Common Disclosure Template - Capital

Transcription

1 Common Disclosure Template - Capital Greater Building Society Ltd is using the post 1 January 2018 common disclosure template because we are fully applying the Basel III regulatory adjustments as implemented by APRA Year Ended 30 June 2014 Year Ended 30 June 2013 Common Equity Tier 1 Capital: instruments and reserves M's M's 2 Retained Earnings Accumulated other comprehensive income (and other reserves) Common Equity Tier 1 capital before regulatory adjustments Common Equity Tier 1 Capital: regulatory adjustments 11 Cash-flow hedge reserve National specific regulatory adjustments c of which: deferred fee income (2.7) (3.0) 26d of which: equity investments in financial institutions e of which: deferred tax assets f of which: capitalised expenses g of which: investments in commercial (non-financial) entities that are deducted under APRA prudential requirements Total Regulatory adjustments to Common Equity Tier Common Equity Tier 1 Capital (CET1) Tier 1 Capital (T1) Tier 2 Capital: instruments and provisions 50 Provisions Tier 2 Capital before regulatory adjustments Tier 2 Capital (T2) Total Capital (TC) Total risk-weighted assets based on APRA standards 2, ,055.2 Capital Ratios and Buffers 61 Common Equity Tier 1 (as a percentage of risk-weighted assets) 17.09% 16.17% 62 Tier 1 (as a percentage of risk-weighted assets) 17.09% 16.17% 63 Total Capital (as a percentage of risk-weighted assets) 17.47% 16.56% 64 Buffer requirement (minimum CET1 requirement of 4.5% plus capital conservation buffer of 2.5% plus any countercyclical 7.00% 7.00% buffer requirements expressed as a percentage of risk-weighted assets) 65 of which: capital conservation buffer requirement 2.50% 2.50% 66 of which: ADI-specific countercylical buffer requirements 0.00% 0.00% 68 Common Equity Tier 1 available to meet buffers (as a percentage of risk-weighted assets) 17.09% 16.17%

2 Capital Reconciliation For the Year Ended 30 June 2014 Greater Building Society Ltd is the head of the Level 2 consolidated group to which this Published financial statement As at 30-Jun-14 Regulatory scope of Consolidation As at 30-Jun-14 Reference to Common Disclosure Template Assets Cash and cash equivalents 234, ,697 Investment securities 576, ,280 of which: equity investments in financial institutions d Other receivables 916 1,073 Derivative financial instruments 3,546 3,469 Loans and advances 4,229,021 3,953,887 of which: credit loss reserve 8, of which: deferred fee income (2,713) 26c of which: capitalised expenses 3,165 26f Inventories 0 0 Other financial assets 3,547 13,587 of which: equity investments in financial institutions d of which: investments in commercial (non-financial) entities that 3,228 26g are deducted under APRA prudential requirements tax assets 3,279 6,081 26e Property, plant and equipment 27,759 27,759 Investment properties 4,303 4,303 Intangible assets 1,663 1,663 26f Total Assets 5,084,914 4,825,798 Liabilities Payables and other liabilities 7,552 7,335 Deposits 4,423,591 4,402,234 Current tax liabilities 4,607 7,410 of which: deferred tax liabilities 2,803 26e Derivative financial instruments Other financial liabilities 251,719 21,347 Provisions 10,057 10,057 Total Liabilities 4,697,656 4,448,506 NET ASSETS 387, ,292 Equity Reserves 30,051 20,085 3* of which: cash flow hedge reserve 2, Retained profits 357, ,207 2 Non-controlling interest 0 (0) 2 Total Equity 387, ,292 * Reserve reconciliation to 'Common disclosure template' Reserves 20,085 Less fair value through other comprehensive income reserve (2,547) Less discounting of asset revaluation reserve (1,293) Reserves as per 'common disclosure template' 16,245

3 Capital Reconciliation (cont) The following entities are included within the accounting scope of consolidation, but excluded from the regulatory scope of Entity Assets Liabilities GBS Receivables Trust No. 4 86,878 86,878 Waratah GBS Mortgages Trust No , ,814 The above Trust's are special purpose vehicles for securitised funding programs. They are established by deed and domiciled in

4 Capital Reconciliation For the Year Ended 30 June 2013 Greater Building Society Ltd is the head of the Level 2 consolidated group to which this Published financial statement As at 30-Jun-13 Regulatory scope of Consolidation As at 30-Jun-13 Reference to Common Disclosure Template Assets Cash and cash equivalents 160,219 70,132 Investment securities 554, ,705 of which: equity investments in financial institutions d Other receivables 1,189 1,438 Derivative financial instruments 4,438 4,352 Loans and advances 4,193,842 3,856,805 of which: credit loss reserve 7, of which: deferred fee income (2,975) 26c of which: capitalised expenses 3,206 26f Inventories 1,535 1,535 Other financial assets 3,255 27,945 of which: equity investments in financial institutions d of which: investments in commercial (non-financial) entities that 2,935 26g are deducted under APRA prudential requirements tax assets 3,509 6,362 26e Property, plant and equipment 29,027 29,028 Investment properties 4,301 4,301 Intangible assets 1,398 1,398 26f Total Assets 4,957,548 4,651,001 Liabilities Payables and other liabilities 9,677 9,116 Deposits 4,185,057 4,163,232 Current tax liabilities 3,532 6,385 of which: deferred tax liabilities 2,892 26e Derivative financial instruments Other financial liabilities 391, ,242 Provisions 9,816 9,816 Total Liabilities 4,600,070 4,303,155 NET ASSETS 357, ,845 Equity Reserves 30,309 20,676 3* of which: cash flow hedge reserve 3, Retained profits 326, ,151 2 Non-controlling interest 1,018 1,018 2 Total Equity 357, ,845 * Reserve reconciliation to 'Common disclosure template' Reserves 20,676 Less fair value through other comprehensive income reserve (2,342) Less discounting of asset revaluation reserve (1,251) Reserves as per 'common disclosure template' 17,083

5 Capital Reconciliation (cont) The following entities are included within the accounting scope of consolidation, but excluded from the regulatory scope of consolidation under the securitisation deconsolidation principals that remove assets, liabilities, revenues and expenses of special purpose vehicles (SPV's) that meet the requirements of Prudential Standard APS 120 Securitisation. Assets Liabilities Entity GBS Receivables Trust No , ,488 Waratah GBS Mortgages Trust No , ,924 The above Trust's are special purpose vehicles for securitised funding programs. They are established by deed and domiciled in Australia.

6 Risk Exposures and Assessment Capital Adequacy 9 months to 31 6 months to 31 Mar 2015 Dec 2014 Capital Requirement (in terms of risk weighted assets): Claims Secured against Residential Mortgages 1,458,603 1,431,709 Other Retail 103,044 99,079 Investments in ADI's 269, ,079 Securitisation 34,801 30,793 Other 68,998 70,717 1,935,149 1,898,377 Capital Requirement for Operational Risk 288, ,003 TOTAL CAPITAL REQUIREMENT 2,223,152 2,186,381 Common Equity Tier 1 Ratio 17.55% 17.31% Tier 1 Ratio 17.55% 17.31% Total Capital Ratio 17.94% 17.68%

7 Risk Exposures and Assessment (cont) For the 9 Months Ended 31 Mar 2015 Credit Risk Gross Credit Risk Exposures Average Gross Credit Risk Exposures - over the period Loans and Advances Claims Secured by Residential Mortgages 3,919,807 3,871,726 Other Loans 103,044 99,074 Other Liquidity Investments (including cash) 916, ,226 Other On-balance Sheet Assets 41,917 49,322 Off-Balance Sheet Assets 65,246 43,027 Total Credit Risk Exposures (excluding equities & securitisation) 5,046,796 4,922,375 Specific Outstanding Balance Provision Impaired Facilities - Loans and advances 6,733 3,340 - Other - - Past Due Facilities - Loans and advances 1, Other - - Bad & Doubtful Debt Expense Expense Net movement in Specific Provision - Loans and advances Other - Bad Debt write offs directly to profit and loss - Loans and advances Other - Total Bad & Doubtful Debt Expense for the Period 525 General Reserve for Credit Losses 8,674

8 Risk Exposures and Assessment (cont) For the 6 Months Ended 31 Dec 2014 Credit Risk Gross Credit Risk Exposures Average Gross Credit Risk Exposures - over the period Loans and Advances Claims Secured by Residential Mortgages 3,849,376 3,858,860 Other Loans 99,079 97,086 Other Liquidity Investments (including cash) 869, ,526 Other On-balance Sheet Assets 56,675 49,349 Off-Balance Sheet Assets 29,450 38,706 Total Credit Risk Exposures (excluding equities & securitisation) 4,903,652 4,869,526 Specific Outstanding Balance Provision Impaired Facilities - Loans and advances 6,514 3,545 - Other - - Past Due Facilities - Loans and advances 1, Other - - Bad & Doubtful Debt Expense Expense Net movement in Specific Provision - Loans and advances Other - Bad Debt write offs directly to profit and loss - Loans and advances Other - Total Bad & Doubtful Debt Expense for the Period 695 General Reserve for Credit Losses 8,373

9 Risk Exposures and Assessment (cont) For the 9 Months Ended 31 Mar 2015 Securitisation Exposures (a) Investment Securities Balance Gain/(Loss) on Sale Greater Group Originated: Securities held in Asset Backed Commercial Paper (ABCP) - Housing 0 0 Securities held in ABCP - Other 0 0 Securities held in Residential Mortgage Backed Securities (RMBS) 432,000 0 Total Greater Group Originated Securities 432,000 0 Non Greater Group Originated: Securities held in Asset Backed Commercial Paper (ABCP) - Housing 4,988 0 Securities held in ABCP - Other 0 0 Securities held in Residential Mortgage Backed Securities (RMBS) 77,352 0 Total Non Greater Group Originated Securities 82,340 0 Total Investment Securities 514,340 0 (b) Securitised Assets - Greater Group Originated * On Balance sheet (lending): Housing Loans 401,183 Other 0 Total On Balance 401,183 Notional Amount Off Balance Sheet: Liquidity Facilities 2,142 Funding Facilities 49,008 Swaps 84,844 Total Off Balance 135,994 Total Securitised Assets not transferred 537,177 Balance Lending: Housing Loans 254,544 Other 0 Total Lending 254,544 Notional Amount Other Facilities: Liquidity Facilities 0 Funding Facilities 31,347 Swaps 401,183 Total Other Facilities 432,530 Total Securitised Assets transferred 687,074 Total Securitised Assets transferred 1,224,251 * The Greater Group has no Securitised Assets that are not Greater Group Originated

10 Risk Exposures and Assessment (cont) For the 6 Months Ended 31 Dec 2014 Securitisation Exposures (a) Investment Securities Balance Gain/(Loss) on Sale Greater Group Originated: Securities held in Asset Backed Commercial Paper (ABCP) - Housing 0 0 Securities held in ABCP - Other 0 0 Securities held in Residential Mortgage Backed Securities (RMBS) 432,000 0 Total Greater Group Originated Securities 432,000 0 Non Greater Group Originated: Securities held in Asset Backed Commercial Paper (ABCP) - Housing 4,985 0 Securities held in ABCP - Other 0 0 Securities held in Residential Mortgage Backed Securities (RMBS) 60,055 0 Total Non Greater Group Originated Securities 65,040 0 Total Investment Securities 497,040 0 (b) Securitised Assets - Greater Group Originated * On Balance sheet (lending): Housing Loans 405,331 Other 0 Total On Balance 405,331 Notional Amount Off Balance Sheet: Liquidity Facilities 2,134 Funding Facilities 49,663 Swaps 90,638 Total Off Balance 142,435 Total Securitised Assets not transferred 547,766 Balance Lending: Housing Loans 273,817 Other 0 Total Lending 273,817 Notional Amount Other Facilities: Liquidity Facilities 0 Funding Facilities 31,415 Swaps 405,316 Total Other Facilities 436,731 Total Securitised Assets transferred 710,548 Total Securitised Assets transferred 1,258,315 * The Greater Group has no Securitised Assets that are not Greater Group Originated

11 APRA Remuneration Disclosure Requirements Year Ended 30 June 2014 Qualitative Disclosures The Board of the Greater Building Society Ltd (The Greater) has established a sub-committee (Remuneration Committee) primarily for the purpose of recommending to the Board levels of remuneration for The Greater s staff and non-executive directors. Committee members and chairperson are appointed by the Board and shall comprise at least four (4) independent, non-executive Directors. The responsibilities of the Remuneration Committee are to: o Review and make recommendations to the Board on the total remuneration of the Chief Executive Officer, direct reports of the Chief Executive Officer, other persons whose activities may in the Committee s opinion affect the financial soundness of The Greater, any other persons covered by The Greater s Remuneration Policy, and any other person specified by APRA. Total remuneration is the total value of the fixed and variable cash components [including any short, medium and long term incentives], contributions to superannuation and any non-cash components of remuneration. o Review recommendations from the Chief Executive Officer on the annual salary review and bonus payments of non-graded staff other than those covered above and make recommendations to the Board on any proposed increases. o Review the recommendations from the Chief Executive Officer on negotiations of The Greater s Enterprise Agreement with staff and make recommendations to the Board on any proposed agreement. o Assist the Board in establishing an appropriate remuneration level for non-executive directors to be recommended to members for approval at general meeting. o Periodically review and make recommendations to the Board on The Greater s Remuneration Policy required under APRA Prudential Standard CPS510. The Remuneration Committee engaged external consultants Egan & Associates in April 2011 to advise them on remuneration. For the purposes of this Disclosure, the following positions are considered Senior Managers as defined under APS330: o All members of the Executive team (9), o Head of Internal Audit (1) and o Manager Lending Services (1). The Greater does not consider it has any persons that meet the definition of material risk takers under APS 330. The Greater has developed a Remuneration Policy consistent with the requirements of CPS 510 Governance. The Remuneration Policy was reviewed in September 2012, with changes including: o The introduction of the document, The Greater Remuneration Procedure. The objectives of the Remuneration Policy are to ensure that: o Remuneration is market competitive. o Remuneration is commensurate with performance and the results delivered. o Remuneration is aligned with The Greater s long term financial soundness o Remuneration is consistent with The Greater s risk appetite and does not encourage risk-taking that is contrary to its sound and prudent management.

12 Qualitative Disclosures Salary budgets are developed each year based on factors including economic indicators, market movements and the expected performance of The Greater. The Greater also utilises a Remuneration Procedure document which aims to ensure rewards are commensurate with performance and the results that are delivered. The Greater s philosophy is that remuneration should be commensurate with performance and support the organisation s corporate strategy. Remuneration for each role is based on benchmarking, market conditions as well as the experience, skills and performance of the individual in the role. The Greater ensures the remuneration structure is linked to business objectives, supports The Greater s values and culture, balances competitive pay with affordability, and provides flexibility to acknowledge employees in line with their contribution and value. This is achieved through the salary review process, Line Manager feedback and Enterprise Agreement increases. Risk and Compliance employees are remunerated independently of the businesses they oversee through the Remuneration Committee review and approval process and in accordance with benchmarking data taken from several independent salary surveys (eg. FIRG). The key risks taken into account when implementing remuneration measures include: o Attraction and retention of skilled employees o Engagement and productivity of employees o Competitive remuneration for market and industry These risks are managed by the following measures: o Independent industry remuneration benchmarking surveys o Review of similar ADI Enterprise Agreement s for benchmarking The nature and type of measures has not changed in the 2012/13 financial year. In addition to base salary, Senior Managers may be eligible to participate in an applicable bonus scheme. The Greater has implemented a separate short term and long term incentive plan (bonus scheme) for the Executive. The Executive Incentive Plan is a significant component of the remuneration framework at The Greater, with individual Executive performance as a key element contributing to the incentive outcome. The Executives individual performance, in combination with The Greater s financial performance will play a significant role in determining any bonus payment applicable. The Executive Incentive Plan refines the incentive framework of participating Executives by providing a dual focus and balance between corporate and individual key performance indicators in the assessment and payment of incentive based remuneration to a participating Executive under the Executive Incentive Plan. The amount of the incentive payment for the financial year will, subject to the Executive Incentive Plan terms, be: o 2/3rds in cash (less applicable taxes) when the amount of the incentive payment is determined, and o 1/3 rd in cash (less applicable taxes) on the finalisation and audit of The Greater financial statements for the second financial year after the financial year for which the incentive payment was assessed and determined (deferred Executive Incentive Plan amounts). Other Senior Managers other than those under the Executive Incentive Plan, have their performance linked to a mid point and final performance appraisal to account for performance in the financial year. The ratings of the appraisals are used to determine a bonus amount which directly correlates for the average performance rating. Performance ratings are given for core and role specific competencies relating to individual position descriptions. Each competency has behavioural descriptors to assist in administration and to ensure ratings are aligned to the competencies. The bonus is calculated as a percentage of individual employee s base salary. The maximum value of the bonus range is adjusted annually based on organisational performance hence the bonus is flexible to adjust in instances of weaker organisational performance metrics.

13 Qualitative Disclosures During the year, the Remuneration Committee, which is a sub-committee of the Board of Greater Building Society Ltd, met eight times. Remuneration of the Board Remuneration Committee 2014 Members are not remunerated specifically for their appointment to the Committee but as their appointment as directors of The Greater. 473,137 The table below presents the Senior Managers who received variable remuneration, guaranteed bonuses, sign-on awards or severance payments during the financial year. Variable remuneration, guaranteed bonuses, sign-on award and severance payments 2014 Number of Employees Total () Variable remuneration award discretionary bonus ,404 Guaranteed bonus Nil Nil Sign-on award Nil Nil Severance Payment (redundancy/severance paid as lump sum on termination of employment) Nil Nil Total ,404 The table below presents the movement in deferred remuneration: Outstanding at 30 June 2014 Paid during the year remuneration Cash Shares () Other Total Cash Shares () Sharelinked Sharelinked Other Total remuneration preadjustment Adjustmentsimplicit Markto-market value of shares Adjustmentsexplicit Clawbacks remuneration Postadjustment 520, , , ,

14 Qualitative Disclosures The table below presents total value of remuneration awards for Senior Managers: Total value of remuneration awards for the current financial year Unrestricted Total Fixed Remuneration Cash-based 2,616,813-2,616,813 Shares and share-linked instruments Other 423, ,221 3,040,034-3,040,034 Variable Remuneration Cash-based 389, , ,404 Shares and share-linked instruments Other 389, , ,404 Total 3,429, ,551 3,619,438 The table below presents total value of remuneration awards for material risk takers: Total value of remuneration awards for the current financial year Unrestricted Total Fixed Remuneration- Cash-based Shares and share-linked instruments Other Variable Remuneration Cash-based Shares and share-linked instruments Other

15 APRA Remuneration Disclosure Requirements Year Ended 30 June 2013 Qualitative Disclosures The Board of the Greater Building Society Ltd (The Greater) has established a sub-committee (Remuneration Committee) primarily for the purpose of recommending to the Board levels of remuneration for The Greater s staff and non-executive directors. Committee members and chairperson are appointed by the Board and shall comprise at least four (4) independent, non-executive Directors. The responsibilities of the Remuneration Committee are to: o Review and make recommendations to the Board on the total remuneration of the Chief Executive Officer, direct reports of the Chief Executive Officer, other persons whose activities may in the Committee s opinion affect the financial soundness of The Greater, any other persons covered by The Greater s Remuneration Policy, and any other person specified by APRA. Total remuneration is the total value of the fixed and variable cash components [including any short, medium and long term incentives], contributions to superannuation and any non-cash components of remuneration. o Review recommendations from the Chief Executive Officer on the annual salary review and bonus payments of non-graded staff other than those covered above and make recommendations to the Board on any proposed increases. o Review the recommendations from the Chief Executive Officer on negotiations of The Greater s Enterprise Agreement with staff and make recommendations to the Board on any proposed agreement. o Assist the Board in establishing an appropriate remuneration level for non-executive directors to be recommended to members for approval at general meeting. o Periodically review and make recommendations to the Board on The Greater s Remuneration Policy required under APRA Prudential Standard CPS510. The Remuneration Committee engaged external consultants Egan & Associates in April 2011 to advise them on remuneration. For the purposes of this Disclosure, the following positions are considered Senior Managers as defined under APS330: o All members of the Executive team (9), o Head of Internal Audit (1) and o Manager Lending Services (1). The Greater does not consider it has any persons that meet the definition of material risk takers under APS 330. The Greater has developed a Remuneration Policy consistent with the requirements of CPS 510 Governance. The Remuneration Policy was reviewed in September 2012, with changes including: o The introduction of the document, The Greater Remuneration Procedure. The objectives of the Remuneration Policy are to ensure that: o Remuneration is market competitive. o Remuneration is commensurate with performance and the results delivered. o Remuneration is aligned with The Greater s long term financial soundness o Remuneration is consistent with The Greater s risk appetite and does not encourage risk-taking that is contrary to its sound and prudent management.

16 Qualitative Disclosures Salary budgets are developed each year based on factors including economic indicators, market movements and the expected performance of The Greater. The Greater also utilises a Remuneration Procedure document which aims to ensure rewards are commensurate with performance and the results that are delivered. The Greater s philosophy is that remuneration should be commensurate with performance and support the organisation s corporate strategy. Remuneration for each role is based on benchmarking, market conditions as well as the experience, skills and performance of the individual in the role. The Greater ensures the remuneration structure is linked to business objectives, supports The Greater s values and culture, balances competitive pay with affordability, and provides flexibility to acknowledge employees in line with their contribution and value. This is achieved through the salary review process, Line Manager feedback and Enterprise Agreement increases. Risk and Compliance employees are remunerated independently of the businesses they oversee through the Remuneration Committee review and approval process and in accordance with benchmarking data taken from several independent salary surveys (eg. FIRG). The key risks taken into account when implementing remuneration measures include: o Attraction and retention of skilled employees o Engagement and productivity of employees o Competitive remuneration for market and industry These risks are managed by the following measures: o Independent industry remuneration benchmarking surveys o Review of similar ADI Enterprise Agreement s for benchmarking The nature and type of measures has not changed in the 2012/13 financial year. In addition to base salary, Senior Managers may be eligible to participate in an applicable bonus scheme. The Greater has implemented a separate short term and long term incentive plan (bonus scheme) for the Executive. The Executive Incentive Plan is a significant component of the remuneration framework at The Greater, with individual Executive performance as a key element contributing to the incentive outcome. The Executives individual performance, in combination with The Greater s financial performance will play a significant role in determining any bonus payment applicable. The Executive Incentive Plan refines the incentive framework of participating Executives by providing a dual focus and balance between corporate and individual key performance indicators in the assessment and payment of incentive based remuneration to a participating Executive under the Executive Incentive Plan. The amount of the incentive payment for the financial year will, subject to the Executive Incentive Plan terms, be: o 2/3rds in cash (less applicable taxes) when the amount of the incentive payment is determined, and o 1/3 rd in cash (less applicable taxes) on the finalisation and audit of The Greater financial statements for the second financial year after the financial year for which the incentive payment was assessed and determined (deferred Executive Incentive Plan amounts). Other Senior Managers other than those under the Executive Incentive Plan, have their performance linked to a mid point and final performance appraisal to account for performance in the financial year. The ratings of the appraisals are used to determine a bonus amount which directly correlates for the average performance rating. Performance ratings are given for core and role specific competencies relating to individual position descriptions. Each competency has behavioural descriptors to assist in administration and to ensure ratings are aligned to the competencies. The bonus is calculated as a percentage of individual employee s base salary. The maximum value of the bonus range is adjusted annually based on organisational performance hence the bonus is flexible to adjust in instances of weaker organisational performance metrics.

17 Qualitative Disclosures During the year, the Remuneration Committee, which is a sub-committee of the Board of Greater Building Society Ltd, met twice. Remuneration of the Board Remuneration Committee 2013 Members are not remunerated specifically for their appointment to the Committee but as their appointment as directors of The Greater. 460,562 The table below presents the Senior Managers who received variable remuneration, guaranteed bonuses, sign-on awards or severance payments during the financial year. Variable remuneration, guaranteed bonuses, sign-on award and severance payments 2013 Number of Employees Total () Variable remuneration award discretionary bonus ,641 Guaranteed bonus Nil Nil Sign-on award Nil Nil Severance Payment (redundancy/severance paid as lump sum on termination of employment) Nil Nil Total ,641 The table below presents the movement in deferred remuneration: Outstanding at 30 June 2013 Paid during the year remuneration Cash Shares () Other Total Cash Shares () Sharelinked Sharelinked Other Total remuneration preadjustment Adjustmentsimplicit Markto-market value of shares Adjustmentsexplicit Clawbacks remuneration Postadjustment 125, ,443 71,231 71, , ,443 71,231 71,231

18 Qualitative Disclosures The table below presents total value of remuneration awards for Senior Managers: Total value of remuneration awards for the current financial year Unrestricted Total Fixed Remuneration Cash-based 2,785,281-2,785,281 Shares and share-linked instruments Other 237, ,741 3,023,022-3,023,022 Variable Remuneration Cash-based 539, , ,641 Shares and share-linked instruments Other 539, , ,641 Total 3,562, ,443 3,687,663 The table below presents total value of remuneration awards for material risk takers: Total value of remuneration awards for the current financial year Unrestricted Total Fixed Remuneration- Cash-based Shares and share-linked instruments Other Variable Remuneration Cash-based Shares and share-linked instruments Other