...CORPORATE SOCIAL RESPONSIBILITY Contents Introduction 3 Corporate Social Responsibility 3 Introduction to ANZ Bank: 3 Daffodil Day 5 Promotion of health 5 Tobacco control 5 Sun Smart Schools 6 Opinion 6 Recommendation 6 How Does ANZ Contribute to Daffodil day? 7 Thesis 7 Conclusion 8 Bibliography 9 Introduction In this report we have put together findings of our research on ANZ and its Corporate Social Activities. We would be discussing in detail on corporate social responsibility, an introduction to ANZ, the corporate social activities of ANZ and finally a summary of all our findings. We have attached links and references to support our research and we would be concluding this report with our personal opinion based on our findings whether or not ANZ is true to its corporate Social Responsibilities. Corporate Social Responsibility “The continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local communities and society at large “ Is how business define CSR. This is debatable, because many business use corporate social responsibility as a way to build brand recognition, they don’t stay true to their CSR statements they make statements that appeal to the emotional customer. CSR is basically giving back to the society that you operate in and it can be broken down into four types:- Economic Responsibility: The...
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...2014 ANNUAL REPORT Australia and New Zealand Banking Group Limited ABN 11 005 357 522 This Annual Report (Report) has been prepared for Australia and New Zealand Banking Group Limited (“the Company”) together with its subsidiaries which are variously described as: ”ANZ”, “Group”, “ANZ Group”, “the Bank”, “us”, “we” or “our”. ANZ ANNUAL REPORT 2014 ANZ IS EXECUTING A FOCUSED STRATEGY TO BUILD THE BEST CONNECTED, MOST RESPECTED BANK ACROSS THE ASIA PACIFIC REGION WHO WE ARE AND HOW WE OPERATE ANZ’s history of expansion and growth stretches over 175 years. We have a strong franchise in Retail, Commercial and Institutional banking in our home markets of Australia and New Zealand and we have been operating in Asia Pacific for more than 30 years. Today, ANZ operates in 33 countries globally. We are the third largest bank in Australia, the largest banking group in New Zealand and the Pacific, and among the top 20 banks in the world. ANZ is building the best connected, most respected bank across the Asia Pacific region. The strategy has three key elements – strong domestic markets, profitable Asian growth and an enterprise wide approach to operations and technology. Our strategy is based on the belief that the future of our home markets of Australia and New Zealand are increasingly linked to the fast growing region of Asia through trade, capital and wealth flows. We also believe that people want a bank that understands their specific needs, and increasingly...
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...Gold Coast | Group Assignment for 2204AFE Financial Institutions Management | Comparative Analysis of ANZ and Westpac | | s2758329, s2762895, s2773847, s2784238Diamond, E., Dong, G., Huang, Y. & Lin, B.Due: 5th April 2012Tutor: Sonja Kobinger | | | The following report is a brief comparative analysis of two of Australia’s largest deposit-taking financial institutions (FI), Australia and New Zealand Banking Group Ltd. (ANZ) and Westpac Banking Corporation (Westpac). This report seeks to identify which of the FIs has a greater aggregate return per dollar of equity and thus establish the highest performer, or most profitable, of the two. The Return on Equity Model (ROE) (Koch & MacDonald, 2010, pg. 96) is a series of ratios constructed to evaluate the financial position of FIs and utilised, in this case, to compare the performance, or profitability, of ANZ to Westpac. By applying ROE, and its associated ratios, to the 2011 Financial Reports of ANZ and Westpac, this report aims to justify the conclusion that Westpac outperformed ANZ for the 2011 financial year. ROE is widely accepted as an accurate reflection of the overall performance of FIs. For the financial year 2011, ANZ had a ROE ratio of 14.87% compared with Westpac’s 16.82% (Appendix A). This ratio indicates that, before paying cash dividends, the aggregate return for shareholders of ANZ is 1.95% lower than its Westpac counterparts (Koch & MacDonald, 2010, pg. 98). While the two bank’s total...
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...Strength. Momentum. Connectivity. 2011 ANNUAL REPORT BUILDING A BANK OF GLOBAL QUALITY WITH A REGIONAL FOCUS WHO WE ARE AND WHERE WE OPERATE OUR PROGRESS ANZ‘s ANZ‘s history of expansion and growth stretches over 175 years. We have a strong franchise in Retail, Commercial and Institutional banking in our home markets of Australia and New Zealand and we have been operating in Asia Pacific for more than 30 years. ANZ ANZ is the only Australian bank with a clearly articulated strategy to take advantage of Australia and New Zealand’s geographic, business and and cultural linkages with Asia, the fastest growing region in the world. Today, ANZ operates in 32 markets globally. We are the third largest bank in Australia, the largest banking group in New Zealand and the Pacifi Pacific, and among the top 50 banks in the world. OUR SUPER REGIONAL STRATEGY We We articulated our super regional strategy in late 2007. The rationale behind our strategy is simple – to deliver shareholders long-term growth and differentiated returns through connectivity with the growth markets of Asia – returns we do not believe to be available through a domestic-only strategy. Our aspiration is for Asia Pacific, Europe & America sourced revenues to drive drive between 25 and 30% of Group earnings by the end of 2017. Connectivity Connectivity is at the heart of ANZ’s strategy by being part of the growth within Asia and supporting the increasing trade, investment ...
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...a necessary strategic asset for them to outperform comparing to their competitors in which they want to succeed. Diversity is about acknowledging differences and leveraging the full range of people’s knowledge, opinions and ideas to ensure the best possible business outcomes. Therefore, all the world’s corporations committed to establishing a workforce that reflects the diversity of the communities in which they operate and a culture that values and leverages the unique perspectives that all of their people bring to their firms. To achieve their business goals or objectives set, most managers in our digital age pay more attention on the ways of how they manage their organizational culture, as the example this paper will be explored about ANZ Royal Bank Cambodia Ltd, one of the international standard banks in Cambodia, to understand how they formulate and implement the contribution of managing culture and its interrelation between leadership, organizational structure, motivation, power, and strategic management concepts effectively and efficiently in order to permanently challenge and seize the market share as much as possible. 2. What is the Organizational Culture? All organizations, whether a family, a sports club or a business, have a culture which is the strength of making one organisation great versus another. Culture is the combination of the knowledge, ideas, behaviours, and material creations that are learned, shared, and transmitted primarily through the symbolic system...
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...Information Systems supporting Business Processes Unit Code: CIS 13 Assignment 1 – Part B Executive Summary The ANZ Bank has an organisational structure which is divided into geographic location. The focus of this report is on the Australian Division and The Retail Distribution Functional Area. All functional areas within any business are support by a number of business processes. One business process which supports ANZ’s Retail Distribution functional area is Retail Lending. This particular business process plays a big part in creating revenue and ensuring that any risks in lending are kept to a minimum. Management and sales staff within Retail Lending use two types of Information Systems (IS), Hogan and Seibel Customer Relationship Management (CRM). It is these IS which allow ANZ to create their revenue and ensure the appropriate risk assessment is being use. Information Systems are used in all types on businesses globally; they add value to the organisation and also to the customers. Table of Contents Executive Summary 2 1. Introduction 4 2. Retail Distribution – Functional Area 4 2.1. Business Process 4 3. Customer Information System – CSC HOGAN Systems 5 3.1. Supporting Business Process 5 3.2. Value Add 5 3.3. Inputs, Outputs and Feedback 5 3.4. Requirements 5 4. Customer Relationship Management System - SEIBEL 5 4...
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...Part I As per request to analyze which Network to be selected, this report is to provide the reasons why Network I is better. Before finalize the decision to select between Network I and Network II, there are three steps: 1. The forecasted net cash flow derived for both Network 2. Techniques use to evaluate Networks 3. Final decision to accept Network I 1. Forecasting cash flow for both Networks As attached in Appendix I, to get free cash flow for these two projects, there are 3 stages: 2.1 Calculation of Cost of capital “Capital asset pricing model (CAPM) gives a condition under which we can generalize about the structure of expected return of a share in market” (Benninga 2008, p. 319). We use this discount rate to calculate the net present value of the projects. The formula is E (ri) = rf + E(rm – rf) i = 18.66% Where E (ri): required return on the equity of stock i E(rm – rf): expected return on the market over and above the risk-free rate rf: risk-free rate 2.2 Profit calculation Before calculating of cash flow forecasts, incremental profit before tax should be derived first. Incremental profit before tax is defined as revenue less operating expense and depreciation, but plus opportunity cost from not paying the fee to Commonwealth Bank if the Capital Bank switches to either Network I or II. 2.3 Cash flow calculation The remaining cash flows include initial investment on ATM and installation cost, the changes in working...
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...Executive Summary The article applies PESTEL and five- forces analytic methods to analyze opportunities and threats of Westpac Bank Group in general and competitive environments. Specifically, in general environment, the key perspectives are political and economic factors. However, faced with strong substitutes and rivalries, Westpac would focus on those great threats. In addition, the report demonstrates the visions and missions of the company, indicating the Westpac’s objectives. Then, SWOT analysis is used in the company’s strategic management, which discovers the strengths including company’s infrastructure, great reputation, staffing level and the weakness covering capital risk and low profitability. Moreover, five categories of resources, namely financial, physical, reputational, technological, human resources are discussed. Furthermore, several specific strategies would be presented to gain company’s further objectives and achieve better development. Finally, some recommendations will be suggested to the company, enhancing Westpac’s business operations and development. 1.General environment As one of the big four banks in Australia, Westpac Bank is unavoidably affected by macro environment, faced with several opportunities and threats. Specifically, in terms of political and legal factors, although lots of financial policies and regulations are made to support better Australian banking industry reforms, excessive regulatory interventions may confine Westpac development...
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...CREDIT RISK MANAGEMENT AND BAD DEBT CONTROLLING Case: ANZ Vietnam LAHTI UNIVERSITY OF APPLIED SCIENCES Degree program in International Business Thesis Spring 2013 Minh Thong To Lahti University of Applied Sciences Degree Programme in International Business MINH THONG, TO Credit risk management and bad debt controlling Case: ANZ Vietnam Bachelor’s Thesis in International Business, 53 pages, 3 pages of appendices Spring 2013 ABSTRACT It can be seen that the Vietnamese economy in the first decade of the 21st century has a significant development in the banking sector. Commercial banks represent a big role in this development. The banks’ capital rose rapidly and became an important factor in Vietnamese economic growth. However, a negative side always follows the result of any growth. Expanding operation leads to debt rate increase in most commercial banks. Especially bad debts rate rose rapidly. Bad debts became a serious problem for the Vietnamese economy. When the amount of bad debts increases to a particular point, it will hinder the development as well as the operations of the banks. Due to this issue, controlling the bad debt rate is hard work for all commercial banks. There is no model of solution for all banks. According to specific characteristic of each bank, specific solutions to control bad debt rate are provided. However, those solutions seem to be not as effective as expected due to many reasons. When Vietnam became an official member of the World Trade...
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...Limited (DMP) Student Research: This report is published for educational purposes only by students competing in the La Trobe Investment Research Challenge. 19th June 2012 Fast Food Industry 19 June 2012 La Trobe Investment Research Challenge Ticker: DMP Price: $9.7 EPS FY (c) 0.31 0.33 0.38 0.44 0.46 DPS (c) 0.22 0.23 0.27 0.31 0.32 Franking (%) 100 100 100 100 100 Recommendation: HOLD Target Price: $10.67 P/E (x) 29.81 29.14 25.29 22.26 21.22 Dividend Yield (%) 2.38 2.40 2.52 2.72 2.74 2011A 2012E 2013E 2014E 2015E Investment Summary We initiate coverage of Domino’s Pizza Enterprises Limited (DMP) with a hold recommendation and a target price of $10.67 using Discounted Cash Flow Valuation (DCF), offering a 10% upside from current stock price at $9.70 on 19th June, 2012. As DMP operates in regions with different levels of risks, growth and margins, our estimation of revenue is based on top down approach considering the market share in these regions. We believe DMP may offer a long term upside if it can successfully execute its business plan of opening new stores and maintaining its same store sales growth in Australia and New Zealand (ANZ) and France, Netherlands, and Belgium (Europe). Highlights Future growth driven by increasing store count: DMP currently owns over 900 stores, with the goal of opening 50-60 new stores per year over the next 5 years. Its franchise/corporate strategy allows a long-term target of 750 stores in ANZ over the next 5 years and 1250 stores...
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...Limited (DMP) Student Research: This report is published for educational purposes only by students competing in the La Trobe Investment Research Challenge. 19th June 2012 Fast Food Industry 19 June 2012 La Trobe Investment Research Challenge Ticker: DMP Price: $9.7 EPS FY (c) 0.31 0.33 0.38 0.44 0.46 DPS (c) 0.22 0.23 0.27 0.31 0.32 Franking (%) 100 100 100 100 100 Recommendation: HOLD Target Price: $10.67 P/E (x) 29.81 29.14 25.29 22.26 21.22 Dividend Yield (%) 2.38 2.40 2.52 2.72 2.74 2011A 2012E 2013E 2014E 2015E Investment Summary We initiate coverage of Domino’s Pizza Enterprises Limited (DMP) with a hold recommendation and a target price of $10.67 using Discounted Cash Flow Valuation (DCF), offering a 10% upside from current stock price at $9.70 on 19th June, 2012. As DMP operates in regions with different levels of risks, growth and margins, our estimation of revenue is based on top down approach considering the market share in these regions. We believe DMP may offer a long term upside if it can successfully execute its business plan of opening new stores and maintaining its same store sales growth in Australia and New Zealand (ANZ) and France, Netherlands, and Belgium (Europe). Highlights Future growth driven by increasing store count: DMP currently owns over 900 stores, with the goal of opening 50-60 new stores per year over the next 5 years. Its franchise/corporate strategy allows a long-term target of 750 stores in ANZ over the next 5 years and 1250 stores...
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...INTRODUCING ANZ REWARDS INCLUDES REWARDS PROGRAM TERMS AND CONDITIONS 4201_ANZ REWARDS VISA INTRODUCTION GUIDE_82214.indd 1 2/03/2016 11:49 am Convenient Quick Start Guide Get started now. Simply follow the easy steps below and you could be using your new ANZ Rewards today. Quick Activation 1. Sign the back of your cards when you receive them. 2. Refer to your Welcome Letter to see if you need to complete ANZ’s Customer Identification Process at any ANZ branch. 3. To activate your card/s visit anz.com, log on to ANZ Internet Banking and select ‘Profile’ > ‘Activate an ANZ card’ or call 1800 652 033 to activate. Discover more convenient banking 1. et up ANZ goMoney™, ANZ Internet Banking and S ANZ Phone Banking by calling 13 13 14. 2. If this is a new account, your new Personal Identification Number (PIN) should arrive within 5 business days. The PINs for your ANZ Rewards Visa card and an ANZ Rewards American Express® card will arrive separately. If this account is a transfer from another ANZ card, you will retain your existing PINs for both your Visa and American Express cards. If you didn’t previously have an American Express card, you will receive a card as a part of your account transfer. The PIN for this new American Express card will arrive within 5 business days. If you wish to select new PINs, visit any ANZ ATM in Australia with your new card(s) and PIN mailer(s). Simply go to the PIN change screen where you will ...
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...AFF5280 - Institutional Asset & Liability Management GROUP ASSIGNMENT Table of Contents EXECUTIVE SUMMARY 3 INTRODUCTION 4 1. COMPANYANALYSIS 5 1.1 Company overview 5 1.2 Product & Services 5 2. INDUSTRY ANALYSIS 8 2.1 Industry overview 8 2.2 Competitors analysis 8 2.3 Current state of the economy 8 2.4 Porter’s five forces 13 2.5 SWOT Analysis 16 3. BUSINESS AND FINANCIAL RISKS ANALYSIS 16 3.1 Liquidity Risk 16 3.2 Capital risk 19 3.3 Strategic risk 22 3.4 Credit risk 23 3.5 Foreign exchange risk 25 3.6 Market risk 27 APPENDICES 29 REFERENCES 36 EXECUTIVE SUMMARY The main purpose of this report is to investigate Bendigo Bank’s business and financial risks for the sake of suggesting the most appropriate financially justified risk management strategy. The main content of the report is divided into four major parts including (1) Company analysis, (2) Industry and peer analysis, (3) Risk management analysis and (4) recommendation. The first section will critically provide a brief overview of the company background and detailed information about its core products and services consisting of personal banking, company banking and wealth management. Following section will discuss through macro-economic factors including the current state of the economy measured by relevant economic indicators. Then, the industry overview and the performance of major rivalries will be analysed and supported by conducting Porter’s five forces and...
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...Company Report: Strategy Evaluation 8 February 2013 Table of Contents Executive Summary 3 Industry: Banking and Financial Services in Australia 4 Overview 4 PESTLE 5 Porter’s Five Forces of Competition 6 Firm: Westpac 7 Overview 7 McKinsey’s 7 S Framework 7 Competition Analysis 11 Blue Ocean Analysis 13 SMSF and Strategy Recommendations 13 What is a SMSF? 13 Three tiers of Non-Customers 13 Strategic Canvas – SMSF 14 3 Keys to Success: Tagline, Focus and Differentiation 14 Option 1 14 VRIO 15 Option 2 15 VRIO 15 Appendix 17 Industry Analysis Charts 17 Porters 5 Forces Analysis Detail 20 Westpac Strategic Priorities 22 Material issues 23 Executive Summary Westpac Bank is Australia’s first Bank, founded in 1817 and is currently one of the “big four” group of lending banks in Australia. Listed on the stock exchange in 1970, Westpac has a history of acquisitions, notably the recent (2008) purchase of St George, which contributes 19% of Westpac’s Cash Earnings. Westpac has a market capitalisation of $76.5 billion in an industry with an overall value of $208.6 billion, or roughly 10% of Australia’s GDP. The financial services industry in Australia is an Oligopoly, with the big four banks accounting for over 80% of the market. A mature market, players are converging, and the industry is forecast to grow at around 8% year on year to 2018. Competition in this industry is fierce, though there is also speculation that there may be significant price signaling...
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...materials to justify your viewpoint. INTRODUCTION Accounting can be broadly defined as the ‘measurement and communication’ of economic information to the decision makers (Watts and Zimmerman 1986). Accounting is divided into internal and external accounting on the basis of the users of the information (Spohr 2005). Spohr (2005) further highlights that the responsibility for preparing the external accounting information and publishing it lies with the managers of the firm. These managers rely on their inside knowledge of the firm’s current state to provide an accurate and fair picture of the financial state of the firm. The existence of accounting regulations and guidelines aims to improve the relevance and accuracy of the financial reports. However, this insider knowledge gained by managers can lead to information asymmetry. This occurs when some parties have an “information advantage” over others (Scott 2003). Information asymmetry allows managers to prepare and publish their financial statements in a manner which is most advantageous to them. Although this opportunism is restricted by the accounting standards and auditors which are independent to the firm, recent accounting scandals have led to the general belief that...
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