuation.
Other equity investments
The Group holds $535 million (2022: $491 million) of unlisted equities classified as FVOCI, for which there are no active markets or traded prices
available, resulting in a Level 3 classification. The increase in unlisted equity holdings balance was mainly due to new investments made, partially
offset by a net revaluation decrease to other unlisted equity instruments.
ii) Net loans and advances - classified as FVTPL
Syndication Loans
The Group holds $729 million (2022: $403 million) of syndication loans for sale which are measured at FVTPL for which there is no observable market
data available for the valuation. The increase in the Level 3 loan balances was mainly due to increased syndication loans for sale at reporting date, and
loans and advances transferred from Level 2 to Level 3.
Sensitivity to Level 3 data inputs
When we make assumptions due to significant inputs to a valuation not being directly observable (Level 3 inputs), then changing these assumptions
changes the Group’s estimate of the instrument’s fair value. Favourable and unfavourable changes are determined by changing the primary
unobservable parameters used to derive the fair valuation.
Investment Securities - equity holdings
The valuations of the equity investments are sensitive to variations in select unobservable inputs, with valuation techniques used including P/B
multiples and discounted cashflow techniques. If for example, a 10% increase or decrease to the primary input into the valuations were to occur (such
as the P/B multiple), it would result in a $138 million increase or decrease in the fair value of the portfolio, which would be recognised in shareholders’
equity in the Group, with no impact to net profit or loss.
Net Loans and Advances
Syndicated loan valuations are sensitive to credit spreads in determining their fair valuation. However as these are primarily investment-grade loans,
an increase or decrease in credit spreads and/or interest yield would have an immaterial impact on net profit or net assets of the Group.
Other
The remaining Level 3 balance is immaterial and changes in inputs have a minimal impact on net profit and net assets of the Group.
Deferred fair value gains and losses
Where fair values are determined using unobservable inputs significant to the fair value of a financial instrument, the Group does not immediately
recognise the difference between the transaction price and the amount we determine based on the valuation technique (day one gain or loss) in
profit or loss. After initial recognition, we recognise the deferred amount in profit or loss on a straight-line basis over the life of the transaction or until
all inputs become observable. Day one gains and losses which have been deferred are not material.
165
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NOTES TO THE FINANCIAL STATEMENTS (continued)
19. FAIR VALUE OF FINANCIAL ASSETS AND FINANCIAL LIABILITIES (continued)
FINANCIAL ASSETS AND FINANCIAL LIABILITIES NOT MEASURED AT FAIR VALUE
The financial assets and financial liabilities listed below are carried at amortised cost on the Group’s Balance Sheet. While this is the value at which we
expect the assets will be realised and the liabilities settled, the Group provides an estimate of the fair value of the financial assets and financial liabilities
at balance date in the tables below.
Fair values of financial assets and liabilities carried at amortised cost not included in the table below approximate their carrying values. These financial
assets and liabilities are either short term in nature or are floating rate instruments that are re-priced to market interest rates on or near the end of the
reporting period.
Financial assets
Investment securities1
At amortised cost
2023
$m
2022
$m
7,752
7,943
Net loans and advances
685,156
667,732
Total
692,908
675,675
Financial liabilities
Deposits and other borrowings
780,822
794,621
-
-
-
-
Categorised into fair value hierarchy
Quoted price
active markets
(Level 1)
2023
$m
2022
$m
Using observable
inputs (Level 2)
2023
$m
2022
$m
With significant non-
observable inputs
(Level 3)
2023
$m
2022
$m
Total fair value
2023
$m
2022
$m
-
-
-
7,712
7,918
-
-
7,712
7,918
19,619
29,460
663,470
634,272
683,089
663,732
27,331
37,378
663,470
634,272
690,801
671,650
Debt issuances
Total
114,678
92,623
30,786
22,982
83,867
69,028
895,500
887,244
30,786
22,982 864,481
863,152
- 780,614
794,124
-
-
-
-
-
-
780,614
794,124
114,653
92,010
895,267
886,134
1. Investment securities at amortised cost includes $4,558 million of assets that are part of the Group’s liquidity portfolio (Sep 22: $3,976 million). These are all short tenor (<1 year) instruments primarily in the
Group’s Rest of World geography and represent <2% of the Group’s total liquid assets at 30 September 2023.
166
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167
19. FAIR VALUE OF FINANCIAL ASSETS AND FINANCIAL LIABILITIES (continued)
FINANCIAL ASSETS AND FINANCIAL LIABILITIES NOT MEASURED AT FAIR VALUE (continued)
The following table sets out the Group’s basis of estimating the fair values of financial assets and liabilities carried at amortised cost where the carrying
value is not typically a reasonable approximation of fair value.
Financial Asset and Liability
Fair Value Approach
Investment securities - debt securities at amortised cost
Net loans and advances to banks
Net loans and advances to customers
Deposit liability without a specified maturity or at call
Calculated based on quoted market prices or observable inputs as applicable. If
quoted market prices are not available, we use a discounted cash flow model using a
yield curve appropriate for the remaining term to maturity of the debt instrument.
The fair value reflects adjustments to credit spreads applicable for that instrument.
Discounted cash flows using prevailing market rates for loans with similar
credit quality.
Present value of future cash flows, discounted using a curve that incorporates
changes in wholesale market rates, the Group’s cost of wholesale funding and the
customer margin, as appropriate.
The amount payable on demand at the reporting date. We do not adjust the fair
value for any value we expect the Group to derive from retaining the deposit for a
future period.
Interest bearing fixed maturity deposits and other
borrowings and acceptances with quoted market rates
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
Calculated based on quoted market prices or observable inputs as applicable. If
quoted market prices are not available, we use a discounted cash flow model using a
yield curve appropriate for the remaining term to maturity of the debt instrument.
The fair value reflects adjustments to credit spreads applicable to ANZ for that
instrument.
KEY JUDGEMENTS AND ESTIMATES
A significant portion of financial instruments are carried on the balance sheet at fair value. The Group therefore regularly evaluates the key
valuation assumptions used in the determination of the fair valuation of financial instruments incorporated within the financial statements,
as this can involve a high degree of judgement and estimation in determining the carrying values at the balance date.
In determining the fair valuation of financial instruments, the Group has considered the impact of related economic and market conditions
on fair value measurement assumptions and the appropriateness of valuation inputs in these estimates, notably valuation adjustments, as
well as the impact of these matters on the classification of financial instruments in the fair value hierarchy.
Most of the valuation models the Group uses employ only observable market data as inputs. For certain financial instruments, we may use
data that is not readily observable in current markets. If we use unobservable market data, then we need to exercise more judgement to
determine fair value depending on the significance of the unobservable input to the overall valuation. Generally, we derive unobservable
inputs from other relevant market data and compare them to observed transaction prices where available. When establishing the fair value
of a financial instrument using a valuation technique, the Group also considers any required valuation adjustments in determining the fair
value. We may apply adjustments (such as credit valuation adjustments and funding valuation adjustments – refer to Note 11 Derivative
Financial Instruments) to reflect the Group’s assessment of factors that market participants would consider in determining fair value of a
particular financial instrument.
167
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20. 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 those collateral agreements are included in the standard Credit Support Annex that forms
part of the International Swaps and Derivatives Association Master Agreement under which most of our derivatives are executed.
ASSETS CHARGED AS SECURITY FOR LIABILITIES
Assets charged as security for liabilities include the following types of instruments:
• securities provided as collateral for repurchase transactions. These transactions are governed by standard industry agreements;
• 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; and
• collateral provided to clearing houses.
The carrying amount of assets pledged as security are as follows:
Securities sold under arrangements to repurchase1
Residential mortgages provided as security for covered bonds
Other
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, which are included in the disclosure below.
COLLATERAL ACCEPTED AS SECURITY FOR ASSETS
2023
$m
47,552
31,188
6,152
2022
$m
52,757
27,575
5,601
ANZ has received collateral associated with various financial transactions. Under certain arrangements ANZ has the right to sell, or to repledge, the
collateral received. These arrangements are governed by standard industry agreements.
The fair value of collateral we have received and that which we have sold or repledged is as follows:
Fair value of assets which can be sold or repledged
Fair value of assets sold or repledged
2023
$m
52,184
33,493
2022
$m
32,389
21,269
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169
21. OFFSETTING
We offset financial assets and financial liabilities on the balance sheet (in accordance with AASB 132 Financial Instruments: Presentation) when there is:
• a current legally enforceable right to set off the recognised amounts in all circumstances; and
• an intention to settle the asset and liability on a net basis, or to realise the asset and settle the liability simultaneously.
The following table identifies financial assets and financial liabilities which have not been offset but are subject to enforceable master netting
agreements (or similar arrangements) and the related amounts not offset in the balance sheet. We have not taken into account the effect of over-
collateralisation.
Amount subject to master netting agreement or similar
Total amounts
recognised
in the
Balance Sheet
$m
Amounts not
subject to
master netting
agreement or
similar
$m
Financial
instruments5
$m
Total
$m
Financial
collateral
(received)/
pledged5
$m
Net amount
$m
60,406
(3,290)
57,116
(38,070)
(13,049)
5,997
4,145
44,088
108,639
(57,482)
(124)
(10,505)
(13,919)
4,021
33,583
94,720
5,096
(52,386)
(12,744)
(31,710)
(101,936)
1,117
13,304
19,517
(11,627)
(18,406)
(82,419)
-
(2,401)
(40,471)
38,070
-
2,401
40,471
(4,021)
(31,182)
(48,252)
6,547
11,627
16,005
34,179
-
-
5,997
(7,769)
-
-
(7,769)
90,174
(6,983)
83,191
(56,491)
(16,951)
9,749
29,776
119,950
(85,149)
(6,697)
(13,680)
9,936
23,079
106,270
(75,213)
(1,985)
(58,476)
56,491
(21,094)
(38,045)
9,964
(47,229)
(132,378)
12,497
22,433
(34,732)
(109,945)
1,985
58,476
32,747
42,711
-
9,749
(8,758)
-
(8,758)
As at 30 September 2023
Derivative financial assets1
Reverse repurchase, securities borrowing and
similar agreements2
- at amortised cost
- at fair value through profit or loss3
Total financial assets
Derivative financial liabilities1
Repurchase, securities lending and similar
agreements4
- at amortised cost
- at fair value through profit or loss3
Total financial liabilities
As at 30 September 2022
Derivative financial assets1
Reverse repurchase, securities borrowing and
similar agreements2
- at amortised cost
Total financial assets
Derivative financial liabilities1
Repurchase, securities lending and similar
agreements4
- at amortised cost
Total financial liabilities
1. Derivative assets and liabilities recognised in the Balance Sheet reflect the impact of certain central clearing collateral arrangements, whereby collateral that qualifies as legal settlement has reduced the
carrying value of those associated derivative balances.
2. Reverse repurchase agreements:
• with less than 90 days to maturity are presented in the Balance Sheet within Cash and cash equivalents; or
• with 90 days or more to maturity are presented in the Balance Sheet within Net loans and advances.
3. During 2023, the Group commenced the management of repurchase agreements and reverse repurchase agreements on a fair value basis within the trading book in its Markets business. This resulted in
the associated repurchase and reverse repurchase agreements being recognised and measured at FVTPL.
4. Repurchase agreements are presented on the Balance Sheet within Deposits and other borrowings.
5. The amount of financial instruments and financial collateral disclosed is limited to the net balance sheet exposure of the relevant financial assets or liabilities, and any over-collateralisation is excluded from
the tables.
169
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22. GOODWILL AND OTHER INTANGIBLE ASSETS
Balance at start of year
Additions2
Amortisation expense
Impairment expense
Written-off on disposal/exit3
Foreign currency exchange difference
Balance at end of year
Cost4
Accumulated amortisation
Carrying amount
Goodwill1
Software
Other Intangibles
Total
2023
$m
2,906
-
-
-
-
150
3,056
3,056
2022
$m
3,089
78
-
-
(40)
(221)
2,906
2,906
2023
$m
896
342
(320)
-
-
1
919
8,141
2022
$m
960
315
(375)
(3)
-
(1)
896
7,843
n/a
n/a
(7,222)
(6,947)
3,056
2,906
919
896
2023
2022
$m
75
10
(6)
-
-
4
83
98
(15)
83
$m
75
10
(4)
-
-
(6)
75
83
(8)
75
2023
$m
3,877
352
(326)
-
-
155
4,058
11,295
(7,237)
4,058
2022
$m
4,124
403
(379)
(3)
(40)
(228)
3,877
10,832
(6,955)
3,877
1. Goodwill excludes notional goodwill in equity accounted investments.
2. 2022 goodwill addition relates to acquisition of Cashrewards.
3. 2022 goodwill written-off on disposal/exit relates to the exit of the financial planning and advice business.
4.
Includes impact of foreign currency translation differences.
IMPAIRMENT TESTING FOR CASH GENERATING UNITS CONTAINING GOODWILL
Goodwill acquired in a business combination is tested for impairment annually and whenever there are indicators of potential impairment. Goodwill is
allocated at the date of acquisition to the cash generating unit (CGU) or group of CGUs that are expected to benefit from the synergies of the related
business combination.
Goodwill is considered to be impaired if the carrying amount of the relevant CGU exceeds its recoverable amount. We estimate the recoverable
amount of each CGU to which goodwill is allocated using a fair value less costs of disposal (FVLCOD) approach, with a value-in-use (VIU) assessment
performed where the FVLCOD is less than the carrying amount.
Goodwill is allocated to the following CGUs based on the lowest level at which goodwill is monitored.
Cash generating units:
Australia Retail
New Zealand
Institutional
2023
$m
178
1,617
1,261
2022
$m
178
1,530
1,198
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171
2222.. GGOOOODDWWIILLLL AANNDD OOTTHHEERR IINNTTAANNGGIIBBLLEE AASSSSEETTSS ((ccoonnttiinnuueedd))
We estimate the FVLCOD of each CGU to which goodwill is allocated by applying observable price earnings multiples of comparable companies to
the estimated future maintainable earnings of each CGU. A deduction is then made for estimated costs of disposal. The valuation is considered to be
level 3 in the fair value hierarchy due to unobservable inputs used in the valuation.
Management’s approach and the key assumptions used in determining FVLCOD are as follows:
Key assumption
Approach to determining the value (or values) for each key assumption
Future maintainable earnings
Future maintainable earnings for each CGU is estimated as the sum of:
• The Group’s 2024 financial plan for each CGU; and
• An allocation of the central costs recorded outside of the CGUs to which goodwill is allocated.
Where relevant, adjustments are made to the Group’s financial plan to reflect the long-term expectations for
items such as expected credit losses and investment spend.
Price/Earnings (P/E) multiple
P/E multiples applicable to each CGU have been derived from a comparator group of publicly traded
companies, and include a 30% control premium, discussed below.
In the case of the New Zealand and Institutional CGUs, management has made downwards adjustments to
P/E multiples to address specific factors relevant to those CGUs.
A control premium has been applied which recognises the increased consideration a potential acquirer
would be willing to pay in order to gain sufficient ownership to achieve control over the relevant activities of
the CGU. For each CGU, the control premium has been estimated as 30% of the comparator group P/E
multiple based on historical transactions.
Costs of disposal
Costs of disposal have been estimated as 2% of the fair value of the CGU based on those observed from
historical and recent transactions.
As noted above, our impairment testing did not result in the identification of any material impairment of goodwill as at 30 September 2023.
The FVLCOD estimates for each CGU are sensitive to assumptions about P/E multiples, future maintainable earnings and control premium (30%).
However, each CGU would continue to show a surplus in recoverable amount over carrying amount even where other reasonably possible alternative
estimates were used.
171
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22. GOODWILL AND OTHER INTANGIBLE ASSETS (continued)
RECOGNITION AND MEASUREMENT
The table below details how we recognise and measure different intangible assets:
Goodwill
Software
Definition
Excess amount the Group has paid
in acquiring a business over the fair
value of the identifiable assets and
liabilities acquired.
Carrying value
Cost less any accumulated
impairment losses.
Allocated to the cash generating
unit to which the
acquisition relates.
Useful life
Indefinite.
Goodwill is reviewed for
impairment at least annually or
when there is an indication of
impairment.
Purchased software owned by the Group
is capitalised.
Internal and external costs incurred in
building software and computer systems
costing greater than $20 million are
capitalised as assets. Those less than $20
million are expensed in the year in which
the costs are incurred.
Costs incurred in planning or evaluating
software proposals or in maintaining
systems after implementation are
not capitalised.
Initially, measured at cost.
Subsequently, carried at cost less
accumulated amortisation and
impairment losses.
Except for major core infrastructure,
amortised over periods between
2-5 years; however major core
infrastructure may be amortised over 7
years subject to approval by the Audit
Committee.
Purchased software is amortised over 2
years unless it is considered integral to
other assets with a longer useful life.
Depreciation
method
Not applicable.
Straight-line method.
Other Intangibles
Management fee rights arising
from acquisition of funds
management business and
other intangible assets arising
from contractual rights.
Initially, measured at fair value at
acquisition.
Subsequently, carried at cost
less accumulated amortisation
and impairment losses.
Management fee rights with an
indefinite life are reviewed for
impairment at least annually or
when there is an indication of
impairment. Other intangible
assets are amortised over 3
years.
Not applicable to indefinite life
intangible assets. Straight-line
method for assets with a finite
life.
172
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173
22. GOODWILL AND OTHER INTANGIBLE ASSETS (continued)
KEY JUDGEMENTS AND ESTIMATES
Management judgement is used to assess the recoverable value of goodwill and other intangible assets, and the useful economic life of an
asset, or whether an asset has an indefinite life. We reassess the recoverability of the carrying value at each reporting date.
Goodwill
A number of key judgements are required in the determination of whether or not a goodwill balance is impaired including:
• the level at which goodwill is allocated – consistent with prior periods the CGUs to which goodwill is allocated are the Group’s revenue
generating segments that benefit from relevant historical business combinations generating goodwill.
• determination of the carrying amount of each CGU which includes an allocation, on a reasonable and consistent basis, of corporate
assets and liabilities that are not directly attributable to the CGUs to which goodwill is allocated.
• assessment of the recoverable amount of each CGU including:
o selection of the model used to determine the fair value – the Group has used the market multiple approach to estimate the fair
value; and
o selection of the key assumptions in respect of future maintainable earnings, the P/E multiple applied, including selection of an
appropriate comparator group and determination of an appropriate control premium, and costs of disposal as described above.
Software and other intangible assets
At each reporting date, software and other intangible assets are assessed for indicators of impairment and, where such indicators are
identified, an impairment assessment is performed. In the event that an asset’s carrying amount is determined to be greater than its
recoverable amount, the carrying amount of the asset is written down immediately. Those assets not yet ready for use are tested for
impairment annually.
In addition, the expected useful lives of intangible assets are assessed at each reporting date. The assessment requires management
judgement, and in relation to our software assets, a number of factors can influence the expected useful lives. These factors include
changes to business strategy, significant divestments and the pace of technological change.
173
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23. OTHER PROVISIONS
ECL allowance on undrawn and contingent facilities1
Customer remediation
Restructuring costs
Non-lending losses, frauds and forgeries
Other
Total other provisions
Balance at 1 October 2022
New and increased provisions made during the year
Provisions used during the year
Unused amounts reversed during the year
Balance at 30 September 2023
1. Refer to Note 14 Allowance for Expected Credit Losses for movement analysis.
2023
$m
827
459
98
73
260
1,717
Customer
remediation
$m
Restructuring
costs
$m
Non-lending
losses, frauds
and forgeries
$m
662
147
(321)
(29)
459
68
91
(40)
(21)
98
105
11
(32)
(11)
73
2022
$m
775
662
68
105
262
1,872
Other
$m
262
68
(61)
(9)
260
174
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175
23. OTHER PROVISIONS (continued)
Customer remediation
Customer remediation includes provisions for expected refunds to customers, remediation project costs and related customer and regulatory claims,
penalties and litigation costs and outcomes.
Restructuring costs
Provisions for restructuring costs 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 include employee termination benefits. Costs relating to on-going activities are not provided for and are
expensed as incurred.
Non-lending losses, frauds and forgeries
Non-lending losses include losses arising from certain legal actions not directly related to amounts of principal outstanding for loans and advances
and losses arising from forgeries, frauds and the correction of operational issues. The amounts recognised are the best estimate of the consideration
required to settle the present obligation at the reporting date, taking into account the risks and uncertainties that surround the events and
circumstances that affect the provision.
Other
Other provisions comprise various other provisions including workers compensation, make-good provisions associated with leased premises,
warranties and indemnities provided in connection with various disposals of businesses and assets, and contingent liabilities recognised as part of a
business combination.
RECOGNITION AND MEASUREMENT
The Group recognises provisions when there is a present obligation arising from a past event, an outflow of economic resources 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 the reporting date, taking into
account the risks and uncertainties surrounding the timing and amount of the obligation. 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.
KEY JUDGEMENTS AND ESTIMATES
The Group holds provisions for various obligations including customer remediation, restructuring costs, non-lending losses, frauds and
forgeries and litigation related claims. These provisions involve judgements regarding the timing and 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.
In relation to customer remediation, determining the amount of the provisions, which represent management’s best estimate of the cost
of settling the identified matters, requires the exercise of significant judgement. It will often be necessary to form a view on a number of
different assumptions, including the number of impacted customers, the average refund per customer, the associated remediation project
costs, and the implications of regulatory exposures and customer claims having regard to their specific facts and circumstances. There is a
heightened level of estimation uncertainty where the customer remediation provision relates to a legal proceeding or matter. The
appropriateness of the underlying assumptions is reviewed on a regular basis against actual experience and other relevant evidence
including expert legal advice, and adjustments are made to the provisions where appropriate.
175
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24. SHAREHOLDERS’ EQUITY
SHAREHOLDERS' EQUITY
Ordinary share capital
Reserves
Foreign currency translation reserve1
Share option reserve
FVOCI reserve
Cash flow hedge reserve
Transactions with non-controlling interests reserve
Total reserves
Retained earnings
Share capital and reserves attributable to shareholders of the Company
Non-controlling interests2
Total shareholders’ equity
2023
$m
29,082
570
83
(494)
(1,872)
(22)
(1,735)
42,177
69,524
522
70,046
2022
$m
28,797
(148)
78
(478)
(2,036)
(22)
(2,606)
39,716
65,907
494
66,401
1. As a result of the closure of ANZ (Thai) Public Company Limited, ANZ International (Hong Kong) Limited and ANZ Singapore Limited, the associated foreign currency translation reserve was recycled from
Other comprehensive income to profit or loss, resulting in a $43 million gain recognised in Other operating income in 2023 (2022: $65 million loss from the dissolution of Minerva Holdings Limited and ANZ
Asia Limited).
2. ANZ Bank New Zealand issued $484 million of perpetual preference shares in 2022 that are considered non-controlling interests to the Group.
ORDINARY SHARE CAPITAL
The table below details the movement in ordinary shares and share capital for the year.
Balance at start of the year
Dividend reinvestment plan issuances
Bonus option plan
Employee share and option plans
Share buy-back1
Share entitlement issue2
Balance at end of year
Less: Treasury Shares
Balance at end of year
2023
Number of
shares
2,989,923,751
8,406,978
3,577,526
3,378,631
-
-
2022
Number of
shares
2,823,563,652
7,195,108
2,890,268
-
(30,831,227)
187,105,950
$m
28,797
206
-
79
-
-
3,005,286,886
29,082
2,989,923,751
(4,044,925)
-
(4,209,150)
3,001,241,961
29,082
2,985,714,601
$m
25,984
183
-
(21)
(846)
3,497
28,797
-
28,797
1. The Group completed its $1.5 billion on-market share buy-back of ANZ ordinary shares in 2022, purchasing $846 million worth of shares resulting in 31 million shares being cancelled in 2022.
2. On 18 July 2022, the Group announced a fully underwritten pro rata accelerated renounceable entitlement offer of new ANZ ordinary shares to help fund the Group’s anticipated acquisition of Suncorp
Bank. All eligible shareholders were invited to purchase one new ordinary share for every 15 existing ordinary shares held on 21 July 2022 at an issue price of $18.90 per share. The Group issued a total of
187.1 million ordinary shares under the offer, raising $3,497 million of new share capital (net of issue costs).
176
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
177
24. SHAREHOLDERS’ EQUITY (continued)
NON-CONTROLLING INTERESTS
Profit attributable to
non-controlling interests
Equity attributable to
non-controlling interests
Dividend paid to
non-controlling interests
2023
$m
26
2
28
2022
$m
-
1
1
2023
2022
$m
512
10
522
$m
484
10
494
2023
$m
26
1
27
2022
$m
-
2
2
ANZ Bank New Zealand PPS
Other
Total
ANZ Bank New Zealand Preference Shares
ANZ Bank New Zealand Limited (ANZ Bank New Zealand), a member of the Group, issued $484 million (NZD 550 million) of Perpetual Preference
Shares (PPS) on 18 July 2022. These are considered non-controlling interests of the Group.
The key terms of the PPS are as follows:
PPS dividends
PPS dividends are payable at the discretion of the Directors of ANZ Bank New Zealand and are non-cumulative. ANZ Bank New Zealand must not
authorise or pay a dividend on its ordinary shares, acquire its ordinary shares or otherwise undertake a capital reduction in respect of its ordinary
shares until the next PPS dividend payment date if a PPS dividend is not paid.
Should ANZ Bank New Zealand elect to pay a PPS dividend, the PPS dividend is 6.95% per annum until 18 July 2028, and a floating rate equal to the
aggregate of the New Zealand 3 month bank bill rate plus 3.25%, multiplied by one minus the New Zealand company tax rate (where the PPS
dividend is fully imputed) thereafter, with PPS dividend payments scheduled to be paid on 18 January, 18 April, 18 July and 18 October each year.
Redemption features
Holders of PPS have no right to require that the PPS be redeemed. ANZ Bank New Zealand may at its option redeem all of the PPS on an optional
redemption date (each PPS dividend date from 18 July 2028); or at any time following the occurrence of a tax event or regulatory event, in each case
subject to prior written approval of RBNZ and other conditions being met.
177
178
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
24. SHAREHOLDERS’ EQUITY (continued)
RECOGNITION AND MEASUREMENT
Ordinary shares
Ordinary shares have no par value. They entitle holders to receive dividends, or proceeds
available on winding up of the Company, in proportion to the number of fully paid ordinary
shares held. They are recognised at the amount paid per ordinary share net of directly
attributable costs. Every holder of fully paid ordinary shares present at a meeting of the
Company in person, or by proxy, is entitled to:
• on a show of hands, one vote; and
• on a poll, one vote, for each share held.
Treasury shares
Treasury shares are shares in the Company which:
Reserves:
Foreign currency translation reserve
• the ANZ Employee Share Acquisition Plan purchases on market and have not yet
distributed, or
• the Company issues to the ANZ Employee Share Acquisition Plan and have not yet been
distributed.
Treasury shares are deducted from share capital and excluded from the weighted average
number of ordinary shares used in the earnings per share calculations.
Includes differences arising on translation of assets and liabilities into Australian dollars when
the functional currency of a foreign operation (including subsidiaries and branches) is not
Australian dollars. In this reserve, we reflect any offsetting gains or losses on hedging these
exposures, together with any tax effect.
Cash flow hedge reserve
Includes fair value gains and losses associated with the effective portion of designated cash
flow hedging instruments together with any tax effect.
FVOCI reserve
Includes changes in the fair value of certain debt securities and equity securities included
within Investment Securities together with any tax effect.
In respect of debt securities classified as measured at FVOCI, the FVOCI reserve records
accumulated changes in fair value arising subsequent to initial recognition, except for those
relating to allowance for expected credit losses, interest income and foreign currency
exchange gains and losses which are recognised in profit or loss. As debt securities at FVOCI
are recorded at fair value, the balance of the FVOCI reserve is net of the ECL allowance
associated with such assets. When a debt security measured at FVOCI is derecognised, the
cumulative gain or loss recognised in the FVOCI reserve in respect of that security is
reclassified to profit or loss and presented in other operating income.
In respect of the equity securities classified as measured at FVOCI, the FVOCI reserve records
accumulated changes in fair value arising subsequent to initial recognition (including any
related foreign exchange gains or losses). When an equity security measured at FVOCI is
derecognised, the cumulative gain or loss recognised in the FVOCI reserve in respect of that
security is not recycled to profit or loss.
Share option reserve
Includes amounts which arise on the recognition of share-based compensation expense.
Transactions with non-controlling
interests reserve
Includes the impact of transactions with non-controlling shareholders in their capacity as
shareholders.
Non-controlling interests
Share in the net assets of controlled entities attributable to equity interests which the Group
does not own directly or indirectly.
178
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
179
25. CAPITAL MANAGEMENT
CAPITAL MANAGEMENT FRAMEWORK
ANZ’s capital management framework includes managing capital at Level 1, Level 2 and ANZGHL Group.
ANZ’s framework includes managing to Board approved risk appetite settings and maintaining all regulatory requirements. APRA requirements at
Level 1 and Level 2 include ANZ operating at or above APRAs expectation for Domestic Systematically Important Banks (D-SIBs) following the
implementation of APRA’s Capital Reform which was effective January 2023.
APRA’s authority for ANZGHL to be a non-operating holding company (NOHC) of an ADI includes five conditions for ANZ’s capital management
framework. Two of these are quantitative requirements being:
• ANZGHL must always ensure that the quality and quantity of the total capital of the Level 3 group is equivalent to, or greater than, the quality and
quantity of the sum of the total capital of the consolidated ANZ Bank Group and the consolidated ANZ Non-Bank Group.
• ANZGHL must calculate and manage capital for the ANZ Non-Bank Group in accordance with an Economic Capital Model (ECM), which requires
the amount of capital held, in the form of Common Equity Tier 1 (CET1), to be equal to or greater than the capital requirement as calculated under
the ECM.
ANZ has implemented an ECM to calculate the capital to support the ANZ Non-Bank Group operations. The material risks included in the Non-Bank
Group currently are investment risk and fixed asset risk.
All requirements were satisfied as at 30 September 2023.
CAPITAL MANAGEMENT STRATEGY
ANZ’s capital management strategy aims to protect the interests of depositors, creditors and shareholders. We achieve this through an Internal
Capital Adequacy Assessment Process (ICAAP) whereby ANZ conducts detailed strategic and capital planning over a 3 year time horizon.
The process involves:
• forecasting economic variables, financial performance of ANZ’s divisions and the financial impact of new strategic initiatives to be implemented
during the planning period;
• performing stress tests under different economic scenarios to determine the level of additional capital (stress capital buffer) needed to absorb
losses that may be experienced under an economic downturn;
• reviewing capital position and targets against ANZ’s risk profile; and
• developing a capital plan, taking into account capital ratio targets, ECM requirements, current and future capital issuances requirements and
options around capital products, timing and markets to execute the capital plan under differing market and economic conditions.
The capital plan is approved by the Board and updated as required. The Board and senior management are provided with regular updates of ANZ’s
capital position. Any material actions required to ensure ongoing prudent capital management are submitted to the Board for approval. Throughout
the year, the Group maintained compliance with all the regulatory requirements related to Capital Adequacy in the jurisdictions in which it operates.
179
180
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
25. CAPITAL MANAGEMENT (continued)
REGULATORY ENVIRONMENT
Australia
As the ANZ Bank Group is an Authorised Deposit-taking Institution (ADI) in Australia, it is primarily regulated by APRA under the Banking Act 1959
(Cth). ANZ Bank Group must comply with the minimum regulatory capital requirements, prudential capital ratios and specific reporting levels that
APRA sets and which are consistent with the global Basel III capital framework. This is the common framework for determining the appropriate level of
bank regulatory capital as set by the Basel Committee on Banking Supervision. APRA minimum requirements are summarised below:
Regulatory Capital Definition
Common Equity Tier 1 (CET1) Capital
Tier 1 Capital
Tier 2 Capital
Total Capital
Shareholders’ equity adjusted for
specific items.
CET1 Capital plus certain
securities with complying loss
absorbing characteristics known
as Additional Tier 1 Capital.
Subordinated debt instruments
which have a minimum term of 5
years at issue date.
Tier 1 plus Tier 2 Capital.
Minimum Prudential Capital Ratios (PCRs)
CET1 Ratio
Tier 1 Ratio
Total Capital Ratio
CET1 Capital divided by total risk
weighted assets must be at least 4.5%.
Tier 1 Capital divided by total risk
weighted assets must be at least
6.0%.
Total Capital divided by total risk
weighted assets must be at least
8.0%. For D-SIBs, Total Capital Ratio
must be of at least 11% from 1st Jan
2024. Refer below for details.
Reporting Levels
Level 1
Level 2
Level 3
The ADI on a stand-alone basis (that is
ANZBGL and specified subsidiaries
which are consolidated to form the
ADI’s Extended Licensed Entity).
The consolidated ANZBGL Group
less certain subsidiaries and
associates that are excluded
under prudential standards.
A conglomerate ANZGHL Group at the widest level.
As at 30 September 2023, APRA also requires the ADI to hold additional CET1 buffers as follows:
• a capital conservation buffer (CCB) of 4.75% which is inclusive of the additional 1% surcharge for domestically systemically important banks (D-SIBs).
APRA has determined that ANZ is a D-SIB.
• a countercyclical capital buffer which is set on a jurisdictional basis. The requirement is currently set at 1% for Australia.
Additionally in December 2021, APRA announced that it requires all D-SIBs including ANZ to increase its minimum total capital ratio requirement by
3% of RWA by January 2024, and a further 1.5% of RWA by January 2026 (total increase of 4.5%). APRA expects this to be predominantly met by Tier 2
Capital, with an equivalent decrease in other senior funding. ANZ is on track to meet these requirements as at reporting date.
ANZ reports to APRA on a Level 1 and Level 2 basis, and measures capital adequacy monthly on a Level 1 and Level 2 basis, and is not yet required to
maintain capital on a Level 3 basis (APRA have yet to conclude required timing for Level 3 reporting).
Insurance and Funds Management
As required by APRA’s Prudential Standards, insurance and funds management activities are:
• de-consolidated for the purposes of calculating capital adequacy; and
• excluded from the risk-based capital adequacy framework.
We deduct the investment in these controlled entities 100% from CET1 capital, and if we include any profits from these activities in the ANZ Bank
Group’s results, then we exclude them from the determination of CET1 capital to the extent they have not been remitted.
Outside Australia
In addition to APRA, ANZ’s branch operations and major banking subsidiary operations are also 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 and Insurance Regulatory Commission. They may impose minimum capital levels on operations in their individual
jurisdictions.
180
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
181
25. CAPITAL MANAGEMENT (continued)
APRA Capital Reform
APRA released new bank capital adequacy requirements applying to Australian incorporated registered banks, which are set out in APRA’s Banking
Prudential Standard documents. ANZ implemented these new requirements from January 2023.
The new capital adequacy key requirements include changes to APS 110 Capital Adequacy (APS 110), APS 112 Capital Adequacy: Standardised
Approach to Credit Risk (APS 112) and APS 113 Capital Adequacy: Internal Ratings-based Approach to Credit Risk (APS 113) with key features of the
reforms including:
• improving the flexibility of the capital framework, through larger capital buffers that can be used by banks to support lending during periods of
stress;
• changes to risk weighted assets (RWA) through more risk-sensitive risk weights increasing capital requirements for higher risk lending and
decreasing it for lower risks;
• changes to loss given default rates (LGD) including approved use of an internal ratings-based (IRB) approved LGD model for mortgage portfolios;
• an increase in the IRB scaling factor (from 1.06x to 1.1x);
• requirement that IRB ADIs calculate and disclose RWA under the standardised approach and the introduction of a capital floor at 72.5% of
standardised RWA; and
• use of prescribed New Zealand authority’s equivalent prudential rules for the purpose of calculating the Level 2 regulatory capital requirement.
In addition, operational RWA is now calculated under APS 115 Capital Adequacy: Standardised Measurement Approach to Operational Risk (APS 115)
which replaced the previous advanced methodology from December 2022.
The application of APRA Capital Reform reduced RWA by $34.5 billion, equivalent to a 100 bps CET1 ratio benefit. This was partially offset by APRA’s
expectations that ADIs operate a higher capital ratio to maintain an unquestionably strong level.
ANZ’s compliance with the quantitative conditions for capital management under the APRA NOHC authority is presented in the following two tables1:
ANZ Bank
Group
$m
69,114
(425)
68,689
(10,895)
57,794
66,026
24,959
90,985
2023
ANZ Non-Bank
Group
$m
749
-
749
-
749
749
-
749
ANZGHL
$m
183
-
183
-
183
183
-
183
ANZ Group
$m
70,046
(425)
69,621
(10,895)
58,726
66,958
24,959
91,917
2022
ANZ Group
$m
66,401
(175)
66,226
(10,354)
55,872
63,558
19,277
82,835
Allocated equity2
Prudential adjustments to allocated equity
Gross Common Equity Tier 1 capital
Deductions
Common Equity Tier 1 capital
Tier 1 capital
Tier 2 capital
Total qualifying capital
ANZ NON-BANK GROUP
Economic Capital Required
Actual Capital3
Actual vs Economic Capital
1. This information is not within the scope of the external audit of the Group Financial Report by the Group’s external auditor, KPMG. The information presented in this table is a regulatory requirement
reported to APRA under the conditions of ANZ’s NOHC authority which will be subject to audit in accordance with Prudential Standard 3PS310 Audit and Related Matters.
2. Allocated in accordance with prudential capital management view.
3. This represents the aggregation of ANZ NBH Pty Ltd and ANZ Group Services Pty Ltd’s shareholders’ equity.
2023
$m
563
744
181
181
182
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
25. CAPITAL MANAGEMENT (continued)
ANZ BANK GROUP1
The following table provides details of ANZ Bank Group’s capital adequacy ratios at 30 September:
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 capital2
Tier 1 capital
Tier 2 capital3
Total qualifying capital
Capital adequacy ratios (Level 2)
Common Equity Tier 1
Tier 1
Tier 2
Total capital ratio
Risk weighted assets
2023
$m
2022
$m
69,114
(425)
68,689
(10,895)
57,794
8,232
66,026
24,959
90,985
13.3%
15.2%
5.8%
21.0%
66,401
(175)
66,226
(10,354)
55,872
7,686
63,558
19,277
82,835
12.3%
14.0%
4.2%
18.2%
433,327
454,718
1. This information is not within the scope of the external audit of the Group Financial Report by the Group’s external auditor, KPMG. The information presented in this table is a regulatory requirement
disclosed in Part A of the APRA Reporting Form (ARF) 110 Capital Adequacy which will be subject to audit in accordance with Prudential Standard APS 310 Audit and Related Matters.
2. This includes Additional Tier 1 capital of $8,232 million (2022: $7,705 million) (refer to Note 17 Debt Issuances), regulatory adjustments and deductions of nil (2022: -$19 million).
3. This includes Tier 2 capital of $23,707 million (2022: $17,907 million) (refer to Note 17 Debt Issuances), general reserve for impairment of financial assets of $1,776 million (2022: $1,233 million) and regulatory
adjustments and deductions of -$525 million (2022: $137 million).
182
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
183
26. PARENT ENTITY FINANCIAL INFORMATION
On 3 January 2023, ANZBGL established a NOHC by a scheme of arrangement, ANZGHL (the parent entity), as the new listed parent holding company
of the ANZ Group and implemented a Restructure to separate ANZ’s banking and certain non-banking businesses into the ANZ Bank Group and ANZ
Non-Bank Group.
ANZGHL was incorporated on 24 June 2022, held ordinary share capital of $2 and was dormant prior to the Restructure.
SUMMARY FINANCIAL INFORMATION
Income statement information for the financial year
Profit after tax for the year
Total comprehensive income for the year
Balance sheet information as at the end of the financial year
Current assets
Shares in controlled entities
Total assets
Current liabilities
Total liabilities
Shareholders' equity
Ordinary share capital
Share Option Reserve
Retained earnings
Total shareholders' equity
2023
$m
3,391
3,391
287
59,979
60,266
104
104
59,167
(9)
1,004
60,162
PARENT ENTITY’S CONTRACTUAL COMMITMENTS FOR PROPERTY, PLANT AND EQUIPMENT
The parent entity has no contractual commitments to acquire property, plant or equipment.
PARENT ENTITY’S GUARANTEES
The parent entity has issued letters of comfort and guarantees in respect of certain subsidiaries in the normal course of business. Under these letters
and guarantees, the parent entity undertakes to ensure that those subsidiaries continue to meet their financial obligations, subject to certain
conditions including that the entity remains a controlled entity.
PARENT ENTITY’S CONTINGENT LIABILITIES
There are no other known contingent liabilities of the parent entity. Refer to Note 34 for details of contingent liabilities of Group entities.
183
184
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
27. CONTROLLED ENTITIES
The ultimate parent of the Group is ANZ Group Holdings Limited
The Group holds 100% of the voting interests in all controlled entities, unless noted otherwise.
The material controlled entities of the Group are:
Australia and New Zealand Banking Group Ltd
ANZ NBH Pty Ltd
1835i Ventures Trust III
ANZ Group Services Pty Ltd
ANZ BH Pty Ltd
ANZ Bank (Vietnam) Limited1
ANZ Funds Pty. Ltd.
ANZ Bank (Kiribati) Limited1 (75% ownership)
ANZ Bank (Samoa) Limited1
ANZ Bank (Vanuatu) Limited2
ANZ Holdings (New Zealand) Limited1
ANZ Bank New Zealand Limited1
ANZ Investment Services (New Zealand) Limited1
ANZ New Zealand (Int’l) Limited1
ANZ New Zealand Investments Holdings Limited1
ANZ New Zealand Investments Limited1
ANZNZ Covered Bond Trust1,3
ANZ International Private Limited1
ANZcover Insurance Private Ltd1
ANZ Lenders Mortgage Insurance Pty. Limited
ANZ Residential Covered Bond Trust3
Australia and New Zealand Bank (China) Company Limited1
Australia and New Zealand Banking Group (PNG) Limited1
Citizens Bancorp4
ANZ Guam Inc4
Institutional Securitisation Services Limited
PT Bank ANZ Indonesia1 (99% ownership)
Incorporated in
Australia
Nature of Business
Banking
Australia
Australia
Australia
Australia
Australia
Vietnam
Australia
Kiribati
Samoa
Vanuatu
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
Singapore
Singapore
Australia
Australia
China
Papua New Guinea
Banking
Non-Banking
Non-Banking
Non-Banking
Holding Company
Banking
Holding Company
Banking
Banking
Banking
Holding Company
Banking
Funds Management
Finance
Holding Company
Funds Management
Finance
Holding Company
Captive-Insurance
Mortgage Insurance
Finance
Banking
Banking
Guam
Guam
Holding Company
Banking
Australia
Securitisation Manager
Indonesia
Banking
1. Audited by overseas KPMG firms — either as part of the Group audit, or for standalone financial statements as required.
2. Audited by Law Partners.
3. Not owned by the Group. Control exists as the Group retains substantially all the risks and rewards of the operations.
4. Audited by Deloitte Guam.
CHANGES TO MATERIAL CONTROLLED ENTITIES
ANZ Singapore Limited was deregistered on 18 August 2023. ANZ International (Hong Kong) Limited, ANZ (Thai) Public Company Limited (formerly
ANZ Bank (Thai) Public Company Limited), and Chongqing Liangping ANZ Rural Bank Company Limited are in liquidation as at 30 September 2023.
SIGNIFICANT RESTRICTIONS
Controlled entities that are subject to prudential regulation may be required to maintain minimum capital or other regulatory requirements which
may, from time to time, limit the entity’s ability to transfer assets, pay dividends or make other capital distributions to the parent entity or to other
entities in the Group. The Group manages such restrictions within our risk management framework, as outlined in Note 18 Financial Risk Management
and our capital management strategy, as outlined in Note 25 Capital Management.
As at 30 September 2023, restrictions on the ability of an entity within the Group to transfer assets, pay dividends or make other capital distributions to
other entities in the Group were not material to the liquidity or capital management of the Group.
184
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
185
27. CONTROLLED ENTITIES (continued)
RECOGNITION AND MEASUREMENT
The Group’s subsidiaries are those entities it controls through:
• being exposed to, or having rights to, variable returns from the entity; and
• being able to affect those returns through its power over the entity.
The Group assesses whether it has power over those entities by examining the Group’s existing rights to direct the relevant activities of the
entity.
If the Group sells or acquires subsidiaries during the year, it includes their operating results in the Group results to the date of disposal or
from the date of acquisition. When the Group’s control ceases, it derecognises the assets and liabilities of the subsidiary, any related non-
controlling interest and other components of equity.
If the Group’s ownership interest in a subsidiary changes in a way that does not result in a loss of control, then the Group accounts for that
as a transaction with equity holders in their capacity as equity holders.
All transactions between Group entities are eliminated on consolidation.
185
186
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
28. INVESTMENTS IN ASSOCIATES
Significant associates of the Group are:
Name of entity
AMMB Holdings Berhad (AmBank)
PT Bank Pan Indonesia (PT Panin)
Principal activity
Banking and insurance
Consumer and business bank
Worldline Australia Pty Ltd (Worldline)
Payment and transactional services
Aggregate other individually immaterial associates
Total carrying value of associates1
1. Includes the impact of foreign currency translation recognised in the foreign currency translation reserve.
FINANCIAL INFORMATION ON SIGNIFICANT ASSOCIATES
Ordinary share
interest
Carrying amount $m
2023
22%
39%
49%
n/a
2022
22%
39%
49%
n/a
2023
881
1,440
26
2
2022
790
1,318
47
26
2,349
2,181
Set out below is the summarised financial information of each associate that is significant to the Group. The summarised financial information is based
on the associates’ IFRS financial information and may require the use of unaudited financial information as each associate has a different financial year
to the Group (PT Panin 31 December, AmBank 31 March, Worldline 31 December).
Principal place of business and country of incorporation
Malaysia
Indonesia
AMMB Holdings Berhad PT Bank Pan Indonesia
Worldline Australia
Pty Ltd
Australia
Summarised results
Operating income
Profit/(Loss) for the year
Other comprehensive income/(loss)
Total comprehensive income/(loss)
Less: Total comprehensive (income)/loss attributable to non–
controlling interests
Total comprehensive income/(loss) 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
Reconciliation to carrying amount of Group's interest in associate
Carrying amount at the beginning of the year
Acquired
Group's share of total comprehensive income/(loss)
Dividends received from associate
Foreign currency translation reserve adjustments
Carrying amount at the end of the year
Market value of Group's investment in associate2
2023
$m
1,517
545
87
632
(8)
624
62,057
58,015
4,042
(301)
3,741
790
-
138
(42)
(5)
881
875
2022
$m
1,511
529
(128)
401
(18)
383
57,220
53,234
3,986
(402)
3,584
719
-
81
(12)
2
790
929
2023
$m
2022
$m
2023
$m
2022
$m
1,273
1,206
372
24
396
(69)
327
20,498
16,928
3,570
(348)
3,222
198
6
204
25
229
20,537
17,234
3,303
(315)
2,988
1,318
1,210
-
138
-
(16)
1,440
1,167
-
71
(18)
55
1,318
2,016
134
(43)
-
(43)
-
(43)
205
137
68
-
68
47
-
(21)
-
-
26
n/a
57
(21)
-
(21)
-
(21)
203
90
113
-
113
-
57
(10)
-
-
47
n/a
1. Includes market value adjustments (including goodwill) the Group made at the time of acquisition (and adjustments for any differences in accounting policies).
2. Market value is based on a price per share and does not include any adjustments for the size of our holding.
186
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NOTES TO THE FINANCIAL STATEMENTS
187
28. INVESTMENTS IN ASSOCIATES (continued)
IMPAIRMENT ASSESSMENT
The Group assesses the carrying value of its associates investments for impairment indicators.
At 30 September 2023, the impairment assessment of non-lending assets identified that one of the Group’s associated investments PT Panin had
indicators of impairment. No impairment was recognised as its carrying value is supported by its VIU calculations.
RECOGNITION AND MEASUREMENT
An associate is an entity over which the Group has significant influence over its operating and financial policies but does not control. The
Group accounts for associates using the equity method. Its investments in associates are carried at cost plus the post-acquisition share of
changes in the associate’s net assets less accumulated impairments. Dividends the Group receives from associates are recognised as a
reduction in the carrying amount of the investment. The Group includes goodwill recognised by the associate in the carrying amount of
the investment. It does not individually test the goodwill incorporated in the associates carrying amount for impairment.
At least at each reporting date, the Group reviews investments in associates for any indication of impairment. If an indication of impairment
exists, then the Group determines the recoverable amount of the associate using the higher of:
• the associate’s fair value less cost of disposal; and
• its value-in-use.
We use a discounted cash flow methodology, and when applicable, other methodologies (such as capitalisation of earnings methodology),
to determine the recoverable amount when determining a VIU.
KEY JUDGEMENTS AND ESTIMATES
Investments in associates and joint ventures are assessed at each reporting date and tested for impairment when there is an indication that
the investment may be impaired. In addition, the Group is required to assess at each reporting date whether the recoverable amount of
the Group’s investment has increased to such a level as to support the reversal of prior period impairments.
Significant management judgment is required to determine the key assumptions underpinning the VIU calculation. Factors that may
change in subsequent periods and lead to potential future impairments include lower than forecast earnings levels in the near term and/or
a decrease in the long term growth forecasts, increases to required levels of regulatory capital and an increase in the post-tax discount rate
arising from an increase in the risk premium or risk-free rates.
The key assumptions used in the VIU calculation are outlined below:
As at 30 September 2023
Post-tax discount rate
Terminal growth rate
Expected earnings growth (compound annual growth rate – 5 years)
Common Equity Tier 1 ratio (5 year average)
PT Panin
12.2%
5.0%
5.4%
12.8%
The VIU calculations are sensitive to changes in the underlying assumptions with reasonably possible changes in key assumptions having a
positive or negative impact on the VIU outcome, and as such the recoverable amount of the investment.
• A change in the September 2023 post-tax discount rate by +/- 50bps would impact the VIU outcome for PT Panin by $(91 million)/
$105 million.
• A change in the September 2023 terminal growth rate by +/- 25bps would impact the VIU outcome for PT Panin by $55 million/
($51 million).
The investment would not be impaired if the discount rate were increased or the terminal growth rate reduced by the reasonably possible
changes above.
187
188
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NOTES TO THE FINANCIAL STATEMENTS (continued)
29. STRUCTURED ENTITIES
A Structured Entity (SE) is an entity that has been designed such that voting or similar rights are not the dominant factor in determining who controls
the entity. SEs are generally established with restrictions on their ongoing activities in order to achieve narrow and well defined objectives.
SEs are classified as subsidiaries and consolidated when control exists. If the Group does not control a SE, then it is not consolidated. This note
provides information on both consolidated and unconsolidated SEs.
The Group’s involvement with SEs is as follows:
Type
Securitisation
Details
The Group establishes SEs to securitise customer loans and advances that it has originated, in order to diversify
sources of funding for liquidity management. Securitisation programs include customer loans and advances
assigned to bankruptcy remote SEs to provide either security for obligations payable on notes issued by the SEs
to external investors or create assets held by the Group eligible for repurchase agreements with applicable
central banks.
The Group retains control over these SEs and therefore they are consolidated. Refer to Note 30 Transfers of
Financial Assets for further details.
The Group also establishes SEs on behalf of customers to securitise their loans or receivables. The Group may
manage these securitisation vehicles 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. In
limited circumstances where control exists, the Group consolidates the SE.
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 over these SEs and therefore they are consolidated. Refer
to Note 30 Transfers of Financial Assets for further details.
Structured finance
arrangements
Funds management activities
The Group is involved with SEs established:
• in connection with structured lending transactions to facilitate debt syndication and/or to ring-fence
collateral; and
• to own assets that are leased to customers in structured leasing transactions.
The Group may manage the SE, hold minor amounts of the SE’s capital, or provide risk management products
(derivatives) to the SE. In most instances, the Group does not control these SEs. In limited circumstances where
control exists, the Group consolidates the SE.
The Group is the scheme manager for a number of Managed Investment Schemes (MIS) in New Zealand. These
MIS are financed through the issue of units to investors and the Group considers them to be SEs. The Group’s
interests in these MIS are limited to receiving fees for services or providing risk management products
(derivatives). These interests do not create significant exposures that would allow the Group to control the funds.
Therefore, these MIS are not consolidated.
CONSOLIDATED STRUCTURED ENTITIES
FINANCIAL OR OTHER SUPPORT PROVIDED TO CONSOLIDATED STRUCTURED ENTITIES
The Group provides financial support to consolidated SEs as outlined below.
Securitisation and covered
bond issuances
The Group provides lending facilities, derivatives and commitments to these SEs and/or holds debt instruments
they have issued.
Structured finance
arrangements
The assets held by these SEs are normally pledged as collateral for financing 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.
The Group did not provide any non-contractual support to consolidated SEs during the year (2022: nil). Other than as disclosed above, the Group does
not have any current intention to provide financial or other support to consolidated SEs.
188
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189
29. STRUCTURED ENTITIES (continued)
UNCONSOLIDATED STRUCTURED ENTITIES
GROUP’S INTEREST IN UNCONSOLIDATED STRUCTURED ENTITIES
An ‘interest’ in an unconsolidated SE is any form of contractual or non-contractual involvement with a SE that exposes the Group to variability of
returns from the performance of that SE. These interests include, but are not limited to: holdings of debt or equity securities; derivatives that pass-on
risks specific to the performance of the SE, lending, loan commitments, financial guarantees, and fees from funds management activities.
For the purpose of disclosing interests in unconsolidated SEs:
• no disclosure is made if the Group’s involvement is not 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 those that significantly affect the entity’s returns).
• ‘interests’ do not include derivatives intended to expose the Group to market-risk (rather than performance risk specific to the SE) or derivatives
through which the Group creates, rather than absorbs, variability of the unconsolidated SE (such as purchase of credit protection under a credit
default swap).
The table below sets out the Group’s interests in unconsolidated SEs together with the maximum exposure to loss that could arise from
those interests:
On-balance sheet interests
Investment securities
Gross loans and advances
Total on-balance sheet
Off-balance sheet interests
Commitments (facilities undrawn)
Guarantees
Total off-balance sheet
Maximum exposure to loss
Securitisation
Structured finance
2023
$m
2,070
10,367
12,437
3,270
50
3,320
15,757
2022
$m
3,352
9,433
12,785
2,078
50
2,128
14,913
2023
$m
2022
$m
-
24
24
-
-
-
24
-
43
43
-
-
-
43
Total
2023
$m
2,070
10,391
12,461
3,270
50
3,320
15,781
2022
$m
3,352
9,476
12,828
2,078
50
2,128
14,956
In addition to the interests above, the Group earned funds management fees from unconsolidated investment funds of $177 million
(2022: $181 million) during the year.
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 if loss events were to take place - regardless of the probability of occurrence. This does not in any way represent the actual losses
expected to be incurred. 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.
The maximum exposure to loss has been determined as:
• the carrying amount of Investment securities measured at amortised cost, and
• the carrying amount plus the undrawn amount of any committed loans and advances.
The size of unconsolidated SEs is indicated by total assets which vary by SE with the largest single SE having a value of approximately $4.3 billion.
The Group did not provide any non-contractual support to unconsolidated SEs during the year (2022: nil) nor does it have any current intention to
provide financial or other support to unconsolidated SEs.
189
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NOTES TO THE FINANCIAL STATEMENTS (continued)
29. STRUCTURED ENTITIES (continued)
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 if it is the primary party involved in the design and
establishment of that SE and:
• the Group is the major user of that SE; or
• the Group’s name appears in the name of that SE, or on its products; or
• the Group provides implicit or explicit guarantees of that SE’s performance.
The Group has sponsored the ANZ PIE Fund in New Zealand, which invests only in deposits with ANZ Bank New Zealand. 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.
KEY JUDGEMENTS AND ESTIMATES
Significant judgement is required in assessing whether the Group has control over Structured Entities. Judgement is required to determine
the existence of:
• power over the relevant activities (being those that significantly affect the entity’s returns); and
• exposure to variable returns of the entity.
190
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NOTES TO THE FINANCIAL STATEMENTS
191
30. TRANSFERS OF FINANCIAL ASSETS
In the normal course of business the Group enters into transactions where it transfers financial assets directly to third parties or to SEs. These transfers
may result in the Group fully, or partially, derecognising those financial assets - depending on the Group’s exposure to the risks and rewards or control
over the transferred assets. If the Group retains substantially all of the risk and rewards of a transferred asset, the transfer does not qualify for
derecognition and the asset remains on the Group’s balance sheet in its entirety.
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. The holders of the issued notes have full recourse to the pool of
residential mortgages which have been securitised and the Group cannot otherwise pledge or dispose of the transferred assets.
In some instances, the Group is also the holder of the securitised notes issued by the SEs. In addition, the Group is entitled to any residual income of
the SEs and sometimes enters into derivatives with the SEs. The Group retains the risks and rewards of the residential mortgages and continues to
recognise the mortgages as financial assets.
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 SEs 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. In respect of each program, a covered bond guarantor
has guaranteed payments of interest and principal pursuant to a guarantee which is secured over its assets, including these residential mortgages.
Substantially all of the assets of each covered bond guarantor consist of that covered bond guarantor’s equitable interests in mortgage loans secured
by residential real estate.
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 Group is required to maintain the cover pool at a level sufficient to cover the bond obligations. In addition, the Group is entitled to any residual
income of the covered bond SEs (after all payments to the covered bond holders and external parties) and enters into derivatives with the SEs. The
Group retains the majority of the risks and rewards of the residential mortgages and continues to recognise the mortgages as financial assets.
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 SEs activities. The SEs are therefore consolidated by the Group. The covered bonds issued externally are included within debt issuances.
REPURCHASE AGREEMENTS
When the Group sells securities subject to repurchase agreements under which we retain substantially all the risks and rewards of ownership, then
those assets do not qualify for derecognition. An associated liability is recognised for the consideration received from the counterparty.
STRUCTURED FINANCE ARRANGEMENTS
The Group arranges funding for certain customer transactions through structured leasing. These transactions are recognised on Group’s balance sheet
as lease receivables or loans. At times, other financial institutions participate in the funding of these arrangements. This participation involves a
proportionate transfer of the rights to the assets recognised by the Group. The participating banks have limited recourse to the leased assets and
related proceeds. Where the Group continues to be exposed to some of the risks of the transferred assets through a derivative or other continuing
involvement, the Group does not derecognise the lease receivable or loan. Instead, the Group recognises an associated liability representing its
obligations to the participating financial institutions.
The tables below set out the balance of assets transferred that do not qualify for derecognition, along with the associated liabilities.
Current carrying amount of assets transferred
Carrying amount of associated liabilities
Securitisations1,2
Covered bonds
2023
$m
886
880
2022
$m
1,121
1,115
2023
$m
31,188
18,223
2022
$m
27,575
12,967
Repurchase
agreements
2023
$m
47,552
44,454
2022
$m
52,757
47,229
Structured finance
arrangements
2023
2022
$m
27
27
$m
36
36
1. Does not include transfers to internal structured entities where there are no external investors.
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.
191
192
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NOTES TO THE FINANCIAL STATEMENTS (continued)
31. SUPERANNUATION AND POST EMPLOYMENT BENEFIT OBLIGATIONS
Set out below is a summary of amounts recognised in the Balance Sheet in respect of the defined benefit superannuation schemes:
Defined benefit obligation and scheme assets
Present value of funded defined benefit obligation
Fair value of scheme assets
Net defined benefit asset
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
Net defined benefit asset
Weighted average duration of the benefit payments reflected in the defined
benefit obligation (years)
2023
$m
(959)
1,131
172
(4)
176
172
11.4
2022
$m
(930)
1,123
193
(6)
199
193
14.8
As at the most recent reporting dates of the schemes, the aggregate surplus of net market value of assets over the value of accrued benefits on a
funding basis was $53 million (2022: $69 million surplus). In 2023, the Group made defined benefit contributions totalling $2 million
(2022: $2 million). It expects to make contributions of approximately $2 million next financial year.
GOVERNANCE OF THE SCHEMES AND FUNDING OF THE DEFINED BENEFIT SECTIONS
The main defined benefit superannuation 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, and are responsible for setting investment policy and agreeing funding requirements with the employer through the triennial actuarial
valuation process.
The Group has defined benefit arrangements in Australia, Japan, New Zealand, Philippines, Taiwan and United Kingdom. The defined benefit section
of the ANZ Australian Staff Superannuation Scheme, the ANZ UK Staff Pension Scheme and the ANZ National Retirement Scheme in New Zealand are
the three largest plans. They have been closed to new members since 1987, 2004 and 1991 respectively. None of the schemes had a material deficit,
or surplus, at the last funding valuation. The Group has no present liability under any of the schemes’ trust deeds to fund a deficit (measured on a
funding basis). A contingent liability of the Group may arise if any of the schemes were wound up.
RECOGNITION AND MEASUREMENT
Defined benefit superannuation schemes
The Group operates a small number of defined benefit schemes. Independent actuaries calculate the liability and expenses related to
providing benefits to employees under each defined benefit scheme. They use the Projected Unit Credit Method to value the liabilities. The
balance sheet includes:
• a defined benefit liability if the obligation is greater than the fair value of the schemes assets; and
• an asset (capped to its recoverable amount) if the fair value of the assets is greater than the obligation.
In each reporting period, the movements in the net defined benefit liability are recognised as follows:
• the net movement relating to the current period’s service cost, net interest on the defined benefit liability, past service costs and other
costs (such as the effects of any curtailments and settlements) as operating expenses;
• 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) directly in retained earnings through other comprehensive income; and
• contributions of the Group directly against the net defined benefit position.
Defined contribution superannuation schemes
The Group operates a number of defined contribution schemes. It 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 plans. The Group’s contributions to these
schemes are recognised as personnel expenses when they are incurred.
192
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193
31. SUPERANNUATION AND POST EMPLOYMENT BENEFIT OBLIGATIONS (continued)
KEY JUDGEMENTS AND ESTIMATES
The main assumptions we use in valuing defined benefit obligations are listed in the table below. A change to any assumptions, or
applying different assumptions, could have an effect on the Statement of Other Comprehensive Income and Balance Sheet.
Sensitivity analysis
change in significant
assumptions
0.5% increase
Increase/(decrease) in
defined benefit
obligation
2023
$m
(43)
2022
$m
(49)
2023
1.15-5.6
2.0-3.5
2022
1.35-5.45
1.5-3.8
Discount rate (% p.a.)
Future salary increases (% p.a.)
Future pension indexation
In payment (% p.a.)/In deferment (% p.a.)
2.9-3.4
3.1-3.5/3.0
Life expectancy at age 60 for current pensioners
0.5% increase
1 year increase
34
33
32
40
– Males (years)
– Females (years)
26.3-28.3
29.2-30.2
26.2-28.3
29.1-30.2
193
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NOTES TO THE FINANCIAL STATEMENTS (continued)
32. EMPLOYEE SHARE AND OPTION PLANS
On 3 January 2023, ANZBGL established, by a scheme of arrangement, a non-operating holding company, ANZGHL, as the new listed parent holding
company of the ANZ Group. There is no impact to employee equity (deferred shares, deferred share rights, restricted rights and performance rights) as
a result of the Restructure.
ANZ operates a number of employee share and option schemes under the ANZ Employee Share Acquisition Plan and the ANZ Share Option Plan
which are operated by the Company. These are Group share based payment arrangements under which shares in ANZGHL (ANZ shares) are allocated
or granted to employees of the Group.
ANZ EMPLOYEE SHARE ACQUISITION PLAN
ANZ Employee Share Acquisition Plan schemes that operated during 2023 and 2022 were the Deferred Share Plan and the Variable Pay to Shares (VPS)
Offer. The ANZ Incentive Plan (ANZIP) (the variable remuneration plan operating across ANZ) has Short Term Variable Remuneration or Variable
Remuneration delivered under the Deferred Share Plan or ANZ Share Option Plan for eligible employees.
Deferred Share Plan
i) ANZ Incentive Plan (ANZIP) – Short term Variable Remuneration (STVR) and Variable Remuneration (VR) – deferred shares
Award Type
Eligibility
STVR (deferred shares)
STVR/VR historical (deferred shares) VR (deferred shares)
Chief Executive Officer (CEO), Group Executive Committee (ExCo) and Group
General Manager Internal Audit (GGM IA)1.
Financial Year (FY) of
grant
2022 Performance and
Remuneration Review (PRR): granted
in FY23
2021 PRR: granted in FY22
Historical grants: on foot during FY23
& FY22
Grant approach
50% of the CEO, ExCo and GGM IA’s
Short Term Variable Remuneration
(STVR) deferred as shares.
50% of the CEO’s STVR, 25% of ExCo’s
Variable Remuneration (VR) (except
for the Chief Risk Officer (CRO)), and
33% of the CRO and GGM IA’s VR,
deferred as shares.
Conditions
Deferred over years two and three, where year 1 includes the performance
period (i.e., 1 October to 30 September). Granted in late November.
All other employees (excluding
select roles in the United Kingdom
(UK)/China2)
2022 and 2021 PRR: granted in FY23
& FY22
Historical grants: on foot during FY23
& FY22
If VR is at or exceeds AUD 100,000,
then 60% of total VR amount is
deferred as shares.
Deferred over years two, three and
four, where year 1 includes the
performance period. Granted in late
November.
Allocation value
Deferred shares granted based on
the Volume Weighted Average Price
(VWAP) of ANZ shares traded on the
ASX in the five trading days leading
up to and including 1 October.
Deferred shares granted based on the VWAP of ANZ shares traded on the
ASX in the five trading days leading up to and including the date of grant.
1. All Banking Executive Accountability Regime (BEAR) Accountable Executives.
2. Specific deferral arrangements also exist under ANZIP for roles defined as UK Material Risk Takers (MRTs) and China MRTs, in line with local regulatory requirements.
ii) Exceptional circumstances
Remuneration
foregone
In exceptional circumstances, we grant deferred shares to certain employees when they start with ANZ to
compensate them for remuneration they have forgone from their previous employer. The vesting period generally
aligns with the remaining vesting period of the remuneration they have forgone, and therefore varies between
grants.
Retention
We may grant deferred shares to high performing employees who are regarded as a significant retention risk to ANZ.
194
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195
NOTES TO THE FINANCIAL STATEMENTS
32. EMPLOYEE SHARE AND OPTION PLANS (continued)
iii) Further information
Cessation
Dividends
Instrument
Unless the Board1 decides otherwise, employees forfeit their unvested deferred shares if they resign, are terminated
on notice, or are dismissed for serious misconduct. The deferred shares may be held in trust beyond the deferral
period.
Dividends are reinvested in the Dividend Reinvestment Plan.
Deferred share rights may be granted instead of deferred shares in some countries as locally appropriate (see
deferred share rights section).
Expensing value (fair
value)
We expense the fair value of deferred shares on a straight-line basis over the relevant vesting period and we
recognise the expense as a share-based compensation expense with a corresponding increase in equity. Deferred
shares are expensed based on the one-day VWAP at the date of grant.
2023 and 2022 grants
During the 2023 year, we granted 2,244,181 deferred shares (2022: 1,971,715) with a weighted average allocation
value of $24.37 (2022: $27.52).
Downward adjustment Deferred shares remain at risk and the Board has the discretion to adjust the number of deferred shares downwards,
including to zero at any time before the vesting date (malus), and limited to select employees2, recovery post vesting
(i.e., clawback). ANZ’s downward adjustment provisions are detailed in section 7.3 of the 2023 Remuneration Report.
Board discretion was not exercised to apply malus or clawback to any deferred shares in 2023 (2022: nil).
1. References to ‘the Board’ throughout this note means the Boards of ANZGHL and ANZBGL.
2. Clawback applies to the CEO, ExCo and GGM IA (for awards granted in 2023 financial year), and to select senior employees in jurisdictions where clawback regulations apply.
Variable Pay to Shares (VPS) Offer
Eligibility, grant
approach and
conditions
VPS provides employees in Australia the opportunity to receive up to $1,000 worth of ANZ shares with concessional
tax treatment (where criteria are met). All ANZ shares are held by a custodian or nominee appointed by the Trustee
on the Trustee’s behalf and are restricted for 3 years. During this time employees benefit from dividend payments
which are reinvested through the Dividend Reinvestment Plan (DRP) and have voting entitlements. After the
restriction period has been reached the shares can sold or transferred.
Allocation value
Granted based on the VWAP of ANZ shares traded on the ASX in the five trading days leading up to and including the
date of grant.
Expensing value
Expensed based on the one-day VWAP at the date of grant.
(fair value)
2023 grants
During the 2023 year, we granted 55,600 shares on 22 November 2022 at an issue price of $24.46 (no grants were
made in relation to the VPS Offer in the 2022 year).
Expensing of the ANZ Employee Share Acquisition Plan
Expensing value
(fair value)
The fair value of shares we granted during 2023 under the Deferred Share Plan and VPS Offer, measured as at the date
of grant of the shares, is $56.5 million (2022: $52.6 million Deferred Share Plan only) based on 2,299,781 shares
(2022: 1,971,715 Deferred Share Plan only) at VWAP of $24.57 (2022: $26.69).
195
196
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
32. EMPLOYEE SHARE AND OPTION PLANS (continued)
ANZ SHARE OPTION PLAN
Allocation
Rules
Expensing value
(fair value)
Satisfying vesting
We may grant selected employees options/rights which entitle them to acquire fully paid ordinary ANZ shares at a
fixed price at the time the options/rights vest. 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.
Exercise price of 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.
Prior to the exercise of the option/right if ANZ changes its share capital due to a bonus share issue, pro-rata new share
issue or reorganisation the following adjustments are required:
• Issue of bonus shares - When the holder exercises their option, they are also entitled to be issued the number of
bonus shares they would have been entitled to had they held the underlying shares at the time of the bonus issue;
• Pro-rata share offer - We will adjust the exercise price of the option in the manner set out in the ASX Listing Rules;
and
• Reorganisation - In respect of rights, if there is a bonus issue or reorganisation of ANZ’s share capital, then the
Board may adjust the number of rights or the number of underlying shares 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 before they exercise their options/rights; or
• in a share issue of a body corporate other than ANZ (such as a subsidiary).
Any portion of the award which vests may, at the Boards discretion, be satisfied by a cash equivalent payment rather
than shares.
We expense the fair value of options/rights on a straight-line basis over the relevant vesting period and we recognise
the expense as a share-based compensation expense with a corresponding increase in equity. Factors considered in
determining the fair value include: the market performance conditions, share price volatility, life of the instrument,
dividend yield, and share price at grant date.
Any portion of the award of options/rights (that have met the applicable time and performance conditions) may be
satisfied by a cash equivalent payment rather than shares at Board discretion.
In financial year 2023, all deferred share rights were satisfied through a share allocation, other than 70,231 deferred
share rights (2022: 55,977) for which a cash payment was made.
There were no performance rights (PR) due to vest in financial year 2023, as a result of a change in the performance
period from three years to four years. In financial year 2022, the PR that vested (previously granted in
November/December 2018) were satisfied through a share allocation, other than 24,011 PR for which a cash payment
was made.
Cessation
The provisions that apply if the employee’s employment ends are in section 10.2.3 of the 2023 Remuneration Report.
Downward adjustment
As per Deferred Share Plan.
196
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
197
32. EMPLOYEE SHARE AND OPTION PLANS (continued)
Option Plans that operated during 2023 and 2022
ii)) LLoonngg TTeerrmm VVaarriiaabbllee RReemmuunneerraattiioonn ((LLTTVVRR)) aanndd VVaarriiaabbllee RReemmuunneerraattiioonn ((VVRR)) -- rreessttrriicctteedd rriigghhttss ((RRRR)),, ppeerrffoorrmmaannccee rriigghhttss ((PPRR)),, aanndd ddeeffeerrrreedd
sshhaarree rriigghhttss ((DDSSRR))
Award Type
Eligibility
LTVR (RR & PR)
LTVR / VR historical (PR)
ANZIP VR (DSR)
CEO, ExCo and GGM IA1
CEO and ExCo1
FY of grant
2022 PRR: granted in FY23
2021 PRR: granted in FY22
Historical grants: on foot during FY23
& FY22
Grant approach
Conditions
50% of the CEO and ExCo’s (except
for the CRO) LTVR was received as RR
and 50% as PR. 100% of the CRO and
GGM IA’s LTVR was received as RR.
100% of the CEO’s LTVR and 50% of
ExCo’s VR (except for the CRO who
received 50% VR as DSR instead) was
received as PR.
All other employees (excluding
select roles in the UK/China2) in
countries where DSR may be
granted instead of deferred shares
2022 and 2021 PRR: granted in FY23
& FY22
Historical grants: on foot during FY23
& FY22
If VR is at or exceeds AUD 100,000,
then 60% of total VR amount is
deferred.
Awarded at the end of the year
subject to shareholder approval at
AGM for CEO award.
DSR provide a right to acquire one
ordinary ANZ share at nil cost after a
specified vesting period.
Deferred over years two, three and
four, where year 1 includes the
performance period.
PR performance condition tested
(relative and absolute TSR hurdles) at
the end of four-year performance
period.
The four-year performance period
commenced on 22 November to 21
November four years later.
The deferral period is four years.
Further details are provided in section
5.2.3a of the 2021 Remuneration
Report.
RR and PR provide a right to acquire
one ordinary ANZ share at nil cost –
subject to time and performance
conditions.
Awarded subject to:
• RR: pre-grant assessment (risk-
based measures)
• RR and PR: shareholder approval
at Annual General Meeting (AGM)
for CEO award
Performance condition tested at end
of four-year performance period:
• RR: pre-vest assessment (risk-
based measures)
• PR: relative and absolute Total
Shareholder Return (TSR) hurdles
Deferral period3 = four-year
performance period (commencing 1
October) + holding period (which
commences the day after end of
performance period and finishes on
the 4th, 5th or 6th anniversary of grants
(CEO only for year 6)).
Further details provided in section
7.2 of the 2023 Remuneration Report.
Allocation value
Face value of ANZ shares traded on the ASX in the five trading days leading up
to and including 1 October (beginning of the financial year).
The fair value at the date of grant is
used to determine the number of
DSR to be allocated and is also used
for expensing purposes. The fair
value is adjusted for the absence of
dividends during the vesting period.
1. All BEAR Accountable Executives.
2. Specific deferral arrangements also exist under ANZIP for roles defined as UK MRTs and China MRTs, in line with local regulatory requirements.
3. A dividend equivalent payment (DEP) is paid in cash at the end of the relevant deferral period, but is only made to the extent that all or part of the underlying rights meet the relevant performance
condition and vest to the individual. Dividend equivalents accrue over the full deferral period for RR, and only during the holding period for PR.
197
198
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
32. EMPLOYEE SHARE AND OPTION PLANS (continued)
Award Type
LTVR (RR & PR)
LTVR / VR historical (PR)
ANZIP VR (DSR)
Allocation timing
LTVR awarded around late November/December (subject to shareholder
approval for CEO).
Granted in late November.
Start of FY
End of FY
2023 grants
During 2023, we granted 393,419 RR
and 325,880 PR (2022: 542,747 PR).
Downward adjustment
Board discretion was not exercised to apply malus or clawback to any RR or PR
in 2023 (2022: nil PR).
During 2023, we granted 2,386,278
DSR (no performance hurdles)
(2022: 2,576,907).
Board discretion was not exercised
to apply malus or clawback to any
deferred share rights in 2023
(2022: nil).
iiii)) EExxcceeppttiioonnaall cciirrccuummssttaanncceess
Remuneration forgone
Retention
As per Deferred Share Plan in countries where DSR may be granted instead of deferred shares.
Options, Deferred Share Rights, Restricted Rights and Performance Rights on Issue
As at 10 November 2023, there were 396 holders of 4,839,042 DSR on issue, 10 holders of 362,991 RR on issue and 10 holders of 1,510,080 PR on issue.
Options/Rights Movements
This table shows the options/rights over unissued ANZ shares and their related weighted average (WA) exercise prices as at the beginning and end of
2023 and the movements during 2023:
Number of options/rights
WA exercise price
WA closing share price
WA remaining contractual life
WA exercise price of all exercisable
options/rights outstanding
Outstanding exercisable options/rights
Opening
balance
1 Oct 2022
6,209,040
$0.00
Granted
3,105,577
$0.00
Forfeited1
(428,483)
$0.00
Expired
Exercised
Closing
balance
30 Sep 2023
0
(2,166,618)
6,719,516
$0.00
$0.00
$0.00
$24.30
1.9 years
$0.00
124,377
This table shows the options/rights over unissued ANZ shares and their related weighted average exercise prices as at the beginning and end of 2022
and the movements during 2022:
Number of options/rights
WA exercise price
WA closing share price
WA remaining contractual life
WA exercise price of all exercisable
options/rights outstanding
Outstanding exercisable options/rights
Opening
balance
1 Oct 2021
6,307,778
$0.00
Granted
3,119,654
$0.00
Forfeited1
(747,744)
$0.00
Expired
Exercised
Closing
balance
30 Sep 2022
0
(2,470,648)
6,209,040
$0.00
$0.00
$0.00
$25.56
1.9 years
$0.00
141,633
1. Refers to any circumstance where equity can be forfeited (for example on cessation, downward adjustment or performance conditions not met).
All of the shares issued as a result of the exercise of options/rights during 2023 and 2022, were issued at a nil exercise price.
198
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
199
NOTES TO THE FINANCIAL STATEMENTS
32. EMPLOYEE SHARE AND OPTION PLANS (continued)
As at the date of the signing of the Directors’ Report on 10 November 2023:
• no options/rights over ordinary shares have been granted since the end of 2023; and
• no shares issued as a result of the exercise of options/rights since the end of 2023.
Fair Value Assumptions
When determining the fair value, we apply the standard market techniques for valuation, including Monte Carlo and/or Black Scholes pricing models.
We do so in accordance with the requirements of AASB 2 Share-based Payments. The models take into account early exercise of vested equity, non-
transferability and internal/external performance hurdles (if any).
The table below shows the significant assumptions we used as inputs into our fair value calculation of instruments granted during the period. We
present the values as weighted averages, but the specific values we use for each allocation are the ones we use for the fair value calculation.
Exercise price ($)
Share closing price at grant date ($)
Expected volatility of ANZ share price (%)1
Equity term (years)
Vesting period (years)
Expected life (years)
Expected dividend yield (%)
Risk free interest rate (%)
Fair value ($)
2023
Deferred
share
rights
Restricted
rights
Performance
rights
2022
Deferred
share
rights
Performance
rights
0.00
24.67
20.0
2.1
2.0
2.0
6.25
3.20
21.81
0.00
24.54
20.0
6.6
4.6
4.6
6.25
3.36
18.61
0.00
24.51
20.0
6.6
4.6
4.6
6.25
3.36
9.85
0.00
26.62
20.0
2.2
2.1
2.1
5.50
0.80
23.71
0.00
26.92
20.0
6.0
4.0
4.0
5.50
1.25
10.38
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, reallocated or be newly issued shares, or a combination.
The equity we purchased on market during the 2023 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 amounted to 816,023 shares at an average price of $24.35 per share (2022: 4,230,962 shares at an
average price of $27.57 per share).
199
200
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
33. RELATED PARTY DISCLOSURES
KEY MANAGEMENT PERSONNEL COMPENSATION
Key Management Personnel (KMP) are Directors of ANZGHL (whether executive directors or otherwise), and those personnel with a key responsibility
for the strategic direction and management of the Group (i.e., members of the Group Executive Committee (ExCo)) who have Banking Executive
Accountability Regime (BEAR) accountability and who report to the CEO. KMP compensation included within total personnel expenses in Note 4
Operating Expenses is as follows:
Short-term benefits
Post-employment benefits
Other long-term benefits
Termination benefits
Share-based payments
Total
20231
$'000
20,895
466
212
31
8,303
29,907
2022
$'000
18,294
394
160
-
7,368
26,216
1. Includes former disclosed KMP until the end of their employment.
KEY MANAGEMENT PERSONNEL LOAN TRANSACTIONS
Loans made to KMP are made in the ordinary course of business and on normal commercial terms and conditions that are no more favourable than
those given to other employees or customers, including the term of the loan, security required and the interest rate. No amounts have been written
off during the period, or individual provisions raised in respect of these balances. Details of the terms and conditions of lending products can be
found on anz.com. The aggregate balance of loans (including credit card balances) made, guaranteed or secured, and undrawn facilities to KMP
including their related parties, were as follows:
Loans advanced1
Undrawn facilities1
Interest charged2
2023
$'000
28,746
452
1,241
2022
$'000
28,506
711
790
1. Balances are as at the balance date (for KMP in office at balance date) or at the date of cessation of former KMP. Comparatives have been amended to include opening balances (at date of commencement)
for new KMP in the current period.
2. Interest charged is for all KMP’s during the period.
KEY MANAGEMENT PERSONNEL HOLDINGS OF ANZ SECURITIES
KMP, including their related parties, held ANZBGL’s subordinated debt and following the Restructure, shares, share rights and options over shares in
the Company directly, indirectly or beneficially as shown below:
Shares, options and rights1
Subordinated debt1
2023
Number
3,294,439
24,790
2022
Number
2,641,154
24,790
1. Balances are as at the balance date (for KMP in office at balance date) or at the date of cessation of former KMP. Comparatives have been amended to include opening balances (at date of commencement)
for new KMP in the current period.
200
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
201
33. RELATED PARTY DISCLOSURES (continued)
OTHER TRANSACTIONS OF KEY MANAGEMENT PERSONNEL AND THEIR RELATED PARTIES
The aggregate of deposits of KMP and their related parties with the Group were $40 million (2022: $30 million).
Other transactions with KMP and their related parties included amounts paid to the Group in respect of investment management service fees,
brokerage and bank fees and charges. The Group has reimbursed KMP for the costs incurred for security and secretarial services associated with the
performance of their duties. These transactions are conducted on normal commercial terms and conditions no more favourable than those given to
other employees or customers. Gifts were provided to KMP on retirement amounting to $2,476 during the year (2022: $4,944).
ASSOCIATES
We disclose significant associates in Note 28 Investments in Associates. During the course of the financial year, transactions conducted with all
associates were on terms equivalent to those made on an arm’s length basis.
Amounts receivable from associates
Amounts payable to associates
Interest revenue from associates
Interest expense to associates
Other revenue from associates
Other expenses paid to associates
Guarantees given to associates
Dividend income from associates
Undrawn facilities
2023
$'000
37,364
15,478
25,111
966
23,427
3,088
-
42,316
30,739
2022
$'000
86,469
102,042
5,570
34
14,296
11,159
72
38,692
94,097
There have been no material guarantees given or received. No amounts receivable from the associates have been written-off during the period, or
individual provisions raised in respect of these balances.
SUBSIDIARIES
We disclose material controlled entities in Note 27 Controlled Entities. During the financial year, subsidiaries conducted transactions with each other
and with associates on terms equivalent to those on an arm’s length basis. As at 30 September 2023, we consider all outstanding amounts on these
transactions to be fully collectible.
Other intragroup transactions include providing management and administrative services, staff training, data processing facilities, transfer of tax losses,
and the leasing of premises and equipment. The Company also issued letters of comfort and guarantees in respect of certain subsidiaries in the
normal course of business.
201
202
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
34. COMMITMENTS, CONTINGENT LIABILITIES AND CONTINGENT ASSETS
CREDIT RELATED COMMITMENTS AND CONTINGENCIES
Contract amount of:
Undrawn facilities
Guarantees and letters of credit
Performance related contingencies
Total
2023
$m
2022
$m
240,711
236,051
23,556
26,615
23,729
26,036
290,882
285,816
UNDRAWN FACILITIES
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 only partially used, and others may never be used at all. As such, the total of the nominal principal amounts is not necessarily
representative of future liquidity risks or future cash requirements. Based on the earliest date on which the Group may be required to pay, the full
amount of undrawn facilities for the Group mature within 12 months.
GUARANTEES, LETTERS OF CREDIT AND PERFORMANCE RELATED CONTINGENCIES
Guarantees, letters of credit and performance related contingencies 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 Group issuing letters of credit guaranteeing payment in favour of an exporter. They are 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 if the customer fails to fulfil its non-
monetary obligations under the contract.
To reflect the risk associated with these transactions, we apply the same credit origination, portfolio management and collateral requirements that we
apply to loans. The contract amount represents the maximum potential amount that we could lose 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. Based
on the earliest date on which the Group may be required to pay, the full amount of guarantees and letters of credit and performance-related
contingencies for the Group mature within 12 months.
OTHER CONTINGENT LIABILITIES
There are outstanding court proceedings, claims and possible claims for and against the Group. Where relevant, expert legal advice has been obtained
and, in the light of such advice, provisions (refer to Note 23 Other 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.
A description of contingent liabilities and contingent assets as at 30 September 2023 is set out below.
REGULATORY AND CUSTOMER EXPOSURES
The Group regularly engages with its regulators in relation to regulatory investigations, surveillance and reviews, reportable situations, civil
enforcement actions (whether by court action or otherwise), formal and informal inquiries and regulatory supervisory activities in Australia and
globally. The Group has received various notices and requests for information from its regulators as part of both industry-wide and Group-specific
reviews and has also made disclosures to its regulators at its own instigation. The nature of these interactions can be wide ranging and, for example,
include or have included in recent years a range of matters including responsible lending practices, regulated lending requirements, product
suitability and distribution, interest and fees and the entitlement to charge them, customer remediation, wealth advice, insurance distribution, pricing,
competition, conduct in financial markets and financial transactions, capital market transactions, anti-money laundering and counter-terrorism
financing obligations, privacy obligations and information security, business continuity management, reporting and disclosure obligations and
product disclosure documentation. There may be exposures to customers which are additional to any regulatory exposures. These could include class
actions, individual claims or customer remediation or compensation activities. The outcomes and total costs associated with such reviews and
possible exposures remain uncertain.
202
ANZ 2023 Annual Report
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS
203
34. COMMITMENTS, CONTINGENT LIABILITIES AND CONTINGENT ASSETS (continued)
OTHER CONTINGENT LIABILITIES (continued)
SOUTH AFRICAN RATE ACTION
In February 2017, the South African Competition Commission commenced proceedings against local and international banks including ANZBGL
alleging breaches of the cartel provisions of the South African Competition Act in respect of trading in the South African rand. The potential civil
penalty or other financial impact is uncertain.
CAPITAL RAISING ACTION
In September 2018, the Australian Securities and Investments Commission (ASIC) commenced civil penalty proceedings against ANZBGL alleging
failure to comply with continuous disclosure obligations in connection with ANZBGL’s August 2015 underwritten institutional share placement. In
October 2023, the Federal Court of Australia found that ANZBGL should have notified the ASX of the joint lead managers’ take-up of placement shares.
No order has yet been made in respect of payment of legal costs or the amount of a civil penalty. The maximum penalty is $1 million.
ESANDA DEALER CAR LOAN LITIGATION
In August 2020, a class action was brought against ANZBGL alleging unfair conduct, misleading or deceptive conduct and equitable mistake in
relation to the use of flex commissions in dealer arranged Esanda car loans. ANZBGL is defending the allegations.
ONEPATH SUPERANNUATION LITIGATION
In December 2020, a class action was brought against OnePath Custodians, OnePath Life and ANZBGL alleging that OnePath Custodians breached its
obligations under superannuation legislation, and its duties as trustee, in respect of superannuation investments and fees. The claim also alleges that
ANZBGL was involved in some of OnePath Custodians’ investment breaches. ANZBGL is defending the allegations.
NEW ZEALAND LOAN INFORMATION LITIGATION
In September 2021, a representative proceeding was brought against ANZ Bank New Zealand Limited, alleging breaches of disclosure requirements
under consumer credit legislation in respect of variation letters sent to certain loan customers. ANZ Bank New Zealand Limited is defending the
allegations.
CREDIT CARDS LITIGATION
In November 2021, a class action was brought against ANZBGL alleging that certain interest terms in credit card contracts were unfair contract terms
and that it was unconscionable for ANZBGL to rely on them. ANZBGL is defending the allegations.
ROYAL COMMISSION
The Royal Commission into Misconduct in the Banking, Superannuation and Financial Services Industry released its final report on 4 February 2019.
Following the Royal Commission there have been, and continue to be, additional costs and further exposures, including exposures associated with
further regulator activity or potential customer exposures such as class actions, individual claims or customer remediation or compensation activities.
The outcomes and total costs associated with these possible exposures remain uncertain.
SECURITY RECOVERY ACTIONS
Various claims have been made or are anticipated, arising from security recovery actions taken to resolve impaired assets. These claims will be
defended.
WARRANTIES, INDEMNITIES AND PERFORMANCE MANAGEMENT FEES
The Group has provided warranties, indemnities and other commitments in favour of the purchaser and other persons in connection with various
disposals of businesses and assets and other transactions, covering a range of matters and risks. It is exposed to claims under those warranties,
indemnities and commitments, some of which are currently active. The outcomes and total costs associated with these exposures remain uncertain.
The Group has entered an arrangement to pay performance management fees to external fund managers in the event predetermined performance
criteria are satisfied in relation to certain Group investments. The satisfaction of the performance criteria and associated performance management fee
remains uncertain.
203
204
ANZ 2023 Annual Report
ANZ 2023 ANNUAL REPORT
Notes to the financial statements (continued)
Overview
Operating
environment
Performance
overview
Remuneration
report
Directors’
report
Financial
report
Shareholder
information
NOTES TO THE FINANCIAL STATEMENTS (continued)
34. COMMITMENTS, CONTINGENT LIABILITIES AND CONTINGENT ASSETS (continued)
OTHER CONTINGENT LIABILITIES (continued)
CLEARING AND SETTLEMENT OBLIGATIONS
Certain group companies have a commitment to comply with rules governing various clearing and settlement arrangements which could result in a
credit risk exposure and loss if another member institution fails to settle its payment clearing activities. The Group’s potential exposure arising from
these arrangements is unquantifiable in advance.
Certain group companies hold memberships of central clearing houses, including ASX Clear (Futures), London Clearing House (LCH), SwapClear and
RepoClear, Korea Exchange (KRX), Hong Kong Exchange (HKEX), Clearing Corporation of India and the Shanghai Clearing House. These memberships
allow the relevant group company to centrally clear derivative instruments in line with cross-border regulatory requirements. Common to all of these
memberships is the requirement for the relevant group company to make default fund contributions. In the event of a default by another member,
the relevant group company could potentially be required to commit additional default fund contributions which are unquantifiable in advance.
PARENT ENTITY GUARANTEES
Certain group companies have issued letters of comfort and guarantees in respect of certain subsidiaries in the normal course of business. Under
these letters and guarantees, the issuing entity undertakes to ensure that those subsidiaries continue to meet their financial obligations, subject to
certain conditions including that the subsidiary remains a controlled entity.
SALE OF GRINDLAYS BUSINESS
On 31 July 2000, ANZBGL completed the sale to Standard Chartered Bank (SCB) of ANZ Grindlays Bank Limited (Grindlays) and certain other
businesses. ANZBGL provided warranties and indemnities relating to those businesses.
The indemnified matters include civil penalty proceedings and criminal prosecutions brought by Indian authorities against Grindlays and certain of its
officers, in relation to certain transactions conducted in 1991 that are alleged to have breached the Foreign Exchange Regulation Act, 1973. Civil
penalties were imposed in 2007 which are the subject of appeals. The criminal prosecutions are being defended.
CONTINGENT ASSETS
NATIONAL HOUSING BANK
ANZBGL 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 ANZBGL and NHB.
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35. AUDITOR FEES
KPMG Australia
Audit or review of financial reports
Audit-related services1
Non-audit services2
Total3
Overseas related practices of KPMG Australia
Audit or review of financial reports
Audit-related services1
Non-audit services2
Total
Total auditor fees
2023
$’000
2022
$’000
9,820
3,882
10
13,712
6,157
1,933
95
8,185
21,897
8,217
6,037
8
14,262
5,808
1,459
-
7,267
21,529
1. Group audit-related services comprise prudential and regulatory services of $4.11 million (2022: $6.26 million), comfort letters $0.57 million (2022: $0.52 million) and other services $1.14 million (2022: $0. 71
million).
2. The nature of non-audit services for the Group includes methodology, procedural and administrative reviews. Further details are provided in the Directors’ Report.
3. Inclusive of goods and services tax.
The Group’s 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 an external auditor. These include regulatory and prudential reviews requested by
regulators such as APRA. Any other services that are not audit or audit-related services are non-audit services. The 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 or breach auditor independence. These include
consulting advice and subcontracting 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.
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NOTES TO THE FINANCIAL STATEMENTS (continued)
36. PENDING ORGANISATIONAL CHANGES IMPACTING FUTURE REPORTING PERIODS
Suncorp Bank Acquisition
On 18 July 2022, the ANZ Group announced an agreement to purchase 100% of the shares in SBGH Limited, the immediate non-operating holding
company of Suncorp Bank. The acquisition was subject to Australian Competition and Consumer Commission (ACCC) authorisation or approval. The
ACCC declined to grant authorisation for this acquisition in August 2023 and this decision is currently subject to review by the Australian Competition
Tribunal. In addition, the acquisition remains subject to satisfaction of certain conditions, including Federal Treasurer approval and certain
amendments to the State Financial Institutions and Metway Merger Act 1996 (QLD). ANZBGL will also have a termination right under the Suncorp
Bank Sale Agreement if APRA issues a written communication to ANZBGL under or in connection with APS 222 Associations with Related Entities to
the effect that ANZBGL must not proceed with completion of the acquisition. Assuming these conditions are satisfied, and merger approval is granted,
it is expected to occur in mid-calendar year 2024.
37. EVENTS SINCE THE END OF THE FINANCIAL YEAR
There have been no significant events from 30 September 2023 to the date of signing this report.
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CONSOLIDATED GROUP DIRECTORS’ DECLARATION
Directors’ Declaration
The Directors of ANZ Group Holdings Limited declare that:
a)
in the Directors’ opinion, the financial statements and notes of 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 Consolidated Entity as at 30 September 2023 and of its
performance for the year ended on that date; and
b) the notes to the financial statements of the Consolidated Entity include a statement that the financial statements and notes of the Consolidated
Entity comply with International Financial Reporting Standards; and
c)
the Directors have been given the declarations required by section 295A of the Corporations Act 2001; and
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.
Signed in accordance with a resolution of the Directors.
Paul D O’Sullivan
Chairman
10 November 2023
Shayne C Elliott
Managing Director
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CONSOLIDATED GROUP DIRECTORS’ DECLARATION
TO THE SHAREHOLDERS OF ANZ GROUP HOLDINGS LIMITED
REPORT ON THE AUDIT OF THE FINANCIAL REPORT
OPINION
We have audited the Financial Report of ANZ Group Holdings Limited (the Group).
In our opinion, the accompanying Financial Report of the Group is in accordance with the Corporations Act 2001, including:
• giving a true and fair view of the Group’s financial position as at 30 September 2023 and of its financial performance for the year ended on that
date; and
• complying with Australian Accounting Standards and the Corporations Regulations 2001.
The Financial Report comprises:
• Balance sheet as at 30 September 2023
• income statement, statement of comprehensive income, statement of changes in equity, and cash flow statement for the year then ended
• notes including a summary of significant accounting policies
• Directors’ Declaration.
The Group consists of ANZ Group Holdings Limited and the entities it controlled at the year-end or from time to time during the financial year.
BASIS FOR OPINION
We conducted our audit in accordance with Australian Auditing Standards. We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our opinion.
Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the Financial Report section of our
report.
We are independent of the Group in accordance with the Corporations Act 2001 and the ethical requirements of the Accounting Professional and
Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) that are relevant to
our audit of the Financial Report in Australia. We have fulfilled our other ethical responsibilities in accordance with these requirements.
KEY AUDIT MATTERS
The Key Audit Matters we identified are:
• Allowance for expected credit losses
• Subjective and complex valuation of financial instruments held at fair value
• Carrying value of investment in PT Bank Pan Indonesia (PT Panin)
• IT systems and controls.
Key Audit Matters are those matters that, in our professional judgement, were of most significance in our audit of the Financial Report of the current
period.
These matters were addressed in the context of our audit of the Financial Report as a whole, and in forming our opinion thereon, and we do not
provide a separate opinion on these matters.
KPMG, an Australian partnership and a member firm of the KPMG global organisation of independent member firms affiliated with KPMG International Limited, a private
English company limited by guarantee. All rights reserved. The KPMG name and logo are trademarks used under license by the independent member firms of the KPMG
global organisation. Liability limited by a scheme approved under Professional Standards Legislation.
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NOTES TO THE FINANCIAL STATEMENTS
KEY AUDIT MATTERS (continued)
ALLOWANCE FOR EXPECTED CREDIT LOSSES ($4,408m)
Refer to the critical accounting estimates and judgements disclosures in relation to the allowance for expected credit losses in Note 14 to the Financial
Report.
The key audit matter
Allowance for expected credit losses (ECL) is a key audit matter due to the significance of the loans and advances balances to the financial statements
and the inherent complexity of the expected credit loss models (ECL models) used to measure ECL allowances. These models are reliant on data and
estimates including multiple economic scenarios and key assumptions such as defining a significant increase in credit risk (SICR).
AASB 9 Financial Instruments requires the Group to measure ECLs on a forward-looking basis reflecting a range of economic conditions. Post-model
adjustments are considered to address known ECL model limitations or emerging trends in the loan portfolios. We exercise significant judgement in
challenging the economic scenarios and the judgmental post-model adjustments.
Additional subjectivity and judgement is required due to the heightened uncertainty associated with the impact of the economic outlook and its
impact on customers, increasing our audit effort thereon.
SICR identification, such as a decrease in customer credit rating (CCR), is a key judgement within the ECL methodology, as this criterion determines if a
forward-looking 12 month or lifetime allowance is recorded.
Additionally, allowances for individually assessed wholesale loans exceeding specific thresholds are assessed. We exercise significant judgement in
challenging the assessment of specific allowances based on the expected future cash repayments and estimated proceeds from the value of the
collateral held in respect of the loans.
How the matter was addressed in our audit
Our audit procedures for the allowance for ECL included assessing significant accounting policies against the requirements of the accounting
standard. Additionally, our procedures included testing key controls in relation to:
• The ECL model governance and validation processes which involved assessment of model performance;
• The assessment and approval of the forward-looking macroeconomic assumptions and scenario weightings through challenge applied by internal
governance processes;
• Reconciliation of the data used in the ECL calculation process to gross balances recorded within the general ledger as well as source systems;
• Customer credit rating (CCR) for wholesale loans (larger customer exposures are monitored individually). This covered elements such as: approval
of new lending facilities against lending policies, monitoring of counterparty credit quality against exposure criteria for internal factors specific to
the counterparty or external macroeconomic factors, and accuracy and timeliness of CCR and security indicator (SI) assessments against lending
policies and regulatory requirements;
• IT system controls which record retail loans lending arrears, group exposures into delinquency buckets, and re-calculate individual allowances. We
tested automated calculation and change management controls and evaluated the oversight of the portfolios, with a focus on controls over
delinquency monitoring.
We tested relevant General Information Technology Controls (GITCs) in relation to the key IT applications used in measuring ECL allowances as
detailed in the IT Systems and Controls key audit matter below.
In addition to controls testing, our procedures included:
• Reperforming a sample of credit assessments for wholesale loans controlled by workout and recovery teams assessed as higher risk or impaired,
and a sample of other loans, focusing on larger exposures assessed by the Group as showing signs of deterioration, or in areas of emerging risk.
• For each loan sampled, we challenged the Group’s assessment of CCR and SI using the customer’s financial position, the valuation of security, and,
where relevant, the risk of stranded assets, to inform our overall assessment of loan recoverability and the impact on the credit allowance. To do
this, we used the information on the Group’s loan file and discussed the facts and circumstances of the case with the loan officer.
• Exercising our judgement, our procedures included using our understanding of relevant industries and the macroeconomic environment and
comparing data and assumptions used by the Group in recoverability assessments to externally sourced evidence, such as commodity prices,
publicly available audited financial statements and comparable external valuations of collateral held. Where relevant, we assessed the forecast
timing of future cash flows in the context of underlying valuations and approved business plans and challenged key assumptions in the valuations;
• Obtaining an understanding of the Group’s processes to determine ECL allowances, evaluating the ECL model methodologies against established
market practices and criteria in the accounting standards;
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INDEPENDENT AUDITOR’S REPORT (continued)
KEY AUDIT MATTERS (continued)
• Working with our credit risk specialists, we assessed the accuracy of the ECL model estimates by re-performing, for a sample of loans, the
calculation of the ECL allowance using our independently derived calculation tools and comparing this to the amount recorded by the Group;
• Working with our economic specialists, we challenged the forward-looking macroeconomic assumptions and scenarios incorporated in the ECL
models. We compared the forecast GDP, unemployment rates, CPI and property price indices to relevant publicly available macroeconomic
information, and considered other known variables and information obtained through our other audit procedures to identify contradictory
indicators;
• Testing the implementation of SICR methodology by re-performing the staging calculation for a sample of loans taking into consideration
movements in the CCR from loan origination and comparing our result to actual staging applied on an individual account level in the ECL model;
• Assessing the accuracy of the data used in the ECL models by checking a sample of data fields such as account balance and CCR to relevant source
systems.
We challenged key assumptions used in post-model adjustments. This included:
• Assessing post-model adjustments against ECL model and data deficiencies identified in model validation processes, particularly in light of the
significant volatility in economic scenarios;
• Comparing underlying data used in concentration risk and economic cycle allowances to underlying loan portfolio characteristics of recent loss
experience, current market conditions and specific risks in the loan portfolios;
• Assessing certain post-model adjustments identified against internal and external information;
• Assessing the completeness of post-model adjustments by checking the consistency of risks we identified in the loan portfolios against the Group’s
assessment.
• Assessing the appropriateness of the Group’s disclosures in the Financial Report using our understanding obtained from our testing and against
the requirements of the accounting standards.
SUBJECTIVE AND COMPLEX VALUATION OF FINANCIAL INSTRUMENTS HELD AT FAIR VALUE:
- FAIR VALUE OF LEVEL 3 ASSET POSITIONS $2,151m
- FAIR VALUE OF LEVEL 2 ASSET POSITIONS $135,711m
- FAIR VALUE OF LEVEL 3 LIABILITY POSITIONS $23m
- FAIR VALUE OF LEVEL 2 LIABILITY POSITIONS $92,892m
Refer to the critical accounting estimates, judgements and disclosures of fair values in Note 19 to the Financial Report.
The key audit matter
The fair value of the Group’s Level 3 and 2 financial instruments is determined by the application of valuation techniques which often involve the
exercise of judgement and the use of assumptions and estimates.
In assessing this Key Audit Matter, we involved our valuation specialists to supplement our senior team members who understand the methods,
assumptions and data relevant to the valuation of financial instruments.
The valuation of Level 3 and Level 2 financial instruments held at fair value is a Key Audit Matter due to:
• The high degree of estimation uncertainty and potentially significant range of reasonable outcomes associated with the valuation of financial
instruments classified as Level 3 where significant pricing inputs used in the valuation methodology and models are not observable.
• The complexity associated with the valuation methodology and models of certain more complex Level 2 financial instruments including credit
valuation adjustment (CVA) and funding valuation adjustment (FVA) leading to an increase in subjectivity and estimation uncertainty.
These factors increased the level of judgement applied by us and our audit effort thereon.
How the matter was addressed in our audit
Our audit procedures in relation to the valuation of financial instruments held at fair value included:
• Performing an assessment of the population of financial instruments held at fair value by the Group to identify portfolios with a higher risk of
misstatement arising from significant judgements over valuation either due to unobservable inputs or complex models.
• Testing the design and operating effectiveness of key controls relating specifically to these financial instruments, including those in relation to:
• Independent Price Verification (IPV), including completeness of portfolios and valuation inputs subject to IPV;
• model validation at inception and periodically, including assessment of model limitation and assumptions;
• review, approval and challenge of daily profit and loss by a control function;
• collateral management process, including review and approval of margin reconciliations with clearing houses; and
• review and approval of CVA and FVA, including exit price and portfolio level adjustments.
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KEY AUDIT MATTERS (continued)
• In relation to the subjective valuation of complex Level 2 and Level 3 financial instruments, with our valuation specialists:
• Assessing the reasonableness of key inputs and assumptions using comparable data in the market and available alternatives;
• Comparing the Group’s valuation methodology to industry practice and the criteria in the accounting standards; and
• Independently revaluing a selection of financial instruments and CVA/FVA. This involved sourcing independent inputs from comparable data in
the market and available alternatives. We challenged and assessed any differences.
• Assessing the appropriateness of the Group’s disclosures in the Financial Report using our understanding obtained from our testing and against
the requirements of the accounting standards.
CARRYING VALUE OF INVESTMENT IN PT PANIN ($1,440m)
Refer to the critical accounting estimates, judgements and disclosures in Note 28 to the Financial Report.
The key audit matter
The carrying value of the Group’s investment in PT Panin is a key audit matter due to the impairment indicators identified at the reporting date and
the assessment of the investment’s recoverable amount involving judgement and the consideration of valuation models given historical volatility in
the market price of the shares. Impairment has been recognised in prior periods. We involved our valuation specialists to supplement our senior team
members in assessing this key audit matter.
How the matter was addressed in our audit
Working with our valuation specialists, our procedures included:
• Considering the appropriateness of the recoverable amount assessment used to conclude the carrying value of the investment is supportable;
• Considering the appropriateness of the value in use valuation method applied against the requirements of the accounting standards. This
included:
• Assessing the integrity of the models used, including the accuracy of the underlying calculation formulas;
• Assessing the key assumptions used in the models, such as, discount rates, forecast earnings and terminal growth rates by comparing to
external observable metrics, historical experience, our knowledge of the markets and current market practice;
• Independently developing discount rates range considered comparable using publicly available market data for comparable entities, adjusted
for factors specific to the investments and the markets and industry they operate in;
• Comparing the forecast earnings contained in the model to broker consensus reports and released financial results;
• Assessing the accuracy of previous forecasts to inform our evaluation of current forecasts incorporated in the model; and
• Considering the sensitivity of the models by varying key assumptions, such as, discount rates, forecast cash flows and terminal growth rates,
within a reasonable possible range. We did this to identify those assumptions at higher risk of bias or inconsistency in application and to focus
our further procedures.
• Assessing the recoverable amount at the reporting date against the recoverable amount of the investment when it was last impaired to critically
assess potential reversal of previous impairment losses;
• Assessing the Group’s disclosures in the Financial Report using our understanding obtained from our testing and against the requirements of the
accounting standards.
IT SYSTEMS AND CONTROLS
The key audit matter
As a major Australian bank, the businesses utilise many complex, interdependent Information Technology (IT) systems to process and record a high
volume of transactions. The controls over access, changes to and operation of IT systems are key to the recording of financial information and the
preparation of a financial report which provides a true and fair view of the Group’s financial position and performance.
The IT systems and controls, as they impact the financial recording and reporting of transactions, is a key audit matter as our audit approaches could
significantly differ depending on the effective operation of the IT controls. We work with our IT specialists as a core part of our audit team.
How the matter was addressed in our audit
Our testing focused on the technology control environments for key IT applications (systems) used in processing significant transactions and
recording balances in the general ledgers, and the automated controls embedded within these systems which link the technology-enabled business
processes. Our audit procedures included:
• Assessing the governance and higher-level controls across the IT environments, including those regarding policy design, policy review and
awareness, and IT Risk and cyber security management practices;
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INDEPENDENT AUDITOR’S REPORT (continued)
KEY AUDIT MATTERS (continued)
• Design and operating effectiveness testing of key controls across the user access management lifecycle, including how users are on-boarded,
reviewed for access levels assigned, and removed on a timely basis from key IT applications and supporting infrastructure. We also examined the
management of privileged roles and functions across relevant IT application and the supporting infrastructure;
• Design and operating effectiveness testing of key controls for IT change management including authorisation of changes prior to development,
testing performed and approvals prior to migration into the production environment of key IT applications. We assessed user access to release
changes to IT application production environments and whether access was commensurate with their job responsibilities;
• Design and operating effectiveness testing of key controls used by the technology teams to restrict access to and monitor system batch job
schedules;
• Design and operating effectiveness testing of key automated business process controls including those relating to enforcing segregation of duties
to avoid conflicts from inappropriate role combinations within IT applications. Our testing included:
• Configurations to perform calculations, mappings and flagging of financial transactions, and automated reconciliation controls (both between
systems and intra-system); and
• Data integrity of key system reporting used by us in our audit to select samples and analyse data used to generate financial reporting.
• Where our testing identified design and operating effectiveness matters relating to IT systems or application controls relevant to our audit, we
performed alternative audit procedures, including consideration of mitigating controls.
OTHER INFORMATION
Other Information is financial and non-financial information in ANZ Group Holdings Limited’s annual reporting which is provided in addition to the
Financial Report and the Auditor’s Report. The Directors are responsible for the Other Information.
Our opinion on the Financial Report does not cover the Other Information and, accordingly, we do not express an audit opinion or any form of
assurance conclusion thereon, with the exception of the Remuneration Report and our related assurance opinion.
In connection with our audit of the Financial Report, our responsibility is to read the Other Information. In doing so, we consider whether the Other
Information is materially inconsistent with the Financial Report or our knowledge obtained in the audit, or otherwise appears to be materially
misstated.
We are required to report if we conclude that there is a material misstatement of this Other Information, and based on the work we have performed
on the Other Information that we obtained prior to the date of this Auditor’s Report we have nothing to report.
RESPONSIBILITIES OF THE DIRECTORS FOR THE FINANCIAL REPORT
The Directors are responsible for:
• preparing the Financial Report that gives a true and fair view in accordance with Australian Accounting Standards and the Corporations Act 2001
• implementing necessary internal control to enable the preparation of a Financial Report that gives a true and fair view and is free from material
misstatement, whether due to fraud or error
• assessing the Group and Company’s ability to continue as a going concern and whether the use of the going concern basis of accounting is
appropriate. This includes disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless they
either intend to liquidate the Group and Company or to cease operations, or have no realistic alternative but to do so.
AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL REPORT
Our objective is:
• to obtain reasonable assurance about whether the Financial Report as a whole is free from material misstatement, whether due to fraud or error;
and
• to issue an Auditor’s Report that includes our opinion.
Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Australian Auditing Standards
will always detect a material misstatement when it exists. Misstatements can arise from fraud or error. They are considered material if, individually or in
the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the Financial Report.
A further description of our responsibilities for the audit of the Financial Report is located at the Auditing and Assurance Standards Board website at:
https://www.auasb.gov.au/admin/file/content102/c3/ar1_2020.pdf. This description forms part of our Auditor’s Report.
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NOTES TO THE FINANCIAL STATEMENTS
213
REPORT ON THE REMUNERATION REPORT
OPINION
In our opinion, the Remuneration Report of ANZ Group Holdings Limited for the year ended 30 September 2023, complies with Section 300A of the
Corporations Act 2001.
DIRECTORS’ RESPONSIBILITIES
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 RESPONSIBILITIES
We have audited the Remuneration Report included in the Directors’ report for the year ended 30 September 2023.
Our responsibility is to express an opinion on the Remuneration Report, based on our audit conducted in accordance with Australian Auditing
Standards.
KPMG
Martin McGrath
Partner
Melbourne
10 November 2023
Maria Trinci
Partner
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SHAREHOLDER INFORMATION
UNAUDITED
Ordinary shares
At 4 October 2023, the 20 largest holders of ANZGHL ordinary shares held 1,783,350,912 ordinary shares, equal to 59.34% of the total issued
ordinary capital. At 4 October 2023 the issued ordinary capital was 3,005,286,886 ordinary shares.
Name
Number of shares
% of shares
1 HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED
2
3
J P MORGAN NOMINEES AUSTRALIA PTY LIMITED
CITICORP NOMINEES PTY LIMITED
4 NATIONAL NOMINEES LIMITED
5
BNP PARIBAS NOMS PTY LTD
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