Category: Australia Tech News

(L-R) Eran Agrios, Salesforce GM and SVP, Financial Services, and Gerard Florian, ANZ group executive for technology

Agentic AI: The Upcoming Advancement in Banker Efficiency

ANZ Banking Group is adopting a progressive stance towards artificial intelligence (AI) by exploring agentic AI—AI systems with the ability to make autonomous decisions and execute tasks—to reshape bankers’ workflows. At a recent Agentforce Financial Services Summit, Gerard Florian, Group Executive for Technology at ANZ, emphasized the objective of eradicating inefficiencies and freeing up time for both bankers and engineers.

“There’s an abundance of wasted time, whether it’s an engineer or a relationship manager. Everyone encounters these inefficiencies in their current roles,” Florian stated. Agentic AI has the potential to transform functions such as meeting preparations, follow-ups, and customer engagements—critical areas where human employees often experience productivity challenges.

ANZ Plus: A Platform-Centric Approach Catalyzing Progress

ANZ’s digital initiative, ANZ Plus, has yielded significant improvements. According to Florian, the platform has facilitated a quintuple increase in the speed of feature delivery to clients. Additionally, the costs related to customer acquisition and service have fallen by more than 30%—a clear reflection of the effectiveness of the platform-oriented methodology.

These advancements arise from the “platform mindset” of ANZ Plus, which allows for modular, scalable, and agile development methodologies. This framework is now being further developed with intelligent automation through agentic AI, aiming to streamline operations and elevate customer satisfaction.

Understanding the Comprehensive Strategy: ANZ’s AI Vision

ANZ’s venture into AI commenced in early 2023 with the sanctioned use of generative AI for software code testing. However, the bank swiftly acknowledged the broader capabilities of AI beyond mere automation.

“We aim to sidestep numerous small AI experiments that fail to scale,” Florian clarified. Instead, ANZ concentrates on grasping entirety of business processes—encompassing loan approvals, customer onboarding, and hiring. This comprehensive perspective aids in pinpointing where AI, whether traditional machine learning, generative AI, or agentic AI, can deliver optimal value.

AI Immersion Centre: Cultivating a Culture of Creativity

The rapid rise of ChatGPT in late 2022 spurred ANZ to intensify its AI adoption efforts. Rather than opposing the transition, ANZ welcomed it by establishing an AI Immersion Centre in partnership with Microsoft. The aim of this program is to enhance the AI skills of leaders and teams throughout the bank.

Now, over a year into this initiative, ANZ has equipped more than 2000 employees across its facilities in Melbourne, New Zealand, and India. These trained leaders are now disseminating their knowledge among their teams, generating a “flywheel effect” that is expediting AI integration throughout the organization.

“We’re fostering a balanced dialogue—recognizing the opportunities while remaining aware of the risks,” Florian remarked. This cultural transition is vital for what he envisions as “potentially the most significant transformation program we will all undergo in the coming years.”

Conclusion

ANZ is positioning itself as a leader in AI innovation within the Australian banking landscape by investigating agentic AI to boost productivity, lower costs, and provide quicker outcomes for customers. Through strategic efforts such as ANZ Plus, AI immersion training, and a comprehensive approach to process enhancement, the bank is setting the stage for a future driven by intelligent automation. By nurturing a culture of education and responsible innovation, ANZ is not only riding the AI wave—it’s actively contributing to its evolution.

Q: What is agentic AI and how is ANZ utilizing it?

A:

Agentic AI refers to AI systems capable of independently undertaking complex tasks and making decisions. ANZ is implementing this technology to enhance banker productivity by automating routine processes such as meeting preparation and follow-ups, enabling employees to concentrate on higher-value tasks.

Q: What advantages has ANZ Plus provided thus far?

A:

ANZ Plus has facilitated a fivefold rise in feature delivery speed and has decreased costs related to customer acquisition and service by over 30%. This has been accomplished through a modular, scalable digital platform strategy.

Q: How is ANZ ensuring its AI projects are scalable?

A:

Rather than pursuing standalone projects, ANZ concentrates on comprehensively understanding business processes to identify where AI can be most impactful. This strategy helps guarantee that AI solutions are scalable and aligned with overall business objectives.

Q: What is the AI Immersion Centre and who is involved?

A:

The AI Immersion Centre is an educational initiative created in collaboration with Microsoft to promote AI integration across ANZ. It has trained over 2000 individuals throughout Australia, New Zealand, and India, including leadership teams who are imparting their expertise to wider teams.

Q: How is ANZ addressing the risks associated with AI?

A:

ANZ is cultivating an informed discussion surrounding AI by training teams on both opportunities and risks. By incorporating responsible AI practices and emphasizing defined processes, the bank aims to mitigate unintended consequences.

Q: What is Microsoft’s role in ANZ’s AI approach?

A:

Microsoft plays an essential role in ANZ’s AI trajectory, having assisted in the establishment of the AI Immersion Centre. The partnership offers technological support and training resources to facilitate responsible AI scaling throughout the organization.

Q: What are the forthcoming plans for ANZ’s AI roadmap?

A:

ANZ intends to further broaden its application of agentic and generative AI across diverse banking functionalities. The focus will continue to be on strategic implementation, staff training, and using AI to enhance customer experience and operational effectiveness.

Mobile Sector Growth Fuels Optus’s Comeback

For the full year concluded on 31 March 2025, Optus has demonstrated a notable financial recovery, driven by strong customer acquisition in the mobile sector. The company welcomed 238,000 new mobile users, comprising 52,000 new postpaid clients alongside significant contributions from its prepaid brand, amaysim, allowing the telecom operator to thrive in a fiercely competitive landscape.

EBITDA increased by 5.7%, while EBIT experienced a remarkable year-on-year leap of 55%, indicating solid profitability and greater operational efficiency. Optus’s renewed focus on value, dependability, and customer satisfaction seems to be producing positive outcomes.

CEO Stephen Rue Discusses Restoring Trust and Providing Options

Stephen Rue, CEO of Optus, recognized the company’s journey of transformation and its commitment to restoring customer trust. “While there’s still progress to be made, these results indicate we are heading in the correct direction. Our mobile achievements, spearheaded by amaysim, showcase our dedication to offering Australians genuine choices in telecommunications,” Rue stated.

Rue emphasized that Optus’s focus on enhancing customer experience, ensuring network reliability, and presenting competitive solutions are fundamental aspects of its growth plan.

Mobile Revenue Increases Due to ARPU and Device Sales

The mobile division of Optus has emerged as the leading performer, with a 4.4% overall increase in mobile revenue. This includes a 4.1% rise in mobile service revenue and a 5.2% growth in mobile device sales, attributed to heightened demand for high-end smartphones. The blended Average Revenue Per User (ARPU) improved by 2.4%, signaling greater customer involvement and a move towards higher-value plans.

Performance in the Second Half

During the latter half of FY2025, mobile revenue increased by 4.2%, while EBITDA and EBIT rose by 4% and 52%, respectively. These enhancements were propelled by cost management, lower amortization, and sustained interest in mobile offerings.

Home Internet Segment Achieves Modest Progress

Optus’s home segment recorded a 3.9% revenue increase, bolstered by growth across both NBN and Fixed Wireless Access (FWA) services. NBN revenue grew by 3.5%, while FWA expanded by 9.1%, driven by higher ARPU and escalating demand for swift, adaptable home connectivity—especially in rural locales.

Strategic Alliances Stimulate Growth

Strategic partnerships and acquisitions have enabled Optus to widen its reach and service portfolio. The Multi-Operator Core Network (MOCN) agreement with TPG Telecom is expediting 5G rollout, particularly in less populated areas of Australia. This collaboration permits both companies to share mobile infrastructure, enhancing service quality and coverage.

Additionally, a renewed five-year wholesale mobile contract with Aussie Broadband extends Optus’s access to new customer demographics. Amaysim, which continues to drive growth for Optus, not only introduced NBN services over the past year but also acquired Circles.Life Australia’s customer base in February 2025—widening its share in the economical mobile sector.

Conclusion

Optus is evidently on a positive trajectory. With significant growth in mobile subscriptions, strengthened financial performance, and a strategic focus on partnerships and product differentiation, the telecom provider is confidently making a comeback. Although challenges persist—especially in rebuilding trust following previous troubles—Optus’s outlook appears promising, well-positioning it against competitors like Telstra and Vodafone within the Australian telecommunications market.

Q: What were the key factors behind Optus’s strong financial performance in FY2025?

A:

Optus’s financial outcomes were primarily influenced by advancements in its mobile sector, including a 4.1% rise in service revenue and higher ARPU. Effective cost management, enhanced customer retention, and the sale of premium devices also led to a 55% increase in EBIT.

Q: How many new clients did Optus acquire?

A:

Optus achieved an addition of 238,000 new mobile customers during the fiscal year ending 31 March 2025, including 52,000 new postpaid clients along with substantial growth from its prepaid brand, amaysim.

Q: What contribution did amaysim have in Optus’s resurgence?

A:

Amaysim played a crucial role in Optus’s customer expansion by providing cost-effective prepaid mobile services. It also launched NBN solutions and acquired Circles.Life Australia, thus further increasing its market footprint.

Q: What strategic partnerships has Optus formed recently?

A:

Optus has established a partnership with TPG Telecom via the MOCN agreement to fast-track 5G implementation in regional areas. A new five-year wholesale mobile alliance with Aussie Broadband has also been secured.

Q: How is Optus performing in the home internet sector?

A:

Home internet revenue increased by 3.9% compared to the previous year, driven by heightened adoption of NBN and Fixed Wireless Access (FWA) services. Increased ARPU in these areas contributed to the revenue boosts.

Q: What does MOCN mean, and how does it serve customers?

A:

MOCN, or Multi-Operator Core Network, enables Optus and TPG Telecom to share mobile network infrastructure. This arrangement enhances coverage and service dependability, particularly in underserved or rural regions.

Q: What measures is Optus implementing to rebuild customer trust?

A:

Optus is concentrating on enhancing customer experience, boosting service reliability, and providing increased value through competitive pricing and adaptable plans. CEO Stephen Rue has stressed the necessity of transparency and a focus on customer-centric transformation.

Q: Where can I find more information about Optus’s latest offerings?

A:

You can visit their official website at optus.com.au for the most recent updates regarding mobile, broadband, and business solutions.

Quick Overview

• BHP is initiating an ambitious AI innovation strategy across its global frontiers.
• New leadership roles—AI Mastery and Data Mastery Practice Leads—have been established to drive the project.
• The objective is to enhance AI capabilities throughout exploration, production, and operational performance.
• CEO Mike Henry asserts that AI’s full potential in mining remains unexplored and revolutionary.
• Applications for these positions are accepted until May 25, with flexible locations including Brisbane, Adelaide, Perth, and Santiago.

AI and Data Mastery: BHP’s New Digital Frontier

Mining leader BHP is launching a transformative digital strategy, revealing the establishment of two senior positions concentrated on embedding artificial intelligence (AI) and data sophistication across its global operations. These new roles—Practice Lead for AI Mastery and Practice Lead for Data Mastery—are crucial for fulfilling BHP’s ambition for inclusive AI implementation across the enterprise.

The positions will take charge of the assimilation, management, and ethical expansion of AI technologies within BHP’s framework. These practice leads will set the standard for technical excellence in their domains, ensuring AI models are efficient, scalable, and compliant with governance practices and ethical considerations.

Strategic Emphasis: Transitioning from Pilot Programs to Comprehensive AI Embedding

Historically, BHP has leveraged AI and machine learning in limited ways, notably in mineral exploration and ore recovery. In partnership with Microsoft Azure, BHP has previously utilized AI to enhance copper extraction at their Escondida mine in Chile. These initial strides have paved the way for a broader strategy aimed at integrating AI into every aspect of the operation—from supply chain enhancement to predictive maintenance for equipment.

As per BHP’s job postings, the AI Mastery Lead will play a key role in “establishing technical excellence for the advancement of BHP’s AI capabilities,” which encompass model optimization and extensive deployment. Conversely, the Data Mastery Lead will ensure the integrity, scalability, and security of BHP’s global data frameworks, focusing on AI utility and cost-effectiveness.

Leadership and Global Scope: A Worldwide Presence

The practice leads will report to Johan van Jaarsveld, Chief Technical Officer, and Thomas Leen, Group Technology Officer—both stationed in Melbourne. The positions are open to applicants from major mining centers such as Brisbane, Adelaide, Perth, and Santiago, with possible flexibility for various locations. This international outlook showcases BHP’s global operations and dedication to large-scale digital transformation.

CEO’s Perspective: AI as a Driver for Unanticipated Outcomes

BHP CEO Mike Henry has conveyed significant excitement about AI’s possibilities, indicating that the technology can reveal solutions and efficiencies that are yet to be envisioned. At a recent industry conference in the United States, Henry commented, “In the case of AI, we can recognize what’s directly ahead of us… but five years from now, we’ll be uncovering opportunities we can’t even foresee today.”

He highlighted instances where AI has already surpassed human analysts in discovering mineral deposits and enhancing infrastructure efficiency. According to Henry, these milestones are merely the start of a much broader digital transformation within the mining industry.

Industry Landscape: Mining’s Digital Transition

BHP’s AI endeavor arrives at a juncture where the mining sector increasingly embraces digital solutions to enhance safety, sustainability, and profitability. Deloitte’s 2024 Mining and Metals Report notes that companies integrating AI and data analytics into their operations have recorded substantial advancements in productivity and cost management.

From autonomous hauling systems and AI-driven exploration to real-time environmental monitoring, digital innovation is quickly becoming a key differentiator. BHP’s recent initiative emphasizes its aim to lead in this transformation.

Application Schedule: May 25 Cutoff

BHP is currently welcoming applications for both practice lead roles through its careers platform until May 25. Ideal applicants will have extensive experience in AI engineering, data science, systems integration, and digital governance, along with a solid record of strategic leadership.

Conclusion

BHP is reinforcing its commitment to artificial intelligence with a top-down strategy that introduces new leadership roles to navigate the miner’s AI and data transformation. With aspirations to broaden AI capabilities across its operations and a belief in the unexplored transformative power of the technology, BHP is establishing a new benchmark for digital advancement in the resource industry. As the company invests in talent and infrastructure, the future of mining may become remarkably more intelligent, efficient, and sustainable.

Q: What is the aim of BHP’s AI transformation strategy?

A:

BHP’s AI strategy is intended to embed artificial intelligence into all areas of its operations, from exploration and production to logistics and maintenance. The objective is to enhance efficiency, minimize costs, and reveal new opportunities through data-informed decision-making.

Q: What positions has BHP introduced to support this strategy?

A:

BHP has established two new senior roles: Practice Lead for AI Mastery and Practice Lead for Data Mastery. These positions will set and implement best practices in AI model development, data governance, system integration, and ethical AI application.

Q: Where are these new positions located?

A:

The roles are intended to be situated in Brisbane, Adelaide, Perth, or Santiago, though BHP offers flexibility in location based on the qualifications of the candidate.

Q: How has BHP previously utilized AI?

A:

In the past, BHP has employed AI to assist with mineral exploration and enhance ore recovery. For instance, it collaborated with Microsoft to improve copper extraction efficiency via AI applications.

Q: What qualifications are needed for the new positions?

A:

A strong background in AI engineering, data science, or systems architecture is required for candidates, along with demonstrated leadership skills in scaling enterprise-level technological solutions.

Q: What is the application deadline?

A:

Applications for both roles will be accepted until May 25 and can be submitted through BHP’s career site.

Q: How does this strategy position BHP in the mining sector?

A:

This initiative positions BHP at the leading edge of digital innovation in mining. By integrating AI and data mastery into its core operations, the company is setting a standard for technological leadership and future-ready mining practices.