Transforming ANZ to a super regional bank requires on-going change. We continue to reconfigure our workforce across the group to reflect our business strategy, priority markets and growth opportunities. We are doing this through a mix of new employment, attrition, restructuring and redeployment. These changes help us adapt to the varied and sometimes challenging conditions in the diverse markets in which we operate. They also enable us to build further connectivity, in order to support customers who are operating increasingly within and across our regions.
We have clearly defined the geographies and markets we will pursue as part of our super regional strategy and made significant investments, for example through: ‘Banking on Australia’; ‘New Zealand Simplification’; and our Wealth and Hubs strategies to improve our customers’ experience with us. We are enhancing sales and service capabilities in our frontline teams, increasing use of digital technologies and continuing to simplify our products and services.
As part of our Hubs strategy, along with hubs in Melbourne, Australia, and Wellington, New Zealand, we have moved a number of technology and operational support services to Bangalore in India and Manila in the Philippines. We believe that this will assist us in maximising our resources, helping us to become a more efficient organisation and assisting us in achieving our goal of becoming a significant financial services institution in Asia Pacific.
Our hub in Manila has enabled us to boost operational capability in South-East Asia, particularly in light of the continued growth in our Asian businesses; and in 2011 we established a Chinese-language operations hub in Chengdu, China.
Providing assistance to employees impacted by offshoring
We have made a series of commitments to our people in Australia and New Zealand who may be affected by the relocation of a number of roles to our regional hubs. This includes ongoing communication about proposed changes; training and support for employees who wish to continue their careers at ANZ and giving them priority for vacant roles within the bank; and career guidance and support services to help others identify opportunities outside ANZ.
Where possible, we seek to maximise redeployment, finding alternative roles within ANZ for people impacted. Where this isn’t possible, or for people who choose to leave, we have a comprehensive outplacement program to help our employees find new roles outside the bank. The program provides career coaching, job search training and professional support services and is available for all impacted employees, across ANZ.
Since 2009, we have offered an assistance package for employees affected by off-shoring decisions. This was launched in collaboration with the Finance Sector Union (FSU) in Australia and FIRST union in New Zealand. Originally targeted at employees whose roles were affected by off-shoring, in January 2012 our New Career Training Fund and Past Employee Care Fund were offered to all eligible employees in Australia and New Zealand, who left ANZ due to organisational restructuring or other change programs.
ANZ is committed to providing effective assistance at every stage to employees impacted by our decisions to restructure or offshore certain roles and tasks. The assistance package ensures that ANZ helps affected employees retrain and re-skill for their next job and provide additional financial support to people who need it. The initiatives to support employees affected include:
- processes to support redeployment
- committing up to AUD$10 million to a New Career Training Fund to help employees find new jobs and career success outside ANZ
- establishing a Past Employee Care Fund, which provides one-off cash payments of up AUD$15,000 to help eligible individuals facing a period of financial hardship after leaving ANZ.
For employees who leave ANZ, these initiatives are helping them to rebuild and redirect their careers, with people pursuing new careers in a range of vocations including as nurses, teachers and photographers.
All figures reported are accurate as at end September 2013
Read 2012 information about offshoring.
More than AUD$750,000 in training grants have been provided to help staff build new careers outside ANZ or find alternative positions with us, if their roles are offshored.
In 2011, over 80% of staff affected by offshoring decisions who have expressed a wish to stay at ANZ have been redeployed in other roles within the bank.
Sixteen former staff members affected by offshoring decisions have been supported by the Past Employee Care Fund, which provides one-off cash payments of up to AUD$15,000 to help staff through a period of financial hardship after leaving ANZ.
Total number of employees and contractors impacted by offshoring decisions
More than $640,000 in training grants have been provided to help staff build new careers outside ANZ or find alternative positions with us, if their roles are offshored.
In 2010, 80% of staff affected by offshoring decisions who have expressed a wish to stay at ANZ have been redeployed in other roles within the bank.
Twelve former staff members affected by offshoring decisions have been supported by the Past Employee Care Fund, which provides one-off cash payments of up to $15,000 to help staff through a period of financial hardship after leaving ANZ.
Total number of employees and contractors impacted by offshoring decisions
ANZ is committed to assisting staff impacted by the relocation of Australia and New Zealand roles to Bangalore.
In 2009, we worked closely with the Finance Sector Union in Australia and the New Zealand FINSEC on an assistance package that ensure ANZ continues to play a responsible role to help affected staff re-train and re-skill for their next job and provide additional financial support to staff who need it.
The package includes a New Career Training Fund of up to $10 million, providing impacted staff funding for vocational training of their choice that will help them move to new careers. A committee including representatives from ANZ, the FSU and FINSEC assesses applications and disperses monies from the Fund. Some have used the funds to build on the expertise they have developed during their time at ANZ whereas others are taking the opportunity to acquire skills for a completely new work life.
A Past Employee Care Fund was also established this year to offer one-off cash grants to retrenched employees who are unable to meet their living expenses after leaving ANZ. Grants are typically used by employees to improve their financial stability as they search for a new job.
The enhanced package builds on existing commitments to our people that are contained in our People Charter for offshoring which includes:
Employment impact of offshoring (1 October 2008 to 30 September 2009)
ANZ has committed to its staff to assist those affected by the relocation of technology and operations services to Bangalore. During 2008, the focus was on change support and redeployment, including:
We will continue to look for opportunities to use our Bangalore operation. It may also make sense in some cases for work to be undertaken by third party providers.
We are also assessing aspects of our offshoring strategy to include consideration of the optimum size of our operations in Bangalore, whether to introduce another hub similar to Bangalore, and reviewing what kind of roles may be better performed beyond Australia and New Zealand.
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