Offshoring

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Our approach

As part of our super regional growth strategy, we have moved a number of technology and operational support services to Bangalore, 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 growth in our Asian businesses following the agreement to acquire selected assets from Royal Bank of Scotland in six Asian countries.

We have recently established a Chinese-language operations hub in Chenghu, China. The hub is expected to provide employment for around 300 people by 2013 and will provide Chinese-language call centre and back office capabilities to support our growing business in the region.

Providing assistance to employees impacted by offshoring

We have made a series of commitments to our people in Australia and New Zealand that 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 staff 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.

In 2009, we launched in collaboration with the Finance Sector Union (FSU) in Australia and FIRST union in New Zealand an assistance package that ensures ANZ continues to play a responsible role to help affected staff retrain and re-skill for their next job and provide additional financial support to staff who need it. The initiatives to support staff affected by offshoring include:

• committing up to AUD$10 million to a New Career Training Fund to help employees find new jobs and career success outside ANZ
• improving processes to support higher rates of redeployment and retraining for roles within the bank to minimise redundancies
• establishing a Past Employee Care Fund to help eligible individuals facing a period of financial hardship after leaving ANZ.

For staff that elect to 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.

2011 results

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.

2010 results

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.

2009 results

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:

• at least 16 weeks notice before a role is to cease
• open, ongoing communication about proposed changes
• training and support to find alternative roles within ANZ
• outplacement services to help identify opportunities outside ANZ
• Read ANZ's media release (PDF 31kB)

The future

We are continuing to assess aspects of our offshoring strategy including the optimum size of our operations in Bangalore, whether to introduce another offshore hub, and what kind of roles may be better performed beyond Australia and New Zealand.

2008 results

Key programs

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:

• ongoing communication with the Finance Sector Union and our staff about proposed changes
• support on working through change and career planning
• internal job search assistance
• workshops on resume writing and interview techniques
• case management support
• career transition support for those who wish to identify opportunities outside ANZ.

The future

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.