About
Macquarie’s people are empowered to innovate and invest for a better future.
We bring specialist, global expertise in areas such as infrastructure, energy, technology and commodities. We focus on innovation, careful risk management and delivering sustained long-term value for our clients, partners, investors, staff and the broader communities in which we operate.
Macquarie has a non-hierarchical organisational structure, split into four operating groups. The Executive Committee manages the organisation as a whole and comprises the Chief Executive Officer, Chief Financial Officer, Chief Risk Officer, Chief Operating Officer, Group General Counsel, CEO of Macquarie Bank Limited and heads of Macquarie's operating groups.
Individual businesses operate within Macquarie's operating groups. These businesses work closely together, specialising in defined products or markets.
Within overall guidelines and a strong risk management framework, the operating groups have substantial discretion in the way they manage their business activities. Great emphasis is placed on a client's relationship with Macquarie as a whole.
Four service groups provide the framework, infrastructure and support that the operating groups require to manage their business. These are the Corporate Operations, Financial Management, Legal and Governance, and Risk Management Groups.
Corporate Operations Group comprises the following divisions:
| Corporate Strategy and Solutions | provides advice and expertise to Macquarie and its related entities. It helps them achieve growth and operational effectiveness and facilitates Macquarie's annual corporate strategy process. |
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| Business Services | is responsible for the strategic direction, implementation and ongoing management of Macquarie's workplaces, business resilience and sourcing and vendor management. |
| COG Central | brings together Business Management, Operational Risk Management and Financial Planning and Analysis to effectively support the day-to-day management of COG. |
| Culture, Engagement and Communications | partners with divisions to deliver COG culture initiatives, and with our global HR team to attract, engage and develop people. The division also manages staff communication and COG-wide engagement activities. |
| Digital | partners with divisions and groups to deliver digital solutions whilst future skilling employees with capabilities such as data analytics, innovation and human-centred design. |
| Data | is responsible for developing, maintaining, monitoring and advising on Macquarie Group’s data management frameworks. |
| Human Resources | supports Macquarie's businesses by seeking to attract, recruit, reward and retain the best people. It provides global consulting and operational expertise across the organisation, aligned with business strategy. |
| The Macquarie Group Foundation | is Macquarie’s chief philanthropic body. This team supports staff in their efforts to provide financial assistance, volunteering and skills sharing to not-for-profit organisations globally. Macquarie Sports and the Macquarie Group Collection also form part of the Macquarie Group Foundation. |
| Operations | is responsible for delivering critical operational trade support services to a wide range of products and businesses and the operational support of our global workforce encompassing payroll, on-boarding, mobility and service desk. |
| Technology | provides business-aligned account management, software development and manages Macquarie's enterprise-wide technology. |
Risk Management Group (RMG), which forms the second line of defence, is an independent and centralised function responsible for independent and objective review and challenge, oversight, monitoring and reporting in relation to Macquarie’s material risks.
| Credit | manages and oversees the counterparty credit, equity and asset risks taken by Macquarie. This is delivered through the credit risk management framework that articulates the approach to assessment, approval, monitoring and reporting of these risks. |
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| Market Risk | assesses, monitors and reports on the risk of change in the value of Macquarie’s positions as a result of changes in market conditions. This encompasses both traded and non-traded market risk. RMG Market Risk also oversees Macquarie’s implementation of the liquidity risk framework. |
| Prudential Risk | develops and maintains the prudential risk framework to support compliance with prudential obligations globally, ensures Macquarie has a consistent global approach to managing regulatory engagement, provides quantitative analysis and independent validation of models as well as monitoring aggregate risk across all risk types relative to Macquarie’s economic capacity to bear risk. |
| Operational Risk | establishes and provides oversight of the Operational Risk Management Framework, for the identification, assessment and management of the risks arising from failures of people, processes, systems and external events. |
| Compliance | maintains a comprehensive Compliance framework to enable our businesses to discharge their regulatory and compliance obligations. Compliance also maintains the Conduct risk framework and supports Macquarie-wide risk surveillance. |
| Financial Crime Risk | manages and oversees financial crime risk, engages with regulators, and maintains and monitors the effectiveness of financial crime risk frameworks, programs and policies for Macquarie globally. |
| Behavioural Risk | manages and oversees the environmental, social and work health and safety risks taken by Macquarie. Behavioural Risk also assesses, monitors and reports on Macquarie's Risk Culture. |
| RMG Central | supports the effective and efficient operation of RMG by providing centralised services for strategy, data management, analytics, change, projects, and learning and development in RMG. RMG Central also establishes and oversees the key risk management framework elements, and supports Macquarie-wide risk training. |
| Internal Audit | provides independent and objective risk-based assurance on the compliance with, and effectiveness of, Macquarie’s financial and risk management framework. The Head of Internal Audit reports functionally to the Board Audit Committee and is primarily accountable to them, with an operational reporting line to the Chief Risk Officer for day-to-day management. |
The Financial Management Group (FMG) is focused on managing Macquarie's funding and capital. It provides strategic capital, tax and financial analysis and advice to senior management to support the growth of Macquarie’s businesses around the world. It ensures Macquarie continues to meet its financial, regulatory and tax reporting compliance obligations in the jurisdictions in which Macquarie operates, and maintains relationships on behalf of the Group with a wide range of external stakeholders.
| Finance | responsible for the integrity and accuracy of our financial records, ensuring we meet the requirements of our shareholders, regulators, investors and businesses. The team advise and support Macquarie with high quality reporting and accounting services including financial management and control, tax reporting, balance sheet and statistical reporting, independent price testing, and accounting policy advice. |
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| Taxation | supports all areas of Macquarie, managing relationships with revenue authorities worldwide and ensuring compliance with taxation legislation. The Tax function provides management of tax risk across Macquarie, tax technical advisory services, support for new business and product proposals and central tax matters. |
| Group Treasury | responsible for managing and reporting on the Group’s funding, capital, balance sheet, structure and liquidity position and reporting obligations and maintaining rating agency and banking relationships. Group Treasury ensures that business units have the financial resources they need to meet their ongoing commercial requirements. Functions include liquidity, funding, capital, transactions and structure, reporting, risk, analytics and platforms, group financial planning and analysis, and teams aligned to our commodities and global markets (CGM), and banking and financial services (BFS) businesses. |
| Corporate Affairs | actively engages with stakeholders to protect Macquarie’s reputation and promote our brand globally. The division comprises a number of teams that together articulate what Macquarie’s purpose to a range of internal and external audiences, including government relations, investors, analysts and other stakeholders, media and external communications, internal communications, brand and marketing. |
| FMG Central | supports FMG's global team through multi-disciplinary functions responsible for our data hub; oversight and advice on data management and governance; central transformation support including our project delivery infrastructure, change management and assurance; support for our people and business strategies, communications and learning; service area analytics and reporting. |
| Non-Financial Risk | Non-Financial Risk ‘NFR’ is responsible for developing and implementing Macquarie’s operational risk management framework across FMG by monitoring compliance, developing control standards and assurance, and providing guidance to the CFO in their role as an Accountable Person under the Banking Executive Accountability Regime (BEAR) obligations. |
Legal and Governance Group (LGG) brings together Macquarie Group’s global team of dedicated lawyers, governance professionals, and the technical specialists, management, legal operations, and administrative staff who work with them.
LGG incorporates five divisions, four aligned to the Macquarie Group businesses and one central function, united under the Group General Counsel with a shared goal: to protect and represent the interests of Macquarie.
Operating as an independent function, LGG provides a full range of:
The Head of LGG, the Group General Counsel, is a member of Macquarie’s Executive Committee and reports directly to the Macquarie Group Managing Director Chief Executive Officer.
Australia’s first official currency, the ‘holey dollar’ was an early example of financial innovation.
In 1813 the country faced a severe currency shortage. The Governor of the time, Lachlan Macquarie, addressed the shortage by importing 40,000 Spanish silver dollars and punching a hole through the centre to create two unique coins.
The currency stimulated the economy while retaining its intrinsic value, with the two new coins worth 25 per cent more than the original.
Today Macquarie Group is a global financial services organisation but our heritage is Australian. The holey dollar-inspired symbol we adopt as our logo embodies our purpose of empowering people to innovate and invest for a better future.
