CBA announces ‘Australia-first’ AI plan, but has it learnt from its mistakes?

“We’ve heard that stakeholders want to better understand how AI is being used across the bank and our approach to managing the risks associated with its adoption. This report outlines our progress and the safeguards we have in place to support responsible use,” said CBA CEO Matt Comyn.

“To realise the full potential of AI, we must work together to build capability, foster innovation and support responsible adoption. We aim to share our knowledge as we navigate this rapidly evolving landscape.

“Our people are central to delivering for our customers, which is why we’re expanding skilling programs to build confidence and capability.”

According to the report, CBA has established a dedicated governance forum to oversee the development of its AI risk framework, will implement AI on risk management framework, launch toolkits and guardrails to ensure responsible AI practices that support teams in the ideation, build, deployment and management of AI systems and a Group AI Policy with six principles covering environment and social impact, transparency, privacy, reliability, accountability and fairness.

The company also mentioned its 2024 launch of an AI learning series for its staff, adding that by the end of 2025, over 27,600 staff had already engaged with it.

“As Australia’s largest bank, trust is fundamental to how we use AI. Our approach is focused on our risk management foundations and guided by our AI principles,” said executive general manager and lead on the report Alex Matthews.

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“Banking technology has evolved significantly in the past 30 years, and we are using AI to help reduce scams and fraud, protect against phishing, and deliver more tailored and relevant experiences for our customers.

“We recognise the importance of collaboration with government, universities and business to foster innovation, build capability and support the responsible adoption of AI. We will continue to refine our approach as the technology evolves.

Has CBA learned from its mistakes?

CBA’s history with AI has hardly been human-focused and an “Australian-first” approach.

In July 2025, CBA announced it would be culling at least 45 customer service workers and replacing them with AI support chatbots. The bank also cut 304 of its 38,000 Australian staff in favour of 110 new jobs in India, lowering costs despite record profits of $9.8 billion in the 2024–25 fiscal year.

“Our investment in technology, including AI, is making it easier and faster for customers to get help, especially in our call centres,” a CBA spokesman said regarding the voice bot.

The move was immediately slammed by the Finance Sector Union (FSU).

“Just when we think CBA can’t sink any lower, they start cutting jobs because of AI on top of sneakily offshoring work to India,” said FSU national secretary Julia Angrisano.

However, it turns out CBA’s claims of AI lowering call volumes were false, with FSU members reporting that volumes were increasing, leading to CBA management asking team leaders to pick up the phones and the company offering overtime.

Following major pressure from FSU members and a Fair Work Commission dispute, the CBA decided to roll back the mass termination. Staff were offered their jobs back or the option to take a voluntary exit payment.

CBA said it would review its processes to improve how it goes about making changes going forward.

“CBA’s initial assessment that the 45 roles were not required did not adequately consider all relevant business considerations, and this error meant the roles were not redundant,” a spokesman said.

“We have apologised to the employees concerned and acknowledge we should have been more thorough in our assessment of the roles required.

“We are also reviewing our internal processes to improve our approach going forward.”

The bank has since said that the “review has been completed and has been resolved. This is reflected in a memorandum from the FWC to the FSU and CBA”.

While CBA is now spouting a change in how it plans to implement AI, only time will tell whether the bank has become human-focused in its implementation.