The plaintiff's prior history at the ANZ: background and surrounding circumstances
36Mr Corbally was the decision-maker at the ANZ who was responsible for deciding what would be done as a result of the investigation. Mr Corbally had been the head of Diversified Industries in the Institutional Banking team at the ANZ from July 2009 until March 2010, at which time he was appointed Head of Institutional Relationship Banking Australia. Mr Corbally is currently managing director and Global Head of Credit and Capital Management within ANZ's international and institutional banking business. What Mr Corbally knew of the plaintiff's background at ANZ, either from his own experience or from being told by others, was, accordingly, of relevance to the investigation and to his opinion on the basis of which the plaintiff's employment was terminated. These matters are set out below.
37The plaintiff worked in a Group 2 position in the IPG. He was the only person in IPG in Sydney at that level to have his own office. He reported to Mr Law, who was in Group 1 and who in turn reported to Mr Corbally. There were several Relationship Managers, including Mr Dyki, who reported to the plaintiff. There was also a Research and Analysis team, which included Ms Irvin, whose role included the preparation of credit papers and term sheets which would be submitted, with the documents prepared by the Relationship Managers, to the Property Credit Risk Group, which would then assess the proposed loan. Phil Jones, who was based in Melbourne, was Head of Property Credit Risk. He had the ultimate authority to approve or decline loans proposed by IPG as far as credit risk was concerned. By reason of this structure, it was important that those in IPG had good working relationships with those in the Credit Risk Group.
38Every year senior executives of the ANZ, including the plaintiff, took part in a performance review, following which they were graded and allocated a Relative Performance Outcome (RPO). These assessments took place in the last quarter of the ANZ's financial year, which ended on 30 September. The day on which these assessments were conducted was known as "People Day". An RPO of 1 was the highest and signified that the recipient was in the top 5%; an RPO of 2 was the second highest and signified that the recipient was in the top 6-20%. There were four factors to be taken into account in the grading: financial, customer, process and people. Compliance with the ANZ's standards of behaviour was also germane, as well as adherence to ANZ's risk and compliance standards. As Mr Corbally put it:
". . . the bonus and the performance review takes into account not just what you've achieved but also how you achieved that."
39Mr Corbally first became aware of the plaintiff in the course of the annual performance review in 2009. George Giovas, who was then in the position subsequently occupied by Mr Law, contended that the plaintiff should be a RPO 1 but there were concerns about his values and his inability to take what was referred to as a "whole-of-bank" approach. After much discussion, the plaintiff was awarded an RPO 1 because of his financial performance and capacity.
40In April 2010 the ANZ conducted an investigation into the allegation that some staff, including Mr Giovas and the plaintiff, had arranged for their EAs to do on-line training for them. Whether, and in what circumstances, this had occurred will be addressed further below. Mr Corbally was told by Gary Newman, Head of Global Relationship Banking, that, following the investigation, Mr Giovas' employment was terminated and the plaintiff was issued with a formal warning and a "behavioural flag" which would affect his RPO. Mr Newman told Mr Corbally that the reason the plaintiff's employment had not been terminated was that he had admitted his wrongdoing, whereas Mr Giovas had not.
41In May 2010, Mr Law was appointed to replace Mr Giovas. From that time, the plaintiff reported directly to him. This was the first occasion on which Mr Law had occasion to work with the plaintiff, although they had already met briefly in a social environment. Mr Law was informed by Nigel Williams, who was then the Head of Institutional Relationships, that the position as Head of IPG was vacant as Mr Giovas' contract had been terminated because he had arranged for his EA to do his training for him. Mr Williams also told Mr Law that the plaintiff had been disciplined for the same reason.
42Shortly after Mr Law's appointment, the plaintiff spoke to Mr Corbally and told him that he was disappointed not to have been appointed to take over Mr Giovas' position because he wanted the job. The plaintiff told Mr Corbally that he realised that the behavioural flag was a factor. I do not accept the plaintiff's denial of this conversation.
43As a result of the behavioural flag, the plaintiff was not a contender for an RPO 1 in 2010. He was awarded an RPO 2 that year. The following year at the Performance Review meeting in September 2011, there was discussion about what RPO was appropriate for the plaintiff. Mr Law and each of the Section Heads considered that the plaintiff did not deserve an RPO 2 because his values and behaviours did not correspond with his position as a Group 2 Executive. They voted unanimously that he ought be awarded an RPO 3. However, Mr Corbally, as Chair, overrode the consensus of the majority and determined that the plaintiff ought be awarded an RPO 2.
44Mr Corbally was aware that there were tensions between the plaintiff and Mr Law. On one occasion the plaintiff assured Mr Corbally that he was trying but that "it's just not working with Eddie".
45The plaintiff often told Mr Corbally that his business was "very good" and more important than any other business in the property team and that he ought be treated differently to those who led the other teams. I do not accept the plaintiff's denials of these statements. In mid-2012 the plaintiff expected to receive an RPO 1 since he considered that the "wonderful" work he had done with respect to the Centro group of companies which he regarded as having saved the ANZ hundreds of millions of dollars would be rewarded by such a grading. The plaintiff's self-assessment did not necessarily correspond with the views of others at the ANZ.
46There were concerns within the ANZ about the plaintiff's attitude and behaviour. For example, Mr Jones informed Mr Corbally and Mr Law that in 2010 the plaintiff had banged his hands on a table at a meeting with Steve Hall, Director of Property Credit Risk, and had sworn in a loud voice. Not only did Mr Corbally and Mr Law both regard this display of intemperate aggression as inappropriate in a professional setting, but Mr Law was also concerned that it might adversely affect IPG because IPG and Property Credit Risk assessed transactions proposed by IPG from a credit perspective. At Mr Corbally's request, Mr Law raised the matter with the plaintiff whose response was:
"But you don't understand, Eddie, these people can be so frustrating."
47I accept Mr Law's evidence of this exchange. I regard the plaintiff's response as an admission that he behaved in the way reported to Mr Law. I find that the hand banging incident occurred as related to Mr Law. I do not accept the plaintiff's denial. Nor do I accept the plaintiff's evidence that his relationship with Mr Jones and Mr Hall was "courteous, constructive and professional". This affects my assessment of the plaintiff's credibility.
48On the plaintiff's performance appraisal form for 2010, Mr Law recorded the following comments:
[in respect of 'Customer' category]
"Care must be taken to make sure that whilst client satisfaction is a primary goal, it cannot come at the expense of alienating internal ANZ stakeholders."
[in respect of 'Process/ Risk' category]
"All objectives met, however would encourage fostering an improved relationship with Risk to facilitate their understanding and willingness to offer flexibility when required."
[in respect of 'People' category]
Agree with Paul's comments, however would encourage continuing to work with other stakeholders on a proactive basis to enhance their capacity and willingness to act as suitable sponsors for other opportunities that may arise going forward.'
49In light of the background referred to above, Mr Law's comments evince a concern that the plaintiff's aggressive approach towards members of Credit Risk, such as Mr Jones and Mr Hall, had the potential to jeopardise the approval of deals by the Credit Risk area of the ANZ, to the detriment of IPG.
50Mr Law had heard from several employees of the ANZ that the plaintiff would criticise him to other staff members and seek to undermine him. From about the beginning of 2011 Mr Law did not trust the plaintiff to act honestly and openly although he trusted him to perform his daily duties. Notwithstanding Mr Law's reservations about the plaintiff, I am satisfied that Mr Law bore him no personal animus. He rejected the propositions that he did not see "eye-to-eye" with the plaintiff and that he did not "like" the plaintiff. Mr Law came across as someone who made a clear distinction between his professional and personal life and regarded affection and other emotions as something reserved for the latter.
51In mid- 2012 there was to be a restructure of the IPG as a result of which it was contemplated that some employees, including senior executives, would lose their jobs. This created uncertainty amongst staff. The plaintiff was one of two employees who oversaw IPG's relationships with listed clients in New South Wales; the other was Mr Cotterell. The plaintiff was responsible for large listed real estate investment trusts whereas Mr Cotterell led a team that focussed on the mid- to large private property developers and investment companies. One of the proposals was that these two positions at Group 2 in the Sydney Office would be merged into a single position. It was not known whether the second position would become a Group 3 (lesser) position or whether it would be dispensed with altogether.
52On 13 June 2012 Mr Corbally met with the plaintiff. As far as Mr Corbally was concerned, the meeting was one of many informal meetings which he had with the people who reported to those who reported to him to help them with career planning and to assist the ANZ with succession planning. In the course of the meeting, Mr Corbally asked the plaintiff whether he would be interested in Mr Law's role if, for any reason, Mr Law decided to leave the ANZ. The plaintiff responded that, although he did not want Mr Law's role, he did want to be promoted to a Group 1 employee (Mr Law's level), which was part of the senior executive, and to report directly to Mr Corbally. The plaintiff suggested that he could be Head of Media and Telecommunications. He also told Mr Corbally that he would suggest two people who could be considered for Mr Law's job. When Mr Corbally said that he would not be made a Group 1 employee, the plaintiff said that he would be "fine" with being appointed to lead the merged IPG team in New South Wales (following the merger of his and Mr Cotterell's positions), even though he would still be reporting to Mr Law.
53Mr Corbally assured the plaintiff that he was a valued member of the team and intimated that he should "hang in there" as "changes may eventually occur". At the time he made those comments, Mr Corbally was aware that the decision had already been made to merge the two positions, although it had not yet been announced. However the plaintiff was aware of the possibility since it had been discussed openly in ANZ since mid- June 2012. Mr Corbally made a contemporaneous handwritten note of his meeting which is consistent with the findings I have made above as to what occurred at the meeting.
54The plaintiff's evidence about what had occurred at the meeting on 13 June 2012 was quite different from that of Mr Corbally's. He, too, made a note in his notebook of what occurred at the meeting, including the following:
"Eddie is to be retired as part of re-org."
55I accept Mr Corbally's evidence not only that he said no such thing but also that he had no intention of replacing Mr Law; nor was he aware that anyone else had such an intention. The plaintiff's note is not only unreliable but also incorrect. As referred to above, I accept Mr Corbally's version of the meeting on 13 June 2012 and reject the plaintiff's version. In particular, I find that Mr Corbally did not tell the plaintiff that he had had "the best year ever". I also reject the following evidence given by the plaintiff in his cross-examination:
Q. You said that you were the obvious person to head up the two teams?
A. No, I recounted the email that I had sent earlier which said either Adam Cotterell or myself could head it up and the other one be a deputy, if that's possible.
56The email which the plaintiff referred to in his answer was one that he had sent to Mr Law on 14 July 2011 and which was annexed to his affidavit. It contained the passage:
"Adam or I would lead the team with the other acting as deputy head."
57I regard the proposition that the plaintiff did not mind whether he was leader or deputy as wholly inconsistent with his view that he was superior to Mr Cotterell and that his part of the business was significantly more valuable to the ANZ. To the extent to which he mooted the proposal of his being deputy, I regard his proposal as disingenuous, since he must have believed that, if the teams were merged, he would be entitled to be the leader.
58In his evidence Mr Corbally explained his understanding of the plaintiff's change in position from 2010, when the plaintiff had wanted Mr Law's job, to June 2012 when he no longer wanted it. He said that in 2010 Mr Law had had an "army" of support staff but that, because of retrenchments, he no longer had the administrative support that he once had, which made the position less attractive to the plaintiff.