YOUR ANZYOUR WORLDANNUAL REPORT

We live in your world2010

cover: James Riley, Relationship manager and Jenny fan,
Assistant manager, Business Banking, melbourne, Australia

BUiLDiNG A BANK OF GLOBAL QUALiTY
WiTH A REGiONAL FOCUS

Almost three years ago ANZ took a decision to change. We set an aspiration to becomea super regional bank – a bank of global quality with clear strategy to focus on growthin Asia Pacific, one of the world’s fastest growing regions.
We had strong franchise in retail, commercial and institutional banking
in our home markets of Australia and New Zealand and an existing but
under developed presence in Asia dating back more than 30 years.
Our aspiration and the foundation we had to build on played perfectly
into the growing economic, trade, educational and cultural linkages
between Australia, New Zealand and Asia Pacific.
With our roadmap for change, ANZ remained well capitalised andprofitable through a time of great turmoil in global markets. This has
enabled us to take advantage of opportunities to grow and to maketangible progress toward becoming a leading bank in the region.
During that time, we have also made significant changes to enable
ANZ to deliver against the aspiration we have set.
We have built a new leadership team of international bankers
with the breadth of experience and the range of capability
to grow in our developed home markets and to grow in newand emerging markets.
We have created a new business structure focused on ourcustomers and our core geographies supported by stronger
governance and risk controls suited to our aspiration.
We have established clear propositions for our customers
supported by a new unified brand to help drive organic growth.
We have completed a number of strategic acquisitionsin Asia, Australia and New Zealand providing us with anenhanced network, broader product capabilities and morecustomer relationships across our three core geographies.

Together, our franchise, our clear strategy and the actions we havetaken to change have uniquely positioned us to ride the wave ofgrowth in the region and to create value for our customers and forour shareholders.
Today, ANZ is the only Australian bank with a clearly articulated
strategy to take advantage of Australia and New Zealand’sgeographic, business and cultural linkages with Asia, the fastest
growing region in the world.

Our growth agenda is based on building 4 core capabilities:

1

PUTTING CUSTOMERS AT
A THE
CENTRE OF EVERYTHING WE DO

2BEING PERFORMANCE DRIVEN

3BEING SALES AND
MARKETING FOCUSED4HAVA ING TECHNOLOGY AS
AV
THE BASIS FOR OUR BUSINESS

We invite you to read more about our strategy andour business by visiting www.shareholder.anz.com

Directors’ Report

1

CONTENTS
Section 1

Section 3

Financial Highlights

5

Financial Report

Chairman’s Report

6

Notes to the Financial Statements

90

Chief Executive Officer’s Report

8

Directors’ Declaration

205

Directors’ Report

10

Independent Auditor’s Report

206

Remuneration Report

15

Corporate Governance Statement

46

Section 2

2

ANZ Annual Report 2010

84

Section 4
Financial Information

208

Shareholder Information

216

Review of Operations

65

Glossary of Financial Terms

220

Principal Risks and Uncertainties

74

Alphabetical Index

224

Five Year Summary

82

ANZ Annual Report 20103

Financial Highlights

SECTiON 1

Full
year
Sep 10

Full
year
Sep 09

4,501
5,025

2,943
3,772

13.9%
15.5%
0.86%
0.96%
14.3%
2.47%
2.75%
117,486

10.3%
13.3%
0.58%
0.75%
9.7%
2.31%
2.47%
100,821

Operating expenses to operating income
Operating expenses to average assets
Operating expenses to operating income (underlying)1

46.5%
1.39%
44.2%

45.7%
1.23%
42.2%

Operating expenses to average assets (underlying)1

1.33%

1.20%

(4)
1,791
1,787
0.50%
0.50%

235
2,770
3,005
0.78%
0.85%

52
74
126
71.6%
64.1%

46
56
102
82.3%
64.1%

11

33

Profitability

Financial Highlights

5

Chairman’s Report

6

Chief Executive Officer’s Report

8

Directors’ Report10

Remuneration Report

15

Corporate Governance Statement

46

Profit attributable to shareholders of the company ($m)
Underlying profit1 (m)Return on:
Average ordinary shareholders’ equity2
Average ordinary shareholders’ equity (underlying profit basis)1,2
Average assets
Average assets (underlying profit basis)1
Total income
Net interest margin
Net interest margin (excluding global markets)
Underlying profit per average FTE ($)

Efficiency ratios

credit impairment provisioning
collective provision charge ($m)
individual provision charge ($m)
Total provision charge ($m)
individual provision charge as a % of average net advances3
Total provision charge as a % of average net advances3

Ordinary share dividends (cents)
interim – 100% franked (mar 2009: 100% franked)
final – 100% franked (Sep 2009: 100% franked)
Total dividend
Ordinary share dividend payout ratio4
Underlying ordinary share dividend payout ratio4

Preference share dividend ($m)
Dividend paid5

1 Adjusted for material items that are not part of the normal ongoing operations of the group including one-off gains and losses, non continuing businesses, timing differences on economic
hedges and acquisition related costs. Refer page 65.
2 Average ordinary shareholders’ equity excludes non-controlling interests, preference shares and includes iNgA treasury shares.
3 for the purposes of this ratio the individual provision charge excludes impairment expense on available-for-sale assets.
4 Dividend payout ratio is calculated using the 31 march 2009 interim, 30 September 2009 final and the 31 march 2010 interim dividends and the proposed 30 September 2010 final dividend.
5 Represents dividends paid on Euro Trust Securities issued on 13 December 2004.

4

ANZ Annual Report 2010

Financial Highlights

5Chairman’s Report
A message from John Morschel

ANZ delivered a strong outcome for shareholders in 2010 while also performingfor our customers and the community.

Our Performance

Customers and the Community

Outlook

ANZ’s statutory profit after tax for the year ended 30 September 2010
was $4.5 billion, up 53% reflecting a strong performance across thebank and lower provisions. The final dividend of 74 cents per shareis 32% higher than 2009 and will bring the total dividend for the year
to 126 cents per share fully franked, an annual increase of 24%.

During 2010, ANZ continued to deliver good outcomes forour customers and the community. This is significant given
the expectations that shareholders and society have of
successful banks.

In 2011, we expect Asia ex-Japan to grow at around 8% comparedto less than 3% in the US and Europe. Australia is expected to continue
to perform well and in New Zealand the recovery is gathering
momentum for 2011.

In Australia, we were ranked number one for retail customer
satisfaction while in Institutional we were rated number one for‘lead domestic bank relationships’ in Australia and in New Zealand wewere named Bank of the Year by the Institute of Finance Professionals.
We were also assessed as the leading sustainable bank globally by
the Dow Jones Sustainability Index for the fourth consecutive year.

Nevertheless, there is continuing uncertainty in the global economic
environment, particularly in the US and Europe where the recovery
remains fragile. At the same time, all banks are facing higher funding
costs and there are regulatory uncertainties associated with newcapital and liquidity requirements.

Taking into account one-off items such as acquisition costs andsubsequent fair value adjustments, and hedging timing differences
our underlying profit for 2010 was $5.0 billion, up 33%.
Revenue growth of 15% was solid while costs increased by 17%
reflecting the integration of acquisitions and continued investment
in growth. Provisions reduced by 41% to $1.8 billion reflecting theimproved economic environment in Australia and New Zealand.
ANZ remains strongly capitalised with Tier 1 capital as at
30 September 2010 at 10.1% and Core Tier 1 of 8.0%. The Group
is well placed to meet new capital standards being developed by
the Basel Committee on Banking Supervision and the Australian
Prudential Regulation Authority.

Expansion and Growth
During 2010, we continued to advance our super regional strategy
through organic growth and acquisitions.
In December 2009, we acquired the Landmark financial services loan
and deposit books from AWB bringing with it around $300 million in
deposits and around $2.4 billion in lending. It has taken our Regional
Commercial business in Australia to the number two market shareposition in agri-business.
We also completed the acquisition of the remaining 51% of the
ANZ-ING wealth management and life insurance joint venturesin Australia and New Zealand that we did not already own. It waspleasing to see the business performed strongly during the year.

Together with our financial performance, the good outcomes
we have achieved for our customers and the community reflects
the significant efforts of our management and staff and I thankthem for their contribution.
This year we have provided an integrated view of how ANZ
is managing financial and non-financial issues. This reflects
how we think about our business and our commitment togrowing responsibly.

Our super regional strategy positions us well but with global
economic growth likely to continue to be soft over the medium term,
the environment remains challenging to navigate.
2010 has marked the 175th anniversary of ANZ’s establishment andwe continue to grow and to strengthen the bank. We have a clear
direction and our results this year highlight the momentum wehave established. I believe we will continue to deliver value andperformance for our shareholders, our customers and the community
in 2011.

By combining the Annual Shareholder Review and our Corporate
Responsibility Review we have simplified our reporting andprovided a more complete and balanced picture of our performanceand results.

Board Changes
Charles Goode retired in March 2010 after 18 years of distinguishedservice on the ANZ Board including 15 as our Chairman. Charles
successfully oversaw an extraordinary period of change at ANZ andmade an outstanding contribution to business and the community,
not only in Australia, but in the Asia Pacific region.

John MorschelChairmanIn Asia, we completed the acquisition of businesses from theRoyal Bank of Scotland in six countries in Asia. A number of key
strategic milestones were also reached including the establishmentof a locally incorporated subsidiary in China, obtaining a qualifying
full bank licence in Singapore and in principle approval for a foreignbank licence in India.

6

ANZ Annual Report 2010

Chairman’s Report7Chief Executive Officer’s Report
A message from Michael Smith

ANZ is now a more predictable organisation for shareholders and a better place for our customers to do business.

Three years after setting out our super regional ambition,
our 2010 results have demonstrated that ANZ is now consistently
delivering on the promises we made to our shareholders as wellas to our customers and the community.
While our statutory profit for the full year was $4.5 billion, up 53%
our underlying business has performed strongly across the board.
We reported an underlying net profit after tax1 of $5 billion which
was up 33%.
Our performance was assisted by the improved economic environment
in Australia and New Zealand, and by Asia’s continued growth. The
improved credit environment saw provisions for bad and doubtful
debts fall by 41% to $1.8 billion. Importantly though, we had good
growth in underlying profit before provisions1 which was up 6%.
Our balance sheet management remains a strength. We have a strong
capital position and increasing diversity in our sources of funding
including continued growth in deposits in Australia and in Asia.

Regional PerformanceOur 2010 results show that ANZ has momentum in every areaof our business.
In Australia underlying profit grew 42%. Market share growth was a
feature, Retail lending was up 12% driven by a strong performance inmortgages and household customer deposits was up 11%. We haveachieved this while continuing to improve our number one ranking
on overall customer satisfaction in our Retail business. Commercial
Banking also made a strong contribution with profit up 34%.
In Asia Pacific Europe and America, although 2010 was a yearof consolidation following the acquisition of businesses from theRoyal Bank of Scotland and the six business integrations we’ve
completed in Asia during the year, earnings from our partnershipinvestments and Institutional resulted in a 21%2 lift in underlying
profit1 to US$620 million.
During the year we also achieved a number of milestones in our
regional expansion plans including regulatory approval for new
or expanded banking licences in China, Singapore, the Philippines
and India.

Our Institutional business is now performing well with underlying
profit1 up 23% to $1.8 billion. Institutional’s strategy is totally aligned
to our super regional ambition and it is providing a compelling anddifferentiated proposition for our clients. We are investing strongly
in the business’s future and the results are showing through withinter-region client flows up 10% in 2010 and flows into Asia from
elsewhere in the network up 20%.
In New Zealand, the economy began to stabilise during the year,
and a 48%2 decline in the provision charge was the main driverof a 40%2 rise in underlying profit1 off a low base in 2009 to
NZ$882 million. I’m optimistic about what our business can doin New Zealand in 2011.

Distinctive Growth Strategy
We are also now making significant progress with our strategic
ambition to become a leading super regional bank in Asia Pacific.
In addition to our strong financial performance, we completed theacquisitions in Australia, New Zealand and Asia which strengthened
our activities in banking and wealth management, and we continued
to grow our existing business.
By remaining strong through the financial crisis, we have been able tocontinue supporting our customers and to look at further opportunities
for growth.
Our strategy is clear and differentiated and it now makes even more
sense in the post-Global Financial Crisis world where Asia, excluding
Japan, is growing at around 8% while economic growth in developed
markets such as the United States and Europe is around 2.5%.
ANZ is the only Australian bank to give shareholders a material
exposure to Asia’s growth combined with significant domestic
businesses in Australia and New ZealandIt’s pleasing that we are now increasingly recognised for ourgeographic diversification which focuses on the world’s best
performing economies and the linkages that our corporate andpersonal customers have with the Asia Pacific region.

Growing Sustainably

Our operating environment

While performance often tends to focus on financial results, overthe long-term it is a reflection of how effectively we are serving ourcustomers and contributing to the communities where we operate.
Our commitment to growing our business responsibly is fundamental
to our aspiration to become a super regional bank.

Looking ahead, there is continuing uncertainty in the global
environment, particularly for the US and European economies.
At the same time, higher funding costs are here to stay and there
are regulatory uncertainties associated with new capital and liquidity
requirements. All in all, this remains a challenging environment
to navigate.

In practice, this means understanding and responding to the issues
that matter to our customers and communities; committing to thehighest standards of corporate behaviour in order to build trustwith governments and regulators seeking responsible businesses
to operate in their countries; and prioritising those investors targetingwell-managed companies with superior prospects for medium tolong-term growth.
And, of course, increasingly the best employees want to workfor companies that are both financially successful and making
a sustainable contribution to society.
A commitment to growing responsibly, however, isn’t without its
challenges and at times can raise unrealistic expectations about
our ability alone to solve significant issues facing society. During
the year we responded to concerns raised by stakeholders, including
shareholders, regarding some of our financing decisions.

The result is we will have to continue to think differently about ourbusiness. Lower credit growth and higher costs of doing businessmean we’ll need to drive productivity and innovation to stay aheadof the game. We need to streamline our structures and do things in
new and different ways.
At the same time, our 8 million customers want simpler processes,
convenience and more innovation from us and this also helps drive
medium and long-term value for shareholders.
Our performance in 2010 shows that after having weathered theglobal financial crisis in 2008 and 2009 we are now putting runs on
the board and we are well placed to meet these challenges – andindeed to take advantage of them – and to continue delivering on
the commitments we have made to all our stakeholders.

These issues bring into focus the complexity of what it means to
be a banker in today’s rapidly evolving world. It involves managing
the financial risks and opportunities and carefully balancing the
economic, social and environmental aspects of our decisions, giving
due consideration to the short, medium and long-term impacts.
I am proud of our work to support customers facing financial
difficulty; assist communities affected by natural disasters; improvefinancial capability amongst people on low incomes; together withthe progress we have made in further developing a culture of respectin our relationships with our customers, employees, suppliers andcommunities in every region where we operate.

Michael Smith
Chief Executive Officer

To support this, we’ve continued to build a world-class team ofexperienced bankers throughout the company to take advantage
of growth opportunities and to deliver on our strategy.

1 Adjusted for material items that are not part of the normal ongoing operationsof the Group including one-off gains and losses, non continuing businesses, timing
differences on economic hedges and acquisition related costs.
2 Represents growth in local currency.

8

ANZ Annual Report 2010

Chief Executive Officer’s Report9Directors’ Report

The directors present their report together with the Financial Report of the consolidated entity (the Group), being Australia
and New Zealand Banking Group Limited (the Company) and its controlled entities, for the year ended 30 September 2010
and the Independent Auditor’s Report thereon. The information is provided in conformity with the Corporations Act 2001.

Principal Activities

State of Affairs

Events Since the End of the Financial Year

The Group provides a broad range of banking and financial
products and services to retail, small business, corporate andinstitutional clients.

In the director’s opinion there have been no significant changes
in the state of affairs of the Group during the financial year, otherthan in respect of the following key acquisitions:

On 27 October 2010 the Company announced the investment of anadditional RMB 1.65 billion ($250m) in Shanghai Rural Commercial
Bank (SRCB) as part of a major capital raising by SRCB.

The Group conducts its operations primarily in Australia and
New Zealand and the Asia Pacific region. It also operates ina number of other countries including the United Kingdom
and the United States.

On 30 November 2009, the Group acquired the remaining
51% shareholding in the ANZ-ING joint ventures in Australia
and New Zealand, taking its ownership interest to 100%.

At 30 September 2010, the Group had 1,394 branches andother points of representation worldwide excluding Automatic
Teller Machines (ATMs).

Results
Consolidated profit after income tax attributable to shareholdersof the Company was $4,501 million, an increase of 53% over theprior year.
Strong growth in profit before credit impairment and income taxof $1,003 million or 14% and a reduction in the credit provision of$1,218 million reflected an improvement in economic conditions
in each of the regions.
Balance sheet growth was strong with total assets increasing by$54.8 billion (11%) and total liabilities increasing by $53.0 billion(12%). Movements within the major components include:
Net loans and advances including acceptances increased$15 billion (4%) primarily in Mortgages Australia with housing
loans increasing by $17.4 billion (12%). Growth of $7.7 billion acrossAsia, primarily in Singapore, Hong Kong and Taiwan were offset
by reduced lending in Institutional.
Customer deposits in Australia increased $11.3 billion driven bylarge growth in Institutional and Retail deposits, as customers
respond to attractive rates offered in line with six rate increases
to the official cash rate. Asia Pacific, Europe and America (APEA)
increased by $17.2 billion (56%) through successful initiatives
to raise customer deposit levels.
Further details are contained on pages 65 to73 of this Annual Report.

Future Developments

On 1 March 2010, the Group completed its acquisition of theLandmark financial services business from the AWB Group.
During 2009, ANZ announced the acquisition of selected
RBS businesses in Asia. The acquisitions were completed in thePhilippines on 21 November 2009, Vietnam on the 5 December
2009, Hong Kong on 20 March 2010,Taiwan on 17 April 2010,
Singapore on 15 May 2010 and Indonesia on 12 June 2010.
The financial impacts of these acquisitions are included fromthese respective dates.
Further review of matters affecting the Group’s state of affairs is
also contained in the Review of Operations on page 65 to 73 of thisAnnual Report.

Dividends
The directors propose that a fully franked final dividend of 74 cents
per fully paid ordinary share will be paid on 17 December 2010.
The proposed payment amounts to approximately $1,895 million.
During the financial year, the following fully franked dividends were
paid on fully paid ordinary shares:
Type

Final 2009
Interim 2010Cents
per share

Amount before bonus
option plan adjustment$m

Date ofpayment

56
52

1,403
1,318

18 December 2009
1 July 2010

The proposed final dividend of 74 cents together with the interim
dividend of 52 cents brings total dividends in relation to the year
ended 30 September 2010 to 126 cents fully franked.

Review of Operations
Review of the Group during the financial year and the results of
those operations, including an assessment of the financial position
and business strategies of the Group, is contained in the Chairman’s
Report, the Chief Executive Officer’s Report and the Review ofOperations on pages 65 to 73 of this Annual Report.

10

ANZ Annual Report 2010

Details of likely developments in the operations of the Group andits prospects in future financial years are contained in this Annual
Report under the Chairman’s Report. In the opinion of the directors,
disclosure of any further information would be likely to result in
unreasonable prejudice to the Group.

Environmental Regulation
ANZ recognises its obligations to its stakeholders – customers,
shareholders, staff and the community – to operate in a way that
advances sustainability and mitigates ANZ’s environmental impact.
ANZ’s commitment to improving its environmental performance isintegral to successfully navigating responsible growth.
ANZ acknowledges that it has an impact on the environment:
directly through the conduct of its business operations; and indirectly
through the products and services that it procures and the loansthat it provides to customers and clients. ANZ may, however, become
subject to environmental regulation as a result of its lending activities
in the ordinary course of business.
As such, ANZ has established strategies, policies, governanceprocedures and processes supported by internal responsibilities
for reducing the impact of our operations and business activities
on the environment.
The operations of the Group become subject to environmental
regulation when enforcing securities over land. ANZ has developed
policies to manage such environmental risks.
Having made due enquiry, to the best of ANZ’s knowledge, nomember of the Group has incurred any material environmental
liability during the year.
ANZ sets public targets regarding its environmental performanceand has historically made data available on its direct and indirectenvironmental impacts on an annual basis through the Corporate
Responsibility Report (which this year is produced as an integrated
report – see the 2010 Shareholder and Corporate Responsibility
Review) as well as through other avenues such as the Carbon
Disclosure Project.

ANZ is also subject to two key pieces of legislation. ANZ’s operations
in Australia are categorised as a ‘high energy user’ under the Energy
Efficiency Opportunities Act 2006 (Cth) (EEO). ANZ has a mandatory
obligation to identify energy efficiency opportunities and report to
the Australian Federal Government progress with the implementationof the opportunities identified. As required under the legislation, ANZ
submitted a five year energy efficiency assessment plan in 2006 andwill report to the Government annually, every December, until theend of the five year reporting cycle in 2011. ANZ complies with its
obligations under the EEO.
The National Greenhouse Energy Reporting Act 2007 (Cth) has
been designed to create a national framework for energy reporting
including creating a baseline for emissions trading. The Act makes
registration and reporting mandatory for corporations whose energy
production, energy use, or greenhouse gas emissions trigger the
specified corporate or facility threshold. ANZ is over the corporate
threshold for this legislation and as a result was required under thelegislation to submit its first report on 31 October 2009. A subsequent
report was submitted on 31 October 2010.
ANZ’s operations are not subject to any other particular andsignificant environmental regulation under any law of theCommonwealth of Australia or of any state or territory of Australia.
Further details on ANZ’s environmental performance, including
progress against its targets and details of its emissions profile areavailable on www.anz.com > About us > Corporate Responsibility.

Directors’ Qualifications, Experienceand Special Responsibilities
At the date of this report, the Board comprises seven non-executive
Directors who have a diversity of business and community experienceand one executive director, the Chief Executive Officer, who has
extensive banking experience. The names of Directors and details of
their skills, qualifications, experience and when they were appointed
to the Board are contained on pages 47 to 49 of this Annual Report.
Details of the number of Board and Board Committee meetings held
during the year, Directors’ attendance at those meetings, details of
Directors’ special responsibilities, and details of Directors who retired
during the 2009/10 financial year are shown on pages 46 to 59 of thisAnnual Report.
Details of directorships of other listed companies held by eachcurrent director in the three years prior to the end of the 2010
financial year are listed on pages 47 to 49.

Directors’ Report

11

DIRECTORS’ Report (continued)

Company Secretaries’ Qualifications
and Experience
Currently there are three people appointed as Company Secretariesof the Company. Details of their roles are contained on page 54. Theirqualifications are as follows:
Bob Santamaria, BCom, LLB (Hons),
Group General Counsel and Company Secretary.
	Mr Santamaria joined ANZ in 2007. He had previously beena Partner at the law firm Allens Arthur Robinson since 1987.
He was Executive Partner Corporate, responsible for client liaison
with some of Allens Arthur Robinson’s largest corporate clients.
	Mr Santamaria brings to ANZ a strong background in leadershipof a major law firm, together with significant experience insecurities, mergers and acquisitions. He holds a Bachelor ofCommerce and Bachelor of Laws (Honours) from the University of
Melbourne. He is also an Affiliate of Chartered Secretaries Australia.
Peter Marriott, BEc (Hons), FCA
Chief Financial Officer and Company Secretary.
	Mr Marriott has been involved in the finance industry for morethan 25 years. Mr Marriott joined ANZ in 1993. Prior to his career at
ANZ, Mr Marriott was a Partner in the Melbourne office of the then
KPMG Peat Marwick. He is a Fellow of the Institute of Chartered
Accountants in Australia and the Australian Institute of Banking
and Finance and a Member of the Australian Institute of Company
Directors. Mr Marriott is also a director of ASX Limited.
John Priestley, BEc, LLB, FCIS,
Company Secretary.
	Mr Priestley, a qualified lawyer, joined ANZ in 2004. Prior to
ANZ, he had a long career with Mayne Group and held positions
which included responsibility for the legal, company secretarial,
compliance and insurance functions. He is a Fellow of Chartered
Secretaries Australia and also a member of Chartered Secretaries
Australia’s National Legislation Review Committee.

Non-audit Services
The Company’s Relationship with External Auditor Policy (which
incorporates requirements of the Corporations Act 2001) states thatthe external auditor may not provide services that are perceived to
be in conflict with the role of the auditor. These include consulting
advice and sub-contracting of operational activities normally
undertaken by management, and engagements where the auditor
may ultimately be required to express an opinion on their own work.

Directors and Officers who were Previously Partnersof the Auditor

Specifically the policy:
limits the non-audit services that may be provided;requires that audit and permitted non-audit services must be
pre-approved by the Audit Committee, or pre-approved by the
Chairman of the Audit Committee (or up to a specified amountby the Chief Financial Officer, the Deputy Chief Financial Officer)or the Head of Governance and Policy and notified to the Audit
Committee; andPeter Marriott, ANZ’s Chief Financial Officer, was a partner of KPMG
at a time when KPMG was the auditor of Australia and New Zealand
Banking Group Limited. In particular, Peter Marriott was a partner inthe Melbourne office of the then KPMG Peat Marwick prior to joining
ANZ in 1993.

requires the external auditor to not commence an audit
engagement (or permitted non-audit service) for the Group, until theGroup has confirmed that the engagement has been pre-approved.
Further details about the policy can be found in the Corporate
Governance Statement on page 46.
The Audit Committee has reviewed a summary of non-audit services
provided by the external auditor for 2010, and has confirmed thatthe provision of non-audit services for 2010 is consistent with theCompany’s Relationship with External Auditor Policy and compatible
with the general standard of independence for auditors imposed by
the Corporations Act 2001. This has been formally advised to theBoard of Directors.
The external auditor has confirmed to the Audit Committee thatthey have:
implemented policies and processes to ensure they comply withindependence rules both in Australia and the United States; andcomplied with domestic policies and regulations, together with theregulatory requirements of the SEC, and ANZ’s policy regarding theprovision of non-audit services by the external auditor.
The non-audit services supplied to the Group by the Group’s external
auditor, KPMG, and the amount paid or payable by the Group by typeof non-audit service during the year ended 30 September 2010 are
as follows:
Amount paid/payable$’000’s
Non-audit service

2010

2009

Market Risk benchmarking review
Market Risk system capability review
Overseas branch registration regulatory assistance
Review of foreign exchange process
in overseas branchTraining courses
Accounting Advice

50
30
2

75
41
–

8
–
82

–
35
17

Total

172

168

For the reasons set out above, the directors are satisfied that theprovision of non-audit services by the external auditor during theyear ended 30 September 2010 is compatible with the generalstandard of independence for auditors imposed by the Corporations
Act 2001.

12

ANZ Annual Report 2010

Chief Executive Officer/Chief Financial Officer
Declaration
The Chief Executive Officer and the Chief Financial Officer havegiven the declarations to the Board concerning the Group’s financial
statements required under section 295A (2) of the Corporations Act
2001 and Recommendation 7.3 of the ASX Corporate GovernancePrinciples and Recommendations.

Directors’ and Officers’ Indemnity
The Company’s Constitution (Rule 11.1) permits the Company toindemnify each officer or employee of the Company against liabilities(so far as may be permitted under applicable law) incurred in theexecution and discharge of the officer’s or employee’s duties. It is theCompany’s policy that its employees should not incur any liability for
acting in the course of their employment legally, within the policies of
the Company and provided they act in good faith.
Under the policy, the Company will indemnify employees against any
liability they incur in carrying out their role. The indemnity protects
employees and former employees who incur a liability when acting as
an employee, trustee or officer of the Company, another corporationor other body at the request of the Company or a related body corporate.
The indemnity is subject to applicable law and will not apply inrespect of any liability arising from:a claim by the Company;a claim by a related body corporate;serious misconduct, gross negligence, or a lack of good faith;illegal, dishonest or fraudulent conduct; ormaterial non-compliance with the Company’s policies ordiscretions.
The Company has entered into Indemnity Deeds with each of
its Directors, with certain secretaries and former Directors of theCompany, and with certain employees and other individuals who
act as directors or officers of related body corporates or of anothercompany. To the extent permitted by law, the Company indemnifies
the individual for all liabilities, including costs, damages and expenses
incurred in their capacity as an officer of the company to which they
have been appointed.

The Company has indemnified the trustees and former trustees ofcertain of the Company’s superannuation funds and directors, former
directors, officers and former officers of trustees of various Company
sponsored superannuation schemes in Australia. Under the relevant
Deeds of Indemnity, the Company must indemnify each indemnified
person if the assets of the relevant fund are insufficient to cover any
loss, damage, liability or cost incurred by the indemnified person inconnection with the fund, being loss, damage, liability or costs forwhich the indemnified person would have been entitled to beindemnified out of the assets of the fund in accordance with thetrust deed and the Superannuation Industry (Supervision) Act 1993.
This indemnity survives the termination of the fund. Some of theindemnified persons are or were directors or executive officersof the Company.
The Company has also indemnified certain employees of theCompany, being trustees and administrators of a trust, from andagainst any loss, damage, liability, tax, penalty, expense or claimof any kind or nature arising out of or in connection with thecreation, operation or dissolution of the trust or any act or omission
performed or omitted by them in good faith and in a manner thatthey reasonably believed to be within the scope of the authority
conferred by the trust.
Except for the above, neither the Company nor any related body
corporate of the Company has indemnified or made an agreement
to indemnify any person who is or has been an officer or auditor of
the Company or of a related body corporate.
During the financial year, and again since the end of the financial
year, the Company has paid a premium for an insurance policy forthe benefit of the directors and employees of the Company andrelated bodies corporate of the Company. In accordance with
common commercial practice, the insurance policy prohibits
disclosure of the nature of the liability insured against and theamount of the premium.

Rounding of Amounts
The Company is a company of the kind referred to in Australian
Securities and Investments Commission class order 98/100 (asamended) pursuant to section 341(1) of the Corporations Act 2001.
As a result, amounts in this Directors’ Report and the accompanying
financial statements have been rounded to the nearest million dollars
except where otherwise indicated.

Directors’ Report

13

DIRECTORS’ Report (continued)

Remuneration Report

Executive Officers’ and Employee Share Options

Contents

Details of share options issued over shares granted to the Chief
Executive Officer and disclosed executives, and on issue as at thedate of this report are detailed in the Remuneration Report.

Remuneration Report – Summary (Unaudited)

16

Remuneration Structure
Non-Executive Directors
CEO and Executives

16
16
16

2010 Actual Remuneration Outcomes
Non-Executive Directors
CEO		
Executives

16
16
16
18

Remuneration Report – Full (Audited)

21

Board Oversight of Remuneration
Non-Executive Directors
Non-Executives Directors – Summary
Executives
Executives – Summary

21
21
21
22
22

1.

Non-Executive Director Remuneration

23

1.1. Board Policy on Remuneration
1.2.	Components of Non-Executive Director Remuneration
1.3. Shareholdings of Non-Executive Directors
1.4. Remuneration paid to Non-Executive Directors

23
24
25
26

Executive Remuneration

28

2.1. Remuneration Guiding Principles
2.2. Performance of ANZ
2.3. Remuneration Structure Overview
2.4. Remuneration Components
2.5.	CEO Remuneration
2.6. Executive Remuneration
2.6.1. Fixed Remuneration
2.6.2. Variable Remuneration
2.6.3. Short Term Incentives (STI)
2.6.4. Long Term Incentives (LTI)
2.7. Equity Granted as Remuneration
2.8. Equity Valuations
2.9. Equity Vested/Exercised/Lapsed during 2009/10
2.10. Shareholdings of Executives
2.11. Legacy LTI Programs
2.12. Remuneration Paid to Executives

28
28
29
30
30
32
32
32
32
34
36
36
37
38
40
41

Contract Terms

44

3.1.	CEO’s Contract Terms
3.2. Executives’ Contract Terms

44

Details of share options issued over shares granted to employees
and on issue as at the date of this report are detailed in note 46 of
the 2010 Financial Report.
Details of shares issued as a result of the exercise of options granted
to employees as at the date of this report are detailed in note 46 of
the 2010 Financial Report.
No person entitled to exercise any option has or had, by virtue ofan option, a right to participate in any share issue of any other body
corporate. The names of all persons who currently hold options areentered in the register kept by the Company pursuant to section 170
of the Corporations Act 2001. This register may be inspected freeof charge.

2.

Lead Auditor’s Independence Declaration
The lead auditor’s independence declaration given under section 307C of the Corporations Act 2001 is set out below and forms part of thisDirectors’ Report for the year ended 30 September 2010.
the auditors independence declaration
Lead Auditor’s Independence Declaration under Section 307C of the Corporations Act 2001
To: the directors of Australia and New Zealand Banking Group Limited
I declare that, to the best of my knowledge and belief, in relation to the audit for the financial year ended 30 September 2010 there have been:(i) no contraventions of the auditor independence requirements as set out in the Corporations Act 2001 in relation to the audit; and(ii) no contraventions of any applicable code of professional conduct in relation to the audit.

3.

44

KPMG		Michelle Hinchliffe		Partner		Melbourne		

14

ANZ Annual Report 2010

4 November 2010

Remuneration Report15Remuneration Report – Summary (Unaudited)

Remuneration Report – Summary (Unaudited)
This overview has been written to provide you with a clear andsimple summary of ANZ’s remuneration structure and the actual
value derived from the various remuneration components byexecutives in 2009/10. Detailed data is provided in the Directors’
Remuneration Report on pages 21 to 45.

Remuneration Structure
Non-Executive Directors
Full details of the fees paid to Non-Executive Directors (NEDs)
in 2009/10 are provided on page 26 of the Remuneration Report.
In summary, the Chairman receives a base fee which covers all
responsibilities including all Board committees. NEDs receive abase fee for being a director of the Board and additional fees for
either chairing or being a member of a committee, working on
special committees and/or for serving on a subsidiary board. They
do not receive any performance/incentive payments and are noteligible to participate in any of the Group’s incentive arrangements.
Chief Executive Officer and Executives
ANZ’s remuneration framework is designed to create and enhancevalue for all ANZ stakeholders and to ensure there is strong alignment
between the short and long-term interests of shareholders andexecutives. A key feature of ANZ’s reward structure is the role it plays
in helping drive ANZ’s strategy to build a culture of out-performancewith integrity, by ensuring differentiation of rewards and recognitionof key contributors. To achieve this, remuneration for the Chief
Executive Officer (CEO) and Executives is comprised of:
Fixed pay: This is the only ‘guaranteed’ part of the remuneration
package. ANZ positions fixed pay for Executives against the medianof the relevant financial services market.
Short Term Incentive (STI): The STI provides an annual opportunity
for an incentive award if certain company and individual objectives
are met and there have been no inappropriate behaviour or risk/
compliance/audit breaches.

2010 Actual Remuneration Outcomes
Non-Executive Directors
In 2009 the Board again agreed not to increase the NED fees for2009/10 apart from a small increase in the Committee fees paid tomembers of the Audit Committee. As a result, the fee structure hasbasically been maintained at 2008 levels again for the current year.
CEO
Fixed Pay: The level of fixed annual pay for the CEO was set for three
years at $3 million on his commencement in October 2007. This wasreviewed in October 2010.
Short Term Incentive (STI): The CEO has an annual opportunity
to receive a bonus payment equivalent to the value of his fixed
remuneration, i.e. $3 million if targets are met. The actual amount
paid can increase or decrease from this target dependent on Groupand individual performance. The CEO’s STI payment for 2009/10 has
been determined having regard to both the company’s underlying
profit for the current year as well as the significant progress achievedin relation to ANZ’s long-term strategic goals. The STI payment for
2009/10 will be $4.75 million with $2.5 million paid in cash and thebalance awarded as deferred shares. Half the deferred shares will be
restricted for 1 year and half for 2 years.
ANZ uses a Balanced Scorecard to measure performance in relation to
STI. A balanced scorecard is used as it provides a framework where a
combination of metrics can be applied to ensure a broad strategic focus
on performance rather than just having a focus on short-term activities.
There were five categories which contained around 20 metrics; thesewere agreed at the beginning of the year and were not changed.
The following table provides examples of some of the key metrics,
targets and outcomes that were used in 2009/10 for assessing
performance for the purpose of determining bonus pools and also
individual performance outcomes. The list is not comprehensive
but provides examples of the metrics under each of the balanced
scorecard categories.

Long Term Incentive (LTI): The LTI provides an annual opportunity
for an equity award that aligns a significant portion of overall
remuneration to shareholder value over the longer term.
Category

Objective

Outcome vs Target

ExceededMet
Did not meet
ExceededMet

CustomerBusiness specific Customer Satisfaction targets based on improvements on prior year
and relative to peers (external survey outcomes)
Business specific Market Share targets based on improvements on prior year and relative
to peers (external survey outcomes)

Met in majority
of Businesses
Met in majority
of Businesses

PeopleIncrease on prior year Employee Engagement result
Increase on prior year in the percentage of Women in Management
Increase on prior year Corporate Social Responsibility result and achievement of goals

Did not meet
Met
Exceeded

Process/Risk

Meet target for reduction in underlying losses
Reduction in number of outstanding internal audit items

Exceeded
Exceeded

Strategic Goals

Effective Integration of business acquisitions
Progress towards longer term strategic goals

Met
Exceeded

Other: In addition to his standard remuneration arrangements,
the CEO was provided with additional equity as part of his originalsign-on arrangements to recognise remuneration forgone fromhis previous employer in order to join ANZ. The CEO was offered$9 million on his commencement which could have been taken in
cash but which he elected to take as shares, with one third vesting at
his 1st, 2nd and 3rd anniversaries respectively. This equated to a totalof 330,033 ANZ shares at the time of grant when the share price was$27.27. On 2 October 2008, 110,011 shares became available to theCEO, however, the value had declined from the original grant valueof $3 million to $2.097 million (based on the one day value weighted
average price (VWAP) of $19.061 per share on 2 October 2008). The
second grant vested on 2 October 2009. At that time, the value was$2.592 million (based on the one day VWAP of $23.560 per share on
2 October 2009) and the third grant will vest on 2 October 2010.
The following tables, relating to the CEO, show:
The actual amounts or grants made in respect of the years
2008/09 and 2009/10;
Any amounts which had to be deferred in respect of the years
2008/09 and 2009/10; andThe actual amounts received in respect of the years 2008/09
and 2009/10.

Chief Executive Officer(M Smith)1

Fixed Pay
($)

STI
($)

LTI2
($)

Other grants/benefits
($)

TOTAL
($)

3,000,000

4,750,000–

5,5003

7,755,500–

2,250,000––

2,250,000
5,505,500

2009/10Amounts paid or granted in respect of 2009/10 year
less amounts which must be deferred in respect of 2009/10 year
Amounts received in respect of 2009/10 year

3,000,000

2,500,000–

5,50033,000,000

4,500,000–

1,594,0003,4

9,094,000–

2,100,000–

1,589,0004

3,689,000

2,400,000–

5,0003

5,405,000

2008/09
Amounts paid or granted in respect of 2008/09 year
Amounts received in respect of 2008/09 year

Meet Underlying Earnings Per Share growth target
Meet Price Earnings relative to peers’ target
Meet Underlying Economic Profit target
Meet Tier 1 Capital target
Ensure full compliance with Liquidity stress testing policies

ANZ Annual Report 2010

Long Term Incentive (LTI): Three tranches of performance rights were
provided to the CEO in December 2007, covering his first three years
in the role. The first of these tranches will be tested against a relative
Total Shareholder Return (TSR) hurdle after 3 years, i.e. December 2010
and the other two will be tested in December 2011 and December
2012 respectively. Therefore, since joining ANZ as CEO on 1 October2007 the CEO has received no benefit from these LTI grants and will
only do so from December 2010 onwards and only if the performance
hurdles have been met. There is no retesting of these grants.

less amounts which must be deferred in respect of 2008/09 year

Finance

16

Special Equity Allocation: At the 2008 Annual General Meeting,shareholders approved an additional grant of 700,000 options to
the CEO at an exercise price of $14.18 and with a vesting date of
18 December 2011. At grant the options were valued at $2.27 each,i.e. a total value of $1.589 million. These options will only have any
value if, at the vesting date or during the subsequent exercise period(i.e. 2 years after vesting), the share price exceeds $14.18. This value
will be the difference between the exercise price ($14.18) and theprice on the vesting date (as long as it is greater than $14.18)
multiplied by the total number of options. No options have been
granted subsequently.

3,000,000

1 On commencement with ANZ, M Smith was granted three tranches of equity valued at $3 million each. The first of these tranches of deferred shares became available on 2 Oct 08 – price atvesting $19.0610 (based on 1 day VWAP as at 2 Oct 08). Therefore the value of this tranche at date of vesting was $2,096,920. The second tranche became available on 2 Oct 09 – price at vesting$23.5600 (based on 1 day VWAP as at 2 Oct 09). Therefore the value of this tranche at date of vesting was $2,591,859. These amounts are not reflected in the table above as they relate to a specificequity arrangement associated with his commencement and are not a part of his standard remuneration arrangements.
2 LTI grants covering the CEO’s first three years in the role were granted on his commencement and, therefore, no further grants were made in 2009/10 or 2008/09. A LTI grant is proposed for2010/11, subject to approval by shareholders at the 2010 AGM. No value was received from previous LTI grants in either the current or previous years.
3 Provision of Australian taxation return services by PwC.
4 Special equity grant – Dec 08 – 700,000 options valued @ $2.27 per option.

Remuneration Report17Remuneration Report – Summary (Unaudited)

2010/11 Remuneration: The CEO’s TEC will increase to $3.15 million
for the year commencing 1 October 2010. (This is the first adjustment
since his commencement in 2007).
The STI Target is 100% of TEC, therefore, for the 2010/11 year the
STI Target will also be $3.15 million. The actual payment will be
determined having regard to performance against relevant objectives
and targets for the 2010/11 year.
The CEO was only granted LTI for his first three years with ANZ (i.e.
2007 to 2009). For 2010, it is proposed to allocate $3 million LTI to bedelivered as Performance Rights with a relative TSR hurdle, subject
to shareholder approval at the 2010 Annual General Meeting.
Executives
Fixed pay: A review identified that ANZ’s current fixed remunerationlevels for senior executives were competitively positioned within themarket. As a result of this review and also being cognisant of the needfor restraint in the prevailing climate, a decision was made that asalary freeze would be effected for the 2009 remuneration review.
Short Term Incentive (STI): Executives have an opportunity to receive
an on-target STI payment equivalent to 120% of their fixed pay, with
top performers able to receive incentive payments well above thetarget level whereas poorer performers will receive a significantly
reduced or no incentive payment at all. All incentives paid this year
(approved in October 2009 but relating to 2008/09 performance)
were impacted by the company’s performance with reductions
applied to the STI payments for each executive. The STI pool forthe 2009/10 year increased from the prior year, reflecting the link
between increased performance and variable reward outcomes.
A Balanced Scorecard is also used to measure performance in relation
to STI for Executives – the metrics and targets for Executives are
consistent with those detailed in the section above relating to theCEO’s STI.
If the STI payment exceeds the deferral threshold, Executives are
required to take half of the payment in excess of the threshold in
ANZ equity. The equity is subject to mandatory deferral, with halfof the deferred equity unavailable for a 1 year period and the otherhalf of the deferred equity unavailable for a 2 year period. This isdesigned to strengthen the link between the STI award and longer
term alignment with shareholder interests. This results in Executives
receiving significantly less of their STI in cash with more deferred into
equity than had been the case in the past. If an executive resigns or is
terminated on notice from ANZ during the deferral period, the equity
is forfeited.
Long Term Incentive (LTI): The target LTI for Executives is 50%of their fixed pay. This dollar value is converted into an actual
number of performance rights using an independent and audited
external valuation. These rights are subject to a relative TSR
performance hurdle that compares ANZ’s performance with a selectionof other comparable financial institutions over the three year period
following the grant. ANZ’s performance ranking must be above themedian for any rights to vest and exceed the 75th percentile to fully
vest. If the hurdle is achieved, the shares are released and if not, they
are forfeited. In 2009/10, the LTI grants made in 2006 were tested
against the TSR performance of the comparator group.

18

ANZ Annual Report 2010

ANZ’s TSR performance was ranked just above the midpoint of therange between the median and 75th percentiles of the comparatorgroup. Accordingly, 77.54% of the Performance Rights vested in
October 2009. There was only one performance test, so the balanceof the Performance Rights lapsed at that time.
Government/Regulatory Influences
Following the global financial crisis, there has been stronger focus on
executive remuneration by regulators, shareholders and the public.
The Government has also initiated a number of reviews andsubsequent legislative changes that have impacted remuneration
approaches. ANZ has carefully scrutinised its remuneration practices
and a number of key changes have been introduced over the past
year. The following changes specifically impact the remunerationof disclosed executives:
ANZ has formalised the Board’s discretion to reduce or eliminate
variable remuneration payments, including deferred amounts
which have not yet vested, following consideration of any adverse
outcomes that have arisen during the deferral period that impact
the original assessment of performance, to meet unexpected or
unknown regulatory requirements, or to protect the financial
soundness of ANZ;
Economic Profit, which is a risk adjusted metric, was introduced as
one of the financial measures for assessment of company performancefor the purpose of determining STI bonus payments. It was also
included in the balanced scorecard of measures for Management
Board members which determines individual performance;

Chief Executive Officer, Australia(P Chronican)1

STI
($)

LTI
($)

Other grants/benefits
($)

TOTAL
($)

1,079,000

1,400,000

650,000

296,974

3,425,974–

600,000

650,000–

1,250,000

1,079,000

800,000–

296,974

2,175,974

1,000,000

2,500,000

550,000

12,3344,062,334–

1,150,000

550,000–

1,700,000

1,000,000

1,350,000–

12,3342,362,334

1,000,000

1,140,000

500,000

17,3092,657,309–

470,000

500,000–

970,000

1,000,000

670,000–

17,3091,687,309

2009/10Amounts paid or granted in respect of 2009/10 year
less amounts which must be deferred in respect of 2009/10 year
Amounts received in respect of 2009/10 year
Chief Executive Officer, Institutional(S Elliott)2

2009/10Amounts paid or granted in respect of 2009/10 year
less amounts which must be deferred in respect of 2009/10 year
Amounts received in respect of 2009/10 year
Deputy Chief Executive Officer(G Hodges)3

2009/10Amounts paid or granted in respect of 2009/10 year
less amounts which must be deferred in respect of 2009/10 year
Amounts received in respect of 2009/10 year
2008/09
Amounts paid or granted in respect of 2008/09 year
less amounts which must be deferred in respect of 2008/09 year

The remuneration approach for Risk and Financial Control
personnel has been carefully reviewed to ensure they remain
independent from the businesses they support. To further
strengthen the level of independence of the Chief Risk Officer,
changes to his remuneration mix were introduced for 2009/10
which resulted in an increase in fixed remuneration and asignificant lowering of the leverage available to him throughvariable remuneration. The STI bonus opportunity will no longer
be adjusted for Group performance outcomes and the leverage
percentage applied for individual performance outcomes has
reduced overall from previously available levels. LTI will now be
granted as deferred shares which further reduces the leverageavailable compared to the grants of rights previously available.

Amounts received in respect of 2008/09 year

The following tables cover those disclosed Executives who were
employed at the Executive level for 2009/10 and for comparison
include tables for 2008/09 from last years report. The tables detail:Amounts received in respect of 2008/09 year

The actual amounts or grants made in respect of the years
2008/09 and 2009/10;

Fixed Pay($)

1,000,000

860,000

500,000

145,940

2,505,940–

330,000

500,000–

830,000

1,000,000

530,000–

145,940

1,675,940

1,000,000

1,140,000

500,000

2,595

2,642,595–

470,000

500,000–

970,000

1,000,000

670,000–

2,595

1,672,595

Chief Financial Officer(P Marriott)4

2009/10Amounts paid or granted in respect of 2009/10 year
less amounts which must be deferred in respect of 2009/10 year
Amounts received in respect of 2009/10 year
2008/09
Amounts paid or granted in respect of 2008/09 year
less amounts which must be deferred in respect of 2008/09 year

1,000,000

850,000

500,000–

2,350,000–

325,000

500,000–

825,000

1,000,000

525,000––

1,525,000

1,100,000

1,320,000

425,000

60,5652,905,565

Chief Risk Officer(C Page)5

2009/10

Any amounts which had to be deferred in respect of the years
2008/09 and 2009/10; andAmounts paid or granted in respect of 2009/10 year

The actual amounts received in respect of the years 2008/09 and2009/10.

Amounts received in respect of 2009/10 year

less amounts which must be deferred in respect of 2009/10 year–

560,000

425,000–

985,000

1,100,000

760,000–

60,565

1,920,565

850,000

1,600,000

425,000

301,988

3,176,988–

700,000

425,000–

1,125,000

850,000

900,000–

301,988

2,051,988

2008/09
Amounts paid or granted in respect of 2008/09 year
less amounts which must be deferred in respect of 2008/09 year
Amounts received in respect of 2008/09 year

Remuneration Report19Remuneration Report – Summary (Unaudited) (continued)

Chief Executive Officer, Asia Pacific, Europe & America(A Thursby)6

Remuneration Report – FULL (Audited)

Fixed Pay
($)

STI
($)

LTI
($)

Other grants/benefits
($)

TOTAL
($)

1,000,000

2,500,000

550,000

23,5704,073,570–

1,150,000

550,000–

1,700,000

1,000,000

1,350,000–

23,5702,373,570

1,000,000

2,600,000

550,000

88,3514,238,351–

1,200,000

550,000–

1,750,000

1,000,000

1,400,000–

88,351

2,488,351

782,000

892,400

391,000

105,359

2,170,759–

354,200

391,000–

745,200

782,000

538,200–

105,359

1,425,559

2009/10Amounts paid or granted in respect of 2009/10 year
less amounts which must be deferred in respect of 2009/10 year
Amounts received in respect of 2009/10 year
2008/09

Remuneration Report – Full (Audited)
The Directors’ Remuneration Report is designed to provide shareholders with an understanding of ANZ’s remuneration policies which relate
to Key Management Personnel (KMP) as defined under the Corporations Act and the link between remuneration and ANZ’s performance, alongwith individual outcomes for ANZ’s Directors and Executives.
This Remuneration Report has been prepared in accordance with section 300A of the Corporations Act for the Company and the consolidated
entity for 2009/10. The information provided in this Remuneration Report has been audited as required by section 308(3C) of the Corporations
Act. This Remuneration Report forms part of the Directors’ Report.

Board Oversight of Remuneration

Amounts paid or granted in respect of 2008/09 year
less amounts which must be deferred in respect of 2008/09 year
Amounts received in respect of 2008/09 year
Former Executives
Former Chief Executive Officer, New Zealand(J Fagg)7

2009/10Amounts paid or granted in respect of 2009/10 year
less amounts which must be deferred in respect of 2009/10 year
Amounts received in respect of 2009/10 year

1 Chronican – Chronican commenced on 30 November 2009 so payments reflect amounts received for the partial service for the 2009/10 year. Other grants/benefits includes relocation expenses
and car parking. In addition to the remuneration shown above, Chronican received a LTI equity grant in December 2009. As Chronican joined ANZ in November 2009 he was not included in the
LTI grants made to other Management Board members in early November. Accordingly, this grant was made in December on similar terms and conditions as those provided to Management
Board for 2009, apart from the allocation value which varied to reflect the different values at the respective grant dates.
2 Elliott – Other grants/benefits includes relocation expenses and taxation services provided by Ernst & Young. No equity from prior years first vested in 2009/10. In addition to remuneration shown
above, Elliott received an equity grant in 2008/09 in accordance with his employment arrangements on joining ANZ. ANZ agreed to provide Elliott with shares to the value of $125,000 deferredfor 1 year and shares to the value of $125,000 deferred for 2 years. The shares were granted on 11 June 2009. The 1 year deferred shares became available on 11 June 2010, valued at $172,589
at vesting.
3 Hodges – Other grants/benefits for 2009/10 includes taxation services provided by PwC and for 2008/09 includes relocation expenses including an annual leave payment on change of contracts
on transfer from New Zealand to Australia. Equity which has been previously disclosed in remuneration reports in prior years that first vested in 2009/10 included STI Deferred Options and Rights
granted 31 October 2008 and LTI Performance Rights granted 24 October 2006. At the respective vesting dates the total value of the equity was $1,698,143.
4 Marriott – Equity which has been previously disclosed in remuneration reports in prior years that first vested in 2009/10 included STI Deferred Shares and Options granted 31 October 2008 and
LTI Performance Rights granted 24 October 2006. At the respective vesting dates the total value of the equity was $1,600,774. Other grants/benefits includes car parking.
5 Page – Other grants/benefits for 2009/10 includes relocation expenses and taxation services provided by PwC and for 2008/09 includes relocation expenses. No equity from prior years first vested
in 2009/10.
6 Thursby – Other grants/benefits includes relocation expenses. Equity which has been previously disclosed in remuneration reports in prior years that first vested in 2009/10 included STI Deferred
Shares and Options granted 31 October 2008. At the vesting date the total value of the equity was $778,843. In addition to remuneration shown above, Thursby received an equity grant in2008/09 in accordance with his employment arrangements on joining ANZ. ANZ agreed to provide Thursby with 3 separate tranches of deferred shares to the value of $1 million per annum. The
first grant was made on 3 September 2007, the second on 28 August 2008 and the final tranche was granted on 22 September 2009. The shares are restricted and held in trust for three years fromthe date of allocation. The first tranche became available on 3 September 2010, valued at $804,989 at vesting.
7 Fagg – Fagg stepped down on 1 September 2010 so actual payments have been prorated based on time as a Key Management Personnel in the 2009/10 year. Other grants/benefits includes
relocation expenses and taxation services provided by PwC. Equity which has been previously disclosed in remuneration reports in prior years that first vested in 2009/10 included LTI
Performance Rights granted 24 October 2006. At the vesting date the total value of the equity was $804,743. In addition to remuneration shown above, Fagg received a special equity grant in
2006/07 for retention purposes. ANZ agreed to provide Fagg with an allocation of 3 year deferred shares to the maximum value of $300,000, granted on 3 September 2007. The deferred sharesbecame available on 3 September 2010, valued at $241,483 at vesting.

The Board Human Resources (HR) Committee has responsibility for reviewing and making recommendations to the Board in relation to
director and executive remuneration and executive succession (excluding the role of Group General Manager Internal Audit which is addressed
separately by the Board Audit Committee). The Board HR Committee specifically makes recommendations to the Board on remuneration andsuccession matters related to the CEO and individual remuneration arrangements for other key executives covered by the Group’s Remuneration
Policy, the design of significant Incentive Plans such as ANZERS and Institutional and remuneration structures for senior executives and others
specifically covered by the Remuneration Policy (refer to page 57 of the Corporate Governance Report for more details about the Committee’srole, and anz.com > about ANZ > Corporate Governance > ANZ Human Resources Committee Charter, which details the terms of reference
under which the Committee operates).
On a number of occasions throughout the year, both the Board HR Committee and management received advice from external providers.
(The following advisors were used: Ernst & Young, Hay Group, Freehills and PwC.) The Board’s decisions were made independently using theadvice provided and having careful regard to ANZ’s position, strategic objectives and current requirements.

Non-Executive Directors
Throughout this report specific disclosures are provided in relation to the remuneration of the Non-Executive Directors (NEDs) set out in Table 1,
who fall within the definition of KMP of the Company and of the Group.
Table 1: Non-Executive Directors
Current Non-Executive Directors
J Morschel
G ClarkP Hay
H Lee
I Macfarlane
D Meiklejohn
A Watkins
Former Non-Executive Directors
C GoodeJ EllisM Jackson

Chairman, Independent Non-Executive Director – Appointed Director October 2004;
Appointed Chairman 1 March 2010
Independent Non-Executive Director – Appointed February 2004
Independent Non-Executive Director – Commenced 12 November 2008
Independent Non-Executive Director – Commenced 1 February 2009
Independent Non-Executive Director – Appointed February 2007
Independent Non-Executive Director – Appointed October 2004
Independent Non-Executive Director – Commenced 12 November 2008
Chairman, Independent Non-Executive Director – Appointed Director July 1991;
Appointed Chairman August 1995; Retired 28 February 2010
Independent Non-Executive Director – Appointed October 1995; Retired 18 December 2009
Independent Non-Executive Director – Appointed March 1994; Retired 21 March 2009

Non-Executives Directors – Summary
Details

Summary

Discussion in ReportFees

The Chairman receives a fixed base fee which covers all responsibilities of the
Chairman including all committees. NEDs receive a fixed base fee for being a directorof the Board and additional fixed fees for either chairing or being a member of acommittee, working on special committees and/or for serving on a subsidiary board.
Superannuation contributions are also made at a rate of 9% (but only up to theGovernment’s prescribed maximum contributions cap). It was agreed that fees would
not be increased again for 2009/10 apart from a small increase to Audit Committee
fees. NEDs do not earn separate retirement benefits.1

Page 24

Remuneration Outcomes

Details of NED remuneration for 2009/10 can be found in Table 6.

Page 26

1 The NED retirement scheme was closed effective 30 September 2005. Accrued entitlements were fixed at that time and will be carried forward until the retirement of the relevant NEDs.

20

ANZ Annual Report 2010

Remuneration Report21Remuneration Report – FULL (Audited) (continued)

Executives

Executives – Summary (continued)

Throughout this report specific disclosures are provided in relation to the remuneration of both the Chief Executive Officer (CEO) and otherexecutives (i.e. those direct reports of the CEO with key responsibility for the strategic direction and management of a major revenue generating
division or who control material revenue and expenses) who fall within the definition of KMP of the Company and of the Group as defined by
Section 300A (1AAA) of the Corporations Act and AASB 124.

Long Term Incentives(LTI)

The LTI provides alignment of a significant portion of remuneration to sustained growth in shareholder
value over the longer term. Executives are granted Performance Rights which only vest if ANZ’s Total
Shareholder Return (TSR) hurdle relative to a peer group of comparator companies is achieved over
the three year period from the date of grant. Performance equal to the median of the comparatorgroup will result in half of the Performance Rights vesting. Achieving TSR above the median will
result in further Performance Rights vesting, increasing on a straight line basis until ANZ’s TSR
equals or exceeds the 75th percentile of the comparator group at which time all the Performance
Rights vest. Where ANZ’s performance falls between two of the comparator companies, TSR ismeasured on a pro rata basis.
The only exception is the Chief Risk Officer who, under the new remuneration mix introduced
this year, will be granted unhurdled deferred shares with lower leverage opportunity to strengthen
independence.

Page 31

Other

To ensure the interests of Executives continue to be aligned with those of shareholders,
Executives are subject to a shareholding guideline which requires them to accumulate andmaintain ANZ equity over a 5 year period equivalent to 200% of their fixed remuneration.
To ensure equity remains at risk until vested, Executives are prohibited from hedging any unvested
equity. ANZ also extended its policy last year to prohibit Executives from providing ANZ securities
in connection with a margin loan or similar financing arrangement.

Page 35

The contract terms for the CEO and other Executives are provided in Section 3.

Page 44

Details

Also included are executives who are within the group of the five highest paid executives in the Company and the Group. This has been definedas the five highest paid, relevant group and company executives who participate in making decisions that affect the whole, or a substantial part,of the business of the company or who have the capacity to significantly affect the company’s financial standing.
Throughout this report the term “Executives” has been used to refer to these disclosed individuals. Details of these individuals are provided inTable 2.
ANZ operates a matrix structure with three geographic Divisions (Australia, New Zealand and Asia Pacific Europe & America) and three businesssegments (Retail, Wealth and Commercial) as well as the global Institutional client business. All of these are supported by enablement functions(e.g. Finance, Risk).
Table 2: Executives

Summary

Executive Director
M SmithChief Executive Officer

Current Executives
P Chronican
S Elliott
G Hodges
P Marriott
C PageA Thursby

Chief Executive Officer, Australia – Appointed 30 November 2009
Chief Executive Officer, Institutional
Deputy Chief Executive Officer (previously Deputy Chief Executive Officer and Acting Chief Executive Officer, Australia)
Chief Financial Officer
Chief Risk Officer
Chief Executive Officer, Asia Pacific, Europe & America

Contract Terms

Former Executives
D Cartwright
R EdgarJ FaggB Hartzer

Chief Operating Officer
Former Deputy Chief Executive Officer – Retired 8 May 2009
Former Chief Executive Officer, New Zealand – Stepped down from role due to illness 1 September 2010
Former Chief Executive Officer, Australia – Ceased employment 31 July 2009

Table 3: Principles underpinning the remuneration policy for NEDs

Details

Summary

Discussion in ReportCEO

The CEO is the only executive director at ANZ. The CEO’s remuneration arrangements are detailed
separately in section 2.5.

Page 30

Fixed Remuneration

This is the only ‘guaranteed’ part of the remuneration package. ANZ seeks to position its fixed
remuneration for Executives against the median of the relevant financial services market in Australia.
It was agreed that there were no increases to fixed remuneration in 2009 for Executives as part of
the annual remuneration review. (An adjustment to the remuneration mix for the Chief Risk Officer
was introduced in 2009/10 to further strengthen the independence of this role and the risk function.
This resulted in an increase to fixed remuneration and a reduction in leverage available for variable
remuneration components.)

Page 30

The STI plan is designed to drive out-performance by providing rewards that significantly
differentiate individual achievement against targets. The STI provides an annual opportunity
for an incentive award if certain company and individual objectives are met and there havebeen no inappropriate behaviour or risk/compliance/audit breaches.
Half of the STI payment above a threshold level (currently $200,000) is subject to mandatorydeferral into equity. 50% of the deferred portion vests after 1 year and 50% vests after 2 years.

Page 30

Short Term Incentives
(STI)

22

ANZ Annual Report 2010

1. Non-Executive Director Remuneration
1.1. BOARD POLICY ON REMUNERATION
Table 3 sets out the key principles that underpin the Board’s policy on NED remuneration.

Principle

Executives – Summary

Discussion in Report

Comment

Aggregate Board andCommittee fees are within
the maximum annual
aggregate limit approvedby shareholders

The current aggregate fee pool for NEDs of $3.5 million was approved by shareholders at the 2008 Annual
General Meeting. The annual total of NEDs’ fees, including superannuation contributions, are within this agreed
limit. NEDs are also eligible for other payments outside the limit such as reimbursement for business related
expenses, including travel, and retirement benefits accrued as at September 2005.

Fees are set by reference
to key considerations

Board and Committee fees are set by reference to a number of relevant considerations including:
general industry practice and best principles of corporate governance;
the responsibilities and risks attaching to the role of NED;
the time commitment expected of the NEDs on Group matters;
reference to fees paid to other NEDs of comparable companies; andadvice from external advisors.

The remuneration structure
preserves independence
whilst aligning interestsof NEDs and Shareholders

So that independence and impartiality is maintained, fees are not linked to the performance of the Company
and NEDs are not eligible to participate in any of the Group’s incentive arrangements. NEDS also have adopted
Shareholding Guidelines (refer section 1.3).

No Retirement Benefits

NEDs do not accrue separate retirement benefits in addition to statutory superannuation entitlements. (Refer
to Table 4 for details of preserved benefits for NEDs who participated in the ANZ Directors’ Retirement Scheme
prior to its closure in 2005).

Remuneration Report23Remuneration Report – FULL (Audited) (continued)

1.2. COMPONENTS OF NON-EXECUTIVE DIRECTOR REMUNERATION

1.3. SHAREHOLDINGS OF Non-Executive Directors

NEDs receive a fee for being a director of the Board, and additional fees for either chairing or being a member of a committee. The Chairmanof the Board does not receive additional fees for service on Board Committees.

In recognising that ownership of Company shares aligns Directors’ interests with those of shareholders, Directors adopted shareholding
guidelines in 2005. These guidelines provide for Directors to accumulate shares, over a five year period, to the value of 100% (200% for the
Chairman) of the base annual NED Fee and to maintain this shareholding while a director of ANZ. Directors have agreed that where theirholding is below this guideline they will direct a minimum of 25% of their fees each year toward achieving this shareholding.

For the 2009/10 year, the Board again agreed not to increase fees from those applied in 2008, apart from a small increase to fees paid in relation
to the Audit Committee. The fee for the Chairman is slightly below that of his predecessor. For details of remuneration paid to directors for the
2009/10 year, refer to Table 6 in this Remuneration Report.

Table 5: NED Shareholdings

Table 4: Components of remuneration for NEDs
Elements

Board/Committee Fees

Included in
Fee Limit

Details

For 2009/10
Fees per annum are:

Chairman

NED

Board

$745,000$200,000

Yes

Audit Committee$60,000$30,000

Risk Committee$52,000$25,000

HR Committee$48,000$21,000

Governance & Technology Committees$30,000$10,000

Other fees/benefits

Work on special committees may attract additional fees of an amount considered appropriate in
the circumstances.

Yes

Post-employment Benefits

Superannuation contributions are made at a rate of 9% (but only up to the Government’s prescribedmaximum contributions limit) which satisfies the company’s statutory superannuation contributions.
The ANZ Directors’ Retirement Scheme was closed effective 30 September 2005. Accrued
entitlements relating to the ANZ Directors’ Retirement Scheme were fixed at 30 September 2005
and NEDs had the option to convert these entitlements into ANZ shares. Such entitlements, either
in ANZ shares or cash, will be carried forward and transferred to the NED when they retire(including interest accrued at the 30 day bank bill rate for cash entitlements).
The accrued entitlements for current NEDs fixed under the ANZ Directors’ Retirement Scheme
as at 30 September 2005 are as follows:
G Clark$83,197
D Meiklejohn$64,781
J Morschel$60,459
The accrued entitlements for C Goode and J Ellis at that time were $1,312,539 and $523,039
respectively. On their retirement, Retirement Benefit Shares were transferred to C Goode valued
at $1,398,845 (based on 1 day VWAP of $22.9507 as at 26 February 2010) and Retirement Benefit
Shares were transferred to J Ellis valued at $478,333 (based on 1 day VWAP of $21.3694 as at
18 December 2009).

Yes

As a result of taxation changes which came into effect from 1 July 2009, ANZ ceased all newpurchases under the Directors’ Share Plan (the Plan) with effect from 1 October 2009, although
existing shares will continue to be held in trust. As shares were purchased from remuneration
forgone, they were not subject to performance conditions. Participation in the plan was
voluntary. Shares acquired under the plan were purchased on market and were subject to aminimum 1 year restriction, during which the shares could not be traded. In the event of serious
misconduct, all shares held in trust will be forfeited. All costs associated with the plan are metby the Company.
The Plan is not a performance-based share plan and is not intended as an incentive componentof NED remuneration.

Yes

Directors’ Share Plan

24

ANZ Annual Report 2010

The movement during the reporting period in shareholdings of NEDs (held directly, nominally and by related parties) is provided below:

No

Balance as at
1 Oct 2009

Shares fromchanges during
the year1

Balance as at
30 Sep 20102

Balance as at
30 Sep 2010 as
a % of base fee3

Balance as atreport sign-off
dateCurrent Non-Executive Directors
J Morschel
G ClarkP Hay
H Lee
I Macfarlane
D Meiklejohn
A Watkins

12,902
13,5217,006
1,575
12,616
16,19819,461

3,000
1,958
2,037
8,079
1,500
–
–

15,902
15,4799,043
9,654
14,116
16,19819,461

188%
183%
107%
114%
167%
192%
230%

15,902
15,4799,043
9,654
14,116
16,19819,461Former Non-Executive Directors
C GoodeJ Ellis773,251
154,343

18,47375

791,724
154,418

n/a
n/a

n/a4
n/a4

Name

1 Shares from changes during the year include the net result of any shares purchased/sold or acquired under the Dividend Reinvestment Plan.
2 The following shares were nominally held as at 30 September 2010: J Morschel – 8,860; G Clark – 15,479; P Hay – 8,785; H Lee – 1,654; I Macfarlane – 2,574; D Meiklejohn – 13,698;
A Watkins – 18,419.
3 The value of shares has been calculated using the closing price on 30 September 2010 of $23.68. The percentage of base fee has been determined by comparing the share value against
the current base annual NED fee of $200,000.
4 	Current shareholdings for C Goode and J Ellis are not provided as they are no longer NEDs as at the report sign-off date.

Remuneration Report25Remuneration Report – FULL (Audited) (continued)

1.4. REMUNERATION PAID TO Non-Executive Directors
Remuneration details of NEDs for 2009/10 and 2008/09 are set out below in Table 6.
There is an increase in overall 2010 Total Remuneration for NEDs compared with 2009. This variation is primarily attributable to the termination
benefits paid to C Goode and J Ellis on their retirement from the Board, comprised of the benefit accrued under the retirement scheme which
existed prior to September 2005.
There was no major increase in actual fee levels so any individual changes can be primarily attributed to changes in representation on different
committees. Refer to Section 1.2 for fee structure details.
Table 6: NED Remuneration for 2010 and 2009
Short-Term
Employee Benefits
Value of shares
Committee
acquired in lieu
feesof fees1$$

Short term
incentive$

Other4
$

Total
$

Super
contributions$

Long-Term
Employee Benefits
Long service
leave accrued
during the year$

48,33373,000

n/a
n/a

–
–

566,250
272,987

14,646
13,924––61,00051,083

n/a
n/a

–
–

261,000
251,083

200,000
139,500–
37,49876,00030,975

n/a
n/a

–
–

2010
2009

200,000
107,778–
24,99535,000
6,639

n/a
n/a

I Macfarlane (Appointed February 2007)
Independent Non-Executive Director

2010
2009

200,000
200,000––

72,00065,000D Meiklejohn (Appointed October 2004)
Independent Non-Executive Director

2010
2009

200,000
200,000––

A Watkins (Appointed November 2008)
Independent Non-Executive Director

2010
2009

200,000
127,3132010
2009

Post- Employment

Termination
Benefits2

Share-Based
Payments$

Total amortisation
value of equity$

Total
Remuneration3
$

n/a
n/a

–
–

n/a
n/a

580,896286,911

14,646
13,924

n/a
n/a

–
–

n/a
n/a

275,646
265,007

276,000
207,973

14,646
13,343

n/a
n/a

–
–

n/a
n/a

290,646
221,316––

235,000
139,412

14,646
10,149

n/a
n/a

–
–

n/a
n/a

249,646
149,561

n/a
n/a

–
–

272,000
265,000

14,646
13,924

n/a
n/a

–
–

n/a
n/a

286,646
278,924

106,000
87,000

n/a
n/a

–
–

306,000
287,000

14,646
13,924

n/a
n/a

–
–

n/a
n/a

320,646
300,924–
49,670103,000
54,960

n/a
n/a

–
–

303,000
231,943

14,646
13,477

n/a
n/a

–
–

n/a
n/a

317,646
245,420

326,250
783,000

–
–

–
–

n/a
n/a

8,2334–334,483
783,000

7,231
13,924n/an/a

1,398,845
–

n/a
n/a

1,740,559
796,9242010
2009

43,00017,500–
182,429–35,000n/an/a8,546418,0854

51,546
253,014

3,615
13,924n/an/a478,333–n/a
n/a

533,494
266,938

2009

94,444–34,472n/a–

128,916

6,872

n/a

604,392n/a

740,1802010
2009

2,087,167
2,049,535–
314,579

501,333
438,129n/a
n/a

16,77918,0852,605,279
2,820,328

113,368
127,385n/an/a

1,877,178
604,392n/an/a

4,595,825
3,552,105

Financial
Year

Board fees$

J Morschel (Appointed Director October 2004;
appointed Chairman March 2010)
Independent Non Executive Director, Chairman

2010
2009

517,917
180,000–
19,987

G Clark (Appointed February 2004)
Independent Non-Executive Director

2010
2009

200,000
200,000

P Hay (Appointed November 2008)
Independent Non-Executive Director

2010
2009

H Lee (Appointed February 2009)
Independent Non-Executive Director

Current Non-Executive Directors

Former Non-Executive Directors
C Goode (Appointed Director July 1991;
appointed Chairman August 1995; retired
28 February 2010)
Independent Non-Executive Director, Chairman
J Ellis (Appointed October 1995;
retired 18 December 2009)
Independent Non-Executive Director
M Jackson (Appointed March 1994;
retired March 2009)
Independent Non-Executive Director
Total of all Non-Executive Directors5

1 Shares acquired through participation in Directors’ Share Plan. The value reflects the fees forgone to purchase shares on market (amortisation is not applicable).
2 The termination benefits paid to M Jackson (in 2008/09) and C Goode and J Ellis (in 2009/10) on their respective retirements from the Board relate to the benefits accrued under the retirement
scheme which existed prior to September 2005 and interest on that benefit. For C Goode, Retirement Benefit Shares were transferred on retirement. The price on retirement was $22.9507 (basedon 1 day VWAP as at 26 February 2010). For J Ellis, Retirement Benefit Shares were transferred on retirement. The price on retirement was $21.3694 (based on 1 day VWAP as at 18 December 2009).
3 Amounts disclosed for remuneration of directors exclude insurance premiums paid by the consolidated entity in respect of directors’ and officers’ liability insurance contracts. The total premium,
which cannot be disclosed because of confidentiality requirements, has not been allocated to the individuals covered by the insurance policy as, based on all available information, the directors
believe that no reasonable basis for such allocation exists.
4 	For C Goode, Other relates to gifts on retirement. For J Ellis, Other relates to car parking, office space and gifts on retirement.
5 Due to consistency of remuneration structure, the Remuneration details of the CEO (who is the only Executive Director) are included in Table 17 with other Executives.

26

ANZ Annual Report 2010

Remuneration Report27Remuneration Report – FULL (Audited) (continued)

Figure 2: ANZ – Underlying Profit1 & Average STI payments

2. Executive Remuneration
2.1. REMUNERATION GUIDING PRINCIPLES

5,025

ANZ’s Remuneration Policy, approved by the Board, shapes the Group’s remuneration strategies and initiatives.
The following principles underpin ANZ’s Remuneration Policy for Executives:

Underlying Profit1 ($milion)
Average STI payments against targets

Focus on creating and enhancing value for all ANZ stakeholders;Target STI

3,772
X,XXX

3,426

Differentiation of individual rewards in line with ANZ’s culture of rewarding for out-performance, adherence to standards of behaviour
and to risk and compliance policies and processes; and

3,924

3,587

Emphasis on “at risk” components of total rewards which are designed to encourage behaviour that supports both the long-term financial
soundness and the risk management framework of ANZ and delivers superior long-term total shareholder returns;

The provision of a competitive reward proposition to successfully attract, motivate and retain the highest quality individuals required
to deliver ANZ’s business and growth strategies.

150

2.2. PERFORMANCE OF ANZ
Sustained company performance over the long-term is a key focus for ANZ. The success of ANZ’s remuneration policy in aligning shareholder
and executive rewards is demonstrated by the close correlation that exists between Company performance and the benefits derived by
Executives from the ‘at-risk’ components of their remuneration over the past 5 years.

Basic Earnings Per Share (EPS)
NPAT ($m)
Total Dividend (cps)
Share price at 30 September ($)
Total Shareholder Return (12 month %)Underlying profit1

2009/10

2008/09

2007/08

2006/07

2005/06

178.9
4,501
126
23.68
1.9
5,025

131.0
2,943
102
24.39
40.3
3,772

170.4
3,319
136
18.75
-33.5
3,426

224.1
4,180
136
29.70
15.6
3,924

200.0
3,688
125
26.86
17.1
3,587

1 Underlying profit represents the directors’ assessment of the profit for the ongoing business activities of the Group, and is based on guidelines published by the Australian Institute of Company
Directors and the Financial Services Institute of Australasia. ANZ applies this guidance by adjusting statutory profit for material items that are not part of the normal ongoing operations of theGroup including one-off gains and losses, gains and losses on the sale of businesses, non-continuing businesses, timing differences on economic hedges, and acquisition related costs. Refer topage 65 for details of adjustments.

125% of target STI paid
to the executive director
and disclosed executives

Table 7 shows ANZ’s annual performance over the five-year period spanning 1 October 2005 to 30 September 2010. The table illustrates theimpact of ANZ’s performance on shareholder wealth, taking into account dividend payments, share price changes and other capital adjustments
during the financial year.
Table 7: ANZ’s Performance 2006 – 2010

100
112%

110%

76%

106%

137%

06

07

08

09

10

The key aspects of ANZ’s remuneration strategy for Executives (including the CEO) is set out below:
Remuneration Objectives

Shareholder
value creation

Emphasis on “at risk”
components

160

Reward differentiation todrive out-performance

Attract, motivate
and retain talent

Pay for Performance
Total Remuneration set by reference
to geographic market

Upper Quartile
MedianFin Index
ANZ180

1 Underlying profit represents the directors’ assessment of the profit for the ongoing business activities of
the Group, and is based on guidelines published by the Australian Institute of Company Directors and the
Financial Services Institute of Australasia. ANZ applies this guidance by adjusting statutory profit for material
items that are not part of the normal ongoing operations of the Group including one-off gains and losses,
gains and losses on the sale of businesses, non-continuing businesses, timing differences on economic
hedges, and acquisition related costs. Refer to page 65 for details of adjustments.

75

2.3. REMUNERATION STRUCTURE OVERVIEW

Figure 1 compares ANZ’s TSR performance against the median TSR of the LTI comparator group and the S&P/ASX 200 Banks Accumulation Index
over the 2005/06 to 2009/10 measurement period.
Figure 1: ANZ 5-Year Cumulative Total Shareholder Return Performance

Figure 2 illustrates the relationship between the average actual STI payments
against target and the Group’s performance measured using underlying profit
over the last 5 years. The average STI payments for each year are based on those
executives (including the CEO) disclosed in each relevant reporting period. As
illustrated in the chart, the average STI payments are generally in alignment withthe underlying profit trend, with both the underlying profit and the STI payments(as a percentage of target STI) again trending upwards in 2010.

Fixed

At RiskFixed Remuneration

Short Term Incentive (STI)Long Term Incentive (LTI)

Fixed remuneration is set based on financial
services market/internal relativities
reflecting: responsibilities, performance,
qualifications, experience and location

STI targets are linked to theperformance targets of the Group,
Division and Individual using abalanced scorecard approach

LTI targets have direct links toshareholder value creation

Percentage

140

120

100

80

Sep 10Mar 10

Sep 09Mar 09

Sep 08Mar 08

Sep 07

Mar 07

Sep 06

Mar 06

Sep 0560

Performance period

28

ANZ Annual Report 2010

Remuneration Report29Remuneration Report – FULL (Audited) (continued)

2.5. CEO REMUNERATION (Continued)

2.4. REMUNERATION COMPONENTS
The Board aims to achieve a balance between fixed and at-risk components of remuneration that reflects market conditions for each seniority level.

Details

The relative proportion of fixed and at-risk remuneration is as set out below:
Table 8: Annual Total Reward Mix Percentage (% based on at Target levels of performance)
Fixed

CEO
Executives

Special Equity
Allocation

In 2008 the Board reviewed the contract and retention arrangements of the CEO to ensure that they
continued to be market competitive. Following this review, the Board considered it reasonable andappropriate to grant the CEO 700,000 options. This resolution was approved by shareholders at the2008 AGM and the options were granted on 18 December 2008.
The rationale for the grant of options to the CEO was:
As options only reward for uplift in the share price above the option exercise price, the award
helps drive a longer term focus on sustained share price growth while strengthening the alignmentof the CEO’s interests with shareholders;
The grant recognised the CEO’s performance in establishing a solid foundation to enable ANZ
to achieve its longer term vision, as well as acknowledging his very strong internal and external
leadership during the significant challenges the organisation faced during that year;
The grant took into consideration the fact that the CEO’s STI payment was reduced by
20% in 2008 as a result of ANZ’s performance, however, this result was largely attributableto decisions made prior to his appointment;
Using Performance Rights as part of the long-term incentive program and Options for retention
purposes provides a strong motivation and retention element in both flat and growth economic cycles.
These options will be available for exercise from the date of vesting, December 2011, with the option
exercise price being equal to the market value of ANZ shares at the date they were granted i.e.
$14.18 per share. Upon exercise, each option entitles the CEO to one ordinary ANZ share. At grant
the options were independently valued at $2.27 each i.e. a total value of $1.589 million. However,these options will only have any value if, at the vesting date or during the subsequent exercise period(i.e. 2 years after vesting), the share price exceeds $14.18. This value will be based on the amountby which the market price exceeds the exercise price multiplied by the total number of options.

Long-Term Incentives(LTI) – Grants covering
first 3 years

Three tranches of performance rights were provided to the CEO in December 2007, each to a maximum
value of $3 million, covering his first three years in the role. The first of these tranches will be tested after
three years (i.e. December 2010) based on ANZ’s relative TSR against a comparator group, consistent
with the Executives comparator group (refer section 2.6.4). Performance equal to the median of thecomparator group will result in half of the Performance Rights vesting. Achieving TSR above the median
will result in further performance rights vesting, increasing on a straight line basis until ANZ’s TSR equals
or exceeds the 75th percentile of the comparator group at which time all the performance rights vest.
The other two tranches will be tested in December 2011 and December 2012 respectively. No retesting
is available. Therefore, since joining ANZ as CEO on 1 October 2007 the CEO will only receive a benefit
from December 2010 onwards and only if the performance hurdles have been met.

Sign-On Award

In addition to his standard remuneration arrangements, the CEO was provided with additional equity
as part of his original sign-on arrangements to recognise remuneration forgone from his previous
employer in order to join ANZ. The CEO was offered $9 million on his commencement which he elected
to take as deferred shares, with one third of the award vesting in each of October 2008, 2009 and 2010
respectively. The sign-on award equated to a total of 330,033 ANZ shares at the time of grant when theshare price was $27.27.
Given the purpose of the sign-on award for the CEO was to compensate him for remuneration forgone,
the ANZ Deferred Shares were not subject to any performance hurdles. The allocation of Deferred Shareswill, however, strengthen the alignment of the CEO’s interests with shareholders.
On 2 October 2008, 110,011 of those shares became available to the CEO. However, the nominal valueof the shares had declined from the original grant value of $3 million to $2.097 million on 2 October 2008(based on the one day VWAP of $19.0610 per share). The second grant vested on 2 October 2009 and,based on the one day VWAP of $23.560 per share, the value at vesting was $2.592 million. The final grant
will vest on 2 October 2010.

At RiskFixed remuneration

STI

LTI

33%
37%

33%
45%1

33%
18%

1 The STI for all Executives is subject to mandatory deferral (refer to section 2.6.3 for details).

The levels of reward within the remuneration structure are benchmarked against the financial services market median. However, the applicationof the structure allows for the opportunity to earn upper quartile variable pay for significant out-performance, and significantly reduced or nil
payment for underperformance. In this way the remuneration structure reflects “reward for performance”.
2.5. CEO REMUNERATIONThe components of the CEO’s remuneration package are substantially the same as other Executives. However, there are some differences in
the quantum, delivery and timing of the CEO’s arrangements. In the interests of clarity and in order to ensure a thorough understanding of thearrangements that are in place for the CEO, the following table provides a summary of these arrangements as well as cross references to othersections of the report where these arrangements are outlined in further detail.
Details

Summary

Fixed Remuneration

The level of fixed pay for the CEO was set at $3 million on his commencement in 2007. It was agreed thiswould be held constant for the first three years until October 2010 and will be subject to annual review
from that time.

Short-Term Incentives(STI)

The CEO has an annual opportunity to receive an incentive payment equivalent to the value of his fixed
remuneration, i.e. $3 million if targets are met. The actual amount paid can increase or decrease from thisnumber dependent on performance. The actual incentive payment paid in November 2009, but which
related to the 2008/09 year, was $4.5 million of which $2.1 million was deferred (half deferred for one
year and the other half deferred for two years).
The Board approved the CEO’s 2009/10 balanced scorecard at the start of the year and then assessed
his performance against these objectives at the end of the 2009/10 year to determine the appropriate
incentive (relative to target). As per the Board HR Committee Charter, robust performance measuresand targets for the CEO that encourage superior long-term performance and ethical behaviour are
recommended by the Board HR Committee to the full Board.
The key objectives for 2009/10 included a number of quantitative and qualitative measures alignedwith ANZ’s strategy, which included (but were not limited to) financial goals, risk management, progress
towards long-term strategic goals, strengthening the management bench, and people/culture measures.
A key focus of these objectives was on the strategic acquisition and disposal of assets in order to position
the company for the future.
Based on the Board’s assessment, the STI payment for the CEO for the 2009/10 year will be $4.75 million
with $2.5 million paid in cash and the balance awarded as deferred shares. Half the deferred shares will
be restricted for 1 year and half for 2 years.

30

ANZ Annual Report 2010

Discussion
in Report

STI – Refer
Page 32

Discussion
in Report

Summary

Remuneration Report31Remuneration Report – FULL (Audited) (continued)

2.6. EXECUTIVE REMUNERATION
2.6.1. Fixed Remuneration

Table 9: Summary of STI Arrangements (Continued)

Fixed Remuneration at ANZ is reviewed annually. ANZ sets remuneration ranges with a midpoint targeted to the local market median being
paid in the financial services industry in the relevant global markets in which ANZ operates.

Rewarding Performance The STI program and the targets that are set have been designed to motivate and reward superior performance.
The size of the actual STI payment made at the end of each financial year to individuals will be determined basedon performance as detailed above.
Within the overall incentive pool approved by the Board, Executives who out-perform relative to their peers andsignificantly exceed targets may be rewarded with a maximum STI award which is significantly higher than theirtarget STI. Conversely, the poorest performers relative to their peers will not be eligible to receive any STI award.

2.6.2. Variable Remuneration

Mandatory Deferral

The fixed remuneration amount is expressed as a total dollar amount which can be taken as cash salary, 9% superannuation contributions,and other nominated benefits (e.g. novated car leases, superannuation contributions, car parking and contributions towards the Employee
Share Save Scheme).

Variable remuneration forms a significant part of Executives’ potential remuneration, providing at risk components that are designed to drive
performance in the short, medium and long-term. The term “variable remuneration” within ANZ covers both the STI and LTI arrangements.
During the 2009/10 year, ANZ formalised the Board’s discretion to reduce or eliminate variable remuneration payments, including deferred
amounts which have not yet vested, following consideration of any adverse outcomes that have arisen during the deferral period that impact
the original assessment of performance, to meet unexpected or unknown regulatory requirements, or to protect the financial soundness of
ANZ. The Board also considers all these factors when initially determining and approving bonus pools, payments and any significant individual
bonus amounts.
2.6.3. Short Term Incentives (STI)
Details of the STI arrangements for Executives are provided in Table 9 below:
Table 9: Summary of STI Arrangements
PurposeThe STI arrangements support ANZ’s strategic objectives by providing rewards that are significantly differentiatedon the basis of achievement against annual performance targets.
The introduction in 2008 of mandatory deferral of a portion of the STI places an increased emphasis on having
a variable structure that is flexible, continues to be performance linked, has significant retention elements andmotivates executives to drive continued performance over the longer term.

Determining STI Pools

ANZ’s Employee Reward Scheme (ANZERS) structure is reviewed by the Board HR Committee and approved by the Board.
The size of the overall pool is determined by the Board and is based on an assessment of the balanced scorecardof measures of the Group, with this pool then distributed between the different Divisions based on their relative
performance against a balanced scorecard of financial and qualitative measures.

Performance Targets

Since 2008, the following tiered STI deferral approach applies to Executives (excluding the CEO):STI up to the threshold (currently $200,000) paid in cash1
25% of STI amounts above the threshold deferred in ANZ equity for 1 year
25% of STI amounts above the threshold deferred in ANZ equity for 2 years
The balance (i.e. 50%) of STI amounts above the threshold to be paid as cash1.
In 2009/10, Executives could again elect to receive the deferral value as 100% shares or 50% shares/50% options2.
Allowing a mix of options and shares for the mandatory STI deferral provides a strong retention element in bothflat and growth economic cycles. Options contain an in-built price hurdle given that they are designed to reward
for share price growth. That is, options can provide benefits to the extent the ANZ share price increases above theoption exercise price. Options deliver no value where the ANZ share price is equal to or below the option exercise
price during the exercise period. (As part of the changed remuneration arrangements introduced this year for
C Page (Chief Risk Officer) to strengthen his independence from the business, all mandatory deferral is granted
as shares only, i.e. the higher leverage of options is not available.)
As the incentive amount has already been earned, there are no further performance measures attached to theshares and options. However, prior to releasing deferred equity, the Board considers whether to reduce or eliminate
the deferred portion having regard to any adverse outcomes that may have arisen during the deferral period that
impact the original assessment of performance, to meet unexpected or unknown regulatory requirements, or toprotect the financial soundness of ANZ. Unless the Board determines otherwise, all unvested deferred amounts areforfeited on resignation or termination on notice. In the case of retrenchment, retirement, death or total andpermanent disablement, the unvested deferred amounts will vest unless the Board determines otherwise.

1 Executives are able to elect to take any cash bonus amounts they may be awarded as cash or superannuation.
2 J Fagg received share rights rather than shares due to taxation implications in New Zealand. A share right effectively provides a right in the future to acquire a share in ANZ at nil costto the employee. The value of the right at grant date is discounted (relative to the value of an ANZ share at grant), due to the fact that dividends will not be received during the deferral period.

The STI targets are set to ensure appropriate focus on achievement of ANZ Group, Division and individual
performance aligned with ANZ’s overall strategy.
Individual performance objectives for Executives are based on a number of qualitative and quantitative measures
which may include:
Financial Measures including economic profit, revenue growth, EPS growth, capital, liquidity and operating costs;
Customer Measures including customer satisfaction and Market Share;
Process Measures including process improvements and cost benefits; and risk management, audit and compliancemeasures/standards;
People Measures including employee engagement, diversity targets, corporate responsibility and performance
management behaviour.
Strategic goals including integration of business acquisitions.
The specific targets and features relating to all these qualitative and quantitative measures have not been provided
in detail due to their commercial sensitivity.
The performance of relevant executives against these objectives is reviewed at the end of the year by the Board HR
Committee and approved by the Board.

Determining Individual
Incentive Targets

32

Each Executive has a target STI percentage which is determined according to market relativities. The 2009/10 target
STI award level for Executives (excluding the CEO) is 120% of Fixed Remuneration.

ANZ Annual Report 2010

Remuneration Report33Remuneration Report – FULL (Audited) (continued)

2.6.4. Long Term Incentives (LTI)
Details of the LTI arrangements for Executives are provided in Table 10 below:
Table 10: Summary of LTI Arrangements
PurposeTable 10: Summary of LTI Arrangements (Continued)
Cessation of
Employment
Provisions

The following provisions apply in the case of cessation of employment:	In case of dismissal for misconduct, Performance Rights are forfeited;	In case of resignation all unvested or vested but unexercised Performance Rights are forfeited at the time
notice is given:	In case of termination on notice, unless the Board determines otherwise, only Performance Rights that are
vested may be exercised and all unvested Performance Rights will be forfeited; and	In case of death or total & permanent disablement, the performance hurdle is waived and a grace period
is provided in which to exercise all Performance Rights.

Conditions of Grant

The conditions under which Performance Rights are granted are approved by the Board in accordance with therules of the ANZ Share Option Plan.

Hedging and Margin
Lending Prohibitions

As specified in the ANZ Securities Trading Policy, equity allocated under ANZ incentive schemes must remain atrisk until fully vested (in the case of Deferred Shares) or exercisable (in the case of Options or Performance Rights).
As such, it is a condition of grant that no schemes are entered into that specifically protect the unvested valueof Shares, Options and Performance Rights allocated. Doing so would constitute a breach of the grant conditions
and would result in the forfeiture of the relevant Shares, Options or Performance Rights.
The Policy was also extended in 2009 to incorporate a prohibition on Executives providing ANZ securities inconnection with a margin loan or similar financing arrangements under which they may be subject to a call.
To monitor adherence to this policy, ANZ’s Executives are required to sign an annual declaration stating that they
have not entered into (and are not currently involved in) any schemes to protect the value of their interests in any
unvested ANZ securities. Based on the 2009/10 declarations, ANZ can advise that Executives are fully compliant
with this policy.

Shareholding
Guidelines

Executives are expected to accumulate ANZ shares over a five year period, to the value of 200% of their Fixed
Remuneration and to maintain this shareholding while an executive of ANZ. This guideline was introduced
in June 2005. New Executives are expected to accumulate the required holdings within five years of appointment.
Shareholdings for this purpose include all vested and allocated but unvested equity which is not subject toperformance hurdles.

The LTI arrangements are designed to link a significant portion of Executives’ remuneration to shareholder interests.

Type of Equity Awarded LTI is delivered to Executives (apart from the Chief Risk Officer who receives unhurdled deferred shares) as
100% Performance Rights. A Performance Right is a right to acquire a share at nil cost, subject to meeting timeand performance hurdles. Upon exercise, each Performance Right entitles the executive to one ordinary share.
Time Restrictions

The Performance Rights awarded to Executives will be tested once only against the performance hurdle at the endof three years. If they do not achieve the required performance hurdle they are forfeited at that time.
Subject to the performance hurdle being met, Executives then have a two-year exercise period.

Performance Hurdle

The Performance Rights granted to Executives in November 2009 have a single long-term performance measure (referto section 2.11 for details of legacy LTI programs).
The Performance Rights are designed to reward Executives if the Company’s TSR is at or above the median TSR of agroup of peer companies over a three year period. TSR represents the change in the value of a share plus the value of
reinvested dividends paid. TSR was chosen as the most appropriate comparative measure as it focuses on the deliveryof shareholder value and is a well understood and tested mechanism to measure performance.

Vesting Schedule

The proportion of Performance Rights that become exercisable will depend upon the TSR achieved by ANZ relative
to the companies in the comparator group (shown below) at the end of the three-year period.
An averaging calculation is used for TSR over a 90 day period for start and end values in order to reduce the impact
of share price volatility. To ensure an independent TSR measurement, ANZ engages the services of an externalorganisation (Mercer) to calculate ANZ’s performance against the TSR hurdle. Performance equal to the medianof the comparator group will result in half of the performance rights vesting. Achieving TSR above the median will
result in further performance rights vesting, increasing on a straight line basis until ANZ’s TSR equals or exceeds the75th percentile of the comparator group at which time all the performance rights vest. Where ANZ’s performancefalls between two of the comparators, TSR is measured on a pro-rata basis.

Comparator GroupThe peer group of companies against which ANZ’s TSR performance is measured, comprises the following
nine companies:
AMP Limited
AXA Asia Pacific Holdings Limited
Commonwealth Bank of Australia	Insurance Australia Group Limited
Macquarie Bank Limited
National Australia Bank Limited
QBE Insurance Group Limited
Suncorp-Metway Limited
Westpac Banking Corporation

Size of LTI Grants

34

The size of individual LTI grants for Executives is determined by an individual’s level of responsibility, theirperformance and the assessed potential of the executive. The target LTI for disclosed Executives is around 18%of the individual’s target reward mix and around 50% of Fixed Remuneration. Executives are advised of the dollar
value of their LTI Grant, which is then converted into a number of Performance Rights based on an independentvaluation. Refer to section 2.8 for further details on the valuation approach and inputs.
LTI allocations are made annually after the annual review which occurs in October. The following example uses
the November 2009 allocation value.
Example:	Executive granted LTI value of $500,000
Approved Allocation Valuation is $12.17 per Performance Right$500,000 / $12.17 = 41,084 Performance Rights

ANZ Annual Report 2010

Remuneration Report35Remuneration Report – FULL (Audited) (continued)

2.7. EQUITY GRANTED AS REMUNERATION

2.9. EQUITY VESTED/EXERCISED/LAPSED DURING 2009/10

Details of Deferred Shares, Options and Performance Rights granted to Executives during the 2009/10 year are set out in Table 11 below.

Details of the number and value of Deferred Shares, Options and Performance Rights granted to Executives in prior years which vested, were
exercised or which lapsed during the 2009/10 year are set out in the table below.

Table 11: Deferred Shares, Options and Performance Rights Granted as Remuneration during 2009/10
Table 13: Equity vested/exercised/lapsed during 2009/10
Name

Type of Equity

NumbergrantedGrant date

Vesting date

Date ofoption expiry

Optionexercise price$STI Deferred Shares1
STI Deferred Shares1
LTI Performance Rights2
STI Deferred Shares1
STI Deferred Shares1
STI Deferred Options1
STI Deferred Options1
LTI Performance Rights2
STI Deferred Shares1
STI Deferred Shares1
LTI Performance Rights2
STI Deferred Shares1
STI Deferred Shares1
LTI Performance Rights2
STI Deferred Shares1
STI Deferred Shares1
LTI Performance Rights2
STI Deferred Shares1
STI Deferred Shares1
LTI Performance Rights2

46,05346,052
57,726
1,096
1,096
5,307
5,307
41,084
7,237
7,236
41,084
7,127
7,127
41,084
15,351
15,35034,921
26,31626,31545,19313-Nov-09
13-Nov-09
24-Dec-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09

13-Nov-10
13-Nov-11
24-Dec-12
13-Nov-10
13-Nov-11
13-Nov-10
13-Nov-11
13-Nov-12
13-Nov-10
13-Nov-11
13-Nov-12
13-Nov-10
13-Nov-11
13-Nov-12
13-Nov-10
13-Nov-11
13-Nov-12
13-Nov-10
13-Nov-11
13-Nov-12––
23-Dec-14––
12-Nov-14
12-Nov-14
12-Nov-14––
12-Nov-14––
12-Nov-14––
12-Nov-14––
12-Nov-14

–
–
0.00
–
–
22.80
22.80
0.00
–
–
0.00
–
–
0.00
–
–
0.00
–
–
0.00

EquityFair Value3
$

22.54
22.54
11.26
22.54
22.54
4.83
5.09
12.17
22.54
22.54
12.17
22.54
22.54
12.17
22.54
22.54
12.17
22.54
22.54
12.17

VestedCurrent Executives
M SmithP Chronican
S Elliott

G Hodges
P Marriott
C PageA Thursby
Former Executives
J Fagg

STI Deferred Share Rights1
STI Deferred Share Rights1
LTI Performance Rights2

4,086
4,291
41,08413-Nov-09
13-Nov-09
13-Nov-09

13-Nov-10
13-Nov-11
13-Nov-12

12-Nov-14
12-Nov-14
12-Nov-14

0.00
0.00
0.00

21.41
20.39
12.17

1 Executives are required to take half of all STI amounts above the threshold as equity. Refer to Table 9 for further details of the Mandatory Deferral arrangements and Table 12 for details of thevaluation methodology, inputs and fair value.
2 The 2009 LTI grants for Executives were delivered as Performance Rights. Refer to Table 10 for further details of the LTI grant and Table 12 for details of the valuation, inputs and fair value.
3 The estimated maximum value of the grant can be determined by multiplying the number granted by the fair value of the equity instruments. The minimum value of the grants, if the applicableconditions are not met, is nil.

2.8. EQUITY VALUATIONSANZ engages two external experts (Mercer and PwC) to independently value any required Options, Rights and Shares, taking into accountfactors including the performance conditions, share price volatility, life of instrument, dividend yield and share price at grant date. These arethen audited by internal audit and KPMG and the higher of the two values passing audit is then approved by the Board HR Committee as the
allocation and/or expensing/disclosure value. The following table provides details of the valuations of the various equity instruments issued
during the year:
Table 12: Equity Valuation Inputs
Recipients

Executives
Executives
Executives
Executives
Executives
Executives

36

Type of Equity

STI Deferred Options
STI Deferred Options
STI Deferred Share Rights
STI Deferred Share Rights
LTI Performance Rights
LTI Performance Rights

ANZ Annual Report 2010

Grant date

Equity
fair
value
($)

Share
closing priceat grant($)

ANZ
expected
volatility(%)

Equityterm(years)Vesting
period(years)Expected
life(years)13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
24-Dec-09

4.83
5.09
21.41
20.39
12.17
11.26

22.48
22.48
22.48
22.48
22.48
22.39

39
39
35
35
35
40

5
5
5
5
5
5

1
2
1
2
3
3

3
3.5
1
2
3
3

NameType of Equity

Numbergranted

Grant
First date
date exercisable

Dateof expiry Number

Lapsed%Value1$

NumberExercised%

Value1$ Number%Unexer
Vested and -cisable
exercisable
as atValue1 as at 30 Sep 30 Sep
$
2010
2010

Current Executives
M SmithSign-on Shares2

P Chronican
S Elliott
G Hodges

P Marriott

Other Deferred Shares

19-Dec-07

02-Oct-09– 110,011 100 2,591,859

–

–

–

–

–

–

110,011

–

–

–

–

–

–

–

–

–

–

–

–

–

–

–

–

7,530

11-Jun-09

11-Jun-10–

7,530 100

172,589

–

–

–

–

–

–

7,530

–

202,719––– (33,870) 100

STI Deferred Options

33,87031-Oct-08

31-Oct-09

30-Oct-13 33,870 100

192,338––

Hurdled Options
Hurdled Options
Index-Linked Options
Index-Linked Options
STI Deferred Share Rights
Performance Rights

49,18160,00063,000113,000
5,341
57,34011-May-04
05-Nov-04
23-Oct-02
20-May-03
31-Oct-08
24-Oct-06

11-May-07
05-Nov-07
23-Oct-05
20-May-06
31-Oct-09
25-Oct-09

10-May-11 24,591 50 172,498––– (24,590) 50 114,066
04-Nov-11 51,600 86 141,296––– (32,400) 54
70,59022-Oct-09––– (63,000) 100 (398,714)–––
19-May-10––– (113,000) 100 (427,598)–––
30-Oct-13 5,341 100 123,725––– (5,341) 100 122,088
24-Oct-11 57,340 100 1,371,699 (12,879) 22 (305,351) (44,461) 78 1,016,321

24,591
19,200
–
–
–
–

–
8,400
–
–
–
–

STI Deferred Shares
STI Deferred Options
Hurdled Options
Hurdled Options
Index-Linked Options
Index-Linked Options
Performance Rights

3,638
24,193
69,26367,600153,000
158,000
57,34031-Oct-08
31-Oct-08
11-May-04
05-Nov-04
23-Oct-02
20-May-03
24-Oct-06

31-Oct-09
31-Oct-09
11-May-07
05-Nov-07
23-Oct-05
20-May-06
25-Oct-09

30-Oct-13
10-May-11
04-Nov-11
22-Oct-09
19-May-10
24-Oct-11

–

–

–

–

Other Deferred Shares

34,602

03-Sep-07

03-Sep-10– 34,602 100

804,989

–

–

–

–

–

–

34,602–

STI Deferred Shares
STI Deferred Options

12,36982,25531-Oct-08
31-Oct-08

31-Oct-09
31-Oct-09– 12,369 100
30-Oct-13 82,255 100

286,530
492,313

–
–

–
–

–
–

–
–

–
–

–
–

12,36982,255––

10,380 03-Sep-07 03-Sep-10– 10,380 100
11,217 05-Nov-03 05-Nov-06 04-Nov-10––
10,759 11-May-04 11-May-07 10-May-11 5,380 50
11,340 05-Nov-04 05-Nov-07 04-Nov-11 9,752 86
12,955 23-Oct-02 23-Oct-05 22-Oct-09––
21,200 20-May-03 20-May-06 19-May-10––
33,640 24-Oct-06 25-Oct-09 24-Oct-11 33,640 100

241,483–
37,73926,704––
804,743

–
–
–
–
–
–
–
– (11,217) 100––– (5,379) 50––– (6,350) 56(12,955) 100 (81,990)––(21,200) 100 (80,222)––(7,556) 22 (179,147) (26,084) 78–
62,26825,342
14,295––598,137

10,380
–
5,380
3,402
–
–
–

–
–
–
1,588
–
–
–

C PageA Thursby

110,0113,638 100
84,275––––24,193 100 144,800––––
34,632 50 242,933––––
58,136 86 159,194
–
–
–
–
–
–
– (153,000) 100 (968,306)–––– (158,000) 100 (597,881)–
57,340 100 1,371,699 (12,879) 22 (305,351) (44,461)
–

–

–

–

–

–

–

–
–
–
–
–
–
78

–
–
–
–
–
–
979,169

3,638
24,193
69,263
58,136
–
–
–

–
–
–
9,464
–
–
–

–

–

–

–

Former Executives
J FaggOther Deferred Shares
Hurdled Options
Hurdled Options
Hurdled Options
Index-Linked Options
Index-Linked Options
Performance Rights

1 The value of shares and/or performance rights is based on the 1-day VWAP of the Company’s shares traded on the ASX on the date of vesting, lapsing or exercising, multiplied by the numberof shares and/or performance rights. The value of options is based on the difference between the 1-day VWAP and the exercise price, multiplied by the number of options.
2 The second tranche of 110,011 deferred shares granted to the CEO on his commencement vested on 2 October 2009 – refer to section 2.5 for further details. The value has been determinedbased on the 1-day VWAP on 2 October 2009 of $23.56 per share.

Expected
dividend
Risk freeyield interest rate
(%)
(%)

5.50
5.50
5.00
5.00
5.00
4.60

5.04
5.13
4.26
4.67
5.01
4.71

Remuneration Report37Remuneration Report – FULL (Audited) (continued)

2.10. SHAREHOLDINGS OF EXECUTIVES
The movement during the reporting period in shareholdings of Executives (held directly, nominally and by related parties) is provided below.

The movement during the reporting period in options and performance rights of Executives (held directly, nominally and by related parties)
is provided below.

Table 14: Executives’ Shareholdings (including movements during the 2009/10 year)

Table 15: Executives’ Option and Performance right Holdings (including movements during the 2009/10 year)

Balance of sharesas at 1 Oct 20091

Shares granted
during the year
as remuneration2

Shares fromother changes
during the year3

Balance as at
30 Sep 20104

Balance as at dateof report sign-off5

M SmithP Chronican6
S Elliott
G Hodges
P Marriott
C PageA Thursby

375,025
1,499
15,060282,054534,350–
167,824

92,105–2,192
14,473
14,25430,701
52,631

2,246
3,000
817
(49,647)
5,210
748
2,648

469,376
4,499
18,069
246,880
553,81431,449223,103469,376
4,499
18,069324,540
553,81431,449223,103

Former Executives
J Fagg47,144–37,821

84,965n/aName

Current Executives

1
2
3
4

Balance of shares held at 1 October 2009 include beneficially held shares (both direct and indirect) and shares held by related parties.
Details of shares granted as remuneration during 2009/10 are provided in Table 11.
Shares resulting from any other changes during the year include the net result of any shares purchased, or sold or any acquired under the Dividend Reinvestment Plan.
The following shares were held on behalf of Executives (i.e. indirect beneficially held shares) as at 30 September 2010: M Smith – 204,362; P Chronican – 0; S Elliott – 18,069;
G Hodges – 141,573; P Marriott – 134,218; C Page – 31,449; A Thursby – 223,103.
5	Current holdings for J Fagg are not provided as she is no longer a KMP as at the report sign off date.
6 	Commencing balance is based on holdings as at the date of commencement as a Key Management Personnel.

Name

Type of options/rights

Balance as at
1 Oct 20091

Granted during Exercised
the year as
duringremuneration2
the year

Number changed,
forfeited or lapsed
during the year

Balance as at
30 Sep 2010

Vested andexercisable as at
30 Sep 2010

Balance as at
date of reportsign-off4

Current Executives
M SmithSpecial Options
LTI Performance Rights

700,000
779,002

–
–

–
–

–
–

700,000
779,002––700,000
779,002

P Chronican3

LTI Performance Rights–

57,726––57,726–57,726

S Elliott

STI Deferred Options
LTI Performance Rights
Hurdled Options
Index-Linked Options
STI Deferred Options
LTI Performance Rights
STI Deferred Share Rights––
109,181
176,000
67,739165,260
11,004

10,61441,084–––41,084–––(56,990)–(33,870)(44,461)(5,341)–––(176,000)–(12,879)–

10,61441,08452,191–33,869149,004
5,663––
43,791––––

10,61441,0848,400––
149,004
5,663

Hurdled Options
Index-Linked Options
STI Deferred Options
LTI Performance Rights
Performance Rights

136,863
311,000
48,385
165,260
38,038–––41,08434,921–––(44,461)––(311,000)–(12,879)–

136,863–
48,385
149,004
72,959127,399–
24,193––

136,863–
48,385
149,004
72,959

STI Deferred Options
LTI Performance Rights

164,509
101,351–
45,193––––

164,509
146,544

82,255–

164,509
146,544

Hurdled Options
Index-Linked Options
LTI Performance Rights
STI Deferred Share Rights

33,31634,15583,79437,722––
41,084
8,377(22,946)–(26,084)––(34,155)(7,556)–

10,370–91,23846,099

8,782
–
–
–

n/a
n/a
n/a
n/a

G Hodges

P Marriott

C PageA Thursby
Former Executives
J Fagg1 Balance of options/rights held at 1 October 2009 include beneficially held options/rights (both direct and indirect) and options/rights held by related parties.
2 Details of options/rights granted as remuneration during 2009/10 are provided in Table 11.
3 P Chronican’s commencing balance is based on holdings as at the date of commencement.
4 	Current holdings for J Fagg are not provided as she is no longer a KMP as at the report sign off date.

38

ANZ Annual Report 2010

Remuneration Report39Remuneration Report – FULL (Audited) (continued)

2.11. LEGACY LTI PROGRAMS

2.12. REMUNERATION PAID TO EXECUTIVES

There are a number of legacy LTI programs which are no longer offered to new entrants but which have existing participants. Details of theseare shown in Table 16 below.
Option plans described below have the following features:
An exercise price that is set equal to the weighted average sale price of all fully paid ordinary shares in the Company sold on the Australian
Securities Exchange (ASX) during the 1 week prior to and including the date of grant;
A maximum life of 7 years and an exercise period that commences 3 years after the date of grant, subject to performance hurdles being met.
Options are re-tested monthly (if required) after the commencement of the exercise period;
Upon exercise, each option entitles the option-holder to one ordinary share;	In case of resignation or termination on notice or dismissal for misconduct: options are forfeited;	In case of redundancy: options are pro-rated and a grace period is provided in which to exercise the remaining options (with hurdles waived,
if applicable);	In case of retirement, death or total & permanent disablement: A grace period is provided in which to exercise all options (with hurdles
waived, if applicable); andPerformance hurdles, which are explained below for each type of option.

Remuneration details of Executives for 2009/10 and 2008/09 are set out below in Table 17.

Details

Deferred Shares(Granted fromFebruary 2000)

Deferred Shares granted under the LTI arrangements were designed to reward executives for superior growthwhilst also encouraging executive retention and an increase in the Company’s share price.
Shares are subject to a time-based vesting hurdle of 3 years, during which time they are held in trust;During the deferral period, the employee is entitled to any dividends paid on the shares;
Shares issued under this plan may be held in trust for up to 10 years;
The value used to determine the number of LTI deferred shares to be allocated has been based on the volume
weighted average price of the shares traded on the ASX in the week leading up to and including the date of issue;
In case of resignation or termination on notice or dismissal for misconduct: LTI shares are forfeited;
In case of redundancy: the number of shares that are released is pro rated according to the time held as
a proportion of the vesting period (for all grants made after February 2010, the pro-rated shares are only released
at the original vesting date, not the cessation date); andIn case of retirement, death or total & permanent disablement: LTI shares are released to executives.
Deferred Shares no longer form part of ANZ’s Executive LTI program, however there may be circumstances(such as retention) where this type of equity (including Deferred Share Rights) will be issued.

Hurdled Options(Hurdled A) (Granted
to Executives from
November 2003 until
May 2004)

Until May 2004, hurdled options were granted to executives with the following performance hurdles attached.
Half the options may only be exercised once ANZ’s TSR exceeds the percentage change in the S&P/ASX 200
Banks (Industry Group) Accumulation Index, measured over the same period (since issue) and calculated asat the last trading day of any month (once the exercise period has commenced); andThe other half of hurdled options may only be exercised once the ANZ TSR exceeds the percentage change
in the S&P/ASX 100 Accumulation Index, measured over the same period (since issue) and calculated as at
the last trading day of any month (once the exercise period has commenced).

Hurdled Options(Hurdled B) (Granted
November 2004)

In November 2004 hurdled options were granted with a relative TSR performance hurdle attached.
The proportion of options that become exercisable will depend upon the TSR achieved by ANZ relative to thecompanies in the comparator group shown below. Performance equal to the median TSR of the comparator groupwill result in half the options becoming exercisable. Performance above median will result in further options
becoming exercisable, increasing on a straight-line basis until all of the options become exercisable where ANZ’s
TSR is at or above the 75th percentile in the comparator group. Where ANZ’s performance falls between two of thecomparators, TSR is measured on a pro rata basis.
Comparator GroupAMP Limited	Insurance Australia Group Limited
AXA Asia Pacific Holdings Limited 	Macquarie Bank Limited
Commonwealth Bank of Australia
National Australia Bank Limited

40

LTI equity grants awarded in 2010 are broadly unchanged from 2009. The overall actual STI payments are higher than last year but thisis consistent with the improvement in ANZ’s performance.
For those Executives who were disclosed in both 2008/09 and 2009/10, the following are noted:
S Elliott – 2008/09 remuneration only reflected a partial year as Elliott joined ANZ in that year. Accordingly, year-on-year comparisons
are not appropriate.
G Hodges – Overall remuneration is fairly consistent. Fixed remuneration is basically unchanged, with a decrease in some non-monetary
benefits relating to relocation. The STI is higher and LTI amortisation is relatively unchanged.
P Marriott – Fixed remuneration and LTI amortisation are virtually unchanged but the STI is higher than last year.
C Page – As detailed earlier, the overall remuneration mix for Page has been changed with an increase in fixed remuneration but the STI is
below last year’s level. The largest contributing factor to the year-on-year change is the amortisation of equity relating to prior year grants.
A Thursby – Fixed remuneration is unchanged and the STI is slightly lower than 2009. There is a significant increase in the equity amortisation
relating to deferral of prior year variable payments and expensing of grants made to Thursby in relation to his commencement with ANZ.

Table 16: Legacy LTI Plans
Type of Equity

Overall the year-on-year total is higher. This is partly attributable to higher variable remuneration payments for the current year but also
having full year remuneration data for nearly all Executives.

ANZ Annual Report 2010

J Fagg – 2009 remuneration only reflected a partial year as Fagg was appointed as a KMP during that year. The 2010 disclosure also reflects apartial year as Fagg stood down from her role as a KMP in late 2010 due to illness. Accordingly, year-on-year comparisons are not appropriate.

QBE Insurance Group Limited
Suncorp-Metway Limited
Westpac Banking Corporation

Remuneration Report41Remuneration Report – FULL (Audited) (continued)

Table 17: Executive Remuneration for 2009/10 and 2008/09
Short-Term
Employee Benefits

PostEmployment

Long-Term
Employee Benefits

Share-Based Payments6
Total amortisation value of

Total
$

Super
contributions4$

Retirement
benefitaccruedduring year5$

Long service
leaveaccruedduringthe year$

STI shares$

LTI shares$

STI options$

LTI options$

Performancerights$Other
equity Termination
allocations7
benefits8
$
$

Total
excludingtermination
Grand Total
benefits Remuneration 9,10
$
$

–
–

–
–

2,341,479
2,341,479

1,594,087
3,143,461––

10,856,077
10,935,603

10,856,077
10,935,603

–

–

–

166,057––

2,358,566

2,358,566

32,589–––34,421–––

146,439–

151,034
57,810––2,745,447
698,394

2,745,447
698,394

15,222(9,088)215,177–––

57,446132,340––

616,061
790,098––––

2,595,493
2,617,878

2,595,493
2,617,878––

15,222
15,222244,833
80,239––41,033
94,529––565,243
670,933––––

2,538,926
2,390,349

2,538,926
2,390,349

70,183––23,197
14,527456,441
–

–
–

–
–

–
–

250,792
115,909––––2,650,995
2,182,424

2,650,995
2,182,424

2,373,570––

15,222

894,418–

139,512–532,865

982,185–

4,937,772

4,937,772

1,400,000

2,488,351––

17,275

272,832–

321,397–356,711

678,029–

4,134,595

4,134,595

128,977

465,000

1,443,977––

13,933

160,485–

189,057–

310,957

82,736–2,201,145

2,201,145

547,459

5,656

700,000

1,253,115

49,541––

115,782–

138,865–

233,660–

421,9021,790,963

2,212,865

782,000
357,000

105,359
63,814538,200
214,000

1,425,559
634,814––––

12,975
14,268

–
–

–
–

–
–

–
–

606,276
222,457

85,30042,061––2,130,110
913,600

2,130,110
913,600

212,967

Total cash
incentive2,3$Financial
Year

Cash
salary$Non monetary
benefits1$

M Smith11
Chief Executive Officer

2010
2009

3,000,000
3,000,000

5,500
5,000

2,500,000
2,400,000

5,505,500
5,405,000

–
–

–
–

45,66845,663

1,369,343–––

P Chronican12
Chief Executive Officer, Australia

2010985,758

301,124800,000

2,086,882

89,092–

16,535–

S Elliott
Chief Executive Officer, Institutional

2010
2009

917,431

12,3341,350,000

2,279,765

82,569302,752

8,905

300,000

611,657

27,248––18,6301,679

G Hodges13
Deputy Chief Executive Officer

2010
2009

917,431

17,309670,000

1,604,740

82,5691,012,631

98,630530,000

1,641,261

34,6794,278
28,588

P Marriott
Chief Financial Officer

2010
2009

912,431
912,431

7,595
9,426

670,000
525,000

1,590,026
1,446,857

82,56982,569C PageChief Risk Officer

2010
2009

1,009,174

60,565760,000

1,829,739

90,826

779,817

301,988

900,000

1,981,805

A Thursby
Chief Executive Officer, Asia Pacific,
Europe & America

2010

1,000,000

23,5701,350,000

2009

1,000,000

88,351

D CartwrightChief Operating Officer

2009

850,000

R Edgar
Deputy Chief Executive Officer

2009
2010
2009

Current Executives

Former Executives

J Fagg12
Chief Executive Officer, New Zealand
B Hartzer14
Chief Executive Officer, Australia
Total of all Executive KMPs15
Total of all Disclosed Executives

2009

1,138,052

32,574–

1,170,626

102,798

–

–

–

–

–

–

(762,604)

–

2010
2009

9,524,225

533,356

18,695,781

9,050,142

614,3448,638,200
6,969,000

16,633,486

427,625
367,018

4,278
28,588

162,671
99,546

3,212,801
468,853––

272,412687,131––5,225,212
3,968,643

2,812,606
3,921,361

2010

9,524,225

533,356

8,638,200

18,695,781

427,625

4,278

162,671

3,212,801–

272,412–5,225,212

2,812,606

2009

9,900,142

743,3217,434,000

18,077,463

367,018

28,588113,479

629,338–

876,188–4,279,600

4,004,097

1 Non-monetary benefits generally consists of salary packaged items such as car parking aswell as company-funded benefits including preparation of Australian taxation returns by PwC.
This item also includes costs met by the company in relation to relocation, such as airfares andhousing assistance. The fringe benefits tax payable on any benefits is also included in this item.
2 The total cash incentive relates to the cash component only, with the deferred equity
component to be amortised from the grant date. The relevant amortisation of the 2009 STI
deferred components are included in share-based payments above. The 2010 STI deferredcomponents will be amortised from the grant date in the 2011 Remuneration Report. The
cash incentive component was approved by the Board on 25 October 2010 and will be paidin December 2010. 100% of the cash incentive awarded for the 2009 and 2010 years vested
to the Executive in the applicable financial year.
3 The possible range of STI payments is between 0 and 2.5 times target STI. The actual STI
received is dependent on ANZ Group, Division and individual performance (refer to Section
2.6.3 for more details). The 2010 STI awarded (cash and equity component) as a percentage
of target STI was: M Smith 158% (2009: 150%); P Chronican 108%; S Elliott 208% (2009: 100%);
G Hodges 95% (2009: 72%); P Marriott 95% (2009: 71%); C Page 100% (2009: 157%);
A Thursby 208% (2009: 217%); D Cartwright (2009: 72%); R Edgar (2009: 100% pro-rated to
cessation date); J Fagg 95% (2009: 71%); B Hartzer (2009: 0%). Anyone who received less than
100% forfeited the rest of their STI entitlement. The minimum value is nil and the maximum
value is what was actually paid.

42

ANZ Annual Report 2010

4 As M Smith, A Thursby and D Cartwright are holders of long stay visas, their Fixed Remuneration
does not include the 9% Superannuation Guarantee contribution, however they are able
to elect voluntary superannuation contributions. For all other Australian based Executives,
the superannuation contribution reflects the 9% Superannuation Guarantee contribution– individuals may elect to take this contribution as superannuation or a combination ofsuperannuation and cash.
5 Accrual relates to Retirement Allowance. As a result of being employed with ANZ priorto November 1992, G Hodges is eligible to receive a Retirement Allowance on retirement,
retrenchment, death, or resignation for illness, incapacity or domestic reasons. The Retirement
Allowance is calculated as follows: 3 months of preserved notional salary (which is 65% of
Fixed Remuneration) plus an additional 3% of notional salary for each year of fulltime service
above 10 years, less the total accrual value of long service leave (including taken and untaken).
R Edgar was also entitled to a Retirement Allowance, which was paid to him on retirement
and is included in the Termination Benefits amount.
6 	In accordance with the requirements of AASB 2, 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. It is assumed that deferred shares
will vest after 3 years. Assumptions for rights/options are detailed in Table 12. The fair value
is determined at grant date and is allocated on a straight-line basis over the relevant vesting
period. The amount included as remuneration is not related to nor indicative of the benefit (ifany) that may ultimately be realised should the options/performance rights become exercisable.
For deferred shares, the fair value is the volume weighted average price of the Company’s shares
traded on the ASX on the day the shares were granted.

7 Amortisation of other equity allocations for M Smith relates to the sign-on award and thespecial equity allocations which were approved by shareholders at the 2007 and 2008 Annual
General Meetings respectively. Amortisation for S Elliott and A Thursby relates to equity grantedon commencement – refer to Table 19 for more details; 2009 amortisation for J Fagg relates
to equity granted prior to commencement as a KMP but amortised and reflected since hercommencement and inclusion as a KMP.
8 Termination benefits for R Edgar include retirement allowance and annual and long service
leave entitlements payable on his retirement. Termination benefits for B Hartzer include annual
and long service leave entitlements only which were payable on his cessation.
9 Remuneration amounts disclosed exclude insurance premiums paid by the consolidated
entity in respect of directors’ and officers’ liability insurance contracts which cover current andformer KMP of the controlled entities. The total premium, which cannot be disclosed because ofconfidentiality requirements, has not been allocated to the individuals covered by the insurance
policy as, based on all available information, the directors believe that no reasonable basis forsuch allocation exists.
10 The value of rights/options for each KMP as a percentage of Grand Total Remuneration is:
M Smith 26%; P Chronican 7%; S Elliott 7%; G Hodges 26%; P Marriott 24%; C Page 9%;
A Thursby 14%; J Fagg 28%.
11 While the CEO is an Executive Director he has been included in this table with other Executives.
12 	Chronican commenced on 30 November 2009 so payments reflect amounts received for thepartial service for the 2009/10 year. J. Fagg stepped down on 1 September 2010 so actual
payments have been prorated based on time as a KMP in the 2009/10 year.
13 	G Hodges’ 2009 cash salary includes an annual leave payment of $47,310, paid on changeof contracts on transfer from New Zealand to Australia.

510,820

723,787– 30,813,386
634,869 26,174,626

30,813,386– 30,813,386

30,813,386

634,869

28,375,771

26,809,495
29,010,640

14 B Hartzer’s 2009 share-based payments amortisation reflects the reversal of previously
amortised values due to the forfeiture of equity on cessation of his employment.
15 Total of KMPs for 2009 excludes D Cartwright who was included in the 2009 disclosuresby virtue of being in the top 5 highest remunerated executives and was not included under
the definition of KMP.

Remuneration Report43Remuneration Report – FULL (Audited) (continued)

3. Contract Terms

Table 19: Contract Terms – Executives (continued)

3.1. CEO’s CONTRACT TERMS

Redundancy

The following table sets out details of the contract terms relating to the CEO. The contract terms are in line with industry practice(based on external advice on Australian and international peer company benchmarks) and ASX Corporate Governance Principles.
Table 18: Contract Terms – CEO (M Smith)

If ANZ terminates employment for reasons of bona fide redundancy, a severance payment will be made thatis equal to 12 months’ Fixed Remuneration.
All STI Deferred Shares are released. Options, Performance Rights and LTI Deferred Shares are either releasedin full or on a pro-rata basis, at the discretion of the Board with regard to the circumstances.
There is discretion to pay short-term incentives on a pro-rata basis (depending on termination date and subject
to business performance).

Length of Contract

Smith commenced as CEO and Executive Director of ANZ on 1 October 2007 on a rolling twelve month contract
with a minimum term of three years.

Death or Total andOn death or total and permanent disablement, Options, Performance Rights and Shares are released.
Permanent Disablement

Notice Periods

Smith or ANZ may terminate the employment agreement by providing 12 months’ written notice.

Resignation

Smith may resign by providing 12 months’ written notice. On resignation, all unexercised Performance Rights(or cash equivalent) and unvested sign-on award will be forfeited.

Termination for serious
misconduct

Termination on Noticeby ANZ

If ANZ terminates Smith’s employment, ANZ will give Smith 12 months’ written notice. ANZ may electto pay in lieu all or part of the notice period based on Smith’s Fixed Remuneration.
On termination on notice by ANZ: All Performance Rights (or cash equivalent) which have vested or vest during
the notice period will be retained and become exercisable; all Performance Rights (or cash equivalent) which have
not yet vested will be retained and will vest and become exercisable subject to the relevant time and performance
hurdles being satisfied. Sign-on award will vest in full.

ANZ may immediately terminate the Executive’s employment at any time in the case of serious misconduct,
and the employee will only be entitled to payment of Fixed Remuneration up to the date of termination.
Payment of statutory entitlements of long service leave and annual leave applies in all events of separation.
On Termination without notice by ANZ in the event of serious misconduct any Options, Performance Rights
and Deferred Shares still held in trust will be forfeited.

Other arrangements

P Chronican
As Chronican joined ANZ in November 2009 he was not included in the LTI grants made to other Management
Board members in early November. Accordingly, a separate LTI grant was made in December providing
Performance Rights on the same terms and conditions as those provided to Management Board for 2009, apartfrom the allocation value which varied to reflect the different values at the respective grant dates.

Death or Total and
All Performance Rights (or cash equivalent) and sign-on award will vest.
Permanent Disablement
Termination for serious
misconduct

S Elliott
As part of Elliott’s employment arrangement, he was granted Deferred Shares to a total value of $250,000. The grant
was made in June 2009 with one-half vesting after 1 year and the other half vesting after 2 years.
The Shares are restricted and held in trust for the beneficial interest of Elliott, during which period they will be
forfeited if employment ceases for any reason other than retrenchment, death or total and permanent disablement,
and that for the whole period that the Shares remain in trust (including any further period) they will be forfeited forany serious misconduct.

ANZ may immediately terminate Smith’s employment at any time in the case of serious misconduct, and Smith
will only be entitled to payment of Fixed Remuneration up to the date of termination. Payment of statutory
entitlements of long service leave and annual leave applies in all events of separation.
On Termination without notice by ANZ in the event of serious misconduct: All Performance Rights (or cash
equivalent) and sign-on award will be forfeited.

A Thursby
As part of Thursby’s employment arrangement, he was granted 3 separate tranches of Deferred Shares to the value of$1 million per annum, subject to Board approval. The first grant was to be made around the time of commencementwith the subsequent two grants being awarded around his 1st and 2nd anniversaries with ANZ. The first tranche wasapproved by the Board on 3 September 2007, the second on 28 August 2008, and the third on 22 September 2009.
The Shares are restricted and held in trust for three years from the date of allocation for the beneficial interest ofThursby, during which period they will be forfeited if employment ceases for any reason other than retrenchment,
death or total and permanent disablement, and that for the whole period that the Shares remain in trust (including
any further period) they will be forfeited for any serious misconduct.

3.2. EXECUTIVES’ CONTRACT TERMS
The following table sets out details of the contract terms relating to the Executives. The contract terms for all Executives are similar, but do,
on occasion, vary to suit different needs.
Table 19: Contract Terms – Executives
Length of Contract

Rolling.

Notice Periods

In order to terminate the employment arrangements, Executives are required to provide the company with 6 months’
written notice, ANZ must provide Executives with 12 months’ written notice.

Resignation

Employment may be terminated by the Executive giving 6 months’ written notice.
On resignation any options, performance rights and unvested deferred shares will be forfeited.

Termination on Noticeby ANZANZ may terminate the executive’s employment by providing 12 months’ written notice or payment in lieu of
the notice period based on Fixed Remuneration.
There is discretion to pay STI on a pro-rata basis (depending on termination date, reason for termination andsubject to business performance).
On termination on notice by ANZ any options, performance rights or LTI deferred shares that have vested, or
will vest during the notice period will be released, in accordance with the ANZ Share Option Plan Rules. Options,performance rights or LTI shares that have not yet vested will generally be forfeited. (Although in relation to
P Marriott there is a contractual requirement that equity granted prior to 1 October 2008 will vest in full.) Under
the new mandatory deferral provisions of the STI program (effective from 2008), Executives must be in employment
with ANZ and not in receipt of notice (given or received), to exercise vested STI deferred options or for vested
STI deferred shares to be released in full.

Signed in accordance with a resolution of the Directors

John MorschelChairmanMichael R P Smith
Director
4 November 201044

ANZ Annual Report 2010

Remuneration Report

45Corporate Governance

The following statement sets out the governance framework the Board has adopted at ANZ as well as highlights of thesubstantive work undertaken by the Board and its Committees during the financial year.

2010 Key Areas of Focus and Achievements
Supervision of the management of ANZ’s businesses in theaftermath of the global financial crisis and economic downturn,including in particular ANZ’s capital and funding requirements.
Succession planning for the role of the Chairman of the Board,and Director retirements. John Morschel was appointed tosucceed Charles Goode as Chairman upon Charles’ retirement
at the end of February 2010 following his service as a Director
for close to 19 years and as Chairman for approximately
15 years. In addition, Jerry Ellis retired from the Board at
the 2009 AGM after 15 years service as a Director.
	Completion of the acquisition of selected businesses in Taiwan,
Singapore, Indonesia, Hong Kong, Philippines and Vietnam
from the Royal Bank of Scotland, and the acquisition of ING
Groep’s 51% shareholding in the ANZ-ING wealth management
and life insurance joint ventures in Australia and New Zealand.

Strengthening the link between remuneration and risk.
Steps taken during the year include the adoption of the ANZRemuneration Policy which addresses new APRA requirements
relating to risk management practices and the amendmentof the Human Resources Committee Charter to require someoverlap between the memberships of the Human Resources
and Risk Committees. The intention of these steps is to ensure
appropriate focus is given to alignment in remuneration
policies, processes and incentives in order to avoid
inappropriate risk taking.
Recognition of ANZ as the leading bank globally on
the Dow Jones Sustainability Index (DJSI) for the fourthconsecutive year. ANZ received a rating of 92/100 for
Corporate Governance as part of this assessment.

OTHER JURISDICTIONS

WebsiteANZ also monitors best practice developments in corporate
governance across other relevant jurisdictions.

Full details of ANZ’s governance framework are set out at
www.anz.com > About us > Our company > Corporate governance.

ANZ deregistered from the US Securities and Exchange Commission(SEC) with effect from October 2007. Despite no longer being
required to comply with US corporate governance rules, ANZ has
decided to continue with certain governance practices required
under US regulations as being best practice, including practices inrelation to the independence of Directors, the independence of theexternal auditor and the financial expertise of the Audit Committee,
as described in this statement.

This section of ANZ’s website also contains copies of all the charters
and summaries of many of the documents and policies mentioned inthis statement, as well as summaries of other ANZ policies of interestto shareholders and stakeholders. The website is regularly updated toensure it reflects ANZ’s most recent corporate governance information.

Directors
The information below relates to the Directors in office, and sets out their Board Committee memberships and other details, as at
30 September 2010.
Mr J P Morschel Chairman, Independent Non-Executive Director, Chair of the Governance Committee
DipQS, FAICD

Former Directorships include

Non-executive director since October 2004. Ex officio memberof all Board committees.

Former Chairman: Rinker Group Limited (Chairman and Director
2003–2007), Leighton Holdings Limited (Chairman and Director
2001–2004) and CSR Limited (Director 1996–2003, Chairman 2001–2003).

Skills, experience and expertise

Approach to GovernanceIn relation to corporate governance, the Board seeks to:embrace principles and practices it considers to be bestpractice internationally;be an ‘early adopter’, where appropriate, by complying before
a published law or recommendation takes effect; andChanges to the ASX Governance Principles were announced in June
2010, and will come into effect for ANZ’s financial year beginning on
1 October 2011. In many cases ANZ is already in compliance with therevised ASX Governance Principles, and in other cases ANZ will seek
to be an early adopter of the changes, where possible and appropriate.
NEW ZEALAND

Compliance with Corporate Governance Codes

As an overseas listed issuer on the NZX, ANZ is deemed to comply
with the NZX Listing Rules provided that it remains listed on the
ASX, complies with the ASX Listing Rules and provides the NZX
with all the information and notices that it provides to the ASX.

ANZ has equity securities listed on the Australian Securities Exchange(ASX) and the New Zealand Stock Exchange (NZX), and debt securities
listed on these and other overseas Securities Exchanges. ANZ must
therefore comply with a range of listing and corporate governancerequirements from Australia and overseas.

The ASX Governance Principles may materially differ from the NZX’scorporate governance rules and the principles of the NZX’s Corporate
Governance Best Practice Code. More information about thecorporate governance rules and principles of the ASX can be foundat asx.com.au and, in respect of the NZX, at nzx.com.

AUSTRALIA

ANZ has complied with all applicable governance principles bothin Australia and New Zealand throughout the financial year.

take an active role in discussions of corporate governance bestpractice and associated regulation in Australia and overseas.

As a company listed on the ASX, ANZ is required to disclose how
it has applied the Recommendations contained within the ASX
Corporate Governance Council’s Corporate Governance Principles
and Recommendations (ASX Governance Principles) during thefinancial year, explaining any departures from them.
Full details of the location of the references in this statement(and elsewhere in this Annual Report) which specifically set out
how ANZ applies each Recommendation of the ASX GovernancePrinciples are contained on www.anz.com >About us > Our company> Corporate governance.

46

ANZ Annual Report 2010

Mr Morschel has a strong background in banking, financial services
and property and brings the experience of being a Chairman and
Director of major Australian and international companies.
Current Directorships

Director: CapitaLand Limited (from 2010), Tenix Group Pty Limited(from 1998) and Gifford Communications Pty Limited (from 2000).

Former Director: Singapore Telecommunications Limited (2001–2010),
Rio Tinto Plc (1998–2005), Rio Tinto Limited (1998–2005), Westpac
Banking Corporation (1993–2001) and Lend Lease Corporation
Limited (1983–1995).
Age: 67. Residence: Sydney.

Mr M R P Smith OBE Chief Executive Officer, Executive Director
BSc (Hons)

Chief Executive Officer since 1 October 2007.
Skills, experience and expertise

Mr Smith is an international banker with over 30 years experiencein banking operations in Asia, Australia and internationally.
Until June 2007, he was President and Chief Executive Officer, The
Hong Kong and Shanghai Banking Corporation Limited, Chairman,
Hang Seng Bank Limited, Global Head of Commercial Banking for the
HSBC Group and Chairman, HSBC Bank Malaysia Berhad. Previously,
Mr Smith was Chief Executive Officer of HSBC Argentina Holdings SA.
Mr Smith joined the HSBC Group in 1978 and during his international
career he has held a wide variety of roles in Commercial, Institutionaland Investment Banking, Planning and Strategy, Operations andGeneral Management.
Current Directorships

Director: ANZ National Bank Limited (from 2007) and the Financial
Markets Foundation for Children (from 2008).

Member: Chongqing Mayor’s International Economic Advisory
Council (from 2006), Australian Bankers’ Association Incorporated(from 2007), Business Council of Australia (from 2007), Asia BusinessCouncil (from 2008), Financial Literacy Advisory Board (from 2008),
Visa International Senior Client Council (from 2009) and Shanghai
International Financial Advisory Council (from 2009).
Fellow: The Hong Kong Management Association (from 2005).
Former Directorships include

Former Chairman: HSBC Bank Malaysia Berhad (2004–2007)
and Hang Seng Bank Limited (2005–2007).
Former CEO and Director: The Hong Kong and Shanghai Banking
Corporation Limited (2004–2007).
Former Director: HSBC Australia Limited (2004–2007), HSBC FinanceCorporation (2006–2007) and HSBC Bank (China) Company Limited(2007).
Former Board Member: Visa International (Asia Pacific) Limited(2005–2007).
Age 54. Residence: Melbourne.

Corporate Governance47

CORPORATE GOVERNANCE (continued)

Dr G J Clark Independent Non-Executive Director, Chair of the Technology Committee
BSc (Hons), PhD, FAPS, FTSE

Current Directorships

Non-executive director since February 2004. Member of theGovernance Committee and Human Resources Committee.

Chairman: KaComm Communications Pty Ltd (Director from 2006).

Skills, experience and expertise

Dr Clark is Principal of Clark Capital Partners, a US based firm thatadvises internationally on technology and the technology market
place. Previously he held senior executive positions in IBM, News
Corporation, and Loral Space and Communications. He brings to theBoard international business experience and a distinguished careerin micro-electronics, computing and communications.

Former Directorships include

Former Chairman: GPM Classified Directories (2007–2008).
Former Director: Eircom Holdings Ltd (formerly Babcock & Brown
Capital Limited) (2006–2009).
Age: 67. Residence: Based in New York, United States of America
and also resides in Sydney.

Mr I J Macfarlane, AC Independent Non-Executive Director, Chair of the Risk Committee
BEc (Hons), MEc, Hon DSc (Syd), Hon DSc (UNSW), Hon DCom (Melb), Hon DLitt(Macq), Hon LLD (Monash)

Non-executive director since February 2007. Member of theGovernance Committee and Technology Committee.
Skills, experience and expertise

During his 28 year career at the Reserve Bank of Australia including
a 10 year term as Governor, Mr Macfarlane made a significant
contribution to economic policy in Australia and internationally.
He has a deep understanding of financial markets as well as a long
involvement with Asia.
Current Directorships

Non-executive director since November 2008. Member of the Risk
Committee, Audit Committee and Human Resources Committee.
Skills, experience and expertise

Mr Hay has a strong background in company law and investmentbanking advisory work, with a particular expertise in relation tomergers and acquisitions. He has also had significant involvementin advising governments and government-owned enterprises.
Current Directorships

Former Directorships include

Former Chairman: Payments System Board (1998–2006), AustralianCouncil of Financial Regulators (1998–2006) and Financial Markets
Foundation for Children (1996–2006).
Former Governor: Reserve Bank of Australia (Member 1992–2006,
Chairman 1996–2006).
Age: 64. Residence: Sydney.

Director: Woolworths Limited (from 2007), Leighton Holdings Limited(from 2007) and the Lowy Institute for International Policy (from 2004).

Mr P A F Hay Independent Non-Executive Director
LLB (Melb), FAICD

Member: Council of International Advisors to the China Banking
Regulatory Commission (from 2009), International Advisory Board ofGoldman Sachs JB Were (from 2007) and International Advisory Boardof CHAMP Private Equity (from 2007).

Director: Alumina Limited (from 2002), Landcare Australia Limited(from 2008), GUD Holdings Limited (from 2009), NBN Co Limited(from 2009) and Myer Holdings Limited (from 2010).
Member: Takeovers Panel (from 2009).

Mr D E Meiklejohn, AM Independent Non-Executive Director, Chair of the Audit Committee
BCom, DipEd, FCPA, FAICD, FAIM

Current Directorships

Former Chief Executive Officer: Freehills (2000–2005).
Former Director: Pacifica Group Limited (1989–2008) and Lazard
Pty Ltd (2007–2009).

Non-executive director since October 2004. Member of the Human
Resources Committee and Risk Committee.

Age: 60. Residence: Melbourne.

Mr Meiklejohn has a strong background in finance and accounting.
He also brings to the Board his experience across a number of
directorships of major Australian companies spanning a range
of industries.

Chairman: PaperlinX Limited (from 1999).
Director: Coca Cola Amatil Limited (from 2005) and Mirrabooka
Investments Limited (from 2006).
President: Melbourne Cricket Club (Committee member from 1987).

Former Directorships include

Chairman: Lazard Pty Ltd Advisory Board (from 2009).

Skills, experience and expertise

Former Directorships include

Former Director and Chief Financial Officer: Amcor Limited (1985–2000).
Age: 68. Residence: Melbourne.

Mr Lee Hsien Yang Independent Non-Executive Director
MSc, BA

Non-executive director since February 2009.
Member of the Technology Committee and Risk Committee.
Skills, experience and expertise

Member: Governing Board of Lee Kuan Yew School of Public Policy(from 2005) and Rolls Royce International Advisory Council (from 2007).
Consultant: Capital International Inc Advisory Board (from 2007).

Ms A M Watkins Independent Non-Executive Director, Chair of the Human Resources Committee
BCom, FCA, F Fin, FAICD

Former Directorships include

Former Directorships include

Non-executive director since November 2008. Member of the
Audit Committee and Risk Committee.

Former Chairman: Mrs Crocket’s Kitchen (2006–2007).
Former CEO: Bennelong Group (2008–2010).
Former Director: Just Group Limited (2004–2008), Woolworths Limited(2007–2010) and Yarra Capital Partners Pty Ltd (2008–2010).
Former Partner: McKinsey & Company (1996–1999).

Mr Lee is one of Asia’s most respected business leaders and has
considerable knowledge of the region. He has a background inengineering and brings to the Board his international businessand management experience across a wide range of sectors
including food and beverages, properties, publishing and printing,telecommunications, financial services, education, civil aviationand land transport.

Former Chairman: Republic Polytechnic (2002–2009).
Former Director: SingTel Optus Pty Limited (2002–2007), Singapore
Post Limited (1995–2007), L & L Services Pte Ltd (2004–2008) and
Board of INSEAD (1999–2007).
Former Member: Textron International Advisory Council (1999–2008)
and Merrill Lynch PacRim Advisory Council (2007–2010).
Former Chief Executive Officer: Singapore Telecommunications
Limited (1995–2007).

Current Directorships

Age: 53. Residence: Singapore.

Chairman: Fraser & Neave, Limited (from 2007), and Civil Aviation
Authority of Singapore (from 2009).
Director: Singapore Exchange Limited (from 2004), The Islamic Bankof Asia Limited (from 2007) and Kwa Geok Choo Pte Ltd (from 1979).

48

ANZ Annual Report 2010

Skills, experience and expertise

Ms Watkins is an experienced CEO and established director witha grounding in finance and accounting. Her experience includes
retailing, agriculture, food manufacturing and financial services, andcovers small to medium companies as well as large organisations.
Ms Watkins held senior executive roles with ANZ from 1999 to 2002.

Age: 47. Residence: Melbourne.

Current Directorships

Chief Executive Officer: GrainCorp Limited (from 2010).
Director: AICD Victorian Council (from 2007) and The Nature
Conservancy Australian Advisory Board (from 2007).
Member: Takeovers Panel (from 2010).

Corporate Governance49

CORPORATE GOVERNANCE (continued)

Corporate Governance Framework
Audit and Financial
Governanceinternal audit
external audit
financial controls

BOARD OF DIRECTORSCEO
Principal Board Committees

Board Responsibility and Delegation of Authority

Board Meetings

The Board is chaired by an independent non-executive Director.
The roles of the Chairman and Chief Executive Officer are separate,
and the Chief Executive Officer is the only executive Director on
the Board.

The Board normally meets at least eight times each year, including
an offsite meeting to review in detail the Group’s strategy.

Role of the Chairman
The Chairman plays an important leadership role and is involved in:chairing meetings of the Board and providing effective leadershipto it;

AUDIT
COMMITTEE

GOVERNANCE
COMMITTEEHUMAN RESOURCESCOMMITTEERISKCOMMITTEETECHNOLOGYCOMMITTEE

monitoring the performance of the Board and the mix of skills
and effectiveness of individual contributions;being a member of all principal Board Committees;
maintaining ongoing dialogue with the Chief Executive Officer
and providing appropriate mentoring and guidance; andbeing a respected ambassador for ANZ, including chairing
meetings of shareholders and dealing with key customer,
political and regulatory parties.

Management Board

Board Charter
The Board Charter sets out the Board’s purpose, powers,
and specific responsibilities.

Key Management Committees

The Board is responsible for:CORPORATERESPONSIBILITYCOMMITTEECREDIT &MARKET RISKCOMMITTEETECHNOLOGY RISKMANAGEMENTCOMMITTEEGROUP ASSET& LIABILITYCOMMITTEECAPITAL
MANAGEMENT POLICYCOMMITTEEGLOBAL ANTI-MONEY
LAUNDERING/ SANCTIONSCOMMITTEEOPERATINGRISK EXECUTIVECOMMITTEEREPUTATIONRISKCOMMITTEEPROJECT &INITIATIVES REVIEWCOMMITTEE

charting the direction, strategies and financial objectives for
ANZ and monitoring progress in relation to such matters;monitoring compliance with regulatory requirements, ethicalstandards and external commitments, and the implementationof related policies;
appointing and reviewing the performance of the Chief Executive
Officer; andreporting to shareholders on ANZ’s performance.
In addition to the above and any matters expressly required by law
to be approved by the Board, powers specifically reserved for the
Board include:
approval of ANZ’s Remuneration Policy, including various
remuneration matters as detailed in the Charter;

Typically at Board meetings the agenda will include:
minutes of the previous meeting, and outstanding issues raised
by Directors at previous meetings;
the Chief Executive Officer’s report;
the Chief Financial Officer’s report;
reports on major projects and current business issues;
specific business proposals;
reports from Chairs of Committees which have met shortly prior to
the Board meeting on matters considered at those meetings; andfor review, the minutes of previous Committee meetings.
There are two private sessions held at the end of each Board meeting
which are each chaired by the Chairman of the Board.
The first involves all Directors including the CEO, and the second
involves only the non-executive Directors.
The Chief Financial Officer, Group General Counsel and Company
Secretary are also present at all Board meetings. Members of senior
management attend Board meetings when an issue under their areaof responsibility is being considered or as otherwise requested by
the Board.

CEO and Delegation to Management
The Board has delegated to the Chief Executive Officer, andthrough the Chief Executive Officer to other senior management,
the authority and responsibility for managing the everyday affairsof ANZ. The Board monitors management and their performanceon behalf of shareholders.
The Group Discretions Policy details the comprehensive discretions
framework that applies within ANZ and to employees appointed tooperational roles or directorships of related entities.
The Group Discretions Policy is maintained by the Chief Financial
Officer and reviewed annually by the Audit Committee with theoutcome of this review reported to the Board.

any matters in excess of any discretions delegated to Board
Committees or the Chief Executive Officer;
annual approval of the budget and strategic plan;significant changes to organisational structure; andthe acquisition, establishment, disposal or cessation of any
significant business.
Under ANZ’s Constitution, the Board may delegate any of its powers
and responsibilities to Committees of the Board. The roles of theprincipal Board Committees are set out on pages 55 to 59.

50

ANZ Annual Report 2010

Corporate Governance

51

CORPORATE GOVERNANCE (continued)

At a senior management level, ANZ has a Management Board which
comprises the Chief Executive Officer and ANZ’s most senior executives.
As at 30 September 2010, the following senior executives, in addition
to the Chief Executive Officer, were members of Management Board:
Graham Hodges – Deputy Chief Executive Officer; Peter Marriott– Chief Financial Officer; Phil Chronican – Chief Executive Officer,
Australia; David Hisco – Chief Executive Officer, New Zealand; Shayne
Elliott – Chief Executive Officer, Institutional; Alex Thursby – Chief
Executive Officer, Asia Pacific, Europe and America; David Cartwright– Chief Operating Officer; Susie Babani – Group Managing Director,
Human Resources; Chris Page – Chief Risk Officer; Joyce Phillips –Group Managing Director, Strategy, M&A, Marketing and Innovation;
and Anne Weatherston – Chief Information Officer.

Other matters for explicit consideration by the Committee are personalqualities, communication capabilities, ability and commitment todevote appropriate time to the task, the complementary nature of
the distinctive contribution each director might make, professional
reputation and community standing.
Potential candidates for new directors may be provided at any timeby a Board member to the Chair of the Governance Committee. The
Chair of the Governance Committee maintains a list of nominees toassist the Board in the succession planning process.
Where there is a need for any new appointments, a formal assessmentof nominees will be conducted by the Governance Committee. In
assessing nominees, the Governance Committee has regard to theprinciples set out above.

Typically, the Management Board meets every week and has a full day
meeting each month to discuss business performance, review sharedinitiatives and build collaboration and synergy across the Group.

Professional intermediaries may be used from time to time where
deemed necessary and appropriate to assist in the process ofidentifying and considering potential candidates for Board membership.

Board Composition, Selection and Appointment

If found suitable, potential candidates are recommended to theBoard. The Chairman of the Board is responsible for approachingpotential candidates.

The Board strives to achieve a balance of skills, tenure, experience,
diversity, and perspective among its Directors. Details regarding each
Director in office at the date of this Annual Report can be found on
pages 47 to 49.
The Governance Committee (see page 56) has been delegatedresponsibility to review and make recommendations to the Board
regarding Board composition, and to assist in relation to the director
nomination process.
The Governance Committee conducts an annual review of the sizeand composition of the Board, to assess whether there is a need forany new non-executive Director appointments. This review takes thefollowing factors into account:relevant guidelines/legislative requirements in relation
to Board composition;
Board membership requirements as articulated in the
Board Charter; andother considerations including ANZ’s strategic goals and theimportance of having appropriate Board balance and diversity.
In relation to balance and diversity, the guiding principle is that theBoard’s composition should reflect balance in such matters as:
specialist skill representation relating to both functions (such asaccounting/finance, law and technology) and industry background(such as banking/ financial services, retail, professional services);
tenure;Board experience (amongst the members of the Board, there
should be a significant level of familiarity with formal board andgovernance processes and a considerable period of time previously
spent working at senior level within one or more organisations ofsignificant size);
age spread;diversity in general (including gender diversity); andgeographic experience.

52

ANZ Annual Report 2010

The Committee also reviews and recommends the process forthe election of the Chairman of the Board and reviews succession
planning for the Chairman of the Board, making recommendations
to the Board as appropriate.
APPOINTMENT DOCUMENTATION
Each new non-executive Director receives an appointment letteraccompanied by a:
Directors’ handbook – The handbook includes information on abroad range of matters relating to the role of a Director, including
details of all applicable policies; andDirectors’ Deed – Each Director signs a Deed in a form approvedby shareholders at the 2005 Annual General Meeting which covers
a number of issues including indemnity, directors’ and officers’
liability insurance, the right to obtain independent advice andrequirements concerning confidential information.
UNDERTAKING INDUCTION TRAINING
Every new Director takes part in a formal induction program which
involves the provision of information regarding ANZ’s values andculture, the Group’s governance framework, the non-executive
Directors Code of Conduct and Ethics, Director related policies,
Board and Committee policies, processes and key issues, financial
management and business operations. A briefing is also provided
by senior management about matters concerning their areasof responsibility.
MEETING ShARE QUALIFICATION
Non-executive Directors are required to accumulate within 5 years
of appointment, and thereafter maintain, a holding in ANZ sharesthat is equivalent to at least 100% of a non-executive Director’s basefee (and 200% of this fee in the case of the Chairman).

ELECTION AT NEXT ANNUAL GENERAL MEETING
Subject to the provisions of ANZ’s Constitution and the Corporations
Act 2001, the Board may appoint a person as a non-executive Directorof ANZ at any time but that person must retire and, if they wish tocontinue in that role, must seek election by shareholders at the next
Annual General Meeting.
FIT AND PROPER
ANZ has a robust framework in place to ensure that individuals
appointed to relevant senior positions within the Group havethe appropriate fitness and propriety to properly discharge theirprudential responsibilities on appointment and during the courseof their appointment.
The framework, set out in ANZ’s Fit and Proper Policy, addresses
the requirements of APRA’s Fit and Proper Prudential Standard. It
involves assessments being carried out for each Director, relevant
senior executives and the lead partner of ANZ’s external auditor prior
to a new appointment being made. These assessments are carried out
against a benchmark of documented competencies which have been
prepared for each role, and also involve attestations being completed
by each individual, as well as the obtaining of evidence of material
qualifications and the carrying out of checks such as criminal record,
bankruptcy and regulatory disqualification checks.
These assessments are reviewed thereafter on an annual basis.
The Governance Committee and the Board have responsibility forassessing the fitness and propriety of non-executive Directors. The
Human Resources Committee is responsible for assessing the fitness
and propriety of the Chief Executive Officer and key senior executives.
The Audit Committee is responsible for assessing the fitness andpropriety of the external auditor.
Fit and Proper assessments were successfully carried out in respectof each non-executive Director, the Chief Executive Officer, key senior
executives and the external auditor during the 2010 financial year.
INDEPENDENCE AND MATERIALITY
Under ANZ’s Board Charter, the Board must contain a majority of
non-executive Directors who satisfy ANZ’s criteria for independence.
The Board Charter sets out independence criteria in order to establish
whether a non-executive Director has a relationship with ANZ which
could (or could be perceived to) impede their decision-making.
All non-executive Directors are required to notify the Chairman of apotential change in their outside Board appointments. The Chairman
reviews the proposed appointments and will consult with other
Directors as the Chairman deems appropriate.
In the 2010 financial year, the Governance Committee conducted
its annual review of the criteria for independence against the ASX
Governance Principles and APRA Prudential Standards, as well as
US director independence requirements.
ANZ’s criteria are more comprehensive than those set in many
jurisdictions including in particular criteria stipulated specifically for
Audit Committee members. The criteria and review process are both
set out in the Corporate Governance section of ANZ’s website.

In summary, a relationship with ANZ is regarded as material if areasonable person in the position of a non-executive director of
ANZ would expect there to be a real and sensible possibility that
it would influence a Director’s mind in:making decisions on matters likely to come regularly before
the Board or its Committees;
objectively assessing information and advice given
by management;setting policy for general application across ANZ; andgenerally carrying out the performance of his or her role
as a Director.
During 2010, the Board reviewed each non-executive Director’s
independence and concluded that the independence criteria weremet by each non-executive Director.
Directors’ biographies on pages 47 to 49 and on anz.com highlighttheir major associations outside of ANZ.
CONFLICTS OF INTEREST
Over and above the issue of independence, each Director has acontinuing responsibility to determine whether he or she has
a potential or actual conflict of interest in relation to any material
matter which comes before the Board. Such a situation may arise
from external associations, interests or personal relationships.
Under the Directors Disclosure of Interest Policy and Policy forhandling Conflicts of Interest, a Director may not exercise any
influence over the Board if a potential conflict of interest exists.
In such circumstances, the Director may not receive relevant Board
papers and, unless the other Directors have resolved to the contrary,
may not be present for Board deliberations on the subject, and may
not vote on any related Board resolutions. These matters, should theyoccur, are recorded in the Board minutes.
INDEPENDENT ADVICE
In order to assist Directors in fulfilling their responsibilities, each
Director has the right (with the prior approval of the Chairman)
to seek independent professional advice regarding his/her
responsibilities at the expense of ANZ. In addition, the Board andeach Committee, at the expense of ANZ, may obtain whatever
professional advice it requires to assist in its work.
TENURE AND RETIREMENTANZ’s Constitution, consistent with the ASX Listing Rules, provides thata non-executive Director must seek re-election by shareholders every
3 years if they wish to continue in their role as a non-executive Director.
In addition, ANZ’s Board Renewal and Performance Evaluation Policy
confirms that non-executive Directors will retire once they have
served a maximum of three 3-year terms after first being elected byshareholders unless invited by the Board to extend their tenure due
to special circumstances.

Corporate Governance53

CORPORATE GOVERNANCE (continued)

CONTINUING EDUCATIONANZ Directors take part in a range of training and continuing
education programs. In addition to a formal induction program(see page 52), Directors also receive regular bulletins designed
to keep them abreast of matters relating to their duties andresponsibilities as Directors.
Each Committee also conducts its own continuing education sessions
from time to time as appropriate. Internal and/or external experts
are engaged to conduct all education sessions. Directors also receive
regular business briefings at Board meetings. These briefings areintended to provide Directors with information on each area of ANZ’sbusiness, in particular regarding performance, key issues, risks andstrategies for growth. In addition, Directors have the opportunity toparticipate in site visits from time to time.
ACCESS TO DIRECTORSManagement is able to consult Directors as required. Employees
have access to the Directors directly or through the Company
Secretary. Shareholders who wish to communicate with the Directors
may direct correspondence to a particular Director, or to the nonexecutive Directors as a whole.

Role of Company Secretary
The Board is responsible for the appointment of ANZ’s Company
Secretaries. The Board has appointed three Company Secretaries.
The Group General Counsel provides legal advice to the Board
as and when required. He works closely with the Chair of theGovernance Committee to develop and maintain ANZ’s corporate
governance principles, and is responsible to the Board for theCompany Secretary’s Office function.
The Company Secretary is responsible for the day-to-day operationsof the Company Secretary’s Office including lodgements with relevant
Securities Exchanges and other regulators, the administration of Board
and Board Committee meetings (including preparation of meeting
minutes), the management of dividend payments and associatedshare plans, the administration of the Group’s Australian subsidiaries
and oversight of the relationship with ANZ’s Share Registrar.
The Chief Financial Officer is also appointed as a Company Secretary.
Profiles of ANZ’s Company Secretaries can be found in the Directors’
Report on page 12.

Performance Evaluations
OVERVIEW
The framework used to assess the performance of Directors isbased on the expectation that they are performing their duties:
in the interests of shareholders;

ANZ Annual Report 2010

Board Committees
As set out on page 51 of this statement, the Board has the ability
under its Constitution to delegate its powers and responsibilities
to Committees of the Board. This allows the Board to spend
additional and more focused time on specific issues. ANZ’s Board
has five principal Board Committees: Audit Committee, GovernanceCommittee, Human Resources Committee, Risk Committee andTechnology Committee.

in a manner that recognises the great importance that ANZplaces on the values of honesty, integrity, quality and trust;The input from each Director is collated and an overview report isprovided to the Governance Committee, as well as feedback to the
Chairman of the Board.

in accordance with the duties and obligations imposed upon themby ANZ’s Constitution, Non-Executive Directors’ Code of Conduct
and Ethics, and the law; andThE BOARD

MEMBERShIP AND ATTENDANCE

It is expected that externally facilitated reviews of the Board
will occur approximately every three years. During 2008/2009
the performance of the Board in respect of the previous year wasassessed using an independent external facilitator, who sought
input from each Director and certain members of senior
management when carrying out the assessment.

Each of the principal Board Committees is comprised solely of
independent non-executive Directors, has its own Charter and has
the power to initiate any special investigations it deems necessary.

The review process in the intervening years is conducted internally,
and considers progress against any recommendations implemented
arising from the most recent externally facilitated review, together
with any new issues that may have arisen.

The Chairman is an ex-officio member of each principal Board
Committee. The Chief Executive Officer is invited to attend Board
Committee meetings as appropriate. His presence is not automatic,
however, and he does not attend any meeting where his
remuneration is considered or discussed, nor does he attend thenon-executive Director private sessions of Committees. Nonexecutive Directors may attend any meeting of any Committee.

having due regard to ANZ’s corporate responsibility objectives,
and the importance of ANZ’s relationships with all its stakeholders
and the communities and environments in which ANZ operates.
The performance criteria also take into account the Director’s
contribution to:charting the direction, strategy and financial objectives of ANZ;
monitoring compliance with regulatory requirements andethical standards;
monitoring and assessing management’s performance in achieving
strategies and budgets approved by the Board;
setting criteria for and evaluating the Chief Executive Officer’s
performance; andthe regular and continuing review of executive succession planningand executive development activities.

BOARD COMMITTEESEach of the principal Board Committees conducts an annual
Committee performance self-assessment to review performanceusing Guidelines approved by the Governance Committee. The
Guidelines set out that at a minimum, the self-assessments should
review and consider the following:

The performance evaluation process is set out in ANZ’s Board
Renewal and Performance Evaluation Policy.

the scope of the Committee’s responsibilities and duties as
enshrined in its Charter;

NON-ExECUTIVE DIRECTORS

the Committee’s performance against its Charter and annual
calendar of business;

Non-executive Director performance evaluations are conductedin two ways:
Annual review – On an annual basis, or more frequently if appropriate,
the Chairman has a one-on-one meeting with each non-executive
Director specifically addressing the performance criteria including
compliance with the Non-Executive Directors’ Code of Conduct andEthics. To assist the effectiveness of these meetings, the Chairman
is provided with objective information about each Director (e.g.
number of meetings attended, Committee memberships, othercurrent directorships etc) and a guide for discussion to ensure
consistency. A report on the outcome of these meetings isprovided to the Governance Committee and to the Board.
Re-election statement – Non-executive Directors when nominating
for re-election are given the opportunity to submit a written ororal statement to the Board setting out the reasons why they seek
re-election. In the non-executive Director’s absence, the Board
evaluates this statement and has regard to the performance criteria
when it considers whether to endorse the relevant Director’s
re-election.

54

Chairman OF THE BOARD
An annual review of the performance of the Chairman of the Board
is undertaken based on input from each Director individually on theperformance of the Chairman of the Board against the competencies
for the Chairman’s role approved by the Board.

the Committee’s performance against any goals or objectives
it set itself for the year under review;

Membership criteria are based on each Director’s skills andexperience, as well as his/her ability to add value and commit timeto the Committee. Composition is reviewed annually by the Board.

Each Board Committee may, within the scope of its responsibilities,
have unrestricted access to management, employees and information
it considers relevant to the carrying out of its responsibilities under
its Charter.
Each Board Committee may require the attendance of any ANZ
officer or employee, or request the attendance of any external party,
at meetings as appropriate.
MEETINGSSENIOR MANAGEMENT

The principal Board Committees plan their annual agendas following
a process approved by the Board. The offices of the executives who
are appointed to assist the Chair of each Board Committee liaise inorder to review the calendars of business prepared by each Committee
and identify any potential gaps and unnecessary overlaps between
the Committees. Any issues arising from this are reported to, andresolved by, the relevant Committee Chairs. The results of this process
are then reported to the Governance Committee to assist the Boardin fulfilling its oversight responsibilities in respect of the delegations
it has made to the various Board Committees.

Details of how the performance evaluation process is undertakenby the Board in respect of the Chief Executive Officer and otherkey senior executives, including how financial, customer,
operational and qualitative measures are assessed, are set out
in the Remuneration Report on pages 16 and 18.

Committees report at the next Board meeting through the Committee
Chairs. When there is a cross-Committee item, the Committees willcommunicate with each other through their Chairs. Throughout theyear, each Committee Chair also conducts agenda planning meetings
involving relevant stakeholders to take account of emerging issues.

major issues considered by the Committee during the year; andthe identification of future topics for training/education of
the Committee.
The outcomes of the performance self-assessments, along withplans and objectives for the new financial year, are submitted to
the Governance Committee (and, in the case of the GovernanceCommittee, to the Board) for discussion and noting.

REVIEW PROCESSES UNDERTAKEN
Board, Director, Board Committee and relevant senior management
evaluations in accordance with the above processes have been
undertaken in respect of the 2009/10 reporting period, with one
exception. It was believed not necessary or appropriate to carry out
a performance review of the Chairman of the Board given the recentchange of Chairman.

Corporate Governance

55

CORPORATE GOVERNANCE (continued)

ANZ BOARD COMMITTEE MEMBERSHIPS – as at 30 September 2010

Substantive areas of focus in the 2010 financial year included:

Audit

Governance

Human Resources

Risk

Technology

Mr D E Meiklejohn FE, C

Mr J P Morschel C

Ms A M Watkins C

Mr I J Macfarlane C

Dr G J Clark C

Mr P A F Hay

Dr G J Clark

Dr G J Clark

Mr P A F Hay

Mr I J Macfarlane

Ms A M Watkins FE

Mr I J Macfarlane

Mr P A F Hay

Mr Lee Hsien Yang

Mr Lee Hsien Yang

Mr D E Meiklejohn

Mr D E Meiklejohn

Mr J P Morschel (ex officio)

Mr J P Morschel (ex officio)

Ms A M Watkins

Mr J P Morschel (ex officio)

Mr J P Morschel (ex officio)
C – Chair FE – Financial Expert
Mr C B Goode was an ex offico member of all Board Committees prior to his retirement from the Board on 28 February 2010.
Mr J P Morschel was a member of all Board Committees from 1 October 2009 until he succeeded Mr C B Goode as Chairman of the Board, when he continued to act as a member of each Committee
on an ex officio basis, other than the Governance Committee which he has chaired.
Mr J K Ellis was a Director prior to his retirement from the Board on 18 December 2009, but did not serve as a Board Committee member during the 2009/10 financial year.

AUDIT COMMITTEE
The Audit Committee is responsible for the oversight and monitoring
of:
ANZ’s financial reporting principles and policies, controls
and procedures;the effectiveness of ANZ’s internal control and risk management
framework in connection with financial governance;
the work of Internal Audit which reports directly to the Chairof the Audit Committee (refer to Internal Audit on page 59 formore information);
the Audit Committees of significant subsidiary companies;
prudential supervision procedures required by regulatory bodies
relating to financial reporting; andthe integrity of ANZ’s financial statements, compliance with related
regulatory requirements and the independent audit thereof.
The Audit Committee is also responsible for:the appointment, annual evaluation and oversight of theexternal auditor, including reviewing their independence
and fitness and propriety;compensation of the external auditor;
where appropriate, replacement of the external auditor; andreviewing the performance and remuneration of the Group General
Manager Internal Audit.

The Deputy Chief Financial Officer is the executive responsible
for assisting the Chair of the Committee in connection with theadministration and efficient operation of the Committee.
Substantive areas of focus in the 2010 financial year included:
	Internal and External Audit – the Committee approved the annual
plans for internal and external audit and kept progress against
those plans under regular review. Adjustments to the internal audit
plan were made during the year to accommodate changes arisingfrom businesses acquired and high focus items arising from theintegration of these businesses;
Regulatory developments – reports on accounting developments
were provided to the Committee outlining relevant changes andimplications for ANZ;
	Financial Reporting Governance Program – the Committee
continued to monitor the progress of the 2010 Financial Reporting
Governance Program and received regular updates on key themes,
areas of focus, and Program status; andWhistleblowing – the Committee received reports on disclosures
made under ANZ’s Global Whistleblower Protection Policy.
GOVERNANCE COMMITTEEThe Governance Committee is responsible for:identifying and recommending prospective Board members
and ensuring appropriate succession planning for the positionof Chairman (see page 52);

Under the Committee Charter, all members of the Audit Committee
must be appropriately financially literate. Both Mr Meiklejohn (Chair)and Ms Watkins were determined to be a ‘financial expert’ during the2010 financial year under the definition set out in the Audit Committee
Charter. While the Board has determined that Mr Meiklejohn andMs Watkins each have the necessary attributes to be a ‘financial expert’in accordance with the relevant requirements, it is important tonote that this does not give rise to Mr Meiklejohn or Ms Watkins
having responsibilities additional to those of other members of
the Audit Committee.

ensuring there is a robust and effective process for evaluating theperformance of the Board, Board Committees and non-executive
Directors (see pages 54 to 55);

The Audit Committee meets with the external auditor and internal
auditor without management being present. The Chair of the Audit
Committee meets separately and regularly with the Group General
Manager Internal Audit, the external auditor and management.

The Group General Counsel is the executive responsible for assisting
the Chair of the Committee in connection with the administrationand efficient operation of the Committee.

56

ANZ Annual Report 2010

ensuring an appropriate Board and Board Committee structure
is in place;reviewing and approving the Charters for each Board Committee
except its own, which is reviewed and approved by the Board; andreviewing the development of and approving corporate
governance policies and principles applicable to ANZ.

Succession Planning – two long serving Directors retired during
the financial year, and a new Chairman was appointed. Mr Morschel
was appointed to succeed Mr Goode as Chairman upon Mr Goode’s
retirement in February 2010 following 19 years service as a Director
and 15 years service as Chairman. In addition, Mr Ellis retired
at the 2009 AGM after 15 years service as a Director. All current
non-executive Directors are subject to the Director tenure policy
which limits the period of service to a maximum of three 3 year
terms after election by shareholders;
Board governance framework – the Committee conducted its
annual review of the Board’s governance framework and principles
including in relation to Board composition and size, Director
tenure, outside commitments, Board and Committee education,
nomination procedures and Director independence criteria;
Board and Committee performance evaluations – the Committee
reviewed the major themes arising from the annual Board
performance review process, and considered whether any aspectsof the Board’s oversight framework could be strengthened. The
Committee also received annual performance self-assessment
reports from each of the other principal Board Committees; andReview and approval of Group policies – the Committee reviewed
and, where appropriate, approved amendments to existingGroup policies including the Continuous Disclosure Policy, Global
Employee Securities Trading and Conflict of Interest Policy,
Board Renewal and Performance Evaluation Policy, Fit & Proper
Policy, Director independence criteria and assessment process,
Shareholder Charter, Employee Code of Conduct and Ethics,
and Policy on Provision of Banking Facilities to Directors andSenior Officers.
hUMAN RESOURCES COMMITTEE
The Human Resources Committee assists the Board in relation to
remuneration matters and senior executive succession, including for
the Chief Executive Officer. The Committee also assists the Board byreviewing and approving policies, as well as monitoring performance,with respect to Health and Safety issues and Diversity.
The Committee’s Charter was reviewed and amended during
the year to address new regulatory requirements issued by
APRA. The Committee is responsible for reviewing and making
recommendations to the Board on:
all remuneration matters relating to the Chief Executive Officer(details in the Remuneration Report on pages 15 to 45);
performance and remuneration, including incentive arrangements,
for other Board Appointees and key senior executives who may beable to affect ANZ’s financial soundness;the design of remuneration structures and significant incentive
plans; andthe Group’s Remuneration Policy and remuneration strategy.

Substantive areas of focus in the 2010 financial year included:
	Management roles and performance – the Committee reviewed
the performance of the CEO, the CEO’s direct reports and otherkey roles and ensured that succession plans were in place forManagement Board and business critical roles;
Regulatory changes – the Committee considered the impactsof APRA Prudential Standards on remuneration, the changes totaxation on employee equity plans, the Productivity Commission
Review and the termination payments cap legislation. As a result,a number of changes to remuneration practices were made during
the year to further strengthen the alignment of rewards withprudent risk taking. The Committee continues to closely monitor
regulatory developments and implications for ANZ;	Fitness and Propriety – the Committee completed fit and proper
assessments for all existing and new Board Appointees; andRemuneration – the Committee approved the grant of up to$1000 of shares to each eligible employee under the Employee
Share Acquisition Plan, and reviewed and approved amendments
to the bonus framework for the Institutional Division. The Committee
conducted an annual review of remuneration for non-executive
Directors and decided to maintain the existing freeze on director
fees for the 2009/10 financial year (apart from a reduction in the
Chairman’s fees and an increase in the fees payable to the Chair
and Members of the Audit Committee), and also reviewed thecompensation structure for senior executives and agreed not
to increase their fixed remuneration for the 2009/10 financial year
(other than in respect of the Chief Risk Officer whose remuneration
mix was adjusted).
For more details on the activities of the Human Resources Committee,
please refer to the Remuneration Report on pages 15 to 45.
RISK COMMITTEEThe Board is principally responsible for approving the Group’s risk
tolerance, related strategies and policies, for the oversight of policy
compliance, and for the effectiveness of the risk and compliancemanagement framework that is in place.
The Risk Committee is delegated responsibility for overseeing,
monitoring and reviewing the Group’s risk management principles
and policies, strategies, processes and controls including credit,
market, liquidity, balance sheet, operational, compliance and otherreputational risk control frameworks, as well as the culture of theorganisation in connection with such matters.
The Committee is also authorised to approve credit transactions
and other related matters beyond the approval discretion of
executive management.
The Chief Risk Officer is the executive responsible for assisting the
Chair of the Committee in connection with the administration andefficient operation of the Committee.

In addition, the Committee considers and approves the appointmentof Board Appointees and senior executive succession plans.
The Group Managing Director, Human Resources is the executive
responsible for assisting the Chair of the Committee in connection
with the administration and efficient operation of the Committee.

Corporate Governance57

CORPORATE GOVERNANCE (continued)

Substantive areas of focus in the 2010 financial year included:
Economic Environment – the Committee received updates on the
global economic environment and closely monitored the volatility
in markets as aftershocks continued to work through the systemfollowing the global financial crisis;
Regulatory Change – the Committee monitored proposed new
financial regulations, both local and global, aimed at promoting
the resilience of the banking systems in various jurisdictions;
Acquisitions – updates were received and reviewed regarding the
integration of businesses acquired from the Royal Bank of Scotland
Group plc and Landmark Financial Services, and the acquisition of
ING Groep’s 51% shareholding in the ANZ-ING wealth management
and life insurance joint ventures;
Provisioning – the Committee regularly monitored provisioning
levels; andRisk Control Frameworks – the Committee approved an updated
Operational Risk Management Framework and revised Credit
Approval Discretions.
In addition, Management reported to the Risk Committee during
the year as to the effectiveness of ANZ’s risk and compliancemanagement framework and the management of ANZ’s material
business risks.
In August 2008, ANZ released the findings of the Review Committee
which examined ANZ’s involvement in Securities Lending and its
relationship with Broker clients including the Opes Prime group. ANZ
pursued a remediation program to address the 13 recommendations
arising from the Review. While ANZ will continue to report its
progress on some longer-term aspects of the program to APRA, in
January 2010 APRA advised ANZ that it was comfortable to formallyclose its oversight of the remediation program.
ANZ introduced a new training program (‘Understanding Risk in
our World’) during the year as part of its commitment to embedding
the principle that risk is every employee’s responsibility. The program,which is to be undertaken by all ANZ employees, focuses on
increasing understanding of risk management to improve each
employee’s ability to make more effective decisions on behalf of ANZ.
For further information on how ANZ manages its material financial
risks, please see the disclosures in relation to AASB 7 ‘Financial
Instruments: Disclosure’ in the notes to the financial statements.
For further information on risk management governance andrelated ANZ policies, please see the Corporate Governance sectionof anz.com.

TECHNOLOGY COMMITTEE

Directors’ Meetings

The Technology Committee assists the Board in the effective
discharge of its responsibilities in relation to technology andoperations related matters. The Committee is responsible forthe oversight and evaluation of major technology and operations
projects above $100 million, security issues relevant to ANZ’stechnology, long-term technology and operations planning,
and the approval of policies, strategies and control frameworks
for the management of technology risk.

The number of Board meetings and meetings of Committees during the year that each Director was eligible to attend, and the numberof meetings attended by each Director were:

The Chief Information Officer and Chief Operating Officer are
the executives responsible for assisting the Chair of the Committee
in connection with the administration and efficient operation of
the Committee.
Substantive areas of focus in the 2010 financial year included:
Review of new and existing major projects – the Committee
reviewed proposed new major projects and monitored progressof existing major projects;
Strategy – the Committee received reports on major strategic
initiatives, including expected future technology and operations
investments;
Security – updates were received on key information security
issues, and various tactical and strategic activities planned to
remediate or control them; andService and Systems Stability and Performance – the Committee
received regular reports on operational performance, and actions
undertaken to maintain or improve service stability.

Board

Audit
CommitteeAB

G J Clark

12

12

J K Ellis

4

3

C B Goode

6

6

5

4

P A F Hay

12

12

9

8

Lee Hsien Yang

1212

I J Macfarlane

12

12

A

B

D E Meiklejohn

12

12

9

9

J P Morschel

12

12

9

9

9

7

M R P Smith

1212A M Watkins

12

12

GovernanceCommittee

Human
Resources
Committee

A

B

A

B

4

4

5

4

2

2

4

4

4

4

ANZ Annual Report 2010

A

B

3

3

2

2

5

5

6

6

Technology
Committee
A

B

5

5

3

3

6

6

5

5

6

6

5

5

5

5

5

4

6

6

5

5

6

6

5

5

6

5

Executive
Committee*
A

B

1

1

1

1

1

1

SharesCommittee*
A

B

1

1

2

2

Committeeof the Board*
A

B

4

4

1

1

3

3

6

6

2

2

6

6

2

2

1

1

Column A – Indicates the number of meetings the Director was eligible to attend.
Column B – Indicates the number of meetings attended.
*The meetings of the Executive Committee, Shares Committee and Committee of the Board as referred to in the table above include those conducted by written resolution.

ADDITIONAL COMMITTEESExTERNAL AUDITIn addition to the five principal Board Committees, the Board hasconstituted an Executive Committee and a Shares Committee, eachconsisting solely of Directors, to assist in carrying out specific tasks.

The external auditor’s role is to provide an independent opinion that
ANZ’s financial reports are true and fair and comply with applicableregulations. The external auditor performs an independent audit inaccordance with Australian Auditing Standards. The Audit Committee
oversees ANZ’s Policy on Relationship with the External Auditor.
Under the Policy, the Audit Committee is responsible for theappointment (subject to ratification by shareholders) and also thecompensation, retention and oversight of the external auditor.

The Executive Committee has the full power of the Board and isconvened as necessary between regularly scheduled Board meetings
to deal with urgent matters. The Shares Committee has the power
to manage on behalf of the Board the issue of shares and options(including under ANZ’s Employee Share Plan and Share Option Plan).
The Board also forms and delegates authority to ad-hoc Committeesof the Board as and when needed to carry out specific tasks.

Audit and Financial Governance

The Policy also stipulates that the Audit Committee:
pre-approves all audit and non-audit services on an engagement
by engagement basis or pursuant to specific pre-approval policies
adopted by the Committee;

INTERNAL AUDIT

regularly reviews the independence of the external auditor; andInternal Audit is a function independent of management whoserole is to provide the Board of Directors and Management with
an effective and independent appraisal of the Company’s internal
controls. Operating under a Board approved Charter, the Group
General Manager Internal Audit reports directly and solely to the
Chair of the Audit Committee, with a direct communication line
to the Chief Executive Officer and the external auditors.

evaluates the effectiveness of the external auditor.
The Policy also requires that all services provided by the external
auditor, including the non-audit services that may be provided by theexternal auditor, must be in accordance with the following principles:the external auditor should not have a mutual or conflicting
interest with ANZ;The Global audit plan is developed utilising a risk based approachand is refreshed on a quarterly basis. The Audit Committee approves
the plan, the associated budget and any changes thereto quarterly.

the external auditor should not audit its own work;

All audit activities are conducted in accordance with ANZ policies
and values, as well as local and international auditing standards, andthe results are reported to the Audit Committee, Risk Committee
and Management. These results influence the performanceassessment of business heads.

the external auditor should not act as an advocate of ANZ.

Internal Audit also monitors the remediation of audit issues andhighlights the current status of any outstanding audits.

58

Risk
Committee

the external auditor should not function as part of management
or as an employee; andThe Policy, which sets out in detail the types of services the external
auditor may and may not provide, can be found on the Corporate
Governance section of anz.com.
Details of the non-audit services provided by the external auditor,
KPMG, during the 2010 financial year, including their dollar value,
together with the statement from the Board as to their satisfaction
with KPMG’s compliance with the related independence requirementsof the Corporations Act 2001, are set out in the Directors’ Report on
page 12.
Corporate Governance59

CORPORATE GOVERNANCE (continued)

In addition, ANZ requires a two year period before any former partner
or employee of the external auditor is appointed as a Director orsenior executive of ANZ. The lead partner of the external auditor isrequired to rotate off the audit after 5 years and cannot return for afurther 5 years. Certain other senior audit staff are required to rotate
off after a maximum of seven years. Any appointments of ex-partners
or ex-employees of the external auditor as ANZ finance staff, at senior
manager level or higher, must be pre-approved by the Chair of the
Audit Committee.
As disclosed in previous Annual Reports, in 2004 the US SEC
commenced an inquiry into non-audit services provided by ANZ’sauditor, KPMG. ANZ has provided the information requested by
the SEC. This inquiry has not concluded. Should the SEC determinethat services provided by KPMG did not comply with the US auditor
independence rules, the SEC may seek sanctions, the nature andamount of which are not known. Whilst ANZ cannot predict theoutcome of the inquiry, based on information currently available,
ANZ does not believe it will have a material adverse effect on ANZ.

We identify conflicts of interest and manage them responsibly;

SECURITIES TRADINGMEETINGS

We respect and maintain privacy and confidentiality;

ANZ’s Global Employee Securities Trading and Conflict of Interest
Policy prohibits trading in ANZ securities or the securities of othercompanies by all employees and Directors who are aware of
unpublished price-sensitive information.

To allow as many shareholders as possible to have an opportunity
to attend shareholder meetings, ANZ rotates meetings aroundcapital cities and makes them available to be viewed online using
webcast technology.

The Policy specifically prohibits restricted employees and theirassociates trading in ANZ securities during ‘blackout periods’ leading up
to the day following the half-yearly and annual results announcements.

Further details on meetings and presentations held throughout thisfinancial year are available on anz.com > About us > Investor Centre >Presentations and Webcasts. Prior to the Annual General Meeting,shareholders are provided the opportunity to submit any questions
they have for the Chairman or Chief Executive Officer to enable key
common themes to be considered.

We do not make or receive improper payments, benefits or gains;
We comply with the Codes, the law and ANZ’s policies andprocedures; andWe immediately report any breaches of the Codes, the law
or ANZ policies and procedures.
The Codes are supported by the following detailed policies thattogether form ANZ’s Conduct and Ethics Policy Framework:
ANZ Anti-Money Laundering and Counter-Terrorism
Financing Program;
ANZ Use of Systems, Equipment and Information Policy;
ANZ Global Fraud and Corruption Policy;
ANZ Group Expense Policy;
ANZ Equal Employment Opportunity, Bullying andHarassment Policy;

FINANCIAL CONTROLSANZ Health and Safety Policy;

The Audit Committee of the Board oversees ANZ’s financial reporting
policies and controls, the integrity of ANZ’s financial statements, therelationship with the external auditor, the work of Internal Audit, and
the Audit Committees of various significant subsidiary companies.

ANZ Global Employee Securities Trading and Conflictof Interest Policy;

ANZ maintains a Financial Reporting Governance (FRG) Program
which evaluates the design and tests the operation of key financial
reporting controls. In addition half-yearly certifications are completed
by senior management, including senior finance executives. Thesecertifications comprise representations and questions about financial
results, disclosures, processes and controls and are aligned with ANZ’s
external obligations. This process is independently evaluated byInternal Audit and tested by the FRG Program.
Any issues arising from the evaluation and testing are reported to the
Audit Committee. This process assists the Chief Executive Officer andChief Financial Officer in making the certifications to the Board under
the Corporations Act and ASX Governance Principles as set out in the
Directors’ Report on page 13.

Ethical and Responsible Decision-making
CODES OF CONDUCT AND ETHICS
ANZ has two main Codes of Conduct and Ethics, the Employee
Code and the Non-Executive Directors Code. These Codes provide
employees and Directors with a practical set of guiding principles
to help them make decisions in their day to day work. Having two
Codes recognises the different responsibilities that Directors haveunder law but enshrines the same values and principles.
The Codes embody honesty, integrity, quality and trust, andemployees and Directors are required to demonstrate thesebehaviours and comply with the Codes whenever they are
identified as representatives of ANZ.
The principles underlying ANZ’s Codes of Conduct and Ethics are:
We act in ANZ’s best interests and value ANZ’s reputation;
We act with honesty and integrity;
We treat others with respect, value difference and maintaina safe working environment;

60

ANZ Annual Report 2010

ANZ Global Anti-Bribery Policy; and
ANZ Global Whistleblower Protection Policy.
ANZ has implemented Values and Ethics training sessions to be run
by ANZ leaders with their direct reports at manager level or above.
The sessions are designed to build line manager capability, equipping
ANZ leaders and their teams with tools and knowledge to makevalues-based, conscious and ethical business decisions and create
team behaviour standards that are in line with the ANZ Values.
Within two months of starting work with ANZ, and thereafter onan annual basis, all employees are required to complete a training
course that takes each employee through the eight Code principles
and a summary of their obligations under each of the policies in the
Conduct and Ethics Policy Framework. Employees are required todeclare that they have read and understand the principles of the
Employee Code, including key relevant extracts of the policies set
out above.
To support the Employee Code of Conduct and Ethics, ANZ’s Global
Performance Improvement and Unacceptable Behaviour Policy sets
out the process to be followed to determine whether the Code has
been breached and the consequences that should be applied to
employees who are found to have breached the Code. Under the
ANZ Global Performance Management Framework, any breach of
the Code that leads to a consequence (such as a warning) will resultin an unacceptable risk/compliance/behaviour flag being given at
the time of the performance assessment. A flag must be taken
into account when determining an employee’s performance andremuneration outcome and will almost always negatively impact
those outcomes for the financial year in question.
Directors’ compliance with the non-executive Directors Codecontinues to form part of their annual performance review.

Non-executive Directors are required to seek approval from the
Chairman in advance of any trading in ANZ securities. The Chairmanof the Board is required to seek approval from the Chairman of the
Audit Committee. Senior Executives and other restricted employees
are also required to seek approval before they, or their associates,
trade in ANZ securities.
It is a condition of the grant of employee deferred shares, shareoptions and rights that no schemes are entered into by any employeethat specifically protect the value of such shares, options and rights
before the shares have vested or the options or rights have entered
their exercisable period. Any breach of this prohibition would
constitute a breach of the grant conditions and would result in theforfeiture of the relevant shares, options or rights.

The external auditor is present at ANZ Annual General Meetings
and available to answer shareholder questions on any matter thatconcerns them in their capacity as auditor.
The letter of appointment, which has been agreed to and signed by
all non-executive Directors, states that Directors are also expected toattend and be available to meet shareholders at the Annual General
Meeting each year.

Directors and Management Board members are also prohibited fromproviding ANZ securities as security in connection with any marginloan or similar financing arrangement under which they may besubject to a margin call or loan to value ratio obligations.

Shareholders have the right to vote on various resolutions related
to company matters. If shareholders are unable to attend a meeting
they can submit their proxies via post or electronically. Where votes
are taken on a poll, which is usual ANZ practice, shareholders areable to cast their votes on a confidential basis. ANZ appoints an
independent party to verify the results, normally KPMG, which arereported as soon as possible to the ASX and posted on anz.com.

WHISTLEBLOWER Protection

Continuous Disclosure

The ANZ Global Whistleblower Policy provides a mechanism bywhich ANZ employees, contractors and consultants may report orescalate serious issues on a confidential basis, without fear of reprisal,dismissal or discriminatory treatment.
Complaints may be made under the Policy to designated Whistleblower
Protection Officers, or via an independently managed Whistleblower
Protection hotline.

Commitment to Shareholders
Shareholders are the owners of ANZ and our approaches described
below are enshrined in ANZ’s Shareholder Charter, a copy of which
can be found on the Corporate Governance section of anz.com.
COMMUNICATION
In order to make informed decisions about ANZ, and to communicate
views to ANZ, it is important for shareholders to have an
understanding of ANZ’s business operations and performance.
ANZ encourages shareholders to take an active interest in ANZ, and seeks
to provide shareholders with quality information in a timely fashion
through ANZ’s reporting of results, ANZ’s Annual Report and 2010
Shareholder and Corporate Responsibility Review, announcements andbriefings to the market, half yearly newsletters and via its dedicatedshareholder site on anz.com. ANZ strives for transparency in all its businesspractices, and recognises the impact of quality disclosure on the trustand confidence of shareholders, the wider market and the community.
To this end, ANZ, outside of its scheduled result announcements, issued
additional Trading Updates to the market during the financial year.
Should shareholders require any information, contact details for
ANZ and its Share Registrar are set out in the 2010 Shareholder
and Corporate Responsibility Review, ANZ’s half yearly shareholder
newsletter, and the Investor Centre section of anz.com.

ANZ’s practice is to release all price-sensitive information to the ASX
in a timely manner and as required under the ASX Listing Rules andthen to all relevant overseas Securities Exchanges on which ANZ’ssecurities are listed, and to the market and community generally
through ANZ’s media releases, website and other appropriate channels.
Through ANZ’s Continuous Disclosure Policy, ANZ demonstrates its
commitment to continuous disclosure. The Policy reflects relevant
obligations under applicable securities exchange listing rules andlegislation. For disclosure purposes, price-sensitive information is
information that a reasonable person would expect to have a material
effect on the price or value of ANZ’s securities.
Designated Disclosure Officers have responsibility for reviewing
proposed disclosures and making decisions in relation to what
information can be or should be disclosed to the market. Each ANZ
employee is required to inform a Disclosure Officer regarding any
potentially price-sensitive information concerning ANZ as soon as
they become aware of it.
In carrying out their role, the Disclosure Officers recognise ANZ’scommitment to achieving best practice in terms of disclosure byacting in accordance with the spirit, intention and purposes of theapplicable regulatory requirements and by looking beyond form
to substance.
A committee of senior executives (the Continuous Disclosure
Review Sub-Committee) also meets on a regular basis each quarterto overview the effectiveness of ANZ’s systems and procedures
for achieving compliance with applicable regulatory requirements
in relation to the disclosure of price-sensitive information. This
Sub-Committee reports to the Governance Committee of theBoard on an annual basis.
Corporate Governance61

CORPORATE GOVERNANCE (continued)

Corporate Responsibility
ANZ aims to be a role model for responsible business growthand business behaviour as it pursues its goal to become asuper regional bank.
ANZ’s corporate responsibility framework responds to the prioritiesof customers, shareholders, employees, community groups,
regulators and governments across ANZ’s business. It emphasises
the role ANZ plays in society – helping to create prosperity and build
thriving communities while growing ANZ’s business responsibly.
The following 5 priority areas guide ANZ’s corporate responsibility
investments, initiatives and decisions globally:education and employment opportunities;
bridging urban and rural social and economic divides;
financial capability;
responsible practices; andurban sustainability.
The Corporate Responsibility Committee is chaired by ANZ’s Chief
Executive Officer. The Committee provides strategic leadership on thecorporate responsibility agenda and monitors progress and results.
Each year, ANZ sets public targets and a business-wide program ofwork to respond to the most material issues and opportunities for
its industry. This year ANZ achieved or made strong progress on over
90% of its public targets.
ANZ keeps interested stakeholders abreast of developments througha monthly e-bulletin and annual and interim corporate responsibility
reporting. Detailed information on ANZ’s approach and results isavailable on www.anz.com> About us> Corporate Responsibility.

Diversity at ANZ
Workplace diversity is a strategic asset, helping ANZ to outperform
its competitors and position ANZ as a super regional bank in all thegeographies in which it operates.
It is not just about doing the right thing; it’s about valuing and using
people’s unique attributes and creating a level playing field so every
employee can fully contribute and help ANZ achieve superior businessperformance and deliver value to its customers and shareholders.
ANZ’s goal is to have a workforce that reflects the diversity of thecommunities in which it operates. It supports an inclusive workplace
where employee differences in areas like gender, age, culture,disability and lifestyle choice are valued.
The unique perspectives, experiences and contributions of ANZ’s
people are the source of ANZ’s creativity, innovation and businesssuccess. That’s why diversity in the workforce is so important.

ANZ established a Diversity Council in 2004 to introduce strategies
and sponsor initiatives to create a more inclusive culture at ANZ.
The Diversity Council is chaired by the Chief Executive Officer andis responsible for setting the strategic direction and identifying focus
areas across ANZ in relation to diversity. It is also a decision-making
forum of senior executive members across the Group, who are
working together to build a diverse workforce and inclusive culture
to enhance ANZ’s business performance.

Diversity Objectives for the year ending 30 September 2011
For the year ending 30 September 2011, ANZ has set the following measurable gender diversity objectives:Group

Baseline(30th September 2010)

Year end target

Senior Executives

23.9%

25.8%

Senior Manager

27.6%

29.3%

Manager

40.6%

42.2%

Diversity achievements for the year ending
30 September 2010

Total Women in Management

38.4%

40.0%

Total across the organisation

56.9%

Maintain

ANZ set an objective to increase the proportion of womenin management from 36.8% to 38.0% during the year ended
30 September 2010. ANZ exceeded this target, with the proportionof women in management increasing to 38.4%.

In addition, ANZ has set the following objectives:

Donations and Community Investment

In addition, other diversity objectives set for the year ended
30 September 2010 and the outcomes achieved include thefollowing:
215 Indigenous trainees were recruited against a target of 180; and38 new employees with a declared disability were recruited against
a full year target of 35.
As at 30 September 2010, the proportion of women employedglobally at different levels of ANZ was as follows:
Senior Executive level: 23.9% (including two new female
appointees to ANZ’s Management Board)
Senior Manager level: 27.6%
	Management level: 40.6%
Across the organisation: 56.9%
ANZ’s participation in broader societal activities
As one of the largest corporations operating in many of its markets,
ANZ also recognises the role it can play as a responsible corporate
citizen in creating a more inclusive society for people from diverseand disadvantaged backgrounds. This year, for example, ANZ
supported the Equal Opportunity for Women in Workplace Agency(EOWA) Women in Leadership Census; sponsored the Sydney Mardi
Gras and participated in leadership forums aimed at encouraging
more employment opportunities for Indigenous Australian people,
people with a disability and refugees.

provide 100 additional traineeships to Indigenous Australians
and convert at least 65% of those who complete the program
to permanent ANZ employees;

During the year ended 30 September 2010, ANZ contributed around$16 million in cash, time and in-kind services to communities in theregions where ANZ does business.

support the advancement of people with a disability througha business mentoring program, which involves employing an
additional 35 people with a declared disability across ANZ’s global
businesses and achieving at least a 75% retention rate over thethree year period from 2009–11;

More than $4 million of this contribution was invested in financial
literacy and inclusion programs such as MoneyMinded (and its
cultural adaptations in Australia, New Zealand and the Pacific),
Saver Plus and Progress Loans (Australia).

achieve a 100% completion rate for the 15 participants in
ANZ’s refugee employment pathway program via ANZ’s Given
the Chance program; andachieve a 2% increase in the number of Maori graduateson ANZ’s New Zealand internship program.
Gender diversity on the Board
Specific targets have not previously been set in relation to therepresentation of women on ANZ’s Board.
In November 2008, Ms Alison Watkins was appointed to the Board,
taking the number of female directors on the Board to two, including
long-serving director Ms Margaret Jackson. Ms Jackson subsequently
retired from the Board in March 2009 and there have been no new
Board appointments since that time. As a result, the Board currently
comprises eight Directors, including one Director who is a woman.
The Board has a tenure policy which limits the period of service of anon-executive Director to three 3-year terms after first being electedby shareholders. In accordance with this policy, the next scheduled
Board retirements will occur at the 2013 Annual General Meeting
when Messrs Morschel and Meiklejohn and Dr Clark are due to retire
as Directors.

This year the Saver Plus program was expanded from 20 to 60
communities in Australia and is currently delivered by ANZ’scommunity partners the Brotherhood of St Laurence, Berry Street,
The Benevolent Society, The Smith Family and other community
agencies. Funding of $13.5 million was provided by the AustralianGovernment to support this expansion over 2009–2011 with the goalof reaching 7,600 participants. Building financial capability is a key
element of ANZ’s Corporate Responsibility framework, targeting
especially those in disadvantaged communities who are most at
risk of financial exclusion.
ANZ also contributed more than $1.5 million to support therecovery and rebuilding of communities in regions affected bydisaster, including earthquakes in New Zealand, Indonesia and China;
Typhoon Ketsana, which swept across Vietnam, the Philippines, Laosand Cambodia; flooding in Queensland and India; and the tornado
which devastated the Chongqing region in China. Further details canbe accessed at www.anz.com> About us> Corporate Responsibility.
In addition, for the year to 30 September 2010, ANZ donated$100,000 to the Liberal Party of Australia and $100,000 to theAustralian Labor Party.

The Board’s objective is that the new Director appointments whowill replace the three retiring Directors will include at least one
woman, and it is expected these new appointments will be madein the period leading up to the 2013 Annual General Meeting inorder to provide an appropriate transition.
It is not the Board’s current intention to make any new Board
appointments in the interim.

62

ANZ Annual Report 2010

Corporate Governance

63

Review
Chief Executiveof Operations
Officer’s Report
A mESSAgE fROm PETER
michAELmARRiOTT
SmiTh

SECTiON 2

ANZ reported a profit after tax of $4,501 million for the year ended 30 September 2010.
Income Statement ($m)

Review of Operations

65

Principal Risks and Uncertainties

74

Five Year Summary

82

2010

2009

Movt

Net interest income
Other operating income

10,869
4,823

9,888
3,722

10%
30%

Operating income
Operating expenses

15,692(7,304)

13,610(6,225)

15%
17%

Profit before credit impairment and income tax
Provision for credit impairment

8,388(1,787)

7,385(3,005)

14%-41%

Profit before income tax
income tax expense
Non-controlling interests

6,601(2,096)(4)

4,380(1,435)
(2)

51%
46%
100%

Profit attributable to shareholders of the company

4,501

2,943

53%

Underlying profit
Profit has been adjusted to exclude non-core items to arrive at underlying profit, the result for the ongoing business activities of the group.
The principles set out in the Australian institute of company Directors’ (AicD’s) and the financial Services institute of Australasia’s (finsia’s) joint
recommendations “Principles for reporting of non-statutory profit information” have been adopted in determining underlying profit.
Income Statement ($m)

2010

2009

Movt

Statutory profit attributable to shareholders of the company

4,501

2,943

53%

(480)
(32)
38
(36)
(146)
24
–
34

–
–
(196)
–
(248)
21
(100)
(121)

n/a
n/a
large
n/a
-41%
14%
-100%
large

54
20

(69)
(116)

large
large

5,025

3,772

33%

Review of Operations

65

Adjust for the following gains/(losses) included in statutory profit (net of tax)
Acquisition costs and valuation adjustments

Treasury shares adjustment
Tax on New Zealand conduits
impact of changes in New Zealand tax legislation
Economic hedging – fair value gains/(losses)
Revenue and net investment hedges
Organisational transformation costs (incl. One ANZ restructuring)
ANZ share of iNg NZ investor settlement

Non continuing businesses
credit intermediation trades
Other
Underlying profit

64

ANZ Annual Report 2010

REVIEW OF OPERATIONS (continued)

Pro Forma
The underlying results have also been prepared on a pro forma basis which assumes the increase in ownership in Funds Management andInsurance (OnePath (formerly ING Australia) and ING New Zealand) from 49% to 100% and the Landmark and Royal Bank of Scotland (RBS) Asia
acquisitions took effect from 1 October 2008, effectively restating the Group’s underlying profit for both periods. The pro forma results havealso been adjusted for exchange rate movements which have impacted the results. This analysis enables readers to understand the estimatedgrowth rates of the ongoing underlying business performance of the Group, including the financial impact of the recent acquisitions. Refer to
ANZ’s Results Announcement and Appendix 4E for more details.
Pro Forma Underlying

Pro Forma/Underlying profit by key line item

ANZ reported a profit attributable to shareholders of the Company
of $4,501 million for the year ended 30 September 2010, up$1,558 million or 53% from $2,943 million for the year ended
30 September 2009. Underlying profit was up 33% to $5,025 million.
Analysis of the business performance on a pro forma underlying
basis excluding exchange rates by major income and expense
categories follows:

Net Interest Income

Underlying

2010

2009

Movt

2010

2009

Movt

Net interest income
Other operating income1,2

11,051
5,171

10,096
5,032

9%
3%

10,862
4,920

9,890
4,477

10%
10%

Operating income
Operating expenses

16,222(7,298)15,128(6,783)7%
8%

15,782(6,971)

14,367(6,068)

10%
15%

Profit before credit impairment and income tax
Provision for credit impairment1

Growth in balance sheet volumes1 was suppressed by theappreciation of the Australian dollar against other currencies.
Numbers below are excluding the affects of foreign exchange.

8,924(1,875)

8,345(3,065)

7%
-39%

8,811
(1,820)8,299(3,056)6%-40%Growth in average interest earning assets1, was $22.6 billion (5%).

Profit before income tax
Income tax expense2
Non-controlling interests

7,049(1,977)(6)

5,280(1,512)
(2)

34%
31%
large

6,991
(1,960)(6)

5,243(1,469)
(2)

33%
33%
large

Profit attributable to shareholders of the Company

5,066

3,766

35%

5,025

3,772

33%

1	Credit valuation adjustments on defaulted or impaired exposures of $32 million are reclassified as provision for credit impairment (2009: $82 million).
2 Policyholder tax of $215 million (2009: nil) is netted off against the change in policyholder liabilities for underlying profit.

Net interest income increased 9% with higher margins and growth inaverage interest earning assets and an increase in customer deposits.

Net advances increased $5.8 billion (2%) with an increase of$3.9 billion in Australia driven by an increase in Mortgages partially
offset by reductions in Institutional, reflecting the system trend ofslowing business growth. New Zealand decreased $1.5 billion (2%)
primarily in Institutional also due to slowing business growth. Asia
Pacific, Europe & America region increased $3.4 billion (19%),reflecting our business expansion in Asia.
Other interest earning assets1 increased by $16.8 billion (24%)
due primarily to increased trading activity and investments ingovernment securities.
Average deposits and other borrowings1 increased $24.1 billion (9%).
Customer deposits grew by $27.9 billion (13%), with good growth inAustralia ($9.0 billion and 6%) and Asia Pacific, Europe & America($18.9 billion and 77%).
Net interest margin2 increased by 16 basis points to 2.47%.
Excluding the impact of the Global Markets business, the Group
margin2 increased by 28 basis points. The main drivers of improved
margin performance excluding Global Markets were:	Improved asset margin (+37 basis points) flowing from repricing
activities, particularly in New Zealand and Institutional; andimproved fee returns in Institutional due to higher commitment
fees and line fees.
	Funding and Asset mix changes (+14 basis points) driven byincreased capital from the full year impact of the share purchaseand share placement plans in 2009 (+6 basis points), reduced
reliance on wholesale funding due to higher customer deposits
as a source of funding (+5 basis points), other net funding impacts(+1 basis point) and favourable asset mix impact from decline inlow margin Institutional assets (+2 basis points).

	Higher funding costs (-11 basis points) were mainly due to anincrease in wholesale funding costs and lower returns on capital.
Other Items (+4 basis points) includes the favourable impact(+2 basis points) from the acquisition of higher margin assets(RBS and Landmark), favourable movement in brokerage costs(+1 basis point) following a write down of Esanda capitalised
brokerage costs in the prior year and other net impacts(+1 basis point).
Global Markets had a -12 basis points impact on the total Group
margin. Net interest movements (-3 basis points) due to the impactof funding costs associated with unrealised trading gains onderivatives (-8 basis points), mismatch outcome (+3 basis point)
and other net impacts (+2 basis points). The dilution impact of the
Global Markets balance sheet on the Group (-9 basis points) was
driven by strong growth in trading and investment assets.

Other Operating Income
Other operating income increased 3% for the year ended
30 September 2010. Major movements include:	Fee income decreased $76 million (3%). Lending fee income
decreased $36 million (5%): Australia decreased $35 million due
to the reduction in exception fees and Global Markets fees partly
offset by increased fees in other parts of Institutional. New Zealanddecreased $14 million also due to the reduction in exception fees.
Asia Pacific, Europe & America increased $13 million due mainly
to business expansion in China, Philippines and Indonesia.
Non-lending fee income decreased $40 million (2%): Australia
region decreased $50 million with lower exception fees partly
offset by higher fees in Institutional and other Retail fees.
New Zealand decreased $35 million which includes the reductions
to exception fees. Asia Pacific, Europe and America increased$45 million mainly to increased volumes in Singapore andHong Kong.
	Foreign exchange earnings decreased $176 million with lower
Global Markets income (refer page 68), partly offset by increased
volumes and pricing initiatives in Transaction Banking.
Profit on trading instruments increased $15 million. Refer page 68
for an explanation of total Global Markets income.
Net income from wealth management increased $223 million in
our Funds Management and Insurance businesses in both Australia
and New Zealand as a result of improved investment markets.

This was partly offset by a higher cost of deposits (-16 basis points)
and higher funding costs (-11 basis points). Deposit costs werehigher due to competitive pressures (-8 basis points), continued
customer migration to lower margin deposit products (-4 basis points)
and lower returns from the replicating portfolio (-4 basis points).
1 Balance sheet growth and associated commentary is on a statutory (not pro forma) basis
and is adjusted for the changes in exchange rates.
2 Net interest margin and associated commentaries are on a statutory (not pro forma) basis.
The acquisitions did not have a significant impact on net interest margin.

66

ANZ Annual Report 2010

Review
Directors’of Operations
Report67

REVIEW OF OPERATIONS (continued)

Other income increased $153 million largely in Asia Pacific, Europe& America (up $158 million) as a result of higher profit from ourPartnerships business. The 2010 year included the reversal of a
$25 million write down of the investment in Saigon Securities
Incorporation (SSI) booked in the 2009 year, non-recurrence of a
$14 million mark-to-market loss on Panin warrants booked in 2009and higher equity accounted earnings (up $39 million) in Panin
and AMMB Holdings Berhad (AMMB). These were partly offset bylower earnings in Shanghai Rural Commercial Bank (SRCB) andBank of Tianjin (BoT). Higher other income of $69 million included
an increase in Europe of $11 million, a $16 million increase in
Singapore due mainly to the sale of available-for-sale securities.
Australia increased $13 million largely from increased insurance
premiums in Mortgages. New Zealand decreased $18 million with
2009 including income on the sale of 16 bank branches.
Global Markets income revenue reduced 12% in total across thevarious income categories with reduced market volatility leading tolower customer hedging activity and reduced trading opportunities.
In addition, margins have tightened as conditions have stabilised.

Operating Expenses
Operating expenses grew 8% with cost growth primarily in Asia
Pacific, Europe & America and Institutional as a result of ongoinginvestment in key strategic markets and infrastructure and systemenhancements to support future growth.
Institutional cost growth was up 14% driven by higher personnel
costs as staff numbers increased 22% with investment in the Asian
franchise, frontline staff in Australia as well as building capability ininfrastructure and system enhancements for future growth across theregion. The Australian division was up 5% due to volume related costs
to support strong Mortgage and Deposit growth and project spend
on revenue growth and productivity enhancements. Costs were flatin New Zealand.
Personnel expenses increased $381 million (10%) as a resultof annual salary increases and a 10% increase in staff numbers.
Increases in staff numbers were in Asia Pacific, Europe & America
up 23% (excluding the RBS acquisition) due to continued growthin the business.
Premises costs increased $46 million (7%) reflecting higher staff
numbers and an investment in upgrading our premises. This
includes a $26 million increase in utilities and other outgoings
including repairs and maintenance, security and in power costs
driven by an increased space requirement from increasing
staff numbers. Depreciation was $21 million higher due to the
ANZ Centre.

68

ANZ Annual Report 2010

	Computer costs increased $45 million (5%) due to a $53 million
increase in depreciation and amortisation from our significant
investment in technology.

Balance Sheet Summary

Other expenses increased $43 million (3%). Professional
fees increased $53 million with increases across Technology,
Institutional and Group Centre.

Provision for Credit Impairment
Total credit impairment charge relating to lending assets,commitments and debt securities classified as available-for-saleassets decreased by $1,218 million from September 2009 to$1,787 million. The pro forma underlying credit impairment charge
decreased by $1,190 million, driven by lower individual and collective
provision charges. This reflected a slowing in single name large
provisions, a stabilising loan portfolio and growth in low risk assets.
The pro forma underlying individual provision charge decreased$976 million, due to reductions in Australia and New Zealand. The
decrease in Australia of $887 million mainly reflected the reductionin the number of large single name provisions raised within theAustralian Institutional portfolio. The decrease in New Zealand of$126 million was mainly due to writebacks and recoveries. These
reductions were partially offset by an increase of $37 million in Asia,
Pacific and America.
The collective provision charge decreased $239 million during theyear to a release of $4 million, with decreases in New Zealand andAsia Pacific, Europe and America offset by an increase in Australia.
The charge for Australia increased $127 million reflecting releases
for migrations to impaired status in 2009. The New Zealand charge
decreased $215 million following the high charge in 2009 andrecognising some stabilisation in credit conditions. The charge for
Asia Pacific, Europe & America decreased by $127 million as releases
from large customer upgrades offset growth in the corporate
business compared to the high charge for risk in 2009 which
recognised the stress in global credit markets.

2010
$m

2009
$m

Movt

AssetsLiquid assets
Due from other financial institutions
Trading and available-for-sale assets
Derivative financial instruments
Net loans and advances including acceptances
Investments relating to insurance business
Other

21,521
5,481
54,25737,821
360,816
32,171
19,672

25,317
4,985
47,56637,404
345,769–
15,946

-15%
10%
14%
1%
4%
n/a
23%

Total Assets

531,739

476,987

11%

Liabilities
Due to other financial institutions
Customer deposits
Other deposits and other borrowings

257,964
53,508233,141
61,22911%-13%

Deposits and other borrowings
Derivative financial instruments
Liability for acceptances
Bonds and notes
Insurance policy liabilities/external unitholder liabilities
Other

311,472
37,217
11,49559,71434,42922,736294,370
36,516
13,76257,260–22,726

6%
2%
-16%
4%

Total liabilities

497,584444,558

12%

Total equity

34,15532,4295%

20,521

19,9243%

n/aAsset growth of $54.8 billion (11%) includes $40.4 billion due to theacquisitions of OnePath (formerly ING Australia), Landmark and RoyalBank of Scotland assets. Growth in the existing business has been
negatively impacted by movements in exchange rates which has
subdued growth by $11.4 billion. Excluding exchange rates, growthin the existing business was 6%, principally driven by:

Growth in Liabilities of $53.0 billion (12%) includes $39.9 billion due
to the acquisitions of OnePath (formerly ING Australia), Landmark
and Royal Bank of Scotland assets. Growth in the existing businessof $23.4 billion (5%) excluding exchange rate impacts was driven by
an increase in customer deposits ($30.9 billion), partially offset by adecrease in wholesale funding ($6.2 billion).

Net loans and advances including acceptances increased$17.8 billion (5%) primarily in Mortgages Australia with housing
loans increasing by $18 billion (12%). Growth of $7.7 billion
across Asia, primarily in Singapore, Hong Kong and Taiwan
was offset by reduced lending in Institutional.

	Customer deposits in Australia increased $8.4 billion driven bylarge growth in Institutional and Retail deposits, as customers
respond to attractive rates offered in line with six rate increases
to the official cash rate. Asia Pacific, Europe and America (APEA)
increased by $10.3 billion (27%) through successful initiatives
to raise customer deposit levels.

Trading and available-for-sale assets increased $6.7 billion (17%)
due primarily to local regulatory requirements to hold increased
government securities in part due to business growth in Singapore
of $2.9 billion and increased trading securities in Institutional
Australia and New Zealand of $4.5 billion.

Review of Operations

69

Review of operations (continued)

Australia Region

Asia Pacific, Europe and America Region
Pro Forma2

Underlying

Pro Forma2

Underlying

Income Statement ($m)

2010

2009

Movt

2010

2009

Movt

Income Statement ($m)

2010

2009

Movt

2010

2009

Movt

Net interest income
Other external operating income

8,004
3,379

7,248
3,168

10%
7%

7,966
3,249

7,085
2,677

12%
21%

Net interest income
Other external operating income

1,072
1,207

942
1,132

14%
7%

921
1,099

846
1,121

9%
-2%

Operating income
Operating expenses

11,383(4,774)

10,416(4,477)9%
7%11,215(4,667)

9,762(4,034)15%
16%

Operating income
Operating expenses

2,279(1,300)2,074(1,082)

10%
20%

2,020
(1,094)

1,967
(852)

3%
28%

Profit before credit impairment and income tax
Provision for credit impairment

6,609(1,315)

5,939(2,075)

11%
-37%

6,548
(1,300)5,728(2,053)

14%-37%

Profit before credit impairment and income tax
Provision for credit impairment

979
(194)

992
(283)

-1%
-31%

926
(154)

1,115
(276)

-17%
-44%

Profit before income tax
Income tax expense
Non-controlling interests

5,294(1,630)–3,864(1,193)
(2)

37%
37%
-100%

5,248
(1,613)–

3,675(1,113)
(2)

43%
45%
-100%

Profit before income tax
Income tax expense
Non-controlling interests

785
(80)
(6)

709
(120)
–

11%
-33%
large

772
(76)
(7)

839
(140)
–

-8%
-46%
large

Profit

3,664

2,669

37%

3,635

2,560

42%

Profit

699

589

19%

689

699

-1%

Adjustments between statutory profit and underlying profit1

(331)

(476)

-30%

Adjustments between statutory profit and underlying profit1

(180)

1

large

Profit

3,304

2,084

59%

Profit

509

700

-27%

Number of Employees in Region

23,713

20,231

17%

Number of Employees in Region

13,542

8,555

58%

1 Adjusted for material items that are not part of the normal ongoing operations of the Group including one-off gains and losses, gains and losses on the sale of businesses, non-continuing businesses,
timing differences on economic hedges, and acquisition related costs. Refer page 65.
2 These results have been presented on a pro forma, foreign exchange adjusted basis. For more information on the presentation of this information on this basis, refer to page 66.

1 Adjusted for material items that are not part of the normal ongoing operations of the Group including one-off gains and losses, gains and losses on the sale of businesses, non-continuing businesses,
timing differences on economic hedges, and acquisition related costs. Refer page 65.
2 These results have been presented on a pro forma basis. For more information on the presentation of this information on this basis, refer to page 66.

Profit for Australia region increased 59%. Underlying profit increased
42%, with profit before credit impairment and income tax up 14%
in an environment punctuated by the rising cost of funding, intensecompetition for deposits and subdued business credit growth.

Profit after tax decreased by 27%. Underlying profit decreased by
1%. On a pro forma, foreign exchange adjusted basis, underlying
profit grew 19% with strong profit growth recorded in Asia
Partnerships and a solid result in Institutional dampened by spending
to build the platform for the future. The Institutional business result
follows the exceptional additional earnings in 2009 arising fromincreased market volatility due to the global financial crisis. We
completed the acquisitions of the RBS businesses in the Philippines,
Vietnam and Hong Kong during the March 2010 half and in Taiwan,
Singapore and Indonesia during the September 2010 half.

Analysis of the Australia region’s business performance on a
pro forma basis excluding exchange rate impacts follows:
Net interest income increased 10% due to an increase in net interest
margin2 of 23 basis points, while average deposits1 grew by 4%
and average net loans and advances1 increased 2%. Key contributors
were:Australia division net interest income increased 10% due to a
7 basis point improvement in net interest margin2 combinedwith an 8% increase in average net loans and advances1 and
7% increase in average customer deposits1. Margin improvement
reflected the impact of asset repricing to recoup higher funding
costs and continued competition in deposit products. Growth inaverage net loans and advances for Australia division was driven
by above system growth in Mortgages, whilst Deposits growth
predominantly came through term deposits.
	Institutional (excluding Markets) grew net interest income 7% withimproved lending margins offsetting lower lending volumes, while
higher deposit volumes and margins were achieved.
	Group centre increased significantly resulting from higher capital
as a result of equity raisings in 2H09.
1 Balance sheet growth and associated commentary is on a statutory (not pro forma) basis
and is adjusted for the changes in exchange rates.
2 Net interest margin and associated commentaries are on a statutory (not pro forma) basis.
The acquisitions did not have a significant impact on net interest margin.

Other external operating income increased 7%. Australia division
increased by 6% driven by a strong year on year performance in
Wealth, partly offset by the reduction in exception related fees in
Retail. Institutional (excluding Markets) increased 26% with higher
fee income in Specialised Lending and Loan Products.
Markets income was lower after the strong earnings in 2009.
Operating expenses increased 7%. Australia division increased by
5% due to volume related costs to support the strong Mortgage
and Deposit growth, projects and telecommunication costs. Project
spend for the year was focused on revenue growth and productivity
enhancements. Expenses in Institutional increased 10% withinvestment directed at key initiatives to grow the business.
The individual provision charge was significantly lower in 2010
mainly reflecting the reduction in the number of large single nameprovisions raised within the Australian Institutional portfolio while
within Retail, improvements to both delinquency trends andbankruptcies continue to improve and commercial losses, whilst
mixed, are down. The collective provision release of $4 million
reflects lending growth concentrated in lower risk assets andotherwise relatively stable portfolios.

Key factors affecting the pro forma result were:
Strong balance sheet growth contributed to net interest income
increasing 14%.
Other external operating income increased 7%, driven primarily
by higher earnings from Asia Partnerships and the positive impactof the reversal in 2010 of the impairment charge taken in 2009
relating to the carrying value of our investment in Saigon Securities
Incorporation (SSI) in Vietnam. This was offset by a 5% decrease in
Institutional due to the exceptional level of earnings in 2009 which
was unable to be repeated as market volatility and credit spreads
returned to more normal levels.

Provisions for credit impairment were 31% lower year on year, inline with an improving outlook. Lower collective provision charges
were mainly due to the write-backs associated with a few large
Institutional customers and de-risking of the loan portfolio in
Europe and America compared to the higher charge in 2009.
The reduced tax rate for 2010 was positively impacted by the
resolution of an outstanding tax matter in the US and the higher
proportion of earnings being derived from Asia Partnerships.
Net loans and advances1 registered 45% growth year on year asa result of the acquisitions of the RBS businesses and growth inTransaction Banking and Specialised and Relationship Lending.
The growth momentum in customer deposits1 continued, resulting
in an increase of 72% year on year. Our deposits to loans ratio
improved from 161% to 191%. Margins2 were 16 basis points lower
due to narrowing credit spreads and a higher proportion of lower
yielding assets arising from increased liquidity from strong growthin customer deposits.

Operating expenses were 20% higher as a result of ongoinginvestments in the key strategic markets of Indonesia, Vietnam andChina, and building regional operating and support capabilities.
Employees increased by 4,987 principally throughout Asia,
including 2,786 from the RBS acquisition. We continued to invest
in systems and build core front line capability in the region andincrease our operations and technology support staff in Bangalore.
1 Balance sheet growth and associated commentary is on a statutory (not pro forma) basis
and is adjusted for the changes in exchange rates.
2 Net interest margin and associated commentaries are on a statutory (not pro forma) basis.
The acquisitions did not have a significant impact on net interest margin.

70

ANZ Annual Report 2010

Review of Operations

71

Review of operations (continued)

New Zealand Region

Institutional Division
Pro Forma2(Global line of business, also included in each of the regions discussed on pages 70 to 72).

Underlying

Income Statement ($m)

2010

2009

Movt

2010

2009

Movt

Net interest income
Other external operating income

1,975
585

1,909
732

3%
-20%

1,977
572

1,879
759

5%
-25%

Operating income
Operating expenses

2,560(1,224)

2,641(1,224)

-3%
0%

2,549
(1,212)

2,638(1,182)-3%
3%

Profit before credit impairment and income tax
Provision for credit impairment

1,336
(366)

1,417
(706)

-6%
-48%

1,337
(366)

1,456
(727)

-8%
-50%

Profit before income tax
Income tax expense

970
(267)

711
(200)

36%
34%

971
(270)

729
(216)

33%
25%

Profit

703

511

39%

701

513

(13)

Adjustments between statutory profit and underlying profit1
ProfitNumber of Employees in Region

Pro Forma1

Underlying

Income Statement ($m)

2010

2009

Movt

2010

2009

Movt

Net interest income
Other operating income

3,179
1,729

3,053
1,766

4%
-2%

3,151
1,714

3,117
1,848

1%
-7%

Operating income
Operating expenses

4,908(1,735)

4,819(1,529)

2%
14%

4,865
(1,706)

4,965(1,555)-2%
10%

Profit before credit impairment and income tax
Provision for credit impairment

3,173
(747)

3,290
(1,389)

-4%
-46%

3,159
(740)

3,409
(1,410)

-7%
-48%

37%

Profit before income tax
Income tax expense and non-controlling interests

2,426
(668)

1,901
(541)

28%
23%

2,419
(665)

2,000
(570)

21%
17%

(354)

-97%

Profit

1,758

1,360

29%

1,754

1,430

23%

688

159

n/a

6,044

4,963

22%

9,412

8,879

6%

Number of Employees in Division
1 These results have been presented on a pro forma basis. For more information on the presentation of this information on this basis, refer to page 66.

1 Adjusted for material items that are not part of the normal ongoing operations of the Group including one-off gains and losses, gains and losses on the sale of businesses, non-continuingbusinesses, timing differences on economic hedges, and acquisition related costs. Refer page 65.
2 These results have been presented on a pro forma basis. For more information on the presentation of this information on this basis, refer to page 66.

The New Zealand economy stabilised during 2010. The paceof recovery has been moderate, with the re-balancing processcharacterised by de-leveraging across the household, business andrural sectors resulting in subdued credit growth. The improvementin the financial performance for the 2010 year reflected the impactof these economic trends with provisioning moderating, and revenue
in the NZ Businesses benefiting from margin recovery, althoughconstrained by soft lending growth caused by de-leveraging andthe lag in business investment.

Adjusting for the change in composition of the derivatives
result, other external operating income decreased 17%. Thislargely reflected the lower contribution from Markets, with theprior year result benefiting from exceptionally favourable trading
conditions. Fee growth remained weak, with Retail fees reducing$45 million largely due to the restructure of fees implemented
in December 2009. These impacts were moderated by a stronger
contribution from ING (36% higher), with the result recoveringfrom the low of 2009.

Profit more than tripled. Underlying profit increased by 36%, with theresult including a $253 million after tax decrease in credit impairment
charge. Profit before provisions decreased 6% (NZ Businesses 2%
higher, Institutional 28% lower). The Institutional contribution, whilst
falling short of the exceptional 2009 result, was the second best
result ever.

Operating expenses were flat. This largely reflected the ongoing
benefits from business transformation strategies implemented
during 2009, and strong control of discretionary expenditure in
the current environment.

Key factors affecting the pro forma results were:
Net interest income increased 3% after adjusting for a $5 million
decrease in net interest income from derivative and liquidity
positions that was offset by an increase in trading income. This
result was driven by net interest margin1 improvement in the
New Zealand Businesses (10 basis points), reflecting the lagged
benefit from repricing the fixed rate lending book. The costof funding that escalated during the credit crisis last year has
remained at elevated levels and, together with intensifiedcompetition for deposits, continues to place pressure on margins.
Other impacts on net interest income included higher break costs
on mortgages, and a lower contribution from the managementof interest rate risks. Lending and customer deposit volumes were
substantially flat over the year.
1 Net interest margin and associated commentaries are on a statutory (not pro forma) basis.
The acquisitions did not have a significant impact on net interest margin.

72

ANZ Annual Report 2010

Provision for credit impairment charge reduced 48% as risk levels
stabilised. The individual provision charge decreased $126 million,
with loss rates falling in Commercial and Retail as the cycle eases.
The charge in Rural increased $25 million, with the agricultural
recovery slightly lagging other sectors. The charge in Institutional
decreased $36 million, largely reflecting recoveries on a single
name exposure that was provisioned during 2009. The collective
provision charge decreased $215 million, with risk levels
moderating across the businesses. Credit cycle adjustments
booked in 2009 (with smaller top-ups in 2010) contributed$97 million to the lower year on year charge. The total loss rate
(total provision charge as a percentage of average net advances)
for the 2010 year was 0.48%, down from 0.91% for the 2009 year.

Institutional’s underlying profit grew 23%. On a pro forma andconstant exchange rate basis, underlying profit increased 29%,
with a lower credit impairment charge and a solid revenue result,increasing 2% in a year in which market volatility stabilised andcustomer hedging activity returned to more normalised levels.
Excluding Trading Revenues, customer franchise revenues were up
9%, reflecting the focus on customer acquisition (in excess of 1,100
new relationships added in the year) and the growing strength ofclient relationships. The Peter Lee survey in Australia ranked ANZ
outright first, or equal first, on 14 of the 26 categories, up from 8
categories last year. In New Zealand, ANZ was ranked first in 17 outof 25 dimensions. The strength of our super regional strategy isevident through inter-region client flows being up 10% year on year
and flows into Asia from elsewhere in the network up 20%.

Operating Expenses increased by 14% driven by higher personnel
costs as FTE increased 22% with investment in the Asian franchise
and in Australia in frontline staff as well as building capability ininfrastructure and system enhancements for future growth acrossthe region.

In the analysis that follows, comparisons are on a pro forma exchange
rate adjusted basis.

The reduced tax rate was impacted by the resolution of an
outstanding tax matter in the US.

Specialised & Relationship Lending increased revenue by 15%,
benefiting from repricing for risk that occurred through the GFC.
Average loan balances1 were down 10%, however the significant
systemic reductions from 2009 have stabilised and the second halfof 2010 has seen modest growth, particularly in Asia. Transaction
Banking revenue increased 9%, with Payments and CashManagement up 6% due to strong deposit growth, especially in Asia,and improved margins in Australia. Trade & Supply Chain revenues
were up 17% driven by customer acquisition. Global Markets revenue
fell 12%, a function of reduced market volatility leading to lower
customer hedging activity and reduced trading opportunities, andtightening margins as market conditions have stabilised. Comparing
the result to the more “normal” level of 2008, Markets’ revenue
recorded circa 22% compound annualised growth on the 2008 year.
Net interest margin2 (excluding Global Markets) increased by 56 basis
points reflecting deposit growth and the repricing of credit risk.

Significant factors affecting revenue geographically included:

Provision for credit impairment decreased 46% reflecting an
improvement in the economic environment and disciplined
risk management. Individual provisions of $799 million werepredominantly in Australia, largely related to property exposures,agribusiness and a limited number of corporate names. The collective
provision release of $58 million was due to migration of certain
names to impaired loans and a general improvement in credit quality.
Net impaired loans grew to $2.5 billion, however stabilising in thesecond half.

Australian revenue increased 6%, driven by repricing of the loan
book, solid trade and deposit growth offset in part by a reductionin Markets’ revenue as the exceptional conditions of 2009 reverted
to more normalised levels.
Asia Pacific, Europe & America revenue increased 7% reflecting
the strategic investment in the region.
New Zealand revenue decreased 23%, driven by a reduction in
New Zealand Markets’ opportunities.

1 Balance sheet growth and associated commentary is on a statutory (not pro forma) basis
and is adjusted for the changes in exchange rates.
2 Net interest margin and associated commentaries are on a statutory (not pro forma) basis.
The acquisitions did not have a significant impact on net interest margin.

Review of Operations73

Principal Risks and Uncertainties

ANZ’s business activities are subject to risks that can adversely impact
its business, future performance and financial condition. The risks anduncertainties described below are not the only ones ANZ may face.
Additional risks and uncertainties that ANZ is unaware of, or that
ANZ currently deems to be immaterial, may also become importantfactors that affect it. If any of the listed or unlisted risks actually occur,
ANZ’s business, operations, financial condition or reputation could bematerially adversely affected, with the result that the trading price of
ANZ’s equity or debt securities could decline and investors could lose
all or part of their investment.

Changes in general business and economic conditions,
including disruption in regional or global credit andcapital markets, may adversely affect ANZ’s results
ANZ’s financial performance is primarily influenced by the economic
conditions and the level of business activity in the major countries
and regions in which it operates or trades, i.e., Australia, New Zealand,
the Asia Pacific Region, Europe and the United States of America.
ANZ’s business, operations and financial condition can be negatively
affected by changes to these economic and business conditions.
The economic and business conditions that prevail in ANZ’s major
operating and trading markets are affected by domestic andinternational economic events, political events and by movements
and events that occur in global financial markets.
The impact of the Global Financial Crisis (“GFC”) in 2008 and 2009
saw a sudden and prolonged dislocation in credit and equity capital
markets, a contraction in global economic activity and the creationof many challenges for financial services institutions worldwide thatstill persist.
The economic effects of the GFC in Australia included weakened retailsales, declines in personal and business credit growth, lower growthin housing credit and subdued business and consumer confidence.
While some of these economic factors have since improved, there isno certainty as to the future sustainability of these improvements.
The New Zealand economy contracted sharply in 2008 and in the firstquarter of 2009, and economic conditions in Australia, New Zealandand some Asia Pacific countries remain difficult especially in the rural,commercial and corporate sectors.
Should the difficult economic conditions of these countries persist or
worsen, asset values in the housing, commercial or rural property
markets could decline, unemployment could rise and corporate andpersonal incomes could suffer. Also, deterioration in global markets,
including equity, property and other asset markets, could impact
ANZ’s customers and the security ANZ holds against loans and othercredit exposures, which may impact its ability to recover some loans
and other credit exposures.
All or any of these negative economic and business impacts
could cause a reduction in demand for ANZ’s products and services
and/or an increase in loan and other credit defaults and bad debts,
which could adversely affect ANZ’s business, operations andfinancial condition.

74

ANZ Annual Report 2010

ANZ’s financial performance could also be adversely affected if itwere unable to adapt cost structures, products, pricing or activities
in response to a drop in demand or lower than expected revenues.
Similarly, higher than expected costs (including credit costs) could
be incurred because of adverse changes in the economy, generalbusiness conditions or the operating environment in the countries
in which it operates.
Other economic and financial factors or events which may adversely
affect ANZ’s performance and results include, but are not limited to,volatility in foreign exchange rates and interest rates, changes in inflationand monetary supply, fluctuations in both debt and equity capital
markets, declining commodity prices due, for example, to reduced Asiandemand, and decreasing consumer and business confidence.
Geopolitical instability, such as threats of, potential for, or actual
conflict, occurring around the world, may also adversely affect global
financial markets, general economic and business conditions and
ANZ’s ability to continue operating or trading in a country, which
in turn may adversely affect ANZ’s financial performance.

Changes in the currency exchange rates may adversely
affect ANZ’s results
An appreciation in the Australian or New Zealand dollar relative toother currencies could adversely affect the Australian or New Zealandeconomies, including agricultural exports and international tourism,
whereas a depreciation would increase debt service obligations inAustralia or New Zealand dollar terms. Also, a depreciation in thevalue of the New Zealand dollar against the Australian dollar could
have a negative effect on the financial results of our New Zealandbusinesses, which includes ANZ National Bank Limited (“ANZNBL”).
Similarly, to the extent the Australian dollar appreciates against theUnited States dollar, this could also negatively impact ANZ’s growing
US$ earnings from the Group’s Asian businesses.

Competition may adversely affect ANZ’s results,
especially in Australia, New Zealand and the Asianmarkets in which it operates
The markets in which ANZ operate are highly competitive andcould become even more so, particularly in those segments thatare considered to provide higher growth prospects or are in greatest
demand (for example customer deposits). Factors that contributeto competition risk include industry regulation, mergers andacquisitions, changes in customers’ needs and preferences, entryof new participants, development of new distribution and service
methods and increased diversification of products by competitors.
For example, changes in the financial services sector in Australia
and New Zealand have made it possible for non-banks to offer
products and services traditionally provided by banks, such as
automatic payment systems, mortgages and credit cards. In addition,banks organised in jurisdictions outside Australia are subject todifferent levels of regulation and consequently some may havelower cost structures. Increasing competition for customers could
also potentially lead to a compression in ANZ’s net interest
margins, or increased advertising and related expenses to attract
and retain customers.

The effect of the competitive market conditions, especially in
ANZ’s main markets, may lead to erosion in ANZ’s market share andadversely affect ANZ’s business, operations and financial conditions.
On October 28, 2010, the Australian Senate announced that it willhold an inquiry into competition within the Australian banking
sector. The broad ranging inquiry will be undertaken by the Senate
Economics Committee and will examine, among other things, theproducts banks offer, their fees and charges, the current level ofcompetition between bank and non-bank providers and any policies,
practices and strategies that may enhance competition in banking,including legislative change.
Any regulatory changes that occur in response to the Senate inquiry
into “Competition within the Australian banking sector” could have theeffect of limiting or reducing ANZ’s revenue earned from its banking
products or operations. These regulatory changes could also resultin higher operating costs. A reduction or limitation in revenue or an
increase in operating costs could adversely affect ANZ’s profitability.

Changes in monetary policies may adversely affect
ANZ’s results
The Reserve Bank of Australia (“RBA”) and the Reserve Bank of
New Zealand (“RBNZ”) set official interest rates so as to effectthe demand for money and credit in Australia and New Zealand,
respectively. Their policies determine, in large part, ANZ’s cost offunds for lending and investing and the return that ANZ will earnon those loans and investments. Both these factors impact ANZ’s
net interest margin and can affect the value of financial instruments
it holds, such as debt securities and hedging instruments. The
policies of the RBA, the RBNZ and any other relevant central monetary
authority can also affect ANZ’s borrowers, potentially increasing therisk that they may fail to repay loans. Changes in the RBA’s and RBNZ’s
policies are difficult to predict accurately.

The withdrawal of the Australian Government Guarantee
Scheme for Large Deposits and Wholesale Funding
and the New Zealand Government Wholesale Funding
Guarantee Scheme may adversely impact ANZ’s accessto funding and liquidity
With improvement in international capital market and liquidity
conditions, and banks subsequently being able to again successfullyraise non-government guaranteed funds in the international
wholesale market, many government-sponsored financial
stabilisation packages are progressively being withdrawn. There isa risk that this may result in unexpected stress on the global financial
system or regional financial systems, which could adversely impact
ANZ and its customers and counterparties.
Specifically, on February 7, 2010, the Australian Federal Government
announced the withdrawal of the Australian Government guarantee
scheme for wholesale funding with effect from March 31, 2010.
Similarly, on March 10, 2010, the New Zealand Government announced
the withdrawal of its wholesale guarantee facility with effect from April
30, 2010. Other countries have also ended their guarantee schemes,
are in the process of doing so or are likely to do so in the future.
The withdrawal of the Australian and New Zealand wholesale funding
guarantee schemes could adversely affect ANZ’s ability to accesssources of funding and lead to a decrease in ANZ’s liquidity position
and increase in funding costs, particularly if credit market conditions
are disrupted.
It is also possible that global financial conditions could again
deteriorate, liquidity could tighten and new risks could emerge
as a result of markets experiencing stress, or existing risks manifest
in ways that are not currently foreseeable. Such conditions could
adversely affect ANZ’s funding and liquidity position, negatively
affecting ANZ’s business, operations and financial condition.

Sovereign risk may destabilize global financial markets
adversely affecting all participants, including ANZ

ANZ is exposed to liquidity and funding risk, which
may adversely affect its results

Sovereign risk or the risk that foreign governments will default on
their debt obligations or be unable to refinance their debts as theyfall due has emerged as a risk to the recovery prospects of global
economies. This risk is particularly relevant to a number of European
countries, though it is not limited to Europe. Should one sovereigndefault, there could be a cascading effect to other markets andcountries, the consequences of which, while difficult to predict, may
be similar to or worse than that experienced during the GFC. Such an
event could destabilise global financial markets adversely affecting
all participants, including ANZ. Financial support packages jointly
announced by EU authorities and the IMF in the first half of 2010 were
designed to reassure global markets regarding the risk of sovereigndefault and avert further financial turmoil. It is not certain whether
such packages will achieve their intended effect, and the impact of
any withdrawal and modifications to such packages over time.

Liquidity risk is the risk that ANZ has insufficient capacity to fundincreases in assets, or is unable to meet its payment obligations as
they fall due, including repaying depositors or maturing wholesale
debt. Liquidity risk is inherent in all banking operations due to thetiming mismatch between cash inflows and cash outflows.
Reduced liquidity could lead to an increase in the cost of ANZ’sborrowings and possibly constrain the volume of new lending, which
could adversely affect ANZ’s profitability. A significant deterioration in
investor confidence in ANZ could materially impact ANZ’s cost of
borrowings and ANZ’s ongoing operations and funding.
ANZ uses a variety of funding sources including customer deposits andwholesale funding (including from outside of Australia) to seek to help
ensure that it continues to meet its funding obligations and to maintainor grow its business generally. In times of systemic liquidity stress, inthe event of damage to market confidence in ANZ or in the event thatfunding outside of Australia is not available or constrained, ANZ’sability to access sources of funding and liquidity may be constrained.
Deterioration in global markets and systemic market liquidity stress
may limit ANZ’s ability to access sources of funding and liquidity.
Principle Risks and Uncertainties

75

Principal Risks and Uncertainties (continued)

Since the second half of 2007, developments in the US mortgage
industry and in the US and European markets more generally, haveadversely affected the liquidity in global credit and capital markets.
This has resulted in an increase in funding costs that currently
continues. Future deterioration in these market conditions may limit
ANZ’s ability to replace maturing liabilities and access funding in atimely manner necessary to fund and grow its business.
Global and domestic regulators have released proposals intended
to strengthen liquidity requirements which, together with any risks
arising from these regulatory changes, are set out below in therisk factor entitled “Regulatory changes or a failure to comply withregulatory standards, law or policies may adversely affect ANZ’sbusiness, operations or financial condition”.

ANZ is exposed to the risk that its credit ratings couldchange, which could adversely affect its ability to raise
capital and wholesale funding
ANZ’s credit ratings have a significant impact on both its access to,and cost of, capital and wholesale funding. Credit ratings are not arecommendation by the relevant rating agency to invest in securities
offered by ANZ. However, a downgrade or potential downgrade to
ANZ’s credit rating may reduce access to capital and wholesale debt
markets, potentially leading to an increase in funding costs, as well asaffecting the willingness of counterparties to transact with it. Credit
ratings may be withdrawn, subject to qualifiers, revised, or suspended
by the relevant credit rating agency at any time. In addition, theratings of individual securities (including, but not limited to, Tier-1
and Tier-2 securities) issued by ANZ (and banks globally) could be
impacted from time to time by changes in the ratings methodologies
used by rating agencies. Ratings agencies may revise their
methodologies in response to legal or regulatory changes or othermarket developments.

ANZ may experience challenges in managing its
capital base, which could give rise to greater volatility
in capital ratios
ANZ’s capital base is critical to the management of its businesses
and access to funding. ANZ is required by regulators including, but
not limited to, the Australian Prudential Regulation Authority (APRA),
the Reserve Bank of New Zealand (RBNZ), the UK Financial Services
Authority (FSA), US regulators and various Asia Pacific jurisdictions
where ANZ has operations, to maintain adequate regulatory capital.
Under current regulatory requirements, risk weighted assets andexpected loan losses increase as a counterparty’s risk grade worsens.
These additional regulatory capital requirements compound any
reduction in capital resulting from increased provisions for loan losses
in times of stress. As a result, greater volatility in capital ratios may
arise and may require ANZ to raise additional capital. There can be
no certainty that any additional capital required would be available
or could be raised on reasonable terms.

Global and domestic regulators have released proposals, including
the Basel III proposals, to strengthen, among other things, theliquidity and capital requirements of banks and funds management
and insurance entities. These proposals, together with any risks
arising from any regulatory changes, are described below in therisk factor entitled “Regulatory changes or a failure to comply withregulatory standards, law or policies may adversely affect ANZ’sbusiness, operations or financial condition”.

ANZ is exposed to credit risk, which may adversely
affect its results
As a financial institution, ANZ is exposed to the risks associatedwith extending credit to other parties. Less favourable business or
economic conditions, whether generally or in a specific industry
sector or geographic region, could cause customers or counterparties
to experience adverse financial consequences, thereby exposing ANZ
to the increased risk that those customers or counterparties will failto meet their obligations in accordance with agreed terms. ANZ holds
provisions for credit impairment. The amount of these provisions isdetermined by assessing the extent of impairment inherent within
the current lending portfolio, based on current information. This
process, which is critical to ANZ’s financial results and condition,requires difficult, subjective and complex judgments, including
forecasts of how current and future economic conditions might
impair the ability of borrowers to repay their loans. However, if
the information upon which the assessment is made proves tobe inaccurate or if ANZ fails to identify proper factors or fails toaccurately estimate the impact of factors ANZ does identify, theprovisions made for credit impairment may be insufficient, which
could have a material adverse effect on ANZ’s financial performance.

An increase in the failure of third parties to honor
their commitments in connection with ANZ’s trading,lending, derivatives and other activities may adversely
affect its results
ANZ is exposed to the potential risk of credit-related losses thatcan occur as a result of a counterparty being unable or unwillingto honour its contractual obligations. As with any financial services
organisation, ANZ assumes counterparty risk in connection with its
lending, trading, derivatives and other businesses where it relies on
the ability of a third party to satisfy its financial obligations to ANZ
on a timely basis. ANZ is also subject to the risk that its rights against
third parties may not be enforceable in certain circumstances.
There is a risk that subsequent events will not be the same asassumed in ANZ’s original assessment of the ability of a third party
to satisfy its obligations. Such credit exposure may also be increased
by a number of factors including declines in the financial conditionof the counterparty, the value of assets ANZ holds as collateral andthe market value of the counterparty instruments and obligations
it holds. Credit losses can and have resulted in financial services
organisations realising significant losses and in some cases
failing altogether.
To the extent ANZ’s credit exposure increases, the increase could
have an adverse effect on ANZ’s business and profitability if material
unexpected credit losses occur.

Weakening of the real estate markets in Australia,
New Zealand or other markets where it does businessmay adversely affect ANZ’s results

Since 2009, a stabilisation has occurred, and in most cases a reduction
in impairment costs. This has been driven by an improvement inglobal economic conditions and a slowdown in corporate defaults.
While emerging economies, including in Asia, where ANZ has focusedits recent growth strategy, have been resilient amidst a moderation in
growth in some developed economies, the uneven recovery supports
ANZ’s intention to retain a cautious approach to impairment charges
and provisions.

Residential, commercial and rural property lending, together withproperty finance, including real estate development and investment
property finance, constitute important businesses to ANZ. Overall,
the property market has been variable and in some locations there
have been substantially reduced asset values. With respect to the
New Zealand housing market in particular, the outlook remains
subdued, albeit with some signs of stabilisation, impacted by astrong market supply and an overall cautious economic outlook.

In addition, in assessing whether to extend credit or enter into othertransactions with customers, ANZ relies on information provided byor on behalf of customers, including financial statements and otherfinancial information. ANZ may also rely on representations ofcustomers as to the accuracy and completeness of that information
and, with respect to financial statements, on reports of independent
auditors. ANZ’s financial performance could be negatively impacted
to the extent that it relies on information that is inaccurate ormaterially misleading.

A decrease in property valuations in Australia, New Zealand or othermarkets where it does business could decrease the amount of newlending ANZ is able to write and/or increase the losses that ANZ may
experience from existing loans, which, in either case, could materiallyand adversely impact ANZ’s financial condition and results ofoperations. In particular, a significant slowdown in the Australianand New Zealand housing markets or in other markets where it
does business could adversely affect ANZ’s results of operations.

ANZ is exposed to market risk which may adversely
affect its result
ANZ is subject to market risk, which is the risk to ANZ’s earnings
arising from changes in interest rates, foreign exchange rates, credit
spreads, equity prices and indices, prices of commodities, debt
securities and other financial contracts, including derivatives.
Losses arising from these risks may have a material adverse effecton ANZ. As ANZ conducts business in several different currencies, its
businesses may be affected by a change in currency exchange rates.
Additionally, as ANZ’s annual and interim reports are prepared andstated in Australian dollars, any appreciation in the Australian dollar
against other currencies in which ANZ earns revenues (particularly
to the New Zealand dollar and US dollar) may adversely affect thereported earnings.
The profitability of ANZ’s funds management and insurance
businesses is also affected by changes in investment markets
and weaknesses in global securities markets due to credit, liquidity
or other problems.

ANZ is exposed to the risks associated with credit
intermediation and financial guarantors which may
adversely affect its results
ANZ entered into a series of structured credit intermediation tradesfrom 2004 to 2007. ANZ sold protection using credit default swaps
over these structures and then, to mitigate risk, purchased protection
via credit default swaps over the same structures from eight USfinancial guarantors. The underlying structures involve credit default
swaps (CDS) over synthetic collateralised debt obligations (CDOs),
portfolios of external collateralised loan obligations (CLOs) or specificbonds/floating rate notes (FRNs).
Being derivatives, both the sold protection and purchased protection
are marked-to-market. Prior to the commencement of the GFC,
movements in valuations of these positions were not significant andlargely offset each other in income. Following the onset of the GFC,
the purchased protection has provided only a partial offset against
movements in valuation of the sold protection as:
one of the purchased protection counterparties defaulted andmany of the remaining were downgraded, and
ANZ makes a credit valuation adjustment on the remaining
purchased protection counterparties reflective of changes tocredit worthiness.
ANZ is actively monitoring this portfolio with a view to reducing theexposure via termination and restructuring of both the bought andsold protection if and when the Bank deems it cost effective relative
to the perceived risk associated with a specific trade or counterparty.
Consistent with this approach the Bank took action on severaltransactions throughout 2010 which resulted in a total notional
reduction of US$2.6 billion leaving the notional outstanding on thesold trades at US$8.4 billion as at September 30, 2010 (September
2009: US$11 billion).
The credit risk expense on structured credit derivatives still remains
volatile reflecting the impact of market movements in credit spreads
and USD/AUD rates. It is likely there will continue to be substantial
volatility in this market value.

76

ANZ Annual Report 2010

Principle Risks
Corporateand Uncertainties
Governance77Principal Risks and Uncertainties (continued)

ANZ is exposed to operational risk, which may adversely
affect its results
Operational risk refers to the risk of loss resulting from inadequate or
failed internal processes, people and systems, or from external events.
Operational risk includes legal risk and the risk of reputational loss,
but excludes strategic risk.
Loss from operational risk can include fines, penalties, loss or theft offunds or assets, legal costs, customer compensation, reputational loss,
loss of life or injury to people and loss of property and/or information.
Examples of operational risk that ANZ is exposed to include the risks
arising from theft, fraud and crime; process error or failure to follow
established procedures; operational or system failures; inadvertent
violations of money laundering, sanctions or other laws andregulations; external events such as natural disasters, other bankfailures, civil unrest and other events that lead to the loss or
unavailability of bank property, systems or staff; failure and breachof security, physical protection and recovery systems; failure of third
party suppliers or outsourced functions; failure of customer services;
product development and maintenance; failure to disclose, provide
adequate advice or mis-selling; and breaches of ANZ’s internal policies
and of laws and regulations. Similarly, there are operational risks in the
management, design and implementation of major projects.
Direct or indirect losses that occur as a result of operational failures,
breakdowns, omissions or unplanned events could adversely affect
ANZ’s financial results.

Disruption of information technology systems or
failure to successfully implement new technology
systems could significantly interrupt business
ANZ is highly dependent on information systems and technology
and there is a risk that these, or the services ANZ uses or is dependent
upon, might fail.
Most of ANZ’s daily operations are computer-based and information
technology systems are essential to maintaining effective
communications with customers. The exposure to systems risks
includes the complete or partial failure of information technology
systems or data center infrastructure, the inadequacy of internal
and third-party information technology systems due to, among
other things, failure to keep pace with industry developments andthe capacity of the existing systems to effectively accommodate
growth and integrate existing and future acquisitions and alliances.
To manage some of these risks, ANZ has disaster recovery andsystems continuity plans in place. However, any failure of thesesystems could result in business interruption, loss of customers,
financial compensation, damage to reputation and/or a weakeningof ANZ’s competitive position and could adversely impact ANZ’sbusiness and have a material adverse effect on ANZ’s financial
condition and operations.

78

ANZ Annual Report 2010

In addition, ANZ must update and implement new information
technology systems, in part to assist it to satisfy regulatory demands,
ensure information security, enhance computer-based banking
services for ANZ’s customers and integrate the various segments of
its business. ANZ may not organise these implementation projects
effectively or execute them efficiently, which could lead to increased
project costs, delays in the ability to comply with regulatory
requirements, failure of ANZ’s information security controls ora decrease in ANZ’s ability to service its customers.

ANZ is exposed to risks associated with information
security, which may adversely affect its financial results
and reputation
Information security means protecting information and information
systems from unauthorized access, use, disclosure, disruption,
modification, perusal, inspection, recording or destruction. As a bank,
ANZ handles a considerable amount of personal and confidential
information about its customers and its own internal operations.
ANZ Technology employs a team of information risk subject matter
experts who are responsible for the development andimplementation of ANZ’s Information Security Policy. ANZ isconscious that threats to information security are continuously
evolving and as such ANZ takes a proactive approach of conducting
regular internal and external reviews to ensure new threats are
identified, evolving risks are mitigated, policies and procedures are
updated, and good practice is maintained. However, while significant
efforts and precautions are taken by ANZ to protect and ensure theconfidentiality, integrity and availability of this information, including
the use of sophisticated firewalls, network intrusion detection
systems, access control processes, data encryption, and thedeployment of business controls and processes, there is neverthelessa risk that information may be inadvertently or inappropriately
accessed or distributed or illegally accessed or stolen. Any
unauthorised use of confidential information could potentiallyresult in breaches of privacy laws, regulatory sanctions, legal action,and claims of compensation or erosion to our competitive market
position. Such events could subsequently adversely affect ANZ’sfinancial position or reputation.

ANZ is exposed to reputation risk, which may adversely
impact its results
Reputation risk may arise as a result of an external event or ANZ’s
own actions and adversely affect perceptions about ANZ held by the
public (including our customers), shareholders, investors, regulators
or rating agencies. The impact of a risk event on ANZ’s reputation
may exceed any direct cost of the risk event itself and may adversely
impact ANZ’s earnings, capital adequacy or value. Accordingly,
damage to ANZ’s reputation may have wide-ranging impacts,
including adverse effects on ANZ’s profitability, capacity and costof sourcing funding and availability of new business opportunities.

The unexpected loss of key staff or inadequate
management of human resources may adversely
affect ANZ’s results
ANZ’s ability to attract and retain suitably qualified and skilledemployees is an important factor in achieving its strategic objectives.
At ANZ, there are certain individuals and key executives whose skills,
technical knowledge, creativity, inspiration and reputation are criticalto setting the strategic direction, successful management and growthof ANZ, and whose unexpected loss due to resignation, retirement,
death or illness may adversely affect its operations and financial
condition. In addition, ANZ may in the future have difficulty attracting
highly qualified people to fill important roles, which could adversely
affect its financial performance and results of operations.

ANZ may be exposed to the impact of future climatechange, geological and other extrinsic events which may
adversely affect its results
Scientific observations and climate modelling point to changes in the
global climate system that may see extreme weather events increasein both frequency and severity. Among the possible effects of climatechange are the risks of volcanoes, severe storms, cyclones, hurricanes,
floods and rising sea levels. Such events, and others like them, pose
the risk of inundation and damage to the houses and commercial
assets of ANZ’s customers. In some cases, this impact may also
adversely affect ANZ’s collateral position in relation to credit facilities
extended to those customers.
While the future impact of climate change is difficult to predict
accurately, it should nevertheless be considered among the risks
that may adversely impact ANZ’s financial results in the future.
In addition to climatic events, geological events, such as volcanic orseismic activity, or other extrinsic events, such as flu pandemic, canalso severely disrupt normal business activity and have a negative
effect on ANZ’s customer’s ability to pay interest or repay principal
on their loans.

Regulatory changes or a failure to comply withregulatory standards, law or policies may adversely
affect ANZ’s business, operations or financial condition
ANZ is subject to laws, regulations, policies and codes of practicein Australia, New Zealand and in the other countries (including but
not limited to the United Kingdom, the United States, Hong Kong,
Singapore, China and other countries within the Asia Pacific region)in which it has operations, trades or raises funds or in respect ofwhich it has some other connection. In particular, ANZ’s banking,funds management and insurance activities are subject to extensive
regulation, mainly relating to our liquidity levels, capital, solvency,
provisioning and insurance policy terms and conditions.
Regulations vary from country to country but generally are designed
to protect depositors, insured parties, customers with other banking
products and the banking and insurance system as a whole.

The Australian Government and its agencies, including APRA, the
RBA and other financial industry regulatory bodies including theAustralian Securities and Investments Commission (“ASIC”), havesupervisory oversight of ANZ. The New Zealand Government andits agencies, including the RBNZ, have supervisory oversight of ANZ’soperations in New Zealand. To the extent that ANZ has operations,trades or raises funds in, or has some other connection with,countries other than Australia or New Zealand, then such activities
may be subject to the laws of, and regulation by agencies in, thosecountries. Such regulatory agencies include, by way of example,
the US Federal Reserve Board, the US Department of Treasury, theUS Office of the Comptroller of the Currency, the US Office of Foreign
Assets Control (“OFAC”), the UK’s Financial Services Authority, theMonetary Authority of Singapore, the Hong Kong Monetary
Authority, the China Banking Regulatory Commission and otherfinancial regulatory bodies in those countries and in other relevant
countries. In addition, ANZ’s expansion and growth in the Asia Pacificgives rise to a requirement to comply with a number of different
legal and regulatory regimes across that region.
A failure to comply with any standards, laws, regulations or policies
in any of those jurisdictions could result in sanctions by these or otherregulatory agencies, the exercise of any discretionary powers thatthe regulators hold or compensatory action by affected persons,which may in turn cause substantial damage to ANZ’s reputation.
To the extent that these regulatory requirements limit ANZ’soperations or flexibility, they could adversely impact ANZ’s
profitability and prospects.
These regulatory and other governmental agencies (including
revenue and tax authorities) frequently review banking and tax
laws, regulations, codes of practice and policies. Changes to laws,
regulations, codes of practice or policies including changes ininterpretation or implementation of laws, regulations, codes ofpractice or policies, could affect ANZ in substantial and unpredictableways. These may include increasing required levels of bank liquidity
and capital adequacy, limiting the types of financial services andproducts ANZ can offer and/or increasing the ability of non-banks
to offer competing financial services or products, as well as changes
to accounting standards, taxation laws and prudential regulatory
requirements.
As a result of the GFC, regulators have proposed various amendments
to financial regulation that may affect ANZ. APRA, the BaselCommittee on Banking Supervision (the “Basel Committee”) andregulators in other jurisdictions where ANZ has a presence haverecently released discussion papers and proposals in regards tostrengthening the resilience of the banking sector, including
proposals to strengthen capital and liquidity requirements for thesector. In addition, the United States has recently passed into law the
Dodd-Frank Wall Street Reform and Consumer Protection Act whichsignificantly affects financial institutions and financial activities in the
United States and the potential impacts of this new law are uncertain.
The Australian Senate has also announced that it will hold an inquiry
into competition within the Australian banking sector as discussed
above in the risk factor entitled “Competition may adversely affect
ANZ’s results, especially in Ausstralia, New Zealand and the Asianmarkets in which it operates”.

Principle Risks and Uncertainties

79Principal Risks and Uncertainties (continued)

While uncertainty remains as to the final form that any proposed
regulatory changes will take in Australia and other countries in which
ANZ operate, any such changes may adversely affect ANZ’s results,
operations or financial condition. The changes may lead ANZ to,among other things, incur additional costs as a result of increased
management attention, raise additional amounts of higher-quality
capital (such as ordinary shares) and hold significant levels ofadditional liquid assets and undertake additional wholesale longterm funding to replace short-term funding to more closely match
ANZ’s long-term asset profile.

Unexpected changes to ANZ’s license to operate in any
jurisdiction may adversely affect its results
ANZ is licensed to operate in the various countries, states andterritories in which it operates. Unexpected changes in the conditionsof the licenses to operate by governments, administrations or
regulatory agencies which prohibit or restrict ANZ from trading in amanner that was previously permitted may adversely impact ANZ’sfinancial results.

ANZ is exposed to insurance risk, which may adversely
affect its results
Insurance risk is the risk of loss due to unexpected changes in current
and future insurance claim rates. In life insurance business, insurance
risk arises primarily through mortality (death) and morbidity (illness
and injury) risks being greater than expected and, in the case ofannuity business, should annuitants live longer than expected. For
general insurance business, insurance risk arises mainly throughweather-related incidents (including floods and bushfires) and othercalamities, as well as adverse variability in home, contents, motor,
travel and other insurance claim amounts. As a result of ING Australia
Limited (“INGA”) and ING New Zealand Limited (“INGNZ”) becoming
wholly owned subsidiaries of ANZ, ANZ has increased exposure to
insurance risk in both life insurance and general insurance business,
which may adversely affect its results.

ANZ may experience reductions in the valuation of someof its assets, resulting in fair value adjustments that may
have a material adverse effect on its earnings
Under Australian Accounting Standards, ANZ recognizes at fair value:financial instruments classified as “held-for-trading” or “designatedas at fair value through profit or loss”;
financial assets classified as “available-for-sale”;
derivatives; andfinancial assets backing insurance and investment liabilities.

80

ANZ Annual Report 2010

Generally, in order to establish the fair value of these instruments,
ANZ relies on quoted market prices or, where the market for afinancial instrument is not sufficiently active, fair values are based onpresent value estimates or other accepted valuation techniques. In
certain circumstances, the data for individual financial instruments orclasses of financial instruments used by such estimates or techniques
may not be available or may become unavailable due to changes inmarket conditions. In these circumstances, the fair value isdetermined using data derived and extrapolated from market data
and tested against historic transactions and observed market trends.
The valuation models incorporate the impact of factors that would
influence the fair value determined by a market participant. Principal
inputs used in the determination of the fair value of financial
instruments based on valuation techniques include data inputs
such as statistical data on delinquency rates, foreclosure rates, actual
losses, counterparty credit spreads, recovery rates, implied default
probabilities, credit index tranche prices and correlation curves. Theseassumptions, judgments and estimates need to be updated to reflectchanging trends and market conditions. The resulting change in thefair values of the financial instruments could have a material adverse
effect on ANZ’s earnings.

Changes to accounting policies may adversely
affect ANZ’s results
The accounting policies and methods that ANZ applies arefundamental to how it records and reports its financial position
and results of operations. Management must exercise judgment
in selecting and applying many of these accounting policies andmethods so that they not only comply with generally accepted
accounting principles but they also reflect the most appropriatemanner in which to record and report on the financial position andresults of operations. However, these accounting policies may be
applied inaccurately, resulting in a misstatement of financial position
and results of operations.
In some cases, management must select an accounting policy or
method from two or more alternatives, any of which might comply
with generally accepted accounting principles and be reasonable
under the circumstances, yet might result in reporting materiallydifferent outcomes than would have been reported under anotheralternative.

ANZ may be exposed to the risk of impairment tocapitalized software, goodwill and other intangible
assets that may adversely affect its results
In certain circumstances ANZ may be exposed to a reduction in thevalue of intangible assets. As at September 30, 2010, ANZ carrieda goodwill balance of $4,086 million which principally relates to its
investment in ANZNBL and INGA; intangible assets of $1,327 million
principally relating to assets recognized on the acquisition of INGA
and capitalised software balances of $1,217 million. ANZ is required
to assess the recoverability of the goodwill balance on at least anannual basis using either a discounted cash flow or a multiple ofearnings calculation. Changes in the assumptions upon which
the calculation is based, together with expected changes in future
cash flows, could materially impact this assessment, resulting in
the potential write-off of a part or all of the goodwill balance.

The recoverability capitalised software and other intangible assets is
assessed at least annually. In the event that asset is no longer in use,or that the cash flows generated by the asset do not support thecarrying value, an impairment may be recorded, adversely impacting
ANZ’s results.

Litigation and contingent liabilities may adversely
affect ANZ’s results
From time to time, ANZ may be subject to material litigation,
regulatory actions, legal or arbitration proceedings and othercontingent liabilities which, if they crystallise, may adversely affect
ANZ’s results. Details regarding ANZ’s material contingent liabilities
as at September 30, 2010 are contained in Note 44 (“Credit Related
Commitments, Guarantees, Contingent Liabilities and Contingent
Assets”) of the ANZ Annual Report for the full year ended September
30, 2010. There is a risk that these contingent liabilities may be larger
than anticipated or that additional litigation or other contingent
liabilities may arise.

Acquisitions and disposals may also result in business disruptions
that cause ANZ to lose customers or cause customers to remove theirbusiness from ANZ to competing financial institutions. It is possiblethat the integration process related to acquisitions could result in
the disruption of ANZ’s ongoing businesses or inconsistencies instandards, controls, procedures and policies that could adversely
affect ANZ’s ability to maintain relationships with clients, customers,
depositors and employees. The loss of key employees in connection
with an acquisition or disposal could adversely affect ANZ’s ability
to conduct its business successfully. ANZ’s operating performance,risk profile or capital structure may also be affected by these
corporate opportunities and there is a risk that any of ANZ’s credit
ratings may be placed on credit watch or downgraded if theseopportunities are pursued.

ANZ Group regularly considers acquisitions anddivestments, and there is a risk that ANZ may undertakean acquisition or divestment that could result in amaterial adverse effect on its performance
ANZ regularly examines a range of corporate opportunities,
including material acquisitions and disposals with a view todetermining whether those opportunities will enhance ANZ’sfinancial performance and position. Any corporate opportunitythat is pursued could, for a variety of reasons, turn out to have amaterial adverse effect on ANZ.
The successful implementation of ANZ’s corporate strategy, including
its strategy to expand in the Asia-Pacific region, will depend on a
range of factors including potential funding strategies and challenges
associated with integrating and adding value to an acquired business,
as well as new regulatory, market and other risks associated withincreasing operations outside of Australia and New Zealand.
There can be no assurance that any acquisition would have theanticipated positive results, including results relating to the total
cost of integration, the time required to complete the integration,
the amount of longer-term cost savings or the overall performanceof the combined entity or an improved price for ANZ’s securities.
Integration of an acquired business can be complex and costly,
sometimes including combining relevant accounting and dataprocessing systems and management controls, as well as managing
relevant relationships with employees, clients, suppliers and otherbusiness partners. Integration efforts could divert management
attention and resources, which could adversely affect ANZ’soperations or results. Additionally, there can be no assurance
that customers, counterparties and vendors of newly acquired
businesses will remain as such post-acquisition and the loss ofcustomers, counterparties and vendors could adversely affect
ANZ’s operations or results.

Principle Risks and Uncertainties

81Five Year Summary

2010
$m

2009
$m

2008
$m

2007
$m

2006
$m

Financial Performance1
Net interest income
Other operating income
Operating expenses
Profit before income tax, credit impairment and non-core items1
Provision for credit impairment
income tax expense
Non-controlling interest
Underlying profit1
Adjustments between statutory profit and underlying profit1

10,862
4,920(6,971)8,811(1,820)(1,960)
(6)
5,025
(524)

9,890
4,477
(6,068)8,299(3,056)(1,469)
(2)
3,772
(829)

7,855
4,440
(5,406)
6,889(2,090)(1,365)
(8)
3,426
107

7,302
3,720
(4,953)
6,069(522)(1,616)
(7)
3,924
256

6,943
3,146
(4,605)
5,484(407)(1,486)
(4)
3,587
101

Profit attributable to shareholders of the Company

4,501

2,943

3,319

4,180

3,688

Financial Position
Assets2
Net Assets
Tier 1 capital ratio3
Return on average ordinary equity4
Return on average assets4
cost to income ratio1

531,739
34,155
10.1%
13.9%
0.9%
44.2%

476,987
32,429
10.6%
10.3%
0.6%
42.2%

471,024
26,552
7.7%
14.5%
0.8%
47.4%

392,773
22,048
6.7%
20.9%
1.2%
44.9%

334,640
19,906
6.8%
20.7%
1.1%
45.6%

Shareholder value – ordinary shares
Total return to shareholders (share price movement plus dividends)
market capitalisation
Dividend
franked portion– interim– final1.9%
60,614126 cents
100%
100%

40.3%
61,085102 cents
100%
100%

–33.5%
38,263136 cents
100%
100%

15.6%
55,382136 cents
100%
100%

17.1%
49,331125 cents
100%
100%

Share price– high– low– 30 Sep

Share information(per fully paid ordinary share)
Earnings per share
Dividend payout ratio
Net tangible assets per ordinary share5
No. of fully paid ordinary shares issued (millions)
Dividend Reinvestment Plan (DRP) issue price– interim– finalOther information
Points of representation6
No. of employees (full time equivalents)
No. of shareholders7$26.23$19.95$23.68$24.99$11.83$24.39$31.74$15.07$18.75$31.50$25.75$29.70$28.66$22.70$26.86178.9c71.6%$10.382,559.7

131.0c82.3%$11.022,504.5

170.4c82.6%$10.722,040.7

224.1c60.9%$9.36
1,864.7200.0c62.6%$8.53
1,836.6$21.32$15.16$20.82$29.29$26.50–$21.75$13.58$27.33$28.25

1,394
46,917
411,692

1,352
37,687396,181

1,346
36,925
376,813

1,327
34,353
327,703

1,265
32,256291,262

SECTiON 3
Financial Report
income Statements
Statement of comprehensive income
Balance Sheetcash flow Statement
Statement of changes in equity

84

Notes to the Financial Statements (continued)

84
85
86
87
88

26
27
28
29
30
31
32

Notes to the Financial Statements

90

1

Significant Accounting Policies

90

2

critical Estimates and Judgements Usedin Applying Accounting Policies
incomeExpensescompensation of Auditors
current income Tax Expense
Dividends
Earnings per Ordinary Share
Liquid Assets
Due from Other financial institutions
Trading Securities
Derivative financial instruments
Available-for-sale Assets
Net Loans and Advances
impaired financial Assets
Provision for credit impairment
Shares in controlled Entities, Associates
and Joint venture Entities
Tax Assets
goodwill and Other intangible Assets
Other Assets
Premises and Equipment
Deposits and Other Borrowings
income Tax Liabilities
Payables and Other Liabilities
Provisions

3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25

101
104
105
106
107
108
109
110
110
110
111
117
118
119
119
122
123
124
125
125
126
127
127
128

33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52

Bonds and Notes
Loan capital
Share capital
Reserves and Retained Earnings
Non-controlling interests
capital management
Assets charged as Security for Liabilities andcollateral Accepted as Security for Assets
financial Risk management
fair value of financial Assets and financial Liabilities
maturity Analysis of Assets and Liabilities
Segment Analysis
Notes to the cash flow Statements
controlled Entities
Associates
interests in Joint venture Entities
Securitisations
fiduciary Activities
commitments
credit Related commitments, guarantees,contingent Liabilities and contingent Assets
Superannuation and Other Post Employment
Benefit Schemes
Employee Share and Option Plans
Key management Personnel Disclosures
Transactions with Other Related Parties
Life insurance BusinessBusiness combinations
Exchange Rates
Events since the End of the financial Year

Directors’ Declaration
Independent Auditor’s Report

128
129
132
134
135
136
139
140
165
172
173
175
177
178
179
180
181
182
183
187
192
196
197
197
202
204
204
205
206

1 Adjusted for material items that are not part of the normal ongoing operations of the group including one-off gains and losses, gains and losses on the sale of businesses, non-continuing businesses
timing differences on economic hedges, and acquisition related costs. Prior to 2010 these were adjustments to arrive at cash profit in accordance with market convention.
2 in 2010, consolidated assets included assets from OnePath (formerly iNgA), iNg NZ, Landmark and RBS acquired during the financial year.
3 calculated in accordance with Australian Prudential Regulation Authority requirements effective at the relevant date. Basel ii has been applied from 1 January 2008.
4 Excludes minority interest.
5 Equals shareholders’ equity less preference share capital, goodwill, software and other intangible assets divided by the number of ordinary shares.
6 includes branches, offices, representative offices and agencies.
7 Excludes employees whose only ANZ shares are held in trust under ANZ employee share schemes.

82

ANZ Annual Report 2010

ANZ Annual
Financial
ReportHighlights
2010

83

Financial ReportStatement of COMPREHENSIVE income for the year ended 30 September

Income statement for the year ended 30 September

Consolidated

Interest income
Interest expense

Note

2009
$m

2010
$m

2009
$m

3
4

26,608(15,739)

26,286(16,398)

22,922(14,677)

20,666(13,600)

10,869

9,888

8,245

7,066

Net interest income
Net funds management and insurance income
Other operating income
Share of joint venture profit from OnePath (formerly ING Australia)
and ING New ZealandShare of associates profit
Operating income
Operating expense

Consolidated

The Company

2010
$m

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Profit for the period

Share of associates’ equity accounted profits

4,072
433

2,480
465

4,428
–

2,285
–

Total profit for the period

4,505

2,945

4,428

2,285

29

(1,027)

(919)

(337)

(283)

Available-for-sale assets
	Valuation gain/(loss) taken to equity
	Cumulative (gain)/loss transferred to the income statement

29

151
8

31
33

69
(23)

17
32

Note

Other comprehensive income

3
3

1,099
3,291

230
3,027

164
4,436

151
2,924

3
3
4

33
400
15,692(7,304)83
382
13,610(6,225)––
12,845(5,636)––
10,141(4,868)7,385(3,005)

7,209(1,369)5,273(2,079)Cash flow hedges
	Valuation gain/(loss) taken to equity
Transferred to income statement for the period

29

16

8,388
(1,787)

191
(54)

(156)
(89)

121
(69)

(135)
(89)

6,601

4,380

5,840

3,194

Actuarial gain/(loss) on defined benefit plans

45

(6)

(173)

(26)

(153)

6

(2,096)(1,435)(1,412)(909)

Profit after income tax
Profit attributable to non-controlling interests

4,505
(4)

2,945
(2)

4,428
–

2,285
–

Profit attributable to shareholders of the Company

4,501

2,943

4,428

2,285

Income tax on items transferred directly to/from equity
	Foreign currency translation reserve
Available-for-sale reserve
	Cash flow hedge reserve
Actuarial gain/(loss) on defined benefits plan

10
(38)
(36)
2

10
(17)
76
49

–
(23)
(16)
8

–
(11)
64
40

Other comprehensive income(799)(1,155)

(296)

(518)

178.9
174.6
126

131.0
129.6
102

n/a
n/a
126

n/a
n/a
102

Total comprehensive income for the period

3,706

1,790

4,132

1,767

4

2

–

–

3,702

1,788

4,132

1,767

Profit before credit impairment and income tax
Provision for credit impairment
Profit before income tax
Income tax expense

Earnings per ordinary share (cents)
Basic
DilutedDividend per ordinary share (cents)
The notes appearing on pages 90 to 204 form an integral part of these financial statements.

88
7Currency translation adjustments
Exchange differences on translation of foreign operations taken to equity

Comprising:Total comprehensive income
attributable to non-controlling interests
Total comprehensive income attributable
to shareholders of the company
The notes appearing on pages 90 to 204 form an integral part of these financial statements.

84

ANZ Annual Report 2010

Directors’
Financial Report85

NOTES
Balance
NOTESTOTOTHE
Sheet
THEFINANCIAL
FINANCIAL
as at 30STATEMENTS
September
STATEMENTS

Cash flow statement for the year ended 30 September

Consolidated
2009
$m

2010
$m

2009
$m

21,521
5,481
33,51537,821
20,742
349,321
11,495
–
–
2,965
76
792
6,630
32,171
7,051
2,158

25,317
4,985
30,99137,404
16,575332,007
13,762
–
–
4,565
693
503
3,896
–
4,227
2,062

18,5304,136
28,30534,191
16,973277,956
11,517
46,216
9,189
1,035
61
575
1,198
–
4,564
1,508

20,1993,236
27,41033,001
13,554
256,008
13,73945,471
8,522
761
601
446
829
–
2,749
1,449

531,739

476,987455,954427,975

20,521
311,472
37,217
11,495–973
35
28,981
5,448
7,950
1,462
59,714
12,316

19,924294,370
36,516
13,762
–
99
111
–
–
7,775
1,312
57,26013,42918,849253,608
34,647
11,51738,487
987
39
–
–
5,702
971
48,178
10,963

16,974
227,300
33,16813,73942,336
61
90
–
–
6,006
905
46,033
11,885

Total liabilities

497,584444,558

423,948

398,497

Net Assets

34,15532,42932,00629,478

28
28
29
29

19,886871(2,587)
15,921

19,151871(1,787)
14,12920,246871(777)
11,66619,151
871
(494)
9,950

30

34,09164

32,36465

32,006–29,478–34,15532,42932,00629,478

Note

AssetsLiquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances
Customer's liability for acceptances
Due from controlled entities
Shares in controlled entities
Shares in associates and joint venture entities
Current tax assets
Deferred tax assets
Goodwill and other intangible assets1
Investments backing policyholder liabilities
Other assets
Premises and equipment

9
10
11
12
13
14
17
17
18
18
19
49
20
21

Total assets
Liabilities
Due to other financial institutions
Deposits and other borrowings
Derivative financial instruments
Liability for acceptances
Due to controlled entities
Current tax liabilities
Deferred tax liabilities
Policyholder liabilities
External unit holder liabilities (life insurance funds)
Payables and other liabilities
Provisions
Bonds and notes
Loan capital

Shareholders’ equity
Ordinary share capitalPreference share capital
Reserves
Retained earnings
Share capital and reserves attributable to shareholders of the Company
Non-controlling interests

22
12
23
23
49
24
25
26
27

Total shareholders’ equity
Commitments
Contingent liabilities
The notes appearing on pages 90 to 204 form an integral part of these financial statements.
1 Excludes notional goodwill in equity accounted entities.

43
44

Consolidated

The Company

2010
$m

Note

Cash flows from operating activities
Interest received
Dividends received
Fee income received
Other income received
Interest paid
Personnel expenses paid
Premises expenses paid
Other operating expenses paid
Net cash paid on settlement of derivatives
Income taxes paid
Australia
Overseas
Net cash flows from funds management and insurance business	Funds management income received
	Insurance premium income and other policyholder receipts
	Claims and policyholder liability payments
	Investment income received
	Commission expense paid
Net cash flows from investments backing policy liabilities
Purchase of insurance assets
Proceeds from sale/maturity of insurance assets
Goods and services tax paid
(Increase)/decrease in operating assets:
Liquid assets – greater than three months
Due from other financial institutions – greater than three months
Trading Securities
Loans and advances
Net intra-group loans and advances
Increase/(decrease) in operating liabilities
Deposits and other borrowings
Due to other financial institutions
Payables and other liabilities
Net cash (used in)/provided by operating activities
Cash flows from investing activities
Net decrease/(increase)
Available-for-sale assets
Purchases
Proceeds from sale or maturity
Controlled entities and associates
Purchased (net of cash acquired)Proceeds from sale (net of cash disposed)
Premises and equipment
Purchases
Proceeds from sale
Other
Net cash (used in)/provided by investing activities
Cash flows from financing activities
Net increase/(decrease)
Bonds and notes
	Issue proceeds
Redemptions
Loan capital	Issue proceeds
Redemptions
Dividends paid
Share capital issues
Net (purchase)/sale of treasury shares
Net cash (used in)/provided by financing activities
Net cash (used in)/provided by operating activities
Net cash (used in)/provided by investing activities
Net cash (used in)/provided by financing activities
Net increase/(decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of period
Foreign currency translation
Cash and cash equivalents at end of period

37(a)

37(b)

The Company

2010
$m

2009
$m

2010
$m

2009
$m

26,362
54
2,177
1,230
(15,726)(4,102)(557)(1,625)(1,823)

26,795
49
2,799
962(17,354)(3,652)(503)(1,161)(7,754)22,708
1,184
2,117
996
(14,651)(3,044)(389)(1,292)(1,110)21,245
156
2,071
1,696
(14,503)(2,736)(362)(1,457)(7,936)

(353)
(629)

(851)
(439)

(353)
(123)

(845)
(78)

665
6,144
(5,587)
536
(353)

119
28
–
–
83

85
28
–
–
51

76
28
–
–
47

(9,982)
10,021
33

–
–
(29)

–
–
9

–
–
5

2,184
(65)
(2,004)(17,044)
–

2,253
1,402
(15,971)(1,897)
–

815
(145)
(1,835)(20,345)(5,110)

2,427
1,032
(14,491)(23,162)
6,412

14,72655(1,288)3,049

12,601(168)(994)(3,682)

20,862
1,329
(709)
1,078

26,171(1,027)259(4,972)(29,312)25,244(30,980)
31,559(24,236)
20,955(28,206)
29,480

50
15

(263)
15

2,310
113

(231)
15

(317)
24
(1,428)(5,724)

(709)
27
(50)
(401)

(240)
–
(687)
(1,785)

(211)
8
(704)
151

21,756(17,105)

20,417(20,648)

17,401(14,070)

16,297(14,009)

1,976(2,565)(1,671)
37
(78)
2,350
3,049
(5,724)2,350(325)
22,805(576)
21,904

1,287(1,344)
(697)
4,680
–
3,695
(3,682)
(401)
3,695
(388)
23,487(294)
22,805

1,976(2,451)(1,660)
37
(78)
1,155
1,078
(1,785)
1,155
448
18,051(364)
18,135

1,242(1,344)
(664)
4,680
–
6,202
(4,972)
151
6,202
1,381
17,156(486)
18,051

The notes appearing on pages 90 to 204 form an integral part of these financial statements.

86

ANZ Annual Report 2010

Financial Report87Statement
NOTES
NOTESTO
TOTHE
THE
ofFINANCIAL
FINANCIAL
changesSTATEMENTS
IN
STATEMENTS
equity for the year ended 30 september

Consolidated

As at 1 October 2008
Total comprehensive income for the period
Transactions with equity holders intheir capacity as equity holders:Share placement
Dividends paid
Dividend reinvestment plan
Other equity movements:
	Group employee share acquisition scheme
Share based payments
	Group share option scheme
Other changes
As at 30 September 2009
Total comprehensive income for the period
Transactions with equity holders intheir capacity as equity holders:
Dividends paid
Dividend reinvestment plan
Other equity movements:
	Group employee share acquisition scheme
Treasury shares
Share based payments
	Group share option scheme
Treasury shares INGA adjustment
Adjustments to opening retained
earnings on adoption of revised
accounting standard AASB 3R
Other changes
As at 30 September 2010

NOTES
NOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

Ordinaryshare capital$m

Preference
shares$m

Reserves$m

Retainedearnings$m

Shareholders’equityattributable
to equity
holders of
the Bank$m

12,589871(742)

13,772

26,49062

26,552As at 1 October 2008––

(1,031)

2,819

1,788

2

1,790

4,661
–
1,788

–
–
–

–
–
–

–
(2,485)–

4,661(2,485)
1,788

–
–
–

4,661
(2,485)
1,788

99
–
14
–

–
–
–
–

–
9
–
(23)

–
–
–
23

99
9
14
–

–
–
–
1

99
9
14
1

19,151871(1,787)

14,12932,36465

32,429

–

–

(795)

4,497

3,702

4

3,706

Total comprehensive income for the period
Transactions with equity holders intheir capacity as equity holders:Share placement
Dividends paid
Dividend reinvestment plan
Dividend reinvestment plan underwriting
Other equity movements:
	Group employee share acquisition scheme
Treasury Shares
Share based payments
	Group share option scheme
Other changes

Non-controllinginterests$m

Totalshareholders’equity
$m

–
1,007

–
–

–
–

(2,678)–(2,678)
1,007––(2,678)
1,007

129
(78)
–
37
(360)

–
–
–
–
–

–
–
7
–
–

–
–
–
–
–

129
(78)
7
37
(360)

–
–
–
–
–

129
(78)
7
37
(360)

–
–

–
–

–
(12)

(39)
12

(39)
–

–
(5)

(39)
(5)

19,886871(2,587)

15,921

34,091

64

34,155The notes appearing on pages 90 to 204 form an integral part of these financial statements.

The Company

As at 30 September 2009
Total comprehensive income for the period
Transactions with equity holders intheir capacity as equity holders:Share placement
Dividends paid
Dividend reinvestment plan
Other equity movements:
Treasury shares
Share based payments
	Group share option scheme
	Group employee share acquisition scheme
Adjustments to opening retained
earnings on adoption of revised
accounting standard AASB 3R
Other changes
As at 30 September 2010

Ordinaryshare capital$m

Preference
shares$m

Reserves$m

Retainedearnings$m

Shareholders’equityattributable
to equity
holders of
the Bank$m

12,589871(75)

10,207

23,592–

23,592

–

–

(405)

2,172

1,767

–

1,767

4,661
–
742
1,046

–
–
–
–

–
–
–
–

–
(2,452)––4,661(2,452)
742
1,046

–
–
–
–

4,661
(2,452)
742
1,046

99
–
–
14
–

–
–
–
–
–

–
–
9
–
(23)

–
–
–
–
23

99
–
9
14
–

–
–
–
–
–

99
–
9
14
–

19,151

871

(494)

9,950

29,478–29,478

–

–

(278)

4,410

4,132

–

4,132

–
–
1,007

–
–
–

–
–
–

–
(2,667)––(2,667)
1,007

–
–
–

–
(2,667)
1,007

(78)
–
37
129

–
–
–
–

–
7
–
–

–
–
–
–

(78)
7
37
129

–
–
–
–

(78)
7
37
129

–
–

–
–

–
(12)

(39)
12

(39)
–

–
–

(39)
–

20,246871(777)

11,66632,006–32,006

Non-controllinginterests$m

Totalshareholders’equity$m

The notes appearing on pages 90 to 204 form an integral part of these financial statements.

88

ANZ Annual Report 2010

Financial Report

89NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

1: Significant Accounting Policies

1: Significant Accounting Policies (continued)

The financial report of Australia and New Zealand Banking Group
Limited (the Company or the Parent entity) and its controlled entities(the Group) for the year ended 30 September 2010 was authorisedfor issue in accordance with the resolution of the directors on
4 November, 2010.
The principal accounting policies adopted in the preparation of
the financial report are set out below. These policies have been
consistently applied by all consolidated entities and to all periods
presented in the consolidated financial report.
A) Basis of preparationi) Statement of compliance
The financial report of the Company and Group is a general
purpose financial report which has been prepared in accordancewith the accounts provisions of the Banking Act 1959 (as amended),
Australian Accounting Standards (AASs), Australian AccountingStandards Board (AASB) Interpretations, other authoritative
pronouncements of the AASB, and the Corporations Act 2001.
International Financial Reporting Standards (IFRS) are Standards andInterpretations adopted by the International Accounting Standards
Board (IASB). IFRS forms the basis of AASs and Interpretations issued
by the AASB. The Group’s application of AASs and Interpretations
ensures that the consolidated financial report of the Group and thefinancial report of the Company comply with IFRS.

ii) Use of estimates and assumptions
The preparation of the financial report requires the use ofmanagement judgement, estimates and assumptions that affectreported amounts and the application of policies. The estimatesand associated assumptions are based on historical experience andvarious other factors that are believed to be reasonable. Actual results
may differ from these estimates. Discussion of the critical accounting
treatments, which include complex or subjective decisions orassessments, are covered in note 2. Such estimates may require
review in future periods.

iii) Basis of measurement
The financial report has been prepared in accordance with thehistorical cost basis except that the following assets and liabilities
are stated at their fair value:
derivative financial instruments, including in the case of fairvalue hedging (refer note 1 (E)(ii)) the fair value of any applicable
underlying exposure;financial assets treated as available-for-sale;financial instruments held for trading; andassets and liabilities designated at fair value through profit
and loss.
In accordance with AASB 1038 Life Insurance Contracts, life insurance
liabilities are measured using the Margin of Services model.
In accordance with AASB 119 Employee Benefits, defined benefit
obligations are measured using the Projected Unit Credit Method.

iv) Changes in Accounting Policy and early adoptionsvii) Principles of consolidation

All new accounting standards and interpretations applicable toannual reporting periods beginning on or after 1 October 2009
have been applied to the Group effective from the required dateof application. The initial application of these Standards andInterpretations has not had a material impact on the financial
position or the financial results of the Group.

Subsidiaries
The financial statements consolidate the financial statements of theCompany and all its subsidiaries where it is determined that there isa capacity to control.

The revised accounting standard relating to business combinations(AASB 3(R)) has been applied in these financial statements
prospectively to all business combinations for which the acquisition
date is on or after 1 October 2009. Prior to the adoption of the revised
standard, the Group had $39 million of capitalised transaction costs
in respect of acquisitions not completed at 30 September 2009,
which was written off to retained earnings on adoption of the revised
standard. As a result of the adoption of the standard the Group isrequired to:
expense acquisition related costs ($21 million in the current period);
remeasure the existing interest to fair value through profit or loss
and reclassify from equity to profit or loss amounts previously
held in the acquiree, for business combinations achieved in stages($217 million debit in the current period); andrecognise movements in contingent consideration, subsequent
to initial measurement, in profit and loss (no impact in the current
period).
The revised accounting standard on Consolidated and Separate
Financial Statements (AASB 127) has been adopted. As a result of
the adoption the Group is required to:
replace the term ‘minority interests’ with ‘non-controlling interests’;
account for changes in a parent’s ownership in a subsidiary that
does not result in loss of control as an equity transaction (no impact
in the current period); andrecognise gains and losses upon loss of control of a subsidiary in
profit and loss with any investment retained measured at fair value
at the date control is lost (no impact in the current period).
The revised accounting standard on Presentation of Financial
Statements (AASB 101) has been applied which has required inclusionof a new statement of changes in equity in these financial statements.
The revised accounting standard on Financial Instruments:
Disclosures (AASB 7) has been applied which requires additional
disclosures about fair value measurements and liquidity risk.
There has been no other change in accounting policy during the year.

v) Rounding
The Parent entity is an entity of the kind referred to in Australian
Securities and Investments Commission class order 98/100 dated
10 July 1998 (as amended). Consequently, amounts in the financial
report have been rounded to the nearest million dollars, except
where otherwise indicated.

vi) Comparatives
Certain amounts in the comparative information have been
reclassified to conform with current period financial statement
presentations.

Where subsidiaries have been sold or acquired during the year, theiroperating results have been included to the date of disposal or fromthe date of acquisition.
Control means the power to govern, directly or indirectly, thefinancial and operating policies of an entity so as to obtain benefits
from its activities. All the facts of a particular situation are consideredwhen determining whether control exists. Control is usually present
when an entity has:power over more than one-half of the voting rights of theother entity; or
power to govern the financial and operating policies of theother entity; or
power to appoint or remove the majority of the membersof the board of directors or equivalent governing body; or
power to cast the majority of votes at meetings of the boardof directors or equivalent governing body of the entity.

Foreign currency transactions
Foreign currency transactions are translated into the functional
currency using the exchange rates prevailing at the dates of thetransactions.
Monetary assets and liabilities resulting from foreign currencytransactions are subsequently translated at the spot rate atreporting date.
Exchange differences arising on the settlement of monetary items
or on translating monetary items at rates different to those at which
they were initially recognised or included in a previous financial
report, are recognised in the income statement in the period inwhich they arise.
Translation differences on non-monetary items, such as derivatives
measured at fair value through profit or loss, are reported as part of
the fair value gain or loss on these items.
Translation differences on non-monetary items measured at fairvalue through equity, such as equities classified as available-for-salefinancial assets, are included in the available-for-sale reserve in equity.

Further detail on special purpose entities is provided in note 2(i).

Foreign operations
The results and financial position of all Group entities (none ofwhich has the currency of a hyperinflationary economy), that have afunctional currency different from the Group’s presentation currency,
are translated into the Group’s presentation currency as follows:
assets and liabilities of each foreign operation are translated
at the rates of exchange ruling at balance date;revenue and expenses of each foreign operation are translated
at the average exchange rate for the period, unless this average
is not a reasonable approximation of the rate prevailing ontransaction date, in which case revenue and expenses aretranslated at the exchange rate ruling at transaction date; andall resulting exchange differences are recognised in the foreign
currency translation reserve.

Associates and joint ventures
The Group adopts the equity method of accounting for associates
and the Group’s interest in joint venture entities.

When a foreign operation is disposed, exchange differences
are recognised in the income statement as part of the gain orloss on sale.

The Group’s share of results of associates and joint venture entities
is included in the consolidated income statement. Shares inassociates and joint venture entities are carried in the consolidatedbalance sheet at cost plus the Group’s share of post-acquisition
net assets. Interests in associates and joint ventures are reviewed
for any indication of impairment at least at each reporting
date. This impairment review uses a discounted cash flow (DCF)
methodology and other methodologies to determine thereasonableness of the valuation, including the capitalisationof earnings methodology (CEM).

Goodwill arising on the acquisition of a foreign entity is treatedas an asset of the foreign entity and translated at the rate rulingat balance date.

In the Company’s financial statements, investments in associates
and joint venture entities are carried at cost.

The effective interest rate method calculates the amortised cost ofa financial asset or financial liability and allocates the interest income
or interest expense over the expected life of the financial asset or
financial liability so as to achieve a constant yield on the financial
asset or liability.

In addition, potential voting rights that are presently exercisable
or convertible are taken into account in determining whether
control exists.
In relation to special purpose entities, control is deemed to exist
where:
in substance, the majority of the residual risks and rewards fromtheir activities accrue to the Group; orin substance, the Group controls decision making powers so as toobtain the majority of the risks and rewards from their activities.

viii) Foreign currency translation
Functional and presentation currency
Items included in the financial statements of each of the Group’s
entities are measured using the currency of the primary economic
environment in which the entity operates (the functional currency).

B) Income recognitioni) Interest income
Interest income is recognised as it accrues using the effective interest
rate method.

For assets subject to prepayment, expected life is determined on
the basis of the historical behaviour of the particular asset portfolio,
taking into account contractual obligations and prepayment
experience assessed on a regular basis.

The consolidated financial statements are presented in Australian
dollars, which is the Company’s functional and presentation currency.

90

ANZ Annual Report 2010

Financial Report

91NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

1: Significant Accounting Policies (continued)

1: Significant Accounting Policies (continued)ii) Fee and commission income
Fees and commissions received that are integral to the effective
interest rate of a financial asset are recognised using the effective
interest method. For example, loan commitment fees, together
with related direct costs, are deferred and recognised as an
adjustment to the effective interest rate on a loan once drawn.
Commitment fees to originate a loan which is unlikely to be
drawn down are recognised as income as the service is provided.
Fees and commissions that relate to the execution of a significant
act (for example, advisory or arrangement services, placement fees
and underwriting fees) are recognised when the significant act has
been completed.
Fees charged for providing ongoing services (for example,
maintaining and administering existing facilities) are recognised
as income over the period the service is provided.

iii) Dividend income
Dividends are recognised as revenue when the right to receive
payment is established.

iv) Leasing income
Finance income on finance leases is recognised on a basis that reflectsa constant periodic return on the net investment in the finance lease.

v) Gain or loss on sale of premises and equipment
The gain or loss on the disposal of premises and equipment
is determined as the difference between the carrying amountof the assets at the time of disposal and the proceeds of disposal,
and is recognised as an item of other income in the year in which
the significant risks and rewards of ownership are transferred tothe buyer.

ANZ ordinary shares
The fair value of ANZ ordinary shares granted under the Employee
Share Acquisition Plan is measured at grant date, using the one-day
volume weighted average market price of ANZ shares. The fair value
is expensed immediately when shares vest or on a straight-line basis
over the relevant vesting period.
Share options
The fair value of share options is measured at grant date, using
an option pricing model. The fair value is expensed on a straightline basis over the relevant vesting period. This is recognised as an
employee compensation expense with a corresponding increasein the share options reserve.
The option pricing model takes into account the exercise priceof the option, the risk-free interest rate, the expected volatilityof ANZ’s ordinary share price and other factors. Market vesting
conditions are taken into account in estimating the fair value.
Performance rights
A Performance Right is a right to acquire a share at nil cost to theemployee subject to satisfactorily meeting time and/or performance
hurdles. Upon exercise, each Performance Right entitles the holder
to one ordinary share in ANZ. The fair value of Performance Rights
is determined at grant date using an option pricing model, taking
into account market conditions. The fair value is expensed over the
relevant vesting period. This is recognised as an employee expensewith a corresponding increase in the share options reserve.
Other adjustments
Subsequent to the grant of an equity-based award, the amountrecognised as an expense is adjusted for vesting conditions otherthan market conditions so that, ultimately, the amount recognised
as an expense is based on the number of equity instruments thateventually vest.

C) Expense recognitioniv) Lease paymentsi) Interest expense

Leases entered into by the Group as lessee are predominantly
operating leases, and the operating lease payments are recognised
as an expense on a straight-line basis over the lease term.

Interest expense on financial liabilities measured at amortised
cost is recognised in the income statement as it accrues using
the effective interest rate method.

ii) Loan origination expenses
Certain loan origination expenses are an integral part of the effective
interest rate of a financial asset measured at amortised cost. Theseloan origination expenses include:
fees and commissions payable to brokers in respect of originating
lending business; andother expenses of originating lending business, such as external
legal costs and valuation fees, provided these are direct andincremental costs related to the issue of a financial asset.
Such loan origination expenses are initially recognised as partof the cost of acquiring the financial asset and amortised as partof the effective yield of the financial asset over its expected life
using the effective interest rate method.

iii) Share-based compensation expense
The Group has various equity settled share-based compensationplans. These are described in note 46 and largely comprise the
Employee Share Acquisition Plan and the ANZ Share Option Plan.

92

ANZ Annual Report 2010iii) Deferred tax
Deferred tax is accounted for using the comprehensive tax balance
sheet method. It is generated by temporary differences between
the carrying amounts of assets and liabilities for financial reporting
purposes and their tax base.
Deferred tax assets, including those related to the tax effects ofincome tax losses and credits available to be carried forward, arerecognised only to the extent that it is probable that future taxable
profits will be available against which the deductible temporary
differences or unused tax losses and credits can be utilised.
Deferred tax liabilities are recognised for all taxable temporary
differences, other than those relating to taxable temporary
differences arising from goodwill. They are also recognised fortaxable temporary differences arising on investments in controlled
entities, branches, associates and joint ventures, except where theGroup is able to control the reversal of the temporary differences
and it is probable that temporary differences will not reverse in
the foreseeable future. Deferred tax assets associated with theseinterests are recognised only to the extent that it is probable thatthe temporary difference will reverse in the foreseeable future andthere will be sufficient taxable profits against which to utilise thebenefits of the temporary difference.
Deferred tax assets and liabilities are measured at the tax rates
that are expected to apply to the period(s) when the asset andliability giving rise to them are realised or settled, based on tax
rates (and tax laws) that have been enacted or substantively
enacted by the reporting date. The measurement reflects thetax consequences that would follow from the manner in which
the Group, at the reporting date, recovers or settles the carrying
amount of its assets and liabilities.

iv) Offsetting
Current and deferred tax assets and liabilities are offset only to theextent that they relate to income taxes imposed by the same taxation
authority, there is a legal right and intention to settle on a net basis
and it is allowed under the tax law of the relevant jurisdiction.
E) AssetsD) Income taxi) Income tax expense
Income tax on earnings for the year comprises current and deferred
tax and is based on the applicable tax law in each jurisdiction. It is
recognised in the income statement as tax expense, except when it
relates to items credited directly to equity, in which case it is recordedin equity, or where it arises from the initial accounting for a businesscombination, in which case it is included in the determinationof goodwill.

ii) Current tax
Current tax is the expected tax payable on taxable income for theyear, based on tax rates (and tax laws) which are enacted at thereporting date, including any adjustment for tax payable in previous
periods. Current tax for current and prior periods is recognised as
a liability (or asset) to the extent that it is unpaid (or refundable).

Financial assetsi) Financial assets and liabilities at fair value through profit or loss
Trading securities are financial instruments acquired principallyfor the purpose of selling in the short-term or which are a part ofa portfolio which is managed for short-term profit-taking. Trading
securities are initially recognised and subsequently measured in
the balance sheet at their fair value.
Derivatives that are neither financial guarantee contracts nor effective
hedging instruments are carried at fair value through profit or loss.
Certain financial assets and liabilities may be designated and measured
at fair value through profit or loss where any of the following applies:
	Investments backing policy liabilities (refer note 1 (I)(viii));
Life investment contract liabilities (refer note 1 (I)(i));
doing so eliminates or significantly reduces a measurement
or recognition inconsistency that would otherwise arise frommeasuring assets and liabilities, or recognising the gains orlosses thereon, on different bases;a group of financial assets or financial liabilities or both is managed
and its performance evaluated on a fair value basis; orthe financial instrument contains an embedded derivative, unlessthe embedded derivative does not significantly modify the cash
flows or it is clear, with little or no analysis, that it would not be
separately recorded.
Changes in the fair value (gains or losses) of these financial
instruments are recognised in the income statement in the period
in which they occur.
Purchases and sales of trading securities are recognised on trade date.

ii) Derivative financial instruments
Derivative financial instruments are contracts whose value isderived from one or more underlying price, index or other variable.
They include swaps, forward rate agreements, futures, options andcombinations of these instruments.
Derivative financial instruments are entered into for trading purposes(including customer-related reasons), or for hedging purposes (where
the derivative instruments are used to hedge the Group’s exposures
to interest rate risk, currency risk, price risk, credit risk and otherexposures relating to non-trading positions).
Derivative financial instruments are recognised initially at fairvalue with gains or losses from subsequent measurement at fairvalue being recognised in the income statement. Included in thedetermination of the fair value of derivatives is a credit valuation
adjustment to reflect the credit worthiness of the counterparty.
The valuation adjustment is influenced by the mark-to-marketof the derivative trades and by movement in credit spreads.
Where the derivative is effective as a hedging instrument and isdesignated as such, the timing of the recognition of any resultant
gain or loss in the income statement is dependent on the hedging
designation. These hedging designations and associated accounting
are as follows:
Fair value hedge
Where the Group hedges the fair value of a recognised asset
or liability or firm commitment, changes in the fair value of thederivative designated as a fair value hedge are recognised in theincome statement. Changes in the fair value of the hedged item
attributable to the hedged risk are reflected in adjustments to thecarrying value of the hedged item, which are also recognised in
the income statement.
Hedge accounting is discontinued when the hedge instrument
expires or is sold, terminated, exercised or no longer qualifies forhedge accounting. The resulting adjustment to the carrying amountof the hedged item arising from the hedged risk is amortised to theincome statement over the period to maturity of the hedged item.
If the hedged item is sold or repaid, the unamortised fair value
adjustment is recognised immediately in the income statement.
Cash flow hedge
The Group designates derivatives as cash flow hedges where
the instrument hedges the variability in cash flows of a recognised
asset or liability, a foreign exchange component of a firm
commitment or a highly probable forecast transaction. The effective
portion of changes in the fair value of derivatives qualifying anddesignated as cash flow hedges is deferred to the hedging reserve,
which forms part of shareholders’ equity. Any ineffective portion isrecognised immediately in the income statement. Amounts deferredin equity are recognised in the income statement in the period during
which the hedged forecast transactions take place.

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1: Significant Accounting Policies (continued)

1: Significant Accounting Policies (continued)

When the hedging instrument expires, is sold, terminated,or no longer qualifies for hedge accounting, the cumulative
amount deferred in equity remains in the hedging reserve,
and is subsequently transferred to the income statement
when the hedged item is recognised in the income statement.
When a forecast hedged transaction is no longer expected tooccur, the amount deferred in equity is recognised immediately
in the income statement.
Net investment hedge
Hedges of net investments in foreign operations are accounted forsimilarly to cash flow hedges. The gain or loss from remeasuring thefair value of the hedging instrument relating to the effective portionof the hedge is deferred in the foreign currency translation reservein equity and the ineffective portion is recognised immediately in
the income statement.
Derivatives that do not qualify for hedge accounting
All gains and losses from changes in the fair value of derivatives
that are not designated in a hedging relationship but are enteredinto to manage the interest rate and foreign exchange risk offunding instruments are recognised in the income statement. Undercertain circumstances, the component of the fair value change inthe derivative which relates to current period realised and accrued
interest is included in net interest income. The remainder of the fairvalue movement is included in other income.
Set-off arrangements
Fair value gains/losses arising from trading derivatives are notoffset against fair value gains/losses on the balance sheet unlessa legal right of set-off exists and there is an intention to settle net.
For contracts subject to master netting agreements that createa legal right of set-off for which only the net revaluation amountis recognised in the income statement, net unrealised gains
on derivatives are recognised as part of other assets and net
unrealised losses are recognised as part of other liabilities.

iii) Available-for-sale financial assets
Available-for-sale assets comprise non-derivative financial assets
which the Group designates as available-for-sale but which are notdeemed to be held principally for trading purposes, and include
equity investments, certain loans and advances, and quoted debt
securities.
They are initially recognised at fair value plus transaction costs.
Subsequent gains or losses arising from changes in fair value areincluded as a separate component of equity in the ‘available-for-salerevaluation reserve’. When the asset is sold, the cumulative gain orloss relating to the asset is transferred to the income statement.
Where there is objective evidence of impairment on an availablefor-sale asset, the cumulative loss related to that asset is removed
from equity and recognised in the income statement, as an
impairment expense for debt instruments or as non-interest income
for equity instruments. If, in a subsequent period, the amount of
an impairment loss relating to an available-for-sale debt instrument
decreases and the decrease can be linked objectively to an event
occurring after the impairment event, the loss is reversed throughthe income statement through the impairment expense line.
Purchases and sales of available-for-sale financial assets arerecognised on trade date being the date on which the Group
commits to purchase or sell the asset.

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ANZ Annual Report 2010iv) Net loans and advances
Net loans and advances are non-derivative financial assets with fixed
or determinable payments that are not quoted in an active market.
They arise when the Group provides money to a debtor with nointention of trading the loans and advances. The loans and advances
are initially recognised at fair value plus transaction costs that are
directly attributable to the issue of the loan or advance. They aresubsequently measured at amortised cost using the effective interest
rate method (refer note 1 (B)(i)) unless specifically designated on
initial recognition at fair value through profit or loss.

However a certain level of recoveries is expected after the write-off,which is reflected in the amount of the provision for credit losses. In
the case of secured facilities, remaining balances are written-off after
proceeds from the realisation of collateral have been received if there
is a shortfall.
Where impairment losses recognised in previous periods havesubsequently decreased or no longer exist, such impairment
losses are reversed in the income statement.
A provision is also raised for off-balance sheet items such as loan
commitments that are considered to be onerous.

All loans are graded according to the level of credit risk.
Net loans and advances includes direct finance provided tocustomers such as bank overdrafts, credit cards, term loans,finance lease receivables and commercial bills.
Impairment of loans and advances
Loans and advances are reviewed at least at each reporting datefor impairment.

v) Lease receivables
Contracts to lease assets and hire purchase agreements are classified
as finance leases if they transfer substantially all the risks and rewardsof ownership of the asset to the customer or an unrelated third party.
All other lease contracts are classified as operating leases.

vi) Repurchase agreements

Credit impairment provisions are raised for exposures that are known
to be impaired. Exposures are impaired and impairment losses arerecorded if, and only if, there is objective evidence of impairment
as a result of one or more loss events that occurred after the initialrecognition of the loan and prior to the reporting date, and that loss
event, or events, has had an impact on the estimated future cash
flows of the individual loan or the collective portfolio of loans thatcan be reliably estimated.

Securities sold under repurchase agreements are retained in thefinancial statements where substantially all the risks and rewardsof ownership remain with the Group, and a counterparty liability
is disclosed under the classifications of due to other financial
institutions or payables and other liabilities. The difference between
the sale price and the repurchase price is accrued over the life of
the repurchase agreement and charged to interest expense in theincome statement.

Impairment is assessed for assets that are individually significant(or on a portfolio basis for small value loans) and then on a collective
basis for those exposures not individually known to be impaired.

Securities purchased under agreements to resell, where the Group
does not acquire the risks and rewards of ownership, are recorded
as receivables in liquid assets, net loans and advances, or due fromother financial institutions, depending on the term of the agreement
and the counterparty. The security is not included in the balance
sheet. Interest income is accrued on the underlying loan amount.

Exposures that are assessed collectively are placed in pools of similar
assets with similar risk characteristics. The required provision isestimated on the basis of historical loss experience for assets withcredit risk characteristics similar to those in the collective pool. The
historical loss experience is adjusted based on current observabledata such as changed economic conditions. The provision also takes
account of the impact of inherent risk of large concentrated losses
within the portfolio and an assessment of the economic cycle.
The estimated impairment losses are measured as the difference
between the assets’ carrying amount and the estimated future
cash flows discounted to their present value. As this discountunwinds during the period between recognition of impairment
and recovery of the cash flow, it is recognised in interest income.
The process of estimating the amount and timing of cash flows
involves considerable management judgement. These judgements
are reviewed regularly to reduce any differences between loss
estimates and actual loss experience.
Impairment of capitalised acquisition expenses is assessed
through comparing the actual behaviour of the portfolio against
initial expected life assumptions.
The provision for impairment loss (individual and collective)
is deducted from loans and advances in the balance sheet
and the movement for the reporting period is reflected in theincome statement.
When a loan is uncollectable, either partially or in full, it is written-off
against the related provision for loan impairment. Unsecured facilities
are normally written-off when they become 180 days past due or
earlier in the event of the customer’s bankruptcy or similar legal
release from the obligation.

Securities borrowed are not recognised in the balance sheet,
unless these are sold to third parties, at which point the obligation
to repurchase is recorded as a financial liability at fair value withfair value movements included in the income statement.

vii) Derecognition
The Group enters into transactions where it transfers financial
assets recognised on its balance sheet yet retains either all the risks
and rewards of the transferred assets or a portion of them. If all, or
substantially all, the risks and rewards are retained, the transferredassets are not derecognised from the balance sheet.
In transactions where substantially all the risks and rewards ofownership of a financial asset are neither retained nor transferred,
the Group derecognises the asset if control over the asset is lost.
In transfers where control over the asset is retained, the Group
continues to recognise the asset to the extent of its continuing
involvement, determined by the extent to which it is exposed
to changes in the value of the transferred asset. The rights andobligations retained or created in the transfer are recognised
separately as assets and liabilities as appropriate.

Non-financial assetsviii) Goodwill
Goodwill represents the excess of the purchase consideration
over the fair value of the identifiable net assets of a controlled
entity at the date of gaining control. Goodwill is recognised as
an asset and not amortised, but assessed for impairment atleast annually or more frequently if there is an indication thatthe goodwill may be impaired. This involves using the (DCF) or(CEM) methodology to determine the expected future benefits ofthe cash-generating units to which the goodwill relates. Where theassessment results in the goodwill balance exceeding the value of
expected future benefits, the difference is charged to the income
statement. Any impairment of goodwill is not subsequently reversed.

ix) Software and computer system costs
Includes costs incurred in acquiring and building software andcomputer systems (“software”).
Software is amortised using the straight-line method over its
expected useful life to the Group. The period of amortisation
is between 3 and 5 years, except for certain core infrastructure
projects where the useful life has been determined to be 7 years.
At each reporting date, software assets are reviewed for impairment.
If any such indication exists, the recoverable amount of the assets
are estimated and compared against the existing carrying value.
Where the existing carrying value exceeds the recoverable amount,the difference is charged to the income statement.
Costs incurred in planning or evaluating software proposals, or inmaintaining systems after implementation, are not capitalised.

x) Acquired portfolio of insurance and life investment business
Identifiable intangible assets in respect of acquired portfolios
of insurance and life investment business acquired in a businesscombination are stated initially at fair value at acquisition date.
These are amortised over the period of expected benefit of between
15 to 23 years.

xi) Deferred acquisition costs
Refer to note 1 (I)(vi).

xii) Other intangible assets
Other intangible assets include management fee rights, distribution
relationships and distribution agreements where they are clearly
identifiable, can be reliably measured and where it is probable they
will lead to future economic benefits that the Group can control.
Where, based on historical observation, there is an expectation that,for the foreseeable future, the level of investment in the funds will
not decline significantly and the Group will continue to manage thefund, the management fee right is assessed to have an indefinite life
and is carried at cost less any impairment losses.
Other management fee rights, distribution relationships, distributionagreements and licenses are amortised over the expected useful
lives to the Group using the straight line method. The period ofamortisation is as follows:
Management fee rights 		
7 years
Aligned advisor relationships
15 years
Distribution agreements 		

3 years

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1: Significant Accounting Policies (continued)

1: Significant Accounting Policies (continued)xiii) Premises and equipment
Assets other than freehold land are depreciated at rates based
upon their expected useful lives to the Group, using the straight-line
method. The depreciation rates used for each class of asset are:
Buildings
1–1.5%
Building integrals
10%
Furniture & equipment
10%
Computer & office equipment
12.5%–33%
Leasehold improvements are amortised on a straight-line basis overthe shorter of their useful lives or remaining terms of the lease.
At each reporting date, the carrying amounts of premises andequipment are reviewed for impairment. If any such indication exists,
the recoverable amount of the assets are estimated and comparedagainst the existing carrying value. Where the existing carrying value
exceeds the recoverable amount, the difference is charged to theincome statement. If it is not possible to estimate the recoverable
amount of an individual asset, the Group estimates the recoverable
amount of the cash generating unit to which the asset belongs.
A previously recognised impairment loss is reversed if there has beena change in the estimates used to determine the recoverable amount.

xiv) Borrowing costs

Borrowing costs incurred for the construction of qualifying assets(principally the new office building in Docklands area, Melbourne
Australia) are capitalised into the cost of the qualifying asset during
the period of time that is required to complete and prepare the asset
for its intended use. The calculation of borrowing costs is based upon
the Group’s internal cost of capital.
F) Liabilities

Financial liabilitiesi) Deposits and other borrowings
Deposits and other borrowings include certificates of deposit,
interest bearing deposits, debentures and other related interest
bearing financial instruments. They are measured at amortised
cost. The interest expense is recognised using the effective
interest rate method.

ii) Acceptances
Commercial bills accepted but not held in a portfolio are accounted
for as a liability with a corresponding contra asset. The liability isdisclosed as liability for acceptances, and the asset is disclosed
as Customer’s Liability for acceptances.
The Group’s own acceptances discounted are held as part of the
trading securities portfolio.

iii) Bonds, notes and loan capital
Bonds, notes and loan capital are accounted for in the same way
as deposits and other borrowings, except for those bonds andnotes which are designated as at fair value through profit orloss on initial recognition, with fair value movements recordedin the income statement.

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ANZ Annual Report 2010iv) Financial guarantee contractsvii) Provisions

Financial guarantee contracts that require the issuer to makespecified payments to reimburse the holder for a loss it incurs
because a specified debtor fails to make payments when due,
are initially recognised in the financial statements at fair valueon the date the guarantee was given; typically this is the premium
received. Subsequent to initial recognition, the Group’s liabilities
under such guarantees are measured at the higher of their amortisedamount and the best estimate of the expenditure required tosettle any financial obligation arising at the balance sheet date.
These estimates are determined based on experience of similartransactions and the history of past losses.

The Group recognises provisions when there is a present obligation,
the future sacrifice of economic benefits is probable, and the amountof the provision can be measured reliably.

v) Derecognition
Financial liabilities are derecognised when the obligation specified
in the contract is discharged, cancelled or expires.

Non-financial liabilitiesvi) Employee benefits
Leave benefits
The amounts expected to be paid in respect of employees’
entitlements to annual leave are accrued at expected salary rates
including on-costs. Expected future payments for long service leave
are discounted using market yields at the reporting date on national
government bonds with terms to maturity that match, as closely
as possible, the estimated future cash outflows. Liability for longservice leave is calculated and accrued for in respect of all applicable
employees (including on-costs) using an actuarial valuation.
Defined contribution superannuation schemes
The Group operates a number of defined contribution schemes
and also contributes, according to local law, in the various countries
in which it operates, to government and other plans that have thecharacteristics of defined contribution schemes.
The Group’s contributions to these schemes are recognised as an
expense in the income statement when incurred.
Defined benefit superannuation schemes
The Group operates a small number of defined benefit schemes.
The liability and expense related to providing benefits to employees
under each defined benefit scheme are calculated by independentactuaries.
A defined benefit liability is recognised to the extent that the present
value of the defined benefit obligation of each scheme, calculatedusing the Projected Unit Credit Method, is greater than the fair valueof each scheme’s assets. Where this calculation results in a benefit
to the Group, a defined benefit asset is recognised, which is cappedat the recoverable amount. In each subsequent reporting period,
ongoing movements in the defined benefit liability or asset carrying
value is treated as follows:
the net movement relating to the current period’s service cost,interest cost, expected return on scheme assets, past service
costs and other costs (such as the effects of any curtailments
and settlements) is recognised as an employee expense in theincome statement;
movements relating to actuarial gains and losses are recognised
directly in retained earnings; andcontributions incurred are recognised directly against the net
defined benefit position.

The amount recognised is the best estimate of the consideration
required to settle the present obligation at reporting date, taking
into account the risks and uncertainties surrounding the obligation
at reporting date. Where a provision is measured using the cash flows
estimated to settle the present obligation, its carrying amount is thepresent value of those cash flows.
G) Equityi) Ordinary shares
Ordinary shares in the Company are recognised at the amount paid
per ordinary share net of directly attributable issue costs.

ii) Treasury shares
Shares in the Company which are purchased on-market by the ANZ
Employee Share Acquisition Plan or issued by the Company to the
ANZ Employee Share Acquisition Plan are classified as treasury shares(to the extent that they relate to unvested employee share-based
awards) and are deducted from Capital.
In addition, the life insurance business may also purchase and holdshares in the Company to back policy liabilities in the life insurance
statutory funds. These shares are also classified as treasury shares anddeducted from share capital. These assets, plus any corresponding
Income Statement fair value movement on the assets and dividend
income, are eliminated when the life statutory funds are consolidated
into the Group. The cost of the investment in the shares is deductedfrom contributed equity. However, the corresponding life investment
contract and insurance contract liabilities, and related Income
Statement changes in the liabilities, remain upon consolidation.
Treasury shares are excluded from the weighted average numberof ordinary shares used in the earnings per share calculations.

iii) Non-controlling interest
Non-controlling interests represent the share in the net assetsof subsidiaries attributable to equity interests not owned directly
or indirectly by the Company.

iv) Reserves
Foreign currency translation reserve
As indicated in note 1 (A)(viii), exchange differences arising ontranslation of the assets and liabilities of all Group entities arereflected in the foreign currency translation reserve. Any offsetting
gains or losses on hedging these balances, together with any tax
effect, are also reflected in this reserve.
Available-for-sale revaluation reserve
This reserve includes changes in the fair value of available-forsale financial assets, net of tax. These changes are transferred tothe income statement (in non-interest income) when the asset
is derecognised. Where the asset is impaired, the changes aretransferred to impairment expense in the income statementfor debt instruments and in the case of equity instruments toother income.

Share-based payment reserves
Share-based payment reserves include the share options reserve andother equity reserves which arise on the recognition of share-based
compensation expense (see note 1 (C)(iii)).
H) Presentationi) Offsetting of income and expenses
Income and expenses are not offset unless required or permitted
by an accounting standard. At the Group level, this generally arisesin the following circumstances:where transaction costs form an integral part of the effective
interest rate of a financial instrument which is measured atamortised cost, these are offset against the interest income
generated by the financial instrument; orwhere gains and losses relating to fair value hedges are assessed
as being effective; orwhere gains and losses arise from a group of similar transactions,such as foreign exchange gains and losses.

ii) Offsetting assets and liabilities
Assets and liabilities are offset and the net amount reported in
the balance sheet only where there is:a current enforceable legal right to offset the asset and liability; andan intention to settle on a net basis, or to realise the asset andsettle the liability simultaneously.

iii) Cash and cash equivalents
For cash flow statement presentation purposes, cash and cash
equivalents includes cash on hand, deposits held at call with otherfinancial institutions, other short-term, highly liquid investmentswith original terms to maturity of three months or less that are readily
convertible to cash and which are subject to an insignificant risk ofchanges in value.

iv) Segment reporting
An operating segment is a component of the Group that engages
in business activities from which it may earn revenues and incur
expenses, whose operating results are regularly reviewed by the
Chief Executive Officer to make decisions about resources to beallocated to the segment and assess its performance and for which
discrete information is available.

v) Goods and services tax
Income, expenses and assets are recognised net of the amountof goods and services tax (GST), except where the amount of GST
incurred is not recoverable from the Australian Tax Office (ATO).
In these circumstances the GST is recognised as part of the costof acquisition of the asset or as part of the expense.
Receivables and payables are stated with the amount of GST
included. The net amount of GST recoverable from or payable to the
ATO is included as an other asset or liability in the balance sheet.
Cash flows are included in the cash flow statement on a grossbasis. The GST components of cash flows arising from investing
and financing activities which are recoverable from or payable
to the ATO are classified as operating cash flows.

Cash flow hedging reserve
This reserve includes the fair value gains and losses associated withthe effective portion of designated cash flow hedging instruments.
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1: Significant Accounting Policies (continued)

1: Significant Accounting Policies (continued)I) LIFE INSURANCE AND FUNDS MANAGEMENT BUSINESSThe Group conducts its life insurance and funds management businessin Australia primarily through OnePath Life Limited (formerly ING Life
Limited), (the Life Business) which is registered under the Life Insurance
Act 1995 (Life Act), amended by the Financial Sector Legislation
Amendment (Simplifying Regulation and Review) Act 2007 (SRR Act)and in New Zealand through ING Life (NZ) Limited and ING Insurance
Services (NZ) Limited which are registered under the New Zealand Life
Insurance Act 1908.
The operations of the Life Business comprise life insurance and funds
management business and are conducted within separate statutory
funds as required by the Life Act. The assets of the Life Business areallocated between policyholder and shareholder funds in accordancewith the requirements of the Life Act. Under Australian AccountingStandards (AAS), the financial statements must include all assets,
liabilities, revenues, expenses and equity, irrespective of whether
they are designated as relating to shareholders or policyholders.
Accordingly, the consolidated financial statements include both
policyholder (statutory) and shareholder’s funds.

(i) Policy liabilities
Policy liabilities include liabilities arising from life insurance contracts
and life investment contracts.
Life insurance contracts are insurance contracts regulated under theLife Act. An insurance contract is a contract under which an insurer
accepts significant insurance risk from another party (the policyholder)by agreeing to compensate the policyholder if a specified uncertain
future event adversely affects the policyholder.
All contracts written by registered life insurers that do not meet thedefinition of an insurance contract are referred to as life investment
contracts. Life investment contract business relates to funds
management products in which the Group issues a contract where
the resulting liability to policyholders is linked to the performanceand value of the assets that back those liabilities. Whilst theunderlying assets are registered in the name of the life insurer and thepolicyholder has no direct access to the specific assets, the contractual
arrangements are such that the policyholder bears the risks andrewards of the fund’s investment performance with the exceptionof guaranteed products where the policyholder is guaranteed aminimum return or asset value. The Group derives fee income fromthe administration of the underlying assets.
Life investment contracts that include a discretionary participation
feature (participating contacts) are treated as if they are life insurance
contracts under AASB 1038 Life Insurance Contracts.
Life insurance liabilities
Life insurance liabilities are determined using the ‘Margin on Services’(MoS) basis using either a projection or accumulation method.
Under the projection method, the liability is determined as the netpresent value of the expected future cash flows plus planned margins
of revenues over expenses relating to services yet to be provided,
discounted using a risk-free discount rate that reflects the natureand structure of the liabilities. Expected future cash flows include
premiums, investment income, expenses, redemptions and benefit
payments, including bonuses.
An accumulation method is used where the policy liabilities
determined are not materially different from those determined
under the projection method.

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ANZ Annual Report 2010

Profits from life insurance contracts are brought to account using
the MoS model in accordance with Actuarial Standard LPS 1.04
Valuation of Policy Liabilities (formerly AS 1.04) as issued by theAustralian Prudential Regulation Authority under the Life Act andProfessional Standard 3 Determination of Life Insurance Policy
Liabilities as issued by the New Zealand Society of Actuaries. Under
MoS, profit is recognised as premiums are received and services
are provided to policyholders. When premiums are received but
the service has not been provided, the profit is deferred. Losses are
expensed when identified.
Costs associated with the acquisition of policies are recognisedover the life of the policy. Costs may only be deferred, however,to the extent that a contract is expected to be profitable.
Participating contracts, defined as those contracts that entitle
the policyholder to participate in the performance and value ofcertain assets in addition to the guaranteed benefit, are entitled toshare in the profits that arise from participating business. This profit
sharing is governed by the Life Act and the life insurance company’s
constitution. The profit sharing entitlement is treated as an expensein the consolidated financial statements. Any benefits which remainpayable at the end of the reporting period are recognised as partof life insurance liabilities.
Life investment contract liabilities
Life investment contracts involve both the origination of a financial
instrument and the provision of investment management services.
The financial instrument component of the life investment
contract liabilities is designated as at fair value through profit orloss. The management services component, including associatedacquisition costs, is recognised as revenue as services are performed.
See note 1 (I)(vi) for the deferral and amortisation of life investment
contract acquisition costs and entry fees.
For investment-linked products, the life investment contract liability
is directly linked to the performance and value of the assets thatback them and is determined as the fair value of those assets aftertax. For fixed income policies the liability is determined as the netpresent value of expected cash flows subject to a minimum of
current surrender value.

(ii) External unit holder liabilities (life insurance funds)
The life insurance business includes controlling interests in trusts andcompanies, and the total amounts of each underlying asset, liability,
revenue and expense of the controlled entities are recognised in theGroup’s consolidated financial statements. When a controlled unit
trust is consolidated, the share of the unit holder liability attributable
to the Group is eliminated but amounts due to external unit holders
remain as liabilities in the Group’s consolidated balance sheet.

(iii) Claims
Claims are recognised when the liability to the policyholder under
the policy contract has been established or upon notification of theinsured event depending on the type of claim. Claims are separated
into their expense and liability components.
Claims incurred in respect of life investment contracts represent
withdrawals and are recognised as a reduction in life investment
contract liabilities.
Claims incurred that relate to the provision of services and bearing
of insurance risks are treated as expenses and these are recognisedon an accruals basis once the liability to the policyholder has been
established under the terms of the contract.

(iv) Revenue(vii) Basis of expense apportionment

Premium
Life insurance premiums earned by providing services and bearing
risks are treated as revenue. Life investment contract deposit premiums
are recognised as an increase in policy liabilities. For annuity, risk andtraditional business, all premiums are recognised as revenue.

All life investment contracts and insurance contracts are categorised
based on individual policy or products. Expenses for these products
are then allocated between acquisition, maintenance, investment
management and other expenses.

Life insurance premiums
Premiums with no due date are recognised as revenue on a cash
received basis. Premiums with a regular due date are recognised asrevenue on an accruals basis. Unpaid premiums are only recognised
as revenue during the days of grace or where secured by thesurrender value of the policy and are included as “Other assets” inthe Balance Sheet.
Life investment contract premiums
There is no premium revenue in respect of investment contracts.
Investment contract amounts received from policyholders in respectof investment contracts comprise a deposit component or origination
fee and/or ongoing investment management fee or amounts directly
credited to investment contract liabilities.
Fees
Fees are charged to policyholders in connection with life insurance
and life investment contracts and are recognised when the service
has been provided. Entry fees from life investment contracts aredeferred and recognised over the average expected life of thecontracts. Deferred entry fees are presented within “Other liabilities”
in the balance sheet.

(v) Reinsurance contracts
Reinsurance premiums, commissions and claim settlements,
as well as the reinsurance element of insurance contract liabilities,
are accounted for on the same basis as the original contracts forwhich the reinsurance was purchased.

(vi) Policy acquisition costs
Life insurance contract acquisition costs
Policy acquisition costs are the fixed and variable costs of acquiring
new business. The appointed actuary assesses the value and future
recoverability of these costs in determining policy liabilities. The
net profit impact is presented in the income statement as a change
in policy liabilities. The deferral is determined as the actual costs
incurred subject to an overall limit that future profits are anticipated
to cover these costs. Losses arising on acquisition are recognisedin the income statement in the year in which they occur. Amounts
which are deemed recoverable in premiums or policy charges aredeferred and amortised over the life of the policy.

Expenses which are directly attributable to an individual policy or
product are allocated directly to a particular expense category, fund,class of business and product line as appropriate. Where expenses are
not directly attributable to an individual policy or product, they areappropriately apportioned based on detailed expense analysis having
regard to the objective in incurring that expense and the outcome
achieved. The apportionment has been made in accordance with
Actuarial Standard LPS 1.04 Valuation of Policy Liabilities (formerly
AS 1.04), issued by the Life Insurance Actuarial Standards Board,and on an equitable basis to the different classes of business inaccordance with Division 2 of Part 6 of the Life Act.

(viii) Investments backing policy liabilities
All policyholder assets, being those assets held within the statutory
funds of the life company that are not segregated and managed
under a distinct shareholder investment mandate are held to back life
insurance and life investment contract liabilities (collectively referred
to as policy liabilities). These investments are designated as at fairvalue through profit or loss.
J) Otheri) Contingent liabilities
Contingent liabilities acquired in a business combination are individually
measured at fair value at the acquisition date. At subsequent reporting
dates the value of such contingent liabilities is reassessed based on theestimate of the expenditure required to settle the contingent liability.
Other contingent liabilities are not recognised in the balance sheet
but disclosed in note 44 unless it is considered remote that the Groupwill be liable to settle the possible obligation.

ii) Earnings per share
The Group presents basic and diluted earnings per share (EPS) datafor its ordinary shares. Basic EPS is calculated by dividing the profit
or loss attributable to ordinary shareholders of the Company by theweighted average number of ordinary shares outstanding during
the period after eliminating treasury shares.
Diluted EPS is determined by adjusting the profit or loss attributable
to ordinary shareholders and the weighted average number ofordinary shares outstanding for the effect of dilutive ordinary shares.

Life investment contract acquisition costs
Incremental acquisition costs, such as commissions, that are directly
attributable to securing a life investment contract are recognised
as an asset where they can be identified separately and measured
reliably and if it is probable that they will be recovered. Thesedeferred acquisition costs are presented in the balance sheet as anintangible asset and are amortised over the period that they will berecovered from future policy charges.
Any impairment losses arising on deferred acquisition costs arerecognised in the income statement in the period in which they occur.

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1: Significant Accounting Policies (continued)

2: Critical Estimates and Judgements Used in Applying Accounting Policiesiii) Accounting Standards not early adopted

The Group prepares its consolidated financial statements inaccordance with policies which are based on Australian AccountingStandards (AAS), other authoritative accounting pronouncementsof the Australian Accounting Standards Board (AASB), AASBInterpretations and the Corporations Act 2001. This involves theGroup making estimates and assumptions that affect the reported
amounts within the financial statements. Estimates and judgements
are continually evaluated and are based on historical factors, including
expectations of future events that are believed to be reasonable under
the circumstances. All material changes to accounting policies andestimates and the application of these policies and judgements areapproved by the Audit Committee of the Board.

The use of such judgements and reasonable estimates is consideredby management to be an essential part of the process and does not
impact on reliability.

A brief explanation of critical estimates and judgements, and theirimpact on the Group, follows:

Critical judgements in applying the entity’s accounting policies

The following standard and amendment was available for early adoption, but has not been applied by the Company or Group in these financial
statements. The Company or Group does not intend to apply any of the pronouncements until their effective date.
AASB standard

Possible impact on the Company and the Group’s financial report in period of initial adoption

AASB 9 Financial
Instruments

This standard and its associated amending standard (AASB 2009-11) specifies new recognition
and measurement requirements for financial assets within the scope of AASB 139 Financial
Instruments: Recognition and Measurement. This standard represents the first phase of the
project to replace AASB 139 and will ultimately result in fundamental changes in the way that
the Company and the Group accounts for financial instruments.
The main changes from AASB 139 include:
All financial assets, except for certain equity instruments, will be classified into two categories:– amortised cost, where they generate solely payments of interest and principal and thebusiness model is to collect contractual cash flows that represent principal and interest; or– fair value through the income statement.
Certain non-trading equity instruments will be classified at fair value through the income
statement or fair value through other comprehensive income with dividends recognised in
net income.
Financial assets which meet the requirements for classification at amortised cost are permitted
to be measured at fair value if that eliminates or significantly reduces an accounting mismatch.
Future phases of the project to replace AASB 139 will cover accounting for financial liabilities,
impairment of financial assets measured at amortised cost and hedge accounting.

Application date for theCompany and Group

1 October 2013

The Group is currently assessing the impact of this standard, as well as developments arisingfrom future phases of the project to replace AASB 139.
A number of other AASB standards are also available for early adoption, but have not been applied by the Company or Group in thesefinancial statements. These standards involve amendments of a technical nature which are not expected to have a material impact on the
Company or Group.

Critical Accounting Estimates and Assumptions
Provisions for credit impairment
The accounting policy, as explained in note 1 (E)(iv), relating
to measuring the impairment of loans and advances, requires theGroup to assess impairment at least at each reporting date. The credit
provisions raised (individual and collective) represent management’s
best estimate of the losses incurred in the loan portfolio at balancedate based on experienced judgement.
The collective provision is estimated on the basis of historical loss
experience for assets with credit characteristics similar to those in
the collective pool. The historical loss experience is adjusted based on
current observable data and events and an assessment of the impact
of model risk. The provision also takes into account the impact oflarge concentrated losses within the portfolio and the economic cycle.

Individual provisioning is applied when the full collectability of a loan
is identified as being doubtful.
Individual and collective provisioning is calculated using discounted
expected future cash flows. The methodology and assumptions used
for estimating both the amount and timing of future cash flows arerevised regularly to reduce any differences between loss estimatesand actual loss experience.

i) Special purpose and off-balance sheet entities
The Group may invest in or establish special purpose entities (SPEs)to enable it to undertake specific types of transactions. The maintypes of these SPEs are securitisation vehicles, structured financeentities, and entities used to sell credit protection.
Where the Group has established SPEs which are controlled by
the Group, they are consolidated in the Group’s financial statements.
The Group does not consolidate SPEs that it does not control inaccordance with the Group’s policy outlined in note 1 (A)(vii). As it
can be complex to determine whether the Group has control of anSPE, the Group makes judgements about its exposure to the risks
and rewards, as well as about its ability to make operational decisions
for the SPE in question.

The table below summarises the main types of SPEs with which the Group is involved, the reason for their establishment, and the control factors
associated with ANZ’s interest in them. Although there may be some indicators of control, ANZ does not bear the majority of residual risks andrewards of the SPEs. Therefore they are not consolidated.
Reason for establishment

Control factors

Securitisation vehicles

Securitisation is a financing technique whereby assets
are transferred to an SPE which funds the purchase byissuing securities. This enables ANZ (in the case wheretransferred assets originate within ANZ) or customers
to increase diversity of funding sources.

ANZ may manage these securitisation vehicles,
service assets in the vehicle or provide liquidity orother support. ANZ retains the risks associated withthe provision of these services. For any SPE which is
not consolidated, credit and market risks associatedwith the underlying assets are not retained or assumed
by ANZ except to the limited extent that ANZ provides
arm’s length services and facilities.

Structured finance entities

These entities are set up to assist with the structuringof client financing. The resulting lending arrangements
are at arms length and ANZ typically has limited ongoing
involvement with the entity.

ANZ may manage these vehicles, hold minor amountsof capital, provide financing or derivatives.

Credit protection

The special purpose entities in this category are
created to allow ANZ to purchase credit protection.

ANZ may manage these vehicles.

Type of SPE

100

ANZ Annual Report 2010

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2: Critical Estimates and Judgements Used in Applying Accounting Policies (continued)

2: Critical Estimates and Judgements Used in Applying Accounting Policies (continued)ii) Significant associates
The carrying values of all significant investments in associates (asdisclosed in note 39) are subject to an annual recoverable amounttest. This assessment involves ensuring that the investment’s fairvalue less costs to sell or its value in use is greater than its carrying
amount. Judgement is applied when determining the assumptions
supporting these calculations.

In respect of the valuation component where market observabledata is not available, the fair value is determined using data derived
and extrapolated from market data and tested against historictransactions and observed market trends. These valuations are
based upon assumptions established by application of professional
judgement to analyse the data available to support each assumption.
Changing the assumptions changes the resulting estimate of fair value.

As at 30 September 2010, the Group reviewed all investments
in associates against the following impairment indicators:	actual financial performance against budgeted financial performance;	any material unfavourable operational factors and regulatory factors;	any material unfavourable economic outlook and market
competitive factors;	carrying value against available quoted market values (supportedby third-party broker valuations); and	carrying value against market capitalisation (for listed investments).

The majority of outstanding derivative positions are transacted
over-the-counter and therefore need to be valued using valuation
techniques. Included in the determination of the fair value of derivatives
is a credit valuation adjustment to reflect the credit worthiness of thecounterparty, representing the credit risk component of the overall
fair value increment on a particular derivative asset. The total valuation
adjustment is influenced by the mark-to-market of the derivative trades
and by the movement in the current market cost of credit.

vi) Intangible assets with finite useful lives
The carrying value of intangible assets with finite useful lives
are reviewed each balance date for any indication of impairment.
This assessment involves applying judgement and consideration is
given to both internal and external sources of potential impairment.
The majority of the Group’s intangible assets with a finite life isrepresented by capitalised software and intangible assets purchased
as part of the acquisition of OnePath Australia Limited (formerly ING
Australia Limited) and ING NZ Limited. The review conducted bymanagement for these assets at 30 September 2010 did not reveal
any impairment indicators and accordingly no write-down wasconsidered necessary.

Where appropriate, additional potential impairment indicators arereviewed which are more specific to the respective investment.
As at 30 September 2010, no impairment of associates was identified
as a result of either the review of impairment indicators listed above or
the recoverable amount test.
iii) Available-for-sale financial assets
The accounting policy for impairment of available-for-sale financial
assets, as explained in note 1 (E)(iii), requires the Group to assess
whether there is objective evidence of impairment. This requires
judgement when considering whether such evidence exists and if so,in reliably determining the impact of such events on the estimatedcash flows of the asset.
iv) Financial Instruments at fair value
A significant portion of financial instruments are carried on thebalance sheet at fair value.
The best evidence of fair value is a quoted price in an active market.
Accordingly, wherever possible, fair value is based on quoted market
prices for the financial instrument.
In the event that there is no active market for the instrument, fairvalue is based on present value estimates or other market acceptedvaluation techniques. The valuation models incorporate the impactof bid/ask spread, counterparty credit spreads and other factors thatwould influence the fair value determined by a market participant.
The majority of valuation techniques employ only observable
market data, however, for certain financial instruments the fair value
cannot be determined with reference to current market transactions
or valuation techniques whose variables only include data fromobservable markets.

102

ANZ Annual Report 2010v) Goodwill and indefinite life intangible assets
The carrying values of goodwill and intangible assets with indefinite
lives are reviewed at each balance date and written-down to theextent that they are no longer supported by probable future benefits.
Goodwill and intangible assets with indefinite useful lives areallocated to cash-generating units (CGUs) for the purpose of
impairment testing. In respect of goodwill, the CGUs are basedon the operating segments of the Group, which are the major
geographies in which the Group operates.
Impairment testing of goodwill and indefinite life intangibles isperformed annually or more frequently when there is an indicationthat the asset may be impaired. Impairment testing is conductedby comparing the recoverable amount of the CGU with the current
carrying amount of its net assets, including goodwill and intangibles asapplicable. Where the current carrying value is greater than recoverable
amount, a charge for impairment is recognised in the income statement.
The most significant components of the Group’s goodwill balance
at 30 September 2010 relate to ANZ National Bank Limited which
was $2,464 million (Sep 2009: $2,657 million) and OnePath Australia
Limited (formerly ING Australia Limited) which is provisionallyestimated to be $1,151 million.
The recoverable amount of the CGU to which each goodwill
component is allocated is estimated using a market multiple
approach as representative of the fair value less costs to sell ofeach CGU. The price earnings multiples are based on observable
multiples in the respective geographies in which the Group operates
and the earnings are based on the current forecast earnings of thegeographies. Changes in assumptions upon which the valuation
is based, including forecast earnings, could materially impact theassessment of the recoverable amount of each CGU.

vii) Life insurance contract liabilities
Policy liabilities for life insurance contracts are computed using
statistical or mathematical methods, which are expected to give
approximately the same results as if an individual liability wascalculated for each contract. The computations are made by suitably
qualified personnel on the basis of recognised actuarial methods,
with due regard to relevant actuarial principles and standards. The
methodology takes into account the risks and uncertainties of theparticular classes of life insurance business written. Deferred policy
acquisition costs are connected with the measurement basis of life
insurance liabilities and are equally sensitive to the factors that areconsidered in the liability measurement.
The key factors that affect the estimation of these liabilities
and related assets are:the cost of providing the benefits and administering theseinsurance contracts;
mortality and morbidity experience on life insurance products,
including enhancements to policyholder benefits;
discontinuance experience, which affects the Company’s ability
to recover the cost of acquiring new business over the lives of thecontracts; and,the amounts credited to policyholders’ accounts compared to thereturns on invested assets through asset-liability management andstrategic and tactical asset allocation.
In addition, factors such as regulation, competition, interest rates, taxes
and general economic conditions affect the level of these liabilities.
The total value of policy liabilities for life insurance contracts havebeen appropriately calculated in accordance with these principles.
viii) Taxation
Significant judgement is required in determining provisions held inrespect of uncertain tax positions. The Group estimates its tax liabilities
based on its understanding of the law.

The results of the impairment testing performed did not resultin any impairment being identified.

Financial Report

103

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FINANCIALSTATEMENTS
STATEMENTS

3: Income

4: Expenses
Consolidated

The Company

Consolidated
2009
$m

2010
$m

2009
$m

Interest Expense
Financial institutions
Deposits
Borrowing corporations’ debt
Commercial paper
Acceptances
Loan capital, bonds and notes
Other

326
9,784
135
499
563
4,171
261

431
9,821
472
730
646
3,975
323

279
8,081
–
287
569
3,419
212

306
7,328
–
336
646
3,125
42

Controlled entities

15,739–16,398–

12,847
1,830

11,783
1,817

Total interest expense

15,73916,398

14,677

13,600Interest expense is analysed by types of financial liabilities as follows:
Financial liabilities not at fair value through profit or loss
Financial liabilities designated at fair value through profit or loss

15,355384

15,911487

14,504173

13,450150

15,73916,398

14,677

13,600

253
2,615
14
253
140
210
742

242
2,238
20
238
103
155
602

184
1,885
9
201
119
165
575

169
1,622
14
196
87
115
501

2009
$m

2010
$m

2009
$m

185
1,525
535
23,008912
443
26,608–26,608313
989
678
22,657927
722
26,286–
26,286

159
1,249
404
18,286918
235
21,251
1,671
22,922254
832
556
15,866927
444
18,8791,787
20,66625,0661,525
1726,60825,273989
24
26,286

21,662
1,249
1122,922

19,819832
1520,666

Controlled entities
Total fee and commission income
Fee and commission expense 2
Net fee and commission income

634
1,967
2,601
–
2,601
(277)
2,324

684
1,982
2,666
–
2,666
(269)
2,397

574
1,435
2,009
424
2,433
(200)
2,233

598
1,390
1,988
365
2,353
(196)
2,157

ii) Other income
Net foreign exchange earnings
Net gains from trading securities and derivatives3
Credit risk on derivatives
Fair value impairment for investment in OnePath (formerly INGA) and INGNZ
Movements on financial instruments measured at fair value through profit or loss4
Dividends received from controlled entities
Brokerage income
ANZ Share of ING NZ frozen funds investor settlement
Writedown of assets in non continuing business
Writedown (reversal) of investment in Saigon Securities Inc
Mark to market (loss)/gain on Panin warrants
Private equity and infrastructure earnings
Other
Total other income
Total other operating income

Operating expensesi) Personnel
Employee entitlements and taxes
Salaries and wages
Superannuation costs – defined benefit plans
Superannuation costs – defined contribution plans
Equity-settled share-based payments
Temporary staff
Other

747
319
35
(217)
(202)
–
70
4
(12)
25
–
43
155
967
3,291

962
303
(135)
–
(358)
–
76
(173)
(112)
(25)
(14)
(1)
107
630
3,027

458
366
39
–
(203)
1,490
–
–
(12)
25
–
43
(3)
2,203
4,436

740
370
(121)
–
(328)
234
–
–
(112)
(25)
–
(1)
10
767
2,924

Total personnel expensesiii) Net funds management and insurance income
Funds management income
Investment income
Insurance premium income
Commission income (expense)
ClaimsChanges in policyholder liabilities
Elimination of treasury share gain
Total net funds management and insurance income
Total other operating income
Share of joint venture profit from OnePath (formerly ING Australia) and ING (NZ)
Share of associates’ profit
Total share of joint venture and associates profit
Total income5

730
1,165
847
(358)
(414)
(836)
(35)
1,099
4,390
33
400
433
31,431

119
–
28
83
–
–
–
230
3,257
83
382
465
30,008

85
–
28
51
–
–
–
164
4,600
–
–
–
27,522

76
–
28
47
–
–
–
151
3,075
–
–
–
23,741

Interest Income
Other financial institutions
Trading securities
Available-for-sale assets
Loans and advances
Acceptances
Other
Controlled entities
Total interest income
Interest income is analysed by types of financial assets as follows
Financial assets not at fair value through profit or loss
Trading securities
Financial assets designated at fair value through profit or lossi) Fee and commission income
Lending fees1
Non-lending fees and commissions

1 Lending fees exclude fees treated as part of the effective yield calculation and included in interest income (refer note 1 B(ii)).
2	Includes interchange fees paid.
3 Does not include interest income.
4	Includes fair value movements (excluding realised and accrued interest) on derivatives entered into to manage interest rate and foreign exchange risk on funding instruments,
and not designated as accounting hedges, ineffective portions of cashflow hedges, and fair value movements in financial assets and liabilities designated at fair value.
The net gain on financial assets and liabilities designated at fair value was $251 million (2009: $506 million loss) for the Group and $253 million (2009: $488 million loss) for the Company.
5 Total income includes external dividend income of $18 million (2009: $14 million) for the Group and $16 million (2009: $12 million) for the Company.

The Company

2010
$m

2010
$m

4,227

3,598

3,138

2,704

ii) Premises
Amortisation of leasehold improvements
Depreciation of buildings and integrals
Rent
Utilities and other outgoings
Other

42
37
365
160
32

38
18
335
134
34

28
18
240
117
32

27
4
236
92
34

Total premises expenses

636

559

435

393

iii) Computer
Computer contractors
Data communication
Depreciation and amortisation1
Rentals and repairs
Software purchased
Software impairment
Other

121
90
299
95
211
17
33

97
77
239
92
181
27
55

81
59
248
74
150
12
3

76
54
197
71
148
22
25

Total computer expenses

866

768

627

593

iv) OtherAdvertising and public relations
Amortisation of other intangible assets (refer note 19)
Audit and other fees (refer note 5)
Depreciation of furniture and equipment (refer note 21)
Freight and cartage
Loss on sale and write-off of equipment
Non-lending losses, fraud and forgeries
Postage and stationery
Professional fees
Telephone
Travel
Other

244
95
15
89
62
11
67
127
347
68
196
220

195
7
14
72
64
16
74
118
197
63
149
201

151
3
8
75
48
3
40
92
307
38
142
495

134
3
9
58
50
10
55
84
171
34
105
356

1,541

1,170

1,402

1,069

34

130

34

109

Total other expensesv) Restructuring
Total operating expenses

7,304

6,225

5,636

4,868

Total expenses

23,043

22,623

20,313

18,4681	Comprises software amortisation of $207 million (2009: $155 million), refer note 19, and computer depreciation of $92 million (2009: $84 million), refer note 21. The Company comprises softwareamortisation of $183 million (2009: $140 million), refer note 19, and computer depreciation of $65 million (2009: $58 million), refer note 21.

104

ANZ Annual Report 2010

Financial Report

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5: Compensation of Auditors

6: Current Income Tax Expense
Consolidated

The Company

Consolidated

2010
$’000

2009
$’000

2010
$’000

2009
$’000

KPMG Australia
Audit or review of financial reports of the Company or Group entities2
Other audit-related services1,2
Other services2,3

7,916
2,280
80

6,004
3,295
127

5,053
1,595
80

5,127
2,278
127

Total

10,276

9,426

6,728

7,532

Overseas related practices of KPMG Australia
Audit or review of financial reports of the Company or Group entities
Other audit-related services1
Other services3

4,119
539
92

3,714
1,074
41

1,040
400
20

1,081
459
41

4,750

4,829

1,460

1,581

Reconciliation of the prima facie income tax expense on pre-tax profit
with the income tax expense charged in the Income statement

15,026

14,255

8,188

9,113

Total compensation of auditors

Group policy allows KPMG Australia or any of its related practices to provide assurance and other audit-related services that, while outside the scope of the statutory audit, are consistent with the roleof auditor. These include regulatory and prudential reviews requested by the Company’s regulators such as the Australian Prudential Regulation Authority (APRA). KPMG Australia or any of its related
practices may not provide services that are perceived to be in conflict with the role of auditor. These include consulting advice and subcontracting of operational activities normally undertaken bymanagement, and engagements where the auditor may ultimately be required to express an opinion on its own work.
1	Includes prudential supervision reviews for central banks and work required for local statutory purposes.
2	Goods and services tax inclusive.
3 Other assurance services comprises:
2010
2009
Consolidated
$’000
$’000
Market Risk benchmarking review
Market Risk system capability review
Overseas branch registration regulatory assistance
Review of foreign exchange process in overseas branchTraining courses
Accounting Advice

50
30
2
8
–
82

75
41
–
–
35
17

Total

172

168

The Company

2010
$m

2009
$m

2010
$m

2009
$m

	Current tax expense/(income)
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

2,153
(1)

1,175
–

1,542
(1)

643
–

(56)

260

(129)

266

Total income tax expense charged in the Income Statement

2,096

1,435

1,412

909

Operating profit before income tax

6,601

4,380

5,840

3,194

Prima facie income tax expense at 30%

1,980

1,314

1,752

958

Change in income tax expense due to:Overseas tax rate differential
Rebateable and non-assessable dividends
Profit from associated and joint venture entities
	Fair value adjustment for OnePath (formerly INGA) and INGNZNew Zealand Conduits	Mark-to-market (gains)/losses on fair valued investments related to associated entities
Writedown of investment in Saigon Securities Inc.
	Impact of changes in New Zealand tax legislation
Structured transactions
	Foreign exchange translation of US hybrid loan capital	INGA – policyholder income and contributions tax
Non deductible RBS integration costs
Resolution of US tax matter
Other

5
(5)
(130)
65
(38)
(2)
(7)
36
(7)
–
150
27
(31)
54

(16)
(8)
(141)
–
196
5
7
–
32
–
–
–
–
46

15
(447)
–
–
–
(2)
(7)
–
(7)
4
–
27
(31)
109

(8)
(72)
–
–
–
–
7
–
32
(37)
–
–
–
29

2,097

1,435

1,413

909

Income tax recognised in the Income Statement
Tax expense/(income) comprises:

Income tax (over) provided in previous years

(1)

–

(1)

–

Total income tax expense charged in the Income Statement

2,096

1,435

1,412

909

Effective Tax Rate

31.8%

32.8%

24.2%

28.5%

Australia

1,757

957

1,328

794

Overseas

339

478

84

115

Tax consolidation
The Company and all its wholly owned Australian resident entities are part of a tax-consolidated group under Australian taxation law.
The Company is the head entity in the tax-consolidated group. Tax expense/income and deferred tax liabilities/assets arising from temporary
differences of the members of the tax-consolidated group are recognised in the separate financial statements of the members of thetax-consolidated group on a ‘group allocation’ basis. Current tax liabilities and assets of the tax consolidated group are recognised by theCompany (as head entity in the tax-consolidated group).
Due to the existence of a tax funding arrangement between the entities in the tax-consolidated group, amounts are recognised as payable
to or receivable by the Company and each member of the group in relation to the tax contribution amounts paid or payable between the
Company and the other members of the tax-consolidated group in accordance with the arrangement.
Members of the tax-consolidated group have also entered into a tax sharing agreement that provides for the allocation of income tax liabilities
between the entities should the head entity default on its income tax payment obligations.

Taxation of Financial Arrangements “TOFA”
During the year the Group adopted the new tax regime for financial arrangements, TOFA. The regime aims to more closely align the tax andaccounting recognition and measurement of the financial arrangements within scope and their related flows. Deferred tax balances for financial
arrangements that existed on adoption at 1 October 2009 will reverse over a four year period.

106

ANZ Annual Report 2010

Financial Report107

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

7: Dividends

7: Dividends (continued)
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Ordinary dividends1
Interim dividend
Final dividend
Bonus option plan adjustment

1,318
1,403
(54)

993
1,514
(55)

1,318
1,403
(54)

993
1,514
(55)

Dividend on ordinary shares

2,667

2,452

2,667

2,452

A final dividend of 74 cents, fully franked, is proposed to be paid on 17 December 2010 on each eligible fully paid ordinary share(2009: final dividend of 56 cents, paid 18 December 2009, fully franked). The 2010 interim dividend of 52 cents, paid 1 July 2010, was fully
franked (2009: interim dividend of 46 cents, paid 1 July 2009, fully franked).
The tax rate applicable to the franking credits attached to the 2010 interim dividend and to be attached to the proposed 2010 final dividend
is 30% (2009: 30%).
Dividends paid in cash or satisfied by the issue of shares under the dividend reinvestment plan during the years ended 30 September 2010
and 2009 were as follows:

Paid in cash1
Satisfied by share issue2

Consolidated

2010
$m

2009
$m

2010
$m

2009
$m

1,660
1,007

664
1,788

1,660
1,007

664
1,788

2,667

2,452

2,667

2,452

The Company

2009
$m

2010
$m

2009
$m

Preference share dividend
Euro trust securities3

11

33

–

–

Dividend on preference shares

11

33

–

–

1 During the year ended 30 September 2010, cash of $1,660 million was paid to shareholders who did not elect to participate in the dividend reinvestment plan or the bonus option plan (2009:$664 million). During the year ended 30 September 2009, cash of $1,046 million was received from the issue of shares pursuant to the dividend reinvestment plan underwriting agreement forthe 2008 final dividend.
2	Includes shares issued to participating shareholders under the dividend reinvestment plan. During the year ended 30 September 2009, shares were issued pursuant to a dividend reinvestment
plan underwriting agreement for the 2008 final dividend.
3 Refer to note 28 for details.

Restrictions which Limit the Payment of Dividends
There are presently no significant restrictions on the payment ofdividends from controlled entities to the Company. Various capital
adequacy, liquidity, statutory reserve and other prudential and legal
requirements must be observed by certain controlled entities andthe impact on these requirements caused by the payment of cash
dividends is monitored.

108

ANZ Annual Report 2010

During the year ended 30 September 2010, 2,481,103 ordinary shareswere issued under the bonus option plan (2009: 3,928,449 ordinary
shares). For the 2010 final dividend, details of the discount thatwill be applied when calculating the “Acquisition Price”, and of the“Pricing Period”, in respect of the bonus option plan are set out above
in respect of the dividend reinvestment plan.

8: Earnings per Ordinary Share

2010
$m

The amount of franking credits available to the Company for thesubsequent financial year is $397 million (2009: $49 million) after
adjusting for franking credits that will arise from the payment of
tax on Australian profits for the 2010 financial year, $812 million of
franking credits which will be utilised in franking the proposed 2010
final dividend and franking credits that may not be accessible by theCompany at present.

The amount of dividends paid during the year has been reduced
as a result of certain eligible shareholders participating in thebonus option plan and foregoing all or part of their right todividends. These shareholders were issued ordinary shares underthe bonus option plan.

The Company

Consolidated

Dividend Franking AccountBonus Option Plan

During the year ended 30 September 2010, 22,970,973 ordinary
shares were issued at $21.75 per share and 23,779,667 ordinary sharesat $21.32 per share to participating shareholders under the dividend
reinvestment plan (2009: 33,032,100 ordinary shares at $13.58 pershare, and 19,354,790 ordinary shares at $15.16 per share). All eligible
shareholders can elect to participate in the dividend reinvestment plan.
For the 2010 final dividend, a discount of 1.5% will be applied whencalculating the “Acquisition Price” used in determining the number ofordinary shares to be provided under the dividend reinvestment planand bonus option plan terms and conditions, and the “Pricing Period”
under the dividend reinvestment plan and bonus option plan terms
and conditions will be the seven trading days commencing on andincluding 12 November 2010.

1 Dividends are not accrued and are recorded when paid.

Consolidated

Dividend Reinvestment Plan

There are presently no significant restrictions on payment ofdividends by the Company. Reductions of shareholders’ equity
through the payment of cash dividends is monitored having regard
to the regulatory and other legal requirements to maintain a specified
capital adequacy ratio.
In particular, the Australian Prudential Regulation Authority (APRA)
has advised that a bank under its supervision must consult with it
before declaring a coupon payment or dividend on a Tier 1 or Upper
Tier 2 instrument, if the bank proposes to pay coupon or dividends
on Tier 1 or Upper Tier 2 instruments which exceed the level ofcurrent year profits.

2010
$m

2009
$m

Basic Earnings per share (cents)
Earnings reconciliation ($millions)
Profit for the year
Less: profit attributable to minority interests
Less: preference share dividend paid

178.9

131.0

4,505
4
11

2,945
2
33

Earnings used in calculating basic earnings per share
Weighted average number of ordinary shares (net of treasury shares) (millions)
Diluted earnings per share (cents)
Earnings reconciliation ($millions)
Earnings used in calculating basic earnings per share
Add: US Trust Securities interest expense
Add: UK Hybrid interest expense
Add: Convertible Preference Shares interest expense
Add: Convertible Perpetual Notes interest expense

4,490

2,910

2,509.3
174.6

2,221.6
129.6

4,490
35
51
134
–

2,910
54
–
52
25

4,710

3,041

Weighted average number of ordinary shares (net of treasury shares) (millions)
Used in calculating basic earnings per share
Add: potential conversion of options to ordinary sharesweighted average number of convertible US Trust Securities at current market prices
weighted average number of convertible UK Hybrid Securities
weighted average number of Convertible Preference Sharesweighted average number of Convertible Perpetual Notes

2,509.3
4.8
37.2
32.8
112.9
–

2,221.6
3.8
51.3
–
45.5
24.7

Used in calculating diluted earnings per share

2,697.0

2,346.9

Earnings used in calculating diluted earnings per share

The weighted average number of converted and lapsed options, weighted with reference to the date of conversion or lapse, and included in thecalculation of diluted earnings per share is approximately 1 million (2009: approximately 1 million).

If any dividend, interest or redemption payments or other
distributions are not paid on the scheduled payment date, or sharesor other qualifying Tier 1 securities are not issued on the applicableconversion or redemption dates, on the Group’s Euro Trust Securities,
US Trust Securities, UK Stapled Securities or ANZ Convertible
Preference Shares in accordance with their terms, the Group may
be restricted from declaring or paying any dividends or other
distributions on ANZ ordinary shares and the Euro Trust Securities.
This restriction is subject to a number of exceptions.

Financial Report109

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

9: Liquid Assets

12: Derivative Financial Instruments
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Coins, notes and cash at bankMoney at call, bills receivable and remittances in transit
Other banks’ certificates of deposit
Securities purchased under agreements to resell in less than three months

2,793
7,049
4,152
7,527

3,108
10,133
7,265
4,811

1,082
6,308
3,613
7,527

878
9,492
5,018
4,811

Total liquid assets

21,521

25,317

18,53020,199Maturity analysis based on original term to maturity
Less than three months
More than three months

17,042
4,479

18,393
6,924

14,543
3,987

15,228
4,971

Total liquid assets

21,521

25,317

18,53020,199

10: Due from Other Financial Institutions
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Maturity analysis based on original term to maturity
Less than three months
More than three months

4,862
619

4,412
573

3,592
544

2,823
413

Total due from other financial institutions

5,481

4,985

4,136

3,236

11: Trading Securities
Consolidated

ListedOther securities and equity securities

Unlisted
Commonwealth securities
Local, semi-government and other government securities
ANZ accepted bills
Other securities and equity securities
Total trading securities

110

ANZ Annual Report 2010

The Company

2010
$m

2009
$m

2010
$m

2009
$m

48

8

26

8

48

8

26

8

3,649
8,182
6,035
15,601

2,657
6,412
4,146
17,768

3,647
5,195
6,035
13,402

2,657
5,273
4,146
15,32633,46730,98328,27927,40233,51530,991

28,30527,410Derivative financial instruments are contracts whose value is derived
from one or more underlying variables or indices, require little orno initial net investment and are settled at a future date. Derivatives
include contracts traded on registered exchanges and contracts
agreed between counterparties, called “Over the Counter” or “OTCs”.
The use of derivatives and their sale to customers as risk management
products is an integral part of the Group’s trading activities.
Derivatives are also used to manage the Group’s own exposure tofluctuations in exchange and interest rates as part of its asset andliability management activities (i.e. balance sheet risk management).
Derivatives are subject to the same types of credit and market risk
as other financial instruments, and the Group manages these risks
in a consistent manner.
Types of derivative financial instruments
The Group transacts principally in foreign exchange, interest rate,commodity and credit derivative contracts. The principal types ofderivative contracts include swaps, forwards, futures and options
contracts and agreements, as detailed in the table below.
Derivatives, except for those that are specifically designated as
effective hedging instruments, are classified as held for trading. The
held for trading classification includes two categories of derivative
financial instruments: those held as trading positions and those usedin the Group’s balance sheet risk management activities.
Trading positions
Trading positions consist of both sales to customers and market
making activities. Sales to customers include the structuringand marketing of derivative products to customers which enable
them to take or mitigate risks. Market making activities consist ofderivatives entered into principally for the purpose of generating
profits from short-term fluctuations in price or margins. Positions
may be traded actively or held over a period of time to benefit
from expected changes in market rates.

Balance sheet risk management
The Group designates balance sheet risk management derivatives
into hedging relationships in order to minimise income statement
volatility. This volatility is created by differences in the timing ofrecognition of gains and losses between the derivative and thehedged item. Hedge accounting is not applied to all balance sheet
risk management positions.
Gains or losses from the change in fair value of balance sheet
risk management derivatives that form part of an effective hedging
relationship are recognised in the income statement based on
the hedging relationship. Any ineffectiveness is recognised in theincome statement as ‘other income’ in the period in which it occurs.
Gains or losses, excluding any current period interest, from thechange in fair value of balance sheet risk management positions thatare not designated into hedging relationships are recognised in theincome statement as ‘other income’ in the period in which they occur.
Current period interest is included in interest income and expense.
The tables on the following pages provide an overview of the Group’s
and the Company’s foreign exchange rate, commodity, credit andinterest rate derivatives. They include all trading and balance sheet
risk management contracts. Notional principal amounts measure
the amount of the underlying physical or financial commodity andrepresent the volume of outstanding transactions. They are nota measure of the risk associated with a derivative. The derivative
instruments become favourable (assets) or unfavourable (liabilities)
as a result of fluctuations in market rates relative to their terms.
The aggregate contractual or notional amount of derivative financial
instruments on hand, the extent to which instruments are favourable
or unfavourable, and as a consequence the aggregate fair values ofderivative financial assets and liabilities, can fluctuate significantly
from time to time. The fair values of derivative instruments heldand notional principal amounts are set out as follows.

Gains or losses, including any current period interest, from the change
in fair value of trading positions are recognised in the income statementas ‘other income’ in the period in which they occur.

Financial Report111

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

12: Derivative Financial Instruments (continued)

12: Derivative Financial Instruments (continued)
Fair Value

Trading

Fair Value
Total fair valueof derivatives

Hedging
Net investment
in foreign operations
Assets Liabilities$m$m

Consolidated at
30 September 2010

Notional
Principal
Amount$m

Assets Liabilities$m$m

Foreign exchange contracts
Spot and forward contracts
Swap agreements
Futures contracts
Options purchased
Options sold244,322210,038739
7,594
12,701

5,616 (7,304)
10,677 (15,368)
93
(148)
323
0
0
(343)

–
705
–
–
–

–
(227)
–
–
–

–
–
–
–
–

–
–
–
–
–

2
–
–
–
–

475,394

16,709 (23,163)

705

(227)

–

–

2

Commodity contracts
Derivative contracts

31,852

Interest rate contracts
Forward rate agreements
Swap agreements
Futures contracts
Options purchased
Options sold

1,381

204,830
168,826281
7,067
14,0895,648 (6,795)
10,084 (13,167)
19
(28)
569
–
–
(530)

–
233
–
–
–

–
(260)
–
–
–

–
–
–
–
–

–
–
–
–
–

10
–
–
–
–

–
–
–
–
–

5,658 (6,795)
10,317 (13,427)
19
(28)
569
–
–
(530)

–

17,416 (23,390)

233

(260)

–

–

10

–

16,563 (20,780)(1,472)

–

–

–

–

–

–

1,196

1,381

108,534
1,159,637
148,600
37,49732,29217(15)
16,387 (16,654)
1,576 (1,595)
268
–
–
(329)

–
2,132
–
–
–

–
(486)
–
–
–

1
507
8
–
–

–
(491)
(17)
–
–

–
–
–
–
–

–
–
–
–
–

18
(15)
19,026 (17,631)
1,584 (1,612)
268
–
–
(329)

1,486,560

18,248 (18,593)

2,132

(486)

516

(508)

–

–

20,896 (19,587)

560

8,697
11,500–112

20,197(1,409)Assets Liabilities$m$m

Fair value
Assets Liabilities$m$mCash flow
Assets Liabilities$m$m

Assets Liabilities$m$m

395,093

16,320 (20,520)

Commodity contracts
Derivative contracts

23,195

1,196Interest rate contracts
Forward rate agreements
Swap agreements
Futures contracts
Options purchased
Options sold

75,3581,041,561
105,435
12,468
14,6999(20)
17,447 (16,880)
1,478 (1,322)
188
–
–
(124)

–
1,272
–
–
–

–
(1,297)
–
–
–

1
193
14
–
–

(1)
(236)
(16)
–
–

–
–
–
–
–

–
–
–
–
–

10
(21)
18,912 (18,413)
1,492 (1,338)
188
–
–
(124)

1,249,521

19,122 (18,346)

1,272(1,297)

208

(253)

–

–

20,602 (19,896)

–
(14)

–
–

–
–

–
–

–
–

–
–

–
–

704
271

(1,472)

–
–

–
–

–
–

–
–

449
111

–
(126)

Credit Default Swaps
Structured credit derivatives
purchased1
Other credit derivatives purchased

–

–

–

–

–

560

(126)

Total credit derivatives purchased

24,374

975

(14)

–

–

–

–

–

–

975

(14)

–
–

–
–

–
–

–
–

–
–

–
112

(624)
(99)

Structured credit derivatives sold
Other credit derivatives sold

12,454
9,804

–
146

(1,019)
(419)

–
–

–
–

–
–

–
–

–
–

–
–

–
146

(1,019)
(419)

–

–

–

–

–

–

112

(723)

22,258146(1,438)

–

–

–

–

–

–

146

(1,438)

(849)

–

–

–

–

–

–

672

(849)

46,632

1,121(1,452)

–

–

–

–

–

–

1,121

(1,452)

8,018

–

–

–

–

–

–

(2,544)

8,018(2,078)

7,084

–

–

–

–

–

–

(2,078)7,084

34,466 (35,996)

2,837

(713)

516

(508)

2

–

37,821 (37,217)

35,681 (34,706)

1,505(1,557)

208

(253)

10

–

37,404 (36,516)

–
–

–
–

(126)

–

(624)
(99)

–
–

112

(723)

44,736672–(2,544)

2,038,542

ANZ Annual Report 2010

Foreign exchange contracts
Spot and forward contracts
Swap agreements
Futures contracts
Options purchased
Options sold–

24,539112

5,618 (7,304)
11,382 (15,595)
93
(148)
323
–
–
(343)

–

Structured credit derivatives sold
Other credit derivatives sold1	Inclusive of credit valuation adjustment.

–
–
–
–
–

–

Total credit derivatives purchased

Total

Consolidated at
30 September 2009

–

–
(126)

Net investment
in foreign operations
Assets Liabilities$m$m

Assets Liabilities
$m
$m

–

449
111

Total fair valueof derivatives

Hedging

Notional
Principal
Amount$m–

10,213
14,326

Collateral

Cash flow
Assets Liabilities$m$m(1,409)Credit Default Swaps
Structured credit derivatives
purchased1
Other credit derivatives purchased

Total credit derivatives soldFair value
Assets Liabilities$m$m

Trading

Total credit derivatives sold
Collateral
Total

11,303
13,071704
271–
1,714,441–(14)

1	Inclusive of credit valuation adjustment.

Financial Report

113

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

12: Derivative Financial Instruments (continued)

12: Derivative Financial Instruments (continued)
Fair Value
Trading

Fair Value
Total fair valueof derivatives

Hedging

The Company at
30 September 2010

Notional
Principal
Amount$m

Assets Liabilities$m$m

Foreign exchange contracts
Spot and forward contracts
Swap agreements
Futures contracts
Options purchased
Options sold276,490
202,757
739
7,435
12,9095,747 (7,032)
11,618 (16,817)
93
(148)
319
–
–
(332)

–
699
–
–
–

–
(227)
–
–
–

–
–
–
–
–

500,330

17,777 (24,329)

699

(227)

–

Fair value

Cash flow

Assets Liabilities$m$m

Assets Liabilities$m$m

Trading

Total fair valueof derivatives

Hedging

Assets Liabilities$m$m

The Company at
30 September 2009

Notional
Principal
Amount$m

Assets Liabilities
$m
$m

–
–
–
–
–

5,747 (7,032)
12,317 (17,044)
93
(148)
319
–
–
(332)

Foreign exchange contracts
Spot and forward contracts
Swap agreements
Futures contracts
Options purchased
Options sold

186,901
181,534
281
6,941
14,0745,201 (5,670)
10,900 (13,664)
19
(28)
563
–
–
(517)

–
233
–
–
–

–
(260)
–
–
–

–
–
–
–
–

–
–
–
–
–

5,201 (5,670)
11,133 (13,924)
19
(28)
563
–
–
(517)

–

18,476 (24,556)

233

(260)

–

–

16,916 (20,139)
1,196

Commodity contracts
Derivative contracts

31,826

1,381(1,409)

–

–

–

–

Interest rate contracts
Forward rate agreements
Swap agreements
Futures contracts
Options purchased
Options sold80,014
943,720
124,457
37,24730,42813(11)
12,000 (12,434)
1,574 (1,579)
258
–
–
(323)

–
1,742
–
–
–

–
(119)
–
–
–

1
334
8
–
–

–
(432)
(7)
–
–

14
(11)
14,076 (12,985)
1,582 (1,586)
258
–
–
(323)

1,215,866

13,845 (14,347)

1,742

(119)

343

(439)

15,930 (14,905)

1,381(1,409)Fair value

Cash flow

Assets Liabilities$m$m

Assets Liabilities$m$m

Assets Liabilities$m$m

389,731

16,683 (19,879)

Commodity contracts
Derivative contracts

23,1801,196(1,472)

–

–

–

–

Interest rate contracts
Forward rate agreements
Swap agreements
Futures contracts
Options purchased
Options sold52,290797,689
88,494
12,305
14,3268(18)
12,979 (12,740)
1,442 (1,320)
186
–
–
(121)

–
1,043
–
–
–

–
(440)
–
–
–

1
79
14
–
–

(1)
(146)
(16)
–
–

9
(19)
14,101 (13,326)
1,456 (1,336)
186
–
–
(121)

965,104

14,615 (14,199)

1,043

(440)

94

(163)

15,752 (14,802)

–
(14)

–
–

–
–

–
–

–
–

704
271

(1,472)Credit Default Swaps
Structured credit derivatives purchased1
Other credit derivatives purchased

10,213
14,321

449
111

–
(126)

–
–

–
–

–
–

–
–

449
111

–
(126)

Credit Default Swaps
Structured credit derivatives purchased1
Other credit derivatives purchased

11,30313,066704
271

Total credit derivatives purchased

24,534

560

(126)

–

–

–

–

560

(126)

Total credit derivatives purchased

24,369

975

(14)

–

–

–

–

975

(14)

Structured credit derivatives sold
Other credit derivatives sold

8,697
11,500

–
112

(624)
(99)

–
–

–
–

–
–

–
–

–
112

(624)
(99)

Structured credit derivatives sold
Other credit derivatives sold

12,454
9,804

–
146

(1,019)
(419)

–
–

–
–

–
–

–
–

–
146

(1,019)(419)

20,197

112

(723)

–

–

–

–

112

(723)

22,258146(1,438)

–

–

–

–

146

(1,438)

672

(849)

–

–

–

–

672

(849)

46,627

1,121(1,452)

–

–

–

–

1,121

(1,452)(2,268) 7,072
31,407 (33,862)

–
2,441

–
(346)

–
343

–
(439)

–

(1,984)

4,697

–

–

–

–

(1,984)

4,697

31,631 (32,305)

1,276

(700)

94

(163)

Total credit derivatives sold44,731
Collateral
Total
1	Inclusive of credit valuation adjustment.

114

ANZ Annual Report 2010–
1,792,753(2,268) 7,072
34,191 (34,647)

Total credit derivatives sold
Collateral
Total

1,424,642–(14)

33,001 (33,168)

1	Inclusive of credit valuation adjustment.

Financial Report115

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

12: Derivative Financial Instruments (continued)

12: Derivative Financial Instruments (continued)

Hedging Relationships
There are three types of allowable hedging relationships: fair value hedges, cash flow hedges and hedges of a net investment in a foreign
operation. Each type of hedging has specific requirements when accounting for the fair value changes in the hedging relationship. For details
on the accounting treatment of each type of hedging relationship refer to note 1.

The mechanics of hedge accounting results in the gain (or loss) in the hedging reserve being released into the income statement at the sametime that the corresponding loss (or gain) attributable to the hedged item impacts the income statement. It will not necessarily be released tothe income statement uniformly over the period of the hedging relationship as the fair value of the derivative is driven by changes in market
rates over the term of the instrument. As market rates do not always move uniformly across all time periods, a change in market rates may drive
more value in one forecast period than another, which impacts when the hedging reserve is released to the income statement.

Fair value hedges
The risk being hedged in a fair value hedge is a change in the fair value of an asset or liability or unrecognised firm commitment that may
affect the income statement. Changes in fair value might arise through changes in interest rates or foreign exchange rates. The Group’s fairvalue hedges principally consist of interest rate swaps and foreign currency swaps that are used to protect against changes in the fair valueof fixed-rate long-term financial instruments due to movements in market interest rates and exchange rates.

All underlying hedged cash flows are expected to be recognised in the income statement in the period in which they occur which is anticipatedto take place over the next 0 –10 years (2009: 0–10 years).

The application of fair value hedge accounting results in the fair value adjustment on the hedged item attributable to the hedged risk being
recognised in the income statement at the same time the hedging instrument impacts the income statement. If a hedging relationship isterminated, the fair value adjustment to the hedged item continues to be recognised as part of the carrying amount of the item or groupof items and is amortised to the income statement as a part of the effective yield over the period to maturity. Where the hedged item isderecognised from the Group’s balance sheet, the fair value adjustment is included in the income statement as ‘other income’ as a part of
the gain or loss on disposal.
Consolidated

Gain/(loss) arising from fair value hedges
Hedged item (attributable to the hedged risk only)
Hedging instrument

The Company

2010
$m

2009
$m

2010
$m

2009
$m

(662)
668

(467)
442

(291)
299

(773)
759

Cash flow hedges
The risk being hedged in a cash flow hedge is the potential variability in future cash flows that may affect the income statement. Variability
in the future cash flows may result from changes in interest rates or exchange rates arising from recognised financial assets and liabilities
and highly probable forecast transactions. The Group’s cash flow hedges consist principally of interest rate swaps, forward rate agreements
and foreign currency swaps that are used to protect against exposures to variability in future interest cash flows on non-trading assets andliabilities which bear interest at variable rates or which are expected to be refunded or reinvested in the future. The Group primarily applies cash
flow hedge accounting to its variable rate loan assets, variable rate liabilities and short-term re-issuances of fixed rate customer and wholesale
deposit liabilities. The amounts and timing of future cash flows, representing both principal and interest flows, are projected for each portfolio
of financial assets and liabilities on the basis of their forecast repricing profile. This forms the basis for identifying gains and losses on theeffective portions of derivatives designated as cash flow hedges.
The effective portion of changes in the fair value of derivatives qualifying and designated as cash flow hedges is deferred to the hedging
reserve which forms part of shareholders’ equity. Amounts deferred in equity are recognised in the income statement in the period during
which the hedged forecast transactions take place. The schedule below shows the movements in the hedging reserve:
Consolidated

The Company

2009
$m

2010
$m

2009
$m

Balance at start of year
Items recorded in net interest income
Tax effect of items recorded in the income statement
Valuation gain taken to equity
Tax effect of net gain on cash flow hedges

(90)
(54)
17
191
(53)

79
(89)
26
(156)
50

(109)
(69)
21
121
(37)

51
(89)
26
(135)
38

Closing balance

11

(90)

(73)

(109)

The table below shows the breakdown of the hedging reserve attributable to each type of cash flow hedging relationship:

Variable rate assets
Variable rate liabilities
Re-issuances of short-term fixed rate liabilities
Total hedging reserve

116

ANZ Annual Report 2010

Hedges of net investments in foreign operations
In a hedge of a net investment in a foreign operation, the risk being hedged is the exposure to exchange differences arising on consolidation offoreign operations with a functional currency other than the Australian Dollar. Hedging is undertaken using forward foreign exchange contracts
or by financing with borrowings in the same currency as the foreign functional currency involved.
Ineffectiveness arising from hedges of net investments in foreign operations and recognised as ‘other income’ in the income statement
amounted to $1 million gain (2009: $4 million gain).

13: Available-for-sale Assets
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

ListedOther government securities
Other securities and equity investments

3,501
2,040

1,501
1,578

3,127
1,715

1,147
1,334

Total Listed

5,541

3,079

4,842

2,481

Unlisted
Local and semi-government securities
Other government securities
Other securities and equity investments
Loans and advances

3,621
5,217
5,908
455

716
2,943
9,412
425

3,552
3,705
4,419
455

716
1,079
8,853
425

Total unlisted

15,201

13,496

12,131

11,073

Total available-for-sale assets

20,742

16,575

16,973

13,554

An impairment loss of $21 million was recognised in the Income Statement (2009: $20 million), refer note 16.

2010
$m

Consolidated

All gains and losses associated with the ineffective portion of the hedging derivatives are recognised immediately as ‘other income’ inthe income statement. Ineffectiveness recognised in the income statement in respect of cash flow hedges amounted to nil for the Group(2009: $53 million loss) and a $1 million loss for the Company (2009: $71 million loss).

Available-for-sale by maturities at 30 September 2010
Less than
3 months$m

Between
3 months and
12 months$m

Between
1 year and5 years$m

Between
5 years and
10 years$m

After
10 years$mNomaturity
specified
$m

Total
fair
value
$m

Local and semi government securities
Other government securities
Other securities and equity investments
Loans and advances

3,113
5,075
3,202
–

448
2,605
1,994
99

42
1,027
1,897
98

4
8
203
–

14
3
163
258

–
–
489
–

3,621
8,718
7,948
455

Total available-for-sale assets

11,390

5,146

3,064

215

438

489

20,742Less than
3 months$m

Between
3 months and
12 months$m

Between
1 year and5 years$m

Between
5 years and
10 years$m

After
10 years$mNomaturity
specified
$m

Total
fair
value
$m

Local and semi government securities
Other government securities
Other securities and equity investments
Loans and advances

602
2,482
4,775
57

114
1,111
3,524
84

–
851
2,018
–

–
–
19
–

–
–
156
284

–
–
498
–

716
4,444
10,990425

Total available-for-sale assets

7,916

4,833

2,869

19

440

498

16,575

Available-for-sale by maturities at 30 September 2009
The Company

2010
$m

2009
$m

2010
$m

2009
$m

265
(106)
(148)

236
(140)
(186)

65
(70)
(68)

111
(112)
(108)

11

(90)

(73)

(109)

Financial Report

117

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

14: Net Loans and Advances

15: Impaired Financial Assets
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Overdrafts
Credit card outstandings
Term loans – housing
Term loans – non-housing
Hire purchase
Lease receivables
Commercial bills
Other

8,671
10,618
202,658
119,063
10,351
1,890
432
2,328

8,347
9,376
188,090
116,609
10,766
2,367
136
2,654

6,323
9,107
167,93186,007
9,973
1,228
432
2,054

6,653
7,910
149,761
82,068
10,387
1,700
136
2,290

Total gross loans and advances

356,011

338,345

283,055

260,905(5,028)(2,262)600(4,526)(2,372)560(3,659)(2,006)566(3,300)(2,102)505

Less: Provision for credit impairment (refer note 16)
Less: Unearned income
Add: Capitalised brokerage/mortgage origination fees
Net loans and advances(6,690)(6,338)(5,099)(4,897)349,321332,007277,956

256,008

Lease receivablesa) Finance lease receivables
Gross finance lease receivables
Less than 1 year
1 to 5 years
Later than 5 years

494
848
272

593
965
458

379
529
95

489
613
266

Less: unearned future finance income on finance leases

(107)

(262)

(83)

(225)

Net investment in finance lease receivables

1,507

1,754

920

1,143

b) Operating lease receivables
Gross operating lease receivables
Less than 1 year
1 to 5 years
Later than 5 years

60
207
10

34
207
110

50
165
10

22
200
110

Total operating lease receivables

277

351

225

332

1,784

2,105

1,145

1,475

459
663
253

512
806
215

348
377
96

412
488
158

1,375

1,533

821

1,058

3,618
6,665
68

3,674
7,021
71

3,456
6,449
68

3,506
6,810
71

10,351

10,766

9,973

10,387Net lease receivables
Present value of gross investment in finance lease receivables
Less than 1 year
1 to 5 years
Later than 5 years
Hire purchase receivables
Less than 1 year
1 to 5 years
Later than 5 years

118

ANZ Annual Report 2010

Presented below is a summary of impaired financial assets that are measured on the balance sheet at amortised cost. For these items,
impairment losses are recorded through the provision for credit impairment. This contrasts to financial assets carried on the balance sheet
at fair value, for which any impairment loss is recognised as a component of the overall fair value.
Detailed information on impaired financial assets is provided in note 33 Financial Risk Management.
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Gross impaired financial assets
Individual provisions
	Impaired loans
Non-performing commitments and contingencies

6,075
141
345
6,561

4,392
673
530
5,595

4,287
134
321
4,742

3,310
504
504
4,318

(1,849)(26)(1,512)(14)(1,253)(20)(1,050)(12)

Net impaired financial assets

4,686

4,069

3,469

3,256

Accruing loans past due 90 days or more2
These amounts are not classified as impaired assets as they are either 90 daysor more past due and well secured, or are portfolio managed facilities that canbe held on an accrual basis for up to 180 days past due

1,555

1,597

1,229

1,200

Summary of impaired financial assets
Impaired loans
Restructured items1
Non-performing commitments and contingencies

1 Restructured items are facilities in which the original contractual terms have been modified for reasons related to the financial difficulties of the customer. Restructuring may consist of reductionof interest, principal or other payments legally due, or an extension in maturity materially beyond those typically offered to new facilities with similar risk.
2	Includes unsecured credit card and personal loans 90 day past due accounts which are allowed by APRA to be retained on a performing basis for up to 180 days past due amounting to$139 million (2009: $135 million) for the Group and $110 million (2009: $94 million) for the Company.

16: Provision for Credit Impairment
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Recoveries of amounts previously written off

1,620
559
171
2,350
(437)
1,913
(143)

2,383
540
118
3,041
(206)
2,835
(85)

1,612
16
80
1,708
(254)
1,454
(111)

2,262
2
37
2,301
(173)
2,128
(50)

Individual provision charge
Impairment on available-for-sale assets
Collective provision charge/(credit)

1,770
21
(4)

2,750
20
235

1,343
21
5

2,078
20
(19)

Charge to income statement

1,787

3,005

1,369

2,079

Financial Report

119

Provision movement analysis
New and increased provisions
Australia
New ZealandAsia, Pacific, Europe and America
Provision releases

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

16: Provision for Credit Impairment (continued)

16: Provision for Credit Impairment (continued)

Movement in provision for credit impairment by financial asset class

Movement in provision for credit impairment by financial asset class (continued)

Liquid assets and duefrom other financial
institutions
Consolidated

Net loans andadvancesand acceptances

Other financial assets

Credit related
commitments1

Total provisions

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

Collective provision
Balance at start of year
Adjustment for exchange rate fluctuations
and transfers
Provision acquired
Charge to income statement

–

–

2,552

2,062

–

–

448

759

3,000

2,821

–
–
–

–
–
–

(68)
97
(4)

(48)
–
538

–
–
–

–
–
–

(15)
143
–

(8)
–
(303)

(83)
240
(4)

(56)
–
235

Total collective provision

–

–

2,577

2,552

–

–

576

448

3,153

3,000

Liquid assets and duefrom other financial
institutions
The Company

Net loans andadvancesand acceptances

Other financial
assetsCredit related
commitments1

Total provisions

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

Collective provision
Balance at start of year
Adjustment for exchange rate fluctuations
and transfers2
Provision acquired
Charge to income statement

–

–

1,886

1,519

–

–

352

625

2,238

2,144

–
–
–

–
–
–

(24)
84
4

95
–
272

–
–
–

–
–
–

(5)
88
1

18
–
(291)

(29)
172
5

113
–
(19)

Total collective provision

–

–

1,950

1,886

–

–

436

352

2,386

2,238

–
–

–
–

1,050
1,336

459
2,071

–
–

–
–

12
7

29
7

1,062
1,343

488
2,078

–
–
–
–
–

–
–
–
–
–

(52)
333
(115)
(1,410)
111

37
–
(65)
(1,502)
50

–
–
–
–
–

–
–
–
–
–

1
–
–
–
–

–
–
–
(24)
–

(51)
333
(115)
(1,410)
111

37
–
(65)
(1,526)50

Individual provision
Balance at start of year
Charge to income statement
Adjustment for exchange rate fluctuations
and transfers
Provision acquired
Discount unwind
Bad debts written off
Recoveries of amounts previously written off

–
–

–
–

1,512
1,758

646
2,741

–
–

–
–

14
12

29
9

1,526
1,770

675
2,750

–
–
–
–
–

–
–
–
–
–

(100)
394
(165)
(1,693)
143

(22)
–
(73)
(1,865)
85

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
(24)
–

(100)
394
(165)
(1,693)
143

(22)
–
(73)
(1,889)85

Individual provision
Balance at start of year
Charge to income statement
Adjustment for exchange rate fluctuations
and transfers2
Provision acquired
Discount unwind
Bad debts written off
Recoveries of amounts previously written off

Total individual provision

–

–

1,849

1,512

–

–

26

14

1,875

1,526

Total individual provision

–

–

1,253

1,050

–

–

20

12

1,273

1,062

Total provision for credit impairment

–

–

4,426

4,064

–

–

602

462

5,028

4,526

Total provision for credit impairment

–

–

3,203

2,936

–

–

456

364

3,659

3,300

1	Comprises undrawn facilities and customer contingent liabilities.

1	Comprises undrawn facilities and customer contingent liabilities.
2	Includes the transfer of individual provisions of $49 million and collective provisions of $94 million from the Esanda Australia legal entity to the Company in 2009.

The table below contains a detailed analysis of the movements in individual provision for Net loans and advances and acceptances.

Australia
Consolidated

Individual provision
Balance at start of year
Charge to income statement
Adjustment for exchange rate fluctuations and transfers
Provision acquired
Discount unwind
Bad debts written off
Recoveries of amounts previously written off
Total individual provision

Asia Pacific, Europe
and America

New Zealand

The table below contains a detailed analysis of the movements in individual provision for Net loans and advances and acceptances.

Net loans andadvances andacceptances

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

1,048
1,264
(8)
59
(112)
(1,399)
107

487
2,140
(9)
–
(65)
(1,569)
64

75
132
(54)
335
(6)
(74)
20

48
101
(9)
–
(1)
(69)
5

389
362
(38)
–
(47)
(220)
16

111
500
(4)
–
(7)
(227)
16

1,512
1,758
(100)
394
(165)
(1,693)
143

646
2,741
(22)
–
(73)
(1,865)
85

959

1,048

428

75

462

389

1,849

1,512

Australia
The Company

Individual provision
Balance at start of year
Charge to income statement
Adjustment for exchange rate fluctuations
and transfers
Provision acquired
Discount unwind
Bad debts written off
Recoveries of amounts previously written off
Total individual provision

RatiosIndividual provision as a % of total gross loans, advances and acceptances
Collective provision as a % of total gross loans, advances and acceptances
Bad debts written off as a % of total gross loans, advances and acceptances

120

ANZ Annual Report 2010

2009
%

0.5
0.9
0.5

0.4
0.9
0.5

Net loans andadvances andacceptances

New Zealand

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

1,026
1,287

424
2,042

22
37

35
27

2
12

–
2

1,050
1,336

459
2,071

(14)
–
(112)
(1,380)
97

44
–
(65)
(1,468)
49

(38)
333
(2)
(26)
14

(7)
–
(34)
1

–
–
(1)
(4)
–

–
–
–
–
–

(52)
333
(115)
(1,410)
111

37
–
(65)
(1,502)
50

904

1,026

340

22

9

2

1,253

1,050

Consolidated
2010%

Asia Pacific, Europe
and America

Consolidated

RatiosIndividual provision as a % of total gross loans, advances and acceptances
Collective provision as a % of total gross loans, advances and acceptances
Bad debts written off as a % of total gross loans, advances and acceptances

2010
%

2009
%

0.4
0.8
0.5

0.4
0.8
0.6

Financial Report

121

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

17: Shares in Controlled Entities, Associates and Joint Venture Entities

18: Tax Assets
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Total shares in controlled entities
Total shares in associates1 (refer note 39)
Total shares in joint venture entities2 (refer note 40)

–
2,965
–

–
2,712
1,853

9,189
1,035
–

8,522
761
–

Total shares in controlled entities, associates and joint venture entities

2,965

4,565

10,2249,283

1	Investments in associates are accounted for in the consolidated financial statements using the equity method of accounting and are carried at cost by the parent entity.
2	Investments in joint venture entities are accounted for in the consolidated financial statements using the equity method of accounting.

Consolidated

Australia
Current tax asset
Deferred tax asset
New ZealandCurrent tax asset
Deferred tax asset

Disposal of controlled entities
There were no material controlled entities disposed of during the year ended 30 September 2010 or the year ended 30 September 2009.
Acquisition of controlled entities/businesses
During the year ended 30 September 2010, the Group acquired the following entities/businesses:
	ING Australia and ING New Zealand (ING) – on 30 November 2009, the Group acquired the remaining 51% shareholding in the ANZ-ING joint
ventures in Australia and New Zealand, taking its ownership interest to 100%. The results for the year ended 30 September 2010 includes
the financial impact of full ownership since 30 November 2009. For the period 1 October 2009 to 30 November 2009 and the year ended
30 September 2009, the investments were accounted for as joint ventures.
Landmark Financial Services (Landmark) – on 1 March 2010, the Group completed its acquisition of the Landmark financial services businessfrom the AWB Group. The financial results since acquisition are included in earnings for the year ended 30 September 2010.
Selected Royal Bank of Scotland Group plc (RBS) businesses in Asia – during 2009, ANZ announced the acquisition of selected RBS businesses
in Asia. The acquisitions were completed in the Philippines on 21 November 2009, Vietnam on 5 December 2009, Hong Kong on 20 March
2010, Taiwan on 17 April 2010, Singapore on 15 May 2010 and Indonesia on 12 June 2010. The financial impacts of these acquisitions areincluded from these respective dates.
The initial accounting for all the business combinations described above, including the fair value of assets acquired and liabilities assumed andthe calculation of goodwill/discount on acquisition is provisional while valuations are finalised.
There were no material controlled entities acquired during the year ended 30 September 2009.

Asia Pacific, Europe & America
Current tax asset
Deferred tax asset

The Company

2010
$m

2009
$m

2010
$m

2009
$m

61
295

586
214

61
346

601
194

356

800

407

795

14
231

107
–

–
6

–
–

245

107

6

–

1
266

–
289

–
223

–
252

267

289

Total current and deferred tax assets

868

1,196

223
636

1,047

Total current tax assets

76

693

61

601

Deferred tax assets recognised in profit and loss
Collective provision for impaired loans and advances
Individual provision for impaired loans and advances
Other provisions
Deferred fee income
Provision for employee entitlements
Other

861
458
362
102
144
171

882
445
325
108
130
217

666
318
223
91
105
85

667
318
198
99
100
118

2,098

2,107

1,488

1,500

49
12
–

70
49
37

44
21
29

57
48
43

61

156

94

148

Deferred tax assets recognised directly in equity
Defined benefits obligation
Available-for-sale revaluation reserve
Cash flow hedges
Deferred tax assets recognised on acquisitions
Set-off of deferred tax assets pursuant to set-off provisions1
Net deferred tax assets

252

351

–

–

–

(1,718)(1,760)(1,007)(1,202)

792

503

575

446

9

8

–

–

Unrecognised deferred tax assets
The following deferred tax assets will only be recognised if:
assessable income is derived of a nature and an amount sufficient to enable the benefit
to be realised
the conditions for deductibility imposed by tax legislation are compiled with; andno changes in tax legislation adversely affect the Group in realising the benefit.
Unused realised tax losses (on revenue account)
Unrealised losses on investments2

163

–

–

–

Total unrecognised deferred tax assets

172

8

–

–

1 Deferred tax assets and liabilities are set-off where they relate to income tax levied by the same taxation authority on either the same taxable entity or different taxable entities within the same
taxable group.
2 The Group has unrecognised deferred tax assets arising from superannuation funds in OnePath Life Limited (formerly ING Life Limited) as a result of the Group’s policy of capping all deferred tax
assets at levels such that the losses could be recoverable with asset growth rates of approximately 5% per annum over three years.

122

ANZ Annual Report 2010

Financial Report

123

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

19: Goodwill and Other Intangible Assets

19: Goodwill and Other Intangible Assets (continued)
Consolidated

Goodwill
Gross carrying amount
Balances at start of the year
Additions through business combinations
Writedowns
Derecognised on disposal
Foreign currency exchange differences
Balance at end of year1
SoftwareGross carrying amount
Balances at start of the year
Additions through business combinations
Additions from internal developments
Foreign currency exchange differences
Impairment
Balance at end of year
Accumulated amortisation and impairment
Balances at start of the year
Amortisation expense
Foreign currency exchange differences
Impairment
Balance at end of year
Net book value
Balances at start of the year
Balance at end of year
Acquired Portfolio of Insurance and Investment Business
Gross carrying amount
Balances at start of the year
Additions through business combination
Foreign currency exchange differences
Balance at end of year
Accumulated amortisation and impairment
Balances at start of the year
Amortisation expense (refer note 4)
Foreign currency exchange differences
Balance at end of year
Net book value
Balances at start of the year
Balance at end of year
Other intangible assets
Gross Carrying amount
Balance at start of the year
Additions through business combination
Other additions
Foreign currency exchange differences
Balance at end of year
Accumulated amortisation and impairment
Balances at start of the year
Amortisation expense2 (refer note 4)
Balance at end of year
Net book value
Balances at start of the year
Balance at end of year
Goodwill, software and other intangible assets
Net book value
Balances at start of the year
Balance at end of year

The Company

2010
$m

2009
$m

2010
$m

2009
$m

2,999
1,292
–
–
(205)
4,086

3,064
–
–
(4)
(61)
2,999

–
108
–
–
(6)
102

–
–
–
–
–
–

1,760
60
532
(8)
(86)
2,258

1,385
–
411
(2)
(34)
1,760

1,573
–
466
(1)
(19)
2,019

1,234
–
372
(2)
(31)
1,573

911
207
(8)
(69)
1,041

760
155
3
(7)
911

784
183
–
(7)
960

655
140
(4)
(7)
784

849
1,217

625
849

789
1,059

579
789

Goodwill allocated to cash–generating units
The goodwill balance above largely comprises the goodwill purchased on acquisition of NBNZ Holdings Limited in December 2003 and
OnePath Australia Limited (formerly ING Australia Limited) on 30 November 2009. Discussion of the goodwill and impairment testing for the
cash generating unit containing this goodwill is included in note 2(v).

20: Other Assets
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Accrued interest/prepaid discounts
Accrued commissions
Prepaid expenses
Insurance contract liabilities ceded (refer to note 49)
Outstanding premiums
Issued securities settlements
Operating leases residual value
Capitalised expenses
Other

1,326
236
128
360
231
1,649
229
68
2,824

1,097
77
139
–
–
917
277
37
1,683

944
191
48
–
–
1,496
205
50
1,630

743
57
54
–
–
581
160
37
1,117

Total other assets

7,051

4,227

4,564

2,749

21: Premises and Equipment
Consolidated

–
1,179
(2)
1,177

–
–
–
–

–
–
–
–

–
–
–
–

Freehold and leasehold land and buildings
At CostDepreciation

–
78
(1)
77

–
–
–
–

–
–
–
–

–
–
–
–

Leasehold improvements
At CostDepreciation

–
1,100

–
–

–
–

–
–

Furniture and equipment
At CostDepreciation

65
181
19
(4)
261

62
–
3
–
65

48
–
–
–
48

49
–
–
(1)
48

Computer equipment
At CostDepreciation

17
17
34

10
7
17

8
3
11

5
3
8

48
227

52
48

40
37

44
40

3,896
6,630

3,741
3,896

829
1,198

623
829

Capital works in progress
At CostTotal premises and equipment

The Company

2010
$m

2009
$m

2010
$m

2009
$m

1,244
(235)

628
(218)

699
(53)

92
(42)

1,009

410

646

50

485
(288)

385
(229)

295
(185)

254
(150)

197

156

110

104

1,241
(674)

969
(613)

1,011
(513)

753
(459)

567

356

498

294

1,080
(763)

979
(748)

789
(565)

719
(550)

317

231

224

169

68

909

30

832

2,158

2,062

1,508

1,449

Financial Report125

1 Excludes notional goodwill in equity accounted entities.
2 	Comprises brand names of $3 million (September 2009: nil), (September 2009: nil); aligned advisor relationships of $2 million (September 2009: nil), distribution agreements andmanagement fee rights of $2 million (September 2009: nil) and other intangibles of $10 million (September 2009: $7 million). The company comprises other intangibles of $3 million(September 2009: $3 million).

124

ANZ Annual Report 2010

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

21: Premises and Equipment (continued)

23: Income Tax Liabilities

Reconciliations of the carrying amounts for each class of premises and equipment are set out below:

Consolidated
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

410
15
631
–
(37)
(10)
1,009

432
–
41
(34)
(18)
(11)
410

50
12
604
–
(17)
(3)
646

55
–
6
–
(4)
(7)
50

Carrying amount at end of year

156
39
48
–
(42)
(4)
197

154
–
46
(1)
(38)
(5)
156

104
2
33
–
(28)
(1)
110

109
–
23
–
(27)
(1)
104

Furniture and equipment
Carrying amount at beginning of year
Additions through business combinations
Additions1
Disposals
Depreciation
Foreign currency exchange difference

356
18
301
(12)
(89)
(7)

370
–
67
(4)
(72)
(5)

294
3
288
(11)
(75)
(1)

307
–
50
(3)
(57)
(3)

Carrying amount at end of year

567

356

498

294

Computer equipment
Carrying amount at beginning of year
Additions through business combinations
Additions1
Disposals
Depreciation
Foreign currency exchange difference

231
13
170
(1)
(92)
(4)

215
–
110
(8)
(84)
(2)

169
4
118
(1)
(65)
(1)

155
–
78
(5)
(58)
(1)

Carrying amount at end of year

317

231

224

169

Capital works in progress
Carrying amount at beginning of year
Net transfers/additions

909
(841)

421
488

832
(802)

379
453

Carrying amount at end of year

68

909

30

832

Total premises and equipment

2,158

2,062

1,508

1,449

Freehold and leasehold land and buildings
Carrying amount at beginning of year
Additions through business combinations
Additions1
Disposals
Depreciation
Foreign currency exchange difference
Carrying amount at end of year
Leasehold improvements
Carrying amount at beginning of year
Additions through business combinations
Additions1
Disposals
Amortisation
Foreign currency exchange difference

Australia
Current tax payable
Deferred tax liabilities
New ZealandCurrent tax payable
Deferred tax liabilities
Asia Pacific, Europe & America
Current tax payable
Deferred tax liabilities

The Company

2010
$m

2009
$m

2010
$m

2009
$m

905
–

–
–

923
–

–
–

905

–

923

–

–
–

–
–

–
–

–
–

–

–

–

–

68
35

99
111

64
39

61
90

103

210

103

151

1,008

210

1,026

151

Total current tax payable

973

99

987

61

Deferred tax liabilities recognised in profit and loss
Lease finance
Treasury instruments
Capitalised expenses
Other

204
452
117
621

215
608
144
877

90
454
118
384

104
609
144
435

1,394

1,844

1,046

1,292

2
37
39

–
27
27

–
–
–

–
–
–

320

–

–

–

Total current and deferred income tax liability

Deferred tax liabilities recognised directly in equity
Cash flow hedges
Foreign currency translation reserve
Deferred tax liabilities recognised on acquisitions
Set-off of deferred tax liabilities pursuant to set-off provision1(1,718)(1,760)(1,007)(1,202)

Net deferred tax liability

35

111

39

90

Unrecognised deferred tax liabilities
The following deferred tax liabilities have not been bought to account as liabilities:
Other unrealised taxable temporary differences2

90

67

29

31

Total unrecognised deferred tax liabilities

90

67

29

31

1 Deferred tax assets and liabilities are set-off where they relate to income tax levied by the same taxation authority on either the same taxable entity or different taxable entities within
the same taxable group.
2 Represents additional potential foreign tax costs should all retained earnings in offshore branches and subsidiaries be repatriated.

1	Includes transfers.

24: Payables and Other Liabilities
22: Deposits and Other Borrowings

Consolidated
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Certificates of deposit
Term deposits
Other deposits bearing interest and other borrowings
Deposits not bearing interest
Commercial paper
Borrowing corporations debt1

39,530136,556
111,391
10,598
11,641
1,756

44,711
108,367
113,304
10,174
14,227
3,587

37,059109,793
94,999
5,677
6,080
–

41,01979,332
92,987
5,800
8,162
–

Total deposits and other borrowings

311,472

294,370

253,608

227,300

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Creditors
Accrued interest and unearned discounts
Defined benefits plan obligations
Accrued charges
Security settlements
Other liabilities

1,114
2,611
186
1,346
710
1,983

1,689
2,448
246
1,028
765
1,599

394
2,090
167
1,020
635
1,396

1,295
1,771
200
780
652
1,308

Total payables and other liabilities

7,950

7,775

5,702

6,006

Financial Report127

1	Included in this balance is debenture stock of $0.5 billion (September 2009: $2.1 billion) of Esanda Finance Corporation Limited (Esanda), together with accrued interest thereon, is secured bya trust deed and collateral debentures, giving floating charges upon the undertaking and all the assets of the entity $1.1 billion (September 2009: $3.1 billion) other than land and buildings.
All controlled entities of Esanda have guaranteed the payment of principal, interest and other monies in relation to all debenture stock and unsecured notes issued by Esanda. The only loans
pledged as collateral are those in Esanda and its subsidiaries. Effective from 18 March 2009, Esanda ceased to write new debentures and since September 2009 stopped writing new loans.
	In addition, this balance also includes NZD 1.4 billion (September 2009: NZD 1.6 billion) of secured debenture stock of the consolidated subsidiary UDC Finance Limited (UDC) and the accrued
interest thereon which are secured by a floating charge over all assets of UDC NZD 2.1 billion (September 2009: NZD 1.9 billion).

126

ANZ Annual Report 2010

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

25: Provisions

27: Loan Capital
Consolidated

Employee entitlements1
Restructuring costs and surplus leased space2
Non-lending losses, frauds and forgeries
Other
Total provisions

Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

497
119
213
633

445
144
169
554

358
100
153
360

339
124
146
296

1,462

1,312

971

905

Hybrid loan capital (subordinated)4
US Trust Securities
USD 350m non-cumulative trust securities due 20537
USD 750m non-cumulative trust securities due 2053
UK Stapled Securities
ANZ Convertible Preference Shares (ANZ CPS1)ANZ Convertible Preference Shares (ANZ CPS2)5

2010
$m

2009
$m

2010
$m

2009
$m

4.48
5.36
6.54
BBSW + 2.50
BBSW + 3.10

–
866
737
1,081
1,969

423
907
820
1,081
–

–
776
737
1,081
1,969

397
853
820
1,081
–

4,653

3,231

4,563

3,151

310
636

341
685

310
–

341
–

946

1,026

310

341

–
–
–
329
–
258
297
290
420
262
314
347
100
100
312
190
266
680
259
310
357
500
1,126

400
455
304
372
830
284
299
300
479
287
350
350
100
100
349
205
287
724
289
310
365
500
1,233

–
–
–
329
–
258
300
300
420
–
350
350
100
100
312
–
–
680
290
310
365
500
1,126

400
455
304
372
830
284
299
300
479
–
350
350
100
100
349
–
–
724
289
310
365
500
1,233

Reconciliations of the carrying amounts of each class of provision, except for employee entitlements, are set out below:
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Restructuring costs and surplus leased space2
Carrying amount at beginning of the year
Provisions made during the year
Payments made during the year
Transfer/release of provision

144
34
(38)
(21)

183
111
(104)
(46)

124
24
(28)
(20)

155
91
(77)
(45)

Carrying amount at the end of the year

119

144

100

124

Non-lending losses, frauds and forgeries
Carrying amount at beginning of the year
Additions through business combinations
Provisions made during the year
Payments made during the year
Transfer/release of provision

169
45
31
(41)
9

169
–
30
(12)
(18)

146
–
14
(2)
(5)

140
–
29
(10)
(13)

Carrying amount at the end of the year

213

169

153

146

Carrying amount at beginning of the year
Additions through business combinations
Provisions made during the year
Payments made during the year
Transfer/release of provision

554
115
309
(292)
(53)

421
–
476
(272)
(71)

296
–
250
(202)
16

273
–
238
(155)
(60)

Carrying amount at the end of the year

633

554

360

296

Other provisions3

1 The aggregate liability for employee benefits largely comprises employee entitlements provisions for annual leave and long service leave.
2 Restructuring costs and surplus leased space provisions arise from exit activities related to material changes in the scope of business undertaken by the Group or the manner in which thatbusiness is undertaken and includes termination benefits. Costs related to on-going activities are not provided for. Provision is made when the Group is demonstrably committed, it is probablethat the costs will be incurred, though their timing is uncertain, and the costs can be reliably estimated.
3 Other provisions comprise various other provisions including loyalty programs, workers’ compensation, make-good provisions on leased premises and contingent liabilities recognised as partof a business combination.

26: Bonds and Notes
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Bonds and notes by currency
USD
United States dollars
GBP	Great British pounds
AUD
Australian dollars
NZD
New Zealand dollars
JPY
Japanese Yen
EUR
EuroHKD	Hong Kong dollars
CHF	
Swiss francs
CAD	Canadian dollars
NOK
Norwegian krone
SGD
Singapore dollars
CZK	Czech koruna27,126
2,408
2,039
1,710
8,140
12,807
2,739
2,151
309
48
237
–

22,199
4,202
2,822
1,522
7,512
13,208
2,727
2,015
684
53
230
86

19,240
1,524
2,039
68
7,856
12,807
2,638
1,569
309
48
80
–

14,031
3,218
2,772
73
7,436
13,208
2,690
1,713
684
53
69
86

Total bonds and notes

59,71457,26048,17846,033128

ANZ Annual Report 2010

Perpetual subordinated notes
USD
300m
floating rate notes
NZD
835m
fixed rate notes1
Subordinated notes4,6
AUD
400m
floating rate notes due 2010
USD
400m
floating rate notes due 20152
AUD
300m
fixed notes due 20153
GBP
200m
fixed notes due 20152
EUR
500m
fixed notes due 20153
USD
250m
floating rate notes due 20162
AUD
300m
fixed notes due 20163
AUD
300m
floating rate notes due 20162
GBP
250m
fixed notes due 20163
NZD
350m
fixed notes due 20168
AUD
350m
fixed notes due 20172
AUD
350m
floating rate notes due 20172
AUD
100m
fixed notes due 20172
AUD
100m
floating rate notes due 20172
GBP
175m
fixed notes due 20172
NZD
250m
fixed notes due 20178
NZD
350m
fixed notes due 20178
GBP
400m
fixed notes due 20183
AUD
290m
fixed notes due 20173
AUD
310m
floating rate notes due 20172
AUD
365m
floating rate notes due 20182
AUD
500m
floating rate notes due 20182
EUR
750m
fixed notes due 2019

The Company

Interest Rate%

LIBOR + 0.15
9.66

BBSW + 0.29
LIBOR + 0.20
6.00
5.625
4.45
LIBOR + 0.21
6.25
BBSW + 0.22
4.75
7.16
6.50
BBSW + 0.24
7.30
BBSW + 0.40
6.375
7.60
8.23
4.75
7.75
BBSW + 0.75
BBSW + 1.20
BBSW + 2.05
5.125

6,717

9,172

6,090

8,393

Total loan capital

12,316

13,42910,963

11,885

Loan capital by currency
AUD
Australian dollars
NZD
New Zealand dollars
USD
United States dollars
GBP
Great British pounds
EUR
Euro

5,924
1,354
1,434
2,478
1,126

4,748
1,464
2,410
2,744
2,063

6,015
–
1,344
2,478
1,126

4,748
–
2,330
2,744
2,063

12,316

13,42910,963

11,885

1	Fixed until the first call date, 18 April 2013, whereupon the rate resets to the Five Year Swap Rate +2.00%, if not called and remains fixed until the next call date, 18 April 2018 whereupon
reverts to floating at the three month FRA rate +3.00% and is callable on any interest payment date thereafter.
2	Callable five years prior to maturity.
3	Callable five years prior to maturity and reverts to floating rate if not called.
4	Included within the carrying amount are, where appropriate, revaluations associated with fair value hedge accounting or an election to fair value the note through the income statement.
5 On 17 December 2009, ANZ issued 19.7 million convertible preference shares.
6 Loan capital balances held in subsidiary entities eliminated in consolidated accounts.
7 Redeemed at par on 15 January 2010.
8	Callable five years prior to maturity. Should the bonds not be called, the coupon rate will be reset to the five year swap rate plus issue margin plus 0.50%.

Loan capital is subordinated in right of payment to the claims of depositors and all other creditors of the Company and its controlled entities
which have issued the notes. The loan capital, except for the US Trust Securities, UK Stapled Securities, ANZ CPS1 and ANZ CPS2, constitutes
Tier 2 capital as defined by APRA for capital adequacy purposes. The US Trust Securities constitute Innovative Residual Tier 1 capital, as definedby APRA, for capital adequacy purposes. The UK Stapled Securities, ANZ CPS1 and ANZ CPS2 constitute Non-innovative Residual Tier 1 capital,
as defined by APRA, for capital adequacy purposes.

Financial Report

129

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

27: Loan Capital (continued)

27: Loan Capital (continued)

US Trust Securities
On 27 November 2003, the Company issued 1.1 million USD
non-cumulative Trust Securities (“US Trust Securities”) at USD1,000
each pursuant to an offering memorandum dated 19 November 2003
raising USD1.1 billion. US Trust Securities comprise two fully paid
securities – an interest paying unsecured note (issued by Samson
Funding Limited, a wholly owned NZ subsidiary of the Company)
and a fully paid USD1,000 preference share (issued by the Company),
which are stapled together and issued as a US Trust Security by ANZ
Capital Trust I or ANZ Capital Trust II (the “Trusts”). Investors havethe option to redeem the US Trust Security from the Trusts andhold the underlying stapled security.
The issue was made in two tranches:
USD750 million tranche with a coupon of 5.36% and was issued
through ANZ Capital Trust II. After 15 December 2013 and at any
coupon date thereafter, ANZ has the discretion to redeem the
US Trust Securities for cash. If it does not exercise this discretion,
the investor is entitled to require ANZ to exchange the US Trust
Security into a number of ANZ ordinary shares based on theformula in the offering memorandum at a 5% discount.
USD350 million tranche with a coupon of 4.48% and was issued
through ANZ Capital Trust I. It had the same conversion andredemption features as the USD750 million tranche but from15 January 2010. The Company redeemed the USD350 million
tranche of US Trust Securities on 15 January 2010 at par.
Distributions on US Trust Securities are non-cumulative and arepayable half yearly in arrears and are funded by payments received
by the respective Trusts on the underlying note. Distributions
are subject to certain payment tests (i.e. APRA requirements anddistributable profits being available). Distributions are expected
to be payable on 15 June and 15 December of each year. Dividends
are not payable on the preference share while it is stapled to thenote. If distributions are not paid on the US Trust Securities, theGroup may not pay dividends or distributions, or return capital on
ANZ ordinary shares or any other share capital or security ranking
equal or junior to the preference share component (subject tocertain exceptions).
At any time in the Company’s discretion or upon the occurrence of
certain other “conversion events”, such as the failure of the respective
Trust to pay in full a distribution within seven business days of therelevant distribution payment date, the notes that are represented
by the relevant US Trust Securities will be automatically assigned
to a subsidiary of the Company and the preference shares that are
represented by the relevant US Trust Securities will be distributed
to investors in redemption of such US Trust Securities. The distributed
preference shares will immediately become dividend paying andholders will receive non-cumulative dividends equivalent to thescheduled payments in respect of the US Trust Securities for which
the preference shares were distributed. If the US Trust Securities
are not redeemed or bought back prior to the 15 December 2053,
they will be converted into preference shares, which in turn will bemandatorily converted into a variable number of ANZ ordinary sharesbased upon the formula in the offering memorandum.
The preference shares forming part of the US Trust Securities rank
equally with the ANZ CPS1 and ANZ CPS2 and the preference sharesissued in connection with the UK Stapled Securities, and Euro Trust
Securities in all respects. Except in limited circumstances, holders of
US Trust Securities do not have any right to vote in general meetingsof the Company.

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On winding up of the Company, the rights of US Trust Security
holders will be determined by the preference share component of US
Trust Security. These preference shares rank behind all depositors andcreditors, but ahead of ordinary shareholders.
The US Trust Securities qualify as Innovative Residual Tier 1 capital as
defined by APRA.
UK STAPLED SECURITIESOn 15 June 2007, the Company issued 9,000 non-cumulative,
mandatory convertible stapled securities (“UK Stapled Securities”)
at £50,000 each pursuant to a prospectus dated 12 June 2007 raising£450 million. UK Stapled Securities comprise two fully paid securities– an interest paying unsecured subordinated £50,000 note issued by
the Company through its New York Branch and a £50,000 preference
share issued by the Company, which are stapled together.
Distributions on UK Stapled Securities are non-cumulative andare payable half yearly in arrears at a fixed rate of 6.54% (untilconverted into ANZ ordinary shares or the rate is reset as provided
in the prospectus). Distributions are subject to certain payment
tests (including APRA requirements and distributable profits being
available). Distributions are expected to be payable on 15 June and
15 December of each year. Dividends are not payable on a preference
share while it is stapled to a note. If distributions are not paid on UK
Stapled Securities, the Group may not pay dividends or distributions,or return capital, on ANZ ordinary shares or any other share capital or
security ranking equal or junior to the preference share component(subject to certain exceptions).
At any time in the Company’s discretion or upon the occurrenceof certain other events, such as the commencement of proceedings
for the winding up of the Company, the note component of the
UK Stapled Security will be assigned to the Company and the holder willretain only the preference share component of the UK Stapled Security.
On 15 June 2012 (“conversion date”), or an earlier date undercertain circumstances, UK Stapled Securities will mandatorily convert
into a variable number of ANZ ordinary shares determined inaccordance with the formula in the prospectus at a 5% discount. The
mandatory conversion to ANZ ordinary shares is however deferred forfive years if the conversion tests set out in the prospectus are not met.
The preference shares forming part of the UK Stapled Securities
rank equally with the ANZ CPS1 and ANZ CPS2 and the preference
shares issued in connection with US Trust Securities, and Euro Trust
Securities. Except in limited circumstances, holders of UK Stapled
Securities do not have any right to vote in general meetings of
the Company.
As noted above, in a winding up of the Company, the note componentof the UK Stapled Security will be assigned to the Company and theholder will retain only the preference share component of the UK
Stapled Security. Accordingly, the rights of investors in UK Stapled
Securities in a winding up of the Company are the rights conferredby the preference share component of UK Stapled Securities. These
preference shares rank behind all depositors and creditors, but aheadof ordinary shareholders.

ANZ Convertible Preference Shares (ANZ CPS)
On 30 September 2008, the Company issued 10.8 million convertible
preference shares (“ANZ CPS1”) at $100 each pursuant to a prospectus
dated 4 September 2008 raising $1,081 million (excluding issue costsof $13 million: net raising of $1,068 million). On 17 December 2009,
the Company issued 19.7 million convertible preference shares(“ANZ CPS2”, together with ANZ CPS1 the “ANZ CPS”) at $100 eachpursuant to a prospectus dated 18 November 2009 raising$1,969 million (excluding issue costs of $24 million: net raising of$1,945 million). ANZ CPS are fully-paid, preferred, non-cumulative
mandatorily convertible preference shares. ANZ CPS are listed on
the Australian Stock Exchange.
Distributions on ANZ CPS are non-cumulative and are payable
quarterly in arrears on each 15 December, 15 March, 15 June,
15 September and will be franked in line with the franking applied
to ANZ ordinary shares. The distribution will be based on a floating
distribution rate equal to the aggregate of the 90 day bank bill rateplus a 250 basis point margin (in the case of ANZ CPS1) and 310 basis
point margin (in the case of ANZ CPS2), multiplied by one minus theAustralian tax rate. At each quarter, the 90 day bank bill rate is reset
for the next quarter. Should the distribution not be fully franked,
the terms of the security provide for a cash gross up for the amountof the franking benefit not provided. Distributions are subject tothe absolute discretion of the Board of Directors of the Company
and certain payment tests (including APRA requirements anddistributable profits being available). If distributions are not paid on
ANZ CPS, the Group may not pay dividends or distributions, or return
capital on ANZ ordinary shares or any other share capital or security
ranking equal or junior to the ANZ CPS (subject to certain exceptions).
On 16 June 2014 (in the case of ANZ CPS1) or 15 December 2016
(in the case of ANZ CPS2) (each a ‘conversion date’), or an earlier dateunder certain circumstances, the relevant ANZ CPS will mandatorily
convert into a variable number of ANZ ordinary shares determinedin accordance with the formula in the prospectus based on $100
divided by the average market price of ordinary shares over a 20 day
trading period ending at the conversion date less a 2.5% discount (inthe case of ANZ CPS1) or 1.0% discount (in the case of ANZ CPS2). The
mandatory conversion to ANZ ordinary shares is however deferred fora quarter if the conversion tests set out in the prospectus are not met.
The ANZ CPS rank equally with each other and the preference sharesissued in connection with US Trust Securities, UK Stapled Securities
and Euro Trust Securities. Except in limited circumstances, holders
of ANZ CPS do not have any right to vote in general meeting of
the Company.
In a winding up of the Company, the ANZ CPS rank behind all
depositors and creditors, but ahead of ordinary shareholders.
ANZ CPS qualify as Non-innovative Residual Tier 1 capital as definedby APRA.

The UK Stapled Securities qualify as Non-innovative Residual Tier 1
capital as defined by APRA.

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28: Share Capital

28: Share Capital (continued)
Preference shares

The Company
Numbers of issued shares

2010

2009

Ordinary shares each fully paid
Preference shares each fully paid

2,559,662,425
500,000

2,504,540,925
500,000

Total number of issued shares

2,560,162,425

2,505,040,925

Ordinary shares
Ordinary shares have no par value and entitle holders to receive dividends payable to ordinary shareholders and to participate in the proceeds
available to ordinary shareholders on winding up of the Company in proportion to the number of fully paid ordinary shares held.
On a show of hands every holder of fully paid ordinary shares present at a meeting in person or by proxy is entitled to one vote, and upona poll one vote for each share held.
The Company
Numbers of issued shares

2010

2009

Balance at start of the year
Bonus option plan1
Dividend Reinvestment Plan1
Dividend Reinvestment Plan underwriting
ANZ employee share acquisition plan
ANZ share option plan2
Share placement and Share Purchase Plan3,4,5

2,504,540,925
2,481,103
46,750,640–
3,810,413
2,079,344–

2,040,656,484
3,928,449
52,386,890
75,000,000
6,224,007
818,805
325,526,290

Balance at end of year

2,559,662,425

2,504,540,925

Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Ordinary share capital
Balance at start of the year
Dividend Reinvestment Plan1
Dividend Reinvestment Plan underwriting
ANZ employee share acquisition plan2
Treasury shares6
INGA Treasury shares7
ANZ share option plan2
Share placement and Share Purchase Plan3,4,5

19,151
1,007
–
129
(78)
(360)
37
–

12,589
742
1,046
99
–
–
14
4,661

19,151
1,007
–
129
(78)
–
37
–

12,589
742
1,046
99
–
–
14
4,661

Balance at end of year

19,88619,151

20,24619,151

1 Refer to note 7 for details of plan.
2 Refer to note 46 for details of plan.
3 On 3 June 2009, shares were issued under a placement to institutions and sophisticated and professional investors. The share placement was made at a fully underwritten offer price of$14.40 per share. The placement was underwritten by Deutsche Bank AG, Sydney Branch, J.P Morgan Australia Limited and UBS AG, Australia Branch.
4 On 13 July 2009 shares were issued to eligible shareholders in accordance with the terms and conditions of the Share Purchase Plan released to the ASX on 10 June 2009. The shares were
issued at a price of $14.40 per share.
5	Includes capital raising costs of $25 million.
6	Includes on-market purchase of shares for settlement of amounts due under share-based compensation plans. In addition, 3,740,873 shares were issued during the September 2010 year to
the Group’s Employee Share Trust for settlement of amounts due under share-based compensation plans (2009: 5,948,457). As at 30 September 2010, there were 11,472,666 Treasury shares
outstanding (2009: 7,721,314).
7 ANZ acquired INGA on 30 November 2009. INGA treasury shares include shares held in statutory funds as assets backing policyholder liabilities. INGA treasury shares outstanding as at
30 September 2010 were 16,710,967.

132

ANZ Annual Report 2010

Euro Trust Securities
On 13 December 2004, the Company issued 500,000 Euro Floating
Rate Non-cumulative Trust Securities (“Euro Trust Securities”) at€1,000 each pursuant to the offering circular dated 9 December 2004,
raising $871 million (at the spot rate at the date of issue, net of issue
costs). Euro Trust Securities comprise two fully paid securities – aninterest paying unsecured note (issued by ANZ Jackson Funding PLC,a United Kingdom subsidiary of the Company) and a fully paid,€1,000 preference share (issued by the Company), which are stapled
together and issued as a Euro Trust Security by ANZ Capital Trust
III (the Trust). Investors have the option to redeem the Euro Trust
Security from the Trust and hold the underlying stapled security.
Distributions on Euro Trust Securities are non-cumulative and arepayable quarterly in arrears and are funded by payments received
by the Trust on the underlying note and/or preference share. The
distribution is based upon a floating distribution rate equal to
the 3 month EURIBOR rate plus a 66 basis point margin up until
15 December 2014, after which date the distribution rate is the
3 month EURIBOR rate plus a 166 basis point margin. At eachpayment date the 3 month EURIBOR rate is reset for the next
quarter. Distributions are subject to certain payment tests (i.e.
APRA requirements and distributable profits being available).
Distributions are expected to be payable on 15 March, 15 June,
15 September and 15 December of each year. Dividends are notpayable on the preference shares while they are stapled to the note,
except for the period after 15 December 2014 when the preference
share will pay 100 basis points to fund the increase in the margin.
If distributions are not paid on Euro Trust Securities, the Group may
not pay dividends or distributions, or return capital on ANZ ordinary
shares or any other share capital or security ranking equal or junior
to the preference share component (subject to certain exceptions).

At any time at ANZ’s discretion or upon the occurrence of certain
other “conversion events”, such as the failure of the Trust to pay
in full a distribution within seven business days of the relevant
distribution payment date or the business day prior to 15 December
2053, the notes that are represented by the relevant Euro Trust
Securities will be automatically assigned to a branch of the Company
and the fixed number of preference shares that are represented by
the relevant Euro Trust Securities will be distributed to investors in
redemption of such Euro Trust Securities. The distributed preference
shares will immediately become dividend paying and holders will
receive non-cumulative dividends equivalent to the scheduled
payments in respect of the Euro Trust Securities for which thepreference shares were distributed.
The preference shares forming part of each Euro Trust Security rank
equally with the ANZ CPS1 and ANZ CPS2 and the preference sharesissued in connection with the US Trust Securities and UK Stapled
Securities in all respects. Except in limited circumstances, holdersof Euro Trust Securities do not have any right to vote in general
meetings of the Company.
On winding up of the Company, the rights of Euro Trust Security
holders will be determined by the preference share componentof the Euro Trust Security. These preference shares rank behindall depositors and creditors, but ahead of ordinary shareholders.
The transaction costs arising on the issue of these instruments
were recognised directly in equity as a reduction to the proceedsof the equity instruments to which the costs relate.
Euro Trust Securities qualify as Innovative Residual Tier 1 Capitalas defined by APRA.

Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Preference share balance at start of year
– Euro Trust Securities

871

871

871

871

Preference share balance at end of year
– Euro Trust Securities

871

871

871

871

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29: Reserves and Retained Earnings

29: Reserves and Retained Earnings (continued)
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

a) Foreign currency translation reserve
Balance at beginning of the year
Currency translation adjustments, net of hedges after tax(1,725)(1,017)

(816)
(909)

(436)
(337)

(153)
(283)

Total foreign currency translation reserve(2,742)(1,725)

(773)

(436)

Balance at beginning of the year
Share-based payments
Transfer of options lapsed to retained earnings2

69
7
(12)

83
9
(23)

69
7
(12)

83
9
(23)

Total share option translation reserve

64

69

64

69

c) Available-for-sale revaluation reserve
Balance at beginning of the year
Valuation gain/(loss) recognised after tax
Cumulative (gain)/loss transferred to the income statement

(41)
112
9

(88)
29
18

(18)
45
(22)

(56)
20
18

Total available-for-sale revaluation reserve

80

(41)

5

(18)

d) Hedging reserve
Balance at beginning of the year
Gains/(loss) recognised after tax
Transfer (to)/from income statement

(90)
138
(37)

79
(106)
(63)

(109)
84
(48)

51
(97)
(63)

Total hedging reserve

11

(90)

(73)

(109)

(2,587)(1,787)

(777)

(494)

b) Share option reserve1

Total reserves
1	Further information about share based payments to employees is disclosed in note 46 to the financial statements.
2 The transfer of balances from the share option and capital reserves to retained earnings represent items of a distributable nature.

Consolidatedb) Share option reserve
The share option reserve arises on the grant of share options to selected employees under the ANZ share option plan. Amounts are transferredout of the reserve and into share capital when the options are exercised. Refer to note 1 C(iii).
c) Available-for-sale revaluation reserve
Changes in the fair value and exchange differences on the revaluation of available-for-sale financial assets are taken to the available-for-salerevaluation reserve. Where a revalued available-for-sale financial asset is sold, that portion of the reserve which relates to that financial asset,
is realised and recognised in the Income Statement. Where the available-for-sale financial asset is impaired, that portion of the reserve which
relates to that asset is recognised in the Income Statement. Refer to note 1 E(iii).
d) Hedging reserve
The hedging reserve represents hedging gains and losses recognised on the effective portion of cashflow hedges. The cumulative deferred gainor loss on the hedge is recognised in the Income Statement when the hedged transaction impacts the Income Statement. Refer to note 1 E(ii).

30: Non controlling interests
Consolidated
2010
$m

2009
$m

Share capital
Retained profit

36
28

39
26

Total non-controlling interests

64

65

Financial Report

135

The Company

2010
$m

2009
$m

2010
$m

2009
$m

14,129
4,501
12
(4)

13,772
2,943
23
(124)

9,950
4,428
12
(18)

10,207
2,285
23
(113)

(39)
(2,667)(11)–(2,452)(33)(39)(2,667)––(2,452)–Retained earnings at end of year

15,921

14,12911,666

9,950

Total reserves and retained earnings

13,334

12,342

10,8899,456

Retained earnings
Balance at beginning of the year
Profit attributable to shareholders of the Company
Transfer of options lapsed from share option reserve1,2Actuarial gain/(loss) on defined benefit plans after tax3
Adjustments to opening Retained Earnings on adoptionof revised accounting standard AASB 3R
Ordinary share dividend paid
Preference share dividend paida) Foreign currency translation reserve
The translation reserve comprises exchange differences, net of hedges, arising on translation of the financial statements of foreign operations,as described in note 1 A(viii). When a foreign operation is sold, attributable exchange differences are recognised in the Income Statement.

1	Further information about share based payments to employees is disclosed in note 46 to the financial statements.
2 The transfer of balances from the share option, general and capital reserves to retained earnings represent items of a distributable nature.
3 ANZ has taken the option available under AASB 119 to recognise actuarial gains/losses on defined benefit superannuation plans directly in retained profits (refer note 1 F(vi) and note 45).

134

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31: Capital Management

31: Capital Management (continued)

ANZ pursues an active approach to capital management, which
is designed to protect the interests of depositors, creditors andshareholders. This involves the on-going review and Board approvalof the level and composition of the Group’s capital base, assessedagainst the following key policy objectives:
Regulatory compliance such that capital levels exceed APRA’s,
ANZ’s primary prudential supervisor, minimum prudential
capital ratios (PCRs) both at Level 1 (the Company and specified
subsidiaries) and Level 2 (ANZ consolidated under Australianprudential standards);
	Capital levels are aligned with the risks in the business and tomeet strategic and business development plans through ensuringthat available capital (i.e. shareholders’ equity including preference
shares and Tier 1 loan capital) exceeds the level of Economic
Capital required to support the Ratings Agency ‘default frequency’
confidence level for a “AA” credit rating category bank. Economic
Capital is an internal estimate of capital levels required to support
risk and unexpected losses above a desired target solvency level;
	Capital levels are commensurate with ANZ maintaining its preferred“AA” credit rating category for senior long-term unsecured debt
given its risk appetite outlined in its strategic plan. ANZ’s risk
appetite is the level of risk ANZ is prepared to accept in orderto achieve its strategic objectives, expressed quantitatively interms of limits and tolerances that provides a scale against which
the Board and management can review ANZ’s risk profile, anddirects Regions in the execution of their strategic objectives; andAn appropriate balance between maximising shareholder returns
and prudent capital management principles.

Results are subsequently used to:recalibrate the Group’s management targets for minimum
and operating ranges for its respective classes of capital suchthat the Group will remain compliant with APRA’s PCRs; andidentify the level of organic capital generation and hence
determine current and future capital requirements for theCompany (Level 1) and the Group (Level 2).

The Group achieves these objectives through an Internal Capital
Adequacy Assessment Process (ICAAP) whereby the Group
conducts detailed strategic and capital planning over a medium
term time horizon.

To ensure that Authorised Deposit-taking Institutions (ADIs) are
adequately capitalised on both a stand-alone and group basis, APRA
adopts a tiered approach to the measurement of an ADI’s capital
adequacy by assessing the ADIs financial strength at three levels:
Level 1 – the ADI on a stand-alone basis (i.e. the Company andapproved subsidiaries which are consolidated to form the ADIs’
Extended Licensed Entity);
Level 2 – the consolidated banking group (i.e. the consolidated
financial group less certain subsidiaries and associates excluded
under the prudential standards); andLevel 3 – the conglomerate group at the widest level.

Annually, ANZ conducts a detailed strategic planning process overa three year time horizon, the outcomes of which are embodied in
the Strategic Plan. This process involves forecasting key economic
variables which Regions use to determine key financial data for
their existing business. New strategic initiatives to be undertakenover the planning period and their financial impact are thendetermined. These processes are used for the following:
Review capital ratios, targets, and levels of different classes ofcapital against the Group’s risk profile and risk appetite outlined in
the Strategic Plan. The Group’s capital targets reflect the key policy
objectives above, and the desire to ensure that under specificstressed economic scenarios that capital levels are sufficient toremain above both Economic Capital and PCR requirements.
Stress tests are performed under different economic conditions
to ensure a comprehensive review of the Group’s capital position
both before and after mitigating actions. The stress tests determine
the level of additional capital (i.e. the ‘capital buffer’ above Pillar 1
minimum capital) needed to absorb losses that may be experienced
during an economic downturn.
Stress testing is integral to strengthening the predictive approach
to risk management and is a key component in managing risks,
asset writing strategies and business strategies. It creates greater
understanding of the impacts on financial performance throughmodelling relationships and sensitivities between geographic,
industry and business unit exposures under a range of macro
economic scenarios. ANZ has a dedicated stress testing team within
Risk Management that models and reports to management andthe Board’s Risk Committee on a range of scenarios and stress tests.

136

ANZ Annual Report 2010

From these processes, a Capital Plan is developed and approvedby the Board which identifies the capital issuance and maturity
profile, options around capital products, timing, markets andstrategies under differing market and economic conditions.
The Capital Plan is maintained and updated through a monthly
review of forecast financial performance, economic conditions
and development of business initiatives and strategies. The Boardand senior management are provided with monthly updates of theGroup’s capital position. Any actions required to ensure ongoingprudent capital management are submitted to the Board for approval.
Regulatory environment
The Group’s regulatory capital calculation is governed by APRA’s
Prudential Standards which adopt a risk-based capital assessment
framework based on the Basel II capital measurement standards.
This risk-based approach requires eligible capital to be divided bytotal risk weighted assets (RWAs), with the resultant ratio being
used as a measure of a bank’s capital adequacy. APRA determines
PCRs for Tier 1 and Total Capital, with capital as the numerator and
RWAs as the denominator.

ANZ is a Level 1 and Level 2 reporter and measures capital adequacy
monthly on a Level 1 and Level 2 basis, and is not required to reporton a Level 3 basis.
Regulatory capital is divided into Tier 1, carrying the highest capitalelements, and Tier 2, which has lower capital elements, but still adds
to the overall strength of the ADI.
Tier 1 capital is comprised of ‘Fundamental’ capital, ‘Residual’ capital,
and Tier 1 deductions. Fundamental capital comprises shareholder’sequity adjusted for items which APRA does not allow as regulatory
capital or classifies as lower forms of regulatory capital. Fundamental
capital includes the following significant adjustments:
Reserves exclude the hedging reserve and available-for-salerevaluation reserve, and reserves of insurance and funds
management subsidiaries and associates;
Retained earnings excludes retained earnings of insurance andfunds management subsidiaries and associates, but includes
capitalised deferred fees forming part of loan yields that meetthe criteria set out in the prudential standard; and	Current year net of tax earnings is net of any interim and special
dividends paid during the current year and the expected final
dividend payment, net of the expected dividend reinvestment
under the Dividend Reinvestment Plan and Bonus Option Plan, andexcludes profits of insurance and funds management subsidiaries
and associates.
Residual capital covers Non-innovative and Innovative hybrid Tier 1
instruments with limits restricting the volume that can be counted
as Tier 1 capital.
Tier 1 deductions include amounts deducted solely from Tier 1,
mainly intangible assets i.e. goodwill, acquired portfolio of insurance/
investment business and capitalised software; capitalised brokerageand borrowing expenses; and net deferred tax assets; and deductions
taken 50% from Tier 1 and 50% from Tier 2, which mainly include
the tangible component of investment in other subsidiaries andassociates regulated by APRA, or their overseas equivalent, and theamount of Expected Losses (EL) in excess of Eligible Provisions for
Loan Losses (net of tax).
Tier 2 capital is comprised of Upper and Lower Tier 2 capital lesscapital deductions taken 50% from Tier 2 capital. Upper Tier 2 capital
mainly comprises perpetual subordinated debt instruments, whilst
Lower Tier 2 includes dated subordinated debt instruments whichhave a minimum term of five years.
Total Capital is the sum of Tier 1 capital and Tier 2 capital.
In addition to the prudential capital oversight that APRA conducts
over the Company and the Group, the Company’s branch operations
and major banking subsidiary operations are overseen by local
regulators such as the Reserve Bank of New Zealand, the US Federal
Reserve and the UK Financial Services Authority who may impose
minimum capitalisation rates on those operations.

	Increasing Tier 1 deductions, although a number of the proposals
are consistent with the current APRA prudential standards;
	Increasing the focus on Fundamental Tier 1 capital and tightening
the regulations for Residual Tier 1 and Tier 2 capital instruments
including a proposal that at the time of ‘non-viability’, these
instruments will be written off, with any potential compensation
for investors limited to an issuance of ordinary shares. Existing
Tier 1 and Tier 2 instruments that do not have these requirements
will be phased out between 2013 and 2022. These proposals
are to be supplemented, by yet to be released details around‘contingent capital’ and ‘bail in’ instruments, which may not initiallybe prudential capital, but are converted in part or in full into
Fundamental Tier 1 capital at predetermined trigger points;
Supplementing the risk adjusted capital ratio targets with theintroduction of a minimum leverage ratio (Tier 1 capital divided
by Adjusted Total Assets including off balance sheet exposures)of 3.0% between 2013 and 2018.
	Introducing measures (yet to be released) to address the impact
of system risk and inter connectedness risk;
	Improving transparency of reporting capital ratio calculationsin the financial statements; and	Increasing the capital requirements for traded market risk, credit
risk, and securitisation transactions.
The Basel Committee is expected to finalise the majority of the reforms
by the end of 2010, for implementation between 2012 and 2019.
Following the release of the final reforms by the Basel Committee, ANZ
expects APRA to engage the Australian banking and insurance industry
ahead of the development and implementation of revised Australianprudential standards. It is not possible to accurately determine theimpacts associated with these reforms on ANZ, including revised
operating capital targets, until APRA’s position is finalised.

Throughout the financial year, the Company and the Group
maintained compliance with the minimum Tier 1 and Total Capitalratios set by APRA and the US Federal Reserve as well as applicable
capitalisation rates set by regulators in countries where the Company
operates branches and subsidiaries.
Regulatory change
The Basel Committee on Banking Supervision has released a seriesof consultation papers (Basel III) containing a number of proposals
to strengthen the global capital and liquidity framework to improvethe banking sector’s ability to absorb shocks arising from financial
and economic stress.
The consultation papers aim to increase the quality, quantity,
consistency and transparency of the capital base, whilst
strengthening the risk coverage of the capital framework by:	Increasing the minimum level of capital, with new minimum capitaltargets for Core Tier 1 (4.5%), Tier 1 (6.0%) and Total Capital (8.0%) tobe phased in between 2013 and 2015;
	Increasing the capital buffers that banks are required to hold forstress scenarios and to dampen the impact of pro-cyclical elementsof the prudential regulations. A capital conservation buffer of 2.5%
and a counter-cyclical buffer of 0.0% to 2.5% will be phased in
between 2016 and 2019. Failure to maintain the full capital buffers
will result in limitations on the amount of current year earnings
that can be paid as discretionary bonuses and to Tier 1 and Tier 2
investors as coupons and capital returns;

Financial Report

137

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FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

31: Capital Management (continued)

32: Assets Charged as Security for Liabilities and Collateral Accepted as Security for Assets

The table below provides the composition of capital used for regulatory purposes and capital adequacy ratios.

Assets charged as security for liabilities
The following assets are pledged as collateral:
Mandatory reserve deposits with local central banks in accordance with statutory requirements. These deposits are not available to financethe Group’s day to day operations.
Securities provided as collateral for liabilities in standard lending, and stock borrowing and lending activities. These transactions are
conducted under terms that are customary to standard lending, and stock borrowing and lending activities.
Debenture undertakings covering the assets of Esanda Finance Corporation Limited (Esanda) and its subsidiaries and UDC Finance Limited(UDC). The debenture stock of Esanda and its subsidiaries and UDC is secured by a trust deed and collateral debentures, giving floating
charges upon the undertaking of all the tangible assets of the entity, other than land and buildings. All controlled entities of Esanda and UDC
have guaranteed the payment of principal, interest and other monies in relation to all debenture stock and unsecured notes issued by Esanda
and UDC respectively. The only loans pledged are those in UDC and its subsidiaries.
Cash placed on deposit with a third party that is provided as collateral for a liability in a structured funding transaction. The funding
was raised through a subsidiary, and to achieve more favourable pricing terms, ANZ provided cash collateral, given by the Company.
Collateral provided to central banks.

2010
$m

2009
$m

Regulatory Capital – Qualifying Capital
Tier 1
Shareholders’ equity and non-controlling interests
Prudential adjustments to shareholders’ equity

34,155(2,840)32,429(2,341)

Fundamental Tier 1 capital
Non-innovative Tier 1 capital instruments
Innovative Tier 1 capital instruments

31,315
3,787
1,646

30,0881,901
2,122

Gross Tier 1 capital

36,74834,111

Deductions1(10,057)(7,492)Tier 1 capital

26,691

26,619Tier 2Upper Tier 2 capital
Subordinated notes2
Deductions

1,223
6,619
(3,026)

1,390
9,082
(2,661)

The carrying amounts of assets pledged as security are as follows:
Carrying Amount

Related Liability

Carrying Amount

Related Liability

Tier 2 capital

4,816

7,811

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

Total qualifying capital

31,50734,430Capital adequacy ratios
Core Tier 1
Tier 1
Tier 2

8.0%
10.1%
1.8%

9.0%
10.6%
3.1%

1,056
1,977
2,695
840
153

509
3,586
4,665
1,080
97

n/a
1,844
1,545
2,000
–

n/a
3,586
3,398
2,006
–

616
1,822
–
840
153

330
1,974
–
1,080
97

n/a
1,675
–
–
–

n/a
1,974
–
–
–

Total

11.9%

13.7%

1	Includes goodwill (excluding OnePath (formerly INGA) and ING New Zealand) of $2,910 million (2009: $2,999 million) and $2,043 million intangible component of investment in
OnePath (formerly INGA) and ING New Zealand.
2	For capital adequacy calculation, subordinated note issues are reduced by 20% of the original amount over the last four years to maturity and are limited to 50% of Tier 1 capital.

Regulatory environment – Insurance and Funds management Business

Consolidated

Regulatory deposits
Securities sold under arrangements to repurchase
Assets pledged as collateral under debenture undertakings
Cash deposited in structured funding transaction
Other

The Company

Collateral accepted as security for assets
ANZ has accepted cash as collateral on securities loaned to other parties.
ANZ has received securities that it is permitted to sell or re-pledge without the event of default by a counterparty. Where the received securities
are sold or re-pledged to third parties, ANZ is obliged to return equivalent securities. These transactions are conducted under terms that are
customary to standard stock borrowing and lending activities.

Under APRA’s Prudential Standards, life insurance and funds management activities are de-consolidated for the purposes of calculating
capital adequacy and excluded from the risk based capital adequacy framework for the ANZ Level 2 Group. The intangible component of
the investment in these controlled entities is deducted from Tier 1 capital with the balance of the investment deducted 50% from Tier 1 and
50% from Tier 2 capital. Additionally any profits from these activities included in the Group’s results are excluded from the determination ofTier 1 capital to the extent they have not been remitted to the Level 2 Group.

ANZ has received collateral as part of entering reverse repurchase agreements. These transactions are governed by standard industry agreements.

The Group’s life insurance business in Australia is regulated by APRA as a separate business. The Life Act includes a two tiered framework for the
calculation of regulatory capital requirements for life insurance companies – “solvency” and “capital adequacy”. There are no regulatory capitalrequirements for life insurance companies in New Zealand. The Group determines the minimum capital requirements for its New Zealand life
insurance business according to the professional standard, “Solvency Reserving for Life Insurers”, issued by the New Zealand Society of Actuaries.
Fund managers in Australia are subject to “Responsible Entity” regulation by the Australian Securities and Investment Commission (“ASIC”). The
regulatory capital requirements vary depending on the type of Australian Financial Services Licence or Authorised Representatives’ Licence held,
but a requirement of up to $5 million of net tangible assets applies.
APRA supervises approved trustees of superannuation funds and requires them to also maintain net tangible assets of at least $5 million. These
requirements are not cumulative where an entity is both an approved trustee for superannuation purposes and a responsible entity.
The Group’s insurance and funds management companies held assets in excess of regulatory capital requirements at 30 September 2010.

138

ANZ Annual Report 2010

The fair value of collateral received and provided is as follows:
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Securities lending activities1
Cash collateral received on securities loaned
Fair value of lent securities

–
–

746
740

–
–

746
740

Equity financing activities1
Cash collateral received on securities borrowed
Fair value of received securities

–
–

–
–

–
–

–
–

7,756
1,196

5,700
3,340

7,554
1,011

4,811
2,488

Collateral received on standard repurchase agreement
Fair value of assets which can be soldAmount of collateral that has been resold
1 Details of collateral agreements for derivatives are included in note 12.

Financial Report139

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

33: Financial Risk Management

33: Financial Risk Management (continued)

Strategy in using financial instruments
Financial instruments are fundamental to the Group’s business,
constituting the core element of its operations. Accordingly, the risks
associated with financial instruments are a significant componentof the risks faced by the Group. Financial instruments create, modify
or reduce the credit, market (including traded or fair value risks andnon-traded or interest and foreign currency related risks) and liquidity
risks of the Group’s balance sheet. These risks, and the Group’s
objectives, policies and processes for managing and methods used
to measure such risks are outlined below.
CREDIT RISK
Credit risk is the risk of financial loss resulting from the failure of
ANZ’s customers and counterparties to honour or perform fully theterms of a loan or contract. The Group assumes credit risk in a wide
range of lending and other activities in diverse markets and in many
jurisdictions. Credit risks arise not only from traditional lending
to customers, but also from inter-bank, treasury, international tradeand capital market activities around the world.
The Group has an overall objective of sound growth for appropriate
returns. The credit risk principles of the Group are set by the Boardand are implemented and monitored within a tiered structure ofdelegated authority designed to oversee multiple facets of credit
risk, including business writing strategies, credit policies/controls,
portfolio monitoring and risk concentrations.
Credit Risk Management OVERVIEW
The credit risk management framework ensures a consistent
approach is applied across the Group in measuring, monitoringand managing the credit risk appetite set by the Board.
The Board is assisted and advised by the Board Risk Committee indischarging its duty to oversee credit risk. The Board Risk Committee
sets the credit risk appetite, credit principles and credit strategies,
as well as approving credit transactions beyond the discretion of
executive management.
Responsibility for the management and oversight of the credit risk
framework (including the risk appetite) resides with the Credit andMarket Risk Committee (CMRC), which is an executive management
committee comprising senior risk, business and Group executives,chaired by the Chief Risk Officer (CRO).
Central to the Group’s management of credit risk is the existence ofan independent credit risk management function that is staffed byrisk specialists. Independence is achieved by having all credit risk
staff ultimately report to the CRO, even where they are embedded inbusiness units. The primary responsibility for prudent and profitable
management of credit risk assets and customer relationships rests
with the business units.
The authority to make credit decisions is delegated by the Board
to the CEO who in turn delegates authority to the CRO. The CRO
in turn delegates some of his credit discretion to individuals as
part of a ‘cascade’ of authority from senior to the most junior credit
officers. Individuals are required to complete appropriate ongoingaccreditation training in order to be granted and retain a credit
discretion. Credit discretions are reviewed on an annual basis,and may be varied based on the holder’s performance.

140

ANZ Annual Report 2010

The Group has two main approaches to assessing credit risk arisingfrom transactions:
The larger and more complex credit transactions are assessed ona judgemental credit basis. Rating models provide a consistent andstructured assessment, with judgement required around the useof out-of-model factors. Credit approval for judgemental lending
is typically on a dual approval basis, jointly by the business writerin the business unit and an independent credit officer.
Programmed credit assessment typically covers retail and somesmall business lending, and refers to the automated assessment ofcredit applications using a combination of scoring (application andbehavioural), policy rules and external credit reporting information.
This highly automated risk assessment process means that soleapproval discretions are the norm, with assessors reviewing thedecision tool recommendation.
Central and divisional credit risk teams perform key roles in portfolio
management such as the development and validation of credit
risk measurement systems, loan asset quality reporting, stresstesting, and the development of credit policies. Credit policies andprocedures cover all aspects of the credit life cycle such as transaction
structuring, risk grading, initial approval, ongoing management andproblem debt management, as well as specialist policy topics.
The Group’s grading system is fundamental to the management ofcredit risk, seeking to measure the probability of default (PD), theexposure at default (EAD) and the loss in the event of default (LGD)
for all transactions.
From an operational perspective, the Group’s credit grading system
has two separate and distinct dimensions that:
Measure the PD, which is expressed by a 27-grade Customer Credit
Rating (CCR), reflecting the ability to service and repay debt. Within
the programmed credit assessment sphere, the PD is typically
expressed as a score which maps back to the PD.
Measure the LGD, which is expressed by a Security Indicator(SI) ranging from A to G. The SI is calculated by reference to thepercentage of loan covered by security which can be realised in
the event of default. The security-related SIs are supplemented witha range of other SIs to cover situations where ANZ’s LGD research
indicates certain transaction characteristics have different recovery
outcomes. Within the programmed credit assessment sphere,
exposures are grouped into large homogenous pools – and the
LGD is assigned at the pool level.
The development and regular validation of rating models isundertaken by specialist central risk teams. The outputs from thesemodels drive many day-to-day credit decisions, such as origination,
pricing, approval levels, regulatory capital adequacy, economic
capital allocation and provisioning. The risk grading process includes
monitoring of model-generated results to ensure appropriate
judgement is exercised (such as overrides to take into account any
out-of-model factors).

Collateral Management

CONCENTRATIONS OF CREDIT RISKCollateral is used to mitigate credit risk, as the secondary sourceof repayment in case the counterparty cannot meet its contractual
repayment obligations.

Concentrations of credit risk arise when a number of customers areengaged in similar business activities or activities within the samegeographic region, or when they have similar risk characteristics
that would cause their ability to meet contractual obligations tobe similarly affected by changes in economic or other conditions.

ANZ credit principles specify to only lend when the counterparty
has the capacity and ability to repay, and the Group sets limits on
the acceptable level of credit risk. Acceptance of credit risk is firstly
based on the counterparty’s assessed capacity to meet contractual
obligations (such as the scheduled repayment of principal and interest).
In certain cases, such as where the customer risk profile is consideredvery sound or by the nature of the product (for instance, small limit
products such as credit cards), a transaction may not be supported bycollateral. For some products, the collateral provided is fundamental
to its structuring so is not strictly the secondary source of repayment.
For example, lending secured by trade receivables is typically repaidby the collection of those receivables.

The Group monitors its portfolios, to identify and assess risk
concentrations. The Group’s strategy is to maintain well-diversified
credit portfolios focused on achieving an acceptable risk-return
balance. Credit risk portfolios are actively monitored and frequently
reviewed to identify, assess and guard against unacceptablerisk concentrations. Concentration analysis will typically include
geography, industry, credit product and risk grade. The Groupalso applies single customer counterparty limits to protect against
unacceptably large exposures to single name risk. These limits are
established based on a combination of factors including nature ofcounterparty, probability of default and collateral provided.

The most common types of collateral typically taken by ANZ include:
Security over residential, commercial, industrial or rural property;
Fixed and floating charges over business assets;
Security over specific plant and equipment;
Charges over listed shares, bonds or securities;
Charges over cash deposits; andGuarantees and pledges.
Credit policy and procedures set out the acceptable types ofcollateral, as well as a process by which additional instruments
and/or asset types can be considered for approval. ANZ’s credit risk
modelling areas use historical internal loss data and other relevant
external data to assist in determining the discount that each type
would be expected to incur in a forced sale. The discounted value
is used in the determination of the SI for LGD purposes.
In the event of customer default, any loan security is usually held as
mortgagee in possession while the Group is actively seeking to realise
it. Therefore the Group does not usually hold any real estate or otherassets acquired through the enforcement of security.
The Group generally uses master agreements with its counterparties
for derivatives activities. Generally, International Swaps andDerivatives Association (ISDA) master agreements will be used. Under
the ISDA Master Agreement, if a default of counterparty occurs, allcontracts with the counterparty are terminated. They are then settled
on a net basis at market levels current at the time of default.
In addition to the terms noted above, ANZ’s preferred practice isto use a Credit Support Annex (CSA) to the ISDA master agreement.
Under a CSA, open derivative positions with the counterparty are
aggregated and cash collateral is exchanged daily. The collateralis provided by the counterparty that is out of the money. Upon
termination of the trade, payment is required only for the final
daily mark-to-market movement rather than the mark-to-market
movement since inception.

Financial Report

141

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

33: Financial Risk Management (continued)

33: Financial Risk Management (continued)

Concentrations of credit risk analysis

Concentrations of credit risk analysis (continued):Composition of financial instruments that give rise to credit risk by industry:

Composition of financial instruments that give rise to credit risk by industry (continued):

Liquid assets and duefrom other financial
institutions
Consolidated

Australia
Agriculture, forestry
fishing and mining
Business Services
Construction
Entertainment, Leisureand Tourism
Financial, Investment
and Insurance
Government andOfficial Institutions
Manufacturing
Personal Lending
Property Services
Retail Trade
Transport and Storage
Wholesale trade
Other
New Zealand
Agriculture, forestry
fishing and mining
Business Services
Construction
Entertainment, Leisureand Tourism
Financial, Investment
and Insurance
Government andOfficial Institutions
Manufacturing
Personal Lending
Property Services
Retail Trade
Transport and Storage
Wholesale trade
Other

2010
$m

2009
$m

Trading and
AFS1 assets
2010$m

Derivatives

2009
$m

2010
$m

2009
$m

Loans andadvances andacceptances
2010
$m

2009
$m

Other
financialassets2
2010$mCredit related
commitments3

2009
$m

2010
$m

2009
$m

Liquid assets and duefrom other financial
institutions

Total
2010
$m

2009
$m

8
49
2

25
22
–

37
5
21

184
14
9

139
67
95

115
51
21

11,557
5,200
4,586

10,099
5,507
4,519

164
74
65

85
46
38

6,216
2,669
3,978

6,557
3,181
3,625

18,121
8,064
8,747

17,065
8,821
8,212

–

–

46

182

289

246

5,456

5,395

77

46

2,402

2,684

8,270

8,553

2,714

1,805

16,906

18,96725,75925,413

7,528

8,694

108

73

6,724

4,484

59,73959,436

7,067
71
–
3
5
3
164
2

4,691
73
–
1
18
8
149
36

14,159
346
–
89
132
80
8
3,776

10,054
434
–
68
180
133
–
3,288

184
566
–
586
160
289
392
413

124
133
142
437
7,184
8,401
– 175,662 158,750
593 22,614 22,454
156
8,412
8,633
302
4,847
4,525
323
5,519
5,935
650
8,506
8,796

2
102
2,495
321
119
69
78
121

1
71
1,339
189
73
38
50
75

198
9,070
36,155
7,637
3,462
2,737
5,250
6,220

279 21,743 15,291
7,559 17,339 16,975
31,565 214,312 191,654
7,182 31,250 30,487
3,656 12,290 12,716
2,367
8,025
7,373
5,696 11,411 12,153
6,092 19,038 18,938

10,0886,829

35,60533,51328,93928,431 267,204 251,850

3,795

2,124

92,71884,927 438,349 407,673

37
–
–

38
2
–

1
1
–

–
–
–

96
15
2

71
11
2

14,529590
764

16,835
710
702

108
4
6

185
8
8

1,097
86
503

1,195
326
433

15,868696
1,275

18,324
1,057
1,145

–

–

–

39

30

23

840

837

6

9

378

367

1,254

1,275

1,376

3,668

2,383

3,396

5,361

6,287

1,369

1,074

181

12

898

994

11,56815,431

6
42
–
24
80
4
42
–

31
66
–
2
72
5
15
5

4,248
15
–
–
2
16
–
159

1,128
1
–
–
–
6
–
32

241
93
–
46
53
114
15
256

144
79
–
30
61
66
5
145

1,089
2,364
42,436
5,794
1,099
1,369
931
1,187

1,169
2,307
45,251
6,817
1,318
1,293
1,413
1,125

8
18
316
43
8
10
7
10

12
26
500
75
14
14
15
13

610
1,460
5,828
869
705
383
976
1,382

617
731
8,519
1,135
908
466
795
808

6,202
3,992
48,580
6,776
1,947
1,896
1,971
2,994

3,101
3,210
54,270
8,059
2,373
1,850
2,243
2,128

1,611

3,904

6,825

4,602

6,322

6,924

74,36180,851725

891

15,175

17,294 105,019 114,466

1 Available-for-sale assets.
2	Mainly comprises trade dated assets and accrued interest.
3	Credit related commitments comprise undrawn facilities and customer contingent liabilities.

Consolidated

Asia Pacific, Europe& America
Agriculture, forestry
fishing and mining
Business Services
Construction
Entertainment, Leisureand Tourism
Financial, Investment
and Insurance
Government andOfficial Institutions
Manufacturing
Personal Lending
Property Services
Retail Trade
Transport and Storage
Wholesale trade
Other

Trading and
AFS1 assets

Loans andadvances andacceptances

Derivatives

Otherfinancialassets2

Credit related
commitments3

Total

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

13
–
6

1
–
–

–
–
–

10
3
40

22
2
16

27
1
7

635
629
232

1,477
524
207

26
26
10

19
7
3

4,947
896
1,506

2,093
479
923

5,643
1,553
1,770

3,627
1,014
1,180

–

–

–

–

3

8

756

681

31

9

323

401

1,113

1,099

12,145

16,156

5,445

4,853

2,024

1,513

1,785

1,526

74

20

5,570

5,354

27,04329,422

80
167
2
–
–
13
63
21

220
6
–
–
–
–
5
74

5,558
70
–
30
5
1
1
272

3,863
39
–
22
–
93
–
69

1
162
–
15
2
50
88
176

–
223
–
27
1
26
63
153

331
6,570
4,246
2,207
653
1,627
3,004
3,266

321
4,720
2,355
1,454
360
1,477
2,064
2,241

14
272
176
91
27
67
124
135

4
61
30
19
5
19
27
27

1,231
12,546
5,700
688
316
806
6,079
3,013

1,085
10,573
460
237
303
732
4,584
2,417

7,214
19,787
10,124
3,031
1,003
2,564
9,359
6,883

5,493
15,622
2,845
1,759
669
2,346
6,742
4,981

12,51016,462

11,382

8,992

2,560

2,049

25,941

19,4061,073

250

43,62129,641

97,08776,800

58
49
8

64
23
–

38
5
21

193
17
49

257
84
113

213
63
30

26,721
6,419
5,582

28,411
6,741
5,428

298
104
81

290
61
49

12,260
3,651
5,987

9,845
3,986
4,981

39,632
10,313
11,79239,016
10,892
10,537
10,927

Consolidated –aggregate
Agriculture, forestry
fishing and mining
Business Services
Construction
Entertainment, Leisureand Tourism
Financial, Investment
and Insurance
Government andOfficial Institutions
Manufacturing
Personal Lending
Property Services
Retail Trade
Transport and Storage
Wholesale trade
Other

–

–

46

221

322

277

7,052

6,913

114

64

3,103

3,452

10,637

16,235

21,62924,734

27,21633,14433,213

10,682

11,294363

105

13,192

10,832

98,350 104,289

7,153
280
2
27
85
21
269
23

4,942
145
–
3
90
13
169
115

23,965
431
–
119
139
97
9
4,207

15,045
474
–
90
180
233
–
3,389

425
821
–
647
215
453
495
846

268
1,553
1,632
739 16,118 15,428– 222,344 206,356
650 30,615 30,725
218 10,164 10,311
394
7,843
7,294
391
9,454
9,412
948 12,959 12,162

24
392
2,987
455
154
146
209
266

17
158
1,869
283
92
71
92
115

2,039
23,076
47,683
9,194
4,483
3,926
12,305
10,615

1,981 35,159 23,885
18,863 41,118 35,807
40,542 273,016 248,769
8,554 41,057 40,305
4,867 15,240 15,758
3,564 12,485 11,568
11,075 22,741 21,139
9,318 28,915 26,047

Gross Total

24,20927,19453,812

47,10737,82137,404 367,506 352,107

5,593

3,265 151,514 131,862 640,455 598,939

–

–

–

–

–

Individual provision for
credit impairment
Collective provision for
credit impairment
Income yet to mature
Capitalised brokerage/
mortgage origination
fees
Excluded from analysis
above4

–

–

–

–

–

24,20927,19453,812

47,10737,821

–

–

–

–

–

–

–

–

–

–

24,20927,19453,812

47,10737,821

2,793

3,108

445

459

–

27,00230,302

54,25747,56737,821–(1,849)(1,512)––(2,577)(2,552)–37,404 363,080 348,043

5,593

–

(2,262)(2,372)

–

600

560

–

37,404 361,418 346,231

5,593

–

–

–

–

–

37,404 361,4185 346,2315

5,593

–

(26)

(14)

(1,875)(1,526)

–

(576)

(448)

(3,153)(3,000)3,265 150,912 131,400 635,427 594,413–––(2,262)(2,372)

–

–

–

600

560

3,265 150,912 131,400 633,765 592,601
–

–

–

3,238

3,567

3,265 150,912 131,400 637,003 596,168

1 Available-for-sale assets.
2	Mainly comprises trade dated assets and accrued interest.
3	Credit related commitments comprise undrawn facilities and customer contingent liabilities.
4 Equity instruments and cash are excluded from maximum exposure amount.
5 Excludes individual and collective provisions for credit impairment held in respect of Credit related commitments.

142

ANZ Annual Report 2010

Financial Report143

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

33: Financial Risk Management (continued)

33: Financial Risk Management (continued)

Concentrations of credit risk analysis (continued):

Concentrations of credit risk analysis (continued):Composition of financial instruments that give rise to credit risk by industry (continued):Composition of financial instruments that give rise to credit risk by industry (continued):

Liquid assets and duefrom other financial
institutions
The Company

Australia
Agriculture, forestry
fishing and mining
Business Services
Construction
Entertainment, Leisureand Tourism
Financial, Investment
and Insurance4
Government andOfficial Institutions
Manufacturing
Personal Lending
Property Services
Retail Trade
Transport and Storage
Wholesale trade
Other
New Zealand
Agriculture, forestry
fishing and mining
Business Services
Construction
Entertainment, Leisureand Tourism
Financial, Investment
and Insurance
Government andOfficial Institutions
Manufacturing
Personal Lending
Property Services
Retail Trade
Transport and Storage
Wholesale trade
Other

2010
$m

2009
$m

Trading and
AFS1 assets
2010$mLoans andadvances andacceptances

Derivatives

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

Other
financialassets2
2010$mCredit related
commitments3

2009
$m

2010
$m

2009
$m

Liquid assets and duefrom other financial
institutions

Total
2010
$m

2009
$m

8
48
2

24
21
–

37
4
21

29
14
9

139
67
94

114
51
21

9,677
5,191
4,578

10,073
5,493
4,507

92
49
44

68
37
31

6,022
2,669
3,978

6,550
3,178
3,621

15,975
8,028
8,717

16,858
8,794
8,189

–

–

46

181

288

245

5,447

5,382

52

37

2,402

2,681

8,235

8,526

2,593

1,684

16,767

18,931

29,50028,077

8,291

9,776

79

66

6,724

4,637

63,954

63,171

6,969
70
–
3
5
3
162
2

4,626
72
–
1
17
8
147
36

14,060
344
–
88
131
79
8
3,621

10,043
434
–
67
180
133
–
3,286

184
567
–
586
160
288
392
413

123
131
142
435
7,174
8,371
– 175,359 158,347
590 22,575 22,397
155
8,397
8,599
301
4,773
4,451
321
5,508
5,920
648
8,480
8,771

2
68
1,671
215
80
45
52
82

1
57
1,076
152
58
30
40
61

198
9,070
36,155
7,637
3,462
2,734
5,249
6,217

279 21,546 15,214
7,551 17,293 16,920
31,531 213,185 190,954
7,167 31,104 30,374
3,652 12,235 12,661
2,364
7,922
7,287
5,690 11,371 12,118
6,089 18,815 18,891

9,865

6,636

35,20633,30832,67831,081 265,583 252,229

2,531

1,714

92,51784,990 438,380 409,957

–
–
–

–
–
–

–
–
–

–
–
–

–
–
–

–
–
–

–
–
–

–
–
–

–
–
–

–
–
–

–
–
–

–
–
–

–
–
–

–
–
–

–

–

–

–

–

–

–

–

–

–

–

–

–

–

–

–

–

–

381

28

–

–

–

–

–

–

381

28

–
–
–
–
–
–
–
–

–
–
–
–
–
–
–
–

–
–
–
–
–
–
–
–

–
–
–
–
–
–
–
–

–
–
–
–
–
–
–
–

–
–
–
–
–
–
–
–

–
–
7,663
–
–
–
–
–

–
–
7,194
–
–
–
–
–

–
–
226
–
–
–
–
–

–
–
271
–
–
–
–
–

–
–
48
–
–
–
–
–

–
–
28
–
–
–
–
–

–
–
7,937
–
–
–
–
–

–
–
7,493
–
–
–
–
–

–

–

–

–

381

28

7,663

7,194

226

271

48

28

8,318

7,521

1 Available-for-sale assets.
2	Mainly comprises trade dated assets and accrued interest.
3	Credit related commitments comprise undrawn facilities and customer contingent liabilities.
4	Includes amounts due from other Group entities.

The Company

Asia Pacific, Europe& America
Agriculture, forestry
fishing and mining
Business Services
Construction
Entertainment, Leisureand Tourism
Financial, Investment
and Insurance4
Government andOfficial Institutions
Manufacturing
Personal Lending
Property Services
Retail Trade
Transport and Storage
Wholesale trade
Other

Trading and
AFS1 assets

Loans andadvances andacceptances

Derivatives

Otherfinancialassets2

Credit related
commitments3

Total

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

13
–
1

–
–
–

–
–
–

9
3
38

10
1
7

23
1
6

391
442
104

1,223
318
89

16
18
4

15
4
1

4,466
837
1,448

1,721
432
917

4,896
1,298
1,564

2,991
758
1,051

–

–

–

–

1

7

585

423

24

5

284

366

894

801

11,383

15,643

5,031

4,476

897

1,403

1,555

1,271

68

17

5,242

5,199

24,17628,009

68
164
2
–
–
13
54
21

197
6
–
–
–
–
5
70

4,388
67
–
29
5
1
1
170

2,522
37
–
21
–
88
–
60

–
71
–
6
1
22
38
78

–
199
–
26
–
24
60
143

277
5,806
2,961
2,193
437
1,329
2,599
2,648

255
3,830
1,340
1,402
162
1,052
1,617
2,239

12
242
123
91
18
55
108
110

3
48
17
18
2
13
20
21

1,186
11,668
4,856
663
247
715
5,666
2,304

1,086
10,233
66
241
201
700
4,294
1,035

5,931
18,018
7,942
2,982
708
2,135
8,466
5,332

4,063
14,353
1,423
1,708
365
1,877
5,996
3,568

11,71915,921

9,692

7,254

1,132

1,892

21,327

15,221

889

184

39,582

26,491

84,341

66,963

21
48
3

24
21
–

37
4
21

38
17
47

149
68
101

137
52
27

10,068
5,633
4,682

11,296
5,811
4,796

108
67
48

83
41
32

10,488
3,506
5,426

8,271
3,610
4,538

20,871
9,325
10,281

19,8499,552
9,240

The Company –aggregate
Agriculture, forestry
fishing and mining
Business Services
Construction
Entertainment, Leisureand Tourism
Financial, Investment
and Insurance4
Government andOfficial Institutions
Manufacturing
Personal Lending
Property Services
Retail Trade
Transport and Storage
Wholesale trade
Other

–

–

46

181

289

252

6,032

5,805

76

42

2,686

3,047

9,129

9,327

13,976

17,327

21,79823,40730,77829,5089,846

11,047147

83

11,966

9,836

88,511

91,208

7,038
234
2
3
5
16
216
23

4,823
78
–
1
17
8
152
106

18,448
411
–
117
135
80
9
3,791

12,565
471
–
88
180
221
–
3,346

184
638
–
592
161
310
430
491

123
408
397
634 12,980 12,201– 185,983 166,881
616 24,768 23,799
155
8,834
8,761
325
6,102
5,503
381
8,107
7,537
791 11,129 11,010

14
310
2,020
306
98
100
160
192

4
103
1,364
170
60
43
60
82

1,384
20,73841,059
8,300
3,709
3,449
10,9158,521

1,365 27,477 19,277
17,784 35,311 31,273
31,625 229,064 199,870
7,408 34,086 32,082
3,853 12,943 13,026
3,064 10,057
9,164
9,984 19,837 18,114
7,124 24,147 22,459

Gross Total

21,58422,55744,89840,561

34,19133,001 294,573 274,644

3,646

2,169 132,147 111,509 531,039 484,441

–

–

–

–

–

Individual provision for
credit impairment
Collective provision for
credit impairment
Income yet to mature
Capitalised brokerage/
mortgage origination
fees
Excluded from analysis
above5

–

–

–

–

–

21,58422,55744,89840,561

34,191

–

–

–

–

–

–

–

–

–

–

21,58422,55744,89840,561

34,191

1,082

878

380

403

–
–

22,66623,43545,27840,96434,191–(1,253)(1,050)––(1,950)(1,886)–33,001 291,370 271,708

3,646

–

(2,007)(2,102)

–

–

566

505

–

33,001 289,929 270,111

3,646

–

–

–

–

33,001

289,9296

270,1116

3,646

–

(20)

(12)

(1,273)(1,078)

–

(436)

(352)

(2,386)(2,511)

2,169 131,691 111,145 527,380 481,141–––(2,007)(2,102)

–

–

–

566

505

2,169 131,691 111,145 525,939 479,544
–

–

–

1,462

1,281

2,169 131,691 111,145 527,401 480,825

1 Available-for-sale assets.
2	Mainly comprises trade dated assets and accrued interest.
3	Credit related commitments comprise undrawn facilities and customer contingent liabilities.
4	Includes amounts due from other Group entities.
5 Equity instruments and cash are excluded from maximum exposure amount.
6 Excludes individual and collective provisions for credit impairment held in respect of Credit related commitments.

144

ANZ Annual Report 2010

Financial Report145

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

33: Financial Risk Management (continued)

33: Financial Risk Management (continued)

CREDIT QUALITY

Maximum exposure to credit risk (continued)

Maximum exposure to credit risk

Reported

For financial assets recognised on the balance sheet, the maximum exposure to credit risk is the carrying amount. In certain circumstances,
there may be differences between the carrying amounts reported on the balance sheet and the amounts reported in the tables below.
Principally, these differences arise in respect of financial assets that are subject to risks other than credit risk, such as equity investments
which are primarily subject to market risk, or bank notes and coins. For contingent exposures, the maximum exposure to credit risk is the
maximum amount the Group would have to pay if the instrument is called upon. For undrawn facilities, the maximum exposure to credit
risk is the full amount of the committed facilities.

The Company

The following tables present the maximum exposure to credit risk of on-balance sheet and off-balance sheet financial assets before taking
account of any collateral held or other credit enhancements.

Reported
Consolidated

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and acceptances– Australia– New Zealand– Asia Pacific, Europe & America
Other financial assets2
Undrawn facilities
Contingent facilities
Total

Maximum exposure
to credit risk

Excluded1

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

21,521
5,481
33,51537,821
20,742

25,317
4,985
30,99137,404
16,575

2,793
–
–
–
445

3,108
–
–
–
459

18,7285,481
33,51537,821
20,297

22,2094,985
30,99137,404
16,116

262,807
73,077
24,932
5,593

247,21179,607
18,951
3,265

–
–
–
–

–
–
–
–

262,807
73,077
24,932
5,593

247,21179,607
18,951
3,265

485,489

464,306

3,238

3,567

482,251

460,739

124,029
27,485

106,644
25,218––––124,029
27,485

106,644
25,218151,514

131,862––

151,514

131,862

637,003596,168

3,238

3,567

633,765592,601

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and acceptances– Australia– New Zealand– Asia Pacific, Europe & America
Other financial assets2
Undrawn facilities
Contingent facilities
Total

Maximum exposure
to credit risk

Excluded1

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

18,5304,136
28,30534,191
16,973

20,1993,236
27,41033,001
13,554

1,082
–
–
–
380

878
–
–
–
403

17,44819,321

261,258
7,655
20,5603,646

247,617
7,199
14,931
2,169

–
–
–
–

–
–
–
–

261,258
7,655
20,5603,646

247,617
7,199
14,931
2,169

395,254369,316

1,462

1,281

393,792

368,035

106,403
25,74488,00623,503––––

106,403
25,74488,00623,503

132,147

111,509––132,147

111,509527,401

480,825

1,462

1,281

525,939

479,544

4,136
28,30534,191
16,593

3,236
27,41033,001
13,151

1	Includes bank notes and coins and cash at bank within liquid assets and equity instruments within available-for-sale financial assets.
2	Mainly comprises trade dated assets and accrued interest.

1	Includes bank notes and coins and cash at bank within liquid assets and equity instruments within available-for-sale financial assets.
2	Mainly comprises trade dated assets and accrued interest.

146

ANZ Annual Report 2010

Financial Report

147

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

33: Financial Risk Management (continued)

33: Financial Risk Management (continued)

DISTRIBUTION OF FINANCIAL assets BY CREDIT QUALITYThe Group has a comprehensive rating system that is used to quantify credit risk. The use of masterscales ensures consistency across exposure
types at the Group, providing a consistent framework for reporting and analysis.

Credit quality of financial assets neither past due nor impaired

All customers with whom ANZ has a credit relationship including guarantors, are assigned a CCR or score at origination either by programmed
credit assessment or by judgemental assessment. In addition, the CCR or score is reviewed on an ongoing basis to ensure it accurately reflects
the credit risk of the customer and the prevailing economic conditions.
The Group’s risk grade profile therefore changes dynamically through new lending, repayment and/or existing counterparty movements ineither risk or volume.

Restructured items
Restructured items are facilities in which the original contractual terms have been modified for reasons related to the financial difficulties of
the customer. Restructuring may consist of reduction of interest, principal or other payments legally due, or an extension in maturity materiallybeyond those typically offered to new facilities with similar risk.
Neither past
due nor
impaired
Consolidated

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and acceptances– Australia– New Zealand– Asia Pacific, Europe & America
Other financial assets1
Credit related commitments2

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and acceptances– Australia– New Zealand– Asia Pacific, Europe & America
Other financial assets1
Credit related commitments2

ANZ Annual Report 2010

Impaired

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

18,7285,481
33,51537,752
20,297

22,2094,985
30,991
37,272
16,116

–
–
–
–
–

–
–
–
–
–

–
–
–
18
–

–
–
–
5
–

–
–
–
51
–

–
–
–
127
–

18,7285,481
33,51537,821
20,297

22,2094,985
30,99137,404
16,116249,916
69,28323,556
5,593
151,220

236,197
76,281
17,862
3,265
131,459

8,938
2,236
689
–
–

7,489
2,352
528
–
–

116
7
–
–
–

293
1
374
–
–

3,837
1,551
687
–
294

3,232
973
187
–
403

262,807
73,077
24,932
5,593
151,514247,21179,607
18,951
3,265
131,862

615,341 576,637

11,863

10,369

141

673

6,420

4,922 633,765 592,601

Past due but not
impaired

Restructured

Internal rating
Strong credit profile

Customers that have demonstrated superior stability in their operating and financial performance over the long-term,
and whose debt servicing capacity is not significantly vulnerable to foreseeable events. This rating broadly corresponds
to ratings “Aaa” to “Baa3” and “AAA” to “BBB–” of Moody’s and Standard & Poor respectively.

Satisfactory risk

Customers that have consistently demonstrated sound operational and financial stability over the medium to longterm, even though some may be susceptible to cyclical trends or variability in earnings. This rating broadly corresponds
to ratings “Ba2” to “Ba3” and “BB” to “BB–” of Moody’s and Standard & Poor respectively.

Sub-standard but notpast due or impaired

Customers that have demonstrated some operational and financial instability, with variability and uncertainty
in profitability and liquidity projected to continue over the short and possibly medium term. This rating broadly
corresponds to ratings “B1” to “Caa” and “B+” to “CCC” of Moody’s and Standard & Poor respectively.

Total

2009
$m

Impaired

Satisfactory risk

Sub-standard
but not pastdue or impaired

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

18,182
4,880
32,466
36,46419,026

21,631
4,959
30,57035,317
15,181

468
424
1,017
775
1,271

368
20
421
1,336
931

78
177
32
513
–

210
6
–
619
4

18,7285,481
33,51537,752
20,297

22,2094,985
30,991
37,272
16,116

178,188
40,90912,5455,125
123,083

167,81451,911
9,987
2,842
105,167

59,057
22,9579,227
385
24,54455,72319,891
6,431
342
23,072

12,671
5,417
1,784
83
3,593

12,660
4,479
1,444
81
3,220

249,916
69,28323,556
5,593
151,220

236,197
76,281
17,862
3,265
131,459

470,868 445,379 120,125 108,535

24,34822,723 615,341 576,637

Strong credit profile
Consolidated

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and acceptances– Australia– New Zealand– Asia Pacific, Europe & America
Other financial assets1
Credit related commitments2

Total

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

17,4484,136
28,30534,122
16,593

19,321
3,236
27,41032,86913,151

–
–
–
–
–

–
–
–
–
–

–
–
–
18
–

–
–
–
5
–

–
–
–
51
–

–
–
–
127
–

17,4484,136
28,30534,191
16,593

19,321
3,236
27,41033,001
13,151

248,618
7,350
19,514
3,646
131,878

236,625
6,992
14,3052,169
111,132

8,828
272
487
–
–

7,489
199
328
–
–

116
–
–
–
–

293
–
206
–
–

3,696
33
558
–
270

3,210
8
92
–
377

261,258
7,655
20,5603,646
132,147

247,617
7,199
14,931
2,169
111,509511,610 467,210

9,587

8,016

134

504

4,608

3,814 525,939 479,544

1 Mainly comprises trade dated assets and accrued interest.
2	Comprises undrawn facilities and customer contingent liabilities.

148

Restructured

2010
$m

Neither past
due nor
impaired
The Company

Past due but not
impaired

The credit quality of financial assets is managed by the Group using internal CCRs based on their current probability of default. The Group’s
masterscales are mapped to external rating agency scales, to enable wider comparisons.

Satisfactory risk

Sub-standard
but not pastdue or impaired

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

17,0503,914
27,274
33,127
16,264

18,9703,211
27,141
31,322
13,093

340
214
999
532
329

144
20
269
986
58

58
8
32
463
–

207
5
–
561
–

17,4484,136
28,30534,122
16,593

19,321
3,236
27,41032,86913,151

178,188
5,871
11,786
3,315
109,789

168,156
6,487
9,199
1,859
90,46957,854
1,279
6,752
275
19,72455,809
418
4,283
254
18,397

12,576
200
976
56
2,365

12,660
87
823
56
2,266

248,618
7,350
19,514
3,646
131,878

236,625
6,992
14,3052,169
111,132

406,578 369,908

88,29880,637

16,734

16,665 511,610 467,210

Strong credit profile
The Company

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and acceptances– Australia– New Zealand– Asia Pacific, Europe & America
Other financial assets1
Credit related commitments2

Total

Total

1	Mainly comprises trade dated assets and accrued interest.
2 	Comprises undrawn facilities and customer contingent liabilities.

Financial Report

149

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

33: Financial Risk Management (continued)

33: Financial Risk Management (continued)

Ageing analysis of financial assets that are past due but not impaired

Estimated value of collateral for financial assets that that are past due but not impaired

Ageing analysis of past due loans is used by the Group to measure and manage emerging credit risks. Financial assets that are past due but not impaired
include those which are assessed, approved and managed on a portfolio basis within a centralised environment (for example credit cards and personalloans) that can be held on a productive basis until they are 180 days past due, as well as those which are managed on an individual basis.

Collateral provided as security is valued conservatively on a realistically recoverable basis assuming an event of default, and such valuations
are updated on a regular basis with the frequency varying depending on the nature of the security. The adequacy of security valuations mustalso be considered at each customer review. In order to calculate the SI for a transaction, the value of a collateral item is reduced by an extension
ratio which reduces its market value to a realisable value assuming a downturn scenario. Extension ratios have been determined based on
analysis of historical loss information.

A large portion of retail credit exposures, such as residential mortgages, are generally well secured. That is, the value of associated security is sufficient
to cover amounts outstanding.
Consolidated
As at 30 September 2010

Liquid assets
Due from other financial
institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances andacceptances– Australia– New Zealand– Asia Pacific, Europe & America1
Other financial assets2
Credit related commitments3

The Company

1-5
days
$m

6-29
days
$m

30-59
days
$m

60-89
days
$m

>90
days
$m

Total
$m

1-5
days
$m

6-29
days
$m

30-59
days
$m

60-89
days
$m

>90
days
$m

Total
$m

–

–

–

–

–

–

–

–

–

–

–

–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

1,528
739
–
–
–

4,223
788
483
–
–

1,322
347
–
–
–

631
124
123
–
–

1,234
238
83
–
–

8,938
2,236
689
–
–

1,523
68
–
–
–

4,215
134
355
–
–

1,303
38
–
–
–

624
16
82
–
–

1,163
16
50
–
–

8,828
272
487
–
–

2,267

5,494

1,669

878

1,555

11,863

1,591

4,704

1,341

722

1,229

9,587

1-5
days
$m

6-29
days
$m

30-59
days
$m

60-89
days
$m

>90
days
$m

Total
$m

1-5
days
$m

6-29
days
$m

30-59
days
$m

60-89
days
$m

>90
days
$m

Total
$m

–

–

–

–

–

–

–

–

–

–

–

–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

–
–
–
–

1,478
665
–
–
–

3,376
820
322
–
–

1,110
315
–
–
–

457
187
42
–
–

1,068
365
164
–
–

7,489
2,352
528
–
–

1,478
33
–
–
–

3,376
126
187
–
–

1,110
22
–
–
–

457
9
18
–
–

1,068
9
123
–
–

–
7,489
199
328
–
–

2,143

4,518

1,425

686

1,597

10,369

1,511

3,689

1,132

484

1,200

8,016

Consolidated
As at 30 September 2009

Liquid assets
Due from other financial
institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances andacceptances– Australia– New Zealand– Asia Pacific, Europe & America1
Other financial assets2
Credit related commitments3

ANZ Annual Report 2010

Cash
Consolidated

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and acceptances– Australia– New Zealand– Asia Pacific, Europe & America
Other financial assets1
Credit related commitments2

Real estate

Other

Total value ofcollateral

Credit exposure

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

6,435
1,591
193
–
–

5,238
1,606
76
–
–

1,804
241
234
–
–

1,501
320
287
–
–

8,239
1,832
427
–
–

6,739
1,926
363
–
–

8,938
2,236
689
–
–

7,489
2,352
528
–
–

699
404
262
–
–

750
426
165
–
–

–

–

8,219

6,920

2,279

2,108 10,498

9,028 11,863 10,369

1,365

1,341

Cash
The Company

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and acceptances– Australia– New Zealand– Asia Pacific, Europe & America
Other financial assets1
Credit related commitments2

Unsecuredportionof credit
exposure

2010$m

The Company

1	For Asia Pacific, Europe and America, past due pools comprise 1-29 days (shown above in the 6-29 days band) and 30-89 days (shown above in the 60-89 days band).
2 Mainly comprises trade dated assets and accrued interest.
3	Comprises undrawn facilities and customer contingent liabilities.

150

For the purposes of this disclosure, where security is valued at more than the corresponding credit exposure, coverage is capped at the valueof the credit exposure.

Real estate

Other

Total value ofcollateral

Credit exposure

Unsecuredportionof credit
exposure

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
–

6,435
272
168
–
–

5,238
199
53
–
–

1,655
–
155
–
–

1,501
–
153
–
–

8,090
292
323
–
–

6,739
199
206
–
–

8,828
292
487
–
–

7,489
199
328
–
–

738
–
164
–
–

750
–
122
–
–

–

–

6,875

5,490

1,810

1,654

8,685

7,144

9,587

8,016

902

872

1	Mainly comprises trade dated assets and accrued interest.
2	Comprises undrawn facilities and customer contingent liabilities.

Financial Report151

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

33: Financial Risk Management (continued)

33: Financial Risk Management (continued)

Financial assets that are individually impaired

Estimated value of collateral for financial assets that are individually impaired
Consolidated
Impaired assets
2010
2009
$m
$m

Australia
Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and acceptances
Other financial assets1
Credit related commitments2
New ZealandLiquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and acceptances
Other financial assets1
Credit related commitments2
Asia Pacific, Europe & America
Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and acceptances
Other financial assets1
Credit related commitments2
Aggregate
Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and acceptances
Other financial assets1
Credit related commitments2

The Company

Individual provisionbalances
2010
2009
$m
$m

Impaired assets
2010
2009
$m
$m

Individual provisionbalances
2010
2009
$m
$m

–
–
–
51
–
3,837
–
260

–
–
–
127
–
3,232
–
377

–
–
–
–
–
957
–
20

–
–
–
–
–
1,048
–
12

–
–
–
51
–
3,696
–
260

–
–
–
127
–
3,210
–
377

–
–
–
–
–
904
–
20

–
–
–
–
–
1,026
–
12

4,148

3,736

977

1,060

4,007

3,714

924

1,038

–
–
–
–
–
1,551
–
24

–
–
–
–
–
973
–
26

–
–
–
–
–
463
–
6

–
–
–
–
–
389
–
2

–
–
–
–
–
33
–
–

–
–
–
–
–
8
–
–

–
–
–
–
–
9
–
–

–
–
–
–
–
2
–
–

1,575

999

469

391

33

8

9

2

–
–
–
–
–
687
–
10

–
–
–
–
–
187
–
–

–
–
–
–
–
429
–
–

–
–
–
–
–
75
–
–

–
–
–
–
–
558
–
10

–
–
–
–
–
92
–
–

–
–
–
–
–
340
–
–

–
–
–
–
–
22
–
–

697

187

429

75

568

92

340

22

–
–
–
51
–
6,075
–
294

–
–
–
127
–
4,392
–
403

–
–
–
–
–
1,849
–
26

–
–
–
–
–
1,512
–
14

–
–
–
51
–
4,287
–
270

–
–
–
127
–
3,310
–
377

–
–
–
–
–
1,253
–
20

–
–
–
–
–
1,050
–
12

6,420

4,922

1,875

1,526

4,608

3,814

1,273

1,062

Cash
Consolidated

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances and 		
acceptances– Australia– New Zealand– Asia Pacific, Europe & America
Other financial assets1
Credit related commitments2

Real estate

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments
Available-for-sale assets
Net loans and advances andacceptances– Australia– New Zealand– Asia Pacific, Europe & America
Other financial assets1
Credit related commitments2

Total value ofcollateral

Credit exposure

Unsecuredportion of
credit exposure

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

–
–
–
–
–

–
–
–
–
–

–
–
–
32
–

–
–
–
53
–

–
–
–
19
–

–
–
–
74
–

–
–
–
51
–

–
–
–
127
–

–
–
–
51
–

–
–
–
127
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
1

–
–
–
–
5

1,502
743
15
–
9

1,011
400
13
–
9

1,378
395
243
–
258

1,173
184
99
–
375

2,880
1,088
258
–
268

2,184
584
112
–
389

3,837
1,551
687
–
294

3,232
973
187
–
403

957
463
429
–
26

1,048
389
75
–
14

1

5

2,301

1,486

2,243

1,905

4,545

3,396

6,420

4,922

1,875

1,526

Credit exposure

Unsecuredportion of
credit exposure

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

–
–
–
–
–

–
–
–
–
–

–
–
–
32
–

–
–
–
53
–

–
–
–
19
–

–
–
–
74
–

–
–
–
51
–

–
–
–
127
–

–
–
–
51
–

–
–
–
127
–

–
–
–
–
–

–
–
–
–
–

–
–
–
–
1

–
–
–
–
5

1,502
24
15
–
6

1,011
6
13
–
2

1,290
–
203
–
243

1,173
–
57
–
358

2,792
24
218
–
250

2,184
6
70
–
365

3,696
33
558
–
270

3,210
8
92
–
377

904
9
340
–
20

1,026
2
22
–
12

1

5

1,579

1,085

1,755

1,662

3,335

2,752

4,608

3,814

1,273

1,062

Cash
The Company

Other

Real estate

Other

Total value ofcollateral

1	Mainly comprises trade dated assets and accrued interest.
2	Comprises undrawn facilities and customer contingent liabilities.

1	Mainly comprises trade dated trading assets and accrued interest.
2	Comprises undrawn facilities and customer contingent liabilities.

152

ANZ Annual Report 2010

Financial Report

153

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

33: Financial Risk Management (continued)

33: Financial Risk Management (continued)

Market Risk
Market risk is the risk to the Group’s earnings arising from changes
in interest rates, currency exchange rates, credit spreads, or fromfluctuations in bond, commodity or equity prices.
Market risk arises when changes in market rates, prices andvolatilities lead to a decline in the value of assets and liabilities,
including financial derivatives. Market risk is generated throughboth trading and banking book activities.
ANZ conducts trading operations in interest rates, foreign exchange,commodities, securities and equities.
ANZ has a detailed risk management and control framework to support
its trading and balance sheet activities. The framework incorporates
a risk measurement approach to quantify the magnitude of market
risk within trading and balance sheet portfolios. This approach andrelated analysis identifies the range of possible outcomes that canbe expected over a given period of time, establishes the relative
likelihood of those outcomes and allocates an appropriate amountof capital to support these activities.
Group-wide responsibility for the strategies and policies relating
to the management of market risk lies with the Board Risk
Committee. Responsibility for day to day management of bothmarket risks and compliance with market risk policy is delegatedby the Risk Committee to the Credit and Market Risk Committee(‘CMRC’) and the Group Asset & Liability Committee (‘GALCO’).
The CMRC, chaired by the Chief Risk Officer, is responsible for theoversight of market risk. All committees receive regular reporting on
the range of trading and balance sheet market risks that ANZ incurs.
Within overall strategies and policies, the control of market risk
at the Group level is the joint responsibility of Business Units andRisk Management, with the delegation of market risk limits fromthe Board and CMRC allocated to both Risk Management and theBusiness Units.
The management of Risk Management is supported by acomprehensive limit and policy framework to control the amountof risk that the Group will accept. Market risk limits are allocated atvarious levels and are reported and monitored by Market Risk on adaily basis. The detailed limit framework allocates individual limits
to manage and control asset classes (e.g. interest rates, equities),
risk factors (e.g. interest rates, volatilities) and P&L limits (to monitor
and manage the performance of the trading portfolios).

Market risk management and control responsibilities

Traded Market Risk

To facilitate the management, measurement and reporting of market
risk, ANZ has grouped market risk into two broad categories:

Below are the aggregate Value at Risk (VaR) exposures at 97.5% and 99% confidence levels covering both physical and derivatives trading
positions for the Bank’s principal trading centres.

a) Traded market riskThis is the risk of loss from changes in the value of financial instruments
due to movements in price factors for both physical and derivative
trading positions. Trading positions arise from transactions where
ANZ acts as principal with customers, financial exchanges orinterbank counterparties.
The principal risk categories monitored are:
Currency risk is the potential loss arising from the decline in
the value of a financial instrument due to changes in foreignexchange rates or their implied volatilities.
Interest rate risk is the potential loss arising from the change
in the value of a financial instrument due to changes in market
interest rates or their implied volatilities.
Credit spread risk is the potential loss arising from a change
in value of an instrument due to a movement of its marginor spread relative to a benchmark.
Commodity risk is the potential loss arising from the decline in
the value of a financial instrument due to changes in commodity
prices, or their implied volatilities.
Equity risk is the potential loss arising from the decline in thevalue of a financial instrument due to changes in stock prices
or their implied volatilities.
b) Non-traded market risk (or balance sheet risk)This comprises the management of non-traded interest rate risk,
liquidity, and the risk to the Australian dollar denominated valueof the Group’s capital and earnings as a result of foreign exchange
rate movements.
Some instruments do not fall into either category that also expose
ANZ to market risk. These include equity securities classified asavailable-for-sale financial assets that predominantly comprise longterm strategic investments.

Value at Risk (VaR) measure
A key measure of market risk is Value at Risk (VaR). VaR is a statisticalestimate of the possible daily loss and is based on historical market
movements.
ANZ measures VaR at a 97.5% and 99% confidence interval. Thismeans that there is a 97.5% or 99% chance that the loss will not
exceed the VaR estimate on any given day.
The Group’s standard VaR approach for both traded and non-tradedrisk is historical simulation. The Group calculates VaR using historicalchanges in market rates, prices and volatilities over the previous
500 business days. Traded and non-traded VaR is calculated using
a one-day holding period.
It should be noted that because VaR is driven by actual historicalobservations, it is not an estimate of the maximum loss that theGroup could experience from an extreme market event. As a resultof this limitation, the Group utilises a number of other risk measures(e.g. stress testing) and risk sensitivity limits to measure and manage
market risk.

154

ANZ Annual Report 2010

30 September 2010

30 September 2009

Consolidated

As at
$m

High foryear$mValue at risk at 97.5% confidence
Foreign exchangeInterest rate
CreditCommodity
Equities
Diversification benefit

2.6
11.2
3.0
2.1
0.5
(7.1)

7.8
24.9
4.9
3.7
0.8
n/a

0.8
9.2
1.7
1.1
0.2
n/a

2.0
17.2
3.1
2.3
0.4
(8.2)

3.5
9.6
2.4
1.2
0.4
(7.5)

4.6
10.8
3.2
4.3
0.8
n/a

0.9
2.4
1.2
0.6
0.1
n/a

2.0
6.6
1.8
1.4
0.3
(4.7)

Total VaR

12.3

24.9

10.0

16.8

9.6

13.2

3.6

7.4

Value at risk at 99% confidence
Foreign exchangeInterest rate
CreditCommodity
Equities
Diversification benefit

3.6
19.3
3.9
3.6
0.8
(9.4)

10.4
57.4
7.0
5.4
1.2
n/a

1.3
15.2
2.1
2.4
0.5
n/a

3.1
30.5
4.4
3.6
0.8
(9.8)

4.8
19.0
3.1
1.7
0.8
(11.6)

7.0
19.5
5.3
8.0
1.1
n/a

1.3
3.7
1.6
0.8
0.2
n/a

3.2
10.6
2.4
2.3
0.5
(7.2)

Total VaR

21.8

71.4

15.0

32.6

17.8

25.9

4.5

11.8

The Company

As at
$m

High foryear$m

Low foryear$mAverage for
year
$m

As at
$m

High foryear$m

Low foryear$mAverage foryear$mValue at risk at 97.5% confidence
Foreign exchangeInterest rate
CreditCommodity
Equities
Diversification benefit

2.6
11.0
2.9
2.1
0.5
(6.9)

7.7
24.8
4.8
3.7
0.8
n/a

0.7
9.0
1.6
1.1
0.2
n/a

2.0
17.0
3.1
2.3
0.4
(8.1)

3.1
9.4
2.4
1.2
0.4
(6.3)

3.8
10.6
3.2
4.3
0.8
n/a

0.3
2.0
1.2
0.6
0.1
n/a

1.9
6.4
1.8
1.4
0.3
(4.1)

Total VaR

12.2

24.8

9.9

16.7

10.2

14.1

2.9

7.7

Value at risk at 99% confidence
Foreign exchangeInterest rate
CreditCommodity
Equities
Diversification benefit

3.5
19.0
3.8
3.6
0.8
(9.3)

10.3
57.3
7.0
5.4
1.2
n/a

1.3
15.0
2.1
2.4
0.5
n/a

3.1
30.3
4.3
3.6
0.8
(9.7)

4.5
18.8
3.1
1.7
0.8
(12.2)

6.6
19.3
5.3
8.0
1.1
n/a

0.4
3.1
1.5
0.8
0.2
n/a

3.0
10.3
2.4
2.3
0.5
(6.5)

Total VaR

21.4

71.3

14.6

32.4

16.7

25.6

3.1

12.0

Low foryear$mAverage for
year
$m

As at
$m

High foryear$m

Low foryear$mAverage foryear$m

30 September 2010

30 September 2009

VaR is calculated separately for Foreign Exchange, Commodities, Interest Rate, Equities and Debt Market Equities, as well as for the Group. The
diversification benefit reflects the historical correlation between these products. Electricity commodities and Equities trading risk measurement
is calculated under the standard method approach for regulatory purposes.
To supplement the VaR methodology, ANZ applies a wide range of stress tests, both on individual portfolios and at a Group level. ANZ ‘sstress-testing regime provides senior management with an assessment of the financial impact of identified extreme events on market risk
exposures of ANZ. Standard stress tests are applied on a daily basis and measure the potential loss arising from applying extreme market
movements to individual and groups of individual price factors. Extraordinary stress tests are applied monthly and measure the potential
loss arising as a result of scenarios generated from major financial market events.

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33: Financial Risk Management (continued)

33: Financial Risk Management (continued)

Non-Traded Market Risk (Balance Sheet Risk)

Interest rate risk (continued)

The principal objectives of balance sheet management are to manage interest income sensitivity while maintaining acceptable levels of interest
rate and liquidity risk and to manage the market value of the Group’s capital. Liquidity risk is dealt with in the next section.

The extent of mismatching between the repricing characteristics and timing of interest bearing assets and liabilities at any point has
implications for future net interest income. On a global basis, the Group quantifies the potential variation in future net interest income
as a result of these repricing mismatches.

Interest rate risk

The repricing gaps themselves are constructed based on contractual repricing information. However, for those assets and liabilities where thecontractual term to repricing is not considered to be reflective of the actual interest rate sensitivity (for example, products priced at the Group’s
discretion), a profile based on historically observed and/or anticipated rate sensitivity is used. This treatment excludes the effect of basis risk
between customer pricing and wholesale market pricing.

The objective of balance sheet interest rate risk management is to secure stable and optimal net interest income over both the short (next 12months) and long-term. Non-traded interest rate risk relates to the potential adverse impact of changes in market interest rates on the Group’s
future net interest income. This risk arises from two principal sources: mismatches between the repricing dates of interest bearing assets andliabilities; and the investment of capital and other non-interest bearing liabilities in interest bearing assets. Interest rate risk is reported using
various techniques including: VaR and scenario analysis (to a 1% shock).
a) VaR Non-Traded Interest Rate Risk
The repricing assumptions used to determine the VaR and 1% rate shock have been independently validated. Below are aggregate VaR figures
covering non-traded interest rate risk.
30 September 2010
Consolidated

Value at risk at 97.5% confidence
Australia
New Zealand
Asia Pacific, Europe & America
Diversification benefit

As at
$m

High foryear$m

Low foryear$m

30 September 2009
Average for
year
$m

As at
$m

High foryear$m

Low foryear$mAverage for
year
$m

18.2
13.8
4.3
(11.6)

27.3
13.8
8.9
n/a

18.0
7.8
4.3
n/a

22.0
11.1
6.0
(8.3)

18.3
9.3
6.4
(8.0)

20.7
9.3
7.9
n/a

12.5
2.8
3.3
n/a

17.6
6.0
6.0
(5.7)

24.7

39.6

24.7

30.8

26.0

27.1

13.8

23.9

30 September 2010

30 September 2009

The Company

As at
$m

High foryear$mValue at risk at 97.5% confidence
Australia
New Zealand
Asia Pacific, Europe & America
Diversification benefit

18.2
0.1
4.2
(1.8)

27.3
0.2
10.5
n/a

18.0
0.0
4.2
n/a

22.0
0.1
6.8
(2.6)

18.3
0.1
6.2
(1.1)

20.7
0.1
7.5
n/a

12.5
0.0
3.1
n/a

17.6
0.0
5.8
(2.8)

20.7

34.7

20.7

26.3

23.5

24.5

13.5

20.6

Low foryear$mAverage for
year
$m

As at
$m

High foryear$m

Low foryear$mAverage foryear$mVaR is calculated separately for Australia, New Zealand and Overseas Markets, as well as for the Group.
To supplement the VaR methodology, ANZ applies a wide range of stress tests, both on individual portfolios and at Group level. ANZ’s stresstesting regime provides senior management with an assessment of the financial impact of identified extreme events on market risk exposuresof ANZ.
b) Scenario Analysis – A 1% Shock on the Next 12 Months’ Net Interest Income
A 1% overnight parallel positive shift in the yield curve is modelled to determine the potential impact on net interest income over the
succeeding 12 months. This is a standard risk quantification tool.

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Impact of 1% Rate ShockAs at 30 September
Maximum exposure
Minimum exposure

1.09%
1.61%
0.60%

0.67%
1.05%
0.49%

1.12%
1.79%
0.63%

1.11%
1.61%
0.67%

Average exposure (in absolute terms)

0.98%

0.74%

1.14%

1.11%

156

ANZ Annual Report 2010

The table below outlines the composition of the equity holdings.
Consolidated

Visa Inc.
Sacombank
Energy Infrastructure Trust
Other equity holdings
Impact on equity of 10% variation in value

The Company

2010
$m

2009
$m

2010
$m

2009
$m

275
80
40
50

258
114
43
44

215
80
40
45

202
114
43
44

445

459

380

403

44

46

38

40

Foreign Currency Risk – structural exposures
The investment of capital in foreign operations, such as branches, subsidiaries or associates with functional currencies other than theAustralian dollar, exposes the Group to the risk of changes in foreign exchange rates.
The main operating (or functional) currencies of Group entities are the Australian dollar and the New Zealand dollar, with a number ofoverseas undertakings operating in various other currencies. The Group presents its consolidated financial statements in Australian dollars,as the Australian dollar is the dominant currency. The Group’s consolidated balance sheet is therefore affected by exchange differences
between the Australian dollar and functional currencies of foreign operations. Variations in the value of these overseas operations arising
as a result of exchange differences are reflected in the foreign currency translation reserve in equity.
The Group routinely monitors this risk and conducts hedging, where it is expected to add shareholder value, in accordance with approved
policies. The Group’s exposures to structural foreign currency risks are managed with the primary objective of ensuring, where practical,
that the consolidated Tier 1 capital ratio is neutral to the effect of changes in exchange rates.
Selective hedges were in place during the 2010 and 2009 financial years. For details on the hedging instruments used and effectivenessof hedges of net investments in foreign operations, refer to note 12 to these financial statements.

The figures in the table below indicate the outcome of this risk measure for the current and previous financial years – expressed as a percentageof reported net interest income. The sign indicates the nature of the rate sensitivity with a positive number signifying that a rate increase ispositive for net interest income over the next 12 months.
Consolidated

Equity securities classified as available-for-sale
The portfolio of financial assets, classified as available-for-sale for measurement and financial reporting purposes, also contains equity
investment holdings which predominantly comprise investments held for longer term strategic intentions. These equity investments arealso subject to market risk which is not captured by the VaR measures for traded and non-traded market risks. Regular reviews are performed
to substantiate valuation of the investments within the portfolio and the equity investments are regularly reviewed by management for
impairment. The fair value of the constituents of equity securities classified as available-for-sale can fluctuate considerably.

LIQUIDITY RISK (Excludes Insurance and Funds Management)
Liquidity risk is the risk that the Group has insufficient capacity to fund increases in assets or is unable to meet its payment obligations as theyfall due, including repaying depositors or maturing wholesale debt. The timing mismatch of cashflows and the related liquidity risk is inherent inall banking operations and is closely monitored by the Group.
Capital market conditions were generally stronger in 2010 than the prior year, however periods of increased volatility continue to occur andfunding costs remain elevated. ANZ has continued to manage liquidity risks by maintaining a strong funding profile that is supported by aportfolio of liquid assets that provides coverage of offshore wholesale debt maturities well in excess of one year.
Following the publication of earlier discussion papers relating to liquidity prudential requirements, APRA and the Basel Committee haveboth made further announcements on this topic. These proposals include enhancements to governance and other qualitative requirements,
including the requirement for a clear risk appetite statement on liquidity risk from the Board. Many of these aspects have been integrated into
ANZ’s liquidity management framework for some time. The proposed changes to the quantitative requirements, including changes to scenario
stress tests and structural liquidity metrics, are more significant. While ANZ has an existing stress scenario framework and effective structuralliquidity risk metrics and limits in place, the requirements proposed are in general more challenging. These changes will impact the futurecomposition and size of ANZ’s liquid asset portfolio as well as the size and composition of the Bank’s funding base.

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33: Financial Risk Management (continued)

33: Financial Risk Management (continued)

LIQUIDITY RISK (Excludes Insurance and Funds Management)(continued)
The Group’s liquidity and funding risks are governed by a detailed
policy framework which is approved by the Board of Directors. In
response to the impact of the global financial crisis, the frameworkhas been reviewed and updated.
The core objective of the framework is to ensure that the Group
has sufficient liquidity to meet obligations as they fall due without
incurring unacceptable losses.
ANZ has a low appetite for liquidity risk, as determined by the Board.
Key principles of ANZ’s approach to liquidity risk management include:
Maintaining the ability to meet all payment obligations in theimmediate term.
Requiring that the Group has the ability to meet ‘survival horizons’
under a range of ANZ-specific and general market liquidity stressscenarios, at the site and Group-wide level, to meet cash flow
obligations over the short to medium term.
Maintaining strength in the Group’s balance sheet structure toensure long-term resilience in the liquidity and funding risk profile.
Limiting the potential earnings at risk implications associated with
unexpected increases in funding costs or the liquidation of assets
under stress.
Maintaining a liquidity management framework that is compatible
with local regulatory requirements.
Preparation of daily liquidity reports and scenario analysis,
quantifying the Group’s positions.
Targeting a diversified funding base, avoiding undue concentrations
by investor type, maturity, market source and currency.
Holding a portfolio of high quality liquid assets to protect against
adverse funding conditions and to support day-to-day operations.
Establishing detailed contingency plans to cover different liquidity
crisis events.
Management of liquidity and funding risks are overseen by theGroup Asset and Liability Committee (GALCO).

Supervision and Regulation
APRA supervises liquidity risk via its Prudential Standard APS 210 –Liquidity (last published January 2008) and has adopted guidelines
based on the ‘Basel Committee’ “Sound Practices for Managing
Liquidity in Banking Organisations”.
APRA supervises liquidity through individual agreements with
Authorised Deposit-taking Institutions (ADIs), taking into consideration
the specific risk characteristics of each organisation’s operation. APRA
requires ADIs to have a comprehensive Board approved liquidity strategy
defining: policy, systems and procedures for measuring, assessing,reporting and managing domestic and foreign currency liquidity. This
must include a formal contingency plan for dealing with a liquidity crisis.
The Group maintains an APRA Compliance Plan for APS 210 –Liquidity. The Compliance Plan documents methods, processes,
controls and monitoring activities required to support compliancewith the Standard and assigns responsibilities for these activities.

Scenario Modelling

The proportion of term wholesale funding has been maintained.

A key component of the Group’s liquidity management frameworkis scenario modelling. APRA requires ADIs to assess liquidity under
different scenarios, including the ‘going-concern’ and ‘name-crisis’.

As a result, the Group’s proportional reliance on short-term wholesale funding decreased from 17% to 12% in the year to 30 September 2010.
Proportionate short-term wholesale funding has approximately halved over the last two years (22% as at 30 September 2008).

‘Going-concern’: reflects the normal behaviour of cash flows in theordinary course of business. APRA requires that the Group must beable to meet all commitments and obligations under a going concern
scenario, within the ADIs normal funding capacity (‘available to fund’limit), over at least the following 30 calendar days. In estimating
the funding requirement, the Group models expected cashflows
by reference to historical behaviour and contractual maturity data.
‘Name-crisis’: refers to a potential name-specific liquidity crisis whichmodels the behaviour of cash flows where there is a problem (realor perceived) which may include, but is not limited to, operational
issues, doubts about the solvency of the Group or adverse ratingchanges. Under this scenario the Group may have significant difficultyrolling over or replacing funding. Under a name crisis, APRA requires
the Group to be cashflow positive over a five business day period.
‘Survival horizons’: The Global financial crisis has highlighted theimportance of differentiating between stressed and normal market
conditions in a name-specific crisis, and the different behaviour that
offshore and domestic wholesale funding markets can exhibit duringmarket stress events. As a result, the Group has enhanced its liquidity
risk scenario modelling, to supplement APRA’s statutory requirements.
The Group has linked its liquidity risk appetite to defined liquidity‘survival horizons’ (i.e. the time period under which ANZ must maintaina positive cashflow position under a specific scenario or stress). Under
these scenarios, customer and/or wholesale balance sheet asset/liability
flows are stressed. The following stressed scenarios are modelled:
Extreme Short Term Crisis Scenario (ESTC): A name-specific stressduring a period of market stress.
Short Term Crisis Scenario (NSTC): A name-specific stress during
a period of normal markets conditions.
Global Funding Market Disruption (GFMD): Stressed global wholesalefunding markets leading to a closure of domestic and offshore markets.
Offshore Funding Market Disruption (OFMD): Stressed global
wholesale funding markets leading to a closure of offshore
markets only.
Each of ANZ’s operations is responsible for monitoring its compliancewith all scenarios that are required to be modelled. Additionally, wemeasure, monitor and manage all modelled liquidity scenarios on an
aggregated Group-wide level.

Group Funding Composition
ANZ manages its funding profile using a range of funding metrics andbalance sheet disciplines. This approach is designed to ensure that an
appropriate proportion of the Group’s assets are funded by stable
funding sources including core customer deposits, longer-dated
wholesale funding (with a remaining term exceeding one year) andequity. ANZ’s funding profile strengthened further during 2010 as aresult of solid growth in customer deposits and the continued focus
on avoiding short-term wholesale funding maturity concentrations.

The table below outlines the Group’s funding composition.
Consolidated
Funding Composition

Customer Deposits and other liabilities1
Australia
Asia Pacific, Europe & America
New Zealand
Total Customer Deposits
Other funding liabilities2

2010
$m

2009
$m

164,795
47,69945,470257,964

153,481
30,48749,173
233,141

9,113

9,297

Total customer liabilities (funding)

267,077

242,438

Wholesale funding
Unsubordinated debt
Loan capital
Certificates of deposit
Commercial paper issued
Bank's liability for acceptances
Due to other financial institutions
Other Wholesale Borrowing3

59,714
12,31639,53011,641
11,495
20,5212,140

57,26013,42944,711
14,227
13,762
19,924
1,572

Total wholesale funds

157,357

164,885

Shareholders' Equity (excl preference shares)

33,28431,558

Total Funding

457,718

438,881

41,494
11,49559,05013,762

26,77972,065
5,524

20,942
67,0294,102

157,357

164,885

Wholesale funding4
Short term wholesale funding
Liability for acceptancesLong term wholesale funding– Less than 1 year residual maturity– Greater than 1 year residual maturity
Hybrid capital including Preference shares
Total wholesale funding and preference share capital excluding shareholders' equity
Total funding maturity4
Short term wholesale funding
Liability for acceptancesLong term wholesale funding– Less than 1 year residual maturity– Greater than 1 year residual maturity
Total customer deposits and other liabilities (funding)Shareholders’ equity and hybrid debt

9%
3%

14%
3%

6%
16%
58%
8%

5%
15%
55%
8%

Total funding and shareholders’ equity

100%

100%

1	Includes term deposits, other deposits excluding securitisation deposits and an adjustment to eliminate OnePath (formerly ING Australia) investments in ANZ deposit products.
2	Includes interest accruals, payables and other liabilities, provisions and net tax provisions, excluding other liabilities in ING.
3	Includes net derivative balances, special purpose vehicles, other borrowings and preference share capital Euro hybrids.
4 Long term wholesale funding amounts are stated at original hedged exchange rates. Movements due to currency fluctuations in actual amounts borrowed are classified as short-term
wholesale funding.

Customer deposits and other funding liabilities increased by
10% to $267.1 billion at 30 September 2010 (58% of total funding)from $242.4 billion (55% of total funding) at 30 September 2009.

158

ANZ Annual Report 2010

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33: Financial Risk Management (continued)

33: Financial Risk Management (continued)

Wholesale Funding
The Group’s global wholesale funding strategy is designed todeliver a sustainable portfolio of wholesale funds that balances
cost efficiency against prudent duration while targeting
diversification by markets, investors, currencies, maturities andfunding structures. To the extent that asset growth exceeds funding
generated from customer deposits, additional wholesale funds are
sourced. Short-term wholesale funding requirements, with acontractual maturity of less than one year, are managed throughGroup Treasury and local Markets operations. Long-term wholesalefunding is managed and executed through Group Treasury
operations in Australia and New Zealand.
During the 2010 Financial Year, ANZ maintained the required accessto all major wholesale funding markets to meet its borrowing
requirements in full. Short-term wholesale funding markets continue
to function effectively, both locally and offshore.
During 2010, the Group’s wholesale debt issuance program was
supported by debt investor meetings held in Australia, New Zealand,
the United States, United Kingdom, France, Germany, Switzerland,
Netherlands, Hong Kong, China, Japan, Singapore, Korea and Taiwan.
The Group uses maturity concentration limits and geographic
diversification limits under the wholesale funding and liquidity
management framework. Maturity concentration limits ensurethat the Group does not become reliant on issuing large volumesof new wholesale funding within a short time period.

Funding Capacity and Debt Issuance PlanningGroup Treasury provides wholesale funding plans to senior
management on a regular basis (via the Group Asset and Liability
Committee). These plans address targeted funding volumes, markets,
investors, tenors and currencies for senior, subordinated and hybridtransactions. Plans are supplemented with a regular forecastingprocess which reviews the funding position to-date in light of market
conditions and balance sheet requirements.
The debt issuance plan is linked to the Group’s three-year strategicplanning cycle, which is a key activity assisting the Group to
understand current and future funding requirements, and to quantify
and plan volumes of funding required.
ANZ maintained access to all major wholesale funding markets.
Benchmark term debt issues were executed in AUD, USD, EUR, JPY,
CAD, CHF and NZD. Short-term wholesale funding markets continue
to function effectively, both locally and offshore.
$26.4 billion of term wholesale funding (with a remaining term
greater than one year at the end of the financial year) was issued
during 2010 largely to replace maturing term debt and also tocommence pre-funding the 2011 term funding issuance requirement:
The weighted average tenor of new term debt issuance lengthened
to 4.7 years (from 3.9 years in 2009).
The weighted average cost of new term debt issuance decreased
approximately 42 basis points during 2010 as a result of more stable
market conditions relative to the prior year. Average portfolio costs
remain substantially above pre-crisis levels and continue to increaseas maturing term wholesale funding is replaced at higher spreads.

160

ANZ Annual Report 2010

In February 2010 the Australian Government announced that the
Guarantee Scheme for Large Deposits and Wholesale Funding would
close to new liabilities on 31 March 2010. The withdrawal of theAustralian Government Guarantee did not have any adverse impact
on ANZ’s funding activities.

Supplementing its liquidity position, the Group holds additional cash and liquid asset balances. Our Markets business also holds secondary
sources of liquidity in the form of liquid instruments in its trading portfolios. These other assets are not included in the eligible securities heldin the prime Liquidity Portfolio outlined below.

ANZ has not used the Australian Government Guarantee for abenchmark debt issue since June 2009.

Eligible securities (Market values1)

2010
$m

2009
$m

Australia
New ZealandUnited States
United Kingdom
Asia
Internal RMBS (Australia)
Internal RMBS (New Zealand)

20,974
7,547
1,275
2,183
4,204
26,657
3,812

18,694
8,771
1,301
2,939
1,984
24,508
1,954

Total

66,65260,151

Guaranteed wholesale funding comprise only 4.6% of ANZ’s
total funding.
When calculating volumes of wholesale debt outstanding and theweighted average term to maturity of the term wholesale funding
portfolio, the ‘effective’ maturity of callable wholesale debt instruments
is conservatively assumed to be the next call date (rather than final
maturity) as extension beyond the call date is uncertain.

Liquidity Portfolio Management
The Group holds a diversified portfolio of cash and high-quality,
highly-liquid securities that may be sold or pledged to provide
same-day liquidity. This portfolio helps protect the Group’s liquidity
position by providing a source of cash in stressed conditions. All
assets held in this portfolio are securities eligible for repurchaseunder agreements with the applicable central bank (i.e. ‘repo’ eligible).
The sizing of the Group’s Liquidity Portfolio is based on the amountof liquidity required to meet day-to-day operational requirements;
potential name crisis or potential wholesale ‘funding stress’
requirements under each of the Group’s various stress scenarios.
At 30 September 2010 the volume of eligible securities available,
post any repurchase (i.e. “repo”) discounts applied by the applicablecentral bank, was $66.7 billion.
To further strengthen the Bank’s balance sheet, the Group continues
to maintain strong coverage ratios of Liquidity Portfolio to maturingwholesale offshore debt maturities. Liquidity portfolio levels provide
coverage of offshore wholesale funding maturities for at least one year.
The Liquidity Portfolio is well diversified by counterparty, currency,
and tenor. Under the liquidity policy framework securities purchased
must be of a similar or better credit quality to ANZ’s external longterm or short-term credit ratings and continue to be repo eligible.

1	Market value is post the repo discount applied by the applicable central bank.

Counterparty credit ratings
Long term counterparty Credit Rating1

Market
Value
$m

AAA
AA+
AA
AAA+
A

51,371
8,094
6,169
694
120
204

Total

66,652

1 Where available, based on Standard & Poor’s long-term credit ratings.

Liquidity Crisis Contingency Planning
The Group maintains APRA-endorsed liquidity crisis contingency plans defining an approach for analysing and responding to a liquidity
threatening event at a country and Group-wide level. To align with the enhanced liquidity scenario analysis framework, crisis management
strategies are assessed against the Group’s crisis stress scenarios.
The framework is compliant with APRA’s key liquidity contingency crisis planning requirements and guidelines and includes:
The establishment of crisis severity/stress levels;
Clearly assigned crisis roles and responsibilities;
Early warning signals indicative of an approaching crisis, and mechanisms to monitor and report these signals;
Crisis Declaration Assessment processes, and related escalation triggers set against early warning signals;
Outlined action plans, and courses of action for altering asset and liability behaviour;
Procedures for crisis management reporting, and making up cash-flow shortfalls;
Guidelines determining the priority of customer relationships in the event of liquidity problems; andAssigned responsibilities for internal and external communications.

Liquidity Risk – Insurance and Funds Management
The Group’s insurance and fund management businesses, such as OnePath Australia Limited (formerly ING Australia Limited) also applies its own
liquidity and funding methods to address their specific needs.
As at 30 September 2010 a number of investment options in the Life Insurance statutory funds were suspended due to the prescribed limits on
their liquidity facilities being reached. These suspensions are not a consequence of any performance issue of the Life Company and do not affect
the Group’s future performance or distributions. The Net Market Value of suspended funds is $907 million.

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33: Financial Risk Management (continued)

33: Financial Risk Management (continued)

Contractual maturity analysis of the Group’s liabilities

Contractual maturity analysis of financial liabilities at 30 September 2010

The tables below analyse the Group’s contractual liabilities, within relevant maturity groupings based on the earliest date on which the Group orCompany may be required to pay. The amounts represent principal and interest cash flows and hence may differ compared to the amounts
reported on the balance sheet.
It should be noted that this is not how the Group manages its liquidity risk. The management of this risk is detailed above.
Contractual maturity analysis of financial liabilities at 30 September 2010:
Consolidated at 30 September 2010

Due to other financial institutions
Deposits and other borrowings
	Certificates of deposit
Term deposits
Other deposits bearing interest
Deposits not bearing interest
	Commercial paper
Borrowing corporations’ debt
Other borrowings
Liability for acceptances
Bonds and notes3
Loan capital3,4
Policyholder liabilities
External unit holder liabilities (life insurance funds)
Derivative liabilities (trading)5
Derivative assets and liabilities (balance sheet management)6– fundingReceive leg (-ve is an inflow)
Pay leg– other balance sheet management
Receive leg (-ve is an inflow)
Pay leg

Consolidated at 30 September 2009

Due to other financial institutions
Deposits and other borrowings
	Certificates of deposit
Term deposits
Other deposits bearing interest
Deposits not bearing interest
	Commercial paper
Borrowing corporations’ debt
Other borrowings
Liability for acceptances
Bonds and notes3
Loan capital3,4
Policyholder liabilities
External unit holder liabilities (life insurance funds)
Derivative liabilities (trading)5
Derivative assets and liabilities (balance sheet management)6– fundingReceive leg (-ve is an inflow)
Pay leg– other balance sheet management
Receive leg (-ve is an inflow)
Pay legLess than
3 months1$m

3 to 12months$m

1 to
5 years$m

After
5 years$mNomaturity
specified2
$m

Total
$m

20,119

367

56

–

–

20,542

15,91995,714109,279
10,598
6,266
797
2,141
11,2655,506
341
28,002
5,448
17,8308,163
41,325
–
–
5,378
619
–
230
11,3491,230–––

17,821
3,084
–
–
–
544
–
–
40,080
7,955
–
–
–

–
102
–
–
–
–
–
–
5,830
3,240
–
–
–

–
–
–
–
–
–
–
–
–
945
979
–
–

41,903140,225
109,279
10,598
11,644
1,960
2,141
11,49562,765
13,712
28,981
5,448
17,830(30,149)
32,748(27,419)
30,457(87,059)
95,752(13,911)
15,317––(158,538)
174,273(2,511)
2,638(5,161)
5,371(11,091)
11,075(1,276)
1,225––(20,040)
20,309Less than
3 months1$m

3 to 12months$m

1 to
5 years$m

After
5 years$mNomaturity
specified2
$m

Total
$m

18,541

1,428

37

–

–

20,00623,47477,069111,314
10,174
8,947
1,718
2,028
13,574
7,274
179
–
–
23,344

9,928
29,395
–
–
5,400
1,356
–
188
7,999
2,787
–
–
–

13,552
4,062
–
–
–
752
–
–
44,075
9,940
–
–
–

–
30
–
–
–
–
–
–
1,699
1,551
–
–
–

–
–
–
–
–
–
–
–
–
1,026
–
–
–

46,954
110,556
111,314
10,174
14,347
3,826
2,028
13,762
61,047
15,483––
23,344(19,623)
21,242(22,830)
24,048(90,946)
96,489(6,388)6,499––(139,787)
148,278(1,887)
2,194(4,485)
5,218(9,499)9,875(2,339)2,263––(18,210)
19,550

1	Includes at call instruments.
2	Includes perpetual investments brought in at face value only.
3 Any callable wholesale debt instruments have been included at their next call date.
4	Includes instruments that may be settled in cash or in equity, at the option of the Company.
5 The full mark-to-market of derivative liabilities held for trading purposes has been included in the ’less than 3 months’ category.
6 The undiscounted cash flows for all derivative instruments used for the purposes of balance sheet management have been included based on the contractual maturity of the instrument.

162

ANZ Annual Report 2010

The Company at 30 September 2010

Due to other financial institutions
Deposits and other borrowings
	Certificates of deposit
Term deposits
Other deposits bearing interest
Deposits not bearing interest
	Commercial paper
Borrowing corporations’ debt
Other borrowings
Liability for acceptances
Bonds and notes3
Loan capital3,4Derivative liabilities (trading)5
Derivative assets and liabilities (balance sheet management)6– fundingReceive leg (-ve is an inflow)
Pay leg– other balance sheet management
Receive leg (-ve is an inflow)
Pay leg

The Company at 30 September 2009

Due to other financial institutions
Deposits and other borrowings
	Certificates of deposit
Term deposits
Other deposits bearing interest
Deposits not bearing interest
	Commercial paper
Liability for acceptances
Bonds and notes3
Loan capital3,4Derivative liabilities (trading)5
Derivative assets and liabilities (balance sheet management)6– fundingReceive leg (-ve is an inflow)
Pay leg– other balance sheet management
Receive leg (-ve is an inflow)
Pay legLess than
3 months1$m

3 to 12months$m

1 to
5 years$m

After
5 years$mNomaturity
specified2
$m

Total
$m

18,469

367

34

–

–

18,87013,55883,541
95,001
5,677
2,941
–
121
11,287
5,128
328
17,998

8,044
26,787
–
–
3,139
–
–
230
9,517
1,189
–

17,818
1,878
–
–
–
–
–
–
29,686
7,347
–

–
101
–
–
–
–
–
–
5,747
3,240
–

–
–
–
–
–
–
–
–
–
310
–

39,420112,307
95,001
5,677
6,080
–
121
11,51750,07812,414
17,998(18,851)
20,980(18,240)
21,009(56,764)
64,847(13,911)
15,317––(107,765)
122,153(1,901)
1,886(3,926)
3,978(9,163)
8,954(1,205)
1,117––(16,194)
15,935Less than
3 months1$m

3 to 12months$m

1 to
5 years$m

After
5 years$mNomaturity
specified2
$m

Total
$m

15,726

1,241

19

–

–

16,98620,096
61,132
92,995
5,800
6,563
13,5505,452
16424,388

9,602
17,399
–
–
1,720
188
5,979
2,741
–

13,552
1,922
–
–
–
–
35,992
8,991
–

–
29
–
–
–
–
1,412
1,551
–

–
–
–
–
–
–
–
341
–

43,25080,482
92,995
5,800
8,283
13,73848,835
13,78824,388(13,215)
14,519(14,816)
15,814(57,583)
62,560(5,511)
5,653––(91,125)
98,546(1,293)
1,308(3,276)
3,463(7,472)
7,277(2,274)
2,175––(14,315)
14,223

1	Includes at call instruments.
2	Includes perpetual investments brought in at face value only.
3 Any callable wholesale debt instruments have been included at their next call date.
4	Includes instruments that may be settled in cash or in equity, at the option of the Company.
5 The full mark-to-market of derivative liabilities held for trading purposes has been included in the ’less than 3 months’ category.
6 The undiscounted cash flows for all derivative instruments used for the purposes of balance sheet management have been included based on the contractual maturity of the instrument.

Credit related contingencies
Undrawn facilities and issued guarantees comprises the nominal principal amounts of commitments, contingencies and other undrawn
facilities and represents the maximum liquidity at risk position should all facilities extended be drawn.
The majority of undrawn facilities are subject to customers maintaining specific credit and other requirements or conditions. Many ofthese facilities are expected to be partially used, whereas others may never be required to be drawn upon. As such, the total of the nominal
principal amounts is not necessarily representative of future liquidity risks or future cash requirements.

Financial Report

163

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

33: Financial Risk Management (continued)

34: Fair Value of Financial Assets and Financial Liabilities

The tables below analyse the Group’s undrawn facilities and issued guarantees into relevant maturity groupings based on the earliest dateon which ANZ may be required to pay.

Fair value is the amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties in an arm’s lengthtransaction. The determination of the fair value of financial instruments is fundamental to the financial reporting framework as all financial
instruments are recognised initially at fair value and, with the exception of those financial instruments carried at amortised cost, are remeasured
at fair value in subsequent periods.

Consolidated
30 September 2010

Less than
1 year$mMore than
1 year$m

Undrawn facilities
Issued guarantees

124,029
27,485––

The Company
Total
$m

Less than
1 year$mMore than
1 year
$m

Total
$m

124,029
27,485

106,403
25,745––

106,403
25,745

Consolidated
30 September 2009

Less than
1 year$mMore than
1 year$m

Undrawn facilities
Issued guarantees

106,644
25,218––The Company
Total
$m

Less than
1 year$mMore than
1 year
$m

Total
$m

106,644
25,21888,00623,503––88,00623,503The liquidity risk of credit related commitments, contingencies and other undrawn facilities may be less than the contract amount, however
the liquidity risk has been taken to be the contract amount. The amounts do not necessarily represent future cash requirements as many ofthese facilities are expected to be partially used or to expire unused.
LIFE INSURANCE RISK
Although not a significant contributor to the Group’s balance sheet theGroup’s insurance businesses give rise to unique risks which are managed
separately from the Group’s banking businesses. The nature of theserisks and the manner in which they are managed is set out in note 49.
In addition, market risk arises on the Group’s Life Insurance businessin respect of contracts where an element of the liability to thepolicyholder is guaranteed by the Group. The value of the guarantee
is impacted by changes in underlying asset values and interest rates.
As at September 2010, a 10% decline in the value of assets supportingthese contracts would have decreased profit by $23 million and a 10%
increase would have increased profit by $7 million. A 1% increase ininterest rates at 30 September would have decreased profit by $15
million and 1% decrease would have increased profit by $7 million.
Operational Risk Management
Within ANZ, operational risk is defined as the risk of loss resulting
from inadequate or failed internal processes, people and systems
or from external events. This definition includes legal risk, and therisk of reputational loss or damage arising from inadequate or failed
internal processes, people and systems, but excludes strategic risk.
The authority for operational risk oversight is delegated by the
Board to the Board Risk Committee. The Operational Risk Executive
Committee (OREC) supports the Board Risk Committee in respectof operational risk oversight including compliance.
The key responsibilities of OREC include:
Approve Operational Risk and Compliance policies;
Approve ANZ’s Group Compliance Framework;
Endorse ANZ’s Operational Risk Framework for approvalby the Risk Committee of the Board;
Monitoring the state of operational risk management andinstigating any necessary corrective actions;
Review all material actual, potential or near miss risk events;
Approve extreme rated risks and high reputation impact risks; andMonitor associated treatment plans.
Membership of OREC comprises senior executives and OREC
is chaired by the Chief Risk Officer.
Business unit staff and line management have first line accountability
for the day-to-day management of operational risk. This includes
implementation of the operational risk framework and involvement
in decision making processes concerning all material operational risk

164

ANZ Annual Report 2010

matters. Divisional risk governance functions provide oversight ofoperational risk undertaken in the business units.
Divisional Risk Committees and Business Unit Risk Forums manage
and maintain oversight of operational risks supported by thresholds
for escalation and monitoring. Group Operational Risk are responsible
for exercising governance over operational risk through the
management of the operational risk framework, policy development,
framework assurance, operational risk measurement and capital
allocation, fraud strategy and reporting of operational risk issues
to executive committees.
ANZ’s Operational Risk Framework outlines the approach to
managing operational risk and specifically covers the minimum
requirements that divisions/business units must undertake in the
management of operational risk. ANZ’s Operational Risk Framework
is supported by specific policies, guidelines and templates with theeffectiveness of the framework assessed through a series of assurance
reviews and related processes. This is supported by an independent
review programme by Internal Audit.
The operational risk management process adopted by ANZ consistsof a staged approach involving establishing the context, identification,
analysis, treatment and monitoring of current, new and emerging
operational risks. This is based on the Risk Management Standard
issued by Standards Australia/New Zealand (AS/NZS 4360).
In line with industry practice, ANZ obtains insurance cover fromthird party and captive providers to cover those operational risks
where cost-effective premiums can be obtained. In conducting
their business, business units are advised to act as if uninsured andnot to use insurance as a guaranteed mitigation for operational risk.
Business disruption is a critical risk to a bank’s ability to operate,
so ANZ has comprehensive business continuity, recovery andcrisis management plans. The intention of the business continuity
and recovery plans is to ensure critical business functions can be
maintained, or restored in a timely fashion, in the event of material
disruptions arising from internal or external events.
Group Operational Risk is responsible for maintaining ANZ’s
Advanced Measurement Approach (AMA) for operational risk
regulatory capital calculations. ANZ uses a scenario analysis based
methodology to assess exposure to unexpected operational risk
events and uses probability distributions and monte carlo simulations
to model and calculate its operational risk regulatory capital (ORRC).
This methodology incorporates the use of business risk profiles
which consider the current business environment and internal
control factors over a twelve month time horizon.

The fair value of a financial instrument on initial recognition is normally the transaction price, however, in certain circumstances the initialfair value may be based on other observable current market transactions in the same instrument, without modification or repackaging, oron a valuation technique whose variables include only data from observable markets.
Subsequent to initial recognition, the fair value of financial instruments measured at fair value is based on quoted market prices, where available.
In cases where quoted market prices are not available, fair value is determined using market accepted valuation techniques that employ
observable market data. In limited cases where observable market data is not available, the input is estimated based on other observable market
data, historical trends and other factors that may be relevant.

(i) Fair values of financial assets and financial liabilities
A significant number of financial instruments are carried at fair value in the balance sheet. Below is a comparison of the carrying amounts,
as reported on the balance sheet, and fair values of all financial assets and liabilities. The fair value disclosure does not cover those instrumentsthat are not considered financial instruments from an accounting perspective such as income tax and intangible assets. In our view, theaggregate fair value amounts do not represent the underlying value of the Group.
In the tables below, financial instruments have been allocated based on their accounting treatment. The significant accounting policies in note 1
describe how the categories of financial assets and financial liabilities are measured and how income and expenses, including fair value gains
and losses, are recognised.
Financial asset classes have been allocated into the following groups: amortised cost; financial assets at fair value through profit or loss; derivatives
in effective hedging relationships; and available-for-sale financial assets. Similarly, each class of financial liability has been allocated into three groups:
amortised cost; derivatives in effective hedging relationships; and financial liabilities at fair value through profit and loss.
The fair values are based on relevant information available as at the respective balance sheet dates and have not been updated to reflect changes
in market condition after the balance sheet date.
Financial Assets
Carrying amountAt amortised
cost

Consolidated 30 September 2010

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments1
Available-for-sale assets
Loans and advances2
Customers’ liability for acceptances
Investments backing policy liabilities
Other financial assets

Fair value
Hedging

Available-forsale assets

Sub-total
$m

$m

$m

$m

$m

–
–
33,51534,466
–
–
–
–
–

–
–
33,51534,466–
192–
32,171
–

–
–
–
3,355
–
–
–
–
–

–
–
–
–
20,742––––

21,521
5,481
33,51537,821
20,742
349,321
11,49532,171
5,668

21,521
5,481
33,51537,821
20,742
349,387
11,49532,171
5,668

67,981

100,344

3,355

20,742517,735

517,801

Hedging

Available-forsale assets

At fair value through profit or loss$m

Designatedon initialrecognition$mHeld fortrading$m

21,521
5,481–––
349,129
11,495
–
5,668

–
–
–
–
–
192
–
32,171–

393,294

32,363

Total

Carrying amountAt amortised
cost

Consolidated 30 September 2009

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments1
Available-for-sale assets
Loans and advances2
Customers’ liability for acceptances
Other financial assets

At fair value through profit or loss

Total

Fair value
Total

Total

$m

Designatedon initialrecognition$mHeld fortrading$m

Sub-total
$m

$m

$m

$m

$m

25,317
4,985–––
331,817
13,762
3,265

–
–
–
–
–
190
–
–

–
–
30,99135,681––––––30,99135,681
–
190
–
–

–
–
–
1,723
–
–
–
–

–
–
–
–
16,575–––25,317
4,985
30,99137,404
16,575332,007
13,762
3,265

25,317
4,985
30,99137,404
16,575331,991
13,762
3,265

379,146

190

66,672

66,862

1,723

16,575464,306

464,290

1 Derivative financial instruments classified as ‘held for trading’ include derivatives entered into as economic hedges which are not designated as accounting hedges.
2 	Fair value hedging is applied to financial assets within loans and advances. The resulting fair value adjustments mean that the carrying value differs from the amortised cost.

Financial Report165

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

34: Fair Value of Financial Assets and Financial Liabilities (continued)

34: Fair Value of Financial Assets and Financial Liabilities (continued)

Financial Assets (continued)

Investments backing policyholder liabilities
Investments backing policyholder liabilities are carried at fair value. Fair value is based on quoted market prices, broker or dealer pricequotations where available. Where substantial trading markets do not exist for a specific financial instrument modeled valuations are used
to estimate their approximate fair values.

Carrying amountAt amortised
cost

The Company 30 September 2010

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments1
Available-for-sale assets
Loans and advances2
Customers’ liability for acceptances
Other financial assets

At fair value through profit or loss

Fair value
Hedging

Available-forsale assets

Total

$m

Held fortrading$m

Sub-total
$m

$m

$m

$m

$m

18,5304,136–––
277,817
11,517
3,707

–
–
–
–
–
139
–
–

–
–
28,30531,407––––––28,30531,407
–
139
–
–

–
–
–
2,784
–
–
–
–

–
–
–
–
16,973–––

18,5304,136
28,30534,191
16,973277,956
11,517
3,707

18,5304,136
28,30534,191
16,973
278,037
11,517
3,707

315,707139

59,71259,851

2,784

16,973395,315395,396

Carrying amountAt amortised
cost

The Company 30 September 2009

Liquid assets
Due from other financial institutions
Trading securities
Derivative financial instruments1
Available-for-sale assets
Loans and advances2
Customers’ liability for acceptances
Other financial assets

Total

Designatedon initialrecognition$m

Fair value
Hedging

Available-forsale assets

Sub-total
$m

$m

$m

$m

$m

–
–
27,41031,631––––––
27,41031,631
–
143
–
–

–
–
–
1,370
–
–
–
–

–
–
–
–
13,554–––

20,1993,236
27,41033,001
13,554
256,008
13,7392,169

20,1993,236
27,41033,001
13,554
256,210
13,7392,169

59,041

59,184

1,370

13,554369,316

369,518

At fair value through profit or loss$m

Designatedon initialrecognition$mHeld fortrading$m

20,1993,236–––
255,865
13,739
2,169

–
–
–
–
–
143
–
–

295,208

143

Total

Total

1 Derivative financial instruments classified as ‘held for trading’ include derivatives entered into as economic hedges which are not designated as accounting hedges.
2	Fair value hedging is applied to financial assets within loans and advances. The resulting fair value adjustments mean that the carrying value differs from the amortised cost.

LIQUID ASSETS AND DUE FROM/TO OTHER
FINANCIAL INSTITUTIONS
The carrying values of these financial instruments where there has
been no significant change in credit risk is considered to approximate
their net fair values as they are short-term in nature, defined as thosewhich reprice or mature in 90 days or less, or are receivable on demand.
TRADING SECURITIES
Trading securities are carried at fair value. Fair value is based onquoted market prices, broker or dealer price quotations, or modelledvaluations using prices for securities with similar credit risk, maturity
and yield characteristics.
DERIVATIVE FINANCIAL INSTRUMENTS
Derivative financial instruments are carried at fair value. Exchange
traded derivative financial instruments are valued using quoted
prices. Over-the-counter derivative financial instruments are valued
using accepted valuation models (including discounted cash
flow models) based on current market yields for similar types of
instruments and the maturity of each instrument and an adjustment
reflecting the credit worthiness of the counterparty.

166

ANZ Annual Report 2010

AVAILABLE-FOR-SALE ASSETS
Available-for-sale assets are carried at fair value. Fair value is basedon quoted market prices or broker or dealer price quotations. If thisinformation is not available, fair value is estimated using quoted market
prices for securities with similar credit, maturity and yield characteristics,
or market accepted valuation models as appropriate (including
discounted cash flow models) based on current market yields for
similar types of instruments and the maturity of each instrument.
NET LOANS AND ADVANCES AND ACCEPTANCESThe carrying value of loans and advances and acceptances includes
deferred fees and expenses, and is net of provision for credit impairment
and income yet to mature.
Fair value has been determined through discounting future cash
flows. For fixed rate loans and advances and acceptances, thediscount rate applied incorporates changes in wholesale market rates,
ANZ’s cost of wholesale funding and movements in customer margin.
For floating rate loans, only changes in wholesale market rates and
ANZ’s cost of wholesale funding are incorporated in the discountrate. For variable rate loans where ANZ sets the applicable rate atits discretion, the fair value is set equal to the carrying value.

OTHER FINANCIAL ASSETS
Included in this category are accrued interest and fees receivable. The carrying values of accrued interest and fees receivable are considered
to approximate their net fair values as they are short-term in nature or are receivable on demand.
Financial Liabilities
Carrying amountAt amortised
cost

Consolidated 30 September 2010

Due from other financial institutions
Derivative financial instruments1
Deposits and other borrowings
Liability for acceptances
Bonds and notes2
Loan capital2
Policyholder liabilities3
External unit holder liabilities (life insurance funds)
Payables and other liabilities

At fair value through profit or loss

Fair value
Hedging

Total$m

Held fortrading$m

Sub-total
$m

$m

$m

$m

20,521–305,911
11,49551,607
11,307
979
5,448
7,462

–
–
5,561
–
8,107
1,009
28,002–––35,996
–
–
–
–
–
–
–

–
35,996
5,561
–
8,107
1,009
–
–
–

–
1,221
–
–
–
–
–
–
–

20,521
37,217
311,472
11,49559,714
12,31628,981
5,448
7,462

20,521
37,217
311,553
11,49559,97012,15528,981
5,448
7,462

442,732

14,67735,99650,673

1,221

494,626

494,802

Carrying amountAt amortised
cost

Consolidated 30 September 2009

Due from other financial institutions
Derivative financial instruments1
Deposits and other borrowings
Liability for acceptances
Bonds and notes2
Loan capital2
Payables and other liabilities

At fair value through profit or loss

Fair value
Hedging

Total$m

Held fortrading$m

Sub-total
$m

$m

$m

$m

19,924–
288,305
13,762
48,327
11,503
7,215

–
–
6,065
–
8,933
1,926
–

–
34,706––––––
34,706
6,065
–
8,933
1,926
–

–
1,810
–
–
–
–
–

19,92436,516294,370
13,76257,26013,4297,215

19,92436,516
294,593
13,76257,493
13,1797,215

389,036

16,92434,706

51,6301,810

442,476442,682

Carrying amountDue from other financial institutions
Derivative financial instruments1
Deposits and other borrowings
Liability for acceptances
Bonds and notes2
Loan capital2
Payables and other liabilities

Total

Designatedon initialrecognition$m

At amortised
cost

The Company 30 September 2010

Total

Designatedon initialrecognition$m

At fair value through profit or loss

Fair value
Hedging

Total

Total

$m

Designatedon initialrecognition$mHeld fortrading$m

Sub-total
$m

$m

$m

$m

18,849–253,608
11,51840,071
9,954
5,502

–
–
–
–
8,107
1,009
–

–
33,862––––––33,862
–
–
8,107
1,009
–

–
785
–
–
–
–
–

18,84934,647
253,608
11,51848,178
10,963
5,502

18,84934,647
253,635
11,51848,407
10,8405,502

339,502

9,116

33,862

42,978785

383,265

383,398

1 Derivative financial instruments classified as ‘held for trading’ include derivatives entered into as economic hedges which are not designated as accounting hedges.
2 	Fair value hedging is applied to financial liabilities within bonds and notes and loan capital. The resulting fair value adjustments mean that the carrying value differs from the amortised cost.
3	Includes life insurance contract liabilities of $979 million measured in accordance with AASB 1038 Life insurance contract liabilities and investment contracts of $28,002 million which have been
designated at fair value through profit or loss in terms of AASB 1038. None of the fair value is attributable to changes in the credit risk of the life investment contract liabilities.

Financial Report

167

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

34: Fair Value of Financial Assets and Financial Liabilities (continued)

34: Fair Value of Financial Assets and Financial Liabilities (continued)

Financial Liabilities (continued)

The tables below provide an analysis of the methodology used for valuing financial assets and financial liabilities that are required to bemeasured at fair value. The fair value of the financial instrument has been allocated in full to the category which most accurately reflects
the determination of the fair value. This allocation is based on the categorisation of the lowest level input into a valuation model or a valuation
component that is significant to the reported fair value of the financial instrument. In this regard, the significance of an input is assessedagainst the reported fair value of the financial instrument and considers various factors specific to the financial instrument. The “quoted
market price” category also includes financial instruments valued using quoted yield where it is available for a specific debt security.

Carrying amountAt amortised
cost

Hedging

Total

Total

Sub-total
$m

$m

$m

$m

–
32,305––––––32,305
–
–
8,933
1,926
–

–
863
–
–
–
–
–

16,97433,168227,300
13,73946,033
11,885
5,786

16,97433,168227,478
13,73946,141
11,701
5,786

32,305

43,164863

354,885354,987$m

Designatedon initialrecognition$mHeld fortrading$m

16,974–
227,300
13,73937,100
9,959
5,786

–
–
–
–
8,933
1,926
–

310,858

10,859The Company 30 September 2009

Due to other financial institutions
Derivative financial instruments1
Deposits and other borrowings
Liability for acceptances
Bonds and notes2
Loan capital2
Payables and other liabilities

At fair value through profit or loss

Fair value

The methods used in valuing different classes of financial assets or liabilities are described in section (i) on pages 165 to 168. There havebeen no substantial changes in the valuation techniques applied to different classes of financial instruments since the previous year. ANZ
continuously monitors the relevance of inputs used and calibrates its valuation models where there is evidence that changes are required
to ensure that the resulting valuations remain appropriate.
Valuation technique
Quoted market priceConsolidated

1 Derivative financial instruments classified as ‘held for trading’ include derivatives entered into as economic hedges which are not designated as accounting hedges.
2 	Fair value hedging is applied to financial liabilities within bonds and notes and loan capital. The resulting fair value adjustments mean that the carrying value differs from the amortised cost.

DEPOSITS AND OTHER BORROWINGSFor interest bearing fixed maturity deposits and other borrowings
and acceptances with quoted market prices, market borrowing
rates of interest for debt with a similar maturity are used to discountcontractual cash flows. The fair value of a deposit liability without aspecified maturity or at call is deemed to be the amount payable on
demand at the reporting date. The fair value is not adjusted for any
value expected to be derived from retaining the deposit for a future
period of time.
Certain deposits and other borrowings have been designated atfair value through profit or loss and are carried at fair value.
BONDS AND NOTES AND LOAN CAPITAL
The aggregate fair value of bonds and notes and loan capital iscalculated based on quoted market prices. For those debt issues
where quoted market prices were not available, a discounted cash
flow model using a yield curve appropriate for the remaining term
to maturity of the debt instrument is used.
Certain bonds and notes and loan capital have been designatedat fair value through profit or loss and are carried at fair value.
The fair value is based on a discounted cash flow model basedon current market yields for similar types of instruments and thematurity of each instrument. The fair value includes the effects of theappropriate credit spreads applicable to ANZ for that instrument.
EXTERNAL UNIT HOLDER LIABILITIES (LIFE INSURANCE FUNDS)
The carrying amount represents the external unit holder’s shareof net assets which are carried at fair value in the fund.
LIFE INVESTMENT CONTRACT LIABILITIESLife investment contract liabilities are carried at fair value.
PAYABLES AND OTHER FINANCIAL LIABILITIESThis category includes accrued interest and fees payable for which
the carrying amount is considered to approximate the fair value.

168

ANZ Annual Report 2010

COMMITMENTS AND CONTINGENCIES
Adjustments to fair value for commitments and contingencies
that are not financial instruments recognised in the balance sheet,
are not included in this note.

(ii) Valuation methodology
A significant number of financial instruments are carried on balance
sheet at fair value.
The best evidence of fair value is a quoted price in an active market.
Accordingly, wherever possible fair value is based on the quoted
market price of the financial instrument.

Financial assets
Trading securities
Derivative financial instruments
Available-for-sale financial assets
Investments backing policyholder liabilities
Loans and advances (designated at fair value)

Financial liabilities
Derivative financial instruments
Deposits and other borrowings (designatedat fair value)
Bonds and notes (designated at fair value)Life investment contract liabilities
External unit holder liabilities (life insurance funds)
Loan capital (designated at fair value)

In the event that there is no quoted market price for the instrument,
fair value is based on present value estimates or other market acceptedvaluation techniques. The valuation models incorporate the impactof bid/ask spread, counterparty credit spreads and other factors thatwould influence the fair value determined by a market participant.
The majority of valuation techniques employ only observable
market data. However, for certain financial instruments the valuation
technique may employ some data (valuation inputs or components)
which is not readily observable in the current market. In these cases
valuation inputs (or components of the overall value) are derived
and extrapolated from other relevant market data and tested against
historic transactions and observed market trends. Valuations using one
or more non-observable data inputs require professional judgement.
ANZ has a control framework that ensures that the fair value is either
determined or validated by a function independent of the party that
undertakes the transaction.
Where quoted market prices are used, independent pricedetermination or validation is obtained. For fair values determinedusing a valuation model, the control framework may include, asapplicable, independent development or validation of: (i) valuation
models; (ii) any inputs to those models; and (iii) any adjustments
required outside of the valuation model, and, where possible,
independent validation of model outputs.

Using observable inputs

With significant
non-observable inputs

Total

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

22,6902,050
17,816
16,585–

19,288
1,862
12,930––10,77535,321
2,280
15,115
192

11,55534,797
2,764
–
190

50
450
646
471
–

148
745
881
–
–

33,51537,821
20,742
32,171
192

30,99137,404
16,575–
190

59,141

34,08063,68349,306

1,617

1,774

124,441

85,160

2,143

1,854

34,42833,608646

1,054

37,21736,516

–
–
–
–
–

–
–
–
–
–

5,561
8,107
28,002
5,448
1,009

6,065
8,933
–
–
1,926

–
–
–
–
–

–
–
–
–
–

5,561
8,107
28,002
5,448
1,009

6,065
8,933
–
–
1,926

2,143

1,854

82,55550,532646

1,054

85,34453,440

Valuation technique
Quoted market price
The Company

Financial assets
Trading securities
Derivative financial instruments
Available-for-sale financial assets
Loans and advances (designated at fair value)

Financial liabilities
Derivative financial instruments
Bonds and notes (designated at fair value)
Loan capital (designated at fair value)

Using observable inputs

With significant
non-observable inputs

Total

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

19,8882,047
15,738–12,933
1,808
11,175–

8,367
31,694826
139

14,32930,448
1,763
143

50
450
409
–

148
745
616
–

28,30534,191
16,973
139

27,41033,001
13,554143

37,67325,91641,026

46,683909

1,509

79,608

74,108

2,109
–
–

1,767
–
–

31,892
8,107
1,009

30,347
8,933
1,926

646
–
–

1,054
–
–

34,647
8,107
1,009

33,168
8,933
1,926

2,109

1,767

41,00841,206646

1,054

43,76344,027

Financial Report169

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

34: Fair Value of Financial Assets and Financial Liabilities (continued)

34: Fair Value of Financial Assets and Financial Liabilities (continued)(iii) Additional information for financial instruments carried at fair value where the valuation incorporates non-observable market data

SENSITIVITY TO DATA INPUTSCHANGES IN FAIR VALUE

Where valuation techniques use assumptions derived from significant non-observable market inputs, changing these assumptions changes theresultant estimate of fair value. The majority of these transactions are “back-to-back” in nature where ANZ either acts as a financial intermediary,or ANZ hedges market risks. Similarly, the performance of investments backing policyholder liabilities directly impacts the associated life
investment contracts they relate to. In these circumstances, changes in the assumptions generally have minimal impact on the income
statement and net assets of ANZ, with the exception of the structured credit intermediation trades that create significant exposure to market
risk and/or credit risk.

The following table presents the composition of financial instruments measured at fair value with significant non-observable inputs.
Financialliabilities

Financial assets
Trading securities

Investments backing
Available-for-sale policyholder liabilities

Derivatives

Derivatives

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

Asset backed securities
Illiquid corporate bonds and loans
Structured credit productsManaged funds (suspended)
Alternative assets
Other derivatives

50
–
–
–
–
–

148
–
–
–
–
–

–
–
445
–
–
5

–
–
704
–
–
41

–
555
91
–
–
–

103
778
–
–
–
–

–
–
110
266
95
–

n/a
n/a
n/a
n/a
n/a
n/a

–
–
624
–
–
22

–
–
1,019
–
–
35

Total

50

148

450

745

646

881

471

n/a

646

1,054

Asset backed securities
Illiquid corporate bonds and loans
Structured credit products
Other derivatives

50
–
–
–

148
–
–
–

–
–
445
5

–
–
704
41

–
409
–
–

–
616
–
–

n/a
n/a
n/a
n/a

n/a
n/a
n/a
n/a

–
–
624
22

–
–
1,019
35

Total

50

148

450

745

409

616

n/a

n/a

646

1,054

Consolidated

The Company

Asset backed securities and illiquid corporate bonds comprise illiquid bonds where the effect on fair value of issuer credit cannot be directly
or indirectly observed in the market.
Structured credit products categorised in derivatives comprise the structured credit intermediation trades that ANZ entered into from 2004
to 2007 whereby ANZ sold protection using credit default swaps over certain structures, and mitigated risk by purchasing protection via credit
default swaps from US financial guarantors over the same structures. These trades are valued using complex models with certain inputs relating
to the reference assets and derivative counterparties not observable in the market.
Investments in structured credit products comprise collateralised debt and loan obligations where there is a lack of active trading and limited
observable market data.
Managed funds (suspended) are comprised of fixed income and mortgage investments in managed funds that are illiquid and are not currently
redeemable.
The following table details movements in the balance of these financial assets and liabilities. Derivatives are categorised on a portfolio basis and classified
as either financial assets or financial liabilities based on whether the closing balance is a gain or loss. This could be different to the opening balance.
Financial assets
Trading securities

Derivatives

Financial liabilities
Available -for-sale

Investments backing
policyholder liabilities

Derivatives

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

Opening balance
New purchases and issues1
Disposals/(sales) and cash settlements
Transfers:
Transfers into the category
Transfers out of the category
Fair value gain/(loss) recorded in the income statement
Fair value gain/(loss) recognised in equity

148
–
–

149
32
(13)

745
–
(16)

1,237
7
(39)

881
150
(383)

1,992
–
(1,032)

–
526
(24)

(1,054)–2(1,793)
(4)
(56)

–
–
(98)
–

–
–
(20)
–

–
(35)
(244)
–

2
(3)
(459)
–

–
(26)
(5)
29

–
(13)
(28)
(38)

–
–
(31)
–

n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a

–
20
386
–

(19)
–
818
–

Closing balance

50

148

450

745

646

881

471

n/a

(646)

(1,054)

Opening balance
New purchases and issues
Disposals/(sales) and cash settlements
Transfers:
Transfers into the category
Transfers out of the category
Fair value gain/(loss) recorded in the income statement
Fair value gain/(loss) recognised in equity

148
–
–

149
32
(13)

745
–
(16)

1,237
7
(39)

616
50
(231)

924
308
(541)

(1,793)
(4)
(56)

–
–
(20)
–

–
(35)
(244)
–

2
(3)
(459)
–

–
(26)
(7)
7

–
(13)
(24)
(38)

n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a

(1,054)
–
2

–
–
(98)
–

n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a

–
20
386
–

(19)
–
818
–

Closing balance

50

148

450

745

409

616

n/a

n/a

(646)

(1,054)

Consolidated

Principal inputs used in the determination of fair value of financial instruments included in this group include counterparty credit spreads,
market-quoted CDS prices, recovery rates, default probabilities, correlation curves and other inputs, some of which may not be directly
observable in the market. For both the Group and the Company, the potential effect of changing prevailing assumptions to reasonably possible
alternative assumptions for valuing those financial instruments could result in an increase of $45 million (2009: $37 million) or a decrease of$30 million (2009: $27 million) in net derivative financial instruments as at 30 September 2010. The ranges of reasonably possible alternative
assumptions are established by application of professional judgement and analysis of the data available to support each assumption.

DEFERRED FAIR VALUE GAINS AND LOSSES
Where the fair value of a financial instrument is determined using non-observable data that has a significant impact on the valuationof the instrument, any difference between the transaction price and the amount determined based on the valuation technique arisingon initial recognition of the financial instrument (day one gain or loss) is deferred on the balance sheet. Subsequently, the day one gainor loss is recognised in the income statement only to the extent that it arises from a change in factors (including time) that a market
participant would consider in setting the price for the instrument.
The table below shows movements in the aggregate amount of day one gain/(loss) not recognised in the income statement on the initialrecognition of the financial instrument because the difference between the transaction price and the modelled valuation price was not fully
supported by inputs that were observable in the market.
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

3
–
–

5
–
(2)

3
–
–

5
–
(2)

3

3

3

3

Opening balance
Deferral of gain/(loss) on new transactions
Recognised in the income statement, including exchange differences(iv) Additional information for financial instruments designated at fair value through profit or loss
FINANCIAL ASSETS DESIGNATED AT FAIR VALUE THROUGH PROFIT OR LOSS
The category loans and advances includes certain loans designated at fair value through profit or loss in order to eliminate an accounting
mismatch which would arise if the asset were otherwise carried at amortised cost. This mismatch arises as the derivative financial instruments,
which were acquired to mitigate interest rate risk of the loan and advances, are measured at fair value through profit or loss. By designating the
economically hedged loans, the movements in the fair value attributable to changes in interest rate risk, will also be recognised in the income
statement in the same periods.
At balance date, the credit exposure of the Group on these assets was $192 million (2009: $190 million) and for the Company was $139 million(2009: $143 million). For the Company $85 million (2009: $86 million) was mitigated by collateral held.
The cumulative change in fair value attributable to change in credit risk was, for the Group, a reduction to the assets of $4 million (2009: $5 million).
For the Company the reduction to the assets was $1 million (2009: $1 million). The amount recognised in the income statement attributable tochanges in credit risk was a gain of $1 million (2009: $1 million gain).
The change in fair value of the designated financial assets attributable to changes in credit risk has been calculated by determining the change
in credit rating and credit spread implicit in the loans and advances issued by entities with similar credit characteristics.

The Company

1	Included in new purchases and issues are $482 million of investments backing policyholder liabilities and $100 million of available-for-sale financial assets acquired as part of the purchase of the
ING businesses in Australia and New Zealand.

170

ANZ Annual Report 2010

Financial Report

171

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

34: Fair Value of Financial Assets and Financial Liabilities (continued)

36: Segment Analysis

FINANCIAL LIABILITIES DESIGNATED AT FAIR VALUE THROUGH PROFIT OR LOSS(i) Description of segments

Parts of loan capital, bonds and notes and deposits and other borrowings have been designated as financial liabilities at fair value through profit
or loss in order to eliminate an accounting mismatch which would arise if the liabilities were otherwise carried at amortised cost. This mismatcharises as the derivatives acquired to mitigate interest rate risk within the financial liabilities are measured at fair value through profit or loss.

The Group has three segments based on the geographic regions in which the Group operates (Australia, New Zealand and the combinedAsia, Pacific, Europe & America). Each geography focuses primarily on four customer based divisions being Retail, Commercial, Wealth andInstitutional. The Institutional division is also managed on a global basis.

Life investment contracts are designated at fair value through profit or loss in accordance with AASB 1038.

The segments and product and services categories as reported below are consistent with internal reporting provided to the chief operating
decision maker, being the Chief Executive Officer.

The table below compares the carrying amount of financial liabilities carried at full fair value, to the contractual amount payable at maturity
and fair value gains and losses recognised during the period on liabilities carried at full fair value that are attributable to changes in ANZ’s own
credit rating.
Life investment
Contract liabilities
Consolidated

Carrying amountAmount at which carrying value is greater/(less) thanamount payable at maturity
Cumulative change in liability value attributable to own
credit risk:– opening cumulative (gain)/loss– (gain)/loss recognised during the year
– closing cumulative (gain)/loss

Deposits and otherborrowings

Loan capital

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

28,002

5,561

6,065

8,107

8,933

1,009

1,926

(1)

–
–
–

(6)

–
–
–

(2)
2
–

Deposits and otherborrowings
The Company(ii) Transactions between segments
Bonds and notes

2010
$m

(25)

(187)
76
(86)
(10)

92
(166)
242
76

27

2

(59)
41
(18)

Bonds and notes

(47)
(12)
(59)

Loan capital

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

–

–

8,107

8,933

1,009

1,926

–

–

(187)

92

27

2

–
–
–

–
–
–

76
(86)
(10)

(166)
242
76

(59)
41
(18)

(47)
(12)
(59)

Carrying amountAmount at which carrying value is greater/(less) thanamount payable at maturity
Cumulative change in liability value attributable to own
credit risk:– opening cumulative (gain)/loss– (gain)/loss recognised during the year
– closing cumulative (gain)/loss

For each of loan capital, bonds and notes and deposits and other borrowings, the change in fair value attributable to changes in credit riskhas been determined as the amount of change in fair value that is not attributable to changes in market conditions that give rise to market
risks (benchmark interest rate and foreign exchange rates).

35: Maturity Analysis of Assets and Liabilities
The following is an analysis, by remaining contractual maturities at balance date, of selected asset and liability accounts and represents theactual obligation date expected for the asset or liability to be recovered or settled within one year, and greater than one year.
2010
Total
$m

Greater than
one year
$m

190
3,949
266,211
27,596–

5,481
20,742
349,32132,171
11,495

4,759
12,74977,150–13,762

226
3,826
254,857––

4,985
16,575332,00756
19,418–43,679979–
12,316

20,521
311,472
11,49559,71428,981
5,448
12,316

19,889277,889
13,762
11,317––400

35
16,481–45,943––13,02919,924294,370
13,76257,260––13,429Greater than
one year1$m

Due from other financial institutions
Available-for-sale assets
Net loans and advances
Investments backing policy liabilities
Customers’ liability for acceptances

5,291
16,793
83,110
4,575
11,495Due to other financial institutions
Deposits and other borrowings
Liability for acceptances
Bonds and notes
Policy liabilities
External unit holder liabilities
Loan capital

20,465
292,054
11,49516,03528,002
5,448–

Consolidated2009
Due within
one year$m

Due within
one year$m

The primary sources of external revenue across all business units are interest, fee income and trading income.

Total
$m

13,762

Costs are allocated between business units across segments within ANZ for management reporting comparative purposes on an arms length basis.
Australia

Asia Pacific,
Europe & America

New Zealand

Total

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

20,017(12,525)476

18,409(11,653)329

5,116(2,605)
(531)

6,186
(3,832)
(397)

1,475
(609)
55

1,691
(913)
68

26,608(15,739)–

26,286(16,398)–

Net interest income
Other external operating income
Share of net profit/(loss) of equity
accounted investments

7,968
3,113

7,085
2,061

1,980
551

1,957
460

921
726

846
736

10,869
4,390

9,888
3,257

40

76

33

11

360

378

433

465

Segment revenue

11,121

9,222

2,564

2,428

2,007

1,960

15,692

13,610

Other external expenses
Net intersegment expenses(4,752)(34)(4,161)(12)(1,172)(63)(1,130)(73)(1,380)
97

(934)
85

(7,304)–(6,225)–

Operating expenses
Provision for credit impairment(4,786)(1,271)(4,173)(2,008)(1,235)(362)(1,203)(722)(1,283)
(154)

(849)
(275)

(7,304)(1,787)(6,225)(3,005)

Segment result before tax

5,064

3,041

967

503

570

836

6,601

4,380

Income tax expense
Non-controlling interests(1,760)
–

(955)
(2)

(279)
–

(344)
–

(57)
(4)

(136)
–

(2,096)(4)(1,435)(2)

Profit after income tax attributed toshareholders of the company

3,304

2,084

688

159

509

700

4,501

2,943

Acquisition of plant & equipment, intangibles
and other non-current assets

1,013

611

59

77

97

67

1,169

755

Non-Cash Expenses
Depreciation and amortisation
Equity-settled share-based payment expenses
Provision for credit impairment
Credit risk on derivatives
Provisions for employee entitlements
Provisions for restructuring

(453)
(94)
(1,271)
39
(49)
(30)

(285)
(74)
(2,008)
(129)
(50)
(100)

(55)
(16)
(362)
(4)
(56)
(2)

(40)
(14)
(722)
(6)
(59)
(20)

(54)
(30)
(154)
–
(3)
(2)

(49)
(15)
(275)
–
(3)
(10)

(562)
(140)
(1,787)
35
(108)
(34)

(374)
(103)
(3,005)
(135)
(112)
(130)

Financial Position
Total external assets1
Shares in associates and joint venture companies
Total external liabilities2
Goodwill
Intangibles

380,900
165
357,551
1,450
2,276

324,918
1,826
312,378264
809

93,074
109
75,147
2,482
215

101,445383
82,5892,680
4956,973
2,691
64,851154
53

50,121
2,356
49,48055
39

530,947
2,965
497,549
4,086
2,544

476,484
4,565
444,447
2,999
897

Consolidated

External interest income
External interest expense
Adjustment for intersegment interest

1 Excludes deferred tax assets.
2 Excludes deferred tax liabilities.

1	Includes items where no maturity is specified.

172

ANZ Annual Report 2010

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FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
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FINANCIALSTATEMENTS
STATEMENTS

36: Segment Analysis (continued)

37: Notes to the Cash Flow Statements

External segment revenue by products and services

Consolidated

Australia

New Zealand

Asia Pacific,
Europe & America

2009
$m

2010
$m

2009
$m

Inflows(Outflows)

Inflows(Outflows)

Inflows(Outflows)

Inflows(Outflows)

Operating profit after income tax attributable to shareholders of the Company

4,501

2,943

4,428

2,285

Adjustment to reconcile operating profit after income tax
to net cash provided by/(used in) operating activities
Provision for credit impairment
Credit risk on derivatives
Depreciation and amortisation
Profit on sale of businesses
Provision for employee entitlements, restructuring and other provisions
Payments from provisions(Profit)/loss on sale of premises and equipment(Profit)/loss on sale of available-for-sale assets
Amortisation of discounts/premiums included in interest income
Net foreign exchange earnings
Net gains/losses on trading derivatives
Net derivatives/foreign exchange adjustment
Share based payments

1,787
(35)
560
–
461
(520)
8
(36)
(32)
(747)
95
658
7

3,005
135
375
3
675
(571)
(5)
(1)
(162)
(962)
(424)
1,879
9

1,369
39
372
–
326
(259)
–
(22)
2
(458)
(82)
518
7

2,079
121
289
3
409
(395)
(5)
–
–
(740)
(467)
1,687
9

Net (increase)/decrease in operating assets
Trading securities
Liquid assets greater than three months
Due from other banks greater than three months
Loans and advances
Net (decrease)/increase in investments backing policyholder liabilities
Net derivative financial instruments
Net intra-group loans and advancesInterest receivable
Accrued income
Net tax assets(2,004)2,184(65)(17,044)39(1,823)
–
(181)
(147)
1,114

(15,971)
2,253
1,402
(1,897)–(7,754)
–
722
92
144

(1,835)815(145)(20,345)–(1,110)(5,110)
(208)
(116)
936

(14,491)
2,427
1,032
(23,162)–(7,936)
6,412
586
32
(14)

Net (decrease)/increase in operating liabilities
Deposits and other borrowings
Due to other financial institutions
Payables and other liabilities
Interest payable
Accrued expenses
Other

14,72655(1,288)
163
363
250

12,601(168)(994)(1,115)294(190)

20,862
1,329
(709)
308
324
(158)

26,171(1,027)
259
(788)
281
(29)

Total adjustments(1,452)(6,625)(3,350)(7,257)

Net cash (used in)/provided by operating activities

3,049(3,682)

1,078(4,972)a) Reconciliation of net profit after income tax to net cash provided
by operating activities

Total

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

RetailCommercial
WealthInstitutional
Partnerships
Other

4,333
2,307
1,001
3,298
–
182

4,105
2,065
351
3,124
–
(423)

1,262
720
132
476
–
(26)

1,313
705
46
633
–
(269)

603
–
38
1,091
390
(115)

449
–
35
1,208
349
(81)

6,198
3,027
1,171
4,865
390
41

5,867
2,770
432
4,965
349
(773)

Total revenue

11,121

9,222

2,564

2,428

2,007

1,960

15,692

13,610The following disclosure represents a secondary segment view on a divisional basis, consistent with the Group matrix reporting structure.

Consolidated
Year ended 30 September 2010

Asia Pacific,
Europe & New Zealand
AmericaBusinesses
$m
$m

Less:
Institutional
Asia Pacific,
Europe &America Consolidated$m$mAustralia$mInstitutional$m

Net interest income
Other operating income
Operating income
Operating expenses
Profit before credit impairment and income tax
Provision for credit impairment
Profit before income tax
Income tax expense
Non-controlling interests

5,423
2,224
7,647
(3,266)
4,381
(584)
3,797
(1,102)
–

3,151
1,714
4,865
(1,706)
3,159
(740)
2,419
(665)
–

1,009
1,097
2,106
(1,141)
965
(154)
811
(100)
(6)

1,648
476
2,124
(1,058)
1,066
(409)
657
(184)
–

225
(184)
41
(621)
(580)
23
(557)
(150)
2

(587)
(504)
(1,091)
488
(603)
77
(526)
105
–

10,8694,823
15,692(7,304)
8,388(1,787)
6,601(2,096)(4)

Profit after income tax attributed to shareholdersof the Company

2,695

1,754

705

473

(705)

(421)

4,501

Consolidated
Year ended 30 September 2009

Asia Pacific,
Europe & New Zealand
AmericaBusinesses
$m
$m

Other
$m

Less:
Institutional
Asia Pacific,
Europe &America Consolidated$m$mAustralia$mInstitutional$m

Net interest income
Other operating income
Operating income
Operating expenses
Profit before credit impairment and income tax
Provision for credit impairment
Profit before income tax
Income tax expense
Non-controlling interests

4,869
1,658
6,527
(2,759)
3,768
(889)
2,879
(845)
–

3,117
1,848
4,965
(1,555)3,410(1,410)
2,000
(567)
(3)

896
1,118
2,014
(877)
1,137
(252)
885
(170)
–

1,626
458
2,084
(1,010)
1,074
(635)
439
(125)
–

(48)
(724)
(772)
(455)
(1,227)34(1,193)
107
–

(572)
(636)
(1,208)
431
(777)
147
(630)
165
1

9,888
3,722
13,610(6,225)
7,385(3,005)4,380(1,435)(2)

Profit after income tax attributed to shareholdersof the Company

2,034

1,430

715

314

(1,086)

(464)

2,943

Other
$m

b) Reconciliation of cash and cash equivalents
Cash and cash equivalents include liquid assets and amounts due from other financial institutions with an original term to maturity of less than
three months. Cash and cash equivalents at the end of the financial year as shown in the statements of cash flows are reconciled to the related
items in the statements of financial position as follows:
Consolidated

174

ANZ Annual Report 2010

The Company

2010
$m

The table below sets out revenue from external customers for groups of similar products and services as required by AASB 8 Operating Segments.

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Liquid assets – less than three months
Due from other financial institutions – less than three months

17,042
4,862

18,393
4,412

14,543
3,592

15,228
2,823

Cash and cash equivalents in the statement of cashflows

21,90422,805

18,13518,051

Financial Report

175

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FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
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FINANCIALSTATEMENTS
STATEMENTS

37: Notes to the Cash Flow Statements (continued)

38: Controlled Entitiesc) Acquisitions and disposals
Consolidated

Cash (inflows)/outflows from acquisitions and investments (net of cash acquired)
Purchases of controlled entities
Investments in controlled entities
Purchases of interest in associates and joint ventures
Cash inflows from disposals (net of cash disposed)
Disposals of controlled entities
Disposals of associates and joint ventures

The Company

2010
$m

2009
$m

2010
$m

2009
$m

(55)
–
5

34
–
229

(3,009)
694
5

34
194
3

(50)

263

(2,310)

231

–
15

–
15

–
113

–
15

15

15

113

15

1,007

1,788

1,007

1,788

1,007

1,788

1,007

1,788

d) Non-cash financing and investing activities
Share capital issues
Dividends satisfied by share issuee) Financing arrangements

Consolidated
2010

Credit stand by arrangements
Standby lines
Other financing arrangements
Overw and other financing arrangements
Total finance available

2009

Available$m

Unused$m

Available$m

Unused
$m

987

987

1,186

1,186

–

–

–

–

987

987

1,186

1,186

Ultimate parent of the Group
Australia and New Zealand Banking Group Limited
All controlled entities are 100% owned unless otherwise noted.
The material controlled entities of the Group are:Amerika Samoa Bank*ANZ Bank (Vietnam) Limited*
ANZ Capel Court Limited
ANZ Capital Hedging Pty Ltd
ANZ Commodity Trading Pty Ltd
ANZCover Insurance Pty Ltd
ANZ Trustees Limited
ANZ Funds Pty Ltd
ANZ Bank (Europe) Limited*
ANZ Bank (Kiribati) Limited*1
ANZ Bank (Samoa) Limited*
ANZ Holdings (New Zealand) Limited*		 ANZ National Bank Limited*			 ANZ Investment Services (New Zealand) Limited*			 ANZ National (Int’l) Limited*			 Arawata Assets Limited*			ING (NZ) Holdings Limited*				ING Insurance Holdings Limited*				ING Life (NZ) Limited*			 Private Nominees Limited*			 UDC Finance Limited*
ANZ International (Hong Kong) Limited*		 ANZ Asia Limited*		 ANZ Bank (Vanuatu) Limited
ANZ International Private Limited*		 ANZ Singapore Limited*
ANZ Royal Bank (Cambodia) Limited*1
LFD Limited
	Minerva Holdings Limited*		 Upspring Limited*	Votraint No. 1103 Pty Ltd
ANZ Lenders Mortgage Insurance Pty Ltd
ANZ Nominees Limited
ANZ Orchard Investments Pty Ltd
OnePath Australia Limited (formerly ING Australia Limited)		 OnePath Life Limited (formerly ING Life Limited)		 OnePath General Insurance Pty Limited (formerly ING General Insurance Pty Limited)		 OnePath Funds Management Limited (formerly ING Funds Management Limited)		 OnePath Custodians Limited (formerly ING Custodians Pty Limited)
Australia and New Zealand Banking Group (PNG) Limited*
Chongqing Liangping ANZ Rural Bank Company Limited*
Citizens Bancorp Inc
ANZ Guam Inc.**
Esanda Finance Corporation Limited
ETRADE Australia Limited
PT ANZ Panin Bank*1
ANZ Vientiane Commercial Bank Limited*

Incorporated in

Nature of business

Australia

Banking

American Samoa
Vietnam
Australia
Australia
Australia
Australia
Australia
Australia
United Kingdom
Kiribati
Samoa
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
New Zealand
New ZealandHong Kong
Hong Kong
VanuatuSingapore
Singapore
Cambodia
Australia
United Kingdom
United Kingdom
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Papua New Guinea
China
Guam
Guam
Australia
Australia
Indonesia
Laos

Banking
Banking
Investment Banking
Hedging
Finance
Captive-Insurance
Trustee/Nominee
Holding Company
Banking
Banking
Banking
Holding Company
Banking
Fund Manager
FinanceFinance
Holding Company
Holding Company
Insurance
NomineeFinance
Holding Company
Banking
Banking
Holding Company
Merchant Banking
Banking
Holding Company
Holding Company
Investment
Investment
Mortgage Insurance
Nominee
Holding Company
Holding Company
Insurance
Insurance
Funds Management
Custody
Banking
Banking
Holding Company
Banking
General Finance
Online Stockbroking
Banking
Banking* Audited by overseas KPMG firms.
** Audited by Deloitte Guam.
1 Minority interests hold ordinary shares or units in the controlled entities listed above as follows: ANZ Bank (Kiribati) Limited – 150,000 $1 ordinary shares (25%) (2009: 150,000 $1 ordinary
shares (25%)); PT ANZ Panin Bank – 7,500 IDR 1 million shares (15%) (2009: 7,500 IDR 1 million shares (15%)); ANZ Royal Bank (Cambodia) Limited – 319,500 USD100 ordinary shares (45%)(2009: 319,500 USD100 ordinary shares (45%)).

176

ANZ Annual Report 2010

Financial Report177

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FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
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FINANCIALSTATEMENTS
STATEMENTS

39: Associates

40: Interests in Joint Venture Entities

Significant associates of the Group are as follows:
Date Ownership
becameinterest
an associate
held

AMMB Holdings Berhad1
P.T. Bank Pan Indonesia

Votinginterest

Incorporatedin

Malaysia
Indonesia
Peoples Republicof China
Peoples Republicof China
Vietnam
Australia
Philippines

May 2007
April 2001

24%
39%

24%
39%

Shanghai Rural Commercial Bank

September 2007

20%

20%

Bank of Tianjin
Saigon Securities Inc.1
Diversified Infrastructure Trust4
Metrobank Card Corporation
Other associates

June 2006
July 2008
March 2008
October 2003

20%
18%
53%
40%

20%
18%
53%
40%

Total carrying value of associates
12
3
4

Carrying
value
2010
$m

Carrying
value
2009
$m

Fair
value2$m

Reportingdate

Principal
activity

958 1,424
516 1,236

31 March
31 December

Banking
Banking

499

461

n/a

31 December

Banking

327
128
105
43
170

276
108
104
34
255

n/a 31 December
893 31 December
145 30 September
n/a 31 December

Banking
Stockbroking
Investment
Cards Issuing

2,965

2,712

1,082
611

Significant influence was established via representation on the Board of Directors.
Applicable to those investments in associates where there are published price quotations.
A value-in-use estimation supports the carrying value of this investment.
ANZ has significant influence but not control over this entity as key operational decisions require 75% resolution of unitholders.

Aggregated assets of significant associates (100%)
Aggregated liabilities of significant associates (100%)
Aggregated revenues of significant associates (100%)

2010
$m

2009
$m

116,107
106,589
5,812

88,72680,817
6,089

Consolidated
2010
$m

2009
$m

Results of Associates
Share of associates profit before income tax
Share of income tax expense

437
(114)

262
(66)

Share of associates net profit – as disclosed by associates
Adjustments1
Share of associates net profit accounted for using the equity method

323
77
400

196
186
382

1 The results differ from the published results of these entities due to the application of IFRS, Group Policies and acquisition adjustments.

On 30 November 2009, the Group acquired the remaining 51% shareholding in the ANZ-ING joint ventures in Australia and New Zealand, taking
its ownership interest to 100%. The year ended 30 September 2010 includes the financial impact of full ownership since 30 November 2009. For
the period 1 October 2009 to 30 November 2009, the investments were accounted for as joint ventures. In the 2009 year, the results include thefinancial impact of the 49% interest in the joint venture.

Retained profits attributable to the joint venture entity
At the beginning of the year
At the end of the year
Movement in the carrying amount of the joint venture entity
Carrying amount at the commencement of the year
Share of net profit
Movement of reserves
Additional investment
Transfer to shares in controlled entity
Adjustment for exchange fluctuations
Carrying amount at the end of the year

OnePath (formerly
ING Australia Limited)

ING (NZ) Holdings
LimitedConsolidated
Total

2010
$m

2009
$m

2010
$m

2009
$m

2010
$m

2009
$m

483
N/A

410
483

68
N/A

58
68

551
N/A

468
551

1,649
28
–
–
(1,677)
–

1,589
73
(13)
–
–
–

204
5
–
–
(201)
(8)

178
10
–
19
–
(3)

1,853
33
–
–
(1,878)
(8)

1,767
83
(13)
19
–
(3)

–

1,649

–

204

–

1,853

Share of assets and liabilities1, 2
Investments
Other assets

N/A
N/A

11,914
2,909

N/A
N/A

75
140

N/A
N/A

11,9893,049

Share of total assets

N/A

14,823

N/A

215

N/A

15,038

Policy holder liabilities
Other liabilities

N/A
N/A

13,176
575

N/A
N/A

(38)
52

N/A
N/A

13,138627

Share of total liabilities

N/A

13,751

N/A

14

N/A

13,765

Share of net assets

N/A

1,072

N/A

201

N/A

1,273

Share of revenues, expenses and results
Revenues
Expenses

87
(51)

343
(229)

16
(12)

95
(89)

103
(63)

438
(318)

Profit before income tax

36

114

4

6

40

120

Income tax (expense)/benefit

(8)

(41)

1

4

(7)

(37)

Profit after income tax

28

73

5

10

33

83

Net equity accounted profit

28

73

5

10

33

83

Share of commitments
Lease commitments
Other commitments

N/A
N/A

136
43

N/A
N/A

14
–

N/A
N/A

150
43

Share of total expenditure commitments

N/A

179

N/A

14

N/A

193

N/A

21

N/A

–

N/A

21

N/A

21

N/A

–

N/A

21

Share of contingent liabilities

In relation to ANZ’s interest in the joint venture entity3

1 This represents the Group’s share of the assets and liabilities of OnePath Australia Limited (formerly ING Australia Limited) and ING (NZ) Holdings Limited, less minority interests and including
goodwill on acquisition of ANZ Funds Management entities.
2 At 30 September 2010 the assets and liabilities are fully consolidated by the Group.
3 This represents Deeds of Subordination with ASIC as buyer of last resort.

178

ANZ Annual Report 2010

Financial Report179

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FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
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FINANCIALSTATEMENTS
STATEMENTS

41: Securitisations

42: Fiduciary Activities

ANZ enters into transactions in the normal course of business by which it transfers financial assets directly to third parties or to special
purpose entities. These transfers may give rise to the full or partial derecognition of those financial assets.

The Group conducts various fiduciary activities as follows:

Investment fiduciary activities for trusts

Full derecognition occurs when ANZ transfers its contractual right to receive cash flows from the financial assets, or retains the rightbut assumes an obligation to pass on the cash flows from the asset, and transfers substantially all the risks and rewards of ownership.
These risks include credit, interest rate, currency, prepayment and other price risks.
Partial derecognition occurs when ANZ sells or otherwise transfers financial assets in such a way that some but not substantially all of
the risks and rewards of ownership are transferred but control is retained. These financial assets are recognised on the balance sheet
to the extent of ANZ’s continuing involvement.

The Group conducts investment fiduciary activities for trusts, including deceased estates. These trusts have not been consolidated as
the Group does not have direct or indirect control.
Where the Company or its controlled entities incur liabilities in respect of these operations as trustee, where the primary obligation isincurred in an agency capacity as trustee of the trust rather than on the Group’s own account, a right of indemnity exists against the assetsof the applicable funds or trusts. As these assets are sufficient to cover the liabilities and it is therefore not probable that the Company or
its controlled entities will be required to settle the liabilities, the liabilities are not included in the financial statements.

The following table summarises ANZ’s securitisation activities for ANZ-originated assets. The 2010 securitisation activity relates to an internal
residential mortgage securitisation creating instruments eligible for repurchase arrangements with the Reserve Bank of Australia.
Consolidated1

The aggregate amounts of funds concerned are as follows:
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Carrying amount of assets securitised (sold) during the year
Net cash proceeds received
Retained interests

–
–
–

–
–
–

7,001
–
(7,001)

22,971–(22,971)

Gain/(loss) on securitisation/sale (pre-tax)

–

–

–

–

1 The balances are nil as the Company balances are eliminated as the balance in the Company relates to an internal securitisation vehicle.

Trusteeships

2010
$m

2009
$m

2,443

2,439

Funds management activities
Funds management activities are conducted through OnePath Australia Limited (formerly ING Australia Limited) and ING (NZ) Holdings Limited
and certain other subsidiaries of the Group. Funds under management in these entities are not included in these consolidated financial statements
except where they are controlled by the Group.
The Group controlled (or jointly controlled prior to 30 November 2009) companies with funds under management are as follows:

ANZ-originated financial assets that do not qualify for derecognition typically relate to loans that have been securitised under arrangements
by which ANZ retains a continuing involvement in the transferred assets. Continuing involvement may entail: retaining the rights to future cash
flows arising from the assets after investors have received their contractual terms; providing subordinated interests; liquidity support; continuing
to service the underlying asset; or entering into derivative transactions with the securitisation vehicles. In such instances, ANZ continues to be
exposed to risks associated with these transactions.
The rights and obligations that ANZ retains from its continuing involvement in securitisations are initially recorded as an allocation of the fairvalue of the financial asset between the portion that is derecognised and the portion that continues to be recognised on the date of transfer.
The carrying amount of ANZ-originated financial assets that did not achieve derecognition during the year are set out below:
Consolidated1
Securitisation

2009
$m

2010
$m

2009
$m

–
–
–

–
–
–

7,001
6,749
6,749

22,971
19,92919,9291 The balances are nil as the Company balances are eliminated as the balance in the Company relates to an internal securitisation vehicle.

180

ANZ Annual Report 2010

2009
$m

42,091
5,655
5,885
1,053

42,160
5,541
5,948
1,053

54,68454,702

1 This amount includes $991 million (2009: $972 million) where the Group in its role as Trustee has the right to appoint or remove the funds manager.

The Company

2010
$m

Carrying amount of assets (original)
Carrying amount of assets (currently recognised)
Carrying amount of associated liabilities

OnePath Australia Limited
ING (NZ) Holdings Limited
Other controlled entities – New Zealand
Other controlled entities – Australia1

2010
$m

Custodian services activities
On 18 December 2009, ANZ completed a contract of sale to dispose of its Australian and New Zealand Custodian Services business conducted
through ANZ Custodian Services. ANZ Custodian Services held investment assets under custody on behalf of external customers and as aconsequence were not consolidated in the Group’s accounts. The contract of sale included a Transitional Service Agreement to run for at least
9 months from the completion date to a maximum of 12 months from the completion date. At 30 September 2010, ANZ Custodian Services
had funds under custody and administration in Australia of $20.4 billion (30 September 2009: $98.5 billion) and in New Zealand of $0.6 billion(30 September 2009: $5.4 billion).

Financial Report181

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FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
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FINANCIALSTATEMENTS
STATEMENTS

43: Commitments

44: Credit Related Commitments, Guarantees, Contingent Liabilities and Contingent Assets
Consolidated
2010$m

CREDIT RELATED COMMITMENTS Guarantees AND CONTINGENT LIABILITIESThe Company

2009
$m

2010
$m

2009
$m

Property
Contracts for construction of new office building in Docklands, Melbourne, Australia
Not later than 1 year
Later than one year but not later than 5 years
Capital expenditure
Contracts for outstanding capital expenditure
Not later than 1 year
Later than one year but not later than 5 years
Later than 5 years

–
–

56
–

–
–

56
–

58
3
1

38
–
–

23
3
1

14
–
–

Total capital expenditure commitments1

62

94

27

70

Lease rentals
Land and buildings
Not later than 1 year
Later than one year but not later than 5 years
Later than 5 years

327
729
389

252
559
324

263
605
366

187
422
298

1,445

1,135

1,234

907

45
76
–

38
68
–

38
70
–

31
63
–

121

106

108

94

Total lease rental commitments

1,566

1,241

1,342

1,001

Total commitments

1,628

1,335

1,369

1,071

Furniture and equipment
Not later than 1 year
Later than one year but not later than 5 years
Later than 5 years

1 Relates to premises and equipment.

Credit related commitments
Facilities provided

Consolidated
Contract
amount2009$mContract
amount2010$mContract
amount2009$m

Undrawn facilities

124,029

106,644

106,403

88,006Australia
New Zealand
Asia Pacific, Europe & America

78,41014,20031,41972,17016,18018,29478,207–28,196

72,210–15,796

Total

124,029

106,644

106,403

88,006

Guarantees and contingent liabilities
Details of the estimated maximum amount of guarantees and contingent liabilities that may become payable are disclosed on the following
pages. These guarantees and contingent liabilities relate to transactions that the Group has entered into as principal.
Documentary letters of credit involve the issue of letters of credit guaranteeing payment in favour of an exporter secured against an underlying
shipment of goods or backed by a confirmatory letter of credit from another bank.
Performance related contingencies are liabilities that oblige the Group to make payments to a third party should the customer fail to fulfil the
non-monetary terms of the contract.
To reflect the risk associated with these transactions, they are subjected to the same credit origination, portfolio management and collateralrequirements for customers that apply for loans. The contract amount represents the maximum potential amount that could be lost if thecounterparty fails to meet its financial obligations. As the facilities may expire without being drawn upon, the notional amounts do notnecessarily reflect future cash requirements.
Consolidated

182

ANZ Annual Report 2010

The Company

Contract
amount2010$m

The Company

Contract
amount2010$mContract
amount2009$mContract
amount2010$mContract
amount2009$mFinancial guarantees
Standby letters of credit
Documentary letter of credit
Performance related contingencies
Other

6,313
1,991
2,498
16,103
580

4,760
1,528
3,195
14,924
811

5,981
1,867
2,276
15,176
445

4,561
1,492
2,942
14,004504

Total

27,48525,21825,74523,503Australia
New Zealand
Asia Pacific, Europe & America

14,309975
12,201

12,758
1,113
11,347

14,309–11,436

12,781–
10,722

Total

27,48525,21825,74523,503Financial Report183

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

44: Credit Related Commitments, Guarantees, Contingent Liabilities and Contingent Assets (continued)

44: Credit Related Commitments, Guarantees, Contingent Liabilities and Contingent Assets (continued)

other bank related contingent liabilitiesiv) Interbank deposit agreementviii) Deed of Cross Guarantee in respect of certain controlled entities

GeneralThere are outstanding court proceedings, claims and possible claims
against the Group, the aggregate amount of which cannot readily
be quantified. Appropriate legal advice has been obtained and,in the light of such advice, provisions as deemed necessary havebeen made. In some instances we have not disclosed the estimatedfinancial impact as this may prejudice the interests of the Group.

ANZ has entered into an Interbank Deposit Agreement with the majorbanks in the payments system. This agreement is a payment system
support facility certified by the Australian Prudential Regulation
Authority, where the terms are such that if any bank is experiencing
liquidity problems, the other participants are required to deposit
equal amounts of up to $2 billion for a period of 30 days. At the endof 30 days the deposit holder has the option to repay the deposit incash or by way of assignment of mortgages to the value of the deposit.

Pursuant to class order 98/1418 (as amended) dated 13 August 1998, relief was granted to a number of wholly owned controlled entities
from the Corporations Act 2001 requirements for preparation, audit, and publication of individual financial statements. The results of thesecompanies are included in the consolidated Group results. The entities to which relief was granted are:i) Exception fees class actionv) Nominee activities

On 22 September 2010, litigation funder IMF (Australia) Ltd
commenced a class action against ANZ, which it said was on behalfof 27,000 ANZ customers and relating to more than $50 million in
exception fees charged to those customers over the previous 6 years.
The case is at an early stage. ANZ is defending it.

The Group will indemnify each customer of controlled entities
engaged in nominee activities against loss suffered by reasonof such entities failing to perform any obligation undertaken bythem to a customer in accordance with the terms of the applicableagreement refer note 42.

ii) Securities Lendingvi) New Zealand Commerce Commission

There are ongoing developments concerning the events surrounding
ANZ’s securities lending business which may continue for some time.
There is a risk that further actions (court proceedings or regulatory
actions) may be commenced against various parties, including ANZ.
The potential impact or outcome of future claims (if any) cannot
presently be ascertained. ANZ would review and defend any claim,
as appropriate.

ANZ is aware that the New Zealand Commerce Commission is looking
at credit contract fees under the New Zealand Credit Contracts andConsumer Finance Act 2003 (“CCCFA”). In its 2010–2013 Statementof Intent the Commission stated that: “In CCFCFA enforcement, theCommission will continue to focus on unreasonable credit fees, whilst
still being mindful of disclosure issues.”

On 4 July 2008, ANZ appointed a receiver and manager toPrimebroker Securities Limited. On 31 August 2009, an Associate
Justice set aside some statutory demands served by the receiverand said that, among other things, ANZ’s appointment of the receiverto Primebroker was invalid. The receiver is appealing the decision.
ANZ has joined in the appeal.
Separately:
On 14 April 2010, the liquidator of Primebroker filed an action
against ANZ, alleging (among other things) that a charge createdon 12 February 2008 is void against the liquidators. The action
initially claimed $98 million and was subsequently increased to$176.5 million (plus interest and costs).
On 15 July 2010, Primebroker and some associated companies
brought an action against parties including ANZ, seeking$102 million and certain unquantified amounts. The allegations
include misleading or deceptive conduct, wrongful appointmentof receivers, and failure to perform an alleged equity investment
agreement.
ANZ is defending these actions.

iii) Contingent tax liability
The Australian Taxation Office (ATO) is reviewing the taxation
treatment of certain transactions, undertaken by the Group in
the course of normal business activities.
Risk reviews are also being undertaken by revenue authorities
in other jurisdictions, as part of normal revenue authority activity
in those countries.
The Group has assessed these and other taxation claims arisingin Australia and elsewhere, including seeking independent advice
where appropriate, and considers that it holds appropriate provisions.

In particular ANZ is aware that the Commission is investigating thelevel of default fees charged on credit cards and the level of currency
conversion charges on overseas transactions using credit cards andalso informal excess arrangements on credit cards under the CCCFA.
At this stage the possible outcome of these investigations and any
liability or impact on fees cannot be determined with any certainty.

vii) Clearing and settlement obligations
In accordance with the clearing and settlement arrangements set out:in the Australian Payments Clearing Association Limited
Regulations for the Australian Paper Clearing System, the Bulk
Electronic Clearing System, the Consumer Electronic Clearing
System and the High Value Clearing System (HVCS), the Company
has a commitment to comply with rules which could result in abilateral exposure and loss in the event of a failure to settle by amember institution; andin the Austraclear System Regulations and the CLS BankInternational Rules, the Company has a commitment to participate
in loss-sharing arrangements in the event of a failure to settle by amember institution.
For HVCS and Austraclear, the obligation arises only in limited
circumstances.

1
2
3
4
5

ANZ Properties (Australia) Pty Ltd1ANZ Orchard Investments Pty Ltd2ANZ Funds Pty Ltd1ANZ Capital Hedging Pty Ltd1ANZ Securities (Holdings) Limited3

Votraint No. 1103 Pty Ltd2

Alliance Holdings Pty Ltd

ANZ Commodity Trading Pty Ltd4ANZ Nominees Ltd5

1

Relief originally granted on 21 August 2001.
Relief originally granted on 13 August 2002.
Relief originally granted on 9 September 2003.
Relief originally granted on 2 September 2008.
Relief originally granted on 11 February 2009.

It is a condition of the class order that the Company and each of the above controlled entities enter into a Deed of Cross Guarantee. A Deedof Cross Guarantee under the class order was executed by them and lodged with the Australian Securities and Investments Commission. The
Deed of Cross Guarantee is dated 1 March 2006. The effect of the Deed is that the Company guarantees to each creditor payment in full of any
debt in the event of winding up any of the controlled entities under certain provisions of the Corporations Act 2001. If a winding up occurs,
the Company will only be liable in the event that after six months any creditor has not been paid in full. The controlled entities have also given
similar guarantees in the event that the Company is wound up. The consolidated income statement and consolidated balance sheet of theCompany and its wholly owned controlled entities which have entered into the Deed of Cross Guarantee are:Consolidated
2010
$m

2009
$m

5,612
(1,449)
4,163

4,181
(925)
3,256

(391)

(469)

70
40

16
(164)

(18)
(299)
3,864
11,59615,759

(113)
(730)
2,526
10,883
14,139Retained profits at end of year
AssetsLiquid assets
Available-for-sale assets/investment securities
Net loans and advances
Other assets
Premises and equipment
Total assets(39)(2,667)12(18)
13,047–(2,452)
22(113)
11,596

18,558
16,973277,956
133,948
1,545
448,980

20,201
13,554
256,017130,885
1,487
422,144

Liabilities
Deposits and other borrowings
Income tax liability
Payables and other liabilities
Provisions

253,608
1,069
161,326971

227,301
143
164,317905

Total liabilities

416,974

392,666

Net assets

32,00629,478

Shareholders’ equity1

32,00629,478

Profit before tax
Income tax expense
Profit after income tax
Foreign exchange differences taken to equity, net of tax
Change in fair value of available-for-salefinancial assets, net of tax
Change in fair value of cash flow hedges, net of tax
Actuarial gains/(loss) on defined benefit plans, net of tax
Other comprehensive income, net of tax
Total comprehensive income
Retained profits at start of year
Total available for appropriation
Adjustments to opening retained earnings on adoption ofrevised accounting standard AASB 3(R)Ordinary share dividends provided for or paid
Transfer from reserves
Actuarial gains/(loss) on defined benefit plans after tax

1 Shareholders’ equity excludes retained profits and reserves of controlled entities within the class order.

184

ANZ Annual Report 2010

Financial Report

185

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

44: Credit Related Commitments, Guarantees, Contingent Liabilities and Contingent Assets (continued)

45: Superannuation and Other Post Employment Benefit Schemesix) ING New Zealand Funds
ANZ National Bank markets and distributes a range of wealthmanagement products in New Zealand. The products are manufactured
and managed by ING (NZ) Holdings Limited (“ING NZ”). Trading in twoof the products, the ING Diversified Yield Fund and the ING Regular
Income Fund (together, “the Funds”), was suspended on 13 March 2008,
due to the deterioration in the liquidity and credit markets. Some of theunits in the Funds were sold by ANZ National Bank to its customers.
In June 2009, ING NZ AUT Investments Limited, a subsidiary of
ING NZ, made an offer to investors in the Funds. Investors holding
approximately 99% of the Funds accepted the offer to purchasetheir units.
In June 2010, ANZ National Bank and ING NZ reached settlementswith the New Zealand Commerce Commission and the New Zealand
Securities Commission in relation to the Commerce Commission’s
investigation into ANZ National Bank and ING NZ’s marketing andpromotion of the Funds.
As part of the settlement with the Commerce Commission, NZD45
million will be paid to eligible investors in the Funds, and the Groupwill pay the Commerce Commission NZD1 million towards theirinvestigation costs.
As part of the settlement with the Securities Commission, ING NZ has
undertaken to engage an external party to complete, by 1 February
2011, an audit and review of its procedures and processes to theextent they relate to ING NZ’s business of developing and offering
investment products to the public and to subsequently implement
any recommendations of that review. ANZ National Bank has
undertaken to facilitate and assist with the ING NZ audit, review
and implementation.
The Commerce Commission and the Securities Commission haveagreed they will not take any further action against ANZ National
Bank, ING NZ or their affiliates in relation to the Funds.
The ultimate cost to the Group will depend on the final value of units
in the Funds, any recoveries under insurance, the assessment andoutcome of customer complaints and the results of any litigation that
may be brought in connection with the Funds or their sale. The Groupconsiders that it has adequately provided for these matters.

x) Sale of Grindlays businesses
On 31 July 2000, ANZ completed the sale to Standard Chartered
Bank (SCB) of ANZ Grindlays Bank Limited and the private banking
business of ANZ in the United Kingdom and Jersey, together withANZ Grindlays (Jersey) Holdings Limited and its subsidiaries,
for USD1.3 billion in cash. ANZ provided warranties and certain
indemnities relating to those businesses and, where it was
anticipated that payments would be likely under the warranties
or indemnities, made provisions to cover the anticipated liability.
The issues below have not impacted adversely the reported results.
All settlements, penalties and costs have been covered within theprovisions established at the time.

186

ANZ Annual Report 2010

FERA
In 1991 certain amounts were transferred from non-convertible
Indian Rupee accounts maintained with Grindlays in India. Thesetransactions may not have complied with the provisions of theForeign Exchange Regulation Act, 1973. Grindlays, on its own
initiative, brought these transactions to the attention of the Reserve
Bank of India. The Indian authorities served notices on Grindlays
and certain of its officers in India and civil penalties have been
imposed which are the subject of appeals. Criminal prosecutions are
pending and will be defended. The amounts in issue are not material.
Tax Indemnity
ANZ provided an indemnity relating to tax liabilities of Grindlays(and its subsidiaries) and the Jersey Sub-Group to the extent towhich such liabilities were not provided for in the Grindlays accounts
as at 31 July 2000. Claims have been made under this indemnity,with no material impact on the Group expected.

Description of the Group’s post employment benefit schemes
The Group has established a number of pension, superannuation and post retirement medical benefit schemes throughout the world.
The Group may be obliged to contribute to the schemes as a consequence of legislation and provisions of trust deeds. Legal enforceability
is dependent on the terms of the legislation and trust deeds.
The major schemes are:Contribution levels
Country

Australia

New ZealandContingent assets

National Housing Bank
In 1992, Grindlays received a claim aggregating to approximately
Indian Rupees 5.06 billion from the National Housing Bank (NHB)
in India. The claim arose out of cheques drawn by NHB in favour of
Grindlays, the proceeds of which were credited to the account ofa Grindlays customer.
Grindlays won an arbitration award in March 1997, under which
NHB paid Grindlays an award of Indian Rupees 9.12 billion. NHB
subsequently won an appeal to the Special Court of Mumbai, after
which Grindlays filed an appeal with the Supreme Court of India.
Grindlays paid the disputed money including interest into court.
Ultimately, the parties settled the matter and agreed to share themonies paid into court which by then totalled Indian Rupees
16.45 billion (AUD 661 million at 19 January 2002 exchange rates),with Grindlays receiving Indian Rupees 6.20 billion (AUD 248 million
at 19 January 2002 exchange rates) of the disputed monies.
ANZ in turn received a payment of USD 124 million (USD equivalentof the Indian Rupees received by Grindlays) from Standard Chartered
Bank under the terms of an indemnity given in connection with thesale of Grindlays to Standard Chartered Bank.
ANZ recovered $114 million in 2006 from its insurers in respectof the above.
In addition, ANZ is entitled to share with NHB in the proceeds ofany recovery from the estate of the customer whose account wascredited with the cheques drawn from NHB. However, the Indian
Taxation Department is claiming a statutory priority to all of the funds
available for distribution to creditors of that customer. The Special
Court passed an order in late 2007 scaling down the Income Taxation
Department’s priority, however, that order has been partially set
aside on appeal by the supreme court of India. The matter has beenremanded to the Special Court for deliberation on certain issues.

SchemeANZ Australian Staff
Superannuation Scheme1,2

ANZ National Bank Staff Superannuation
Scheme (formerly ANZ Group (New Zealand)
Staff Superannuation Scheme)1,2

National Bank Staff
Superannuation Fund1,2

UK

ANZ UK Staff
Pension Scheme1

Scheme type

Employee/participant

Employer

Defined contribution scheme
Section C3 or

Optional

Balance of cost10

Defined contribution scheme
Section A or

Optional

9% of salary11

Defined benefit scheme
Pension Section4

Nil

Balance of cost12

Defined benefit scheme5 or

Nil

Balance of cost13

Defined contribution scheme

Minimum of
2.5% of salary

7.5% of salary14

Defined benefit scheme6 or

5.0% of salary

Balance of cost15

Defined contribution scheme7

Minimum of
2.0% salary

11.5% of salary16

Defined benefit scheme7

5.0% of salary9

Balance of cost17

8

Balance of cost: the Group’s contribution is assessed by the actuary after taking account of members’ contributions and the value of theschemes’ assets.
1 These schemes provide for pension benefits.
2 These schemes provide for lump sum benefits.
3	Closed to new members in 1997.
4	Closed to new members. Operates to make pension payments to retired members or their dependants.
5	Closed to new members on 31 March 1990. Operates to make pension payments to retired members of that section of the scheme or their dependants.
6	Closed to new members on 1 October 1991.
7	Closed to new members on 1 October 2004.
8 Optional but with minimum of 1% of salary.
9	From 1 October 2003, all member contributions are at a rate of 5% of salary.
10 As determined by the Trustee on the recommendation of the actuary – currently 9% (2009: 9%) of members’ salaries.
11 2009: 9% of salary.
12 As determined by the Trustee on the recommendation of the actuary – currently nil (2009: nil).
13 As recommended by the actuary – currently nil (2009: nil).
14 2009: 7.5% of salary.
15 As recommended by the actuary – currently 24.8% (2009: 24.8%) of members’ salaries.
16 2009: 11.5% of salary.
17 As agreed by the Trustee and Group after taking the advice of the actuary – currently 26% (2009: 26%) of pensionable salaries and additional quarterly contributions of GBP 7.5 million
until December 2015.

Financial Report187

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

45: Superannuation and Other Post Employment Benefit Schemes (continued)

45: Superannuation and Other Post Employment Benefit Schemes (continued)

Funding and contribution information for the defined benefit sections of the schemes

The current contribution recommendations for the major defined sections of the schemes are described below.

The funding and contribution information for the defined benefit sections of the schemes as extracted from the schemes’ most recent financial
reports is set out below.

ANZ Australian Staff Superannuation Scheme Pension Section

In this financial report, the net (liability)/asset arising from the defined benefit obligation recognised in the balance sheet has been determinedin accordance with AASB 119 “Employee Benefits”. However, the excess or deficit of the net market value of assets over accrued benefits
shown below has been determined in accordance with AAS 25 “Financial Reporting by Superannuation Plans”. The excess or deficit for funding
purposes shown below differs from the net (liability)/asset in the balance sheet because AAS 25 prescribes a different measurement date andbasis to those used for AASB 119 purposes.

2010 Schemes

ANZ Australian Staff Superannuation Scheme Pension Section1
ANZ UK Staff Pension Scheme1
ANZ UK Health Benefits Scheme4
ANZ National Bank Staff Superannuation Scheme2
National Bank Staff Superannuation Fund3
Other5,6
Total

Accruedbenefits*$m

Net market
value ofassets heldby scheme$m

Excess/(deficit)
of netmarket valueof assets overaccrued benefits
$m

29
903
6
5
276
32

20
662
–
5
261
25

(9)
(241)
(6)
–
(15)
(7)

1,251

973

(278)

* Determined in accordance with AAS 25 ‘Financial Reporting by Superannuation Plans’, which prescribes a different measurement date and basis to those applied in this financial report under
AASB 119 ‘Employee Benefits’. Under AASB 119, the discount rates used are based on prevailing government and corporate bond rates at the reporting date (30 September 2010), rather thanthe expected return on scheme assets as at the most recent actuarial valuation date (set out below) as prescribed by AAS 25.
1 Amounts were measured at 31 December 2009.
2 Amounts were measured at 31 December 2007.
3 Amounts were measured at 31 March 2010.
4 Amounts were measured at 30 September 2010.
5 Amounts were measured at 30 September 2007 and 30 September 2010 (as applicable).
6 Other includes the defined benefit arrangements in Japan, Philippines and Taiwan. Following the acquisition of RBS, the amount shown for “other” has increased as a result of the inclusionof an additional defined benefit arrangement in Taiwan.

2009 Schemes

ANZ Australian Staff Superannuation Scheme Pension Section1
ANZ UK Staff Pension Scheme1
ANZ UK Health Benefits Scheme4
ANZ National Bank Staff Superannuation Scheme2
National Bank Staff Superannuation Fund3
Other5,6
Total

Accruedbenefits*$m

Net market
value ofassets heldby scheme$m

Excess/(deficit)
of netmarket valueof assets overaccrued benefits
$m

34
977
9
5
154
7

21
649
–
5
139
5

(13)
(328)
(9)
–
(15)
(2)

1,186

819

(367)

* Determined in accordance with AAS 25 ‘Financial Reporting by Superannuation Plans’, which prescribes a different measurement date and basis to those applied in this financial report under
AASB 119 ‘Employee Benefits’. Under AASB 119, the discount rates used are based on prevailing government and corporate bond rates at the reporting date (30 September 2009), rather thanthe expected return on scheme assets as at the most recent actuarial valuation date (set out below) as prescribed by AAS 25.
1 Amounts were measured at 31 December 2008.
2 Amounts were measured at 31 December 2007.
3 Amounts were measured at 31 March 2008.
4 Amounts were measured at 30 September 2009.
5 Amounts were measured at 30 September 2007.
6 Other includes the defined benefit arrangements in Japan, Philippines and Taiwan.

Employer contributions to the defined benefit sections are based on recommendations by the schemes’ actuaries. Funding recommendations
are made by the actuaries based on assumptions of various matters such as future investment performance, interest rates, salary increases,
mortality rates and turnover levels. The funding methods adopted by the actuaries are intended to ensure that the benefit entitlements of
employees are fully funded by the time they become payable.
The Group expects to make contributions of $60 million (2009: $61 million) to the defined benefit sections of the schemes during the next
financial year.

The Pension Section of the ANZ Australian Staff Superannuation Scheme is closed to new members. An interim actuarial valuation, conductedby consulting actuaries Russell Employee Benefits as at 31 December 2009, showed a deficit of $9 million and the actuary recommended thatthe funding position of the Pension Section be reviewed as part of the next actuarial valuation. Group contributions to the Pension Section
remain suspended until the review is completed. The next full actuarial valuation is due to be conducted as at 31 December 2010.
The following economic assumptions were used in formulating the actuary’s funding recommendations:
Rate of investment return
Pension indexation rate

8% p.a.
3% p.a.

The Group has no present liability under the Scheme’s Trust Deed to commence contributions or fund the deficit.

ANZ UK Staff Pension Scheme
An interim actuarial valuation, conducted by consulting actuaries Towers Watson, as at 31 December 2009 showed a deficit of GBP 147 million($241 million at 30 September 2010 exchange rates).
Following the actuarial valuation as at 31 December 2008, the Group agreed to make regular contributions at the rate of 26% of pensionablesalaries. These contributions are sufficient to cover the cost of accruing benefits. To address the deficit, the Group agreed to continue to pay
additional quarterly contributions of GBP 7.5 million until 31 December 2015. These contributions will be reviewed following the next actuarial
valuation which is scheduled to be undertaken as at 31 December 2010.
The following economic assumptions were used in formulating the actuary’s funding recommendations:
Rate of investment return on existing assets– to 31 December 2019
– to 31 December 2034
Rate of investment return for determining ongoing contributions
Salary increases
Pension increases

5.6% p.a.
4.3% p.a.
7.3% p.a.
5.4% p.a.
3.6% p.a.

The Group has no present liability under the Scheme’s Trust Deed to fund the deficit measured under AAS 25. A contingent liability may arisein the event that the Scheme was wound up. If this were to happen, the Trustee would be able to pursue the Group for additional contributions
under the UK Employer Debt Regulations. The Group intends to continue the Scheme on an on-going basis.
On adoption of AIFRS, a net liability representing the defined benefit obligation calculated under AASB 119 was recognised in the balance sheet.
The basis of calculation under AASB119 is detailed in note 1 F(vi) and on page 96.

National Bank Staff Superannuation FundA full actuarial valuation of the National Bank Staff Superannuation Fund, conducted by consulting actuaries AON Consulting NZ, as at
31 March 2010 showed a deficit of NZD 20 million ($15 million at 30 September 2010 exchange rates). The actuary recommended that
the Group make contributions of 24.8% of salaries plus a lump sum contribution of NZD 5 million (net of employer superannuation
contribution tax) in respect of members of the defined benefit section.
The following economic assumptions were used in formulating the actuary’s funding recommendations:
Rate of investment return (net of income tax)
Salary increases
Pension increases

5.5% p.a.
3.0% p.a.
2.5% p.a.

The Group has no present liability under the Fund’s Trust Deed to fund the deficit measured under AAS 25. A contingent liability may arise in
the event that the Fund was wound up. Under the Fund’s Trust Deed, if the Fund were wound up, the Group is required to pay the Trustees of
the Fund an amount sufficient to ensure members do not suffer a reduction in benefits to which they would otherwise be entitled. The Groupintends to continue the Fund on an on-going basis.
On adoption of AIFRS, a net asset representing the defined benefit surplus calculated under AASB 119 was recognised in the balance sheet.
The basis of calculation under AASB119 is detailed in note 1 F(vi) and on page 96.

188

ANZ Annual Report 2010

Financial Report

189

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

45: Superannuation and Other Post Employment Benefit Schemes (continued)

45: Superannuation and Other Post Employment Benefit Schemes (continued)

The following tables summarise the components of the expense recognised in the income statement and the amounts recognised in thebalance sheet under AASB 119 for the defined benefit sections of the schemes:
Consolidated

The Company

2010
$m

2009
$m

2010
$m

2009
$m

Amount recognised in income in respect of defined benefit schemes
Current service cost
Interest cost
Expected return on assets
Past service cost
Adjustment for contributions tax

6
56
(50)
–
2

8
72
(67)
5
2

5
48
(44)
–
–

6
63
(60)
5
–

Total included in personnel expenses

14

20

9

14

(1,059)873(1,095)
849

(928)
761

(938)
738

Net liability arising from defined benefit obligation

(186)

(246)

(167)

(200)

Amounts recognised in the balance sheet
Other assets
Payables and other liabilities

–
(186)

–
(246)

–
(167)

–
(200)

Net liability arising from defined benefit obligation

(186)

(246)

(167)

(200)

Amounts recognised in equity in respect of defined benefit schemes
Actuarial (gains)/losses incurred during the year and recognised directly in retained earnings
Cumulative actuarial (gains)/losses recognised directly in retained earnings

6
229

175
223

26
207

153
181

Amounts included in the balance sheet in respect of its defined benefits scheme
Present value of funded defined benefit obligation
Fair value of scheme assets

The Group has a legal liability to fund deficits in the schemes, but no legal right to use any surplus in the schemes to further its own interests.
The Group has no present liability to settle deficits with an immediate contribution. For more information about the Group’s legal liability tofund deficits, refer to the earlier description of the current contribution recommendations for the schemes.
Movements in the present value of the defined benefit obligation in the relevant period
Opening defined benefit obligation
Current service cost
Interest cost
Contributions from scheme participants
Actuarial (gains)/losses
Past service cost
Liabilities assumed in business combination
Exchange difference on foreign schemes
Benefits paid

1,095
6
56
–
42
–
21
(103)
(58)

1,160
8
72
1
126
5
–
(205)
(72)

938
5
48
–
52
–
21
(92)
(44)

1,003
6
63
–
121
5
–
(202)
(58)

Closing defined benefit obligation

1,059

1,095

928

938

Movements in the fair value of the scheme assets in the relevant period
Opening fair value of scheme assets
Expected return on scheme assets
Actuarial gains/(losses)
Exchange difference on foreign schemes
Contributions from the employer
Contributions from scheme participants
Benefits paid
Assets acquired in business combination

849
50
36
(83)
59
1
(58)
19

1,006
67
(49)
(161)
57
1
(72)
–

738
44
26
(75)
53
–
(44)
19

871
60
(32)
(157)
54
–
(58)
–

Closing fair value of scheme assets1

873

849

761

738

Actual return on scheme assets

86

18

70

28

Key actuarial assumptions used (expressed as weighted averages)
Discount rate
ANZ Australian Staff Superannuation Scheme – Pension Section
ANZ UK Staff Pension Scheme
ANZ UK Health Benefits Scheme
ANZ National Bank Staff Superannuation Scheme
National Bank Staff Superannuation Fund
Expected rate of return on scheme assets
ANZ Australian Staff Superannuation Scheme – Pension Section
ANZ UK Staff Pension Scheme
ANZ UK Health Benefits Scheme
ANZ National Bank Staff Superannuation Scheme
National Bank Staff Superannuation Fund
Future salary increases
ANZ UK Staff Pension Scheme
National Bank Staff Superannuation Fund
Future pension increases
ANZ Australian Staff Superannuation Scheme – Pension Section
ANZ UK Staff Pension Scheme– In payment– In deferment
ANZ National Bank Staff Superannuation Scheme
National Bank Staff Superannuation Fund
Future medical cost trend – short-term
ANZ UK Health Benefits Scheme
Future medical cost trend – long-term
ANZ UK Health Benefits Scheme

2010
%

2009
%

5.00
5.00
5.00
6.00
6.00

5.25
5.50
5.50
6.00
6.00

8.00
5.60
n/a
4.50
5.50

8.50
6.20
n/a
4.50
5.50

5.00
3.00

4.90
3.00

2.50

3.00

3.20
2.70
2.50
2.50

3.10
3.10
2.50
2.50

4.50

7.00

4.00

5.00

To determine the expected returns of each of the asset classes held by the relevant scheme, the actuaries assessed historical return trends and market
expectations for the asset class returns applicable for the period over which the obligation is to be settled. The overall expected rate of return on
assets for each scheme was then determined as the weighted average of the expected returns for the classes of assets held by the relevant scheme.
Assumed medical cost trend rates do not have a material effect on the amounts recognised as income or included in the balance sheet.
Consolidated

History of experience adjustments
Defined benefits obligation
Fair value of scheme assets
Surplus/(deficit)
Experience adjustments on scheme liabilities
Experience adjustments on scheme assets

The Company

2010
$m

2009
$m

2008
$m

2007
$m

2006
$m

2010
$m

2009
$m

2008
$m

2007
$m

2006
$m

(1,059)873(186)(1,095)849(246)(1,160)
1,006
(154)

(1,267)1,199(68)(1,462)
1,238
(224)

(928)
761
(167)

(938)
738
(200)

(1,003)871(132)(1,112)
1,037(75)(1,296)
1,067
(229)

(2)
36

7
(49)

12
(195)

9
6

7
48

1
26

7
(32)

8
(177)

10
12

5
44

1 Scheme assets include the following financial instruments issued by the Group: cash and short-term debt instruments $1.6 million (September 2009: $2.4 million), fixed interest securities$0.5 million (September 2009: $0.6 million) and equities nil (September 2009: $0.2 million).

Consolidated

The Company

Fair value of scheme
assets
2010
2009
%
%

Fair value of scheme
assets
2010
2009
%
%

Analysis of the scheme assets
Equities
Debt securities
Property
Other assets

39
39
8
14

35
39
7
19

37
39
9
15

33
37
8
22

Total assets

100

100

100

100

190

ANZ Annual Report 2010

Financial Report

191

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

46: Employee Share and Option Plans

46: Employee Share and Option Plans (continued)

ANZ operates a number of employee share and option schemes underthe ANZ Employee Share Acquisition Plan and the ANZ Share Option Plan.
ANZ EMPLOYEE SHARE ACQUISITION PLAN
ANZ Employee Share Acquisition Plan (ESAP) schemes that existed
during the 2008/09 and 2009/10 years were the $1,000 Share Plan,
the Deferred Share Plan, the Restricted Share Plan and the Employee
Share Save Scheme (ESSS). Note the ESSS is an employee salarysacrifice plan and is not captured as a share based payment expense.

$1,000 share plan
Each permanent employee (excluding senior executives) who has had
continuous service for one year is eligible to participate in the $1,000
scheme enabling the grant of up to $1,000 of ANZ shares in eachfinancial year, subject to approval of the Board. At a date approved by
the Board, the shares will be granted to all eligible employees using
the 1 week weighted average price of ANZ shares traded on the ASX
in the week leading up to and including the date of grant.
In Australia and most overseas locations, ANZ ordinary shares are
granted to eligible employees for nil consideration and vest immediately
when granted, as there is no forfeiture provision. It is a requirement,
however, that shares are held in trust for three years from the date of
grant, after which time they may remain in trust, be transferred to theemployee’s name or sold. In general, dividends received on the sharesare automatically reinvested into the Dividend Reinvestment Plan.
Shares granted to eligible New Zealand employees under this plan vest
subject to the satisfaction of a three year service period, after whichtime they may remain in trust, to be transferred into the employee’s
name or sold. At the time of transfer, employees are required to pay
NZD 1 cent per share. Shares may be forfeited in the event of dismissal
for serious misconduct or resignation. Dividends are received as cash.
During the 2009/10 year, 1,344,436 shares with an issue price of$22.06 were granted under the plan to employees on 7 December
2009 (2008/09 year: 1,936,095 shares with an issue price of $14.40
were granted on 8 December 2008).

Deferred share plan
A Short Term Incentive (STI) mandatory deferral program was
implemented from 2009, with equity deferral relating to half of allamounts above a specified threshold. Deferred equity can be taken as
100% shares or 50% shares and 50% options. For Management Board
members, mandatory STI equity deferral commenced in 2008 (rather
than 2009). Unvested STI deferred shares are forfeited on resignation
or dismissal for serious misconduct.
Selected employees may also be granted Long Term Incentive (LTI)
deferred shares which vest to the employee up to three years fromthe date of grant. Ordinary shares granted under this LTI plan may beheld in trust beyond the deferral period. Unvested LTI deferred sharesare forfeited on resignation, dismissal for serious misconduct or
termination on notice. In the event of death or total and permanent
disablement, all shares will be released to the employee in full.

STI three year deferred shares were granted under an historical ANZ
STI program, and may be held in trust beyond the deferral period. The
last grant of three year STI deferred shares was made on 11 May 2004
(with the vesting date being 11 May 2007). There were no 3 year STI
deferred share grants in the 2008/09 or 2009/10 years. STI deferredshares with a two year deferral period were granted under a business
unit specific incentive plan (primarily as a retention tool), and may beheld in trust beyond the deferral period.
In exceptional circumstances, sign-on deferred shares are granted
to certain employees upon commencement with ANZ to compensate
for equity forgone from their previous employer. The vesting
period generally aligns with the remaining vesting period of equity
forgone, and therefore varies between grants. Retention three year
deferred shares may also be granted occasionally to high performing
employees who are regarded as a significant retention risk to ANZ.
Sign-on and retention deferred shares will be forfeited on resignation,
dismissal for serious misconduct or termination on notice. In theevent of death or total and permanent disablement, all shares will
be released to the employee in full.
The employee receives all dividends on deferred shares while held in trust(cash or dividend reinvestment plan). The issue price for deferred shares isbased on the volume weighted average price of the shares traded on
the ASX in the week leading up to and including the date of grant.
During the 2009/10 year, 5,511,965 deferred shares with a weighted
average grant price of $22.83 were granted under the deferred shareplan (2008/09 year1: 4,342,296 shares with a weighted average grantprice of $17.23 were granted).

Restricted share plan
In prior years, eligible employees were able to elect a pre-tax sacrificeof part or all of their annual cash bonus for ANZ shares. The shareswere subject to a 1 year restriction period, however, they may beleft in trust beyond the restriction period. The shares are subject toforfeiture on dismissal for serious misconduct. The shares are released
to the employee on termination for any other reason. The employee
receives all dividends on these restricted shares (cash or dividend
reinvestment plan). The issue price is based on the volume weighted
average price of the shares traded on the ASX on the week leading
up to and including the date of grant.
During the 2009/10 year, no shares were granted under the restricted
share plan (2008/09 year: 272,626 shares with an issue price of $17.18
were granted).

Share valuations
The fair value of shares granted in the 2009/10 year under the $1,000
share plan, the Deferred Share Plan and the Restricted Share Plan,
measured as at the date of grant of the shares, is $154.4 million based
on 6,856,401 shares at a weighted average price of $22.52 (2008/09
year1: fair value of shares granted was $108.4 million based on
6,551,017 shares at a weighted average price of $16.55). The volume
weighted average share price of all ANZ shares sold on the ASX on thedate of grant is used to calculate the fair value of shares. No dividends
are incorporated into the measurement of the fair value of shares.

ANZ SHARE OPTION PLAN
Selected employees may be granted options/rights, which entitle
them to purchase ordinary fully paid shares in ANZ at a price fixedat the time the options/rights are granted. Voting and dividend rights
will be attached to the unissued ordinary shares when the options/rights have been exercised.
Each option/right entitles the holder to one ordinary share subject
to the terms and conditions imposed on grant. The exercise price ofthe options, determined in accordance with the rules of the plan, is
generally based on the weighted average price of the shares tradedon the ASX in the week leading up to and including the date of grant.
For rights, the exercise price is nil.
ANZ Share Option Plan schemes expensed in the 2008/09 and2009/10 years are as follows:

Current Option Plans
Performance rights plan (excl. CEO performance rights)
Performance rights are granted to certain employees as part of ANZ’s
LTI program. The first grant of performance rights was in November
2005, and provides the right to acquire ANZ shares at nil cost, subject
to a three-year vesting period and a TSR performance hurdle. The
proportion of LTI performance rights that become exercisable will
depend upon the TSR achieved by ANZ relative to a comparatorgroup of major financial services companies, measured over the same
period (since grant) and calculated at the third anniversary of grant.
An averaging calculation is used for TSR over a 90 day period for startand end values in order to reduce the impact of share price volatility.
Performance equal to the median TSR of the comparator group will
result in half the performance rights becoming exercisable. Vesting
will increase on a straight-line basis until all of the performance rights
become exercisable where ANZ TSR is at or above the 75th percentileof TSRs in the comparator group. Where ANZ’s performance falls
between two of the comparators, TSR is measured on a pro-rata basis.
The performance hurdle will only be tested once at the end of the threeyear vesting period. If the performance rights do not pass the hurdle
on the testing date, or they are not exercised by the end of the exercise
period (5 years from the date of grant), they will lapse. In the case of
dismissal for serious misconduct, all unexercised performance rights
will be forfeited. In the case of resignation or termination on notice, only
performance rights that become exercisable (and pass the performance
hurdle) by the end of the notice period may be exercised. In the case ofdeath or total and permanent disablement, all performance rights areavailable for exercise (with the performance hurdle waived).
CEO Performance rights
The CEO’s LTI (as approved by shareholders at the 2007 Annual General
Meeting), consists of 3 tranches of performance rights, each to a
maximum value of $3 million. The performance periods for each tranche
begin on the date of grant of 19 December 2007 and end on the 3rd,
4th and 5th anniversaries respectively (i.e. only one performancemeasurement for each tranche). The level of vesting for each tranche
will be based on ANZ TSR performance against a comparator group ofcompanies consistent with the performance rights plan. Each tranche
has a 1 year exercise period. In the case of resignation or dismissal forserious misconduct, all unexercised performance rights will be forfeited.
In the case of termination on notice, only performance rights that
become exercisable (and pass the performance hurdle) by the end of
the notice period may be exercised. In the case of death or total andpermanent disablement, all performance rights are available for exercise(with the performance hurdle waived).

CEO Options
At the 2008 Annual General Meeting, shareholders approveda special grant to the CEO of 700,000 options which were granted
on 18 December 2008. These will be available for exercise fromthe date of vesting, 18 December 2011, with the option exercise
price being equal to the market value of ANZ shares at the datethey were granted i.e. $14.18 per share. Upon exercise, each Option
entitles the CEO to one ordinary ANZ share. At grant the options
were independently valued at $2.27 each i.e. a total value of$1.589 million. However, these options will only have any value
if, at the vesting date or during the subsequent exercise period(i.e. 2 years after vesting), the share price exceeds $14.18. This value
will be based on the amount by which the market price exceeds
the exercise price multiplied by the total number of options.
Deferred options (No performance hurdles)
Under the STI deferral program half of all amounts above a specified
threshold are provided as deferred equity. This can be taken as 100%
shares or 50% shares and 50% options (refer to Deferred Share Plan
section above).
Deferred share rights (No performance hurdles)
Deferred share rights are granted instead of deferred shares toaccommodate off-shore taxation implications. They provide theright to acquire ANZ shares at nil cost after a specified vesting period.
The fair value of rights is adjusted for the absence of dividends during
the restriction period. Treatment of rights in respect of cessation
relates to the purpose of the grant (refer to Deferred Share Plan andRestricted Share Plan sections).

Legacy Option Plans
The following legacy plans are no longer being offered to Group
employees, but were expensed during the 2008/09 and 2009/10 years.
Performance option plan (No performance hurdle applies)
Performance options were granted to certain employees (below
executive levels) as part of an historical LTI program, with 7 November
2005 being the last grant of LTI performance options. The options
can only be exercised after a three-year vesting period and before
the seventh anniversary of the grant date. There are no performance
conditions attached to these options as they were primarily granted
as a retention tool. All unexercised options are forfeited on dismissal
for serious misconduct, resignation and termination on notice.
On death or total and permanent disablement, all unvested options
will become available for exercise.

1 2008/09 figures are slightly higher then those reported in the 2009 Annual Reportdue to inclusion of further grants processed in 2009/10 relating to 2008/09.

192

ANZ Annual Report 2010

Financial Report

193

NOTESNOTESTOTOTHE
ThEFiNANCiAL
fiNANciALSTATEMENTS
STATEmENTS

NOTES
NOTESTOTOTHE
ThEFiNANCiAL
fiNANciALSTATEMENTS
STATEmENTS

46: Employee Share and Option Plans (continued)

46: Employee Share and Option Plans (continued)

Option Movements
Details of options over unissued ANZ shares and their related weighted average exercise prices as at the beginning and end of 2009/10 andmovements during 2009/10 are set out below:

Details of shares as a result of the exercise of options since the end of 2009/10 up to the signing of the Directors’ Report on 4 November 2010 are
as follows:

Opening balance
1 October 2009

Options
GrantedOptions
Forfeited

Options
Expired1

Options
Exercised

Closing balance
30 September 2010

15,129,013$14.801,529,032$3.14(657,491)$12.30(1,862,160)$17.54(2,598,516)$14.57

11,539,878$13.01

Weighted Average Exercise Price

Exercise price$No. of shares issued

Proceeds received$

Exercise price$No. of shares issued

Proceeds received
$

0.00
0.00
0.00
17.55
17.55
18.22
18.22

219
27,183
152
345,129
49,17027,58437,063–––
6,057,014
862,934
502,580
675,288

20.68
20.68
23.49
17.18
17.18
17.18

28,672
24,12618,16757,227284
33,869592,937
498,926
426,743
983,160
4,879
581,869

The weighted average share price during the year ended 30 September 2010 was $22.92 (2008/09: $16.57).
The weighted average remaining contractual life of share options outstanding at 30 September 2010 was 2.2 years (2008/09: 2.4 years).
The weighted average exercise price of all exercisable share options outstanding at 30 September 2010 was $19.43 (2008/09: $18.95).

in determining the fair value below, we used standard market techniques for valuation including monte carlo and/or Black Scholes pricing
models. The models take into account early exercise, non-transferability and market based performance hurdles. The significant assumptions
used to measure the fair value of instruments granted during 2009/10 are contained in the table below.

A total of 6,551,277 exercisable share options were outstanding at 30 September 2010 (2008/09: 4,015,504).
Details of options over unissued ANZ shares and their related weighted average exercise prices as at the beginning and end of 2008/09 andmovements during 2008/09 are set out below:
Opening balance
1 October 2008

Options
GrantedOptions
Forfeited

Options
Expired1

Options
Exercised

Closing balance
30 September 2009

17,697,581$14.81

3,260,938$11.64(2,709,394)$7.83(2,191,963)$18.71(928,149)$15.04

15,129,013$14.80Weighted Average Exercise Price

1 Numbers in the “Options Expired” column includes any options which may have expired due to a termination of employment whereby the employee was offered a grace period in which to exercise.

No options over ordinary shares have been granted since the end of 2009/10 up to the signing of the Directors’ Report on 4 November 2010.
Details of shares issued as a result of the exercise of options during 2009/10 are as follows:
Exercise price$No. of shares issued

Proceeds received$

Exercise price$No. of shares issued

Proceeds received
$

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
17.34
17.60

370,945
9,648
9,637
9,637
23,765
9,669
17,956223
500
50,354
9,144
7,081
192,344525,843

–
–
–
–
–
–
–
–
–
–
–
–
3,335,245
9,254,837

17.55
17.55
18.22
18.22
18.22
20.68
20.68
20.68
23.49
17.18
17.18
17.18
17.18
17.18

361,901
68,724
167,611
6,842
121,873
8,513
146,883
188,105
33,05974,580117,384
24,192
7,853
34,2506,351,363
1,206,106
3,053,872
124,661
2,220,526
176,049
3,037,540
3,890,011
776,556
1,281,284
2,016,657
415,619
134,915
588,415

Details of shares issued as a result of the exercise of options during 2008/09 are as follows:

194

Exercise price$No. of shares issued

Proceeds received$

Exercise price$No. of shares issued

Proceeds received
$

0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
16.33
16.33

12,481
58,813
24,619
395
738
5,470
1,650
1,008
4,170
26,100371,675

–
–
–
–
–
–
–
–
–
426,213
6,069,453

17.34
17.60
17.55
17.55
18.03
18.22
18.22
18.22
20.68
20.68
23.49

264,081
32,61629,968
1,388
1,925
1,758
30,05935,2643,800
18,837
1,334

4,579,165
574,042525,938
24,35934,70832,031
547,675
642,510
78,584
389,549
31,336ANZ Annual Report 2010

Type of Equity

STi Deferred Options
STi Deferred Options
STi Deferred Share Rights
STi Deferred Share Rights
LTi Deferred Share Rights
LTi Deferred Share Rights
LTi Performance Rights
LTi Performance Rights
LTi Performance Rights
LTi Performance Rights
Deferred Share Rights
Deferred Share Rights
Deferred Share Rights
Deferred Share Rights
Deferred Share Rights
Deferred Share Rights
Deferred Share Rights

Grant date

Number of
Options

Equity
fair
value
($)

Exercise
price(5 day
VWAP)
($)

Share
closing
price at
grant
($)

ANZ
expected
volatility1(%)

Equityterm(years)Vesting
period(years)Expected
life(years)Expected
dividendyield(%)

Risk freeinterest
rate(%)

13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
13-Nov-09
24-Aug-10
13-Nov-09
24-Dec-09
17-mar-10
17-mar-10
21-Jan-10
20-Apr-10
20-Apr-10
20-Apr-10
25-Jun-1025-Jun-1025-Jun-10

105,252
105,243
96,431
101,260
310,789
2,439
371,81157,726
168,918
173,130
3,701
8,576
3,118
3,259
8,369
2,916
6,094

4.83
5.09
21.41
20.39
19.42
22.13
12.17
11.26
14.80
14.44
20.26
23.32
24.05
23.01
21.50
20.57
19.69

22.80
22.80
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00

22.48
22.48
22.48
22.48
22.48
22.64
22.48
22.39
24.61
24.61
23.26
25.13
25.13
25.13
22.47
22.47
22.47

39
39
35
35
35
30
35
40
40
40
n/a
35
35
35
35
35
35

5
5
5
5
5
2.5
5
5
5
6
5
3.6
3
4
3
4
5

1
2
1
2
3
0.5
3
3
3
4
3
1.6
1
2
1
2
3

3
3.5
1
2
3
1.5
3
3
3
4
3
1.6
1
2
1
2
3

5.50
5.50
5.00
5.00
5.00
4.50
5.00
4.60
4.60
4.60
4.60
4.50
4.50
4.50
4.50
4.50
4.50

5.04
5.13
4.26
4.67
5.01
4.38
5.01
4.71
5.10
5.24
n/a
4.96
4.48
4.96
4.48
4.54
4.61

The significant assumptions used to measure the fair value of instruments granted during 2008/09 are contained in the table below.
Equity
fair
value
($)

Exercise
price(5 day
VWAP)
($)

Share
closing
price at
grant
($)

ANZ
expected
volatility1(%)

Optionterm(years)Vesting
period(years)Expected
life(years)Expected
dividendyield(%)

Risk freeinterest
rate(%)

Type of Equity

Grant date

Number of
Options

Special Options
STi Deferred Options
STi Deferred Options
STi Deferred Share Rights
STi Deferred Share Rights
LTi Deferred Share Rights
LTi Performance Rights
Special Retention
Deferred Share Rights

18-Dec-08
31-Oct-08
31-Oct-08
31-Oct-08
31-Oct-08
31-Oct-08
31-Oct-08

700,000
1,212,216
418,766
84,65989,121
369,598
368,368

2.27
2.80
2.94
16.38
15.45
14.58
9.99

14.18
17.18
17.18
0.00
0.00
0.00
0.00

14.27
17.36
17.36
17.36
17.36
17.36
17.36

30
30
30
30
30
30
30

5
5
5
5
5
5
5

3
1
2
1
2
3
3

4
3
3.5
1
2
3
3

6.00
6.00
6.00
6.00
6.00
6.00
6.00

3.37
4.48
4.64
4.28
4.48
4.48
4.25

9-Dec-08

18,210

14.39

0.00

14.10

34

5

2

2

6.00

3.49

1 Expected volatility represents a measure of the amount by which ANZ’s share price is expected to fluctuate over the life of the options. The measure of volatility used in the model is theannualised 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 averageannualised volatility is then used to estimate a reasonable expected volatility over the expected life of the options.

Financial Report

195

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

47: Key Management Personnel Disclosures

48: Transactions with Other Related Parties

section a: Executive Directors and other Key Management personnel compensation
Key management personnel (KMP) are employees of the ultimate parent entity, Australia and New Zealand Banking Group Limited (ANZ)or its subsidiaries. The KMP compensation included in the personnel expenses is as follows:

Joint Venture entities

Short term employee benefits
Post employment benefits
Long term employment benefits
Termination benefits
Share-based payments

During the course of the financial year the Group conducted transactions with joint venture entities on terms equivalent to those on an arm’s
length basis as shown below:

2010
$

2009
$

18,695,781
427,625
166,949–
11,523,031

18,077,463
367,018
142,067
634,869
9,789,223

30,813,386

29,010,640

Directors
Executive Director 2010
M Smith
Executive Director 2009
M SmithInterest paid andpayable in thereporting period
$

–
1,542
16,171
24,136
1,494

212,434
10,317
97,026
166,467
9,497

Associates

Details of loans outstanding at the reporting date to directors of the Company and other key management personnel of the Group including
their related parties, where the individuals aggregate loan balance exceeded $100,000 at any time in the year, are as follows:
Closing balance
30 September$

Amounts receivable from joint venture entities
Interest revenue
Interest expense
Commissions received from joint venture entities
Cost recovered from joint venture entities

2009
$000

There have been no guarantees given or received. No outstanding amounts have been written down or recorded as allowances, as they are
considered fully collectible. Revenue and cost recovery amounts include OnePath Australia Limited (formerly ING Australia Limited) and ING (NZ)
Holdings Limited only for the two months to full acquisition (2009: 12 months).

section b: KEY MANAGEMENT PERSONNEL Loan Transactions
Loans made to directors of the Company and other key management personnel of the Group are made in the ordinary course of businesson an arm’s length commercial basis, including the term of the loan, security required and the interest rate.

Opening balance
1 October$

Consolidated
2010
$000

Highest balancein the reporting
period$During the course of the financial year the Company and Group conducted transactions with associates on terms equivalent to those on anarm’s length basis as shown below:
Consolidated

Amounts receivable from associates
Amounts payable to associates
Interest revenue
Interest payable
Other revenue
Dividend revenue
Cost recovered from associates

The Company

2010
$000

2009
$000

2010
$000

2009
$000

179,265
63,935
12,1182,893
1,105
39,474
1,413

309,90969,76324,895
3,339
11,19038,3932,164

35,949
3,688
5,228
–
1,105
38,1691,413

149,114239
12,286–
1,812
36,1932,164–

6,840,953

592,896

6,840,953

535,611–

62,2971,000,000

Non-executive Directors 2010
P Hay2A Watkins3

1,125,000
3,289,964

1,125,000
3,490,211

65,023
250,694

1,131,263
3,490,211

Non-executive Directors 2009
P Hay2A Watkins3–
3,189,724

1,125,000
3,289,964

3,954
213,132

1,128,856
3,295,434

Other key management personnel 2010
J Fagg4
G K Hodges
A Thursby
C Page4,117,937
10,415,975
1,890,097
1,750,932–
8,018,058
1,596,910
559,471240,024
552,875
110,871
22,7984,625,136
10,530,669
1,890,097
1,760,616

During the course of the financial year subsidiaries conducted transactions with each other and joint ventures and associates on terms
equivalent to those on an arm’s length basis. They are fully eliminated on consolidation. As of 30 September 2010, all outstanding amounts are
considered fully collectible.

Other key management personnel 2009
J Fagg4
B C Hartzer5
G K Hodges
P R Marriott
A Thursby
C Page3,641,055
12,438,898
3,055,034
905,479
1,931,834–

4,117,937
12,105,808
10,415,975–
1,890,097
1,750,932

208,765
381,671
170,733
7,399
99,751
19,854

4,319,402
13,039,953
10,581,121
912,467
1,931,834
1,843,116

49: Life Insurance Business

Details regarding the aggregate of loans made, guaranteed or secured by any entity in the Group to each group of directors and otherkey management personnel including related parties are as follows:
Closing balance
30 September$

Interest paid andpayable in thereporting period$

Number in group at
30 September1

Directors
2010
2009

4,414,964
3,725,335

11,456,164
4,414,964

908,613279,783

3
2

Other key management personnel
2010
2009

18,174,941
21,972,300

10,174,439
30,280,749

926,568
888,1733
5

Number in the Group includes directors and specified executives with loan balances greater than $100,000.
P Hay commenced as non-executive director effective 12 November 2008.
A Watkins commenced as non-executive director effective 12 November 2008 and the opening balance represents the balance on commencement.
J Fagg commenced her role as CEO, ANZ (NZ) effective 1 May 2009 and the opening balance represents the balance on appointment to New Zealand’s CEO.
J Fagg stepped down from role due to illness 1 September 2010.
5 B Hartzer ceased employment with ANZ effective 31 July 2009.

196

ANZ Annual Report 2010

Subsidiaries

The Group conducts its Life Insurance business through OnePath Life Limited (formerly ING Life Limited) and ING (NZ) Limited. This note isintended to provide disclosures in relation to the life businesses conducted through these controlled entities.
SOLVENCY POSITION OF LIFE INSURER
Australian Life Insurers are required to hold reserves in excess of policy liabilities to meet certain solvency requirements under the Life Act.
The Life Insurance business in New Zealand is not governed by the Life Act as it is a foreign domiciled life insurance company. These companies
are required to meet similar solvency tests based on the regulations in New Zealand.

Opening balance
1 October
$

1
2
3
4

There have been no guarantees given or received. No outstanding amounts have been written down or recorded as allowances, as they are
considered fully collectible.

The summarised solvency information below in respect of solvency requirements under the Life Act has been extracted from the financial
statements prepared by OnePath Life Limited (formerly ING Life Limited). For detailed solvency information on a statutory fund basis, usersof this annual financial report should refer to the financial statements prepared by the life insurer.
OnePathLife Limited
2010$mSolvency requirements as at 30 September represented by:– minimum termination value– other liabilities– solvency reserve
Assets available for solvency reserves
Coverage of solvency reserves (times)

29,966
831
346
564
1.63

Financial Report197

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

49: Life Insurance Business (continued)

49: Life Insurance Business (continued)

LIFE INSURANCE Profit analysis

insurance POLICY LIABILITIESLife insurance
contracts

Life investment
contracts

Consolidated

2010
$m

2010
$m

2010
$m

Net Shareholder profit after Income Tax1

148

119

267

Net Shareholder profit after income tax is represented by:
Emergence of planned profit margins
Difference between actual and assumed experience
Loss recognition /(reversal of previous losses) on groups of related products	Investment earnings on retained profits and capital

126
(1)
(3)
26

91
5
–
23

217
4
(3)
49

Net Policyowner Profit in Statutory Funds after Income Tax

4

–

4

Net Policyholder profit in statutory funds after income tax is represented by:
Emergence of planned profits
	Investment earnings on retained profits

2
2

–
–

2
2

1 This represents the 10 months since acquisition of OnePath Life Limited (formerly ING Life Limited) and ING Life (NZ) Limited.

INVESTMENTS relating to insurance businessTotal investments backing policyholder liabilities designated at fair value through profit or loss1

Consolidated

11,652
5,584
9,673
1,216
1,682
462
1,902
32,171

1 This includes $5,448 million in respect of investments relating to external unitholders. In addition, the investment balance has been reduced by $2,633 million in respect of the elimination ofintercompany balances, treasury shares and the re-allocation of policyholder tax balances.

Direct investments refer to investments that are held directly with the issuer of the investment. Indirect investments refer to investmentsthat are held through unit trusts or similar investment vehicles.
Investments held in statutory funds can only be used to meet the liabilities and expenses of that fund, or to make profit distributions whensolvency and capital adequacy requirements of the Life Act are met. Accordingly, with the exception of permitted profit distributions, theinvestments held in the statutory fund are not available for use by other parties of the Group.

198

ANZ Annual Report 2010

Consolidated
2010$mLife insurance contract liabilities
Best estimate liability
	Value of future policy benefits
	Value of future expenses
	Value of future premium
Value of declared bonuses
Value of future profits
Policy owner bonus
Shareholder profit margin
Business valued by non-projection method
Total net life insurance contract liabilities

4,037
1,333
(6,515)
3
51
1,035
631
575

Unvested policy owner benefits

44

Liabilities ceded under reinsurance contracts1(refer note 20)

360

Total life insurance contract liabilities

979

Life investment contract liabilities2,3

28,002
28,981

Total policy liabilities
2010$mEquity security investments
Direct	Indirect
Debt security investments
Direct	Indirect
Units in property trusts
Direct	Indirect
Othera) Policy liabilities

1 Liabilities ceded under insurance contracts are shown as ‘other assets’.
2 Designated at fair value through profit or loss.
3 Life Investment contract liabilities that relate to the guaranteed element is $2,156 million. Life investment contract liabilities subject to investment performance guarantees is $1,141 million.

b) Reconciliation of movements in Policy liabilities

Life investment
contracts

Life insurance
contracts

Consolidated

2010
$m

2010
$m

2010
$m

Contract policy liabilities
Gross liability at acquisition
Movements in life insurance liability reflected in the income statement
Deposit premium recognised as a change in life investment contract liability
Fees recognised as a change in life investment contract liabilities
Withdrawal recognised as a change in other life investment contract liability

27,353
948
5,264
(345)
(5,218)

1,091
(112)
–
–
–

28,444
836
5,264
(345)
(5,218)Gross policy insurance liability closing balance

28,002979

28,981

–
–

306
54

306
54

Liabilities ceded under reinsurance1
Balance at acquisition
Increase in reinsurance asset

Closing balance
Total policy liability net of reinsurance asset

–

360

360

28,002619

28,621

1 Liabilities ceded under insurance contracts are shown as ‘other assets’.

Financial Report

199

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

49: Life Insurance Business (continued)

49: Life Insurance Business (continued)

METHODS AND ASSUMPTIONS LIFE INSURANCE CONTRACTS

LIFE INSURANCE RISK
Insurance risk is the risk of loss due to increases in policy benefits arising from variations in the incidence or severity of insured events.

Significant actuarial methods
The effective date of the actuarial report on policy liabilities (which includes insurance contract liabilities and life investment contract liabilities)
and solvency requirements is 30 September 2010.

Insurance risk exposure arises in insurance business as the risk that claims payments are greater than expected. In the life insurance businessthis arises primarily through mortality (death) or morbidity (illness or injury) risks being greater than expected.

In Australia, the actuarial report was prepared by Mr Nick Kulikov, FIAA, Appointed Actuary. The actuarial reports indicate Mr Kulikov is satisfied
as to the accuracy of the data upon which policy liabilities have been determined.

Financial risks relating to the Group’s insurance business are generally monitored and controlled by selecting appropriate assets to backinsurance and life investment contract liabilities. The assets are regularly monitored by the OnePath (formerly ING) Investment Risk Management
Committee to ensure that there is no material asset and liability mismatching issues and other risks such as liquidity risk and credit risk aremaintained within acceptable limits.

The amount of policy liabilities has been determined in accordance with methods and assumptions disclosed in this financial report and therequirements of the Life Act, which includes applicable standards of the Australian Prudential Regulation Authority (APRA).

The profit carriers used to achieve the systematic release of planned margins are based on the product groups.

All financial assets within the Life Insurance statutory funds directly support either the Group’s life insurance or life investment contracts. Market
risk arises for the Group on contracts where the liabilities to policyholders are guaranteed by the Life company. The Group manages this risk by
the monthly monitoring and rebalancing of assets to contract liabilities. However, for some contracts the ability to match asset characteristics
with policy obligations is constrained by a number of factors including regulatory constraints, the lack of suitable investments as well as by
the nature of the policy liabilities themselves. Wherever possible within regulatory constraints, the Group segregates policyholders funds fromshareholders funds and sets investment mandates that are appropriate for each.

In New Zealand, the actuarial report was prepared by Mr Anton Gardiner FIA FNZSA, who is a fellow of the Institute of Actuaries of UK and a
Fellow of the New Zealand Society of Actuaries. The amount of policy liabilities has been determined in accordance with Professional Standard 3:
Determination of Life Insurance Policy Liabilities of the New Zealand Society of Actuaries. The actuarial reports indicate that Mr Gardiner issatisfied as to the accuracy of the data upon which policy liabilities have been determined.

A market risk also arises from those life insurance and life investment contracts where the benefits paid are directly impacted by the valueof the underlying assets, the Group is exposed to the risk of future decreased asset management fees as a result of a decline in assets undermanagement and operational risk associated with the possible failure to administer life investment contracts in accordance with the productterms and conditions.

Critical assumptions

Insurance risks are controlled through the use of underwriting procedures and reinsurance arrangements, all of which are approved by the
Appointed Actuary. Controls are also maintained over claims management practices to assist in the correct and timely payment of insurance claims.

The valuation of the life insurance liabilities is dependant on a number of variables including interest rate, equity prices, future expenses, mortality,
morbidity and inflation. The critical estimates and judgments used in determining the policyholder liability is set out note 2 (vii), page 103.

Risk strategy

Policy liabilities have been calculated in accordance with Actuarial Standard LPS 1.04 Valuation of Policy Liabilities (formerly AS 1.04) issued by
the Australian Prudential Regulation Authority (APRA) in accordance with the requirements of the Life Insurance Act (LIA). For life insurance
contracts the Actuarial Standard requires the policy liabilities to be calculated in a way which allows for the systematic release of planned
margins as services are provided to policy owners and premiums are received.

Sensitivity analysis
The Group conducts sensitivity analyses to quantify the exposure of the life insurance contracts to risk of changes in the key underlying variables
such as interest rate, equity prices, mortality, morbidity and inflation. The valuations included in the reported results and the Group’s best
estimate of future performance is calculated using certain assumptions about these variables. The movement in any key variable will impact
the performance and net assets of the Group and as such represents a risk. The table below illustrates how changes in key assumptions would
impact the reported profit, policyholder liabilities and equity at 30 September 2010.

Variable

Impact of movement in underlying variable

In compliance with contractual and regulatory requirements, a strategy is in place to monitor that the risks underwritten satisfy policyholders’risk and reward objectives whilst not adversely affecting the Group’s ability to pay benefits and claims when due. The strategy involves theidentification of risks by type, impact and likelihood, the implementation of processes and controls to mitigate the risks, and continuous
monitoring and improvement of the procedures in place to minimise the chance of an adverse compliance or operational risk event occurring.
Included in this strategy is the process for underwriting and product pricing to ensure products are appropriately priced. Capital management
is also a key aspect of the Group’s risk management strategy.

Allocation of capital

Change invariable

Profit/(loss)
net ofreinsurance

Insurance
contract
liabilities
net ofreinsurance% change

$m

$m

$m

The Group’s insurance businesses are subject to regulatory capital requirements which prescribe the amount of capital to be held dependingon the type, quality and concentration of investments held.
EquityMarket interest rates

A change in market interest rates affects the value placed on
future cash flows. This changes profit and shareholder equity.

-1%
+1%

4
(1)

(5)
2

4
(1)

Expense rate

An increase in the level or inflationary growth of expenses overassumed levels will decrease profit and shareholder equity.

-10%
+10%

2
(2)

(3)
3

2
(2)

Mortality rate

Greater mortality rates would lead to higher levels of claims
occurring, increasing associated claims cost and therefore
reducing profit and shareholder equity.

-10%
+10%

4
(9)

(6)
13

4
(9)

Morbidity rate

The cost of health-related claims depends on both theincidence of policyholders becoming ill and the duration
which they remain ill. Higher than expected incidence andduration would increase claim costs, reducing profit andshareholder equity.

-10%
+10%

5
(5)

(7)
7

5
(5)

Solvency Margin requirements established by the Australian Prudential Regulation Authority (APRA) are in place to reinforce safeguards forpolicyholders’ interest, which are primarily the ability to meet future claims payments in respect of existing policies.

Methods to limit or transfer insurance risk exposures
Reinsurance – All reinsurance treaties are analysed using a number of analytical modeling tools to assess the impact on the Group’s exposure
to risk with the objective of achieving the desired choice of type of reinsurance and retention levels.
Underwriting procedures – Strategic underwriting decisions are put into effect using the underwriting procedures detailed in the Group’s
underwriting manual. Such procedures include limits to delegated authorities and signing powers.
Claims management – Strict claims management procedures are in place to assist in the timely and correct payment of claims in accordancewith policy conditions.
Asset and liability management techniques – Assets are allocated to different classes of business using a risk based approach. Duration analysis

is primarily used for interest-sensitive products and policies with long-term fixed payout patterns.

Concentration of insurance risk – The age profile and mix of sexes within the population of policyholders is stable and is sufficiently spread sothat the Group risk concentration is minimal. The Group manages the insurance concentration risk by reflecting the individual premium rates
the geographical concentration of insured workforces and through the purchase of reinsurance protection.

200

ANZ Annual Report 2010

Financial Report

201

NOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTSNOTESNOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

50: Business Combinations

50: Business Combinations (continued)

During the year ended 30 September 2010, the Group made a number of acquisitions (refer note 17). Details of each acquisition is set out below:

Landmark Financial Services
On 1 March 2010, the Group completed its acquisition of the Landmark Financial Services business from AWB Group. The business is comprised
mainly of an agribusiness based loan and deposit book as well as associated support staff. No legal entity was acquired as part of this acquisition.

ING
On 30 November 2009, ANZ purchased ING Groep’s 51% interest in the ANZ-ING wealth management and life insurance joint ventures inAustralia and New Zealand. The transaction was undertaken to strengthen the Group’s position in wealth management and more closely
integrate its retail banking and wealth management businesses. As part of the transaction the Group also purchased ING Groep’s 51% interests
in two fixed income unit trusts in New Zealand, the ING Diversified Yield Fund and the ING Regular Income Fund (“the Funds”), taking its
ownership interest to over 99% of the Funds.
$m

Fair values of assets acquired and liabilities assumed as at acquisition date (provisional)
Liquid assets
Available-for-sale assets
Investments backing policyholder liabilities
Shares in associates
Other assets1
Deferred tax assets
Intangible assets
Premises and equipment

707
1,441
27,715
8
762
350
1,420
53

Total assets

32,456

Payables and other liabilities
Current tax liabilities
Policyholder liabilities
Deferred tax liabilities
Provisions/contingent liabilities2

1,015
59
28,444320
181

Total liabilities

30,019Net assets

2,437

Non-controlling interests in the Funds3(1)

Net assets attributable to the Group4

2,436Book value of existing equity interests
Adjustment on re-measuring existing equity interests to fair value5

1,956
(185)

Acquisition date fair value of existing equity interests
Cash consideration transferred

1,771
1,816

Total Consideration

3,587

Provisional value of goodwill6

1,151

1	Includes receivables with a fair value of $432 million and a gross contractual amount receivable of $433 million. The best estimate at the acquisition date of the contractual cash flows notexpected to be collected on these receivables is $1 million.
2	Includes employee related provisions and the fair value of contingent liabilities, which relate to possible claims by investors in the Funds and investigations by regulatory bodies and other actualand potential claims and proceedings (refer to note 44). The expected timing and ultimate cost of contingent liabilities to the Group will depend on the assessment and outcome of compliance
performance, and the results of any litigation and regulatory investigations or proceedings that may be brought. $41 million of the contingent liabilities were used during the period.
3 Non controlling interest are measured as their proportionate share of the identifiable net assets of the Funds.
4	Includes $362 million of treasury shares.
5 The adjustment on re-measuring equity interests has been recognised in Other Operating Income in the Income Statement. In addition to this adjustment, the Group reclassified the debit equity
accounted reserves of ING of $32 million to Other Operating Income in the Income Statement.
6 Upon finalisation of fair value procedures, the remaining balance will be recognised as goodwill. The goodwill paid relates to expected synergistic benefits expected to be realised through the
combination of the ANZ and ING wealth businesses. Goodwill is not expected to be deductible for income tax purposes.

Included in the consolidated Income Statement and Statement of Comprehensive Income since 30 November 2009 is operating income of$955 million and a profit before tax of $527 million in respect of the acquired businesses, after eliminating gains on treasury shares andincorporating policyholder income and contributions taxes as revenue. Had ING been consolidated from 1 October 2009, the consolidated
Income Statement and Statement of Comprehensive Income would have included, for the twelve months ended 30 September 2010, operating
income of $1,147 million and a profit before tax of $607 million. This excludes integration and transaction costs but includes the impact ofgrossing up income for tax paid on policyholder investments. In respect of transaction costs, $10 million is recognised in Other Operating
Expenses in the Income Statement and $2 million in Opening Retained Earnings on adoption of the revised standard.

$m

Fair values of assets acquired and liabilities assumed as at acquisition date (provisional)
Cash
Net loans and advances1
Deferred tax asset

12
2,212
1

Total assets

2,225

Customer deposits
Employee entitlements

303
2

Total liabilities

305

Net fair value of assets acquired
Cash consideration paid

1,920
1,920

Provisional value of goodwill and intangible assets-

1 The gross contractual amounts receivable associated with these loans and advances is $2,312 million. The best estimate of amounts not expected to be received at acquisition date is $84 million.

Transaction costs of $4 million are recognised in Other Operating Expenses in the Income Statement.
Royal Bank of Scotland
During the year ended 30 September 2010, the Group acquired selected Royal Bank of Scotland Group plc (RBS) businesses in Asia.

Selected Royal Bank of Scotland businesses in Asia
During the 12 months ended 30 September 2010, ANZ acquired the Royal Bank of Scotland retail, wealth and commercial businesses in Taiwan,
Singapore, Indonesia and Hong Kong, and their institutional businesses in Taiwan, Philippines and Vietnam. The transactions create a newplatform for our retail and wealth businesses in Asia and were undertaken as part of the strategy to be a leading super regional bank.
$m

Fair values of assets acquired and liabilities assumed as at acquisition date (provisional)
Liquid assets
Due from other financial institutions
Derivative financial instruments
Available-for-sale assets
Net loans and advances1
Other assets

162
3,539
671
313
4,071
81

Total assets

8,837

Due to other financial institutions
Deposits and other borrowings
Derivative financial instruments
Payables and other liabilities

542
7,442
620
98

Total liabilities

8,702

Net fair value of assets acquired/(liabilities assumed)
Attributable to non-controlling interests
Net fair value of assets acquired/(liabilities assumed) attributable to owners
Cash consideration paid

135
(7)
128
269

Provisional value of goodwill and intangible assets2

141

1	Gross contractual amount receivable associated with these loans is $4,656 million. The best estimate of the contractual cashflows not expected to be received at acquisition date is $549 million.
2 Upon finalisation of fair value procedures, including recognition of intangible assets, the remaining balance will be recognised as goodwill. The goodwill paid relates to expected synergistic
benefits expected to be realised through the combination of the ANZ and RBS business.

Transaction costs of $7 million are recognised in Other Operating Expenses in the Income Statement for expenses incurred in relation tofacilitating the signing of the transaction and a further $37 million of acquisition costs are included in Opening Retained Earnings on adoptionof the revised acquisition accounting standard pertaining to expenses incurred in 2009.

202

ANZ Annual Report 2010

Financial Report203

NOTES TO THE FINANCIAL STATEMENTS

Directors’ Declaration

51: Exchange Rates

The directors of Australia and New Zealand Banking Group Limited declare that:

The exchange rates used in the translation of the results and the assets and liabilities of major overseas branches and controlled entities are:a) in the directors’ opinion, the financial statements and notes of the Company and the consolidated entity have been prepared in accordancewith the Corporations Act 2001, including that they:i) comply with applicable Australian Accounting Standards, (including the Australian Accounting Interpretations) and the Corporations
Regulations 2001; andii) give a true and fair view of the financial position of the Company and of the consolidated entity as at 30 September 2010 and of theirperformance as represented by the results of their operations and their cash flows, for the year ended on that date; and2010

Chinese Yuan
Euro
Great British Pound
Indonesian Rupiah
Malaysian Ringgit
New Zealand Dollar
Papua New Guinea Kina
United States Dollar

2009

Closing

Average

Closing

Average

6.46870.71110.61058625.32.98501.31392.59200.96686.1242
0.66320.57698279.62.95821.26032.45700.89906.00260.6014
0.54868506.33.05481.21882.41540.87925.00180.53920.47197837.92.60341.22482.00180.7319iii) the financial statements and notes of the Company and the consolidated entity comply with International Financial Reporting Standards
as described in note 1 (A)(i).
b) in the directors’ opinion, the remuneration disclosures that are contained on pages 16 to 45 of the Remuneration Report comply with
the Corporations Act 2001; andc) the directors have received the declarations required by section 295A of the Corporations Act 2001; and52: Events Since the End of the Financial Year
On 27 October 2010, the Company announced the investment of an additional RMB 1.65 billion ($250 million) in Shanghai Rural Commercial
Bank (SRCB) as part of a major capital raising by SRCB. This transaction will increase the Group’s ownership interest in SRCB from 19.9% to 20%.

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 becomedue and payable; ande) the Company and certain of its wholly owned controlled entities (listed in note 44) have executed a Deed of Cross Guarantee enablingthem to take advantage of the accounting and audit relief offered by class order 98/1418 (as amended), issued by the Australian Securities
and Investments Commission. The nature of the Deed of Cross Guarantee is to guarantee to each creditor payment in full of any debt inaccordance with the terms of the Deed of Cross Guarantee. At the date of this declaration, there are reasonable grounds to believe that theCompany and its controlled entities which executed the Deed of Cross Guarantee are able, as an economic entity, to meet any obligations
or liabilities to which they are, or may become, subject by virtue of the Deed of Cross Guarantee.
Signed in accordance with a resolution of the directors.

John MorschelMichael R P Smith

Chairman

Director

4 November 2010204

ANZ Annual Report 2010

Directors’ Declaration

205

iNDEPENDENT AUDiTOR’S REPORT TO ThE mEmBERS Of AUSTRALiAAND NEW ZEALAND BANKiNg gROUP LimiTEDREPORT ON ThE fiNANciAL REPORT
We have audited the accompanying financial report of Australia and
New Zealand Banking group Limited (the company), which comprises
the balance sheets as at 30 September 2010, and income statements
and statements of comprehensive income, statements of changes
in equity and cash flow statements for the year ended on that date,a summary or description of significant accounting policies and otherexplanatory notes 1 to 52 and the directors’ declaration of the group
comprising the company and the entities it controlled at the year’s
end or from time to time during the financial year.
DiREcTORS’ RESPONSiBiLiTY fOR ThE fiNANciAL REPORTThe directors of the company are responsible for the preparationand fair presentation of the financial report in accordance with
Australian Accounting Standards (including the Australian Accounting
interpretations) and the Corporations Act 2001. This responsibility
includes establishing and maintaining internal control relevant to
the preparation and fair presentation of the financial report that is freefrom material misstatement, whether due to fraud or error; selecting
and applying appropriate accounting policies; and making accounting
estimates that are reasonable in the circumstances. in note 1(A)(i),the directors also state, in accordance with Australian AccountingStandard AASB 101 Presentation of Financial Statements, that thefinancial report, comprising the financial statements and notes,
complies with international financial Reporting Standards.
AUDiTOR’S RESPONSiBiLiTY
Our responsibility is to express an opinion on the financial report basedon our audit. We conducted our audit in accordance with Australian
Auditing Standards. These Auditing Standards require that we comply
with relevant ethical requirements relating to audit engagements andplan and perform the audit to obtain reasonable assurance whether
the financial report is free from material misstatement.
An audit involves performing procedures to obtain audit evidence
about the amounts and disclosures in the financial report. The
procedures selected depend on the auditor’s judgement, including
the assessment of the risks of material misstatement of thefinancial report, whether due to fraud or error. in making those risk
assessments, the auditor considers internal control relevant to theentity’s preparation and fair presentation of the financial reportin order to design audit procedures that are appropriate in thecircumstances, but not for the purpose of expressing an opinion on
the effectiveness of the entity’s internal control. An audit also includes
evaluating the appropriateness of accounting policies used and thereasonableness of accounting estimates made by the directors, aswell as evaluating the overall presentation of the financial report.

iNDEPENDENcE
in conducting our audit, we have complied with the independence
requirements of the corporations Act 2001.

SECTiON 4

AUDiTOR’S OPiNiONin our opinion:

Financial Information

208

Shareholder Information

216

Glossary of Financial Terms

220

Alphabetical Index

224(a) the financial report of Australia and New Zealand Banking group
Limited is in accordance with the Corporations Act 2001, including:(i) giving a true and fair view of the company’s and the group’s
financial position as at 30 September 2010 and of theirperformance for the year ended on that date; and(ii) complying with Australian Accounting Standards (including
the Australian Accounting interpretations) and the corporations
Regulations 2001.
(b) the financial report also complies with international financial
Reporting Standards as disclosed in note 1(A)(i).
REPORT ON ThE REmUNERATiON REPORT
We have audited the Remuneration Report included in pages 21
to 45 of the directors’ report for the year ended 30 September 2010.
The directors of the company are responsible for the preparation andpresentation of the remuneration report in accordance with Section
300A of the Corporations Act 2001. Our responsibility is to express an
opinion on the remuneration report, based on our audit conductedin accordance with auditing standards.
AUDiTOR’S OPiNiONin our opinion, the remuneration report of Australia and New Zealand
Banking group Limited for the year ended 30 September 2010, complies
with Section 300A of the Corporations Act 2001.

KPMG

melbourne, Australia

Michelle Hinchliffe
Partner

4 November 2010

We performed the procedures to assess whether in all material
respects the financial report presents fairly, in accordance with the
Corporations Act 2001 and Australian Accounting Standards (including
the Australian Accounting interpretations), a view which is consistent
with our understanding of the company’s and the group’s financial
position and of their performance.
We believe that the audit evidence we have obtained is sufficientand appropriate to provide a basis for our audit opinion.

206

ANZ Annual Report 2010

ANZ Annual
Financial
ReportHighlights
2010

207

FINANCIAL INFORMATION

1: Capital Adequacy

1: Capital Adequacy (continued)
2010
$m

2009
$m

34,155(2,840)32,429(2,341)

Fundamental Tier 1 capital
Non-innovative Tier 1 capital instruments
Innovative Tier 1 capital instruments

31,315
3,787
1,646

30,0881,901
2,122

Gross Tier 1 capital

36,74834,111(10,057)(7,492)

26,691

26,6191,223
6,619(3,026)

1,390
9,082
(2,661)

Tier 2 capital

4,816

7,811

Total qualifying capital

31,50734,430Capital adequacy ratios
Core Tier 1
Tier 1
Tier 2

8.0%
10.1%
1.8%

9.0%
10.6%
3.1%

Total

11.9%

13.7%

264,242

252,069

Qualifying Capital

Tier 1
Shareholders’ equity and non-controlling interests
Prudential adjustments to shareholders’ equity

Deductions

Table 1

Table 2Tier 1 capital
Tier 2Upper Tier 2 capital
Subordinated notes
Deductions

Risk weighted assets

Table 3
Table 4
Table 2

Table 5

Table 1: Prudential adjustments to shareholders’ equity
Treasury shares attributable to OnePath (formerly INGA) policyholders
Reclassification of preference share capital
Accumulated retained profits and reserves of insurance, funds management
and securitisation entities and associates
Deferred fee revenue including fees deferred aspart of loan yields
Hedging reserve
Available-for-sale reserve
Dividend not provided for
Accrual for Dividend Reinvestment Plans
Total

Table 2: Deductions from Tier 1 capital
Unamortised goodwill & other intangibles (excluding OnePath (formerly INGA) and ING New Zealand
Intangible component of investment in OnePath (formerly INGA) and ING New Zealand
Capitalised software
Capitalised expenses including loan and lease origination fees,
capitalised securitisation establishment costs and costs associatedwith debt raisings
Applicable deferred tax assets (excluding the component relating
to the general reserve for impairment of financial assets)
Mark-to market impact of own credit spread
Negative available-for-sale reserve

2010
$m

2009
$m

358
(871)

–
(871)

(1,312)(1,010)

402
(11)
(80)
(1,895)
569

391
90
41
(1,403)421(2,840)(2,341)(2,952)(2,043)(1,127)(3,047)
–
(849)

(655)

(602)

(235)
(19)
–

(325)
12
(20)

Sub-total
Deductions taken 50% from Tier 1 and 50% from Tier 2
Investment in ANZ insurance subsidiaries (excluding OnePath (formerly INGA) and ING New ZealandInvestment in ANZ funds management subsidiaries
Investment in OnePath (formerly INGA) and ING New ZealandInvestment in other Authorised Deposit Taking Institutions
and overseas equivalents
Expected losses in excess of eligible provisions1
Investment in other commercial operations
Other deductions

Gross
(396)
(72)
(1,690)(7,031)
50%
(198)
(36)
(845)

(4,831)
50%
(161)
(33)
(737)

(1,976)(1,119)
(42)
(756)

(988)
(560)
(21)
(378)

(976)
(506)
(36)
(212)

Sub-total(6,051)

Total

Table 3: Upper Tier 2 capital
Eligible component of post acquisition earnings and reservesin associates and joint ventures
Perpetual subordinated notes2
General reserve for impairment of financial assets net of
attributable deferred tax asset3
Total(3,026)(2,661)(10,057)(7,492)

–
943

269
1,024

280

97

1,223

1,390

Table 4: Subordinated notes2

For capital adequacy calculation purposes, subordinated note issues are reduced by 20% of the original amount overthe last four years to maturity and are limited to 50% of Tier 1 capital.
1 The gross deduction includes a collective provision component net of tax of $2,019 million, other eligible provisions of $1,417 million less an estimate for regulatory expected loss of $4,555 million.
2 The fair value adjustment is excluded for prudential purposes as the prudential standard only permits inclusion of cash received and makes no allowance for hedging.
3 Under Basel II, this consists of the surplus general reserve for impairment of financial assets net of tax and/or the provisions attributable to the standardised portfolio.

208

ANZ Annual Report 2010

Financial Information

209

FINANCIAL INFORMATION

1: Capital Adequacy (continued)

1: Capital Adequacy (continued)
2010
$m

2009
$m

Table 5: Risk weighted assets
On balance sheet
Commitments
Contingents
Derivatives

173,035
39,835
10,084
10,563

170,035
37,704
12,377
9,695

Total credit risk
Market risk – Traded
Market risk – IRRBB
Operational risk

233,517
5,652
7,690
17,383229,8113,553
2,465
16,240Total risk weighted assets

264,242

252,069

Table 6: Credit risk weighted assets by Basel asset class
Subject to Advanced IRB approach
Corporate
SovereignBank
Residential Mortgage
Qualifying revolving retail (credit cards)
Other retail

101,940
2,720
6,135
38,708
7,205
17,899116,153
1,408
5,592
36,725
6,852
17,108Credit risk weighted assets subject to Advanced IRB approach

174,607

183,838

Credit risk specialised lending exposures subject to slotting criteria

26,60524,272

Subject to Standardised approach
Corporate
Residential Mortgage
Qualifying revolving retail (credit cards)
Other retail

21,281
567
1,841
1,113

13,163411–
381

Credit risk weighted assets subject to Standardised approach

24,802

13,955Credit risk weighted assets relating to securitisation exposures
Credit risk weighted assets relating to equity exposures
Other assets

2,091
1,577
3,835

2,658
1,914
3,174

233,517229,811

Total credit risk weighted assets

Collective provision

Table 7: Collective provision and Regulatory Expected loss by Region
Australia
Asia Pacific, Europe & America
New Zealand
Total

Table 8: Expected loss in excess of eligible provisions
Basel expected loss
Defaulted
Non-defaulted

Less: Qualifying collective provision after tax
Collective provisionNon-qualifying collective provision
Standardised collective provision
Deferred tax asset

Less: Qualifying individual provision after tax
Individual provision
Standardised individual provisionCollective provision on advanced defaulted

Regulatory Expected Loss

2010
$m

2009
$m

2010
$m

2009
$m

2,021
520
612
3,153

2,001
339
660
3,000

3,360
135
1,060
4,555

3,291
214
1,024
4,529

As at Sep 10$m

As at Sep 09
$m

Movt
%

2,225
2,330

2,232
2,297

0%
1%

4,555

4,529

1%

(3,153)
234
399
725

(3,000)
183
138
804

5%
28%
large
-10%

(1,795)(1,875)-4%(1,875)458(1,526)
66

23%
large

(224)

(183)

22%

(1,641)(1,643)0%Gross deduction

1,119

1,011

11%

50/50 deduction

559

506

11%

The measurement of risk weighted assets is based on: a) a credit risk-based approach whereby risk weightings are applied to balance sheet
assets and to credit converted off-balance sheet exposures. Categories of risk weights are assigned based upon the nature of the counterparty
and the relative liquidity of the assets concerned; and b) the recognition of risk weighted assets attributable to market risk arising from trading
and commodity positions. Trading and commodity balance sheet positions do not attract a risk weighting under the credit risk-based approach.
The Basel II Accord principles took effect from 1 January 2008. For calculation of minimum capital requirements under Pillar 1 (Capital
Requirements) of the Basel II Accord, ANZ has gained accreditation from APRA for use of Advanced Internal Ratings Based (AIRB) methodology
for credit risk weighted assets and Advanced Measurement Approach (AMA) for operational risk weighted asset equivalent.

210

ANZ Annual Report 2010

Financial Information

211

FINANCIAL INFORMATION

2: Average Balance Sheet and Related Interest

2: Average Balance Sheet and Related Interest (continued)

Averages used in the following tables are predominantly daily averages. Interest income figures are presented on a tax-equivalent basis.
Impaired loans are included under the interest earning asset category, ‘loans and advances’. Intra-group interest earning assets and interest
bearing liabilities are treated as external assets and liabilities for the geographic segments.
2010

2010
Averagebalance$mTime deposits
Australia
New Zealand
Asia Pacific, Europe & America

2009Interest$m

Averagerate%

Averagebalance$mInterest$m

Averagerate%

99,96929,62444,351

4,873
1,267
456

4.9
4.3
1.0

87,55630,49837,258

4,308
1,695
640

4.9
5.6
1.7

Interest bearing liabilities

2009

Averagebalance$mInterest$m

Averagerate%

Averagebalance$mInterest$m

Averagerate%

Due from other financial institutions
Australia
New Zealand
Asia Pacific, Europe & America

2,951
717
7,509

117
19
49

4.0
2.6
0.7

4,501
1,346
7,479

164
49
100

3.6
3.6
1.3

Trading and available-for-sale assets
Australia
New Zealand
Asia Pacific, Europe & America

Savings deposits
Australia
New Zealand
Asia Pacific, Europe & America

19,458
2,094
2,947

660
41
15

3.4
2.0
0.5

18,779
2,305
640

577
62
5

3.1
2.7
0.8

34,994
6,716
10,897

1,522
329
209

4.3
4.9
1.9

27,831
2,973
7,379

1,243
166
258

4.5
5.6
3.5

Loans and advances
Australia
New Zealand
Asia Pacific, Europe & America

Other demand deposits
Australia
New Zealand
Asia Pacific, Europe & America

62,864
13,839
3,312

2,114
343
15

3.4
2.5
0.5

63,383
16,041
1,860

1,952
568
14

3.1
3.5
0.8

245,315
76,81622,016

17,321
4,592
1,095

7.1
6.0
5.0

238,521
80,202
21,98015,883
5,685
1,089

6.7
7.1
5.0

Customers’ liability for acceptances
Australia
Asia Pacific, Europe & America

Due to other financial institutions
Australia
New Zealand
Asia Pacific, Europe & America

5,399
1,100
10,087

197
27
102

3.6
2.5
1.0

5,030
2,439
10,078

171
105
155

3.4
4.3
1.5

11,997
370

907
5

7.6
1.4

14,670
425

915
12

6.2
2.8

Other assets
Australia
New Zealand
Asia Pacific, Europe & America

3,654
3,032
12,293

150
176
117

4.1
5.8
1.0

3,828
5,472
10,857

204
287
231

5.3
5.2
2.1

Commercial paper
Australia
New Zealand

6,925
7,020

288
211

4.2
3.0

7,709
7,263

393
337

5.1
4.6

Intragroup assets
Australia
Asia Pacific, Europe & America

Borrowing corporations’ debt
Australia
New Zealand

1,280
1,101

80
55

6.3
5.0

5,663
1,371

381
91

6.7
6.6

5,990
6,717

476
55

7.9
0.8

8,314
1,736

329
69

4.0
4.0

451,984(12,707)

27,139(531)

437,514(10,050)

26,683(397)

Liability for acceptances
Australia
Asia Pacific, Europe & America

11,997
370

558
5

4.7
1.4

14,670
425

635
11

4.3
2.6

439,277

26,608427,464

26,286

6.1

Loan capital, bonds and notes
Australia
New Zealand
Asia Pacific, Europe & America

68,445
14,074
–

3,514
657
–

5.1
4.7
0.0

65,343
12,668
717

3,221
710
44

4.9
5.6
6.2

Other liabilities1
Australia
New Zealand
Asia Pacific, Europe & America

3,036
51
57

241
5
15

n/a
n/a
n/a

3,875
99
31

15
265
43

n/a
n/a
n/a

4.2

4.0

Interest earning assets

Intragroup elimination

6.1

Non-interest earning assets
Derivatives
Australia
New Zealand
Asia Pacific, Europe & America

28,5807,871
3,049

48,062
12,063795

Premises and equipment

2,163

1,844

Investments backing policyholder liabilities

27,081–Other assets

22,18819,303

Provisions for credit impairment
Australia
New Zealand
Asia Pacific, Europe & America(3,046)(1,114)(679)(2,826)
(701)
(341)

Total average assets
Total average assets
Australia
New Zealand
Asia Pacific, Europe & America
Intragroup elimination% of total average assets attributable to overseas activities

212

ANZ Annual Report 2010

86,09378,199525,370

505,663

371,330
98,42568,322538,077(12,707)353,755
105,50956,449515,713(10,050)

525,370

505,663

30.5%

31.7%

Intragroup liabilities
New Zealand

12,707531

Intragroup elimination

422,107(12,707)

16,270(531)

409,400

15,7393.8

10,050397

405,751(10,050)

16,795(397)

395,701

16,398

4.1

Financial Information

213

1	Includes foreign exchange swap costs.

FINANCIAL INFORMATION

2: Average Balance Sheet and Related Interest (continued)

3: Interest Spreads and Net Interest Average Margins
2010
Averagebalance$m

2009
Averagebalance$m

Non-interest bearing liabilities
Deposits
Australia
New Zealand
Asia Pacific, Europe & America

5,000
3,586
1,780

4,951
3,253
1,540

Derivative financial instruments
Australia
New Zealand
Asia Pacific, Europe & America
Policyholder liabilities
External policyholder liabilities

25,586
5,907(1,830)23,855
4,662

50,39911,958(3,147)––

Other liabilities

14,16911,94482,71580,898

Total average liabilities

492,115

476,599

Total average liabilities
Australia
New Zealand
Asia Pacific, Europe & America

348,799
92,442
63,581

336,219
99,38751,043Intragroup elimination

504,822(12,707)% of total average assets attributable to overseas activities
Total average shareholders’ equity
Ordinary share capital1
Preference share capital
Total average liabilities and shareholders’ equity
1	Includes reserves and retained earnings.

Net interest income
Australia
New Zealand
Asia Pacific, Europe & America
Average interest earning assets
Australia
New Zealand
Asia Pacific, Europe & America
less intragroup elimination

2010
$m

2009
$m

7,968
1,980
921

7,085
1,957
846

10,8699,888

304,901
87,28159,802(12,707)297,665
89,99349,856(10,050)439,277

427,464%

Gross earnings rate1
Australia
New Zealand
Asia Pacific, Europe & America
Group

6.72
5.86
2.56
6.06

6.30
6.87
3.53
6.15

486,649(10,050)

Interest spread and net interest average margin may be analysed as follows:
Australia
Net interest spread
Interest attributable to net non-interest bearing items

2.23
0.38

2.01
0.37

492,115

476,599

Net interest margin – Australia

2.61

2.38

29.1%

29.5%

New Zealand
Net interest spread
Interest attributable to net non-interest bearing items

2.02
0.25

1.77
0.41

Net interest margin – New Zealand

2.27

2.18

Asia Pacific, Europe & America
Net interest spread
Interest attributable to net non-interest bearing items

1.56(0.02)

1.74(0.04)Net interest margin – Asia Pacific, Europe & America

1.54

1.70

Group
Net interest spread
Interest attributable to net non-interest bearing items

2.21
0.26

2.00
0.31

Net interest margin

2.47

2.31

32,385871
33,25628,193871
29,064525,370

505,663

1 Average interest rate received on interest earning assets. Overseas Markets includes intragroup assets.

214

ANZ Annual Report 2010

Financial Information

215

Shareholders Information

Ordinary Shares

ANZ Convertible Preference Shares (ANZ CPS)ANZ CPS1

At 8 October 2010, the twenty largest holders of ordinary shares held 1,491,400,485 ordinary shares, equal to 58.26% of the total issued
ordinary capital.
Number ofshares%446,984,331
371,451,021
343,611,753
98,249,488
42,380,166

17.46
14.51
13.42
3.84
1.66

29,710,001

1.16

29,388,568
25,265,475

1.15
0.99

16,013,808
13,149,540

0.62
0.51

12,642,137

0.49

Name

HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITEDJ P MORGAN NOMINEES AUSTRALIA LIMITEDNATIONAL NOMINEES LIMITEDCITICORP NOMINEES PTY LIMITED
COGENT NOMINEES PTY LIMITEDJP MORGAN NOMINEES AUSTRALIA LIMITED<CASH INCOME A/C>
7. RBC DEXIA INVESTOR SERVICES AUSTRALIANOMINEES PTY LIMITED <PIPOOLED A/C>
8. AMP LIFE LIMITED
9. CITICORP NOMINEES PTY LIMITED <CFS WSLEGEARED SHR FND A/C>
10. UBS WEALTH MANAGEMENT AUSTRALIANOMINEES PTY LTD
11. QUEENSLAND INVESTMENT CORPORATION
1.
2.
3.
4.
5.
6.

Name

12. ANZEST PTY LTD <DEFERRED SHARE PLAN A/C>
13. COGENT NOMINEES PTY LIMITED<SMP ACCOUNTS>
14. AUSTRALIAN FOUNDATION INVESTMENTCOMPANY LIMITED
15. PERPETUAL TRUSTEE COMPANY LIMITED
16. AUSTRALIAN REWARD INVESTMENT ALLIANCE
17. UBS NOMINEES PTY LTD
18. RBC DEXIA INVESTOR SERVICES AUSTRALIANOMINEES PTY LIMITED <MLCI A/C>
19. ANZEST PTY LTD <ESAP SHARE PLAN A/C>
20. CITICORP NOMINEES PTY LIMITED <CFSIL CFS
WS AUST SHRE A/C>

Total

On 30 September 2008 ANZ issued convertible preference shares (ANZ CPS1) which were offered pursuant to a prospectus dated
4 September 2008.

Number ofshares%9,451,047

0.37

8,626,014

0.34

6,865,377
6,790,350
6,639,870
6,638,326

0.27
0.26
0.26
0.26

5,904,807
5,842,797

0.23
0.23

5,795,609

0.23

1,491,400,485

58.26

At 8 October 2010
Range of shares

Number ofholders% ofholders

Number ofshares% ofshares1 to 1,000
1,001 to 5,000
5,001 to 10,000
10,001 to 100,000
Over 100,000

211,496
163,252
23,998
12,832
457

51.33
39.62
5.82
3.12
0.11

87,379,102
364,005,569
165,287,732
261,495,851
1,681,549,304

3.41
14.22
6.46
10.22
65.69

Total

412,035

100.002,559,717,558

100.00

At 8 October 2010:
there were no persons with a substantial shareholding in the Company;
the average size of holdings of ordinary shares was 6,212 (2009: 6,292) shares; andthere were 8,537 holdings (2009: 7,370 holdings) of less than a marketable parcel (less than $500 in value or 21 shares based on the market price of $24.07),
which is less than 2.07% of the total holdings of ordinary shares.

The Constitution provides for votes to be cast as follows:i)on show of hands, 1 vote for each shareholder; andii) on a poll, 1 vote for each fully paid ordinary share.

Name

1. UBS WEALTH MANAGEMENT AUSTRALIA NOMINEESPTY LTD
2. RBC DEXIA INVESTOR SERVICES AUSTRALIANOMINEES PTY LIMITED <MLCI A/C>
3. UCA CASH MANAGEMENT FUND LTD
4. HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED
5. J P MORGAN NOMINEES AUSTRALIA LIMITED
6. QUESTOR FINANCIAL SERVICES LIMITED <TPS RF A/C>
7. HARMAN NOMINEES PTY LTD <HARMAN FAMILY A/C>
8. NATIONAL NOMINEES LIMITED
9. NETWEALTH INVESTMENTS LIMITED <WRAPSERVICES A/C>
10. COGENT NOMINEES PTY LIMITED

Number of
securities%

493,730

4.57

333,865
239,791
236,899
203,560
176,005
104,794
102,819
91,738

3.09
2.22
2.19
1.88
1.63
0.97
0.95
0.85

69,4680.64

Name

11. RBC DEXIA INVESTOR SERVICES AUSTRALIA NOMINEESPTY LIMITED <NMSMT A/C>
12. THE AUSTRALIAN NATIONAL UNIVERSITY
13. BALLARD BAY PTY LTD <BALLARD BAYDISCRETIONARY AC>
14. JMB PTY LIMITED
15. SPINETTA PTY LTD
16. AUSTRALIAN EXECUTOR TRUSTEES LIMITED<NO 1 ACCOUNT>
17. KOLL PTY LTD
18. UBS NOMINEES PTY LTD
19. MUTUAL TRUST PTY LTD
20. RJT FAMILY HOLDINGS PTY LIMITED <THE ROBERTTOPFER FAMILY A/C>

Total

Distribution of shareholdings

Voting rights of ordinary shares

At 8 October 2010, the twenty largest holders of ANZ CPS1 held 2,508,608 securities, equal to 23.20% of the total issued securities.
Number of
securities%

59,13757,9400.55
0.53

50,00050,00045,000

0.46
0.46
0.42

42,07740,00038,47838,307

0.39
0.37
0.36
0.35

35,0000.32

2,508,608

23.20

Distribution of ANZ CPS1 holdings
At 8 October 2010
Range of shares

Numberof holders% ofholders

Number of
securities% ofsecurities

1 to 1,000
1,001 to 5,000
5,001 to 10,000
10,001 to 100,000
Over 100,000

15,571
1,072
84
51
8

92.76
6.39
0.50
0.30
0.05

4,610,153
2,279,619
686,532
1,344,357
1,891,463

42.64
21.09
6.35
12.43
17.49

Total

16,786100.0010,812,124

100.00

At 8 October 2010: There was no holding (2009: 1 holding) of less than a marketable parcel (less than $500 in value or 5 securities based on the market price of $102.00).

Voting rights of ANZ CPS1
An ANZ CPS1 does not entitle its holder to vote at any general meeting of ANZ except in the following circumstances:i) 		on any proposal to reduce ANZ’s share capital, other than a resolution to approve a Redemption of the ANZ CPS1;ii) 	on a proposal that affects the rights attached to the ANZ CPS1;
iii) on any resolution to approve the terms of a buy-back agreement, other than a resolution to approve a Redemption of ANZ CPS1;
iv) on a proposal to wind up ANZ;v) on a proposal for the disposal of the whole of ANZ’s property, business and undertaking;vi) on any matter during a winding up of ANZ; andvii) on any matter during a period in which a Divided remains unpaid.
On a resolution or proposal on which an ANZ CPS1 holder is entitled to vote, the ANZ CPS1 holder has:i) on a show of hands, one vote; andii) on a poll, one vote for each ANZ CPS1 held.

216

ANZ Annual Report 2010

Shareholder Information

217

SHAREHOLDER INFORMATION (continued)

ANZ CPS2

Employee Shareholder Information

US Trust Securities

On 17 December 2009 ANZ issued convertible preference shares (ANZ CPS2) which were offered pursuant to a prospectus dated
18 November 2009.

At the Annual General Meeting in January 1994, shareholders approved
an aggregate limit of 7% of all classes of shares and options, which
remain subject to the rules of a relevant incentive plan, being heldby employees and directors. At 30 September 2010 participants held
1.27% (2009: 1.30%) of the issued shares and options of ANZ under
the following incentive plans:

In November 2003, ANZ issued 1.1 million Fixed Rate Non-cumulative
Trust Securities (“US Trust Securities”) at an issue price of USD1,000
each in two tranches. The USD350 million tranche was issued through
ANZ Capital Trust I and the USD750 million tranche was issued
through ANZ Capital Trust II (both formed in the State of Delaware).
Each US Trust Security is a stapled security comprising a preference
share in ANZ and an unsecured note issued by Samson Funding
Limited. Prior to a conversion event, the preference share and note
components of a US Trust Security cannot be separately traded.
On 15 January 2010 ANZ redeemed for cash the USD350 million
tranche of US Trust Securities issued through ANZ Capital Trust I .
After 15 December 2013, ANZ may redeem the USD750 million
tranche of US Trust Securities issued through ANZ Capital Trust II.
If ANZ fails to redeem, the remaining US Trust Securities may convert
into ANZ ordinary shares at the discretion of the holder. Subject
to prior redemption or conversion, the US Trust Securities will
mandatorily convert into ANZ ordinary shares on 15 December 2053.

At 8 October 2010, the twenty largest holders of ANZ CPS2 held 3,594,881 securities, equal to 18.26% of the total issued securities.
Name

1. UBS WEALTH MANAGEMENT AUSTRALIA NOMINEESPTY LTD
2. J P MORGAN NOMINEES AUSTRALIA LIMITED
3. RBC DEXIA INVESTOR SERVICES AUSTRALIANOMINEES PTY LIMITED <MLCI A/C>
4. HSBC CUSTODY NOMINEES (AUSTRALIA) LIMITED
5. QUESTOR FINANCIAL SERVICES LIMITED <TPS RF A/C>
6. RBC DEXIA INVESTOR SERVICES AUSTRALIANOMINEES PTY LIMITED <NMSMT A/C>
7. ANZ NOMINEES LIMITED <CASH INCOME A/C>
8. WINCHELADA PTY LIMITED
9. AUSTRALIAN EXECUTOR TRUSTEES LIMITED<NO 1 ACCOUNT>
10. NETWEALTH INVESTMENTS LIMITED<WRAP SERVICES A/C>

Number of
securities%

709,215614,657

3.60
3.12

381,225
186,710
180,468

1.94
0.95
0.92

167,308
142,882
137,270

0.85
0.73
0.70

118,369

0.60

115,414

0.59

Name

11. NATIONAL NOMINEES LIMITED12. JMB PTY LIMITED
13. AVANTEOS INVESTMENTS LIMITED<SCENIC TOURS P/L INV A/C>
14. RONI HUBAY INVESTMENTS PTY LTD<RONI HUBAY INVESTMENT A/C>
15. M F CUSTODIANS LTD
16. RANDAZZO C & G DEVELOPMENTS PTY LTD
17. ABN AMRO CLEARING SYDNEY NOMINEES PTY LTD<NEXT CUSTODIAN A/C>
18. CITICORP NOMINEES PTY LIMITED <CFSIL CFS WS
ENH YIELD A/C>
19. AVANTEOS INVESTMENTS LIMITED <AVANTEOSSUPER FUND NO 2 A/C>
20. W MITCHELL INVESTMENTS PTY LTD <W MITCHELL
SUPER FUND>

Total

Number of
securities%

106,092
100,600

0.54
0.51

ANZ Employee Share Acquisition Plan;

100,000

0.51

ANZ Share Option Plan;

100,000
91,10078,500

0.51
0.46
0.40

73,8280.37

68,0000.34

63,2430.32

60,0000.30

3,594,881

18.26

Distribution of ANZ CPS2 holdings
At 8 October 2010
Range of shares

Numberof holders% ofholders

Number of
securities% ofsecurities

1 to 1,000
1,001 to 5,000
5,001 to 10,000
10,001 to 100,000
Over 100,000

25,973
2,088
184
106
12

91.57
7.36
0.65
0.38
0.04

7,808,711
4,681,982
1,466,796
2,769,525
2,960,210

39.66
23.78
7.45
14.07
15.04

Total

28,363100.0019,687,224

100.00

At 8 October 2010: There were four holdings of less than a marketable parcel (less than $500 in value or 5 securities based on the market price of $104.70, which is less than 0.02% of the total
holdings of ANZ CPS2).

Voting rights of ANZ CPS2
An ANZ CPS2 does not entitle its holder to vote at any general meeting of ANZ except in the following circumstances:i) on any proposal to reduce ANZ’s share capital, other than a resolution to approve a Redemption of the ANZ CPS2;ii) on a proposal that affects the rights attached to the ANZ CPS2;
iii) on any resolution to approve the terms of a buy-back agreement, other than a resolution to approve a Redemption of ANZ CPS2;
iv) on a proposal to wind up ANZ;v) on a proposal for the disposal of the whole of ANZ’s property, business and undertaking;vi) on any matter during a winding up of ANZ; andvii) on any matter during a period in which a Divided remains unpaid.
On a resolution or proposal on which an ANZ CPS2 holder is entitled to vote, the ANZ CPS2 holder has:i) on a show of hands, one vote; andii) on a poll, one vote for each ANZ CPS2 held.

ANZ Employee Share Save Scheme;
ANZ Directors’ Share Plan; andANZ Directors’ Retirement Benefit Plan.

Stock Exchange Listings
Australia and New Zealand Banking Group Limited’s ordinary sharesare listed on the Australian Securities Exchange and the New Zealand
Stock Exchange.
The Group’s other stock exchange listings include:	Australian Securities Exchange – ANZ Convertible Preference
Shares (ANZ CPS1 and CPS2) [Australia and New Zealand Banking
Group Limited]; senior and subordinated debt [Australia and
New Zealand Banking Group Limited];	Channel Islands Stock Exchange – Senior debt [ANZ Jackson Funding
2 Limited, ANZ Jackson Funding 3 Limited and ANZ Jackson Funding 4
Limited] and subordinated debt [ANZ Jackson Funding PLC];
	London Stock Exchange – Non-cumulative mandatory
convertible stapled securities (UK Stapled Securities) [Australia
and New Zealand Banking Group Limited]; senior and subordinateddebt [Australia and New Zealand Banking Group Limited]; andsenior debt [ANZ National (Int’l) Limited];	Luxembourg Stock Exchange – Senior and Subordinated debt
[Australia and New Zealand Banking Group Limited]; and non-cumulative
Trust Securities (Euro Trust Securities) [ANZ Capital Trust III];	New Zealand Stock Exchange – Senior and subordinated debt andperpetual callable subordinated notes [ANZ National Bank Limited];and	Swiss Stock Exchange – Senior debt [Australia and New Zealand
Banking Group Limited and ANZ National (Int’l) Limited].

American Depositary Receipts
Australia and New Zealand Banking Group Limited (“ANZ”) has
American Depositary Receipts (“ADRs”) representing American
Depositary Shares (“ADSs”) that are traded on the over-the counter(“OTC”) securities market on the Pink Sheets electronic platform
operated by Pink Sheets LLC in the United States under the ticker
symbol: ANZBY and the CUSIP number: 05258304.
With effect from 23 July 2008, the ADR ratio changed from one ADS
representing five ANZ ordinary shares to one ADS representing one
ANZ ordinary share.
The Bank of New York Mellon Corporation (“BNY Mellon”) is the
Depositary for the Company’s ADR program in the United States.
Holders of the Company’s ADRs should deal directly with BNY Mellon
on all matters relating to their ADR holdings, by telephone on
1-888-269-2377 (for callers within the US), 1-212-815-3700 (for callers
outside the US) or by email to shareowners@bankofny.com.

218

ANZ Annual Report 2010

Euro Trust Securities
In December 2004, ANZ issued 500,000 Floating Rate Non-cumulative
Trust Securities (“Euro Trust Securities”) at an issue price of €1,000
each through ANZ Capital Trust III (formed in the State of Delaware).
Each Euro Trust Security is a stapled security comprising a preference
share in ANZ and an unsecured subordinated note issued by ANZ
Jackson Funding PLC. The Euro Trust Securities are listed on the
Luxembourg Stock Exchange. The unsecured subordinated notes
are listed on the Channel Islands Stock Exchange. Prior to aconversion event, the preference share and subordinated note
components of a Euro Trust Security cannot be separately traded.

UK Stapled Securities
In June 2007, ANZ issued 9,000 non-cumulative stapled securities(“UK Stapled Securities”) at an issue price of £50,000 each. Each UK
Stapled Security is a stapled security comprising a preference sharein ANZ and an unsecured subordinated note issued by ANZ throughits New York branch. The UK Trust Securities are listed on the London
Stock Exchange. Prior to a conversion event, the preference share andsubordinated note components of the UK Stapled Securities cannot
be traded separately. The UK Stapled Securities will mandatorily
convert into ANZ ordinary shares on 15 June 2012, however, themandatory conversion is deferred for five years if the conversion
conditions are not satisfied.

ANZ CPS
On 30 September 2008, ANZ issued 10,812,124 Convertible
Preference Shares (“ANZ CPS1”) and on 17 December 2009, ANZ
issued 19,687,224 Convertible Preference Shares (“ANZ CPS2”,
together with ANZ CPS1 the “ANZCPS”) at an issue price of $100 each.
ANZ CPS are floating-rate and non-cumulative and will mandatorily
convert into ANZ ordinary shares on the relevant Mandatory
Conversion Date. However, ANZ may elect for a third party topurchase the ANZ CPS rather than delivering the ANZ ordinary sharesissued on conversion to the holder. The ANZ CPS are listed on theAustralian Securities Exchange. The Mandatory Conversion Date for
ANZ CPS1 is 16 June 2014 and for ANZ CPS2 is 15 December 2016
or each following quarterly dividend payment date provided that
all of the mandatory conversion conditions are satisfied.
Shareholder Information

219

Glossary

AAS – Australian Accounting Standards.
AASB – Australian Accounting Standards Board.

Mortgages provide housing finance to consumers in Australia
for both owner occupied and investment purposes.

AFS – Available-for-sale assets.

Cards and Unsecured Lending provides consumer credit cards,
ePayment products, personal loans and ATM facilities in Australia.

AIFRS – Australian Equivalents to International Financial
Reporting Standards.

Deposits provide transaction banking and savings products,
such as term deposits and cash management accounts.

Alt-A – Alternative A-paper, US mortgages underwritten withlower or alternative documentation than a full documentation
mortgage loan or with higher loan to valuation ratios than mortgages
guaranteed by US Government sponsored enterprises. Alt-A
mortgages have a stronger risk profile than sub-prime mortgages.
APRA – Australian Prudential Regulation Authority.
Asia Pacific, Europe & America – Includes the following:
Retail which provides retail and small business banking services
to customers in the Asia Pacific region.
Asia Partnerships which is a portfolio of strategic retailpartnerships in Asia. This includes investments in Indonesia with
P.T. Panin Bank, in the Philippines with Metrobank, in China withBank of Tianjin and Shanghai Rural Commercial Bank, in Malaysia
with AMMB Holdings Berhad and in Vietnam with Sacombank
and Saigon Securities Incorporation.
Wealth which includes investment and insurance products andservices across Asia Pacific and under the Private Bank bannerassisting customers in the Asia Pacific region to manage, growand preserve their assets.
Operations & Support which includes the central support
functions for the division.
Institutional Asia Pacific, Europe & America matrix reports to
the Asia Pacific, Europe & America division and is referred to in
the paragraph below entitled “Institutional”.
Bangalore which includes operations, technology and sharedservices support services across all geographic regions.
During the year, ANZ acquired selected Royal Bank of Scotland Groupplc businesses in Asia. The acquisition of the business in Philippines,
Vietnam and Hong Kong were completed during the March 2010
half, and the acquisition of the business in Taiwan, Singapore andIndonesia during the September 2010 half. The acquisition impacts all
business segments within Asia Pacific, Europe & American region.
Australia – Includes the following:
RetailRetail Distribution operates the Australian branch network,
Australian call centre, specialist businesses (including specialist
mortgage sales staff, mortgage broking and franchisees, directchannels (Mortgage Direct and One Direct)) and distribution
services.
Retail Products is responsible for delivering a range of products
including mortgages, cards, unsecured lending, transaction
banking, savings and deposits:

220

ANZ Annual Report 2010

Commercial
Esanda provides motor vehicle and equipment financeand investment products.
Regional Commercial Banking provides a full range ofbanking services to personal customers and to small businessand agribusiness customers in rural and regional Australia
and includes the recent acquisition of loans and deposits fromLandmark Financial Services.
Business Banking provides a full range of banking services,
including risk management, to metropolitan based small
to medium sized business clients with a turnover of up to
A$50 million.
Small Business Banking Products provides a full range ofbanking services for metropolitan-based small businesses
in Australia with unsecured loans up to A$100,000.
Institutional
A full range of financial services to institutional customers
within Australia along the product lines of Transaction Banking,Markets and Specialised Lending. Also includes Balance SheetManagement and Relationship and Infrastructure. Refer detailed
description of the Institutional business under the paragraphbelow entitled “Institutional”.
WealthPrivate Bank specialises in assisting high net worth individuals
and families to manage, grow and preserve their family assets.
Investments and Insurance Products comprises Australia’s
Financial Planning, Margin Lending, Insurance distribution
and Trustees businesses in addition to ETrade, an online
broking business.
OnePath Australia Limited “OnePath” (formerly INGA) was a joint
venture between ANZ and the ING Group. ANZ owned 49% of
INGA and received proportional equity accounted earnings prior
to ANZ acquiring the remaining 51% interest to take full ownership.
OnePath manufactures and distributes investment and insurance
products and services.
Group Centre
Group Centre includes the Australian portion of Operations,Technology & Shared Services, Treasury, Group Human Resources,
Group Strategy, Group Financial Management, Group Risk
Management and Group Items.

Collective provision is the provision for Credit Losses that are
inherent in the portfolio but not able to be individually identified;presently unidentified impaired assets. A collective provision may
only be recognised when a loss event has already occurred. Losses
expected as a result of future events, no matter how likely, are notrecognised.
Credit equivalent represents the calculation of on-balance sheet
equivalents for market related items.
Customer Deposits represent term deposits, other deposits bearing
interest, deposits not bearing interest and borrowing corporations
debt excluding collateralised loan obligation and securitisation
vehicle funding.
IFRS – International Financial Reporting Standards.
Impaired assets are those financial assets where doubt exists as
to whether the full contractual amount will be received in a timely
manner, or where concessional terms have been provided because of
the financial difficulties of the customer. Financial Assets are impaired
if there is objective evidence of impairment as a result of a loss eventthat occurred prior to the reporting date, and that loss event has had
impact, which can be reliably estimated, on the expected future cash
flows of the individual asset or portfolio of assets.
Impaired commitments and contingencies comprises undrawn
facilities and contingent facilities where the customer’s status isdefined as impaired.
Impaired loans comprises drawn facilities where the customer’s
status is defined as impaired.
Income includes external interest income and other external
operating income.
Individual provision charge is the amount of expected credit
losses on those financial instruments assessed for impairment
on an individual basis (as opposed to on a collective basis).
It takes into account expected cash flow over the lives of thosefinancial instruments.
Institutional division provides a full range of financial services toinstitutional customers in all geographies. Multinationals, institutions
and corporates with sophisticated needs and multiple relationships
are served globally. Institutional has a major presence in Australia
and New Zealand and also has operations in Asia, Europe and theUnited States. During the year, the Institutional business has been
expanded following the acquisition of selected businesses from RoyalBank of Scotland Group plc. The acquisition impacts all businesssegments within institutional.
Transaction Banking provides working capital solutions
including lending and deposit products, cash transaction banking
management, trade finance, international payments, clearing
and custodian services principally to institutional and corporate
customers.

Global Markets provides risk management services to corporate
and institutional clients globally in relation to foreign exchange,interest rates, credit and commodities. This includes the businessproviding origination, underwriting, structuring and risk
management services, advice and sale of credit and derivative
products globally. Markets also manages the Group’s interest
rate risk position.
Specialised Relationship Lending provides complex financing andadvisory services, structured financial products, leasing, project
finance, leveraged finance and infrastructure investment products
to the Group’s global client set.
Relationship and infrastructure includes client relationshipteams for global institutional customers and corporate customers
in Australia, and central support functions.
Liquid assets are cash and cash equivalent assets. Cash equivalent
assets are highly liquid investments with short periods to maturity,
are readily convertible to cash at ANZ’s option and are subject to an
insignificant risk of changes in value.
Net advances include gross loans and advances and acceptancesand capitalised brokerage/mortgage origination fees, less income
yet to mature and allowance for credit impairment.
Net interest average margin is net interest income as a percentageof average interest earning assets. Non-assessable interest income
is grossed up to the equivalent before tax amount for the purposeof these calculations.
Net interest spread is the average interest rate received on interest
earning assets less the average interest rate paid on interest bearing
liabilities. Non-assessable interest income is grossed up to theequivalent before tax amount for the purpose of these calculations.
Net non-interest bearing items, which are referred to in theanalysis of interest spread and net interest average margin, includes
shareholders’ equity, impairment of loans and advances, deposits
not bearing interest and other liabilities not bearing interest, offset
by premises and equipment and other non-interest earning assets.
Non-performing loans are included within interest bearing loans,advances and bills discounted.
Net tangible assets equals share capital and reserves attributable
to shareholders of the Group less preference share capital andunamortised intangible assets (including goodwill and software).
New Zealand – includes the following:
New Zealand comprises three customer segments, Retail, Commercial
and Institutional, a Wealth segment and an operations and support
area which includes Treasury funding:RetailNational Bank Retail, operating under the National Bank brand in
New Zealand, provides a full range of banking services to personaland business banking customers.
ANZ Retail, operating under the ANZ brand in New Zealand,
provides a full range of banking services to personal and businessbanking customers.

Glossary221

Glossary (continued)

Commercial
Corporate & Commercial Banking incorporates the ANZBGL and
ANZ National Bank brands and provides financial solutions througha relationship management model for medium-sized businesses
with a turnover of up to NZ$150 million.
Rural Banking provides a full range of banking services to ruraland agribusiness customers.
UDC provides motor vehicle and equipment finance, operatingleases and investment products.
Institutional
A full range of financial services to institutional customers within
New Zealand along the product lines of Transaction Banking,Markets and Specialised Lending. Also includes Relationshipand infrastructure. Refer detailed description of the Institutional
business under the paragraph below entitled “Institutional”.
WealthPrivate Banking includes the private banking operations underthe ANZBGL and ANZ National Bank brands and Bonus Bonds.
ING New Zealand Limited (“INGNZ”) was a joint venture between
ANZ and ING whereby ANZ owned 49% of INGNZ and received
proportional equity accounting earnings prior to ANZ acquiring theremaining 51% interest to take full ownership. INGNZ manufacturesand distributes investment and insurance products and advice.
Operations and Support includes the back-office processing,customer account maintenance, and central support areas
including Treasury funding.
Non-core items are disclosed separately in the income statement
to remove volatility from the underlying business result, and include
significant items, and non-core income arising from the use ofderivatives in economic hedges on fair value through profit and loss.
Operating expenses exclude the provision for impairment of loans
and advances charge.
Operating income in business segments includes net interest andother operating income.
Operations, Technology & Shared Services comprises the Group’s
core support units responsible for operating the Group’s global
technology platforms, development and maintenance of businessapplications, information security, the Group’s payments back-officeprocessing, and the provision of other essential shared services to theGroup, including property, people capital operations, procurement
and outsourcing.

NOTES
NOTESTOTOTHE
THEFINANCIAL
FINANCIALSTATEMENTS
STATEMENTS

Restructured items are included in impaired assets, and comprise of
facilities in which the original contractual terms have been modified
for reasons related to the financial difficulties of the customer.
Restructuring may consists of reduction of interest, principal or otherpayments legally due or an extension in maturity materially beyond
those typically offered to new facilities with similar risk.
Revenue includes net interest income and other operating income.
Segment assets/liabilities represents total external assets/liabilities
excluding deferred tax balances.
Segment result represents profit before income tax expense.
Segment revenue includes net interest income and otheroperating income.
Significant items are items that have a substantial impact on profit
after tax, or the earnings used in the earnings per share calculation.
Significant items also do not arise in the normal course of businessand are infrequent in nature. Divestments are typically defined as
significant items.

This page intentionally left blank.

Sub-prime represents mortgages granted to borrowers with a pooror limited credit history. Sub-prime loans carry higher interest rates
to compensate for potential losses from default.
Sub-standard assets are customers that have demonstrated some
operational and financial instability, with variablility and uncertainty
in profitability and liquidity projected to continue over the short andpossibly medium term.
Total advances include gross loans and advances and acceptancesless income yet to mature (for both as at and average volumes).
Loans and advances classified as available-for-sale are excluded fromtotal advances.
Underlying profit represents the directors’ assessment of the profit
for the ongoing business activities of the Group, and is based on
guidelines published by the Australian Institute of Company Directors
and the Financial Services Institute of Australasia. ANZ applies thisguidance by adjusting statutory profit for material items that are
not part of the normal ongoing operations of the Group including
one-off gains and losses, gains and losses on the sale of businesses,
non-continuing businesses, timing differences on economic hedges,
and acquisition related costs.

Overseas includes the results of all operations outside Australia,
except if New Zealand is separately shown.
Overseas Markets (also known as Asia Pacific, Europe & America)
includes all operations outside of Australia and New Zealand.
Return on asset ratio include net intra group assets.
Repo discount is a discount applicable on the repurchase by a central
bank of an eligible security pursuant to a repurchase agreement.

222

ANZ Annual Report 2010

FinancialGlossary
Report223

Alphabetical
NOTES
NOTESTOTOTHE
THEFINANCIAL
FINANCIAL
Index STATEMENTS
STATEMENTS

Assets Charged as Security for Liabilities and	Collateral Accepted as Security for Assets

Impaired Financial Assets

119

139

Income Statements

84

Associates

178

Income Tax Liabilities

127

Available-for-sale Assets

117

Income104

Average Balance Sheet and Related Interest

212

Independent Auditor’s Report

206

Balance Sheet

86

Interest Spreads and Net Interest Average Margins

215

Bonds and Notes

128

Interests in Joint Venture Entities

179

Business Combinations

202

Key Management Personnel Disclosures

196

Capital Adequacy

208

Life Insurance Business

197

Capital Management

136

Liquid Assets

110

Cash Flow Statement

87

Loan Capital

129

Chairman’s Report

6

Maturity Analysis of Assets and Liabilities

172

Chief Executive Officer’s Report

8

Net Loans and Advances

118

Commitments

182

Non-controlling Interests

135

Compensation of Auditors

106

Notes to the Cash Flow Statements

175

Controlled Entities

177

Notes to the Financial Statements

90

Corporate Governance Statement

46

Other Assets

125

Credit Related Commitments, Guarantees,
	Contingent Liabilities and Contingent Assets

183

Payables and Other Liabilities

127

Critical Estimates and Judgements Usedin Applying Accounting Policies

Premises and Equipment

125

101

Provision for Credit Impairment

119

Current Income Tax Expense

107

Provisions

128

Deposits and Other Borrowings

126

Derivative Financial Instruments

111

Directors’ Declaration

205

Directors’ Report10

Dividends

108

Due from Other Financial Institutions

110

Earnings per Ordinary Share109

Employee Share and Option Plans

192

Events Since the End of the Financial Year204

Exchange Rates

204

Expenses

105

Fair Value of Financial Assets and Financial Liabilities

165

Fiduciary Activities

Remuneration Report15

Reserves and Retained Earnings

134

Review of Operations

65

Securitisations

180

Segment Analysis

173

Share Capital

132

Shareholder Information

216

Shares in Controlled Entities, Associates andJoint Venture Entities

122

Significant Accounting Policies

90

Statement of Changes in Equity

88

Statement of Comprehensive Income

85

181

Superannuation and Other Post Employment
Benefit Schemes

187

Financial Information

208

Tax Assets

123

Financial Report84

Trading Securities

110

Financial Risk Management

140

Transactions with Other Related Parties

197

Five Year Summary

82

Glossary of Financial Terms

220

Goodwill and Other Intangible Assets

124

224

ANZ Annual Report 2010

anz.com
Australia and New Zealand Banking Group Limited
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