Grant Douglas

Leadership of ANZ’s Agribusiness Division, a $70m+ NPAT business with 180 staff and 100 locations nationally: Restructured the division to achieve market share growth of 1.3% to 11.1%, revenue growth of 16%, funds under management growth of 14% to $5.2bn and NPAT growth by 18% in the last 12 months Increased staff engagement from 67% to 70%, customer satisfaction from 82% to 89% the highest of the majors in last 12 months

Leadership of ANZ’s Regional and Rural Banking Business Unit, a $260m+ NPAT business with 2600 staff and 284 branches nationally: Grew market share by 1.1% to 11.3%, increased NPAT by 19% and funds under management by 23% to over $18bn in 12 months, taking ANZ to number 2 in regional & rural Australia. Reduced LTIFR from 8.1 to 3.9 in 12 months Increased staff engagement by 3% to 70%, Customer satisfaction increased by 4% to 79% the highest of the majors including St George

Responsible for the leadership of the Sales, Marketing, Products, Risk, Credit, OH&S and Supplier Management for Regional & Rural Banking: Restructured branches through the “Take a Fresh Look” Program increasing productivity by 20% and created 120 relationship management roles from existing staff numbers Introduced BranchSafe security measures across the branch network reducing robberies by 70% Introduced a Credit Quality Manager structure improving audit ratings by 300%

Responsible for the development and introduction of the ANZ Strategic Cost Agenda: Developed the vision and strategy for the ANZ Strategic Cost Agenda, introducing a comprehensive Activity Based Costing process enabling ‘end to end’ costing for products, customers and channels Owned and managed the Service Transfer Pricing Process delivering $1.5b of modelled STP costs on time Initiated and managed 3 cost reduction projects for the Australasian Contact Centre and Technology Infrastructure Services

Responsible for the profitability and effective management of the company’s portfolio of 15 quarries with a total revenue responsibility of $35M. Achieved 780 days accident free throughout the division (previous best 315) Developed and implemented the ‘721’ strategy responsible for 25% unit cost reduction and a 30% productivity increase Restructured Division to reduce costs and increase customer focus, reducing workforce by 19% without redundancy Negotiated a progressive EBA with the workforce

Responsible for the provision of Emergency Response capabilities to 26 Coal Mines in the Regions and industrial safety training for businesses throughout Australasia Development of systems to ensure the response readiness of the rescue station’s, 48 staff and 300 trained volunteers Provided emergency preparedness and risk reduction consulting to mining and industrial companies Developed, tested and audited emergency and safety systems for mining and industrial companies. Co-authored the Mines Rescue book

Provided strategic consulting services to a number of Australian and overseas companies, including: Global market entry strategy for a beverage packaging company Valuation of a manufacturing, distribution and sales company for acquisition Maintenance and inventory management strategy for major airline, saved $100M in 3 years Development of an industry wide strategy for the Australian malting barley industry

Responsible for the supply of well fragmented copper ore to the Production Department Management of 2 Foremen, 7 Shift bosses, 75 underground employees Prepared manpower budgets, plans, schedules for the General Manager Overall responsibility for $12M budget

Finance, Strategy, Operations, HR