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Notice to readers
The purpose of this report is to provide information supplementary
to the Macquarie Group Limited Interim Financial Report (the
Financial Report) for the half year ended 30 September 2025,
including further detail in relation to key elements of Macquarie
Group Limited and its subsidiaries’ (Macquarie, the Consolidated
Entity) financial performance and financial position. The report also
outlines the funding and capital profile of the Consolidated Entity.
Certain financial information in this report is prepared on a different
basis to that contained in the Financial Report, which is prepared in
accordance with Australian Accounting Standards. Where financial
information presented within this report does not comply with
Australian Accounting Standards, a reconciliation to the statutory
information is provided.
Date of this report
This report has been prepared for the half year ended 30 September
2025 and is current as at 7 November 2025.
Cover image
Vertelo, Asia
Macquarie Asset Management successfully raised $US405 million for
Vertelo, a platform established by Macquarie and anchored by the
Green Climate Fund to help scale India’s transition to electric
vehicles. Combining catalytic and institutional capital, it
demonstrates Macquarie’s ability to mobilise capital at scale to
address critical climate challenges while delivering value to investors.
CoStar, Americas/ANZ
Macquarie Capital advised CoStar Group, a global
leading provider of online real estate marketplaces,
information and analytics, on its acquisition of
Australian property marketplace Domain for an
enterprise value of $A3 billion. Macquarie Capital
leveraged its full-service practice, combining its
industry and execution expertise, to support a landmark
cross-border transaction for CoStar Group.
Macquarie Group Limited ABN 94 122 169 279
For personal use only
Explanatory notes
Comparative information and conventions
Where necessary, comparative figures have been restated to conform to changes in current year financial
presentation and group structures.
References to the prior corresponding period (pcp) are to the six months ended 30 September 2024.
References to the prior period are to the six months ended 31 March 2025.
References to the current period and current half year are to the six months ended 30 September 2025.
In the financial tables throughout this document ‘*’ indicates that the absolute percentage change in the
balance was greater than 300% or indicates the result was a gain in one period but a loss in another, or
vice versa.
Independent Auditor’s Review Report
This document should be read in conjunction with the Financial Report for the half year ended
30 September 2025, which was subject to independent review by PricewaterhouseCoopers.
PricewaterhouseCoopers’ independent auditor’s review report to the members of Macquarie Group Limited
dated 7 November 2025 was unqualified.
Any additional financial information in this document which is not included in the Financial Report was not
subject to independent review by PricewaterhouseCoopers.
Disclaimer
The material in this document has been prepared by Macquarie Group Limited ABN 94 122 169 279 ("MGL") and
is general background information about Macquarie's ("MGL and its subsidiaries") activities current as at the
date of this document. This information is given in summary form and does not purport to be complete. The
material in this document may include information derived from publicly available sources that have not been
independently verified. Information in this document should not be considered as advice or a recommendation
to investors or potential investors in relation to holding, purchasing or selling securities or other financial
products or instruments and does not take into account your particular investment objectives, financial
situation or needs. Before acting on any information you should consider the appropriateness of the
information having regard to these matters, any relevant offer document and in particular, you should seek
independent financial advice. No representation or warranty is made as to the accuracy, completeness or
reliability of the information. All securities and financial product or instrument transactions involve risks, which
include (among others) the risk of adverse or unanticipated market, financial or political developments and, in
international transactions, currency risk.
This document may contain forward looking statements – that is, statements related to future, not past, events
or other matters – including, without limitation, statements regarding our intent, belief or current expectations
with respect to Macquarie’s businesses and operations, market conditions, results of operation and financial
condition, capital adequacy, provisions for impairments and risk management practices. Readers are cautioned
not to place undue reliance on these forward looking statements. Macquarie does not undertake any obligation
to publicly release the result of any revisions to these forward looking statements or to otherwise update any
forward looking statements, whether as a result of new information, future events or otherwise, after the date
of this document. Actual results may vary in a materially positive or negative manner. Forward looking
statements and hypothetical examples are subject to uncertainty and contingencies outside Macquarie’s
control. Past performance is not a reliable indication of future performance.
Other than Macquarie Bank Limited ABN 46 008 583 542 ("MBL"), any Macquarie group entity noted in this
document is not an authorised deposit-taking institution for the purposes of the Banking Act 1959 (Cth).
That entity’s obligations do not represent deposits or other liabilities of MBL and MBL does not guarantee or
otherwise provide assurance in respect of the obligations of that entity. Any investments are subject to
investment risk including possible delays in repayment and loss of income and principal invested.
For personal use only
Contents
01
02
03
Result Overview
Segment Analysis
Funding and Liquidity
1.1 Executive Summary
4
2.1 Basis of Preparation
18
3.1 Liquidity Risk Governance and
Management Framework
40
2.2 MAM
22
3.2 Management of Liquidity Risk
42
2.3 BFS
26
3.3 Funded Balance Sheet
44
2.4 CGM
28
3.4 Funding Profile for Macquarie
45
2.5 Macquarie Capital
31
3.5 Funding Profile for the Bank Group
50
2.6 Corporate
33
3.6 Funding Profile for the Non-Bank Group
53
2.7 International Income
35
3.7 Explanatory Notes Concerning Funding
Sources and Funded Assets
55
2.8 Headcount
36
For personal use only
04
05
06
Capital
Ten Year History
Glossary
4.1 Overview
58
5.1 Ten Year History
68
6.1 Glossary
72
4.2 Bank Group Capital
60
4.3 Non-Bank Group Capital
63
For personal use only
2
For personal use only
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
3
For personal use only
1.1 Executive Summary
1
1H26 net profit1
$A1,655m
á 3% on pcp
1H26 net operating income
$A8,691m
á 6% on pcp
1H26 operating expenses
$A6,239m
á 5% on pcp
1H26 annualised return on equity
9.6%
â from 9.9% in the pcp
1H26 annualised return on tangible equity
10.2%
â from 11.4% in the pcp
Diversity of income2
4
1 Net profit is profit after tax attributable to ordinary equity holders of Macquarie Group Limited.
2 Reference to Macquarie's established, diverse income streams is based on 1H26 net operating income.
For personal use only
1H26 net profit contribution1 by Operating Group
Summary of the Operating Groups' performance for the half year ended 30 September 2025.
Non-Banking Group
Macquarie Asset Management (MAM)2
Macquarie Capital
$A1,175m
á 43% on pcp due to
$A711m
á 92% on pcp due to
•
higher performance fees from Private Markets-managed funds,
managed accounts and co-investors.
•
higher fee and commission income driven by mergers and acquisitions
fee income, particularly in the Americas and ANZ, and higher
brokerage fee income mainly due to increased market activity in Asia
•
higher net interest income from the private credit portfolio,
benefitting from more than $A3.9 billion3 of growth in average drawn
loan assets and higher repayment income
•
lower credit provisions driven by an improvement in the
macroeconomic outlook, partially offset by counterparty-specific
provisions.
Partially offset by:
•
higher share of net losses from associates and joint ventures, primarily
driven by changes in the composition and performance of the
investment portfolio.
Banking Group
Banking and Financial Services (BFS)
Commodities and Global Markets (CGM)4
$A793m
á 22% on pcp due to
$A1,113m
â 15% on pcp due to
•
higher net interest income mainly driven by growth in the average
loan and deposit portfolios, partially offset by margin compression
reflecting ongoing lending and deposit competition, and changes in
portfolio mix
•
higher fee and commission income mainly due to growth in BFS
deposits and the loan portfolio.
Partially offset by:
•
higher operating expenses reflecting increased technology
expenses to support business growth and scalable operations,
partially offset by lower average headcount driven by digitalisation
and operational improvements.
•
higher operating expenses driven by increased investment in the CGM
platform, remediation-related spend and significant transaction-
related costs
•
higher credit and other impairment charges driven by the impact of
increased expected credit losses due to growth in Financial Markets
exposures and credit deterioration of a small number of exposures
•
lower income from equity, debt and other investments primarily
driven by the non-recurrence of gains on sale of unlisted equity
investments.
Partially offset by:
•
higher net interest and trading income across Foreign exchange,
interest rates and credit, Equities, and Asset Finance.
Corporate2
Net expenses of $A2,137m
á 38% on pcp due to
•
higher other expenses driven by impairments of Green Investments and the non-recurrence of a gain on the sale of centrally held assets
•
higher employment expenses driven by higher performance-related profit share
•
lower net income from equity and debt investments due to the non-recurrence of asset realisations in Green Investments
•
higher income tax expense driven by an increase in profit before tax and the geographical composition of earnings.
Partially offset by:
•
credit and other impairment reversals driven by an improvement in the macroeconomic outlook.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
5
1 Net profit contribution is management accounting profit before unallocated corporate costs, profit share and income tax.
2 On 1 September 2025, the Green Investments assets retained on balance sheet were transferred to a Macquarie Group portfolio, centrally managed in Corporate. Prior comparatives
have been restated.
3 Average volume calculation is based on balances converted at spot FX rates as at reporting period end.
4 Certain assets of the Financial Markets business, certain activities of the Commodity Markets and Finance business, and some other less financially significant activities are undertaken
from within the Non-Banking Group.
For personal use only
1.1 Executive Summary
Continued
Profit attributable to the ordinary equity holders
$A1,655m
á 3% on pcp
HALF YEAR TO
MOVEMENT
Sep 25
Mar 25
Sep 24
Mar 25
Sep 24
$Am
$Am
$Am
%
%
Financial performance summary
Net interest income
2,066
1,838
1,669
12
24
Net trading income
2,445
2,910
2,460
(16)
(1)
Net interest and trading income
4,511
4,748
4,129
(5)
9
Fee and commission income
3,901
3,490
3,300
12
18
Share of net (losses)/profits from associates
and joint ventures
(50)
166
1
*
*
Net credit impairment charges
(17)
(212)
(54)
(92)
(69)
Net other impairment charges
(12)
(74)
(21)
(84)
(43)
Net other operating income
Net investment income
358
798
517
(55)
(31)
Net operating lease income
219
282
279
(22)
(22)
Net other (expense)/income
(219)
(206)
65
6
*
Net other operating income
358
874
861
(59)
(58)
Net operating income
8,691
8,992
8,216
(3)
6
Compensation expenses
(3,734)
(3,714)
(3,541)
1
5
Other employment expenses
(222)
(190)
(215)
17
3
Employment expenses
(3,956)
(3,904)
(3,756)
1
5
Brokerage, commission and fee expenses
(628)
(626)
(580)
<1
8
Non-salary technology expenses
(634)
(625)
(575)
1
10
Other operating expenses
(1,021)
(1,066)
(1,008)
(4)
1
Total operating expenses
(6,239)
(6,221)
(5,919)
<1
5
Operating profit before income tax
2,452
2,771
2,297
(12)
7
Income tax expense
(771)
(640)
(686)
20
12
Profit after income tax
1,681
2,131
1,611
(21)
4
(Profit)/loss attributable to non-controlling
interests
(26)
(28)
1
(7)
*
Profit attributable to ordinary equity
holders of Macquarie Group Limited
1,655
2,103
1,612
(21)
3
Key metrics
Expense to income ratio (%)
71.8
69.2
72.0
Compensation ratio (%)
43.0
41.3
43.1
Effective tax rate (%)1
31.8
23.3
29.9
Basic earnings per share (cents per share)
436.7
554.8
424.6
Diluted earnings per share (cents per share)
435.0
552.3
423.0
Dividend per ordinary share (cents per share)
280.0
390.0
260.0
Ordinary dividend payout ratio (%)
64.4
70.7
61.5
Annualised return on equity (%)
9.6
12.5
9.9
Annualised return on tangible equity (%)
10.2
13.9
11.4
6
1 Calculation of the effective tax rate is after adjusting for the impact of non-controlling interests.
For personal use only
Net operating income
Net operating income of $A8,691 million for the half year ended 30 September 2025 increased 6% from $A8,216 million in the prior
corresponding period. The increase was primarily driven by higher fee and commission income and net interest and trading income, partially
offset by lower net other operating income.
Net interest and trading income
Fee and commission income
HALF YEAR TO
á9%
on pcp
HALF YEAR TO
á18%
on pcp
30 Sep 25
31 Mar 25
30 Sep 24
30 Sep 25
31 Mar 25
30 Sep 24
$Am
$Am
$Am
$Am
$Am
$Am
4,511
4,748
4,129
3,901
3,490
3,300
Largely driven by:
•
higher net interest income due to growth in the average private
credit portfolio and higher repayment income, in Macquarie
Capital
•
higher net interest income due to growth in the average loan
and deposit portfolios, partially offset by margin compression
and changes in portfolio mix, in BFS
•
higher risk management income driven by increased
contributions from North American Power, Gas and Emissions
and Global Oil, partially offset by decreased client hedging
activity in the agriculture sector, in CGM
•
higher equities income driven by increased client activity, in
CGM.
Partially offset by:
•
lower inventory management and trading income driven by
timing of income recognition on North American Power and Gas
contracts, in CGM.
Largely driven by:
•
higher performance fees from Private Markets-managed funds,
managed accounts and co-investors, in MAM
•
higher mergers and acquisition fee income, particularly in the
Americas and ANZ and higher brokerage income due to
increased market activity, particularly in Asia, in Macquarie
Capital.
Share of net (losses)/profits from associates and joint ventures
Credit and other impairment charges
HALF YEAR TO
âsubstantially
on pcp
HALF YEAR TO
â61%
on pcp
30 Sep 25
31 Mar 25
30 Sep 24
30 Sep 25
31 Mar 25
30 Sep 24
$Am
$Am
$Am
$Am
$Am
$Am
(50)
166
1
(29)
(286)
(75)
Largely driven by:
•
higher net losses primarily driven by changes in the composition
and performance of the investment portfolio, in Macquarie
Capital
•
lower equity accounted net income from the sale of assets by
the underlying funds, in MAM.
Largely driven by:
•
lower credit provisions due to an improvement in the
macroeconomic outlook, in Macquarie Capital and Corporate.
Partially offset by:
•
higher expected credit losses due to growth in Financial Markets
exposures and credit deterioration of a small number of
exposures, in CGM.
Net other operating income
HALF YEAR TO
â58%
on pcp
30 Sep 25
31 Mar 25
30 Sep 24
$Am
$Am
$Am
358
874
861
Largely driven by:
•
the non-recurrence of gains on sale of centrally held assets and
Green Investments, in Corporate
•
higher impairments of Green Investments, in Corporate.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
7
For personal use only
1.1 Executive Summary
Continued
Operating expenses
Total operating expenses of $A6,239 million for the half year ended 30 September 2025 increased 5% from $A5,919 million in the prior
corresponding period. The increase was primarily driven by higher employment, non-salary technology and brokerage, commission and fee
expenses.
Employment expenses
Brokerage, commission and fee expenses
2
HALF YEAR TO
á5%
on pcp
HALF YEAR TO
á8%
on pcp
30 Sep 25
31 Mar 25
30 Sep 24
30 Sep 25
31 Mar 25
30 Sep 24
$Am
$Am
$Am
$Am
$Am
$Am
3,956
3,904
3,756
628
626
580
Largely driven by:
•
higher performance-related profit share
•
wage inflation.
Partially offset by:
•
lower salary and related expenses from lower average
headcount.
Largely driven by:
•
increased market activity, in Macquarie Capital
•
increased hedging and trading-related expenses across Equities
and Foreign exchange, interest rates and credit, in CGM.
Non-salary technology expenses
Other operating expenses
HALF YEAR TO
á10%
on pcp
HALF YEAR TO
á1%
on pcp
30 Sep 25
31 Mar 25
30 Sep 24
30 Sep 25
31 Mar 25
30 Sep 24
$Am
$Am
$Am
$Am
$Am
$Am
634
625
575
1,021
1,066
1,008
Largely driven by:
•
increased investment in technology initiatives, with a focus on
data and digitalisation, to support business growth and scalable
operations.
Largely driven by:
•
expenses related to specific legal matters
•
higher consultancy and professional expenses.
Partially offset by:
•
lower intangible amortisation expenses partially offset by
transaction costs, in MAM.
Income tax expense and Effective tax rate
Income tax expense
HALF YEAR TO
á12%
on pcp
30 Sep 25
31 Mar 25
30 Sep 24
$Am
$Am
$Am
771
640
686
Effective tax rate1
HALF YEAR TO
á1.9%
on pcp
30 Sep 25
31 Mar 25
30 Sep 24
%
%
%
31.8
23.3
29.9
This movement was largely driven by the geographic composition
and nature of earnings.
8
1 2Calculation of the effective tax rate is after adjusting for the impact of non-controlling interests.
For personal use only
This page has been intentionally left blank.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
9
For personal use only
1.1 Executive Summary
Continued
Statement of financial position
AS AT
MOVEMENT
Sep 25
Mar 25
Sep 24
Mar 25
Sep 24
$Ab
$Ab
$Ab
%
%
Assets
Cash and bank balances
23.5
26.4
19.1
(11)
23
Cash collateralised lending and reverse
repurchase agreements
71.5
66.6
69.7
7
3
Trading assets
47.0
35.0
35.3
34
33
Margin money and settlement assets
27.3
26.6
25.8
3
6
Derivative assets
25.4
24.3
23.9
5
6
Financial investments
26.2
21.5
18.9
22
39
Held for sale assets
11.5
6.6
3.0
74
283
Other assets
11.2
14.2
11.1
(21)
1
Loan assets
224.0
205.6
187.1
9
20
Interests in associates and joint ventures
7.0
7.7
7.1
(9)
(1)
Property, plant and equipment and right-of-
use assets
6.1
6.9
8.1
(12)
(25)
Intangible assets
1.8
1.7
3.5
6
(49)
Deferred tax assets
1.7
2.1
1.7
(19)
–
Total assets
484.2
445.2
414.3
9
17
Liabilities
Deposits
198.8
177.7
158.5
12
25
Cash collateralised borrowing and repurchase
agreements
8.4
4.9
3.2
71
163
Trading liabilities
11.6
5.8
5.2
100
123
Margin money and settlement liabilities
28.3
28.8
32.5
(2)
(13)
Derivative liabilities
23.5
23.4
22.3
<1
5
Held for sale liabilities
2.6
1.9
0.8
37
225
Other liabilities
14.1
15.0
11.9
(6)
18
Issued debt securities and other borrowings
144.4
135.2
130.5
7
11
Deferred tax liabilities
0.3
0.3
0.3
–
–
Total liabilities excluding loan capital
432.0
393.0
365.2
10
18
Loan capital
17.0
16.4
16.3
4
4
Total liabilities
449.0
409.4
381.5
10
18
Net assets
35.2
35.8
32.8
(2)
7
Equity
Contributed equity
11.2
11.1
11.0
1
2
Reserves
3.8
4.8
2.9
(21)
31
Retained earnings
19.6
19.5
18.4
1
7
Total capital and reserves attributable to
ordinary equity holders of Macquarie Group
Limited
34.6
35.4
32.3
(2)
7
Non-controlling interests
0.6
0.4
0.5
50
20
Total equity
35.2
35.8
32.8
(2)
7
10
For personal use only
Statement of financial position
The Consolidated Entity’s Statement of financial position was impacted during the half year ended 30 September 2025 by changes resulting
from a combination of business activities, Group Treasury management initiatives and macroeconomic factors.
Assets
Total assets of $A484.2 billion as at 30 September 2025 increased
9% from $A445.2 billion as at 31 March 2025.
The principal drivers for the increase were as follows:
•
loan assets of $A224.0 billion as at 30 September 2025
increased 9% from $A205.6 billion as at 31 March 2025, driven
by volume growth in BFS home loans
•
trading assets of $A47.0 billion as at 30 September 2025
increased 34% from $A35.0 billion as at 31 March 2025, driven
by an increase in holdings of listed equity securities, in CGM
•
held for sale assets of $A11.5 billion as at at 30 September
2025 increased 74% from $A6.6 billion as at 31 March 2025,
driven by the reclassification of businesses and assets held for
sale, across BFS and CGM
•
cash collateralised lending and reverse repurchase agreements
of $A71.5 billion as at 30 September 2025 increased 7% from
$A66.6 billion as at 31 March 2025, driven by an increase in
holdings of reverse repurchase agreements as part of Group
Treasury’s liquid asset portfolio management and higher
trading activity, in CGM
•
financial investments of $A26.2 billion as at 30 September
2025 increased 22% from $A21.5 billion as at 31 March 2025,
driven by an increase in holdings of debt securities as part of
Group Treasury's liquid asset portfolio management.
These increases were partially offset by:
•
cash and bank balances of $A23.5 billion as at 30 September
2025 decreased 11% from $A26.4 billion as at 31 March 2025,
driven by a reduction in the overnight deposit held with the
RBA as part of Group Treasury’s liquid asset portfolio
management
•
other assets of $A11.2 billion as at 30 September 2025
decreased 21% from $A14.2 billion as at 31 March 2025, driven
by the receipt of proceeds for a consideration receivable for
equity investments disposed of in the prior period, in MAM.
Liabilities
Total liabilities of $A449.0 billion as at 30 September 2025
increased 10% from $A409.4 billion as at 31 March 2025.
The principal drivers for the increase were as follows:
•
deposits of $A198.8 billion as at 30 September 2025 increased
12% from $A177.7 billion as at 31 March 2025, driven by
volume growth in deposits, in BFS
•
issued debt securities and other borrowings of $A144.4 billion
as at 30 September 2025 increased 7% from $A135.2 billion as
at 31 March 2025, driven by the net issuance of commercial
paper, certificates of deposit and borrowings, in Group Treasury
•
trading liabilities of $A11.6 billion as at 30 September 2025
increased 100% from $A5.8 billion as at 31 March 2025, driven
by an increase in short positions on listed equity securities, in
CGM
•
cash collateralised borrowing and repurchase agreements of
$A8.4 billion as at 30 September 2025 increased 71% from
$A4.9 billion as at 31 March 2025, driven by an increase in
trading activity, in CGM.
These increases were partially offset by:
•
other liabilities of $A14.1 billion as at 30 September 2025
decreased 6% from $A15.0 billion as at 31 March 2025, driven
by lower commodity-related payables, in CGM.
Equity
Total equity of $A35.2 billion as at 30 September 2025 decreased
2% from $A35.8 billion as at 31 March 2025.
The principal drivers for the decrease were as follows:
•
$A1.5 billion dividend payment
•
$A0.8 billion decrease in the foreign currency translation
reserve, largely driven by the appreciation of the Australian
Dollar against the United States Dollar.
Partially offset by:
•
$A1.7 billion of earnings generated during the current period.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
11
For personal use only
1.1 Executive Summary
Continued
Loan assets
Loan assets by Operating Group per the funded balance sheet are shown in detail below:
AS AT
MOVEMENT
Sep 25
Mar 25
Sep 241
Mar 25
Sep 24
Notes
$Ab
$Ab
$Ab
%
%
BFS
Home loans
1
161.7
143.0
131.0
13
23
Business banking
2
17.3
16.6
16.4
4
5
Car loans
3
0.3
2.6
3.5
(88)
(91)
Other
4
0.4
0.2
0.3
100
33
Total BFS
179.7
162.4
151.2
11
19
CGM
Asset finance
5
4.6
4.3
3.6
7
28
Resources and commodities
6
3.7
3.7
3.7
–
–
Foreign exchange, interest rate and credit
7
11.5
10.5
7.8
10
47
Other
8
0.4
0.4
0.1
–
300
Total CGM
20.2
18.9
15.2
7
33
MAM
Other
9
0.7
0.2
0.1
250
*
Total MAM
0.7
0.2
0.1
250
*
Macquarie Capital
Corporate and other lending2
10
23.4
24.1
20.6
(3)
14
Total Macquarie Capital
23.4
24.1
20.6
(3)
14
Total3
224.0
205.6
187.1
9
20
12
1 Following changes to funded balance sheet methodology, prior comparatives have been restated.
2 Includes loans secured by mortgages over residential property.
3 Total loan assets per funded balance sheet includes self-securitised assets and excludes loan assets classified as held for sale.
For personal use only
Explanatory notes concerning asset security of funded loan asset portfolio
1. Home loans
Loans secured by mortgages over residential property.
2. Business banking
Loan portfolio secured largely by working capital, business cash
flows and real property.
3. Car loans
Secured by motor vehicles.
4. BFS Other
Includes credit cards.
5. Asset finance
Predominantly secured by underlying financed assets.
6. Resources and commodities
Diversified loan portfolio primarily to the resources sector that are
secured by the underlying assets with associated price hedging to
mitigate risk.
7. Foreign exchange, interest rate and credit
Diversified lending predominantly consisting of loans which are
secured by other loan collateral, assets including rights and
receivables and warehoused security from mortgages and auto
loans.
8. CGM Other
Equity collateralised loans.
9. MAM Other
Secured by underlying financed assets.
10. Corporate and other lending
Diversified corporate and real estate lending portfolio,
predominantly consisting of loans which are senior, secured,
covenanted and with a hold to maturity horizon.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
13
For personal use only
1.1 Executive Summary
Continued
Equity investments
Equity investments include:
•
interests in associates, joint ventures and other assets classified as held for sale;
•
subsidiaries and certain other assets held for investment purposes; and
•
financial investments excluding trading equities.
The classification is driven by a combination of the level of influence Macquarie has over the investment and Macquarie’s business intention
with respect to the holding of the investment.
For the purpose of analysis, equity investments have been re-grouped into the following categories:
•
investments in Macquarie-managed funds; and
•
other investments.
Equity investments reconciliation
AS AT
MOVEMENT
Sep 25
Mar 25
Sep 24
Mar 25
Sep 24
$Ab
$Ab
$Ab
%
%
Equity investments
Statement of financial position
Equity investments at fair value
2.1
1.8
1.7
17
24
Interest in associates and joint ventures1
8.8
9.1
8.5
(3)
4
Total equity investments per statement of financial position
10.9
10.9
10.2
–
7
Adjustment for funded balance sheet
Non-controlling interests2
(0.2)
(0.2)
(0.2)
–
–
Total funded equity investments
10.7
10.7
10.0
–
7
Adjustment for equity investment analysis
Subsidiaries and certain other assets held for investment purposes3
2.4
2.7
2.3
(11)
4
Total adjusted equity investments4
13.1
13.4
12.3
(2)
7
14
1 Includes total interests in associates and joint ventures and interests in associates and joint ventures classified as held for sale as per Note 10 Held for sale and other assets in
Macquarie's Interim Report for the half year ended 30 September 2025.
2 These represent the portion of ownership in equity investments not attributable to Macquarie. As this is not a position that Macquarie is required to fund, it is netted against the
consolidated assets and liabilities in preparing the funded balance sheet.
3 Subsidiaries and certain other assets held for investment purposes are consolidated entities that are held with the ultimate intention to sell as part of Macquarie’s
investment activities.
4 The adjusted value represents the total net exposure to Macquarie.
For personal use only
Equity investments by category
AS AT
MOVEMENT
Sep 25
Mar 25
Sep 24
Mar 25
Sep 24
Category
$Ab
$Ab
$Ab
%
%
MAM
Macquarie Asset Management Private Markets-managed funds
2.8
2.6
2.2
8
27
Investments acquired to seed new Private Markets-managed products and
mandates
0.5
0.9
0.2
(44)
150
Transport, industrial, real estate, infrastructure and technology
1.8
1.9
1.6
(5)
27
Total MAM
5.1
5.4
4.2
(6)
(100)
Macquarie Capital
Infrastructure & Energy Capital
2.1
2.1
2.0
–
5
Principal Finance
1.9
1.9
1.8
–
6
Growth & Technology and Venture Capital
1.8
1.8
1.6
–
13
Total Macquarie Capital
5.8
5.8
5.4
–
7
Green Energy
1.2
1.3
1.8
(8)
(33)
Corporate and Other1
1.0
0.9
0.9
11
11
Total Other
2.2
2.2
2.7
–
(19)
Total equity investments
13.1
13.4
12.3
(2)
7
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
15
1 Other includes BFS and CGM.
For personal use only
16
For personal use only
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
17
For personal use only
2.1 Basis of Preparation
Operating Segments
AASB 8 Operating Segments requires the ‘management approach’
to disclosing information about the Consolidated Entity’s
reportable segments. The financial information is reported on the
same basis as used internally by senior management for evaluating
Operating Segment performance and for deciding how to allocate
resources to Operating Segments. Such information may be
produced using different measures to that used in preparing the
statutory income statement.
For internal reporting, performance measurement and risk
management purposes, the Consolidated Entity is divided
into Operating Groups and a Corporate segment
(reportable segments).
On 1 September 2025, the Green Investments assets retained on
balance sheet were transferred to a Macquarie Group portfolio,
centrally managed in Corporate. These transfers were undertaken
to better align the Operating Groups with their long-term strategy.
In accordance with AASB 8 Operating Segments comparative
information has been restated to reflect these changes.
The financial information disclosed relates to the Consolidated
Entity’s ordinary activities.
These segments have been set up based on the different core
products and services offered. The Operating Groups comprise:
•
MAM which is a global asset manager that provides a diverse
range of investment solutions to clients including real assets,
real estate, credit and insurance, secondaries and systematic
investments
•
BFS which provides a diverse range of personal banking, wealth
management and business banking products and services to
retail clients, advisers, brokers and business clients
•
CGM which is a global business offering capital and financing,
risk management, market access, physical execution and
logistics solutions to its diverse client base across
Commodities, Financial Markets and Asset Finance
•
Macquarie Capital which has global capability in advisory and
capital raising services, providing clients with specialist
expertise and flexible capital solutions across a range of
sectors. It also has global capability in specialist investing
across private credit, private equity, real estate, growth equity,
venture capital, and infrastructure and energy. Macquarie
Capital’s Equities brokerage business provides clients with
access to equity research, sales, execution capabilities and
corporate access with a focus on Asia-Pacific.
The Corporate segment, which is not considered an Operating
Group, comprises head office and Central Service Groups, and
holds certain legacy and strategic investments, assets and
businesses that are not allocated to any of the Operating Groups.
Items of income and expense within the Corporate segment
include the net result of managing Macquarie’s liquidity and
funding requirements, earnings on capital and the residual
accounting volatility relating to economically hedged positions
where hedge accounting is applied, as well as accounting volatility
for other economically hedged positions where hedge accounting
is not applied.
Other items of income and expense within the Corporate segment
include earnings from investments, changes in central overlays to
credit and other impairments or valuation of assets, provisions for
legacy matters, unallocated head office and Central Service
Groups costs. The Corporate segment also includes performance-
related profit share and share-based payments expenses and
income tax expense.
Below is a selection of key policies applied in determining the
Operating Segment results.
Internal funding arrangements
Group Treasury has the responsibility for managing wholesale
funding for the Consolidated Entity, and Operating Groups
primarily obtain their required funding from Group Treasury.
The Operating Groups are assumed to be fully debt funded for the
purposes of internal funding charges. The interest rates charged
by Group Treasury are determined by the currency and term of
the funding.
With the exception of deposit funding, Operating Groups may only
source funding directly from external sources where the funding is
secured by the Operating Group’s assets or where they have
specific capabilities that support Group Treasury in raising
unsecured funding. In such cases, Operating Groups generally bear
the funding costs directly and Group Treasury may levy additional
charges, where appropriate.
Transactions between Operating
Segments
Operating Segments that enter into arrangements with other
Operating Segments must do so on commercial terms or as
agreed by the Consolidated Entity’s Chief Executive Officer or
Chief Financial Officer.
Internal transactions are recognised in each of the relevant
categories of income and expense and eliminated on consolidation
as appropriate.
18
For personal use only
Accounting for economic interest
rate risk hedging derivatives and
presentation of interest and trading
income
With respect to businesses that predominantly earn income from
lending activities, derivatives that hedge interest rate risk are
measured at fair value through profit or loss (FVTPL). Changes in
the fair value are presented in net trading income and give rise to
income statement volatility unless designated in hedge accounting
relationships. If designated in fair value hedge accounting
relationships, the carrying value of the hedged items are adjusted
for changes in the fair value attributable to the hedged risks to
reduce volatility in the income statement. If designated in cash
flow hedge accounting relationships, the effective portion of the
derivatives' fair value gains or losses are deferred in the cash flow
hedge reserve as part of Other Comprehensive Income (OCI), and
subsequently recognised in the income statement at the time at
which the hedged items affect the income statement for the
hedged risks.
For segment reporting, derivatives are accounted for on an accrual
basis in the results of the Operating Groups to the extent that the
Corporate segment manages the derivative volatility, either
through the application of hedge accounting or where the
derivative volatility may offset the volatility of other positions
managed within the Corporate segment.
The presentation of net interest income and net trading income
separately can distort the analysis of the underlying activities and
drivers. For example, within Asset Finance (a business within CGM),
interest rate swaps are entered into to hedge the interest rate risk
associated with loan assets. The interest income and associated
funding costs are recognised in net interest income, however, the
related swaps are recognised in net trading income. Accordingly,
net interest income and net trading income are presented and
discussed below in aggregate for each Operating Group, which
management believes presents a more consistent overview of
business performance and allows for a better analysis of the
underlying activities and drivers.
Central Service Groups
The Central Service Groups provide a range of functions
supporting MGL’s Operating Groups, ensuring that they have the
appropriate workplace support and systems to operate effectively
and the necessary resources to meet their regulatory, compliance,
financial, legal and risk management requirements.
Central Service Groups recover their costs from Operating Groups
generally on either a time and effort allocation basis or a fee for
service basis. Central Service Groups include the Corporate
Operations Group (COG), Financial Management, People and
Engagement (FPE), Risk Management Group (RMG), Legal and
Governance Group (LGG) and Central Executive.
Performance-related profit share and
share-based payments expenses
Performance-related profit share and share-based payments
expenses relating to the Macquarie Group Employee Retained
Equity Plan (MEREP) are recognised in the Corporate segment and
are not allocated to Operating Groups.
Income tax
The income tax expense and benefit is recognised in the
Corporate segment and is not allocated to the Operating Groups.
However, to recognise an Operating Group’s contribution to
permanent income tax differences, the internal management
revenue/(charge) category is used.
This internal management revenue/(charge) category, which is
primarily used for permanent income tax differences generated by
the Operating Groups, is offset by an equal and opposite amount
recognised in the Corporate segment such that they are
eliminated on consolidation.
Presentation of segment income
statements
The income statements on the following pages for each of the
reported segments are in some cases summarised by grouping
non-material balances together. Where appropriate, all material or
key balances have been reported separately to provide users with
information relevant to the understanding of the Consolidated
Entity’s financial performance. The financial information disclosed
relates to the Consolidated Entity’s ordinary activities.
Transactions under common control
On 29 August 2025, the Company acquired 100% of the equity
interest in MIFL and its subsidiaries from MBL for a total cash
consideration of $A3,023 million.
In September 2025, the Consolidated Entity made the payment of
$A321 million for 100% of the net capital invested in the Shield
Master Fund (Shield) by those who invested through Macquarie.
This comprised the acquisition of financial investments in Shield at
fair value ($A224 million) and a goodwill payment ($A97 million).
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
19
For personal use only
2.1 Basis of Preparation
Continued
MAM
BFS
$Am
$Am
Half year ended 30 September 2025
Net interest and trading (expense)/income
(193)
1,456
Fee and commission income/(expense)
2,415
329
Share of net profits/(losses) from associates and joint ventures
44
–
Other operating income and charges
Net credit and other impairment reversals/(charges)
3
(24)
Net other operating income and charges
78
(4)
Internal management revenue/(charge)
40
1
Net operating income
2,387
1,758
Total operating expenses
(1,197)
(965)
Operating profit/(loss) before income tax
1,190
793
Income tax expense
–
–
(Profit)/loss attributable to non-controlling interests
(15)
–
Net profit/(loss) contribution
1,175
793
Half year ended 31 March 2025
Net interest and trading (expense)/income
(269)
1,391
Fee and commission income/(expense)
2,165
307
Share of net profits/(losses) from associates and joint ventures
178
–
Other operating income and charges
Net credit and other impairment charges
(10)
(24)
Net other operating income
500
(24)
Internal management (charge)/revenue
(16)
1
Net operating income
2,548
1,651
Total operating expenses
(1,298)
(921)
Operating profit/(loss) before income tax
1,250
730
Income tax expense
–
–
(Profit)/loss attributable to non-controlling interests
(24)
–
Net profit/(loss) contribution
1,226
730
Half year ended 30 September 2024
Net interest and trading (expense)/income
(245)
1,326
Fee and commission income/(expense)
2,047
304
Share of net profits/(losses) from associates and joint ventures
67
(1)
Other operating income and charges
Net credit and other impairment reversals/(charges)
4
(21)
Net other operating income and charges
160
(18)
Internal management revenue/(charge)
9
(4)
Net operating income
2,042
1,586
Total operating expenses
(1,217)
(936)
Operating profit/(loss) before income tax
825
650
Income tax expense
–
–
(Profit)/loss attributable to non-controlling interests
(2)
–
Net profit/(loss) contribution
823
650
20
For personal use only
CGM
Macquarie Capital
Corporate
Total
$Am
$Am
$Am
$Am
2,321
497
430
4,511
318
850
(11)
3,901
22
(116)
–
(50)
(68)
(13)
73
(29)
288
281
(285)
358
2
(3)
(40)
–
2,883
1,496
167
8,691
(1,771)
(774)
(1,532)
(6,239)
1,112
722
(1,365)
2,452
–
–
(771)
(771)
1
(11)
(1)
(26)
1,113
711
(2,137)
1,655
2,621
490
515
4,748
240
782
(4)
3,490
33
(44)
(1)
166
(81)
(73)
(98)
(286)
305
305
(212)
874
6
33
(24)
–
3,124
1,493
176
8,992
(1,612)
(813)
(1,577)
(6,221)
1,512
680
(1,401)
2,771
–
–
(640)
(640)
1
(8)
3
(28)
1,513
672
(2,038)
2,103
2,269
322
457
4,129
289
671
(11)
3,300
7
(85)
13
1
(16)
(42)
–
(75)
340
261
118
861
5
18
(28)
–
2,894
1,145
549
8,216
(1,578)
(771)
(1,417)
(5,919)
1,316
374
(868)
2,297
–
–
(686)
(686)
–
(3)
6
1
1,316
371
(1,548)
1,612
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
21
For personal use only
2.2 MAM
HALF YEAR TO
MOVEMENT
Sep 25
Mar 251
Sep 241
Mar 25
Sep 24
$Am
$Am
$Am
%
%
Net interest and trading expense
(193)
(269)
(245)
(28)
(21)
Fee and commission income
Base fees
1,465
1,489
1,436
(2)
2
Private Markets
749
745
715
1
5
Public Investments
716
744
721
(4)
(1)
Performance fees
756
434
403
74
88
Other fee and commission income
194
242
208
(20)
(7)
Total fee and commission income
2,415
2,165
2,047
12
18
Share of net profits from associates and joint
ventures
44
178
67
(75)
(34)
Other operating income and charges
Net income on equity, debt and other
investments
7
352
47
(98)
(85)
Net credit and other impairment reversals/
(charges)
3
(10)
4
*
(25)
Other income
71
148
113
(52)
(37)
Total other operating income and charges
81
490
164
(83)
(51)
Internal management revenue/(charge)
40
(16)
9
*
*
Net operating income
2,387
2,548
2,042
(6)
17
Operating expenses
Employment expenses
(401)
(402)
(419)
(<1)
(4)
Brokerage, commission and fee expenses
(222)
(229)
(193)
(3)
15
Other operating expenses
(574)
(667)
(605)
(14)
(5)
Total operating expenses
(1,197)
(1,298)
(1,217)
(8)
(2)
Non-controlling interests2
(15)
(24)
(2)
(38)
*
Net profit contribution
1,175
1,226
823
(4)
43
Non-GAAP metrics
Assets under management ($Ab)3
959.1
941.0
916.8
2
5
Equity under management ($Ab)
224.6
221.1
217.5
2
3
Headcount
2,279
2,210
2,438
3
(7)
Net profit contribution of $A1,175 million for the half year ended 30 September 2025 increased 43% from $A823 million in the prior
corresponding period due to:
•
higher performance fees from Private Markets-managed funds, managed accounts and co-investors.
22
1 On 1 September 2025, the Green Investments assets retained on balance sheet were transferred to a Macquarie Group portfolio, centrally managed in Corporate. Prior comparatives
have been restated.
2 Non-controlling interests adjust reported consolidated profit or loss for the share that is attributable to non-controlling interests, such that the net profit or loss contribution
represents the net profit or loss attributable to ordinary equity holders.
3 Includes AUM as part of the North American and European Public Investments business.
For personal use only
Net interest and trading expense
Net interest and trading expense includes funding costs, foreign
exchange movements and hedging impacts related to
investments, receivables and operating leases.
Net interest and trading expense of $A193 million for the half year
ended 30 September 2025 decreased 21% from $A245 million in
the prior corresponding period, primarily driven by lower funding
costs following the divestment of Macquarie Rotorcraft in 2H25
and favourable foreign exchange movements on investments and
receivables.
Base fees
Base fee income of $A1,465 million for the half year ended
30 September 2025 increased 2% from $A1,436 million in the prior
corresponding period with offsetting impacts across MAM.
Base fees in Private Markets increased due to fundraising and
investments made by funds and mandates and favourable foreign
exchange movements, partially offset by asset realisations in
funds.
Base fees in Public Investments decreased primarily due to
outflows in equity strategies, partially offset by favourable market
and foreign exchange movements.
Performance fees
Performance fees are typically generated from Macquarie-
managed funds and assets that have outperformed pre-defined
benchmarks. Performance fees of $A756 million for the half year
ended 30 September 2025 increased 88% from $A403 million in
the prior corresponding period.
The half year ended 30 September 2025 included performance
fees from MAIF2, Aligned Data Centers co-investors and other
Private Markets-managed funds including funds managed on
behalf of wealth investors, managed accounts and co-investors.
The prior corresponding period included performance fees from
MAIF2, MEIF4, MIP III, and other Private Markets-managed funds,
managed accounts and co-investors.
Other fee and commission income
Other fee and commission income includes fees related to
distribution and marketing services, transfer agent oversight
services and commission income.
Distribution and marketing service fees are offset by associated
expenses that, for accounting purposes, are recognised in
Operating expenses.
Other fee and commission income of $A194 million for the half
year ended 30 September 2025 was broadly in line with the prior
corresponding period.
Share of net profits from associates
and joint ventures
Share of net profits from associates and joint ventures of
$A44 million for the half year ended 30 September 2025
decreased 34% from $A67 million in the prior corresponding
period, primarily driven by the lower equity accounted net income
from the sale of assets by the underlying funds.
Net income on equity, debt and other
investments
Net income on equity, debt and other investments of
$A7 million for the half year ended 30 September 2025 was
decreased 85% from $A47 million in the prior corresponding
period, primarily driven by gains on sale of investments in the prior
corresponding period.
Other income
Other income of $A71 million for the half year ended
30 September 2025 decreased 37% from $A113 million in the prior
corresponding period, primarily driven by the non-recurrence of
operating lease income driven by divestment of Macquarie
Rotorcraft in 2H25, partially offset by operating profits from
subsidiaries held as seed investments for Macquarie-managed
funds.
Operating expenses
Total operating expenses of $A1,197 million for the half year
ended 30 September 2025 decreased 2% from $A1,217 million in
the prior corresponding period primarily driven by lower
intangibles amortisation expenses, partially offset by transaction
costs, both associated with the divestment of the North American
and European Public Investments business.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
23
For personal use only
2.2 MAM: Assets Under Management
AS AT
MOVEMENT
Sep 25
Mar 25
Sep 24
Mar 25
Sep 24
$Ab
$Ab
$Ab
%
%
AUM by type
Public Investments1
Fixed Income
293.2
305.5
298.5
(4)
(2)
Equities
223.7
219.8
220.5
2
1
Alternatives and Multi-asset
25.6
26.7
24.2
(4)
6
Total Public Investments
542.5
552.0
543.2
(2)
(<1)
Private Markets2
Infrastructure Equity
348.6
324.6
302.5
7
15
Infrastructure Debt
34.2
33.7
31.2
1
10
Real Estate3
24.1
20.9
31.0
15
(22)
Agriculture
5.0
4.9
4.8
2
4
Transport Finance
4.7
4.9
4.1
(4)
15
Total Private Markets
416.6
389.0
373.6
7
12
Total MAM
959.1
941.0
916.8
2
5
Total AUM
959.1
941.0
916.8
2
5
AUM by region
Americas
362.0
380.4
365.6
(5)
(1)
Europe, Middle East and Africa
218.3
211.9
198.9
3
10
Australia
319.2
291.9
299.0
9
7
Asia
59.6
56.8
53.3
5
12
Total AUM
959.1
941.0
916.8
2
5
Public Investments AUM of $A542.5 billion as at 30 September 2025 decreased 2% from $A552.0 billion as at 31 March 2025, primarily driven
by outflows in equities and fixed income strategies and unfavourable foreign exchange movements, partially offset by favourable market
movements.
Private Markets AUM of $A416.6 billion as at 30 September 2025 increased 7% from $A389.0 billion as at 31 March 2025, primarily driven by
net asset valuation changes and fund investments, partially offset by unfavourable foreign exchange movements, fund divestments and assets
no longer managed.
24
1 Includes AUM as part of the North American and European Public Investments business.
2 Private Markets (AUM) excluding Real Estate is calculated as the proportional ownership interest in the underlying assets of funds and mandated assets that Macquarie actively
manages or advises for the purpose of wealth creation, adjusted to exclude cross-holdings in funds and reflects Macquarie’s proportional ownership interest of the fund manager.
Private Markets AUM includes equity yet to deploy and equity committed to assets but not yet deployed.
3 Real Estate AUM represents the proportional gross asset value (including estimated total project costs for developments) of real estate assets owned by funds or managed by investee
platforms.
For personal use only
2.2 MAM: Equity Under Management
The Private Markets division of MAM tracks its funds under management using an Equity under Management (EUM) measure as base
management fee income is typically aligned with EUM.
Type of equity investment
Basis of EUM calculation
Listed equity
•
Market capitalisation at the measurement date plus underwritten or committed future capital raisings for listed
funds.
Unlisted equity
•
Committed capital from investors at the measurement date less called capital subsequently returned to investors for
unlisted funds.
•
Invested capital at measurement date for managed businesses.1
If a fund is managed through a joint venture with another party, the EUM amount is weighted based on Macquarie’s proportionate economic
interest in the joint venture management entity.
Equity under Management by type and region
AS AT2,3
MOVEMENT
Sep 25
Mar 25
Sep 24
Mar 25
Sep 24
$Ab
$Ab
$Ab
%
%
EUM by type
Listed equity
8.0
7.5
7.5
7
7
Unlisted equity
216.6
213.6
210.0
1
3
Total EUM
224.6
221.1
217.5
2
3
EUM by region4
Australia
15.4
16.4
16.5
(6)
(7)
Europe, Middle East and Africa
124.2
121.9
124.2
2
–
Americas
50.5
50.3
43.0
<1
17
Asia
34.5
32.5
33.8
6
2
Total EUM
224.6
221.1
217.5
2
3
EUM of $A224.6 billion as at 30 September 2025 increased 2% from $A221.1 billion as at 31 March 2025. The increase was primarily driven by
capital raised for funds and co-investments, partially offset by unfavourable foreign exchange movements and equity returned by funds and
co-investments due to the divestment of underlying assets.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
25
1 Managed businesses includes third party equity invested in Private Markets-managed businesses where management arrangements exist with Macquarie.
2 Excludes equity invested by Macquarie directly into businesses managed by Private Markets and cross-holdings in funds.
3 Where a fund’s EUM is denominated in a foreign currency, amounts are translated to Australian dollars at the exchange rate prevailing at the measurement date.
4 By location of fund management team.
For personal use only
2.3 BFS
HALF YEAR TO
MOVEMENT
Sep 25
Mar 25
Sep 24
Mar 25
Sep 24
$Am
$Am
$Am
%
%
Net interest and trading income
1,456
1,391
1,326
5
10
Fee and commission income
Wealth management fee income
224
217
218
3
3
Banking and lending fee income
105
90
86
17
22
Total fee and commission income
329
307
304
7
8
Other operating income and charges
Net credit and other impairment charges
(24)
(24)
(21)
–
14
Other (expenses)/income
(4)
(24)
(19)
(83)
(79)
Total other operating income and charges
(28)
(48)
(40)
(42)
(30)
Internal management revenue/(charge)
1
1
(4)
–
*
Net operating income
1,758
1,651
1,586
6
11
Operating expenses
Employment expenses
(234)
(219)
(253)
7
(8)
Brokerage, commission and fee expenses
(92)
(92)
(84)
–
10
Technology expenses1
(387)
(365)
(357)
6
8
Other operating expenses
(252)
(245)
(242)
3
4
Total operating expenses
(965)
(921)
(936)
5
3
Net profit contribution
793
730
650
9
22
Non-GAAP metrics
Funds on platform ($Ab)
166.7
154.0
158.5
8
5
Loan portfolio ($Ab)2
178.4
161.4
150.4
11
19
BFS deposits ($Ab)3
192.5
172.4
153.1
12
26
Headcount4
4,132
4,122
4,286
<1
(4)
Headcount (excluding Technology)
2,649
2,713
2,889
(2)
(8)
Net profit contribution of $A793 million for the half year ended 30 September 2025 increased 22% from $A650 million in the prior
corresponding period due to:
•
higher net interest income mainly driven by growth in the average loan and deposit portfolios, partially offset by margin compression
reflecting ongoing lending and deposit competition, and changes in portfolio mix
•
higher fee and commission income mainly due to growth in BFS deposits and the loan portfolio.
Partially offset by:
•
higher operating expenses reflecting increased technology expenses to support business growth and scalable operations, partially offset
by lower average headcount driven by digitalisation and operational improvements.
26
1 Technology expenses includes employment costs (1H26: $A142 million, 2H25: $A121 million and 1H25: $A131 million), other staff related costs, infrastructure and support and
licences. Prior comparatives have been restated for the transfer of BFS Technology employees from Corporate to BFS.
2 The loan portfolio comprises home loans (excluding offset accounts), loans to businesses, credit cards and car loans (excluding balances classified as held for sale assets of $A1.5
billion as at 30 September 2025).
3 BFS deposits include home loan offset accounts.
4 Prior comparatives have been restated for the transfer of BFS Technology employees from Corporate to BFS.
For personal use only
Net interest and trading income1
Net interest and trading income in BFS relates to interest income
earned from the loan portfolio that primarily comprises home
loans, loans to businesses, car loans and credit cards. BFS also
generates income from deposits, which are used as a source of
funding for BFS.
Net interest and trading income of $A1,456 million for the half
year ended 30 September 2025 increased 10% from $A1,326
million in the prior corresponding period. This was primarily due to
17% growth in the average loan portfolio1 and 23% growth in the
average deposit portfolio1, partially offset by margin compression,
reflecting ongoing lending and deposit competition, and changes
in portfolio mix.
Wealth management fee income
Wealth management fee income relates to fees earned on a range
of BFS’ products and services including the Wrap and Vision
platforms, and the provision of wealth services.
Wealth management fee income of $A224 million for the half year
ended 30 September 2025 was broadly in line with the prior
corresponding period.
Banking and lending fee income
Banking and lending fee income relates to fees earned on a range
of BFS’ products including home loans, car loans, credit cards,
business loans and deposits.
Banking and lending fee income of $A105 million for the half year
ended 30 September 2025 increased 22% from $A86 million in the
prior corresponding period due to growth in BFS deposits and the
loan portfolio.
Net credit and other impairment
charges
Net credit and other impairment charges of $A24 million for the
half year ended 30 September 2025 were broadly in line with the
prior corresponding period, due to changes to the recovery
outlook in the car loan portfolio and loan portfolio growth, largely
offset by improved credit performance in business lending.
Other (expenses)/income
Other expenses of $A4 million for the half year ended 30
September 2025 decreased 79% from $A19 million in the prior
corresponding period, mainly driven by the revaluation of an
equity investment in the prior corresponding period.
Operating expenses
Total operating expenses of $A965 million for the half year ended
30 September 2025 increased 3% from $A936 million in the prior
corresponding period.
Employment expenses of $A234 million for the half year ended
30 September 2025 decreased 8% from $A253 million in the prior
corresponding period, largely due to lower average headcount
driven by digitalisation and operational improvements.
Brokerage, commission and fee expenses of $A92 million for the
half year ended 30 September 2025 were broadly in line with the
prior corresponding period.
Technology expenses of $A387 million for the half year ended
30 September 2025 increased 8% from $A357 million in the prior
corresponding period, mainly to support business growth and
scalable operations.
Other operating expenses of $A252 million for the half year ended
30 September 2025 were broadly in line with the prior
corresponding period.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
27
1 Calculations based on average volumes net of offset accounts.
For personal use only
2.4 CGM
HALF YEAR TO
MOVEMENT
Sep 25
Mar 25
Sep 24
Mar 25
Sep 24
$Am
$Am
$Am
%
%
Net interest and trading income
Commodities
Risk management
923
1,078
886
(14)
4
Lending and financing
160
179
187
(11)
(14)
Inventory management and trading
297
357
333
(17)
(11)
Total commodities
1,380
1,614
1,406
(14)
(2)
Foreign exchange, interest rates and credit
658
708
632
(7)
4
Equities
229
245
203
(7)
13
Asset Finance
54
54
28
–
93
Net interest and trading income
2,321
2,621
2,269
(11)
2
Fee and commission income
Brokerage and other trading-related fees
177
153
154
16
15
Other fee and commission income
141
87
135
62
4
Total fee and commission income
318
240
289
33
10
Share of net profits from associates and joint
ventures
22
33
7
(33)
214
Other operating income and charges
Net income on equity, debt and other
investments
27
48
42
(44)
(36)
Net credit and other impairment charges
(68)
(81)
(16)
(16)
*
Net operating lease income
216
207
211
4
2
Other income
45
50
87
(10)
(48)
Total other operating income and charges
220
224
324
(2)
(32)
Internal management revenue
2
6
5
(67)
(60)
Net operating income
2,883
3,124
2,894
(8)
(<1)
Operating expenses
Employment expenses
(438)
(401)
(403)
9
9
Brokerage, commission and fee expenses
(248)
(237)
(244)
5
2
Other operating expenses
(1,085)
(974)
(931)
11
17
Total operating expenses
(1,771)
(1,612)
(1,578)
10
12
Non-controlling interests1
1
1
–
–
*
Net profit contribution
1,113
1,513
1,316
(26)
(15)
Non-GAAP metrics
Headcount
2,615
2,538
2,544
3
3
Net profit contribution of $A1,113 million for the half year ended 30 September 2025 decreased 15% from $A1,316 million in the prior
corresponding period due to:
•
higher operating expenses driven by increased investment in the CGM platform, remediation-related spend and significant transaction-
related costs
•
higher credit and other impairment charges driven by the impact of increased expected credit losses due to growth in Financial Markets
exposures and credit deterioration of a small number of exposures
•
lower income from equity, debt and other investments primarily driven by the non-recurrence of gains on sale of unlisted equity
investments.
Partially offset by:
•
higher net interest and trading income across Foreign exchange, interest rates and credit, Equities, and Asset Finance.
28
1 Non-controlling interests adjust reported consolidated profit or loss for the share that is attributable to non-controlling interests, such that the net profit or loss contribution
represents the net profit or loss attributable to ordinary equity holders.
For personal use only
Net interest and trading income
Net interest and trading income of $A2,321 million for the half
year ended 30 September 2025 increased 2% from $A2,269 million
in the prior corresponding period.
Commodities net interest and
trading income
(i) Risk management
Income from risk management is driven by managing clients’
exposure to commodity price volatility, which is supported by our
strong internal risk management framework.
Risk management income of $A923 million for the half year ended
30 September 2025 increased 4% from $A886 million in the prior
corresponding period, driven by increased contributions from
North American Power, Gas and Emissions and Global Oil,
partially offset by decreased client hedging activity in the
agriculture sector.
(ii) Lending and financing
Lending and financing activities include interest income from the
provision of loans and working capital finance to clients across a
range of commodity sectors including metals, energy and
agriculture. Commodities lending and financing activities are
primarily secured against underlying assets and typically have
associated hedging to protect against downside risk.
Lending and financing income of $A160 million for the half year
ended 30 September 2025 decreased 14% from $A187 million in
the prior corresponding period, mainly due to decreased financing
activity in Global Oil.
(iii) Inventory management and trading
CGM enters into financial and physical contracts including
exchange traded derivatives, OTC derivatives, storage contracts
and transportation agreements as part of its commodities
platform. These arrangements enable CGM to facilitate client
transactions and provide CGM with trading opportunities where
there is an imbalance between the supply and demand for
commodities. Revenue is dependent on a number of factors
including the volume of transactions, the level of risk assumed
and the volatility of price movements across commodity markets
and products.
Storage and transportation contracts, which are managed on a fair
value basis for financial and risk management purposes, are
required to be accounted for on an accruals basis for statutory
reporting purposes, which may result in some variability in the
timing of reported income.
Inventory management and trading income of $A297 million for
the half year ended 30 September 2025 decreased 11% from
$A333 million in the prior corresponding period, mainly driven
by timing of income recognition on North American Power and
Gas contracts.
Foreign exchange, interest rates and
credit net interest and trading
income
Net interest and trading income from foreign exchange, interest
rates and credit related activities are generated from the provision
of trading and hedging services to a range of corporate and
institutional clients globally, in addition to making secondary
markets in corporate debt securities, syndicated bank loans and
middle market loans and providing specialty lending.
Net interest and trading income from foreign exchange, interest
rates and credit related activities of $A658 million for the half year
ended 30 September 2025 increased 4% from $A632 million in the
prior corresponding period, due to increased contributions from
financing origination as well as continued strong client hedging
activity across foreign exchange and interest rate products.
Equities net interest and trading
income
Equities net interest and trading income is generated from the
issue of derivative products, the provision of equity finance
solutions to institutional clients and the conduct of risk
management and trading activities.
Equities net interest and trading income of $A229 million for the
half year ended 30 September 2025 increased 13% from $A203
million in the prior corresponding period, mainly due to increased
client activity.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
29
For personal use only
2.4 CGM
Continued
Fee and commission income
Fee and commission income of $A318 million for the half year
ended 30 September 2025 increased 10% from $A289 million in
the prior corresponding period, driven by increased client activity
in Futures.
Net income on equity, debt and other
investments
Net income on equity, debt and other investments of $A27 million
for the half year ended 30 September 2025 decreased 36% from
$A42 million in the prior corresponding period, primarily driven by
the non-recurrence of gains on sale of unlisted equity investments.
Net credit and other impairment
charges
Net credit and other impairment charges of $A68 million for the
half year ended 30 September 2025 were substantially up from
$A16 million in the prior corresponding period, mainly driven by
increased expected credit losses due to growth in Financial
Markets exposures and credit deterioration of a small number
of exposures.
Net operating lease income
Net operating lease income of $A216 million for the half year
ended 30 September 2025 was broadly in line with the prior
corresponding period.
Other income
Other income of $A45 million for the half year ended 30
September 2025 decreased 48% from $A87 million in the prior
corresponding period, driven by the non-recurrence of a gain on
sale of receivables.
Operating expenses
Total operating expenses of $A1,771 million for the half year
ended 30 September 2025 increased 12% from $A1,578 million in
the prior corresponding period.
Employment expenses of $A438 million for the half year ended
30 September 2025 increased 9% from $A403 million in the prior
corresponding period, driven by wage inflation and one-off
staff costs.
Brokerage, commission and fee expenses of $A248 million for the
half year ended 30 September 2025 were broadly in line with the
prior corresponding period.
Other operating expenses of $A1,085 million for the half year
ended 30 September 2025 increased 17% from $A931 million in
the prior corresponding period, driven by increased investment in
the CGM platform, remediation-related spend and significant
transaction-related costs.
30
For personal use only
2.5 Macquarie Capital
HALF YEAR TO
MOVEMENT
Sep 25
Mar 25
Sep 24
Mar 25
Sep 24
$Am
$Am
$Am
%
%
Net interest and trading income
497
490
322
1
54
Fee and commission income
850
782
671
9
27
Share of net losses from associates and joint
ventures
(116)
(44)
(85)
164
36
Other operating income and charges
Net income on equity, debt and other
investments
292
303
309
(4)
(6)
Net credit and other impairment charges
(13)
(73)
(42)
(82)
(69)
Other (expenses)/income
(11)
2
(48)
*
(77)
Total other operating income and charges
268
232
219
16
22
Internal management (charge)/revenue
(3)
33
18
*
*
Net operating income
1,496
1,493
1,145
<1
31
Operating expenses
Employment expenses
(293)
(307)
(311)
(5)
(6)
Brokerage, commission and fee expenses
(65)
(67)
(57)
(3)
14
Other operating expenses
(416)
(439)
(403)
(5)
3
Total operating expenses
(774)
(813)
(771)
(5)
<1
Non-controlling interests1
(11)
(8)
(3)
38
267
Net profit contribution
711
672
371
6
92
Non-GAAP metrics
Headcount
1,452
1,512
1,568
(4)
(7)
Net profit contribution of $A711 million for the half year ended 30 September 2025 increased 92% from $A371 million in the prior
corresponding period due to:
•
higher fee and commission income driven by mergers and acquisitions fee income, particularly in the Americas and ANZ, and higher
brokerage fee income mainly due to increased market activity in Asia
•
higher net interest income from the private credit portfolio, benefitting from more than $A3.9 billion2 of growth in average drawn loan
assets and higher repayment income
•
lower credit provisions driven by an improvement in the macroeconomic outlook, partially offset by counterparty-specific provisions.
Partially offset by:
•
higher share of net losses from associates and joint ventures, primarily driven by changes in the composition and performance of the
investment portfolio.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
31
1 Non-controlling interests adjust reported consolidated profit or loss for the share that is attributable to non-controlling interests, such that the net profit or loss contribution
represents the net profit or loss attributable to ordinary equity holders.
2 Average volume calculation is based on balances converted at spot FX rates as at reporting period end.
For personal use only
2.5 Macquarie Capital
Continued
Net interest and trading income
Net interest and trading income includes the interest income
earned from debt investments and the funding costs associated
with both the debt and equity investment portfolios.
Net interest and trading income of $A497 million for the half year
ended 30 September 2025 increased 54% from $A322 million in
the prior corresponding period, primarily due to higher net interest
income from the private credit portfolio, benefitting from more
than $A3.9 billion1 of growth in average drawn loan assets and
higher repayment income.
Fee and commission income
Fee and commission income of $A850 million for the half year
ended 30 September 2025 increased 27% from $A671 million in
the prior corresponding period.
Mergers and acquisitions fee income increased 43% on the prior
corresponding period, particularly in the Americas and ANZ, which
benefitted from several significant transactions.
Brokerage income increased 11% on the prior corresponding
period due to increased market activity, particularly in Asia.
Share of net losses from associates
and joint ventures
Share of net losses from associates and joint ventures of
$A116 million for the half year ended 30 September 2025
increased 36% from $A85 million in the prior corresponding period,
primarily driven by changes in the composition and performance
of the investment portfolio.
Net income on equity, debt and other
investments
Net income on equity, debt and other investments of
$A292 million for the half year ended 30 September 2025
decreased 6% from $A309 million in the prior corresponding
period, primarily driven by lower net gains on investments.
Net credit and other impairment
charges
Net credit and other impairment charges of $A13 million for the
half year ended 30 September 2025 decreased 69% from $A42
million in the prior corresponding period, primarily driven by lower
credit provisions due to an improvement in the macroeconomic
outlook, partially offset by counterparty-specific provisions.
Operating expenses
Total operating expenses of $A774 million for the half year ended
30 September 2025 were broadly in line with in the prior
corresponding period, mainly driven by a decrease in employment
expenses from lower average headcount, offset by higher other
operating and brokerage expenses.
32
1 Average volume calculation is based on balances converted at spot FX rates as at reporting period end.
For personal use only
2.6 Corporate
HALF YEAR TO
MOVEMENT
Sep 25
Mar 251
Sep 241
Mar 25
Sep 24
$Am
$Am
$Am
%
%
Net interest and trading income
430
515
457
(17)
(6)
Fee and commission expense
(11)
(4)
(11)
175
–
Share of net (losses)/profits from associates
and joint ventures
–
(1)
13
(100)
(100)
Other operating income and charges
Net income on equity and debt investments
–
93
128
(100)
(100)
Net credit and other impairment reversals/
(charges)
73
(98)
–
*
*
Other (expenses)/income
(285)
(305)
(10)
(7)
*
Total other operating income and charges
(212)
(310)
118
(32)
*
Internal management charge
(40)
(24)
(28)
67
43
Net operating income and charges
167
176
549
(5)
(70)
Operating expenses
Employment expenses
(2,448)
(2,454)
(2,238)
(<1)
9
Other operating expense recoveries
916
877
821
4
12
Total operating expenses
(1,532)
(1,577)
(1,417)
(3)
8
Income tax expense
(771)
(640)
(686)
20
12
Non-controlling interests2
(1)
3
6
*
*
Net loss contribution
(2,137)
(2,038)
(1,548)
5
38
Non-GAAP metrics
Headcount
9,343
9,353
9,217
(<1)
1
Net loss contribution of $A2,137 million for the half year ended 30 September 2025 increased 38% from $A1,548 million in the prior
corresponding period due to:
•
higher other expenses driven by impairments of Green Investments and the non-recurrence of a gain on the sale of centrally held assets
•
higher employment expenses driven by higher performance-related profit share
•
lower net income from equity and debt investments due to the non-recurrence of asset realisations in Green Investments
•
higher income tax expense driven by an increase in profit before tax and the geographical composition of earnings.
Partially offset by:
•
credit and other impairment reversals driven by an improvement in the macroeconomic outlook.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
33
1 On 1 September 2025, the Green Investments assets retained on balance sheet were transferred to a Macquarie Group portfolio, centrally managed in Corporate. Prior comparatives
have been restated.
2 Non-controlling interests adjust reported consolidated profit or loss for the share that is attributable to non-controlling interests, such that the net profit or loss contribution
represents the net profit or loss attributable to ordinary equity holders.
For personal use only
2.6 Corporate
Continued
Net interest and trading income
Net interest and trading income in the Corporate segment
includes the net result of managing Macquarie’s liquidity and
funding requirements, with the Operating Groups assumed to be
fully debt funded for the purposes of the internal funding charges.
The Corporate segment also includes earnings on capital, funding
costs associated with investments and green platform assets held
centrally, and accounting volatility arising from movements in
underlying rates relating to economically hedged positions where
hedge accounting is not applied.
Net interest and trading income of $A430 million for the half year
ended 30 September 2025 decreased 6% from $A457 million in
the prior corresponding period, driven by lower funding recoveries
from the Operating Groups, partially offset by higher earnings
on capital.
Net income on equity and debt
investments
Net income on equity and debt investments was substantially
down from $A128 million in the prior corresponding period
primarily driven by the non-recurrence of asset realisations in
Green Investments.
Net credit and other impairment
reversals/(charges)
Net credit and other impairment reversals of $A73 million were
substantially up on the prior corresponding period driven by an
improvement in the macroeconomic outlook.
Other (expenses)/income
Other expenses of $A285 million for the half year ended 30
September 2025 were substantially up from $A10 million in the
prior corresponding period, driven by impairments of Green
Investments and the non-recurrence of a gain on the sale of
centrally held assets.
Employment expenses
Employment expenses relate to the Consolidated Entity’s Central
Service Groups including COG, FPE, RMG, LGG, and Central
Executive, as well as expenses associated with the Consolidated
Entity’s profit share and retention plans.
Employment expenses of $A2,448 million for the half year ended
30 September 2025 increased 9% from $A2,238 million in the prior
corresponding period, mainly driven by higher performance-
related profit share.
Other operating expense recoveries3
Other operating expense recoveries in the Corporate segment
include the recovery of Central Service Groups' costs (including
employment-related costs1) from the Operating Groups, partially
offset by non-employment related operating costs of the
Corporate segment.
Other operating expense recoveries of $A916 million for the half
year ended 30 September 2025 increased 12% from $A821 million
in the prior corresponding period, driven by higher Central Service
Group cost recoveries and lower other expenses.
34
13Performance-related profit share and share-based payments expenses related to MEREP are not allocated to the Operating Groups.
For personal use only
2.7 International Income
International income1 by region
HALF YEAR TO
MOVEMENT
Sep 25
Mar 252
Sep 242
Mar 25
Sep 24
$Am
$Am
$Am
%
%
Americas
2,667
2,774
2,340
(4)
14
Asia
897
833
850
8
6
Europe, Middle East and Africa
1,852
2,399
1,767
(23)
5
Total international income
5,416
6,006
4,957
(10)
9
Australia3
3,068
2,786
2,682
10
14
Total income (excluding Corporate items)
8,484
8,792
7,639
(4)
11
Corporate items
207
200
577
4
(64)
Net operating income (as reported)
8,691
8,992
8,216
(3)
6
International income (excluding Corporate items)
ratio (%)
64
68
65
International income by Operating Group and region
HALF YEAR TO SEP 25
Americas
Asia
Europe, Middle
East and Africa
Total
International
Australia3
Total Income
Total
International
$Am
$Am
$Am
$Am
$Am
$Am
%
MAM
1,238
456
365
2,059
288
2,347
88
BFS
–
–
–
–
1,757
1,757
–
CGM
917
228
1,014
2,159
722
2,881
75
Macquarie Capital
512
213
473
1,198
301
1,499
80
Total
2,667
897
1,852
5,416
3,068
8,484
64
Total international income was $A5,416 million for the half year ended 30 September 2025, increased 9% from $A4,957 million in the prior
corresponding period. Total international income represented 64% of total income (excluding Corporate items), broadly in line with the prior
corresponding period.
Income from the Americas of $A2,667 million for the half year ended 30 September 2025 increased 14% from $A2,340 million in the prior
corresponding period, primarily driven by higher performance fees in MAM and higher mergers and acquisitions fee income in Macquarie
Capital. This was partially offset by counterparty-specific provisions in Macquarie Capital.
In Asia, income of $A897 million for the half year ended 30 September 2025 increased 6% from $A850 million in the prior corresponding period.
The increase was primarily driven by higher performance fees in MAM and higher fee and commission income in Macquarie Capital, partially
offset by lower contributions from Financial Markets and Agriculture and Oil, in CGM.
Income from Europe, Middle East and Africa of $A1,852 million for the half year ended 30 September 2025 increased 5% from $A1,767 million
in the prior corresponding period. The increase was primarily driven by higher net interest income on the private credit portfolio and lower
credit provisions, in Macquarie Capital, as well as higher contributions from Financial Markets, in CGM. This was partially offset by lower
performance fees and the net impact of the divestment of Macquarie Rotorcraft in 2H25, in MAM.
In Australia, income of $A3,068 million for the half year ended 30 September 2025 increased 14% from $A2,682 million in the prior
corresponding period, primarily driven by growth in the average loan and deposit portfolios, in BFS, higher contributions from Financial Markets,
in CGM, as well as higher mergers and acquisitions fee income and lower credit provisions, in Macquarie Capital. MAM recognised higher
performance fees compared to the prior corresponding period.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
35
1 International income reflects net operating income excluding earnings on capital and other corporate items, as well as internal management revenue/(charge).
2 On 1 September 2025, the Green Investments assets retained on balance sheet were transferred to a Macquarie Group portfolio, centrally managed in Corporate. Prior comparatives
have been restated.
3 Includes New Zealand.
For personal use only
2.8 Headcount
AS AT
MOVEMENT
Mar 25
Sep 24
Sep 25
Mar 25
Sep 24
%
%
Headcount by Operating Group1
MAM2
2,279
2,210
2,438
3
(7)
BFS3
4,132
4,122
4,286
<1
(4)
CGM
2,615
2,538
2,544
3
3
Macquarie Capital
1,452
1,512
1,568
(4)
(7)
Total headcount – Operating Groups
10,478
10,382
10,836
1
(3)
Total headcount – Corporate2,3
9,343
9,353
9,217
(<1)
1
Total headcount
19,821
19,735
20,053
<1
(1)
Headcount by region
Australia4
9,461
9,594
9,671
(1)
(2)
International:
Americas
3,029
2,979
3,157
2
(4)
Asia
4,395
4,271
4,184
3
5
Europe, Middle East and Africa
2,936
2,891
3,041
2
(3)
Total headcount – International
10,360
10,141
10,382
2
(<1)
Total headcount
19,821
19,735
20,053
<1
(1)
International headcount ratio (%)
52
51
52
Total headcount decreased 1% to 19,821 as at 30 September 2025 from 20,053 as at 30 September 2024, mainly from operational efficiency
savings enabled through investment in technology and transformation initiatives.
36
1 Headcount numbers in this document include staff employed in certain operationally segregated subsidiaries (OSS).
2 On 1 September 2025, the Green Investments assets retained on balance sheet were transferred to a Macquarie Group portfolio, centrally managed in Corporate. Prior comparatives
have been restated for the transfer of employees from MAM to Corporate.
3 Prior comparatives have been restated for the transfer of BFS Technology employees from Corporate to BFS.
4 Includes New Zealand.
For personal use only
This page has been intentionally left blank.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
37
For personal use only
38
For personal use only
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
39
For personal use only
3.1 Liquidity Risk Governance and Management
Framework
Governance and oversight
MGL and MBL are Macquarie's two primary external funding vehicles which have separate and distinct funding, capital and liquidity
management arrangements. MGL provides funding predominantly to the Non-Bank Group1 and limited funding to some MBL subsidiaries.
MBL provides funding to the Bank Group.2
The high level funding structure of the Group is shown below:
Macquarie’s liquidity risk management framework is designed to ensure that it is able to meet its obligations as they fall due under a range of
market conditions.
Liquidity management is performed centrally by Group Treasury, with oversight from the MGL and MBL ALCO, the MGL and MBL Boards and
RMG. Macquarie’s liquidity policies are approved by the MGL and MBL Boards after endorsement by the respective ALCO and liquidity reporting
is provided to the Boards on a regular basis. The MGL and MBL ALCO members include the MGL Chief Executive Officer, MBL Chief Executive
Officer, Chief Financial Officer, Chief Risk Officer, Chief Operating Officer, Group General Counsel, Head of Group Treasury and relevant
Operating Group Heads.
RMG provides independent oversight of liquidity risk management, including ownership of liquidity policies and key limits and approval of
material liquidity scenario assumptions.
Liquidity policy and risk appetite
The MGL and MBL liquidity policies are designed so that each of Macquarie, the Bank Group and the Non-Bank Group maintains sufficient
liquidity to meet their obligations as they fall due. The MBL liquidity policy outlines the standalone framework for the Bank Group and its
principles are consistent with the MGL liquidity policy. In some cases, other entities within Macquarie may also be required to have a standalone
liquidity policy. In these cases, the principles applied within the entity-specific liquidity policies are also consistent with those applied in the
broader MGL liquidity policy.
Macquarie establishes a liquidity risk appetite, which is approved by the MGL and MBL Boards, and represents an articulation of the nature and
level of liquidity risk that is acceptable in the context of achieving Macquarie’s strategic objectives. Macquarie’s liquidity risk appetite is
intended to ensure that Macquarie is able to meet all of its liquidity obligations during a period of liquidity stress: a twelve month period with
constrained access to funding markets for MBL, no access to funding markets for MGL while preserving the capabilities of Macquarie’s franchise
businesses.
Reflecting the longer-term nature of the Non-Bank Group asset profile, MGL is funded predominantly with a mixture of capital and long-term
wholesale funding. MBL is an ADI and is funded mainly with deposits, long-term liabilities and capital.
40
1 The Non-Bank Group comprises MAM, Macquarie Capital and certain assets of the Financial Markets business, certain activities of the Commodity Markets and Finance business and
some other less financially significant activities of CGM.
2 The Bank Group comprises BFS and CGM (excluding certain assets of the Financial Markets business, certain activities of the Commodity Markets and Finance business and some other
less financially significant activities which are undertaken from within the Non-Bank Group).
3 Subordinated debt to meet APRA’s Loss Absorbing Capacity (LAC) requirements.
4 MBL is the primary external funding vehicle for the Bank Group. MGF and MBE also operate as external funding vehicles for certain subsidiaries within the Bank Group. MIFL is no longer
an external funding vehicle for the Bank Group.
5 MGL is the primary external funding vehicle for the Non-Bank Group.
For personal use only
Liquidity risk tolerance and principles
Macquarie’s liquidity risk appetite is supported by a number of risk
tolerances and principles applied to mitigating and managing
liquidity risk in both MGL and MBL.
Risk tolerances
•
Term assets must be funded by term liabilities and short-term
assets must exceed short-term wholesale liabilities
•
Cash and liquid assets must be sufficient to cover the expected
outflows under a twelve month stress scenario and meet
minimum regulatory requirements
•
Cash and liquid assets held to cover stress scenarios and
regulatory minimums must be high quality unencumbered
liquid assets and cash
•
Diversity and stability of funding sources is a key priority
•
Balance sheet currency mismatches are managed within
set tolerances
•
Funding and liquidity exposures between entities within
Macquarie are monitored and constrained where required.
Liquidity management strategy
•
Macquarie has a centralised approach to liquidity management
•
Funding and liquidity risk is managed through stress scenario
analysis and setting limits on the composition and maturity of
assets and liabilities, including funding concentration limits
•
A global liquidity framework is maintained that outlines
Macquarie’s approach to managing funding and liquidity
requirements in offshore subsidiaries and branches
•
The liquidity position is managed to ensure all obligations can
be met as required on an intraday basis
•
A liquidity contingency plan for MGL and a liquidity contingency
plan for MBL is maintained, which provides an action plan in the
event of a liquidity ‘crisis’
•
A funding strategy for MGL and a funding strategy for MBL is
prepared annually and monitored on a regular basis
•
Internal pricing allocates liquidity costs, benefits and risks to
areas responsible for generating them
•
Strong relationships are maintained to assist with managing
confidence and liquidity
•
The MGL Board, MBL Board and senior management receive
regular reporting on Macquarie’s liquidity position, including
compliance with liquidity policies and regulatory requirements.
Liquidity contingency plan
Group Treasury maintains a liquidity contingency plan for MGL and
a liquidity contingency plan for MBL, which outline how a liquidity
crisis would be managed for the Group and Bank, respectively. The
plans define roles and responsibilities and actions to be taken in a
liquidity event, including identifying key information requirements
and appropriate communication plans with both internal and
external parties.
Specifically, the plan details:
•
factors that may constitute a crisis
•
the officers responsible for invoking each plan
•
a committee of senior executives responsible for managing
a crisis
•
the information required to effectively manage a crisis
•
a communications strategy
•
a high level checklist of possible actions to conserve or raise
additional liquidity for the Group or Bank; and
•
contact lists to facilitate prompt communication with all key
internal and external stakeholders.
The MBL plan also incorporates a retail run operational plan that
outlines the Bank’s processes and operational plans for managing
a significant increase in customer withdrawals during a potential
deposit ‘run’ on Macquarie.
In addition, Macquarie monitors a range of early warning
indicators on a daily basis that might assist in identifying emerging
risks in Macquarie’s liquidity position. These indicators are
reviewed by senior management and are used to inform any
decisions regarding invoking the plan.
The liquidity contingency plans are subject to regular review by
both Group Treasury and RMG. They are submitted annually to the
MGL and MBL ALCO and respective Boards for approval.
Macquarie is a global financial institution, with branches and
subsidiaries in a variety of countries. Regulations in certain
countries may require some branches or subsidiaries to have
specific local contingency plans. Where that is the case, the
liquidity contingency plans contain either a supplement or a
reference to a separate document providing the specific
information required for those branches or subsidiaries.
Funding strategy
Macquarie prepares a centralised funding strategy for MGL and a
centralised funding strategy for MBL on an annual basis and
monitors progress against the strategies throughout the year.
The funding strategies aim to:
•
maintain diversity of funding sources for MGL and MBL, across
a range of tenors, currencies and products; and
•
ensure ongoing compliance with all liquidity requirements and
facilitate forecast asset growth.
The funding strategies are reviewed by the MGL and MBL ALCO
and approved by the respective Boards.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
41
For personal use only
3.2 Management of Liquidity Risk
Scenario analysis
Scenario analysis is central to Macquarie’s liquidity risk
management framework. In addition to regulatory defined
scenarios, Group Treasury models additional liquidity scenarios
covering both market-wide and Macquarie name-specific crises.
Scenario analysis performs a range of functions within the liquidity
risk management framework, including being a basis for:
•
monitoring compliance with internal liquidity risk appetite
statements by ensuring all liquidity obligations can be met in
the corresponding scenarios
•
determining a minimum level of cash and liquid assets
•
determining an appropriate minimum tenor of funding for
Macquarie’s assets; and
•
determining the overall capacity for future asset growth.
The scenarios separately consider the requirements of the Bank
Group and the Non-Bank Group. These scenarios use a range of
assumptions, which Macquarie intends to be conservative,
regarding the level of access to capital markets, deposit outflows,
contingent funding requirements and asset sales.
As an example, one internal scenario projects the expected cash
and liquid asset position during a combined market-wide and
Macquarie name-specific crisis over a twelve month time frame.
This scenario assumes no access to wholesale funding markets, a
significant loss of deposits and contingent funding outflows
resulting from undrawn commitments, market moves impacting
derivatives and other margined positions combined with a multiple
notch credit rating downgrade. Macquarie’s cash and liquid asset
portfolio must exceed the minimum requirement as calculated in
this scenario at all times.
Liquid asset holdings
Group Treasury centrally maintains a portfolio of highly liquid
unencumbered assets which are intended to ensure adequate
liquidity is available under a range of market conditions. The
minimum level of cash and liquid assets is calculated with
reference to internal scenario analysis and regulatory
requirements.
The cash and liquid asset portfolio contains only unencumbered
assets that can be relied on to maintain their liquidity in a crisis
scenario. Specifically, cash and liquid assets held to meet
minimum internal and regulatory requirements must be cash
balances (including central bank reserves and overnight lending to
financial institutions), qualifying HQLA and other RBA repo-eligible
securities. Composition constraints are also applied to ensure
appropriate diversity and quality of the assets in the portfolio.
The cash and liquid asset portfolio is held in a range of currencies
consistent with the distribution of liquidity needs by currency,
allowing for an acceptable level of currency mismatches. Certain
other Operating Segments also hold cash and liquid assets as part
of their operations. Macquarie had $A82.6 billion cash and liquid
assets as at 30 September 2025 (31 March 2025: $A81.1 billion),
of which $A72.0 billion was held by Macquarie Bank
(31 March 2025: $A69.2 billion).
Funds transfer pricing
An internal funds transfer pricing framework is in place that has
been designed to produce appropriate incentives for business
decision making by reflecting the funding costs arising from
business actions and the separate funding tasks and liquidity
requirements of the Bank and Non-Bank Groups. Under this
framework, each business is allocated the appropriate cost of the
funding required to support its products and business lines,
recognising the actual and contingent funding-related exposures
their activities create. The Operating Groups are assumed to be
fully debt funded for the purposes of internal funding charges.
42
For personal use only
Credit ratings1
Macquarie Bank Limited
Macquarie Group Limited
Short-term rating
Long-term rating
Short-term rating
Long-term rating
Moody's Ratings
P-1
Aa2/Stable
P-1
A1/Stable
Standard and Poor's
A-1
A+/Stable
A-2
BBB+/Stable
Fitch Ratings
F-1
A+/Stable
F-1
A/Stable
Regulatory liquidity metrics
APRA's liquidity standard (APS 210) details the local implementation of the Basel III liquidity framework for Australian banks. In addition to a
range of qualitative requirements, the standard incorporates the LCR and the NSFR. The LCR and NSFR apply specifically to Macquarie Bank as a
regulated ADI. As an APRA authorised and regulated Non-Operating Holding Company, MGL is required to manage liquidity in compliance with
APS 210’s qualitative requirements. Separate quantitative requirements are imposed internally by the MGL and MBL ALCOs and the Boards.
Liquidity Coverage Ratio
The LCR requires unencumbered liquid assets be held to cover expected net cash outflows under a combined ‘idiosyncratic’ and market-wide
stress scenario lasting 30 calendar days. Under APS 210, the eligible stock of HQLA includes notes and coins, balances held with central banks,
Australian dollar Commonwealth government and semi-government securities, as well as certain HQLA-qualifying foreign currency securities.
Macquarie Bank’s three month average LCR to 30 September 2025 was 173% (average based on daily observations)2. For a detailed breakdown
of Macquarie Bank’s LCR, please refer to Macquarie’s regulatory disclosures (available on Macquarie’s website).
Net Stable Funding Ratio
The NSFR is a twelve month structural funding metric, requiring that available stable funding be sufficient to cover required stable funding,
where stable funding has an actual or assumed maturity of greater than twelve months. Macquarie Bank’s NSFR as at 30 September 2025
was 113%3. For a detailed breakdown of Macquarie Bank’s NSFR, please refer to Macquarie’s regulatory disclosures (available on
Macquarie’s website).
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
43
1 A security rating is not a recommendation to buy, sell or hold securities and may be subject to suspension, reduction or withdrawal at any time by an assigning rating agency and any
rating should be evaluated independently of any other information.
2 APRA imposed a 25% add-on to the Net Cash Outflow component of Macquarie Bank’s LCR calculation, effective from 1 May 2022.
3 APRA imposed a 1% decrease to the Available Stable Funding component of Macquarie Bank’s NSFR calculation, effective from 1 April 2021.
For personal use only
3.3 Funded Balance Sheet
Macquarie’s statement of financial position is prepared based on Australian Accounting Standards. The funded balance sheet is a
representation of Macquarie’s funding requirements once certain items (e.g., derivative revaluation and self-funded trading assets) have been
netted from the statement of financial position. The funded balance sheet is not a liquidity risk management tool, as it does not consider the
granular liquidity profiling of all on and off-balance sheet components considered in both Macquarie’s internal liquidity framework and the
regulatory liquidity metrics.
The table below reconciles the reported assets of Macquarie to the net funded assets as at 30 September 2025. The following pages split this
between the Bank Group and the Non-Bank Group to assist in the analysis of each of the separate funding profiles of the respective entities.
AS AT
Sep 25
Mar 25
Sep 241
Notes
$Ab
$Ab
$Ab
Total assets per Macquarie’s statement of financial position
484.2
445.2
414.3
Netted items:
Derivative revaluation
1
(23.5)
(23.4)
(22.3)
Segregated funds
2
(9.2)
(10.6)
(10.6)
Other
3
(11.2)
(14.1)
(11.1)
Self-funded trading assets
4
(39.0)
(29.0)
(30.3)
Net funded assets
401.3
368.1
340.0
Explanatory notes concerning net funded assets
1. Derivative revaluation
Offsetting derivative positions do not generally require funding.
For presentation purposes, the total gross derivative balances are
netted in the funded balance sheet with the resulting funding
requirement included as part of net trading assets.
2. Segregated funds
These represent the assets and liabilities that are recognised
where Macquarie holds segregated client monies. The client
monies will be matched by assets held to the same amount. Any
excess client funds placed with Macquarie are presented as part of
cash and liquid assets.
3. Other
Macquarie through its day-to-day operations generates working
capital (other assets includes receivables and prepayments and
other liabilities includes creditors and accruals) that produce a 'net
balance' that either requires or provides funding.
4. Self-funded trading assets
Macquarie enters into stock borrowing and lending as well as
repurchase agreements and reverse repurchase agreements in the
normal course of trading activity that it conducts with its clients
and counterparties. Also as part of its trading activities, Macquarie
pays and receives margin collateral on its outstanding derivative
positions. These trading and liquidity management related asset
and liability positions are viewed as being self-funded to the
extent that they offset one another and, therefore, are presented
net in the funded balance sheet.
These adjustments do not indicate the existence of an enforceable netting arrangement. For further information about balances which are
subject to enforceable netting arrangements, please refer to Note 39 Offsetting financial assets and financial liabilities in Macquarie's Annual
Report for the financial year ended 31 March 2025.
44
1 Following changes to funded balance sheet methodology, prior comparatives have been restated.
For personal use only
3.4 Funding Profile for Macquarie
The change in composition of the funded balance sheet is illustrated in the chart below.
31 March 2025
$A billion
30 September 2025
$A billion
1 Includes components of other liabilities, provisions, held for sale liabilities, current tax and deferred tax liabilities.
2 Debt <1 year includes Subordinated debt($A0.8 billion at 30 September 2025), Secured funding, Bonds, Structured notes and Unsecured loans.
3 Debt >1 year includes Secured funding, Bonds, Structured notes and Unsecured loans.
4 Loan assets >1 year includes Debt investments.
5 Includes deferred tax assets.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
45
For personal use only
3.4 Funding Profile for Macquarie
Continued
Funded balance sheet
AS AT
Sep 25
Mar 25
Sep 241
Notes
$Ab
$Ab
$Ab
Funding sources
Commercial paper and certificates of deposit
1
47.5
41.2
37.4
Structured notes
2
2.1
2.6
2.3
Secured funding
3
Securitisation
11.1
13.0
13.1
Other secured funding
5.3
5.3
4.4
Bonds
4
57.4
53.1
57.0
Unsecured loans
5
20.5
19.6
15.8
Deposits
6
198.8
177.7
158.5
Hybrids and subordinated debt
7
17.1
16.4
16.3
Equity
8
35.2
35.8
32.8
Other
9
6.3
3.4
2.4
Total
401.3
368.1
340.0
Funded assets
Cash and liquid assets
10
82.6
81.1
73.5
Net trading assets
11
57.5
50.4
51.0
Loan assets less than one year
12
10.9
12.8
12.2
Home loans
13
162.0
143.3
131.4
Loan assets greater than one year
12
51.1
49.5
43.5
Debt investments
14
7.0
4.1
3.2
Equity investments2
15
20.6
16.2
11.8
Property, plant and equipment and intangibles
9.6
10.7
13.4
Total
401.3
368.1
340.0
See section 3.7 for Notes 1-15.
46
1 Following changes to funded balance sheet methodology, prior comparatives have been restated.
2 Includes held for sale assets.
For personal use only
Term funding initiatives
Macquarie has a liability-driven approach to balance sheet management, where funding is raised prior to assets being taken on to the balance
sheet. Macquarie continues to develop its presence across different funding markets and products, raising $A15.9 billion1 of term funding from
1 April 2025 to 30 September 2025, including:
Bank Group
Non-Bank Group
Total
$Ab
$Ab
$Ab
Issued paper
– Senior unsecured
8.6
0.3
8.9
Secured funding
– Trade finance facilities
0.3
–
0.3
Loan facilities
– Unsecured loan facilities
0.4
3.5
3.9
Loan capital
– Subordinated debt
2.8
–
2.8
Total
12.1
3.8
15.9
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
47
1 Issuance covers a range of tenors, currencies and product types and are Australian dollar equivalent based on foreign exchange rates at the time of issuance. Includes refinancing of
loan facilities.
For personal use only
3.4 Funding Profile for Macquarie
Continued
Term funding profile
Detail of drawn funding maturing beyond one year
$A billion
Senior unsecured debt
Secured debt
Hybrids and subordinated debt
Equity
1–2 yrs
2–3 yrs
3–4 yrs
4–5 yrs
5 yrs+
0
10
20
30
40
50
60
70
Diversity of funding sources
Structured notes
2%
Bonds
37%
Unsecured loans
11%
Securitisation
7%
Other secured funding
3%
Subordinated debt
8%
Hybrids
4%
Equity
28%
AS AT SEP 25
1–2 yrs
2–3 yrs
3–4 yrs
4–5 yrs
5 yrs+
Total
$Ab
$Ab
$Ab
$Ab
$Ab
$Ab
Structured notes1
0.3
0.3
0.2
0.5
0.7
2.0
Bonds
13.8
7.4
7.0
6.1
12.1
46.4
Unsecured loans
1.2
–
3.0
5.0
5.3
14.5
Senior unsecured debt
15.3
7.7
10.2
11.6
18.1
62.9
Securitisation1
3.1
2.1
1.6
0.9
1.1
8.8
Other secured funding
1.3
–
–
0.9
2.0
4.2
Secured debt
4.4
2.1
1.6
1.8
3.1
13.0
Hybrids2
1.8
0.7
0.8
–
1.5
4.8
Subordinated debt2
0.8
–
1.3
2.3
5.6
10.0
Hybrids and subordinated debt
2.6
0.7
2.1
2.3
7.1
14.8
Equity
–
–
–
–
35.2
35.2
Total term funding sources drawn
22.3
10.5
13.9
15.7
63.5
125.9
Undrawn3
1.0
0.5
3.9
0.1
0.9
6.4
Total term funding sources drawn and undrawn
23.3
11.0
17.8
15.8
64.4
132.3
Macquarie has a funding base that is stable with short-term wholesale funding covered by cash, liquids and other short-term assets.
As at 30 September 2025, Macquarie’s term assets were covered by term funding >1 year, stable deposits, hybrids, subordinated debt
and equity.
The weighted average term to maturity of term funding >1 year (excluding deposits, equity and securitisations) was 4.4 years as at
30 September 2025.
As at 30 September 2025, in addition to drawn term funding in table above, deposits represented $A198.8 billion (50% of Macquarie’s total
funding), commercial paper and certificates of deposit represented $A47.5 billion (12% of total funding), debt <1 year represented
$A21.3 billion (5% of total funding), hybrids with first call date <1 year represented $A1.5 billion and other represented $A6.3 billion
(1% of total funding).
48
1 Securitisation and structured notes are profiled using a behavioural maturity profile.
2 Included in this balance are securities with conditional repayment obligations. These securities are disclosed using the earlier repricing dates instead of contractual maturity.
3 Includes securitisations which are profiled using a behavioural maturity profile and subject to eligible collateral being available.
For personal use only
Deposit strategy
MBL continues to pursue a deposit strategy that is consistent with the core liquidity management strategy of achieving diversity and stability
of funding sources. The strategy is focused on growing the BFS deposit base, which represents a stable and reliable source of funding and
reduces Macquarie’s reliance on wholesale funding markets.
In particular, MBL is focused on the quality and diversification of the deposit base, targeting transactional and relationship-based deposits.
MBL is covered by the Financial Claims Scheme (FCS), an Australian Government scheme that provides protection to depositors up to a limit of
$A250,000 per account holder per ADI.
The chart below illustrates the deposit growth since 31 March 2019.
Deposits
$A billion
56.0
67.1
84.0
101.5
134.5
148.4
177.7
198.8
Mar 19
Mar 20
Mar 21
Mar 22
Mar 23
Mar 24
Mar 25
Sep 25¹
0
20
40
60
80
100
120
140
160
180
200
Composition of deposits
By Type1
By Counterparty3
1 Total deposits include BFS deposits of $A192.5 billion and $A6.3 billion of corporate/wholesale deposits, including those taken by MBE as at 30 September 2025.
2 Includes corporate/wholesale deposits.
3 As at 30 September 2025 for Total Residents Deposits on Australian books per APRA Monthly Authorised Deposit-taking Institution Statistics (MADIS).
4 Predominantly Self-Managed Super Funds.
5 Predominantly Private Enterprises and Trusts.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
49
For personal use only
3.5 Funding Profile for the Bank Group
Funded balance sheet
AS AT
Sep 25
Mar 25
Sep 241
Notes
$Ab
$Ab
$Ab
Funding sources
Commercial paper and certificates of deposit
1
43.3
41.1
37.4
Structured notes
2
0.7
0.7
0.6
Secured funding
3
Securitisation
9.0
10.8
11.0
Other secured funding
2.7
3.0
2.4
Bonds
4
25.6
18.8
22.0
Unsecured loans
5
9.1
11.1
8.9
Deposits
6
198.8
177.7
158.4
Hybrids and subordinated debt
7
13.2
12.6
12.0
Equity
8
22.7
23.0
21.1
Other
9
2.6
3.7
3.1
Total
327.7
302.5
276.9
Funded assets
Cash and liquid assets
10
72.0
69.2
61.2
Net trading assets
11
50.9
44.0
44.0
Loan assets less than one year
12
9.9
11.4
10.5
Home loans
13
161.7
143.0
131.0
Loan assets greater than one year
12
28.2
27.0
24.7
Debt investments
14
3.8
2.7
2.5
Non-Bank Group balances with the Bank Group
(7.5)
(2.8)
(4.8)
Equity investments2
15
2.4
0.8
0.7
Property, plant and equipment and intangibles
6.3
7.2
7.1
Total
327.7
302.5
276.9
See section 3.7 for Notes 1–15.
50
1 Following changes to funded balance sheet methodology, prior comparatives have been restated.
2 Includes held for sale loan assets.
For personal use only
Term funding profile
Detail of drawn funding maturing beyond one year
$A billion
Senior unsecured debt
Secured debt
Hybrids and subordinated debt
Equity
1–2 yrs
2–3 yrs
3–4 yrs
4–5 yrs
5 yrs+
0
5
10
15
20
25
30
35
AS AT SEP 25
1–2 yrs
2–3 yrs
3–4 yrs
4–5 yrs
5 yrs+
Total
$Ab
$Ab
$Ab
$Ab
$Ab
$Ab
Structured notes1
0.1
0.1
0.1
0.1
0.3
0.7
Bonds
8.4
2.8
1.0
2.6
0.3
15.1
Unsecured loans
0.7
–
–
2.4
–
3.1
Senior unsecured debt
9.2
2.9
1.1
5.1
0.6
18.9
Securitisation1
2.3
1.5
0.9
0.9
1.1
6.7
Other secured funding
1.2
–
–
0.9
–
2.1
Secured debt
3.5
1.5
0.9
1.8
1.1
8.8
Hybrids2
1.1
0.7
–
–
–
1.8
Subordinated debt2
0.8
–
1.3
2.3
5.6
10.0
Hybrids and subordinated debt
1.9
0.7
1.3
2.3
5.6
11.8
Equity
–
–
–
–
22.7
22.7
Total term funding sources drawn
14.6
5.1
3.3
9.2
30.0
62.2
Undrawn3
0.5
0.2
0.1
0.1
0.2
1.1
Total term funding sources drawn and undrawn
15.1
5.3
3.4
9.3
30.2
63.3
Macquarie Bank has diversity of funding across a range of tenors, currencies and products. The weighted average term to maturity of term
funding >1 year (excluding deposits, equity and securitisations) was 3.7 years as at 30 September 2025.
As at 30 September 2025, in addition to drawn term funding in table above, deposits represented $A198.8 billion (61% of the Bank Group’s total
funding), commercial paper and certificates of deposit represented $A43.3 billion (13% of total funding), debt <1 year represented
$A20.2 billion (6% of total funding), hybrids with first call date <1 year represented $A0.6 billion and other represented $A2.6 billion (1% of total
funding).
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
51
1 Securitisation and structured notes are profiled using a behavioural maturity profile.
2 Included in this balance are securities with conditional repayment obligations. These securities are disclosed using the earlier repricing dates instead of contractual maturity.
3 Includes securitisations which are profiled using a behavioural maturity profile and subject to eligible collateral being available.
For personal use only
3.5 Funding Profile for the Bank Group
Continued
The key tools used for raising debt funding, which primarily fund MBL and the Bank Group, are as follows:1
•
$US25 billion Regulation S Debt Instrument Programme under which $US10.6 billion of debt securities were outstanding as at
30 September 2025
•
$US25 billion MBL Commercial Paper Program under which $US21.8 billion of debt securities were outstanding as at 30 September 2025
•
$US25 billion US Rule 144A/Regulation S Medium-Term Note Program, including senior and subordinated notes, under which $US10.1 billion
of debt securities were outstanding as at 30 September 2025
•
$US10 billion European Commercial Paper Programme, including Euro Commercial Paper and Euro Certificates of Deposit, under which
$US6.7 billion of debt securities were outstanding as at 30 September 2025
•
$A10 billion Covered Bond Programme under which $A2 billion of debt securities were outstanding as at 30 September 2025
•
$A10 billion Regulation S Subordinated Notes Debt Programme under which $A3.8 billion of debt securities were outstanding as at
30 September 2025
•
$A9 billion of external securitisation of which $A8.3 billion PUMA RMBS and $A0.7 billion SMART ABS was drawn as at
30 September 2025
•
$US5 billion Structured Note Programme under which $US0.5 billion of structured notes were outstanding as at 30 September 2025
•
$A3.9 billion2 of Unsecured Loan Facilities of which $A3.7 billion was drawn as at 30 September 2025
•
$A1.6 billion of other subordinated unsecured debt outstanding as at 30 September 2025; and
•
$US0.7 billion3 Secured Trade Finance Facility of which $US0.4 billion was drawn as at 30 September 2025.
Macquarie Bank accesses the Australian capital markets through the issuance of Negotiable Certificates of Deposit. As at 30 September 2025,
Macquarie Bank had $A0.3 billion of these securities outstanding.
Macquarie Bank as a RITS member is able to access the RBA daily market operations.
52
1 Funding outstanding excludes capitalised costs.
2 Includes issuance out of MGF and MBE. Values are Australian dollar equivalent as at 30 September 2025.
3 Values are US dollar equivalents as at 30 September 2025.
For personal use only
3.6 Funding Profile for the Non-Bank Group
Funded balance sheet
AS AT
Sep 25
Mar 25
Sep 241
Notes
$Ab
$Ab
$Ab
Funding sources
Commercial paper and certificates of deposit
1
4.2
0.1
–
Structured notes
2
1.4
1.9
1.7
Secured funding
3
Securitisation
2.1
2.2
2.1
Other secured funding
2.6
2.3
2.0
Bonds
4
31.8
34.3
35.0
Unsecured loans
5
11.4
8.5
6.9
Deposits
6
–
–
0.1
Hybrids
7
3.9
3.8
4.3
Equity
8
12.5
12.8
11.7
Other
9
3.7
(0.3)
(0.7)
Total
73.6
65.6
63.1
Funded assets
Cash and liquid assets
10
10.6
11.9
12.3
Non-Bank Group balances with the Bank Group
7.5
2.8
4.8
Net trading assets
11
6.6
6.4
7.0
Loan assets less than one year
12
1.0
1.4
1.7
Home loans
13
0.3
0.3
0.4
Loan assets greater than one year
12
22.9
22.5
18.8
Debt investments
14
3.2
1.4
0.7
Equity investments2
15
18.2
15.4
11.1
Property, plant and equipment and intangibles
3.3
3.5
6.3
Total
73.6
65.6
63.1
See section 3.7 for Notes 1–15.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
53
1 Following changes to funded balance sheet methodology, prior comparatives have been restated.
2 Includes held for sale assets.
For personal use only
3.6 Funding Profile for the Non-Bank Group
Continued
Term funding profile
Detail of drawn funding maturing beyond one year
$A billion
Senior unsecured debt
Secured debt
Hybrids
Equity
1–2 yrs
2–3 yrs
3–4 yrs
4–5 yrs
5 yrs+
0
5
10
15
20
25
30
35
AS AT SEP 25
1–2 yrs
2–3 yrs
3–4 yrs
4–5 yrs
5 yrs+
Total
$Ab
$Ab
$Ab
$Ab
$Ab
$Ab
Structured notes1
0.2
0.2
0.1
0.4
0.4
1.3
Bonds
5.4
4.6
6.0
3.5
11.8
31.3
Unsecured loans
0.5
–
3.0
2.6
5.3
11.4
Senior unsecured debt
6.1
4.8
9.1
6.5
17.5
44.0
Securitisation1
0.8
0.6
0.7
–
–
2.1
Other secured funding
0.1
–
–
–
2.0
2.1
Secured debt
0.9
0.6
0.7
–
2.0
4.2
Hybrids2
0.7
–
0.8
–
1.5
3.0
Equity
–
–
–
–
12.5
12.5
Total term funding sources drawn
7.7
5.4
10.6
6.5
33.5
63.7
Undrawn3
0.5
0.3
3.8
–
0.7
5.3
Total term funding sources drawn and undrawn
8.2
5.7
14.4
6.5
34.2
69.0
The weighted average term to maturity of term funding >1 year (excluding equity and securitisations) was 4.9 years as at 30 September 2025.
As at 30 September 2025, commercial paper and certificates of deposit represented $A4.2 billion (6% of total funding) , debt <1 year
represented $A1.1 billion (1% of total funding), hybrids with first call date <1 year represented $A0.9 billion (1% of total funding) and other
represented $A3.7 billion (5% of total funding).
The key tools used for raising debt funding, which primarily fund MGL and the Non-Bank Group, are as follows:4
•
$US25 billion US Rule 144A/Regulation S Medium-Term Note Program, under which $US11.4 billion of debt securities were outstanding as at
30 September 2025
•
$US20 billion Regulation S Debt Instrument Programme under which $US8.7 billion debt securities were outstanding as at
30 September 2025
•
$US10 billion MGL Commercial Paper Programme under which $US2.8 billion of debt securities were outstanding as at 30 September 2025
•
$A15.6 billion5 of Unsecured Loan Facilities of which $A11.4 billion5 was drawn as at 30 September 2025
•
$US5 billion Structured Note Programme under which $US1 billion of structured notes were outstanding as at 30 September 2025
•
$US2 billion of external securitisation of which $US1.4 billion was drawn as at 30 September 2025
•
$US1.7 billion of Muni-gas Prepayment funding outstanding as at 30 September 2025; and
•
$US0.5 billion Secured Trade Finance Facility of which $US0.3 billion was drawn as at 30 September 2025.
Macquarie Group as a RITS member is able to access the RBA open market operations.
54
1 Securitisation and structured notes are profiled using a behavioural maturity profile.
2 Included in this balance are securities with conditional repayment obligations. These securities are disclosed using the earlier repricing dates instead of contractual maturity.
3 Includes securitisations which are profiled using a behavioural maturity profile and subject to eligible collateral being available.
4 Funding outstanding excludes capitalised costs.
5 Values are Australian dollar equivalents as at 30 September 2025.
For personal use only
3.7 Explanatory Notes Concerning Funding Sources and
Funded Assets
1. Commercial paper and certificates of deposit
Short-term wholesale funding.
2. Structured notes
Includes debt instruments on which the return is linked to a
number of variables including interest rates, currencies, equities
and credit. They are generally issued as part of structured
transactions with clients and are hedged with positions in
underlying assets or derivative instruments.
3. Secured funding
Funding arrangements secured against an asset (or pool of assets)
including securitisations.
4. Bonds
Unsecured long-term wholesale funding.
5. Unsecured loans
Loan facilities not secured by specific assets or collateral.
6. Deposits
BFS deposits and other corporate/wholesale deposits. The
Australian Government Financial Claims Scheme covers eligible
deposits in Macquarie Bank.
7. Hybrids and subordinated debt
Includes additional Tier I and Tier II instruments.
8. Equity
Equity balances are comprised of issued capital, retained earnings
and reserves.
9. Other
Includes net other assets/liabilities, provisions, held for sale
liabilities, current tax and deferred tax liabilities.
10. Cash and liquid assets
Cash and liquid assets are held as cash balances (including central
bank reserves and overnight lending to financial institutions),
qualifying HQLA, and other RBA repo-eligible securities.
11. Net trading assets
The net trading asset balance consists of financial markets,
commodities and equity trading assets including the net derivative
position, any trading-related receivables or payables and margin or
collateral balances.
12. Loan assets
This represents loans provided to retail and wholesale borrowers.
Excludes home loans.
See section 1.1 for further information.
13. Home loans
Loans secured by mortgages over residential property.
14. Debt investments
These can include various categories of debt securities including
asset backed securities, bonds, commercial mortgage backed
securities and residential mortgage backed securities.
15. Equity investments
These include equity investments at fair value, interests in
associates and joint ventures, including investments in Macquarie-
managed funds and other assets classified as held for sale.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
55
For personal use only
56
For personal use only
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
57
For personal use only
4.1 Overview
As an APRA authorised and regulated NOHC, MGL is required to
hold adequate regulatory capital to cover the risks for Macquarie,
including the Non-Bank Group. MGL and APRA have agreed on a
capital adequacy framework based on APRA’s capital standards for
ADIs and Macquarie’s Board-approved ECAM.
Macquarie’s capital adequacy framework requires it to maintain
minimum regulatory capital requirements calculated as the
sum of:
•
The Bank Group’s minimum Tier 1 capital requirement, based
on a percentage of risk-weighted assets (RWA) plus Tier 1
deductions using prevailing APRA ADI Prudential
Standards; and
•
The Non-Bank Group’s capital requirement, calculated using
Macquarie’s ECAM.
Transactions internal to Macquarie are eliminated.
Eligible regulatory capital of Macquarie consists of ordinary share
capital, retained earnings and certain reserves plus eligible hybrid
instruments. Eligible hybrid instruments as at 30 September 2025
include the Macquarie Additional Capital Securities (MACS),
Macquarie Bank Capital Notes 2 (BCN2), Macquarie Bank Capital
Notes 3 (BCN3), Macquarie Group Capital Notes 4 (MCN4),
Macquarie Group Capital Notes 5 (MCN5), Macquarie Group Capital
Notes 6 (MCN6) and Macquarie Group Capital Notes 7 (MCN7).
Pillar 3
The APRA Prudential Standard APS 330 Public Disclosure (APS
330) integrates the Pillar 3 public disclosure requirements from
the Basel III framework, with some national specific modifications.
The disclosures consist of key prudential metrics and information
relating to risk management approach, regulatory capital, credit
risk, counterparty credit risk, securitisation, market risk,
operational risk, IRRBB, CCyB requirement, leverage ratio and
liquidity metrics. MBL Pillar 3 documents are available on
Macquarie’s website.
58
For personal use only
Macquarie Basel III regulatory capital surplus calculation
AS AT SEP 25
AS AT MAR 25
MOVEMENT
APRA
Basel III
APRA
Basel III
APRA
Basel III
$Am
$Am
%
Macquarie eligible capital:
Bank Group Gross Tier 1 capital
25,313
25,549
(1)
Non-Bank Group eligible capital
15,685
16,300
(4)
Eligible capital
40,998
41,849
(2)
Macquarie capital requirement:
Bank Group capital requirement
Risk-Weighted Assets (RWA)1
152,771
149,362
2
Capital required to cover RWA2
16,041
15,683
2
Tier 1 deductions
3,760
3,803
(1)
Total Bank Group capital requirement
19,801
19,486
2
Total Non-Bank Group capital requirement
13,611
12,816
6
Total Macquarie capital requirement
33,412
32,302
3
Macquarie regulatory capital surplus
7,586
9,547
(21)
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
59
1 In calculating the Bank Group’s contribution to Macquarie’s capital requirement, RWA internal to Macquarie are eliminated (Sep 25: $A1,795 million; Mar 25: $A1,596 million).
2 The Bank Group regulatory requirements are calculated in accordance with Prudential Standard APS 110 Capital Adequacy (APS 110), at 10.5% of RWA (Mar 25: 10.5%). This includes
the industry minimum Tier 1 requirement of 6.0%, CCB of 3.75% and a CCyB. The CCyB of the Bank Group at Sep 25 is 0.75% (Mar 25: 0.74%, rounded to 0.75% for presentation
purposes). The individual CCyB varies by jurisdiction and the Bank Group CCyB is calculated as a weighted average based on exposures in different jurisdictions at period end.
For personal use only
4.2 Bank Group Capital
The Bank Group is accredited by APRA to apply the Foundation
Internal Ratings-Based Approach for wholesale exposures and the
Advanced Internal Ratings-Based Approach for retail exposures in
determining credit risk capital requirements, together with the
Internal Model Approach for market risk and IRRBB. These
advanced approaches place a higher reliance on a bank’s internal
capital measures and therefore require a more sophisticated level
of risk management and risk measurement practices. Operational
risk is subject to the Standardised Measurement Approach.
Capital disclosures in this section include APRA Basel III and
Harmonised Basel III.1 The former reflects Macquarie's regulatory
requirements under APRA Basel III rules, whereas the latter is
relevant for comparison with banks regulated by regulators other
than APRA.
Common Equity Tier 1 Capital
The Bank Group’s Common Equity Tier 1 capital under Basel III
consists of ordinary share capital, retained earnings and certain
reserves, less prescribed regulatory adjustments. MBL periodically
pays dividends to MGL. As required, MGL may inject capital into
MBL to support projected business growth.
Tier 1 Capital
Tier 1 capital consists of Common Equity Tier 1 capital and
Additional Tier 1 capital (hybrids). Additional Tier 1 capital as at
30 September 2025 consists of MACS, BCN2 and BCN3.
MACS were issued by MBL, acting through its London Branch in
March 2017. MACS are subordinated, unsecured notes that pay
discretionary, non-cumulative, semi-annual fixed rate cash
distributions. Subject to certain conditions the MACS may be
redeemed on 8 March 2027, or every fifth anniversary thereafter.
MACS can be exchanged for a variable number of fully paid MGL
ordinary shares on an acquisition event (where a person acquires
control of MBL or MGL), where MBL’s Common Equity Tier 1
capital ratio falls below 5.125%, or where APRA determines MBL
would be non-viable without an exchange or a public sector
injection of capital (or equivalent support).
BCN2 were issued by MBL in June 2020 and are quoted on the
Australian Securities Exchange. The BCN2 pay discretionary,
quarterly floating rate cash distributions equal to three month
BBSW plus 4.70% per annum margin, adjusted for franking credits.
These instruments are non-cumulative and unsecured and may be
redeemed at face value on 21 December 2025, 21 June 2026 or 21
December 2026 (subject to certain conditions being satisfied) or
earlier in specified circumstances. The BCN2 can be converted into
a variable number of MGL ordinary shares (subject to certain
conditions being satisfied) on these redemption dates;
mandatorily exchanged on 21 December 2028; exchanged earlier
upon an acquisition event (with the acquirer gaining control of
MGL or MBL); where MBL's Common Equity Tier 1 capital ratio falls
below 5.125%, or where APRA determines MBL would be non-
viable without an exchange or a public sector injection of capital
(or equivalent support).
BCN3 were issued by MBL in August 2021 and are quoted on the
Australian Securities Exchange. The BCN3 pay discretionary,
quarterly floating rate cash distributions equal to three-month
BBSW plus 2.90% per annum margin, adjusted for franking credits.
These instruments are non-cumulative and unsecured and may be
redeemed at face value on 7 September 2028, 7 March 2029, or 7
September 2029 (subject to certain conditions being satisfied) or
earlier in specified circumstances. The BCN3 can be converted into
a variable number of MGL ordinary shares (subject to certain
conditions being satisfied) on these redemption dates;
mandatorily exchanged on 8 September 2031; exchanged earlier
upon an acquisition event (with the acquirer gaining control of
MGL or MBL); where MBL's Common Equity Tier 1 capital ratio falls
below 5.125%, or where APRA determines MBL would be non-
viable without an exchange or a public sector injection of capital
(or equivalent support).
60
1 Harmonised Basel III estimates are calculated in accordance with the updated BCBS Basel III framework, noting that MBL is not regulated by the BCBS and therefore impacts shown are
indicative only.
For personal use only
Bank Group Basel III Tier 1 Capital
AS AT SEP 25
AS AT MAR 25
MOVEMENT
APRA
Basel III
Harmonised
Basel III
APRA
Basel III
Harmonised
Basel III
APRA
Basel III
Harmonised
Basel III
$Am
$Am
$Am
$Am
%
%
Common Equity Tier 1 capital
Paid-up ordinary share capital
10,267
10,267
10,192
10,192
1
1
Retained earnings
11,476
11,213
11,249
11,047
2
2
Reserves
1,140
1,140
1,612
1,612
(29)
(29)
Gross Common Equity Tier 1 capital
22,883
22,620
23,053
22,851
(1)
(1)
Regulatory adjustments to Common Equity Tier 1 capital:
Goodwill
–
–
42
42
(100)
(100)
Other intangible assets
24
24
28
28
(14)
(14)
Deferred tax assets
895
48
1,072
51
(17)
(6)
Net other fair value adjustments
114
114
137
137
(17)
(17)
Capitalised expenses
985
–
851
–
16
–
Shortfall in provisions for credit losses
491
296
439
236
12
25
Equity exposures
1,211
–
1,193
–
2
–
Other Common Equity Tier 1 capital deductions
40
–
41
1
(2)
(100)
Total Common Equity Tier 1 capital deductions
3,760
482
3,803
495
(1)
(3)
Net Common Equity Tier 1 capital
19,123
22,138
19,250
22,356
(1)
(1)
Additional Tier 1 Capital
Additional Tier 1 capital instruments
2,430
2,430
2,496
2,496
(3)
(3)
Gross Additional Tier 1 capital
2,430
2,430
2,496
2,496
(3)
(3)
Deduction from Additional Tier 1 capital
–
–
–
–
–
–
Net Additional Tier 1 capital
2,430
2,430
2,496
2,496
(3)
(3)
Total Net Tier 1 capital
21,553
24,568
21,746
24,852
(1)
(1)
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
61
For personal use only
4.2 Bank Group Capital
Continued
Bank Group Basel III Risk-Weighted Assets (RWA)
AS AT SEP 25
AS AT MAR 25
MOVEMENT
APRA
Basel III
Harmonised
Basel III
APRA
Basel III
Harmonised
Basel III
APRA
Basel III
Harmonised
Basel III
$Am
$Am
$Am
$Am
%
%
Credit risk (excluding counterparty credit risk)
82,992
62,092
76,624
59,061
8
5
Counterparty credit risk
40,109
35,507
42,012
37,086
(5)
(4)
Credit risk RWA for securitisation exposures
1,083
1,469
916
1,297
18
13
Equity risk
–
3,002
–
2,983
–
1
Market risk
8,436
8,436
8,526
8,526
(1)
(1)
Interest rate risk in the banking book
3,220
–
4,154
–
(22)
–
Operational risk
18,726
17,807
18,726
17,807
–
–
Total Bank Group RWA
154,566
128,313
150,958
126,760
2
1
Capital Ratios
Bank Group Level 2 Common Equity Tier 1 capital ratio (%)
12.4
17.3
12.8
17.6
Bank Group Level 2 Tier 1 capital ratio (%)
13.9
19.1
14.4
19.6
62
For personal use only
4.3 Non-Bank Group Capital
The Non-Bank Group’s capital requirement is calculated using Macquarie’s Board-approved ECAM. The ECAM is based on similar principles and
models as the Basel III regulatory capital framework for banks, with both calculating capital at a one year 99.9% confidence level. The table
below shows a comparison of Basel III and ECAM methodologies for key risk types.
RISK1
BASEL III2
ECAM
Credit
Capital requirement generally determined by Basel III IRB
formula, with some parameters specified by the regulator
(e.g. loss given default estimates for wholesale counterparties)
Capital requirement generally determined by Basel III IRB
formula, but with internal estimates of key parameters
Equity
Harmonised Basel III: 250% or 400% risk weight, depending on
the type of investment. Deduction from Common Equity Tier 1
above a threshold
APRA Basel III: 100% Common Equity Tier 1 deduction3
Capital requirement generally determined by extension of
Basel III credit model to cover equity exposures.
Capital requirement between 34% and 81% of face value;
average 53%
Market
M4 times 10-day 99% Value at Risk (VaR) plus M4 times 10-day
99% Stressed Value at Risk (SVaR), plus a specific risk charge
Scenario-based approach
Operational
Standardised Measurement Approach
Scenario-based internal measurement approach
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
63
1 The ECAM also covers non-traded interest rate risk and the risk on assets held as part of business operations, including fixed assets, goodwill, intangible assets and capitalised
expenses.
2 Basel III requirements shown, with Market Risk per the revised BCBS Basel II Market Risk Framework. APRA has implemented the Basel III framework (APRA Basel III), and in some areas
has introduced stricter requirements (APRA super equivalent).
3 Includes all Banking Book equity investments, plus net long Trading Book holdings in financial institutions.
4 M is the Market Risk capital multiplier, which is 3 plus any additions specified.
For personal use only
4.3 Non-Bank Group Capital
Continued
Non-Bank Group capital requirement
The capital requirement of the Non-Bank Group is set out in the table below.
AS AT SEP 25
AS AT MAR 25
MOVEMENT
Capital Requirement
Capital Requirement
Capital Requirement
$Am
$Am
%
Credit risk
3,544
3,080
15
Equity risk
7,449
7,621
(2)
Market risk
149
209
(29)
Operational risk
750
678
11
Other1
1,719
1,228
40
Total Non-Bank Group capital requirement
13,611
12,816
6
64
1 Other includes capital requirements for non-traded interest rate risk, the risk on assets held as part of business operations and diversification offset. Assets held as part of business
operations include: fixed assets, goodwill, intangible assets and capitalised expenses.
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Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
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66
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Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
67
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5.1 Ten Year History
FIRST
HALF
YEAR ENDED 31 MARCH
2026
2025
2024
2023
2022
2021
2020
2019
2018
2017
Income statement ($Am)
Net operating income
8,691 17,208 16,887 19,122 17,324 12,774 12,325 12,754 10,920 10,364
Total operating expenses
(6,239) (12,140) (12,061) (12,130) (10,785)
(8,867)
(8,871)
(8,887)
(7,456)
(7,260)
Operating profit before income tax
2,452
5,068
4,826
6,992
6,539
3,907
3,454
3,867
3,464
3,104
Income tax expense
(771)
(1,326)
(1,291)
(1,824)
(1,586)
(899)
(728)
(879)
(883)
(868)
Profit after income tax
1,681
3,742
3,535
5,168
4,953
3,008
2,726
2,988
2,581
2,236
(Profit)/loss attributable to non-controlling
interests1
(26)
(27)
(13)
14
(247)
7
5
(6)
(24)
(19)
Profit attributable to ordinary equity holders of
Macquarie Group Limited
1,655
3,715
3,522
5,182
4,706
3,015
2,731
2,982
2,557
2,217
Statement of financial position ($Ab)
Total assets
484.2
445.2
403.4
387.9
399.2
245.7
255.8
197.8
191.3
182.9
Total liabilities
449.0
409.4
369.4
353.8
370.4
223.3
234.0
179.4
173.1
165.6
Net assets
35.2
35.8
34.0
34.1
28.8
22.4
21.8
18.4
18.2
17.3
Loan assets
224.0
205.6
176.4
158.6
134.7
105.0
94.1
77.8
73.5
69.3
Shareholders’ equity2
34.6
35.4
33.5
33.2
28.6
22.0
21.1
17.8
16.4
15.6
Impaired loan assets (net of provisions)3
1.8
2.0
2.3
1.7
1.3
1.5
1.5
1.7
0.4
0.5
Share information
Dividends per share (cents per share)
Interim
280
260
255
300
272
135
250
215
205
190
Final
NA
390
385
450
350
335
180
360
320
280
Total
280
650
640
750
622
470
430
575
525
470
Basic earnings per share (cents per share)
436.7
979.4
916.6 1,353.7 1,271.7
842.9
791.0
883.3
758.2
657.6
Share price at reporting date ($A)
219.33 196.64 199.70 175.66 203.27 152.83
85.75 129.42 102.90
90.20
Ordinary shares (million shares)
381.1
381.1
383.0
386.5
383.6
361.8
354.4
340.4
340.4
340.4
Market capitalisation at reporting date (fully
paid ordinary shares) ($Am)
83,595 74,947 76,478 67,889 77,984 55,297 30,388 44,052 35,024 30,700
Net tangible assets per ordinary share ($A)
75.25
80.53
76.32
75.89
64.59
53.91
50.21
46.21
45.12
42.74
Ratios
Return on equity (%)
9.6
11.2
10.8
16.9
18.7
14.3
14.5
18.0
16.8
15.2
Return on tangible equity (%)
10.2
12.7
12.4
19.4
22.0
16.6
16.9
19.9
18.0
16.4
Ordinary dividend payout ratio (%)4
64.4
66.7
69.7
55.9
50.2
56.4
55.8
65.6
69.8
72.0
Expense/income ratio (%)
71.8
70.5
71.4
63.4
62.3
69.4
72.0
69.7
68.3
70.1
Net loan losses as % of loan assets (excluding
securitisation SPVs)
–
0.1
(0.1)
0.2
0.1
0.4
0.8
0.4
0.3
0.5
Assets under Management ($Ab)5
959.1
941.0
938.3
878.6
802.4
598.1
631.0
582.3
516.0
494.5
Staff numbers6
19,821 19,735 20,666 20,509 18,133 16,459 15,849 15,602 14,810 13,925
68
1 For financial years ended 31 March 2017–2020, includes Macquarie Income Securities distributions and Macquarie Income Preferred Securities distributions.
2 Represents capital and reserves attributable to the ordinary equity holders of Macquarie Group Limited.
3 Represents the net exposure in credit impaired loan assets.
4 The ordinary dividend payout ratio is calculated as the estimated number of eligible shares on the record date multiplied by the dividend per share, divided by the profit attributable to
MGL shareholders.
5 MAM Private Markets Assets under Management (AUM) includes equity yet to deploy and equity committed to assets but not yet deployed.
6 Includes staff employed in certain operationally segregated subsidiaries (OSS).
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Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
69
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Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
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6.1 Glossary
Defined term
Definition
1H25
The six months ended 30 September 2024.
2H25
The six months ended 31 March 2025.
1H26
The six months ended 30 September 2025.
A
AASB
Australian Accounting Standards Board.
ABS
Asset Backed Securities.
ADI
Authorised Deposit-taking Institution.
Additional Tier 1 Capital
A capital measure defined by APRA comprising high quality components of capital that satisfy the following
essential characteristics:
•
provide a permanent and unrestricted commitment of funds
•
are freely available to absorb losses
•
rank behind the claims of depositors and other more senior creditors in the event of winding up of the issuer;
and
•
provide for fully discretionary capital distributions.
Additional Tier 1 Deductions
An amount deducted in determining Additional Tier 1 Capital, as defined in Prudential Standard APS 111 Capital
Adequacy: Measurement of Capital.
ALCO
The Asset and Liability Committee.
ANZ
Australia and New Zealand.
APRA
Australian Prudential Regulation Authority.
Asset Finance
Asset Finance is a global provider of specialist finance and asset management solutions across: Technology,
Media and Telecoms; Energy, Renewables and Sustainability; Fund Finance; Resources; Structured Lending; and
Shipping and Export Credit Agencies.
Assets under Management (AUM)
AUM is calculated as the proportional ownership interest in the underlying assets of funds and mandated assets
that Macquarie actively manages or advises for the purpose of wealth creation, adjusted to exclude cross-
holdings in funds and reflects Macquarie’s proportional ownership interest of the fund manager. AUM includes
equity yet to deploy in Private Markets and excludes uninvested equity in Public Investments.
Assets under Management by region
AUM by region is defined by the location of the underlying assets for funds managed by Private Markets, and
the location of the investor for all other funds.
Associates
Associates are entities over which Macquarie has significant influence, but not control. Investments in
associates may be further classified as Held for Sale ('HFS') associates. HFS associates are those that have a high
probability of being sold within 12 months to external parties. Associates that are not held for sale are carried at
cost and equity-accounted. Macquarie’s share of the investment’s post-acquisition profits and losses is
recognised in the income statement and its share of post-acquisition movements in reserves is recognised
within equity.
B
Bank Group
MBL and its subsidiaries.
Bank Group Capital
Level 2 regulatory group capital.
Banking Group
The Banking Group comprises BFS and most business activities of CGM.
Basel III IRB Formula
A formula to calculate RWA, as defined in Prudential Standard APS 113 Capital Adequacy: Internal Ratings-
based Approach to Credit Risk.
BCBS
Basel Committee on Banking Supervision.
BCN2
On 2 June 2020, MBL issued 6.4 million Macquarie Bank Capital Notes 2 (BCN2) at a face value of $A100 each.
BCN2 are unsecured, subordinated notes that pay discretionary, quarterly floating rate cash distributions and
may be redeemed at face value on 21 December 2025, 21 June 2026 or 21 December 2026 (subject to certain
conditions being satisfied) or earlier in specified circumstances.
BCN2 can be converted into a variable number of MGL ordinary shares (subject to certain conditions) on these
redemption dates; mandatorily exchanged on 21 December 2028; exchanged earlier upon an acquisition event
(with the acquirer gaining control of MBL or MGL); where MBL’s Common Equity Tier 1 capital ratio falls below
5.125%; or where APRA determines MBL would be non-viable without an exchange or a public sector injection of
capital (or equivalent support).
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Defined term
Definition
BCN3
On 27 August 2021, MBL issued 6.5 million Macquarie Bank Capital Notes 3 (BCN3) at a face value of $A100
each. BCN3 are unsecured, subordinated notes that pay discretionary, quarterly floating rate cash distributions
and may be redeemed at face value on 7 September 2028, 7 March 2029 or 7 September 2029 (subject to
certain conditions being satisfied) or earlier in specified circumstances.
BCN3 can be converted into a variable number of MGL ordinary shares (subject to certain conditions) on these
redemption dates; mandatorily exchanged on 8 September 2031; exchanged earlier upon an acquisition event
(with the acquirer gaining control of MBL or MGL); where MBL’s Common Equity Tier 1 capital ratio falls below
5.125%; or where APRA determines MBL would be non-viable without an exchange or a public sector injection of
capital (or equivalent support).
BBSW
Bank Bill Swap Rate.
BFS
Banking and Financial Services.
BFS deposits
BFS deposits are deposits by counterparties including individuals, self-managed super funds, and small-medium
businesses.
Deposit products include Cash Management Account, Term Deposits, Regulated Trust Accounts, and
Transaction Accounts.
C
CCB
Capital Conservation Buffer.
CCyB
Countercyclical Capital Buffer.
Central Service Groups
The Central Service Groups consist of the Corporate Operations Group, Financial Management, People and
Engagement Group, Risk Management Group, Legal and Governance Group and Central Executive.
CGM
Commodities and Global Markets.
Common Equity Tier 1 Capital
A capital measure defined by APRA, comprising the highest quality components of capital that fully satisfy all
the following essential characteristics:
•
provide a permanent and unrestricted commitment of funds
•
are freely available to absorb losses
•
do not impose any unavoidable servicing charge against earnings; and
•
rank behind the claims of depositors and other creditors in the event of winding up.
Common Equity Tier 1 Capital comprises paid up capital, retained earnings, and certain reserves.
Common Equity Tier 1 Capital Ratio
Common Equity Tier 1 Capital net of Common Equity Tier 1 deductions expressed as a percentage of RWA.
Common Equity Tier 1 Deductions
An amount deducted in determining Common Equity Tier 1 Capital, as defined in Prudential Standard APS 111
Capital Adequacy: Measurement of Capital.
Compensation ratio
The ratio of Compensation expense to Net operating income.
Consolidated Entity
Macquarie Group Limited and its subsidiaries.
D
Directors' Profit Share (DPS)
The DPS plan comprises exposure to a notional portfolio of Macquarie-managed funds. Retained amounts for
Executive Directors are notionally invested over the retention period. This investment is described as ‘notional’
because Executive Directors do not directly hold securities in relation to this investment. However, the value of
the retained amounts will vary as if these amounts were directly invested in actual securities, giving the
Executive Directors an effective economic exposure to the performance of the securities. If the notional
investment results in a notional loss, this loss will be offset against any future notional income until the loss is
completely offset.
E
Earnings on capital and other corporate
income items
Net operating income includes the income generated by Macquarie’s Operating Groups, income from the
investment of Macquarie’s capital, and certain items of operating income not attributed to Macquarie’s
Operating Groups. Earnings on capital and other corporate income items is net operating income less the net
operating income generated by Macquarie’s Operating Groups.
Earnings per share
A performance measure that measures earnings attributable to each ordinary share, defined in AASB 133:
Earnings Per Share.
ECAM
Economic Capital Adequacy Model.
ECL
Expected Credit Losses as defined and measured in terms of AASB 9: Financial Instruments.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
73
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6.1 Glossary
Continued
Defined term
Definition
Effective tax rate
The income tax expense as a percentage of the profit before income tax, both adjusted for amounts
attributable to non-controlling interests. The effective tax rate differs from the Australian company tax rate
due to permanent differences arising from the income tax treatment of certain income and expenses as well as
tax rate differentials on some of the income earned offshore.
EMEA
Europe, the Middle East and Africa.
Equity under Management (EUM)
Refer to definition in section 2.2.
Expense/Income ratio
Total operating expenses expressed as a percentage of Net operating income.
F
Financial Report
Macquarie Group Limited Interim Financial Report.
FIRB
Foundation Internal Ratings Based Approach (for determining credit risk).
FVOCI
Fair value through other comprehensive income.
FVTPL
Fair value through profit or loss.
H
Headcount
Headcount represents Macquarie’s active permanent and variable workforce, and includes Macquarie employees
(permanent and casual) and its contingent workers (contractors, agency workers and secondees), as well as staff
employed in certain operationally segregated subsidiaries (OSS). Macquarie’s non-executive directors are not
included.
HQLA
High-quality liquid assets.
I
International income
Operating income is classified as ‘international’ with reference to the geographic location from which the
operating income is reported from a management perspective. This may not be the same geographic location
where the operating income is recognised for reporting purposes. For example, operating income generated by
work performed for clients based overseas but recognised in Australia for reporting purposes could be classified
as ‘international’ income. Income earned in the Corporate segment is excluded from the analysis of international
income.
IRRBB
Interest Rate Risk in the Banking Book.
L
LCR
Liquidity Coverage Ratio.
LGD
Loss given default is defined as the economic loss which arises upon default of the obligor.
M
Macquarie, the Consolidated Entity
Macquarie Group Limited and its subsidiaries.
Macquarie Bank
MBL and its subsidiaries.
MACS
On 8 March 2017, MBL, acting through its London Branch, issued $US750 million of Macquarie Additional Capital
Securities (MACS). MACS are subordinated, unsecured notes that pay discretionary, non-cumulative,
semi-annual fixed rate cash distributions.
Subject to certain conditions the MACS may be redeemed on 8 March 2027, or every fifth anniversary
thereafter. MACS can be exchanged for a variable number of MGL ordinary shares on an acquisition event
(where a person acquires control of MBL or MGL), where MBL’s Common Equity Tier 1 capital ratio falls below
5.125%, or where APRA determines MBL would be non-viable without an exchange or a public sector injection of
capital (or equivalent support).
MAIF
Macquarie Asia Infrastructure Fund.
MAM
Macquarie Asset Management.
MAMHPL
Macquarie Asset Management Holdings Pty Ltd.
MBE
Macquarie Bank Europe.
MBL
Macquarie Bank Limited ABN 46 008 583 542.
MCN4
On 27 March 2019, MGL issued 9.05 million Macquarie Group Capital Notes 4 (MCN4) at a face value of $A100
each. MCN4 are subordinated, non-cumulative, unsecured notes that pay discretionary, non-cumulative,
quarterly floating rate cash distributions and may be redeemed at face value on 10 September 2026, 10 March
2027 or 10 September 2027 (subject to certain conditions being satisfied) or earlier in specified circumstances.
MCN4 can be converted into a variable number of MGL ordinary shares (subject to certain conditions being
satisfied) on these redemption dates; mandatorily exchanged on 10 September 2029; exchanged earlier upon an
acquisition event (with the acquirer gaining control of MGL); or where APRA determines MGL would be
non-viable without an exchange or a public sector injection of capital (or equivalent support).
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Defined term
Definition
MCN5
On 17 March 2021, MGL issued 7.25 million Macquarie Group Capital Notes 5 (MCN5) at a face value of $A100
each. MCN5 are subordinated, non-cumulative, unsecured notes that pay discretionary, non-cumulative,
quarterly floating rate cash distributions and may be redeemed at face value on 18 September 2027, 18 March
2028 or 18 September 2028 (subject to certain conditions being satisfied) or earlier in specified circumstances.
MCN5 can be converted into a variable number of MGL ordinary shares (subject to certain conditions being
satisfied) on these redemption dates; mandatorily exchanged on 18 September 2030; exchanged earlier upon an
acquisition event (with the acquirer gaining control of MGL); or where APRA determines MGL would be non-
viable without an exchange or a public sector injection of capital (or equivalent support).
MCN6
On 15 July 2022, MGL issued 7.5 million Macquarie Group Capital Notes 6 (MCN6) at a face value of $A100 each.
MCN6 are subordinated, non-cumulative, unsecured notes that pay discretionary, non-cumulative, quarterly
floating rate cash distributions and may be redeemed at face value on 12 September 2029, 12 March 2030 or 12
September 2030 (subject to certain conditions being satisfied) or earlier in specified circumstances.
MCN6 can be converted into a variable number of MGL ordinary shares (subject to certain conditions being
satisfied) on these redemption dates; mandatorily exchanged on 12 September 2032; exchanged earlier upon an
acquisition event (with the acquirer gaining control of MGL); or where APRA determines MGL would be non-
viable without an exchange or a public sector injection of capital (or equivalent support).
MCN7
On 16 September 2024, MGL issued 15.0 million Macquarie Group Capital Notes 7 (MCN7) at a face value of
$A100 each. MCN7 are subordinated, non-cumulative, unsecured notes that pay discretionary, non-cumulative,
quarterly floating rate cash distributions and may be redeemed at face value on 15 December 2031, 15 June
2032 or 15 December 2032 (subject to certain conditions being satisfied) or earlier in specified circumstances.
MCN7 can be converted into a variable number of MGL ordinary shares (subject to certain conditions being
satisfied) on these redemption dates; mandatorily exchanged on 15 December 2034; exchanged earlier upon an
acquisition event (with the acquirer gaining control of MGL); or where APRA determines MGL would be non-
viable without an exchange or a public sector injection of capital (or equivalent support).
MEIF
Macquarie European Infrastructure Fund.
MEREP
Macquarie Group Employee Retained Equity Plan.
MFL
Macquarie Financial Limited.
MGF
Macquarie Global Finance Pty Limited.
MGL, the Company
Macquarie Group Limited ABN 94 122 169 279.
MIFL
Macquarie International Finance Limited.
MIP
Macquarie Infrastructure Partners.
N
Net loan losses
The impact on the income statement of loan amounts provided for or written-off during the period, net of the
recovery of any such amounts which were previously written-off or provided for in the income statement.
Net tangible assets per ordinary share
(Total equity less Non-controlling interest less the Future Income Tax Benefit plus the Deferred Tax Liability less
Intangible assets) divided by the number of ordinary shares on issue at the end of the period.
Net trading income
Income that comprises gains and losses related to trading assets and liabilities and includes all realised and
unrealised fair value changes and foreign exchange differences.
Non-Bank Group
MGL, MFL and its subsidiaries, MIFL and its subsidiaries and MAMHPL and its subsidiaries.
Non-Banking Group
The Non-Banking Group comprises Macquarie Capital, MAM and some business activities of CGM.
Non-GAAP metrics
Non-GAAP metrics include financial measures, ratios and other information that are neither required nor defined
under Australian Accounting Standards.
NOHC
Non-Operating Holding Company.
NSFR
Net Stable Funding Ratio.
O
Operating Groups
The Operating Groups consist of MAM, BFS, CGM and Macquarie Capital.
OTC
Over-the-counter.
P
Private Markets
MAM Private Markets.
Public Investments
MAM Public Investments.
R
RBA
Reserve Bank of Australia.
Return on equity
The profit after income tax attributable to Macquarie’s ordinary shareholders expressed as an annualised
percentage of the average total capital and reserves attributable to ordinary equity holders over the relevant
period, less the average balances of FVOCI, share of associates and cash flow hedging reserves.
Result Overview
Segment Analysis
Funding and Liquidity
Capital
Ten Year History
Glossary
Macquarie Group Limited 2026 Management Discussion and Analysis
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6.1 Glossary
Continued
Defined term
Definition
Return on tangible equity
The profit after income tax attributable to Macquarie’s ordinary shareholders expressed as an annualised
percentage of the average total capital and reserves attributable to ordinary equity holders over the relevant
period, less the average balances of intangible assets. These intangible assets do not include any balances
classified as held for sale.
Risk-weighted assets (RWA)
A risk-based measure of an entity’s exposures, which is used in assessing its overall capital adequacy.
RITS
Reserve Bank Information and Transfer System.
RMBS
Residential Mortgage-Backed Securities.
S
Senior Management
Members of Macquarie’s Executive Committee and Executive Directors who have a significant management or
risk responsibility in the organisation.
Subordinated debt
Debt issued by Macquarie for which agreements between Macquarie and the lenders provide, in the event of
liquidation, that the entitlement of such lenders to repayment of the principal sum and interest thereon is and
shall at all times be and remain subordinated to the rights of all other present and future creditors of Macquarie.
Subordinated debt is classified as liabilities in the Macquarie financial statements and may be included in Tier 2
Capital.
T
Tier 1 Capital
Tier 1 Capital comprises of (i) Common Equity Tier 1 Capital; and (ii) Additional Tier 1 Capital.
Tier 1 Capital Deductions
Tier 1 Capital Deductions comprises of (i) Common Equity Tier 1 Capital Deductions; and (ii) Additional Tier 1
Capital Deductions.
Tier 1 Capital Ratio
Tier 1 Capital net of Tier 1 Capital Deductions expressed as a percentage of RWA.
True Index products
True Index products deliver clients pre-tax index returns (before buy/sell spreads on transactions). Any under-
performance is compensated by Macquarie and conversely, any out-performance is retained by Macquarie.
U
UK
The United Kingdom.
US
The United States of America.
76
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Contact details
Macquarie Group Limited
Principal Administrative Office
Level 1, 1 Elizabeth Street
Sydney, NSW 2000
Australia
Tel: (61 2) 8232 3333
Registered Office
Macquarie Group Limited
Level 1, 1 Elizabeth Street
Sydney, NSW 2000
Australia
Tel: (61 2) 8232 3333
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macquarie.com
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