Ian Narev - Commonwealth Bank CEO, Managing Director, Executive Director
| CBAUF Stock | USD 76.00 0.00 0.00% |
CEO
Mr. Ian Mark Narev is no longer Chief Executive Officer, Managing Director and Executive Director of Commonwealth Bank of Australia effective 8 April, 2018. He was a Director since December 2011 and was appointed Managing Director and Chief Executive Officer on 1 December 2011. He joined the Bank in May 2007 as Group Head of Strategy, responsible for corporate strategy development, mergers and acquisitions and major cross business strategic initiatives. In January 2009 he was appointed as Group Executive, Business and Private Banking. Prior to joining the Bank, Ian was a partner of McKinseys New York, Sydney and Auckland offices. He became a global partner in 2003, and from 2005 until his departure in 2007 was head of McKinseys New Zealand office. Prior to joining McKinsey, Ian was a lawyer specialising in mergers and acquisitions. since 2011.
| Age | 49 |
| Tenure | 13 years |
| Phone | 61 2 9378 2000 |
| Web | https://www.commbank.com.au |
Commonwealth Bank Management Efficiency
Commonwealth Bank's management efficiency ratios could be used to measure how well Commonwealth Bank manages its routine affairs as well as how well it operates its assets and liabilities.Management Performance
| Return On Equity | 0.13 | |||
| Return On Asset | 0.0084 |
Commonwealth Bank Leadership Team
Elected by the shareholders, the Commonwealth Bank's board of directors comprises two types of representatives: Commonwealth Bank inside directors who are chosen from within the company, and outside directors, selected externally and held independent of Commonwealth. The board's role is to monitor Commonwealth Bank's management team and ensure that shareholders' interests are well served. Commonwealth Bank's inside directors are responsible for reviewing and approving budgets prepared by upper management to implement core corporate initiatives and projects. On the other hand, Commonwealth Bank's outside directors are responsible for providing unbiased perspectives on the board's policies.
| Coenraad Jonker, Group Executive, International Financial Services | ||
| Paul OMalley, Non-Executive Independent Director | ||
| Brian Long, Non-Executive Independent Director | ||
| Vittoria Shortt, Group Executive of Marketing and Strategy | ||
| David Higgins, Non-Executive Independent Director | ||
| Andrew Mohl, Non-Executive Independent Director | ||
| Annabel Spring, Group Executive - Wealth Management | ||
| LLB BA, Deputy Officer | ||
| Carmel Mulhern, Group Executive Group General Counsel and Governance | ||
| David Turner, Non-Executive Independent Chairman of the Board | ||
| John Anderson, Non-Executive Independent Director | ||
| Kristy Huxtable, Company Secretary | ||
| Mike VacyLyle, Group Banking | ||
| Matthew Comyn, Group Executive - Retail Banking Services | ||
| Clare McManus, Additional Company Secretary | ||
| Angus Sullivan, Group Executive Retail Banking Services | ||
| Melanie Kirk, Head Relations | ||
| Anne Jones, Non-Executive Independent Director | ||
| Wendy Stops, Director | ||
| Matthew EMBA, MD CEO | ||
| David Anderson, Managing Director | ||
| David Whiteing, CIO and Group Executive of Enterprise Services | ||
| Barbara Chapman, Chief Executive and Managing Director ASB | ||
| Ian Narev, CEO, Managing Director, Executive Director | ||
| David Cohen, Group Executive of Group Corporate Affairs, Group General Counsel and Company Secretary | ||
| Alden Toevs, Group Chief Risk Officer | ||
| Melanie Laing, Group Executive of HR | ||
| Taryn Morton, Company Secretary | ||
| Michael Venter, COO of Wealth Management | ||
| Priscilla Brown, Group Executive Marketing and Corporate Aff | ||
| Catherine Livingstone, Independent Non-Executive Director | ||
| Mary Padbury, Non-Executive Independent Director | ||
| Anna Lenahan, Group General Counsel and Group Executive Group Corporate Affairs | ||
| Scott Wharton, Group Executive, Program Delivery | ||
| Robert Jesudason, Group CFO | ||
| Alan Docherty, Acting CFO | ||
| CA BMS, Chief Ltd | ||
| Harrison Young, Non-Executive Independent Director | ||
| Robert Whitfield, Independent Non-Executive Director | ||
| Gavin Munroe, Group Officer | ||
| Nigel Williams, Chief Risk Officer | ||
| David Craig, CFO and Group Executive of Financial Services | ||
| Jane Hemstritch, Non-Executive Independent Director | ||
| Lorna Inman, Non-Executive Independent Director | ||
| Sian Lewis, Group Executive Human Resources | ||
| Pascal Boillat, Group Executive Enterprise Services and CIO | ||
| Kelly Rosmarin, Group Executive of Institutional Banking and Markets | ||
| Adam Bennett, Group Executive, Business and Private Banking | ||
| Sinead Taylor, Chief Officer | ||
| Genevieve Bell, Director | ||
| Andrew Hinchliff, Group Executive Institutional Banking and Markets | ||
| Shirish Apte, Non-Executive Independent Director | ||
| Carla Collingwood, Company Secretary |
Commonwealth Stock Performance Indicators
The ability to make a profit is the ultimate goal of any investor. But to identify the right pink sheet is not an easy task. Is Commonwealth Bank a good investment? Although profit is still the single most important financial element of any organization, multiple performance indicators can help investors identify the equity that they will appreciate over time.
| Return On Equity | 0.13 | |||
| Return On Asset | 0.0084 | |||
| Profit Margin | 0.42 % | |||
| Operating Margin | 0.57 % | |||
| Current Valuation | 225.46 B | |||
| Shares Outstanding | 1.69 B | |||
| Shares Owned By Insiders | 0.42 % | |||
| Shares Owned By Institutions | 26.52 % | |||
| Price To Earning | 21.34 X | |||
| Price To Book | 2.46 X |
Some investors attempt to determine whether the market's mood is bullish or bearish by monitoring changes in market sentiment. Unlike more traditional methods such as technical analysis, investor sentiment usually refers to the aggregate attitude towards Commonwealth Bank in the overall investment community. So, suppose investors can accurately measure the market's sentiment. In that case, they can use it for their benefit. For example, some tools to gauge market sentiment could be utilized using contrarian indexes, Commonwealth Bank's short interest history, or implied volatility extrapolated from Commonwealth Bank options trading.
Pair Trading with Commonwealth Bank
One of the main advantages of trading using pair correlations is that every trade hedges away some risk. Because there are two separate transactions required, even if Commonwealth Bank position performs unexpectedly, the other equity can make up some of the losses. Pair trading also minimizes risk from directional movements in the market. For example, if an entire industry or sector drops because of unexpected headlines, the short position in Commonwealth Bank will appreciate offsetting losses from the drop in the long position's value.The ability to find closely correlated positions to Commonwealth Bank could be a great tool in your tax-loss harvesting strategies, allowing investors a quick way to find a similar-enough asset to replace Commonwealth Bank when you sell it. If you don't do this, your portfolio allocation will be skewed against your target asset allocation. So, investors can't just sell and buy back Commonwealth Bank - that would be a violation of the tax code under the "wash sale" rule, and this is why you need to find a similar enough asset and use the proceeds from selling Commonwealth Bank of to buy it.
The correlation of Commonwealth Bank is a statistical measure of how it moves in relation to other instruments. This measure is expressed in what is known as the correlation coefficient, which ranges between -1 and +1. A perfect positive correlation (i.e., a correlation coefficient of +1) implies that as Commonwealth Bank moves, either up or down, the other security will move in the same direction. Alternatively, perfect negative correlation means that if Commonwealth Bank moves in either direction, the perfectly negatively correlated security will move in the opposite direction. If the correlation is 0, the equities are not correlated; they are entirely random. A correlation greater than 0.8 is generally described as strong, whereas a correlation less than 0.5 is generally considered weak.
Correlation analysis and pair trading evaluation for Commonwealth Bank can also be used as hedging techniques within a particular sector or industry or even over random equities to generate a better risk-adjusted return on your portfolios.Check out Trending Equities to better understand how to build diversified portfolios, which includes a position in Commonwealth Bank of. Also, note that the market value of any company could be tightly coupled with the direction of predictive economic indicators such as signals in employment. You can also try the ETF Categories module to list of ETF categories grouped based on various criteria, such as the investment strategy or type of investments.
Complementary Tools for Commonwealth Pink Sheet analysis
When running Commonwealth Bank's price analysis, check to measure Commonwealth Bank's market volatility, profitability, liquidity, solvency, efficiency, growth potential, financial leverage, and other vital indicators. We have many different tools that can be utilized to determine how healthy Commonwealth Bank is operating at the current time. Most of Commonwealth Bank's value examination focuses on studying past and present price action to predict the probability of Commonwealth Bank's future price movements. You can analyze the entity against its peers and the financial market as a whole to determine factors that move Commonwealth Bank's price. Additionally, you may evaluate how the addition of Commonwealth Bank to your portfolios can decrease your overall portfolio volatility.
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